Bringing service to life in metro services
The Serco-run Dubai Metro launched in September 2009 and has grown rapidly. During 2010, it carried 38.8 million passengers and expanded from 10 stations to 26. Despite this level of change, the Metro's performance has been exceptional for a new system. During 2010, we achieved availability and punctuality of 99.6% and 97.9% respectively, and in December, 100% of trains hit their punctuality targets.
Managing growth while delivering to the highest standards requires the right processes and procedures, and a partnership approach to working with our customer and contractors. Ultimately, though, it is our culture and our people's desire to improve that make the difference.
Our internal performance 'attribution' process is an important tool here. We investigate every train delay so we know what caused it and why. We then develop actions and plans to prevent a recurrence or reduce its impact. We repeat this process every day.
Some issues may be escalated to our management forum and become part of broader initiatives, such as our 'zero delay days'. These campaigns select one issue, such as delays caused by platform screen doors, and aim to have one day where none occurs. We then measure our performance and feed back to our people, so they understand that what they do has a positive impact.
We also embrace other sources of feedback. The Metro is subject to a number of surveys including the Government's Dubai Excellence programme, which focuses on world-class customer service. We also ask our customer - the Dubai Roads and Transport Authority - for its views on how we are doing. This is essential for us to improve our performance further.
Carefully managing network projects and the system's growth is vital, with a further 19 stations due in 2011. Our project team treats our operational team as its customer, so that everyone focuses on maintaining our service standards as new stations open.