Speaking as a driver, this is broadly irrelevant. If your business is losing money, how on earth does it justify a pay rise for staff?
In most other walks of life, if the business does well, so do the staff. Why should the railways be a special case?
And let's be honest, there's numerous ways drivers can influence customer experience. Firstly, there's personal performance. Book on duty on time; don't delay your train for reasons you could otherwise avoid; be helpful and diligent - offer help to supervisors when spare (we all have those colleagues who do all they can to fall off the radar); provide genuinely useful customer service (eg: when asked a question don't just grunt, shrug the shoulders and go "I don't know, I'm a driver").
Then there's in the execution of driving duties. You can maximise performance of the unit to maintain/recover time. Plenty on these forums will adjust their driving style as appropriate (in a safe manner), and things like being on time really help improve public perception. If held at a signal, call the signaller and negotiate. I've done it enough times - sometimes you actually have been forgotten about or a message hasn't been passed to me/the signaller from control and overall delay is minimised by an efficient bit of comms. Sometimes a well timed call can prevent poor regulation too.
Then there's information sharing. Plenty of drivers wont pass details to guards or make announcements themselves and all these things have an impact on customer experience.
So yes, actually, there's a fair bit drivers can do to influence passenger or freight growth...