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PRESIDENT & GENERAL MANAGER 2021 Q1 REPORT June 2021

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PRESIDENT & GENERAL MANAGER 2021 Q1 REPORT June 2021 PRESIDENT & GENERAL MANAGER 2021 Q1 REPORT June 2021 TRANSLINK BOARD MEETING The start of new year is an exciting time for any organization but especially for BCRTC and WCE with the implementation of our 2021 business plan and the continuation of our Vision 2030. Despite the ongoing COVID-19 pandemic and IT ramifications as a result of the December cyberattack, we continue to deliver on our operations and maintenance commitments and support the dozens of capital and major projects currently underway. Our service delivery and on-time performance remain high, and the safety and security of staff and customers continues to be a priority as we rebuild ridership on the rail network. BCRTC is becoming better every day and the whole team is working hard to ready the business for future challenges that require high engagement from everyone. TransLink Strategic Priority: Rebuild customer ridership Expo and Millennium SkyTrain Service Service Delivery • In Q1, it is estimated that BCRTC delivered 99.5% of scheduled service which is just under BCRTC’s target of 99.7%. The monthly service delivery percentage are as follows: January 99.9%, February 99.0% and March 99.6%. On-time performance • Estimated Q1 OTP was 97.5% which is above BCRTC’s target of 96.5%. Since March 2020, SkyTrain has achieved an OTP of 96% or higher every month. This quarter, monthly OTP numbers were – January 98.1%, February 96.8%, and March 97.5%. This was the best Q1 performance for both KPIs since Q1 2018. Less than predicted snowfall this winter compared to previous ones plus an improved snow plan helped to improve our performance. High performance is what gives trust to our customers and forms the foundation for recovering our ridership. SkyTrain service delays • Major delay incidents have trended down this quarter. In total, SkyTrain experienced 25 significant delays in Q1 2021 with the most serious incidents related to three medical emergencies, two human/train contacts, two switch issues, and eight train-related delays. This quarter our delays improved by five incidents versus Q4 2020 and 20 incidents compared to Q1 2020. • There were 17 service incidents in the 16-30-minute delay category in Q1, compared to 20 in Q4. • There were eight delays over 30 minutes in Q1 compared to 10 in Q4. Customer experience • SkyTrain Customer Survey overall score for Q1 was 8.6, which was above the target of 8.3 and the second highest quarterly score since 2011. SkyTrain Attendant helpfulness was the best performing category with a score of 9.1 out of 10, a true testament to how effective frontline staff have performed their duties during the COVID-19 pandemic. • For WCE, its overall score improved over Q4 2020 by 0.1, to 9.0. This is the highest score for WCE since Q1 2019. The Helpful Staff category increased the most, by 0.5 (9.4, from 8.9 in Q3 2020). Implementation of McNeil recommendations An important part of the McNeil Report was the recommendation to improve customer communications during delays. This recommendation included upgrades to digital displays (platforms, entrances, general), public address (PA) systems and closed-circuit TV (CCTV), which were aging and had not been upgraded Page 1 of 7 since the beginning of SkyTrain. All these measures provide a better daily customer experience while also being a valuable communications tool during delays. • For the past two and half years, BCRTC has undergone a comprehensive modernization of our station customer systems by adding 280 new customer information displays, over 1,400 speakers and improved station safety and security with HD cameras. This massive project has boosted the customer experience by improving our ability to communicate with riders in real-time, providing essential service information and next train times. This has been a collective effort across BCRTC, and staff have worked diligently to deliver this project by collaborating, looking for ways to speed up implementation and thinking innovatively about how to deliver a major capital project during business hours. Members of the Field, Safety, Security, Power, Electronics, Systems and AIO teams have been instrumental in making this project a success. • The SkyTrain customer communications project was one of the last two recommendations left to be completed from the McNeil Report. The final project remaining is the OMC1 power system upgrade project, which is anticipated to be completed in Q3 2021. When complete, the project will provide an upgrade to our on-site power, but also increase our system’s redundancy (meaning improved system performance and reliability) and provide an extra back up in case of power failure. To this point, the project has installed new AC and DC equipment, and electrical room and Stores racking, as well as completion of testing, commissioning and cutovers. The next step is the installation of the Uninterrupted Power Supply system. Passenger Injuries Injuries to SkyTrain passengers continues to show improvement compared to previous years. This quarter, the passenger injury rate per million boarded passengers (pmbp) was 0.78, which was better than the target of 1.0 pmbp. In total, there were nine passenger injuries reported in Q1 2021. All were from falls: three on platforms, three on trains, two on escalators and one on stairs. As a comparison, there were 25 reported passenger injuries during the same time period last year that resulted in a passenger injury rate of 1.04 pmbp. The Passenger Injury Committee continues to meet and discuss common trends and controls to reduce passenger injuries. Passenger injuries are also discussed during monthly department safety meetings. TransLink Strategic Priority: Foster a safe, skilled and resilient workforce Zero Harm Safety Employee safety on our system and in our workplace continues to be our top priority. Zero Harm and Just Culture continue to be a focus of the department with a particular focus on Just Culture, which is a values- supportive system of learning from incidents and accepting it is human nature to make mistakes, yet also holding people accountable for producing an outcome and not doing harm. Safety-related activities this quarter include: • Determined incident methodology – ICAM (Incident Cause Analysis Method) and Why methodology. ICAM will be utilized for critical investigations. Four safety advisors have attended an ICAM training course and we continue to focus on further professionalization of our investigation capability to determine the root cause underlying incidents • Zero Harm – Field Level Hazard Assessments have been rolled out to Guideway, Power, Electronics, Elevating Devices. • Work began with employee communications and the Joint Occupational Health and Safety committee to redesign our safety banner campaign with input from staff. Employee participation is important for Page 2 of 7 this campaign as the Zero Harm message must resonate with staff for it to be impactful. It is anticipated this banner campaign will be launched in Q3. Lost Time Incidents (LTI) Employee injuries continue to trend down as noted in previous quarters. In Q1, there were seven LTI claims accepted by WorkSafeBC, compared to 11 in the previous quarter, including three mental health claims and four physical injury claims. BCRTC’s Q1 (3.20) LTI frequency rate continues to be better than target (4.50) for this category. The number of lost time injuries this quarter compares favourably to the previous two Q1s – Nine in Q1 2020 and 14 in Q1 2019. A marked improvement and a testament to the efforts of staff and the Safety department. The Occupational Health and Wellness team focused on STA training and communications of resources available to staff. Zero Harm strategies and frameworks have been developed based on six components: awareness/branding, training, communication, human factors, safety management system and engagement. Various initiatives and revisions to existing programs are underway, including: • Team leads in Safety Department attended the Just Culture training in April, Subject Matter Experts in the department will attend upcoming training. • The Just Culture concept will be integrated into the safety review and investigation processes. • Safety department continues to track common trends/incidents and high injury frequency departments, which will then be followed by concrete action plans. • Risk assessments are ongoing for high-risk tasks in various departments, with a focus on ensuring that adequate controls are in place. • Research and gap analysis were completed to include the scope and best practices of a fatigue management program in line with Technical Safety BC (TSBC) guidelines. Engagement with BCRTC stakeholders continued in Q1, focusing on high-risk positions/departments. Environment • In Q1, we received the maximum BC Hydro rebate for completing BCRTC’s energy saving initiatives program. These initiatives implemented through 2020 included replacement of inefficient motors on pumps and compressors, regular maintenance and replacement of filters as well as a move to higher flow filters, installed programmable thermostats and schedule temperature setbacks, as well as engaging employees at every level to create a culture of energy conservation. In year one of this program, BCRTC has seen a 3.3% savings of electricity usage, which is a savings of 406,744 kWh. • BCRTC continues to participate with our enterprise partners on the 2050 Facility Renewable Energy program which is tasked with creating a roadmap to being carbon neutral for all our facilities. Emergency Management • Our emergency management team worked with the Vancouver Fire Department to deliver train lift training for Vancouver fire crews. This is important training for first responders to ensure they are well versed in the safe work procedures to lift trains in our guideways in case of an emergency. • BCRTC is currently assessing the impact of a unknown and high impact events (also known as ‘Black Swan’ events), which will assist the business and employees with a better response that have the potential of massive disruption to our system and the lives of our employees.
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