Report to Parliament - draft-v3 · 9.00pm (AEST) – 5.10am (GST) FLIGHT Brisbane to Dubai, UAE...

Report to Parliament

OFFICIAL VISIT TO LYON, LONDON AND OSLO

6 – 11 October 2019

The Honourable Mark Bailey MP

Minister for Transport and Main Roads

Report to Parliament | Official Visit to Lyon, London and Oslo 6-11 October 2019

The Honourable Mark Bailey MP – Minister for Transport and Main Roads of 29

Contents

Program ..................................................................................................................................... 3

Minister’s Official Delegation Members ....................................................................................... 6

MEETING | Keolis Lyon .............................................................................................................. 7

MEETING | Bombardier Transportation .................................................................................... 14

MEETING | Transport for London ............................................................................................. 15

MEETING | Cubic Transportation System ................................................................................ 19

MEETING | Ruter AS ................................................................................................................ 21

MEETING | City of Oslo ............................................................................................................ 24

MEETING | CEO Ruter AS ....................................................................................................... 27



Program

Saturday 5th October 2019

Time Particulars

9.00pm (AEST) – 5.10am (GST) FLIGHT Brisbane to Dubai, UAE

Qantas QF8435 (code share Emirates) Flight time | 14hrs 10mins

Sunday 6th October 2019

Time Particulars

5.10am – 8.20am Arrive Dubai Airport

Stopover duration | 3hrs 10mins

8.20am (GST) – 1.30pm (CEST) FLIGHT Dubai, UAE to Paris

Emirates EK0073 Flight time | 7hrs 10mins

2.30pm - Travel to Gare de Lyon train station

6.59pm – 8.56pm TRAIN Paris to Lyon - TGV

9.00pm Travel from train station to Hotel

ACCOMMODATION | Hotel Carlton Lyon

Monday 7th October 2019

Time Particulars

10.00am – 11.00am MEETING | Keolis Lyon – Welcome

Location | 19 Boulevard Marius Vivier Merle, 69003, Lyon

11.00am – 11.45am MEETING | Keolis Lyon – Hydrogen and electric vehicles

Meeting with | Jean-Marc Ducros, Director, Sustainable Energies

11.45am – 12.30pm MEETING | Keolis Lyon - Light Rail

Location: 19 Boulevard Marius Vivier Merle, 69003, Lyon

12.45pm – 2.00pm LUNCH AND MEETING | SYTRAL (Local transport authority)

2.00pm – 2.30pm Keolis - TCL multimodal network tour

Location | Gare Part Dieu

2.30pm – 3.00pm Take metro B line from Gare Part Dieu to Debourg

3.00pm – 3.30pm Take tram T1 to Confluence

3.30pm – 4.00pm Confluence - Presentation of NAVYA’s autonomous vehicle

4.00pm – 4.30pm Take tram T1 then Metro B to Part-Dieu

Return trip to Gare Part-Dieu

5:30pm- 8:00pm DINNER with Keolis Board representative

ACCOMMODATION | Hotel Carlton Lyon

All times are in local times – AEST, GST, BST, CEST



Tuesday 8th October 2019

Time Particulars

4.15am – 4.45am Travel to Lyon Lys Airport Terminal 1

6.45am (CEST) – 7.35am (BST) FLIGHT Lyon to London

British Airways BA0365 Flight time | 1hr 50mins

7.35am (BST) Arrive London Heathrow Airport Terminal 3

8.35am – 10.30am Travel to Farringdon Crossrail Station

10.30am – 11.30am TOUR | Farringdon Crossrail Station

Location | Farringdon Crossrail Station

11.30am – 12.00pm Travel from Farringdon to Kings Cross.

12.00pm – 1.30PM MEETING and LUNCH | Bombardier

Location | St Pancras Brasserie by Searcys - Upper Concourse, St Pancras International Station, Euston Road, London

1.30pm – 2.30pm Travel from Kings Cross to Southwark

2.30pm – 3.30pm MEETING | Cycle Superhighways Presentation and VR Simulation

Location | Palestra, 197 Blackfriars Road, London

3.30pm – 4.00pm

MEETING | Mike Brown – Transport for London Commissioner

Location | Commissioner’s Office - 11Y8, Palestra, 197 Blackfriars Road, London

4.00pm – 6.00pm Travel and TOUR | Cubic Innovation Centre

Location | 10 Fleet Pl, Farringdon, London

ACCOMMODATION | The May Fair Hotel Mayfair

Wednesday 9th October 2019

Time Particulars

4.45am – 5.30am (BST) Travel to London Heathrow Airport Terminal 5

7.35am (BST) – 10.45am (CEST) FLIGHT London to Oslo

British Airways BA0762 Flight time | 2hrs 10mins

10.45am Arrive Oslo Airport

11.45am – 12.05pm Travel to the Radisson Blu Plaza Hotel Oslo to drop off luggage

3.00pm – 5.00pm MEETING | Ruter AS

Location | Ruter Office Dronningens gate 40, Downtown Oslo

ACCOMMODATION | Radisson Blu Plaza Hotel Oslo



Thursday 10th October 2019

Time Particulars

9.00am – 11.00am MEETING | City of Oslo

Location | Oslo City Hall main entrance - Rådhusplassen 1, 0037 Oslo

11.00am – 12.30pm TOUR | Public transport and electric tour of Oslo with Ruter and City of Oslo representatives

Location | Start at Oslo City Hall - Rådhusplassen 1, 0037 Oslo

12.30pm – 2.00pm MEETING and LUNCH | Bernt Reitan Jenssen, CEO Ruter AS

Location | Ruter Officer, Dronningens gate 40, Downtown Oslo

2.15pm (CEST) – 3.00pm (CEST) Travel to Oslo Airport

5.05pm (CEST) – 6.25pm (BST) FLIGHT Oslo to London

British Airways BA0767 Flight time | 2hrs 20mins

10.45pm (BST) Arrive London Heathrow Airport Terminal 5


10.15pm (BST) – 8.05am (Friday 11/10/19 GST)

FLIGHT London to Dubai

Emirates EK0006 Flight time | 6hrs 50mins

Friday 11th October 2019

Time Particulars

8.05am (GST) Arrive Dubai


10.35am (GST FLIGHT Dubai to Brisbane

QANTAS QF8434 Flight time | 13hrs 50mins

Saturday 12th October 2019

Time Particulars

6.25am (AEST) Arrive Brisbane



Minister’s Official Delegation Members

The Honourable Mark Bailey MP Minister for Transport and Main Roads

Ms Tam van Alphen Chief of Staff – Office of the Minister for Transport and Main Roads

Mr Peter Milward General Manager (Passenger Transport Integration) TransLink Division | Department of Transport and Main Roads



MEETING | Keolis Lyon

Date | Monday 7th October 2019

Location | Lyon

Attendees |




Keolis

Mr Pascal Jacquesson, Director-General

Mr Philippe Bois Group Performance Director

Mr Giles Spence Director of International Communication and Public Affairs

Mr Francois Vallin Delegations Lead

Mr Jerome Berthonneau Deputy CEO – Operations Director

Mr Jean-Marc Ducros Alternative Energy Vehicles Director

Mr Francois Vinsonneau Director Centre of Excellence Metro Tram

Ms Benedicte Lafon Urban Surface Network Development Lead

Background |

In France there is a significant focus on reducing emissions, particularly through the

transport sector. Public transport is seen as a means of providing more sustainable

transport options and reducing private vehicle use. Keolis Lyon and Sytral the Lyon public

transport authority have made significant strides in providing a fully integrated network,

implementing new transport modes and expanding existing modes and moving the fleet to

more environmentally sustainable platforms.

Keolis is currently in the final commissioning process for a new tram line which will make

public transport more accessible to the inhabitants of Lyon and is trialling autonomous

vehicles with a Navya vehicle in the Navly business district. They are also undertaking



significant research into clean and zero emission vehicles ranging from hybrid, hydrogen,

biofuels to full battery electric. This is being driven out of major policy commitments across

the European Union and in France to move to a zero-emission environment.

The briefings and tour of the Lyon network provided the Minister with detailed ‘lessons

learnt’ information in respect of world best practice integrated public transport, including

utilising their Metro system, buses and trams and experiencing the Navya autonomous

vehicle in an off-road environment in the Navly business district. An inspection of the

Raymond Barre tramway bridge and commissioning and testing of the new tram line (T6)

was also undertaken.

Meeting summary | The following is noted in relation to Lyon's public transport system:

• 3.3 billon passengers use the system each year

• Around 1.8 million trips are made each day

• There are six modes of transport, including Autonomous Vehicles

• The public transport authority is SYTRAL (Authority for Rhone Department)

• There was a 5% increase in mode share in the last year

• There are €4.5 billion in assets held

• Lyon is in the process of launching a new tram line

• The first automated shuttle was launched in 2016 (Navya)

Keolis Lyon and Lyon SYTRAL Public Transport Authority (PTA)

The PTA is responsible for all transport services in Greater Lyon and the Council chooses

people and officials to represent certain geographical areas across the region.

Keolis Lyon has been contracted since 1985 and is a 100% subsidiary of the Keolis Group.

It currently has 4,500 employees of which 2,500 are operators (drivers). The organisation

has an annual turnover of €380 million.

In terms of the division of responsibilities between the two organisations, the PTA manages

the Lyon transport network but also the bus and coach networks outside the city of Lyon and

tram service to Lyon airport. The PTA is the organising authority and undertakes the

following activities:

• Defines the transport offer (draws routes and determines frequency)

• Determines fare policy

• Makes all of the heavy investments (rolling stock, infrastructure, ticketing)

• Selects the operator through a competitive tendering process (every 6 years)

• Manages the contract with the operator

Keolis Lyon is the operator for the Lyon network and undertakes the following:

• Operates the public transport service as defined by the rules in the contract

• Maintains the rolling stock and manages the assets

• Brings international expertise to the PTA



• Promotes usage of public transport

• Constantly strives to improve the level of service offered (staff training, quality

control, commercial strategy, digital solutions)

Lyon is a fully multi-modal transit network and is the largest network in France after Paris

with five modes. These include:

• 4 subway lines – 32km

• 5 tram lines – 61km

• 2 cable car lines – 1.2km

• 9 trolley bus lines – 71km

• 132 bus lines including 20 mini bus lines – 1288km

• 196 school lines

In 2015, the mode share across the network was:

• 38% active transport

• 20% public transport

• 42% private vehicles

There are strong connections between the public transport and road networks through the

provision of park and ride sites on the outskirts of the city. Currently, 74% of trips are made

with electric vehicles and kilometres travelled across the network are around 55 million per

annum with approximately 350 trips per head of population.

No further diesel buses are planned for the network at the end of this year and 250 buses in

the fleet are due to be replaced by 2025. Approximately half of the trolley bus fleet is

electric, and these vehicles batteries can be replenished through in motion charging (IMC).

The bus fleet is being replaced with a combination of natural gas and electric vehicles.

Articulated vehicles also comprise a combination of natural gas and electric with IMC. The

high capacity line in Lyon takes around 60,000 trips per day and is served by an articulated

and trolley bus fleet with a five minute frequency. Biarticulated vehicles have been trialled

but due to the difficulties with the street layout (constrained corridors and tight bends) these

types of vehicles have not been deployed.

The PTA made a decision to reduce vehicles emissions from 2020 with zero emission

vehicles after 2025. This is to comply with French law, reduce emissions in the City, meet

the European Union agreed emissions controls (health objectives) and create mode shift to

public transport.

Lyon transit customers are placed at the core of the network. There are four key transit

hubs, a vehicle fleet which is completely accessible, 467 vending machines, 220 retail

service points, 6 sales offices and phone service during normal network hours. There are

more than 25 park and ride facilities with 7,500 spaces, located near subway or tram stops

in the surrounding area of Lyon.



Keolis has worked to extend life of the assets and has implemented refurbishment programs

to extend the life of rolling stock from 45-50 years. This has been possible through a range

of strategies including:

• development of comprehensive maintenance plans

• management of obsolescence

• improved vehicle accessibility

• increasing capacity on metro trains through reconfiguration of seats

Keolis is trialling a number of smart initiatives including electric driverless autonomous

shuttles and forging strong relationships with start-ups to undertake modelling and

simulation activities.

Key facets of the autonomous vehicle service trial are:

• 1.4 km off road route, serviced by two vehicles

• The service is popular with tourists

• The aim is to provide for more commuter connectivity

• Provides for a first and last mile connection in the business district

• It enables a cheaper solution because there is no driver (the vehicle however does

have an operator during the trial phase)

• Can be deployed into areas where buses and trains are not able to go

• Its speed is limited to 15 km/hour (maximum speed)

• Keolis is planning to launch another service to connect to the football stadium –

which is specifically for employees and visitors (when there are no events). It will

connect the tram station to the stadium and utilise the road

In relation to economic performance, the cost per kilometre in Lyon is €6.30 compared to

€10.30 across the European Union. The cost recovery based on farebox revenue in Lyon is

60% against 45% in the European Union and 35% across France. The cost per head of

population is €133 compared to €243 in the European Union. There are 250 network

officers and fare evasion is down 8% from 18% to 10% over a ten-year period. Officers are

deployed on the basis of a normal distribution with special operations performed over the

interval of a week. These officers also have a security focus.

Alternative Energy Vehicles

There are key environmental and public health challenges associated with fossil fuel fleets.

This has caused a significant rethink of mobility and uses. Some of the challenges and

changes being faced by France include urban pollution (Nitrogen Oxide pollution (NOx),

particulates), global pollution and warning (carbon di-oxide emissions - urban buses

contribute 8%), dependency on oil and noise pollution and the effects this has on the

nervous system. In response to these challenges France is aiming for zero emission zones,

moving to renewable energy sources and soft transport modes.

Keolis has developed a hierarchy of drivers which span from a local focus through to the

planet. In the local context air quality, noise, traffic, mobility and the greening of cities are a

focus. In relation to regions, employment and economic factors play a role and with

member states of the European Union greenhouse gas targets, incentives, tax schemes and



agreements underpin programs. When it comes to the continent and planet, greenhouse

gas targets, action plans, regulation and the UN Kyoto agreement provide the framework for

action.

The European Union agreed in April 2019 to reduce carbon di-oxide emissions from new

trucks and buses by 30% by 2030. This included an interim reduction target of 15% by

2025. The clean vehicles directive was also revised to introduce mandatory procurement

targets for clean buses. A clean bus can include an electric hybrid, hydrogen, natural gas,

sustainable biofuels, synthetic and paraffinic fuels and LPG. A zero-emission bus relies on

propulsion other than through a combustion engine.

Factors to be taken into consideration when choosing a low emissions bus solution include

maintenance, environmental performance, clean air policies, Total Cost of Ownership

(TCO), availability and maturity of technology, fiscal incentives, route characteristics and

associated infrastructure.

From hybrid to fully electric technology

Mild hybrid

Alternative fuels

• Gas

• Vegetable oils (synthetic)

• Methane (bio-methane)

(waste of 7,000 people to

fuel one bus for a year)

Hybrid

Full hybrid

Hybrid plug in

100% Electric vehicle

Electric (depot charging)

Electric (in motion charging

(IMC) and plug in)

Fuel cell (depot charging)

(3 tonnes of batteries are

required for a 12 metre bus,

5 tonnes are needed for a

18 metre bus)

Low emission Zero emission

Bi-articulated electric buses are commencing to be deployed in Nantes (France) and there

are four manufacturers in Europe for bi-articulated Electric Vehicles. In France there are a

number of cities with trolley buses.

Some of the considerations for deployment of electric fleet include the TCO, capacity (a

fossil fuel 12 metre bus can accommodate 100 passengers, whereas an electric bus can

accommodate 80 passengers), speed and acceleration, flexibility, thermal comfort (40% of

the energy is consumed onboard, less than 50% of battery energy is for mobility), autonomy,

safety (600 volts on board) and overall environmental impact.

A system approach needs to be adopted with the transition to electromobility – it is not only

a bus but a whole system. The system has a number of core elements such as vehicles

and battery technology, charging infrastructure, energy supply, grid network connection,

monitoring (battery health, smart charging, 100% vehicle availability) and certification for

renewable energy.



A concept of operation needs to be developed based on a number of battery charging

factors including the network design, training of the workforce, passenger comfort and

expectations, weather conditions and weight of the vehicle.

Keolis has its largest fleet of 300 electric buses in the Netherlands and has deployed a bus

rapid transport in Ametis in France with 43 fully electric buses (18 metre). This is expected

to result in a 25% increase in passenger movements over the next five years. The system is

supported by rapid charging technology at the bus terminal (4-5 minutes gives 40 kilometres

of range) and a slower charge at the bus depot overnight (3-4 hours).

The disadvantages to electric buses are limited range, time required to recharge, cost of the

global system and battery life.

Hydrogen is also being deployed in a range of jurisdictions in Europe for both bus and train.

There are already 100 buses in Europe with more than 500 predicted in 2022. France has

around 80 hydrogen fuel cell buses with an objective to have over 1,000 in four years under

the Mobility Hydrogen France program. Under a national plan for hydrogen, launched in

2018 it is planned that by 2023, there will be 5,000 light commercial vehicles and 200 heavy

vehicles deployed. The hydrogen sector is still under development and has a high TCO. By

2025 price parity will be reached with battery electric vehicles. In 2040, France will stop the

use of the internal combustion engine and move to an electric driveline.

Tram (Light Rail) Network - Centre of Excellence Metro-Tram

The Centre of Excellence provides a range of assistance and project support including:

• Bid support

• Mobilisation support

• Network expertise support

• Knowledge management

• Innovation Lab

• Yarra trams – speed of trams and asset management framework

The Lyon tram network was launched in 2001. Since this time five tram lines connecting

Central Lyon to the metropolitan suburban areas have been launched. A sixth tram line is to

be launched in late November 2019. The tram network comprises 61 km of track, 107

stops, 92 trams, two depots and carries 370,000 passengers per day. It has a €1 billion

asset base.

The tram network experienced a 50% increase in passengers during the period 2013-18 and

adds to the backbone of the network. The bus network has also been progressively

reconfigured including the bus feeder network and complementary services to provide an

integrated network solution. The Lyon tram network has been benchmarked as the leading

tram network by the Eurogroup. Some of the attributes that lead to this success are strong

ridership, economic viability (60% cost recovery), multi-modal integration, accessibility and

pricing and ticketing. Improvement areas relate to speed and urban integration.



One of the major initiatives being undertaken by the PTA and Keolis include the delivery of

an €80 million tram capacity enhancement program. This will increase capacity between

15%-30% across a range of lines and provide an additional 23 trams and depot capacity.

The new tram line (T6) due to open in November 2019 will add 6.7 km, 14 stations and

seven trams to the network and is expected to carry 24,000 passengers a day for a budget

of €160 million. Some of the challenges experienced by the project included complex PUP

work which takes a significant period of time, interfaces with the current network, scheduling

of works to take place during less frequent times of the year, accessing temporary storage

on other lines and bus replacement services.

The PTA and the operator play a critical role in key development projects with the PTA

supporting public transport investments and overall management of the public network.

Projects are identified in the PTA's five-year mandate (2015-2020) and are underpinned by

a €1 billion investment. 60% of funds are directed towards new infrastructure and 40% on

network renewal and investment. Major projects represent €875 million of the total

investment.

The operations and maintenance contract held by Keolis is a 6-year contract (2013-2020). It

is a fixed remuneration contract aligned to costs of operations with revenue targets.

Farebox risk is taken by Keolis. Additional costs of engineering, operation and maintenance

for new projects are provided for in the contract. A range of strategic advisory services by

Keolis to the PTA are provisioned for in the contract. The ticketing system will be renewed

in 2022 when it will be moved to a contactless system.



MEETING | Bombardier Transportation

Date | Tuesday 8th October 2019

Location | London

Attendees |




Mr Tim Bentley Vice President, Head of Services UK - Bombardier

Transportation

Meeting summary |

A meeting was held with Bombardier Transportation to discuss some of their key projects and

share global learnings. Bombardier plays a key role with the maintenance of rolling stock on the

South East Queensland rail passenger network. It referenced its expertise in ETCS and

signalling systems and some of the work it was undertaking in the United Kingdom. Bombardier

also provided detail on its services and partnership models.



MEETING | Transport for London


Location | London

Attendees |




Transport for London

Mr Mike Brown MVO Commissioner

Mr Sashi Verma Director of Strategy and Chief Technology Officer

Mr John Futcher Lead Sponsor - Cycling

Mr Chris Hambridge Portfolio Sponsor – Cycling

Background |

Transport for London (TfL) is implementing the Lord Mayor's vision and transport strategy to

encourage greater active transport and cycling. Through the Cycleways program, safe

cycling infrastructure has been built across London and its surrounds. This has vastly

increased the uptake of cycling where cyclists can feel safe through the provision of

segregated cycleways and removal of the interaction between cyclists and vehicles. There

is a vision to reduce the number of fatalities and serious injuries to zero by 2041.

The contactless ticketing system in London has played a major in removing many of the

barriers to accessing the transport system. TfL has worked closely with its delivery partner,

Cubic Transportation Systems, to implement and refine the contactless system since its

introduction in 2014. Fares policy was not changed and programming the new system had

to take account of existing fares policies and concessions frameworks.

There are 60,000 new cards used on the system each day and the need for seasonal and

weekly passes are reducing as 60% of patrons prefer a 'pay as you go' arrangement without

the need to purchase a ticket. TfL has introduced daily capping and there is no price

differential between Oyster and contactless. On the introduction of contactless, TfL



removed cash from the bus system because of the flexibility and safety contactless could

provide.

Meeting summary |

CrossRail

The Minister was provided with a briefing on the CrossRail project and site inspection of the

new Farringdon Crossrail Station which is the final stages of construction.

The Crossrail Farringdon Station has 250 metre platforms with screen doors – the platforms

have been future proofed for deployment of longer train car sets in the future. The station has

an open and airy feel despite being 30m under ground, and is based on modern design

principles with full accessibility having been prioritised.

The group discussed the importance of wayfinding signage to manage passenger flows, with 24 trains per hour (peak, each way) a central concourse and provision of a large number of escalators and lifts to ensure entry to and egress from the station is made easy for customers.

Lessons learnt from this significant rail construction project, and the importance of community

consultation and strategies to minimise impacts of construction and managing interface with

other infrastructure was also discussed.

Cycling

A presentation was provided to delegates in the Transport for London (TfL) Offices in

Southwark. A 2016 commitment was set out by Mayor of London to achieve more active

transport in his Transport Strategy. The core commitments include:

• 80% sustainable modal share by 2041

• 20 minutes of active travel per day for all by 2041

• Vision zero for road casualties by 2041

• Zero emissions by 2050

• 10% less vehicles in central London in the a.m. peak 2026

• 3 million fewer private car trips by 2041

Cycling is a crucial mode for Londoners and 720,000 cycle trips are taken each day. This is

equivalent to 12% of bus journeys or 20% of tube journeys. TfL highlighted that 20 million

journeys are made by Londoners every day and 8 million of these are made by motorised

modes but could potentially be cycled all the way. TfL believes there is significant potential for

cycling in outer London, with many journeys being taken by car that are less than two kilometres

in distance.

However, there are a number of barriers to cycling which TfL is looking to address. The biggest

of which is a significant fear of collisions and vulnerability. As a result, TfL has developed a

'Vision Zero action plan' to eliminate deaths and serious injuries from London's streets by 2041.

Significant interventions include new cycling routes meeting new quality criteria under a



'Cycleway' brand. The criteria relate to volume of motor traffic, speed of traffic, width of

cycleways, collision risk with vehicles, kerbside activity impact and interactions between heavy

vehicles and cyclists.

Under the program 140km of cycleways have been delivered (72km separated). These include

cycleways in the areas of Waltham Forest, Kingston and Enfield, a range of inner city road

closures and cycleway enhancements resulting in significant increases in cycling. TfL is seeing

at least a 50% growth in cycling with significant infrastructure solutions. Some of the challenges

that have been overcome in providing more road space for cycling are the impact on the bus

network, gaining political support, early engagement and disruptions during construction. TfL

has an aggressive program with 450km of new routes planned by 2024.

Ticketing and Innovation

Mike Brown, TfL Commissioner, Sashi Verma, Director of Strategy and CTO and Simon Banks,

Cubic Transportation Systems (TfL Account Director) discussed some of the key attributes of

TfL's ticketing systems, technology platforms and customer work. They highlighted the

significant collaboration that had occurred between TfL and Cubic in developing and

implementing the contactless ticketing system. The relationship is based on a genuine strategic

alliance by value adding through technology, removing the barriers for customers to purchase

tickets which had resulted in a significant uptake of contactless payment to be the largest

contactless system.

TfL highlighted that they do not look after the ticketing for national rail in London but are part of

an integrated ticketing arrangement. TfL have endeavoured to work with other transport

authorities outside London but have not had any success apart from Gatwick with a TfL

supported contactless system and integrated ticketing.

TfL emphasised that its approach is to focus on the quality of experience to users and that from

a customer's perspective ticketing is not essential to transport. Through the contactless system

TfL has been able to remove significant cost from the system through removal of ticket offices

and transition of ticketing staff into customer facing roles. The contactless system had a

reasonably seamless transition, but major technical programming work was required as the

ticketing fare policies did not change. London has a significant concessions framework and this

had to be programmed into the system.

The contactless system has resulted in large increases in ridership and TfL discussed how

contactless payment had reduced the reliance on periodic tickets with sales of season tickets

down 40% and weekly tickets down 60%. TfL has introduced daily capping and there is no

price differential between Oyster and contactless. 60% of journeys are now pay as you go

journeys on contactless and there are 60,000 new contactless cards on the system each day.

While TfL has proven that contactless works, it does not mean technology solutions are simple.

There have been a range of technology supported solutions such as a customer back office

portal (CASC – Customer Account and Self Care) and significant logic built into the system to

account for human error when customers interact with the system (90% of taps are errors). TfL



through the work on the ticketing system has redefined what they need to do in a 15-year

horizon to support the city and influence the quality of life in the city.



MEETING | Cubic Transportation Systems


Location | London

Attendees |




Mr Simon Banks TfL Account Director Cubic Transportation Systems

Background |

Cubic is responsible for upgrading Queensland’s current ticketing system, to incorporate some of the world’s most advanced ticketing technologies including contactless payment and next-generation real-time passenger information.

The new system will be the first account-based system in Australia. Cubic will draw on their global expertise, proven technology and experience from their other installations around the world including London, Chicago and Vancouver.

The new solution will expand our ticketing options and allow Queensland’s public transport customers to choose a payment method that suits their lifestyle.

For the first time in Queensland, contactless debit and credit cards, smart phones and wearable smart devices will be available for public transport payment methods, in addition to existing go cards and paper tickets.

Meeting summary |

Following discussions with TfL about the operation of Cubic’s installations in London, the

Minister was provided with a tour of Cubic's Smart Mobility Living Lab in Greenwich where a

range of demonstrations were given by Cubic staff.

These included a MaaS integration solution prototype on a cloud-based platform. This provided

for an integrated booking and payment model from retailer through to operator and fleet

manager.

Cubic discussed some of the complexities with such mobility solutions including the likely scale

of having many market participants, programming a many-to-many platform interface and

establishing and enabling the business to business credentials.



A presentation was also provided on Cubic’s trial of a range of sensor and ultra-wide band

technologies to track and pay and prototype devices to improve notification to customers as to

whether their payment has been successful including utilisation of sensors.



MEETING | Ruter AS

Date | Wednesday 9th October 2019

Location | Oslo

Attendees |




Ruter

Mr Eirik Andersen Communications Lead

Mr Frode Hvacttum Strategy Lead

Ms Gro Janbord Communications

Background |

In Oslo, Ruter the public transport authority is focussing strongly on the future of mobility and

key drivers of change which relate to the concepts of electric, autonomous, connected and

shared. Ruter's core response on its initiatives are founded on customer needs and sustainable

solutions. There is a big push in Norway to cut emissions and deliver more sustainable and

mobile forms of transport. Some recent mobility initiatives include transport for the elderly and

activity transport for school sport. Oslo is in the process of transitioning its bus fleet to fully

electric and has 120 e-buses (soon to be 160) out of a fleet of 1,200. Ruter has worked closely

with industry, operators and planning authorities to implement the transition.

Meeting summary |

We had a presentation from Ruter the public transport authority for Oslo city and surrounding

county, Akershus. Ruter is publicly owned, 60% by Oslo and 40% by Akershus and is governed

by a Board, driven by customers. While Norway has a population of 5.2m, the County has a

population of 1.25m and Oslo a population of 600,000-700,000.

Ruter is responsible for planning, infrastructure, procuring services, marketing services and

ticketing and providing the customer interface. Revenue for the agency comes from a range of

contributions including 55% from Oslo, 35% from the County and some revenues from toll roads

(Cordon charging) and national government grants. The general population accepts the role of



public transport. The naming origin of Ruter is from ‘Router’, ‘to send forward’ and is a Viking

term.

90% of Norway's power is from renewables (Hydro) and with a stable political environment the

various governments have been able to focus on the reduction in carbon emissions. Oslo has

introduced a climate budget to support the reduction in emissions and measures have been

introduced through the budget with a range of KPIs. As an example, there are high taxes on

fossil fuel vehicles and strong incentives to buy electric vehicles including reduced parking fees.

Oslo also prioritises a range of active transport modes such as bikes. Both Oslo and the

County of Akershus have experienced strong public transport growth since the inception of

Ruter. Car journeys appear to have peaked and are starting to taper off.

Recent data on model patronage is as follows:

• Buses 168m +5.7%

• Metro 122m +3.6%

• Tram 51m 0%

• Ferries 4.4m +11.6%

• Regional trains 42m +5.3%

Sporveien is the largest public transport provider and is 100% owned by the municipality of

Oslo. It delivers tram, metro and bus services and has over 3,800 employees, with a revenue of

NOK 4.952 billion. 275 million journeys were taken on this provider's network

A range of strategic projects have been commissioned with trams on order from CAF, a new

signalling system to double capacity, improved signalling and infrastructure (central Oslo tunnel)

and a major redevelopment of the central station 'Majorstuen'.

In Norway the transport sector is the biggest source of carbon emissions with 61% of emissions

coming from this sector 4% of which is from public transport. There is a move to be fossil free

by 2020 and have zero emissions by 2028.

Ruter has two main goals:

1. The growth in traffic shall be covered by public transport, cycling and walking

2. All public transport is to run only on renewable energy by 2020 and zero emissions by

2028

Ruter developed a significant transition plan to attain zero emissions. This included

communicating a clear target to the market which has a fleet of 1,200 buses. The transition

process is about system change and incorporates the value chain and associated infrastructure.

There are currently 120 electric buses out of the 1,200 buses in the fleet. In a number of

months this is expected to reach 160 buses. Buses have a life of between 7-10 years in

Norway.

Ruter adopted an outcomes-based approach and worked closely with industry to develop a

sustainable transition plan. Ruter kick started the process with an industry conference with

around 100 participants from industry including manufacturers. The authorities were able to



clearly set out their goals and objectives due to their purchasing power. Ruter understood that

the core of bus innovation devolved from truck companies but by involving industry they were

able to drive change through understanding public transport needs and implementing stronger

regulations in emission controls. The cost of transition was $100 million USD.

Work on hydrogen buses began in 2012 with a pilot project in hydrogen including recharging

plant (hydrogen station). One of the key findings from the pilot related to problems in obtaining

the supply of components. Ruter is seeing the market evolve more into battery electric vehicles

with battery supply and production being driven out of China.

Battery electric buses (system changes):

• E-Bus test started 30/11/2017

o 6 e-buses, 3 operators

o 3 charging solutions – slow charging at depot, fast opportunity charging, bus and

pole mounted pantograph

• Phase in of e-buses in existing Oslo service contracts in May 2019

o 70 e-buses and 3 operators through the existing contracts

o Manufacturers – Mercedes, BYD, VDL

� Artics – 4 doors rapid boarding, normal rigids 3 doors

� Focus on customer needs for example, provision of USB charging on-

board

o Implementation of 4th charging solution (fast charging at depot)

• Charging infrastructure requires space and significant planning is required to deliver the

infrastructure

Ruter has implemented a policy of 'Circularity' to ensure social and environmental perspectives

associated with going electric are considered. This includes:

• options to re-purpose batteries when there is not sufficient power to run an e-bus as they

still have 70-80% of their original power

• production consequences as they require high energy intensity to manufacture –

freshwater consumption is also assessed in the production process

• Managing social issues as cobalt (an essential element for the batteries) comes from

Congo of which 20% comes from child labour

Ruter has a study underway which is assessing the value chain for e-buses. This will be

available in a number of months. Electric ferries are also being implemented and four e-ferries

now operate. Emission free high-speed boats will be introduced in 2024.

Digital disruption has affected all industries and Ruter has been undertaking significant work in

the digital space. It believes technology platforms will be critical as there are many actors,

autonomous vehicles will drive a significant change in mobility, big data analytics enable every

journey to be modelled, vehicle reductions could be significant and traffic volumes will decrease.

Shared trips are still an issue in terms of take up and this is due to waiting and detour times.

Reduction in both of these will start to address take up issues.



MEETING | City of Oslo

Date | Thursday 10th October 2019

Location | Oslo

Attendees |




Mr Johan Verbeek Wolfhuys Study Visit Coordinator - Office of Governing Mayor

Mr Sveinung Andre Kvalo Senior Adviser, E-mobility and Car sharing -

Department of Transport and Environment

Background |

The municipality of Oslo presented on its climate action which has resulted in it being awarded

the European Green Capital in 2019. It has set out clear goals to significantly reduce climate

emissions by 2030, particularly from the transport sector. A climate budget has been introduced

to effectively manage and account for the reduction in emissions and identify the costs and

responsible units for implementation.

The Department of Environment and Transport provided detail on a range of policy measures

adopted by the Government to incentivise the uptake of electric vehicles. These included

reduced parking fees, no taxes on new vehicles, use of busways, free charging and tolling and

deployment of more charging infrastructure. The department described how it was working to

capture more data through the extension of tolling gates around the city to inform the movement

of vehicles and track vehicle use.

Meeting summary |

Municipality of Oslo - Office of the Governing Mayor

Oslo has been the Capital of Norway since 1814 and has around 680,000 inhabitants. The

population of Norway is 5.3 million and the greater Oslo area has a population of 1.2 million.

453.7km2 – two thirds of Oslo’s surface is protected as recreational area and may not be

developed. Oslo is a municipality governed through a City Council that oversees a City

Government and a number of departments including the Department of Environment and

Transport. The political parties in City Council are dominated by conservative and labour

parties.



Oslo has been awarded European Green Capital in 2019 by the European Union and won the

award based on eight categories including climate action, local transport, nature and

biodiversity, ambient air quality, acoustic environment, waste management, eco-innovation and

energy performance.

Oslo has implemented a Climate Budget which is integrated into the ordinary municipal budget.

It identifies emission reduction measures, identifies costs and the responsible unit for

implementation and undertakes reporting as part of the budget cycle. The Department of

Finance has portfolio accountability for the Climate Budget.

Oslo's climate action is defined by its Climate Strategy 2030 which outlines strategies to reduce

carbon emissions by 95% by 2030, increase the natural capture of carbon di-oxide, reduce total

energy consumption, strengthen the city's climate resilience, reduce the city's climate footprint

and develop and implement climate governance.

Transport is responsible for 50-60% of the carbon emissions. Oslo is fortunate that 90% of its

baseload power is generated from hydro-electric, so its carbon reductions are being measured

off a different baseline compared to jurisdictions who are required to generate baseload power

from carbon sources.

In relation to some specific initiatives Oslo has introduced optical sorting at its waste plant

(Plastics blue, Regular white, Biodegradable green) and started a car free liveability program for

the inner most part of city.

Department of Transport and Environment Oslo

Oslo's climate targets are ambitious as carbon di-oxide emissions from road transport account

for a significant portion of the those (light vehicles 39%, heavy vehicles 15%). The other major

emitters are the construction sector and heating. The Climate Budget is measured by the

Finance Department who not only monitors the budget but is also required to monitor carbon

emissions. Through climate action emissions have decreased by 10% per annum as measured

over the last two years.

The transport climate budget had a recorded measure of 732,000 tonnes of carbon di-oxide in

2016. The measures implemented to reduce carbon emissions include:

• Road user payments

• National biofuel blending

• Addressing fossil fuelled public transport

• Emissions free construction

Policy measures were introduced to incentivise the adoption of green cars (though due to their

success they are now being revised):

• Zero registration tax

• Zero tolls

• Free parking

• Zero VAT



• Access to bus lanes

As a result, there have been 260,000 sales of electric vehicles in Norway and major

manufacturers are no longer doing research on internal combustion engines. With State

incentives an E Golf TSI is cheaper than its petrol equivalent because it does not attract taxes.

They are also cheap to use because of the following:

• Low fares on tolls – maximum of 50%

• Free parking – no more than 50% of fossil fuel vehicles

• Access to taxi and bus lanes – 20 minutes to 1 hour per day

• Large charging network - free charging until end 2019

• Support for private chargers (application-based support scheme)

There is a network of 1,300 chargers, with this being ramped up with 600 new charges in 2019.

There is a desire by residents to charge at home and the city government has facilitated support

for 20,000 new home charges in 2018. Unit owners apply through their Body Corporate to

ensure the power system can be managed for complexes. Oslo is now preparing for electric

taxis and vans.

Vehicle charging requires 10-15 hours per week and if the total transport fleet was electrified it

would increase load on the electricity network by 15%. The network is currently being managed

through the installation of smart metering, but Norway does not have a differentiated tariff

system. If smart meters are not installed it would require additional infrastructure such as

transformers.

The market share for new electric cars in Oslo is 77% in September 2019. In terms of market

share for total fleet, Oslo is leading significantly. There are 2,000 chargers available for public

use including 1,300 which are fully public and 700 private chargers available to the public. In

relation to policy initiatives only zero emission vehicles will be allowed from 2024, temporary

bans on the use of the most polluting diesel cars was instituted from 2017 and green freight

deliveries were included in public procurements from 2018.

Congestion taxes have increased 74% (from 2017) and 22 new toll gates have been installed to

increase the number to 73. This assists in capturing data on car trips and now 75% of trips are

being recorded (previously 50%). 98% of the tolls are put back into public transport. The focus

goes beyond private cars and policies are now focussing on electric construction equipment

(electric excavators). Active transport is also encouraged including the adoption of electric

bikes. The action plan for zero emissions targets zero emissions in 2050, 95% carbon

emissions reduction by 2030 and also has measures to move the ferry fleet to battery electric.



MEETING | CEO Ruter AS

Date | Thursday 10th October 2019

Location | Oslo

Attendees |




Mr Bernt Reitan Jenssen CEO Ruter

Background |

Ruter's CEO presented on public transport and the future of mobility. Their vision is centred on

sustainability, participation and freedom to move around. It involves customers, inhabitants,

owners, stakeholders and employees. Ruter's strategies are framed around the United Nations'

Sustainable Development Goals. Circularity is how Ruter ensures that its supply chain sources

renewable materials and that labour is sourced ethically. Ruter emphasised the importance of

its customers and meeting their expectations with new mobility and technology options was

paramount.

Meeting summary |

Ruter - Public Transport and the future of mobility

Ruter commenced in 2007 and was an amalgamation of two authorities. Ruter is putting the

focus back on real face to face communication with their customers because they own the

company. Customers have to know the company, have influence and the interest of democracy

has to be maintained. Ruter takes a systems perspective when planning and delivering its

networks.

Since 2007, ridership from the County is up 90%, Oslo up by 60%, population has grown 20%

and car journeys are down 7%. 387 million trips were taken on the network last year with

growth of 4.2%. Growth has averaged 3.5-7% per annum.

Labour represents 60% of the total cost of operations. Ruter is planning for autonomy which will

change the business model of public transport and result in more flexible fleet options and

opportunities. In undertaking planning there are a range of compromises and potential for



significant disruption with the market positioning for change. The key drivers for change – the

future of mobility - are:

• Electric

o Business efficiency

o Electric motor is much more simple to maintain - 25% of cost of fossil fuel engine

• Autonomous

o More about the data that is collected

o Data may be the ultimate revenue generator because it is extremely valuable

o Business standards and privacy by design

• Connected

o Can create completely new services

o Freedom to move by creating frequency

o Artificial Intelligence (AI) and big data – building of own algorithms

• Shared

o Shared business models

o In the future, AI will be able to look at personal calendars and nudge obvious

transport options

Ruter's response is focussed in two key areas:

1. Customer focus – be close to customers

2. Sustainable solutions

Ruter used to have a traditional project model for delivery and have now moved to a continuous

improvement model framework to reduce risks associated with a traditional project delivery.

Ruter looks to understand what the problem is through determining customer needs. They are

focussed on listening, learning, changing, failing and testing. Ruter believes that the creation of

an environment where you can innovate that relies on significant trust with the people and

elected governments and politicians is critical because errors will occur.

Some transport opportunities that Ruter have pursued and implemented are:

• Transport for the elderly

o Mini buses and dedicated travel options as they only need to go to a small

number of destinations

o Provides freedom of mobility

• Activity transport

o Logical problems for families – transporting kids to sport

o Now an app-based system

o Listened to customers to find out what they need

Ruter has established a new customer and co-creation centre and its new vision has

foundations of sustainability, freedom to move around and participation (customers, owners,

employees, stakeholders, inhabitants). The United Nations' sustainability goals feed directly

into their business model to ensure there is overall effect. Procuring responsibly is also

paramount, that is examining inputs such as freshwater consumption, ability to recycle and

labour sources are critical. They call this the concept 'Circularity'.



Vison and objectives (sustainable freedom of movement) through to performance measurement

are essential in Ruter's core operations. One initiative is the piloting of a program in Oslo of life

without owning a car. 250 families applied in two days and handed over their car keys to Ruter.

It required a total rebuild of an app system to facilitate access to mobility options.

Information technology (IT) and public transport interoperability are critical. Ruter has a new IT

platform which is founded on open source code, open platforms and is cube based. Ruter has

outsourced elements such as Information Service API’s, Payment API’s, Profile API’s and

Management API’s.

In terms of customer and transport services technology the following have been implemented:

• New sensors on buses which stream in data sets

• 500 buses running on a new technology standard

• 94% satisfaction with ticketing (app-based approach) - fare evasion down 5%

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