SMRT CEO Desmond Kuek speaks on Improving Rail Network Performance for Greater Passenger Convenience and Mobility during the Asia Pacific Rail 2014 in Hong Kong on 19 March 2014.

When we think about rail network performance, we often do so in terms of numbers and statistics on Availability, Reliability and Safety. While such figures are useful measures in the industry, they mean little to the passenger.  Our experience is that passengers are much less interested in benchmarks and data than in the substantive quality of their travel experience - measured specifically at the time and place that they use the system.  Their perspective, not unexpectedly, is shaped more by how far it is to walk to the nearest station, the waiting times for trains, how crowded the trains are, and whether train arrivals are as scheduled. 

So although we have 180 km of rail network and 140 stations in Singapore, this is an irrelevant statistic for that resident who has to walk 2 km to find the nearest node.  Despite a cumulative train distance travelled of nearly twice around the equator each day, this fact is of no significance to that passenger who was late for a job interview because of train service delays or disruptions.  We have a daily ridership of nearly 3 million, and although our average train service availability is more than 99.8%, this is of little comfort when the passenger has to put up with the rush hour crush on crowded trains.  Over the past 5 years, despite the percentage of household expenditure spent on transport falling from 2.9% to 2.6%, and fares actually decreasing 3.2% against cumulative inflation of 13.8% and operating costs increasing by about 30%, there continues to be considerable public resistance whenever fare increases are contemplated.  A Government survey last year showed that customer satisfaction in public transportation, while still high at 88.5%, had declined 0.3% from the previous year’s rating of 88.8%.

Improving rail network performance therefore goes beyond the rationality of operational and maintenance data. While these are still key measures of performance, the issues faced are entwined in the socio-economic well-being of the country, and form part of a national conversation about public transport as a reliable essential service, an affordable public good and a vital ingredient in the city’s quest for liveability and sustainability.

THE DEVELOPMENT OF SINGAPORE’S RAIL NETWORK

At 700 square km, Singapore is slightly smaller than New York City and 2/3 the size of Hong Kong.  We have a density of about 7,500 persons living in every square km.  Given limited land space and a burgeoning population, work on a Mass Rapid Transit system commenced in 1983.  The proposed North-South Line and East-West Line were Singapore’s largest infrastructure project then at S$5 billion.  SMRT was chosen to run these lines, and has grown to become the dominant rail operator in Singapore, and a multi-modal transport company with business lines in buses, taxis, commercial property management, media and advertising.

There were questions then about the long-term viability of a rail system, given the relatively high cost compared with a public bus system.  In a significant leap of faith for a small country, the Government declared in 1982 that it “has taken a firm decision to build the MRT.  More than a transport investment, the MRT must be viewed in its wider economic perspective. The boost it will provide to long term investors' confidence, the multiplier effect and how MRT will lead to the enhancement of the intrinsic value of Singapore's real estate are spin-offs that cannot be ignored."

Today, the rail network has indeed become an integral part and a symbol of the modern metropolis that is Singapore.  By 2030, Singapore is aiming for an even bigger and bolder rail network.  The Government has plans to double the rail network to 360 km, with 5 new lines added at an estimated cost of S$60 billion.  The target is for 8 in 10 households to be within a 10-minute walk of an MRT station.  200 km of additional sheltered walkways will be built linking to MRT stations and transport interchanges to provide some relief in Singapore’s hot and humid tropical climate.  It is envisioned that 85% of all public transport journeys in the country will be completed within an hour, with 75% of all peak hour journeys made on public transport.

While the strategic considerations in the early years were about our ability to deliver a large public infrastructure project in a cost-effective and timely manner, today’s considerations are more multi-faceted and complex, centred on answering to the needs for greater passenger convenience and mobility.  Alongside these concerns, we must still ensure a sustainable public-private partnership that addresses the sustainable financing and effective whole life-cycle asset management of the network, with an integrated approach across the entire chain from designing and building, to operating and maintaining the system, to renewing an ageing network.

To deliver superior rail network performance, I would like to describe three key areas that SMRT has placed emphasis on. These include developing a partnership model based on a holistic and integrated view of the rail network, efficient and innovative ways for superior rail reliability, and a customer centric approach that puts the needs of passengers upfront.

HOLISTIC AND INTEGRATED VIEW OF THE RAIL NETWORK

Firstly, an optimal and sensible approach to our expanding rail network must be grounded in a robust partnership between the public and private sectors that takes into account the interests of all stakeholders.  This will help to extract optimal value from the rail network not just in operational performance, but in its seamless connectivity and integration with the community.

• In rail network planning and development, the perspectives of all stakeholders – owner, urban planner, operator and user - must be proactively incorporated as part of a forward-looking design philosophy.  Urban planners must be cognizant of how transit stations will integrate into current and future community designs, and must actively engage the community on how the rail network will impact their living environment. Experienced operators should be consulted on depot and track layouts, with a view to optimize asset utilization and facilitate maintenance work. Doing these well will enable better downstream rail performance.
• The financial sustainability for system longevity and performance must be carefully set out to facilitate continual development of the network, and take into account fare revenue-related challenges against the growth of the operating expenditure required to run the system well enough to meet evolving operational and passenger demands. 
• Downstream clarity of roles and responsibilities between the regulator, owner and operator must be established – especially if these entities are distinct. In Singapore, SMRT as operator and Land Transport Authority as the regulator have a joint team that identifies and implements measures to increase rail reliability.  This approach in constructive collaboration engenders an awareness of what is needed in rolling stock fleet numbers and utilization, as well as preventive and predictive maintenance at the asset and infrastructural levels. Without this, an effective arbitration mechanism would need to be set up.

EFFICIENT & INNOVATIVE DELIVERY OF SUPERIOR RAIL RELIABILITY

Secondly, to deliver superior operational performance, SMRT has put in place a rail reliability framework around “Processes, Technology, and People”. 

• We are enhancing the Processes relating to the management of critical rail infrastructure, assets and equipment that affect the safety and reliability of our train services. Work is being carried out this year to attain the Publicly Available Specification (PAS55) / ISO-55001 certification.  This will strengthen our life-cycle management discipline in the use of rolling stock and associated rail systems. We are also improving our energy management processes for better cost control and environmental sustainability.
• In the area of Technology, we are in close collaboration with industry partners and academia to explore and implement technological solutions that can enhance our preventive and predictive maintenance capabilities. We have deployed advanced sensors for condition monitoring, and collect real-time data on track and train systems for timely intervention.  Trials are on-going for an Asset Information Management System with embedded artificial intelligence capabilities to highlight the assets due for replacement.
• A rail engineering company is ultimately about its People.  SMRT is implementing a refreshed
  engineering professional competency roadmap to ensure that our workforce continues to hone the necessary technical competencies and skills needed to fulfil the increasingly complex functions of Singapore’s expanding rail network.  We have gone further to launch railway engineering modules with academic institutions in Singapore at the vocational, polytechnic and university levels.  And much is being done to raise the level of work force engagement and health in the company given the challenging work environment they face.

CUSTOMER CENTRIC APPROACH IN RAIL PERFORMANCE

Thirdly, and more significantly, we have taken a customer centric approach to rail network performance.  Our company vision is about “moving people, enhancing lives” – not just in the physical sense, but also in winning hearts and minds.  We aim to be the people’s choice by delivering a world-class transport service and lifestyle experience that is safe, reliable, and customer-centric.  At SMRT, we are driving customer-centricity at three levels:

• We have launched an organisation-wide campaign in Service Excellence.  From top management to every train captain, bus captain, technician and administrator on the ground, there is fresh impetus and inspiration to forge a common purpose and shared responsibility in “building trust and bringing on smiles every day and in everyone who journeys with us”.  This applies to both external customers and internal staff.  Training modules and learning tools, as well as incentives and rewards, have been aligned with the desired customer service attributes and passenger service outcomes.  I personally host regular Service Excellence Awards sessions to acknowledge outstanding role models who have gone the extra mile in service.
• We are also improving all service touch-points with a view to engaging passengers more meaningfully. We are reviewing the design and layout in stations and trains, from the passenger’s viewpoint. More timely and accurate information is being pushed out to the passenger signs at station entrances will convey the level of crowdedness inside so that people can make more informed decisions.  Online, we use social media platforms on Facebook and Twitter to obtain passenger feedback directly, as well as inform the public of changes in service schedules.  We also meet with stakeholder and community groups to take on board their inputs and suggestions. 
• Finally, we are strengthening our capacity in service recovery.  As all rail operators know, despite the best efforts and systems, there will from time to time be the inevitable delay or unexpected disruption to the network. The challenge is how to simultaneously focus efforts on recovering as quickly as possible, while effectively addressing the needs of affected passengers. When this happens, SMRT activates a free bus bridging service to alleviate the impact of the train disruption by providing affected passengers an alternative mode to the next functioning transport node.  We deploy customer service teams within minutes to assist on the ground, and station staff have a standing operational plan that is regularly rehearsed against any possible contingencies.

CONCLUSION

In conclusion, improving rail network performance in today’s operating environment goes beyond efficiencies and benchmarks.  It must also meet the needs for passenger convenience and mobility, and deliver a positive travel experience.  This must necessarily involve multiple stakeholders in a holistic and integrated partnership framework.  It requires the leveraging of operational and maintenance technology and processes, and a strong emphasis on organisational and people development.  Ultimately, it must pass the high test of passenger satisfaction through a relentless focus on customer-centric service delivery across all platforms, communication channels and service touch-points.

Thank you.