In response to the changing ridership patterns post-Covid-19, the Gautrain says it is identifying underserved customer groups and their specific needs and will be adapting its products and services to make travel more accessible for a diverse range of passengers.

The passenger rail service provider says the pandemic has drastically and permanently altered the transit industry, with former frequent commuters continuing to work from home in hybrid or remote positions.

“The days of a predictable nine to five, Monday through Friday commute are over. Passengers are demanding that we run a frequent service throughout the day and offer dynamic pricing to suit their hybrid work schedules.

“And with the rising cost of living, cost is increasingly becoming the sole determinant when choosing a mode of transport,” says Gautrain Management Agency (GMA) CEO Tshepo Kgobe.

Across the world, rail operators continue to adjust to changing ridership patterns by adapting their service offerings accordingly, the GMA notes.

According to Kgobe, the Gautrain recently commissioned a brand study, which found that the rapid rail link has maintained its brand positioning as a safe, efficient, clean and convenient service.

However, there is an indication that the brand is perceived as inaccessible to some market segments.

“This presents an opportunity to respond innovatively to changing customer needs, preferences and patterns,” Kgobe says.

In November 2023, the Gautrain kickstarted the process to appoint a new delivery partner who will operate, maintain, modernise, innovate and upgrade the Gautrain system when the current Gautrain concession agreement comes to an end in March 2026.

“A new public-private partnership agreement presents an opportunity to rethink the Gautrain business model, ensuring financial sustainability and operational excellence.

“Under the new agreement, we will be able to consider a range of fare policies and pricing incentives, introduce products and services that address the needs of a diverse range of passengers, and advance equity in transportation,” Kgobe highlights.

“Public transport systems such as the Gautrain should indeed be inclusive, ensuring accessibility and ease of movement for diverse market segments. We are resilient and adaptable, this is an opportune time to rethink, redesign, renew and build on a highly functional, world-class system,” he adds.

Kgobe argues that the Gautrain rapid rail link, and the extension of the rail network in Gauteng, is key to addressing road congestion, offering a faster, more efficient and sustainable alternative to private vehicles.

“The rapid rail extensions from current Gautrain stations, mostly in the suburbs, to other economic nodes and townships like Soweto and Mamelodi, will significantly increase our customer base, boost ridership and enable inclusive transport connectivity,” he says.

Like most rail companies across the world, the GMA has recognised the need to innovate and diversify its revenue streams.

“As part of the diversification strategy, we have already introduced vehicle licensing services at Gautrain stations, and we will be transforming Gautrain stations into hubs for business, retail and social activities.

“Gauteng, with its diverse attractions, is also an entertainment playground, so we are striving to position the Gautrain as the mobility of choice for large-scale social, sport and lifestyle events, and places of fun and entertainment,” Kgobe concludes.