Introduction to Abellio, plans for ScotRail
and Transfer of Undertakings Consultation
February 2015
Introduction to Abellio
Brief overview of Abellio Group
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3Who are Abellio?
• Subsidiary of Nederlandse Spoorwegan (NS)
• 100% share holder position by the State
• Minister of Finance acts as shareholder
• Abellio Transport Holdings Ltd
• Formed in 2001 as NedRailways
• UK based - aimed at acquiring and
operating transport concessions
• Changed name to Abellio in 2009 after
purchase of Abellio Deutschland
Our way of working – the Abellio Way
• To our clients and stakeholders we:
− are easy to work with
− work in partnership
− think long term
− deliver value for money
− share best practice
• To our people we:
− are approachable, open and honest
− work collaboratively and collectively
− recognise commitment and service excellence
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Abellio Group – portfolio overview 5
Abellio Scandinavia
Abellio The Netherlands
Abellio Germany
Abellio UK
20,000 employees
1.7m passengers every day
2,786 train vehicles
1,487 buses
236 trams
Abellio ScotRail
Overview of franchise bid plans
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Scotland and The Netherlands: a partnership of equals
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• Scotland and The Netherlands share a long and rich heritage of business
and cultural exchange - our plans for ScotRail build on that
• Business programme of international best practice exchange - operating
level up to inter-Government level - Ministerial support for a biennial (every
2 years) rail summit between our countries
• Our plans flow from the strategic aims of Scotland’s National Performance
Framework and are aimed at exceeding the objectives that Transport
Scotland and the Scottish Government have set for ScotRail
Our Vision for ScotRail 8
Our aims and the franchise brand
• Our aims are to provide:
−A reliable, safe, clean and punctual rail service
−Highest levels of customer service and care
−Transparency on how we are doing in terms of performance and quality
− Information and advice when things go wrong
−Simple solutions for ticket purchasing
• Our ScotRail brand personality is:
− Innately Scottish
−Empathetic, inclusive
−Genuine, proud, trusted
−Dynamic, on the case
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The heart of our bid
• New trains for Scotland
−70 new electric trains for the Edinburgh – Glasgow Improvement Programme
• Significant efficiencies through a Deep Alliance with Network Rail
−One railway; combining a nationally funded infrastructure and service provider
• Transformation of the inter-city network
−Fully refurbished, Wi-Fi enabled fleet of HSTs to connect the seven cities by
December 2018
−Significant enhancements at Aberdeen, Inverness and Perth stations
• Faster inter-city services
−Headline journey times of less than three hours between Glasgow and
Inverness and an improvement in the overall inter-city journey time metric
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The heart of our bid continued
• A vibrant, growing railway with improved connectivity and accessibility
− 72% growth in the off-peak metric
• Sharing our Dutch expertise to deliver multi-modal integration and smart ticketing
− Train tickets on Bramble within six months
• Industry-leading sustainability plan
− A 37% reduction in CO2 per passenger km
− 15% reduction in non-traction energy
• Sustainable development enterprise unit
− Working with Scottish planners
− Leveraging funds to exploit growth opportunities
• Community rail development programme
• Reinvestment of profit to employees
− Employees able to earn ‘Gainshare’ bonus based on company performance
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New products
• A range of new, best value fares:
− Full range of dynamically yield-managed Advance fares
− New First Class Advance fare
− New Super Off-peak day return
− Transforming “Flexipass” to a truly flexible “Flex Carnet” smart
• Launch of “Club 50”
• Increased business travel
− A new B2B booking tool
− Introduction of “Saltire for Business” account-based card based
upon the successful frequent travellers product at NS
• Introduce a new tourist experience for Scotland’s scenic railways,
with our partners VisitScotland, Visit Britain and National Parks
− Specially-refurbished 158s
− Additional services to Oban and Kyle during peak summer season
− Better on board catering, Tourist Ambassador, at-seat audio
− Collaboration with West Coast Railways on the Jacobite
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Bid plans
• Rapid uptake of Smart products to reduce the direct cost of sales and free up
staff from behind ticket office windows to deliver customer service
• Improved revenue protection - assessment of ticketless travel then measures to
reduce it
• Our partnership approach will extend to an Alliance with Network Rail:
−Joint senior management team to optimise performance of Scotland’s railways
−Joint tasks developed in collaboration with Network Rail
− Introduce a Partnership Centre of Excellence to deliver partnership training to
our integrated teams and Alliance teams certified to BS11000. Facility will be
available to the wider industry
• Create a “Strategic Rail Delivery Group” for Scotland to engage all operators and
stakeholders. Key members: TS, RTPs, VisitScotland, Passenger Focus
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Bid plans
• An innovative live crowding app
− Customer information about which trains are busy and which are not, and
also seat availability
− Live information on EGIP and HLOS routes from Dec 18
− Our Dutch experience has shown that this app leads to customer
behaviour change and perceptions
• Committed to journey time improvements for our customers in each year
− Significant journey time savings through fully refurbished fleet of HST
power cars and MK3 coaches between the seven cities by Dec 2018
− Glasgow/Inverness -12min improvement/3 hours or less both directions
− Edinburgh/Inverness - 10 min improvement
− Edinburgh/Aberdeen in 2hr15min
− Glasgow/Aberdeen in 2hr25min
− Glasgow/Inverness in 2hr55min (16 mins faster than today’s best time)
− Overall improvement inter-city journey time metric of 3hr41min (3m25s)
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Bid plans
• Connectivity - plans build on Dutch Railways approach which has halved the
number of passengers using cars to get to/from stations
−More than 3,500 new cycle spaces at stations over the first three years
−Three fully-staffed Dutch-style Cyclepoints (Glasgow Central, Edinburgh
Waverley and Stirling) and Cycleparks+ at a further five stations
−Launch a ‘Bike&Go’ cycle hire network from 25 stations
−Greater off-peak capacity on trains: at least 6 cycle spaces per three car unit,
bookable via customer app
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Bid plans
• New Borders Railway - ensure that this prestigious project is delivered smoothly:
−Establish a project partnership approach with key parties (BAM, NR)
−Full project plan for launch weekend including special timetable and a significant
marketing budget to ensure it is launched properly
−New traincrew depot at Tweedbank
• Minimising the impact of changes on our customers by:
−Working with NR to ensure diversionary routes are available
−25 additional dedicated customer service staff
− Investment in additional platform/waiting facilities at Springburn station
−New senior role of “Peak Manager” at Glasgow Queen Street to manage
disruption during the Queen Street works
• Smooth introduction of new rolling stock to operate on electrified EGIP (June 2017
ready for Dec 2017) and HLOS routes (Dec 2018), on time and to budget
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Bid plans
• HSTs with high quality on-board service, buffet and at-seat catering
• Significant station upgrades at Inverness and Stirling
• “Station2Station” business lounges based on Dutch model
• Improvements across the whole fleet
• Dutch design principles for network-wide stations improvements
• Waiting shelters at 42 stations
• 11 new “to-Go” kiosks and 21 new “Ticket Plus” outlets - combined retail and ticket
purchase
• Moving to a right time railway - punctuality to the minute
• Inspire training, 3,500 smart devices and enhanced connectivity, CIS at every station
• New website and ‘journey companion’ app
• Customer relations - continue to be delivered from Fort William, with team
strengthened for delay repay and enhanced social media
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Bid plans
• Improve the confidence of disabled persons and those with reduced mobility:
− Enhanced engagement via a new Stakeholder Equality Group
− 70% step-free journeys by the end of the franchise
− Customer information desks in prominent locations at all key city stations, improved
way-finding
− Upgrades to 126 TVMs
− Providing Blue Badge parking at all station car parks, increasing spaces by 400%
− A Passenger Assist smartphone app for our staff, reducing notice period from 4 hours
to one hour
− Trialling a passenger ‘assist-Mi’ app in pursuit of removing notice periods completely
− Training customer facing employees to deal with the diverse needs of passengers
− Active promotion of diversity and equality in our own organisation
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Bid plans
• Supporting Ministers’ sustainability targets for Scotland:
−Set up a Sustainable Development Enterprise Unit to support economic
growth
−Support for SMEs through tender opportunities
−Recruit at least 10 apprenticeships per year for 18 month period include Gold
Duke of Edinburgh training
−2 graduate schemes; Abellio Group scheme and participate in the NR scheme
−Reduced fares for job seekers
−Back to work training for Veterans and offenders
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Transfer of Undertakings
TUPE Measures Consultation
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TUPE – Measures confirmation• Employees of FSR and assigned to the franchise are expected to transfer to Abellio ScotRail with
continuity of employment and on existing terms and conditions of employment on 1 April 2015
• We will continue existing trade union recognition and staff representation arrangements and work
closely with trade unions/staff representatives to jointly shape the future for the new franchise
• Certain elements of that are of particular importance on the transfer:
− We will use the existing payroll system and provider currently operated by FSR, so there will be
no immediate alteration as to how employees are paid. The payment of salaries and benefits
will not be affected by the transfer and will ensure there is no disruption to payroll transactions
− Continue existing pension arrangements and Abellio ScotRail will become the designated
employer of the Defined Benefit section of the RPS operated for the ScotRail franchise - current
pension arrangements will continue
− Existing ATOC Rail Staff Travel facility concessions for both "safeguarded" employees (i.e. those
employees whose continuous employment in the rail industry commenced prior to 1 April 1996)
and non-safeguarded employees. In addition, employees, partners and dependants will retain
the use of ScotRail Smartcards after 1st April 2015
− Existing and future employees will, in a reciprocal arrangement made with Serco, be able to use
these to get free travel on Sleeper Services (subject to restrictions already in place)
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TUPE Measures - new executive structure 22
Managing Director
Engineering Director
Fleet maintenance
Train cleaning
Depot facilities
Fleet commercial contracts
Fleet performance
Fleet safety & standards
Commercial Director
Revenue development
Revenue protection
Marketing & sales
Estates management
Facilities management & building services
Customer Experience Director
Stations management
Customer service standards
Customer engagement
Stakeholder liaison
On-train catering
Client & Communications
Director
Corporate communications
Franchise contract management
Operations Director
Control
Resource planning
Traincrew & on-train management
Passenger information
Timetable development
Performance
Sustainability & Safety Assurance
Director
Occupational safety
Operational safety
Economic development
Sustainability
Security & crime prevention
Business Transformation
Director
Business change & projects
Human resources
Employee relations
Learning & development
Centre of Excellence
Finance Director
Financial planning
Financial accounting
Information Services
Contracts & procurement
Payroll
Audit & internal control
TUPE Measures - Reporting line changes 23
Engineering
Director
Director of
Facilities &
Building Services
Finance
Director
Human Resources
Director
Director of
Customer
Services
Commercial
Director
Operations &
Safety Director
Managing
Director
Director
Engineering
Director
Operations
Director
Sustainability &
Safety Assurance
Director
Finance
Director
Customer
Experience
Director
Commercial
Director
Client &
Communications
Director
Director of
Business
Planning
Head of Service Planning
Business
Transformation
Director
Franchise Compliance Manager
Head of Operational Safety
Head of Occupational Safety
Finance
Director
Head of Communications
Head of Human Resources
Safety Business Change & Project Manager
Head of Facilities & Building Services
Current senior structure New senior structure Re-charted/retitled/new roles
senior structure
Key
Head of
Marketing
Existing roles and teams
TUPE Measures summary
• Alliance with Network Rail – expected changes to organisation structure
• Organisation changes to meet new franchise commitments
• Intention to consult and manage these changes in parallel by December 2015
• Accommodation change planned – retaining Atrium Court Ground and First Floors
only, with additional accommodation at 151-155 St Vincent Street
• Requirement for new electric trains for EGIP
• Provision of services on contract for Caledonian Sleeper Services
− Engineering services at Inverness
− Bed-making and cleaning at Inverness and Fort William
− National Reservation Service and rostering support from Glasgow
− Traincrew hire
• Uniform – re-issue in Autumn 2015, Transport Scotland branding
− new badges, ties/scarves, tabards issued at start
• Smartphone roll-out by end of year
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Future changes – to be consulted
• Working with Network Rail under the deep Alliance to deliver industry benefits
• Restructuring some management teams areas to align with bid commitments
and the new senior team structure (eg new team for developing community rail
partnerships, sustainability agenda) – incorporating any Alliance developments
• Transfer of Dunbar station
• Changes to retailing – move to Smartcards – and customer requirements
• ‘Gain-share’ initiative for staff
• Electric trains for Edinburgh to Glasgow programme – December 2017
• Refurbished HST’s for Intercity routes – December 2018
• 20% increase in vehicle numbers to meet future demand
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TUPE – lead up to the transfer
• Current communications
−Employee website with information on transfer
−Email address and telephone helpline
−Rolling Q & A document
−Launch day newsletter
• Employee roadshows from 23 February to 6 March – 8 locations
−4/5 representatives from Abellio team chance to meet us before franchise start
−Find out more about franchise plans, uniform boards
−Opportunity for questions and rumours to be busted
−Feed into broader and longer term communications
• Uniform design
−Feedback and input
• Preparation for April pay review
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Safety management
• Application for Safety Certificate to Office of Rail Regulator 18 November 2014
• Safety Licence and authorisations
−Application for both a Mainline Safety Certificate (Part A and Part B) and a
Mainline Safety Authorisation under the Railways and Other Guided Transport
Systems (Safety) Regulations 2006
−Authorisation for a mainline infrastructure manager
• Consultation documents issued to all stakeholders for comment/feedback
• Existing Safety Management System (SMS) procedures retained to manage
risks associated with the transfer
• Review subject to the normal SMS review procedure during the first year
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Final Questions
Thank you
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