prorail top-kpis and npis facts and figures 2005 kenmerk: 20543742

ProRail Top-KPIs and NPIs

Facts and Figures 2005 Kenmerk: 20543742

Kenmerk: 20543742

Kenmerk: 20543742

Foreword

Dear colleague,

In 2004, our performance was good. The irregularities affecting train services (the TAOs) decreased by 12%. The number of incorrect route settings fell by 10% and the percentage of timely notifications in the event of major incidents increased. The standard framework for safe working was introduced on 1 January 2005, and as a consequence, 2005 is very much a year of safety.

As of 1 January, the Railways Act (and by extension the Management Concession) became effective. We have focused our targets on 2008, the year in which we intend to be operating entirely on the basis of output management. The relationships between our activities must be clear, together with the relevant costs and the performance we must provide. 2008 is also the year in which the Railways Act will be evaluated.

On our way to the evaluation in 2008, we strive to continue to improve our performance. To to provide a overvieuw, the booklet before you contains a list of the most important key performance indicators for 2005, the so-called top-KPIs at ProRail. This overview is not only intended for management, but is available to anyone interested in the target performance of ProRail. The top-KPIs have been derived from the core performance of ProRail, as agreed with the Ministry of Transport, Public Works and Water Management. The top-KPIs guarantee focus, represent the compass intended to keep ProRail on track, and provide solid tools for management. As a result, we are able to achieve our objectives, in a controllable style. I therefore consider the introduction of these top-KPIs as an important step forwards in the further professionalisation of ProRail.

These top-KPIs are placed in the spotlight in several ways, for example a number are presented on our intranet so that everyone is informed at a glance about our overall position in respect of our targets at the start of each day. This booklet is another step aimed at bringing the top-KPIs to life.

Of course, there are even more KPIs within ProRail: these are featured on the various department dashboards. A Traffic Controller, for example, will have to work with other KPIs than a Route Manager. All KPIs operated within ProRail, however, together form an integrated and solid structure, at the pinnacle of which we find the top-KPIs. With KPI’s, as with all other matters.

Finally, I would like to thank everyone involved for their efforts in bringing about our excellent current results.

With kind regards,

Bert Klerk

Kenmerk: 20543742

Kenmerk: 20543742

ContentsSection A: The Board of Directors dashboard in outline

A.1 Introduction…………….……….………………………………….…………………….. page 6

A.2.The Board of Directors dashboard with 6 external top-KPIs + 2 internal top-KPIs.page 8

A.3. Internal regulation limits 1 & 2, target values and threshold values 2005……… page 9

Section B: Elaboration of individual top-KPIs and NPIs

B.1.& 2. Development of top-KPIs Availability and Transfer………………………….. page 10

B.1.0. Indicator “availability” explained………………………………. ………….… page 11

B.1.1. Availability - Unplanned un-available…………….…………………………. page 12

B.1.2. Availability - Planned un-available………………………………………..… page 13

B.2.1. Transfer – Appreciation social safety……………………………………….. page 14

B.2.2. Transfer – Appreciation cleanliness………………………………………..… page 15

B. 3.& 4. Development of top-KPIs Adjustment and Use…..……………………..… page 16

B.3.1. Adjustment – Information provision in accordence with agreements……… page 17

B.3.2. Adjustment – Adjustment in in accordence with agreements……….….... page 18

B.3.3. Adjustment – Irregularities route setting ……………………………….... page 19

B.4.1. Use – Successful appeals Netherlands Competition Authority (NMa) …... page 20

B.5.& 6. Development of top-KPIs Safety & Environment and Finance……………… page 21

B.5.1. Safety & Environment – System safety……………………………………… page 22

B.5.2. Safety & Environment – Work safety……………………………………..… page 23

B.6.1. Finance – Overhead costs………………………………………….………… page 24

B.6.2. Finance – Costs per train km……………………………………………... page 25

B.7.& 8. Development of internal top-KPIs Personnel & Innovation………. ………… page 26

B.7.1. Personnel – Absenteeism due to sickness………………………………..… page 27

B.7.2. Personnel – RGB discussions held…………………….…………………… page 28

B.7.3. Personnel – Employee satisfaction………………………………. ………….. page 29

B.8.1. Innovation – “In development” ………………………………..…………… page 30

Section C: Elaboration of the top-KPI management process

C.1. The main management process top-KPIs …………….. page 31

C.2. Submission phase (to A)………………………………….. page 32

C.3. Intake phase (from A to B)…………………………….….. page 34

C.4. Review phase (from B to C)……………………………… page 35

C.5. Realisation phase (from C to D)…………………………… page 36

C.6. Implementation phase (from D to E)……………………… page 37

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A.1. Introduction (1)

The agreements on the key performance to be provided by ProRail constitute an important component of

the Management Concession . The key performance components have been fed into top-Key

Performance Indicators (top-KPIs). These top-KPIs have been operationalised in one or more Specific

Performance Indicators (NPIs). The top-KPIs have been supplemented with two internal KPIs, being

personnel and innovation. The table below is a represents of the translation key performance into NPIs.

Care tasks in the Management Concession Key performance in the Management ConcessionTop-KPIs ProRail Specific Performance Indicators (2005)Reliability and availability of the railway infrastructure

Availability and reliability of the railway infrastructure

ProRail will guarantee imaximum availability

* Irregularities Affecting Train Services* Average Functional recovery time* Train-free periods* Cleanliness (national average)* Social safety (national average)

Guiding traffic over the railway infrastructureThe quality of the adjustment ProRail will live up to Agreements with track operator

* Adjustment i.a.w. agreements The quality of the information provision * Information provision agreements

Fair, non-discriminatory distribution of the capacity of the railway infrastructure

The quality of the distribution of capacity ProRail will optimise supply/demand for the

Available tracks

*Successful appeals with the Netherlands Competition Authority

…within legal frameworks for safety and the environment… * Safety index…and in the most efficient manner possible * Overhead costs

* Costs per train kmInternal ProRail KPIsNot in Management Concession Personnel * Absenteeism due to sickness

* RGB discussions held* Employee satisfaction

Not in Management Concession Innovation * Degree of innovation

The cleanliness, social safety and accessibility of the transfer facilities

ProRail will live up to agreements on transfer facilities

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For each NPI, a target value and/or threshold value is determined. A target value represents the target aimed at by ProRail. A threshold value is the target in accordence with for ProRail will be held accountable. A target value is therefore less absolute than a threshold value. A threshold value can only be determined once ProRail has sufficient experience with an NPI. The intention is that on or before 1 st January 2008, all NPIs will have threshold values.

To ensure that ProRail is able to focus on the agreed targets, internal limits have been agreed, which indicate by way of a colour code whether the NPIs are ‘on track’. The colours have the character of traffic lights. The colour green means that the NPI is developing in accordence with to the target, and is on track. The colour orange indicates that there is a tempory deviation for which no (more) separate actions need be taken. The colour red indicates that additional action and therefore attention are necessary to tackle the deviation from the target.

A.1. Introduction (2)

Green Orange Red

Internal regulation limit 1 Internal regulation limit 2

At present, not all NPIs are ready. Some are still being developed and/or are for the time being only used for information purposes. The current status will be specified for each NPI.

This booklet is concerned with 2005 in particular; the internal regulation limits, target values and threshold values may be altered, for 2006.

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2Transfer

6Finance

1Availability

3Adjustment

4Usage

5 Safety &the Environment

5. … within statutory frameworks for safety and the

environment...

6. … as efficiently as possible.

1. ProRail will guarantee maximum availability…

3. … complies with agreements with operators...

4. …will maximise supply/demand for the available track …

2. … lives up to agreements on transfer facilities...

Indicators

7Personnel

8Innovation

A.2. The Board of Directors dashboard with 6 external top-KPIs + 2 internal top-KPIs

external

internal

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A.3. Internal regulation limits 1 & 2, target values and threshold values 2005

KPI/NPI Dashboard Items

Tar

get

val

ue

(in

tern

al

reg

ula

tio

n li

mit

1)

Inte

rnal

reg

ula

tio

n

limit

2

Th

resh

old

val

ue

2005

(A

gre

emen

t M

inis

try

of

Tra

nsp

ort

)

1 KPI Availability1.1 NPI-Unplanned non-available (TAO (#) *(FHT (hours)) 14.200 * 14.605 N/A 20051.2 NPI Planned non-available (TVP (#)) 344 380 N/A 20051.3 NPI Weighted unplanned non-available (TAO (#) *(FHT (hours)*BVW) In development N/A 2005

2 KPI Transfer2.1 NPI Appreciation social safety (daytime) 84% 76% 76%2.2 NPI Appreciation social safety (night-time) 45% 37% 37%2.3 NIP Appreciation cleanliness 48% 42% 42%

3 KPI Adjustment3.1NPI Information provision in accordance with agreements 98% 95% 95%3.2NPI Adjustment in accordance with agreements 92% 92% 90%3.3 NPI number of irregularities in route setting 1.075 1.100 N/A 2005

4 KPI Use4.1 NPI Successful appeals Netherlands Competion Authority (NMa) 40% 60% N/A 2005

5 KPI Safety & Environment5.1 NPI System safety In development N/A 20055.2 NPI Work safety In development N/A 2005

6 KPI Finance6.1 NPI Overhead costs 15,0% 16,5% N/A 20056.2 NPI Costs per train km (costs including capital costs) € 8,23 8,64€ N/A 2005

7 KPI Personnel (internal KPI)7.1 NPI Absenteeism due to sickness 5% 5,40% N/A 20057.2 NPI RGB appraisals held (planning and evaluation meetings) 90% 75% N/A 20057.3 NPI Employee satisfaction 73% NTB N/A 2005

8 KPI Innovation (internal KPI)8.1 NPI Innovation In development N/A 2005

The following NPIs are information items for the Board of Directors**

1.1.1 NPI Availability due to unplanned withdrawal (TAOs (#)) Information item N/A 20051.1.2 NPI Average functional repair time for a TAO (FHT (hours)) Information item N/A 20052.3.1 NPI Cleanliness (objective measurement) Information item N/A 2005

* Target value + Package of measures agreed with Ministry of Transport, Public Works and Water Management

** Information items are not on the Board of Management Dashboard, but are reported to the BoM once a quarter or monthly

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B.1.& 2. Development of top-KPIs Availability & Transfer

2005 2006 200820072004

Appreciationcleanliness

Appreciationsocial safety

1. A

vail

abil

ity


Appreciation social safety



Accessibility



Accessibility



Accessibility

2. T

ran

sfer

• ProRail can be held account for elements of output indicators.• Full output indicators developed by 2006.• Box colour: white = NPI without target and threshold value; blue = NPI with target value; green = NPI with threshold

value

TAO

FHT

Track sectionvalue

km

TVP

duration

TAO

FHT

Track sectionvalue

km

TVP

duration

TAO

FHT

Track sectionvalue

km

TVP

duration

TAO

FHT

TVP

duration

TAO

FHT

Track section value

TVP

duration

x x x x x x x x

2Transfer

6Finance

1Availability

3Adjustment

4Use

5 Safety & Environment

7Personnel

8Innovation

No Threshold values will be laid down for individual NPI elements

NPI 2

NPI 1

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B.1.0. Indicator ‘availability’ explained

Availability: growth process from working with ‘un availability’

Working with availability

available

plannedun-available

unplannedun-available

current

TVP (#)

TAO (#) *FHT (hour)

available

future

TVP (#) *duration (hour) *work zone (km)

TAO (#) *FHT (hour) *

work zone (km) *track section value

Totalavailability

# km track *

# days / year *

# hours / day *

weighted averagetrack section value

Key

TAO = irregularity affecting train serviceFHT = functional repair time: average duration

TAOwork zone = section of non-available tracktrack section value = weighting factor for a

section of track on basis of use (intensity)TVP = train-free period

We currently still report on these aspects

We will be reporting on these

aspects

2Transfer

6Finance

1Availability

3Adjustment

4Use

5 Safety &Environment

7Personnel

8Innovation

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B.1.1. Availability – Unplanned non-available

KPI name Unplanned non-available

KPI definition Degree to which ProRail is able to make the overall rail infrastructure (minus unplanned withdrawals) available to operators

KPI explanation This reflects the extent to which ProRail is able to efficiently carry out the exploitation of the Rail Infrastructure, in other wordswith the lowest possible unplanned loss of available capacity.

KPI calculation (TAOs IM + TAOs IP + TAOs Post 21) * average FHT

KPI unit Total number of hours not available

KPI owner Director IM (A. Bauer), Director IP (P. de Weijs) and Director ICT-Services (P. Bakker)

Measurement frequency Monthly

Information source/System SAP

Comments In 2005, the track section value NPI is to be developed; in 2006, this will be added to the KPI.

Internal regulation limits, target value and threshold value 2005 Target value = 14.200

Threshold value = -

TAO

FHT

TVP

duration

In 2005

Green Orange Red

Internal regulation limit 1 = 14,200


2Transfer

6Finance

1Availability

3Adjustment

4Use


7Personnel

8Innovation

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B.1.2. Availability – Planned un-available

KPI name Planned non-available

KPI definition Degree to which ProRail is able to ensure that the Railway Infrastructureis theoretically made available (minus planned withdrawal) for operators.

KPI explanation This reflects the extent to which ProRail is able to minimize the required withdrawal of the Railway infrastructure for planned maintenance activities.

KPI calculation Current KPI calculation: TVPs IM and IP in the category Extreme Nuisance, Nuisance and Low Nuisance

KPI calculation from 2006: (TVPs IM and IP in the category Extreme Nuisance, Nuisance and Low Nuisance) x average TVP duration

KPI unit Total number of hours not available

KPI owner Director IM (A. Bauer), Director IP (P. de Weijs)


Information source/System RAPI system from the regions supplies a central application known as ARTEMIS with WBI (Workplace Protection Instruction) data and Workplace codes (number of workplace codes = number of TVPs). Business planning prepares a report based on ARTEMIS, and submits the report to Planning & Control for Board of Directors monthly and quarterly reports.

Comments • For the addition of average duration of a TVP, a definition will be drawn up by Business Planning.

• In 2005, the NPI Track section value will be developed.

Internal regulation limits, target value and

threshold value 2005

Target value = 344

Threshold value = -

In 2005, the average duration will be linked to the TVPs.

TAO

FHT

TVP

duration

In 2005

Green Orange Red

Internal regulation limit 1 = 344

Internal regulation limit 2 = 380

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B.2.1. Transfer – Appreciation social safety


Appreciationsocialsafety

KPI name Appreciation social safety

KPI definition Degree to which ProRail succeeds in maintaining social safety at transfers at the required level, viewed from the perspective of the end consumer (subjective quality)

KPI explanation The KPI indicates the extent to which the end consumer considers the transfers as safe. This is of essential importance because social safety to a large extent determines the satisfaction of the consumer with ProRail.

KPI calculation (Number of respondents scoring social safety with a figure >= 7 / Total number of respondents)*100%. Broken down into social safety at night and social safety during the day

KPI unit percentage of passengers scoring social safety at night as 7 or higher

percentage of passengers scoring social safety during the day as 7 or higher

KPI owner Director IM (A. Bauer)

Measurement frequency Quarterly

Information source/System Kosmos report from NS Commercial (every quarter, with continuous measurements).

Comments • This report score is based on an average for all transfer types (cathedrals, plus stations and basic stations).

• An objective NPI for the score for social safety is being developed

Internal regulation limits, target value and threshold value 2005

In 2005

Target value day = 84%

Target value night = 45%

Threshold value day = 76%

Threshold value night = 37%

Green Orange Red

Internal regulation limit 1 day = 84%

Internal regulation limit 1 night = 45%

Internal regulation limit 2 day = 76%

Internal regulation limit 2 night = 37%

2Transfer

6Finance

1Availability

3Adjustment

4 Use


7Personnel

8Innovation

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B.2.2. Transfer – Appreciation cleanliness

AppreciationReinheid

Appreciationsocialsafety


KPI name Appreciation cleanliness

KPI definition Degree to which ProRail succeeds in maintaining cleanliness of transfers at the required level, viewed from the perspective of the end consumer.

KPI explanation The KPI indicates the extent to which the end consumer views the transfers as clean. This is of essential importance because cleanliness to a large extent determines the satisfaction of the consumer with ProRail

KPI calculation (Number of respondents scoring cleanliness of stations with a figure >= 7 / Total number of respondents)*100%

KPI unit Percentage of passengers scoring cleanliness as 7 or higher



Information source/System Kosmos report from NS Commercial (every quarter).

Comments • This report figure is based on an average for all transfer types (cathedrals, plus stations and basic stations).

• Cleanliness is now also measured objectively by NS. Figures will be passed on in 2005 as an information item to the Ministry of Transport, Public Works and Water Management. From 2006, ProRail and the Ministry will reach agreements based on objective figures.


threshold value 2005

In 2005

Target value = 48%

Threshold value = 42%

Green Orange Red

Internal regulation limit 1 = 48%


2Transfer

6Finance

1Availability

3Adjustment

4 Use


7Personnel

8Innovation

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B.3.& 4. Development of top-KPIs Adjustment & Use

2005 2006 200820072004

3. A

dju

stm

ent

4. U

se

Successfulappeals

NMa

Successfulappeals

NMa

%available

trackused by

operators

Successfulappeals

NMa

%available

trackused by

operators

Successfulappeals

NMa

%available

trackused by

operators

• The indicators for adjustment are now already operational. • The indicators for use will be further elaborated in 2005 and operational by 2006.• Box colour: white = NPI without target and thres on hold value; blue = NPI with target value; green = NPI with

threshold value

2Transfer

6Finance

1Availability

3Adjustment

4Use


7Personnel

8Innovation

Adjustment in accordence with to

agreements

Information provisionin accordence with

to agreements

Irregularities route setting


agreements


to agreements



agreements


to agreements



agreements


to agreements



agreements


to agreements


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B.3.1. Adjustment – Information provision in accordence with agreements

In 2005

KPI name Information provision in accordence with to agreements

KPI definition Percentage of correctly set CTA/CHA boxes

KPI explanation The KPI indicates the extent to which information provision from Traffic Control via CTA and CHA boxes on the stations is correct. This is randomly measured by determining 5 minutes before planned departure whether the information in the boxes is correct.

KPI calculation (number of correctly set CTA/CHA boxes / total number of boxes observed)*100%

KPI unit Percentage of correctly set CTA/CHA boxes

KPI owner Director VL (J. Los)


Information source/System Reports from NS (MOA). Every quarter, ProRail receives a hard copy. This report contains the percentage correctness of settings of CTA/CHA boxes.

Comments With the introduction of InfoPlus, a new and improved measurement system will be introduced. This will be used to measure “the percentage of messages in broadcast the train service in accordewith specifications”. In addition “the percentage of CTA/CHA boxes correctly set” will be measured in a more professional manner.


threshold value 2005Target value = 98%

Threshold value = 95%

Green Orange Red



Adjustment in accordence

with agreements

Information provision inaccordence with

agreements


2Transfer

6Finance

1Availability

3Adjustment

4 Use


7Personnel

8Innovation

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B.3.2. Adjustment – Adjustment in accordence with agreements

In 2005

KPI name Adjustment in accordence with agreements

KPI definition Percentage of blockages dealt in accordence with blockage measures.

KPI explanation The KPI indicates the extent to which ProRail deals with blockages in accordence with the agreed blockage measures. In the event of a blockage on the track, the network traffic control selects a scenario to solve this problem, and to prevent nuisance as far as possible. E.g. the redirecting of trains is one such scenario. Subsequently, each blockageis reviewed, as to whether the correct scenario was selected depending on the type of blockage.

KPI calculation (Number of blockages dealt with in accordence with to agreements/Total number of blockages)*100%.

KPI unit Percentage blockages correctly dealt with



Information source/System “Muisnet”. National coordination Traffic Control (LCVL) delivers this information monthly to the controllers at Traffic Control.


Target value = Threshold value = 92%


Adjustment in accordence with agreements

Information provision in accordence with

agreements


Green Red

2Transfer

6Finance

1Availability

3Adjustment

4 Use


7Personnel

8Innovation

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B.3.3. Adjustment – Irregularities route setting

In 2005

KPI name Irregularities route setting

KPI definition Number of irregularities in route setting

KPI explanation This relates to the incorrect and/or late setting of a route for which the train control service of Traffic Control is responsible, and as a result of which a delay of 2 or more minutes occurs or safety is threatened.

KPI calculation The total of the number of irregularities with heading 3.02.01 and 3.02.02 from the system “Geeltje” represents the total number of irregularities in route setting.

KPI unit Number



Information source/System “Geeltje”

Comments


Target value = 1.075

Threshold value = -Green Orange Red



Adjustment in accordence with agreements

Information provisionin accordence

with agreements


2Transfer

6Finance

1Availability

3Adjustment

4 Use


7Personnel

8Innovation

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B.4.1. Use – Successful appeals Netherlands Competition Authority (NMa)

In 2005

KPI name Successful appeals Netherlands Competition Authority (NMa)

KPI definition Percentage number of successful appeals against capacity distribution, access and framework agreements and user payments, with NMa

KPI explanation The NMa is responsible for supervising compliance with stipulations in the Railways Act relating to the relationship between ProRail and the operators, in particular in respect of capacity distribution. Upholding by the NMa of a complaint on a non-transparent or discriminatory treatment of an operator by ProRail , means that ProRail was unable to comply with its obligation to implement its tasks in a transparent and non-discriminatory manner. The percentage of cases in which the NMa finds in favour of the complainant is an indicator of the quality of capacity distribution at ProRail.

KPI calculation (Number of successful appeals against ProRail / total number of appeals against ProRail)*100%

KPI unit % successful appeals against ProRail

KPI owner Director CM (H. van Dijk)


Information source/System NMa overview will be supplied by the Capacity Management department.

Comments This KPI became operational in 2005


Successfulappeals

NMa

Target value = 40%




2Transfer

6Finance

1Availability

3Adjustment

4Use


7Personnel

8Innovation

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B.5.& 6. Development of top-KPIs Safety & Environment and Finance

2005 2006 200820072004

Costs pertrain km

5 S

afet

y6.

Fin

ance

Costs pertrain km

Overhead costs

Costs pertrain km

Overhead costs

Costs pertrain km

Overhead costs

Costs pertrain km

Overhead costs

Overhead costs

• The indicators for safety and the environment will be measured from 2005.• The indicators for finance have already been determined and have a target value for 2005.• Box colour: white = NPI without target and threshold value; blue = NPI with target value; green = NPI with threshold

value

2Transfer

6Finance

1Availability

3Adjustment

4 Use


7Personnel

8Innovation

System safety

Work safety

System safety

Work safety

System safety

Work safety

System safety

Work safety

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B.5.1. Safety & Environment - System safety

In 2005

KPI name System safety

KPI definition Degree to which ProRail complies with its objectives for incident system safety.

KPI explanation An important quality aspect of the railway infrastructure system is the level of safety of the system, so that the risks for both parts of the system and for the environment can be kept to a minimum.

KPI calculation In the calculation, incidents at level 1 and level 2 are included on the basis of the following calculation: 100 * (10* 12 months average incidents level 1 + 12 months average incidents level 2) in month / (10* 12 months average incidents level 1 + 12 months average incidents level 2) in December year x-1

KPI unit Percentage score realised number of incidents relating to system safety in respect of the standard set.



Information source/System

Reports from PROMISE

Comments Number of fatal accidents at crossings is included as an information item in the dashboard, because this target has been laid down in the government framework. This NPI will be further elaborated in 2005 and will in 2005 have at best an informing status.


System safety

Work safety

Target value = in development


Internal regulation limit 1 =

in development

Internal regulation limit 2 =

in development

2Transfer

6Finance

1Availability

3Adjustment

4 Use


7Personnel

8Innovation

Kenmerk: 20543742

B.5.2. Safety & Environment - Work safety

In 2005

KPI name Work safety

KPI definition Degree to which ProRail complies with its targets for incidents relating to work safety.

KPI explanation An important quality aspect of the railway infrastructure system is the level of safety in working on the infrastructure. As a client and manager, ProRail has responsibilities in this respect.

KPI calculation In the calculation, the incidents at level 1 and 2 are included on the basis of the following calculation: 100 * (10* 12 months average incidents level 1 + 12 months average incidents level 2) in month / (10* 12 months average incidents level 1 + 12 months average incidents level 2) in December year x-1

KPI unit Percentage score realised number of incidents relating to work safety in respect of standard set.




Reports from PROMISE

Comments NPI is still in development


System safety

Work safety

Target value = in development


Internal regulation limit 1 = in development

Internal regulation limit 2 = in development

2Transfer

6Finance

1Availability

3Adjustment

4 Use


7Personnel

8Innovation

Kenmerk: 20543742

B.6.1. Finance – Overhead costs

In 2005

Costs pertrain km

Overhead costs

KPI name Overhead costs

KPI definition Percentage of overhead costs as compared with net operating costs.

KPI explanation Insight in percentage of overhead costs

KPI calculation Indirect costs ProRail / Net operating costs minus capital costs (interest and depreciation)

Indirect costs ProRail: Personnel costs + Other operating costs -/- Activated production -/- Direct costs CM and Traffic Control.

Net operating costs less capital costs: Costs outsourced work + Personnel costs + Other operating costs -/- Activated production -/- Other operating income.

KPI unit Percentage overhead costs

KPI owner Financial Director (Jolanda Poots-Bijl)



Consolidated end-of-year forecast (Excel)

Comments To avoid seasonal influences in the denominator, in 2005, for this KPI, a progressive four-quarterly average will be used.


Target value = 15%



Internal regulation limit 2 = 16.5%

2Transfer

6Finance

1Availability

3Adjustment

4 Use


7Personnel

8Innovation

Kenmerk: 20543742

B.6.2. Finance – Costs per train km

In 2005

Overhead costs

Costs pertrain km

KPI name Costs per train kilometre (in € per train kilometre)

KPI definition Costs per train kilometre

KPI explanation Insight in the level of efficiency.

KPI calculation Net operating costs / number of train kilometres

Net operating costs excl. capital costs: Costs outsourced work + Personnel costs + Other operating costs -/- Activated production -/- Other operating income.

Train kilometres: goods + passenger kilometres

KPI unit € per train kilometre

KPI owner Financial Director (Jolanda Poots-Bijl)



Train kilometres: operator details bank

Net operating costs: SAP, MAS, Exact

Comments The costs are not constant over the year (costs rise in the last six months); this influences the reference figure. As a consequence in 2005, for this KPI a progressive four-quarterly average will be used.

In the course of 2005, an assessment will be made as to whether the definition of this NPI is sufficient or requires alteration.


Target value = € 8.23


Internal regulation limit 1 = € 8.23

Internal regulation limit 2 = € 8.64

2Transfer

6Finance

1Availability

3Adjustment

4 Use


7Personnel

8Innovation

Kenmerk: 20543742

B.7.& 8. Development of internal top-KPIs Personnel & Innovation

2005 2006 200820072004

7. P

erso

nn

el8.

In

no

vati

on

in development

in development

in development

in development

• The indicator for motivated employees is based on absenteeism due to sickness

(quarterly indicator) combined with employee satisfaction (annual indicator).• The indicator for innovation is being elaborated by the Rail Development department.• Box colour: white = NPI without target and threshold value; blue = NPI with target value.

2Transfer

6Finance

1Availability

3Adjustment

4 Use


7Personnel

8Innovation

Absenteeism due to sickness

RGB discussions held

Employee satisfaction


RGB discussions

held



RGB discussions

held



RGB discussions

held





Kenmerk: 20543742

B.7.1. Personnel – Absenteeism due to sickness

In 2005

KPI name Absenteeism due to sickness

KPI definition Absenteeism due to sickness: degree to which ProRail is able to maintain absenteeism due to sickness at an acceptable level

KPI calculation Absenteeism due to sickness = (total number of sickness hours per measured period / total number of contract hours per measured period) * 100%

KPI unit Absenteeism due to sickness: percentage of absenteeism due to sickness

KPI owner Director HRM (L. Donders)

Measurement frequency Absenteeism due to sickness: monthly


Absenteeism due to sickness: SAP HR NSP for whole of ProRail. SAP NSP is owned by NS and before ProRail, was broken down into the former separate government-commissioned organisations RIB, RVL and RN. From 1 January 2005, these three components have been combined in the new ProRail structure. The system remains the property of NS.

Explanation On absenteeism due to sickness:

• sickness hours on days on which no contract hours are planned are registered as non-sick days;

• all sickness hours (short, medium and long sickness periods) are included.

• maternity leave is not included in this report.

Comments None


Target value = 5%



Internal regulation limit 2 = 5,4%




2Transfer

6Finance

1Availability

3Adjustment

4 Use


7Personnel

8Innovation

Kenmerk: 20543742

B.7.2. Personnel – RGB discussions held

In 2005

KPI name RGB discussions held (planning & evaluation discussions)

KPI definition Degree to which ProRail complies with the RGB cycle over the year

KPI calculation (Sum of number of employees receiving the required number of planning and/or evaluation discussions during the measured period / Total number of employees within the RGB cycle at the measurement moment) * 100%.

KPI unit %


Measurement frequency Annual, Planning discussions (Q1), Evaluation discussions (Q4)


SAP HR NSP

Comments What matters in the end is the scoring percentage for the entire RGB cycle; to maintain some idea during the year of the status, the planning discussions are also monitored. The progress discussion is not included in this NPI. For completeness: the target percentages are equivalent for both discussions.

Internal regulation limits, target value and threshold value 2005 Target value = 90%

Threshold value = -

Green Orange Red






2Transfer

6Finance

1Availability

3Adjustment

4 Use


7Personnel

8Innovation

Kenmerk: 20543742

B.7.3. Personnel – Employee satisfaction

In 2005

KPI name Employee satisfaction

KPI definition The degree of satisfaction of ProRail employees.

KPI calculation Measurement on basis of annual employee satisfaction survey (SKOOP). (Number of respondents indicating satisfaction with working at ProRail / Total number of respondents)*100%.

KPI unit %


Measurement frequency Annual


The results of an external investigation (based on the “SKOOP” survey amongst employees at ProRail), carried out on behalf of HRM.

Comments None


Target value = 73%



Internal regulation limit 2 = To be determined




2Transfer

6Finance

1Availability

3Adjustment

4 Use


7Personnel

8Innovation

Kenmerk: 20543742

B.8.1. Innovation – “In development”

In 2005, the business unit Rail Development will be developing a KPI for innovation.

2Transfer

6Finance

1Availability

3Adjustment

4Use


7Personnel

8Innovation

Kenmerk: 20543742

Submitter

IndicatorOwners

Board of Directors

ProRailDashboard

Management organisation

Submission haseIntake phase

Review phase

Realisation phase

Submission phase

Intake phase

Submittedchange

form

Useful proposal?

Elaboratedproposal

Dashboard Steering committee Review phase

Approved? (for major impact)

Approvedproposal, start

realisation

Realisation phaseKPI

operational

Implementation phase

Approved placementon Dashboard

KPIin Dashboard

report


C.1. The main management process top-KPIs

A

B

CD

E

Kenmerk: 20543742

Identify need fornew or altered

indicator

Completechange form

Submit change formto Dashboard

management organisationSubmitter

ProRailDashboard

Management organisation

Intake phase

Submittedchange

form


Review phase

Realisation phase


C.2. Submission phase (to A)

IndicatorOwners

Dashboard Steering committee

Board of Directors

Change form available from Marieke Marcus (Planning and Control) see also next

page.

Kenmerk: 20543742

C.2. Top-KPI change form

Contact person for the management organisation of TOP-KPIs is:Marieke Marcus (Planning & Control)

The change form is available from and must be submitted to her. This form will also soon be available for download from @propos.

Kenmerk: 20543742

First screeningproposal

Meets screening

criteria

Elaborate proposal

Submitter

IndicatorOwners

ProRailDashboard

ManagementOrganisation

Submit proposal toperson with finalresponsibility for

indicator

Useful proposal?

Feedback to submitter

No

Yes

No

Submittedchange

form

Yes

Review phase

Elaboratedproposal

Dashboard Steering

Committee


Review phase

Realisation phase


C.3. Intake phase (from A to B)

Board of Directors

Feedback

Feedback to management organisation

Kenmerk: 20543742

Dashboard Steering Committee

Board of Directors

Review proposalProposal

with majorimpact?

Review andapprove proposal

Approved?

Realisation phase

Approved?

Yes

Yes

YesNo

No

No

Submission phaseIntake phase

Review phase

Realisation phase


Submitter

Elaboratedproposal

C.4. Review phase (from B to C)

ProRailDashboard

Management Organisation

IndicatorOwners

Feedback to owner and submitter if proposal must either be reviewed

or definitively stopped

Approved elaboratedproposal

Approve elaborated proposal

Feedback to management organisation

Approveelaborated proposal

Kenmerk: 20543742

Coordinateimplementation

of proposal

Transfer change to management organisation

Pass on changes tostakeholders outside

department of indicator owner

Communicate internal changes

KPIoperational


Submission phaseIntake phase

Review phase

Realisation phase


C.5. Realisation phase (from C to D)

Approvedelaboratedproposal


Board of Directors

Submitter

ProRailDashboard


IndicatorOwners

Kenmerk: 20543742

Submission phase

Intake phase

Review phase

Realisation phase


KPIoperational

Proposal for inclusion in Dashboard

Approved?

SG issues instruction to include KPI at

agreed time

KPIin Dashboard

report

C.6. Implementation phase (from D to E)

Yes

No


Board of Directors

Submitter

ProRailDashboard


IndicatorOwners

Proposal reviewed

prorail top-kpis and npis facts and figures 2005 kenmerk: 20543742

Documents

kpis availability

kpis guarantee focus

target performance of

core performance of

professionalisation

section b

water management

management concession