Our portfolio of networks in rail, light rail and bus deliver key performance objectives based on customer demands and requirements.
To achieve this, we rely on a combination of:
- Proven operations and maintenance processes drawn from our best practice networks around the world
- Taskforce of technical experts able to analyse networks, identify opportunities, and build robust improvement programmes to serve local needs
- Senior managers with strong leadership and change management capabilities to drive performance improvement and empower employees towards business goals.
Ensure safe and secure journeys
Increasing passenger flows, providing faster services and ever more sophisticated operational systems … all of these improvements make safety more important than ever. In response to these ever growing challenges, Keolis is committed to be a Zero Harm organisation. Minimising risk to passengers, employees and the environment are all key organisational commitments. In each of our subsidiaries, we develop a ‘risk awareness’ culture among our employees through safety training, individual ownership of safety and a culture of reporting and continuous improvement. Safety is the cornerstone of our operational excellence policy.
Continuously improve performance
Keolis has developed a proactive, structured and integrated approach to drive continuous improvement in operations and enhance customer experience. We integrate a performance-driven culture into all our operational planning, delivery and review activities. Whether it’s for a new build system or an existing one, our approach to performance management is supported by:
- Daily monitoring of key performance indicators supported by visualisation management
- Data analysis of key contributors to delays and incidents
- Rigorous analysis of the most appropriate remedial actions and solutions
- Development and implementation of realistic and structured improvement plans
- Monitoring and evaluation of the impact of plans to constantly improve our activities
Leverage the value of technology
We believe that the smart integration of technology and meaningful data management are crucial to addressing the complexity of modern transport systems. They also support decisions for delivering better services. At Keolis we are quick to adapt to these new technologies and leverage their value to improve operational performance, customer experience and economic efficiency.
Smart ticketing or mobile apps provide our customers with direct access to information and ticket purchases. This means our front-line employees are able to become more proactive in providing support and assistance to improve the customer experience and facilitate passenger flows.
From an operational perspective, improvements in railway technology require fewer but more expert resources to efficiently manage public transport systems. We set up more centralised traffic control systems which ensure greater responsiveness in the event of an incident.
We also leverage the data provided by sensors installed on infrastructure and vehicles to develop remote monitoring and optimise speed profiles, minimise power consumption, monitor asset condition and improve overall network performance.
Leadership and management of change
The short cycles of operation and maintenance contracts means that efficient transition management is key to achieving client objectives and empowering employees. Keolis has significant global experience from decades of experience in taking over operations and quickly deploying new strategies aligned with the objectives of local transport authorities. Our approach to accelerating the managerial transformation of subsidiaries includes:
- Detailed transition plans, supported by global transition expertise
- Strong leadership from our management teams
- Cultural change and development of a corporate culture
- Communication of targets and development of a performance-driven culture
- Transparent employee relations processes.
KeolisAmey Docklands (KAD) had a very clear challenge ahead when it took over the operation of the 40km metro network in London: to continue providing a very high level of operational performance across the 45 stations that serve 115 million passengers each year. From day one, the quality of the service improved and the change of operator was transparent for passengers. This was achieved thanks to a thorough review of the organisation, the launch of new tools, an asset management programme, and the review of a ‘departure score’ indicator which measures the number of actual versus planned departures. As a result, in the first year of operations KAD was able to maintain an average service delivery rate of 99.2%. Average customer satisfaction was 89%, above the contractual target of 86%.
Our commercial approach is based on a set of processes and methods that have been tested, proven and are subject to a process of continuous improvement