Long-term developments Over the next few years, three developments will affect the setup for the Dutch railway market and consequently the position and role of NS: the...
Strategy and materially relevant themes The table below shows the connection between our strategy and the materially relevant themes and associated KPIs. We have also linked them to the risks we...
Managing risks NS has adopted a three-lines-of-defence model to make sure the risks are managed as an integral whole. The guiding principle in this model is that the first...
Group risks As part of the business planning process, the Executive Board has determined the principal group risks based in part on the risks that have been identified...
Market regulation The risk that politicians decide to split up the main rail network franchise, have a public tender for all or part of the franchise or to split off...
Introduction of new rolling stock The risk that, due to a lack of capacity for maintaining, combining and handling rolling stock and insufficient qualified staff, we are unable to realise...
Change programmes The risk that, due to the many projects, the complexity of their content and the many interdependencies, the necessary changes will not be achieved (or not...
HSL service The risk of problems in the delivery of the ERTMS software for the locomotives, overburdening of staff critical to the business and external factors meaning...
Infrastructure capacity The risk that, due to numerous major planned interruptions to the service, lagging investment and political pressure on ProRail, there will be a shortage of...