Community of Metros News: CoMET 2017 Annual Meeting in Taipei

In November 2017, members of the Community of Metros came together for the CoMET 2017 Annual Meeting in Taipei, hosted by Taipei Rapid Transit Corporation (TRTC). The meeting was attended by representatives from 17 metros – 15 CoMET members and 2 Nova members from the Southeast Asia region. The meeting spanned four days, including technical visits, the Annual CEO/COO Day, and an Asian Regional Meeting.

Throughout the week, members were able to see TRTCs facilities. This included the Zhongshan Metro Mall and its “Underground Book Street”, Taipei Metro Taipei Main Station, Taoyuan Airport MRT Taipei Main Station and Taipei Metro Beimen Station. Members also toured the Beitou Depot. During meeting sessions, each metro provided an update on their recent activities, plans and challenges.

The Railway and Transport Strategy Centre (RTSC) from Imperial College London presented the results of recent benchmarking research. The latest set of Key Performance Indicators results were focused on meeting host TRTC and members were consulted on a refined and improved balanced scorecard to increase the depth and breadth of benchmarking results. Other recent research was also presented at the meeting, including results from the International Metro Customer Satisfaction Survey and Safety Performance Indicators. Two in-depth case studies were presented to the group, on Using Data to Improve Maintenance, and Station Design Guidelines and Passenger Flow Monitoring.

On Thursday 30th November, the CoMET Annual CEO/COO Day was held, where metro leaders came together to discuss issues of strategic importance. Key discussion topics included customer safety and security risks and initiatives, managing Unattended Train Operation (UTO), and preparing for new mobilities. The Asian Regional Meeting was also held on 1st December, attended by 8 members from the Asia region, as well as Paris RATP and New York City Transit to observe and participate in discussions. The group discussed key issues affecting Asian metros, including the management of rapid network expansion, managing capacity and automation, and improving reliability.

Research: Measuring and Improving Customer Satisfaction

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).

Research: Role of Operation Control Centres (OCCs)

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.

Community of Metros News: Nova Phase 20 Management Meeting in Oslo

The Nova Phase 20 Management Meeting was held from 19th – 22nd September 2017, attended by 15 members and observed by Stockholm MTR. The meeting was held in Oslo, hosted by Oslo Sporveien, who joined the Community of Metros in 2014.

During the visit, members were able to see some of Oslo Sporveien’s facilities first-hand. These included visits to Løren, Ullevål, Majorstuen and Tøyen Stations, as well as Sporveien’s Metro Control Room, and Driving Simulator. Members were also shown Sporveien’s innovative train passenger counting system.

During the meeting, members presented an update focusing on recent developments, challenges and good practices implemented. The Railway and Transport Strategy Centre (RTSC) presented the 2016 Key Performance Indicator results, focusing on host metro Oslo Sporveien, and the Safety Performance Indicators results. Three research projects were also presented by the RTSC team, on Cybersecurity and Accessibility Training, as well as a session on Measuring the Customer Experience Using Big Data, which presented the RTSC’s initial insights into the use of big datasets. Members also selected the case studies and work programme for Nova Phase 20.

Research: Cybersecurity

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.

 “The Operator’s Story” at the OECD International Transport Forum, Leipzig

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.

Research: Driver Training

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.

Community of Metros News: CoMET 2017 Management Meeting in New York

Members of the Community of Metros attended the CoMET 2017 Management Meeting in New York, held from 15th – 17th March 2017. Representatives from 15 members attended the meeting, which focused on work programme development for CoMET in 2017. New York City Transit provided a host presentation focusing on its upcoming plans and characteristics, and members presented a short update on their organisation’s current projects, issues and best practices.

Members attended an opening reception at the New York Transit Museum in Brooklyn, as well as a technical visit to the Second Avenue Subway new line segment and stations. New York City Transit also presented its new asset monitoring tools to the group. One of these tools was the Service Intervention Recommendation Engine (SIRE), which assists train dispatchers in deciding where to hold and skip trains, taking into account the net passenger time savings and volume of passengers affected.

Self-portrait mosaic of Chuck Close at 86th Street station on the Second Avenue subway

The Railway and Transport Strategy Centre (RTSC) presented the final 2015 Key Performance Indicators results and four case study projects on Best Practices in Operating UTO Lines, Safety Culture, Planning for the Lifecycle of Metro Infrastructure Assets, and Accessibility Training.

Research: Accessibility 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.

Research: Planning for the Life Cycles of Metro Infrastructure

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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