Chairman's Statement l Report from the Acting Chief Executive l Values
Significant progress has been made over the past year in attracting greater numbers of passengers to bus and rail services across Northern Ireland.
Independent research carried out for the biannual Passenger’s Charter Monitor confirms this progress. Investment and service improvements have made a real contribution and passenger satisfaction is high. The monitoring results are good and show that our passengers like the changes we have made to bus and rail services. They also show that investment in public transport is paying off.
I take this opportunity to thank my Board colleagues, officials at the Department for Regional Development and the staff of Translink whose support and hard work contribute so much to the development of our services.
We look forward to continuing to work to improve public transport in partnership with other stakeholders as we deliver the goals of the Company’s Corporate Plan for the period 2007/08 - 2009/10.
Our Plan is consistent with the Regional Transportation Strategy 2012 (RTS), and the Belfast Metropolitan Transport Plan 2015 (BMTP) that envisage a significant upgrade in the provision of public transport in Northern Ireland over 10 years. As this ‘Annual Review 06/07 and Future Plans’ publication indicates, significant progress has been made towards delivering RTS targets and programmes, particularly in terms of the rail service, the Goldline Express Coach network, Ulsterbus rural and town services and the Metro network in Greater Belfast.
The Board of Northern Ireland Transport Holding Company (NITHC) look forward to working with our Minister and officials. There is a substantial programme of work and investment outlined in the current Plan. We believe it represents a significant opportunity for transport to play its key role in the economic development in Northern Ireland.
Veronica Palmer OBE
Chairman
Report from the Acting Chief Executive
In addition to a review of last year, this publication summarises plans and investments for the future, to deliver Government’s Regional Transportation Strategy 2012.
Translink have continued to deliver a significant programme of change following on from the past number of years, with considerable success in improving and growing public transport in Northern Ireland.
Within these pages are examples of our track record of success in delivering a growing public transport network and meeting the targets set out in the Regional Transportation Strategy (RTS) and Belfast Metropolitan Transportation Plan (BMTP). This Corporate Plan details programmes of work to continue this success and deliver Government public transport targets.
This report records the achievements made over the last year and outlines the objectives for 2007/08 within five core areas:
Safety
The safety of passengers, staff and the general public remains a core objective. The company has developed a new Safety Management System and a full programme of work is in place to implement this system across all Translink operations. We will deliver, enhance and maintain safe systems, a positive safety culture, emergency preparedness and high profile public safety campaigns. In particular, during 2007/08 the achievement of formal safety certification for the rail services is an objective, in line with new legislation.
Bus Services
Passenger numbers on the bus networks have grown for a second year during 2006/07, reflecting successful network reviews and relaunches of Metro and Goldline. The remaining Ulsterbus network is also being reviewed and redesigned on an area by area basis with significant early success. These network reviews were supplemented with enhancements to local services such as Airport Express and the M1/Westlink Park and Ride products.
All these initiatives have further development and upgrade planned. However, a major issue for the bus business that could reverse growth in passenger numbers is the continued decline in bus speeds in Belfast. This is contrary to BMTP targets. We will work with Roads Service to reverse this decline.
Rail Services
The launch of “a new rail service” centred on the introduction of the new C3K rolling stock to the rail network has been a considerable success, delivering significant growth in passenger numbers and sustained improvements in passenger satisfaction.
To achieve ongoing growth we are working with the DRD to develop options for future train replacement and fleet enlargement and for the future size of the rail network.
Integration
Integration is at the heart of Translink. This year, work has been carried out to upgrade those integrating functions most meaningful to passengers; single access points to the network, branding, information, call centre, website, ticketing and customer service. Focus on these will continue. In addition, as part of the ongoing review of networks, bus and rail connections are under scrutiny for improvement possibilities.
I am pleased to report that commercial performance for all Translink product areas and brands has been strong over the last 12 months. This has been achieved by growing passenger numbers through business development campaigns, network and product improvements and a focused and effective commercial strategy.
Asset management
Efficiency and value for money are key objectives; we remain committed to delivering projects on time and on budget. We have developed and are using a new project management methodology to ensure that these objectives are achieved.
In total I am confident we deliver a service which provides value for the public investment we receive. We must demonstrate this to secure ongoing public funds to deliver even more improvements.
Conclusion
Translink staff are the group’s most valuable resource. Without their hard work and professionalism it would have been impossible to achieve what we have, or to meet the challenges of the future. I thank all my colleagues for their continued support in implementing the changes that are providing better bus and rail services for Northern Ireland.
Philip O’Neill
Translink Acting Chief Executive
The corporate values guide the development and choice of strategy to realise the corporate vision, deliver corporate objectives and relevant government policy. These values that shape and define the culture of the organisation are:
SAFETY
Safety is paramount for Translink. High standards of safety will be maintained for passengers, employees and the general public.
CUSTOMER DRIVEN
Customers are the focus of everything Translink aims to achieve; we are committed to continuous improvement and the pursuit of excellence to deliver an integrated regional transport system which creates genuine customer satisfaction and enjoys public confidence.
COMMUNITY FOCUS
Quality public transport enriches the life of the community; Translink will be a good neighbour, concerned for and caring about the community and the environment, and targeting social need.
SUCCESS THROUGH OUR PEOPLE
Our staff is Translink’s most important resource; their customer focus, involvement and teamwork determine our success and reputation. We pride ourselves in providing a working environment that attracts, retains and develops motivated staff, encouraged to treat one another with trust and respect.
ACCOUNTABILITY AND BEST VALUE
Translink believes in full accountability and a commitment to honesty, openness and integrity in all dealings and being responsive to stakeholders. Translink is committed to providing a transformed bus and rail network, operating to best industry standards and offering good value for money.
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