The study explored the development process and current state of metro station guidelines, with a focus on vertical circulation, i.e. escalators, elevators, and stairways. The key factors in station design are current and expected passenger volumes, emergency and evacuation targets, accessibility requirements and space constraints. Within stations, platforms are identified as the most critical zone, and vertical circulation is the most critical element. Poorly designed vertical circulation leads to queuing customers and delayed journeys, and elements should be designed to maintain equal passenger flow.
Beyond mitigating localised bottlenecks, total station capacity must also be assessed and this is approached through station planning and operationally-oriented design. The latter requires the capacity to collect and analyse data to inform decisions in real-time. The data includes information on passenger movements within stations and loading patterns on trains. Technological advances have the potential to enable the abundance of data required.
Combining a data-driven understanding of passenger flow information with planning-oriented guidelines will better ensure that sufficient capacity is provided and avoid legacy problems with passenger flow management.
During the CoMET 2018 Management Meeting in early March 2018, the Railway and Transport Strategy Centre (RTSC) at Imperial College London, Community of Metros and the World Bank hosted an Open Session focused on the findings from “The Operator’s Story” research project. This Open Session was kindly hosted by Delhi Metro Rail Corporation and the Government of India. The day’s programme included sessions centred on the research into the government and operational requirements for metro success.
President of the Community of Metros, Philippe Martin (Deputy General Manager, RATP), introduces the session
“The Operator’s Story” research project included valuable contributions from Transports Metropolitans de Barcelona, Rapid Rail (Kuala Lumpur), Bangkok Expressway and Metro Public Company, Hong Kong Mass Transit Railway (MTR), Toronto Transit Commission, Guangzhou Metro, Metro São Paulo, Washington Metropolitan Area Transit Authority (WMATA), London Underground, Metro de Santiago (Santiago de Chile). Interviews and fieldwork were carried out with each of these operators to form individual case studies supporting the research. These studies illuminate how new and developing metros can be successful and avoid mistakes of the past by highlighting upstream decisions that have facilitated, constrained or affected their operations.
“The Operator’s Story” report is distributed to Mukund Kumar Sinha (Joint Secretary & Officer on Special Duty, Ministry of Housing & Urban Affairs) and Durga Shankar Mishra (Secretary, Ministry of Housing & Urban Affairs)
The Open Session included presentations on key areas of the research findings, including government and operator actions for metro success, and a focus on Public Private Partnerships (PPP, 3P) for delivering metros. Two panel discussions were also held. The first saw senior managers from London Underground, Singapore SMRT and Metro São Paulo discuss their operational history, success factors and challenges. The second panel discussion comprised key figures from Indian metros to offer insight on the lessons learned through developing India’s current metros, and the plans for future systems.
Alex Barron, Head of Metro Benchmarking, presenting at the Open Session
“The Operator’s Story” emerging findings can be found here. Many thanks to Delhi Metro Rail Corporation for hosting this valuable Open Session and to Community of Metros members for their kind participation.
Ongoing developments in information technologies, specifically the ability to capture, store, and analyse large datasets, are creating significant opportunities to improve maintenance. The study explored the move towards predictive and data-driven maintenance within CoMET and Nova metros.
There is a clear trend in metros to move toward one asset information system. Integration of systems can bring benefits such as increased efficiency in management and data consistency. It is found that metros are adopting advanced technology (e.g. mobile devices, automatic monitoring systems) to collect data more efficiently. Collection of more detailed maintenance data and use dedicated staff to manage data are also used at the same time to improve data quality.
In order to acquire sufficient data for analysis, metros have initiated various pilot projects adding sensors to monitor asset condition. The study collected the good practices within metros in terms of data collection, analysis and applications, as well as the tangible benefits of data analysis. With the development of auto-monitoring systems and evolution of ‘big data’ analysis, there is a significant opportunity to unlock new understanding about asset performance and lifecycles.
This case study focused on the methods that metros use to measure customer satisfaction as well as the initiatives deployed to improve customer satisfaction. The study also discussed how to identify the right added amenities for metros that go over and above delivering the basic expectations of a metro service.
CoMET and Nova KPI data shows the average satisfaction rate for American Metros has seen significant fluctuations, while the average satisfaction rates for metros in other continents have generally increased more steadily year-on-year.
CoMET and Nova, customer satisfaction trends, from KPI data, split by continent (1999-2016)
Metros mainly measure customer satisfaction via customer satisfaction surveys and/or more innovative measurement techniques (e.g. focus groups interview, mystery shoppers). To increase customer satisfaction, improvements were classified into three categories: those which result in improved data collection resulting in an improved understanding of customers’ needs (such as more frequent data collection or better methods); those which improve basic services, respond to customer expectations and increase overall “performance” (such as increased train frequency or modified cleaning procedures); and those which result in added customer amenities (such as Wi-Fi on trains).
OCCs are central to metro operations, through monitoring the entire system and hosting critical decisions during service interruptions. Several metros report plans to upgrade, expand or integrate aspects of their OCC management to improve the level of service they can deliver. The study detailed the role of OCCs focusing on changes in that role brought about by technological advances.
There is a clear trend towards the centralisation of OCC organisational structures with the belief that a unified OCC will improve the efficiency of coordination and cooperation. One critical function of OCCs is serving as a data management centre. Therefore how often information is updated is key to collecting real-time data for OCC management and communications.
Real-time data management and station remote control technologies are emerging trends and identified areas of improvement. These are often linked with the introduction of greater automation. Increased levels of automation and remote control tend to reduce the routine workload on UTO lines. This means that UTO lines typically require fewer staff in daily operation but more experienced staff to handle incidents.
The study defined in broad terms what cybersecurity means to CoMET and Nova metros from an industry perspective. Operational Technology (OT) was prioritised above Information Technology (IT) since the latter is not metro-specific and is more advanced, whereas metro OT systems’ rapid evolution has not been matched by suppliers or regulators.
A metro’s Cybersecurity Risk Profile combines three categories: background threats, connectivity and automation. The study found that high background threats are associated with the most active mitigation measures against cyberattacks, but metros with a high level of connectivity will feature a large risk profile even in a benign political environment. Automation increases the potential impact of cyber-attacks as both physical and non-physical actions may be carried out by a successful hacker.
Ultimately, the study findings concluded that metros, as a key public-facing industry, need to prioritise a cultural shift that places cybersecurity at the forefront of their concerns, similarly to how safety cultures have become established over time.
Richard Anderson, Professor Dan Graham, Dr. Roger Allport and Priya Wells attended the 2017 OECD International Transport Forum to bring the ongoing “Operator’s Story” research project to industry experts and policymakers from around the world. The RTSC team were joined by Dominic Patella, Senior Transportation Specialist at the World Bank, and an expert panel made up of Dr Jacob Kam of Hong Kong Mass Transit Railway, Ismael Uruen Pueyo of Transports Metropolitans de Barcelona and Professor Tony Ridley of Imperial College London.
“The Operator’s Story” is an applied research project aiming to capture and document what makes metros successful from the Operator’s point of view, a perspective that has been little explored. 10 members of the Community of Metros participated in in-depth case studies for the research, providing insight into their governance structures, operational opportunities and constraints, and relationships with stakeholders. These findings have been combined with long-term metro benchmarking to present a set of initiatives that actively improve metro success, for application to existing and new metro systems alike.
Examples of external factors affecting metro operators
Richard Anderson, Roger Allport and Dominic Patella presented the emerging findings of the research, focusing on the increasing trend towards urbanisation and the use of metro rail as a solution to promote sustainable growth. Roger Allport presented key insights from the in-depth case studies, focusing on strategic and governance practices. Using best practice insight from the Community of Metros, Richard Anderson presented some of the key operational principles of metro development.
Ismael Uruen Pueyo (Director of Economic and Finance, Transports Metropolitans de Barcelona) during the panel discussion
Following the presentation, questions were fielded from the audience to the presenters and expert panel. The questions were diverse, covering the setup of metros to successfully transition between engineering, operations and management, managing service levels during constrained funding periods and recruiting expertise for metros.
“The Operator’s Story” team in Leipzig from the World Bank, RTSC at Imperial College London and Community of Metros
“The Operator’s Story” team would like to thank the OECD International Transport Forum for hosting this first session into the research findings, as well as the members of the expert panel who provided valuable insight into how the research findings apply in real-world situations.
A report presenting “The Operator’s Story” Emerging Findings can be found here.
Training drivers and maintaining their skills and knowledge are significant efforts for almost all metros. Metros need to implement adequate selective recruitment processes to find suitable candidates to become drivers.
The core of initial driver training programmes amongst metros is largely similar, averaging at 100 working days. Programme length depends on a number of factors, including external vs internal recruitment, training facilities, and metros’ expectation towards the role of drivers. The content of training courses used by metros was explored by the study as well.
Duration of Initial Driver Training by Teaching Structure
Apart from the driver initial training, the study also reviewed the frequency of the recurring driver training. By comparing the duration of the driver training to the reliability performance, a correlation was identified between longer training and fewer staff-related incidents causing delays.
Training methods are evolving, as technological advances allow for a greater reliance on simulators to enable drivers to gain experience and confidence in a controlled environment. The developing dependence on mobile devices was identified as an opportunity to integrate more mobile technology into recruitment and training.
Providing accessibility is key to enabling users to travel independently, safely and comfortably within metro systems. This case study identified and evaluated metros’ accessibility training, focusing on developing a culture of assistance, training for non-frontline staff, ‘hidden’ (non-physical) disabilities and unstaffed stations.
The accessibility training has evolved over time from ‘creating awareness’ to ‘achieving equality of service’ because of changes in legislation and regulation, public and customer comments, societal awareness, and developments in technological infrastructure, etc.
The study reviewed the accessibility training modules and content. The training courses are predominantly conducted by metros, with some contributions from third parties such as advocacy groups or charities.
The study looked at the analysis, tools and models that CoMET and Nova metros use in support of planning for the life cycle of infrastructure assets of track, civil infrastructure and power assets. The impact of funding on the ability of metros to plan for the whole life of the infrastructure assets was explored together with the maturity of metros’ strategies and plans for these assets.
Maturity in strategies for infrastructure asset management is categorised as patch and mend strategies, state of good repair strategies, strategies based on reliability, cost and risk, and optimisation strategies. On the basis of all the elements (i.e. funding predictability, strategies and plans developed and implemented, analysis undertaken for maintenance and investment and sophistication of tools or models in support of decisions), the study developed a maturity map for CoMET and Nova metros.
Most mature metros in planning for the life cycle of infrastructure assets show a holistic strategy, integrating maintenance and investment and using optimisation techniques. This strategy is generally established for the long term with shorter term plans developed at a level below the asset class.
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