RAIL
particular franchise is probably not of prime concern to business travellers, says Johan Persson, director of account management for American Express Global Business Travel. “It’s less about the franchise and more
about the actions they take,” he says. “Was the recent bail-out right? No. But was it necessary? Unfortunately, yes. Franchises bid for the work – that’s good, as it creates
“There are major infrastructure projects underway, but once completed, these investments will only just have brought rail standards up to what is expected,” he says. “While improvements will encourage greater use of rail, even further investment is required before the rail network exceeds expectations and increased passenger fares can be justified.”
“Train operators tend to have a monopoly, so value for money is always questionable”
a competitive landscape. However, liberties are taken on what can be delivered. “A franchise may not be able to deliver
on its commitment so there needs to be a back-up plan, and this is where the gov- ernment should step in to ensure there is minimal impact to the end user.” Despite huge investment in the railway,
Persson says the basics of good punctuality and reliability often fall short.
HRG’s Paul Dear adds: “Whether trains
turn up on time, whether you can get a seat and have reliable wifi are the key factors for business travellers. The average ticket price may be reducing because of online booking tools, but a significant group of our customers can’t plan ahead and have no choice but pay full fares.” Kate Wimpeney, chief operating officer of Redfern Travel, says: “The improvements
that matter most are things that would enable people to be productive while trav- elling, like reliable wifi and enough space to work comfortably. Better lounges and facilities at stations when not travelling first class would also be a big benefit to all. “New trains will benefit business trav-
ellers with a better layout, more space and access to wifi, as well as plug sockets. The investment by Transpennine Express, especially on the Leeds-Manchester route where there will soon be up to six trains an hour, will help business travellers no end. “But it would be very interesting to see
more competition on the main routes. Train operators tend to have a monopoly, so value for money is always questionable.” Adrian Parkes, CEO of the GTMC, says:
“When opting to travel by rail, business travellers place a great deal of consideration on cost, productivity and connectivity. For rail travel to remain relevant to today’s corporate community it must continue to excel in these areas – all of which require continued investment and development. “Many regard electrification as a signif-
Season tickets
COMMUTING MAY STILL BE A MISERY to London and other major cities, but Trainline for Business has launched an initiative allowing companies to offer season ticket loans to their employees online. It has offered season tickets for some time, with the loan scheme being launched in October. The system ensures proper use of loans as the company can view who has purchased which tickets.
BUYINGBUSINESSTRAVEL.COM
Employees buying season tickets can compare options and prices, including Transport for London’s Oyster cards, and submit a request online. Administration is simplified and reduced compared to buying tickets manually.
Annual season tickets
are the most cost- effective. From Tunbridge Wells to London, for example, an annual ticket costs £4,644, saving
£706.80 on the cost of 12 monthly tickets. A monthly ticket costs £445.90 and a weekly ticket £116.10. Paul Dear, HRG’s
director of supplier and industry affairs, says: “Certain clients do ask us for season tickets, but they are few and far between. Others require people to travel on the same routes three times a week, and as a TMC we can fulfil that.”
icant step change in terms of improving efficiency. Ongoing investment in the infrastructure is key to achieving this, and we hope that current projects continue without delay, which will only result in frustration for business travellers and the potential economic growth opportunities. “The government’s strategic vision for
rail announced at the end of last year was a positive step forward in delivering this increase in competition, as smaller oper- ators will now have the chance to bid for franchises. More operators will also have the chance to engage in the tender process, and we hope this trend towards greater competition will continue,” says Parkes. It may still seem like a case of jam to- morrow, but the alternatives may well be traffic jams or jams at airport security. If the government and rail industry can deliver all the improvements planned, we may just get a 21st century railway.
BBT March/April 2018 101
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