Vol. 5 CoMET and Nova September 2011 Newsletter

Community of Metros CoMET

Inside this issue:

Improving metro finances through 1 Improving metro finances through benchmarking benchmarking This fifth CoMET and Nova newsletter comes at a critical Determinants of metro delay 2 time for many metros. Growing incidents concern over budgetary defi- Information during disruptions 2 cits has become particularly pronounced for many North Control of passenger flow 2 American and European met- Fares for stakeholders 3 ros where the economic down- turn has triggered funding Customer service 3 crises in their cities. But the long term economic sustain- PTI safety and accident precursor 3 ability of many Asian and monitoring South American metros has Despite financial pressures, demand in North American and European cities The CoMET and Nova work pro- 4 also been undermined by ex- remains high or is continuing to grow. (Photo New York Metro, 96th Street gram amples of poor fares policy Station) Best practice compendia 4 and many are challenged by rapid network growth. The CoMET and Nova process marking study on escalator New suburban rail benchmarking 4 has rapidly identified opportu- asset management are ex- Benchmarking is an essential group created nities for cost savings, higher pected to save London Under- tool for metro leaders at times revenues and improved effi- ground £100 million (US$ Singapore SMRT development 5 of hardship as it is used to pin- ciency; moreover it allows met- 150m) in maintenance costs and installation of STARiS point weaknesses and ros to consult each other, for- over the next 20 years. This strengths in a metro’s cost and Hong Kong MTR – Enterprise risk 5 going the need for external year, one metro has secured a revenue structure and help management framework consultants. Indeed, actions 1% increase in fare levels from prioritise scarce resources. resulting from a recent bench- its transport authority, sup- Knowledge-sharing — London 5 Underground and Metro de Ma- ported by benchmarking sub- drid missions by the RTSC at Impe- rial College London. Membership developments 6 Nonetheless, metros need to continue to offer high levels of Centre for Transport Studies safety and service quality to their customers if they are to Department of Civil Engineering retain revenues and public South Kensington Campus support at a time of increasing London, SW7 2AZ competition for government UK funds. [email protected] This newsletter reflects on this T: +44 (0)20 7 594 6092 current climate by focusing on F: +44 (0)20 7594 6102 the highlights of recent case studies that support these www.comet-metros.org Asian metros continue to expand at a record rate. plans to aims. expand from 14 to 19 lines by 2015 and extend many existing lines in- www.nova-metros.org cluding Line 10 where 30km and over 20 stations are to be added by Sep- tember 2013. www.RTSC.org.uk Page 2 CoMET and Nova Newsletter Recent case studies Each year of the CoMET and Nova work programmes, three in-depth research case studies are performed for each group. Below and opposite are the summary findings from six of the latest studies .

Determinants of metro delay incidents Train service reliability is a key from 15 different CoMET & specific factors help explain metro management objective Nova metro systems over the the variation in incident per- and a major part of a success- period of 2005-2009. formance, where such factors ful operation. Incidents on the refer to differences in mainte- The results indicated that network are likely to cause nance and management prac- among the main factors ex- delays to the train service, tices, operations management, plaining differences in incident perturbing the punctuality and health & safety procedures performance are the technol- regularity of the metro opera- and so on, across urban met- ogy of train operation, passen- tion, and hence its reliability. ros. ger demand, the peak service Therefore one way to improve level operated, and the practi- The study considered the range of train service reliability is to cal capacity available. On the factors affecting reliability. reduce the occurrence of inci- other hand, engineering and dents in urban metro systems. more fixed factors such as the This study used statistical type of track support, rail con- techniques to identify the main nection and rolling stock factors explaining the variation wheel, were found not to affect in the number of delay inci- incident levels. The findings dents across 42 metro lines also suggested that metro-

Information during disruptions This case study focused on the communicate. growth in customer expecta- provision of customer informa- tions mean that metros must One key finding is that tradi- tion during disruptions to explore the use of advanced tional channels, especially metro service. The study ad- channels as well. public address systems, are dressed defining and under- still the most used and most There is an increasing focus on standing disruptions, good effective channels in providing and demand for real-time in- everyday practices (such as information during disruptions, formation, and advanced signage, training, and coopera- and metros must therefore channels like smart mobile tion with other transport maintain these channels for devices offer the possibility of The objectives of this study were to modes), information control the foreseeable future. How- pushing real-time, customised examine who should tell what to and dissemination (including ever, significant growth in the information to the customer whom, when, and the information the control centre and the variety and sophistication of right when they need it. channels used to do so (how). varying information needs of information channels available different audiences), and the to metros and even faster information channels used to

Control of passenger flow This case study took a holistic of stations in detail. Analysis tions that were reviewed in- view of passenger flow through was undertaken across these cluded peak pricing, changing stations, including entrances stations to find bottlenecks, train service patterns and the and vertical circulation, plat- emphasising that problems design of stations - for in- forms and boarding trains; a can lie in many different areas. stance providing multiple en- way of thinking unfamiliar to trances and exits along the While there are specific best some metros. platform for arriving and leav- practice options that include ing flows. In many members’ networks, demand Based on questionnaire re- better signage and announce- has changed quickly while train and sponses, the study examined ments, improved use of staff, station capacity is fixed in the short- metros' existing practices and separating passenger term. across the three station areas, flows, wider strategic issues and also scrutinised a number were also considered. Solu- Vol. 5 Page 3

Recent case studies continued...

Fares for stakeholders—supporting metros’ dialogue with their governments Metros throughout the world Analysis has shown that metros labour and energy were rising require a much more robust and share the problem of how their require a steady-state level of faster than inflation, yet labour principled approach to fare set- high costs of operation, mainte- reinvestment funding equivalent productivity was actually falling ting and regulation to achieve nance and renewals are paid to at least 40% of average oper- for 75% of North American and these aims. In particular, fare for. Recently the RTSC has ating costs – much higher than European metros. The conse- adjustments must be applied undertaken extensive research assumed depreciation. Depend- quence was that cost recovery regularly and systematically (a for the Nova and CoMET groups able funding is required to pro- from fare income was falling for formula is good practice), better on metro funding and fares poli- vide stable levels of renewals 70% of metros, increasing the reflect the costs of inputs and cies. Case study reports include and enhancements. burden on governments and affordability, support the impera- Metro Sustainability (CoMET taxpayers to fund the necessary tive to renew assets and en- The ability of a metro to meet 2009 and its forthcoming 2011 investments in the existing hance service quality and, rising customer expectations update) and Fares Funding and metro. through differential pricing, and to provide a sustainable Financing (Nova, 2010). The more closely reflect the variable level of service quality in the The research outlines how fare research aims to provide metros cost of travel. medium to long term depends setting and funding policies can with the information and under- crucially on the supporting fund- be improved to better reflect the standing of fares and funding ing regime and the fares policies true economics of urban metros, issues that are needed for an that underpin it. Yet to 2009, support investment and achieve informed dialogue with govern- fares were falling in real terms economic sustainability. It is ment, transport authorities and for 60% of metros. Unit costs of clear that metros in most cities other stakeholders.

Customer service While metros have long been service in the following areas: tomer service requires top-level customer and employee satis- focused on the mechanics of commitment first, followed by faction and ultimately improved operating the railway, this study  Commitment (mission/vision clear organisational responsibili- metro reputation and support examined the growing impor- statements/customer char- ties for customer service and for funding. tance of customer service in ters); the understanding that cus- metros. Metros must not only  Customer service staff; focus- tomer service is everyone’s job. achieve and maintain technical ing on four models of station Although customer service is proficiency (e.g. safety and reli- staffing and the factors influ- unique in metros due to the ability) but also become service- encing station staffing; and volume of customers, the proc- oriented, customer-focused  Customer interfaces, specifi- ess of running a railway, and organisations. cally information, customer economics, metros can learn The study examined trends in input (customer feedback/call from other industries and each customer service from other centres) and ticket machines other to implement best prac- “Customer service must industries and identified best One of the key findings of the tices that lead to positive cycle practices in metro customer study is that improving cus- of benefits, including improved be every employee’s job”

Station and Platform-Train Interface (PTI) safety and accident precursor monitoring This case study examined how key recommendation is that most effective strategy to im- to improve safety in stations metros collect complete and prove PTI safety, as they virtu- and at the platform-train inter- accurate data about injuries in ally eliminate PTI incidents for In Hong Kong, Platform Assistants supervise boarding in stations with and face, where the greatest num- order to understand, manage, most metros, a finding strongly without PSDs ber of injuries and fatalities and improve safety. supported by recent evidence occur in metros. Metros must at Paris RATP. Further still, the The report includes best prac- consider short- and long-term doors help to improve train tices in station safety, focusing actions regarding station de- service reliability. Metros on vertical circulation and pas- sign, safety devices, staff ac- should consider retrofitting senger flow, and in PTI safety, tion, and passenger behaviour. stations where there are high looking at common incidents, A lack of data in many metros PTI incidents with platform gaps, and the use of platform is a significant limitation and a doors. doors. Platform doors are the Page 4 CoMET and Nova Newsletter

The CoMET and Nova work programme Each year, for CoMET and Nova from Nova members will shape Nova Annual Meeting was espe- Two technical workshops are separately, the work programme the 2011-12 phase of research. cially valuable as senior repre- taking place under the current is developed and decided at the sentatives from other metros in work programme; a risk man- Further to the Annual and Man- annual Management Meetings. the region, for example Hong agement workshop hosted by agement Meetings, the CoMET Results of the work programme Kong MTR, attended construc- Hong Kong MTR in October, and and Nova programme offers are then shared and discussed tive meetings to share experi- a Communication Based Train uniquely valuable knowledge- six months later at the Annual ences and practices. A similar Control (CBTC) workshop hosted sharing opportunities; firstly for Meeting. In the latest year, New day is taking place over the by in No- high-level executives at the York MTA were the hosts of the CoMET Annual Meeting in Sao vember. CoMET-Nova joint CEO/COO successful CoMET Management Paulo. Days, secondly for specialist Meeting and the group is looking technical consultations through forward to the 2010-11 Annual Representatives from CoMET member organisations met in New York from the 2nd to4th March advanced, joint workshops, and 2011 for the CoMET Management Meeting hosted by MTA. Meeting in Sao Paulo in October. thirdly through regional meet- In April 2011, Taipei proudly ings for geographically closer hosted the Nova Annual Meeting members to share more region- where the results of the latest specific issues. Nova work program were pre- sented. The 2011-12 Nova Man- The CEO/COO days usually occur agement Meeting is being held in tandem with the Annual Meet- this month in Montreal, hosted ings and the latest CEO/COO by STM; where representatives day held in Taipei alongside the

Best practice compendia Over the years, CoMET and with high-level best practice Further best practice compen- Nova have amassed a large messages for use with internal dia are planned and will be quantity of knowledge in a and external stakeholders. organised into five areas: ser- wide range of subject areas. vice operations; labour; main- Compendia are available cov- Many best practices have tenance; passenger behaviour; ering Energy Efficiency, Rolling been identified, but without and incident recovery. The Stock, and Service Quality. A reading a whole study it is compendia will assume that fourth compendium, on Opera- difficult to extract and imple- the reader has no previous tional Efficiency is now under ment the findings. As part of knowledge of the work under- development. This will exam- the groups’ knowledge man- taken by CoMET and Nova, ine practices concerning the agement strategy areas of and provide sufficient informa- day-to-day operation of trans- knowledge are now being com- tion for the metro to duplicate porting passengers whilst mini- piled into best practice com- and implement the practices mising waste. pendia, providing members themselves.

New suburban rail benchmarking group created Following interest from several through the successful manage- studies, clearinghouse studies discussion with many enthusias- suburban rail operators, the ment of the CoMET and Nova and other research were shared. tic prospective members. The RTSC at Imperial College has metro benchmarking groups, current members are BART (San ISBeRG plans to grow to a simi- founded an international bench- and the International Bus Francisco), CPTM (Sao Paulo), lar size as CoMET and Nova: 12- marking group for suburban Benchmarking Group. DB S-Bahn (Munich), DSB S-Tog 15 members, and is currently in railways. This group aims to (Copenhagen), JR East (Tokyo), In November 2010, Phase 1 of provide a framework for the London Overground, Metro Train the benchmarking process London Overground is the 2010/11 chair identification and sharing of Melbourne, MTA Long Island Rail started, with 11 participating best practices within the subur- Road and Metro North Railroad operators. The group success- ban rail industry. The group will (New York), NSB (Oslo) and Syd- fully held its first annual meeting build upon the 15 years of ex- ney CityRail. in Munich in June, with full at- perience gained by the RTSC tendance. The results of case Vol. 5 Page 5

Best practices Shared instances of the development and implementation of best practice from CoMET and Nova members.

Singapore SMRT - development and installation of STARiS As rail networks grow in com- ployable, and cost-efficient on- Key benefits of the system in- which aims to be fully auto- plexity, the need for a more user board audio-visual passenger clude: flexibility – with local dis- mated and will display additional -friendly and sophisticated pas- information system – the SMRT tance-based triggers rather than information. senger information system be- Active Route-map & Information fixed beacons, accuracy – using comes a necessity. Currently System (STARiS™). the intelligent on-board algo- available commercial systems rithm, responsiveness – syn- have a number of drawbacks; chronising with station informa- they can be expensive to pur- tion over radio, and operational chase, operate and maintain, agility – automatically sensing slow and complex to deploy and stock-type and performing look- update and are often less flexi- ups on the fly. The system is ble trigger-based Automatic also easy to implement and cost Train Control (ATC) systems. -efficient overall.

In 2007, SMRT chose to develop After the successful roll-out of The lightweight, unibody enclosure is no the solution in-house and cre- STARiS 2.0 Information Display showing version 1.0, SMRT engineers are thicker than a CD case and fits into exist- progress along route and other information ated a highly flexible, highly de- now developing version 2.0 ing advertising panels

Hong Kong MTR – Enterprise Risk Management framework

In response to the changing The ERM framework provides a The Hong Kong MTR Enterprise Risk Management Framework. business environment in Hong clear view of key risks facing Kong, new challenges from MTR. It also assists executives mainland China, and overseas and individual business areas to growth initiatives, MTR has es- manage the risks and supports tablished an Enterprise Risk the board in discharging its cor- Management (ERM) framework porate governance responsibili- for the strategic management of ties. business risks. The framework is overseen by The framework embeds a proac- the Enterprise Risk Committee tive risk management culture (“ERC”), who regularly review the into every management proc- nature of business risks. MTR esses and articulates the com- have also launched a commer- pany’s risk culture. It also helps cially available risk management to sustain business success by IT system; capturing multi- preparing staff to respond to disciplinary risks and best prac- changing business environ- tices under one platform. ments. Knowledge-sharing — London Underground and Metro de Madrid

Following a Comet member visit topic for both operators, with Following the success of this of Metro de Madrid (MdM) in MdM upgrading lines 1, 6, and 7 program, a memorandum of Andy Heath, Senior Asset Engineer, LU 2008, London Underground (LU) and LU improving the Jubilee understanding between LU and witnessing night-time CBTC testing in and MdM have developed a and Victoria lines. MdM man- MdM has been jointly signed. Madrid: program of cooperation and aged to implement changes Further still, the Greater London knowledge-sharing. This has without the need for closures. In Authority were interested in the involved further site visits, rolling light of this, LU made changes to cooperation taking place be- stock inspections and even an future phases of line upgrades tween the two metros. Both exchange of engineers. in progress. LU were also inter- organisations intend to go on ested in reliability, availability & cooperating and further activi- The implementation of Commu- maintainability initiatives that ties are currently under develop- nications-Based Train Control MdM had adopted which ap- ment. (CBTC) has been an important peared feasible for LU. Membership developments

In 2011 CoMET welcomed as the newest member of the group, STIB Brussels have joined Nova, and Metro Taipei have moved from Nova to CoMET following years of sustained growth. Centre for Transport Studies Guangzhou Department of Civil Engineering South Kensington Campus Guangzhou is China’s third largest city with a municipal population of 12 million. It is located in southern China and it is the capital of London, SW7 2AZ Guangdong province UK

E: [email protected] The Metro T: +44 (0)20 7 594 6092  Network length of 236 Km F: +44 (0)20 7594 6102  4.4 million passenger boardings per day  2010 annual boardings totalled 1.18Bn www.comet-metros.org  14,035 employees www.nova-metros.org  8 lines serving 144 stations  Assets of 35.4Billion RMB www.RTSC.org.uk

Construction on the first line began in 1993 and the network is expanding very rapidly. Very significant growth is planned with total investment of 63Bn RMB (US$9.8 Billion) to develop new metro lines and intercity rail, 73 km of metro lines are under con- struction so that by 2015 there will be 12 lines in total. CoMET membership and coop- eration will be invaluable for Guangzhou as it manages the rapid expansion of its network and continues its strong com- mitment to self-improvement. This will also be of great benefit to other CoMET and Nova sys- tems undergoing expansions and meeting growing passenger demand.

STIB Brussels Brussels is the capital, and largest city in Belgium and has a metropolitan population of 1.8 million. It is also the seat of the Euro- pean Parliament and is host to a number of associated organisations. The Metro  Total network length of 41km

 7 lines serving 68 stations

 79.6 million passenger journeys per year Construction for the first underground tramway line began in 1965. A modernisation program is under- way with the planned automation of 2 lines by 2016. There are also plans to complete a new line by 2018 and develop an RER network by 2017 By joining Nova, STIB will be able to learn from, and share with, other operators in similar-sized cities, with comparable network ages who utilise similar technologies and face similar challenges.