Transport Data · 2016. 12. 6. · 23 November 2016 – London Real-Time Passenger Information 2016...

www.eurotransportmagazine.com Issue 3 · 2016

SAVE THE DATE:23 November 2016 – London

Real-Time PassengerInformation 2016

co-located withSmart Ticketing &Payments 2016

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BusRapidTransitCiarán de Búrca fromthe Northern IrelandDepartment forInfrastructureprovides details of theinnovative BelfastRapid Transit project

TransportData

TfL’s Head of Analytics, Lauren Sager Weinstein and Head

of Online, Phil Young, explain the use of big data and open data for travel

planning and customer engagement

InfrastructureAn overview of Finland’s

biggest infrastructure project: the West Metro

project in Helsinki

Smart CitiesGathering experience, best-practice and exploring what makes a smart city in our new supplement

UKProfile

The new UrbanTransport Group;

an overview of Modeshift; and

Centro’s smartticketing success

‘Smart cities’ is a term that seems to dominate conversations at

the moment regarding the future of public transport and city

infrastructure. Integrating multiple information and communi -

cation technology solutions to manage city functions is what

many believe to be the solution for managing growing city

populations – a ‘digital’ future, in other words. The demand for mobility is growing all over the

world but how does public transport fit with the vision of ‘smart cities’?

To avoid gridlock in our cities, public transport must evolve. Operators need to improve

by increasing the efficiency of their systems and advances in technology can help.

But does the ‘smart’ element of a ‘smart city’ refer to more than just the digital concepts?

I think so, especially after reading the articles in our Smart Cities Supplement in this issue.

Take Malmö as an example – a city that is seeing a decline in car traffic and an increase

in people choosing to make journeys by public transport, cycling and walking (read more

on page 34).

Elsewhere, on page 31, ITS Finland CEO, Marko Forsblom, explores more of the

digitalisation aspects commenting that new on-demand mobility services based on apps

are changing the way we move.

And on pages 39 and 40, experts from Rotterdam and Copenhagen, among others, share

their ‘smart city’ plans. In this section you can read about how Rotterdam, for example, is

redeveloping its Zuidplein terminal to incorporate smart buses and a smart terminal.

It is exciting to think what the future holds for public transport and how intermodality,

Mobility as a Service and sustainable transport options will all come together and contribute

to the vision of ‘smart cities’.

Other topics in this issue of Eurotransport include the construction progress of Helsinki’s

Western Metro (page 24); How Transport for London uses big data and open data to organise

services and develop travel planning apps (page 10); and an overview of the Belfast Rapid

Transit project (page 56).

As always, if you represent a public transport operator or infrastructure owner and would

like to contribute to a future issue of Eurotransport with an article or news item, please don’t

hesitate to contact me via the email address below.

We are also looking for industry experts to contribute exclusive online-only articles and

blogs to feature on www.eurotransportmagazine.com and our weekly e-newsletters – so do

get in touch if that interests you. You will also find details of past, current and future issues,

daily industry news updates, plus industry conference and event information on our website.

Don’t forget you can also join our groups on LinkedIn, Twitter and Facebook – just search

for Eurotransport.

INTRODUCTION

EurotransportV O L U M E 1 4 , I S S U E 3 , 2 0 1 6

S U B S C R I B E O N L I N E A T:

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Smart cities,smart future

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Front Cover Artwork: Steve Crisp

EDITORIAL BOARD

Brian MassonDirector, Multi Modal Transport Solutions Ltd

Thomas KritzerHead of Security & Service Department, Wiener Linienand Member of the UITP Security Commission

Mark CartwrightManaging Director, RTIG

Geoff DunmoreIndependent Passenger Transport Consultant

Linda McCord Passenger Manager, Passenger Focus

Umberto Guida Director of Research and Innovation, UITP

CONTACTEurotransport: Published by Russell Publishing Ltd, Court Lodge, Hogtrough Hill, Brasted, Kent, TN16 1NU, UK Tel: +44 (0) 1959 563311 Fax: +44 (0) 1959 563123 email: [email protected]

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COPYRIGHTISSN 1478 – 8217 Copyright rests with the publishers. All rights reserved ©2016 Russell Publishing Limited

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Eurotransport is published bi-monthly (six issues per annum) in print and digital formats andcirculated on a free-of-charge subscription membership. Eurotransport is available for urbanpublic transport industry professionals and you can subscribe now by visiting:

No responsibility can be accepted by Russell Publishing Limited, the editor, staff orany contributors for action taken as a result of the information and other materialscontained in our publications. Readers should take specific advice when dealingwith specific situations. In addition, the views expressed in our publications by anycontributor are not necessarily those of the editor, staff or Russell Publishing Ltd. As such, our publications are not intended to amount to advice on which relianceshould be placed. We therefore disclaim all liability and responsibility arising fromany reliance placed on such materials by any reader, or by anyone who may beinformed of any of its contents. Published June 2016

Craig WatersEditor

www.eurotransportmagazine.com

Craig WatersEditor

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1 INTRODUCTIONSmart cities, smart futureCraig Waters, Editor

5 FOREWORDCities matter…Andrew Jones MP, Parliamentary Under Secretary ofState for Transport, Department for Transport, UK

6 NEWS

9 WEBINAR PREVIEWIoT solutions enable the power of data-driven transportationTuesday 28 June 2016, in association with Kontron

10 UK PROFILETfL: big data and open dataLauren Sager Weinstein, Head of Analytics and PhilYoung, Head of Online, Transport for London (TfL)

13 UK PROFILEThe Urban Transport Group Jon Lamonte, Chair, the Urban Transport Group

17 UK PROFILEWest Midlands’ smart successChris Lane, Swift Commercial Specialist, Centro

20 WEBINAR REVIEWAFC migration – smooth system upgrades and convergence possibilitiesIn association with NXP Semiconductors

21 UK PROFILEModeshift – the sustainable travel networkRoss Butcher, Chair, Modeshift

24 INFRASTRUCTUREWest Metro – Finland’s biggest infrastructure projectVille Lehmuskoski, CEO, Helsinki City Transport and Matti Kokkinen, CEO, Länsimetro Oy

43 CYBER SECURITYCyber security in intelligent publictransport: challenges and solutionsCédric Lévy-Bencheton, Cyber Security Expert and EleniDarra, Network Information Security Assistant, EuropeanUnion Agency for Network and Information Security (ENISA)

47 WHAT’S HAPPENING IN…MENA?Urban public transport developments in MENAAmr Ramadan, Senior Research and Partnership Officer,UITP MENA Centre for Transport Excellence

50 BUS FIRE SAFETYSafer battery systems in electric vehicles – an electrified bus perspectiveFredrik Larsson, Johan Anderson and Petra Andersson,SP Technical Research Institute of Sweden, and Bengt-Erik Mellander, Chalmers University of Technology

28 Shaping smart citiesIvo Cré, Deputy Director and Nicolas Hauw, Policy Officer, Polis

31 The symbiotic ecosystem of smart mobility and smart citiesMarko Forsblom, CEO, ITS Finland

34 Traffic planning in Malmö supports a sustainable and smart cityMilan Obradovic, Chair of the Technical Committee,City of Malmö

38 Innovative times for public transportIan Hall, Eurotransport contributor

SMART CITIES SUPPLEMENT

56 Developing the new Belfast Rapid Transit systemCiarán de Búrca, Director of the Transport Projects Division, Northern IrelandDepartment for Infrastructure

59 The North West’s first guided busway has arrivedTransport for Greater Manchester (TfGM)

62 Moving BRT forwardJuan Carlos Muñoz, Lead of Bus Rapid Transit Centre of Excellence and Laurel Paget-Seekins,Director of Strategic Initiatives, Massachusetts Bay Transportation Authority

BUS RAPID TRANSIT SUPPLEMENT




CONTENTS

■ Scandinavian Profile and Foreword from Anne Berner,Minister of Transport & Communications, Finland

■ NEW! Urban Rail Developments Supplement – how aresuburban rail networks improving and expanding?

■ Developments of the ELIPTIC and ZeEUS projects■ Encouraging more people onto buses with advances in

RTPI technology ■ Intelligent Transport Systems Supplement with articles from

ITS UK, ITS Finland, ITS Netherlands (Connekt) andTransport for London (TfL)

Don’t miss out on receiving your copy of Eurotransport’s biggestissue of the year – subscribe today for free by visiting

www.eurotransportmagazine.com

PLUS a show preview of InnoTrans 2016 and ourstandalone Guide to this year’s event. Find out moreabout supporting Issue 4 published in August 2016

by contacting Jude Marcellle-Hoffbauer on [email protected]

or calling +44 (0)1223 345600

COMING UP IN THE NEXT ISSUE:

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Conferences. Guided Tours. Live.

Drivenby ideas

September 22 – 29, 2016 Hannover

Cities matter……by Andrew Jones MP, Parliamentary Under Secretary of Statefor Transport, Department for Transport, UK

To enable our cities to prosper, central government has embarked on an

ambitious programme of devolution. These ‘Devolution Deals’ between

central and local government have agreed significant changes to the

way our cities will be governed. New elected mayors, with combined

authorities working across administrative boundaries, will begin to take

power across England from 2017, bringing them more into line with the

London governance model. New powers and funding are being

devolved as part of this process. This will give cities the chance to make

decisions across transport and other policy areas to help overcome the

challenges that affect their communities.

A fundamental aspect of transport devolution is enabling the new

mayors and combined authorities to promote greater integration in their

transport networks. Currently bus services outside London are provided

in a de-regulated environment, but new legislation is being progressed

that will change the way buses operate. This legislation will enable mayors

to franchise bus services in their areas and develop more effective smart

ticketing products. These changes are providing local areas with the

transport powers they need to support their efforts to boost economic

growth; providing better access to jobs and services, and facilitating

new housing growth to cater for the growing city populations.

This is all part of a wider government agenda to rebalance the

economy of the UK, which for too long has relied on the economic

power of London and the South-East of England.

In particular, the North of England will see an economic boost from

the development of the Northern Powerhouse. Better connectivity

between the great metropolitan cities of the North – Manchester,

Newcastle, Sheffield, Leeds and Liverpool – is a key part of trying

to redress historic regional imbalances. A new statutory body,

Transport for the North (TfN), will be working with the government on a

joint transport strategy across northern England. Going forward,

TfN could take on greater responsibilities by delivering services

like rail in their area.

The Northern Powerhouse will also see the benefits of over 351

miles of new railway as High Speed 2 (HS2) construction begins in 2017.

In England we haven’t built a new mainline railway north of London for

over 120 years, so HS2 represents a transformation in rail provision as

two-thirds of people in the north will be brought within two hours of

London. As a government, we are working with the cities that will have

HS2 stations to ensure they reap the local economic benefits that these

much improved rail links will bring.

Dealing with the demand for travel between cities is vital, but we

also need to address increasing travel demands in and around our cities.

A key part of this will mean embracing technology and innovation to

enable smarter choices about the way we travel. Many of our cities are

already seeing the potential that data and technology can bring. Bristol

is analysing how big data can be used to solve problems such as air

pollution and traffic congestion. Milton Keynes has deployed sensors

across the city to provide real-time data on congestion and crowding

on local buses. Manchester, a key city in the Northern Powerhouse,

is looking to become a world-leader in Smart City technology with

a variety of work including talking bus stops that will be linked to

sensors, applications and intelligent digital signage. A focus on

technology such as this will make travel easier and reduce congestion,

accidents and carbon emissions, as well as enable places to make the

most of their transport infrastructure networks.

Our cities are undergoing significant changes in the way they

manage transport and how they are connected together. As this

evolves, alongside the increasing use of technology, we are laying the

foundation for a real transformation in the way that transport is

delivered in our cities.

Cities matter to the UK. Cities and their wider economic areas account for an astonishing 74% of our populationand 78% of our jobs. They act as engines of growth and in recent years have been crucial in boosting the UKeconomy. As a government it is vital for us to promote growth in the places that people live and work, andtransport has always played a critical role in this development. London, in particular, is a truly global city and acomprehensive, integrated public transport system has been a key factor in its success. To have a thriving,modern economy requires resilient and innovative transport systems and our cities are leading the way indeveloping unique solutions to the challenges they face.

FOREWORD




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Get daily news updates on www.eurotransportmagazine.com

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NEWS

Cummins:deliveringimprovedfuel efficiencywith loweroperatingCummins engineers have worked onkey initiatives, partnering with busOEMs as well as their operatorcustomers, to understand specificoperational needs and deliverimproved fuel efficiency with loweroperating costs: this is calledSmartEfficiency.

SmartEfficiency involves con -sidering how the engine performancecharacteristics can be more closelymatched to the vehicles and theirmodes of operation. The completedriveline is studied to define theinfluence each system or componenthas on the overall efficiency of the vehicle. From this they havedeveloped a number of options to use, including:■ Re-tuning the engine calibrations

based on real-world operating datahas saved 4-6% of fuel

■ Adding ‘User Selectable FuelEconomy’ to the calibrations hassaved up to 15% in fuel con -sumption by regulating the torqueavailable to the driver whilstmaintaining driveability

■ Implementing vehicle accelera-tion management, optimising thevehicle’s acceleration rate throughits range of gears has saved 1-8%fuel consumption

■ Reducing engine power withoutimpacting bus performance hassaved up to 5% fuel consumption

■ Implementing the new Cumminsstop-start technology has given a 4-7 % fuel saving.

www.cumminsengines.com/smartefficiency

Installation of new signalling equipment hasbegun on track between Edgware Road andHammersmith – the first of a complete overhaulof the signalling and control systems across theCircle, District, Hammersmith & City andMetropolitan lines, recently announced byTransport for London (TfL).

This milestone achievement is part of thevital signalling modernisation programme thatwill allow London Underground (LU) to runmore trains, more quickly, providing a 33%increase in capacity across the four lines by theearly-2020s.

Provided by Thales, the new signalling issimilar to the systems now successfully beingused on the Jubilee and Northern lines, whereperformance and reliability have improved andjourney times have been cut.

Installation of equipment will be carried outin sections across the four lines between now and2021 with the main benefits being delivered by2022, when the frequency of trains runningduring peak periods will increase to 32 trains perhour in central London (a train every twominutes) with frequency increases at other timesas well.

Andrew Pollins, Managing Director ofLondon Underground, said: “This is a major stepin delivering this vital upgrade for millions of ourcustomers. The signalling system on these linesis some of the oldest in use anywhere in theworld, with parts of it dating back to the 1930s.The use of this newer, more sophisticatedsignalling system will mean more frequent, morereliable and less crowded journeys and will helpus meet rapidly growing customer demand.”

Once these four lines have been completed,LU will then move on to introducing new trainsand control systems for the Piccadilly, Central,Bakerloo, and Waterloo & City lines.

www.tfl.gov.uk

More FLEXITY Swift tram-trains for KarlsruheBombardier Transportation has been awarded a contract to supply 12 FLEXITY tram-trains to the German city of Karlsruhe. Valued atapproximately €60 million the contract is a ‘call-off’ from an order for 30 dual-system tram-trains originally placed in 2009.

“Placing an order for 12 new vehicles offers several advantages for AVG and its passengers,” explains Ascan Egerer, Chief TechnicalOfficer of AVG – Albtal-Verkehrs-Gesellschaft – the company owned bythe city of Karlsruhe that operates rail and bus services in the Karlsruhe

area, southwest Germany. “These new tram-trains offer barrier-free access [and] is another step towards making our vehicle fleet more homogeneous.”

The first 30 tram-trains ordered in 2009 are already in successful

revenue service in Karlsruhe and the surrounding region. These tram-trains operate according to the regulations of both German tram andGerman train construction and operation regulations.

The three-section light-rail vehicles are 37m-long and 2.65m-wide,have space for 244 passengers and can reach a maximum speed of100km/h For optimal integration into the existing infrastructure all accessareas are medium-floor, but still ensure rapid passenger flow and easyaccess for travellers with limited mobility as well as for passengerstraveling with prams and heavy luggage.

FLEXITY is trademark of Bombardier Inc.

www.bombardier.com

A newer signalling system will meanmore frequent and reliable journeys for

London Underground customers

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Further Reading:Stuart Harvey, London Underground’s Sub-Surface Programme Manager, will be contri butinga comprehensive article about this signallingmodernisation project in Eurotransport Issue 42016 published in August 2016. Sign up for freeonline now to guarantee your print or digitalsubscription: www.eurotransportmagazine.com

First signalling project milestoneachieved for the Tube network

Metrolink passenger numbershave reached an all-time high

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NEWS

Record number of passengersnow using MetrolinkThe UK’s Department for Transport (DfT)recently released figures that show theMetrolink network in Greater Manchesteris more popular than ever before.

During the year 2015/2016, more than34.3 million passenger journeys were made across the network – an increase of10.1% on the previous year.

On average, the figure equates to morethan seven million vehicle-miles covered inthe last year – the equivalent of nearly 15 round trips to the moon.

The increase in journeys has beenaccompanied by an increase in customersatisfaction – which has improved by 4%over the same period to 89%, making for aparticularly successful year for Metrolink.

With the improvements afforded by thecompletion of the Second City Crossing in 2017 – including increases in thefrequencies of services on the busiest lines– as well as plans for a new line through

Trafford Park, there is every reason forthese figures to continue to rise long intothe future.

Transport for Greater Manchester(TfGM) Metrolink Director, Peter Cushing,said: “It’s absolutely fantastic to see that thenumber of people using Metrolinkcontinues to rise and there’s every reasonfor it to keep on growing, as the improve -ments we’ve been making come to fruition.Together with the increase we’ve seen inpassenger satisfaction, it’s proving to be avery positive year for Metrolink already,and we’re making good progress on theSecond City Crossing that should makenext year even better. I’m immensely proudof what’s been achieved and am lookingforward to welcoming even more people onboard our popular services in the future.”

www.tfgm.comwww.dft.gov.uk



@EuroTransMag7

Västtrafik explores new intelligent servicesideas for public transportVästtrafik, the transport authority for the region of western Swedencentred around Gothenburg, recently held its first meeting to make plansfor integrated mobility procurement in Gothenburg. The meeting provedthat there is a lot of interest in working with Västtrafik to create newintelligent services for public transport. Over 60 innovative organisationstook part, from international companies to small start-ups.

Västtrafik is the first authority in Sweden to procure a service whichwill assist customers to better organise their lives by offering new smartsolutions connected to public transport. This can for example be car-poolbookings, taxis, car-sharing services or bike-hire. Västtrafik began byinviting innovative companies to discussions at the Lindholmen SciencePark in Gothenburg.

Lars Backström, Managing Director at Västtrafik, commented that:“The interest really exceeded our expectations. It was very encouragingto see the variety of interested companies and the level of engagement inintegrated mobility. Our continued work will benefit from the expertiseand experience of the attendees.”

Several of the participants also took the opportunity to presentthemselves and their thoughts about integrated mobility.

“We ourselves are not integrated mobility experts but if Västtrafikcan act as a catalyst for development in this area, then we will be verycontent,” said Lars.

Västtrafik will hold individual meetings with interested companies toexplore technical capabilities and possible business models. Theintention is to collect as much information as possible in order to create agood procurement process.

The company which is eventually selected through the procurementprocess will be tasked with creating a digital platform and populate itwith smart services in collaboration with Västtrafik. The work is beingcarried out in cooperation with the sector organisation Samtrafik in orderto create a standard which can be used nationally.

www.vasttrafik.se

Congestion-cutting solutionsneeded for theMENA regionAt the UITP’s recent MENA Transport Congress& Exhibition in Dubai, delegates were leftreflecting the urgency to find congestion-cuttingsolutions for the MENA region.

The main recommendations discussed duringthe event were the requirements for cities to playa leading role in establishing a vision for publictransport, to develop comprehensive and inte -grated master plans and to develop diverse publictransport infrastructure, supported by policies to reduce car use.

Cities in the region are seeing rapidurbanisation, with two thirds of citizens nowliving in cities which are now also facing the issueof sprawl, with urban populations relocating tosuburban areas. At the same time, economicgrowth combined with the relatively low-cost ofrunning a car is leading to increasing motorisation.

With population and urbanisation expected tocontinue increasing, public transport and non-motorised modes will be crucial to limittraffic and congestion, which has already reached alarming levels in many capital citiesacross the MENA region.

Despite congestion issues in the region, theevent also provided participants cause foroptimism. Major public transport developmentprojects across the region – such as Riyadh’splanned six metro and three Bus Rapid Transit(BRT) lines – are already bearing fruit: in Dubai,for example, sustained efforts have seen publictransport usage increase by 215% from 2006-2015. Dubai also announced a target of25% driverless mobility by 2030.

www.uitp.org

Further Reading:Turn to page 47 in this issue for a MENA urban transport development round-up from Amr Ramadan, Senior Research and Partner-ship Officer, UITP MENA Centre for Transport Excellence.



@EuroTransMag8

NEWS

EVENTS

If you have a diary event you wish to publicise,send details to Martine Shirtcliff at:[email protected]

EuropeanCyber Security for Transport 2016Date: 14-16 SeptemberLocation: Berlin, Germanye: [email protected]: www.prosperoevents.com/upcoming-events

IAA 2016Date: 22-29 SeptemberLocation: Hanover, Germanyt: +49 30 897842-0w: www.iaa.de/en

FIVE 2016Date: 5-6 October Location: Baltimore, USAe: [email protected]: www.firesinvehicles.com

SmartMetroDate: 1-3 November Location: Copenhagen, Denmarke: [email protected]: www.smartmetro.eu

Euro Bus Expo 2016Date: 1-3 November Location: NEC Birmingham, UKe: [email protected]: www.eurobusxpo.com

PMR Expo 2016Date: 22-24 November Location: Cologne, Germanye: [email protected]: www.pmrexpo.de/en

Real-Time PassengerInformation 2016 co-located with Smart Ticketing &Payments 2016Date: 23 NovemberLocation: London, UKe: [email protected]: +44 (0) 1959 563 311w: www.rtpiconference.comw: www.smartticketingconference.com

Trustech 2016Date: 29 November-1 DecemberLocation: Cannes, Francee: [email protected]: www.trustech-event.com

Android Pay now acceptedfor travel in LondonCustomers making journeys on Transport for London (TfL) services including the Tube, busesand trams, as well as most National Rail services, can now use Android Pay on their mobilephone to travel.

The new payment app, developed by Google, supports MasterCard and Visa credit and debitcards from many of the UK’s major financial institutions; customers just need to download theapp from the Google Play Store and set up their account with their payment card. They thensimply touch-in/out with their phone on the yellow card readers in the same way Oyster orcontactless payment cards are used.

TfL then calculates the best fare for each day or week, depending on where and whencustomers have travelled. The costs of all journeys a customer makes are then added togetherand, if appropriate, daily and weekly (Monday to Sunday) caps are applied.

Spencer Spinnell, Director of Business Development at Google, said: “We want to makepayments simpler for everyone so we’ve worked with TfL to enable Android Pay on the Tube,buses and trains across London. This adds to the list of almost 460,000 contactless paymentterminals in the UK where people can seamlessly tap and pay with their Android phones.”

TfL was the first public transport provider to accept contactless payment cards and willcontinue this record of innovation by becoming the first transport organisation in the world toaccept Android Pay as a method of ticketing. One in 10 contactless transactions in the UK aremade on TfL’s network, making TfL one of the largest contactless merchants worldwide.

www.tfl.gov.uk/contactless

Design of future Île-de-Francemetro revealedThe interior and exterior designs of new metro trainsets to operate in Île-de-France have recentlybeen unveiled by Alstom.

In 2015, Alstom was awarded a €2 billion framework contract by RATP for the delivery of217 MP14 rubber-tyre metros over a 15-year period. The first part of the contract, for 35 trainsets,is worth €520 million and is financed by STIF (Syndicat des transports d’Île-de-France).

The vehicles will operate on the new northern extension of metro Line 14 in order to increasecapacity. Subsequently, the trainsets will enter service on lines 4, 11 and Line 14 when the routeis extended south of the Grand Paris Express to Orly.

The MP14 metros (pictured) will feature large boarding areas, boomerang-shaped seats to increase the fluidity and capacity of the carriages, LED lighting and air conditioning. The MP14 also offers a complete on-board video-protection and dynamic information system.

Visit the news pages of www.eurotransportmagazine.com to see more photos and a futuristicvideo of the trainsets.

www.alstom.com

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Sign-up to attend this webinar by visiting: www.eurotransportmagazine.com/webinar6

In association with: Organised by: More information:

WEBINAR PREVIEW

IoT solutionsenable the powerof data-driventransportationDate: 28th June 2016

Time: 15:00, BST

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Attendees to this Eurotransport Webinar will learn about making informed IoT (Internet of Things) enabledtransportation decisions regarding the implementation, evolution and integration of rail solutions so thatmunicipalities can take advantage of the power of data-driven transportation. Experts at Kontron will addressthese tough issues to ensure your chosen solution is application-ready; saving yourself time and money.

The Webinar will give information about:

■ Overcoming the IoT challenges and applying the benefits of IoT to

your operation

■ Improving safety and security through intelligent information

gathering such as video surveillance

■ Edge analytics enabling proactive and preventive actions

addressing maintenance issues before they become a problem

■ Enhancing the customer experience with wireless connectivity

and infotainment.

IoT – benefits and challengesThe Internet of Things brings many benefits to both business and

consumers; it can make life stress-free, save energy, improve efficiencies

and, in some cases, help save lives. Many companies have embraced

IoT but struggle with how to cope with the challenges that the

implementation brings.

Improving transportation safety, efficiency and the customer experienceBased on real case-studies, attendees will learn more about major

disruption in embedded computing for transportation. Experts at

Kontron will provide insights into how to improve your operational

performance in systems using new IoT technology in the scope of

security, availability and performance. You will learn how to obtain a

better understanding of how to address these tough issues to ensure

your solution is ready for the next decade, saving time and money.

Speaker:Ilijana VavanVice-President Internet of Things (IoT), Kontron

Ilijana has a master’s degree in Computer Science and has beenworking in the ICT industry for more than 20 years fulfilling diversesenior management positions at Microsoft, Kaspersky Lab andJuniper Networks.

Speaker:Bernard FeauxBusiness Development Manager for RailTransportation, Kontron

Bernard has a master’s degree in Electronics and over 20 years ofexperience in engineering and business development, with a focus onRail Transportation Solutions.

How TfL uses ‘big data’ to plantransport services

Every day there are 20 million ‘taps’ captured through our ticketing

system; our iBus location system provides accurate location and

prediction information for all 9,200 vehicles in the fleet and we help

keep London moving by managing traffic flow with our 6,000 traffic

signals and 1,400 cameras. Our systems therefore record a vast

amount of operational data.

However, just holding lots of data isn’t enough. To get value from it

we have to turn it into useful information for our customers and into

tools to plan and run our services. We actively experiment to see what

we can learn from all data. The results of these trials allow us to improve

the products and services that we deliver to our customers.

Using our ticketing data we have been able to build a compre -

hensive picture of travel patterns across our rail and bus networks. The

use of Oyster and contactless payments through bank cards, Apple Pay

and now Android Pay, has given us tube and rail station entry and exit

data as customers have to touch in and out for their journeys.

Bus journeys, on the other hand, may seem more problematic to

monitor, as our customers are only required to tap in when they get on,

but not when they exit. However, we can now tell when our customers

are leaving a bus using a Big Data tool which looks at origin, destination

and bus interchange information – which we call ODX. It combines bus

location and ticketing data to try and match up origin and destination

pairs to create a multi-modal travel dataset.

All of this information means that we can improve network and

interchange planning and review the impacts of closures and diversions.

For example, we used ODX to restructure the bus network in the

Lauren Sager Weinstein, Head of Analytics at Transport for London (TfL), has responsibility for the analysis ofcustomer data, supporting operational and planning areas in delivery of services to TfL’s customers. London is abig growing city; more than 31 million journeys are made in the capital each day, 23% more than 15 years ago.Trains on one of the busiest underground lines, the Victoria line, carries thousands of commuters at a rate of oneevery 100 seconds during the morning peak. As Lauren explains for Eurotransport, it’s therefore natural that the data that TfL has access to is big as well.

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New Addington area of London to help provide better services for local

residents. In October 2015 we launched a new service pattern for the

neighbourhood that better meets our customers’ needs.

Another example of how we have used big data to benefit

customers was during a planned closure of the Victoria line in summer

2015, where works were taking place to allow an increased number of

trains to run in the future. Our data allowed us to predict the impacts on

the transport network and tailor our advice to customers, so that they

were aware of how they would be affected in advance of making

their journeys. It also meant that where their natural instincts would

have led them to use bus routes or tube lines that were already popular,

we could work out less obvious alternatives that would make their

journeys more comfortable.

A valuable use of big data is in how it can be used to improve safety

in London. We use big data to analyse trends from death and serious

injury on the roads, which has allowed us to identify the major

contributory factors and then better target preventative action. In 2015

the capital’s first interactive digital collision map was launched, which

means anyone can now see where historic collisions have taken place in

London dating back over 10 years. This tool has only been possible as a

result of using big data and forms a key part of a continued drive to

reduce the number of casualties on London’s roads.

As well as using our own data it is also important that we look

further afield and collaborate with other organisations. We have taken

part in a number of Hackathons – events where TfL data is shared with

external parties to combine it with other data sets. We have an active

programme working with universities and colleges to explore new ways

of solving our transport challenges using data.

Going forward, we are now looking at innovative ways to utilise big

data to provide more predictive travel information to greatly improve

our operational management of the road network. To do this, data will

be collected from our on-street sensors and cameras, combined with

third party data sets and our extensive traffic models. By predicting

pressure points, we hope to be able to help our customers and road

users make informed decisions on their journeys and provide extra

capacity on our current network.

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Using ticketing data, TfL have been able to build a comprehensivepicture of travel patterns across rail and bus networks

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In the next few years we will be continuing to invest billions of

pounds to run more frequent services and increase the capacity

of London’s tube and rail network to meet the challenges of a growing

London. In addition, we will be using big data to operate more

effectively and to understand and predict where and when our network

is busiest. Some customers have told us they would like more

information to help them avoid the very busy times when they have

flexibility. We are therefore using big data to calculate and

communicate real-time and predicted levels of crowding across the

network. This will help our customers, particularly those making

journeys that are less familiar, to make more informed travel decisions

and have a quicker and more comfortable journey.

This summer, for the first time, we will be releasing data to show the

levels of crowding for a typical weekday on the London Underground

network. This will be the first iterations of crowding data we will be

releasing. In the coming years, we will continue to innovate with real-

time and predictive data to increase the granularity and accuracy of our

data and provide our customers the information they want and need to

have the best journey experience possible.

The opportunities that arise from utilising and combining big data

are constantly multiplying and evolving. By harnessing the potential of

all of this data, we will be able to improve the experience of all those

travelling in London.

UK PROFILE




How TfL uses ‘open data’ to help developers providedirect travel information to customersFor Eurotransport Phil Young, Head of Online atTransport for London (TfL) explains that by freelysharing transport data they can encourage thecreation of new apps to make travel easier forcustomers and get more people working to solveLondon’s transport challenges.

When you think of how much data TfL has at its fingertips, our open datapolicy1 makes total sense. By openly sharing our transport data, new apps canbe created that make travelling easier for our customers which in turn ishelping to solve some of the transport challenges of our city.

In 2007 we began by sharing web widgets to make it clearer how ourservices were running. We quickly moved to sharing raw data when it becameclear there was real demand from developers to create new services. In 2014we created a unified API, which presents all the data for each form of transport(buses, tubes, trains, cycles – even river boats!) in the same format. Thisenables developers to write simpler code and access the same types of dataacross all forms of transport quickly, making development faster and easier.

Offering our data in a usable format and free-of-charge is helping tostimulate innovation in information provision. It enables developers to thinkcreatively and test their analytical skills, while giving Londoners up-to-dateinformation about public transport and road networks. Around 8,200 open data users are currently registered for TfL’s Unified API, from app developersto academic institutions and sat-nav providers. Almost 500 apps are now being directly powered by our open data, giving more choice and conveniencefor customers.

Offering open data is also cost-efficient. As part of an independent studyin 2013, commissioned by the Department for Business, Innovation and Skills,Deloitte found that our open data approach saves passengers up to £58 millionper annum in time against a £1 million annual investment in making the feeds reliably available. Usage has since doubled with 42% of Londoners now using apps powered by our data. We have saved money because we havenot had to develop and maintain these products ourselves. We now have athriving market in public transport apps and many new businesses and jobscreated in London’s booming tech sector because of our data – all at low costto our organisation.

However, it is not just about making our data available and seeing whathappens to it. We have been actively working with a number of differentorganisations to experiment with our data feeds and improve them. Ahead ofthe 2016 London Marathon, we worked with the sat-nav manufacturerTomTom to trial a bespoke data feed covering the planned road closures for theevent using DATEXII – an industry standard format for traffic event planning.We are now evaluating the trial to see how this data format could be used to bring better information to road users. We are also trying to tackle the

capital’s challenges by hosting ‘Hack Days’. These events bring developerstogether to see how they can utilise our data to make improvements. Earlier in2016, almost 50 developers experimented with how they could interrogate ourtraffic data, provided by tiny sensors that are buried in the road, to providefurther data feeds.

In an age of digital innovation, the opportunities that providing free opendata can present are incredibly exciting and seemingly endless.

Reference1. To find out more about TfL open data, please visit: https://tfl.gov.uk/info-for/

open-data-users

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Phil Young is Head of Online at Transport for London(TfL), creating the web, mobile, open data, social mediaand intranet products that serve 10 million customers and27,000 staff. He leads on social media for marketing,customer services and live travel information, spanningover four million followers. Phil led the delivery of TfL’smobile-first website, launched in March 2014, which isnow used by 83% of Londoners. He has also been

instrumental in the delivery of open data, releasing feeds and live APIs toa community of over 8,000 registered developers, powering over 460 appsused by millions.

Journey planning apps maketravel easier for customers

Lauren Sager Weinstein joined TfL in 2002 where shehas held a variety of roles including Senior BusinessPlanner, Acting Head of Finance for London’s TransportMuseum, Chief of Staff to the Managing Director ofFinance & Planning and the Head of Oyster Development.During her time at TfL Lauren has worked on a number ofprojects: the establishment of TfL’s first long-term fundingpackage for infrastructure investment; the development of

the Oyster system; the launch of contactless payment card acceptance onTfL’s buses and the successful delivery of the London 2012 Olympics byproviding analysis on travel patterns. Originally from Washington, DC,USA, Lauren has degrees from Princeton University and from the HarvardKennedy School of Government.

UK PROFILE




During the past five years the core tasks of the

Passenger Transport Executives (PTEs) expanded from

developing passenger transport services for the

largest city regions to creating holistic urban and

regional transport systems which are at the heart of a

wider agenda to drive economic growth and higher

quality of life.

This shift could be seen in the formation of the

country’s first Combined Authority in Greater

Manchester in 2011 whose powers were subsequently

enhanced by a series of devolution deals with central

Government. This process has been replicated in other city

regions and is now being taken to the next level with the

creation of Mayoral Combined Authorities for which

the first round of elections are due in May 2017. As

part of this ongoing process the status, role and name

of the PTEs has also changed. Some have been abolished

as separate legal entities, others have been rebranded

– but all are now working closely with their Combined

Authority to ensure that transport planning is fully

embedded within wider social, environmental

and economic plans.

As well as marking the way in which the

major city regions outside London are

changing, the rebranding as Urban Transport

Group also saw Transport for London (TfL)

joining us as full members which strengthens

the network immeasurably and means that

we are now truly the voice of urban transport

in the UK.

The rebrand also reflects the expansion of

our role into a body that looks beyond public

transport to encompass a far wider portfolio

including freight, logistics, cycling, walking, air

quality and highways. This expanded remit

takes us from PTEs to a new level, shifting

from public transport to mobility and place-

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Cities need to think about the future of air quality and provide ‘cleaner’ public transport vehicles

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The launch of the Urban Transport Group in early-2016 represented far more than a rebrand from its formername, pteg (the Passenger Transport Executive Group). It demonstrates the significance of changes over the past five years in transport responsibilities and governance in the UK’s major city regions. Chair Jon Lamonteexplains what the changes mean and how the Urban Transport Group will move forward as the voice of urban transport in the UK.

making, focusing on all modes and on how we can shape urban areas

that people want to live, work and invest in.

As a network we have always focused on three roles but now, with

the right name and with TfL on board, we are able to do more in each

of these. Firstly we are the network for urban transport professionals

working in the public sector. We help our members do more for

less through co-commissioning rather than each of our member

organisations commissioning similar work separately. We have done

this in a host of areas – including on concessionary fares, modelling

future bus demand and passenger opinion surveys. The savings

that accrue from joint working cover the

subscription costs of being part of

the network many times over. We also run

a range of working groups covering both

overarching issues like finance and

planning but also specific policy areas like

bus, rail and organisational development.

A members-only section of our website1

provides additional benefits including

‘Insight’ – hosting datasets and indicators

which allow our members to compare

performance and identify key trends.

Our second role is to make the case

for urban transport and, in particular, for

adequate funding and for the powers and

tools needed to ensure that our cities

can support inclusive and sustainable

economic growth. In making the case, we

do not argue for funding for transport for

transport’s sake but in terms of what that

funding can do for our cities. For example,

our work on the economic case for bus sets out in detail how every

pound of public support for bus services supports multiple policy

objectives. The bus enables access to work, reducing the costs

associated with unemployment. It cuts costs for the health service by,

for example, helping to improve air quality, connecting people to

healthcare appointments and promoting independent living. It gives

young people access to education and training. It opens up new

development sites. It replaces car journeys thus benefitting all road

users and the wider economy through reduced congestion. By arguing

this wider case for the bus we have been successful in ensuring the

survival of the main govern ment subsidy flow for bus services.

Our third role is to provide thought leadership for the wider sector,

looking beyond the immediate and the day-to-day to examine and

reflect medium- and long-term changes and challenges that our

members face. For example, our report on ‘Total Transport’ looked at

the oppor tunities for more effective use of scarce public funding

through pooling transport budgets and vehicle fleets where at present

healthcare, social services and education departments all run their own

separate transport operations alongside regular

public transport provision. We recommended pilots

to look at the potential. Government took up both

the idea and the name ‘Total Transport’ and the pilots

are now underway. Our Horizon Scanning report on

the implications for urban transport policy of

transformative technological and social change has

also been well received as the first report of its type

to look at everything from Uber to an aging

population, and from the rise of the smart device to

connected and autonomous vehicles – from a public

policy perspective.

As the UK’s voice of urban transport we are

also international in outlook. This is because there

is increasing convergence around the world on

both the transport problems that major cities face

and the solutions they are adopting. From Paris to

New York and from Manchester to Berlin, the same

imperative is emerging that cities need to be well

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Smart ticketing offers the opportunity to bind currently disparatepublic transport systems together

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Transport for London (TfL) has joined the Urban Transport Group as a full member

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connected but also have an attractive urban

realm, cleaner air and smarter public transport

systems. Cities can learn from each other how

best to achieve these goals which is why we are

active in international networks like UITP.

As the Urban Transport Group we are well

placed to engage with the Government’s

accelerating devolution agenda including new

buses legislation which should allow the first

wave of Mayoral Combined Authorities to

introduce the franchising of networks of bus

services in the same way that London already

does. As well as offering a far simpler route to

franchising, the legislation also aims to provide

all transport authorities with new tools to get

the most out of the existing deregulated

framework. The legislation could represent a

massive breakthrough for transport in the city

regions outside London giving them the

powers to plan and oversee their bus networks

including simple, smart ticketing that is ready

for the future and integrated with other modes.

With air quality going up the political agenda, it

will also mean that transport authorities can

specify the right buses for the job of contributing to cleaner air.

The Buses Bill sits alongside Government moves to devolve more

responsibilities for local rail services, opening up the potential for rail,

light-rail and bus services to be planned in a way that is more efficient,

effective and integrated. Recently, the franchise for rail services in the

North was let by a new body – Rail North – which brings together local

transport authorities from across the North

with the Department for Transport (DfT).

The intention is that this is a stepping-

stone towards full devolution. It builds on

the runaway success of rail devolution

on the self-contained Merseyside electric

commuter network, London’s ‘Over -

ground’ and ScotRail. In all three cases

devolution led to rising investment,

performance, patronage and customer

satisfaction. Alongside Rail North, a similar

process is now underway on devolution of

rail services in the West Midlands as

well as the extension of the TfL brand

and oversight to more of the London

commuter network.

Smart ticketing offers the opportunity to bind currently

disparate public transport systems together and all Urban Transport

Group members are bringing forward smart ticketing with more

passengers benefiting every week. At the same time the pace of

transformative technological change means the world is shifting

beneath our feet. But by working together we are better able to

respond effectively including through joint working on smart ticketing

and on mobility as a service.

These are exciting times for us as a network. We have a stronger

consensus than ever before around the key importance of investing in

transport as a way of underpinning economic growth and contributing

to making our cities the greener, smarter and inclusive places that

people increasingly expect and want to live and work in. The agreement

on the benefits of devolving more powers is also robust, with greater

devolution on both bus and rail offering the potential for fully

integrated transport networks. Through working together as Urban

Transport Group and with colleagues in counterpart city regions around

the world, we can also learn from each other about how to make the

most of these opportunities to grow our economies and make people’s

lives better.

Reference1. www.urbantransportgroup.org

Jon Lamonte is Chair of the Urban Transport Group andChief Executive of Transport for Greater Manchester(TfGM). His portfolio covers rail, bus, tram, highways,cycling and other forms of active transport. He contributesto the broad community in Greater Manchester through hisrole with the Wider Leadership Team comprising of ChiefExecutives of the districts, Chief Constable, Chief FireOfficer and New Economy. Jon was the CEO of Tube

Lines from 2011-2012, including the critical period of the London 2012Olympic and Paralympic Games. Jon joined from the Royal Air Force wherehe fulfilled a number of senior operational roles and led major projectdelivery. His most recent role was Chief of Staff, Strategy, Policy and Plans,which included co-leading the strategic defence and security review into themaritime programme for the Ministry of Defence (MoD). Prior to this Jonwas Director General Finance for Defence Equipment and Support, theMoD’s £17 billion-a-year procurement and logistics organisation. Other roles included running the RAF’s largest base, Brize Norton, with over4,500 people and three fleets of transport and air-to-air refuelling aircraft. He served in the Falklands, Iraq and the former Yugoslavia. An activemember of the Institute of Directors, Jon has strong experience in leadingchange, driving efficiency and motivating large workforces. He achieved aPhD in History from Birmingham University in 2011.

The Urban Transport Group encourages a shift to greater use of all modes of public transport and to support the growth of urban areas

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...all Urban Transport Group

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Topics for discussion in 2016

b How to introduce a smart ticketing project

b How do we allocate revenue to operators on promoting a ticket which is multi-operator?

b How do we process concessions?

b What is the incentive for operators to use smart cards?

b How do we protect the passenger from criminals using NFC readers?

b How do we cope with the huge variants in societal demographics?

b Rail: how do we incorporate a smoother pricing structure with effective shoulder pricing into a multi-operator smart ticketing solution?

b Passenger counting advances: can the bus industry now adopt a statutory system of revenue allocation like that of the rail industry?

b Best in class multi-modal, end-to-end smart ticketing

b Do we really need smart ticketing?

b Delivering seamless travel experiences by partnering with various transport operators and providing customers ease of booking, payment and ticketing

b How can we marry up several schemes to one over-arching scheme?

b What ticketing solutions will be delivered to the 20% of the population who do not have a bank account?

b What are the various back-office mechanisms and what impact do they have on the local transport authorities?

b Who pays for all of this? Is it worth it? How do you assess ROI?

b How do we account for people who don’t have smartphones, as well as one-off foreign travellers?

SAVE THE DATEetc.venues 155 Bishopsgate, London 23 November 2016

Delivering Multi-Modal, End-to-End Ticketing and Fare Collection to Better Serve the Passenger

Organised by:

Hosted by:

A well organised event, with a great focussed

group of attendees Vix

“

Very useful conference with knowledgeable speakers and

discussions. We found it to be a stimulating and interesting

perspective for a local authority Medway Council

“

Register your interest at www.smartticketingconference.com

For more than two decades West Midlands’ passengers had to rummage

around in purses and pockets to find the exact change for bus fares,

often paying more or asking others for change. Passengers criticised this

‘exact fare’ policy and non-bus users told us that not knowing the precise

fare and the insistence on having the right change was a significant

barrier. Further problems occurred on the Midland Metro tram system –

conductors gave change but when several customers paid with

£20 notes, all the change was quickly used. This was poor customer

service and an added risk for conductors to carry so much cash.

We implemented Pay-As-You-Go on practically all buses and the

Midland Metro and, whilst it is difficult to compete with cash, we’ve

made it easy and convenient. Our products are available online

24/7, with new smartcards being delivered within 24 hours or provided

immediately over the counter at our travel centres, as well as many

convenience stores.

Passengers can choose to ‘auto top-up’ which means they never

run out of money, or, if they want greater control, can buy online and

collect at remote readers located at bus stops and stations or by simply

using an NFC-enabled Android mobile phone.

Pay-As-You-Go created a step-change in the use of smartcards.

When we asked our customers what they thought, the option of buying

and topping-up online was a popular response along with being able to

share the card with the whole family with many explaining that they

increase their daily travel as a result. Furthermore, customers like the

auto top-up option, valuing the card as a convenient way to travel and

meaning they no longer need to worry about having the right change.

Early research showed that users began to travel more on a daily

basis as a result and with discounted fares now available through Swift,

customers should remain happy.

We anticipate significant growth for bus and the Midland Metro tram

service as passengers find using a smartcard secure and convenient.

Having successfully implemented ITSO smartcards for our direct debit

customers on rail and with smart products working seamlessly across all

modes, we aim to continue to roll-out more products in Swift.

As soon as you embark on the smart ticketing journey there’s no

turning back; demand for new and innovative products is relentless.

The challenge is to achieve the balance between delivering the next

initiative for the customer or commercial transport operator whilst

ensuring a robust and fit-for-purpose smart eco-system which, in a

deregulated bus and franchised rail environment, is a real challenge.

We achieved continued innovation and product delivery whilst at the

same time making fundamental changes and future-proofing our core

infrastructure in a period of significant political change.

The West Midlands Combined Authority The West Midlands Combined Authority is the 12 local authorities and

three Local Enterprise Partnerships working together to move powers

from Whitehall to the West Midlands and our locally elected politicians,

who know this region best. Individual councils will still deliver services

and retain their identity but the combined authority will have the

resources to work together.

Historically, the West Midlands was known as the workshop of the

world. Now our challenge is to create jobs, enhance skills, develop

prosperity and drive economic growth. The proposed agreement with

government will see it make an annual contribution worth £40 million

for 30 years to support an overall investment package that will unlock

£8 billion, alongside the creation of up to 500,000 jobs.

A key responsibility is the delivery of public transport. We have a

successful track record of working in partnership with transport operators

and suppliers, and this helps us ensure everyone benefits from an

effective transport system that meets the economic and environmental

needs of the region. It also ensures access to jobs, as well as finding

innovative ways to help reduce congestion and offering seamless

connections for people and goods to home and overseas markets.

BrandingSwift is the brand we have used to build our smart ticketing systems;

it is a registered brand and for some time now has been quietly building

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West Midlands’smart success

Many public transport users in the West Midlands are now travelling smarter with a range of ticketing optionsthanks to Centro’s ‘Swift’ Card. As Swift Commercial Specialist, Chris Lane, explains, passengers no longer haveto delve into their pockets to find the exact change to travel and in giving passengers effective and efficientsmartcard ticketing products, patronage has increased and satisfaction improved.

Figure 1: The stages of the Competitive Dialogue process during the procurement programme

a reputation for quality. Swift was chosen to not be specific to any

organisation or geographic region meaning that it can operate outside

the West Midlands without the problem of being politically

unacceptable or can be adopted by commercial transport operators

without diluting its brand. Swift can easily co-exist with other brands

allowing public transport operators to promote their services whilst

ensuring that passengers know the card in their hand will work on any

bus, tram or train in the West Midlands.

Free travelWe manage the English Concessionary Travel Scheme in the West

Midlands for those at the age of entitlement, for people with disabilities

and for children. There are approximately 537,000 current card-holders

making 75 million journeys a year. The scheme entitles eligible card-

holders to free bus travel in England and is enhanced in the West

Midlands to include free rail and Midland Metro travel.

The Department for Transport (DfT) legislated that all elderly

persons and eligible disabled people would be entitled to free off-peak

(i.e. after 9.30am on a weekday and all other times) bus travel across

England from 1 April 2008. Demonstration of eligibility for the free

concession was mandated via a new national design of smartcard which

was required to meet the ITSO interoperability standard.

A project was put in place to support both the issue of the

concessionary cards (more than 400,000, initially) as well as the back-

office system including card and customer management. The key

element of any smartcard scheme is the HOPS – that is the system

that processes all of the smart transactions. Centro met the DfT

timescales with operational cards being produced from the recently

installed AMS/HOPS.

Smaller transport operatorsIn support of delivering English Travel Concessions we established a

managed service for small operators which takes the complexities of

smart ticketing away from them. Levels of bus operator satisfaction

have been ascertained by survey and found to be very high and we

now have greater levels of trust with transport operators than we have

ever had. This allowed all small operators to participate in concess -

ionary travel and provided the platform for multi-operator smart

ticketing, where now some products are only available on smartcards.

Pay in advanceThere is a broad range of multi-operator, multi-modal tickets

available in the West Midlands. For all bus multi-operator tickets we

are completing the migration of season tickets to smartcard.

We are encouraging operators to convert their own ticketing

to Swift. In addition, we are operational with what we believe is the

country’s first direct debit bus-rail-metro ITSO smart ticket,

which requires no paper counterpart, allowing customers to travel

freely through the rail gates at West Midlands stations and board

any bus or tram.

New tickets only on SwiftNew area segmented season tickets have delivered significant savings

for people travelling on multi-bus operator services within Coventry or

the Black Country1. These tickets were the first to only be available

in ‘smart’ form.

We have encouraged transport operators to innovate and a ticket

giving 5, 10 or 15 days of travel on National Express services has been

delivered. This is perfect for shift-time workers as they can be used

anytime to fit in with irregular travel patterns – these tickets are

20p cheaper (per ticket) than the amount you would pay if buying with

cash on the bus. This ticket was the first of its kind in the West Midlands

and has proven popular.

Pay-As-You-GoWe have a comprehensive Pay-As-You-Go scheme accepted on 23 out

of 27 operators within the West Midlands, including our largest,

National Express. Passengers no longer need to have the exact change

before they travel and most of the operators offer a discount compared

to the standard cash fare. We also have enabled an automatic top-up

function that can link to customers’ bank accounts and ensures that they

never run out of credit.

An excellent on-line retail solution is available where customers can

register and top-up. This includes the ability to transfer purchases from

an NFC-enabled Android phone directly onto a Swift Card so users can

now buy a product whilst waiting for a bus, transfer it to their Swift Card

and use it instantly.

There is a wide-ranging retail solution including 250 convenience

stores through PayZone and eight Travel Information Centres with plans

to be available at over 1,000 locations by the end of 2016.

BenefitsFor a public body such as Centro, many of the benefits, including

increased patronage, mean that private transport operators actually

accrue the financial benefit. We do generate a modest income through

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A concessinary travel card is available for those at the age ofentitlement, for people with disabilities and for children

Swift Card branding

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charging for the use of our shared systems and through a small

commission rate on the frameworks we have let.

For the customer, Swift has meant real savings (in some instances

up to £124 per year) by switching to new regional products only

available on Swift and for Pay-As-You-Go it has meant a discount

on cash fares.

Customers have easy access to travel products from the Swift

Portal, Centro Travel Information Centres, transport operator shops

and from around approximately 1,000 PayZone outlets. This makes

public transport more attractive, convenient and a far better

experience. A particular benefit for customers in the West Midlands is

that smartcards remove the need to have the exact fare, which, for cash,

is required on around 80% of buses. The smartcard also brings the

benefit of security over cash, as Swift Cards can be replaced at a

nominal administrative cost.

PromotionIt can be very difficult to get smartcards into everyone’s hands, however.

The initial strategy has been to move paper-based season ticketing

onto smart offering; we also introduced products that are only available

on smart. However, for the individuals who use cash we wanted to

convert them to Pay-As-You-Go. Therefore, alongside the standard

ways to promote smart products such as social media and outdoor, we

took the approach to put the products into the hands of customers with

credit already loaded on the card; effectively free travel using

smartcards. Through this approach we were able to accurately track

how successful this promotion was, unlike standard marketing

techniques. During the first phase we found that 80% of all the cards

issued as part of the promotion were used on buses with over 10%

continuing to be used after the free travel had expired.

ProcurementWhen we were rolling out new products, contracts for our core systems

were coming to an end. We had set ourselves an ambitious target to

further develop smarter mobility, journey planning and integrated

ticketless travel across the conurbation, in line with ongoing Smart

Cities work.

To achieve this, a procurement programme was set up to deliver

the following:

a) Improved customer experience by providing a wide range of easy-

to-use and accessible retail channels and self-service facilities

offering multi-modal smart ticketing

b) Customer insight; helping us to know our customers better through

a single view of the customer, high levels of automation and

streamlined back-office processes

c) Commercial opportunity for developing innovative technology

with partners.

We used the Competitive Dialogue process for the procurement

utilising the stages as shown in Figure 1 on page 17.

The dialogue was particularly important allowing us to shape the

procurement with the suppliers and to refine it to one that could be

practically delivered. We awarded framework for up to 10 years

recognising the investment and effort required to set up these types of

systems and to develop a partnership way of working with a supplier

who would participate in our ongoing innovation of smart ticketing.

As a result of this process we have frameworks that offer improved

smartcard services to customers, efficiency through self-service, and

reduced operational costs. Each framework:

■ Is offered through a single supplier who may be directly appointed

■ Is open to any public sector or private organisation

■ Runs for up to 10 years.

Take-up and what nextBy the end of 2016 all of our adult bus season tickets will be smart. We

will continue to introduce products on the rail network and work with

partners from other regions as we see Midlands Connected develop.

The future will see a lot of momentum to increased use of contactless

bank cards and we are currently investigating this. We aim to continue

building on the excellent work we were involved in with the UK Cards

Association and DfT in setting a standard for the use of contactless in a

transit environment.

Reference1. £126 per annum saved in Coventry and £86 saved in the Black Country.

Chris Lane has worked in the public transport industry formost of his life and has had the opportunity to deliversignificant changes to public transport. In his role at CentroChris is able to deliver change through people, processesand technology; in particular the application of moderntechnology and working practices to deliver new andinnovative services to passengers. Chris’ backgroundencompasses delivering significant business improvement

programmes, implementing innovative ITS and ICT systems, modernisingand managing a large data collection team and playing a major role in thesuccessful delivery of Centro’s smartcard and passenger informationschemes. Chris is currently leading the refresh of the Smartcard Systemsthrough an innovative procurement approach.

The benefits of a Swift Card

AFC migration –smooth systemupgrades andconvergence

On 10 May 2016 Eurotransport’s latest Webinar took place which focused on the challenges and new possibilitiesof automatic fare collection migration. The Webinar was supported by NXP Semiconductors and used anexample from Argentina as a case study reference.

Presentations from:

WEBINAR REVIEW




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If you would like Eurotransport to organise and host your Webinar, contact Jude Marcelle-Hoffbauer now on +44 (0) 1223 345 600 or email [email protected]

To keep up-to-date with daily industry news, online-only articles and Webinar announcements, join our groups on LinkedIn, Twitter and Facebook – just search for Eurotransport.

This Webinar wasin association with:

This Webinar is available on-demand via the Eurotransport website

VIEW IT NOW AT:

www.eurotransportmagazine.com/webinar5

The accelerated use of contactless technologies and the con -

vergence of multiple applications demand secure, proven and

stable technologies that also have the flexibility to benefit from

future technology and application trends. This was a key theme

running through the Webinar which gave a platform for NXP to

highlight its MIFARE Plus product family and the benefits and

advantages the solution offers.

The Sistema Único de Boleto Electrónico card (aka the SUBE

card) has recently proven an outstanding success in Argentina.

The Webinar explained how Nacion Servicios – the public transport

operator responsible for SUBE’s AFC system – augmented its

automatic fare collection system to include a new level of high

security, allowing the possibility of the future expansion of its

operation to other cities in Argentina.

Miguel presented SUBE’s challenges, experiences and solutions

in upgrading and using NXP’s MIFARE Plus product family and the

wide range of application possibilities that opened up through

the transition.

As is customary at the end of a Eurotransport Webinar, there was

time for an audience Q&A section where Johannes and Miguel

answered some probing questions, delving deeper into the security

aspects and what the future holds.

Johannes GrüllProduct MarketingManager, MIFAREClassic and MIFARE Plus,NXP Semiconductors

Miguel Padula FilhoBusiness DevelopmentManager, Smart Mobility & Banking, NXP Semiconductors

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Modeshift –the sustainabletravel networkIf you got a chance to read his ‘online-author-preview’ in April 20161, Ross Butcher – Chair of Modeshift2 –introduced the organisation and the work they are doing to improve sustainable travel delivery in the UK. He alsocovered the importance of sustainable travel and challenged readers to think about a journey they have taken asa passenger or driver of a car that could have been replaced by a more sustainable travel mode. Here, Ross takesus on a journey through childhood, lifestyle changes and how Modeshift wants things to be made easy.

Getting back to basics, Modeshift is a national network of sustainable

travel practitioners based in the UK. We have over 600 members from

local authorities, the profit and not-for-profit

sector. Established in 2001, we are a best-

practice sharing organisation. With expertise

and experience in sustainable travel up and

down the country (as well as internationally), Modeshift exists to

highlight what works well and in supporting the industry to increase

levels of sustainable travel. We do this to enhance economic growth,

improve the health of our population, reduce congestion and improve

air quality. Today there are few who doubt the value of sustainable

travel and its far reaching benefits, but we

acknowledge that more needs to be done.

With the aim of taking a journey back to

your childhood, I present the following

questions: Did you walk to primary school? Can you ride a bike and, if

so, at what age did you learn to ride and who taught you? Did you ride

the bus to secondary school? Did your family have a car? If so, how




many? And, for fun, what was your

favourite TV programme? These are great

questions to bring up in discussion with

someone. You might say how different

things are today or perhaps continue

the conversation on childhood TV

programmes. My point here is that the

impact of the education, life skills,

knowledge and experiences we encounter

as children has a long lasting impact when

we reach adulthood. Focusing on the

journey to and from school is where

Modeshift began.

For the last 15 years Modeshift

has worked alongside its members

and partners in England to support and

enhance the field of sustainable travel with a focus on the journey to

school. Our core programme is the Modeshift STARS National School

Travel Awards (In London, Transport for

London (TfL) runs an equivalent scheme

called STARS). Both the TfL and Modeshift

STARS programmes are free to all schools

and help to implement key actions

that have shown to increase levels of

sustainable travel. Schools that take part

can be recognised at either a bronze, silver

or gold level. We offer these programmes

to schools as it’s important to embed

sustainable travel messages as part of a

child’s education and development.

A child that travels by active modes

(walking or cycling), uses public transport

(and knows how to use it) and is aware of the impact of all modes of

transport on several aspects of life (i.e. the environment, cost

of living and time) is more likely to travel by sustainable modes in

the future. Modeshift wants all children to have this opportunity.

Support for schools from local authorities, other organisations and

national government is crucial; but not all children are reached by this

important stage in their development. Modeshift continues to expand

its national awards scheme to schools outside of London. We have over

2,000 schools engaged3 and there are many more we want to reach

through our scheme. STARS has also gone international and very soon

countries and cities in the EU can take part. If you have young children

of your own, work in or support a school in anyway, I hope you’ll hear

about these great initiatives soon.

My second topic is lifestyle change. At the beginning of March 2016

I made a big lifestyle change – I moved house. I left the inner-London

borough of Hammersmith and Fulham to a district in the town of Hemel

Hempstead in Hertfordshire. Hemel is known as

a ‘New Town’ – one of many that developed in

the 1950s after the Second World War.

Our most notable feature is the ‘Magic

Roundabout’ and if this is news to you please

Google it. What this change in my lifestyle

means to me is an oppor tunity to change how I

travel. This may not apply to everyone, but

everyday people are making new journeys and

not always by the mode that could help them

either get more exercise or save a little extra

money every week.

In recent years Modeshift has recog nised

the need to expand our focus on journeys

outside of the educational spectrum. Our best-

practice sharing now covers journeys for

business and leisure purposes. In 2015 we

launched a new national initiative called

STARSfor. Our STARSfor scheme is all about

supporting places of work and new

developments to adopt sustainable travel

actions for their staff, visitors and, in places,

residents. Later in 2016 STARSfor will be

UK PROFILE

Advances in technology will play a key role in how passengers travel

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Modeshift exists to highlight

what works well andin supporting

the industry toincrease levels ofsustainable travel

UK PROFILE




re-launched as a national accreditation

scheme. In partnership with local auth -

orities countrywide, we will be supporting

organisations to increase levels of

sustainable travel and become recognised

for what they do. Through STARSfor we

plan to reach people who make regular

journeys and also those who experience

lifestyles changes and are about to make

a new journey.

This leads me to my third area of

consideration – making things easy. Today

we have more ‘messages’ thrown at us than at any other point in history.

The days of long emails and videos to communicate a message are

coming to an end. We want things done for us and communications to

be short to support the back-log of other things we need to do.

Modeshift is certainly getting more into this area as time goes on.

We have a Twitter account4 and an Instagram account (which I need to

get my head around) and our services to members are all online.

Our STARS system for schools and STARSfor system for businesses is all

about enhancing engagement, making their job easier and saving time.

We will need to do more with making things easier as technology is

moving at a ridiculous pace. Think about the smartphone and the fact

that you can plan nearly any journey you want using it. The journey

planning app I use tells you the quickest route, the time it will take,

distance and calories burned (and I’m sure this is fairly basic in terms of

apps). Smartphones are a great example of how we want things fast,

easy and accessible. Modeshift certainly has no plans to launch a new

phone, but we do want to highlight and support ideas and products

that make sustainable travel easier. Technological development is going

to play a key part in how we continue to travel. With a greater

introduction of cleaner automobiles, faster trains and electric bikes to

our industry we will see some issues decline – although technology

needs to be treated carefully and we cannot become over reliant on it

for our everyday use. Watch the film Wall-e (if you have not seen

it already) and you’ll see where I am coming from.

That’s the end of this short journey through childhood, lifestyle

changes and making things easy. They are all interlinked in certain ways

but only three elements of many that go hand-in-hand to support

sustainable travel. Modeshift covers a wider remit than I have been

able to share here so feel free to visit our website2 for more information.

I would like to mention that Modeshift is managed by a board of

13 volunteers and two full-time paid staff. I work full-time (like the

other 12 members of the board) for Transport for London and we all

give our own personal time to Modeshift and its important cause.

References1. www.eurotransportmagazine.com/news/transport-extra2. www.modeshift.org.uk3. As of May 20164. @modeshift1

Ross Butcher joined Transport for London (TfL) in 2006 asa graduate in Transport Planning and since 2008 hasspecialised in sustainable travel planning and behaviourchange. He currently manages TfL’s secondary school andhigher education programmes. Ross joined Modeshift in2008 as the London regional representative, taking on therole as Vice-Chair in 2009 before taking over as Chair forModeshift in 2011. Prior to working in transport Ross servedas a Director at a number of summer camps in the USA.

Modeshift encourages people to think about using sustainable modes of transport instead of driving a car

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Technologicaldevelopment is

going to play a keypart in how we

continue to travel

West Metro –Finland’s biggestinfrastructure project

The new stations along the first phase of the 14km-long Ruoholahti–

Matinkylä section will be located in Lauttasaari and Koivusaari in

Helsinki, and in Keilaniemi, Otaniemi, Tapiola, Urheilupuisto,

Niittykumpu and Matinkylä in Espoo. The 7km-long Matinkylä–

Kivenlahti section of the metro line will be completed during the

second phase of construction and will include five new stations at

Finnoo, Kaitaa, Soukka, Espoonlahti and Kivenlahti.

In addition to the stations, 23 shafts will be built for emergency

exits that are also used to house pressure equalisation, ventilation and

smoke extraction systems.

An underground metro depot will also be constructed in

Sammalvuori for housing and maintaining the metro vehicles.

Metro traffic started in Helsinki in 1982 with the Rautatientori–

Itäkeskus connection. Since then the metro network has been

The West Metro project is the biggest infrastructure project in Finland, extending Helsinki’s metro network to thecity of Espoo. In the project’s first phase, eight new stations will be constructed with a further five built duringthe second phase. The metro will operate on 21km of underground lines in two parallel tunnels constructedthrough tough rock infrastructure. Ville Lehmuskoski, CEO of Helsinki City Transport and Matti Kokkinen, CEO of Länsimetro Oy, share further information about the project as the first construction phase is due to be completed in August 2016.

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extended in several stages with the latest

station in Kalasatama having opened in

2007. Currently the Helsinki metro system

has 17 stations.

In June 2007 the cities of Espoo and

Helsinki jointly founded a company called

Länsimetro Oy (West Metro Ltd.) to

construct the West Metro line and its

stations which began in 2009. The

construction of the first phase of the West

Metro will be completed in August 2016

and the entire line from Matinkylä to

Kivenlahti will be completed by 2020 at

the earliest.

One of the safest metro systems in the worldThe tunnels of the West Metro are being

excavated through tough bedrock in an

economical and safe manner consisting of

two parallel tunnels with fire compart -

ments. Each tunnel is 6m-wide and will be

excavated at a depth and location that are

favourable from a geotechnical perspec -

tive. The distance between the tunnels

varies between 13-17m. At the turnaround

track section, the distance will be a

maximum of 50m.

In an emergency situation passengers

will exit the tunnel and enter the neigh -

bouring tunnel through ‘smoke traps’ in

the connection tunnels. The distance between connection tunnels

is approximately 150-170m and exit shafts will be located every

600m. There will be a pedestrian walkway in the tunnel that will

also be equipped with signals, safety lights and signposts to be

installed every 25m.

The tunnel network will be equipped with fire detection and video

surveillance systems and trains will have a built-in public address system

for emergencies. These safety elements will require trains to operate

undisturbed, otherwise the system will be stopped for some time whilst

the disruption is cleared.

Improved service level with the new interlocking systemThe metro is the fastest and most reliable mode of transport in the

Helsinki metropolitan area and currently has two different kinds of

metro trains. The older M100 trains were manufactured in Finland

between 1977 and 1984, whereas the newer German M200 trains are

from 2000 and 2001.

A major overhaul of the M100 trains was carried out during

the 2000s. New M300 metro trains have been purchased for the

extended metro traffic required for the West Metro. The M300

Each new station has a 90m-long platform area in the middle. Aalto University station has approximately 12,000 users per day

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Map of West Metro line and stations

Credit: Länsimetro Oy

The metro willoperate on 21km of

underground lines intwo parallel tunnels

constructed throughtough rock

infrastructure

series metro trains have been acquired from

the Spanish rail vehicle manufacturer

CAF and will feature air-conditioning; LED

lighting; passenger counting systems; and

sprinkler units.

Helsinki City Transport had planned to

automate the M100 and M200 trains, but

the automation project with Siemens was

cancelled at the beginning of 2015. When

the West Metro service begins in August

2016, there will be drivers on the metro

trains. All trains will operate at 2.5-minute

intervals during rush hours between the

Tapiola and Itäkeskus stations. The current

interval during rush hours is four minutes. Trains are currently

135m-long but when services start they will be just 90m-long

and operate at shorter intervals meaning that passenger capacity

can increase by approximately 6.7%. The short intervals will be

achieved using a new interlocking system acquired from the Finnish

supplier Mipro Ltd.

The biggest infrastructure project in FinlandThe two cities have agreed on a mutual distribution of costs along the

city border, using the principle that each party meets the construction

costs related to its own area. The costs will be divided so that the city of

Espoo’s share is approximately 85% and Helsinki’s share approxi-

mately 15%. The government of Finland is providing approximately

30% of the costs.

Construction of the West Metro has a significant effect on

employment and it is estimated that the project will require a total of

approximately 6,000 person years. Over the course of the entire

project, the West Metro will employ hundreds of planners.

INFRASTRUCTURE




Koivusaari metro station in Helsinki is the only metro station in the world located under the sea

Ville Lehmuskoski is the CEO of Helsinki City Transportwhich is in charge of operating metro, tram and ferrytransport and developing public transport infrastructure inHelsinki. Ville is also Vice-Chairman of the Board atLänsimetro Ltd. In 2012-2014 Ville was the Director of theTraffic Planning Department in the city of Helsinki.Previously, Ville has worked as the Director of the PublicTransport Planning Department at the Helsinki Region

Public Transport Authority and was a transportationconsultant for 10 years.

Matti Kokkinen is the CEO of Länsimetro Oy (WestMetro Ltd) – a company jointly owned by the cities ofEspoo and Helsinki that is tasked with building the WestMetro. Before the Länsimetro project, Matti worked as aProject Leader on the Suurpelto project in the city ofEspoo, and previously spent 15 years as a consultant intraffic telematics and traffic planning.

West Metro facts■ 21km in total■ 2 parallel tunnels■ 13 new stations in total with 90m-long platforms■ 18 access tunnels■ 23 exit shafts■ 170,000 passengers every day■ 3,050 Park & Ride spaces■ 4,100 bicycle parking spaces■ The final cost estimate for the Ruoholahti–Matinkylä section is

€1,008 million■ The cost estimate for the Matinkylä–Kivenlahti section is €801 million

(at the price level of November 2013)■ Employs hundreds of designers and thousands of construction workers

with thousands of indirectly-employed subcontractors.

All trains will operate at

2.5-minute intervalsduring rush hours

between the Tapiola and

Itäkeskus stations




Smart CitiesSUPPLEMENT

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SPONSORED BY:

28 Shaping smart cities Ivo Cré, Deputy Director and NicolasHauw, Policy Officer, Polis

31 The symbioticecosystem of smart mobility and smart cities Marko Forsblom, CEO, ITS Finland

34 Traffic planning inMalmö supports asustainable andsmart city Milan Obradovic, Chair of the Technical Committee, City of Malmö

38 Innovative times forpublic transport Ian Hall, Eurotransport contributor

Shaping smart cities

On a global scale cities and industry are developing coherent

operational tools to better plan and manage urban territories and

improve quality of life for citizens. These tools are the practical

translation of a deeper understanding of interdependencies and

synergies between sectors such as transport, energy, urban planning,

economic development, environment and health. The interrelation

between all these sectors is what constitutes a ‘Smart City’, which is able

to link all these aspects in order to aid citizens with their daily commute

and travel options.

The EU is addressing the challenge to make cities smarter by means

of a package of instruments: research and innovation with funded EU

programmes; policy development and community building through the

European Innovation Partnership, Smart Cities and Communities; and

finance in combination with the European Investment Bank, the

Connecting Europe Facility Programme and the European Fund for

Strategic Investments. This is where specific ongoing European

projects, such as the Growsmarter Project1, act as a tool to better

upscale and disseminate good practices assessed by 50 public and

The transport sector is currently experiencing a paradigm shift. Coinciding with transitions in the field of energyuse, such as the deployment of electric modes of public transport, there are now smart and integrated transportsystems and a behavioural change emphasising the sharing economy and active travel modes. These changesaffect passenger, freight, businesses and leisure travel. As Ivo Cré and Nicolas Hauw from Polis explain, thisparadigm shift facilitates the achievement of ‘Smart City’ objectives such as stimulating the local innovationmarket, mainstreaming best available technologies and knowledge-based decision-making.

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private partners for future smart cities. The example of fast electric

charging shows that transport has a lot to offer the ‘Smart City’. Polis2

wants to ensure that local urban mobility stakeholders can take full

responsibility in co-creating the Smart City and pursuing Smart

City objectives, without transport being made subsidiary to other

sectors, such as energy. This can be the

basis for appropriate EU institutional

arrangements to support local transport

actions in Smart Cities.

The transport sector in general leaves

ample room for improvement in terms of

(energy) efficiency, environmental per -

form ance (air quality and noise) and

leverage for economic development. For

several of these objectives, actions in

transport will be more cost efficient than

in other forms of urban infrastructures

and sectors, where the ‘quick-wins’ have

been made and ‘low hanging fruit’

has been harvested.

In particular, the urban transport field

can – and should – contribute to realising

European Union policy goals, whether they are overarching strategic

goals (jobs and growth, energy targets), or targets applied specifically

to transport (road safety, 2030 clean logistics targets etc.).

The transport sector is currently shaping and experiencing a

paradigm shift, with coinciding transitions in the field of energy use

(electrification), technologies (Intelligent Transport Systems, Real-Time

Traffic Information) and behavioural change (sharing economy, focus on

active travel). These changes affect passenger as well as freight

transport; business as well as leisure travel. This paradigm shift can be

directed to achieving Smart City objectives such as stimulating the local

innovation market, mainstreaming best available technologies and

knowledge-based decision-making.

For this reason Polis strongly believes that the urban mobility

component within the Smart Cities concept should be further

enhanced. Therefore, Polis recommends the following approach in

terms of governance, community building and financing tools for

research and innovation.

GovernanceThe European Commissioner for Transport should play a key role in

raising awareness of the urban mobility component. Support should be

given with the promotion of indicators for sustainable urban mobility

plans that have been assessed and fully supported by transport peers

and European stakeholders in the field of urban mobility. Furthermore,

within the High Level Smart Cities and Communities representative

groups, further presence of urban transport stakeholders should be

ensured in order to gain equality regarding the representation of cities,

business and research.

Financing research and innovationThe European Union should ensure and secure the continuation of

EU funding streams of research and innovation for Smart Cities,

What is PIS©?LANCom PIS© is designed to provide the latesttrain time information to public transport pass -engers. It provides information about currentdelays, cancellations and other events in a clear and straightforward manner, enablingmore effective planning of everyday trips orlonger journeys.

How does it work?Our system would not exist without theLANCom PIS© software solution that collects all the relevant information on trains passingthrough the chosen stations. The system islinked to the signalling technologies on thetrain tracks, which makes it possible to calculatethe current delay of each train individually. Anyextraordinary events are entered and managedvia a central interface, otherwise the systemfunctions completely automatically.

Information for passengers is shown using LCD/TFT or LED displays. The solutionalso offers a public address function that is

made possible using AoE technologies. All units can be placed at various locationsoutside or inside the train station.

Top five advantages and features Features1. Showing train delays based on manual

delay entries, or on the basis of datareceived from external systems

2. Automated import of train timetables andcalendars from external sources

3. Simple signboards and audio sources management

4. Multiple timetable session support5. Multilingual, local and regional support.

Advantages 1. Cloud ready, web-based architecture 2. Compliant with EU legislation and

demands (TSI-PRM 2014) 3. Modern application user experience 4. Multi-platform display support 5. Low upgrade and maintenance costs.

Additional info Martin Hren: [email protected]+38623300110LANCom d.o.o., Tržaška c. 63, 2000 Maribor

www.lancom.si / pis.lancom.si

LANCom PIS© – a comprehensivepassenger information system

about train timetables

On a global scale cities and

industry aredeveloping coherentoperational tools to

better plan andmanage urbanterritories and

improve quality oflife for citizens

including via the Horizon 2020 programmes; its follow-up post

2020, and the future of the European Institute of Innovation and

Technology; and in particular Knowledge and Innovation Communities

for urban mobility. Any budget uncertainty for the Horizon 2020

situation would hamper fundamental research and exchanges, hence

potential projects that would otherwise lead to demonstration activities

and ultimately deployment in the market. Additionally, we would

welcome the test and trial voluntary top-down coordination of

territorially grouped EU financed projects.

Community-buildingIt is extremely important to pool several existing communities together,

both at European and global cooperation levels, in order to increase

existing local best-practice exchanges. This would also allow a single

entry point in order to link CEF and EFSI funding to capacity and

community building initiatives and further disseminate local success

stories and the ‘lighthouse projects’ under the European Innovation

Partnership for Smart Cities and Communities activities.

References1. www.grow-smarter.eu2. www.polisnetwork.eu





GrowSmarter is focusing on the energy efficient and environmentally soundrenovation of buildings. In connection to this there are quite a few mobilitysolutions that complement smarter and more environmentally- and energy-efficient transportation. One of the components of this project is theimplementation of local electric charging infrastructure that constitutes the backbone of electric private vehicles, be it for public fleet, private use orcar-sharing schemes. Currently in deployment in Stockholm and Barcelona – based on several preliminary studies, cross benefit analysis and urbanmapping – these infrastructures will serve as an incentive for citizens tochange their lifestyle toward a more sustainable urban transportation system.It will improve urban mobility in terms of energy efficiency and environ -mental performance for air quality and noise reduction.

In an interview for Eurotransport, Eva Sunnerstedt– Project Coordinator at the City of Stockholm –outlines the current opportunities and challengesfaced locally for the full deployment of a smart citiessolution in urban transportation.

Is fast-charging identified as a key componentin your local electromobility plan? If so, howdoes it contribute to the Smart City concept?Electric vehicles and charging are part of the smartmobility solutions in GrowSmarter. Fast-charging iscurrently being installed for public use on public land inStockholm and Barcelona. It is one component in theelectro mobility plan for Stockholm. However, it is not akey component: what is required for a full uptake of thelocal market will first and foremost be home and office

charging – generally where most cars are parked. As such, fast-charging iscomplementary to the general Smart Cities scheme.

What are the current challenges you face locally for fast-charging deployment?Road signs to mark the place is complicated in Sweden. The accurate roadsigns are not the ones we would like to have. It is quite difficult to know howmuch fast-charging is needed and where the best locations are – taking allissues into consideration. Legal aspects on how to allow private operators toput up charging on public land are also not entirely clear, although differentsolutions can be applied in this particular case.

Bearing in mind the costs of deploying electric charginginfrastructure in cities, one solution is to opt for private partnersand outsource the infrastructure costs and its revenues. But isthere really a business case for fast-charging infrastructure?The City of Stockholm uses a business model based on access rightsagreements signed by the Traffic Administration and electric utility companies,in this case Vattenfall and Fortum. The first agreement included a singlepayment as well as an annual fee, which at the time was the lowest possible rate.Subsequently, the Traffic Committee decided that access rights agreementswithin the project would not incur any payment. In total, 10 agreements havebeen signed within the framework for the commission for a duration of 3-5 years. Private actors concerned are granted the right to use space on public land for parking spaces with fast chargers and related installations. The actors themselves finance the charging equipment, power supply and

necessary power lines, as well as signageand marking out of the area.

So far, experiences with the businessmodel have been very positive with a clearunderstanding between the city and thecompanies establishing fast-chargingfacilities regarding installation, operationand phasing-out. By using access rightsagreements, the city retains the right ofdecision, which is key to land-use planning.

In future access rights agreements weintend to include all three current fast-

charging standards as compulsory for any new charging points or station.Requirements for reliability should also be added, and will apply equally to allactors. A reasonable requirement would be that the station is running andfunctioning at least 90-95% of the time.

In your opinion, what incentive/strategy could overcome the barriers faced and enable a viable business case scenario to be deployed?I believe there is a business case for fast-charging in Stockholm but not to theextent of normal charging. For normal charging on street level there has beenvery little interest to use the same business model as for fast-charging.Currently there is new state funding to apply for regarding charging facilitiesand this might change the picture and make it a better business case. As theGrowSmarter project will locally focus during 2016-2017 on e-car and e-bikessharing, as well as on e-cargo bikes, the question around charginginfrastructure and business case around it will also arise.

Ivo Cré has been Deputy Director at Polis since March2015. Before joining Polis in 2006, Ivo was Policy Officerfor mobility at EUROCITIES, Assistant to a Member ofthe European Parliament, Advisor to the Belgian Ministerof Environment, and Project Leader at Langzaam Verkeer.He has been involved in a wide range of Europeantransport projects; coordinates the Polis Working Group oneconomic and social aspects of transport and is the Poliscontact for Smart City issues.

Nicolas Hauw joined Polis in February 2015 as PolicyOfficer and is in charge of EU institution relations andpresents Polis to stakeholders and partners in Brussels.Nicolas worked on the TIDE and NODES Europeanprojects and is currently involved with CIVITASCAPITAL, GrowSmarter and EAFO. Nicolas has gainedbroad experience in European Policy from his previouspositions as an elected representative in Brussels at theEuropean Parliament, in regions and cities.

Electric vehicles and charging are part of

the smart mobilitysolutions in GrowSmarter

The GrowSmarter Project and fast-charginginfrastructure experience in Stockholm





The symbioticecosystem of smart mobility and smart citiesThe global megatrend of urbanisation has been a major driver for the ‘smart city’ phenomenon, together with the digitalisation that spreads to every corner of our society. In this urbanisation process, 2015 marked animportant tipping point. Half of the global population now live in cities with figures rising by approximately 1.4 million people each week; that figure is double the amount of people living in the Finnish capital, Helsinki.Marko Forsblom, CEO of ITS Finland, explores the future requirements of smart cities and the big changes andnew opportunities that digitalisation, automatisation, electrification and servitisation will bring to the industry.

This progress requires new buildings, new roads, new transport systems

and new everything. It is said that 75% of the infrastructure that will be

in place by 2050 does not exist today. This development brings huge

business opportunities to all kinds of companies, but we have to find

new smarter solutions to accomplish this huge task, because business-

as-usual urbanisation patterns would cause a lot of difficulties. Cities

already produce 70% of energy-related greenhouse gas emissions and

traffic crashes claim 1.2 million lives per year, with developing cities

carrying the greatest burden. Traffic congestion cost Rio de Janeiro and

São Paulo a combined $43 billion in 2013 alone. In Beijing the costs of

congestion and air pollution are estimated to be 7-15% of GDP.

Urbanisation costs the United States alone $400 billion per year.

The price tag of urbanisation is enormous and that’s why we need

smarter solutions.

Smart cities require smart mobilityThe transport sector is on the cusp of its greatest change since the

invention of the automobile. Driving forces behind this change include

increasingly strict transport policy objectives, such as emissions targets,

as well as the diverse possibilities for the development of new services

and effectiveness brought by digitalisation.

Additionally, the transport sector’s multi-trillion Euro market is

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appealing to businesses and inspires innovation. Transport is a

significant component of global economy. Households, for example, in

the EU use the second largest amount of money on transport costs, only

exceeded by the amount they use on housing. In Finland the transport

sector’s turnover is around €30 billion, and globally it is in the trillions.

Currently the transport sector is a strictly regulated and ineffective

entity which has seen no significant new innovations at system level in

decades. The system is based on private car use. The utilisation rate of

private cars is under 5% and a majority of the time they are used by only

one person at a time.

The business concepts for this notable market entity are in the

process of a massive change. International market shares are currently

being divided amongst new mobility concepts and operators with the

best innovations.

Big change in transport opens new possibilitiesAccording to some estimates, the number of cars worldwide will double

to two billion within the next decade. The current global trend of

increasing car numbers has forced the transport system into a situation

where objectives related to the smooth flow, emissions and safety of

transport cannot be met, and instead, in many places, the transport

system is headed for crisis. In many cases traffic and transport have

become an obstacle for the development of cities and the well-being of

people. Thus, there is genuine demand for change.

The transport sector’s three largest megatrends are automatisation,

electrification and servitisation. According to the vision of experts, the

future’s transport system will – for the most part – be automated and

completely emission-free, and its operations will be based on

compatible physical and virtual services.

Digitalisation is a great opportunity for transport. Fine-tuning

of the current system and authority-driven price competition

are no longer enough. Extensive changes in different sectors usually

come from outside the sector. This is also the case here; global

megatrends such as digitalisation, the sharing economy, virtualisa-

tion, the growing role of services and automation create a

foundation for an entirely new type of service concept. In practice,

these refer to seamless cooperation between different modes of

transport as ‘door-to-door’ services, new services based on car- and

ride-sharing and the seamless linking of these and public transport

into a service entity. Fixed timetables and stops will be a thing

of the past, and we will move to real-time reserved services

that will flexibly meet customer needs. Physical mobility will

also be replaced by virtual services, as distance to work, meetings,

medicine and teaching become more popular. Information has

become the fifth form of transport; we are increasingly transitioning

from ownership to utilisation and from transport networks to

information networks.

Together, these different factors – the transport system crisis, an




Figure 1: Mobility as a Service framework





enormous market, opportunities presented by

digitalisation and automation, as well as the

changing needs and practices of users – create

the foundation for new transport policy-

thinking and the future’s service-driven

transport system. We call this the Mobility as a

Service (MaaS) concept.

Role of services already growing in transportThe growth of digitalisation and the growth

of the role of services are already ongoing

in transport. This is evident in numerous

applications and new service concepts like

MaaS.fi, Tuup, Uber, Lyft, Zipcar, Moovit, Split,

etc. However, new services have met numerous

problems during their efforts to access the

heavily regulated market. Currently, it is typical

for public administration to play a strong role in the transport market.

Access to the transport market and operating therein are regulated in

great detail and regulation is predominantly implemented

transportation mode-specifically. At its worst, current regulation has

even worked against its original purpose and has prevented the

development of services that benefit travellers.

In Finland, the change will be driven resolutely in line with the

government programme. A reform to the regulation of the transport

market is ongoing in the scope of the Transport Code project, and the

objective is to create the type of regulation environment in Finland that

will allow and encourage market actors to develop new services.

Together with strong mobile expertise, enabling governance will

create an excellent foundation for the development of new services that

utilise digitalisation.

Public administration as a facilitator of changeThe future transport system will be built largely on services that are

based on traditional transport infrastructure and information

infrastructure. The effectiveness and functionality of the transport

system will depend on the quality and compatibility of structures

maintained by the public and private sectors.

Enabling governance will make space for market-driven operators

but will also ensure that social objectives are achieved. However,

market-driven services will not be established everywhere. Also, not

all market effects can be predicted; enabling governance must

aim at agility. A good tool for achieving this is the culture of experi -

menta tion which is also emphasised in the government programme.

Equality between citizens and regions must be taken into account,

even in market-driven transport. The services related to the transport

system must be reasonably accessible to clients throughout

Finland and they must meet the minimum requirements for safety,

sustainability and accessibility.

The public sector and market-driven operators should not be seen

as opposing parties; dialogue between them must be effective and

fluid. At the end of the day, all operators at the national level are in the

same boat with both parties aiming to ensure the satisfaction of service

users regardless of whether they use the service in the capacity of a

client or a citizen. This is the PPPP thinking, i.e. Public-Private-People-

Partnership thinking.

Smart mobility needs smart infrastructureThe new governmental programme has mandated the administration

to completely overhaul the current transport legislation. The goal is to

enable a transport system ‘2.0’ where new mobility services generate

more convenient, sustainable and affordable mobility services to all.

The ambitious goal is to have not only the smartest transport legislation,

but also the smartest transport system in the world.

This digitalisation and servitisation of the entire transport system is

already under way and the main focus will be on market and data-

related regulation and innovating and piloting new services. Finland’s

Ministry of Transport and Communications is leading the work on

regulation. At the same time, all the other stakeholders are working

with the most forward-looking mobility services as well as operation and

business models. One example is the ‘mobility operator’ business

model in which the telecoms sector’s service model of bundling is

brought to transport. MaaS mobility operators have already started to

pilot their subscription-based mobility service packages.

Transportation systems within cities are gradually changing.

New on-demand mobility services based on mobile apps are

changing the way we move. The growth of ride-sharing and car-sharing

combined with public transportation is the beginning of a global shift

away from personal vehicle ownership to a shared, on-demand model.

It is possible – or even probable – that in the future most kilometres

driven in cities will be on shared platforms and those modes of transport

that are not part of this progress will vanish.

For the first 15 years of his career, Marko Forsblom wasa partner in a private research and consulting companybefore spending seven years in the major Finnishinfrastructure consulting and building companies PöyryGroup and Destia Ltd. He was then a Senior Consult andAdvi-sor for five years in the Ministry of Transport and Communications. Marko has been the CEO of ITSFinland since March 2016 and specialises in Transport

Policy and Strategy, Intelligent Transportation Systems and Servitisation ofTransportation (Mobility as a Service).

Figure 2: The building-blocks for the current transport system


Traffic planningin Malmö supportsa sustainableand smart city

Malmö is growing and becoming crowded; more people want to live,

work and spend time in the city which requires more movement and

transportation for both humans and freight. The traffic system should

be better adjusted to human beings and the climate impact must

decrease. Against this background, there is a need for a clearer

overarching picture of how the city and its traffic system should

be developed.

The annual SUMP Award is to recognise the best achievements in

traffic planning in a city within the European Union. What impressed the

award jury was Malmö’s work on its Sustainable Urban Mobility Plan

(SUMP). The EU commission praised Malmö’s clear objectives on how

traffic should be developed and the fact that the traffic planning is

carried out in close connection with the rest of Malmö’s city planning.

Furthermore, they praised the manner in which Malmö’s traffic

plan takes social factors, such as accessibility for different social groups,

into consideration.

After recently winning the 4th SUMP Award (Sustainable Urban Mobility Planning Award) in the category for ‘BestSustainable Urban Planning in a City within the European Union’, the Swedish city of Malmö is now triumphant andconfident. As Milan Obradovic, Chair of the Technical Committee in the City of Malmö explains, the prize is proofthat the traffic planning in Malmö supports the development of a green, dense and integrated city.





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The physical planning is crucial in order to realise a socially

sustainable Malmö accessible to every citizen of the city. Regardless of

age, gender or income, people should be able to access the city’s

schools, leisure activities, squares, workplaces, service facilities

and entertainment areas. Malmö’s SUMP clarifies what kind of

city it wants to create and is therefore a crucial part of the work

of making Malmö whole.

The City of Malmö has successfully been working to increase

Railways throughout the world are adapting toaccommodate ever increasing passengergrowth. This brings new challenges to trainoperators seeking to avoid overcrowding orthe cost of underutilisation. Suppliers need to come forward with viable solutions andinnovative ideas involving technologies, faster trains and even ‘transit elevated buses’.But did anyone ask what will be the future oftheir passengers?

Smarter phones, busy lifestyles, intelligenttask management apps… Considering the nextgeneration of smart information, and howquickly it is transmitted, maybe it would beeasier to anticipate when and how to commuteif people were more in control of their journeys.

How can they be in control? Simply byknowing what to expect from their rail services.Just like weather forecasting, it is possible topredict the best services to meet travel time.

With accurate automatic passenger countingsystems, real-time occupancy, data collectingdevices, statistics and algorithms; we cancreate a forecast to help people decide whereand when to use the railway system. Combinethat with a smart task management systemhelping you manage your daily activities, andtelling you the best time to get on board… and Voila! People are more in control.

Passengers like to use their transit time tocontinue working or even just to relax betweentwo activities. By giving them all the informa -tion they need to commute and optimise theirtime, railway companies can easily, improve the passenger travelling experience, reduceovercrowding, minimise customer complaintsand manage service disruption.

Want to learn more about our expertise andwhat we have in mind?

www.infodev.ca/future

Next step in public transit...

WHY NOT ASSESS YOURPASSENGERS’ FUTURE?

Figure 1: a) Objective for inhabitants’ trips: the major change required in order to create a more balanced modal split in a growing city is increased shares of cycling and public transport at the expense of car traffic – this creates opportunities for development towards a more socially,environmentally and economically sustainable city; b) Objective for commuting to Malmö: Malmö is dependent on functioning mobility, both within the city and the region – freedom of movement throughout the region functionally connects cities and enables a regional labour market.Increased commuting is not a target in itself; the target is to make commuting more economically, socially and environmentally sustainable. Above all, strong measures targeting public transport and cycling are necessary in order to ensure robust, reliable and more sustainable commuting.

a) Objective forinhabitants’ trips

b) Objective forcommuting to Malmö


sustainable transport for many different modes for a long time.

The SUMP has created objectives connected to social, environ-

mental and economical sustainability for each transport mode in

order to create a more comprehensive picture and face new

challenges. The work with Malmö’s first SUMP began in November

2012 and was accepted by the City Council in March 2016. The plan

describes how progressive and holistic traffic planning can contribute to

a higher quality of life for more people

living, working and spending time in

Malmö. Malmö is growing, and the

challenges facing the city necessitate

that traditional methods be comple -

mented by new ones. In concordance

with Malmö’s Comprehensive Plan, the

plan concretises the planning and

explicates how a more integrated, dense

and green city with short distances can

be created.

Generating conditions and moving

towards more balanced modal shares

among transport modes creates extra

access for more people. The point is to

shape a city and a transport system that

more people – regardless of age, gender

and socioeconomic background – have access to. This strategy will

create more Malmö for more people, which will lead to increased street

life and better conditions for commerce and service businesses.

This type of development will also make Malmö more integrated and




Figure 2: Presenting the general flow capacity per hour and the space required per person for different transport modes. This shows, among otherthings, that pedestrian traffic is more space-efficient than public transport and that public transport in turn is more space-efficient than passengercar traffic. Space demand per transport mode includes both space required for movement, streets and carriageways, and for parking. Source: TÖI, Norwegian Centre for Transport Research.

Figure 3: General priority model for different transport modes inurban planning within the city of Malmö


With car trafficdeclining and

sustainabletransport modes

advancing, we arenow introducing a

rental bike systemas an extension of

the city’s publictransport offering




create better living conditions for Malmö

citizens across the entire city.

The following four main aspects were included

in Malmö’s SUMP:

1. Holistic approach – with connections to all

of the sustainability aspects, i.e. social,

environmental, and economical, and how

the planning of the city’s movements and

traffic can contribute to a more accessible

and attractive Malmö

2. Target oriented planning – a change in

the strategic approach concerning the

traffic of the future, based on what we

want to create

3. Commuting – emphasises the role of Malmö within the region

and how more robust and sustainable commuting can be

developed in concordance with regional operators and

neighbouring municipalities

4. Urbanised main roads – how the city’s streets should gather

interests, movements and visits in order to create quality city life.

Walking, cycling and using public transport are the first choices for

people living, working or spending time in Malmö. This, together with

efficient freight transport and environmentally-friendly car traffic, sets a

framework for the transport system of a dense and sustainable city;

a transport system adapted to human beings and to the city.

In fact, Malmö has won greater accolades than the one in Brussels

at home. The city is witnessing a change in car traffic trends; the

continual increase in car usage since the 1970s has gradually turned,

and for the last 10 years it has decreased. We believe this is as a direct

connection to our work with creating sustainable transport.

With car traffic declining and sustainable transport modes (walking,

cycling and public transport) advancing, we are now introducing a rental

bike system as an extension of the city’s public transport offering.

We are also planning to introduce electric buses with plans for them

to operate on two of Malmö’s 15 city bus lines. The objective is to

introduce the buses during 2018 with further plans to increase electric

bus numbers in the future. We are also investigating the possibilities of

building tram networks in the most frequented areas in Malmö.

The City of Malmö also has plans for a future metro in the Öresund

region, managed together with Copenhagen. The idea is to connect

the cities with a fast metro system in order to bring the two cities even

closer. This solution would relieve the Öresund Bridge of traffic

congestion between the cities.

Collectively these plans will help to create a sustainable Malmö.

Walking, cycling and public transport should always be the first choice

for people living, working or spending time in Malmö.

As with other big cities, Malmö is facing a challenge in meeting the

need for municipal services due to an increase in population figures.

The work with a dense, green and integrated city becomes more

challenging as urbanisation and immigration leads to more people

wanting to make use of public spaces and transportation in the city.

Malmö should be interlinked and become a whole city; barriers

should be broken and gaps should be closed. More people must be

able to walk, bike and take the bus in order to – among other things

– let more Malmö citizens access more parts of the city and increase the

possibilities for its citizens to find employment. The city has clear

political objectives supporting this development. An increased

sustainable traffic offering in Malmö should become a reality by 2030 at

the latest. The award-winning SUMP is the traffic planning’s

contribution to the creation of an economically, ecologically and socially

sustainable city in the south of Sweden.

The next step for Malmö will be to create a Poly SUMP and invite

regional collaboration in order to create sustainable growth in the

world’s fourth most innovative region1.

Reference1. Malmö and the surrounding area is ranked number four in the world concerning patent

applications per 10,000 inhabitants according to the Organisation for Economic Co-operation and Development (OECD) in 2013.

Figure 4: Malmö’s car traffic 2007-2015: city centre car traffic hasincreased and stayed fairly constant in the peripheral areas. * = based on nine places recorded since 1975

Figure 5: Development of different modes of transport – overview 2007-2015 (2007=index 100)

Since 2014, Milan Obradovic has been Chair of theTechnical Committee at the City of Malmö and alsoMember of the Executive Board. Between 2008 and 2013,Milan was Chair of the City of Malmö EnvironmentalBoard. Between 2011 and 2013 Milan was Head of theEurocities Environment Forum and since 2014 has beenHead of the Eurocities Mobility Forum. Before he becamea full-time politician in 2008, he was Head of ICT withinthe Church of Sweden.


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Innovative times forpublic transportTechnological advances, ‘open data’, urbanisation, growing levels of

congestion and environmental pressures are just five of the many

factors currently driving the sprawling ‘smart city’ agenda.

Within the transport realm, European cities – some more assertively

than others, and many supported by a variety of EU-funded

programmes – are implementing increasingly novel solutions to move

people around more effectively: in short, smarter transport.

Examples include electric-vehicle charging infrastructure,

movement-actuated street lighting, smart ticketing and fusing

open data with traffic management systems to automatically optimise

traffic-flows.

City network Polis, whose secretariat is in Brussels, is enthusiastic

for more to be done. In January 2016 it released a paper saying that

Europe is ‘currently underexploiting the potential of urban transport in

its smart cities policies’.

Although larger cities tend to have more ambitious ‘smart city’

The ‘smart city’ movement means innovative times for transport. Eurotransport’s Ian Hall asks three Europeancities about their transport initiatives and speaks to SmarterUK’s Executive Director.





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Smart transport initiatives in Newcastle-upon-Tyne…

Like most cities, ours has evolved with variousgenerations of different views of what we should beusing space for. The most recent major interventionsfocused on major road-building where little prioritywas ceded to bikes and public transport. It’s clearthat the city needs to re-allocate road-space forpeople on foot, bikes or buses, and we are working to do this.

In respect of smart technology, the city has just completed a multi-million-pound project in a location called Cowgate at one of the city’s busiestjunctions. Our investment has transformed a roundabout (with pedestriansubways) into a T-junction (with new pedestrian crossings).

Crucially, the Cowgate transformation has involved new permanentsignals that use ‘MOVA’ (Microprocessor Optimised Vehicle Actuation),which optimises timings and queue-management based on current demand aswell as historical data to ensure traffic flows through the junction efficiently.All of which will be linked to our urban traffic control system.

Newcastle has also been involved in a European initiative called‘Compass 4D’; we trialled the technology on transporter ambulances and are now working with the Department for Transport (DfT) to equip 33 express buses on our main north–south corridor. This technology enables certain vehicles to obtain priority by extending green lights to enablethem through if they’re approaching. It also tells drivers how fast to drive toget through the lights and has resulted in time and fuel savings. Our nextiteration will include warning detectors for drivers alerting them to thepresence of people on bikes.

…by Graham Grant, Head of Transport,Newcastle City Council

FUJITSU MobilePrinterSolutions

more information: www.fujitsu.com/uk/components

Print when it’s needed, where it’s needed

policies and grab the headlines, Polis pointed out that smaller cities can

play a ‘significant role in the transition towards smart cities by [being] a

living lab to pave the way towards large-scale deployment’.

Manchester looks to the futureThe UK has a growing interest in the ‘smart’ industry and last year

gained an association – SmarterUK – to champion this emerging sector

(see interview with its Executive Director on page 40).

London’s Oyster ‘smart’ transport-card is famously well regarded

but northern cities such as Newcastle-upon-Tyne (further information on

page 38) and Manchester, too, are also seeking smart solutions.

Dr Jon Lamonte, CEO of Transport for Greater Manchester (TfGM),

tells Eurotransport: “We want to make travel easier so are committed to

delivering innovative and passenger-friendly ticketing. We continue to

roll-out ‘real-time’ information across the network – and across all

modes – helping people plan their journeys better. Meanwhile, our

‘get me there’ smart ticketing programme has seen it progress to

include a Metrolink ticketing app for tram passengers and a suite

of multi-operator bus products1. Our eye is on the future too, includ-

ing working with Transport for the North to develop smart products

which work across the whole of the North.”

Dávid Vitézy was founding CEO of BKK and says that each city,mobility and transport agency must tackle congestion, improve mobilityservices and make sustainable transport modes more accessible

Copenhagen’s plans…

Copenhagen has the ambitious goal of becomingcarbon-neutral by 2025 as part of our CPH 2025Climate Plan to become a green, smart and carbonneutral city.

Part of the Climate Plan involves working oninnovative projects for smart and green mobility,with the aim of reducing CO2 emissions by about25,000 tonnes annually from 2025.

One important project is the implementation of a city trafficmanagement system (CTMS) by 2017 which will provide real-time traffic management, according to service goals and political priorities,handle ‘structural’ traffic issues (such as rush-hour and events) as well as‘unstructured’ issues (such as accidents and extreme weather), and providebetter traffic information to all road users, i.e. cyclists, buses, motorists andpedestrians. A network of sensors, and use of GPS data, will ensure real-timetraffic data for every modality.

The ITS programme also includes five VMS (Variable Message Signs: electronic information boards) with information for cyclists such as‘time-to-green’ (lights), travel speed and alternative route suggestions.

Another innovative project which will start at five intersections isintelligent street-lighting for improving safety for cyclist- and pedestrian-crossing intersections during dark hours. The concept is based on detectingcyclists and pedestrians, and adjusting lighting levels.

…by Mads Gaml, Programme Manager for Intelligent Transport Systems (ITS), City of Copenhagen


Inventive Budapest Smart transport is, of course, not confined to Western European cities,

and the Hungarian capital, Budapest, has invested in numerous ground-

breaking initiatives.

Dávid Vitézy was founding CEO of BKK, the first integrated

transport agency in a Central/Eastern European capital, from

2010-2014. He tells Eurotransport that initiatives pioneered by BKK

under his watch included: opening schedule databases for third-party

app developers; launching MOL Bubi, a bike-sharing scheme with more

than 1,000 bikes, offering innovations such as on-board computers

giving the possibility of a bike drop-off even if the station is full; and

journey-planner app BKK Futár.

Dávid tells us: “Though my experience is from Central Europe,

I believe that the challenges cities and urban regions face in Europe and

worldwide are very similar. Each city, mobility and transport agency

needs to tackle congestion; improve mobility services; make

sustainable transport modes (including biking, bike-sharing,

ride-sharing, walking) more accessible; while facing budgetary

constraints and the constant need to make all transport operations

increasingly effective.

“Mobility in our cities will transform in the coming decades:

for example, driverless cars will pose a new challenge for public

transport; taxis and ride-sharing will have a new role in the driverless

era; but these new technologies will, at the same time, provide count -

less opportunities.”

Reference1. www.eurotransportmagazine.com/18168/transport-extra/get-me-there-implementing-

multi-operator-smart-ticketing-manchester




The redevelopment of Rotterdam…

Rotterdam is redeveloping its Hart van Zuid area,which contains one of the country’s largest busterminals (Zuidplein), an above-ground metrostation and a 50-year-old shopping mall.

Zuidplein is morphing into an attractive andsustainable urban environment, incorporating smartbuses and a smart terminal. The work is a public-private partnership (involving Ballast Nedam andHeijmans) and includes rebuilding a theatre and swimming-complex,renewing the public space and bus terminal, as well as modernising (andexpanding) the AHOY convention centre. We are also tendering for fundingfrom the EU programme ‘Smart Cities & Communities’, SCC1-2016.

Regional public transport companies are aiming to have zero-emissiontransport by 2025. So, the large-scale roll-out of electric buses is on the way.

Being an end-of-the-line terminus, Zuidplein is a suitable location toprovide ‘opportunity charging’ – charging electric-buses between shifts.However, this potentially requires longer breaks and a need to change andimprove the bus parking area.

Smart measures are being developed to take account of this in the newterminal, also including managing fleets that have different drive systems. We will have software joining up timetables, 34 bus parking-places and, of course, smart ICT in the buses themselves.

We are working with Erasmus University Rotterdam to ensure thateverything works well, and the 12 million annual passengers (a growingnumber) can continue making intermodal transfers in a more attractive andsafe environment.

In conclusion, Rotterdam is innovating in a ‘smart’ way and very willingto share our knowledge with other European cities.

…by Harko Stolte, Mobility Adviser,City of Rotterdam

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Redevelopment plans for Zuidplein, Rotterdam

Smart transport in the UK…

What is the best example of ‘smarttransport’ you have come across in the UK?It is hard to look beyond London when it comes todeployed smart transport solutions. Coupled with itsscale, Transport for London (TfL) has led the way inpursuing an open data policy and workingcollaboratively with the private sector; with smartticketing alone delivering a richness of data onjourneys which is replicated in few other cities across the world. This allowsTfL to develop a transport system that is responsive to user needs.

Do you believe the UK is a leader or laggard when it comes to smart transport?Without doubt, the UK is a leader in smart transport. Our rich heritage intransport innovation, coupled with customers who are willing to experiment toimprove their journeys, as well as a supportive regulatory regime means thatthe future is bright for smart transport in the UK. While we shouldn’t be afraidof learning lessons from other countries we should recognise the innovativetechnologies being developed by UK-based companies.

Solutions are being trialled in both commercial and domestic consumersectors. For example, digital signalling on London Underground’s Victorialine has meant passengers are benefitting from the most frequent train servicein the UK – up to 34 trains per hour (previously 28). Also, Network Rail islooking at how digital signalling can improve assets to increase capacity ofphysical infrastructure (which is currently at its limit) by 40%. Furthermore,London is looking to build on its reputation for smart transport with trialswithin the Greenwich Automated Transport Environment and truck platooningbetween London and Dover, plus Volvo is due to test driverless cars in Londonin 2017 with its ‘Drive Me London’ test scheme.

What is the biggest challenge facing smart transport in the UK?There are a number of challenges facing smart transport; from the need to re-imagine our built environments to ensuring we have the connectivity tosupport these solutions. These barriers are easing, and while some up-frontcosts remain high they pale in comparison to the opportunity cost of notdelivering more intelligent transport systems within the UK. The annual costof congestion alone in the UK is around 1.5% of GDP per year. One of the keychallenges we need to overcome is consumer trust – generally, passengershave been supportive of innovations in public transport, but as we movetowards increased digitalisation of private transport there is a need tounderstand safety and security concerns and respond accordingly.

…an interview with Matthew Evans, Executive Director, SmarterUK





Smart in publictransportation

Smart beacons have the ability to be used in a

wide variety of applications and industries

such as medical, education and warehousing.

This development has been sparked for a

reason: smart beacons offer major benefits

besides advertising especially for elements of

public transportation.

Smart beacons gather on-the-spot infor -

mation quickly and can acquire data

about customer localisation, combining two

interesting assets that can benefit future

public transportation.

Communication is a key factor in customer

satisfaction and smart beacons facilitate

communication to passengers at the right

time and place which contributes to their

travelling experience.

By simply equipping public areas with

smart beacons and adding the beacon

functionality to a public transportation app,

value is added to your passenger’s journey…

The experience starts when the passenger schedules a journeyBeacons ‘welcome’ the passenger when entering a station and are

able to guide a passenger to the right platform. Alerts can be provided

when the right train or bus approaches. In case of delays, passengers

can be informed quickly and alerted to alternative routes to complete

their journey. When arriving at a destination, a beacon can guide

a passenger to the exit, thank them for using the travel-service

and give information about the surrounding areas – for instance,

sightseeing opportunities.

Smart beacons can also provide a wealth of other information.

The combination of passenger localisation and passenger behaviour

enables greater insight into travel patterns and can suggest ways on

how to further improve a passenger’s travelling experience.

Smart beacons offer great opportunities in general but can also be

a great help to people with visual impairments; routing and guiding

information can be simply sent straight to mobile phones.

The FUJITSU smart beacons are able to trigger and open an app

and update or even broadcast your URL to inform users of real

information. FUJITSU smart beacons do not involve much maintenance

as they are able to operate on a CR2450 coin cell battery for years.

The FUJITSU smart beacon is high quality, reliable and a robust

secure advertising solution, capable of handling various beacon

standards for transmitting unique identifiers or broadcasting URLs.

FUJITSU smart beacons are flexible and have several unique features;

the beacons can be used as add-ons to existing solutions, or as a

beacon-only solution.

Smart beacons enable a full customer experience and an interactive

platform on high level customer service.

Excel and use FUJITSU smart beacons! For more information,

contact [email protected] or call +31 23 5560910

Smart beacons were originally developed as a method for advertising, enabling customer-targetedadvertisements at the right time and the right place. But now smart beacons can be used in a much morefunctional way than just as an advertisement-broadcasting device.

ADVERTORIAL

www.fujitsu.com

FUJISTU smart beacons can help improve the passenger experience

Topics and case studies that will be presented at RTPI 2016:

b Successfully implementing an RTPI system

b Assessment of RTPI systems

b RTPI delivery to smartphones

b 3rd generation RTPI: Traffic signalling priority

b Open data – data ownership – who owns the data?

b The collection and development of data for dissemination to mobile phone devices

b Integration of passenger information systems with social media platforms

b How the delivery of personalised passenger information through social media platforms can be a targeted marketing opportunity

b Strategies to leverage trends in social media

b How to ensure that you can purchase a ticket at the point of information delivery – rather than in two separate transactions – and in reverse – delivering information to where you purchased the ticket

b How to best communicate service disruptions

b Upgrading WIFI capabilities on vehicles to allow efficient and accurate information flow to passengers

b Developing and enhancing data sharing capabilities across multi-modal transport operators

b Using smart ticketing (contactless) to supply locational data for information supply; i.e. collecting data when passengers board a bus and reporting the vehicle’s location to the next bus stop so that no additional GSM system is needed.

SAVE THE DATEetc.venues 155 Bishopsgate, London 23 November 2016

Collecting and Disseminating Accurate and Timely Passenger Information

Organised by:

Hosted by:

Bronze SponsorNetworking Lunch Sponsor

A timely, relevant, thought-provoking day. Well worth the

investment and decision to participate

Lothian Buses

“

RTPI 2015 has proven to be a very good opportunity to catch up with the rest of the industry.

The venue was fantastic and the presentations informative.

Essex County Council

“

Register your interest at www.rtpiconference.com

The public transport industry has recently been investing in new

technologies, such as the Internet of Things, cyber-physical

systems, Big Data, Open Data and more generally in conn-

ected systems. These intelligent public transport systems collect,

process and exchange data in order to improve services and provide

new functionalities to passengers.

The shift towards an intelligent infrastructure usually follows a

transition period, during which time new and legacy systems

cohabitate. As legacy systems are traditionally secured vis-à-vis safety

concerns, their new counterparts bring in new challenges linked to

cyber security. Contrary to safety, the aim of security is to protect a

system against the likelihood of multiple threats.

Cyber threats now apply to intelligent public transport systems:

they target traditional IT systems (computers, e-mails) but also more

specific operational and critical systems, since they are IP-connected

(IP or ‘Internet Protocol’ is a communication standard). Hence, they can

be accessed remotely and could also be exposed via the Internet.

Some systems are also cyber-physical, meaning that they are controlled

by software to perform actions on the physical world (e.g. a signalling

system managed from an operating control centre).

In the Network and Information Security Directive, operators of

intelligent public transport are considered ‘Operators of Essential

Services’. They will have to implement minimum security measures and

report their cyber incidents to a designated authority. Therefore,

security must become a concern for a public transport operator, not

only to secure operations and business but also to comply with the

regulatory framework and ensure the safety of citizens.

The consequences of cyber threats on transportLegacy systems were designed to work in isolation with limited

possibilities. New systems are interconnected which allows transport

operators to improve their supervision and benefit from remote

control. In addition, the operational costs are lowered and,

because these systems tend to be standardised, they are cheaper to

acquire and maintain.

However, any system can be or become vulnerable. In the case of

intelligent public transport, an attacker gaining control of one system

could theoretically control others that are interconnected. This really

highlights the importance of security as several transport networks

around the world have seen their operations disrupted by ‘Distributed

Denial of Service’ attacks, malware and hacked fare cards, etc.

Figure 1 on page 44 presents the taxonomy of cyber threats

applicable to intelligent public transport. These threats can be

accidental (e.g. system failure) or intentional (e.g. Distributed Denial of

Service). Moreover, cyber threats target not only transport operators

but their dependencies (other operators or other stakeholders) and

CYBER SECURITY




Cyber security inintelligent publictransport: challengesand solutions

For Eurotransport, Cédric Lévy-Bencheton and Eleni Darra from the European Union Agency for Network andInformation Security (ENISA)1 underline the importance of cyber security for transport operators by presenting the consequences of cyber threats on a transport system, as well as the current challenges linked to theimplementation of cyber security. Cédric and Elenia also propose solutions by highlighting security good-practicesand key recommendations to enhance the current status of security in intelligent public transport systems.

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can also target citizens. The outcome of these

threats are multiple; from data theft to complete

service outage.

Furthermore, cyber threats pose a great risk

to safety. If a critical system fails after a cyber

attack, safety will also be impacted. Conse -

quently, it is a duty for the transport operators to

ensure both the safety and the security of their

systems in order to fulfil their mission and protect

their reputation, their operations and most

importantly human lives.

The challenges of cyber securityTransport operators face numerous challenges in

the process of securing their assets against

cyber threats. These challenges go beyond the

technical aspect of security, with a wide range

of applications.

LimitationsIntelligent public transport operators have

limited expertise in security because their main

duty is to transport citizens to their destinations. Even though they are

well aware of safety concerns, their knowledge on cyber threats may be

limited due to the lack of information available to them and the

shortage of sector-specific training.

Unclear descriptionsThe definition of cyber security for public transport remains unclear,

since every transport operator has its own unique architecture and not

all vendors have the same degree of understanding security

dependecies. Moreover, current risk assessments are not sufficiently

focused, failing to include the security aspect of critical assets, and there

is no framework or standard that links security with safety.

Small budgetsThe spending on cyber security is low: When reviewed by ENISA,

the budgets for cyber security did not score very well in terms of

sufficiency of resources. When they are, these budgets appear to be low

compared to the overall budget of the intelligent public transport

operator. This significantly limits the possibility of a proportionate

investment in security.

Early stagesSecurity for safety is still in its infancy. Manufacturers need to

understand the needs of their customers several years before releasing

a product. However, customers are only starting to understand these

arising security issues. In the meantime, legacy systems become

connected and their potential vulnerabilities may put the entire

intelligent public transport system at risk.

Security good-practices to secure intelligent public transportEven though the challenges are difficult to tackle, it is already possible

for intelligent public transport operators to take actions toward

stronger security. Several good-practices on security exist to prevent

cyber threats, react during a crisis, as well as recover and improve

after an incident.

As shown in Figure 2, the good-practices need to consider all layers

of intelligent public transport business. These good-practices go

beyond the technical as they also focus on processes and organisational

aspects. In that respect, intelligent public transport operators could

enhance their security status by following the good-practices proposed

in Table 1 on page 45 which are organised into three groups:

1. Technical good-practices to secure systems and technologies

One good-practice is to define cyber and physical security measures to

protect assets. As intelligent public transport operators become

increasingly connected, they face internal and external threats, thus

CYBER SECURITY




Figure 1: List of threats against intelligent public transport

Figure 2: The different layers of an intelligent transport system

CYBER SECURITY




assessing the security of their assets, including the difficult data

exchange with external partners, is key. For those reasons, intelligent

public transport operators need to agree with their suppliers

and partners on a commonly accepted security level: for example,

if data exchange is important for business, adapted measures shall

ensure data integrity.

2. Good-practices linked to policy and standards in which intelligent public transport operators define guidelines to secure their business

Employing security by design is another good-practice. In transport, the

lifetime of a system ranges from 10 to 20 years. Intelligent public

transport operators acquire these systems via tenders. If the security

aspect is not defined in contract, there is no reason to believe it will

be taken into account. Using the principles of security by design,

intelligent public transport operators must discuss and understand

how security is implemented for the whole lifecycle of the product: at

the time the system is designed; when the product is integrated into an

existing system; right until the end-of-life of the product (e.g. patching).

3. Good-practices regarding organisation, people andprocesses which concern working methodologies as wellas the structure and the strategy of the organisation

One good-practice is to develop organisational and operational

procedures and guidelines that define the role of everyone in the

company. This includes the reporting line, in case of an incident, as well

as the actions to perform before, during and after a crisis.

Conclusions and recommendations to enhance cyber securityTransport operators have the responsibility to protect their opera-

tions by securing their assets. If the cost of cyber security could be

perceived as high, the impact of an incident on reputation, operations,

revenues and even on human lives could be rated as higher still. Such

possibilities need to be considered before there are any casualties due

to a cyber attack.

Intelligent public transport operators should integrate security in

their governance in the following ways: by defining a specific structure;

making training and awareness programmes available to staff;

identifying critical assets from the business and societal perspective;

and defining key performance indicators to protect both the transport

service and the passengers.

The concept of ‘security for safety’ is a strong statement to

integrate in procurement procedures. Yet operators need to under -

stand what to protect for manufacturers to provide them with suitable

and adequate solutions. A first step would be to rely on ENISA’s

guidance to identify critical assets, the relevant threats and the

applicable solutions3.

Another interesting instrument to enhance security is to foster

multi-stakeholders’ collaboration so they can exchange experiences

and views on threats, challenges and solutions. This is the purpose of

the ENISA TRANSSEC Expert Group5 which gathers intelligent public

transport operators, manufacturers, consultants and representatives

from municipalities.

An extension of this collaboration is to reuse good-practices from

other sectors with similar challenges, as they may have already faced

similar threats. This is even more important with the NIS Directive which

brings obligations for all Member States of the European Union to

enforce cyber security measures for critical services. In the NIS Directive

transport operators are referenced as operators of essential services;

as such they will have to comply with the regulation. For that purpose,

ENISA will propose guidelines for minimum security measures and

develop specific incident reporting schemes.

References1. www.enisa.europa.eu2. Contact the authors at: [email protected]. www.enisa.europa.eu/publications/good-practices-recommendations4. www.enisa.europa.eu/publications/smart-cities-architecture-model5. https://resilience.enisa.europa.eu/intelligent-public-transport-security-and-resilience

Cédric Lévy-Bencheton2 is an expert in cyber security atthe European Union Agency for Network and InformationSecurity (ENISA). His interests focus on the protection ofsmart infrastructures, cyber-physical systems and criticalinfrastructure. He is currently involved in several projectsto secure the Internet of Things in several sectors includingTransport, Smart Cities and Smart Homes. Previously,Cédric has designed critical networks for public transport

and was also a researcher in telecommunications. Cédric obtained a Ph.D. inComputer Science from University Lyon in 2011.

Eleni Darra2 has been a Network Information SecurityAssistant at the European Union Agency for Network andInformation Security (ENISA) since 2015. She is currentlydedicated to improve the security of smart infrastructures.She has expertise in Cyber Security and Privacy forMobile Communications, with a specialisation in SensorsNetworks, Cloud Computing Security and IntrusionDetection Systems. Eleni studied at the University ofPiraeus where she received an M.Sc. in Network Oriented Systems (2008)and a B.Sc. in the field of Digital Systems (2005). Previously, Eleni was anInstructional Designer, a Tester for Web Applications, an IT SupportSpecialist and a Professor in Computer Science.

Table 1: Summary of good-practices. For more information, ENISA providesdetailed guidance for intelligent public transport operators to secure critical assets3

and data exchanges in Smart Cities4

Good practices

• Perform a risk assessment to identify critical assets and applicable threats

• Define cyber and physical security measures to protect assets

• Monitor security parameters and detect unauthorised accessor abnormal usage

• Operate in a degraded mode by relaxing specific keyperformance indicators

• Employ security by design

• Separate critical systems from non-critical systems

• Establish disaster recovery processes and define degraded modes of operation

• Implement an information security policy which integratesrisk analysis, physical protection and real-time monitoring

• Create resilient communication and power systems andensure redundancy for critical systems

• Define security requirements during procurement processes

• Monitor and record activity

• Coordinate with CSIRTs and Law Enforcement Agencies

• Raise awareness on cyber threats to all levels of staffincluding management

• Engage in staff training

• Develop organisational and operational procedures and guidelines

Technical

Policy andStandards

Organisation,People andProcesses

WHAT’S HAPPENING IN…MENA?




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Urban public transportdevelopments in MENA…by Amr Ramadan, Senior Research and Partnership Officer, UITP MENA Centre for Transport ExcellenceDespite political and financial instability, in an effort to combat endemic congestion and environmentalchallenges, cities across the Middle East and North Africa are still pushing forward with mass public transportprojects including BRT, metro, light-rail and cable car transport. Most cities have laid out urban mobility plans tomake MENA cities more liveable and improve quality of life for their citizens. North African countries are nowsetting up powerful governmental authorities to plan and integrate public transport strategies and empoweringthem with proper financial support.

In the Gulf Cooperation Council (GCC) region, where private vehicle

ownership is traditionally high and increasing rapidly, public transport

authorities are aiming to facilitate a modal shift towards public

transport. This may be an opportune moment for public transport in the

GCC, as governments are now slashing fuel subsidies, many for the first

time ever, in parallel with significant investment in public transport

infrastructure and expansion projects.

Nowhere in the region is this more evident than in Riyadh, Saudi

Arabia, where the local government has made plans for an inte-

grated network of metro, bus and BRT. This started in 2012 when the

public transport project for Riyadh was approved (King Abdulaziz public

transport project) and mid-2013 marked the official launch of

implementation. The project consists of two components: Riyadh Metro

and Riyadh Bus networks. Riyadh Metro comprises six metro lines with

a total length of 176km, 85 stations and 190 trains. Driverless trains will

be used to run this project which the government claims is the biggest

public transport project to be constructed all in one go. Riyadh Bus on

the other hand will operate a total of 1,000 buses of different types and

capacities. According to RATP DEV and SAPTCO, who won the tender

to operate the bus network, it will have a fleet of 1,000 vehicles, four

Bus Rapid Transit lines, two circular lines, 16 community lines and

approximately 70 feeder lines. The bus network will be integrated with

the metro network to create a comprehensive integrated public

transport system1. Similar plans are being made for bus and rail projects

in the Saudi Arabian cities Jeddah, Mecca and Madinah and Dammam.

Dubai has already made significant strides in public transport with

its famous fully-automated driverless metro system – the largest in the

world. There are now plans to extend the network even further and

The Roads and Transport Authority (RTA)

are now building a 14.5km-long ‘red line’

dubbed ‘Route 2020’ and are set to better

connect the city to the upcoming 2020

Expo. The number of stations on the entire

network is set to increase from the current

47 to 70 by 20202. Dubai is also constantly

developing its bus network by increasing

the number of bus stops, dedicated lanes,

routes and the number of available buses in

a plan to reduce congestion. In 2010 and

2011 Dubai introduced 7km of dedicated

bus lanes and is now discussing the

possibility of fully segregated BRT lines. In

2015 the RTA made plans to build 400 air-

conditioned bus shelters in the city3.

However, the most interesting development in Dubai is its new

adoption of technological mobility solutions as well as the traditional

ones, such as bus and rail. In April Dubai’s ruler, Sheikh Mohammed bin

Rashid Al Maktoum announced that, by 2030, 25% of all trips on its

roads would be taken in driverless vehicles,

cutting costs, travel times and supposedly

improving safety levels on the city’s main

highways4. It would also maintain Dubai’s

regional role as the vanguard of the region’s

push towards public transport.

With Qatar expected to host the World

Cup in 2022, the capital, Doha, has also begun

building a metro system. The project is set to

serve both the capital and the suburbs,

enabling all major locations to be within easy

and convenient reach. According to the

project website, the metro system will be built

in two phases: the first will see the construc -

tion of three out of the four lines (Red, Gold and Green) as well as

37 stations. These lines are expected to be open to the public by

2019/2020. The second phase will be completed by 2026 and will

involve the expansion of the phase one lines, and the construction of an

additional one – the Blue Line5.

Better marketing of public transport is also a key issue in a region (in

the case of some countries) where traditional operators are viewed as

run-down and out-of-date, necessitating modernisation and better

service as well as better outreach and information provision. In Oman

the state run ONTC (Oman National Transport Company) which was

founded in 1972 was recently rebranded to ‘Mwasalat’. The current

fleet of Mwasalat now has 574 vehicles comprising mini buses, low-floor

buses, long-distance coaches and super luxury coaches. The fleet is

supported by a network of 11 branch offices, 13 agencies and 700 staff.

The new expansion also features a fleet of 40 brand new VDL buses

on the five different routes, operating between 6:00 and 22:00, in

headways varying between 15 to 20 minutes. Additional routes are

expected to be introduced in 2016. More than 60 bus stops have been

planned. The rebranding involved changing the colours and identity of

the brand, the logo, and even bus livery. In addition, the company now

uses the slogan ‘Sit back and enjoy the ride! Mwasalat keeps you

moving’ promising to attract and encourage people to use public

transport by offering an efficient world-class

infrastructure, amid safe and environmentally-

friendly services for achieving increased land

connectivity and reduced congestion6.

Preliminary surveys indicated the success of the

rebranding effort leading to favourable results

in terms of ridership and customer satisfaction.

One of the major planned projects in the

GCC is the Etihad Rail network. The 1,200km-

long network is planned to extend across the

United Arab Emirates, from the border of Saudi

Arabia to the border of Oman. Etihad Rail is set

to have an extensive national network with

freight terminals, distribution centres and

depots located close to major transport hubs,

warehouses, and storage facilities across the

UAE. According to a recent press release,

construction of the 264km-long Stage One line

running in the UAE had been completed in





Dubai already has 7km of dedicated bus lanes and there are now discussions to implement fullysegregated BRT lines

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Dubai is extending the network of its world-famous fully-automated driverless metro

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m...the mostinteresting

development inDubai is its new

adoption oftechnological

mobility solutions





2015 and the rail line transported more than 2.5 million tonnes of

granulated sulphur in its first year during the testing, commissioning

and trial operations phases. The next phases should connect with the

GCC network extending to The Kingdom of Bahrain, The State of

Kuwait, Oman, Qatar, The Kingdom of Saudi Arabia and UAE7.

The effect of the current oil price drop on GCC governments

budgets, however, have led to delays in the construction of these

phases in the respective countries.

Elsewhere, North Africa – particularly the Meghreb region – is also

investing heavily in public transport with the help of government led

financing schemes and new organisational structures. The Morocco

government, aiming to support cities, has shifted towards new

governance frameworks that focus on bringing together districts from

the same metropolitan area under the same financing mechanism.

They created local development companies (SDL) tasked with investing

and making contracts with private operators to set up public transport

projects in Casablanca, Rabat, Marrakech, Agadir and Tangier.

The funding for these companies comes from the special fund for

transport reforms (FART) which, with the districts, jointly funds the

initial investments and handles the loans taken out. Moreover, these

funds can help with the operating deficits for projects in the cities

during the first three years of operation8. Morocco is now extending its

tramways in Casablanca and Rabat, building a four-line electric BRT

system in Marrakech, and are now in the concept stage of designing

seven dedicated bus routes in Casablanca.

In Algeria, in an effort to modernise transport companies and

improve services through self-management, the Transtev group (public

group of land passenger transport), was established earlier in 2016 and

includes EMA (rail system), SETRAM (tram system), ETAC (cableway

system), Sogral (bus system) and five subsidiary passenger bus services.

Algeria are now focusing mainly on tramways which are now being built

in the cities of Sidi Bel Abbes (2016), Setif (2016), Ouargla (2017),

Mostaganem (2017) and are planned in Batna, Annaba, Constantine

and Oran. The 20.8km-long Algiers metro is also under construc-

tion and should be launched by 2019.

Finally, in Amman, Jordan, the Transport and Mobility Master

Plan for Amman has been launched with the vision of ‘building an

integrated, accessible, affordable, safe, sustainable and environ -

mentally-friendly transportation system’ by 2025. A 32km-long BRT line

from Amman to Zarqaa is currently under construction and is set to be

launched in 2018.

With all these significant investments and projects, it is clear that

governments in the MENA region are actively prioritising urban mobility

over traditional trends of road and highway network expansions.

Whether political or financial instability will affect the current situation

remains to be seen. However, it seems that governments – whether

middle income or traditionally oil rich – have realised the importance

of public transport for improving the health and economic welfare of

citizens and businesses in cities within the current context of rapid

urbanisation, expanding populations, and rising pollution and

congestion rates.

References1. Investment and Prioritization of Public transport in Saudi Arabia- ENG. Abdulaziz

Alsalem – Business Sector Director – SAPTCO – Saudi Arabia2. www.raillynews.com/2016/surprise-low-bid-dubai-metros-route-20203. www.emirates247.com/news/emirates/dubai-to-get-400-ac-bus-shelters-this-year-

2015-01-11-1.5760754. www.abcnews.go.com/Technology/wireStory/dubai-pushes-pedal-metal-driverless-

cars-386586635. www.qr.com.qa/English/Projects/Pages/DohaMetro.aspx6. www.mwasalat.om/en-us7. www.etihadrail.ae/en/about/etihadstory8. UITP Trends Report 2015

Amr Ramadan is the Research and Partnerships Officer atUITP MENA Centre for Transport Excellence where he iscurrently conducting research on transport mobilityindicators, administrative and regulatory reforms in publictransport and informal public transport in the MENAregion. Amr has a diverse and significant policy researchbackground. After studying Economics at the AmericanUniversity in Cairo (AUC) as an undergraduate,

Amr continued his academic career by completing a Master’s degree in Public Policy and Administration at AUC specialised in Management ofPublic Sector Reform. His Master’s thesis titled ‘Towards Reforming theRegulatory Environment and Policy Structure of the Paratransit MicrobusSystem in the Greater Cairo Metropolitan Area’ and his work as a PolicyConsultant with the Egyptian Ministry of Transport allowed him to researchtopics related to public transport, urban mobility, transport regulations,government bodies and transport policy and informal transport throughstudying best-practices in Africa, Latina America and Asia. Amr has eightyears of work experience on advocacy and public policy and worked forthree years on several different short-term contracts as a Policy Consultant atFAO UN at the Regional Office of the Near East (RNE), conducting researchand high level policy work on food security, agricultural development andaid for 19 countries in the MENA region. Before that, Amr was the Researchand Documentation Manager at the Informality Research Project in Cairo, aproject funded by Ford Foundation and UNDP, and implemented by AUC.He coordinated a research team of Professors from the school, working onvarious topics related to the informal sector in Egypt in terms of housing,economy, transport and legal reforms. At the Egyptian Center for EconomicStudies, Amr assisted research on various topics including subsidies, trade,investment policy reform and privatisation. Over his career, Amr has carriedout internal policy consulting with ministries of transport, housing,agriculture, investment and foreign aid.

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Eurotransport’s next internationalinstalment will focus on developmentsin Asia written by Sue Chan, the UITP’sHead of Asia-Pacific. Make sure youreceive Issue 4 2016 published inAugust 2016 by becoming asubscriber today – visitwww.eurotransportmagazine.com

The tram network in Rabat, Morocco, will be extended

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Safer battery systemsin electric vehicles –an electrified bus perspective

Li-ion batteries are widely used in various consumer products and are

beginning to be utilised in various types of electrified vehicles (xEV).

xEVs have the potential to be safer than conventional combustion

engine vehicles, simply because they have less or no flammable

gasoline/diesel onboard1,2. Additionally, xEVs can potentially increase

safety aspects due to, for example, the increased freedom of design

enabled by the small size of the electric motors and the various ways

that the batteries can be positioned in the vehicle. However, new

technologies may also introduce hitherto unknown risks. It is important

to study these risks in order to properly redress them for vehicle design.

Electrified buses include hybrid electric buses, plug-in hybrid

electric buses and fully electric buses. Fully electric buses have

an electric motor and a large battery pack for propulsion – no additional

combustion engine for propulsion is used. In the case of hybrids and

plug-ins, both an electric motor and a combustion engine is used in

tandem where the battery pack has less energy capacity compared to

Lithium-ion (Li-ion) batteries offer great energy and power densities accompanied with long battery life time.However, if a mechanical fault occurs or the batteries over-heat, the flammable electrolyte of the Li-ion batterymay pose a risk. For Eurotransport, colleagues from the SP Technical Research Institute of Sweden (SP) andChalmers University of Technology explore further, identifying the risks involved with electric buses.

BUS FIRE SAFETY




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that of fully electric buses. Fully electrical propulsion of buses

provides several benefits: zero tail-pipe emissions; more silent

driving and higher efficiency. Different bus applications, such

as school buses, city buses and long-haul buses, have

different ‘electrification needs’. For example, a long-haul fully

electric bus would probably require a battery that is too heavy

to be able to carry sufficient load in the present transport

systems and would therefore need continuous charging,

i.e. electric roads, or other forms of energy storage

(e.g. hydrogen and fuel cell) or a conventional combustion

engine driveline. City buses, on the other hand, require

moderate sized batteries because they typically have a lower

average speed and travel a shorter distance per route, with

the capability of charging the battery at each end of the route

as well as at bus stops.

SP Technical Research Institute of Sweden (SP) is involved in the

project ‘Safer battery systems in electrified vehicles – development

of knowledge, design and requirements to secure a broad intro-

duction of electrified vehicles’, together with Atlas Copco, Chalmers

University of Technology and Elforsk and with financial support from

the Swedish Energy Agency. The project includes various abuse

(destructive) tests on commercial Li-ion battery cells to study the cell

response in terms of variables such as temperature, gas emissions,

fire and explosion.

Li-ion is the family name of many types of different electrode

materials (anode and cathode) all utilising lithium ions travelling

between them. The characteristics of different types of Li-ion cells can

vary quite significantly; regarding energy and power densities, life time

and safety, for instance. Besides different electrode materials, there are

other components that vary, for example, electrolyte composition

and separators. Li-ion cells for the automotive industry are typically

produced with higher quality techniques and materials (more pure raw

materials) for improved performance, life time, and safety, etc.

However, there are unfortunately no intrinsically safe Li-ion cells

with sufficient usable properties (life time, energy/power densities)

available today. All Li-ion cells have a safe window in which they

operate. If they are outside this window, they can self-heat and

eventually go into what is called a ‘thermal runaway’ and potentially

cause fire. In order to protect the Li-ion cells from various abusive

conditions, such as those shown in Figure 1, several safety techniques

are employed in a battery pack, some of which are schematically

shown in Figure 2 on page 52. A battery management system (BMS)

BUS FIRE SAFETY

Figure 1: Abuse situations and how it can affect a Li-ion cell and battery pack system

monitors and controls the voltage of each cell, current,

temperatures and electrical isolation protection, etc.

Mechanical crash structures are used to protect the battery

pack from being deformed. Disconnectors (contactors) are

used to shut-down a battery pack in regular use (i.e. when a

bus is parked and turned-off) and in case of a crash it can also

disconnect the battery pack. A fuse is present to protect

against short circuiting the battery pack. However, some

situations – for example, internal cell short circuiting

(on micrometre scale) – are very difficult to completely

protect against, despite significant efforts being made in

manufacturing. The experience of the consumer market

shows that there is a small probability (ppm-level or less) of

internal short circuiting in Li-ion cells, potentially resulting in a

thermal runaway and a battery fire. With a few-cell-battery

(commonly used in consumer products) and with the low probability,

the risks associated with internal cell short circuits are general relatively

low. However, in a large battery pack, with many cells, the probability of

a single cell thermal runaway will of course increase due to the

large number of cells, and the potential consequences with such

a large battery pack will also increase. This leads to an increased risk

of a cell safety incident occurring, making it important to

minimise its impact on the rest of the battery pack as well as

the electrified bus. In case of a battery cell failure it is essential

to have early detection and quick notification to the driver

and passengers, since it usually takes approximately two

minutes to evacuate all passengers from a fully occupied bus

– and possibly longer for passengers with disabilities.

It is important to hinder or delay propagation of a thermal

runaway from one battery cell to adjacent cells, or from one

battery module to adjacent battery modules. The cell-to-cell

propagation of a thermal runaway in a single cell to adjacent

battery cells can be significantly affected by battery pack

design, however it may add cost, weight and volume.

In a battery system ‘fire walls’, for example, between

battery modules can be used to delay/stop propagation.

The integration and placement of the battery in the bus can also

affect propagation.

The numbers of fires in buses with conventional fuels are a concern

in several countries today. Common fire sources are excessive

heat igniting fuel or oil leakage, wheel fire, and electrical short

circuits in the 24 V system. Several of these potential fire

sources will still be present in electrified buses. However, for

fully electric buses some significant heat ignition sources will

be removed because the hot combustion engine and some of

its hot subsystems are not needed. Today there are relatively

few electrified buses in operation, although the numbers are

increasing. There have been a few fire incidents with electric

buses but still the statistics are too limited in order to perform

an adequate statistical investigation of the probability of a fire

in an electrified bus.

The electrical drive line in electric buses uses relatively

high electrical voltage systems, both DC (direct current) and

AC (alternating current). The battery system voltage is

typically about 600 VDC (voltage direct current). The electrical

hazards are well-known and are minimised by the vehicle

manufacturers by proper design. The use of an electrical two

pole system – the so-called ‘floating ground’1 – significantly

increases the electrical safety in an electric bus. In practical use with

correct handling by rescue and service personnel, for example, the

electrical hazards for the voltage systems are considered to be low.

BUS FIRE SAFETY




Figure 2: Schematically showing the battery pack with some of the safety systems/techniques

Figure 3: Photos of Li-ion pouch cell before and after overcharge abuse tests,after which the cell had swollen significantly and the cell opened at the negativebattery pole (see markings in photo, venting gases)

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Figure 4: Photo of a burning Li-ion cell during overcharge abuse test

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BUS FIRE SAFETY




Buses are generally heavily used and therefore the battery in a fully

electric plug-in bus needs to be recharged frequently by pantograph

solutions – either from above or by conductive or inductive plate

chargers from beneath – and high charge power is needed in order to

shorten the charge time. With higher charge currents the risks are

increased. This is, however, well-known and adequate technical design

solutions are used to handle the high charge currents.

One of the tasks for a BMS is to avoid overcharging cells. However,

it can still happen, for example if BMS fails. Figure 3 on page 52 shows

a Li-ion cell before and after an overcharge abuse test, where the cell is

charged beyond its limits. The overcharge leads, in this case, to a cell

venting and releasing gases. Since the cell was in free air it allowed the

cell to swell up significantly. Figure 4 on page 52 shows an example of

fire due to overcharge.

It is, however, quite seldom that a fire starts and the best way to

measure the heat released by cells in a fire is to expose the cells to a fire

source, as seen in Figure 5 where battery cells are exposed to a

propane flame. The tests showed that higher battery electrical charge

levels, state of charge (SOC), gives a more rapid heat release rate (HRR)

while the total heat release (THR) is roughly the same for all charge

levels. Gas emissions were also measured in these tests. The Li-ion cell

contains fluorine that can form toxic compounds such as hydrogen

fluoride (HF) that can be released3,4. The gas emissions are not yet well

studied and may pose a risk. However, so far no accidents concerning

gas emissions have occurred, potentially showing the risk to be small.

Still, it is a safety strategy for the cells to release gases if the pressure

increases in the cell in order to avoid possible explosion of the cell and

a predesigned strategy of how to handle any vented gases is prudent in

order to prevent emissions being released into the passenger

compartment. In some situations the release of toxic gas emissions

might still pose a risk; for example when rapid gas is released from

several cells at an indoor bus stop, in a tunnel, parking garage or a

multi-storey car park. These situations also pose a larger risk if the gases

are ignited. However, more research on gas emissions is needed.

Performing experimental abuse tests is expensive and therefore

thermal simulation is a useful tool. To this end, a simulation model with

predictive capabilities is under development. The simulation tool is

validated against experiments where the heat transfer in a pack of five

cells exposed to external heating was measured. The simulations are

performed in the versatile Finite-Element software Comsol Multiphysics

and are now extended to accommodate modelling fire propagation in

large modules consisting of a large number of cells, as is common for

xEVs. The model is intended as a screening tool to quickly evaluate

different propagation delay solutions and, therefore, the internal

structure of each cell is not modelled. The layouts of commonly used

cells indicate, however, that the thermal properties are highly

anisotropic and therefore anisotropic simulations are employed.

Obtaining adequate data of the battery cells is crucial for the

computational model, but usually not so easy to access. Data from

the literature is used in combination with sensitivity studies of the

thermal parameters in order to overcome this obstacle. The results from

the test and the simulations agree relatively well until the adjacent cell

begins to react and, thus, this rather simplified method can be used to

predict the propagation of a thermal runaway event with accurate

material data input.

References1. F. Larsson, P. Andersson and B.-E. Mellander ‘Are electric vehicles safer than

combustion engine vehicles?’, Chapter 4 in Systems perspectives on Electromobility,edited by B. Sandén and P. Wallgren, Chalmers University of Technology, Goteborg,Sweden, ISBN 978-91-980973-9-9, p.33 (2014), https://www.chalmers.se/en/areas-of-advance/energy/publications-media/systems-perspectives/Pages/Systems-Perspectives-on-Electromobility.aspx

2. F. Larsson, P. Andersson and B.-E. Mellander, ”Lithium-Ion Battery Aspects on Fires in Electrified Vehicles on the Basis of Experimental Abuse Tests”, Batteries, 2, 9 (2016), http://www.mdpi.com/2313-0105/2/2/9/pdf

3. 3F. Larsson, P. Andersson, P. Blomqvist, A. Lorén and B.-E. Mellander,‘Characteristics of lithium-ion batteries during fire tests’, Journal of Power Sources,271, 414 (2014).

4. P. Andersson, P. Blomqvist, A. Lorén and F. Larsson, Fire and Materials, DOI:10.1002/fam.2359, in press.

Fredrik Larsson has more than 10 years of experiencewith Li-ion batteries for the automotive industry, inaddition to involvement with several HEV and EVprojects. Fredrik was previously a technical specialist atEffpower developing Li-ion battery systems. Fredrikjoined SP Technical Research Institute of Sweden in 2012and works full-time conducting research on safety for Li-ion batteries in electrified vehicles and is the Project

Leader of ‘Safer Battery Systems in Electrified Vehicles’. Fredrik received amaster’s in Engineering Physics (2006), a degree in Licentiate ofEngineering (2014) and a PhD degree is expected in 2017 from theDepartment of Physics at the Chalmers University of Technology.

Johan Anderson has worked in the Fire ResearchDepartment of SP Technical Research Institute of Swedenfor more than four years and his research is mostly focusedon simulations and computational work of fire dynamicsand structures exposed to fire. During recent years Johanhas participated in several projects regarding safety ofelectric and hybrid vehicles. He has a master’s degree inphysics from the University of Gothenburg and a PhDfrom the Chalmers University of Technology.

Petra Andersson has worked with fire research for morethan 20 years. She obtained her PhD in Fire SafetyEngineering at Lund University in 1997 and has sinceworked in the Fire Research Department of SP TechnicalResearch Institute of Sweden on various research topicssuch as fire detection, functional performance during fires,extinguishment and environmental effects. Her researchincludes both simulations and experiments with most

recent research focussing on Electric and Hybrid vehicles.Petra will be Chairing the Scientific Committee of theFIVE 2016 Fires in Vehicles conference in October 2016.

Bengt-Erik Mellander is Professor at the Department ofPhysics at Chalmers University of Technology. He haswide experience of research on energy related applications,especially related to battery safety, photoelectrochemicalsolar cells and solid oxide fuel cells.

Figure 5: Photo during external fire abuse tests with propane flameshowing ignition of released battery gases

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Bus Rapid TransitSUPPLEMENT

© A

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Shut

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.com

SPONSORED BY:

56 Developing the new Belfast RapidTransit system Ciarán de Búrca, Director of theTransport Projects Division, NorthernIreland Department for Infrastructure

59 The North West’sfirst guided buswayhas arrived Transport for Greater Manchester (TfGM)

62 Moving BRT forward Juan Carlos Muñoz, Lead of Bus RapidTransit Centre of Excellence and LaurelPaget-Seekins, Director of StrategicInitiatives, Massachusetts BayTransportation Authority

Developing thenew Belfast RapidTransit systemBelfast Rapid Transit (BRT) is an innovative and ambitious project for the Northern Ireland Department forInfrastructure, which will create a new and dynamic public transport system for Belfast. It has recently beenidentified as a flagship capital project by the Northern Ireland Executive. For Eurotransport, Ciarán de Búrca– Director of the Transport Projects Division at the Northern Ireland Department for Infrastructure – explains thatthe overall aim of the BRT project is to provide a modern, safe, efficient and high quality public transport servicewhich promotes modal shift from the private car to public transport and supports the sustainable economicgrowth of Belfast.

BUS RAPID TRANSIT S U P P L E M E N T




The first phase of BRT, covering approximately 25km of existing roads,

will provide fast and reliable services connecting the east and west of

the city, the Titanic Quarter and key locations of economic and social

activity in the city centre and along the BRT corridors. It will offer a

unique, high quality, cross-city service providing people with improved

access to jobs, hospitals, shops, schools, colleges and entertainment.

In so doing, it will support social inclusion and the integration of

communities across the city. Subject to the success of the first phase,

the Department intends to expand the network to cover the north and

south of the city.

It is anticipated that, on the BRT corridors, the new system will

lead to a reduction of over 25% in public transport journey times; an

increase of approximately 35% in public transport patronage; and

improvements to air quality. The key challenge is finding the

appropriate and acceptable balance on the routes between public

transport and other road users.

The BRT project represents a £90 million investment by the

Northern Ireland Executive. It is a complex project involving 12 separate

infrastructure schemes (including roadworks, BRT stops and the

provision of Park & Ride facilities), the procurement of BRT vehicles,

a new depot and servicing facilities, a new ticketing system,

co-ordination with other major public and private projects along the

routes, and integration with existing public transport services.

The busesThe BRT system will use high quality rapid transit vehicles which will

provide a modern, comfortable environment for passengers in terms

of space, security and on-board information. They will have a strong

identity and high quality appearance that is easily distinguishable from

existing public transport vehicles. In November 2015, following an open

European procurement competition, the BRT vehicle contract was

awarded to Van Hool, supported locally by Road Trucks Ltd. The new




vehicles will be 18.6m-long articulated buses with a capacity of

approximately 100 people.

The tram-like buses will form a key part of the BRT system image.

They will provide accessible easy boarding for people with reduced

mobility, as well as a mix of standing and seating areas with good

legroom. They will have three sets of double-doors and circulation room

to enable rapid boarding and alighting, thus minimising the time spent

at stops and thereby reducing journey times. The vehicles will also

feature air conditioning and high quality materials for passenger

comfort; CCTV for passenger safety; on-board passenger information

screens; audio announcements and Wi-Fi. The vehicles will utilise some

of the latest hybrid technology with lower noise, vibration and emission

levels. They will be built over the next two years and are scheduled to

come into service on the new BRT network in September 2018.

The stopsThe system will feature new, high quality BRT stops – also forming a key

part of the BRT system image – and will be distinct from existing bus

Compak Ramps, VIP Trading Estate, Anchor & Hope Lane, Charlton, London SE7 7RY Tel: 020 8858 3781 Email: [email protected]

Reducing fuel consumption and increasing load capacity carrying are a prerequisite in the design and construction of the modern bus. Consequently, suppliers of

components to bus builders should seek to ensure the manufacture of their product is based on intelligent design, weight down processes and component

integration with the use of lightweight materials. Achieving a weight reduction, however big or small, should also strive to improve reliability and performance.

Engineering design, lower-mass components and systems are at the core of Compaks’ CP5UG-NG all-electric, single platform, lightweight ramp where a

weight saving of 30%-34% is achieved!

Weight savings in of themselves have no value if the nett result doesn’t also improve reliability. Statements attesting to weight reduction are easily substantiated

either by the manufacturer or an independent organisation. Not so reliability; which is often considered subjective! The CP5UG-NG addresses this issue by

offering a five-year warranty!

Compak achieved weight saving and reliability by minimising the components necessary to accomplish the basic requirement of extending and retracting a ramp

without compromising on quality or performance.

Incorporating components which have been tried and tested in a variety of environments worldwide for more than 15 years, to create a product which meets all

the requisite safety standards and compliance with statutory regulations, Compak has set the bar high with its’ five-year warranty.

To augment the five-year warranty Compak has appointed Douglas Park, its’ former Production Manager (Ramps),

as After Sales Manager reporting directly to Lee Allen, Compaks’ Managing Director.

Accessibility solutions – Worldwide

Benchmark for access ramps – Weight! Reliability! Warranty!

Boarding Bridge – Africa Lightweight Electric Ramps – Europe Innovative Manual Ramps – AsiaVan Hool BRT

BRT route map


stops. They will provide shelter, security, real-

time information systems for easier journey

planning, off-vehicle ticketing to speed-up the

boarding process, and quick easy access to

the vehicles. In order to provide shorter, more

reliable journey times and maintain acceptable

walking distances, BRT stops will be at a target

minimum distance of 400m apart. Where there

are key locations of high demand, stops will be

closer together. This means that the number of

existing bus stops on the routes will be reduced

by about a third.

Timetable and servicesThe BRT services will replace most of the existing bus services on the

routes. When BRT comes into operation, feeder and complementary

services will be provided with co-ordinated timetables and appropriate

interchange facilities. The main facilities will enable easy and convenient

interchange between the private car, feeder services and BRT services.

Cycle parking will also be provided at these facilities and at other stops

along the routes, where appropriate.

Subject to demand, it is proposed that BRT services will operate

between 5:30 and 23:30 on weekdays and weekend times will start

slightly later in the morning and potentially operate later at night.

Peak-time services will operate at maximum intervals of eight minutes,

with early morning and late evening services operating at intervals of

around 25 minutes. One of the advantages of the rapid transit system is

that services can, and will, be tailored to meet times of peak demand

such as major sporting or entertainment events.

In addition, rural Ulsterbus services from outside Belfast into the city

centre will continue to operate on the BRT corridors and will benefit

from the increased bus priority on the routes and therefore experience

shorter and more reliable journey times.

Infrastructure and operationsThe infrastructure on which the BRT services will operate will consist of

both dedicated bus lanes and mixed traffic lanes. Where new bus lanes

are introduced on the BRT routes prior to BRT becoming operational,

they will operate during peak hours only. In 2018 it is intended that the

bus lanes on the BRT routes will operate from 7:00 to 19:00, with

relaxations for deliveries, servicing, etc. In order to provide priority and

journey time reliability for BRT vehicles it is necessary to remove and/or

relocate on-street parking that affects the BRT bus lanes. Existing lay-by

parking will generally be retained and short-term parking restrictions

will be introduced to discourage all day parking and encourage

the turnover of parking spaces. There will be strict enforcement of

parking and driving offences in the bus lanes by way of static cameras

and mobile detection units to help ensure journey time reliability for

the BRT system.

A vehicle detection system will give optimum priority to BRT

vehicles at signalised junctions and turning movements will be banned

at a number of locations to assist the flow of traffic along the

BRT corridors. BRT bus lanes will generally be 3m-wide and will be

resurfaced over the majority of the route to ensure a high ride quality.

Improvements will be made to surface drainage systems with more

extensive use of side inlet gullies to further enhance ride quality, reduce

road noise and prevent damage to the ironwork. Adjoining footways

will also be reconstructed to improve the surface for pedestrians.

Environmentally-friendly LED lighting will be installed along

the majority of the BRT route, offering energy savings and lower

maintenance costs. Traffic signal equipment is being upgraded

and additional pedestrian crossing facilities installed to improve

access to stops.

Fares and ticketingBRT fares will be comparable with existing public transport fares on the

routes and concessionary fares will apply, as they do to other forms of

public transport throughout Belfast. Payment systems and tariffs

will be designed to encourage cashless payment. Tickets will have

to be purchased prior to boarding to minimise waiting times at stops

and will be integrated with other forms of public transport to enable

seamless interchange.

Brand imageA key part of the successful delivery of high quality rapid transit

systems is the development of a strong brand image. The brand will be

applied to all aspects of the system including travel information, stops,

vehicles and signage. High quality customer service will be a key

objective of the system.

On its way…Implementation of the new BRT system commenced in 2014 and a new

520 space Park & Ride facility has been constructed in the east of the

city which is currently being served by existing public transport services

in order to encourage modal shift and increase public transport

patronage in advance of BRT becoming operational. Infrastructure

works are underway and new peak hour bus lanes are being introduced

on sections of the BRT route in east and west Belfast.

BRT is scheduled to become operational in September 2018.





Ciarán de Búrca is Director of the Transport ProjectsDivision in the Northern Ireland Department forInfrastructure. He has responsibility for a number oftransportation projects including the Belfast Rapid Transitplus e-car and Park & Ride projects. Ciarán, a CharteredEngineer and a Fellow of Engineers Ireland, has a widerange of experience in managing, planning, designing andimplementing major transportation policies and projects.

The tram-like buses for the Belfast Rapid Transit system will feature air-con, CCTV, passengerinformation screens and operate using the latest hybrid technology

The main aim of the busway was simple – provide a better transport link

to key destinations for thousands of people while guaranteeing them a

travel experience seldom rivalled by other modes of public transport.

Supporting the economy, supporting the communityThe opening of the North West’s first guided busway in April 2016 is a

crucial milestone for Transport for Greater Manchester’s (TfGM)

wider bus priority package, a £122 million investment to enable

more people to enjoy faster, more punctual and more reliable bus

services from a wider area across Greater Manchester, to, from and

through the city centre.

The 4.5 mile guided busway between Leigh and Ellenbrook forms

part of a much longer 14 mile route linking Leigh, Atherton and

Tyldesley with Salford, Manchester city centre and beyond.

Passengers are now able to travel directly between the refurbished

Leigh bus station and Stevenson Square in Manchester city centre in a

single journey, using the busway and other bus priority measures on the

A580 East Lancs Road and through the heart of Manchester city centre.

As well as the promise of reliability, speed and punctuality,

TfGM made a commitment to quality; thousands of passengers every

week are now travelling aboard a fleet of new, state-of-the-art buses,

operated by First Manchester under the new Vantage brand.





Leigh MP Andy Burnham (middle)and the Transport for GreaterManchester and First delivery teams

The North West’sfirst guided buswayhas arrivedResidents in Leigh, Atherton and Tyldesley faced transport problems wherever they turned: there was congestionon radial roads to and from the regional centre, no rail service from Leigh and overcrowding on services fromAtherton and Newton-le-Willows. Coupled with dated transport interchange facilities and generally poor andunreliable public transport access and connectivity, these areas had little option but to place heavy reliance onthe private car. The North West’s first guided busway between Leigh and Ellenbrook not only signifies one of thelargest investments into Greater Manchester’s bus network in decades but it sets out to address many of the transport issues that these areas have long endured.

This project leaves a sustainable legacy by

encouraging economic growth in areas such as

Leigh, Atherton and Tyldesley and helping to

reduce congestion by providing an attractive

and viable alternative to the use of a private car

which will cut emissions.

It will help to stimulate increased invest -

ment along the route, as well as supporting

current and emerging businesses and

commercial opportunities. It will deliver

efficient and improved connectivity to

employment, leisure and retail oppor-

tunities, thereby making areas such as Leigh,

Atherton and Tyldesley more attractive to live

and work in.

The project will also promote inward

investment by supporting the further develop -

ment of Leigh as a commercial and

business centre in Greater Manchester.

By encouraging more people to use

the new transport link, congestion will be

reduced for other road users and open up

wider access to jobs, for example, giving

young people better access to education

and training, and getting older and

disabled people out of social isolation.

The bigger pictureGreater Manchester is growing at a faster

rate than ever before and investment in

the transport network is keeping pace.

A multi-million pound investment is

currently well underway to improve and

expand the city’s Metrolink light-rail

network, and with buses accounting for

four in every five local public transport

journeys, TfGM remains committed to working with partners to invest in

better bus services and infrastructure, like the guided busway.

By enabling true cross-city bus services to run directly through the

heart of Manchester city centre – free from other traffic – the scheme

will greatly reduce the need for people to change buses meaning

that more people will be likely to use public transport.

The busway scheme was developed to form a key part of the ‘bus

priority package’ – a major integrated investment that prioritises buses

and active travel while encouraging modal shift in Greater Manchester

by facilitating shorter journey times aboard services that are more

reliable and punctual. For businesses and communities, the outcome is

stimulation of the local economy and inward investment catalysed by

the enhanced connectivity.

A significant investment in Greater Manchester’s bus infrastructure,

the overall package connects the busway to over 25 miles of bus route

improvements between Leigh, Atherton, Tyldesley, Salford and

Middleton through Manchester city centre and along one of Europe’s

busiest bus corridors – Oxford Road – to the south of Manchester.

The city centre works are themselves part of a £1 billion

investment to ‘future-proof’ the transport network and support the

regional economy. By providing truly dedicated bus-only routes we are

finally able to reduce connection time to the city below 50 minutes

– a 30-minute improvement on previously

timetabled services.

The busway investment included specific

provision for a shared path alongside the whole

4.5 miles, surfaced so it could be used by a

variety of users including, horse riders, walkers

and both leisure and commuter cyclists.

Each bus stop has shelters, level boarding,

covered cycle parking, CCTV and is lit during

the hours of operation. Specific considerations

during the design process ensured each pair of

stops were located at street level and were fully

accessible, safe and secure.

To further encourage modal shift by

providing more travel choices, the busway also

included three new park and ride sites, offering

free parking for more than 400 cars.





Three of the 20 new Vantage buses

Vantage on the busway

The main aim of the busway wassimple – provide a

better transport linkto key destinations

for thousands ofpeople while

guaranteeing them atravel experience

seldom rivalled byother modes of

public transport




Beyond the buswayThis 4.5 mile guided busway runs along

a former railway line between Leigh and

Ellenbrook (in Salford). Its smooth finish

and traffic-free capability ensures the high

quality, fast and reliable service that TfGM set

out to create. The bus priority measures don’t

end with the busway, they also link up with

15km of new, on-highway bus lanes on the East

Lancs Road through Salford to ensure quicker

journeys than were previously possible.

While the delivery of the busway is a major

milestone, one piece of the bus priority jigsaw

remains outstanding – Manchester city centre’s

Oxford Road.

Work is now well underway to redevelop

one of Europe’s busiest bus corridors into a

European-style boulevard that provides better

bus journeys, an improved pedestrian realm

and truly dedicated ‘Dutch-style’ cycle lanes.

Once complete in early-2017, the Oxford Road

corridor will provide busway services with a

finishing point outside one of the country’s best healthcare facilities, the

Central Manchester Hospital site. In doing so, buses will also pass

the University of Manchester and the Manchester Metropolitan

University sites providing access to healthcare and education to

thousands more people.

A premium service at everyday faresSince opening, the busway has seen more than 150,000 passengers

making use of its new services in just the first five weeks of operation.

Operated by First Manchester under the brand Vantage, a fleet of

20 new, bespoke, state-of-the-art buses will connect Leigh, Atherton

and Manchester in as little as 50 minutes. Passengers travelling

between Leigh and Manchester previously faced journeys timetabled at

up to one hour and 20 minutes.

The high-specification, low-emission hybrid buses have Wi-Fi and

USB charging points, plush seating, tables on the upper-deck, audio

and visual stop announcements and

climate control.

Busway services start as early as

4am and run beyond midnight, with up to

eight buses an hour between Tyldesley

and Manchester meaning that people now

have more travel options than ever before.

Guided by successWith work now well underway on Oxford

Road in the city centre, bus passengers

are closer than ever before to having

truly dedicated cross-city bus services.

The economic potential of Greater

Manchester can only be realised through investment in transport

infrastructure. The strength of the region’s transport links translate

directly in to economic strength, supporting

jobs and business investment.

The guided busway is indelibly linked with

the bus priority package through Manchester’s

city centre and Oxford Road, combining as part

of a significant investment package that will

ensure Greater Manchester’s transport network

can manage the pressures placed on it by

projected growth in the coming years.

The first few weeks of operation have

been incredibly positive. It’s expected that

the service will go from strength-to-strength

and become as valuable an asset to the

areas of Leigh, Atherton and Tyldesley

as TfGM’s Metrolink lines are to Bury,

Altrincham, Eccles, East Didsbury and

Manchester Airport.

Vantage arriving at Astley Street, Tyldesley

The multi-user path

...the busway has seen more than150,000 passengers

making use of itsnew services in justthe first five weeks

of operation


Moving BRT forward

The Bus Rapid Transit Centre of Excellence has carried out five years of

research addressing the opportunities and challenges of meeting the

potential of BRT. The research is documented in our book Restructuring

Public Transport through Bus Rapid Transit and centres around three

themes: institutional relationships, BRT in the city, and operations

and design.

BRT is being used as a tool in the formalisation of informal transit

and this requires significant changes to institutions and the develop -

ment of new capacity for the public sector. It transforms the

relationships between private operators, government authorities and

civil society. In addition to new challenges, these changing relationships

create opportunities, such as an increased role for public participation

and the setting for a debate about the proper level of subsidy and fares.

Any changes to the public transport network take place within a

complex urban context. From the city to the individual passenger, level

change is hard. Even for just a single corridor, political power and

perceptions of BRT shape the choice of mode and conflicts over public

space for mobility. In both developing and developed cities it is a

challenge to coordinate land use planning around public transport

corridors. For passengers new service means having to learn new

routes, which requires the design and implementation of passenger

information systems.

Finally, there are challenges to creating a rapid high capacity

surface transit system, regardless of the type of city it is located in.

New technology is bringing opportunities; automated data collection

can improve service efficiency, planning and real-time information to

There is a general sense that Bus Rapid Transit (BRT) is a key tool for urban sustainability, but in order for it toachieve that potential it has to be more than just a public transport mode. As Juan Carlos Muñoz from the Bus Rapid Transit Centre of Excellence1 and Laurel Paget-Seekins from the Massachusetts Bay TransportationAuthority explain, we have to think beyond mode share or the peak passengers per direction per hour. BRT has to be part of a restructuring of transportation and urban space.





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users. Well planned network design can increase capacity and reduce

transfers. The switch to a formal system can improve working conditions

and the efficiency of scheduling vehicles and driver shifts. An analysis of

performance on BRT corridors can determine the factors that increase

boarding, speed, reliability and safety.

Even though BRT is fairly well established around the world, there

are many remaining issues that have to be considered moving forward.

BRT must not surrender its need for rapidness. Rapidness allows it to

provide not just a fast trip, but also a low wait, as well as a high capacity

transport mode. Speed is not just good

for users; it also increases operators’

productivity, therefore reducing its cost.

To provide rapidness, a segregated

busway is often needed. Also, high

demand stations must be equipped with

off-board payment facilities; stations must

not be too close to each other; and

overpassing lanes must be provided.

The special infrastructure needed for

efficient BRT triggers two concerns: safety

and urban impact. When BRT is ade -

quately designed it usually reduces

accidents in comparison to having buses

operating in mixed traffic. An ordered flow

of buses and cars should be easier to understand for pedestrians. It is

important to avoid the temptation to make pedestrians take flyovers to

reach stations. Instead, buses and vehicles are the ones that must stop

to allow pedestrians to cross at ground level.

Regarding its urban impact, BRT may seem too large an

intervention for cities. However, recently implemented BRT corridors

add a second overpassing lane only where needed (for example next to

stations). Still, when we think of the space taken by BRT infrastructure

we should consider how the space would be otherwise utilised.

The space needed for mobility responds to the mobility needs of the

rush hour. And the space taken from the city for rush hour mobility

needs stays fixed for the rest of the day. So it is very important to have

efficient solutions during peak periods. Cities must make public

transport and non-motorised transport as attractive as possible.

The alternative, based on cars, takes significantly more space and not

just along the corridor but in local streets and parking too.

It seems that when a strong BRT network is built, citizens see public

transport disputing the car’s hegemonic role. Let’s take Santiago and

Bogotá for example, which are quite comparable in terms of size

and socioeconomic indicators. Both have structured massive

public transport networks of approximately 100km. However, Santiago

has a metro network and Bogotá has BRT. Both present very similar

figures in terms of average speed (in Santiago it is higher on the newest

lines) and demand (moving approximately 2.5 million users per day

and 45,000 pax/hr-direction on their busiest link). However, while

Santiago is losing its battle to foster public transport utilisation

(its modal share fell from 83.4% in 1977, 70.5% in 1991, 51.9% in 2001

and to 46.9% in 2012), Bogotá is winning it, since public transport

modal share has stayed almost constant at approximately 65% since

1998. Thus, claiming urban space for public transit seems to have a

negative impact compared to investing in underground transit and

leaving the surface for the car.


Even though BRT is fairly well

established aroundthe world, there are

many remainingissues that have to

be consideredmoving forward

So this takes us to the metro vs BRT

question: is BRT a substitute for metro?

Sometimes yes, but most of the time, no.

These are modes that can complement

each other very well. While metro can provide

fast long-distance travel due to very limited

stops to serve high demand volumes, BRT can

exploit the flexibility of buses that can shift

between corridors providing non-stop multi-

corridor trips. Buses can also overpass

providing express services. Buses can enter and

exit local neighbourhoods and freeways, etc.

We need to be more innovative when thinking

about buses. Multi-modal fare integration

(which we see as a growing trend worldwide)

provides more opportunities for network

design that we would have if passengers were

expected to reach their destinations through

a direct service.

When comparing BRT with metro, one of

the aspects in which BRT falls short is reliability.

To earn the respect of public transport users

and of citizens in general, BRT must overcome

important hurdles: it must not only be fast, but

reliable. To achieve reliability, BRT must address

headway regularity; the more regular the headways are, the lower

the average waiting time, and the average comfort of the trips.

Also, the travelling experience improves because waiting time and

comfort become more reliable. Thus, we need BRT to add an extra R;

BRRT: Bus Rapid and Reliable Transit. Also, during off-peak periods BRT

must incorporate schedules so users can plan their trips while transfers

are adequately coordinated.

Another key aspect that needs to be addressed to improve

the quality of service is comfort. The developing world must stop

designing service based on 6 pas/m2. This figure is the average across

many buses and many areas inside the bus. It is also the best recipe

for long-term failure.

The world is starting to observe automation: in cars and driverless

metros. It is possible we could see driverless BRT very soon too – at least

while the buses operate in separate corridors. It will help to keep

regular headways, stick to schedules, dock smoothly at stations,

implement eco-driving and reduce accidents. It seems that the industry

is already realising the opportunity here.

BRT is often built according to a trunk and feeder network. This may

be effective for reducing costs, but force passengers to transfer. And we

all hate transferring. So we need to reduce them by implementing open

BRT corridors and run multi-corridor services. We also need to make

transfers less traumatic. We can turn this experience into culture,

commerce, fun!

Finally, funding and affordability are crucial. We will not attract car

drivers to shift towards public transport through low fares, but through

high quality service instead. To provide this service, subsidies

are needed. The developing world must realise that these subsidies are

needed not just for equitable reasons, but because it is efficient to do

so. In the developing world we should try to allocate some of the

funding to low income people that would otherwise consider high

quality public transport systems unaffordable.

There are lots of challenges: speed, reliability, driverless buses,

comfort, few and better transfers, adhering to the ‘urban’ context, and

low emissions. Our book doesn’t solve all of the challenges, but it

provides research that we hope will prove useful to academics and

practitioners to get started. More importantly, it shows how

international and interdisciplinary research can fit together to increase

the potential of BRT to address what we all know to be urgent

urban problems.

References1. www.brt.cl

2. www.cedeus.cl





The BRT network in Bogotá, Colombia

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Juan Carlos Muñoz is a Professor at the Department ofTransport Engineering and Logistics of the PontificiaUniversidad Católica de Chile. He also leads the BusRapid Transit Centre of Excellence1 and the multi -disciplinary Centre of Sustainable Urban Develop ment2.Furthermore, Juan Carlos is an Advisor to the ChileanMinistry of Transport on public transport issues andMember of the Board of Santiago Metro. He is

author of many academic papers that have been published in some of the most prestigious journals in the field and member of several inter-national editorial boards.

Laurel Paget-Seekins is currently the Director ofStrategic Initiatives at the Massachusetts BayTransportation Authority in Boston, MA. She has a Ph.D.in Civil Engineering from the Georgia Institute ofTechnology with a focus on public transport. Laurel was apostdoctoral researcher at the Bus Rapid Transit Centre ofExcellence1 for two years. She uses her experience as acommunity organiser, academic, and public transportadministrator to build interdisciplinary and community-academic-government collaboration to restructure public transport and urban space.

RUSSIA MOSCOW

TURKEY ISTANBUL

INDIA BENGALURU

EUROPE KORTRIJK

LATIN AMERICA MEDELLIN

RUSSIA MOSCOW

TURKEY ISTANBUL

INDIA BENGALURU

EUROPE KORTRIJK

LATIN AMERICA MEDELLIN

1 global and 4 international B2B exhibitions for bus and coach only

www.busworld.org

RUSSIA MOSCOW 25-27 OCT 2016

EUROPE KORTRIJK 20-25 OCT 2017

TURKEY ISTANBUL12-14 APR 2018

INDIA BENGALURU 10-12 NOV 2016

LATIN AMERICA MEDELLIN 05-07 DEC 2016

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