Take pride in the journey

Our Plan Introducing South Western Railway All lines lead to London. But it is the individual towns and communities along every branch of our network we are focused on serving. Our focus, our commitment. Our corner of the network Your corner of England. Together, we are unrivalled

I am delighted to have been appointed Managing Director of the South Western Railway (SWR) franchise. Our future is exciting with transformational projects taking place across the franchise that will drastically improve our customers’ experience.

I look forward to leading the team at the to deliver the best possible experience for the way that our customers live and work. Line. Increasing localism is driving more new South Western Railway franchise, our customers. Working together as an We will introduce more flexible season grant funding decisions to the regions. and to build on the respected foundations effective team, we will change this railway tickets and you will see the introduction We will deepen our relationships, and established by the previous operator. for the better. of an extensive pay-as-you-go smart work with stakeholders and industry Our customers can look forward to new ticketing system called Tap2Go and mobile partners to make the case for new Our investment in a fleet of 750 new and better trains, more seats, improved barcode ticketing, as well as discounted funds to be invested in our network, our vehicles to be introduced by December service frequencies, quicker journey times, tickets for young people aged between 16 services and our communities. 2020 will not only boost peak seats into enhanced stations and more flexible fare and 18. Our customers will be able to be Waterloo every morning and evening by options. Through our extensive consultation more productive when travelling with us, We know that our railway is vital to the around 30% - some 52,000 additional during the re-franchising process, we know with better Wi-Fi coverage and enhanced region and the people and businesses it seats at peak periods every weekday – that these are key issues for our customers bandwidth. serves. We are committed to changing but will also provide a much improved and stakeholders. We will keep people our railway for the better – for the benefit experience for many of our customers As well as being trusted as the custodians moving and communities prospering of our customers, our employees and through the provision of air-conditioning, of our railway today, we recognise that across the South Western network. our stakeholders – and I look forward toilets and at-seat power. But our we have a responsibility to put it in a to working with you all in the coming The plans that FirstGroup and MTR customers will not have to wait until then sustainable position for the future. We months and years to do just that. have put together for SWR demonstrate for improved capacity and comfort. We will launch the biggest rail franchise our focus on our customers and our will also introduce 90 additional as-new apprenticeship scheme in the UK and Now is the time for South Western determination to deliver positive change vehicles by December 2018, which will we will build long-term capability in our Railway. and capacity increases to your railway. provide a more appropriate seating layout employees through investment in customer Our customers must sit at the heart of for customers on our fast services on the experience training. Our environmental Andy Mellors everything that we do, and our plans route, and allow existing rolling responsibilities are important to us, and we Managing Director for SWR will transform our customers’ stock to be cascaded elsewhere on our are investing to improve our environmental South Western Railway experience for the better. We will work network. Change will also go beyond our performance through reduced carbon August 2017 collaboratively with our suppliers and trains as we will invest £90m in stations emissions and sustainable resource use. stakeholders, and provide our employees to give our customers the facilities they We are also committed to working with with the right training and tools for their expect. We know that we need to improve stakeholders on the to develop jobs in order to be engaged and empowered our ticketing arrangements to better suit a longer term sustainable solution for Island

4 5 2.0 About South Western Railway

Our roots We’ve come from strong roots, and from a railway system that has had to deal with significant growth. From the creation of the London and South Western Railway in 1838 to its nationalisation in 1948, becoming part of the South Western division of Network SouthEast in the 1980’s and a return to privatisation as in 1996. The South Western network has had to evolve and grow throughout the years, and there are still exciting transformations to come. The railway has seen the reopening of stations such as Chandlers Ford, the integration of with the , the introduction of new timetables and new rail services. This history must be remembered and built upon, and our plans will ensure our railway is an innovator and trendsetter for generations to come.

Waterloo Station Clock

6 7 Milton Keynes, London Birmingham and the North Victoria Watford Junction London Brentford Waterloo Syon Lane Windsor & Shepherd’s Bush Eton Riverside Isleworth Hounslow Kew Bridge Kensington (Olympia) Datchet Heathrow Chiswick Vauxhall Airport Virginia Water Sunnymeads Egham Barnes Bridge Queenstown Wraysbury Road Longcross Sunningdale Whitton TwickenhamSt. MargaretsRichmondNorth Sheen BarnesPutneyWandsworthTown Clapham Junction Staines Ashford Feltham Mortlake Wimbledon Martins Heron Strawberry Earlsfield Ascot Hill Croydon Where we are now Raynes Park Bracknell Winnersh Triangle Wokingham SheppertonUpper HallifordSunbury Kempton HamptonPark Fulwell Teddington Hampton KingstonWick Norbiton New Oxford, Birmingham Winnersh SWR has some of the busiest routes in the country, operating nearly 1,700 services each weekday. and the North Hampton Court Malden Thames Ditton Berrylands Chertsey Surbiton Malden Motspur Reading to Gatwick Airport Chessington Earley Bagshot Esher TolworthManor Park We provide commuter, inter-urban, regional and long distance services to passengers in South Hersham Crowthorne Addlestone Walton-on- Bath, Bristol, South Wales Reading Thames North and the West Country Camberley Hinchley Worcester Beckenham West London and southern counties of England, as well as providing connectivity to the ports and Park Junction South Wales, Trowbridge Byfleet & Wood Bradford- Westbury Brookwood Birmingham Bath Spaon-Avon Newbury Sandhurst New Haw Weybridge Stoneleigh and the North Reading West Frimley Elmers End Claygate airports in the region. Chessington Ewell Farnborough West Byfleet South New Blackwater West Bristol Mortimer West East Addington Temple Meads Bramley Woking Oxshott Croydon Croydon Frome Epsom As well as commuters and business travellers, SWR transports leisure travellers across the region, Taunton, Farnborough North Exeter and the Warminster Worplesdon West Country Bristol Airport Templecombe Fleet Ashtead Whitchurch Cobham & to many tourist and heritage sites, and the numerous major sporting and social events that take AxminsterCrewkerne Castle Cary Gillingham Salisbury Winchfield Stoke D’Abernon Honiton Tisbury Grateley Andover Overton Ash Vale London zonal area Leatherhead Yeovil London Road Clandon Horsley where Oyster Bus Station Ash Wanborough () Pen Mill Basingstoke North Camp is accepted Hook Box Hill & place along the route every year. Taunton and Aldershot Effingham Bookham North Guildford Junction Westhumble Yeovil Dorking Redhill Feniton Sherborne Micheldever Junction Farnham Okehampton Whimple Dean Chandler’s Ford Farncombe Shalford Chilworth Gomshall Dorking West Dorking BetchworthReigate Winchester (Deepdene) (Summer Only) Cranbrook Mottisfont & Shawford Bentley We recognise the important role that SWR plays in this region, with so many people and Dunbridge Godalming Gatwick Pinhoe Airport Parkway Eastleigh Alton Milford Airport Exeter Exeter Central businesses relying on the services that we provide. St. Davids St. Denys Witley Three Swaythling The Bridges Southampton Bitterne Hedge End Watercress Haslemere Central Line Paignton, Liphook Woolston Brighton Now, as SWR, we do not want to stand still. Our customers in London and the South West are Plymouth and Millbrook Town Alresford Penzance Redbridge Quay Sholing Liss Exeter Airport Totton Netley Botley Petersfield Thornford Ashurst (New Forest) Rowlands Castle Brighton, Eastbourne, always on the move and as their train company, we will not be any different. Our plans for the future Hamble Hastings, Ashford Beaulieu Road Bursledon Havant International and the Brockenhurst Hythe South East Yetminster Swanwick will embrace the history of the network, and improve on it. We will work hard to deliver a railway Sway Portchester Bedhampton New Milton Exmouth Bournemouth Airport Hinton Admiral Fareham Cosham Hilsea Network Map that will make our region proud. Christchurch Fratton Chetnole Pokesdown for Boscombe Lymington Town Stations Bournemouth Gosport Portsmouth & Managed by South Western Railway Branksome Lymington Pier Maiden Cowes Southsea Newton Parkstone Portsmouth Harbour NOT managed by South Western Railway Head Southsea Hoverport Major Interchanges Hamworthy Isle of Holton Heath Ryde Esplanade Yarmouth Wight Connections to Wareham Ryde St. Johns Road Other services Dorchester Wool Isle of Wight Steam Railway Smallbrook To France & Spain West Moreton Wootton Junction Bus links Dorchester Brading South Swanage To Channel Islands Ferry links and London Tramlink Upwey Railway Sandown Weymouth Swanage & France Hovercraft links Lake Shanklin Pay as you go is valid on journeys within London Ventnor zones 1-6. Traveling beyond this area requires an additional ticket, or you may be subject to a and liable for prosecution.

8 9 Waterloo and South West Upgrade Why this is being done There are more than 230 million passenger journeys on the railway to and from London Waterloo every year – an increase of over 100 per cent in 20 years. London Waterloo is Britain’s busiest station, and a vital part of one of the most heavily used railways in the country.

In the coming decades, The investment at London Waterloo will: This is the biggest investment to our railway forecasts that demand will increase again by • Create a spacious, modern and for decades. It will provide a bigger and 40% (2014 – 2043), and this demonstrates accessible station concourse by better London Waterloo, with improved that the Waterloo and South West upgrade rebuilding the former Waterloo facilities, and also provide space for 30% is needed now, for the present and the International Terminal. more passengers during the busiest times future. This programme will help alleviate of the day. This investment will also pave congestion at Waterloo for years to come, • Increase services by bringing platforms the way for providing more space and and the major investment will transform 20–24 back into use and introducing journeys for longer distance passengers in Waterloo station and improve passenger modern facilities along with new track the near future. The upgrade at Waterloo services. and signalling. will be transformational, and will improve • Allow longer ten-carriage trains to run to everyone’s experience of using the station. What is going to be delivered suburban routes by extending platforms

The Waterloo and South West upgrade will 1–4. deliver improved capacity, services and facilities across the London and South West Across the network, the Waterloo & South Significant growth region. The Waterloo and South West upgrade West Upgrade will bring: 2017 programme is an £800 million investment • Longer platforms for longer trains, at The railway now to create 30% more space for passengers a number of stations on the Reading Post WW2 peak carries more people than at any other during the busiest times of the day. Work line. The platforms at Ascot, Bracknell, time in its history. on the Waterloo and South West upgrade Camberley, Chertsey, Egham, Feltham, started in April 2016 with the commencement Martins Heron, Sunningdale, Virginia of development of the former Waterloo Water and Wokingham will be extended International Terminal for domestic services. to accommodate ten-carriage trains. The project is expected to be completed • Improvements to depots and by December 2018 and will provide the maintenance facilities to look after the biggest package of improvements to London Decline from late 1960s network’s biggest ever fleet of trains. Waterloo since the 1930s. to early 1990s

10 11 Our Promise

At SWR we “Take pride in the journey”. We put the customer at the heart of everything we do; delivering consistency today and progress tomorrow is how we will provide a great customer service and operation for all of our customers. We are dedicated to safety and we will always aim to keep our customers and colleagues safe and secure when travelling or working with SWR. We will achieve our goals through embedding our core business pillars into every aspect of SWR.

Our business pillars are: Progressive for All help keep trains on time, whilst developing more energy efficient trains, stations and We will focus on ensuring that our service Consistent Delivery depots. Consistency is key in delivering more than will deliver a high standard of safety, 230 million passenger journeys every year. security and customer satisfaction, We will work with our employees, We will use our collective experience to but we will always strive for better. We customers and stakeholders to develop deliver a better, more consistent service, will aim to improve the experience for our business promise and business pillars seven days a week. We will support our everyone and are committed to inclusivity further to ensure everyone connected with customers with the right information and and sustainability. Aspiring to deliver the business has a stake in shaping SWR. journey options. ease and accessibility for all, will be our hallmark. We will engage customers and Personal Service colleagues in our plans for improvement Our people are our greatest asset and whilst we invest heavily in our trains, will guarantee continuity of service as stations and timetables to deliver better we improve and evolve our business. journeys for all. The experience and expertise of these Long Term Vision seasoned professionals is key to customer satisfaction but also to our plans to We know enhancing the experience for our innovate as a business. Our people will customers means innovating throughout be engaged and empowered with better their journey. With the combined training, better tools and better practices, capabilities of FirstGroup and MTR, our maintaining our high standards whilst customers will experience industry leading we invest in raising them to the highest innovation. We will boldly champion possible standards. customer experience with smart ticketing solutions, Wi-Fi on board and systems that

12 13 South Western Railway customer, 2021

He’s there. He’s always there Standing by the gates in his smart SWR uniform, exchanging ‘mornings’ as we flood by. We know where we’re going. Of course we do. We travel every day. Up to London in the morning. Home again at night. But the thing is, he’d help if we needed it. In fact, I have seen him helping. Last month he was “helping an old gent with a very large, battered leather suitcase – so old it had no wheels! I’m sure I’d have struggled without help.

That’s what I like. We can ask if we need to. But the station has clear signs and information, even my phone tells me where there’s space on the train before I reach

the station. What’s impressed me most? It sounds simple but the way they painted the platforms. Bright markings that match the doors where the train stops. It makes getting on so much easier. Oh, and there’s a handy shelter for “ those days when it rains. As I say, simple but so obvious I’m surprised no-one thought of it before. I like the new trains too. Nice wide doors, decent seats and there’s space to stand when I have to. They seem more punctual. Yes, of course they’re busy. They’ll always be busy but the thing is that they’re reliable. I’m really only late home when the boss wants something just as I’m leaving…and that’s not the railway’s fault!

14 15 Our Plans Improving South Western Railway Delivering £1.2bn investment Our plans to improve SWR are truly transformative for the customer Change is coming to South Western Railway as we improve the experience and for the region as a whole. Our plans will embed our experience for our customers - we’ll deliver better trains, more business pillars into SWR and we will have these front of mind as seats and quicker journeys. we deliver a franchise we can all be proud of.

Delivering better trains and more seats Delivering quicker journeys Our plans will: It will take time to fully implement our • Deliver an improved customer plans but we will commence work straight experience for our customers; away and over the next 12-months a number of schemes will be implemented New fleet of • Support the communities we serve; trains for suburban as we commence our transformation services by 90 programme. Some of the highlights of the • Support economic growth in the region; December 2020 new franchise are illustrated over the next carriages Doubling off-peak frequency to 4 trains per hour all day to both Metro-style services for • Unlock a range of benefits through few pages. 750 Windsor and Reading suburban services significant investment into the railway; and • Improve social and environmental responsibility. 30% More 22,000 30,000 Sun extra seats each morning extra seats each evening peak into Waterloo by peak out of Waterloo by increase Journey times reduced Services to match weekday December 2020 December 2020 on many routes off-peak frequency on most routes

additional 5 Southampton car trains for 18 Portsmouth fast Weymouth Portsmouth services with more comfortable Better South Coast 2+2 seating by Trains refurbished connectivity - including an additional December 2018 across the network Portsmouth - Southampton service

16 17 Brentford 30% More seats into and out of Waterloo in the morning and London Hounslow evening peaks. Waterloo Windsor Doubling trains Delivering a better travel experience to London.

Clapham Junction Improved Increased New trains journey times capacity or services 30% Richmond Wokingham Reduction in Wimbledon fastest typical off-peak journey time. Charging points accessible £90 million in station Better Wi-Fi speed from every seat on every Toilets on every At least 1,500 new car Bristol Temple Meads

investment and coverage mainland train mainland train parking spaces Around Reading

more400 Sunday Bath Spa services. Woking Delivering better tickets and journeys 12% new Reduction in suburban vehicles Westbury fastest typical 750 Basingstoke off-peak providing faster & more journey time. comfortable journeys.

Exeter St David’s £ Salisbury New smartcards across New innovative customer app Easier to use Simple and easy compensation Real-time information on all Farnham Guildford Portsmouth Line: the franchise with mobile ticketing ticket machines for late trains mainland trains trains per hour New Farnham to between London 13% and Portsmouth. Reduction in Guildford services. 4 fastest typical Dedicated fast rolling Increased off-peak stock. commuting journey time. Investing in our people and the communities we serve capacity. Southampton Central 10% Additional 1 train Reduction in per hour between fastest typical Portsmouth and off-peak Southampton. journey time. £ 100+ apprenticeships each year - the UK’s biggest Customer & Communities Working with the Isle of Wight New lower fares for 16-18 year Living wage for apprenticeship scheme Improvement Fund of £2.6m to build Island Line’s future olds and flexible seasons employees amoung rail operators annually from 2020 Bournemouth

Portsmouth & Southsea New direct services 9% Portsmouth Harbour from Portsmouth to Reduction in Weymouth. fastest typical Earlier service off-peak from Shanklin. journey time.

Weymouth

18 19 Our Challenges

Our plans will build on the legacy that has been put in place by South West Trains.

We have undertaken extensive research, of the network where we can deliver faster Customers want a quick and intuitive way evaluating the current services provided and journeys, which is to support growth and to buy tickets. We will invest in smartcard have listened to customers and stakeholders employment and we will consult on these systems and mobile barcode ticketing, better on their aspirations for the new franchise, as plans to ensure we have the necessary customer apps and easier to use ticket well as ensuring we meet all the Department support to deliver these improvements. In machines. When delays happen, we will for Transport (DfT) requirements for the addition we have plans to improve service make it simple for customers to receive their railway. This has driven our plans as the frequencies on the Windsor and Reading compensation. In addition, we will provide right course of action to take to benefit our routes as well as increased Sunday services easily accessible real-time information so customers. to match customer demand. customers know the status of their trains. One of the main challenges we have to Our customers are rightly demanding SWR is an integral part of the communities address is insufficient capacity. Not enough investment into the franchise to improve we serve. Therefore, our plans promote seats and overcrowding is restricting growth the customer experience. Class 444s and initiatives to strengthen our links with and provides a poor customer experience. 450s arrived over ten years ago and are local communities and will ensure that our Our introduction of 90 new suburban service now looking a bit tired, a number of stations services are accessible to the people SWR trains, additional 18 trains for Portsmouth need investment to bring them up to date; serves. Our Customer and Communities fast services and our work to develop the and facilities such as better Wi-Fi speed Improvement Fund will provide our timetable will provide the additional capacity and charging points on trains are important communities with improvements across the that is needed for the franchise, which is to to our customers. Our plans address these network. We believe that the Isle of Wight support growth and employment. issues and our investment in new trains, does not have the rail service it deserves, refurbished trains across the network; station and we will work closely with stakeholders Our customers feel that journey times need improvements and improved facilities will to deliver a more sustainable operation. to be sped up, and we agree. We will develop provide a step-change in the quality of the Our employees will benefit from the Living our timetable to achieve journey time customer experience. Wage, and we will support our employees by improvements and our new trains will enable providing over 100 apprenticeships each year. quicker journeys on the routes where they are deployed. We have identified the parts

20 21 We have developed our plans for the future of South Western Railway and we are committed to delivering a number of exciting changes for the new franchise

Our plan focuses on six main areas: Our high-level programme plans detail We will continually review our progress in when we are going to deliver the major delivering these plans and will report how • Customer Experience; changes to improve the customer we are performing against our company • Change and Growth; experience for our customers. objectives. We will also update our plans as We have been developing our plans since necessary in response to new opportunities • People and Sustainability; we bid for the franchise, but we will work and industry developments, and will be • Health and Safety; with colleagues throughout the business flexible in our delivery approach if we to develop these plans further, and will can deliver our commitments in a more • Business Management; and listen to our stakeholders on their views for efficient or innovative way. We will publish • Collaboration. how we can deliver our plans in the most our updated Franchise Delivery Plan on an effective way. annual basis.

Activity Date Timeline

New timetable: faster main line journeys More capacity at WaterlooImproved Delay Repay process for Increased capacity at London Upgrade Southampton Central 1,500 extra car parking Class 442 fleet in service (Platforms 1 to 4) 15 mins delay orEnhanced more apprenticeshipSubmit Islandscheme Line costedWaterloo option (PlatformsRefurbished 20 - 24) Class 444/450 fleet in serviceand higher suburbanBetter frequency on board Wi-FiAutomatic delay repayand WimbledonTap2Go Smart technology90 new inMetro use trainsRefurbished in service ClassNew 158/159 timetable: fleet faster inspaces service suburban at stations services

December 2018 December 2020 Aug 2017 Dec 2017 Feb 2018 May 2018 Jan 2019 Feb 2019 Dec 2019 March 2021

22 23 Customer Experience A great customer experience at every stage of the journey Investment in capacity, technology and improved reliability, are just a few initiatives that will put our customers at the heart of everything that we do.

We will change the culture within SWR to • Customers will be able to be far more • We will buy new mobile ticket machines, Transport Integration Stations one that seeks to delight our customers. productive with better Wi-Fi coverage, so our customers can buy tickets directly • We will work with local bus operators • We will invest £90m in our stations, We will collaborate with our customers, and enhanced bandwidth from our Customer Ambassadors at the including plans to revitalise Wimbledon communicate openly and build trust from station to provide integrated services for our • A new website and customer app and Southampton stations to give our day one. To ensure that we deliver on customers, and look to extend multi- will provide a much improved online • We will bring in a flexible season ticket customers the facilities they want our promises, we have a clear plan when modal ticketing experience for our customers for part-time commuters, and a recurring it comes to improving our customers’ • A Customer and Communities debit season ticket for customers to • Virtual branch lines will allow locations experience. • We will invest in better technology, Improvement Fund will deliver further spread the cost without a rail connection to be linked into communication and information systems the National Rail timetable through an improvements, chosen by customers and Digital and Ticketing on our trains, at our stations and online, Customer Information integrated connecting bus service stakeholders • Extensive pay-as-you-go smart ticketing taking the stress out of journeys • We will communicate clearly, giving • We will launch a Social Development system, Tap2Go by the end of 2019 – • We will form a partnership with • We will introduce Delay Repay in the first customers better information, when they Fund to transform unused station space Our customers will get a ‘price promise’ Southampton Airport, offering return 12 months, making it simple and easy for need it for community use from us, meaning they can tap safe in fares to London for airline customers our customers to claim compensation for the knowledge that they will receive • We will make it easier to get on our trains, • We will make stations more accessible, delays of 15 minutes or more On-Board the cheapest applicable single or day pointing customers towards quieter trains especially for our less mobile customers. return fare • A fully automated delay repay process for or quieter coaches within trains • We will introduce free Infotainment to our We will improve step-free access, install those buying season and advance tickets mainland trains. Our customers will be tactile steps and hearing loops. Our • We will make mobile phone barcode • We will provide live updates to passenger directly from us on smart media able to access films, catch-up TV, box sets, stations will have more automatic doors, tickets (mTickets) available on the information screens on all our trains, and games, newspapers and popular magazines priority seats and accessible toilets franchise for the first time • We will deploy new infrastructure, such as invest in new or enhanced information barcode readers at ticket barriers and ticket systems at stations • Every mainland seat will have access to • We will create at least an extra 1,500 • We will introduce value-for-money, vending machines that can issue smart recharging points and every mainland car parking spaces, and invest in car Advance Purchase fares on new routes, • We will improve wayfinding at stations, cards to meet varying customer needs train will have on-board toilets park technology to improve customer and new Advance Purchase fares to on trains and on our website convenience London from 33 stations, providing • We will invest in improving ticket vending • We will upgrade First Class, provide at least 1.5m customers with the machines, making them easier to use and complimentary refreshments and • We will install gates at 13 additional stations, opportunity for a cheaper fare easier to understand ticket restrictions inductive charging for mobile devices and extend gateline operating hours

24 25 Customer Experience over the next 12 months

In the next 12 months, we will: Transport Integration include improved retail and improved bus interchange on the south side Waterloo Upgrade • Create a new virtual branch line between Fareham and Gosport • Begin the introduction of Wi-Fi at stations • Run longer trains, and continue to provide without Wi-Fi availability currently information in advance to help journey • Start to deliver car parking improvements, planning including the introduction of Automatic • Begin improvements to station waiting Number Plate Recognition (enabling facilities • Ensure that both customer and employee payment on account and live capacity communications are of the highest level to data) and extra spaces Other Customer Service Initiatives keep everyone informed and ready for the • Introduce BlueAssist cards (BlueAssist is upgraded Waterloo • Update existing and introduction of new station travel plans and £1m Access and a simple way of asking for assistance for Digital and Ticketing Integration Fund people who require additional support in communicating with our employees) • Launch a new customer app and website with a roadmap to continually improve On-Board • Introduce ‘Back-On-Track’ compensation functionality tailored to SWR customer • Complete heavy clean programme for all vouchers, which provide our employees feedback rolling stock within the first 100 days of the with the ability to resolve customers issues franchise on the spot and have been successfully • Deploy a new customer assistance app for all rolled out at TPE and GWR front line staff on their existing mobile devices • Introduce new and more frequent cleaning practices to improve the customer • Introduce an Accessibility Forum • Introduce additional mobile devices to help experience whilst travelling on our trains our staff give great customer service • Run a Customer Satisfaction Monitor survey • Provide an upgraded on-board catering offer • Launch an online Customer Forum on selected services • 100 Customer Ambassadors will provide excellent customer service • Introduce a new Delay Repay policy to provide compensation for delays over 30 Stations • Create an extreme weather and planned minutes or more before improving this • Commence a station improvement scheme disruption action team further to compensation after delays of 15 at Southampton Central station, to minutes or more

26 27 Change and Growth Change and New state-of-the-art trains, more services, and more seats Growth over the Change and growth is coming to SWR. The future is exciting, changes that will unlock next 12 months the potential of SWR are being introduced from day one, and the delivery of £1.2bn in investment will drive these changes and support growth on the network.

We are not only changing and improving our Rolling Stock and 23 from Brentford. We will cut journey In the next 12 months, we will: train fleet, we are trendsetting and leading • We will completely transform capacity on times from Weymouth to London, reducing • Undertake preparatory work and the way in the railway industry with an the Windsor Lines and Main Suburban – them to 152 minutes consultation activity in readiness for the improved timetable, stations, technology We will introduce a complete new fleet of • We will deliver better connectivity on the major timetable change in December 2018 and numerous initiatives that will transform 90 trains by 2020, replacing the existing South Coast from December 2018, providing SWR into a railway to be proud of. • Appoint a Head of Continuous fleet, and incoming Class 707s. 750 new a cross-Solent service for the first time in Improvement to drive through cultural Capacity carriages will be operating on these routes a century, connecting communities from changes in our engineering team based on by December 2020 Portsmouth to Weymouth • Our customers will benefit from boosted lean principles • Our new fleet will have the quality morning and evening peak seats at Timetable • Develop proposals for a new depot to help Waterloo each day by around 30%, by customers expect. Each train will have • We will double the number of off-peak accommodate our new trains December 2020. Waterloo will see an extra toilets, air conditioning and at-seat power. It trains an hour to Reading and Windsor 22,000 seats in the morning peak, and over will have wide gangways for security, space • Introduce fuel additives to our diesel trains from two to four from December 2018 30,000 in the evening and comfort, and wide doors for ease of to make them more efficient boarding and alighting • We will introduce earlier services to meet • Procure Wi-Fi systems for passengers on • We will increase capacity with 18 additional local business needs Class 442 trains for Portsmouth fast services • For Portsmouth fast services to London, all vehicles in the mainland SWR fleet we will eliminate three plus two seating. • We will also provide a second semi-fast by December 2018, plus more standard • Commence the modification and Southampton fast services will use Class SWR service between Portsmouth and seats on Class 444s and Class 450s by refreshment of Class 158, 159, 444 and December 2020 444s - meaning this route will also have two Southampton, unlocking growth in the area plus two seating 450 rolling stock vehicles • We will add capacity to the West of England • We will improve the timetable outside the • We will almost halve the age of the fleet high peak – Sunday services will match • Procure track monitoring equipment to fleet. We will increase seating on Class 158s be fitted to our trains that is capable of and 159s. We will refresh and repaint the from 20 down to 12 years off-peak weekdays on most routes for the first time from 2018 with around 400 more providing real-time data on changes in fleet , increase its capacity and provide an Journey Time track conditions enhanced customer experience services • Reduced journey and dwell times - From • Re-traction and refurbish 18 additional December 2018, London Waterloo will be 73 trains ready for the December 2018 minutes from Reading, 29 from Hounslow timetable change

28 29 People and Sustainability Our people – our greatest asset and drivers of change

Our people are our most important assets • Working with our employees, we will • We will invest in leadership development, and are vital in delivering an excellent develop a new approach to internal ensuring we train the leaders of the future customer experience every day and will communications, using internal branding, railway be central to the successful delivery of our mobile technology and regular feedback • All our managers will have the chance to transformation plans. As a result, we will opportunities achieve an Institute of Leadership and invest in our workforce and will provide • We will create a culture of continuous Management qualification them with the tools and training to perform improvement across our business by effectively. • We will consult our people on changes investing in training our employees. This and they will elect an Employee Director People training will be used to empower our employees and contractors • We will work with Investors in People • We will develop colleagues with the right (IIP) to assess the quality of our working training and encourage the right attitude • We will give our employees the right tools environment and will look to certify our to delight our customers. This includes for the job. We will equip them with the organisation against the IIP framework our customer-facing employees receiving best tools so they can do their jobs, and the respected WorldHost training, and give them the best information, at the Sustainability managers receiving leadership training to right time, to support our customers bring the best out of their teams. We will We will be a responsible business, • We will launch the UK’s biggest ensure everyone in our business receives taking our commitment to sustainable apprenticeship scheme among customer experience training development seriously and ensuring we rail operators with around 100 contribute positively to society and the • We will invest in our employees’ apprenticeships every year. Partnering communities we serve, while minimising accommodation and wellbeing to ensure with the National Skills Academy for Rail, negative effects on the environment. We everyone who works for us does so in a our apprenticeship programme will set will develop and deliver a comprehensive healthy environment the standard for the industry Sustainable Development Strategy to • Our partnership with the Prince’s Trust structure our activities and deliver positive will deliver an SWR traineeship scheme sustainable development outputs.

30 31 A key feature of our approach to sustainable Water These are: Carbon Smart - we will implement initiatives sustainable procurement. We will investigate construction projects to ensure efficient properties and will develop innovation to development is focus on improving SWR’s • Installing Automatic Meter Readers on Customer Driven - we will listen to to directly reduce our emissions from all environmental complaints from local improve operational efficiency environmental performance. all of our water supplies to establish an customers in the development of our our fleet and buildings, implement an residents to minimise the local impact of our ISO50001 Energy Management System operations accurate baseline for our water usage approaches to improving the sustainability Being Transparent - we will publish our Reduce Emissions and Use and will monitor performance throughout of our operations and we will make decisions Employer of Choice - we will train our final Sustainable Development Strategy Renewable Energy • Delivering a 19% reduction in water the franchise. We will encourage the use that will contribute to improving the employees so they can make the right and results of delivering against this on an consumption against the baseline by the of public transport as part of our improved • Traction carbon emission reduction target customer experience. Direct engagement sustainable choices, will fund more ongoing basis. We will communicate our end of the franchise through the delivery door-to-door strategy to reduce carbon of 56% relative to 2015/16 levels through with customers, user groups and other apprenticeships and traineeships and will results publicly using forums such as our of water saving measures emissions from car use a fleet efficiency programme stakeholders will shape our Sustainable release our employees to undertake school website and the Customer Report Development Strategy • A 41% reduction in property energy use Management Systems Having a Positive Community Impact - and college outreach schemes on issues relative to 2015/16 levels through a range Putting Rail in Reach of People - we will we will support the work of Community such as safety and a career in rail. We will • Implementing an Environmental Rail Partnerships and Station Adopters to provide our employees with development of energy efficiency measures Management System across the franchise create a more accessible and inclusive railway from physical enhancements at make our stations an integral part of the opportunities so they can progress in their • A commitment to roll-out LED lighting to that meets the ISO14001 International stations to the deployment of Community communities we serve, will deploy our career with SWR significantly reduce energy consumption Standard Community Ambassadors to forge strong Ambassadors to encourage people who may Supporting the Economy - we will develop across our station estate links with local communities and we will • Implementing an Energy Management feel excluded from the rail network to use rail a sustainable procurement approach to support charities and volunteering • Solar energy generated at all of our depots System across the franchise that meets and implementing recommendations from encourage SMEs within our supply chain the ISO50001 International Standard and three stations our Accessibility Forum Reducing our Environmental Impact - we and will ensure our contracts consider will operate an ISO14001 Environmental sustainable development issues such as Waste We will report on our progress against our Providing a Door-to-Door Journey - we will committed Environmental Impact Targets on continually work to make it easier to make Management System, work to reduce local skills in the supply chain and delivering social • A target of sending zero waste to landfill an annual basis to keep you informed of how seamless door-to-door journeys and to air pollution, ensure the efficient use of value through our contracts by the end of our second year we are doing in delivering environmental resources and prevent unnecessary waste encourage greater use of public transport. Optimising the Railway - we will look to through waste minimisation and recycling. • Recycling and/or reusing 90% of waste improvements for SWR. We will make it easier to plan journeys optimise the performance of the railway We will work with our tenants to reduce generated and will focus on improving physical from design through to operation to deliver a Our approach to sustainable development their environmental impact and with our interchanges with other modes and will work sustainable railway. We will use recognised is structured around the Rail Industry’s suppliers as part of a ISO20400 approach to Sustainable Development Principles. with other transport operators to improve standards such as BREEAM for significant integrated ticketing

32 33 People and Sustainability over the next 12 months

People • Produce and adopt a Skills and • Report performance against our In the next 12 months, we will: Leadership Strategy and subsequently environmental targets launch our apprenticeship programme • Ensure regular updates with all of our • Commence our programme of energy employees • Deliver improvements to staff facilities efficiency improvements including LED across the network lighting replacements and installation of • Appoint an Employee Director to the SWR solar panels Board • Launch new training for staff and undertake a review of the Competency • Make changes to our waste collection • Appoint a team of Staff Champions Management System processes to increase recycling whose responsibilities will be to support wellbeing initiatives and provide feedback Sustainability • Implement the processes required for on employee issues expanding ISO14001 (Environmental In the next 12 months, we will: Management) and introducing ISO50001 • Hold our first employee conference • Finalise and publish our Sustainable (Energy Management) • Benchmark Investors in People Development Strategy progress as we look to progress towards • Provide training on sustainable accreditation development issues, including senior • Work closely with our Trade Union leadership training partners and colleagues • Hold a sustainability week to • Consult with employees on the new communicate sustainability issues uniform • Include sustainability as part of each • Conduct a ‘Your Voice’ employee survey Customer Report and on the website • Introduce a Staff App to improve • Begin to adapt our procurement communication methods processes to include additional consideration of sustainable development issues

34 35 Health and Safety Health and Business Management Think Safe, Act Safe, Be Safe Ensuring robust corporate Safety over the governance, business planning and innovation next 12 months

Safety is paramount, and a top priority • We will work closely with the British In the next 12 months, we will: With over 100 Committed Obligations to • A business planning cycle will ensure for SWR. We will always do everything Transport Police on joint security • Work closely with the BTP to tackle crime deliver over the course of the franchise, that we produce detailed business plans in our power to provide a safe railway for initiatives and reviewing our performance and anti-social behaviour whilst ensuring as well as ensuring overall compliance and updates to our Franchise Delivery our customers and our people. We will set in preventing crime and improving a secure customer experience with our Franchise Agreement with the Plan industry leading standards for safety and perceptions on security DfT, it is vital to have robust governance • We will work closely with the DfT to wellbeing and will be improving security • Introduce our “Be Safe” safety culture arrangements in place to manage delivery • Improved lighting, better maintenance, ensure reporting on delivery of the across our network over the duration of the programme of these activities. We will ensure that extended gateline operating hours and Franchise Agreement Committed franchise. We will work with our partners, SWR has the processes and frameworks visible staff and tenants at stations will • Undertake a trial for Body Worn Obligations and other issues are efficient including the Rail Safety and Standards in place to achieve this and compliance improve security and help our customers Cameras and transparent Board and the , to with all relevant standards. Each year, we feel more secure deliver cross-industry safety and security • Expect managers to set a good example will reflect on our plans and update them • We will support University Knowledge improvements. • We will invest in our people’s health and when it comes to safety, by engaging through our business planning cycle. We Transfer Partnerships with funding so colleagues on safety issues • We will look to continually reduce wellbeing will continually look to innovate to improve that they can develop new ideas for our customer and colleague injuries, • Continue to develop our Safety our business and customer experience adoption • We will provide access to Occupational and will encourage an innovative culture including protecting the most vulnerable Management System to reflect latest • We will launch an innovation fund for Health facilities for our staff and a mobile throughout the business. in society Occupational Health unit best practice and to ensure continual customers, employees and stakeholders improvement • Throughout the duration of the franchise, • We will work with industry partners to to suggest innovative ideas we will deploy our governance framework become recognised as a consistent • Continue to provide a team of Rail to ensure effective decision-making, purveyor of health and safety best Community Officers to patrol the network accountability and effective systems, in practice • Invest in depot safety enhancements areas such as finance and procurement • We will invest in new CCTV across the • Our Key Performance Indicators will be network used to monitor performance across the business

36 37 Business Collaboration Collaboration with Industry Partners and stakeholders is Management over imperative to a successful South Western Railway the next 12 months

In the next 12 months, we will: Collaboration is an essential part of the • Siemens and Bombardier to support our • We will form a far closer, more productive • Introduce a new finance system and future of SWR. We will collaborate to build engineering teams to deliver working relationship with Network Rail. We will electronic procurement system trusting and lasting partnerships. Our work trains every day – the right number, at the establish an Alliance with Network with local authorities and Local Enterprise right place, at the right time Rail so that our customers see better • Replace ageing IT infrastructure including Partnerships will deliver wider economic performance • Our collaborative partnership with the desktops, laptops and servers to improve benefits to the local communities we serve. DfT will support the shared franchise • We will work closely with the Isle of Wight the performance and reliability of key We will connect with other local transport vision and objectives Council to develop a sustainable future business systems providers to deliver joined up journeys and for Island Line: we will run a consultation our plans will continuously develop our • Our partnership with TfL will harness • Introduce a new management information with stakeholders on the route’s future partnership with Network Rail to deliver an MTR’s extensive experience in running system providing reporting and analytics and deliver a costed option to the alliance that benefits all. London Overground and around finance, procurement and Government performance • We will collaborate with our partners, and • We will collaborate with our customers, • We will work closely with the Isle of help them succeed in delivering their our employees and our partners. We will • Introduce a new franchise management Wight Steam Railway, and we will partner commitments communicate openly and transparently system to track the delivery of Committed with cross-Solent ferry operators, and Obligations • We will employ Regional Development • We will establish the South Western work with Wightlink, Red Funnel and Managers to engage with our Hovertravel to offer combined rail-sea • Make an electronic data portal available to Transport Partnership to understand, and stakeholders. They will identify ideas to tickets the DfT to improve data transparency deliver stakeholder aspirations, improve add railway capacity, and bring in third transport planning, drive innovation and • Implement our company governance party funding to deliver them report on our performance structure and processes • We will help Network Rail operate, • We will organise secondments between • Develop an Innovation Strategy and maintain, renew and enhance a reliable SWR and stakeholders, including local appoint an innovation lead within the railway authorities business • Work closely with a number of Universities to run innovation projects

38 39 Collaboration over Our Targets the next 12 months Our main indicator for assessing how we are improving the customer experience is through the Transport Focus run National Rail Passenger Survey (NRPS). We will improve our scores across a range of NRPS indicators over the course of the franchise and as a minimum are committed to achieving the following improvements.

NRPS Targets

In the next 12 months, we will: • Work with Industry Partners to develop a Trains We will target improvement in a range of Devolution Toolkit performance areas in the first 12 months • Continue to develop our alliance with 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Network Rail of the franchise to ensure we improve • Commence work to establish ISO44001 LD 67 69 71 73 74 75 75 75 our customers’ travelling experience with • Appoint a team of Regional Development partnerships with strategic partners M 66 67 70 73 74 75 75 76 us. We will aim to reduce the number Managers to lead collaboration activities • Run a stakeholder consultation and of cancellations, reduce delay minutes, OS&IL 68 69 71 73 75 75 76 76 for the franchise produce a costed option on developing a minimise short formations and improve our Public Performance Measure (PPM). • Work with stakeholders to attract third sustainable future for Island Line Stations We will report on how we are performing in party funding into the franchise • Establish the Island Line Customer and 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 future versions of this plan as well as on an • Work with stakeholders to establish the Communities Improvement Fund and ongoing basis at stations, in our Customer LD 72 74 76 78 79 79 79 79 South Western Transport Partnership allocate funding Report and our customer website. We will M 63 66 69 70 71 71 71 71 continually review and refine our plans • Run a stakeholder satisfaction survey • Create the Island Line stakeholder forum OS&IL 68 70 72 73 74 74 74 74 for improving performance through our • Publish a stakeholder report detailing annual business cycle. how SWR has acted upon feedback from Customer Service In addition, as part of our annual business stakeholders to deliver industry benefits 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 planning cycle we will develop targets • Work with Transport for London to create for safety performance, compliance, LD 70 73 75 76 76 77 77 77 a Partnership Agreement to improve the project delivery, employee engagement, delivery of our services M 58 61 63 65 66 66 66 66 innovation and sustainable development. OS&IL 67 70 72 73 74 74 74 74 We will report on our progress in future updates of the Franchise Delivery Plan. LD: Longer Distance M: Metro OS&IL: Outer Suburban & Island Line

40 41 Friars Bridge Court, 41-45 Blackfriars Road, London, SE1 8NZ