Jubilee line 7th car project

Client: London Underground
Duration: March 2004 – March 2006
Value: £200m

Project Overview
The Jubilee line added an additional carriage to its entire fleet of trains during January 2006. The change-over to 7-car operation meant massive disruption for customers, including a reduction in service during December 2005/ January 2006 and a full closure of the line for five days.

A Communications Manager was appointed at the outset of the project to develop a communications strategy to inform customers and key stakeholders about the project, provide information regarding alternative travel arrangements and enable staff to assist customers. The key elements of the communications strategy included:

• Media relations campaign
• Targeted and bespoke customer communications
• Stakeholder communications
• Staff communications
• Marketing campaign

CPC’s Role
A CPC consultant worked very closely with a number of divisions within London Underground to develop and deliver a communications strategy around a project to increase capacity on the Jubilee line.

The communications role included a programme of staff briefings and newsletters, customer communication via in-station literature and up-date of website, cross network marketing campaign including a branded train and stakeholder communications including presentations to the GLA and Parliamentary members. Close relations were also developed with Canary Wharf Limited.

Client Benefits
Considering the unprecedented scale of the closure, there was very limited customer complaint. It is believed this was due to the advanced customer communication strategy that was put in place. In addition, all staff, not only on the Jubilee line, but across the network, had knowledge of the upcoming closure and benefits that would be brought by the addition of the 7th car.

There was general acceptance of the works needed to bring the 7 car trains into operation, and a focus the success of the project, particularly during the conversion process and trial testing. The focus of staff was evident when their efforts assisted in bringing in the project ahead of schedule (the closure was reduced to 3 days from a scheduled 5 days). Staff informed that most customers had prior knowledge of the closure and had made alternative travel arrangements and as such the replacement bus service put in certain areas of London was lightly used.

More Transport Sector Case Studies