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K 2012 Summary Ruter Report 2012:1 1.3.2012 K 2012 Summary Public Transport for Oslo and Akershus Ruter’s Business Plan 2012–2060 K 2012 7 Ruter Ruter As is the public transport (PT) authority for the City of Oslo and Akershus County. Ruter is a limited company, and Oslo and Akershus hold 60% and 40 % of the shares respectively. Ruter is the regional body of PT competence. Its main tasks are the planning, management, tendering and marketing of PT services in the Oslo region. The terms of reference for Ruter’s activity are defined in agree- ments with The City of Oslo and Akershus County, and are intended to ensure that Ruter contributes to the fulfilment of its owners’ transport policy goals. Ruter serves close to 300 million passengers each year. This represents nearly 60 % of all PT journeys in Norway. Key figures for 2011 may be found on this page. For further information, we refer to Ruter’s annual reports and other reports and information (in Norwegian) at www.ruter.no. Total number of passengers, Oslo and Akershus 291 mill Passenger kilometres, Ruter 1 636 mill Traffic increase 2010-2011 5,5 % Bus passengers 126 mill Metro passengers 81 mill Tram passengers 48 mill Railway passengers, Ruter tickets (NSB) 27 mill Railway passengers, Airport Express Train 6 mill Ferry passengers 4 mill Residents in Oslo and Akershus 1,2 mill Market share (motorised) region 31 % Market share (motorised) Oslo 44 % Market share (motorised) Akershus 20 % Customers’ satisfaction 92 % Right of way kilometres (Metro, tram, bus) 3 324 Departures (Metro, tram, bus) 3 605 000 Vehicle kilometres in service (Metro, tram, bus) 82 mill Seat/standing kilometres in service (Metro, tram, bus) 7012 mill Average load factor, standing included (Metro, tram, buss) 23,3 % Turnover 5 595 NOK mill (750 € mill) Tickets revenues 2 866 NOK mill (385 € mill) Grant and funding 2 564 NOK mill (345 € mill) Solvency (equity ratio) 15 % Illustrations: Truls Lange: page 2, 6, 9, 10, 11, 12, 13, 16, 17, 19 Energy use Ruter 414 GWh Placebo Effects: page 18 Environmental cost/passenger km PT users Photos: 0.22 NOK (0,03 €) CatchLight Fotostudio: Cover, page 4, 7, 15 Environmental cost/passenger km car users Ruter: page 14 0.96 NOK (0,13 €) 8 K 2012 Content This report is an English summary of Ruter’s Business Plan 2012-2060, Report 2011:10. (In Norwegian: K2012. Ruters strategiske kollektivtrafikk- plan 2012-2060.) More PT customers and an increasing market share in the Oslo region 4 1 Ruter aims to have more and better satisfied customers, and a bigger market share 6 2 Ruter aims to develop increased capacity as a means of capturing the greater part of future growth in motorised transport – as a contribution to environmental sustainability 8 3 Ruter aims to safeguard values and prioritise a reliable transport network 10 4 Ruter aims to consolidate its trunk network with the construction of two new city centre Metro and railway tunnels, linked together with effective interchange hubs 11 5 Ruter aims to make its tram services more modern and efficient by, among other things, the introduction of new, high-capacity, light rail routes 12 6 Ruter aims to optimise its bus services by directing greater focus on new market opportunities 13 7 Ruter aims to develop cost-effective operation and an optimised Ruter network 14 8 Ruter aims to modernise its sales channels 15 9 Ruter aims to be accessible, and intends to give priority to the implementation of its traffic information services 16 10 Ruter recommends a higher degree of state involvment in public transport in the Oslo metropo- litan area 17 Ruter Reports 23 K 2012 9 More PT customers and an increasing market share in the Oslo region Trends 2000–2011. Index: 2000=100 140 Passengers on PT, 135 Oslo 130 Passengers on PT, Akershus 125 120 Car traffic, Akershus Population, 115 Oslo and Akershus 110 105 Car traffic, Oslo 100 95 90 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Public transport’s share of motorised transport 2011 44% 2010 45% 2009 42% 2008 41% Oslo 2007 37% 2006 36% 2011 20% 2010 18% 2009 17% 2008 15% Akershus 2007 14% 2006 14% 2011 31% 2010 31% 2009 29% Ruter 2008 27% 2007 25% 2006 24% 45 Ruter aims to capture the greater part of growth in The planning initiatives behind this recent positive devel- motorised journeys in the Oslo region. Over the last years opment are described in Oslo Sporveier’s and later Ruter’s we have succeeded well. Car traffic in Oslo is still on the strategic plans K2009, K2010 and K2012. Ruter follows up 2005 level, whilst 44 % uses PT. In 2011 the market share for the targets set by the Oslo City Council and the Akershus regional Akershus journeys reached 20 %. The yearly rise County Council and the possibilities shaped by new funding in number of passengers is at a high level, due to growth in from the Oslo Toll Ring through the co-operation project population in combination with the increased market share. Oslo Package 3. The total subsidy share in 2011 was 46 %. Ruter had 5,5 % more passengers in 2011 than in 2010. The main measures are increased frequency for metro, At the same time population increased by more than 2 %. tram, city buses and trunk lines in the regional bus network. Oslo is the fastest growing among the bigger European cities New metro trains offer higher capacity, comfort and (2011: + 2,35 %). reliability. 4 K 2012 Summary K 2012 5 1. Ruter aims to have more and better satisfied customers, and a bigger market share Ruter aims to be a customer-driven organisation which 100% Walking distance Walking distance home develops, markets and communicates its transport place of work services on the basis of an increasingly greater awareness 80% Comfort Frequency of its customers’ preferences. Ruter aims to provide Punctuality Seating Point-to-point journey (no transfer) 60% its customers in the Oslo metropolitan area with a PT Connection waiting time network which is coordinated, integrated, user-friendly and Standard at stops 40% efficient, enabling us to capture market shares from car Fares Degree of satisfactionDegree HIGH users. Ruter’s business concept, vision, values, customer 20% guarantees, positional targets and overall strategic goals LOW can be summarised by the following: 0% Ruter aims to have more and better satisfied customers, and a LOW Importance HIGH bigger share of the public transport market. There is broad agreement that the targets related to The resident population’s satisfaction with individual market share can be stated as follows: quality-related factors seen in the context of the signifi- Public transport shall capture the greater part of future cance of collective satisfaction with PT services. growth in motorised journeys. More public transport for our money Ruter’s development and follow-up work is carried out As part of our analyses of service alterations we employ within politically-determined terms of reference governing our knowledge of satisfaction levels and their significance transport policy and finances. The aim of achieving more and as input to the model. “Frequent departures” is the most better satisfied customers represents a common point of important factor for the majority of our customers. Fares departure as much in relation to political transport-related are less important to the average customer than service goals as for Ruter’s own priorities and efforts linked to its frequency. Customers’ satisfaction with walking distance to day-to-day activities and strategic planning. the stop indicates that we can continue our work to combine On the basis of these strategic goals, the key elements different routes onto fewer lines. In this way we achieve are an awareness both of our customers’ levels of satis- better service frequency, while at the same time increased faction and preferences and a knowledge of the factors distance between stops enables us to achieve faster journey which really influence their choice of means of transport. speeds and lower costs. Ruter is employing a number of approaches towards finding An understanding of our customers’ average priorities out about our customers’ levels of satisfaction and their and their consequences is supplemented by a knowledge of preferences: customer categories. In 2011, to support this work, Ruter • Feedback from front-line personnel carried out a new customer segmentation survey. Each • Verbal and written customer responses communicated segment consists of customers with approximately similar to Ruter or the information service Trafikanten, including attitudes, behaviours and needs. An adequate segmentation those via social media such as Facebook and Twitter and differentiation provides the basis for optimal devel- • On board customer satisfaction interviews – a total of opment, marketing and sales activities. 30,000 annually As many as 94% of people over 15 years of age living in • Surveys among the resident population collected the region are Ruter’s customers. Every fourth customer throughout the year, regardless of whether they travel by belongs to the challenging “CONVINCE ME” segment. They public transport or not – comprising 6,000 interviews normally have the use of a car and travel by PT only half • “Before and after” interviews in connection with the as often as the average. Together with “ENLIGHTENED introduction of major service alterations FRIENDS” they display a flexible and calculating attitude, • Conjoint analyses which provide a quantitative weighting and represent a much greater growth potential for public K 2012 38 of the significance of quality-related factors transport use than the “ME AND MY CAR” segment. • Benchmarking metropolitan areas and PT authorities Alongside our focus on development and market-related • Research carried out in Norway and overseas.
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