1. Per Gellert peg@moviatrafik.dk 11.11.2010 /Barcelona Quality for Passengers

2. Municipalities and Regions decide local service level Authority to Consultant All public transport tendered to private operators Production to service (Public) transport is a business where customers choose the offer that fits their needs best. If we cannot meet customer requirements we will loose market shares Passenger rights or not ! Movia trends

3. Understanding the Customer BEST – Benchmarking in European Service of Public Transport 1.000 interviews (telephone) with citizens aged 15 + Conducted March every year (2001 – 2010) Perceived quality – 10 dimensions (approx. 27 statements) Quality evaluated on a 5-point scale Special questions might be added A database with 70.000 interviews with citizens in European cities 2001- 2009 Traffic Supply Reliability Information Staff behaviour Personal safety image Comfort Social image Value for money Satisfaction Loyalty Quality dimensions

4. Focus on Number of departures Waiting time short at transfers Easy transfers PT runs on schedule Drivers of satisfaction - Copenhagen Travel time Reliability

5. Drivers of Satisfaction – BEST Cities Copenhagen Number of dept.Runs on scheduleShort transfers Geneva Number of dept.Short transfers Helsinki Number of dept.Short transfersRuns on schedule Oslo Runs on scheduleNumber of dept. Stockholm Runs on scheduleNumber of dept. Vienna Number of dept.Runs on schedule - Travel time and reliability – not a big surprise !

6. Development of Contracts 1990:Tendering started, focus on price, gross cost contract 1995:Introduction of quality measuring system with bonus and penalties 1996:Bonus max. 1% of total contract sum 1997:Bonus max. 2,5% of total contract sum 2004:Operators bid with quality level. Possible 2 year extension of contract (max. 8 years). Bonus max. 3% of total contract sum 2008:Possible 6 year extension (2+2+2) 2010:Operators bid with max. number of customer complaints. Passenger incentives introduced

7. Quality Measuring System Topics or questions External cleaning and maintenance Internal cleaning Internal maintenance Temperature Ventilation Noise Precision to time table Driving comfort Drivers service and appearance All in all impression of this trip Problem: Interpreted as customer satisfaction !

8. Incentives in Contracts – Case 150S Increase in passengers = increased satisfaction ! The agreement Income 10 kr. per customer Quality index < 800 pays 0 kr. per new customer No passenger maximum for bonus Each quarter add up separately New customers finances extra service Arriva/Movia share campaign costs Actions taken Significant increase in number of departures Arriva funds ”stop hosts” and Internet Media campaign to improve image Bikes on the bus Customer involvement (7.000 sms) The driver is captain (improved working conditions)

9. Incentives in Contracts – Results 150S Lessons learned There has to be a market potential The line should have a high number of passengers Drivers want to contribute Drivers absence due to illness decreases Increasing number of passengers is possible Increasing number of passengers is a target that everybody understands Each campaign gives inspiration for improvements Improvements responding to costumer needs is the key to growth It’s a never ending process

10. Increase in passengers = increased satisfaction But we need to measure it ! Create the framework for cooperation between PTA, Operator, Municipality Still focus on increase in number of passengers Spread out 150S experiences Adjusted customer satisfaction survey Make it the operators business to attract new customers Operators actions: Reliability Environment Travel time Local business Incentives in Contracts – Next Generation

11. Conclusions Customer focus is necessary if public transport is to be the future solution for effective and sustainable transport in our cities Measure real customer satisfaction Involve PTA, Operator and local government Focus on solutions that increases services and improves speed and reliability Customer quality incentives in contracts is ”hard work”, but necessary It takes time to change from operation excellence to a real service oriented business Incentives must be sufficient to make operators invest in new business areas