Prime Kpi Catalogue 1 0 0 PDF

PRIME
Key Performance indicators for performance benchmarking

Draft version 1.0, 15th November 2016
PRIME – Platform of Railway Infrastructure Managers in Europe
Final Draft
Version 1.0
15th November 2016
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Contents
1. Introduction ..................................................................................................................... 3
2. Background .................................................................................................................... 3
3. PRIME KPI system ......................................................................................................... 4
4. Performance Indicators ................................................................................................... 8
Safety & Environment ..................................................................................................... 8
Performance ................................................................................................................. 11
Delivery ........................................................................................................................ 13
Financial ....................................................................................................................... 15
Growth .......................................................................................................................... 18
Context ......................................................................................................................... 20
Appendix 1: Glossary of terms ............................................................................................. 21
Appendix 2: Causes for delays and cancelled services ........................................................ 45
Appendix 3: Charges for using the infrastructure and related services ................................. 46
PRIME KPI Catalogue v 1.0
Appendix 4: Background information ................................................................................... 48

Appendix 5: Finance ............................................................................................................ 55
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1. Introduction
This Catalogue contains a clear and concise documentation of the PRIME (Platform of Rail
Infrastructure Managers in Europe) key performance indicators (KPIs) and their definitions,
set out in a structured and prioritised way following the concept of the balanced scorecard.
The KPIs have been developed over a two year period, in a consultative manner with all of
the participant Infrastructure Managers and tested in 3 pilot exercises.
The KPIs set out in this, version 1.0 of the KPI Catalogue are those agreed by the PRIME
KPI Sub Group on 9th November 2016. These KPIs will be fixed for use in the initial
Dashboard tool, but it is expected that they will be developed further and improved on a
regular basis in the future.
2. Background
PRIME is a forum which enables benchmarking and exchange of best practice between
railway infrastructure managers. It serves as an "early warning mechanism" for infrastructure
managers to alert the European Commission on the main challenges and advise the
Commission on both operational and regulatory activities. The work of PRIME should also
lead towards a better mutual understanding between Infrastructure Managers (IMs) and the
Commission, as well as better services to the customers of IMs and a better functioning
European network.
Mission
According to the PRIME Declaration of Intent, IMs should seek to grow cooperation to help
facilitate the delivery of safe, sustainable, high performing, and value generating rail transport
across Europe. KPIs are identified as a tool to achieve this, along with subsequent
benchmarking and exchange of best practices.
The added value for using common KPIs and performance benchmarking is;
 As a learning and improvement tool for railway IMs.

 KPIs provide a better understanding of the costs associated with each process and
underlying reasons.
 Cross-sectional benchmarking enables to compare performance with the aim to identify
performance gaps and learn.
 More informed management decisions can be taken in comparison to peers.
 Access to data can be used to support negotiations with public authorities and trade
unions, and it also be used for engagement with regulators.
 Provides evidence to monitor whether national or EU policies are working or not.
 Is a communication tool vis-à-vis customers and business partners to indicate trends (if
you can’t measure results, you can’t tell success from failure!)
An additional important outcome of the PRIME KPI work is a good quality, comparable and
easily accessible, cross-sector, dataset.
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Objectives
The ultimate objective of developing KPIs and benchmarking practices is to enhance the
performance and business development of IMs. The developed KPIs will support the IMs in:
 Providing a foundation for benchmarking.

 Supporting exchange of best practice.
 Increasing performance of IMs.
The KPIs that are suggested should be beneficial for both the IMs and the industry at large.
Some further guidelines for the work has been to:
 Focus on business development for the IMs.
 Keep it simple.
 Clear definitions.
 Avoid duplications of existing work and reuse.
3. PRIME KPI system

In establishing the KPI system for the PRIME IMs it was important to create a consistent and
integrated set of indicators which reflects all relevant aspects of an IM’s operations.
It was essential in developing the indicators to be absolutely clear about their purpose: in the
case of PRIME, the ultimate objective of the project to develop KPIs and benchmarking
practices is to enhance the performance and business development of each IM1. The PRIME
KPI system will support this overall objective by addressing all aspects of an IM’s business,
with a comprehensive but balanced set of performance dimensions.
The choice of KPIs reflects the needs and key decisions to be made by each individual IM.
Many of the key decisions, for example around maintenance strategy or operational
efficiencies, will be common to most if not all IMs. Therefore the KPI system, in reflecting all
parts of an IM’s operations and wider business, addresses the key decision making areas for
an IM. The value of the KPI system is in providing each IM with a structured set of indicators
which allows each of them to understand its business and its performance in relation to the
other IMs.
Each of the IMs has its own priorities and the importance of different decisions will vary
within the group. All IMs also have their own set of management metrics and performance
indicators, used to manage their own business. The common set of indicators which has
been developed by the PRIME sub-group, whilst almost certainly overlapping considerably
with each IM’s own set of management metrics, provides a common set of indicators and
definitions, which allows good, clear and robust comparisons between IMs and enables
benchmarking if desired.
1
J. Pettersson, General Presentation RU Dialogue PRIME - KPIs and benchmarking, Vienna, June
2016
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Whilst different performance indicators have varying priority for the different IMs, there is a
core of indicators - Key Performance Indicators (KPIs) - which are of common interest and
value to all IMs. It is also beneficial to the process of benchmarking to define a common set
of core indicators which can be used consistently and on an ongoing basis for robust
comparisons between the IMs. A wider set of indicators can be used for their own purposes
by individual IMs, as they require. To achieve this, the PRIME performance indicator
framework is tiered into a hierarchy which includes a relatively small set of KPIs distributed
into a primary ‘High Level Industry’ Dashboard and a secondary ‘Benchmarking’ Dashboard,
as well as a wider set of other Performance Indicators (PIs) and other supporting data. This
is illustrated in Figure 1 below.
Figure 1. PRIME performance indicator hierarchy
Data collected by IMs will be used to support all four levels of the hierarchy, but it will be
clustered and presented in different ways. The ‘High Level Industry’ KPIs provide a small set
of high level KPIs for use by the High Level Industry team of each IM. A wider set of KPIs,
covering all aspects of the IM’s business, is available for use by the benchmarking teams in
each IM. Both of these groupings of KPIs are presented in the PRIME dashboard tool, which
is available online and will be updated on an annual basis. The full set of performance
indicators, supporting indicators and data is available for use by active participants in the
PRIME benchmarking activities in the form of simple reports.
Dashboard structure
In order to be effective and useful to the management of the IMs, the indicators, in particular
the KPIs included in the two dashboards, are aligned as far as possible with the decision
making processes of the IMs. This requires that they are aligned not with the organisational
structure of the IMs but with the key strategic decisions that an IM is likely to have to make.
The PRIME dashboards have been developed with a common structure, for use as a
benchmark tool between IMs, but it it is envisaged and hoped that individual IMs will develop
linkages between the common PRIME dashboards and their own management KPIs and
management scorecards.
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Typically a management performance scorecard reflects the high level objectives of the
organisation, along the line of which success or failure is defined. Very often for a private
sector organisation, this aligns with long or short term shareholder value. For a railway
infrastructure manager this definition of ‘success’ has a much broader and more complex
definition.
The KPI structure defined for the PRIME project is based on the well-known Balanced
Scorecard, developed by the American academics Robert Kaplan and David Norton, and
published in the Harvard Business Review in 19922. This concept has been developed
further over the years in different sectors, and additional dimensions have been added and
amended to reflect the needs and priorities of different sectors and different organisations.
The PRIME KPI structure, which reflects the needs and priorities of a railway IM has five
dimensions, as illustrated in Figure 1 below. These five dimensions reflect the activities and
outputs of a railway IM, and the needs and demands of its stakeholders and customers.
Figure 2. PRIME Scorecard Dimensions
 Safety & Environment – the management and delivery of safety, security and
environmental behaviours and standards.
 Performance – the performance of the IM’s assets and network and resulting impact on
operators and customers.
 Delivery – the effectiveness of the IM’s internal processes and management of the IMs
assets and provision of a fit for purpose network, including the delivery of contractors and
suppliers.
 Financial – the financial performance of the IM, including its cost effectiveness and
revenues, including track access charges.
 Growth – the level of use of the existing network, network improvement and expansion,
integration with other transport modes and use of technology to improve delivery.
2
R.S. Kaplan and D.P. Norton, The Balanced Scorecard: Measures that Drive Performance, Harvard
Business Review. 1992
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In addition to the five scorecard dimensions, a small number of indicators have been
included to provided context to the other dimensions. ‘Context’ provides an overview of the
characteristics of each IM and background on the size, relative significance and the market
for railway services in each country. This provides useful background to understand the
structural differences between the railways, particularly when interpreting other KPIs.
The KPI structure is aligned specifically to these dimensions, as these are dimensions which
reflect management objectives and decision making, rather than reflecting specific functions
or capabilities. For example, the scorecard could have focused on dimensions such as
customer, staff, stakeholders, however good management does not focus directly on these
parties, but rather on how it delivers to each of these parties. Management focus on its
customers, reflects the customers’ needs and priorities, through safety and security,
availability, punctuality and performance and charges. Stakeholders needs are met through,
for example, safety and environment, performance and growth.
Within each of the scorecard dimensions there are a number of KPI categories which break
the dimensions down further into elements for which specific KPIs can be defined. These
categories are clearly aligned with those selected as most important to the members of the
PRIME group. The 13 categories are illustrated, aligned to the five scorecard dimensions, in
Figure 3 below.
Figure 3. PRIME KPI categories aligned to scorecard dimensions
It is essential to define clear, comprehensive, yet concise, objectives for each of the
scorecard dimensions, which have then been used to define specific KPIs for each of the
categories within each scorecard dimension. These objectives and the KPIs for each
category are set out and explained in detail in the following section of the KPI Catalogue.
Detailed definitions, further background data and information, and other specific information
is provided in the appendices to the Catalogue.
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4. Performance Indicators
This section contains the complete set of PRIME performance indicators, clustered into the
13 KPI categories and structured around the five scorecard dimensions, together with the
objectives for each dimension.
The KPIs set out in this Catalogue reflect two years work by the participants to develop a
good, robust and commonly accepted set of indicators and definitions. Some KPIs have
already been collected and used in pilot exercises, others have been defined but have yet to
be tested. This version 1.0 of the Catalogue brings together all of these indicators, into the
common structure and provides a constant basis on which the initial comparator tool and
dashboards can be be developed. Future versions of the Catalogue will include
improvements and changes to the performance indictators and the defintions set out in this
version, as a result of further review, testing and use of actual data from the participant IMs.
The data for each of the performance indicators is being collected by the IMs on an annual
basis.
Safety, Security & Environment

This dimension demonstrates the level of safety and security provided by the railway, in
particular the IM, to its customers, staff and third parties. It also shows the environmental
impact of the railway.
The objectives of the Safety & Environment dimension are to:
 Understand and improve the ability of an IM to manage and operate its network and
users of its network in such a way as to maximise safety and security (ALARP) for its
customers, staff, its partners – operators, contractors and suppliers – and the general
public; and
 Demonstrate the ability of an IM to manage its network in such a way as to minimise
short term and long term environmental impacts by itself and its staff, its operators,
suppliers and customers.
The Safety & Environment dimension contains three categories: Safety, Security and
Environment.
Safety
Safety is the primary focus of the management of a railway IM and a prerequisite in any
framework of management indicators. It is the most important and essential element in the
performance of an IM, and affects customers, stakeholders, the reputation of the IM, the
railway and society at large.
Safety should be considered with a holistic perspective, including as well as the fundamental
task of providing a stable, safe and secure network for the user and the IM’s staff, wider
aspects of safety such as suicide prevention and minimising trespass events.
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Nr Title Description Measurement unit Level
1 Significant accidents Relative number of significant accidents Number per million train- KPI (Benchmarking)
based of following types of accidents kilometres
(primary accidents)::
- Collision of train with rail vehicle
- Collision of train with obstacle within
the clearance gauge
- Derailment of train
- Level crossing accident, including
accident involving pedestrians at level
crossing
- Accident to persons involving rolling
stock in motion, with the exception of
suicides and attempted suicides
- Fire on rolling stock
- Other accident
2 Persons seriously Relative number of persons seriously Number per million train- KPI (High Level Industry)
injured and killed injured and killed by accidents based kilometres
upon following categories
- Passenger
- Employee or contractor
- Level crossing user
- Trespasser
- Other person at a platform
- Other person not at a platform
3 Suicides and Relative number of suicides and Number per million train- Additional performance
attempted suicides attempted suicides. kilometres indicator
3a. relative number of suicides Number per million train- Additional performance
kilometres indicator
3b. Relative number of attempted Number per million train- Additional performance
suicides. kilometres indicator
4 IM related precursors Relative number of the following types of Relative to million train- KPI (Benchmarking)
to accidents precursors: kilometres
- broken rail
- track buckle and track misalignment
- wrong-side signalling failure
5 Overall workforce Relative number of IMs employees, Number per thousand Additional performance
safety contracted consultants and contractors main track-km (IMs should indicator
killed and seriously injured while at work prepare to present per
at IMs premises. million worked hours in
the future)
6 Workforce safety on Relative number of IMs employees or Number per thousand Additional performance
track or trackside contractors killed and seriously injured in main track-km (IMs should indicator.
accidents while at work on track or prepare to present per
trackside million worked hours in
the future)
Security
The management of railway security includes activities for the protection of the railway, its
users and its staff through monitoring, prevention and preparation of responses to security
incidents carried out with malicious intent, which have the potential to harm customers and
staff, damage railway assets, or generally to impede and disrupt railway operations.
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1. Delays caused by Number of delay minutes due to security Minutes per train km KPI (Benchmarking)
security incidents incidents per train km
2. Train cancellations Number of trains cancelled caused by % of scheduled trains KPI (Benchmarking)
caused by security security incidents per total trains
incidents scheduled to be operated
3. People killed or Number of people killed or seriously Number Additional performance
seriously injured due injured due to security incidents indicator
to security incidents
Environment
Monitoring the environmental impact of the IM focuses on two aspects: the influence of the
IM in affecting and improving the environmental impact of the whole integrated railway (e.g.
through electrification) and the direct environmental impact of the IM’s own activities.
Railways are one of the most environmentally-friendly modes of passenger and freight
transport, and the KPIs recognise the opportunity for railways to effect modal shift from more
polluting transport modes. They also take account of the environment impact of an IM’s
activities, including aspects such as use of electric rolling stock, habitat alteration and
fragmentation, emissions to air, wastewater, noise, waste, diesel exhaust emissions,
materials, recycling, etc.

1 Share of electric/ 1a. Diesel train-kilometres compared to % of train-km KPI (Benchmarking)
diesel trains train-kilometres both for passenger and
freight trains
1b. Electric train-kilometres compared to % of train-km KPI (Benchmarking)
train-kilometres both for passenger and
freight trains
2 Performance against CO2 emission produced from gCO2/ main track-km KPI (Benchmarking)
carbon reduction maintenance rolling stock compared to
target main track-km
3 Waste management Amount of reused, recycled and % of tonnes Additional performance
linked to track and recovered waste compared to total indicator
trackside produced waste linked to track and
trackside
4 Environmental Number of rail related environmental Number per main track- Additional performance
Incidents incidents with major and significant km indicator
impact or effect per main track-km
5 Noise exposure at Total number of citizens exposed to ≥ 50 Number per main line-km Additional performance
night dB at night indicator
6 Noise limits Number of not awarded trainpath Number of refusals per Additional performance
request due to noise divided by total total number of requested indicator
number of requested trainpath’s. trainpaths
7 Noise measurements Length of noise barriers per line-km % of main line-km Additional performance
- noise barries indicator
8 Noise measurements Length of track equipped with Rail % of main track-km Additional performance
- absorbers adsorbers per total track-km indicator
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Performance
The performance dimension describes the performance of the IMs’ assets and network and
the resulting impact on operators and customers. This dimension is used to analyse the
performance of the IM network in relation to other IMs.
The objectives of the Performance dimension are to:
 Understand the performance of the IM network in relation to other IMs;

 Improve the ability of the IM to enable trains to run on time; and,
 Identify opportunities to improve the management of assets to minimise the number of
failures, and the impact of those failures on the operating railway.
The Performance dimension contains two categories: Punctuality and Robustness.
Punctuality
Train punctuality is the primary measure of overall railway performance and a key measure
of quality of service, driven not only by the IM but also operators and customers. The
requirements for punctuality differs between IMs, high-speed routes, core network, customer
groups, passenger/freight etc. It is essential to understand both the overall performance of
the system through punctuality, as well as the IM’s impact on and responsibility for
punctuality.

1 Trains punctuality. Number of trains which arrive at % of the number of trains Additional performance
strategic measuring points with less than indicator
5 minutes delay for passenger trains and
less than 15 minutes delay for freight
trains compared to all trains.
The comparison are to be done between

all trains which ran against the original
time plan, including international traffic.
2 Passenger trains Number of passenger trains which arrive % of the number of trains KPI (High Level Industry)
punctuality. at strategic measuring points with less
than 5 minutes delay compared to all
passenger trains.
3 Freight trains Number of freight trains which arrive at % of the number of trains KPI (High Level Industry)
punctuality. strategic measuring points with less than
15 minutes delay compared to all freight
trains.
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4 Minutes of delays 4a1 Cumulative delay minutes caused Minutes per train Additional performance
caused by the by incidents that are regarded as IMs indicator
infrastructure responsibility according to UIC leaflet
manager 450-R per train.
4a2 Cumulative delay minutes caused Minutes per train km KPI (Benchmarking)
by incidents that are regarded as IMs
responsibility according to UIC leaflet
450-R per train km.
4b1 Cumulative delay minutes caused Minutes per train Additional performance
by weather incidents which has led to indicator
disruptions in the railway infrastructure
per train.
4b2 Cumulative delay minutes caused Minutes per train km Additional performance
by weather incidents which has led to indicator
disruptions in the railway infrastructure
per train km.
5 Percentage of train Cancellations of passenger trains that %of scheduled KPI (Benchmarking)
cancellations caused are included in the last Time Table passenger trains that
by the infrastructure issued the day before the service (or the have been cancelled
manager. Time Table that is valid when the train
service takes place) and are caused by
incidents for which the infrastructure
manager has the responsibility. All sorts
of cancelled trains are to be included.
Robustness
Robustness of the infrastructure is defined within the PRIME KPI system as the
consequence of failures caused by IMs. As well as managing its assets in such a way as to
minimise the effect of failures on the railway, these indicators also measure the effectiveness
and timeliness of the IM in responding to these failures, and returning the network to normal
function.

1 Average delay Average delay minutes per asset Minutes per number of KPI (High Level Industry)
minutes per assets failure according to UIC CODE 450-2. failures
failures Including all factors described in1.a-
1.f below.
1.a Average delay Failures according to UIC CODE 450- Minutes per number of KPI (Benchmarking)
minutes per Signalling 2, number 20 & 21.Including failures failures
failures related to Signaling installations and
Signaling installations at level
crossings.
1.b Average delay Failures according to UIC CODE 450- Minutes per number of KPI (Benchmarking)
minutes per 2, number 22. Including failures failures
Telecommunication related to Telecommunications (GSM-
failures R, Radio failure and more)
1.c Average delay Failures according to UIC CODE 450- Minutes per number of KPI (Benchmarking)
minutes per Power 2, number 23. Including failures in the failures
supply failures power supply for electric traction,
others and variation and drops of
voltage.
1.d Average delay Failure according to UIC CODE 450- Minutes per number of KPI (Benchmarking)
minutes per Track 2, number 24. Including failures due failures
failures to rail breakage, lateral distortion and
other track failures.
1.e Average delay Failure according to UIC CODE 450- Minutes per number of KPI (Benchmarking)
minutes per structure 2, number 25. Including failures at failures
failures bridges and tunnels.
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1.f Average delay Failure according to UIC CODE 450- Minutes per number of KPI (Benchmarking)
minutes per other 2, number 28 & 29. Failures according failures
failures to the managing and planning of staff
and other failures
2 Average delay Average delay minutes per failures Minutes per number of Additional performance
minutes due to according to UIC CODE 450-2. failures indicator
weather events Failures according to the managing
and planning of staff and other
failures.
Delivery
The Delivery dimension describes the effectiveness of the IM’s internal processes and
management of the IMs assets and provision of a fit for purpose network. It takes into
account the delivery of contractors and suppliers.
The intention of the Delivery dimension is to provide an understanding of how well the IM
manages its assets, delivers its network and handles the demand for train-paths, and to
identify opportunities for improvement. The objectives are to understand and support
improvements in the ability of the IM to:
 Deliver an available, operable and fully functional network, to the required level of
capacity;
 Carry out its asset management functions effectively and in a timely manner; and
 Maintain and improve asset condition in line with its strategy.
The Delivery dimension contains two categories: Capacity and Condition.
Capacity
The Capacity category measures the overall constraints on capacity of the IM’s network. It
includes the impact on capacity from the condition of the IM’s infrastructure and the impact of
activities undertaken to maintain or improve overall condition.
The capacity of the network depends on many different factors and can be described from
different perspectives. These KPIs reflect the ability of the railway system to handle the
demand for train paths from the RUs, as well as impact of the IMs’ current and historical
activities, including the impact of engineering possessions and speed restrictions.
Nr Title Description Measurement unit Prioiriity
1. Proportion of total Part of capacity dedicated to IMs Annual average of total KPI (High Level Industry)
annual track-km used activities, including maintenance, main track-km used for
for IMs activities enhancement and renewals on main IM’s activities per total
[planned possessions] tracks. Planned work in the yearly main track-km on an
time table. annual basis
2. Proportion of total Total possession-km utilized relative Annual average of total KPI (Benchmarking)
annual track km to planned possession-km. main track-km used for
planned for IM IM’s activities per total
possessions used for main track-km planned
possession time for IM’s activities on an
[possessions utilized] annual basis
3.1 Time loss due to – Time loss due to permanent speed Minutes per thousand Additional performance
permanent speed restrictions related to the original main track – km indicator
restrictions function of the infrastructure, included
in the yearly timetable.
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3.2 Time loss due to – Time loss due to temporary speed Minutes per thousand Additional performance
temporary speed restrictions of the infrastructure not main track - km indicator
restrictions included in the yearly timetable.
4.1 Congested tracks Length of main tracks of congested Main track-km Additional performance
infrastructure according to Article indicator
47(1) of Directive 2012/34/EU ( in
respect of the situation at the end of
the reporting period)
(RMMS)
4.2 Congested nodes Number of nodes of congested Number of nodes Additional performance
infrastructure according to Article indicator
47(1) of Directive 2012/34/EU (in
respect of the situation at the end of
the reporting period).
(RMMS)
5 Rejected path Number of rejected path allocation % Additional performance
allocations requests during the year compared to indicator
total number of path allocation
requests. Both scheduled and ad hoc
requests for passenger and freight
train paths should be summarised
(RMMS)
Condition
The measurement of asset condition is complex, and not always straight forward for a single
IM, nevermind as a comparative metric for use in benchmarking. Therefore the PRIME
condition category describes the condition of the asset primarily in terms of how well it
functions (i.e. number of failures) and in terms of the impact of condition of the assets on the
expected delivery of the network, in terms of temporary and permanent speed restrictions.
The KPIs for condition are based on earlier work from UIC and EIM. KPIs are reused from
working groups within EIM with minor adjustments, and the UIC Code 450- 2 is used to
define the type of failures used for each KPI.

1. Assets failures per Number of Infrafailures according to Number of failures per Additional performance
million train-km. UIC CODE 450-2 per million train-km million train-km. indicator
2. Assets failures per Failures according to UIC CODE Number of failures per KPI (High Level Industry)
thousand track-km 450-2. Including all factors described thousand track km.
in 2.a-2.f below.
2.a Signalling failures per Failures according to UIC CODE Number of signalling KPI (Benchmarking)
thousand track km 450-2, number 20 & 21.Including failures per thousand
failures related to Signaling track km.
installations and Signaling
installations at level crossings.
2.b Telecommunication Failures according to UIC CODE Number of KPI (Benchmarking)
failures per thousand 450-2, number 22. Including failures telecommunication
track km related to Telecommunications failures per thousand
(GSM-R, Radio failure and more) track km.
2.c Power supply failures Failures according to UIC CODE Number of Power supply KPI (Benchmarking)
per thousand track km 450-2, number 23. Including failures failures per thousand
in the power supply for electric track km.
traction, others and variation and
drops of voltage.
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2.d Track failures per Failure according to UIC CODE 450- Number of Track failures KPI (Benchmarking)
thousand track km 2, number 24. Including failures due per thousand track km.
to rail breakage, lateral distortion and
other track failures.
2. e Structure failures per Failure according to UIC CODE 450- Number of structure KPI (Benchmarking)
thousand track km 2, number 25. Including failures at failures per thousand
bridges and tunnels. track km.
2.f Other infrastructure Failure according to UIC CODE 450- Number of other failures KPI (Benchmarking)
failures per thousand 2, number 28 & 29. Failures per thousand track km.
track km according to the managing and
planning of staff and other failures.
3 Tracks with The length (km) of tracks with % of main track-km KPI (High Level Industry)
permanent speed permanent speed restriction related
restrictions to total main track km.
4 Tracks with temporary The length (km) of tracks with % of main track-km KPI (Benchmarking)
speed restrictions temporary speed restriction weighted
by the numbers of days of the
restrictions, related to the total main
track km.
Financial
The Financial dimension covers all elements related to all expenditures and financial income
of IM, including track access charges. It is intended to provide understanding of the structure
and the level of costs and revenues of IM in relation to other IMs.
The objectives of the Financial dimensions are to:
 Support delivery of a cost-effective railway, through identification and implementation of

good practices and processes;
 Identity and encourage opportunities to increase revenues from all sources;
 Understand the impact of charging and charges on IM and the whole railway industry;
and
 Support making the case for appropriate and effective investment in the railway.
The Financial dimension contains three categories: Costs, Revenues and Charging.
Costs
The Costs category includes all the costs incurred by the IM, broken down into useful and
comparable sub-categories. It includes all Operating, Capital and Investment costs. For
purposes of comparison, costs will be adjusted where appropriate to reflect local costs using
purchasing power parities (PPPs). The costs incurred by an IM will be dependent on a
number of factors: some within and some outside the management responsibility of the IM.
The background information collected by the PRIME project and set out in Appendix 4 are
very useful in interpreting the financial data.
1 1a. OPEX – Sum of total operational expenditures Euro per main track km KPI (High Level Industry)
operational per track km.
expenditures relative
to network size
1b. OPEX – Total operational expenditures per train Euro per train km Additional performance
operational km. indicator
expenditure relative to
traffic volume
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2 2a. Maintenance Total maintenance expenditures per Euro per main track-km KPI (Benchmarking)
expenditure relative to track km.
network size
2b. Maintenance Total maintenance expenditures per Euro per train km Additional performance
expenditure relative to train km. indicator
traffic volume
3 3a. Traffic Sum of IMs traffic management Euro per main track-km KPI (Benchmarking)
management expenditures per main track km.
network size
3b. Traffic Sum of IMs traffic management Euro per train km Additional performance
management expenditures per train km. indicator
traffic volume
4 4a. CAPEX – capital Sum of IMs capital expenditures per Euro per main track km KPI (High Level Industry)
expenditures relative main track km
to network size
4b. CAPEX – capital Total capital expenditures per train km Euro per train km Additional performance
expenditure relative to indicator
traffic volume
5 5a. Renewal Total renewal expenditures per main Euro per main track km KPI (Benchmarking)
track km
5b. Renewal Total renewal expenditures per train km Euro per train km Additional performance
expenditures relative indicator
to traffic volume
6 6a. Investments in Total investments in new lines per main Euro per main track km Additional performance
new lines relative to track km indicator
network size
6b. Investments in Total investments in new lines per train- Euro per train km Additional performance
new lines relative to km indicator
traffic volume
7 Direct costs relative to Total direct costs per train km Euro per train km Additional performance
traffic volume indicator
8 Share of direct costs OPEX included in the calculations of % of Euro Additional performance
in total OPEX direct costs in the meaning of regulation indicator
(EU)2015/909 related to total OPEX
9 Direct costs (CAPEX) CAPEX included in the calculations of % of Euro Additional performance
per total CAPEX direct costs in the meaning of regulation indicator
(EU)2015/909 related to total CAPEX
10 Renewals financed Percentage of renewal expenditures % of Euro Additional performance
with Grants financed with grants indicator
11 Enhancements Percentage of enhancement % of Euro Additional performance
financed with Grants expenditures financed with grants indicator
12 Investment in new Percentage investment in new lines % of Euro Additional performance
lines financed with financed with grants indicator
grants
13 Proportion of Renewal expenditures related to the % of Euro Additional performance
renewals in total sum of renewal and maintenance indicator
renewals and expenditures
maintenance
expenditure
14 Proportion of Enhancement expenditures related to % of Euro Additional performance
enhancements and total expenditures indicator
investments in new
lines in total
expenditures
16
Revenues
The Revenue category provides a summary of the total non-track access revenue ‘earned’
by an IM, excluding subsidies and property development. Together with the Costs KPIs, it
provides an indication of to what extent an IM is capable of covering its costs, and to what
extent it relies on subsidy.

1 Non-TAC revenue in Total revenue from non-TAC sources Million Euro per main KPI (High Level Industry)
relation to network (e.g. commercial letting, advertising, track km
size telecoms (excluding property
development by subsidiaries)) related to
total main track km
Charging
The category Charging measures and compares that element of an IM’s revenue that comes
from charges from operators using its network and service facilities. To achieve meaningful
comparability, the indicators for charging have been simplified and PRIME is using
fundamental KPIs that all IMs find common and easy to collect.
Further details are provided in Appendix 3.

1 Proportion of TAC in TAC compared to total revenue % of Euro KPI (Benchmarking)
total revenue
2 TAC revenue in Total TAC per train-km Euro per total train-km Additional performance
relation to traffic (Sum of 2a and 2b) indicator
volume 2a. Freight TAC per freight train-km Euro per total freight Additional performance
train-km indicator
2b. Passenger TAC per passenger Euro per passenger train- Additional performance
train-km km indicator
(Sum of 2b1 and 2b2)
2b1. Passenger conventional Euro per conventional Additional performance
train TAC compared to total train-km indicator
conventional train-km
2b2. Passenger High speed Euro per total high speed Additional performance
trainTAC compared to total high rain-km indicator
speed train-km
3 TAC revenue in Total TAC compared to total track-km Euro per main track-km KPI (High Level Industry)
relation to network (Sum of 3a and 3b)
size
3a. Passenger conventional train Euro per conventional Additional performance
TAC compared to total conventional track-km indicator
track-km
3b. Total High speed track TAC Euro per total high speed Additional performance
compared to total high speed track- main track-km indicator
km
4 Proportion of station Total charges for stations compared to Total station charges as a Additional performance
charges total revenue proportion of total revenue indicator
5 Income from incentive Income from incentive regimes per track- Euro per main track-km KPI (Benchmarking)
regimes in relation to km
network size
17
Growth
The dimension Growth describes the level of use of the existing network, network expansion,
integration with other transport modes and use of technology such as ERTMS to improve
delivery.
The objectives of this dimension are to understand the opportunities to:
 Improve the use of the overall capacity of the railway network;

 Encourage modal shift to rail from road and air;
 Promote multi-modal transport integration;
 Understand and use new technology, such as ERTMS, effectively and efficiently to
support the objectives of the IM and the integrated railway.
Utilisation
Utilisation is an essential measure of the performance of an IM. One of the most important
objectives for an IM is to use its infrastructure as effectively as possible. This measure also
distinguishes between passenger and freight traffic. Utilisation has a major impact on the
ability of an IM to cover its costs and the utilisation of the infrastructure will also affect the
future performance (other KPIs) of the infrastructure, e.g. overall condition.

1 Degree of utilisation – The daily number of train-km related to Daily train km per main KPI (High Level Industry)
all trains the total track-km. track-km
2 Degree of utilisations Average daily number of passenger Daily passenger train–km KPI (Benchmarking)
– passenger trains train-km related to the total track–km of per main track-km
main tracks.
3 Degree of utilisations Average daily number of freight train km Daily freight – train km per KPI (Benchmarking)
– freight trains related to the total track–km of main main track-km
tracks.
4 Utilisation in terms of Average daily number of gross tonne - Daily gross tonne-km per Additional performance
gross tonnes-km km related to the total track-km. main track–km indicator
5 Degree of utilisation Double track line: track km with traffic Track km with traffic Supporting indicator
volumes >= 200 trains per day (average) volumes >= 200 trains a
day
per total double track km
6 Degree of utilisation Single track line: track km with traffic Track km with traffic Supporting indicator
volumes >= 70 trains per day (average) volumes >= 70 trains a
day per total single track
km
Asset Capability
Asset capability describes the functionality of the IM’s railway network. It provides the
overview of the capability of the network and specifically the extent to which the network
meets the TEN-T requirements. The asset capability describes the IM’s part of the
interoperability of the European railway network, although it is recognised that achievement
of interoperability requires capability and functionality from the railway operators as well.
Indicators relating to ERTMS are described below.
18
ERTMS
ERTMS and the deployment of ERTMS is a complex but major topic for the rail sector. While
deployment of ERTMS is costly, it is also often not solely to the responsibility of IMs to choose to
deploy ERTMS on their networks. However, ERTMS is crucial for IMs in many ways and may
influence some of the core functions of IMs.The potential benefits of ERTMS deployment are
significant, including increased safety, capacity, availability, and interoperability. As the KPIs are
developed, PRIME is keen to understand the potential benefits and the business case for the
deployment of ERTMS, as well as supporting the objective of delivering an interoperable cross-
border network.
1 ERTMS deployment Main tracks with ERTMS in operation in % of main track-km KPI (Benchmarking)
proportion to total main tracks
(measured in track-km).
2 Train-km with ERTMS Train-km run with ERTMS in operation % of train-km Supporting indicator
in operation compared to total train-km on main
tracks.
3 Planned extent of In 2020, the sum of main tracks planned % of main track-km Supporting indicator
ERTMS deployment to have been deployed with ERTMS
by 2020 compared to the totalIMs main track
4 Planned extent of In 2030, the sum of main tracks planned % of main track-km KPI (Benchmarking)
ERTMS deployment to have deployed with ERTMS
by 2030 compared to the total IMs main track
5 TEN-T core network- TEN-T core network lines with ERTMS % of main track-km Supporting indicator
lines with ERTMS in in operation in proportion to all TEN-core
operation network lines
6 Train-km with ERTMS Train-km on TEN-T core network lines % of train-km Supporting indicator
in operation on TEN- with ERTMS in operation compared to
T-lines core network total train-km on TEN-Tcore network
lines lines
7 Planned extent of In 2020, total TEN-T core network lines % of main track-km Supporting indicator
ERTMS deployment planned to have been deployed with
by 2020 on TEN-T ERTMS compared to the total IMs TEN-
core network lines. T core network lines,
8 Planned extent of In 2030, total TEN-T core network lines % of main track-km Supporting indicator
ERTMS deployment planned to have been deployed with
by 2030 on TEN-T ERTMS compared to the total IMs TEN-
core network lines. T core network lines,
9 Axle load Proportion of the TEN-T core network % of the TEN-t Core network- Additional performance
permitting at least 22.5 t axle load (INF). lines main track km that are indicator
compatible with TEN-T
requirements (INF)
10 Gauge Proportion of the TEN-T core network % of the TEN-t Core network- Additional performance
with nominal track gauge of 1435 mm lines main track km that are indicator
(INF). compatible with TEN-T
requirements (INF)
11 Line Speed Proportion of the TEN-T core network % of the TEN-t Core Network- Additional performance
permitting 100 km/h line speed (INF). lines main track km that are indicator
requirements (INF)
12 Train length Proportion of the TEN-T core network % of the TEN-t Core network- Additional performance
permitting 740 m train length (INF). lines main track km that are indicator
requirements (INF)
13 Electrification Proportion of the fully electrified TEN-T % of the TEN-t Core network- Additional performance
core network, suupported with electrified lines main track km that are indicator
sidings necessary for electric train compatible with TEN-T
operations (INF). requirements (INF)
19
Intermodality
A highly functional inter modality between different transport modes can bring traffic and business
to the rail network. Since trains rarely offer a door-to-door solution, and rather is a part of the
mobility chain, connections between modes become essential for the customers. Inter modality
promotes efficiency for both freight and passenger traffic. Inter modality also increases the number
of potential customers for rail. For the purposes of PRIME, intermodality also includes a measure
of those stations which have access for those who are mobility impaired.

1 Multimodal freight Percentage of freight terminals which % of number KPI (Benchmarking)
terminals are multimodal freight terminals (RMMS)
2 Electrified freight Percentage of freight terminals % of number Supporting indicator
terminals accessible to electrified trains
3 Core maritime ports Percentage of core maritime ports % of number Supporting indicator
connection connected to the rail network
4 Core inland Percentage of core inland waterways % of number Supporting indicator
waterways connection connected to the rail network
5 Core airports Percentage of core airports connected to % of number Supporting indicator
connection the rail network
6 Intermodal stations Percentage of passenger stations with % of number KPI (Benchmarking)
connections to public transport (metro,
bus, tramways, light rail, ferries etc…)
7 Passengers using Total number of passengers registered % of passengers KPI (Benchmarking)
accessible stations in accessible stations per year divided
with the total number of passengers
Context
This additional category provides an overview of the characteristics and configuration of each IM.
This enables an understanding of the size and relative significance of the railway in each country
and the market for railway services, which provides valuable background information and relevant
context when reviewing and assessing other KPIs and additional performance indicators.

1 Total network length Total length of main tracks - all lines Km KPI (High Level Industry)
2 Electrification Degree of electrification of total network % of track-km KPI (Benchmarking)

- all lines
3a Modal share of rail in Proportion of rail passenger-km % of passenger-km KPI (Benchmarking)
passenger transport compared to total passenger-km of
passenger cars, buses/coaches and
railways
3b Modal share of rail in Proportion of rail tonne-km compared to % of tonne-km KPI (Benchmarking)
freight transport total tonne-km of road, inland waterways
and rail freight.
4 Total number of Total number of stations Number of stations Additional performance
stations indicator
5 Station density - line Total number of stations related to the Number of stations per Additional performance
km length of main lines. It gives an idea of thousand line–km indicator
the density of stations within the network
6 Station density – Total number of passenger stations per Number of stations per Additional performance
residents million residents million residents indicator
20
Appendix 1: Glossary of terms
Background information is consisting of various data within the areas charging, organisation,
human resources, asset information, railway market, country characteristics, policies and plans
(appendix 4). Part of background is also finance (appendix 5). Background information is together
with the KPIs a tool to make good analysis and making the right conclusions.
Name Description Source Remarks
5 minutes, 15 minutes Rounding rule: Round down until 29, round UIC CODE, 450 – 2,
up from 30, 4:30 is considered as 5, 14:30 is OR, 5th edition,
considered as 15. June 2009, 4.1 –
Rounding rules
number 2.
Accessible station A station which has ‘step free’ access from PRIME KPI Under review
the entrance of the station to the edge of the subgroup
platform, enabling access by mobility
impaired passengers (e.g. wheel chairs and
children in prams or buggies). It does not
include whether there is step-free access
from the platform to the train as this is an
interface issue and not solely the
responsibility of the IM.
Accident to persons Accidents to one or more persons who are Commission Link
involving rolling stock either hit by a railway vehicle or by an object Directive
in motion attached to, or that has become detached 2014/88/EU (CSIs),
from, the vehicle, this includes persons who Appendix 1.9
fall from railway vehicles as well as persons
who fall or are hit by loose objects when
travelling on board vehicles
Allocation Allocation of railway infrastructure capacity Directive Under review

by an infrastructure manager. 2012/34/EU (SERA),
Art.3 (24)
Asset Capability Asset capability is a quality or function as a Under review

property or natural part of an asset. A
capability is a characteristic of an asset
enabling achievement of its desired function.
Asset Management Coordinated activity of an organisation to ISO 55000:2014

realise value from assets.
Asset Management Asset Management Capability, measure of ISO 55000:2014

Capability capacity and the ability of an entity (system,
person or organization) to achieve its
objectives. Not 1 to entry: Asset
Management capabilities include processes,
resources, competences and technologies to
enable the effective and efficient
development and delivery of asset
management plans and asset life activities
and their continual improvement.
(ISO55000:2014, Asset Management -
Overview, principles and terminology,
Corrected version 2014-03-15, IDT, General
terms 3.1.2)
21
Asset Management An Asset Management System is used by an ISO 55000:2014

System organisation to direct, coordinate and control
asset management activities. ”Set of
interrelating or interacting elements to
establish asset management policy, asset
management objectives and processes to
achieve those objectives.
Assets “LICB defines the Railway Infrastructures as EC Directives,

consisting of the following items, assuming European
they form part the permanent way, including Commission 5th
sidings, but excluding lines situated within Framework
railway repair workshops, depots or Programme Improve
locomotive sheds and private branch lines or rail, Deliverable D3,
sidings: “Benchmarking
exercise in railway
- Ground area infrastructure
management” as
- Track and track bed etc.
referred in the UIC
- Engineering structures: Bridges Lasting
culverts and other overpasses, Infrastructure Cost
tunnels etc. Benchmarking
(LICB) project.
- Level crossings, including
appliances to ensure safety of
road traffic;
- Superstructure, in particular: rails,

grooved rails; sleepers, small
fittings for the permanent way,
ballast, points, crossings.
- Access way for passengers and

goods, including access by road;
- Safety, signalling and

telecommunications installations
on the open track, in stations and
in marshalling yards etc.
- Lightning installations for traffic

and safety purposes
- Plant for transforming and carrying

electric power for train haulage:
substations, Supply cables
between sub-stations and contact
wires, catenaries.”
Attempted suicide An act to deliberately injure oneself resulting Commission Link

in serious injury. Directive
2014/88/EU (CSIs),
Appendix 3.2
Borrowing Receiving something of value in exchange

for an obligation to pay back something of
usually greater value at a particular time in
the future
22
Bottleneck A physical, technical or functional barrier Regulation (EU) No Under review

which leads to a system break affecting the 1315/2013 (TEN-T),
continuity of long-distance or cross-border Art.3(q)
flows and which can be surmounted by
creating new infrastructure or substantially
upgrading existing infrastructure that could
bring significant improvements which will
solve the bottleneck constraints
Broken rail Any rail which is separated in two or more Commission

pieces, or any rail from which a piece of Directive
metal becomes detached, causing a gap of 2014/88/EU (CSIs),
more than 50 mm in length and more than Appendix 4.1
10 mm in depth on the running surface.
Cancelled train If a planned service is not running (i.e. train UIC CODE, 450 – 2, Under review
cancelled in the operations phase). The OR, 5th edition,
codes described in UIC CODE, 450 – 2, OR, June 2009, 6 –
5th edition, June 2009, Appendix A page 9 Cancelled services,
should be used to describe the cause of combined with
cancellation on the whole or just a part of the adopting the types
route. of cancellations
described by
Cancelled trains can be split into four types. Network Rail.
These are:
•full cancellation (cancelled at origin)
•part cancellation en route
•part cancellation changed origin
•part cancellation diverted (any train that

diverts and does not stop at all of its
scheduled locations will be classed as a part
cancellation even if it reaches its end
destination).
Cancelled train causes See delay causes in appendix xx UIC CODE, 450 – 2,
OR, 5th edition,
June 2009, 5 –
Causes for delays
and cancelled
services.
Capacity Capacity means the potential to schedule 2012/34/EU (SERA),

(infrastructure) train paths requested for an element of Art.3 (24)
infrastructure for a certain period;
CAPEX, Capital Capital expenditure are funds used by a PRIME KPI

expenditures company to acquire or upgrade physical subgroup on the
assets such as property, industrial buildings basis of
or equipment. An expense is considered to Investopedia.com
be a capital expenditure when the asset is a
newly purchased capital asset or an
investment that improves the useful life of an
existing capital asset. Hence, it comprises
investments in new infrastructure as well as
renewals and enhancements.
23
Charges for service Revenues generated by providing access to Directive

facilities service facilities. Services facilities include: 2012/32/EU, Annex
II
(a) passenger stations, their buildings and
other facilities, including travel information
display and suitable location for ticketing
services;
(b) freight terminals;
(c) marshalling yards and train formation

facilities, including shunting facilities;
(d) storage sidings;
(e) maintenance facilities, with the exception

of heavy maintenance facilities dedicated to
high-speed trains or to other types of rolling
stock requiring specific facilities;
(f) other technical facilities, including

cleaning and washing facilities;
(g) maritime and inland port facilities which

are linked to rail activities;
(h) relief facilities;
(i) refuelling facilities and supply of fuel in

these facilities, charges for which shall be
shown on the invoices separately
Collision of train with A collision between a part of a train and Commission

obstacle within the objects fixed or temporarily present on or Directive
clearance gauge near the track (except at level crossings if 2014/88/EU (CSIs),
lost by a crossing vehicle or user), including Appendix 1.6
collision with overhead contact lines.
Collision of train with A front to front, front to end or a side collision Commission
rail vehicle between a part of a train and a part of Directive
another train or rail vehicle, or with shunting 2014/88/EU (CSIs),
rolling stock. Appendix 1.5
Congested Infrastructure element, on which after Article 47 of

infrastructure coordination of the requested train paths and Directive
consultation with applicants, it is not possible 2012/34/EU
to satisfy requests for infrastructure capacity
adequately. According to Article 47 (1) of
Directive 2012/34/EU the infrastructure
manager shall immediately declare the
section of infrastructure on which this has
occurred to be congested. This shall also be
done for infrastructure which can be
expected to suffer from insufficient capacity
in the near future.
Where infrastructure has been declared to

be congested, the infrastructure manager
shall carry out a capacity analysis and it has
to be described in the network statement.
Conventional train Train, composed of vehicles designed to Decision No.

operate at speeds below 250 km/h. 1692/96/EC (TEN-
T), Art.10(1)
24
Conventional track Track being a part of the conventional rail Decision No

network. 1692/96/EC (TEN-
T), Art.10(1)
The conventional rail network shall comprise
lines for the conventional transport by rail of
passengers and freight, including the rail
segments of the trans-European combined
transport network referred to in Article 14,
access links to sea and inland ports of
common interest and those freight terminals
which are open to all operators.
Track (line) whole or part of line, approved

for Vmax < 250 km/h.
Cumulative delay Delays according to the timetable at the first

measurement point, or an additional delay
between two sequential measurement points
in the IM system for deviations.
To cause deviation means that a train is

delayed with 5 minutes or more compared to
finally timetable at the first measurement
point.
Cyber-attacks Malicious acts targeting computer

information systems, IT infrastructures,
computer networks, and/or personal
computer devices of railway infrastructure
managers, railway undertaking or other
railway companies with the intention to steal,
alter, or destroy a specified target in the
susceptible system.
Delay causes Delay causes should include both primarily UIC CODE, 450 – 2,
causes and secondarily causes, Primarily OR, 5th edition,
and secondarily causes are described in the June 2009, 5 –
referred source part Appendix A. Causes for delays
and cancelled
Causes for cancelled trains are the same as services.
for delays.
Deployment The deployment of a mechanical device, Under review

electrical system, computer program, etc., is
its assembly or transformation from a
packaged form to an operational working
state. Deployment implies moving a product
from a temporary or development state to a
permanent or desired state.
Depreciation Depreciation is an accounting method of

allocating the cost of a tangible or intangible
asset over its useful life. It allows a company
to write-off the value of an asset over time,
but it is considered a non-cash transaction.
Derailment of train Any case in which at least one wheel of a Commission

train leaves the rails. Directive
2014/88/EU (CSIs),
Appendix 1.7
25
Direct Cost in the Direct cost in this context means “the cost PRIME KPI
meaning of regulation that is directly incurred as a result of subgroup on the
(EU)2015/909 operating the train service” and which is basis of
used for setting charges for the minimum Implementing
access package and for access to Regulation (EU)
infrastructure connecting service facilities. 2015/909
The modalities for the calculation of the cost
that is directly incurred as a result of
operating the train are set out in Commission
Implementing Regulation (EU) 2015/909 and
can in principle be established on the basis
of:
(a) a network-wide approach as the

difference between, on the one hand, the
costs for providing the services of the
minimum access package and for the
access to the infrastructure connecting
service facilities and, on the other hand, the
non-eligible costs referred to in Article 4 of
this regulation, or
(b) econometric or engineering cost

modelling.
Electricity supply Revenue generated by charging railway PRIME KPI

income undertakings for the use of electricity for subgroup on the
traction. basis of the
commission
regulation (EU) No
1301/2014 (TSI
Energy), Art. 2.1.1
Employee or Any person whose employment is in Commission

contractor connection with a railway and is at work at Directive
the time of the accident, including the staff of 2014/88/EU (CSIs),
contractors, self-employed contractors, the Appendix 1.13
crew of the train and persons handling rolling
stock and infrastructure installations.
26
Expenditure on Enhancements (or 'upgrades’) means capital PRIME KPI

enhancements of expenditure on a major modification work of subgroup on the
existing infrastructure the existing infrastructure which improves its basis of Regulation
overall performance. Enhancements can be (EU) 2015/1100,
triggered by changed functional Article 2
requirements (and not triggered by lifetime)
or "forced" investments when acting on
regulations.
The purpose of enhancements is to change

the functional requirements such as
electrification of a non-electrified line,
building a second track parallel to a single
tracked line, increase of line speed or
capacity. Enhancements include planning
(incl. portfolio prioritization, i.e. which
enhancements projects are realized when
and where), tendering dismantling (disposal
of old equipment), construction, testing and
commissioning (when track is opened to full-
speed operation). Enhancements are
generally looked on at the level of annual
spending from a cash-flow perspective, i.e.
no depreciation or other imputed costs are
taken into account. It includes its proportion
of overhead (such as financials, controlling,
IT, human resources, purchasing, legal and
planning), labour (operative, personnel),
material, (used/consumed goods), internal
services (machinery, tools, equipment
including transport and logistics) and
contractors (entrepreneurial production) as
well as investment subsidies.
Environmental Impacts to land and/or water, example:

incidents with major a) Hydrocarbon spillages (including petrol,
and significant impact hydraulic oils and cutting oils)
or effect to land, b) Spillages of hazardous materials
water, air and nature c) Spillages of low-hazard products with
conservation polluting potential (detergents, disinfectants,
foodstuffs, fertilizers, paints and dyes, other
organic liquids)
d) Loss of cable or transformer oil
e) Fly tipping.
Impacts to air, example:

a) Noise and vibration
b) Dust
c) Odor
d) Other airborne particulates
Impacts to nature conservation sites and

species, example:
a) Causing harm or disturbance to
European, National or Biodiversity Action
Plan (BAP) protected species
b) Damage or disturbance to both statutorily
or non-statutorily protected sites.
ERA European Railway Agency Regulation (EC) No

881/2004 (ERA)
27
ERTMS 'European Rail Traffic Management System' Commission

(ERTMS) means the system defined in Decision
Commission Decision 2006/679/EC and 2006/679/EC
Commission Decision 2006/860/EC
Commission
European Rail Traffic Management System Decision
(ERTMS) is the European signalling system 2006/860/EC
consisting the European Train Control
System (ETCS), a standard for in-cab train
control, and GSM-R, the GSM mobile
communications standard for railway
operations.
ERTMS in operations refers to main tracks

equipped with both - ETCS (European train
control system; any baseline or level) and
GSM-R (Global System for Mobile
Communications); and where ETCS and
GSM-R are used in service
Espionage Acts of obtaining information from railway

infrastructure managers, railway
undertakings or other railway companies
defined as secret or confidential without the
permission of the information’s owner.
Extensive disruptions Train services on a main railway line are Commission

to traffic suspended for six hours or more. Directive
2014/88/EU (CSIs),
Appendix 1.13
Failure (under “Termination of an item to perform a given SIS-EN 13306:2010

development) service.” And in this case the failure also
affects the train services.
All infrastructure failures where a delay to an Lasting

individual train caused by incident should be Infrastructure Cost
considered (including cancelled trains). Benchmarking,
Failures will be counted only once at the first version 2.0
measuring point. A threshold of < 4:59
minutes will be used to count incidents
affecting individual passenger and freight
trains (including cancelled trains).
All assets defined are to be considered.
Financial expenditures Financial expenditures are the ones PRIME KPI

accounted for in the annual profit and loss subgroup on the
statement. It includes interests and similar basis of Eurostat
charges which correspond to the concepts and
remuneration of certain financial assets definitions on
(deposits, bills, bonds and credits). financial surplus
Fire in rolling stock A fire or explosion that occurs in a railway Commission

vehicle (including its load) when it is running Directive
between the departure station and the 2014/88/EU (CSIs),
destination, including when stopped at the Appendix 1.10
departure station, the destination or
intermediate stops, as well as during re-
marshalling operations.
28
Freight terminal A structure equipped for transhipment Regulation (EU) No

between at least two transport modes or 1315/2013 (TEN-T),
between two different rail systems, and for Art.3(s)
temporary storage of freight, such as ports,
inland ports, airports and rail-road terminals;
Freight train Freight (good) train: train for the carriage of Glossary for
goods composed of one or more wagons Transport Statistics,
and, possibly, vans moving either empty or A.IV-06
under load,
Freight train-km (m Unit of measure representing the movement LICB Web Glossary,
train-km) of all freight trains taking into account their p.19
journey length. From an IM’s point of view it
is important to include all freight train
movements as they all influence the
deterioration of the rail infrastructure assets.
Empty freight train movements are therefore
included in the number of freight train
movements.
Funding’s An amount of money used for a specific Longman, Dictionary

purpose, in our case to finance the IM of contemporary
expenditures. English
Grants A grant is a direct financial contribution given PRIME KPI

by the federal, state or local government or subgroup
provided from EU funds to an eligible
grantee. Grants are not expected to be
repaid and do not include financial
assistance, such as a loan or loan
guarantee, an interest rate subsidy, direct
appropriation, or revenue sharing.
Gross tonnage Gross tonnage is the weight of the train, Glossary for
including the load, the locomotive and the Transport Statistics,
tare weight of the wagons, in commercial A.IV-13
traffic. The weight of service trains, shunting
movements, passenger and baggage weight
are not included.
Gross tonne km Unit of measure representing the movement Glossary for

over a distance of one kilometre of one Transport Statistics,
tonne of rail vehicle including the weight of A.IV-13
tractive vehicle.
High speed train Train, composed of vehicles designed to Directive

operate: 2008/57/EC
(Interoperability),
- either at speeds of at least 250 km/h on Art.2.2
lines specially built for high speeds, while
enabling operation at speeds exceeding 300
km/h in appropriate circumstances,
- or at speeds of the order of 200 km/h on

the lines of section 2.1, where compatible
with the performance levels of these lines.
29
High speed track Track (line) whole or part of line, approved Directive
for Vmax ≥ 250 km/h 2008/57/EC
(Interoperability),
— specially built high-speed lines equipped Art.2.1
for speeds generally equal to or greater than
250 km/h,
— specially upgraded high-speed lines

equipped for speeds of the order of 200
km/h,
— specially upgraded high-speed lines

which have special features as a result of
topographical, relief or town-planning
constraints, on which the speed must be
adapted to each case
The last category also includes

interconnecting lines between the high-
speed and conventional networks, lines
through stations, accesses to terminals,
depots, etc. travelled at conventional speed
by ‘high-speed’ rolling stock.
Incentive regime Incentive regime revenue (bonus payments) PRIME KPI

deriving from performance regime schemes subgroup
related to Minimum Access Package
30
Industry costs Industry costs are fees, charges that are that The definition is Under review
are to be paid to the regulator and other developed by the
authorities within the industry. secretariat in order
to be in line with the
Synonyms for industry are line of business, example from
branch. Network Rail.
Approved by Tim
Example from Network Rail: Chapter 6 of
Bellamy the 9th of
ORR’s Final Determination of Network Rail’s
February.
outputs and funding for 2014-19 provides a
definition of Industry Costs as comprising:
- British Transport Police costs

(what we pay for BTP’s services)
- Rail Safety and Standards Board
(RSSB) levy
- ORR licence fee and railway
safety levy
- Other (e.g. CIRAS and reporters’
costs – see Notes below)
Notes: CIRAS is a Confidential Incident

Reporting and Analysis System. It is adopted
throughout the rail industry. The service
takes reports about safety from rail staff and
forwards them to rail companies, requesting
that they address the issues raised. CIRAS
is a confidential process; there is therefore
no risk of reprisal from management or work
colleagues. Reporters (often referred to as
independent reporters) are firms that provide
independent expert advice and are used by
ORR to review some aspects of Network
Rail’s performance, plans and activities.
They owe a duty of care to both ORR and
Network Rail but Network Rail pays for their
costs.
Infrastructure Manager Any enterprise or transport operator Glossary for Under review
(IM) responsible in particular for establishing of Transport Statistics.
maintaining railway infrastructure, as well as A.III-03 UIC
for operating the control and safety system.
Directive
An infrastructure manager can delegate to 2012/34/EU (SERA),
another enterprise the following tasks: Art.3(2)
maintaining railway infrastructure and
operating the control and safety system.
'infrastructure manager' means any body or

firm responsible in particular for establishing,
managing and maintaining railway
infrastructure, including traffic management
and control-command and signalling; the
functions of the infrastructure manager on a
network or part of a network may be
allocated to different bodies or firms;
31
Infrastructure Table, column 1-, 2-, 3- (Operational and UIC CODE, 450 – 2,
Managers planning management, Infrastructure OR, 5th edition,
responsibility for delay installations, Civil Engineering causes). Plus: June 2009,
minutes Delay minutes caused by weather incidents Appendix A
that have affected the railway infrastructure.
The relevant causes are described in

Appendix.
Inter modality Inter modality is a characteristic of a Council Directive

transport system that allows at least two 92/106/EEC of 7
different modes to be used in an integrated December 1992 on
manner in a door-to door transport chain. the establishment of
Ability of cargo and passengers to move common rules for
between different modes of transport. One of certain types of
the key areas is the desire to be able to combined transport
move easily between national rail, of goods between
underground, bus and other transport Member States.
modes.
Intermodal freight Intermodal Freight Terminals (IFT) or European

terminals transfer points are places equipped for the Commission RMMS
transhipment and storage of Intermodal
Intermodal rail Transport Units (ITU). They connect at least
transport terminals two transport modes, where at least one of
the modes of transport is rail (the other is
usually road, although waterborne (sea and
inland waterways) and air transport can also
be integrated.
Interoperability The ability, including all the regulatory, Regulation (EU) No

technical and operational conditions, of the 1315/2013 (TEN-T),
infrastructure in a transport mode to allow Art.3(o)
safe and uninterrupted traffic flows which
achieve the required levels of performance
for that infrastructure or mode;
Investments in new Investment in new infrastructure means PRIME KPI

infrastructure capital expenditure on the projects for subgroup on the
construction of new infrastructure basis fo Regulation
installations for new lines. (EU) 2015/1100,
Article 2
It includes planning (incl. portfolio
prioritization, i.e. which investment projects
are realized when and where), tendering
dismantling (disposal of old equipment),
construction, testing and commissioning
(when track is opened to full-speed
operation). Investments are generally looked
on at the level of annual spending from a
cash-flow perspective, i.e. no depreciation or
other imputed costs are taken into account.
It also includes its proportion of overhead
(such as financials, controlling, IT, human
resources, purchasing, legal and planning),
labour (operative, personnel), material,
(used/consumed goods), internal services
(machinery, tools, equipment including
transport and logistics) and contractors
(entrepreneurial production) as well as
investment subsidies.
32
Killed Any person killed immediately or dying within Glossary for

(Death (killed person)) 30 days as a result of an accident, excluding Transport Statistics,
any suicide. A.VII-09
Commission
Directive
2014/88/EU (CSIs),
Appendix 1.18
Level crossing Any level intersection between a road or Glossary for Under review
passage and a railway, as recognised by the Transport Statistics,
infrastructure manager and open to public or A.VII-13
private users. Passages between platforms
within stations are excluded, as well as Commission
passages over tracks for the sole use of Directive
employees. 2014/88/EU (CSIs),
Appendix 6.3
Level crossing Any accident at level crossings involving at Glossary for

accident least one railway vehicle and one or more Transport Statistics,
crossing vehicles, other crossing users such A.VII-13
as pedestrians or other objects temporarily
present on or near the track if lost by a Commission
crossing vehicle or user. Directive
2014/88/EU (CSIs),
Appendix 1.8
Level crossing user Any person using a level crossing to cross Commission
the railway line by any means of transport or Directive
by foot; 2014/88/EU (CSIs),
Appendix 1.14
Main Lines Lines used for running trains in service. ERA/2008/SAF/OP/

01 Glossary of
Kanske inte behövs. Redan ett överflöd I railway terms
floran av nämnare. Men föreslagit av Martin
Schröder i relation till Intermodalitet så EU EU institutions IATE
kanske redan använder begreppet. database
(information at:
http://late.europa.eu/
iatediff/about_IATE.
html).
Se mejl från Martin
33
Maintenance cost Costs of function: Maintenance means non- PRIME KPI

capital expenditure that the infrastructure subgroup on the
manager carries out in order to maintain the basis of LICB and
condition and capability of the existing regulation (EU)
infrastructure or to optimise asset lifetimes. 2015/1100, Article 2
Preventive maintenance activities cover
inspections, measuring or failure prevention.
Corrective maintenance activities are repairs
(but not replacement), routine over-hauls or
small-scale replacement work excluded from
the definitions of renewals. It forms part of
annual operating costs. Maintenance
expenditure relates to activities that counter
the wear, degradation or ageing of the
existing infrastructure so that the required
standard of performance is achieved.
Types of costs: Maintenance cost include

planning, its proportion of overhead (such as
financials, controlling, IT, human resources,
purchasing, legal and planning), labour
(operative, personnel), material,
(entrepreneurial production).
Main tracks Tracks used for running trains in service. ERA/2008/SAF/OP/

Excludes sidings, deports, stabling tracks 01 Glossary of
and connecting lines. railway terms
EU institutions IATE
database
(information at:
http://late.europa.eu/
iatediff/about_IATE.
html).
Length of main track Main running tracks providing end-to-end LICB Web Glossary,
(main track km) line continuity and used for working regular p.16
trains between stations or places indicated in
the tariffs as independent points of departure
or arrival for the conveyance of passengers
or freight. All track kilometres branching off
from main running tracks in stations (second
track at stations on single track lines,
passing tracks, etc.) used for working regular
trains. The length is measured in the middle
of the track, from centre to centre of the
station buildings; if there is a junction in open
track, the length is counted up to the end of
the junction point (switch). Double track is
counted twice; triple tracks are counted three
times as much etc. Main track kilometres are
only counted when in a (by the respective
IM) maintained working order.
Length of electrified Main running tracks provided with an LICB Web Glossary,
main track (main track overhead catenary or with conductor rail (3rd p.16
km) rail) to permit electric traction.
34
Minimum access Revenues generated by charging railway Directive

package charges undertakings for enabling them to provide 2012/32/EU, Annex
their services. II
The minimum access package comprises:
(a) handling of requests for railway

infrastructure capacity;
(b) the right to utilise capacity which is

granted;
(c) use of the railway infrastructure, including

track points and junctions;
(d) train control including signalling,

regulation, dispatching and the
communication and provision of information
on train movement;
(e) use of electrical supply equipment for

traction current, where available;
(f) all other information required to

implement or operate the service for which
capacity has been granted.
Multimodal transport The carriage of passengers or freight, or Regulation (EU) No

both, using two or more modes of transport; 1315/2013 (SERA),
Art.3(n)
Network The entire railway infrastructure managed by Directive

an infrastructure manager; 2012/34/EU (SERA),
Art.3(25)
NSA National Safety Authority Directive

2004/49/EC (Safety)
Operations Operations excluding maintenance: SS-EN

13306:2010 defines operation as:
Combination of all technical, administrative
and managerial actions, other than
maintenance actions that results in the item
being in use.
Total annual expenditures for the IM on

operations. Includes operations proportion of
the IM overhead (such as financials,
controlling, IT, human resources,
purchasing, legal and planning), labour
(operative, personnel), material
transport and logistics) and if some parts are
handled by contractors it´s to be included.
(Central or holding overheads are to be

allocated proportionally.)
35
OPEX, operating An operating expense is an expense a PRIME KPI

expenditures business incurs through its normal business subgroup on the
operations. Operating expenses include inter basis of
alia maintenance cost, rent, equipment, investopedia.com
inventory costs, payroll, insurance and funds
allocated toward research and development.
Other accident Any accident other than a collision of train Commission Example: Accidents
with rail vehicle, collision of train with Directive caused by rocks,
obstacle within the clearance gauge, 2014/88/EU (CSIs), landslides, trees,
derailment of train, level crossing accident, Appendix 1.11 lost parts of railway
an accident to person involving rolling stock vehicles, lost or
in motion or a fire in rolling stock. displaced loads,
vehicles and
machines or
equipment for track
maintenance
Other IM capital IM capital expenditures that are not included PRIME KPI
expenditures in the other parts. subgroup
Other funding Funding’s that aren not included in any of PRIME KPI
the other parts. subgroup
Other non-operating Non-operating expenditures accounted for in PRIME KPI

expenditures the annual profit and loss statement that are subgroup
not financial expenditures. It includes
expenditures such as tax payments, accrued
expenses and the evaluation and
devaluation of assets. It does not include
depreciation.
Other operating All operating cost accounted for in the PRIME KPI
expenditures annual profit and loss statement that are not subgroup
maintenance cost, traffic management cost
or traction electricity cost.
Other person at a Any person at a railway platform who is not Commission Examples: Person
platform defined as “passenger”, “employee or Directive standing on a
contractor”, “level crossing user”, “other 2014/88/EU (CSIs), platform: Struck by
person not at a platform” or “trespasser” Appendix 1.16 an open train door
or other out of
gauge item, Struck
by an item fallen
from a train,
infringing the normal
kinematic envelope
of a train and struck
by the train; Person
who falls from a
platform and is
struck by a train;
Person other than
workforce
authorised to cross
railways between
platforms and struck
by a train.
36
Other person not at a Any person not at a railway platform who is Commission Examples: Person in
platform not defined as “passenger”, “employee or Directive a road vehicle that
contractor”, “level crossing user”, “other 2014/88/EU (CSIs), impinges on the
person at a platform” or “trespasser”; Appendix 1.17 railway (not a level
crossings) and is
struck by a train;
Person outside the
railway struck by -a
derailed train -an
object fallen from a
train.
Passage Any route, other than a road, provided for Commission

the passage of people, animals, vehicles or Directive
machinery 2014/88/EU (CSIs),
Appendix 6.5
Passenger Any person, excluding a member of the train Glossary for

crew, who makes a trip by rail, including a Transport Statistics,
passenger trying to embark onto or A. V-06
disembark from a moving train for accident
statistics only Commission
Directive
2014/88/EU (CSIs),
Appendix 1.12
Passenger-km Uunit of measure representing the transport Glossary for

of one passenger by rail over a distance of Transport Statistics,
one kilometre. A.V-08
Only the distance on the national territory of

the reporting country shall be taken into
account.
Passenger train-km (m Unit of measure representing the movement LICB Web Glossary,
train-km) of all passenger trains taking into account p.18
their journey length. From an IM’s point of
view it is important to include all passenger
train movements as they all influence the
deterioration of the rail infrastructure assets.
Empty passenger train movements are
therefore included in the number of
passenger train movements.
37
Passenger trains Train for the carriage of passengers Glossary for

composed of one or more passenger railway transport statistics,
vehicles and, possibly, vans moving either A.IV-06
empty or under load.
“Each train primarily used for transport of

passengers including at least one passenger
railway vehicle. A train mainly carrying road
vehicles, even though it includes a
passenger railway vehicle should not be
considered as passenger train.
Railway vehicle is a vehicle for the

conveyance of passengers, even if it
comprises one or more compartments with
spaces specially reserved for luggage,
parcels, mail, etc.. These vehicles include
special vehicles such as sleeping cars,
saloon cars, dining cars, ambulance cars
and vans carrying accompanied road
passenger vehicles. Each separate vehicle
of an indivisible set for the conveyance of
passengers is counted as a passenger
railway vehicle. Included are railcars if they
are designed for passenger transport.”
Permanent restrictions Restrictions are defined as permanent if they

are incorporated within the yearly timetable.
Plan for enhancement Means a measure or series of measures Directive

with a calendar for their implementation. 2012/34/EU (SERA),
Art.3(21)
The amount of money collected by the

Property rental
infrastructure manager from a tenant or
incomes
group of tenants for using a particular space.
Punctuality “Punctuality of a train is measured on the UIC CODE, 450 – 2, We are aware that
base of comparisons between the time OR, 5th edition, all IMs can´t
planned in the timetable of a train identified June 2009, 4 measure punctuality
by its train number and the actual running Measurement of at the final station.
time at certain measuring point. A measuring punctuality Therefore we´ll ask
point is a specific location on route where you to describe on
the trains running data are captured. One which type of points
can choose to measure the departure, arrival the punctuality are
or run through time”. measured. Please
give us that
“Punctuality are measured by setting up a information in the
threshold up to which trains are considered comment field when
as punctual and building a percentage.” doing the pilot. After
the pilot is
When measuring punctuality following are to
performed we can
be included all in service trains, i.e. Freight
discuss possibilities
and passenger but excluding Empty
to use the same
Coaching Stock movements and engineering
points for measuring
trains.
punctuality if that´s
considered to be
important.
38
Recovery Recovery of waste is separated into the

recovery of materials and the recovery of
energy. The recovery of materials includes
activities such as recycling and composting.
These activities generally require a collection
system and a method of material processing
and conversion into a new product. The
conversion of non-recyclable waste
materials into usable heat, electricity, or fuel
is done through a variety of processes
including anaerobic digestion, gasification,
and pyrolysis.
Recycling Reprocessing by means of a manufacturing ISO 18604:2013, 3.3

process, of a used product material into a
product, a component incorporated into a
product, or a secondary (recycled) raw
material; excluding, energy recovery and the
use of the product as a fuel.
Recycling of waste is any activity that

includes the collection and processing of
used or unused items that would otherwise
be considered waste. Recycling involves
sorting and processing the recyclable
products into raw material and then using
the recycled raw materials to make new
products.
Rejected path Rejected path allocation means a request for

allocation a path that is rejected by the infrastructure
manager following the coordination process
laid down in Article 46(1) of Directive
2012/34/EU; each cancellation of train
service operating as part of a scheduled
regular service counts as a rejected path
allocation
39
Renewal expenditure Renewals mean capital expenditure on a PRIME KPI

major substitution work on the existing subgroup on the
infrastructure which does not change its basis of regulation
overall original performance. Renewals are (EU) 2015/1100,
projects where existing infrastructure is Article 2
replaced with new assets of the same or
similar type. Usually it is a replacement of
complete systems or a systematic
replacement of components at the end of
their lifetimes. The borderline to
maintenance differs among the railways.
Usually it depends on minimum cost levels
or minimum scope (e.g. km). It is capitalised
at the time it is carried out, and then
depreciated. Renewals include planning
(incl. portfolio prioritisation, i.e. which
renewal projects are realised when and
where), tendering, dismantling/disposal of
old equipment, construction, testing and
commissioning (when track is opened to full-
speed operation). Renewals are generally
looked at on the level of annual spending
from a cash-flow perspective, i.e. no
depreciation or other imputed costs are
taken into account.
Excluded are definitely construction of new

lines (new systems) or measures to raise the
standard of existing infrastructure triggered
by changed functional requirements (and not
triggered by lifetime!) or "forced" investments
when acting on regulations.
It includes its proportion of overhead (such

as financials, controlling, IT, human
resources, purchasing, legal and planning),
labour (operative, personnel), material,
(entrepreneurial production) as well as
investment subsidies.
Reuse Reuse of ‘waste’ is any operation where

products or materials that are not waste are
used again for the same purpose for which
they were intended. Reusing waste often
requires collection but relatively little or no
processing. It involves checking, cleaning,
repairing and/or refurbishing entire items or
spare parts
Road Line of communication (travelled Way) open Glossary for

to public traffic, primarily for the use of road Transport Statistics,
motor vehicles, using a stabilized base other B.I-01
than rails or air strips.
Included are paved roads and rother troads

with a stabilized base. Roads also cover
streets, bridges, tunnels, supporting
structures, junctions, crosisngs and
interchanges. Excluded are dedicated cycle
lanes.
40
Sabotage Acts of deliberately destroying or damaging

railway infrastructure or rolling stock with the
intent to disrupt railway operations.
Security incidents Intentional acts as terrorism, sabotage,

cyber-attacks, vandalism, thefts, espionage,
unauthorized persons and other acts of Proposed definitions
aggression or hooliganism. taken from US
reporting practice.
System and personal events occurring on
transport property to individuals or/and
affecting a railway system:
System security events include arson,

burglary, vandalism, intrusion/trespass on
network, sabotage, hijacking, suspicious
packages and objects, cyber security events,
bomb threats, bombings, and chemical,
biological and nuclear / radiological releases.
Personal security events include assault,

robbery, rape, attempted suicide, suicide,
theft, motor vehicle theft, larceny, and
homicide.
Serious injury Any person injured who was hospitalised for Glossary for
(seriously injured more than 24 hours as a result of an transport statistics,
person) accident, excluding any attempted suicide. A. VII-10
Commission
Directive
2014/88/EU (CSIs),
Appendix 1.19
Significant accident Any accident involving at least one rail Glossary for
vehicle in motion, resulting in at least one transport statistics,
killed or seriously injured person, or in A.VII-04
significant damage to stock, track, other
installations or environment, or extensive Commission
disruptions to traffic, excluding accidents in Directive
workshops, warehouses and depots. 2014/88/EU (CSIs),
Appendix 1.1
Significant damage Damage that is equivalent to EUR 150 000 Commission

or more. Directive
2014/88/EU (CSIs),
Appendix 1.2
Stations and station Railway station: A railway establishment Glossary for

areas which is either open or not to the public, transport statistics,
generally staffed and which is designed for A.I-21
one or more of the following operations:
-formation, dispatch , reception and

temporary stabling of trains
- stabling and marshalling of rolling stock
- boarding and alighting of passengers
- generally, where open to public, providing

facilities for the purchase of tickets
- loading and unloading of goods
41
Strategic points The strategic points are agreed with the Example from
government and railway undertakings each ProRail
year. The strategic points reflect the
following criteria:
1. End stations
2. Main interchange stations
3. Stations according to the railway

undertakings wishes
4. National coverage
5. Historical determined
Suicide An act to deliberately injure oneself resulting Glossary for

in death, as recorded and classified by the transport statistics,
competent national authority A.VII-02
Commission
Directive
2014/88/EU (CSIs),
Appendix 3.1
TAC Total Includes charges for:

1. Minimum Track Access Charges for the
passenger, freight
and service train path
2. Mark-ups
No other charging components is included
Temporary restrictions Restrictions that occur during the year, not

included in the yearly timetable.
TEN-T requirements Requirements in the REGULATION (EU) No Regulation (EU) No Link

1315/2013 on Union guidelines for the 1315/2013
development of the trans-European transport
network.
Terrorism Acts defined as crimes or offences under

national law carried out on railway
infrastructure or rolling stock with the
intention to cause extensive destruction to it
or to cause death or serious bodily injury, or
taking of hostages for the purpose of
provoking a state of terror in order to compel
a government or an international
organization to do or to abstain from doing
any act.
Thefts Acts of dishonestly taking another person or

company’s property without that person or
company's permission or consent with the
intent to permanently deprive the rightful
owner of it carried out on railway
infrastructure, including stations, or in
railway rolling stock.
42
Timetable 'working timetable' means the data defining Directive

all planned train and rolling-stock 2012/34/EU (SERA),
movements which will take place on the Art.3(28)
relevant infrastructure during the period for
which it is in force;
Track buckle or other Any fault related to the continuum and the Commission
track misalignment geometry of track, requiring track to be Directive
placed out of service or immediate restriction 2014/88/EU (CSIs),
of permitted speed. Appendix 4.2
Track km The length of tracks measured in kilometres Commission

of the railway Each track of a multiple-track Directive
railway line is to be counted. 2014/88/EU (CSIs),
Appendix 7.4
Main track km The length of main running track measured Sub-group PRIME
in kilometres of the railway Each main track
of a multiple-track railway line is to be
counted, including passing loops. Excludes
side tracks, sidings and yards.
Trackside Area adjacent to a railway track such as Sub-group PRIME Accidents at

embankments, level crossings, platforms, workshops,
shunting yards. warehouses and
depots; should be
excluded.
Traction electricity Direct cost incurred to provide traction PRIME KPI

cost electricity to railway undertakings. Only subgroup
“pure” energy costs have to be included
while overhead and other indirect costs have
to be excluded.
Trains In this document we define trains as the sum Glossary for

of passenger’s trains and freight trains. transport statistics,
A.IV-05
Glossary for
transport statistics,
A.IV-06
Train (definition used One or more railway vehicles hauled by one Glossary for
within the Safety KPIs) or more locomotives or railcars, or one Transport Statistics,
railcar travelling alone, running under a A.IV-05
given number or specific designation from an
initial fixed point to a terminal fixed point. Commission
Directive
A light engine, i.e. a locomotive travelling on 2014/88/EU (CSIs),
its own is not considered to be a train. Appendix 1.4
Train-km Means the unit of measure representing the Glossary for

movement of a train over one kilometre. Transport Statistics,
A.IV-05
The distance used is the distance actually
run, if available, otherwise the standard Commission
network distance between the origin and Directive
destination shall be used. Only the distance 2014/88/EU (CSIs),
on the national territory of the reporting Appendix 7.1
country shall be taken into account.
43
Traffic Management Costs of functions: Traffic management PRIME KPI

Cost comprises the control of signal installations subgroup on the
and traffic, planning as well as path basis of UIC studies
allocation. (CENOS and OMC)
Types of costs: Traffic management includes

planning, its proportion of overhead (such as
financials, controlling, IT, human resources,
purchasing, legal and plan-ning), labour
(operative, personnel), material,
transport and logistics) and contrac-tors
(entrepreneurial production).
Trespasser Any person present on railway premises Commission

where such presence is forbidden, with the Directive
exception of a level crossing user 2014/88/EU (CSIs),
Appendix 1.15
Vandalism Acts of deliberate destruction of, or damage

to railway infrastructure or rolling stock
including defacement by graffiti, without the
intention of disrupting railway operations or
causing bodily harm.
Working capital Current assets minus current liabilities. Read more:

http://www.business
2. Accounting: Net liquid assets computed dictionary.com/defini
by deducting current liabilities from current tion/working-
assets. The amount of available working capital.html#ixzz40X
capital is a measure of a firm's ability to lXU5Wq
meet its short-term obligations. Sources of
working capital are (1) net income, (2) long-
term loans, (3) sale of capital assets, and (4)
injection of funds by stockholders. http://www.accountin
gcoach.com/blog/wo
Is the amount of current assets minus the rking-capital-defined
amount of current liabilities as of specific
date. These amounts are obtained from your
company's balance sheet. For example, if
your company's balance sheet reports
current assets of $450,000 and current
liabilities of $320,000 then your company's
working capital is $130,000.
Wrong side signalling Any technical failure of a signalling system Commission

failure (either to infrastructure or to rolling stock), Directive
resulting in signalling information less 2014/88/EU (CSIs),
restrictive than that demanded Appendix 4.3
44
Appendix 2: Causes for delays and cancelled services
Source: UIC CODE, 450 – 2, OR, 5th edition, June 2009
Causes within coloured boxes are considered as IM responsibilities.
Traffic Management
Asset
Processes
Weather
Other IMs
Infrastructure Manager Railway undertakings
Operational/ Infrastructure Civil Causes of Commercial Rolling stock Causes of External Secondary
planning installations Engineering other IMs causes other RUs causes causes
management causes
-0 1- 2- 3- 5- 6- 7- 8- 9-
Time table Signalling Planned Delay caused Exceeding Roster planning Delay caused Strike Dangerous
-1 compilation installations construction by next IM the stop time re -rostering by next RU incidents,
works accidents and
hazards
Formation of Signalling Irregularities in Delay caused Request of Formation of train Delay caused Administrative Track
-2 train by installations at execution of by previous the RU by Railway by previous formalities occupation
infrastructure level crossings construction IM Undertaking RU caused by the
manager work lateness of
the same train
Mistakes in Tele- Speed Loading Problems Outside Track
-3 operational communication restriction due operations affecting coaches influence occupation
procedures installations to defective (passenger caused by the
track transport) lateness of
another train
Wrong Power supply Loading Problems Effects of Turn round
-4 application of equipment irregularities affecting wagons weather and
Level rules (freight transport) natural
causes
Track Commercial Problems Delay caused Connection
-5 preparation affecting power by external
of train cars, locomotives reasons of the
and rail cars next net word
Structures Further
.-6 investigation
needed
-7
Staff Staff Staff Staff
-8
Other causes Other causes Other causes Other causes Other reasons Other causes
-9
45
Appendix 3: Charges for using the infrastructure and
related services
The Directive 2012/34/EU “Establishing a single European railway area”, known also
as SERA-Directive or Recast, defines next to other items the charging principles. The
Directive is based on Directives published before (91/440/EEC, 95/18/EC,
2001/14/EC). The general charging principles have not been changed, but were
defined more strictly from Directive to Directive. The track access charges (TAC) “shall
be set at the cost that is directly incurred as a result of operating the train service.” This
verbal description led to numerous different levels of TACs throughout Europe over the
years, but it is doubtlessly meant to charge for the marginal cost. Summing it up,
authorized charges according to Directive 2012/34/EU consists of nine main cost
components, depending on the package or service that is charged:
1. Direct Cost Charging

2. Charging Full Cost + Reasonable Profit
3. Possession Charges
4. Mark Ups
5. Charges For Specific Investment Projects
6. ETCS Charge Differentiation
7. Discounts
8. Performance Related Charges
9. Reservation Charge
46
Charges for using the infrastructure and related services, as foreseen in Directive 2012/34/EU
Full cost Revenue Incentives

Reaso- loss due (not
Cost directly incurred as a result
Other
nable Project linked to
Cost of to
operatio risk
of train operation externalities profit mainte- cost
nal costs
nance structure)
Scar- Env. Mark Possession Discounts

Direct cost charging city
charge charg -ups charge
Minimum access Performance
package and charge
tracks to service 1 Finance: Minimum access
facilities ETCS
package charges Charges for specific investment projects differentiation
Reservation
charge
2 Finance: Service charges

Tracks in service
facilities and services Full cost+reasonable profit 3
Finance:
Additional services Incentive regimes
and ancillary
services, if provide
Full cost+reasonable profit
mandatory
optional
applicable only to specific sections
47
Appendix 4: Background information
Unless otherwise stated, data should be provided as it stands on 31 December of the

data year. However, if a major in-year change has occurred (e.g. opening of a
significant section of new high speed line, the effect of this on, for example, network
length, should be pro-rated.
Asset information
Data Responsible
Line km and track km (maintained network lines in commercial
use)
- Total IM
- Conventional (main line) IM
- Conventional (other lines)
- Conventional (side track – track km only)
- High speed IM
Percentage of main lines being part of TEN-T core network (%) Provided by EC
TEN corridors (km) Provided by EC
Percentage of main track-km which iselectrified (%) IM
Bridges (km) IM
Bridges (nr) IM
Tunnels (km) IM
Switches
- Main track (nr) IM
- Side track (nr) IM
Level crossings (nr) IM

Is the IM classifying its stations according to UIC leaflet 180? IM
(Y/N
Passenger stations (nr) Provided by EC
Stations on lines owned by IMs per category (nr) IM
- Stations serving over 25 000 travellers per day IM
- Stations serving 10 00- 25 000 travellers per day IM
- Stations serving 1 000-10 000 travellers per day IM
- Stations serving less than 1 000 travellers per day IM
Freight terminals (nr) Provided by EC
48
Organisation, management & ownership
Data Responsible
State-owned/private (Y/N) IM
Integrated IM/operators (Y/N) IM
Ownership and management (matrix, see below) IM
Ownership and management matrix (Y/N):
Activities Management Ownership

Maintenance
Operation
Renewals
Investments
Stations
Traffic information
Assets Management Ownership
Lines Overall
Stations Passenger stations
- Station areas
- Platforms
- Commercial areas
Freight Terminals
Marshalling yards
Train formation facilities
Storage sidings
Infrastructure maintenance facilities
Rolling stock maintenance facilities
Energy Power supply
Refilling facilities
Telecom Overall
Rolling stock Operator
Maintenance
49
Human resources
Data Responsible
Total number of FTE employees working within IMs Company, IM
excluding subcontractors (nr)
Age average
- < 30 year (%) IM
- 30–50 year (%) IM
- 50 year (%) IM
Gender male/female (%) IM
Railway market
Data Responsible
Market/Modal shares– National statistics
- Railway (%) Provided by EC
- Aviation (%) Provided by EC
- Cars (%) Provided by EC
Train km (km) – National statistics Provided by EC
Passenger carried (nr) – National statistics Provided by EC
Passenger km (km) – National statistics Provided by EC
Passenger km on IMs lines (km) IM
Freight tonnes carried (tonnes) – National statistics Provided by EC
Freight tonne-km (tonnes-km) – National statistics Provided by EC
Freight tonne-km on IMs lines (tonnes-km) IM
Do you conduct customer satisfaction surveys?
- RUs (Y/N) IM
- End-user customer (Y/N) IM
- Passenger (Y/N) IM
- Freight (Y/N) IM
Matrix of main areas covered by the customer satisfaction IM
survey (see below)
The KPIs for customer satisfaction show which IMs are carrying out any surveys or
other quality analysis of the service provided, both related to end user customers
and/or Railway Undertakings (RUs). The purpose of the matrix in the background
information is to give an overview of the contents of the measurements included in
the analysis for each IM. The idea is to first present the degree of satisfaction from
surveys from both RUs and end user customers for total satisfaction segmented
between freight and passenger transport. The next step will be to present time
series data for satisfaction surveys.
50
Total Freight Passenger
Railway Degree of cc yy zz
Undertakings satisfaction
(DoS)
Dealta in DoS
End customers Degree of
satisfaction
Dealta in DoS
Customer satisfaction matrix
Main areas covered by the customer satisfaction survey (Y/N)
Quality Type of Railway End

measurements transport undertakings Customers
Passenger
Punctuality
Freight
Passenger
Capacity
Freight
Passenger
Traffic management
Freight
Passenger
Traffic information
Freight
Passenger
Modal integration
Freight
Station areas Passenger
Business relations Passenger

(RUs) Freight
Passenger
Quality management)
Freight
51
Country characteristics
Data Responsible
Country area Provided by EC
Population Provided by EC
Population density Provided by EC
GDP Provided by EC
Border countries Provided by EC
Currency Provided by EC
Price levels Provided by EC
Purchasing power Provided by EC
Policies and plans
Data Responsible
Does the IM organisation have an Asset Management System IM
based on the requirements within ISO55000 or the PAS55
guidelines? (Y/N)
Does the IM apply a structured self-assessment matrix to IM
identify main short-comings in the Asset Management
Capability? (Y/N)
Or is the Asset Management Capability assessed by an IM
external authority? (Y/N), (if yes assessment every xxx year.)
The IM has a plan for deployment of ERTMs accepted by the IM
government. (Y/N)
Are you as an IM responsible for drafting action plan regarding IM
noise? (Y/N)
Do you produce saturation or congestion maps on the national level? IM
(Y/N)
Were noise maps compiled along the railway network? (Y/N) IM
Do you conduct acoustic grinding on the railway network? (Y/N) IM
Do you have programs to support quieter trains (retrofitting IM
freight trains)? (Y/N)
Do you subsidize noise proof windows? (Y/N) IM
Strategy infrastructure plans and contractual agreements
- date of adoption/signature IM
- duration IM
52
Charging Matrix
Link to the
Description of which track access charges are being used by IMs 2012/34 Unit 2012 2013 2014 2015
Directive
Minimum access package charges

Do you apply the direct cost principle in your charging system ? Yes/No
>> TARIFF STRUCTURE :
Does the tariff structure vary with the activity ? Yes/No
Does the tariff structure vary with something else ? If yes, what ? Yes/No
>> LEVEL OF CHARGE : Article 31.3
Does the level of charge depend on the type of rolling stock ? Yes/No
Does the level of charge depend on the tonnage ? Yes/No
Does the level of charge depend on something else ? If yes, what ? Comment
If you have any comment about this section, write it here : Comment
Does your charging sytem include a scarcity charge ? Article 31.4 Yes/No
Does your charging sytem take account of the cost of environmental effects ? Yes/No
Does it take specifically account of the cost of noise ? Yes/No
Article 31.5
Does it take specifically account of the cost of the CO2 emission ? Yes/No
Does it take account of something else ? Comment
Do you apply mark-ups on the following segments ? Yes/No
>> SEGMENTS :
- Freight service ? Yes/No
- Passenger service within the framework of a public service contract ? Yes/No
Article 32.1
- Other passenger service ? Comment
>> SUB-SEGMENTS :
Do you define sub-segment in each of the segments listed above ? Comment
If you have any comment about this section, write it here : Comment
Does your charging sytem include charges for specific investment projects ? Article 32.3 Yes/No
Does your charging sytem include a possession charge ? Article 31.9 Yes/No
53
Link to the
2012/34 Unit 2012 2013 2014 2015
Directive
Incentives regimes
Is it common for you to apply time-limited discounts to encourage the
development of new rail services, or discounts encouraging the use of Article 33 Yes/No
considerably underutilised lines ?
Have you implemented a performance scheme ? Article 35 Yes/No
Do you have a distinction in your charges for the trains equiped with ETCS ? Article 32.4 Yes/No
Does your charging sytem include a reservation charge for capacity that is Article 36 Yes/No
allocated but not used ?
54
Appendix 5: Finance
Note: The data is just for illustration.
of
of which
Costs and Investments, € which
Capex
P&L
3
Maintenance 800 800
of which maintenance in stations 100 100
4
Network Operation 700 700
Power consumption (including traction

electricity)
100 100
5
Other operating expenditures 50 50
6
Financial expenditures 20 20
7
Other non operating expenditures 60 60
Renewals 900 900
of which renewal in stations 100
Enhancements of existing infrastructure 400 400
of which in stations 100
Investments in new infrastructure 1 500 1 500
of which in stations 200
8
Other IM capital expenditures
4 1 2
Total IM Expenditures
530 730 800
1 1
TOTAL OPEX -
650 650
TOTAL NON OPERATING COSTS -
80 80
3
All support cost related to maintenance process are to be included
4
All support cost related to Network Operation process are to be included
5
All other Operating costs not inclued in the previous Cost Items (costs to EBITDA)
6
Interest&financial costs (excluding capital/reimbursement) net of positive interest
7
All other non operating costs excluding depreciation
8
All other capital expenditure not included in the previous items (if an)
PRIME - Key Performance indicators for performance benchmarking – Final draft version 1.0, 15th November 2016
2 2
TOTAL CAPEX -
800 800
56
of which of which
Revenues and Fundings, € P&L Capex
Grants 3 300 800 2 500

9
Operation and maintenance 800 800
10
Renewals and Enhancements 2 500 2 500
Others 0
Charges 830 830 0

Minimum access package charges 800 800
Incentive regimes 10 10
Charges for service facilities 20 20
Property rental incomes 100 100
Electricity supply 100 100

11
Borrowing 300 300
Other fundings 200 200
4 2 2
Total IM Revenues and Fundings
830 030 800
Revenues&Fundings - Costs&Investment 300 300 0
Depreciation -100 0
P&L Net result 200
9
To allocate Grants in P&L or Capex depending how are they are considered in the accounting
10
In this example we have indicated an amount of grants= to the investment that are supposed to be financed
by public sources (even if cash in could be different)
11
To indicate only borrowing necessary to finance investment indicated in the Cost/expenditure (Capex)
section)
57

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PRIME

Key Performance indicators for performance benchmarking

Appendix 4: Background information ................................................................................... 48

 As a learning and improvement tool for railway IMs.

 Providing a foundation for benchmarking.

3. PRIME KPI system

Figure 1. PRIME performance indicator hierarchy

Figure 2. PRIME Scorecard Dimensions

Figure 3. PRIME KPI categories aligned to scorecard dimensions

Safety, Security & Environment

The objectives of the Safety & Environment dimension are to:

Nr Title Description Measurement unit Level

 Understand the performance of the IM network in relation to other IMs;

The Performance dimension contains two categories: Punctuality and Robustness.

Nr Title Description Measurement unit Level

The comparison are to be done between

Nr Title Description Measurement unit Level

The Delivery dimension contains two categories: Capacity and Condition.

Nr Title Description Measurement unit Level

 Support delivery of a cost-effective railway, through identification and implementation of

Nr Title Description Measurement unit Level

Nr Title Description Measurement unit Level

The objectives of this dimension are to understand the opportunities to:

 Improve the use of the overall capacity of the railway network;

Nr Title Description Measurement unit Level

Nr Title Description Measurement unit Level

Nr Title Description Measurement unit Level

2 Electrification Degree of electrification of total network % of track-km KPI (Benchmarking)

Name Description Source Remarks

Allocation Allocation of railway infrastructure capacity Directive Under review

Asset Capability Asset capability is a quality or function as a Under review

Asset Management Coordinated activity of an organisation to ISO 55000:2014

Asset Management Asset Management Capability, measure of ISO 55000:2014

Asset Management An Asset Management System is used by an ISO 55000:2014

Assets “LICB defines the Railway Infrastructures as EC Directives,

- Superstructure, in particular: rails,

- Access way for passengers and

- Safety, signalling and

- Lightning installations for traffic

- Plant for transforming and carrying

Attempted suicide An act to deliberately injure oneself resulting Commission Link

Borrowing Receiving something of value in exchange

Bottleneck A physical, technical or functional barrier Regulation (EU) No Under review

Broken rail Any rail which is separated in two or more Commission

•full cancellation (cancelled at origin)

•part cancellation en route

•part cancellation changed origin

•part cancellation diverted (any train that

Capacity Capacity means the potential to schedule 2012/34/EU (SERA),

CAPEX, Capital Capital expenditure are funds used by a PRIME KPI

Charges for service Revenues generated by providing access to Directive

(b) freight terminals;

(c) marshalling yards and train formation

(d) storage sidings;

(e) maintenance facilities, with the exception

(f) other technical facilities, including

(g) maritime and inland port facilities which

(h) relief facilities;

(i) refuelling facilities and supply of fuel in