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  • Summary
  • Annual report 2018
  • Financial statements 2018
  • Financial statements 2018
Content Subject
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  • 2018 in a nutshell
  • Foreword by the CEO
  • The profile of NS
    • About the scope of this report
  • Our strategy
    • Strategy development (2020 -2025)
    • How NS adds value to society
    • Our value creation model
  • Activities in the Netherlands

  • Results for 2018
  • The train journey experience
    • Customer satisfaction on the main rail network
    • Customer satisfaction on the HSL South
    • Hospitality
    • The train experience
    • Improved journey information
    • Customer Service and social media interaction
    • Personal safety
    • International connections
    • Ease of payment in public transport
    • ‘Better and More’: developments on and around the track
    • Pleasant use of time
    • Innovations
  • Operational performance
    • Punctuality on the main rail network
    • Punctuality on the HSL South
    • Quality of NS connections to other carriers
    • Chance of getting a seat on the main rail network
    • Seat availability at peak times on the HSL South
    • New and upgraded rolling stock
    • Availability of trains
    • Cooperation during planned or unplanned interruptions to the service
    • 2019 Timetable
    • Accessibility
    • Railway safety
    • Energy
    • Promoting the recycling of materials, reducing waste
  • World-class stations
    • The station experience
    • Hospitability and a pleasant stay
    • Travelling without barriers
    • Retail at the station
  • Operations abroad

  • Abellio
  • Abellio’s strategy
  • Abellio UK
    • 2018 Overview
    • Outlook for 2019
    • Greater Anglia
    • Merseyrail
    • ScotRail
    • West Midlands
    • Abellio UK Bus
  • Abellio Germany
    • 2018 overview
    • Outlook for 2019
    • Abellio Rail NRW GmbH (ABRN)
    • Abellio Rail Mitteldeutschland GmbH
    • WestfalenBahn GmbH
  • Looking ahead
    • Expected developments in the long term
  • NS Group

  • Report by the Supervisory Board
    • Who’s who on the Supervisory Board
    • Remunerations of the Executive Board
    • Personal details – Executive Board
  • Corporate governance
  • Organisation of risk management
    • Group risks
      • Safety
      • Non-compliance
      • HSL service
      • Infrastructure capacity
      • ERTMS
      • IT reliability
      • Capacity to make improvements
      • Inadequate operating result
      • Market regulation
      • NS’s investments abroad
  • Finances in brief
    • Operating revenue
    • Operating expenses
    • Underlying result from operating activities
    • Net finance income
    • Income tax
    • Other tax information
    • Profit for the period and profit appropriation
    • Equity and total assets
    • Investments
    • Financing
    • Financial position
    • 2019 and beyond
    • NS and taxes
  • Our impact on the environment and on society
    • Socioeconomic impact of mobility and journey time
    • Socioeconomic impact of safety
    • Socioeconomic impact on health through a more active lifestyle
    • Socioeconomic impact of training, employability of staff and diversity
    • Socioeconomic impact of expenditure
    • Case study: Social impact of international mobility between Amsterdam and Paris
  • NS as an employer
    • Recruitment
    • Diversity and inclusiveness
    • Learning at NS
    • Employee participation
    • Staff engagement
    • Sickness absence
  • Organisational improvements
    • NS Code of Conduct
    • Integrity and compliance
    • Leadership at NS
    • Care for the privacy of our passengers and staff
    • Occupational safety
    • Legal aftermath of the public transport tender in Limburg and ACM’s fine
  • Dialogue with our stakeholders
    • Stakeholder dialogue diagram
    • Our materially relevant themes
    • Strategy and materially relevant themes
    • Sustainable development goals
    • Our performance in a wider context
    • Sustainable procurement
    • Transparency
  • Scope and reporting criteria
  • Financial statements

  • Financial statements
    • Consolidated income statement for 2018
    • Consolidated statement of comprehensive income for 2018
    • Consolidated statement of financial position as at 31 December 2018
    • Consolidated cash flow statement for 2018
    • Consolidated statement of changes in equity
    • Notes to the 2018 consolidated financial statements
    • General
    • Section 2 Result for the year
    • Section 3 Fixed assets and investments
    • Section 4 Working capital
    • Section 5 Financing, Financial risk management and financial instruments
    • Section 6 Other disclosures
  • Company financial statements
    • Company statement of financial position as at 31 December 2018
    • Company statement of income 2018
    • Accounting policies applied for the financial statements
    • Notes to the company balance sheet and income statement
  • Other information
  • NS ten-year summary
  • Definitions

Reporting

  • Social (16)
  • Financial (6)

Accountability

  • Objectives (10)
  • Results (56)
  • Looking ahead (10)
  • Summary (15)

Activities

  • Passengers (25)
  • Rolling stock (12)
  • Stations and retail (11)
  • Abroad (21)

Themes

  • An attractive physical offering (13)
  • Optimising the customer experience (16)
  • World-class stations (7)
  • Performance on HSL South (7)
  • Perfect execution (16)
  • New and upgraded rolling stock (3)
  • Organisational improvement (3)
  • Safe and sustainable travel (11)
  • Abellio (18)
  • NS as an employer (2)

Subject

  • Accessibility (1)
  • Irregularities in Limburg (0)
  • 2015-2024 franchise (2)
  • Ease of payment (1)
  • Punctuality (4)
  • Customer satisfaction (7)
  • Safety (including personal safety) (4)
  • Journey information (2)
  • Diversity (0)
  • Timetable (1)
  • International connections (1)
  • HR (1)
  • CO2 (3)
  • Energy (2)
  • Waste (2)
  • Rewards (0)
  • Auditor (0)
  • Revenue (1)
  • Bicycles (1)
  • Purchasing policy (1)
  • ProRail (3)
  • Ministry (3)
  • Abellio (16)
  • Hospitality (4)
  • Seat availability (1)

Organisation

  • Executive Board (5)
  • Supervisory Board (1)
  • Strategy (6)
  • Finances (7)
  • Risk management (1)
  • Corporate governance (1)

‘Better and More’: developments on and around...

In the programme ‘Better and More’, NS and ProRail have been collaborating on improving performance on the tracks.

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Innovations

NS wants to be the frontrunner of sustainable mobility with an attractive product.

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Operational performance

We want to offer passengers a rail service that meets their requirements by giving them a seamless and reliable door-to-door journey, in cooperation with...

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Punctuality on the main rail network

NS wants passengers to be confident that they will arrive at their destination at the scheduled time.

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Punctuality on the HSL South

Punctuality for passengers (to 5 minutes) was 82.5% in 2018 (83.5% in 2017). There was an anticipated decline after the introduction of the Eurostar and the...

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Quality of NS connections to other carriers

For predictable door-to-door journeys, it is important that passengers have good changeover connections from NS trains to other carriers’ trains.

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Chance of getting a seat on the main rail network

Passenger-kilometres grew by 2.4% in 2018, partly because of the upturn in the economy. That is why trains are getting increasingly crowded, especially in...

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Seat availability at peak times on the HSL South

Seat availability at peak times on the HSL South was 94.0% in 2018. This is lower than in 2017 (96.0%). The reason for this was the substantial passenger...

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New and upgraded rolling stock

Every working day, NS runs more than 5,000 Sprinter and Intercity trains to provide over 1.3 million train journeys. NS is investing in purchasing,...

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  • Halfjaarbericht 2019
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  • Jaarverslag 2018
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  • Halfjaarbericht 2018
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  • Jaarverslag 2017
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  • Definities Vervoerconcessie 2019
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  • Half year report 2017
  • Halfjaarbericht 2017
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