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ProRail Top-KPIs and NPIs Facts and Figures 2005 Kenmerk: 20543742

ProRail Top-KPIs and NPIs Facts and Figures 2005 Kenmerk: 20543742. Dear colleague,

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ProRail Top-KPIs and NPIs Facts and Figures 2005 Kenmerk: 20543742

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  1. ProRail Top-KPIs and NPIsFacts and Figures 2005Kenmerk: 20543742

  2. 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 Foreword

  3. Contents Section 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

  4. 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 Concession Top-KPIs ProRail Specific Performance Indicators (2005) Reliability and availability of the railway Availability and reliability of the railway ProRail will guarantee * Irregularities Affecting Train Services* infrastructure infrastructure imaximum availability Average Functional recovery time * Train-free periods The cleanliness, social safety and accessibility of ProRail will live up to * Cleanliness (national average) the transfer facilities agreements on transfer facilities * Social safety (national average) ProRail will live up to Agreements with track operator Guiding traffic over the railway infrastructure The quality of the adjustment * Adjustment i.a.w. agreements The quality of the information provision * Information provision agreements Fair, non-discriminatory distribution of the The quality of the distribution of capacity ProRail will optimise *Successful appeals with the supply/demand for the Available tracks capacity of the railway infrastructure 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 km Internal ProRail KPIs Not in Management Concession Personnel * Absenteeism due to sickness * RGB discussions held * Employee satisfaction Not in Management Concession Innovation * Degree of innovation

  5. A.1. Introduction (2) 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 1st 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. Green Orange Red Internal regulation limit 2 Internal regulation limit 1 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.

  6. A.2. The Board of Directors dashboard with 6 external top-KPIs + 2 internal top-KPIs Indicators 2. … lives up to agreements on transfer facilities... 1. ProRail will guarantee maximum availability… 2 Transfer 1 Availability 7 Personnel 6 Finance 3 Adjustment 6. … as efficiently as possible. 3. … complies with agreements with operators... 8 Innovation 4. …will maximise supply/demand for the available track … 5. … within statutory frameworks for safety and the environment... 5 Safety & the Environment 4 Usage external internal

  7. Target value (internal Internal regulation Threshold value 2005 (Agreement Ministry of regulation limit 1) limit 2 Transport) KPI/NPI Dashboard Items 1 KPI Availability N/A 2005 14.200 * 14.605 1.1 NPI-Unplanned non-available (TAO (#) *(FHT (hours)) N/A 2005 344 380 1.2 NPI Planned non-available (TVP (#)) N/A 2005 In development 1.3 NPI Weighted unplanned non-available (TAO (#) *(FHT (hours)*BVW) 2 KPI Transfer 84% 76% 76% 2.1 NPI Appreciation social safety (daytime) 45% 37% 37% 2.2 NPI Appreciation social safety (night-time) 48% 42% 42% 2.3 NIP Appreciation cleanliness 3 KPI Adjustment 98% 95% 95% 3.1 NPI Information provision in accordance with agreements 92% 92% 90% 3.2 NPI Adjustment in accordance with agreements N/A 2005 1.075 1.100 3.3 NPI number of irregularities in route setting 4 KPI Use N/A 2005 40% 60% 4.1 NPI Successful appeals Netherlands Competion Authority (NMa) 5 KPI Safety & Environment N/A 2005 In development 5.1 NPI System safety N/A 2005 In development 5.2 NPI Work safety 6 KPI Finance N/A 2005 15,0% 16,5% 6.1 NPI Overhead costs N/A 2005 € 8,23 € 8,64 6.2 NPI Costs per train km (costs including capital costs) 7 KPI Personnel (internal KPI) N/A 2005 5% 5,40% 7.1 NPI Absenteeism due to sickness N/A 2005 90% 75% 7.2 NPI RGB appraisals held (planning and evaluation meetings) N/A 2005 73% NTB 7.3 NPI Employee satisfaction 8 KPI Innovation (internal KPI) N/A 2005 In development 8.1 NPI Innovation The following NPIs are information items for the Board of Directors** N/A 2005 Information item 1.1.1 NPI Availability due to unplanned withdrawal (TAOs (#)) N/A 2005 Information item 1.1.2 NPI Average functional repair time for a TAO (FHT (hours)) N/A 2005 Information item 2.3.1 NPI Cleanliness (objective measurement) * 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 A.3. Internal regulation limits 1 & 2, target values and threshold values 2005

  8. km km km Track section value Track section value Track section value Track section value FHT duration FHT duration FHT FHT duration duration FHT duration TAO TVP TAO TVP TAO TAO TVP TVP TAO TVP Accessibility Accessibility Accessibility Appreciation social safety Appreciation social safety Appreciation social safety Appreciation social safety Appreciation cleanliness Appreciation cleanliness Appreciation cleanliness Appreciation cleanliness 2 B.1.& 2. Development of top-KPIs Availability & Transfer 1 Transfer Availability 7 Personnel 6 3 Adjustment Finance • 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 8 Innovation 5 Safety 4 & Environment Use NPI 1 2008 2004 2007 2005 2006 NPI 2 1. Availability x x x x x x x x No Threshold values will be laid down for individual NPI elements Appreciation social safety 2. Transfer Appreciation cleanliness

  9. current future available TAO (#) * FHT (hour) * work zone (km) * track section value TAO (#) * FHT (hour) TVP (#) * duration (hour) * work zone (km) TVP (#) B.1.0. Indicator ‘availability’ explained 2 1 Transfer Availability Availability: growth process from working with ‘un availability’ Working with availability 7 Personnel 6 3 Finance Adjustment 8 Innovation available 5 Safety & 4 Use Environment Total availability # km track * # days / year * # hours / day * weighted average track section value We will be reporting on these aspects We currently still report on these aspects unplanned un-available Key TAO = irregularity affecting train service FHT = functional repair time: average duration TAO work zone = section of non-available track track section value = weighting factor for a section of track on basis of use (intensity) TVP = train-free period planned un-available

  10. B.1.1. Availability – Unplanned non-available 2 1 Transfer Availability 7 FHT duration Personnel 6 3 In 2005 Finance Adjustment 8 Innovation TAO TVP 5 Safety 4 & Environment Use Green Orange Red Internal regulation limit 1 = 14,200 Internal regulation limit 2 = 14,605

  11. B.1.2. Availability – Planned un-available duration FHT In 2005 TAO TVP Green Orange Red Internal regulation limit 1 = 344 Internal regulation limit 2 = 380

  12. 2 1 Transfer Availability 7 Personnel 6 3 Finance Adjustment 8 Innovation 5 Safety 4 & Environment Use B.2.1. Transfer – Appreciation social safety Appreciation social safety In 2005 Appreciation cleanliness Target value day = 84% Target value night = 45% Green Orange Red Threshold value day = 76% Threshold value night = 37% Internal regulation limit 2 day = 76% Internal regulation limit 2 night = 37% Internal regulation limit 1 day = 84% Internal regulation limit 1 night = 45%

  13. 2 1 Transfer Availability 7 Personnel 6 3 Finance Adjustment 8 Innovation 5 Safety 4 & Environment Use B.2.2. Transfer – Appreciation cleanliness Appreciation social safety In 2005 Appreciation cleanliness Appreciation Reinheid Target value = 48% Green Orange Red Threshold value = 42% Internal regulation limit 1 = 48% Internal regulation limit 2 = 42%

  14. Information provision in accordence with to agreements Information provision in accordence with to agreements Information provision in accordence with to agreements Information provision in accordence with to agreements Information provision in accordence with to agreements Adjustment in accordence with to agreements Adjustment in accordence with to agreements Adjustment in accordence with to agreements Adjustment in accordence with to agreements Adjustment in accordence with to agreements Irregularities route setting Irregularities route setting Irregularities route setting Irregularities route setting Irregularities route setting 2 1 B.3.& 4. Development of top-KPIs Adjustment & Use Transfer Availability 7 Personnel 6 3 Finance Adjustment 8 Innovation • 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 5 Safety & 4 Environment Use 2004 2005 2006 2007 2008 3. Adjustment % available track used by operators % available track used by operators % available track used by operators 4. Use Successful appeals NMa Successful appeals NMa Successful appeals NMa Successful appeals NMa

  15. 2 1 Transfer Availability 7 Personnel 6 3 Finance Adjustment 8 Innovation 5 Safety 4 & Environment Use B.3.1. Adjustment – Information provision in accordence with agreements Information provision in accordence with agreements In 2005 Adjustment in accordence with agreements Irregularities route setting Target value = 98% Green Orange Red Threshold value = 95% Internal regulation limit 1 = 98% Internal regulation limit 2 = 95%

  16. 2 1 Transfer Availability 7 Personnel 6 3 Finance Adjustment 8 Innovation 5 Safety 4 & Environment Use B.3.2. Adjustment – Adjustment in accordence with agreements Information provision in accordence with agreements In 2005 Adjustment in accordence with agreements Irregularities route setting Target value = Threshold value = 92% Green Red Internal regulation limit 1 = 92%

  17. 2 1 Transfer Availability 7 Personnel 6 3 Finance Adjustment 8 Innovation 5 Safety 4 & Environment Use B.3.3. Adjustment – Irregularities route setting Information provision in accordence with agreements In 2005 Adjustment in accordence with agreements Irregularities route setting Target value = 1.075 Green Orange Red Threshold value = - Internal regulation limit 1 = 1,075 Internal regulation limit 2 = 1,100

  18. B.4.1. Use – Successful appeals Netherlands Competition Authority (NMa) 2 1 Transfer Availability Successful appeals NMa 7 In 2005 Personnel 6 3 Finance Adjustment 8 Innovation 5 Safety 4 & Environment Use Target value = 40% Green Orange Red Threshold value = - Internal regulation limit 1 = 40% Internal regulation limit 2 = 60%

  19. 2 1 Transfer Availability 7 Personnel 6 3 Adjustment Finance 8 Innovation 5 Safety & 4 Environment Use System safety System safety System safety System safety Work safety Work safety Work safety Work safety B.5.& 6. Development of top-KPIs Safety & Environment and Finance • 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 2004 2005 2006 2007 2008 5 Safety Overhead costs Overhead costs Overhead costs Overhead costs Overhead costs 6. Finance Costs per train km Costs per train km Costs per train km Costs per train km Costs per train km

  20. 2 1 Transfer Availability 7 Personnel 6 3 Adjustment Finance System safety 8 Innovation 5 Safety & 4 Environment Use Work safety B.5.1. Safety & Environment - System safety In 2005 Target value = in development Green Orange Red Threshold value = - Internal regulation limit 1 = in development Internal regulation limit 2 = in development

  21. 2 1 Transfer Availability 7 Personnel 6 3 Adjustment Finance 8 Innovation 5 Safety & 4 Environment Use B.5.2. Safety & Environment - Work safety System safety In 2005 Work safety Target value = in development Green Orange Red Threshold value = - Internal regulation limit 1 = in development Internal regulation limit 2 = in development

  22. 2 1 Transfer Availability 7 Personnel 6 3 Adjustment Finance 8 Innovation 5 Safety & 4 Environment Use B.6.1. Finance – Overhead costs Overhead costs In 2005 Costs per train km Target value = 15% Green Orange Red Threshold value = - Internal regulation limit 1 = 15% Internal regulation limit 2 = 16.5%

  23. 2 1 Transfer Availability 7 Personnel 6 3 Adjustment Finance 8 Innovation 5 Safety & 4 Environment Use B.6.2. Finance – Costs per train km Overhead costs In 2005 Costs per train km Target value = € 8.23 Green Orange Red Threshold value = - Internal regulation limit 1 = € 8.23 Internal regulation limit 2 = € 8.64

  24. 2 1 Transfer Availability 7 Personnel 6 3 Finance Adjustment 8 Innovation 5 Safety & 4 Environment Use Absenteeism due to sickness Absenteeism due to sickness Absenteeism due to sickness Absenteeism due to sickness Absenteeism due to sickness RGB discussions held RGB discussions held RGB discussions held RGB discussions held RGB discussions held Employee satisfaction Employee satisfaction Employee satisfaction Employee satisfaction Employee satisfaction B.7.& 8. Development of internal top-KPIs Personnel & Innovation • 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. 2004 2005 2006 2007 2008 7. Personnel in development in development in development in development 8. Innovation

  25. 2 1 Transfer Availability 7 Personnel 6 3 Finance Adjustment 8 Innovation 5 Safety & 4 Environment Use B.7.1. Personnel – Absenteeism due to sickness Absenteeism due to sickness In 2005 RGB discussions held Employee satisfaction Target value = 5% Green Orange Red Threshold value = - Internal regulation limit 1 = 5% Internal regulation limit 2 = 5,4%

  26. 2 1 Transfer Availability 7 Personnel 6 3 Finance Adjustment 8 Innovation 5 Safety & 4 Environment Use B.7.2. Personnel – RGB discussions held Absenteeism due to sickness In 2005 RGB discussions held Employee satisfaction Target value = 90% Green Orange Red Threshold value = - Internal regulation limit 1 = 90% Internal regulation limit 2 = 75%

  27. 2 1 Transfer Availability 7 Personnel 6 3 Finance Adjustment 8 Innovation 5 Safety & 4 Environment Use B.7.3. Personnel – Employee satisfaction Absenteeism due to sickness In 2005 RGB discussions held Employee satisfaction Target value = 73% Green Orange Red Threshold value = - Internal regulation limit 1 = 73% Internal regulation limit 2 = To be determined

  28. B.8.1. Innovation – “In development” 2 1 Transfer Availability 7 Personnel 6 3 Finance Adjustment 8 Innovation 5 Safety & 4 Environment Use In 2005, the business unit Rail Development will be developing a KPI for innovation.

  29. C.1. The main management process top-KPIs Submission phase Submitted change form Submitter A ProRailDashboardManagement organisation Elaborated proposal Intake phase Realisation phase KPI operational IndicatorOwners Useful proposal? B D C Review phase Implementation phase KPI in Dashboard report Approved proposal, start realisation Dashboard Steering committee E Board of Directors Approved? (for major impact) Approved placement on Dashboard Submission hase Review phase Implementation phase Intake phase Realisation phase

  30. C.2. Submission phase (to A) Identify need fornew or altered indicator Completechange form Submit change formto Dashboard management organisation Submitted change form Submitter ProRailDashboardManagement organisation Intake phase IndicatorOwners Change form available from Marieke Marcus (Planning and Control) see also next page. Dashboard Steering committee Board of Directors Submission hase Implementation phase Review phase Intake phase Realisation phase

  31. 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.

  32. C.3. Intake phase (from A to B) Submitted change form Feedback Submitter Feedback to submitter No ProRailDashboardManagement Organisation Elaborated proposal Submit proposal toperson with finalresponsibility for indicator First screeningproposal Meets screening criteria Yes IndicatorOwners Elaborate proposal Feedback to management organisation Useful proposal? No Yes Review phase Dashboard Steering Committee Board of Directors Submission hase Implementation phase Review phase Intake phase Realisation phase

  33. C.4. Review phase (from B to C) Submitter ProRailDashboardManagement Organisation Feedback to owner and submitter if proposal must either be reviewed or definitively stopped Elaborated proposal Realisation phase Indicator Owners Feedback to management organisation Dashboard Steering Committee No Approved elaborated proposal Proposalwith majorimpact? Review proposal Yes Approved? No Approve elaborated proposal Yes No Review andapprove proposal Approved? Approve elaborated proposal Yes Board of Directors Submission phase Implementation phase Review phase Intake phase Realisation phase

  34. C.5. Realisation phase (from C to D) Submitter ProRailDashboardManagement Organisation Pass on changes to stakeholders outside department of indicator owner Transfer change to management organisation Coordinateimplementation of proposal KPI operational Indicator Owners Communicate internal changes Approved elaborated proposal Implementation phase Dashboard Steering Committee Board of Directors Submission phase Implementation phase Review phase Intake phase Realisation phase

  35. C.6. Implementation phase (from D to E) Submitter ProRailDashboardManagement Organisation KPI operational Proposal reviewed Indicator Owners Proposal for inclusion in Dashboard KPI in Dashboard report SG issues instruction to include KPI at agreed time Dashboard Steering Committee Approved? No Yes Board of Directors Submission phase Review phase Implementation phase Intake phase Realisation phase

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