Operational contingency plans

We have operational contingency plans, which are designed to reduce the inconvenience caused to customers during disruption. Our key contingency plans are as follows:

• Operational contingency plans - Individual plans for each of our lines of route, agreed with Network Rail and/or other train operators; these provide clear guidance to our Control team regarding the services we can operate when access to infrastructure is restricted
• Stranded trains procedure - this procedure provides guidance to our Control team regarding the process to be adopted if a train is stranded as well as information for the support teams who may be asked to attend the incident
• Defective on-train equipment procedure - these plans provide guidance on managing defects to equipment on our fleet
• Incident response procedure - these plans provide guidance on how to respond to various types of incidents which may affect our network, helping to minimise disruption.
• Key route strategy - these plans, which include emergency timetables, provide clarity regarding the services we will operate during extreme weather conditions when access to infrastructure may be limited

The decision to implement these contingency plans is taken by our control team in conjunction with the relevant Network Rail Control.

When our services are disrupted, our control team will:

• Issue a disruption message issued within 10 minutes of known or likely delays
• Issue updates every 20 minutes
• Display and update customer information screens
• Broadcast information over PA system every 5 minutes
• Ensure accurate information is provided to National Rail and TfL
• Arrange for ticket acceptance

Our station teams will:

• Be visible and available to proactively assist
• Ensure information about the delays/disruption is fully visible to customers entering the station
• Consider closing entry to the station if disruption is severe or service suspended
• Make regular announcements ensuring customers are kept updated where possible
• Assist customers by providing alternative routes to their destination
• Look out for any customers with disabilities or reduced mobility and provide additional assistance, arranging for alternative transport as necessary
• Encourage customers to claim a service delay refund if eligible

Each of our stations has a 'Disruption Kit', an easily accessible box of useful tools for staff to deliver the service to our customers during service disruption. The kits, containing items such as our alternative route plans, local bus route maps, barrier tape, loudhailers, and high visibility clothing. We have recently equipped all stations with bespoke disruption posters highlighting the alternative routes relevant to the station.

On the train we will endeavour to:

• Make an announcement as soon as possible following a prolonged station stop
• Provide an update every 2-5 minutes, reducing to 10 minutes if the delay continues
• Give an update on the delay and arrival times once on the move

Last train policy

We aim to ensure customers whose last train is cancelled or who will miss their last connecting services due to disruption are not stranded with no alternative options. In such circumstances, we will arrange for the provision of alternative transport.

Delay compensation policy

Service delay refunds are available to customers who are delayed by more than 30 minutes on London Overground for reasons within our control.

Claims must be made via the TfL website - visit the London Overground and Elizabeth line delays page.

Cleanliness

Train cleaning

Our trains are cleaned at one end of each turnaround journey during the hours of operation. They are also cleaned overnight, have a weekly clean and a deep clean every month.

There are no toilets, accessible or otherwise, on board any of our trains, but many of our stations have free access to toilets if required. For more information on where toilets are located on the London Overground route, see the Tube toilet map on the Accessibility guides page.

Performance: on board cleaning

We are surveyed quarterly as part of our contract with TfL. This survey measures overall satisfaction with the journey along with a number of different measures reflecting customer touchpoints.

Our Customer Satisfaction Survey results showed 73.6% of customers were satisfied with cleanliness on the train.

The National Rail Passenger Survey (NRPS) has been suspended since 2020.

Air flow

50% of the air that gets circulated through the trains is fresh air, not recycled or conditioned.

Measurements of airflow taken are:

• Fresh air flow rates in normal and emergency ventilation
• Velocities at the supply air diffusers
• Velocities in the area of standing and seated passengers in the saloon

Stations

We operate on a strict Key Performance Indicator regime to ensure the station environment is clean and comfortable and all station assets are in good working order.

Cleaners are present at our stations for most of the day to keep the station environment as clean, safe and clear of litter as possible. We also have a programme of regular deep cleans.

In 2024/25, TfL Customer Satisfaction Survey (CSS) results for cleanliness at stations showed 73.2% of customers were satisfied.

Customer satisfaction

We continuously monitor customer satisfaction through our contracted TfL metrics, namely the CSS and Staff Information Survey (SIS). We also use our customer complaints as a guide to how we can improve our levels of satisfaction.

We use this feedback across the business to direct long-term strategy, and tactically by customer-facing teams to help improve customer service.

Complaints data 2024/25

• Cases received: 1005
• Cases closed: 990
• Cases closed within 10 working days: 83.4%
• Cases closed within 20 working days: 95.5%

Types of complaint - top 5

• Attitude and helpfulness of staff
• Train Service Performance
• Your personal security at station
• Upkeep and repair of station buildings/platforms
• Provision of information

Complaints Continuous Improvement report

While the London Overground forms part of the United Kingdom's National Rail network, it is under the concession control and branding of Transport for London (TfL).

All customer correspondence is handled by the TfL Customer Contact Centre. The team is available to speak to customers over the phone and reply to any queries and complaints via email and web form. The TfL Contact Centre team will use the customer's preferred contact method when responding to a complaint. They also handle all requests for compensation due to delays and other compensation requests on a case-by-case basis.

Information on how to submit a complaint regarding our services is available on the Help & contacts page. Our customer facing teams are trained on the complaints process as part of their induction and further ongoing training. They are able to signpost our customers to the complaints process if they are unable to resolve the complaint themselves at the time. They are also supplied with customer contact cards containing details of how to contact TfL.

Once received complaints and commendations are forwarded to the relevant department for investigation. We work to strict timelines to ensure the team at the contact centre can respond to the correspondence. We also endeavour to provide TfL information in advance to help expedite their replies. All customer complaints are taken seriously and used, in conjunction with our customer metrics, to inform our customer experience improvement strategies.

Customers who are not satisfied with how their case is handled are signposted to the Ombudsman. London Overground ombudsman referrals are extremely low with fewer than 10 annually.

Aside from customer complaints, TfL gain feedback from passengers, including those with disabilities through other methods. This can include surveys, and online feedback forms. Outcomes are shared with Senior management and the customer proposition team review this feedback to identify issues and concerns and develop improvement plans.

In addition, we conduct regular assessments of services and facilities helps identify areas that may need improvement. These assessments can be performed internally or by third-party organizations specialising in accessibility.

Engagement with advocacy groups and building relationships with disability advocacy groups is very beneficial as these groups can provide insights into the challenges faced by disabled passengers and offer recommendations for improvement. Regular meetings and forums facilitate open communication.

By integrating strategies, we can not only address current issues but also create a framework that promotes continuous improvement and ensures a positive experience for everyone.

Key complaints and continuous improvement

Attitude and helpfulness of staff

Our Customer Proposition department operates with a view to enhancing the customer experience though analysis of metrics and complaints, setting these in context of the wider business. The key aim of the department is to champion the voice of the customer and ensure each department takes responsibility for their contribution to the overall quality of the customer experience.  

We want our customer-facing staff to foster a positive, can-do attitude towards our customers, how we deliver our service is as important as what we deliver. Even when things go wrong, if we can treat our customers with respect and empathy, especially where they may need additional assistance. 

To help guide our staff, we have a quarterly survey to assess how our teams engage with customers. This is conducted as a 'mystery shopper' type audit and this, in conjunction with staff complaints, led us to develop the Customer Commitments programme to focus on how we deliver our service. 

We developed the training to focus on behaviours, especially the benefits of emotional intelligence. To do this we have introduced a programme, the 'Jigsaw Discovery' framework. This looks at personality/behavioural types, and how they interact with each other and exhibit certain traits in particular situations. The aim is to encourage our customer-facing teams to see the perspective of 'the other'.  

In the past we have set up several training initiatives, and whilst we saw some improvement, this was not always embedded. We identified this was down to the fact that, post training, learning outcomes were not kept alive. To change this, the Customer Proposition team developed and enhanced a team of Peer Trainers whose function is to ensure the quality of performance of the customer facing teams, carrying out coaching, observation and embedding learning outcomes of our training sessions.  

The commitments training has been designed to cover all aspects of the roles at stations and underpins all our training and briefing initiatives. The initial training takes place over two days, delivered 6 months apart. We completed day 1 in 2023/24 and completed day 2 in 2024/25. We are now working on creating ongoing reviews based on the commitments and are also in the process of creating a commitments programme for our customer facing managers to help support with embedding the philosophy. 

Our station management team investigates all staff complaints and where they identify a trend with a member of staff, this is discussed and followed up and appropriate action taken. Management presence at stations has been enhanced and behaviours that fall below expected standards of attitude or helpfulness are challenged. 

To support customer-facing staff, our station management team have increased visibility during the peaks as well as setting up Meet the Manager sessions. In addition to supporting staff, these activities provide greater insight into the issues our customers face. 

Where members of staff are identified as having performed poorly on our mystery shopper survey or poor performance identified through customer complaints our customer-facing management teams arrange coaching sessions. Conversely, good performance and staff praise are rewarded. To ensure staff are encouraged to perform well, we have set up an initiative - the 100 club to celebrate staff and stations achieving a perfect score in our mystery shopper survey 

Many of our customer-facing staff are agency staff, and we hold regular meetings to discuss performance and any issues, pain points or good work that they are doing. These frequent meetings help us to address and rectify any issues that arise. Our Agency Contracts Manager works tirelessly to ensure all standards of training and engagement meet our requirements. 

We also take accessibility seriously and are currently delivering Disability Awareness training to all customer-facing staff and managers with particular focus on the Equalities Act 2010 and the need for reasonable alternatives should assistance not be possible. We are also holding our agency management teams to account to ensure their staff are adhering to our standards. As part of this training, for staff working at step-free stations, re-training on use of accessibility ramps is also covered. 

Customer satisfaction for Helpfulness and general attitude of staff has increased by 1.5% 

Train Service Performance

We're aware the key driver for customer satisfaction is our service, so we aspire to run a service that is efficient and on time. However, when things go wrong, we must be in a position to assist customers and assist them with empathy.

The Mildmay line remains a particular focus for all parties. Network Rail in have been embarking on a robust maintenance programme, which has been focused in recent months on the line between Willesden Junction and Richmond where aging assets has been a real issue for reliability of services. Much of the work there is now completed with some recent positive trends emerging. Focus is now shifting to the line between Willesden Junction and Camden Road for the next phase of works. As the operator, a lot of work internally is also going into operations at Stratford, with the Driver Manager team proactively engaging with drivers to try to minimise late running with the most efficient turnaround times and enhanced driver facilities to further drive a performance culture.  

The Mildmay Control team have moved to the new Service Delivery Centre in Upminster where they are now situated in the same room as the signallers, to aid collaborative working and to allow for faster decision making, we hope this will also have a positive impact on Mildmay performance. We recognise that weekend performance is particularly challenging, and we are engaged with Network Rail to review the Sunday timetable, to assess whether we can make the service more reliable and resilient to weekend customer numbers.  

Across the network, we are engaging with Network Rail to proactively tackle the growing issue of vegetation and the associated delays this can bring with damage to overhead wires, lineside fires and line blocks. We are exploring the use of innovative technology such as drones to survey the lines and allow for more targeted work to be carried out on the most needed locations.  

We acknowledge our 378 fleet is aging and has a reduced reliability rate as a result. Funded schemes are in place to tackle the most service impacting issues, with door overhaul being the most pressing currently. DOO CCTV cameras are another area of concern, and we are engaging with TfL to understand the best method to overcome this challenge. New computer software is being introduced to the control rooms later this year, to aid faster decision making with fleet faults, enabling us to get trains on the move faster where faults do occur.  

On our Weaver Lines, maintenance of the network continues to be a challenge for Network Rail, especially in and out of Liverpool Street and the number of lines between there and Bethnal Green. A resilience plan is underway at this location to target and replace the oldest and most problematic assets.  

Across the national rail network there is a growing trend in trespass and anti-social behaviour, and the Overground network is also seeing the impact of this. Training is ongoing with both Station, driver and control teams to provide a faster response to this issue and to allow for faster resolutions of the problems when they arise, all with the aim to keep services moving. Plans are also being developed to have a more visible security presence across the network to act as a deterrent, with targeted operations at our known hot spots. Local schools and community groups are also being engaged to highlight the danger and impact of trespass on the railway.  

As special events grow in number and size across London, as a network we are impacted by several high- profile events throughout the year. As a network we also serve some of the key stadiums and other event venues, which all can create periods of extreme passenger numbers throughout the year. Our stations teams are reviewing the event plans and crowd control measures to make sure these are still fit for purpose with the changing times and working to introduce one-- way systems and other new initiatives to reduce the day- to -day impact of events.  

Customer satisfaction with wait time for train has increased by 1.1% 

Your personal security/safety at stations

London Overground continues to prioritise passenger safety through proactive and collaborative initiatives. By enhancing physical security measures, staff capability, and community engagement, the network aims to maintain a secure and welcoming environment for all users. 

One cause for complaints in this category is the closure of trains doors. To supplement the  door-closing beeps, we have installed "Sharks teeth" decals on the 710 fleet and have almost completed the 378 fleet. In addition to the above, Digital media onboard is also used to convey a "do not board as doors are closing" message. These measures have been taken to highlight the risks as the train doors are closing. 

In addition to the above, we are building a bespoke set of safety announcements specific to key risk areas on the route to be played at certain stations to highlight the gap, step up or down when boarding/alighting services. There is a rolling plan for improving the white and yellow line painting at stations to help with the safety messages and encourage people to stand behind the lines. 

A Safety roadshow is held each year at various stations across the network to highlight safety initiatives and to engage with our customers 

Anti-social behaviour is another recurring theme in this category and our Revenue Protection & Security team address this by utilising a combination of Stakeholder engagement, Problem Management Plans, and data analysis to combat crime and anti-social behaviour. 

Initiatives from our Revenue Protection and Security team foster a collaborative working relationship with the British Transport Police (BTP), carrying out joint patrols, especially in high-risk areas and during major events. 

We have also deployed a team of Revenue & Security Officers (RSOs) and Station Security Enforcement Officers (SSEOs) to support frontline staff and address incidents. These teams are all equipped with body worn cameras, we are also rolling these out to station staff on a voluntary basis as the use of these has proven to reduce crime. 

• Other improvements that improve safety and security at stations include a comprehensive upgrade of CCTV systems across stations and onboard trains, including high-definition imaging is underway. These help us monitor and investigate reports of crime. 
• Enhanced lighting has been installed at stations, car parks, entrances, and pedestrian routes to improve visibility. Routine environmental risk assessments carried out to identify and mitigate safety blind spots including the redesign of station areas to promote open layouts and clear sightlines. 

Our station management teams engage with the Revenue Protection & Security team by holding a Security event at highest category station once per year. They also collaborate by collating any feedback, including fare evasions to the revenue and security teams allows for targeted intervention to improve security at stations. The most recent operation to target phone snatching at stations lead to arrest and reduction in this type of crime 

In addition, the stations teams collate any relevant information according to reports and take specific action, one example being posters produced to deter cycle theft has seen a reduction in this crime at hotspot stations. 

Our crime rate in the past year was 9.1 crimes per million passengers. 

Other complaints in this category refer to the perception staff are ignoring fare evaders. Whilst this may appear to be the case, it is important to highlight that we operate a hands-off policy to ensure the safety of our station staff.  

Station staff use an app developed by our Revenue Protection team, to record occurrences of fare evasion they witness or that has been reported to them by customers. Data from this app is analysed and drives our Revenue Protection Deployments, enabling our Revenue Protection teams to target their activities. 

In addition to the data gathered from stations, our Revenue Protection Teams maximise their visibility by carrying out 'train busting' exercises checking tickets on trains as well as station blocks.  The team have also been working with Cubic, who supply our gate-line product, to test enhancements, and increase the 'push through' force to prevent people attempting to push through. 

Our current rate of ticketless travel is 1.88 % meaning that 98.12% of our passengers do have tickets to travel. 

In terms of customer metrics, we have seen a 0.7% increase in satisfaction with Personal safety/security at stations. 

Upkeep/repair of station buildings/platforms

Lift failures are the most frequently occurring complaints in this category and we work closely with Network Rail who maintain the lifts on the London Overground network to ensure increased reliability of lifts through pro-active management. 

Cleanliness continues to be monitored closely, and our facilities management team hold our contractors to account, taking corrective action where necessary. This enables us to ensure cleanliness of our stations and toilets is maintained at the required standards. 

In addition to the above, our Facilities Management and Customer Experience teams hold regular meetings. These allow local managers to feedback and escalate the issues at stations that impact our customers the most 

Customer satisfaction with cleanliness of stations has increased by 1.4%. 

Our facility management team have agreed a recovery plan with our maintenance provider to address fault resolution timelines and reporting. 

Provision of information

During disruption, customers need to have a level of information so they can make informed decisions on how to continue their journey and to do this, the information our control team put out needs to be timely and accurate.

As part of the overall improvement strategy, our control team has undergone a transformation with the introduction of new roles and focus. 

Information Systems Controllers 

Control Transformation introduced a new team of Information Systems Controllers, focusing on: 

• Notices during disruption 
• Announcements during disruption 
• Adding delay reasons to trains that have not had alterations applied 

The introduction of this new role enhances the capability to send a wider reaching and fuller message to passengers than has previously been the case.  

Duty Customer Experience Manager 

We also took the opportunity to improve internal customer information during the transformation. We have upskilled previous Communications Controllers and introduced a new Duty Customer Information Managers (DCIM) role to build a team of individuals who are passionate about customer information. We have invested in their training to equip them with the skills to deliver against these passions. Further to this, we are working more closely with Nation Rail Enquiries (NRES) to deliver better information to them to enable them to deliver better for passengers using their website/app, this has a knock-on effect of simplifying and improving information for everyone. Finally, we have equipped the DCIMs with the knowledge of our KPIs supporting the delivery of great customer information. Working collaboratively with the control team and giving Customer Information within Control the focus and drive that it deserves without detracting away from the operation.  

Aligned with the improvements made in control, we have created disruption collateral packs to standardise approach and feel but provide information specific to that station and area. This includes tailored posters to support customers with their onward travel, ensuring they can remain in control of their journey.  In addition to the above, our station management team conduct reviews following on from major disruptions to discuss provision of information for customers 

In conjunction with the line naming project, we have simplified our Wonderwall screens to and aligned with the latest industry guidance. We are also working on two innovation stations to test market on improvements within Customer Information Screens to be incorporated into replacement programme utilising the TfL accessibility group to feedback and inform  

We are working with the Rail Delivery Group (RDG) on a project to introduce BSL across the industry whilst internally we are evaluating the possibility of digital help point trial incorporating BSL to support our diverse needs of customers. 

Levels of customer satisfaction for Information provision at stations has increased by 0.9%. 

Delay compensation continuous improvement

Transport for London (TfL) and Arriva Rail London's (ARL) continuous improvement program outlines the activities that TfL and ARL has conducted in respect of making progress towards meeting the ORR requirements, as outlined in the Delay Compensation Code of Practice.

Platform announcements

London Overground now broadcast the following messages at all London Overground stations:

To be broadcast every 4 hours: Customer Information, you may be entitled to a refund if your London Overground journey was delayed for 30 minutes or more. Please check the TfL website for more information.

To be broadcast during disruption: We are sorry for the delay that you are currently experiencing. If you are delayed for more than 30 minutes you may be entitled to a refund. Check the TfL website for the latest travel and refund information.

Paper and magnetic tickets

TfL meets most of the requirements related to processing claims. A project was initiated in January 2023 to meet compliance with the following Delay Compensation Code of Practice requirements. The project seeks to reintroduce an online process for magnetic and ITSO claims. Giving better feedback on reasons for refund rejection.

Customers can currently claim ITSO and magnetic delay refunds online through our normal 'contact us' web form. Customers can also claim a refund by post and over the phone for those tickets.

Social Media messaging

TfL now posts the following on their social media channels every 3-4 weeks and reactively at times of disruption. These social media posts share more information about how customers can claim.

If customers receive delays of up to 30 minutes or more on London Overground, they may be entitled to compensation.

Proactive messaging

If you have encountered a delay on the London Overground, you may be able to get a refund if your journey was delayed for 30 minutes or more.

Reactive messaging (shared post disruption)

If you encountered delays on the London Overground recently, you may be entitled to a refund for your journey.

If the delay happened in the last 28 days and you were delayed for 30 minutes or more, you can claim a refund with a contactless and Oyster account.

Assistance

Assigned wheelchair spaces and clearly marked priority seats are on all our trains for the use of disabled passengers or those less able to stand. While seats cannot be reserved, we make every effort to provide a suitable seat when required. There are two options for people needing assistance:

Turn Up and Go (TUAG)

London Overground operates a predominately Turn up and Go service. This means customers do not have to book in advance. We have staff at all our London Overground stations during train operating hours. If a customer needs assistance, they can simply speak to a member of staff who will be happy to help. They will also ensure that staff at the destination station is ready to provide assistance on arrival.

We do ask that customers requiring assistance arrive at least 10 minutes before the service they want to travel on. This will ensure all the necessary checks are made to ensure staff are available to assist at the destination station.

Pre-booked assistance

Customers can also pre-book assistance if preferred. London Overground participates in and fully supports the Passenger Assist system to ensure assistance can be booked for the entire journey, regardless of which Train Operating Company runs the other train services or the stations involved.

For journeys continuing beyond the London Overground network, assistance can be booked at least 2 hours in advance. These commitments apply to all Train Operating Companies as terms of their licences.

There is no minimum notice period for pre-booking assistance if you are travelling on London Overground services only.

Assistance can be booked either through:

TfL contact centre

08:00-20:00 Monday-Sunday (excluding 25 December/Christmas Day)
Phone: 0343 222 1234 (call charges may apply)
Text direct: (18001) 0343 222 1234 (for people with hearing impairments)

Or

National Rail enquiries

24 hours a day on: 0800 0223720

Types of assistance

London Overground is committed to helping you travel more easily. Staff at all London Overground-managed stations can help with:

• Planning your journey
• Getting on and off the train
• Boarding with wheelchairs, scooters or other mobility aids
• Transferring between trains or other modes of onwards transport at our stations
• Buying tickets
• Obtaining priority seats and dedicated wheelchairs spaces
• Seat reservations on other train operators
• Knowledge of services and facilities available on all stations and trains
• Luggage

Our staff are regularly trained and are willing to assist passengers with both visible and non-physical impairments. They are available to help while trains are running.

Contact centre details

The customer service contact centre team is available for you to find out more about London Overground services and stations or provide feedback on the services and facilities that we provide. You can contact them by:

Post: TfL customer services, 4th Floor, 14 Pier Walk, London, SE10 0ES

Telephone: 0343 222 1234 (call charges may apply), 08:00-20:00 Monday-Sunday (excluding December 25/Christmas Day)

Textphone: 08001 123 456