ATOC Business Plan 2012/13 - 2014/15

Our mission

Our mission is to champion the interests of passenger rail operators in serving customers and supporting a safe, reliable, attractive and prosperous railway. We do this through:

  • trade association activity - influencing rail policy, acting as an advocate for rail in the media and with stakeholders, and promoting best practice; and
  • business service provision - running mission critical systems, such as settlement and National Rail Enquiries, and managing major commercial arrangements, such as Railcards and London & South-East contracts.

Our vision

Our vision is one where rail is a thriving business sector which makes a growing positive contribution to national life.

In Planning Ahead 2010, we set out jointly with our industry partners our aim to ensure rail promotes sustainable development, by working with others to deliver the following over the next 25 years:

  • continued improvement in passenger satisfaction levels to at least 90%
  • capacity to carry twice as many passengers as today, with reduced journey times and better connectivity between services and between modes
  • levels of reliability and safety that are among the best in Europe
  • greater financial sustainability, through improved efficiency and revenue generation
  • a move towards cutting rail carbon dioxide emissions by 50% in the longer term.

Our ambition

Our ambition is to achieve excellence in representing the interests of, and providing business services for, passenger rail operators.

We will focus on delivery in three areas where we can make a difference:

  • Generating policy and technical solutions which support industry delivery of safe, reliable and attractive rail services
    • working with the RDG and industry partners to shape industry reform on franchising, regulation, incentives, rolling stock
    • supporting industry delivery on performance targets through the National Task Force
    • managing TOC input to industry planning, projects and strategies
    • supporting delivery of stations-related improvements, eg by joint management of the National Stations Improvement Programme
  • Managing systems and products to facilitate a retail environment which gives users choice, confidence and value in their buying decisions
    • shaping future fares and ticketing policy, eg through input to the DfT review
    • working with others to deliver TSA reform and manage the South East Flexible Ticketing Project
    • improving customer fares and ticketing information, eg by modernising RSP systems
    • seeking to grow revenue from collectively-managed products, eg Railcards
  • Providing information about services and passenger rail that is accurate, useful and geared to the needs of customers and stakeholders
    • leading development of an industry-wide customer information strategy
    • delivering on-going improvements in NRE customer service
    • achieving challenging communications metrics and a stakeholder engagement plan
    • engaging with the transparency agenda on rail data and information.