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

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ProRail Top-KPIs and NPIsFacts and Figures 2005
Kenmerk 20543742
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(No Transcript)
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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 KPIs, 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

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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
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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 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
Cleanliness (national average)
The cleanliness, social safety and accessibility
of
ProRail will live up to
Social safety (national average)
the transfer facilities
agreements on transfer facilities
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
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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 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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A.2. The Board of Directors dashboard with 6
external top-KPIs 2 internal top-KPIs
Indicators
2 Transfer
1. ProRail will guarantee maximum availability
2. lives up to agreements on transfer
facilities...
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...
4 Usage
5 Safety the Environment
external
internal
9
A.3. Internal regulation limits 1 2, target
values and threshold values 2005
10
2
B.1. 2. Development of top-KPIs Availability
Transfer
1
Transfer
Availability
7
Personnel
6
3
Finance
Adjustment

• 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
4
5 Safety
Use
Environment
NPI 1
2008
2007
2004
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
11
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
4
5 Safety
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
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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
4
5 Safety
Use
Environment
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 -
Green
Orange
Red
Internal regulation limit 1 14,200
Internal regulation limit 2 14,605
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B.1.2. Availability Planned un-available
duration
FHT
In 2005
TAO
TVP
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.
Green
Orange
Red
Internal regulation limit 1 344
Internal regulation limit 2 380
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B.2.1. Transfer Appreciation social safety
Appreciation social safety
In 2005
Appreciation cleanliness
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 gt 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
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
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B.2.2. Transfer Appreciation cleanliness
Appreciation social safety
In 2005
Appreciation Reinheid
Appreciation cleanliness
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 gt 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
Target value 48
Green
Orange
Red
Threshold value 42
Internal regulation limit 1 48
Internal regulation limit 2 42
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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

4
5 Safety
Use
Environment
2005
2006
2008
2007
2004
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
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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
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 2005
Target value 98
Green
Orange
Red
Threshold value 95
Internal regulation limit 1 98
Internal regulation limit 2 95
18
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
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
Green
Red
Internal regulation limit 1 92
19
B.3.3. Adjustment Irregularities route setting
Information provision in accordence with
agreements
In 2005
Adjustment in accordence with agreements
Irregularities route setting
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
Green
Orange
Red
Threshold value -
Internal regulation limit 1 1,075
Internal regulation limit 2 1,100
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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
4
5 Safety
Use
Environment
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
Target value 40
Green
Orange
Red
Threshold value -
Internal regulation limit 1 40
Internal regulation limit 2 60
21
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

2005
2006
2008
2007
2004
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
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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.
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
Target value in development
Green
Orange
Red
Threshold value -
Internal regulation limit 1 in development
Internal regulation limit 2 in development
23
B.5.2. Safety Environment - Work safety
System safety
In 2005
Work safety
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
Target value in development
Green
Orange
Red
Threshold value -
Internal regulation limit 1 in development
Internal regulation limit 2 in development
24
B.6.1. Finance Overhead costs
Overhead costs
In 2005
Costs per train km
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
Green
Orange
Red
Threshold value -
Internal regulation limit 1 15
Internal regulation limit 2 16.5
25
B.6.2. Finance Costs per train km
Overhead costs
In 2005
Costs per train 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
Green
Orange
Red
Threshold value -
Internal regulation limit 1 8.23
Internal regulation limit 2 8.64
26
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.

2005
2006
2008
2007
2004
7. Personnel
in development
in development
in development
in development
8. Innovation
27
B.7.1. Personnel Absenteeism due to sickness
Absenteeism due to sickness
In 2005
RGB discussions held
Employee satisfaction
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
Green
Orange
Red
Threshold value -
Internal regulation limit 1 5
Internal regulation limit 2 5,4
28
B.7.2. Personnel RGB discussions held
Absenteeism due to sickness
In 2005
RGB discussions held
Employee satisfaction
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
Green
Orange
Red
Threshold value -
Internal regulation limit 1 90
Internal regulation limit 2 75
29
B.7.3. Personnel Employee satisfaction
Absenteeism due to sickness
In 2005
RGB discussions held
Employee satisfaction
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
Green
Orange
Red
Threshold value -
Internal regulation limit 1 73
Internal regulation limit 2 To be determined
30
B.8.1. Innovation In development
2
1
Transfer
Availability
7
Personnel
6
3
Finance
Adjustment
8
Innovation
4
5 Safety
Use
Environment
In 2005, the business unit Rail Development will
be developing a KPI for innovation.
31
C.1. The main management process top-KPIs
Submission phase
Submitted change form
Submitter
A
ProRailDashboardManagement organisation
Intake phase
Elaborated proposal
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
32
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
33
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 _at_propos.
34
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 finalresponsibilit
y for indicator
First screeningproposal
Meets screening criteria
Yes
IndicatorOwners
Elaborate proposal
Useful proposal?
Feedback to management organisation
No
Yes
Review phase
Dashboard Steering Committee
Board of Directors
Submission hase
Implementation phase
Review phase
Intake phase
Realisation phase
35
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
Approved?
Yes
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
36
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
37
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