MY TO-DO LIST

Dujon Toussaint’s career has taken him from the London Underground to Northern Rail, Metrolink trams in Manchester and then back to the capital as a service delivery manager with ARL. Now, having recently been appointed our head of stations, Dujon outlines five key priorities in his new role

1 Focusing on the customer experience

“My role means I’m ultimately accountable for the customer experience at all 82 stations. That includes customer information, ticketing, accessibility and infrastructure to get people in and out of stations safely and securely. And it’s also about the customers’ interaction with our frontline teams, who do an amazing job.”

2 Listening to colleagues and responding

“I aim to get to as many stations as possible, to talk with colleagues face-to-face about what works well and needs improving. It must be a two-way conversation, so it is important to give feedback when action is taken. If colleagues have reported something or had an idea, it mustn’t go into an abyss. It encourages more engagement if we show when we have acted on their feedback – or explained why things haven’t progressed. It’s an area we can certainly improve.”

3 Creating a sense of community

“Being visible and having conversations also helps build a sense of community among station teams, where colleagues feel welcome, valued and able to share opinions. It’s one of my priorities to create a culture where we get things done by having ideas together, sharing successes and tackling challenges transparently. Another part of this is empowering colleagues. No-one knows our stations better than those who work there, so I want managers to be empowered to make decisions and resolve local issues where they can.”

4 Making data work for us

“Sometimes we respond to something we think is causing a problem when the data shows us that the real issue might be elsewhere. We have a huge amount of data on everything from customer travel patterns to train loading, infrastructure, and the environment but we sometimes need to make better use of it. One way we can do that is to visualise the data, create a picture of what’s actually happening that is easy to interpret, so that we can intervene and improve.”

5 Developing our teams