Veolia RATP’s experience in Seoul and Hong Kong – lessons for Vietnam Emmanuel VIVANT General Manager, Hong Kong Tramways Ltd Director, Seoul Line 9 Operation Co.
Ⅰ. Veolia RATP – Introduction 2
Veolia Transport RATP, the leading public transport operator Our business model = delegated management – a private operator of public transport Major key figures 32 countries ~ € 12 billion in revenue for 2012 160,000 employees Over 75 rail contracts in the world – O&M franchises, PPPs etc LRTs, metros, commuter, regional, mainline, and now high-speed in Asia: Seoul Metro 9, Mumbai Metro 1, Hong Kong Tram, Macau bus, Nanjing & Anhui bus 3
Improvements II brought to Hong Kong Tramways 4
HONG KONG HK Tramways in HK current railway network map TRAM LINE 5
HONG KONG TRAMWAYS Ltd. A few figures… One of HK’s icons and a city heritage… • HK Tramways Ltd. was created in 1904 • The World’s largest double-deck tram fleet and unique double-deck metric system • A fleet of 163 vehicles (including 2 antique trams) • Over 6 million km ran every year • Total 2012 income : ~26 million EUR • 650 employees including 340 drivers • 1 main route + 1 loop, 6 terminal stations, 29.5km line length, 118 stops • A mass transit system with 230,000 trips per day (84,000,000 per year) • HKTramways Ltd. represents 16-18% of trips within HK island 6
HONG KONG TRAMWAYS Ltd. A Very Specific “Contract”… • HK Tramways Ltd. is a 100% private operator • There is no operation contract between HK Government and HK Tramways Ltd. • Operation are driven by “ ordinances ” that are an evolving list of rules fixing the operation standards. • Operation rights are renewed every 5 years at the discretion of HK’s Transport Department. • HK Government does not provide any subsidy and HKT had to develop other revenues to remain sustainable… 7
Our Operating Environment • Keen competition from other modes of transport • MTR • Buses • Minibuses • Taxis • Walk Public transport has a 90% modal share! • Increasing traffic density, congestion • Declining patronage • Increasing operating cost • Public pressure on service improvements 8
HONG KONG TRAMWAYS Ltd. Fare Policy • A single adult trip is 2,3 HKD (since 2011) (2 HKD from 1998 to 2011) • Children below 12 : 1,2 HKD and Elderly over 65 : 1,1 HKD • Monthly pass also exist, as well as 4 day tourist passes • Passenger can pay either by contactless card (Octopus) or by coins , when alighting. • HK Tramways is HK’s cheapest transportation mean 9
HONG KONG TRAMWAYS Ltd. Development of other revenues Hong Kong Tramways limited Company 10 page 10
Recent Changes with international operator • Veolia RATP took over the tram operation in 2009 • New development strategies • Upgrade services to be in line with the world’s norm • Catch up with essential improvement works long overdue • Provide passengers with quality services • Promote utilization of green transport • Help alleviate environmental problems in Hong Kong 11
Improvement Measures Objectives • Safety / Reliability • Noise reduction • Service improvement • Operational efficiency / flexibility • Patronage stop declining / revert trend Start by market surveys and extensive stakeholders/community engagement exercise 12 12
Understand the Passengers • Passenger Survey : OD & Expectations Eastbound Charge Westbound Charge 20000 20000 WS->KT 18000 NP->SKW 18000 CWB->NP WM->WS 16000 WC->CWB 16000 HV WC->WM 14000 WM->WC 14000 WS->WM HV 12000 KT->WS 12000 CWB->WC 10000 10000 NP->CWB 8000 8000 SKW->NP 6000 6000 4000 4000 2000 2000 0 FHMTR SWHMTR QBMTR T - NP T - CWB CWBMTR CenMTR T - WM 0 T - SKW 4W 12W 16W 24W 28W 38W 42W 106 108 109 111 50W 54W 58W 62W 66W 74W 80W 84W 88W T - WS 94W 98W 102W T - WM CenMTR AdmMTR WCMTR 105 107 T - HV 110 112 CWBMTR THMTR T - NP QBMTR SWHMTR T - KT 03E 07E 09E 13E 17E 23E 31E 39E 47E 55E 63E 67E 73E 77E 85E 89E 97E 101E 13
Tram & Duties Schedule • Use VTRA scheduling tools to find out the most efficient schedule and to adapt local constraints • More demand driven Old & New Scheduled trams in service without ignoring the 160 800 social constraints 150 140 130 120 600 110 100 No of trams 90 80 400 70 60 50 40 200 30 20 10 0 0 4:00 5:00 6:00 7:00 8:00 9:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 20:00 21:00 22:00 23:00 0:00 1:00 2:00 Time 14
Understand & Adapt the Social Constraints in Tram • Initially more focus on the adaptation to the demand, not enough communication to the social constraints in Tram • Later initiatives to strengthen communication like Staff Focus Group Working Group on New Schedule Staff Re-organization Before After OM OM ACM ACM ACM SMM MM MM MM MM SMM SMM SMM SMM SMM SMM 350 MM MM MM MM MM MM 12 12 12 12 12 12 Hong Kong Tramways limited Company 15 page 15
Improve Regulation via OCC Upgrade • We have built a new OCC /Tram Positioning System • It is RFID-based with sensors at each tram stop and autopoint • Real time tram positioning and anticipation by duty inspectors becomes possible • communication with drivers on road • can accelerate the first slow tram in the bundle by narrowing the gap with the tram ahead 16
Reporting • Thanks to VTRA tools and the OCC Tram Positioning System, we can generate detailed Management and Operational Reports to monitor the operating results like mileage, paid hours Year To Date 2011 2010 2011 2010 Motormen Productivity Planned Actual Duties % Var Actual Duties % Var Planned Actual Duties % Var Actual Duties % Var Paid Hours Basic Hours 69031 68311 -1.0% 68256 0.1% 627983 615008 -2.1% 623448 -1.4% - Normal Duties 60904 57470 -5.6% 59472 551952 519960 -5.8% 547872 Effective MM 58000 55814 6990 57128 7141 525656 503616 63033 525552 65694 ACM 616 544 68 584 73 5616 5088 636 5064 633 SD 2288 1112 139 1760 220 20680 11256 1408 17256 2157 - Spare Duties 3360 2018 253 -40.0% 30576 14050 1757 -54.1% Normal + Spare Driving Duties Hours 61360 57831 7243 57128 7141 556232 517666 64790 525552 65694 17
Rationalize the External Environment • Identify Congestion Black Spots • Traffic Study & Model • To work out win-win solutions with Government 18
Passenger Information 19
New Tram 20
New Tram 21
New maintenance techniques • Track maintenance • Overhead line 22
What an international operator brought Thanks to VT- RATP’s international knowledge, synergies with other operations could be found to develop new projects… • VT Tools implementation for scheduling re-construction. • Real time localization / OCC system implementation • Black spots analysis to increase commercial speed. • Tram loops & free transfer to shorten lines and increase the service reliability. • Passenger information • Service quality and safety (accidents monitoring, motormen’s training, customer service) Hong Kong Tramways limited Company 23 page 23
What an international operator brought Veolia Transport-RATP brings a long term transportation view to a structure that was previously managed by a property developer/financial company… • VT-RATP is using synergies, importing its know how from other countries. • VT- RATP is building a long term and trustful relationship with HK’s Transport Department. • VT-RATP is improving service quality to remain competitive in such a dynamic environment, capitalizing on an iconic and environmentally friendly tramway system. • VT-RATP is foreseeing the opportunity to develop ridership and increase fare revenues. HKT, with VT- RATP’s help, will keep on providing a safe, reliable and efficient service to HK people, for the most reasonable price. 24
HK Lessons for Vietnam • Relying on the dynamism of private enterprises and introducing a certain degree of competition entices cost discipline, new revenue generation etc • International transport operators bring a professional expertise and long-term view unlike financial investors/developers • Integrated ticketing system key to attractiveness of the system • Lack of fare integration generates reluctance to transfer = overlapping and wasteful competition • Need for a certain degree of government regulation to guarantee service levels, provision of services on loss-making but socially imporatnt routes • Integrated passenger information still lagging and confusing to infrequent users • HK an exceptional case – but more and more intervention of government – subsidies for elderlies, ferries; MTR capex financed through land development rights. 25
III. Seoul Metro Line 9 project 26
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