CUSTOMER INFORMATION An Industry response to the Office of Rail and Road Customer Information Programme
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CUSTOMER INFORMATION
An Industry response to the Office of Rail and Road
Customer Information Programme
Version: Final
June 2020
1
Intentionally left blank
2
CONTENTS 4 EXECUTIVE SUMMARY 5 INTRODUCTION 6 GOVERNANCE, ROLES AND RESPONSIBILITIES 8 PROGRAMME OVERVIEW: SCOPE & PRINCIPLES 11 SUMMARY OF WORK PACKAGES 12 PROGRAMME PLAN ON A PAGE – OUTPUTS 13 TRANSFORMATION ROADMAP 14 THE CUSTOMER PROPOSITIONS 19 MEASUREMENT & CONTINUOUS IMPROVEMENT 28 THE CUSTOMER INFORMATION MATURITY MODEL 29 KEY CHALLENGES IMPACTING THIS PROGRAMME 30 THE WORK PACKAGES 44 WORK PACKAGE INTERDEPENDENCIES 45 COVID-19 RESPONSE 3
EXECUTIVE SUMMARY
Underpinning everything we do in the railway industry is the desire to deliver the best possible experience for the customer.
This is particularly important during times of disruption, when passengers need advice and reassurance, based on clear and
reliable information. While there have been frequent efforts to improve our capability in this area, we recognise that we often
fall short of meeting customers’ expectations.
Guided by the new Customer Information Strategy, we have initiated a comprehensive programme of work to tackle this
challenge and deliver an improved experience for the customer. The interventions range from short-term tactical
improvements, through to longer-term strategic transformation. They deal with changes to processes, systems, standards,
governance, technology and capabilities.
The programme of work set out in this report is ambitious and wide-ranging and will be continuously iterated as new
customer insights emerge and engagement with key operational stakeholders recommences following delays caused by
COVID-19.
Industry Collaboration Funding
RDG, Network Rail and TOCs will Identify funding sources for
work together to deliver this packages of work and resources to
programme under shared drive them forward
governance
Plan Shared vision
Industry Funding
collaboration Achieve our shared vision: to
Identify interventions to address
the ORR recommendations and provide customers with all the
deliver the Customer Information information they want, when and
Plan Shared
Strategy how they want it
vision
INTRODUCTION
The Customer Information Programme was initiated in response to a challenge by the ORR to deliver a step change in
customer satisfaction through industry-wide collaboration.
• To guide the industry, the ORR tendered for and commissioned research into ‘provision of information to customers including during disruption’.
• This research (undertaken by Winder Phillips) provided a number of recommendations. Further independent research into customer information
flows was commissioned by RDG in 2019 and carried out by Digital Rail Strategies.
• This programme will review and deliver the recommendations from these research documents and investigate other projects/actions where
appropriate.
The icons above indicate which recommendation(s) each work package relates to. These icons appear on the work package slides later in the
pack for ease of reference
This programme is seeking to achieve a significant and sustained improvement in the delivery of Customer
Information. It is not a funded programme of work, but funding will be required for certain work packages. Funding
opportunities will be targeted where appropriate or requirements will be taken forward for industry-level discussion.
This pack outlines our commitment to deliver an industry plan to the ORR. It also touches on initiatives that have
commenced, interfaces and resource requirements, and how the plan will be delivered jointly with RDG, Network
Rail and Train Operators.
GOVERNANCE, ROLES AND RESPONSIBILITIES
This Programme has joint accountability across a number of industry parties, it is important the governance is inclusive of all
delivery partners and enablers.
Programme Governance & Leadership Key Enablers
RDG Customer Board Other Governance ORR
• Control Forum
• Rail Data Council DfT
Customer Information • Better Operations
Strategy Board (CISG) Performance Board
• Train Operators Transport Focus
Operating Council
Customer Information • Planning & Production Regional MDs
Programme Board Board (RDG)
• Customer &
Communications Board Comms Directors
Customer Information
Group (CIG) (NR)
Route Directors
Delivery
NR Control
CIG Working Groups Customer Information Programme Delivery Dependent Initiatives
• Central Programme Team
• Work Packages • Managed Stations
• Resources from Rail Delivery Group, TOCs and • Stranded Passengers
Network Rail • National Rail Enquiries
6
DELIVERING ON THE COMMITMENTS
The interventions on the following slides are designed to achieve a significant and sustained improvement in customer
information and ultimately lead to increased customer satisfaction. This slide captures progress against the industry
commitments provided to the ORR in the initial January 2020 response.
To working with WPA to develop a Customer
To a review of the information provided
Information Measure (Maturity Model) for
through National Rail Enquiries (NRE) by April
review by the Customer Information Strategy
2020
Group at their April 2020 meeting
To present a business case to Customer
To RDG and Customer Board monitoring and
Board for substantial investment in NRE’s
reviewing progress against the plan as laid out
digital channels to provide better information
on the following slides
to customers and data feeds to Third Parties
To create a Customer Information Strategy
To continuing to roll out the One Station
Group formed of Operator and NR Directors
approach at NR managed stations and multi
responsible for the strategy and components
TOC stations through 2020/21
of the Customer Information Measure
To rolling out a personalised information tool To bringing in additional resource to work
for customers using social media by April 2020 specifically on these work packages and
deliver our propositions
PROGRAMME OVERVIEW
8
PROGRAMME SCOPE
Raise industry awareness of the 2019 Customer Board approved Customer Information Strategy. Using this strategy as the
framework, agree with industry SMEs and the Customer Information Strategy Group (CISG) strategic and tactical interventions to
deliver the strategic vision, capitalising on best practice from within and external to the rail industry. Deliver these interventions.
Where they align to the Customer Information Strategy, review, approve and deliver the recommendations of the 2019 ORR
Winder Phillips Associates report and 2019 RDG Digital Rail Strategies report into customer information flows.
Agree with stakeholders the success criteria for the programme, beyond positive changes to customer feedback and benchmark
current performance across these criteria, so impact can be periodically reviewed at CISG.
Lead the industry on the consultation and agreement with the ORR on the newly proposed Customer Information Measure
(CIM). Lead the implementation of this CIM across the industry.
Continually iterate the programme, based on emerging insights and results of CIM benchmarking.
Identify the industry systems, processes and people that directly influence the delivery of great, real-time customer information
to customers and our own people. Map out an iterative short-medium-long term approach to aligning these systems, processes
and people to the Customer Information Strategy; starting with quick wins to show intent and the art of the possible, aligned to
a longer-term roadmap.
Provide regular updates on progress to the ORR and conduct broader stakeholder management activities.
INSIGHTS AND PRINCIPLES FOR DECISION MAKING
The customer is key to this programme of work. The proposed work packages detailed in the following slides will move the
industry towards our vision of providing customers with all the information they want, when and how they want it.
This vision is driven by the Customer Information Strategy insights and principles to transform the customer experience.
“Wavelength” insight drives the decision making process. It identifies
the priorities of customers, estimates the impact of changes. This will
enable us to continuously iterate the plan based on verification of
impact.
“Providing customers with the information they want, when they want and how they want it.”
10SUMMARY OF WORK PACKAGES
To achieve the goal of a step change in customer satisfaction, we need to provide customers with information that is timely,
accurate, personalised and accessible. This will require greater integration across the industry, both in terms of systems
and culture, underpinned by a thorough understanding of customer needs and robust data & insights.
Customer Touchpoints Industry Integration Data
• Improved Onboard Announcements Systems Collaboration • Real-time information about
[in-flight] • Integrated Network-Wide • Working as One Team facilities for stations and trains
• Personalised Journey Information for Operational Systems & One Station for the (IoT)
Customers • Industry Incident Customer [in-flight] • Data marketplace (making
• Improved use of Customer Information Management Systems • National Rail and Pan industry data available to all)
Screens [in-flight] • Improving Real-Time London Communication
In addition the following initiatives are being Customer Information Centres
delivered under separate governance: (Darwin) [in-flight] • Collaborative Working
• Redesign of National Rail Enquiries During Major Disruption
• Increase use by customers of information
self-service tools
(CSL2)
Understanding Customer Needs
• Designing the ultimate customer information experience
• Customer Information Measure (Maturity Model)
11PROGRAMME PLAN ON A PAGE - OUTPUTS
Work packages Discover Design, Build & Test Implement & Iterate
Customer Needs
•
Understanding
• Mapping of entire customer information flow with • Implement solutions with appropriate staff
• Designing the ultimate customer information Appropriate solutions agreed for identified
improvement areas identified improvements post-discovery. Business cases training and business change activities
experience enabled by optimised information
flows • Iterative short-medium-long term approach to aligning shared with CISG • Ongoing iteration of the CIM based on
• Customer Information Measure (Maturity industry people/ processes/ systems to the customer • Customer Information Maturity Model (CIM) customer insights
Model) information strategy delivered
• Trial CIM with four Train Operators to iterate draft
proposal from Winder Phillips and inform rollout nationally
Customer Touchpoints
• Updated GSM-R functional & user guide. Training for users • Costed proposal and draft business rules for industry
• TOC action plan for use of fixed terminals for on-board • Personalised journey information for
• Personalised journey information for rollout of improved notifications to customers customers: system requirements based on
announcements • Costed proposal for enhancements to GSM-R
customers • Greater Anglia trial for additional GSM-R functionality. desired customer proposition
functionality for on-board announcements
• Improved on-board announcements Work commenced to extend to other TOCs • Costed proposal by TOC for use of on-board PA/PIS
• Improved use of Customer Information • Understanding of TOC action plans to improve use of • Baseline and enhanced standard for CIS implemented
Screens PA/PIS onboard trains at stations (subject to funding)
• Baseline and enhanced standard for CIS at stations
defined and funding requirements identified
• Use of advertising screens at managed stations for
customer messaging during major disruption
• • Collaborative platform to grow digital ecosystem • Cultivate digital ecosystems through
Data marketplace • Scoping study for a data trust
• Geographic coverage expanded to provide data through hackathons, partnering strategies etc
• • Work on new data marketplace commenced
Data
Real-time information about facilities for open API • Data provision obligations in future
stations and trains • Thames Valley proof of concept for real-time facilities • Data use schedule for third party retailers and other maintenance contracts
data developers
• Improving real-time customer information • Costed proposal to address gaps (capability v • TMS live data integrated into Darwin • Agreed and rolled out industry-wide approach
requirements) in Darwin4Trains functionality to incident management
Integration:
• Industry incident management systems • Process for handling future Darwin change requests
Systems
• Proof of concept – traffic mgmt integration into Darwin and roadmap for development
• Integrated network-wide operational
• Functionality, best practice & user guides for Darwin users • Connectivity issues with third parties using Darwin
systems to facilitate quick, accurate
• Inclusion of PIDD in NR incident management training feeds addressed
customer information
• Action plan for addressing blockers to integrating
• Understanding of industry roadmap for deploying
Traffic Management and Stock and Crew Systems
integrated operational systems (incident management,
stock & crew, traffic management)
• Updated NR Guidance Notes for Info During Disruption • Communications framework for planned & unplanned
• Collaborative Working During Major
(linked to codes of practice) & finalised process flow maps disruption • Collated best practice for One Station
Collaboration
Disruption (CSL2)
Integration:
• Pilot One Station model in three stations • Standard competency training for all staff on CSL2 initiatives shared with all multi-TOC stations
• Working as One Team and One Station for the • Roll out of One Station at all NR managed stations • One Station roadmap with KPIs to determine
• Requirements gathering for Pan-London Communications
Customer • Blueprint for collaborative customer info and messaging success measures
Centre
• National Rail and Pan London Communication to share with TOCs, informed by learning from Pan- • CSL2 integrated into the CIM
• Updated contract for the NRCC, to accommodate • Agile contract with the NRCC to be able to
Centres London team
additional requirements, including new innovation and react to market conditions 12
Customer Information impact measuresTRANSFORMATION ROADMAP
Discovery 6 months Medium-term 18 months Long-term
VISION
More customers
Pilot personalised Deploy changes to Upgraded National self-serving
notifications regarding location, operation & use Enhanced use of GSM-R Rail Enquiries information
service disruption of Operational Information for onboard announcements website and app
Screens (OIS) at stations through training, greater
use of fixed terminals &
Roll out use of large format
Agree base line ‘standard’ recorded messages Improved accuracy of
screens for code red &
for Customer Information live train running
CUSTOMER black messaging across
Screens (CIS) & deliver
Managed Stations information
TOUCHPOINTS across stations
Pilot additional Implement agreed
functionality for Refresh NRE changes to Darwin4Trains Deliver ‘one station team’
GSM-R on board website content and integrate traffic concept to stations with
announcements management data multiple operators
Understand industry Implement Roll out on train Deliver blueprint for
position on industry-wide Darwin change GPS information optimised pan-industry
deployed and integrated requests into Darwin information centres to
traffic management, stock share with regions
and crew systems Understand the industry Business change and
Deliver training training to support
roadmap for integrating on new CSL2 Deliver ‘one station team’ introduction of new
industry-wide incident operating model concept to all NR customer-centric
management systems & Managed Stations Accurate estimates information process flows
live messaging systems
of service recovery
Improve ‘collaborative working 18 months
INTEGRATION: during disruption’ through
times
SYSTEMS Revise NR incident developing new operating Provide real-time
management training to model/frameworks, guidance Build prioritised facilities information
ensure PIDD is included Design end-to-end
and process flows APIs and data to customers information process
marketplace
flow that works for
the customer
Internet of Trains Implement customer
proof of concept information measure 6 months
Identify opportunities to
improve NRCC Understand
processes to support industry strategy
Customer Information for open data Mapping of existing
information flows
INTEGRATION: DATA UNDERSTANDING
COLLABORATION CUSTOMER NEEDS 13
Denotes ‘quick win’ opportunityTHE CUSTOMER PROPOSITIONS
THE VISION FOR
CUSTOMER INFORMATION
14CUSTOMER PROPOSITION
CASE STUDY: The Daily Commuter - Paul is a daily commuter. A train journey for him is purely functional and nothing more.
His aim is to get from A to B as efficiently as possible. That includes making the most of his time by working on the train.
As he arrives, his
As a regular traveler, smart device alerts him
As he leaves the house On his way he receives With the train turned
Paul has developed a that his train is on
he checks his smart a message that there around, he refers to
commuting routine platform 4. However,
device and confirms his are parking spaces on his smart device to
which means he tries to instead of its usual
train is on time the east of the station At Station know where to stand
get to the station at the First Mile formation, the train is
so knows where to park turned around WP x and Y
same time each day
WP 1
x and 6
Y WP WP 1
WP1xand
and11
Y WPWP 1 Y
x and
20 minutes into
Control announces He also receives a the journey the train Paul boards the
they should be notification that he After a few minutes, Being an avid Social stops. An announcement Coach, settles into his
moving in 20 minutes may be eligible for an announcement Media user, he checks explains the train in front seat and opens his
(based on historical Delay Repay and a from control lets him the TOC App and sees of them is stopped. The laptop and is
data). He is confident link to claim know NR is on site the same consistent onboard screen displays automatically
Travelling
in the times given compensation and will update shortly message the same message connected to Wi-Fi
WP
WP3,
x 4,
and5, Y
9 WP 1 WPWP 3 Y
x and WPx1and
WP & 8Y WPx3and
WP & 2Y WPWP 11 Y
x and
An alert on his smart 18 Minutes later the Knowing he has been Paul is asked to
device confirms this train starts moving delayed, he gets a On arrival, his account
provide feedback on
and his eligibility for again and arrives at message telling him Destination is credited for the
After his journey and how
Delay Repay and Paul’s destination the next bus will be Station delay and an
the delay was handled Complaints
provides a link without further delay from stop C explanation provided
Customer
WP 1 WP x4,5,8,9
WP and Y WPWP 1 Y
x and WPWP 1 Y
x and WPWP 1 Y
x and Satisfaction
15CUSTOMER PROPOSITION
CASE STUDY: Accessible Travel - Jim, a wheelchair user, lives in Milton Keynes. He has to go to the office in London a
couple of times a week and often at short notice. Jim gets a call on Tuesday to come to the London office the next day.
Jim uses his travel On his phone, he The next morning Alexa On the drive he receives Jim’s watch recognises
Exploring app to find the best books Passenger notifies him the train is a message from Matt, his he is going to the station
Options travel time and is Assist for his journey delayed by 30 minutes. Passenger Assist contact. and is directed to his
ensured the best fare He enjoys a coffee before He makes his way to the parking space
for his journey departing for the station agreed meeting point
WP x and Y WP x and Y WP x and Y WP x and Y
NRE Redesign Pass Assist Project WP 1 Pass Assist Project WP 1
We know Jim is As Jim approaches
Jim meets Matt just
keen to get to his On the journey there Jim receives a the station his watch
before his train
appointment, so he is is a delay. Jim is kept notification that the tells him that his train
arrives and he helps
automatically booked informed of the cause toilet is out of order at will be on platform 5.
him onto the train and At Station
on the first connecting and updated on service his destination, so he The station screens
Traveling finds the right seat
train recovery progress. is able to plan ahead confirm this
for him
WP x and Y WP x and Y WP x and Y WP x and Y WP x and Y
WP 1, 4, 5 & 8 WP 3 Pass Assist Project WP 11 WP 1 & 2
Jim also receives At his destination he is
a notification that he is As the train arrives He follows the alerted that his account Once his journey is
eligible for Delay Jim receives a text accessible online map to has been credited for the complete Jim’s app
Repay and a link to letting him know what meet the Passenger delay and provided an allows him to provide
claim compensation platform his next train Assist member for his Last Mile apology and explanation feedback on his trip
Destination Complaints
is departing from next train of the delay
WP x and Y WP x and Y WP x and Y WP x and Y WP x and Y Customer
WP 1 WP 1 Pass Assist Project WP 1 WP 1
Satisfaction
16CUSTOMER PROPOSITION
CASE STUDY: Business Traveller - Mark, a business traveller, has an important flight to catch and wants to get from Cardiff
to Birmingham airport in the most efficient way. If he is delayed Mark needs quick solutions that automatically take care of him,
from alternative routes to automatic refunds.
Mark uses his travel Confident he has All packed for his trip. At the station he gets As the train is busy
app to find the best been offered the best He checks Alexa who a notification on his Mark receives another
Exploring travel time fare for his journey, he confirms his train is on smart device letting push notification telling
Options books his trip on his time and leaves for At Station him know his train will him there are seats at
phone the station be on platform 5 the back of the train.
WP x and Y WP x and Y WP x and Y WP x and Y WP x and Y
WP 10 WP10/NRE Redesign WP 1 & 6 WP 1 & 8 WP 1 & 11
He looks for an There is an
alternative option such announcement straight He is interrupted by He settles in and puts on
Mark confirms his new as a taxi but sees it’s from control. A broken train an alert over Wi-Fi, it lets his EarPods and opens
route and is sent his quicker to wait for a train is blocking the tunnel. He him know he’s stopped his laptop connected to
new ticket on his than sit in traffic. He is will have to leave the train close to Newport and NR Wi-Fi using the code he Traveling
phone reassured that he will at Newport and switch to have sent a team to learn was sent through his
. still make his flight alternative travel more about the issue smart device
WP x and Y WP x and Y WP x and Y WP x and Y WP x and Y
WP 1 & 8 WP 1 WP 3, 4, 5 & 8 WP 1 WP 1
At his destination,
Mark also receives a The rest of his journey he is alerted his account
notification that he is goes smoothly and has been credited for the
eligible for Delay time arrives in delay and provided an
Repay and a link to Destination After apology and explanation Complaints
Birmingham airport in
claim compensation time for his flight of the delay Customer
WP x and Y WP x and Y WP x and Y
WP 1 WP 1 Satisfaction
17CUSTOMER PROPOSITION
CASE STUDY: Leisure Traveller - With summer holidays on the way, Karen is looking for a UK break that she and her family
can enjoy. Having never been to Scotland she plans a trip for the family.
She looks for the
b best price. A pop On the way to the Karen is unsure of
up appears saying she station she receives a where to go. However,
Karen is sent a
Exploring could save money with On the morning of her text letting her know members of the “One
reservation code and
Options a Family & Friends trip she receives a text the platform her train Station” team are
smart tickets for her
Railcard. She buys the letting her know her will be on. The station happy to assist and let
travel on her phone
Railcard and tickets train is on time screen confirms this her know where to
At Station
WP x and Y on arrival stand to board
. WP x and Y WP x and Y WP x and Y WP x and Y
WP 10/NRE Redesign WP 1 WP 1 & 6 .
WP 1 & 2 WP 7
She promptly She hears an
receives a notification announcement straight Karen and her
providing alternative from the control. Approaching York, Her smart device family board the coach
tailored options to Everyone will have to She gets a text letting tracks her progress, and always prepared
match her preferences leave the train at York her know her train is and can check exactly with a picnic, games or Traveling
to minimise the impact and switch to going to be delayed where she is. magazine for the ride,
of the disruption. alternative travel settle into their seats
WP x and Y WP x and Y WP x and Y WP x and Y WP x and Y
WP 1, 3, 4, 5 & 6 WP 3 WP 1 WP 1 & 6
Karen is alerted
She chooses another Prior to arrival in York The York “One that her account has been
As Karen arrives she
Train Operator and is she receives a Station” team happily Karen and her family credited for the delay and
receives a text letting
automatically booked notification that her escort Karen and her follow the online map to provided a short Complaints
her know where her
at no additional cost. train will be on family to their train the bus stop explanation about the
family can catch the Customer
Platform 2. Destination cause
bus from the station. WP x and Y
WP x and Y WP x and Y WP x and Y WP x and Y WP x and Y Satisfaction
WP 1 & 8 WP 1 WP 7 WP 1 WP 1
18MEASUREMENT & CONTINOUS IMPROVEMENT
19DEVELOPING THE STRATEGY
Our strategy is informed by insights from various sources, which have shaped our vision.
Our Vision
PIDD 29 Report Wavelength ORR Report
To provide customers with all
the information they want,
when and how they want it
Subject Matter Experts Transport Focus Insights CX Principles 20MEASUREMENT AND MONITORING
The work packages agreed for the Customer Information programme will lead to customer satisfaction (CSAT)
improvements across 23 customer information touchpoints, as measured through Wavelength.
Estimated National Uplift
10.0%
% Increase in CSAT
8.0%
Wavelength
6.0%
4.0%
2.0%
0.0%
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
Touchpoints
1. Any delays are communicated helpfully during my journey 13. Staff are easy to spot or I know where they are
2. Any delays are communicated helpfully while I am waiting 14. Staff find answers to any questions I have whilst waiting
3. Apologies are made for any delays 15. Staff find answers to my questions when travelling
4. I am communicated with appropriately in advance of my journey 16. Staff make the journey more enjoyable
5. I can find out how my journey is going 17. The status of my train is visible
6. I can get help if I need it 18. I can easily find information to compare trains vs car/bus
7. Information about alternatives is given during times of disruption 19. It is easy to work out my route
8. It is easy to find all the information before my journey 20. I can access live onward travel info
9. It is easy to spot staff 21. I am provided with onward travel information
10. Staff are approachable and willing to help me 22. I can quickly find the information I need
11. Staff are approachable and willing to talk to me 23. I can find train times
21
12. Staff are easy to spotMEASUREMENT AND MONITORING
The work packages agreed for the Customer Information programme will lead to improvements in long distance,
regional and London South East services for the below customer information touchpoints as measured through
Wavelength.
Long Distance Regional London South East
10% 10% 10%
9% 9% 9%
% Increase in CSAT
8%
Wavelength
8% 8%
7% 7% 7%
6% 6% 6%
5% 5% 5%
4% 4% 4%
3% 3% 3%
2% 2% 2%
1% 1% 1%
0% 0% 0%
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
1. Any delays are communicated helpfully during my journey 13. Staff are easy to spot or I know where they are
2. Any delays are communicated helpfully while I am waiting 14. Staff find answers to any questions I have whilst waiting
3. Apologies are made for any delays 15. Staff find answers to my questions when travelling
4. I am communicated with appropriately in advance of my journey 16. Staff make the journey more enjoyable
5. I can find out how my journey is going 17. The status of my train is visible
6. I can get help if I need it 18. I can easily find information to compare trains vs car/bus
7. Information about alternatives is given during times of disruption 19. It is easy to work out my route
8. It is easy to find all the information before my journey 20. I can access live onward travel info
9. It is easy to spot staff 21. I am provided with onward travel information
10. Staff are approachable and willing to help me 22. I can quickly find the information I need
11. Staff are approachable and willing to talk to me 23. I can find train times
12. Staff are easy to spot 22MEASUREMENT AND MONITORING
These work packages are estimated to improve all customer information touchpoints for each individual TOC as
indicated below:
Avanti West Coast C2C Caledonian Sleeper
10% 10% 10%
% Increase in CSAT
8% 8% 8%
Wavelength
6% 6% 6%
4% 4% 4%
2% 2% 2%
0% 0% 0%
1 2 3 4 5 6 7 8 9 10111213141516171819 1 3 5 7 9 11 13 15 17 19 1 3 5 7 9 11 13 15 17 19
Chiltern Cross Country East Midlands
10% 10% 10%
% Increase in CSAT
Wavelength
8% 8% 8%
6% 6% 6%
4% 4% 4%
2% 2% 2%
0% 0% 0%
1 2 3 4 5 6 7 8 9 10111213141516171819 1 3 5 7 9 11 13 15 17 19 1 3 5 7 9 11 13 15 17 2319
23MEASUREMENT AND MONITORING
These work packages are estimated to improve all customer information touchpoints for each individual TOC as
indicated below:
Grand Central Great Northern Greater Anglia
10% 10% 10%
% Increase in CSAT
Wavelength
8% 8% 8%
6% 6% 6%
4% 4% 4%
2% 2% 2%
0% 0% 0%
1 3 5 7 9 11 13 15 17 19 1 3 5 7 9 11 13 15 17 19 1 3 5 7 9 11 13 15 17 19
GWR Gatwick Express Hull Trains
10% 10% 10%
% Increase in CSAT
8% 8% 8%
Wavelength
6% 6% 6%
4% 4% 4%
2% 2% 2%
0% 0% 0%
1 3 5 7 9 11 13 15 17 19 1 3 5 7 9 11 13 15 17 19 1 3 5 7 9 11 13 15 17 2419
24MEASUREMENT AND MONITORING
These work packages are estimated to improve all customer information touchpoints for each individual TOC as
indicated below:
LNER London Overground London Northwestern
10.0% 10% 10%
9%
% Increase in CSAT
Wavelength
8.0% 8% 8%
7%
6.0% 6% 6%
5%
4.0% 4% 4%
3%
2.0% 2% 2%
1%
0.0% 0% 0%
1 3 5 7 9 11 13 15 17 19 21 23 1 3 5 7 9 11 13 15 17 19 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
MerseyRail Northern ScotRail
10% 10% 10%
% Increase in CSAT
Wavelength
8% 8% 8%
6% 6% 6%
4% 4% 4%
2% 2% 2%
0% 0% 0%
1 3 5 7 9 11 13 15 17 19 1 3 5 7 9 11 13 15 17 19 1 3 5 7 9 11 13 15 17 19
25MEASUREMENT AND MONITORING
These work packages are estimated to improve all customer information touchpoints for each individual TOC as
indicated below:
SouthEastern Southern South Western
10% 10% 10%
8% 8% 8%
% Increase in CSAT
Wavelength
6% 6% 6%
4% 4% 4%
2% 2% 2%
0% 0% 0%
1 3 5 7 9 11 13 15 17 19 1 3 5 7 9 11 13 15 17 19 1 3 5 7 9 11 13 15 17 19
TfL Rail TfW Thameslink
10% 10.0% 10%
9%
% Increase in CSAT
Wavelength
8% 8.0% 8%
7%
6% 6.0% 6%
5%
4% 4.0% 4%
3%
2% 2.0% 2%
1%
0% 0.0% 0%
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 1 3 5 7 9 11 13 15 17 19 21 23 1 3 5 7 9 11 13 15 17 26
19
26MEASUREMENT AND MONITORING
These work packages are estimated to improve all customer information touchpoints for each individual TOC as
indicated below:
Transpennine West Midlands
10% 10%
% Increase in CSAT
8% 8%
Wavelength
6% 6%
4% 4%
2% 2%
0% 0%
1 2 3 4 5 6 7 8 9 10111213141516171819 1 2 3 4 5 6 7 8 9 10111213141516171819
27THE CUSTOMER INFORMATION MATURITY MODEL
The Customer Information Maturity Model (CIM) will monitor, audit and review customer information to ensure continual
improvement among Industry members.
Structured Reviews will Benefits
• Be undertaken using a systematic review • Measurable focus, question and challenge on customer
methodology information arrangements
• Give the same weight to customer information • Very clear graphics show progress year to year, against
provision and customer-centric issues as objectives
operational considerations • Enables leadership teams to see and prioritise efforts to strive for
• Identify learning that will be shared with other excellence
relevant partners and companies as a matter • Reduces innate bias / subjectivity, using evidence-based
of routine approach
• Good practices can be identified and extended
Schematic of CIM Components
• Drive continuous improvement in a structured, integrated and
collaborative way
• Enable structured learning to be routinely shared with members
• Criterion can be used for specific focus e.g.
- enhancement of staff communications skills and competence
development
- help build the business case for better information systems
28KEY CHALLENGES
The key challenges impacting the programme are:
Funding strategy Stakeholder engagement and business change
While Network Rail has provided budget for a small programme team, There is a risk that engagement from TOCs will be inconsistent,
there is no central funding for the work packages. Funding will need to due to differences between TOC franchise agreements and
be obtained for wider programme team resources and for work committed obligations, differing markets/ customer base, and the
packages as these are scoped and signed off for delivery. A funding level of previous investment in similar solutions.
strategy for the programme has not yet been developed. Availability of key operational stakeholders to engage with the
Programme has been severely limited due to urgent COVID-19
activities.
Resourcing and delivery strategy Governance & Accountability
Resourcing needs for delivery of the work packages is being scoped. The programme sits in a complex governance landscape requiring
It is likely a significant commitment of resource will be required, sustained input from across RDG, NR and Train Operators. In
encompassing both project management and SME support. some cases, accountability for the delivery of work packages is not
clear.
Resource requirement from TOCs needs to be fully scoped, and is
particularly challenging in the current climate. Commitment of TOC A programme board has been established to hold overall
resource both during programme delivery and implementation of accountability for the programme and provide strategic oversight,
proposed outputs will be critical to the success of the programme. and ensure it gets adequate focus.
29THE WORK PACKAGES
3030Work Industry Integration: Integrated Network-wide Operational
WP4
Package Systems Systems
1
The information I am given is accurate and I get this information when
I need it
Customer Statement
Objective Understand the industry strategy for integrated Traffic Management and Stock and Crew Systems; identify
and address blockers to unlock richer and more accurate customer information
2020 2021
Customer Impact J-S O-D J-M A-J J-S O-D
VERY HIGH Activity Q3 Q4 Q1 Q2 Q3 Q4
Traffic Management Systems
Benefits
- Understand NR roadmap for Traffic Management Systems and
plot future network coverage.
Customers
This will deliver Stock and Crew Systems
Game- - Re-issue RDG Stock and Crew Systems Concept of Operations
game-changing changing
customer information Information with refreshed content
- Understand TOC and FOC plans for Stock and Crew systems roll-
out.
- Identify blockers to roll-out and efficient running.
Our People - Create plan of action to address blockers.
Providing the right
Right Tools tools for the job
Organisation and Delivery
- Create a matrix that show TOC and NR plans
Governance Owner - Better Operations Programme Board to agree forward action plan
31 and work to be undertaken. 31
Better Operations Performance Board (BOPB)Work Industry Integration:
WP5
Package Industry Incident Management Systems
Systems
2
Staff confidently help me with my questions
Customer Statement
Objective: Adopting industry-wide standards for Incident Management Systems and live messaging systems (or closer
integration standards between systems)
2020 2021 2022
J-S O-D J-M A-J J-S O-D J-M A-J J-S O-D
Customer Impact
MEDIUM Activity Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Benefits Incident Management (TOCs)
- Understand current and proposed plans
for incident management systems
Customers
Increased quality and
Incident Management (Network Rail)
timeliness of Data Quality - Revise incident management training to
information
ensure PIDD is included
- Understand the roadmap for the roll-out
Our People of QOGNIFY SITUATOR
Quicker dissemination
Right Tools of information Share Best Practice
- Identify current best practice, review
outputs and if appropriate, work with
Governance Owner
industry on plan to roll out
BOPB / NR Network Services 32Work Industry Integration:
WP7 One Team
Package Collaboration
2
I can get help from any member of staff at a station
Customer Statement
Deliver the
Adopting ‘one stationstandards
industry-wide team’ concept to all Network
for Incident Rail managed
Management Systemsstations
and live as phase 1 and
messaging for phase
systems 2
(or closer
Objective:
deliver integration
to stations where multiple
standards trainsystems)
between operators call
2020 2021
Customer Impact J-S O-D J-M A-J J-S O-D
MEDIUM
Activity Q3 Q4 Q1 Q2 Q3 Q4
Benefits Network Rail Managed Stations
- Test and rollout ‘one team’ concept at 3 pilot NR stations
Customers - Plan approach for rollout across all NR managed stations
- Based on current work, agree timeline for five regions and begin
Customer queries roll out
resolved on first contact An enhanced
experience
Our People
Multi TOC Stations
- Identify approach for rollout to non-NR multi-TOC stations
Complaints CSAT Sick Days - Plan rollout, including potential piloting / phasing
- Commence implementation
Governance Owner
Customer Information Strategy Group 33Work Industry Integration:
WP9
Package Pan London / NRCC Comms Centres
Collaboration
2
I know the train companies work together and provide me with the information I
need so I can make informed choices when I travel
Customer Statement
Adopting industry-wide
Agree and deliver on standards for Incident
the optimised Management
operational model forSystems and live
pan-industry messaging
information systems
centres, (or closer
for example
Objective:
integration
National Rail Communications Centre standards between systems)
and multi-operator-based teams in the Palestra, TfL covering London
2020 2021
Customer
Customer Impact
Impact J-S O-D J-M A-J J-S O-D
MEDIUM
To be informed by inflight Insights Activity Q3 Q4 Q1 Q2 Q3 Q4
National Rail Communications Centre (NRCC)
Benefits
- Identify key opportunities to improve NRCC process to support
Customers Customer Information
- Document opportunities and agree which to implement
Reliable journey and
disruption updates - Agree contract including new innovation and Customer
helping customers make Information impacting measures
Trust
informed choices.
Pan London Communications Centre
Our People - Undertake "lessons learned" exercise of those involved in
Palestra
Information that staff can - Determine if outside consultancy should look at this co-location
depend on to inform of model and ensure it is efficient
Accurate
disruption and alternative - Review with participants of Pan London Team this offices role in
Complaints
Information travel if required relation to customer info
- Agree with Pan London team actions to deliver collaborative
customer info and messaging
Governance Owner - Using this work create blueprint to share with
TOC where they have similar set-ups 34
Customer Information Strategy GroupWork Industry Integration:
WP6
Package Improving Real-Time Info (Darwin)
Systems
2
The information I am given is accurate and timely
Customer Statement
Subject to funding approvals, deliver added functionality for Darwin and optimum up-time to ensure that it meets its key purpose
Objective: of being the central repository of information for real-time train information
2020 2021
Customer Impact J-S O-D J-M A-J J-S O-D
MEDIUM to HIGH Activity Q3 Q4 Q1 Q2 Q3 Q4
- Develop roadmap for progressive modernisation of Darwin
Benefits
Darwin for Trains
- Progress with the technical deep dive workshops with the Darwin team
Customers - Understand what functionality it offers, what TOCs need it to offer and what alternatives are deployed in
preference to D4T
Provision of more - Develop costed proposal to address gaps (capability v requirements)
accurate and reliable - Implement any agreed changes
Accurate
- Assess across the TOCs, where data input and outputs are being implemented into customer technology, and the
information. Information same for third party apps (channels)
Traffic Management Integration into Darwin
- Complete proof of concept using available test data/address any issues
Our People - As TMS live data is available, integrate in Darwin to improve real time info
Personalised notifications Darwin Change Requests (CRs)
- Outstanding CRs priced by supplier & reviewed by SMEs for priority rating
to customers will improve - Proposal for CRs submitted to CISG & funding source identified
Trust confidence in industry - Develop & implement streamlined process for future CRs
information Connectivity Issues with Third Parties Using Darwin Feeds
- Work with third parties to understand scale of issues and root causes
- Address the root cause of issues
Governance Owner
Helping Users
- Have service specific messages added into live departure boards
Customer Information Strategy Group - Develop out analytics, metric and generation of KPIs
- Provide functionality and user guide
- Share best practice for getting data into Darwin in different scenarios
On Train GPS Data into Darwin
- Share current status and benefits of onboarding with CISG 35
- Onboard TOCs when requestedWork Industry Integration: Collaboration During Major Disruption
WP8
Package Collaboration (CSL2)
2
I know that the railway is ‘working as one’ to help me get to my destination
and that the information they provide is accurate and timely
Customer Statement
Objective: Agree and implement improvements to collaborative working during disruption through refining the
Adopting
operating industry-wide
model/framework, standards
employee for Incident
training Management
& awareness Systems and
and automation live me
of processes
2020 2021
J-S O-D J-M A-J J-S O-D
Customer Impact
LOW Activity Q3 Q4 Q1 Q2 Q3 Q4
- Develop communications framework for planned disruption
Benefits - Develop communications framework unplanned disruption
- Agree with stakeholders for this to replace the current RDG
Customers information Codes of Practice and ‘retire’ current Codes of Practice
Communication is - Review & update NR Guidance Notes for Info During Disruption
consistent and Customer focused (which are linked to RDG codes of practice
focused on customer communication - Finalise process flow maps
outcomes - Initiate process for NRCC to chair industry wide conference calls
Our People
- Brief new framework and NR ‘guidance note’ to industry
Trained to a competency
where customer service
- Propose competency standards (grade specific)
Customer is the focus during - Agree appropriate training interventions
Complaints
Satisfaction disruption and normal - Deliver training interventions
operations - Review current manual processes associated with collaboration
across partners during disruption
Governance Owner - Recommend changes to ‘automate’ & develop costed proposal
- Implement approved changes
Customer Information Strategy Group 36Work Customer
WP3
Package Touchpoints
Improved Onboard Announcements
2
I am kept updated on relevant information while I am on the train
Customer Statement
Objective: Improve onboard announcements through changes to onboard technology and employee training
2020 2021
J-S O-D J-M A-J J-S O-D
Customer Impact
HIGH Activity Q3 Q4 Q1 Q2 Q3 Q4
Use of GSM-R for - Update GSM-R User Guide
onboard Announcements - Complete gap analysis of existing training vs functional guide
Benefits - Agree approach to deliver new training to all users
- Develop funding proposal for approval or otherwise
- Deliver training to all users if approved
TBC
TBC
Customers Fixed Terminals - Understand outstanding requirements for TOCs
- Explore options to meet reqs prior to wholesale replacement
Customers receive timely,
- Understand ‘blockers’ to adoption besides availability
accurate information Timely, accurate - Agree action plan by TOC to address
while on their journeys. Information
Additional Functionality - Develop & pilot GA Trial. If successful extend to Scotland as phase 2
(technical solution ready, but subject to NR Professional Head of
Operations review and approval)
Our People - Understand business requirements for customer information with TOCs
- Complete the options selection within NR Telecoms Team
Supports drivers and - Provide fully costed programme to deliver the business requirements to
Announcement onboard staff in making CISG to agree on next steps
support announcements Use of on board PA/PIS - Using insight and SMEs to identify by TOC improvement plan
reflecting type of rolling stock, type of service and customer profile
etc.
Governance Owner - Provide costed proposals by TOC for approval or otherwise
- Explore alternative approaches within other countries/industries
Better Operations Performance Board (BOPB - Produce report for consideration and agreement on next steps 37Work Customer
WP1
Package Touchpoints
Personalised Journey Info
2
I am told useful information before, during and after my journey
Customer Statement
Objective: Achieve industry consensus and funding proposal for improved notifications to customers regarding
changes to their journey, personalised to their needs
2020 2021 2022
J-S O-D J-M A-J J-S O-D J-M A-J J-S O-D
Customer Impact
MEDIUM Activity Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Notifying Customers of Changes to Journey
Benefits - Workshop with NR System Operator
- RDG Retail team include requirements for Third
Party Investor Licence
Customers - Scope out change with third party retailers
Allows for
- Agree with retail board info schedule for third
personalised Personal parties
notification on service Notifications
- Deploy a pilot with a TOC to apply flags
disruption and recovery - If pilot successful, develop roadmap delivery
Our People - Initiate agreed system changes
Personalised Provide Smart Ticket Holders Personal Info
notifications to - Digital strategy team to determine requirements
customers will improve - Understand the data currently available including
Confidence confidence in industry TfW ACCELERATOR programme
information - Develop roadmap for delivery
Governance Owner Share Best Practice
- Identify current best practice, review outputs and if
Customer Information Strategy Group appropriate work with industry on plan to roll out 38Work Customer
WP2
Package Touchpoints
Improved Customer Info Screens
2
The information at the station is easy to find and up
to date and I can find out everything I need to know
Customer Statement
Objective: Improved consistency and accuracy of information screens providing customers with an up-to date
information source which is consistent across the network
2020 2021
J-S O-D J-M A-J J-S O-D
Customer Impact
LOW to MEDIUM Activity Q3 Q4 Q1 Q2 Q3 Q4
Station Customer Information Screens (CIS)
Benefits - Understand the customer requirements for CIS
- Stakeholder workshops to agree ‘base’ functionality
- Stakeholder workshop to agree ‘enhanced functionality
Customers - Determine costs for agreed ‘base’ requirements and
‘enhanced’ functionality
Increased information
- Identify potential funding sources to address ‘base’ and
sources showing up-to- ‘enhanced’
Dependable
date information they can Information - Make recommendations to CISG
depend on
Our People Operational Information Screens (OIS)
increased confidence - Review the current situation with OIS and make
among rail users in the recommendations for change to ensure maximum customer
Confidence information received benefit
from staff
JC Decaux Screens at NR Managed Stations
Governance Owner - Roll out functionality to enable NR to use large format
advertising screens at managed stations to display messages
Customer Information Strategy Group during major disruption 39Work Understanding
WP12 Ultimate Customer Info Experience
Package Customer Needs
2
The industry understands my needs as a customer
and puts them first
Customer Statement
Objective: Ensure seamless delivery of information to customers through robust processes, in language they
understand
2020 2021
Customer Impact J-S O-D J-M A-J J-S O-D
HIGH Activity Q3 Q4 Q1 Q2 Q3 Q4
Create the go-to, target customer experience with opportunity, improvement and
Benefits optimisation mapping to systems and processes.
Customers Identify the industry systems, processes and people that directly influence the delivery of
Provision of up-to-date, great, real-time customer information to customers and our own people. Map out an
iterative short-medium-long term approach to aligning these systems, processes and
timely and accurate Timely, accurate people to the customer information strategy; starting with quick wins to show intent and
information. Information the art of the possible, aligned to an overall roadmap
Our People Work collaboratively with RDG Control Forum to identify and address issues in
Improved information flow communication flows between NR Control, TOC Control and TOC customer information.
so staff have access to To include improvements to the quality and consistency of prioritised plans and
investigating how data analytics can improve (a) estimating of time to hand back
more timely, easy to
Improved infrastructure to TOCs following an incident to improve the ‘accuracy’ of prioritised plans,
Information flow understand and accurate and (b) estimates for service recovery
information
Work collaboratively with Managed Station Priorities programme in NR to address
Governance Owner identified issues in communication flow from control to NR Managed Stations and how
this gets communicated to customers
Customer Information Strategy Group 40Work Understanding Customer Info Measure
WP13
Package Customer Needs (Maturity Model)
2
My train company has the things that matter to me
on my journey monitored and reported
Customer Statement
Objective: Agreement to and implementation of a new Customer Information Measure (Maturity Model)
2020 2021 2022
J-S O-D J-M A-J J-S O-D J-M A-J J-S O-D
Customer Impact
MEDIUM to HIGH Activity Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Development
- Workshop with CISG and WPA
Benefits
- Ensure model is set up to measure like for
like, not competing services
Customers - Agreement of principles:
A more consistent and i. Tool to drive improvement
Improved customer
better delivered ii. Measures impact to customers via
experience
customer experience NRPS, Wavelength
- Feedback to WPA
- Agree initial version of CIM
Our People
Ability to measure where Implementation
members provide - Look at potential pilot opportunity to test
Clear excellent information and initial CIM proposal
Measurement identify where improvements
- Iterate based on insights from customers
can be made - Implement agreed proposal
Governance Owner Measurement
- Create ongoing measurement and iteration
Customer Information Strategy Group 41Work
WP10
Package Data Data Marketplace
2
I get consistent information, no matter the channel,
before, during and after my journey
Customer Statement
Objective: Open and available data sources to third parties so they can develop additional customer information tools
based on this single source of the truth
2020 2021 2022
J-S O-D J-M A-J J-S O-D J-M A-J J-S O-D
Customer Impact
Activity Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
MEDIUM to HIGH
Data and Access
Benefits - Scoping study for a data trust
- Build data provision obligations into
Customers future maintenance contracts
- Subject to sector deal funding being
Enables third parties to
approved by DfT, commence work on
develop tools based on
building data marketplace and
the single source of the Enable
publishing data
truth.
Our People Data Standards, Quality and Value
- Build out taxonomy and other metadata
Improved confidence in - Identify standards for MaaS
Confidence
the information being - Develop and monitor Data Scorecard
provided to customers
Innovation, Culture, Skills and Best
Practice
Governance Owner
- Ongoing skills, innovation and culture
Data Strategy Council training 42Work
WP11 Data Real-time Station and Train Facility Info
Package
2
I can find out if things important to me are working
before I travel and while on my journey
Customer Statement
Strengthening the value chain to allow third parties to deliver an enhanced customer experience through
Objective:
provision of real-time facilities information
2020 2021 2022
J-S O-D J-M A-J J-S O-D J-M A-J J-S O-D
Customer Impact
MEDIUM to HIGH Activity 3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Development (subject to work commencing on
data marketplace)
Benefits - On Track Retail and Rangel / John Till to work
together on a short-term proof of concept
Customers - On Track Retail to design front-end for how train
Real-time facility loadings may be visualised in-app or website
information based on - Identify facility info currently available (each TOC)
a single source of the Real-time - Identify timeline for other info (i.e. toilets/ lifts)
facilities info
truth - Analyse business change management needs
(with Rail Data Council)
Our People - Business change, including cultivation of digital
ecosystem
Improved confidence in
Adding APIs to the data marketplace
Confidence
the information being
- NR lift proof of concept (PoC) for Thames Valley
provided to customers
- Add new disruption data API
- Expand coverage to other open APIs
Governance Owner Best Practice
- Identify current best practice, review outputs and if
Data Strategy Council appropriate, work with industry on plan to roll out 43WORK PACKAGE INTERDEPENDENCIES
The below chart illustrates the interdependencies between work packages.
1 - Strong Dependency (Critical Path), 2 - Medium Dependency, 3 - Weak Dependency.
44COVID 19 RESPONSE
Quality and consistency
audits by the NRCC
Completed weekly to ensure NRE and
TOC websites are up-to-date with the
correct customer information
Provision of Crowding
Information
Providing information on
crowding of trains and
stations based on existing
processes
Alert Me by Messenger Personalised Messaging Collaborative Working to
A unique disruption messaging tool to Other Platforms Ensure Accurate Information
providing personalised, up-to-date Weekly checkpoint calls with
travel information, so Further development of Customer Information Group
customers can make personalised messaging to other to cover customer
informed decisions when platforms (SMS / WA) information issues and 45
travelling shared best practice.END
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