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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

8

• 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

14

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

16

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

17

While our own performance is in

the mid to high 90s the customer

experience is more like 85%

On time performance (operator only)

18

Patronage Growth!

19

SPAD Results

20

Our role as a Delivery Partner

21

• 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

22

Identify Need

Transdev main focus

RS1

23

RS1 (GWRC Original)

The future may be closer than we think!

24

Our proposal from bid

25

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!

26

Growing our service offering in partnership

27

• 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.

28

Questions

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