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The future of the Metro Operation in the Greater Wellington Region
TAKING WELLINGTON METRO OPERATIONS TO THE NEXT LEVEL
Alan Bannister
Managing Director
What we will cover
• Introduction
• Transdev and Transdev Australasia
• Overview of the contract and our relations with our stakeholders
• From our bid to transition and the future
• Transdev Wellington; who we are (our people)
• What we have achieved so far
• Our role as a delivery partner User requirements and our place in transport projects
• The future RS1 and the challenges on the infrastructure
Integrated Ticketing
• What more can we bring to the region (expanding our offering)
• Reflection The need for greater joined up development and transport planning
• Questions
2
Transdev
Our Values
3
Transdev Key Global Figures
4
20 COUNTRIES
€1.08 BILLION REVENUE
11,900 EMPLOYEES
THE NETHERLANDS
€0.43 BILLION REVENUE
5,300 EMPLOYEES
AUSTRALASIA
€6,6 bn REVENUES
€1.07 BILLION REVENUE 15,700 EMPLOYEES
NORTH AMERICA
€2.55 BILLION REVENUE
34,200 EMPLOYEES
FRANCE
€0.68 BILLION REVENUE 7,500 EMPLOYEES
EUROPE OTHERS*
€0.24 BILLION REVENUE 4,000 EMPLOYEES
OTHER COUNTRIES**
€0.58 BILLION REVENUE 4,400 EMPLOYEES
GERMANY
83,410 EMPLOYEES
* Portugal, Spain,
Ireland, Sweden,
Finland and United
Kingdom
** Chile, China,
Colombia, South Korea,
Israel, Morocco and
India
Transdev Australasia
5 5,789 EMPLOYEES 131.8M PASSENGER JOURNEYS
Transdev Wellington
Overview of the contract and our relations with our
stakeholders
• PTOM, a first for rail
• Responded to RFT, bid period 30/4/15 to 30/9/15
• Preferred supplier announced 17/12/15
• 9 + 6 year franchise period
• Start of operations – 3 July 2016
• Delivery of bid promises contracted
Overview of the contract and our relations with our
stakeholders
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• Carry customers in a safe and secure environment, subject to the
Conditions of Carriage
• Service development and timetable design, including upgrade and
Special Events Timetables
• Rolling stock allocation and operational planning
• Maintenance and cleaning of rolling stock
• On-train security and the protection of revenue
• Alternative services e.g. rail replacement buses
• Project delivery partner.
• Overview of the contract and our relations with our
stakeholders
9
Our bid and Transition
Building on Strong Foundations and a sustainable
future for rail and public transport
Our Approach – Safety
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• A great deal of effort went in to understanding the As Is risk before taking over
• Important to keep the fresh eyes approach and not get used to ‘that’s how it is’ challenge is key
• We kept the incumbent Safety Manager
• Incorporating current local practice while bringing in established good practice from other parts of our business
• Managers at the coal face, walk the talk
• Share risk knowledge with all partners
• Openness.
Transdev Wellington Organisation Chart: Senior Managers
Managing Director
Transdev Wellington Ltd
Alan Bannister
Manager Quality, Safety & Environment
Selwyn Jaquiery
Chief Operations Officer
Mike Fenton
Manager Finance & Commercial
Amish Vallabh
Manager Customer and Communications
Emily Liddell
Manager People & Culture
David Gould
What we have already brought or will bring to
Wellington
Safety • International experience
• A great team (full license granted 24th February)
• Quality processes
• Safety training focus for all staff
Customer Experience ● Longer trains (1000 more seats in the peak)
● Increase inter peak services from September
● Focus on performance and timetable (timetable app)
● Microphones on platforms
● Managers in the field and Meet the Manager
● Uniform roll out
● More focus on customer communications (quality and quantity)
Service control ● New SCC (CCTV, Emergency Control, Public Address System)
● Staff Smart Devices for service updates and reporting (Wisper)
● Smart on-time running tools
What we have already brought or will bring to
Wellington
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Training
● Simulators (Ordered)
● New training facility (level 6)
● Training program for existing staff
Security ● Rail Monitoring Centre in SCC
● SCC staff visibility of CCTV
● Body Worn CCTV
Planning ● September timetable increase off peak services (well underway)
● RS1 with less changes to infrastructure
● Timetables, fleet, network and infrastructure simulations suite
● Crew/roster optimisation software (started)
SCC, come and have a look
15
The Results so far
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I am proud of what we are achieving
• Performance on target
• Growth is strong
• Customer feedback positive (well most of it)
• Staff are engaged (well most of them)
• SPAD record is good
• Good relationship with our stakeholders.
Performance
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While our own performance is in
the mid to high 90s the customer
experience is more like 85%
On time performance (operator only)
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Patronage Growth!
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SPAD Results
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Our role as a Delivery Partner
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• Long term partner with stake in the future of
New Zealand
• Commitment to share our knowledge and
experience for the greater good of the
industry/region
• A delivery partner not just an operator.
Our place on the V
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Identify Need
Transdev main focus
RS1
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RS1 (GWRC Original)
The future may be closer than we think!
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Our proposal from bid
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IFT
• Keep it simple!
• Make small steps first, what can be done now to move towards IFT?
• Timing with RS1 to balance resourcing change, this is very important to me!
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Growing our service offering in partnership
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• More services inter-peak (September
changes to 20 minute services
• Better integration
• Focus on customer service, communication
and connectivity
• Wider opportunities (that lead to rail
growth):
• Tourism
• Rental bike scheme
• Other modes
• To grow rail patronage we need to think
bigger than railways!
The Challenges
• Ticketing system
• Rail infrastructure
• Station infrastructure
• Rail/other mode interfaces (car parks and mode interface)
• Growth limiters.
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Questions
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