Blank Passenger Focus powerpoint template

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Defining the Future Challenges Sustainability,
Innovation and Capacity Ashwin Kumar Passenger
Director
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Information requirements

• Information needs to be
• Easily accessible free/cheap, easy to obtain
• Clear and easy to understand
• Timely and accurate

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Quality of current information provision

• Normal service
• Information across all media (i.e. websites,
  staff, telephone, visual signage and screens and
  audio announcements) is on the whole considered
  good, accurate and reliable

• Times of disruption
• Information quality through all media considered
  poor especially a lack of up to date
  information.
• Staff often not well informed!

• At times of disruption, an expectation of
• timely information that identifies the extent of
  the interruption and
• clear, relevant and trustworthy information on
  alternative travel options (including advice on
  alternative routes and/or bus services
  availability)

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Traditional and technology solutions
staff presence considered extremely important
medium for providing information and
reassurance - BUT staff can only help when have
access to the relevant, up-to date
information traditional staff-centred
information and hi tech channels are equally
important, and complementary - CONCERN that
reliance on technology could lead to down-scaling
of customer-facing staff and/or their
information-providing function demand from
passengers, and enthusiasm for technological
developments, especially through SMS text
services - BUT lack of awareness of the current
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Fares and Ticketing Study conclusions -commuters

• The key drivers of value for money satisfaction
  for commuters are
• Price
• Punctuality and cancellations
• Space to sit or stand
• Communications (particularly at times of service
  disruption)
• Annual fares are at the limit of what people can
  be expected to pay. Fares are already
  significantly higher than elsewhere in Europe.
• We cannot keep shifting more and more cost to
  passengers for, broadly, the same service as the
  year before.

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Fares and Ticketing Study recommendations
commuters

• Delivering value for money satisfaction in the
  long run will require even greater focus on
• train performance
• delivering extra capacity
• communications with passengers during disruption
• However, the following WILL help
• Spreading the cost of a season ticket over 12
  monthly instalments E.G. Direct debit scheme
• Meaningful loyalty schemes that show season
  ticket holders that train companies value them
• Discounts for people commuting regularly, but
  less than five days a week (e.g. ten trips for
  the price of eight)

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Fares and Ticketing study Conclusions long
distance

• Britain has among the cheapest long distance
  fares if you can get them and dont need
  flexibility
• Britain has the most expensive long distance
  fares with the latter (e.g. 230 Euston to
  Manchester) dominating perception
• Fares for long distance travel are regarded as
  illogical, lack transparency and passengers
  mistrust the system. It is perceived by some as
  designed to make you pay more.
• For many people (e.g. students, families) the
  long distance railway is already an EasyJet
  railway they cannot afford to travel by train
  at short notice when the cheapest tickets have
  sold out
• Research amongst employers shows concern that
  flexibility comes at such a high price

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Fares and Ticketing study recommendations long
distance

• To tackle the lack of transparency and view that
  the system is deliberately organised to make you
  pay more
• Move to a system where, if you miss your train,
  you pay the difference between what you have
  paid already and the appropriate walk up fare
  for that train (less a reasonable fee)
• Is transparent in the way it operates
  (particularly regarding quota-controlled Advance
  Purchase tickets)
• Feels logical to passengers (e.g. no two
  singles might be cheaper than a return)

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Recommendation long distance

• That the industry be asked to develop a
  long-distance fares structure that, while
  delivering broadly the same or increased revenue
• Feels logical to passengers (e.g. no two singles
  might be cheaper than a return)
• Is transparent in the way it operates
  (particularly regarding quota-controlled Advance
  Purchase tickets)
• Displays the cheapest through-ticket return price
  to the most popular destinations at the station
• Allows Advance single tickets to be purchased up
  until at least midnight the day before travel
• Moves to a system where, if you miss your train,
  you pay the difference between what you have paid
  already and the appropriate walk up fare for that
  train (less a reasonable fee)

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Overcrowding

• National Passenger Satisfaction sufficient room
  for passengers to sit/stand ( satisfied)
• National 64
• London and South East 62
• Long distance 66
• Regional 72
• Passengers priorities for improvements research
  (2007)
• Getting a seat 4th highest priority out of 30
  criteria
• Loading targets set out in the 2007 White Paper
  and HLOS
• Extended monitoring beyond London
• Included targets in London for the morning peak
  (three hours) and the high-peak hour

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Importance of improvements - 1

• Rank Attribute
• 1 Price of train tickets offer excellent value
  for money
• 2 Sufficient train services at times I use the
  train
• 3 At least 19 out of 20 trains arrive on time
• 4 Passengers are always able to get a seat on
  the train
• 5 Company keeps passengers informed if train
  delays
• 6 Maximum queue time no more than 2 mins to
  purchase tickets
• 7 Information on train times/platforms accurate
  and available
• 8 Trains are consistently well maintained/in
  excellent condition
• 9 Seating area on the train is very comfortable
• 10 Passengers experience a high level of
  security on the train
• 11 Personal security at stations is improved
  through CCTV/staff
• 12 Good easy connections with other forms of
  transport
• 13 Your journey time is reduced by five minutes
• 14 The inside of the train is cleaned to a high
  standard
• 15 Connections with other train services are
  always good

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Importance of improvements - 2

• 16 The train travels at a fast speed throughout
  the journey
• 17 Station staff are available whenever required
• 18 Facilities at stations are plentiful and of
  good quality
• 19 Always a quick response to information
  requests at stations
• 20 All trains have staff to assist
• 21 All station staff are helpful and with a
  positive attitude
• 22 Useful information is provided throughout the
  journey
• 23 All train staff helpful and have a positive
  attitude
• 24 There is sufficient space for passengers'
  luggage
• 25 There are good quality toilet facilities on
  every train
• 26 Station environment always pleasant and
  comfortable
• 27 Stations are cleaned to a high standard
• 28 All station building maintained to a high
  standard
• 29 High quality car parking available
• 30 The outside of the train is cleaned to a high
  standard

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Evidence based approach
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Evidence based approach
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