PORTFOLIO OF EXPERTISE. Customer experience

Transcription

1 PORTFOLIO OF EXPERTISE Customer experience

2 Your trusted partner for pioneering in mobility In a world of increased complexity we are committed to working with you to build personalized and high-quality sustainable transportation solutions. More than ever, we see our role to support local authorities decipher major trends, identify emerging needs and turn vision into reality. Pioneering in mobility means facing new challenges; adjusting to evolving customer demands and expectations, and creating a rejuvenation of our industry, all with client budgetary constraints in mind. All the while, never wavering on operational performance, raising our business standards and engaging our teams to greater heights. Earning your trust means living by our credo of uncompromising safety for our employees, customers and the communities we serve. Day by day, the foundation of partnership is based on creating a mobility inspired by you, with a unique experience of combining public interest with operational performance. Jean-Marc Janaillac Chief Executive Officer, Transdev

3 Winning the customer experience battle In a fast-changing mobility sector, in which it is no longer the transit system that is intermodal and connected but the passenger, how should we rethink the concepts of service quality and satisfaction? How can we win the customer experience battle an ongoing endeavor that spans all transportation modes, all types of journey and all regions? Today s passengers are free to choose their travel preferences (private, public, shared, pooled, planned or lastminute); they are being given increasing leverage by digital resources that allow them to stay informed, make purchases, compare, give feedback, and access entertainment; their frame of reference is shaped by everyday dealings with banking, telephone and mass-retail services. As a result, their expectations of public transit are growing, with a focus on real-time, the utmost personalization, and door to door (or even room to-room ) mobility services! A NEW SERVICE COMMITMENT FOR A NEW ENVIRONMENT These deep-set changes in terms of information, consumption, practices and purchasing are having a IT S ABOUT A POSITIVE EXPERIENCE MORE THAN JUST A SERVICE PROVIDED Ensuring a successful transition and meeting the needs of transit authorities 65% of whom have made an increase in huge impact on the scope of services provided by transit operators. The goal is, of course, still to meet traditional, rational expectations with regard to safety, on-time performance, frequency, reliability and comfort. However, the most recent Transdev Explorer survey shows that 79% of people would find a real-time app useful (including features such as traffic updates and a trip planner) and 46% would be interested in buying tickets via their smartphone. This new service contract takes things a step further, and goes beyond augmented rational expectations. It takes into account personal, emotional considerations such as anxiety, empathy, conviviality and impatience. satisfaction a focal point of their policy (2015 IPSOS Transdev survey) requires a radically new approach, through which the customer experience becomes a core concern for employees. The aim is to help the operator target the huge scope for improvement, i.e., ensuring an in-depth quality system and effective mobility solution but also taking into account the diverse range of passenger profiles, the complexity of the customer journey, and the wide array of rational and emotional needs. Transdev naturally aims to be part of this proactive approach. T.ex, the customer experience by Transdev, gives our transit systems an array of resources that are integrated into a detailed methodology that is helpful in measuring and managing the passenger s experience. T.ex enhances satisfaction and appeal for Public Transportation by reducing the gaps between operator and passenger, between expectations and reality, between service design and execution.

4 Good reasons to choose Transdev CONVENIENCE & EMPOWERMENT Using digital technology to simplify mobility In the Transdev digital travelers survey, 42% of respondents said they would use mass transit more often with the availability of new services such as wireless technology, trip planners and mobile ticketing. Transdev is already committed to the cause: making public transit simpler and the time spent traveling more useful, fun and enjoyable thanks to mobile services, free WiFi and customizable information from a range of sources available in real time. QUALITY & RIGOR Maintaining standards One of Transdev s primary concerns lies in providing a reliable service. With Transdev Operations Management (TOM), the Group has rolled out a performance management model designed to achieve and maintain the highest standards in operational efficiency. Its safety first campaign involves all employees on a daily basis while the Safety Management System (SMS) measures the results obtained. Through measures such as these, Transdev continues to inspire confidence in its customers, passengers and staff, while steadily improving quality of service. ANTICIPATION & CLARIFICATION Attuned to passengers needs Every year, Transdev Explorer extends its reach to understand every aspect of issues affecting mobility. The Mobility Observatory gives Transdev greater insight into what makes transportation systems competitive, attractive or undesirable. Mobility & Sales Channels clarifies perceptions, purchasing habits and any shift between sales channels available to mass-transit users. Digital Travelers helps provide an understanding of how use of digital services can influence travel choices.

5 INNOVATION IN ACTION From preconceived ideas to real needs Digital technology is changing fast, and the flood of new solutions on the market is having a decisive impact. Transdev s size and presence in 19 countries allows it to carefully select pilot sites, see how customers respond to new ideas, learn from experience, then roll out solutions on an larger scale in partnership with local authorities. In 2014, the Op tion program created projects in conjunction with startups and small businesses. It provides opportunities to launch new services such as Smart Trip developed in partnership with the start-up Short Edition, which offers a mobile access to short novels, the press, etc. SERVICE SPIRIT Our staff are our best ambassadors Successfully transitioning to a service-oriented mindset requires the introduction of standards relating to the customer experience and the transit system s strong commitment to its passengers. This is something that can only be achieved through a truly customer-centric approach. Transdev draws on the skills of staff who are in contact with customers and pay attention to feedback from local managers, all of which provides a vital source of added value! Training courses designed to improve interpersonal relations and management programs such as Going for Care aim to give our people the resources they need to better fulfill their mission and share the same sense of service. PIONEERING & PRECISE Transdev Marketing Programs All Transdev programs set out a customer service strategy in line with a contractual framework defined by the transit authority. The Group provides a range of marketing standards to help each meet its targets. These include Satisf Act, Listen, Contact, Going for Care and, the most recent addition, T.ex. All are designed to ensure the highest standards of service. The programs provide key performance indicators and can be readily adapted to any operating environment or transportation modes, allowing transit systems to save time and promote a more professional approach. RIDERSHIP Targeted, attractive solutions A 2015 IPSOS Transdev survey showed that a key priority for 95% of local authorities involves developing ridership by encouraging changes in individual practices. Related initiatives include marketing campaigns to reward loyal customers, appealing offers to attract new passengers and promotional initiatives such as Smart Tab helping to enroll passengers by meeting them in shopping malls. Transit systems are adopting an increasingly wide range of measures, which are shared by an active, buoyant marketing community. Multicountry conferences like Marketing Trans Days also help to pool best practices and boost motivation. A COMPREHENSIVE APPROACH Multi-channel, multi-service and multi-modal Transit authorities face a real challenge in the shape of an increasing volume of customer data and new communication channels, coupled with the growing diversity in transportation modes and mobility options. Transdev can provide invaluable support. Its CRM (Customer Relationship Management), its expertise both in transportation and customer data allow Transdev to incorporate information on ticketing, TOD bookings, e-commerce and geomarketing. This multi-channel, multi-modal integrated platform is a prerequisite to any truly multi-service initiative. LOCAL A transit solution attuned to customer needs The 13 transportation modes we offer covering everything from mass transit to transportation on demand allow us to ensure seamless, hassle-free travel. With the Mobility Crossroads initiative tested in Grenoble and soon to be deployed in La Rochelle and the Greater Paris region, Transdev has added another string to its bow by linking mobility services via pedestrian walkways, making full use of infrastructure already in place. The initiative focuses on the specific needs of the customer journey and has won the approval of a significant number of users.

6 T.ex - Customer Experience by Transdev Choosing to deliver the best customer experience is the surest and most innovative way of offering a service that truly meets passengers expectations while improving customer satisfaction and enhancing the appeal of Public Transit. PUTTING PASSENGERS FIRST To implement a successful mobility experience, Transdev teams have chosen to put themselves in passengers shoes rather than seeing things solely from the operator s standpoint. The initiative also acknowledges that the customer experience is both rational (based on factors such as ontime performance, cleanliness, and availability of information) and emotional (worry, surprise, fatigue, etc.). As part of this ambition to put passengers first, teams conducted an investigation that showed how time wasted and everyday irritations can combine with little frustrations and misunderstandings to adversely affect satisfaction. More precisely, bad experiences too often stem from gaps Stage 2 (PERSONA) draws up the profiles of at least six fictitious archetypes based on objective criteria (socio demographic data and use of transit services) and behavioral factors (use of digital media, sociability, etc.). Stage 3 (POINTS OF CONTACT) list and assessment of the interaction during trips between the passenger and the system, irrespective of whether the relevant authority is the system operator, the local authority or a third party. Stage 4 (CUSTOMER JOURNEY) maps the journey before, during and after the actual trip to pinpoint moments of truth for each Persona. Stage 5 (ACTION PLAN) prioritizes initiatives with a focus on those that will have the greatest impact and In Barcelona, where the tram system has triple certification, we were expecting T.ex to help us surpass our quality standards and rethink services in terms of the different passenger profiles. We also wanted to introduce an approach with a long-term, in-depth focus on customers. Mission accomplished! Joaquim Bestit TRAM General Manager, Barcelona between operator and passenger, between service design and execution, between the passengers expectations and their actual experience. T.ex therefore stems from the belief that to deliver a positive customer experience, you have to reduce such gaps and establish a comprehensive, detailed methodology with a focus on action. T.ex : PROMOTING A MOBILITY EXPERIENCE THAT MAKES ALL THE DIFFERENCE Networks implement T.ex in five key stages through which teams provide wide-ranging expertise in a number of areas, involving fieldwork, brainstorming and performance reviews. Stage 1 (INSIGHTS) collects all passenger data, satisfaction indicators, results of anonymous surveys, studies, etc. Transdev marketing programs provide reliable, accurate data for this phase. assigns responsibilities to the different system departments (Human Resources, Operations, Customer Care Center, Marketing, Communications, etc.). WIN-WIN! The comprehensive nature of T.ex makes it a win-win initiative. > Through its ability to break down silos, T.ex rallies all system contributors to a common cause: delivering a positive experience. > Through its attention to detail in improving key aspects of the customer journey and focusing on scope for progress, T.ex enhances operational performance. > By taking into account all aspects of passenger needs, T.ex boosts the appeal of the system, which has a positive impact on ridership and the image of public services in the region. > Through its drive to help local authorities, achieve key goals in improving quality of service with an innovative approach, T.ex meets the underlying expectations of transit authorities.

7 Our ambition : To be the trusted partner of our clients and customers by pioneering in mobility.

8 GB 10/2015 Photos : Photothèque Transdev Création : Réalisation : AS Multimedia Group Commercial Department

9 Going for Care Delighting passengers DEPLOYMENT > Going for Green introduced in 2007: 12 countries 8 languages Modes: bus, car, train, tramway, metro, TOD and ferry Nearly 20,000 employees trained > Going for Care introduced in 2013: 9 countries: Australia, Canada, France, India, New Zealand, South Korea, Sweden, USA and Ireland Modes and activities: bus, car, train, tramway, metro, TOD, ferry, paratransit and airports 6,500 employees have gone through the program 100 Going for Care ambassadors PERFORMANCE > Sydney 2014: 50% increase in recommendations and 5% increase in satisfaction. > Mumbai: complaints down by 20%. > Seoul 2014: passenger satisfaction achieves a score of 8.7/10 for the friendliness (+ 3%) and proactive approach of staff (+ 5%), representing an improvement vs % of trainees said they were satisfied after taking part in the Going for Care workshops and seminars. Challenge Customer service excellence is at the heart of passenger satisfaction. Passengers want to be welcomed, informed, and reassured when unexpected situations occur. A 2015 IPSOS survey for Transdev has shown that 65% of transit authorities see improving satisfaction as a key priority. Transdev has been tackling this very issue since 2007, starting with the Going for Green program, which focused on developing interpersonal skills and the ability to handle difficult situations among staff dealing directly with passengers. After seven years deployment in 12 countries with encouraging results, Transdev reached a new milestone with the launch of Going for Care in Transdev s solution: Going for Care The Going for Care program comprises four focal points: > ensuring equal treatment and balance in the attention given to customers and staff; > bringing everyone on board, including the management committee, executives, supervisors, drivers, mechanics and other stakeholders; > focusing on the customer journey, which represents the backbone of the program, enabling a joint approach and teamwork; > measuring performance and ensuring continuous improvement. 100% by Transdev; 100% for Transdev > Going for Care is an initiative spanning a range of different countries and fields of expertise. Designed entirely in house, it has grown through feedback from the 20,000 employees who have already received Going for Green training and is driven by the determination of teams to take things a step further. > Headed jointly by Corporate Marketing and Human Resources departments, Going for Care is fueled by a shared ambition to make it an initiative that transforms the company and its transit systems, underpinned by a management plan that focuses on the passenger experience. Ensuring the long-term support of employees > Transit systems implementing Going for Care receive support every step of the way to identify key contributors, select instructors, adapt teaching material, choose performance indicators, strengthen the action plan, analyze results and ensure continuous improvement. > The management seminar is the first step in a process that demands the highest standards. > Through brainstorming, roleplaying and exercises on all aspects of the customer journey, workshops allow staff to target customer needs, to understand their role, and to suggest ideas on how to improve the passenger experience. > Refresher modules are also available as a follow-up after initial deployment. Going for Care : instrumental in cultivating a positive customer experience > Going for Care is a vital part of T.ex, Transdev s comprehensive approach to managing the customer experience. > By combining Human Resources and Service Quality, Going for Care highlights the importance that managers must attach to passenger satisfaction. > Going for Care incorporates the results of Listen, Satisf Act and Mystery Traveler programs into workshops to illustrate the interaction between the attitude of staff, the objective assessment of the service provided, and the perception of the service by passengers.

10 Mystery Traveler A customer-centric quality measurement DEPLOYMENT > Australia: Ferry and bus > USA: Bus and BRT > England: Bus > Eurolines: International coach lines > Germany: Rail > Ireland: Tramway > France: Bus PERFORMANCE > The Mystery Traveler approach has led to a tangible improvement in quality. Between the first and fourth quarters of 2012, the compliance rate on quality standards for bus stops rose from 83% to 86%, and increased from 86% to 92% for the onboard customer experience. Transdev Blazefield > The Mystery Traveler program provides an objective, thirdparty assessment and offers real scope for improvement. Transdev USA Challenge Mystery shopper surveys are used extensively in sectors where quality of service is of paramount importance in determining satisfaction. Public Transportation is one of those services that measures such criteria closely, especially since transit authorities are now raising the bar when it comes to passenger satisfaction. In 2011, Transdev began developing a unique approach drawing on the standards already implemented in pioneering sectors. Transdev s solution: Mystery Traveler Transdev s initiative includes three objectives: > managing quality through a customer-centric approach; > rigorously measuring performance in terms of service delivered to passengers, focusing on the reliability of data and the comparability of results; > offering a method adaptable to all transportation modes and types of contract. A detailed analysis to define an approach that meets the highest standards The Transdev method is based on a benchmark of internal and external best practices from sectors such as banking, airlines and the hotel industry. To build on these standards, Transdev set up a panel of experts to select key indicators of a positive customer experience through focus groups, consumer associations and interviews with local authorities. An action-oriented approach with the customer in mind The program ensures a customer-centric approach to company management, with the entire organization focused on promoting continuous improvement through measures such as: > evaluating the customer experience and compliance with quality standards; > focusing on key customer satisfaction indicators and operational performance improvements; > prioritizing indicators according to their impact on overall satisfaction. The goal is to provide the framework for an action plan: > resources that can immediately be put to use, such as standard questionnaires, recommendations and report templates; > full compatibility with Transdev s other quality improvement tools, such as Satisf Act and Listen ; > detailed and rigorous results that can be directly exploited to enrich the T.ex diagnosis; > the impact of action taken to improve commercial performance and quality. A toolkit for everyone with an eye to the future The Mystery Traveler program includes readily customizable questionnaires and can be adapted to all types of transit system. It allows for data collection in digital format and can be adapted to different types of channels, with results available online.

11 Contact Improving Customer Contact Center performance DEPLOYMENT > Ireland: Dublin, Luas > South Korea: Seoul, SL9 Metro > USA: Foothill Transit > France: Lyon, Rhônexpress > Germany: shared Customer Care Center PERFORMANCE > In Germany, a shared CCC manages ticket sales and customer feedback for a number of Transdev rail contracts. Since the deployment of Contact, the call response rate has reached 95%. > In Dublin, Ireland, 9 out of 10 passengers would recommend using the Luas light rail CCC. > The Rhônexpress CCC in Lyon, France, handles customer feedback with a response rate of 92.45%. Challenge The increasing number of customer touchpoints, including telephone, , social media, web and apps, has empowered today s customers with an array of options while generating new demand for simplicity, responsiveness and customization. All service companies must now seek to improve their performance to better accommodate customers and enhance their experience. Customer Contact Centers (CCC) are assigned to a number of mobility services operated by Transdev. These facilities can vary in size, ranging from local CCC with fewer than five agents dealing with a specific transit system to large call centers (150 agents for Transdev s solution: Contact SuperShuttle or 55 for Cityway). However, all reflect Transdev s drive to improve quality, efficiency and proximity. Transdev has designed a comprehensive approach to rise to these new challenges, which seeks to: > set stringent requirements regarding CCC resources and level of service; > support CCCs in supervising staff, managing tasks and optimizing resources; > boost the capacity to handle a range of CCC operations, including information, reservations, online sales, customer feedback and website updates. A method designed to spur progress > The Contact program is based on feedback from Transdev transit systems that use Customer Contact Centers (CCC), drawing on practices borrowed from online retail, tourism and telecommunications. > Contact supports small-scale CCCs, which often face challenges related to human resources, infrastructure and tools, combined with difficulties in coping with a wide range of different tasks. An approach tailored to CCCs in the mobility sector > The evaluation is based on four areas: organization, human resources, operational management and tools. > The 25 criteria used to measure CCC performance take into account the specific characteristics of mobility services and Transdev standards. > The action plan is drawn up jointly by the team of Transdev experts and CCC personnel. Realistic commitments and continuous assessment > Each CCC can establish its own standards and monitor progress using: KPIs; dashboards and updates shared with all relevant stakeholders; tools designed to continuously assess the quality of service delivered by each agent, based on individual improvement plans. > A solid understanding of CCC tasks in mobility services and familiarity with Transdev tools such as Listen to manage customer feedback, online ticketing, route planners and dispatchers makes Contact a practical initiative that is easy to roll out and effective in its results.

12 Satisf Act Measuring passenger satisfaction and acting accordingly DEPLOYMENT > France > Germany > USA > South Korea (Seoul) > Netherlands > Sweden > International rail services: Thello PERFORMANCE > Satisfied or dissatisfied? Differences in passenger satisfaction can be as high as 28%. Young people and frequent travelers are the most critical. On the same transit system, satisfaction gaps of 7% have been observed between two different age groups and can be as high as 10%, depending on frequency and use. Challenge Customer satisfaction is a number-one priority for transit authorities. Transdev created Satisf Act to support transit systems in implementing a professional survey methodology. Satisf Act is designed to: > regularly measure passenger satisfaction; Transdev s solution: Satisf Act > provide a set of tools and methods designed to save time, optimize resources and contribute to a more in depth understanding of traveler expectations; > ensure that transit systems and relevant authorities benefit from lessons learned through all Transdev operations by pooling feedback. A joint approach Satisf Act was introduced in 2007 through a joint initiative between the Corporate Marketing and Quality departments, drawing on the operational experience of transit systems in a number of countries to adapt the approach seamlessly to local contexts and cultures while sharing best practices and contributing to overall progress. The result is a comprehensive array of expertise made available to transit authorities. A core questionnaire Passengers were surveyed in focus groups to define areas of satisfaction or frustration. Twenty six questions spanning six priority areas addressed the full scope of issues, covering service performance, quality of the onboard experience, quality of the experience at stops, team competency, information quality and price. Action-oriented analysis methodology The Satisf Act methodology is based on non-linear regression matrix. Developed with the support of leading research firm IPSOS LOYALTY, the analysis provides an objective assessment of each criterion s contribution to overall satisfaction, highlighting priority action, areas of excellence in the transit system, and issues to be monitored. A customized program Satisf Act is designed to ensure quick and easy content application: > the core questionnaire is concise and can be expanded to include local issues; > all field work methods are possible; > the sample group can be adjusted to ensure reliable, relevant analysis; > the survey is conducted at least every two years to promote continuous improvement; > the program includes specifications for selecting a survey institute, along with clear instructions to foster a better understanding and act on results. Scalable and integrated > Satisf Act ties in with other exclusive Transdev standards to cross-reference findings, such as managing complaints with Listen, handling online conversations with Web vibe, and monitoring quality indicators provided through the Mystery Traveler program. > Satisf Act also provides operational data to facilitate the assessment required as part of the T.ex program. It benefits from digitized survey processes by offering an online survey that allows connected passengers to give instant feedback on their journey.

13 Meet the Managers Engaging with passengers DEPLOYMENT > Australia > Spain > India > Ireland > USA > South Korea > New Zealand PERFORMANCE > Managers meet between 100 and 600 passengers on each transit system during each Meet the Managers day. > 91% of SL9 passengers have voiced their support for the Meet the Managers initiative. > In Dublin, the Luas management team ensures that the results of the MTM program match the findings of the Satisf Act and Mystery Traveler surveys. Challenge Customers are increasingly involved in shaping the services they use and are keen to have their say a groundswell that has now given rise to digital suggestion boxes. Public transportation is no exception. Constructive communication and a people-centric approach are vital aspects of the services provided by operators. This is the bedrock on which Transdev has built its Meet the Managers initiative. Buoyed by the success of initial tests in Ireland and Australia, Transdev has Transdev s solution: Meet the Managers made the initiative a key part of its commitment to deliver quality services. Through the Meet the Managers program: > the transit system management team and its customer service department set out to meet passengers and immerse themselves in the target environment; > staff promote direct, open dialogue with passengers; > the result is a twofold approach ensuring an onthe-ground initiative involving both passengers and frontline staff. Fostering dialogue and inspiring confidence The Meet the Managers initiative is designed to boost customer confidence. Managers and executives meet passengers in stations and on platforms to listen to their concerns and hear their suggestions. Transit system staff can also meet with the management team, who will answer their questions and take note of their ideas on ways to improve the service. Little ideas and big improvements! Meet the Managers days are organized several times a year. Every piece of input is taken into account, with all suggestions analyzed and cross-referenced against data collected through other marketing programs, such as Satisf Act and Listen. Those selected are included and support continuous improvement. Each session led to a whole range of simple-yet-effective improvements that have had a real impact on the customer experience, such as special signs to guide people with disabilities and strollers to a special gate (SL9 metro in Seoul), microphones at all counters, energy-efficient escalators (Mumbai metro), improved visibility for safety teams and changes to their shift times (Luas, Dublin). A positive double impact > Meet the Managers sessions have also received positive feedback in the media. Barcelona pioneered a new initiative when transit system managers came out to talk to passengers in person. The campaign has received even more widespread media coverage since the light rail system was introduced. More than 24% of suggestions related to fraud. Two months later, TRAM launched a major anti-fraud campaign, which has had a huge impact in social media. > Meet the Managers sends out strong message from management to staff while fostering ties between different departments, providing sounding boards and rallying everyone to the cause of improving customer satisfaction.

14 Listen Using feedback and complaint management to monitor performance and improve satisfaction DEPLOYMENT > 10 countries, 107 transit systems > 7 languages > By the end of 2014, 100 transit systems had joined the program > 188 user licenses for Transdev systems > All modes, including bus, train, metro, tramway, paratransit and mobility centers PERFORMANCE > Listen has made Transdev the leading operator in deploying an effective solution to manage customer feedback. > The Listen community spans 58% of operations in France (including very large, large and medium-sized systems). > Customer complaints are now dealt with 61% faster on average, with issues processed and resolved in 4.1 days in Luas (Dublin) > Since 2009, 78% of tram customers have said they are very satisfied with Listen. > Between 2013 and 2014, productivity in handling customer complaints doubled. STIF (Île-de-France) > Deployment of 43 operational units. > Streamlining criteria for processing, production and KPI. Challenge Trying to serve the public interest while meeting the individual needs of different users is a real challenge for mass transit operators. Given that 95% of passengers become loyal if their complaints are handled thoroughly and quickly, the issue of how to deal with customer feedback has taken on huge import. In 2009, Transdev introduced Listen, setting a new standard in Customer Relationship Management (CRM) for Public Transportation. Transdev s solution: Listen The Listen program is designed to: > encourage customers to give their feedback and opinions using all touchpoints; > respond to all passenger requests; > commit to processing all feedback within timeframe and quality standards; > encourage operators to monitor feedback and develop continuous improvement plans. A program that sets the standard in the mobility sector > Listen is based on feedback from Transdev operations and best practices in sectors such as the hotel industry, telecoms and airlines. > It is backed by the world-leading CRM solution Salesforce and enhanced by processes and benchmarks that Transdev has adapted to the public transit and mobility sectors. > Listen provides a flexible, scalable toolkit that can adapt to all transportation modes, contract types, organizations and languages. Encouraging teams to adapt to cultural change > A Transdev expert task force brings support to countries, regions and networks to facilitate implementation, providing Customer Service teams with a toolkit for deployment. > The initiative includes a training course based on Transdev s Going for Care program, promoting the highest standards in customer relationship management to support staff in Customer Care Centers. > An active, committed community of Listen users provides a network through which to improve skills in using the toolkit. Measurable commitments > KPIs used to monitor customer feedback in real time, analyze needs and expectations, and identify areas requiring corrective action. > Dashboards and reports available online. > Easy monitoring that is readily accessible to local authorities. > Benchmarks to compare purpose, performance and lead times between different transit systems, regions and modes. An ever-evolving program > Every year, the Listen community is actively involved in upgrading related functionalities to make them more user-friendly and improve features. > Listen is already a multi-channel solution and can easily accommodate new channels to ensure more efficient CRM for all touchpoints: web, app, telephone or mail. > In 2016, a new version of Listen will make it possible to monitor feedback, questions and complaints posted in social media while answering questions from passengers in real time during their journey.

15 Lyon FRANCE Rhônexpress The tram-train linking the city to the world LYON CONTRACT FACTS TRANSIT AUTHORITY SYTRAL OPERATOR Transdev CONSORTIUM 28% Transdev 35% Vinci 37% Caisse des Dépôts CONTRACT START August 2010 CONTRACT DURATION 30 years ACTIVITIES MANAGED Project development O&M Customer relations Ticketing Sales & marketing KEY FIGURES SYSTEM 22 km of track 4 stations SERVICE 365 days a year, 5 am to midnight Every 15 min at peak times (6 am to 9 pm) Every 30 min off peak RIDERSHIP More than 3,000 passengers per day VEHICLES 6 Stadler Tango capable of speeds of up to 100 kph STAFF 73 employees Context Lyon is a city of 1.5 million people in the heart of a region that attracts a significant amount of business and tourism. In line with this growth, the city set out to improve connections to and from Lyon Saint Exupéry international airport while easing congestion at its central train station by improving access to national and regional links from Saint Exupéry airport high-speed mainline station. Transdev s answer Since 2011, Rhônexpress has received the backing of a number of Transdev marketing programs to improve service quality and increase passenger satisfaction. Action taken has been perfectly adapted to the Rhônexpress environment and the needs of those who use the transit system (families, tourists, airport employees, including 45% of business travelers), leading to tangible results. Listen The customer feedback management program implemented in 2011 and based on leading CRM solution Salesforce has allowed Rhônexpress to provide faster, more accurate responses to customers while using their feedback as a source of improvement. Web vibe Transdev s reputation management program based on the monitoring system developed by Digimind one of Europe s leading names in social media monitoring software now makes it possible to analyze and consolidate more than 7,600 citations a Objectives > Implement the project through a flexible, inventive public-private partnership able to provide a fast, efficient tram-train solution. > Enhance the project through leading Transdev expertise in engineering, operations and customer service. year across social media used by passengers, opinion leaders and stakeholders. Targeted improvements include a new Facebook page to ensure a palpable social networking presence and reply to messages from customers. Contact Transdev conducted a call center audit to improve service quality for passengers and optimize the way in which calls are handled. One chosen initiative involved the suggestion that call center representatives be given direct access to customer files. Effort Score The Rhônexpress transit system was used as a first testbed for the Effort Score methodology. The goal was to conduct spot checks on the effort required by Rhônexpress users over the course of their journey (before, during and after). This pioneering metric underscored the extremely high quality of service achieved by Rhônexpress and is a preliminary step towards implementing the T.ex (Transdev customer experience) methodology. RESULTS > 95% satisfaction rate. > 49% of passengers combine public transit use with the tram-train service. > Listen : an average customer feedback resolution time of 4 days in July 2015, compared with an average of 7.3 days in 2011.

16 Seoul SOUTH KOREA SL9 All-round excellence Seoul CONTRACT FACTS TRANSIT AUTHORITY Seoul Metro Line 9 Corporation OPERATOR Seoul Line 9 Operation Co. Ltd CONSORTIUM Transdev/RATP Dev. CONTRACT START June 2007 CONTRACT DURATION Renewed for another 10 years at the end of 2013 ACTIVITIES MANAGED O&M Customer service & marketing Management of stations & ticketing Passenger information & communication KEY FIGURES SYSTEM 32 km line 30 stations SERVICE Frequency: minutes 14,115 km of commercial service per day RIDERSHIP 450,000 passengers each working day VEHICLES 36 four-car train sets STAFF 583 employees Context With 25 million inhabitants, Seoul is the world s second-largest metropolitan area. It has been a pioneer in developing technically advanced public transportation infrastructure, information technology and digital solutions. Seoul Line 9 (SL9) provides a 30-minute connection between the southeastern district of Gangnam and Gimpo Airport, to the west of the city. It is the only metro line managed within the context of a public-private partnership. SL9 is required to meet particularly high standards in terms of operations and service. Transdev s answer Since the inception of the transit system, the SL9 business plan has focused on a customer-oriented approach with a clear watchword: Delight our customers and fulfill their dreams. Transdev marketing programs have been deployed as part of a seamless strategy with the twofold goal of ensuring the highest standards in customer service and securing continuous improvement in service quality. Going for Care SL9 began training its employees to improve customer service with the introduction of the Going for Green program in 2009, even before the line was officially opened. All frontline staff and managers have gone through the program, with 98% satisfied with their training. In 2014, as part of the drive to ensure continuous improvement, SL9 took steps to strengthen its customer service experience by transitioning from Going for Green to Going for Care. All company departments are now focused on achieving the company s ambitious customer-centric objectives. Listen The Transdev customer feedback management program has helped SL9 respond more swiftly and accurately to the needs of passengers while using their feedback to improve the service. SL9 can now deal with customer complaints and deliver a response in under 24 hours. The Listen program is backed by Citizen Monitoring, an SL9 initiative designed to gather ideas and feedback from passengers. Objectives To meet the requirements of a demanding contract in the heart of a pioneering city, SL9 chose to focus on excellence in every aspect of the contract, which includes offering a customer service that features truly innovative methods and solutions. Contact The SL9 Customer Contact Center (CCC) has four full-time agents and is a key touchpoint for relations between SL9 and its passengers. The center handles 28,000 calls a year and deals with requests for information, complaints, items lost and found, and updates to the website. After several months of operations, SL9 decided to benchmark its performance and implement Contact to promote further improvements. Satisf Act As a new player in the Seoul transit market, SL9 set out to ensure a detailed response to the need to measure satisfaction each year. In this respect, triedand-tested reliability of Satisf Act was a real asset. After initial adaptation to the metro environment, Satisf Act now gives SL9 an accurate annual snapshot of passenger satisfaction in areas such as the quality of the customer experience in stations and on trains, the quality of information and the competency of staff. Meet the Managers SL9 organizes Meet the Managers days every two months to gather direct feedback and suggestions from passenger on ways to improve the service. RESULTS > Annual increase in ridership of 10%. > Passenger satisfaction rate up from 78.6% in 2009 to 91% in 2014.

17 Nassau County New York State USA NICE A successful Public-Private Partnership Nassau County CONTRACT FACTS TRANSIT AUTHORITY Nassau County, New York State OPERATOR Transdev CONTRACT START January 2012 KEY FIGURES Coverage: 459 sq km 1.3 million people in the outlying suburbs of New York SYSTEM 48 fixed routes & paratransit RIDERSHIP 29 million passengers per year DISTANCE TRAVELED 1.6 million kilometers per month VEHICULES 315 buses on fixed routes 100 vehicles catering to passengers with special needs STAFF 1,000 employees Context The Nassau bus contract had been managed by the New York MTA for 30 years. In 2011, deteriorating performance led Nassau County to turn to a private sector company to improve the quality and efficiency of its transit system. The resulting public private partnership between Transdev and Nassau County is the largest ever established in the transportation sector. Transdev s answer Be Safe, Be Dependable, Be Nice : the Transdev initiative for Nassau County To cement Transdev s commitment to operational performance and service excellence, transit system management chose to implement a corporate campaign with three key watchwords: Safe, Dependable and Nice. By rallying staff to work together in promoting a customer-centric organization and performance-based culture, the transit system successfully implemented a wide array of initiatives to achieve the highest standards in service quality. Passengers and local communities were kept in the loop through extensive coverage in traditional media and an interactive approach across social media. Far-reaching initiatives to boost customer satisfaction > The Satisf Act survey has been conducted on a regular basis since It has shown improvements in terms of safety, reliability and service quality. > Listen has helped to improve the way in which customer feedback is handled and has ensured that service-related concerns are more effectively taken on board, understood and processed by the organization as a whole. > Mystery Traveler has made it possible to measure service quality from the users standpoint. Individual assessments of service quality are conducted to encourage, empower and reward staff. > Going for Care has accelerated the transformation in the service culture of the transit system. The Objectives > Optimize solutions and quality of service to cater to growth in ridership while ensuring compliance with budget considerations. > Simplify passenger mobility to and from New York and modernize payment methods. > Maintain paratransit services. > Raise standards in terms of operational performance. > Implement measures designed to continuously improve the customer experience. wide array of indicators included in the program is seamlessly incorporated into dashboards to provide a solid platform on which to build the highest standards in service quality. Technological innovation to enhance the experience > The release of the GoMobile application allows users to buy tickets via their mobile and access information in real time to simplify the everyday lives of thousands of passengers in Nassau County. > Having secured $8 million in federal funds, improvements to the Automatic Vehicle Locator (AVL) geotracking system for buses have made it possible to forecast arrival times and deliver information online and to mobile devices. > An innovative Automatic Vehicle Maintenance (AVM) system has been introduced to provide instant, accurate information on the condition of vehicles, streamlining maintenance and curbing inconvenience to passengers. > Transit system supervisors are equipped with digital tablets, giving them access to real-time information and predictive data to cultivate smoother communications between staff and passengers. > A new control center has been established to optimize operations in real time, reassign resources, modify routes and take any other measures needed to continuously improve the reliability and consistency of services. > A strong, proactive presence in social media relays any significant information about the service. RESULTS > Satisfaction up and complaints down. > 30,000 GoMobile downloads, with a daily app usage rate of 66%.

18 Web vibe Keeping a finger on the pulse of social media DEPLOYMENT > 4 countries, 44 licenses USA France Ireland Australia > 21 transit systems > All modes: bus, train, metro, tramway, paratransit and customer mobility centers PERFORMANCE > 6.5 million mentions of Transdev systems worldwide. > NICE bus system (US): introduced in 2013, with over 250,000 mentions in 2014 and a customized daily newsletter. > Service provider Digimind offered to provide a testimonial for CAC 40 companies using the platform to demonstrate the professionalism of Transdev s Web vibe solution. Challenge The rise of social media has led to an explosion in interaction between internet users, with information shared practically in real time through a growing array of different channels. This information can affect purchasing habits, practices, and the reputation of companies and services, with internet users highly receptive to information posted in social media. E-reputation management is now a focal point of corporate strategies, with a view to identifying key conversation topics, themes, speed and scope of spread, changes in tone, and influence. Transdev s solution: Web vibe This is a trend that also affects transit systems, which is why Transdev decided in 2011 to offer transit authorities a customized, structured solution to monitor online developments and feedback on mobility issues. Web vibe offers: > strategic intelligence with a focus on influencers and opinion leaders; > operational intelligence targeting emerging or recurrent issues related to satisfaction and dissatisfaction; > priority action in the short, medium and long term. Designing a custom-made program > Web vibe is Transdev s exclusive monitoring solution for web and social media. It can be tailored to the specific needs of each transit system. Web vibe is based on Digimind, a digital analytics solution voted one of the best tools of 2015 by G2 Crowd, based on feedback from users. This partnership between the European leader in strategic monitoring and Transdev dates back to A custom-made solution fully focused on local issues > Each transit system targets issues that it wishes to monitor and selects influencers and opinion leaders to track in line with its specific needs. > Customizing the solution involves a four-step configuration process: defining needs (e.g. goals, semantics, recipients and resources), configuring the tool (keywords, queries, sources and alerts), processing data (indicators and analysis), and distributing results (mailing list and frequency). Results can be summarized in three formats: newsletter, dashboards or report. An organization designed to support transit systems A dedicated Transdev team works with each transit system to define its needs, configure the tool and take into account the specific requirements of the system and of local communities. Digimind and Transdev provide training on how to use Web vibe through e-learning modules. A community of Web vibe user-consultants in four countries (France, USA, Australia and Ireland) helps to improve the functionality of the tool and make it more user-friendly. Using social media insight as a springboard Web vibe illustrates Transdev s ability to support and advise local authorities on their social media strategy: keeping a finger on the pulse of social media is the first real step in a more far-reaching strategy focused on social commerce, social CRM, social collaboration and social engagement. These are the new building blocks of a more efficient course of action as part of a campaign to foster closers ties with passengers, increase sales, develop new services and work together more effectively.