New Maintenance Reporting Capabilities for UK’s National Rail Infrastructure Owner

3rd parties fulfil contractual obligations by reporting on what you’ve asked for; however, contracts issued over time no longer reflect your emerging demands for compliance and performance reporting. You have no way of comparing contractual performance. You now have multiple organizational performance indicators telling you whats just happened, but you have no way seeing whats coming. How do you persuade ‘000’s of employees to re-centre on new, critical, leading metrics?

Part of our case study series, this tri-fold summarises how, adopting a balanced scorecard perspective, we collaborated with the boards of four major infrastructure maintenance companies to develop and trial a radically new approach to asset maintenance reporting for the UKs national rail infrastructure owner. Distilling 200+ lagging metrics into 21 leading key performance indicators, we demonstrated the success of our newly developed performance reporting framework and governance structure, prior to overseeing its national roll out to the remaining 18 contract areas.

‘…cohesive, collaborative and pragmatic approach to develop the best suite of measures…and insights…we have ever had.…’ Head of Infrastructure Maintenance