Key tasks in 2015

The key objectives of JSC FPC in terms of strategic projects in 2015 are as follows:

  • Expand the reach of JSC FPC profitability management system to 75% of the deregulated segment of the domestic service;
  • Expand the RZD Bonus loyalty programme and increase the number of programme participants to 1.5 million people;
  • Increase the share of e-tickets for long-distance trains to 33%;
  • Develop a Daytime Express programme with the aim of expanding the reach of the daytime passenger service at speeds of more than 100 km per hour to 30 destinations;
  • Launch Talgo trains equipped with a tilting system and an automatic gauge adjustment system on the Moscow to Nizhny Novgorod service;
  • Expand the reach of multimodal services;
  • Negotiate with regulatory governmental bodies, ensure state support for passenger service backed by their social impact;
  • Implement a route network optimisation project in collabouration with Boston Consulting Group, a consultancy;
  • Introduce a project management framework and KPIs in collabouration with McKinsey&Company CIS.

The strategic project that involve route network optimisation, project management adoption and KPI development will be submitted to the Strategic Planning Committee at JSC FPC Board of Directors and the Board of Directors for consideration.

KPIs change in 2015

In 2014, JSC FPC initiated an overhaul of its strategic management system and a review of the system of key performance indicators (KPIs).

Subject to RF President’s Lists of Assignments of December 27, 2013, No. Pr-3086 (paragraphs 32 and 33 of item 1) and of July 05, 2013, No. Pr-1474 (item 4), RF Government’s assignment of December 31, 2013, No. DM-P13-9589, as well as RF Government’s resolutions (minutes No. 3 of January 30, 2014 No. ISh-P13-98pr of October 03, 2013) aiming to improve the performance of public companies partially or fully owned by the government and make it easier for the government as a stakeholder to exert its influence, a vertical system of strategic planning is being created in the Russian Federation for state-owned companies. The Federal Agency for State Property Management has developed guidelines on how to implement this system; the guidelines apply to JSC RZD.

On December 01, 2014, the Board of Directors of JSC RZD, approved the 2020 Long-Term Development Programme that covers JSC RZD, its subsidiaries and affiliates.

As part of RZD Holding’s effort to build a vertical system of strategic management, the Company has been updating its target state indicators.

Having decomposed the indicators provided in the RZD Holding development strategy, JSC FPC defines eight target indicators to 2020 as follows:

  • Investment volume,
  • Revenue,
  • Subsidies,
  • Passenger traffic,
  • Service security level,
  • Labour productivity growth,
  • Ratio between Holding’s staff pay to Russia’s average figures for pay.

Later in 2015, the Board of Directors of JSC FPC will approve the final list of KPIs and their target values for the period to 2020.

The logic behind the cascading of JSC FPC performance indicators

Presidential Address to the Federal Assembly on December 04, 2014

Every company in which the government has a 50% or larger stake must introduce key performance indicators... there must be a direct link between management pay in state-owned companies and their performance and the economic environment

Rosimushchestvo’s Recommendations Regarding the Drafting of Strategic Documents by State-Owned Companies

A timely assessment of compliance with the adopted indicators, with management remuneration being affected by the results of such evaluation, motivates a company’s management to achieve the strategic goals, enables a transparent corporate governance system and makes state-owned companies more appealing to investors

2020 Long-Term Development Programme of JSC RZD, its subsidiaries and affiliates

Decomposition of RZD Holding’s strategic development goals into JSC FPC’s goals

Decomposition of JSC FPC’s strategic development goals into branch-level goals