ProRail Top-KPIs and NPIs Facts and Figures 2005 Kenmerk: 20543742.
-
Upload
annabel-mckenzie -
Category
Documents
-
view
213 -
download
0
Transcript of 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
Kenmerk: 20543742
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
Kenmerk: 20543742
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.
Kenmerk: 20543742
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
Kenmerk: 20543742
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
Kenmerk: 20543742
B.1.& 2. Development of top-KPIs Availability & Transfer
2005 2006 200820072004
Appreciationcleanliness
Appreciationsocial safety
1. A
vail
abil
ity
Appreciationcleanliness
Appreciation social safety
Appreciationcleanliness
Appreciationsocial safety
Accessibility
Appreciationcleanliness
Appreciationsocial safety
Accessibility
Appreciationcleanliness
Appreciationsocial safety
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
Kenmerk: 20543742
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
Kenmerk: 20543742
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
Internal regulation limit 2 = 14,605
2Transfer
6Finance
1Availability
3Adjustment
4Use
5 Safety & Environment
7Personnel
8Innovation
Kenmerk: 20543742
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)
Measurement frequency Monthly
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
Kenmerk: 20543742
B.2.1. Transfer – Appreciation social safety
Appreciationcleanliness
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
5 Safety & Environment
7Personnel
8Innovation
Kenmerk: 20543742
B.2.2. Transfer – Appreciation cleanliness
AppreciationReinheid
Appreciationsocialsafety
Appreciationcleanliness
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
KPI owner Director IM (A. Bauer)
Measurement frequency Quarterly
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.
Internal regulation limits, target value and
threshold value 2005
In 2005
Target value = 48%
Threshold value = 42%
Green Orange Red
Internal regulation limit 1 = 48%
Internal regulation limit 2 = 42%
2Transfer
6Finance
1Availability
3Adjustment
4 Use
5 Safety & Environment
7Personnel
8Innovation
Kenmerk: 20543742
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
5 Safety & Environment
7Personnel
8Innovation
Adjustment in accordence with to
agreements
Information provisionin accordence with
to agreements
Irregularities route setting
Adjustment in accordence with to
agreements
Information provisionin accordence with
to agreements
Irregularities route setting
Adjustment in accordence with to
agreements
Information provisionin accordence with
to agreements
Irregularities route setting
Adjustment in accordence with to
agreements
Information provisionin accordence with
to agreements
Irregularities route setting
Adjustment in accordence with to
agreements
Information provisionin accordence with
to agreements
Irregularities route setting
Kenmerk: 20543742
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)
Measurement frequency Quarterly
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.
Internal regulation limits, target value and
threshold value 2005Target value = 98%
Threshold value = 95%
Green Orange Red
Internal regulation limit 1 = 98%
Internal regulation limit 2 = 95%
Adjustment in accordence
with agreements
Information provision inaccordence with
agreements
Irregularities route setting
2Transfer
6Finance
1Availability
3Adjustment
4 Use
5 Safety & Environment
7Personnel
8Innovation
Kenmerk: 20543742
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
KPI owner Director VL (J. Los)
Measurement frequency Monthly
Information source/System “Muisnet”. National coordination Traffic Control (LCVL) delivers this information monthly to the controllers at Traffic Control.
Internal regulation limits, target value and threshold value 2005
Target value = Threshold value = 92%
Internal regulation limit 1 = 92%
Adjustment in accordence with agreements
Information provision in accordence with
agreements
Irregularities route setting
Green Red
2Transfer
6Finance
1Availability
3Adjustment
4 Use
5 Safety & Environment
7Personnel
8Innovation
Kenmerk: 20543742
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
KPI owner Director VL (J. Los)
Measurement frequency Monthly
Information source/System “Geeltje”
Comments
Internal regulation limits, target value and threshold value 2005
Target value = 1.075
Threshold value = -Green Orange Red
Internal regulation limit 1 = 1,075
Internal regulation limit 2 = 1,100
Adjustment in accordence with agreements
Information provisionin accordence
with agreements
Irregularities route setting
2Transfer
6Finance
1Availability
3Adjustment
4 Use
5 Safety & Environment
7Personnel
8Innovation
Kenmerk: 20543742
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)
Measurement frequency Quarterly
Information source/System NMa overview will be supplied by the Capacity Management department.
Comments This KPI became operational in 2005
Internal regulation limits, target value and threshold value 2005
Successfulappeals
NMa
Target value = 40%
Threshold value = -Green Orange Red
Internal regulation limit 1 = 40%
Internal regulation limit 2 = 60%
2Transfer
6Finance
1Availability
3Adjustment
4Use
5 Safety & Environment
7Personnel
8Innovation
Kenmerk: 20543742
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
5 Safety & Environment
7Personnel
8Innovation
System safety
Work safety
System safety
Work safety
System safety
Work safety
System safety
Work safety
Kenmerk: 20543742
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.
KPI owner Director IM (A. Bauer)
Measurement frequency Monthly
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.
Internal regulation limits, target value and threshold value 2005
System safety
Work safety
Target value = in development
Threshold value = -Green Orange Red
Internal regulation limit 1 =
in development
Internal regulation limit 2 =
in development
2Transfer
6Finance
1Availability
3Adjustment
4 Use
5 Safety & Environment
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.
KPI owner Director IM (A. Bauer)
Measurement frequency Monthly
Information source/System
Reports from PROMISE
Comments NPI is still in development
Internal regulation limits, target value and threshold value 2005
System safety
Work safety
Target value = in development
Threshold value = -Green Orange Red
Internal regulation limit 1 = in development
Internal regulation limit 2 = in development
2Transfer
6Finance
1Availability
3Adjustment
4 Use
5 Safety & Environment
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)
Measurement frequency Quarterly
Information source/System
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.
Internal regulation limits, target value and threshold value 2005
Target value = 15%
Threshold value = -Green Orange Red
Internal regulation limit 1 = 15%
Internal regulation limit 2 = 16.5%
2Transfer
6Finance
1Availability
3Adjustment
4 Use
5 Safety & Environment
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)
Measurement frequency Quarterly
Information source/System
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.
Internal regulation limits, target value and threshold value 2005
Target value = € 8.23
Threshold value = -Green Orange Red
Internal regulation limit 1 = € 8.23
Internal regulation limit 2 = € 8.64
2Transfer
6Finance
1Availability
3Adjustment
4 Use
5 Safety & Environment
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
5 Safety & Environment
7Personnel
8Innovation
Absenteeism due to sickness
RGB discussions held
Employee satisfaction
Absenteeism due to sickness
RGB discussions
held
Employee satisfaction
Absenteeism due to sickness
RGB discussions
held
Employee satisfaction
Absenteeism due to sickness
RGB discussions
held
Employee satisfaction
Absenteeism due to sickness
RGB discussions held
Employee satisfaction
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
Information source/System
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
Internal regulation limits, target value and threshold value 2005
Target value = 5%
Threshold value = -Green Orange Red
Internal regulation limit 1 = 5%
Internal regulation limit 2 = 5,4%
Absenteeism due to sickness
RGB discussions held
Employee satisfaction
2Transfer
6Finance
1Availability
3Adjustment
4 Use
5 Safety & Environment
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 %
KPI owner Director HRM (L. Donders)
Measurement frequency Annual, Planning discussions (Q1), Evaluation discussions (Q4)
Information source/System
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
Internal regulation limit 1 = 90%
Internal regulation limit 2 = 75%
Absenteeism due to sickness
RGB discussions held
Employee satisfaction
2Transfer
6Finance
1Availability
3Adjustment
4 Use
5 Safety & Environment
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 %
KPI owner Director HRM (L. Donders)
Measurement frequency Annual
Information source/System
The results of an external investigation (based on the “SKOOP” survey amongst employees at ProRail), carried out on behalf of HRM.
Comments None
Internal regulation limits, target value and threshold value 2005
Target value = 73%
Threshold value = -Green Orange Red
Internal regulation limit 1 = 73%
Internal regulation limit 2 = To be determined
Absenteeism due to sickness
RGB discussions held
Employee satisfaction
2Transfer
6Finance
1Availability
3Adjustment
4 Use
5 Safety & Environment
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
5 Safety & Environment
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
Implementation phase
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
Submission haseIntake phase
Review phase
Realisation phase
Implementation 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
Submission haseIntake phase
Review phase
Realisation phase
Implementation 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
Implementation 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
Implementation phase
Submission phaseIntake phase
Review phase
Realisation phase
Implementation phase
C.5. Realisation phase (from C to D)
Approvedelaboratedproposal
Dashboard Steering Committee
Board of Directors
Submitter
ProRailDashboard
Management Organisation
IndicatorOwners
Kenmerk: 20543742
Submission phase
Intake phase
Review phase
Realisation phase
Implementation 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
Dashboard Steering Committee
Board of Directors
Submitter
ProRailDashboard
Management Organisation
IndicatorOwners
Proposal reviewed