KAI Group Serves 442.53 Million Customers, Public Feedback Guides Service Development

Public mobility using rail-based transportation continues to grow. Throughout January–October 2026, PT Kereta Api Indonesia (Persero), together with all KAI Group entities, served 442,529,105 customers, an increase of 6.86 percent compared with 414,116,947 customers during the same period in 2025.

This increase represents an additional 28,412,158 customer journeys in the first ten months of 2026. Growth occurred across various service segments, ranging from intercity travel and urban trains to tourism services.

KAI Vice President of Corporate Communication Anne Purba stated that this development is one indicator of the increasingly diverse public demand for rail-based transportation.

“Trains are increasingly becoming part of people’s daily activities, from commuting to work, pursuing education, visiting family, to traveling for leisure. The growth in customer numbers provides an overview of evolving mobility needs, which must be addressed through services that are more accessible and comfortable to use,” said Anne.

For long-distance and local train services, KAI served 49,932,766 customers throughout January–October 2026, an increase of 8.99 percent compared with 45,814,275 customers during the same period the previous year.

KAI Commuter recorded 350,124,196 customers, an increase of 6.21 percent from 329,667,551 customers. Meanwhile, LRT Jabodebek served 27,693,123 customers, an increase of 17.59 percent compared with 23,549,818 customers.

Growth was also evident in tourism services. KAI Wisata recorded 258,381 customers, an increase of 34.75 percent compared with 191,745 customers in January–October 2025. Whoosh served 5,123,375 customers, an increase of 1.38 percent compared with 5,053,740 customers.

In South Sulawesi, the Makassar–Parepare Train recorded 290,380 customers, an increase of 13.01 percent compared with 256,942 customers during the same period the previous year.

“Each service has different customer needs. Urban travel is closely related to daily activities, while intercity and tourism travel have more diverse demand patterns. These data help KAI determine the direction of service development according to the characteristics of each region,” Anne explained.

The growth in public mobility is also a focus in KAI’s 2026–2030 Corporate Long-Term Plan (RJPP).

According to the RJPP projection, the number of customers across long-distance train, local train, and LRT services is expected to increase from 84.6 million in the 2025 base year to 141.3 million in 2030, or an increase of approximately 67 percent.

This projection serves as one of the company’s references in planning capacity, rolling stock, and service development to address transportation needs in the coming years.

One of the upcoming measures is the implementation of the 2026 Train Travel Schedule (GAPEKA), starting December 1, 2026.

Through these adjustments, intercity train capacity in Java will increase from 132,680 to 137,846 seats per day, while capacity in Sumatra will increase from 35,636 to 38,936 seats per day.

KAI is also preparing additional train services and expanded stopping points on several routes to provide the public with more mobility options.

“Service planning needs to consider both current needs and the development of people’s travel patterns in the future. Therefore, KAI continues to use mobility data and customer evaluations as a basis for determining development priorities,” said Anne.

In addition to travel growth data, customer experience is one of KAI’s key considerations in service development.

From 2020 through September 2026, Contact Center 121 handled more than 18.9 million customer interactions through various communication channels, ranging from telephone calls and email to social media and in-app chat services.

These interactions covered various information needs, questions, aspirations, and customer experiences in using train services.

Based on the Customer Satisfaction Index (CSI) measurement, customer satisfaction at the corporate level was recorded at 4.53, an increase of 0.01 points. For train services, the CSI reached 4.60, an increase of 0.05 points. Meanwhile, the station CSI stood at 4.46, a decrease of 0.04 points.

The survey results also identified five service improvement priorities, covering fares and tickets, train toilets, boarding areas, customer service spaces, and station waiting areas.

Anne explained that survey results and customer interactions serve as evaluation materials to understand which aspects of service require attention.

“Customer feedback provides an overview of the experiences they have directly encountered. Their needs include access to information, facility comfort, and ease of using services. All of these are taken into consideration when determining gradual improvement measures,” said Anne.

One decision that also took public feedback into account was the train naming policy under GAPEKA 2026.

KAI decided to retain the names of trains that have long been familiar to the public. Adjustments to the planned name changes were made after considering various customer aspirations, including responses expressed on social media.

This policy takes into account the public’s connection with service names that have been used for years, as well as the convenience of customers in finding information and identifying train journeys.

“Train names have become part of people’s travel experiences. Many customers recognize services by the names of the trains they regularly use. We understand this connection and have made it one of the considerations in adjusting GAPEKA 2026,” Anne explained.

In terms of comfort, KAI also continues to evaluate train facilities and seating based on customer experiences. Rolling stock development through the 39 trainset New Generation program, scheduled to continue until early 2027, is part of the service improvement plan.

Anne added that changing public needs will remain a focus for the company in determining development measures, whether through improvements to rolling stock, schedule arrangements, expanded access, or customer service.

“Every customer journey has different needs and stories. We want customer growth to go hand in hand with improvements in the travel experience. Therefore, mobility data and customer feedback will continue to be part of KAI’s decision-making process so that service development better meets public expectations,” Anne concluded.

VP Corporate Communication KAI