We expect to see the first noticeable results for passengers of the new strategy in the course of 2017. In 2016, we took the following actions as part of the implementation of the strategy:

• The sales process for Qbuzz has been started. NS expects to complete this in 2017, in accordance with the schedule.

• In early December, NS sold its shares in HTM to the municipality of The Hague.

• In 2016, NS evaluated its transfer of the retail formats Burger King, Ola Happiness Station and La Place to market parties. We will use the lessons we have learned from this in the transfer of the remaining formats. Transfer of the retail formats to the market is going according to plan. As the formats’ franchise holder, we will remain closely involved, monitoring the quality and making sure that they fit in with the intended station experience.

• Implementation of a new senior management structure in which the Executive Board is jointly responsible for performance on the main rail network. The composition of the Executive Board now reflects the priorities set in the ‘Spoorslags Beter’ strategy document. Furthermore, this structure enables more targeted management of processes and puts an end to the silo mentality, supporting cooperation within the organisation. One example of this is bringing the transport side and the maintenance side closer together, which should increase the availability of trains and consequently the chance of passengers getting a seat.

• At the same time, work has been done on making governance, risk and compliance more professional.

NS is transparent about its performance. Every six months, it reports via its website on the scores for the KPIs set for the franchise, with detailed supporting evidence. NS’s performance in 2016 for the KPIs determined in the franchise: