Metro Services
Since its inception, the Corporation quickly grasped the transport
environment, listened carefully to its clients and reacted swiftly
to market indicators.
Security
The security situation in trains and on Corporation property
was identified as one of the most important issues. Until 1986,
the total security situation regarding commuter services of the
then South African Transport Services was the responsibility of
the SA Railway Police. Since the amalgamation of the Railway Police
with the SA Police the security situation deteriorated to such
an extent that vandalism, theft and intimidation of and assaults
on passengers unfortunately became virtually commonplace. Research
findings also clearly indicated that personal safety is the single
most important factor discouraging people from using the Metro
service.
This issue has been dealt with at the highest possible level
and a decision was taken that the function of security of the
rail commuter services, as far as the public component is concerned,
rests with the SA Police. Stations are being fenced in, access
control repaired, facilities upgraded and SAP charge offices provided.
The SA Police then established policing on a 24-hour basis on
these stations. Owing to the cost implications, the upgrading
and policing on all Metro stations will be phased in over five
years, with all the problem stations as first priority. In the
1990/91 financial year 30 stations were secured, upgraded and
manned by police. On these stations promising results have been
achieved in respect of combating crime and fare evasion. The programme
has since been accelerated to three years.
Apart from the SA Police, a large number of security guards were
appointed to execute the non-public component of the security
function. These guards work all over the country where Metro services
are rendered and not just at the stations, which have been upgraded.
Quality of service
To improve the quality of its services and to provide better
value for money to all its clients, shelters, benches, lighting,
toilets etc. on Metro stations are being repaired and the train
service rationalised. A five year program to upgrade facilities
at all Metro stations to coincide with the safety measures already
taken, is in progress.
Marketing philosophy
The Corporation's marketing philosophy is to provide a cost-effective
service and is based on the premise that services are created
with the people for the people and that the marketing effort supports
all the other efforts introduced to improve the service and to
uplift the amenities. Marketing therefore serves as a vehicle
to communicate, foster awareness and bring home to the client
that the Corporation cares and that it provides something worthwhile
to the community that can be cherished and appreciated and regarded
as their own.
Community involvement
Community involvement is yet just another form of marketing
and is aimed at creating an atmosphere of receptiveness. It is
not the intention to embark on glamorous projects at enormous
cost, but to participate in a modest way in projects where the
need in the community is most pressing.
Cost-effective service and community involvement encapsulate
what probably is the best way to market rail commuter services.
During the financial year, the Corporation spent R25 000 to provide
security fencing around the Emdeni Children's Home in KwaXuma,
Soweto. The Emdeni Children's Home is an orphanage for toddlers.
Income and income strategy
For the financial year, R319 million was budgeted from the
sale of tickets. However, only R310 million was realised. The
reason for the shortfall can be attributed to the unstable political
climate resulting in violence on trains and on Corporation property,
stayaway actions as well as the adverse economic situation.
On 1 November 1990 fares were increased by 9%. The fare increase
was generally accepted in good spirit and no damage was suffered
as a result thereof.
Evasion of payment of fares is a big problem and on average the
Corporation is losing 25% of possible income through fare evasion.
Steps were, however, taken to counter this problem as far as possible.
Electronic ticket-issuing machines were introduced to phase out
the issuing of tickets by hand.
Fare structure strategy
A start has been made to close the gap in the fare structure
between single tickets and seasonal tickets, i.e. weekly or monthly
tickets, and also the gap in the fare structure between first
class and third class travel.
The Corporation has taken cognisance of the phasing out of Government
subsidies on passenger transport over time and a correction of
this phenomenon already manifests in the fare structure.
Transport studies
A number of studies in the transport field is being undertaken.
First and third class passenger travel require new names. Ways
are being devised to alleviate peak hour pressure to a more acceptable
level and attitude studies should reveal commuter expectations.
In addition to these, better methods of passenger control on
station platforms are being investigated. The possibility of combined
bus-train-combi-taxi tickets and the impact of a regulated passenger
transport environment are under consideration.
The strengths and weaknesses of our competitors, possible rationalisation
of metropolitan train services and the integration of the different
transport modes are but a few of the strategic factors to be taken
into account when formulating a transport solution.
Rationalisation
During this financial year passenger services were not rationalised.
However, it is anticipated that in the ensuing year, passenger
services will be rationalised on two occasions, i.e. 1 April and
1 October 1991. The purpose of the rationalisation is to reconcile
demand and supply more closely and to render a service more conducive
to passenger needs.
