Annual stakeholder conference

Wednesday 15 June 2016, Holiday Inn Bloomsbury, London

Govia Thameslink Railway

Agenda

Charles Horton - Chief Executive Officer

London Bridge Overview Andrew Hutton, Lead Development Manager, London Bridge Station Redevelopment, Network Rail

Where are we on the journey to rebuild London Bridge?

Jan-16

Dec 12

Train shed demolition

Jan 17

Track layout changes on approaches Bermondsey

Jan 18

New concourse &

all 15 new platforms

May 18

Station main works

substantial completion

Dec 18

Enhanced Thameslink

service

Jan 16

First new through

lines

May 16

Work focus moves to north side (Tooley St)

Sep 16

South concourse First thro’ platforms

Mar 14

First new platforms

Jan 15

All 6 terminating platforms

May 13

Main works start with focus on

south side

4 20-Jun-16 2018 Route Readiness Peer Review

2018 Route Readiness Peer Review 5

The shift of focus in August 2016

6 terminating platforms rebuilt 2013-2015

The focus now: Building the first of the 9 through

platforms

The focus from August 2016 to January 2018:

Rebuilding the final set of through

platforms

The Main Concourse

London Bridge Summer 2016 6

So far this year….

New Control Room and Accommodation

Progress on main concourse

“Starting this”

• 16 June to 28 August

• Closure of escalators from terminating concourse

• Changed access to Underground and Tooley Street

• “Enables” passenger routes required for opening of main concourse

August Bank Holiday onwards….

• Car park

• Service yard

• Station Accommodation

• Public toilets

• Ticket office

• Public platform access

Key areas in service from September 2016

• Gatelines

• Retail

Peak and Off Peak Routes to and from station

Kent line escalators

The Place escalators

The Shard escalators

Station ‘un-paid’ escalators

LU Jubilee

LU Northern

Tooley St North/Hays Galleria

More London

Paid side of concourse

Road crossings

St Thomas Street

15

20-Jun-16 16 20-Jun-16 16

Phil Hutchinson

Head of Strategic Planning

The journey to 2018

• Consultation approach

• Why the timetable has to change

• Proposed timetable - Highlights

Agenda

Consultation approach

Passenger benefit, increased capacity

Phased consultation approach

• Early start – phased approach

• 3 months – launching mid July

• Range of communications channels

• Attendance at Meet the Manager

The journey to 2018 - Consultation

To ensure a high performing network that

meets the needs of passengers, some

significant changes to the Thameslink network

are proposed from those that have been

previously announced

2018 Thameslink proposals

Network Rail has identified issues

with the proposed 2018 timetable

- 24tph development timetable to

be operated throughout the

Thameslink route

Whilst 24tph can be delivered

through the Thameslink Core,

there were presentation issues

across Sussex, Kent, Midland

Mainline and East Coast Mainline

routes

Why the timetable has to change

1. Services to and from Wimbledon Loop through the

Thameslink Core

2. Services from Brighton Main Line to Bedford

3. Services from Brighton Main Line to East Coast Main

Line

4. Midland Main Line – 6 high speed paths are required

5. East Coast Main Line – 8 high speed paths required

What couldn’t change

1. Retiming of services

2. Reallocation of stops

3. Changes to linkages north & south of “TL Core”

4. Remapping of services between operators

5. Minor infrastructure enhancements

6. Some additional rolling stock

7. Changes to rolling stock layout NOT Class 700

8. Removal of (GTR) train services where there is no

capacity to accommodate them

Proposals should offer value for money and be deliverable

What could change

Demand Analysis

Identifying where passengers travel currently

and predicting future flows is key to

developing a network that meets this need.

This is the first stage in any timetable

development

Passenger demand

Base Timetable – 4tph from Kent

Base 4tph Kent

Route From To via Formation Operation

Sussex Wimbledon Luton E&C 8 AD

Sussex Wimbledon Luton E&C 8 AD

Kent Sevenoaks St Albans E&C 8 AD

Kent Maidstone East St Albans E&C 8 PO

Sussex Brighton Cambridge LB 12 AD

Sussex Brighton Bedford LB 12 AD

Sussex Three Bridges Bedford LB 12 AD

Sussex Horsham Peterborough LB 12 AD

Sussex East Grinstead Bedford LB 12 PO

Sussex Littlehampton Bedford LB 12 PO

Sussex Tattenham Corner Cambridge LB 8 AD

Sussex Caterham Welwyn LB 8 PO

Thameslink Sussex routes identified for review

Route Description Current

Destination Route Retain Via LB 8 or 12

All Day /

Peak Replacement service

METRO

Wimbledon Loop MML Y N 8 AD N/A

Tattenham Corner ECML N Y 8 AD 10-car combined service

between London Bridge

and Purley dividing 5-

cars to Caterham and 5-

cars toTattenham Corner Caterham ECML N Y 8 PO

MAINLINE

Littlehampton via Hove MML N Y 12 PO

12-car Class 377 service

between Littlehampton

and London Bridge

Brighton MML / ECML Y Y 12 AD N/A

Three Bridges via Redhill MML Y Y 12 AD N/A

Horsham ECML Y Y 12 AD N/A

East Grinstead MML Y Y 12 PO N/A

Description Develop Via London

Bridge

Route TIIS

Cleared

8 or 12 All Day / Peak

METRO

Dartford via Bexleyheath N N/A Y 8 PO

Orpington via Herne Hill Y E&C Y 8 PO

Hayes N N/A Y 12 PO

Orpington via Catford Y E&C Y 8 PO

Orpington / Sevenoaks via Grove Park N N/A Y 12 PO

Sevenoaks via Catford C E&C Y 8 AD

Dartford via Sidcup N N/A Y 12 PO

Dartford via Charlton and Lewisham N N/A Y 12 PO

Dartford via Greenwich Y LB Y 8 or 12 AD

MAINLINE

Hastings to London N N/A To TBW 12 PO

Chatham to London N N/A To RCH 12 PO

South East Mainline via Tonbridge N N/A Y 12 PO

Maidstone East Y E&C or LB Y 8 AD or PO

Thameslink Kent routes identified for review

2018 Timetable: Proposed Kent routes

2018 Timetable: 8tph option from Kent

Divert Maidstone East

services via London

Bridge. Improves

journey times and

creates new journey

opportunities

Facilitates reduction of

2tph via Windmill

Bridge

Southwark Reversible

and Line 4

infrastructure (not used

in current plan) will be

utilised as originally

intended.

Potential for train

lengthening of Medway

services to Luton

without changes to

train service or

infrastructure

(except stabling)

• kkkkk

Summary of Kent options and recommendation

• Fails to resolve capacity issue at Windmill Bridge Junction therefore not considered suitable for further development 6tph

• Improves capacity issue at Windmill Bridge Junction

• Southwark Reversible and Line 4 infrastructure (not used in current plan) will be utilised as originally intended

• Allows potential for future train lengthening (Brent Cross / Luton Airport) without changes to train service or infrastructure (except stabling) as Medway via Greenwich route cleared for 12 car operation

• Divert Maidstone East services via London Bridge. Improves journey times and creates new journey opportunities

• Mitigates issues on East Coast Main Line by allowing flexible north to south links

8tph

• Reduction of Cannon Street services (already reduced from 25tph to 22tph) to less than 22tph

• Reduction of Thameslink trains via London Bridge to 14tph, increasing E&C to 10tph compromising the established business case

• Imports significant issues into London Bridge Low Level

• Too much conventional rolling stock required to back fill the loss of Class 700 units from Sussex

10tph

South London Metro and Mainline

Significant proposals to

redesign the Southern

network aimed at improving

the network

Southern South London Metro and Mainline: Simplification

Complex array of routes and frequencies exist serving

multiple markets

Poor performance impacts wider Network, via interworking of

crews and units with Southern Mainline

10-car metro introduced on multiple routes in 2013 to deliver

capacity but flexibility has reduced

Systematic review across the South London Metro area

required which should include:

1. Analysis of capacity and demand

2. Review of sectional running times and junction margins

3. Enhanced dwell times at key stations

4. Increased turnaround times at suburban stations

5. Simplified workings at terminal stations maximise 10-

cars on capable routes

6. Potential additional resources required

Complete review and recast involving the following services:

• London Bridge to West Croydon via Tulse Hill

• London Bridge to Beckenham Junction

• Victoria to London Bridge via Crystal Palace

• Caterham and Tattenham Corner routes

• Dorking / Epsom / Sutton routes

Improved service frequency and

increased capacity addressing

current overcrowding

Great Northern

East Anglia Regional Development Strategy

Kings Lynn 8-car route upgrade

Scheme includes:

• Platform extensions to accommodate 8-

cars (except at Littleport and Watlington

which will use Selective Door Opening

(SDO)

• Power Supply upgrade to facilitate 8-car

trains

• New footbridges at several locations

• Level crossing upgrades throughout the

route

• New station at Waterbeach (existing

station to be upgraded first)

• Signal upgrade at Ely

Cambridge North (Science Park)

Scheme includes:

• New three platform station with bay

platform scheduled to open May 2017

• Bay terminating platform

• High demand expected when

opened

Ely North Junction doubling

Scheme includes:

•Enables half hourly Kings Cross to

Kings Lynn off peak service

• Deferred as part of Hendy Review

until CP6 (undefined date)

• Combination of Kings Lynn 8-car and

Cambridge North schemes could

provide a half hourly all day Kings

Cross to Ely with hourly extensions to

Kings Lynn

Credible alternative packages

proposed benefiting East Anglia

Great Northern Metro:

• 4tph Moorgate to Welwyn Garden City all day, every day

• 4tph Moorgate to Hertford North all day, every day

• 2tph Moorgate to Stevenage all day, every day

• Peak additional:

• 4tph Moorgate to Gordon Hill

• This means 14tph to and from Moorgate in high peak, 12tph during shoulder peaks and

8tph at all other times using 6 car Class 717

Great Northern Mainline:

• London Kings Cross to Kings Lynn

• London Kings Cross to Peterborough (peak only)

• London Kings Cross to Royston (peak proposed)

The journey to 2018 – Great Northern

Time for tea

Engineering Update

Gerry McFadden, Engineering Director

The Franchise Fleet Plan…

What have we done so far?

Introduced a new Thameslink Fleet…

Class 387/1

• 29 units x 4 car units

• 6 million miles in service already

• Reliability Growth Curve …

Introduced a new Gatwick Express

Fleet …

Class 387/2

• 27 x 4-car units

• Fully Wi-Fi enabled

• All units planned to be in service by July 2016

And started to withdraw the Class

442 fleet…

Three Bridges

• We have also opened a huge new depot at Three Bridges

• Three Bridges depot mobilised for train cleaning and servicing with fully

trained staff, equipment and materials in place ready for class 700

operational service

• Siemens SQM and GTR Quality Experience on Station and Train (QuEST)

regimes being aligned to ensure service quality aspects are delivered

effectively to meet Passenger Experience Measure (PEM) commitments

• Five new and additional CWMs and 186 CET points now in operation across

Brighton Down Yard, Cricklewood, Three Bridges and Hornsey depots

Three Bridges Depot

And finished off the redevelopment

of another huge depot at Hornsey…

Hornsey

• Major programme of works building a depot within an operational depot

• New Siemens maintenance facility, new sidings, servicing aprons, wash

plants and conversion to a fully signalled depot

• Hornsey yard (fully signalled) and Panel now live

• Uplift in CET and tanking facilities from 4 to 68

• CWMs uplifted from one to two and both utilise recycled water

• Increase in stabling capacity

• Lathe will be accessible from both ends

• New Depot protection systems fitted throughout the site

What next?

The new Class 700 Thameslink Fleet

• To be introduced into passenger service imminently

• Fleet will consist of:

• 55 x 12-car units

• 60 x 8-car units

• Single biggest fleet introduction in almost 20 years

• Innovative new interior train design

• https:/round.me/tour/43748/view/

• https:/youtu.be/eCZyciqcITE

Class 700 Formal Launch

Extended 10-car Uckfield Services

Class 170

• 10-car diesel train fleet

• Ex-ScotRail Class 170/4 conversion

• Units will be reformed from 3-car units into 2 and 4-car formations

• Plan to be in service from end of July 2016

• Works have included full overhaul, new engines, new bogies, re-wiring…

Electrostars on Great Northern

Electrostars on Great Northern

• Virtually brand new fleet

• 110mph capable

• 2 + 2 seating throughout

• Power points at every pair of seats

• Wi-Fi Ready

Electrostars on Great Northern

• First unit at Hornsey Depot – now

• Driver training has commenced

• Service planned from Autumn 2016

Great Northern Thameslink Services

Thameslink on the East Coast Mainline

Class 700 on Great Northern

• ETCS testing underway

• Depot ready

• Passenger services planned for Summer 2017

And in the future, what else?

A new Moorgate fleet in 2019

A huge increase in Thameslink

services…

• Automatic train operation (ATO)

• ETCS

• 20 tph in Core

• 24 tph in Core

Wi-Fi Fitment • Across all fleets

• Extensive proposal being worked on

• Plan still being finalised

Tracy Hall

Information Strategy Manager

Passenger Information

• Improving information, especially during

disruption still our priority

- Roving mics now at over 200 stations

- Tablets for further 1200 staff

- Customer experience teams in the control

- Real time information on some of our fleet

• A messaging quality programme that feeds information from the

control to tablets, websites, stations and on train screens

Information during disruption

Behind the scenes during disruption

Behind the scenes at Control

• Keeping the priority alive with genuine improvements

- New websites planned, centred on delivering information

- PIS fully functional on the majority of the trains

- Enhancing real time passenger information systems on fleet

- Embedding the cultural change within the controls giving staff

and customers the information they need

- New style CIS for Thameslink core stations

Next steps

Changing the marketing model

Telling our story

Justin Baines, Head of Marketing

The role of marketing • This franchises puts us in a unique position to ultimately improve rail travel for

millions of customers

• This is through a period of investment to modernise (make more reliable) and improve (make more comfortable) the service on all of lines

• However, ensuring doing that means major changes to the hub of London Bridge station and the Thameslink ‘core’ of stations through London

• These changes to a still operating railway are causing more disruption to journeys than was forecast which requires a change in approach to everything we do, including marketing:

• We therefore need to:

– Identify the scale of and unique challenges we face

– Respond to them in a positive way that is appropriate to the many groups we must address

– Propose a new model of communications for the franchise which moves the emphasis away from selling to service, integrating what we do in meaningful ways to help our customers manage their journeys positively

Our narrative has to face challenges

We are running a new and complicated franchise on a network with sub

optimal capacity and resilience

Whilst it’s happening now, improving our rolling stock takes time

We are carrying more people than ever before, a number that is growing

even whilst we are building and a large percentage of those people rely on

us for their daily commute

Changes to the way we need to operate to offer better service and greater

resilience causes its own issues with our own people

Our ability to inform our customers in the way that they want and expect is

compromised (systems that work well enough in more normal situations are

not sufficient)

Frustrated customers communicate widely on social media faster than we

can give them information in our usual channels

Four key pillars of the new approach

WARN

Use all of the

information we have

on journeys to pre-

arm customers with

information.

People would rather

take control of their

own journey and

change their plans

than suffer an

avoidable delay

INFORM

To the best of our

ability, use every

channel available to

inform and empower

during their journeys

If we can direct to

helpful information

we can help people

take action,

understand and

respond

‘CELBRATE’

Tell people about

achievements, but

in bite-sized pieces

that make sense –

e.g. next month this

will be complete

Reframe

improvements as

helping journeys –

e.g. Wi-Fi = access

to better information

at no cost

APOLOGISE

Things will go

wrong. Both public

and individual

apologies help

Actively promote

Delay Repay

Increase cover in

social media

channels

Next steps

• Start with our own media channels

first and expanding to external media

when IR position is clearer

• Creating new executions as the

improvements happen across all

areas of customer’s journeys: better

information and apps, better service

on trains and in stations

• Maintaining an open approach to the

situation and driving for change from

all involved parties to the single focus

of improving the service we offer

•The Key

•KeyGo

•Oyster to Gatwick

•Ticket Machines

Journey improvements through retailing

Key Card Takeup

KeyGo

• Getting ready for network wide keyGo – effectively PAYG for the railway

• Valid across Southern outside London (expanding to London and Thameslink

Great Northern in September 2016)

• Customer associates credit/debit card with Key card and then taps and goes

• Fully integrated with Metrobus & Brighton and Hove so genuinely multi-modal

94

KeyGo

• Best value any permitted

fares for the day

• Capped bus fares in Surrey

and Sussex

• Fares deducted in blocks of

£25 from Debit/Credit card

• No queuing, no ticket

confusion all you have to do

is tap your card and the

system does the rest…

Gatwick Airport Oyster

• Currently GTR has 571 Ticket Vending Machines issuing

41,700,000 tickets a year

• Busiest Ticket Machines issue up to 1,400 tickets a day

• Installing 63 new machines by September 2016 (+11%)

• The last 11 stations that have no ticket buying facilities are

included so every GTR station will have at least one machine

• TVM availability has been steadily improving at 98% average in

the last 3 weeks

• Aiming to upgrade most of the older machines during 2017 and

to adjust some of the screen

Ticket Machines

Performance on our network

Contents

• Overview of Performance - PPM

• PPM by Brand

• Performance Loss

• PPM Failures – Top 9

• Performance Strategy

• Risks and Opportunities

• Conductors

• PPM Trajectory

• Additional Slides

Overview of Performance PPM

PPM by Brand

Performance Loss

PPM Failures – Top 9 causes

How exactly do we get there?

Vision

Objectives

Mission

Strategy

Vision

Mission

Objectives

Strategy

Situational Analysis

Actions Controls

To be the UK’s greatest railway

by 2018

Putting the customer

experience at the heart of

everything we do by providing

exceptional service every day

and aiming to do it better

tomorrow

-Focus our organisation on delivering high performance

-Establish strong governance arrangements

-Make our people accountable for everything on GTR

-Focus our efforts on our financial and commercial

opportunities

-Establish a continuous improvement culture

-Work collaboratively with our Infrastructure Manager

-Embed tried & tested procedures to deal with planned &

unplanned events

-Deliver 24TPH in 2018

Governance (meetings, KPIs, dashboard

reports, performance trajectories, personal

targets and communications)

PMO – (programme, dependencies, RACI,

workshops, cross-functional teams,

Visualisation, success measures)

Govia Thameslink Railway Performance Strategy Framework - March 2016

• Delay Minutes 875k 787k 709k

• Cancelations 21.7k 19.6k 17.6k

• Short Forms 0 0 0

• PPM 87% 88.7% 89.9%

16/17 17/18, 18/19

Tactics

High Level Performance Risks & Opportunities

Industrial Relations:

- Industrial Action

- DOO/IR issues

- Future roster changes aligned with Timetable

changes

Operational Readiness 2018:

- Ramping up for 24TPH

- Right Maintenance Regimes

- Right Organisation in place

- Culture and Change

Fleet

- Fleet introduction

- Train crew availability & training

- Fleet resource levels/capability

High Output Introduction:

- Preparation for the deployment

- Training and upskilling of DU Teams

- Culture and Change

Metroisation

- Integrating projects into operations

- Changes to NR organisation to cover Ops

readiness

- Culture change required

Infrastructure Capability:

- Critical Assets and Locations

- Sustainability and Reliability of Assets

- Asset Specification Embedded

Opportunities:

• New fleet introduction

• DOO

• New drivers

• Stronger performance based culture

Date of first strike: 26 April

Each bar represents a day’s cancellations.

Date Range: 04/04/16-19/05/16.

Where We’re Going – PPM Trajectory

72.00%

74.00%

76.00%

78.00%

80.00%

82.00%

84.00%

86.00%

88.00%

90.00%

92.00%

1701 1702 1703 1704 1705 1706 1707 1708 1709 1710 1711 1712 1713 1801 1802

MAA

Forecast

84.3%

MAA

Forecast

85.8%

• 2016/17 Exit MAA: 84.3%

• MAA at close of P1802: 85.8%

• Current 2016/17 MAA Target: 87%

• NR and GTR are still in discussions regarding 2016/17 Targets.

Modernising our Stations

Our plan is to make our staff more visible and available to everyone using the station by

bringing them out from the ticket office and on to the station concourse as Station

Hosts.

We know these changes are important to you, which is why we held a public consultation to hear

your views.

Overview

The public consultation held in February 2016 has been critical in

refining the Hosted Station concept and has allowed GTR to directly

address the concerns of the customer.

• GTR has worked to directly address each point and the responses have been supported by

London Travel Watch and Transport Focus.

• GTR are not planning to stop here. Ongoing engagement with the passenger groups and

disability groups will continue to help ensure the Modernisation delivers the best outcome

for all customers

• The common themes and questions are addressed in the following slides

Public Consultation

I want to be able to buy the

full range, and best value,

tickets from the station

We will be retaining the ticket office machines so that we can continue to

sell the full range of tickets (including railcards) that you can buy from

ticket offices today.

Our Station Hosts will be available to sell tickets and offer advice on the

best tickets for the journey you are making.

Ticket Availability

I want to be served by a

person; staff availability

will reduce

Our Station Hosts will be there to help you buy the most appropriate ticket for your journey and to

provide advice and information.

The only difference is that our Station Hosts will be helping you on the concourse instead of the

ticket office, so we can increase the availability of the staff to all customers using the station.

They will also be there for longer than the ticket offices are open today.

The stations where we are introducing Station Hosts will have a member of staff available from the

first service of the day to the last, seven days a week.

We will also have staff on platforms for train dispatch and assistance, as we do today.

Staff Availability

I want staff assistance

getting around stations and

onto trains

Our Station Hosts will be more visible and readily accessible to provide assistance

and information. At most stations there will be a Hosted Information Point so that it is

clearly recognisable where this assistance can be given.

Together with our platform staff who are unaffected by these changes, our Station

Hosts will be available to help anyone who requires assistance when travelling.

We are also working with disability user groups and other key stakeholders to ensure

we consider the needs of disabled passengers. Our Accessibility Impact Statement

outlines further details about the changes and how we are making things better for our

passengers with accessibility needs.

Station Accessibility

The ticket machines are not

always available or reliable

We continue to work with our suppliers to improve the functionality of our self-service

machines which already have high rates of reliability. Our ticket office staff help keep

these machines in service but at busy times cannot get out of the ticket office to fix

them or report any faults.

With our proposals, Station Hosts will be able to keep a closer eye on the ticket

machines as they will be on the concourse, not in the ticket office. The longer hours of

duty that Hosts are in place at stations will enable essential activities like topping up

tickets and change to be done at quieter times of the day and in readiness for peak

times.

We are installing 63 additional ticket machines across the network to meet the growing

demand for self service and are looking to make further ticket types available

Ticket Machines

How do I get refunds, Delay

Repay compensation

vouchers exchanged and

other processes?

Our Station Hosts will be able to help you in the same way that ticket office

staff do today.

They will have access to ticket office equipment for more complex

transactions and processes such as refunds and cashing compensation

vouchers.

Refunds

Will queuing times

increase?

We are committing to maintaining the queuing standards that are in place today. You

will not have to queue for any longer to buy tickets.

We are developing station operating plans to ensure demand is met at each station,

providing additional staff as required at busier times or when special events are

taking place.

Queuing Times

I am concerned that the

service I receive at a station

will get worse

We strongly believe our plans are the right way to go but we understand that you’ll

have some concerns.

That’s why we plan to soft launch at a few stations that are changing to allow us to

prove that the concept works and refine our plans as necessary before we introduce

the changes more widely. We are determined to improve your experience at our

stations, not worsen it.

Station Experience

The modernisation will result in some very tangible benefits to the

customer and the quality of station service delivered by GTR.

• Increased staff presence to assist customers with ticket purchases, provision of information and

assistance

• Across 83 stations staff assistance with buying tickets will increase by over 2,600 hours a week compared

to current ticket office opening times

• 83 stations will be staffed from the first train of the day to the last train of the day

• Passengers will still be able to buy the full range of tickets at these station

• Station facilities, such as waiting rooms and lifts will be available for longer periods of the day

• Improved assisted travel arrangements and times of operation

• Improved safety and security for our passengers

• Increased number of TVMs available at stations

Benefit Summary

Modernising our Stations is a complex process involving staff, unions and customers.

The plan is to “Soft Launch” the concept in September 2016 with a view to refine the

concept ahead of full the conversion of stations

• The soft launch stations have been provisionally identified as City Thameslink, Polegate, Denmark Hill,

South Croydon, Enfield Chase, Battersea Park, Cricklewood, West Norwood and Royston

• We are continuing to work with our station teams and our trade unions on station by station operation and

implementation plans. This is not a ‘broad brush’ approach - service for customers and the safety of our

staff will be paramount in defining the station plans

• The acceleration of customer “Channel Shift” to new available technologies and products will be key to

facilitating the concept. This will be done by offering new technology and products, empowering staff to

help educate customers and a strong marketing campaign

• A training package is being developed to help to equip staff with the skills required to host a stations

including a renewed focus on customer service via the One Step Ahead initiative

• Although public consultation has ended, GTR will continue to work closely with the passenger bodies and

disability groups to ensure we deliver a service that meets the expectation of the customer

Next Steps

Market place

Thank you for coming