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 have diagnosed. NS has not yet determined any KPIs or risks for materially relevant theme of innovation.1. Strategic priorities2. Indicators with a quantitative target value3. Objectives4. Results5. Risk factorsCore activity and materially relevant themesKPIObjective for 2016Achieved in 2016RisksBetter performance on the main rail network, including HSL and the associated international train servicesPassengers, passengers and passengers / customer satisfactionCustomer experience1 Market regulation General customer satisfaction7477 General customer satisfaction with HSL South6878 Safety (including personal safety)Personal safety2 Safety Passengers’ perception of safety8187 Accessibility / reliabilityAccessibility3 Introduction of new rolling stock Transport capacity in peak periods98.798.7 Transport capacity in peak periods - focus on routes96.596.8 Transport capacity on the HSL South97.587.6HSL service Occupancy rates Introduction of new rolling stock Occupancy ratesno longer a KPI in the Annual Report31% Off-peak occupancy ratesno longer a KPI in the Annual Report28% Sustainability Sustainable operations4 Perception of NS as a sustainable companytop 10 by 202017 Energy efficiency of traction70%74% Waste recycling80% reuse by 202033% Punctuality / reliabilityPunctuality3 Market regulation, infrastructure capacity, IT reliability % punctuality for passengers90.091.3 % punctuality for passengers on focus routes93.794.3 % punctuality for passengers on HSL South94.093.7 Withdrawal of rolling stock for maintenance1210 Railway safety5 Number of SPADs (in NL)5146 Transparency?Transparency Change programmes Position in the Transparency Benchmarktop 103 An attractive and caring employerEmployees6 Safety Employee engagementnone 7.3 Staff with occupational disabilities200 before 201875 Women in senior managementnone30% Position in the list of best employersnot a KPI19 LTIFR7--1.4 Sickness absence5.15.1 Social impact: 1Mobility 2Personal safety3Journey time4Environment5Safe travel6Training7Occupational safety1. Strategic priorities2. Indicators with a quantitative target value3. Objectives4. Results5. Risk factorsCore activity and materially relevant themesKPIObjective for 2016Achieved in 2016RisksWorld-class stationsStation facilitiesThe station experience Customer satisfaction with stations68%69.9% 1. Strategic priorities2. Indicators with a quantitative target value3. Objectives4. Results5. Risk factorsCore activity and materially relevant themesKPIObjective for 2016Achieved in 2016RisksContributing to a better door-to-door journeyTravelling without barriers from door to doorJourney information1 IT reliability Information during disruptions75%82% Customer satisfaction with journey information in the travel chain78%86% Quality of connections to other carriers93.7%94% Social impact: 1Journey time1. Strategic priorities2. Indicators with a quantitative target value3. Objectives4. Results5. Risk factorsCore activity and materially relevant themesKPIObjective for 2016Achieved in 2016RisksRisk managementRisk managementRisk management Management of significant risksFour reports a year100% 1. Strategic priorities2. Indicators with a quantitative target value3. Objectives4. Results5. Risk factorsCore activity and materially relevant themesKPIObjective for 2016Achieved in 2016RisksFinancesFinancial positionFinancial position1 Inadequate operating result, Brexit Revenue 5,093 ROE 6.2% Investments (in millions of euros) 791 Social impact: 1Expenditure1. Strategic priorities2. Indicators with a quantitative target value3. Objectives4. Results5. Risk factorsCore activity and materially relevant themesKPIObjective for 2016Achieved in 2016RisksAbellio Activities in Europeno KPI available for this n/an/aScotRail, Brexit