Research

Since the inception of the BOLTS group in 2023, studies on driver management have been of high interest to the members.

The role of tram drivers extends beyond merely operating trams; drivers are responsible for adhering to schedules, navigating complex urban environments, and ensuring the safety of passengers and other road users. Tram drivers also play an essential role in responding to real-time situations and need to maintain regular communication with the operations control centre (OCC), as well as with customers. Their expertise and decision-making abilities are crucial for minimising delays and disruptions, thereby ensuring that tram services run smoothly and consistently.

This case study shifts the focus from the recruitment of drivers, covered in a previous BOLTS study, to the effective management of this workforce. While ensuring a steady stream of well-trained drivers is essential, the next step is to explore how these drivers are dispatched and managed during operations, with the aim to improve the efficiency of labour use. This study delves into the processes that govern driver dispatching, including the organisation and scheduling of shifts, the communication systems in place, and the specific requirements surrounding shifts. It also investigates the role of technology in enhancing these processes and examines critical aspects such as driver shift requirements and overtime. By analysing these factors, the study aims to provide a deeper understanding of how the effective management of tram drivers contributes to the overall efficiency, reliability, and sustainability of tram services.

While tram operators in BOLTS typically meet customer expectations for cleanliness and comfort, they may face significant challenges in managing vehicle cleaning operations. Infrastructural inadequacies, such as unreliable or unavailable water and power supplies, limited depot space, and the deterioration of aging assets, contribute to perceptions of uncleanliness. Budget constraints severely limit the adoption of innovative cleaning solutions and impede accurate measurement of cleaning effectiveness.

Moreover, the restricted non-revenue hours available for cleaning result in limited vehicle availability, complicating maintenance scheduling. The rising expectations for cleanliness in the post-pandemic landscape, alongside security concerns in depots, shifting customer behaviours, and vandalism, have necessitated a marked increase in cleaning frequency and associated costs. Additionally, seasonal weather variations demand intensified cleaning efforts at specific times of the year, highlighting the need for tram operators to adapt their cleaning strategies to meet these escalating demands.

The BOLTS study on tram vehicle cleaning supports members in assessing current practices and improving the efficiency of their cleaning processes. It begins with a quantitative overview of cleaning benchmarks, including hours, costs, and related KPIs to provide operational context. The study then compares members’ cleaning approaches, frequencies, and responses to incidents requiring vehicle withdrawal from service. It also examines cleanliness standards, covering expectations for in-house and outsourced staff, along with monitoring and evaluation methods. The study concludes with a summary of identified good practices.

Environmental Social Governance (ESG) has increased in priority and visibility to public transport organisations in a relatively brief span of time. It could be seen as an evolution of and/or a complement to Corporate Social Responsibility (CSR). The growing awareness of ESG in public transport is driven by broader policy goals such as Net Zero, evolving organisational strategies and cultural expectations around sustainability, and the need to improve performance, transparency, and risk management. Reputation, workforce expectations, and regulatory requirements also play a key role in shaping how organisations adopt and report on ESG practices.

BOLTS is the first group within TSC aiming to transform the Environment success dimension within the KPI Balanced Scorecard to Environmental Social Governance (ESG). In this context, a virtual workshop was held to bring together ESG subject matter experts within BOLTS to begin building a network, review responses to the ESG Survey covering reporting, priorities, and benchmarking, and examine findings from desktop research on ESG benchmarking practices. Members also discussed, and agreed on a set of ESG KPIs to pilot during 2024, followed by an open discussion and questions among attendees.