Developing a Comprehensive Taxi Strategy for Dubai: Based on System Analysis & Structured Assessment

Full text

Journal of Transportation Technologies, 2017, 7, 261-278
http://www.scirp.org/journal/jtts
ISSN Online: 2160-0481
ISSN Print: 2160-0473
DOI: 10.4236/jtts.2017.73018 June 1, 2017
Developing a Comprehensive Taxi Strategy for
Dubai: Based on System Analysis & Structured
Assessment
Abdulla Al Ali*, Khaled Abbas*, Mohammad Mazin*
Public Transport Agency, Roads & Transport Authority, Dubai, UAE
Abstract
Taxi plays
an important role in providing passenger mobility. Taxi services
are among the most frequently used passenger transport services in many c
i-
ties in the world. Taxis are an integral part of a city’s image. In a recent
IRU/EU report taxis are considered as p
art of the collective public transport
chain. In this context taxis role is a complementary mobility option to public
transport rather than a competitive one. In the growing city of Dubai taxis are
utilized by many local and foreign residences as well as by tourists and vis
i-
tors. The annual number of taxi trips reached 104 million trips in 2016
, while
the fleet is growing currently at 9613 and is expected to reach around 12,
765
by 2020. Riding a taxi in Dubai is known to be pleasant, comfortable, conv
e-
nient and relatively affordable experience. The Roads and Transport Author
i-
ty (RTA) is the Dubai government authority responsible for the planning and
governance of the taxi sector in Dubai. The RTA through its agency namely
the Public Transport Agency (PTA) ex
ercises such roles. This research is
meant to provide a system analysis and structured assessment of the taxi se
c-
tor in Dubai with the objective of identifying strengths and gaps as well as r
e-
viewing the literature and conducting stakeholder consultation hence culm
i-
nating on developing a comprehensive taxi strategy in Dubai. Such strategy
would be targeted to achieve customer satisfaction leading eventually to cu
s-
tomer happiness. All in all this is expected to provide an added value and be
n-
efit to the busin
ess planning for PTA as well as for the overall strategic and
futuristic planning by RTA.
Keywords
Taxi, Strategy, System, Analysis, Structured, Assessment, Dubai
*Abdulla Al Ali: CEO; Khaled Abbas: Professor and Expert; Mohammad Mazin: Chief Officer.
How to cite this paper:
Al Ali, A., Abbas
,
K
. and Mazin, M. (2017) Developing a Com-
prehensive Taxi Strategy for Dubai: Based
on System Analysis & Structured Asses
s-
ment
.
Journal of Transportation Technol
o-
gies
,
7
, 261-278.
https://doi.org/10.4236/jtts.2017.73018
Received:
March 6, 2017
Accepted:
May 29, 2017
Published:
June 1, 2017
Copyright © 201
7 by authors and
Scientific Research Publishing Inc.
This work is
licensed under the Creative
Commons Attribution
-NonCommercial
International License (
CC BY-NC 4.0).
http://creativecommons.org/licenses/by
-nc/4.0/
Open Access

A. A. Ali et al.
262
1. Introduction
Taxi services are among the most frequently used passenger transport services in
many cities in the world. A review of literature issued by several countries and
international organizations indicated that taxi service is not regarded as a com-
petitor to mass transit systems but on the contrary can be considered as a sup-
plement to assist in achieving an integrated mass transit system. A quotation
from the cover page of a recent IRU report has iterated the statement, see [1]
“Taxis Are Part of the Collective Public Transport Chain”. Also it is vital to note
that the policies and measures developed to minimize the use of cars often lead
to a shift of car users from cars to taxis. This falls in line with what is reported by
Singapore Land Transport Authority, see [2] “While Public Transport Is the
Most Efficient Means of Travel, Taxis Bridge the Gap between Commuting and
Driving a Car”. Taxis can be also considered as one of the main Mobility Man-
agement Options as taxi occupancy in many cities averages between 1.5 to 2
passengers excluding drivers which assist in achieving the mobility notion of
reducing Single Occupancy Vehicles (SOV) and increasing High Occupancy Ve-
hicles (HOV). Adapted from [3] “Taxis fill a gap in public transport provision,
providing services in places and at times when other forms of public transport
are unavailable, and for those who are unable to access buses, the metro due to
disability or mobility impairment. Taxis are used by both the highest earning in
the society and those on lower incomes, for business and leisure purposes, at
every hour of the day and night”.
The Taxi sector in Dubai is experiencing substantial changes and challenges.
Powerful market and economic forces are affecting the objectives, roles, size and
structure of this sector. A taxi strategy is meant to understand where we want
the taxi system in Dubai to be in the future and how this can be achieved. Such
strategy spells out the future direction for the taxi system in Dubai, with a clear
set of goals, objectives, policies and initiatives. In this context, this research starts
by developing a conceptualisation of taxi system components & stakeholders in
Dubai. This is followed by classification of core activities, components and
enablers of taxi sector in Dubai.
The purpose of this research is to provide a system analysis and structured as-
sessment of the taxi sector in Dubai. A semantic assessment; using 30 factors, is
conducted. Based on these assessments and diagnostic identification of gaps, is-
sues and potential improvement opportunities, this research develops a com-
prehensive taxi strategy for Dubai. Such strategy involves deciding on acceptable
values, vision, mission statement and strategic goals for the taxi sector in Dubai.
This will culminate, based on the authors’ analysis, several other sources and li-
terature review, into compiling a continuum of 100+ policies, measures and in-
itiatives that can be followed to attain the preset strategic goals. These are classi-
fied under 12 main headings namely: Taxi Depots & Taxi Ranks, and Infra-
structure, Taxi Fleet and supporting facilities/services ITS research innovation
and development, Taxi Services, Fare Policy & Structure, Marketing, Branding &
Image, Planning & service design, Procurement/Decommissioning, Operation &

A. A. Ali et al.
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Maintenance, Legislation Monitoring & Governance, Quality Health Safety & En-
vironment, Human Resources (Drivers & Inspectors) & Working Environment.
2. Methodology
The following presents the 6 steps methodology followed in this research:
1) Develop a conceptualisation of taxi system components & stakeholders in
Dubai.
2) Develop a classification of core activities, components and enablers of taxi
sector in Dubai.
3) Conduct a description of the characteristics and KPIs of taxi system in Dubai.
4) Conduct a multicriteria semantic assessment of the taxi sector in Dubai. This
is meant to assist in identifying strengths and gaps as related to the taxi sector
in Dubai.
5) Conduct an international bench-markings review of taxi provision in Dubai
as compared to other cities.
6) Develop comprehensive taxi strategy for Dubai taking into consideration to
overcome gaps and improve overall taxi system in Dubai. Such strategy has
its focus on achieving customer happiness.
3. Conceptualisatıon of Taxi System Components &
Stakeholders
This paper develops in Figure 1 a generic conceptualisation of system compo-
Figure 1. Taxi system components & stakeholders, source: adapted from [4].

A. A. Ali et al.
264
nents & stakeholders that is typical of many taxi sectors in world cities including
Dubai. Eight components & five stakeholders were identified as constituting taxi
system in Dubai as follows:
Components
1) Taxi Infrastructure (Runways) - These could range from
 Moving in lanes with Mixed Traffic
 Sharing Bus Transit in Partially Segregated Dedicated Transit ways
 Sharing Bus Transit in Fully Segregated Dedicated Transit ways (segregation
is physical or enforceable)
 Hybrid
2) Taxi Depots and Taxi Ranks where depots are used for fleet stabling, check-
ing and dispatching taxis. As for taxi ranks these can range from simple stops
with basic shelters to complex taxi ranks with premium amenities. In devel-
oping taxi ranks several design parameters should be taken into account in-
cluding safe and operationally friendly layout considering stopping lay bays,
overtaking lanes, access and egress, etc.
3) Taxi Vehicle Fleet including aspects such as:
 Fleet configuration (Compact - Sedan - Van - Ladies Taxis)
 Seating spaces and layout
 Luggage Spacing
 Used energy power (Diesel/CNG/Hybrid/Electric)
 Passenger in-vehicle comfort and amenities
 Allowance for level boarding serving mobility handicapped and other pas-
sengers
 Allowing bikes on board in luggage space or special back bike carriers
4) Taxi Infrastructure Supporting Facilities such as signs and markings
5) Taxi Fleet Supporting Facilities, Units & Services including fleet mainten-
ance, fueling facilities, meter calibration facilities
6) Taxi Fare including determination of Fare Policy and Structure as well as
Fare Collection System (varying from traditional cash pay-on-board methods
to cashless payments using bank card payment as well as pre-paid payment
with electronic fare media e.g. smart NOL cards).
7) Taxi Marketing/Branding/Imaging of Fleet/Drivers/Stations/Infrastructure
including:
 Premium Service
 Driver Appearance, Behaviour and Character
 In and out vehicle appearance, logo & colour—In and out vehicle cleanliness
 Vehicle amenities (Wi-Fi—Phone Charging Sockets, News Reporting, TV
Radio)
 Stations, stops, shelters, benches
8) Taxi ITS
 Traffic Signal Prioritization
 Driver Assist and Monitoring Technology
 Operations Management Technology

A. A. Ali et al.
265
 Real Time Passenger Information
 Safety & Security Technology
 Taxi Dispatch centers
Taxi Stakeholders
1) Taxi Planning & Regulatory Agency. This is currently represented in Dubai
by Public Transport Agency (PTA) responsible for planning and regulating
fleet size, standards & specifications, market size & structure, operation tim-
ing, operation geographical boundaries, driver’s standards etc.
2) Taxi Infrastructure Providers by Traffic and Roads Agency (TRA) within
RTA.
3) Taxi Operators—Currently in Dubai includes 6 taxi companies—one semi
government known as Dubai Taxi and the other 5 are private including Ara-
bia–Car–City-Madina-Metro.
4) Taxi Drivers—This is handled in Dubai by the Drivers affairs Department
within PTA who is responsible for Drivers’ Selection, Training and Licensing,
while on the other hand the taxi companies are responsible for drivers’
working conditions including salary, rewards, amenities, etc.
5) Taxi Users/Customers.
4. Classification of Core Activities, Components & Enablers
of Taxi Sector in Dubai
Building on the above conceptualization of taxi system components, Figure 2
shows a further classification of core activities, components and enablers typical
Figure 2. A classification of core activities, components & enablers of taxi sector in Dubai.

A. A. Ali et al.
266
of many taxi sectors in the world including Dubai. These can be classified as fol-
lows:
Core Activities
(planning & services design - procurement & decommission-
ing - operation & maintenance monitoring & governance - quality health safety
security and environment).
Components
(infrastructure - depots and taxi ranks - fleet - supporting facili-
ties - ITS & dispatch centers - taxi services, fare policy and structure, marketing,
branding and imaging).
Enablers
(organisational structure & roles and responsibilities - strategies,
policies, standards, manuals, regulations - human resources & work environ-
ment - investments).
The figure also shows that at the center of all of these core activities, compo-
nents and enablers are the strategic goals of increasing ridership, customer satis-
faction/happiness and financial profitability and sustainability.
5. Taxi System in Dubai: Main Characteristics and KPIs
In this section, a number of characteristics that describes the taxi system in Du-
bai are reported in Table 1. These characteristics cover the main taxi system
Table 1. Characteristics of taxi system in Dubai, source: compiled from [5].
CHARACTERISTICS OF TAXI SYSTEM IN DUBAI
DESCRIPTION
/
REPORTING
Fleet Size 9613 taxis
Dubai Population 2,590,718 capita
Fleet per 1000 Population 3.71 taxis per 1000 population
Service Types Street Hail Taxis - Airport Taxis - Hala Taxis via Booking - Ladies Taxis - Special
Needs Taxis - Premium Taxis
Fleet Types Toyota - Nissan - Hyundai - Chevrolet
Taxi Operators 6 Companies (Dubai Taxi-Arabia-Car-City-Madina-Metro)
Daily Trips 244,938 trips/day
Daily Trips Per Taxi 25 trips/taxi/day
Daily Kilometers 4,838,660 km/day
Daily Kilometers per Taxi 503 km/taxi/day
Daily Revenue Kilometers 2,409,914 km/day
Daily Revenue Kilometers per taxi 251 km/taxi/day
Average roaming trip distance 10 km
Average Revenue Trip Distance 10 km
Revenue kilometers to total kilometres 50%
License Plate Franchise Duration 3 years
Average Taxi Trip Occupancy 1.74/taxi/trip
Payment Options Cash - Cashless via Bank Cards - Pre-paid via NOL Cards
Taxi Fare Structure See
Figure 3
(Official Taxi Dashboard Passenger Fare Information)

A. A. Ali et al.
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Figure 3. In vehicle taxi sticker showing taxi fare structure, source: see [5].
components showing that the fleet size in Dubai is 9613 taxis with a taxi availa-
bility ratio of 3.71 per 1000 population. Additionally the table shows the differ-
ent offered service types including ladies taxis which are one of the first in the
world taking into consideration gender specific requirements as well as taxi on
demand labelled Hala. Taxis in Dubai are operated via 6 companies. An inter-
esting indicator shown in Table 1 is that taxis in Dubai roam half of their opera-
tion time and the other half they have riding customers. Taxis travel daily almost
500 km 250 vacant and 250 with passengers. License franchise duration is 3 years
and recently extended to 5 years and average occupancy is around 1.74 passen-
gers per taxi trip. There are several methods to pay taxi fare some are part of the
integrated public transport fare policy in Dubai known as NOL. The fare starts
by 5 AED (1.4 USD) with a minimum journey fare of 12 AED (3.3 USD).
Additionally, a KPI assessment was conducted based on the latest data availa-
ble in [6], see Table 2.
6. A Multicriteria Semantic Assessment of the Taxi Sector in
Dubai
A multicriteria semantic assessment of taxi sector in Dubai is conducted. Such
assessment is meant to assist in identifying strengths and gaps in performance.
This is reported in Table 3.

A. A. Ali et al.
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Table 2. KPI assessment of taxi sector in Dubai, source: see [6].
KPI
TARGET
ACTUAL
Accidents/100,000 Km 0.25 Not Reported
Quality Violations/100,000 Km 0.75 0.8
Valid Complaints/100,000 Km 1.35 0.81
Refusal to transport passengers/1,000,000 0.3 0.13
Refused to Stop/1,000,000 0.1 0.03
Bad Staff Conduct/1,000,000 0.3 0.54
Reckless Driving/1,000,000 0.25 0.11
Customer satisfaction 82% 79%
Peak Vehicle Operation 90% 87%
Table 3. Semantic multi-criteria assessment of taxi sector in Dubai.
ASSESSMENT CRITERIA
SEMANTIC ASSESSMENT OF TAXI SECTOR IN DUBAI
Ownership
6 companies 1 semi-public (Taxi Dubai owned by RTA) & 5 private - Taxi Dubai is dominating the
market with a market share in terms of fleet size around 45%
Market Size
A Taxi Requirement 5 Year Plan 2016-2020 was Endorsed allowing the taxi fleet to reach 12,765 by 2020
- 6 Companies are allowed to operate including Dubai Taxi-Arabia-Car-City-Madina-Metro—Market
size has the potential to grow—however market size is regulated by PTA
Market Entry/Exit
Regulated by RTA (Only 6 Companies are currently allowed to provide taxi services)—Market exit rules
should be developed
Fare Determination
Decided by planner/regulator to insure a balance between taxi companies profitability and customer
satisfaction
Regulation
Exercised by PTA which is an RTA government agency. This presents a partial conflict of interest
Regulatory Regime
Moderate (Encouraging rather than discouraging and maintaining a balance between companies
financial sustainability and customer satisfaction/happiness)
Regulatory Aspects
Market Size - Entry to market - Quality and Age of Vehicles - KPIs including safety customer
satisfaction, driver and operation standards, etc.
Market Competition/ Monopoly
Yes (intermodal between the 6 taxi companies and modal between taxi sector and other modes such as
Limo, bus, metro, car, etc.) However taxi Dubai has a share of 45% of the taxi fleet while other
companies range from 0.4% for city taxi to 17% for Cars showing a market imbalance with Dubai taxi
almost creating a semi monopoly. There is a potential for small taxi companies to merge to create a
more balanced competitive market.
Government Involvement
Yes
Attractiveness of Market Entry
Very High
Strategic Planning
Yes by PTA/RTA
Goals
Main goals are Financial Viability, Sustainability & Customer Satisfaction/Happiness
Funding
Mixed (Government & Private)
Pricing Policy
Determined by Regulator (PTA)
Subsidy
Limited (Some Social Services such as special needs services)
Organizational Structure
Developing
Management/Decision Powers
High
Legal Structure
Developing

A. A. Ali et al.
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Continued
Accountability
High
High Quality Human Resource
Management & Capacity Building
Yes
Technology & Innovation
Many applications are in place
Research & Development
Limited
Service Quality
High
Call Services
Hailing - Booking and Taxi Ranks
Operational Efficiency
High
Financial Efficiency & Cost Control
High
Staff Productivity
High
Asset Utilization
High
Safety Concerns
Low
Environmental Considerations
Tendency to encourage environment friendly fleet such as Hybrid Taxis
7. International Benchmarking: Taxi Availability Index
Many world cities report a taxi indicator as the average number of taxis per 1000
population. According to [7] this indicator is labelled as the Taxi Availability
Index (TAI). The average availability index across 23 cities in the world is equal
or higher than 3 taxis per 1000 population, see Figure 4 for a comparison be-
tween these cities. It is obvious that some cities such as Dubai, London, Barcelo-
na, Prague, Stockholm, Dublin and Washington are above this average, while on
the other hand Melbourne, Vancouver, Brussels and Sydney are below such av-
erage. It is also worth mentioning that growing Asian cities like Singapore has a
high taxi-to-population ratio of 5.2 taxis per 1000 persons, while Dubai is cur-
rently at 3.71 taxis per1000 population and targeting to achieve taxi availability
index of 4.09 taxis per 1000 population in the coming few years.
Figure 4. Comparison of taxi supply among selected European cities, source see [8].

A. A. Ali et al.
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8. Developing a Taxı Strategy for Dubai
Developing and implementing a well thought strategy for the taxi sector in Du-
bai is detrimental to achieving the main strategic goals of customer happiness,
financial sustainability and mobility provision. Towards this end a comprehen-
sive taxi strategy for Dubai is shaped taking into consideration to overcome gaps
and step into the future with achieving customer happiness. The following ge-
neric steps are involved in preparing such a strategy:
• Identifying changes affecting the taxi sector in Dubai
• Deciding on acceptable values for the Taxi sector in Dubai
• Determining the vision and mission statement for the Taxi Sector in Dubai
• Determining the strategic goals for the Taxi Sector in Dubai
• Identifying a continuum of necessary policies, measures and initiatives that
can be followed to attain the preset strategic goals. These are classified cov-
ering the core activities, components & enablers of taxi sector in Dubai de-
picted in Figure 2.
8.1. Changes Affecting the Taxi Sector in Dubai
A starting point is to identify the main changes that should be taken into ac-
count in shaping and formulation of values, vision, mission statement, strategic
goals as well as the proposed policies, measures and initiatives of the Taxi sector
in Dubai. These include:
• Customer happiness including taxi customers being at the core focus in Dubai.
• Geographical spread and increase of developments in Dubai, this entails
more mobility demands.
• Smart booking companies such as Uber and Careem strongly penetrating the
mobility market.
• Safety and security issues high on the agenda due to occurrences of accidents
that attracted public and mass media attention.
• Rapid world-wide development in the areas of communications and infor-
mation technology.
• Concerns on environment and sustainability issues.
• Innovative changes taking place in taxi industry such as smart booking, dy-
namic information, electronic payment systems.
• Increasing role of private sector multinationals.
• Reduction in potential and size of private capital flows.
8.2. Proposed Values, Vision and Mission Statement for
Taxi Sector in Dubai
The following set of values are identified and proposed as a suitable framework
governing the work of the taxi sector in Dubai:
Customer Focus Professionalism Teamwork
Excellence Fairness Transparency
Innovation Perfectionism Responsiveness

A. A. Ali et al.
271
The
vision
for the taxi sector in Dubai can be contemplated as follows:
“
Achieving one of the safest
,
green, best performing, reliable, customer
-
focused
and sustainable taxi systems in the world that offer commercially viable
,
high
quality and value for money services
”.
The
mission statement
for taxi sector in Dubai can be also proposed and
stated as follows: “
Complementing the mobility options in Dubai by ensuring
adequate provision (at the right place and the right time with the right price and
the right quality) management
,
operation and maintenance of various taxi ser-
vices to meet and exceed expected taxi demand with levels of service instigating
customer satisfaction and further customer happiness. This should be done in an
integrated, efficient, safe and secure manner taking into consideration minimis-
ing disruption to the environment and saving energy, hence attaining a sustain-
able taxi system that is customer focused.
”
8.3. Proposed Strategic Goals for Taxi Sector in Dubai
A number of strategic goals are identified and proposed for the taxi sector in
Dubai. These include:
• Ensuring provision of taxi services required to meet and exceed expected
demand levels in terms of quantity and quality—targeting achieving custom-
er satisfaction and eventually customer happiness.
• Ensuring provision of taxi infrastructure and services is oriented towards
achieving sustainability goals
i.e.
achieving a balance between economic, en-
vironmental and social dimensions covering aspects of financial efficiency,
environment protection, safety, energy efficiency.
• Stimulating more private sector involvement and participation.
• Ensuring a balance between taxi companies’ profitability and taxi users’ sa-
tisfaction/happiness.
• Ensuring high quality of human resource management, training and capacity
building.
• Ensuring introduction of innovatory technologies and methods in the taxi
sector.
• Increasing the financial efficiency of operation, maintenance and manage-
ment of all taxi infrastructure and services through profit maximization and
cost minimization.
• Ensuring taxi services are affordable, reliable, responsive, safe and pleasant.
8.4. Proposed Policies, Measures & Initiatives for Taxi Sector in
Dubai
The next step in the preparation of a strategic plan is to propose and compile the
policies, measures & initiatives for the taxi sector in Dubai. In addition to au-
thors’ analysis and insights, this is based on suggestions obtained from several
RTA official teams and stakeholders and literature review including:
• Taxi Customer Happiness Team
• Taxi Customers Forum

A. A. Ali et al.
272
• Committee for Business Enhancement of Public Transport Agency
• Customer Service Team
• Tomorrow Team
• Consultations with 6 Taxi companies operating in Dubai
• Comprehensive literature review conducted sourcing the following [3]
[9]-[18].
Based on the above the following presents a number of policies, measures and
initiatives that are proposed for taxi sector in Dubai. These are classified under
12 main headings.
1) Taxi Infrastructure - Depots & Taxi Ranks
• Redesign the taxi related information signs across Dubai to be more legible
and in several languages.
• Increase the number of taxis ranks in public and entrainment areas in Dubai.
Also at major public transport stations (metro and bus) to allow for better
transport integration. Providing taxi ranks has a number of benefits relating
to safety and availability, as well as potentially reducing congestion and ve-
hicle emissions as drivers are not forced to continually drive around to look
for work.
• Continue to conduct a comprehensive review of all ranks to identify im-
provements and where new ranks are needed.
2) Taxi Fleet & Supporting Facilities/Services
• Update customer rights stickers inside taxis.
• Equip vehicles with foldable child car seats and restraints.
• Ensure that taxi fleet is cleaned from outside and inside on a daily basis and
that inside cleaning includes smell removal and air fresheners. This should be
also regulated.
• Improve maintenance of existing taxi fleet and introducing state of the art
taxi fleet management systems.
• Equip some of the taxi fleet with sufficient space to carry bicycles.
• Unify taxi plate and vehicle appearance among the 6 companies in Dubai.
• Recommend to taxi companies to develop taxi fleet manuals to demonstrate
the in and out vehicle components their usage as well as to demonstrate the
maintenance process for taxi vehicles.
• Consider introducing a specially designed uniform look for Dubai taxis that
is sleek, functional, aesthetically appropriate, accessible for all, clean-air fu-
eled, durable and user-friendly.
• Consider the introduction of a separate passenger compartment with a full
partition to provide a greater degree of safety and privacy.
• Provide Shaded and air conditioned waiting areas for taxis especially at air-
port.
3) ITS Research Innovation & Development
• Dispatch center to be modernized with updated equipment, booking software
and road maps.
• Ensure that current PTA taxi dispatch center is expanded & consider the

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possibility of each taxi company to have its own dispatch center.
• Ensure that all taxis are equipped with external screens showing vacant – oc-
cupied – out of service.
• Providing interactive in vehicle screens for taxis in airports.
• Include a barcode within interactive screens to provide tourist information
for visitors.
• Add a feature to interactive screens to allow passengers to complete customer
satisfaction questionnaires.
• Consider automatically stopping the taxi in case the taxi meter is discon-
nected.
• Develop state of the art booking applications such as Dubai Integrated Mo-
bility Platform (DIMP).
• Ensure SMS service is provided to alert customers with different milestones
in their taxi journeys.
• Looking at state of the art technologies in transport field and adapt, not
adopt the most suitable of these to introduce more efficiency improvements
into the operation and maintenance of taxi sector in Dubai.
• Develop in vehicle driver monitoring system for alert reward and violation
identification, see [11].
• All metered taxi should have a Global Positioning System (GPS).
4) Taxi Services
• Provide more in vehicle amenities such as interactive screens, mobile tele-
phone charging, Wi-Fi.
• Taxis to be linked to Personal Location Identification Application.
• Adding an application to allow customers to have more than one registered
address.
• Ensure the provision of tourist/visitor information/leaflets/booklets/maps
/brochures.
• Consider launching a special taxi service for tourists and visitors
• Ensure that taxi service is part of travelers and visitors airline and hotel
packages.
• More market segmentation with designing special services for families, busi-
ness travelers, mobility impaired including visually impaired, wheel chairs,
ear impairment, old people, children, women in maternity etc.
• Provide local transit service using shared taxis.
• Replacing Low-Demand Bus Routes with Taxis.
5) Fare Policy & Structure
• Consider an updated fare structure and policy that considers fare variation
with congested times and different levels of services.
• Ensure that customers pay a percentage in case of cancelling their bookings.
• Recommend and encourage taxi companies to develop business plans and
road map.
• Introduce joint taxi-transit pay mode such as NOL.
6) Marketing, Branding & Image

A. A. Ali et al.
274
• Develop and implement an education campaign for the general public to en-
hance respect for front-line taxi workers.
• Prepare a promotional branding and image plan including drivers and their
role in providing the service.
• Launch promotional campaigns with the beginning of the school year to
promote taxi services for school and university students.
• Launch a promotional campaign to encourage the use of taxis for several
chained trips.
• Launch marketing campaigns with Banks and Brand Shops customers offer-
ing good value for money discounts and promotional packages for compa-
nies, associations, government enterprises and individuals.
7) Planning & Service Design
• Adopting the notion of intermodality and plan for the integration of taxi ser-
vices with other public and private modes so as to maximize the efficiency of
utilization.
• Consider new franchise business models for taxi companies including possi-
ble changes in contract duration, monthly fees, license plate, etc.
• Establishing processes for effective participation of taxi users in making deci-
sions on the planning and management of the taxi sector in Dubai.
• Developing continuous education, mass media and information campaigns
to set the right scene for public acceptability and support for the taxi sector in
Dubai.
• Developing a comprehensive and continuous data collection programs cov-
ering all aspects of the taxi system – thus developing a data base and Infor-
mation Management System leading to a Decision Support System.
8) Procurement/Decommissioning
• Continue to grow the taxi fleet in Dubai to achieve and sustain the target taxi
availability index of 4.09 taxis/1000 capita.
• Contemplate to remove/loosen taxi supply restrictions as an increasing
number of countries have removed or loosened supply restrictions on tax-
is—this resulted in reduced waiting times, increased customer satisfaction
and falling taxi prices being observed.
9) Operation & Maintenance
• Taxi Fleet to be provided with updated road and buildings address maps &
drivers to be trained on how to use such mapping system.
• Taxi Meters to be linked to bank card payment network to allow cashless
payments by customers using bank cards or prepaid NOL cards.
• Drivers’ shift change periods to be staggered with peak traffic periods.
• Reconsider the drivers’ incentive policy that relies on number of trips as it
discourages drivers from accepting long journeys (incentives to be related to
revenue-kilometers rather than to number of trips).
10) Legislation Monitoring & Governance (Enforcement)
• Reconsider the KPI system used to monitor and regulate taxi companies.
• Ensure the appropriate regulation of smart transport booking companies

A. A. Ali et al.
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known as e-hail companies (such as Uber, Careem etc.).
• Warning visitors at Dubai ports of not using non-licensed taxi services.
• Ensure continuity in carrying out planned and random inspection campaigns
on drivers.
• Reviewing and updating legislation, laws and regulations pertaining to taxi
sector in Dubai.
• Provide legislation necessary to facilitate and promote the implementation of
new service and changes in existing services.
• Develop state of the art technology based regulatory regime such as the Reg-
ulatory Management System (RMS) planned to be in place in Dubai.
• Ensure that regulations are updated to cater for children as taxi passengers.
• Review market entry requirements to ensure more competitive market and
avoid any form of full or partial monopoly.
• A better resourced and trained inspectorate is needed to enforce both the li-
censing system and the envisaged regulations.
11) Quality Health Safety & Environment
• Taxi fleet to be equipped with speed control devices and driver warning sys-
tem in case speed limit is exceeded – taxi drivers’ violators to be automatical-
ly identified and penalised.
• Taxi vehicle periodical inspection to be every 6 months rather than every
year.
• Ensure holding a prestigious annual competition to award best taxi company.
• Ensure that lost and found system is easy to communicate with and recover.
• Launch a taxi rider loyalty program with points and rewards.
• Introduce a new environmentally friendly service labeled Eco Taxi & ensure
that at least 50% of new fleet is environmentally friendly (Hybrid or Fully
Electrical).
• Consider drivers suggestions seriously and reward and encourage such sug-
gestions.
• Accident reporting system to be developed that is characterized by speed and
accuracy in reporting.
• Manage driver fatigue with work planning.
• Conduct mass media campaigns to inform customers of their rights and du-
ties when utilizing the taxi system.
• Conduct a study to understand and identify the areas and the type of drivers
and customers who are involved in passenger smuggling.
• Introduce more internationally used KPIs for benchmarking and quality reg-
ulation including average wait time to get a taxi, average wait time on the
phone for taxi booking, fatalities per 100,000 kilometers.
• Develop an efficient and smart in vehicle customer satisfaction/happiness
questionnaire.
• Introduce a requirement for taxi drivers to display photographic identifica-
tion with name and contact details in all taxi rides.
• Enhance fatigue management requirements for all taxi drivers.

A. A. Ali et al.
276
12) Human Resources (Drivers & Inspectors) & Working Environment
• Introduce an end shift application to avoid sending bookings to drivers after
their shift ending.
• Add out of shift feature to ensure that drivers rest time is respected and ad-
hered to.
• Double the number of drivers to be acknowledged and rewarded from 50 to
100 drivers and increase the number of reward cycles per year (quarterly or
bi annually rather than annually).
• Ensure the provision of in vehicle camera to monitor the driver behaviour
and avoid having these cameras directed to passengers as this encroaches on
passengers privacy.
• Ensure the unification of drivers selection, induction, training and licensing
procedures across the 6 taxi companies.
• Ensure that all drivers trainers are consistently trained to provide a homo-
genous drivers training programs—trainers and examiners can be drawn di-
rectly from the ranks of licensed Dubai taxi drivers themselves.
• Ensure the update of the drivers training material to be in accordance with
best practice standards and ensure that drivers are not licensed except after
passing all licensing qualifications steps.
• Ensure that resigning drivers are interviewed by customer service team.
• Ensure launching mass media campaigns to promote status of taxi drivers in
society.
• Ensure rewarding inspectors on revenue generated from correct fines.
• Ensure inspectors are dressed in law enforcement dress that gives them status.
• Ensure that drivers appearance is checked & monitored on a daily basis.
• Training of call center staff to classify complaints properly and take quick ac-
tion if necessary.
• Consider extending the driving shifts to a total of 12 hours with the proper
rest periods that is internationally accepted. Additionally make provision for
1 day rest per week.
• Prevent transfer of drivers between franchise companies or to/from limou-
sine companies except after providing no objection certificate from his/her
previous company.
• Periodically review incentives, penalty and retention schemes and consider
more rewards for excellent drivers utilizing a percentage of the fines revenue.
• Develop a drivers handbook that include all necessary instructions, informa-
tion, protocols and required behavior (code of conduct).
• Conduct drivers awareness campaigns.
• Consider providing drivers with a decent basic salary and incentives to par-
tially complement such salary.
• Establish a standard requirement for drivers to include absence of the crimi-
nal record.
• Drivers to be trained and examined to ensure they have sufficient geographi-
cal knowledge of the city. Consider developing in the future the Knowledge
of Dubai (KoD) test similar to Knowledge of London (KoL). The KoD can

A. A. Ali et al.
277
involve applicants having to memorise a number of streets and points.
• Improve drivers facilities in terms of accommodation, recreation, sport, cul-
tural and religious facilities.
9. Conclusions
The taxi sector in Dubai has gone through several stages before reaching the
current stage of maturity which can be characterized by market size stability,
profitability of taxi companies and overall customer satisfaction. This research
was meant to provide a system analysis and structured assessment of the taxi
sector in Dubai with the objective of identifying strengths and gaps and hence
developing a comprehensive taxi strategy in Dubai that is centred and focused
on customer happiness. This is expected to provide an added value and benefit
to the strategic and business planning role for PTA as well as for the overall
business and futuristic planning role by RTA.
The research started by developing a conceptualisation of taxi system compo-
nents & stakeholders where 8 components were identified as well as 5 main
stakeholders. Additionally a classification of core activities, components and
enablers of taxi sector in Dubai was developed. The research conducted a de-
scription of the taxi sector characteristics and the KPI system in Dubai followed
by multicriteria semantic assessment of the taxi sector in Dubai using 30 criteri-
ons. Additionally international benchmarking in terms of taxi provision in cities
was reviewed where Dubai is currently at 3.71 taxis per 1000 population which is
above the worldwide average of 3. Also Dubai is targeting an availability index of
4.09 taxis per 10,000 capita by 2020.
Developing and implementing a well thought strategy for the Taxi Sector in
Dubai is detrimental to achieving the main strategic goals of customer happi-
ness, financial sustainability and mobility provision. The research concluded by
developing a comprehensive taxi strategy for Dubai taking into consideration to
overcome any gaps and to attain future aspirations of achieving customer hap-
piness. The strategy identified changes affecting the taxi sector in Dubai, decid-
ing on acceptable values, determining the vision, mission statement as well as
the strategic goals for the Taxi Sector in Dubai. The strategy concluded by iden-
tifying a continuum of 101 recommended policies, measures & initiatives that
can be followed to attain the preset strategic goals. These are classified in accor-
dance with the core activities, components & enablers of taxi sector in Dubai.
Acknowledgements
The authors would like to acknowledge the support and encouragement pro-
vided by the RTA leadership HE Mr. Mattar Al Tayer as well as the contribution
of all RTA committees, teams, forums and stakeholders involved in the taxi sec-
tor in Dubai.
References
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