Antony Merlyn Email & Phone Number

Monument Place

As Accessibility Engagement Manager I am responsible for ensuring that all are given confidence to access rail services across spectrum of access needs.- Delivery of GTRs Accessible Travel Policy and change programme including ‘zero failed assists’ strategy.- Driving cultural change to embed accountability for delivering accessible services across GTR and through external partnerships such as ORR, Network Rail and RDG.- Gained passenger insight through accessible Mystery Shopping and research including call back surveys of pre-booked passengers, complaints analysis and stakeholder relationships. - Initiated independent ‘Access Advisory Panels’ to gain constructive challenge/support from passengers with access needs.- Implemented industry leading support tools inc Covid-19 Easy Travel Guide. - Delivered industry leading solutions to support passengers requiring boarding support at unstaffed stations (on routes where conductors have been replaced by ‘On Board Supervisors’) including dedicated help desk and mobile support team. - Led effective projects to improve station accessibility through ‘‘Minor Works’ fund- Promoted improved accessibility performance from front line stations teams by forming a network of local ‘Access Ambassadors’ across the network. - Over 80 ‘Try a Train’ events held for range of groups to boost confidence to travel.

Hitchin Area

Responsible for Hitchin, Biggleswade and Arlesey stations.During this period I introduced a number of service improvements. Particular achievements being;- Improved team working between gate line, ticket office and platform staff. - Successful introduction of hours of darkness dispatch- GN's first station partnership scheme - community flower baskets/gardening with Hitchin Rotarians

Go Ahead House, Croydon

During the initial four months I was seconded to the Major Projects Team to manage the successful handover and introduction of Southern's new platform and concourse operation at London Bridge. Working in partnership with Thameslink Programme and Network Rail, I was responsible for staff training & familiarisation, dispatch plans fit to deliver our train performance goals, station readiness for the new layout, and passenger communication and way finding.The second period gave me the opportunity to deliver projects including provision of induction loops at numerous stations and new Customer Information Displays. I was also responsible for the communications plan for the Haywards Heath car park/footbridge redevelopment.

London Bridge

As Station Manager, I have successfully led my team through an extremely challenging period, starting with the London 2012 Olympics through the complete rebuilding of the Southern platforms, gate line and concourse areas. Whilst leading my team though this period of change, I have never lost sight on the need to deliver a successful day to day operation and ensured a clear focus on delivering great service and train performance. I was very pleased to achieve this whilst my team attained the Golden Whistle Award as ‘Outstanding Operating Team of the Year 2014’. I used this opportunity as a ‘spring board’ for further motivating my team which resulted in a significant rise in employee engagement at the 2014 Employee Survey.

Go Ahead House Croydon

As Stakeholder Relations Manager, I built effective relationships with a range of stakeholders within railway user groups, local authorities etc. During this period I delivered two highly successful Stakeholder Forums. I also managed the online passenger panel and was responsible for preparing MP letter responses on behalf of our Managing Director. I have forged close links with railway some challenging user groups such as the Edenbridge & District Rail Travellers Association as their local Station Manager and on several occasions joined Southern Exec members on their AGM panels.

Oxted, Surrey

My role as Station Group Manager at Oxted was my first SM role. As well as meeting all the challenges of managing 17 stations over a large area, I took a leading role in establishing community links. An early initiative involved meeting with the local school to establish a number of projects including a rail safety talk and career development sessions. I also worked effectively with the Community Rail Partnership and was responsible for initiating several station partnerships. I also initiated transforming a disused room into a passenger lounge at Eridge having gained match funding from the Railway Heritage Trust.

East Croydon

My first role in the rail industry. The sales team had not been effectively managed prior to my arrival, were performing poorly and were not well motivated. I quickly implemented clear expectations and procedures to create a fair workplace. I also introduced a new supervisory team, and individual performance goals for the sales team at East Croydon and the outer stations, including a new reward and recognition scheme. Staff performance markedly improved during this period, evidenced through improved queuing standards, improved accounting performance (eg reduction in sales losses) and staff attendance and motivation.

Gatwick Airport

Highlights include;- I delivered Gatwick’s disability policy, that has provided the ‘blue print’ for the BAAs response to EU legislation. I restructured services for disabled passengers at Gatwick. This project has significantly uplifted service for these passengers, at no additional cost to the airlines or BAA. This ‘industry leading’ project tested and assess how airports can directly manage these services. - Developed on behalf of BAA Group a new comments management IT system that improved Gatwick’s response rate, from 60 to 97% of comments being resolved within 7 days, with the quality of responses being rated as ‘excellent by independent audits. - Managed Gatwick’s relationship with its service monitoring group, the Passenger Service Sub Committee (PSSC). This involved communicating a wide range of service related projects to this highly influential group, in order to enable the PSSC to positively challenge and support the airport’s service improvement goals.- As Terminal Manager, I implemented a new roster for the Information Assistants team. Benefits of this included a 30% reduction in overtime costs, and improved service through shift cover that closely matched the passenger-traffic profile. This was achieved through setting clear objectives for the review and engaging both the team (40+ staff per shift), and the Trade Unions to achieve a timely and mutually successful outcome.- Whilst managing Flight Connections at Gatwick, I successfully forged a positive working partnership with counterparts in the airline community at various levels. I did this by providing clear factual data e.g. baggage connection data and through delivering facilities on time, including an expansion of the connections security screening areas. This partnership approach also enabled me to successfully negotiate several service level agreements with the airlines to ensure both airport and the airlines played clear, measurable roles in delivering an excellent connections service.