AT THE HEART OF MOBILITY
Innovation through successful partnerships
4 Connected mobility
REGULATED OPENING UP OF REGIONAL RAIL LINES:
WHAT’S THE CURRENT STATUS?
INNOVATION, THE DRIVER OF OUR SUCCESS
REGULATED OPENING UP OF REGIONAL RAIL LINES: WHAT’S THE CURRENT STATUS?
Report 24 HOURS IN STOCKHOLM WITH FLYGBUSSARNA IN THE PROVENCE-ALPES-CÔTE D’AZUR REGION, TRANSDEV REVITALIZES INTERURBAN TRANSPORTATION
By your side
INNOVATION THROUGH SUCCESSFUL PARTNERSHIPS
Solutions that work
BIKES BY TRANSDEV
AT THE HEART OF MOBILITY
Content Manager: Dominique Wood - Editorial Manager: Cécile Duval. Editor-in-chief: Isabelle Debergue. Editorial assistant: Leslie Papillot. Our thanks to all the members of the editorial committee and contributors. Photo credits: © 2013 by www.foto-bartl.de, All Rights Reserved, Suzanne Blanchard, Christian Bruchet, Gustav Brundin, Cap Calaisis, Jean-François Deroubaix, Joachim Donath, Franck Dunouau, David Einar, Olivier Ezratty, Syrian Gropius, isilines, Frédéric Le Lan / Communauté d’Agglomération de La Rochelle, Masterfile, © J.Ryniuk/ Interlinks Image, Michael Schwager, Seoul Line 9 Operation, Société du Grand Paris, Tequilarapido, Transdev. Illustrations: Olivier Bellefond. This document is printed on FSC-certified paper made from 100% recycled pulp by an Imprim’Vert-labeled professional. N° ISSN 2430-2406 Design-production-editing:
Sign of the times WHEN THE ECONOMY BENEFITS EVERYONE
It’s tomorrow CONNECTED MOBILITY
They are Transdev
INNOVATION, THE DRIVER OF OUR SUCCESS In a context of the changing use and far-reaching transformation of mobility, Jean-Marc Janaillac, Chairman and Chief Executive Officer of Transdev, is keen to place innovation at the heart of the Group’s strategy serving its performance and growth, but above all serving its customers and passengers.
JEAN-MARC JANAILLAC, CHAIRMAN AND CHIEF EXECUTIVE OFFICER, TRANSDEV
We are continuing to improve our core business by seeking new keys to performance, by focusing increasing amounts of energy on our local authority clients and by looking to understand the changes they are facing.
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What is the position of innovation in Transdev’s strategy? Jean-Marc Janaillac: It occupies a major position. After having reached a very significant milestone in our recovery, we will now be preparing the “follow-on” stage involving an ambitious innovation policy aimed at increasing our market share. On one hand, we are continuing to improve our core business by seeking new keys to performance, by focusing increasing amounts of energy on our local authority clients and by seeking to understand the changes they are facing, advising them and proposing innovative solutions adapted to their challenges and their regions. On the other hand, we will look to invent and develop new business, and trial new breakthrough solutions. As the boundary between public transit and personal transportation gradually fades, the overriding trend for the coming five years, we will need to rethink our businesses. It is in this new field opening up today that tomorrow’s value will be created. What are the strengths of a company like Transdev in the area of innovation? J.-M. J. Our determination and our organization, which moreover go together. Our determination to free up our energies and imaginations, and to launch new initiatives while accepting that we may make mistakes as we innovate. Then, our organization which avoids being too centralized; in a multi-local business like ours, I do not believe in centralizing innovation. Our operations are our laboratories, and in fact today we have five major centers of excellence that are totally connected to our networks: Issy-lesMoulineaux, Aix-en-Provence (both in France), Pasadena (in the United States), Hilversum (in the
Netherlands) and Helsinki (in Finland). Although some projects, those built around rupture technology, must be kept apart from the everyday to succeed. Finally, I would add the enthusiasm of a team keen to take up the challenge: generally, in situations of radical and brutal change to business such as we have begun to experience (disruptive, as it is called), the large groups in place tend to lose the battle. The boss of IBM said, “Who said elephants can’t dance?” I, too, believe that they can. What is your strategy and what are your main avenues for developing innovation? J.-M. J. Our strategy is based on our vision of tomorrow’s mobility, which can be expressed by the concept of “Mobility as a Service,” that is, provide mobility in which passengers will no longer have to choose between public transit and personal transportation, but rather they will have access to a range of solutions. This offer will provide them with access, everywhere and in real time, to mobility that is door-to-door, seamless, personalized, safe, affordable, community-orientated and ecological, I might even add “fun.” It is also based on a finding that is now completely self-evident: most radical change in mobility is brought about by digital developments. For example, for us, digital and innovation are closely linked, whether in the area of continuing innovation, maintenance, safety, customer knowledge or passenger experience, or even more disruptive innovation based on opportunities arising from the use of digital services and new technology (shared transport, national reservation platforms, etc.). Finally, the last avenue of research and development is the energy transition, and more particularly electric or sustainable propulsion.
How can innovation be made a real growth driver? J.-M. J. By having a concrete and non-theoretic approach to innovation, close to the business and totally integrated into our activities. This is a deep-felt conviction shared by everybody at Transdev. Within the Performance Department, with the creation of the Transdev Digital Factory, an experimental and incubation center specifically for disruptive innovation and which brings together our top internal digital expertise, we are working on disruptive topics and forming partnerships with start-ups that contribute a lot to the effervescence of technological innovation. They enable us to pursue the development of certain ideas as yet in their formative stage. Under the impetus of the Strategy Department, tasked with boosting and disseminating innovation, innovation is brought to life and develops throughout the company. Our aim is to ensure the emergence of the greatest number possible of innovation projects, both external and internal, to promote them and increase their visibility within our teams, test them on a large scale and in various contexts, and then to rapidly improve them by pooling resources and experience feedback in order to transform them into concrete and reproducible solutions.
What’s new? -
- What’s new?
REGULATED OPENING UP OF REGIONAL RAIL LINES:
WHAT’S THE CURRENT STATUS? Schedule changes, difficult negotiations, and problems with technical and political harmonization: the opening up of passenger rail transportation to competition has since 2009 become a real can of worms. The views of two Members of the European Parliament, Michael Cramer and Dominique Riquet, about this sensitive issue. Why would you be in favor of opening up the rail market, especially in France?
Michael Cramer: In my view, we must avoid being dependent on the goodwill of a monopoly business, whether public or private. Experience everywhere in Europe has shown that these companies often tend to neglect their customers’ needs. The cancellation of numerous regional, international and night train services is a clear illustration of this. For this reason, I am advocating the controlled opening up of the market, tied in with very strict social and environmental rules.
What measures have been included in the fourth “rail package?”
M. C.: The measures covered two areas: the technical aspects for the technical and structural harmonization, and political measures that deal with the opening up of the market and governance of rail companies. We reached an agreement last June between the European Parliament and the Member States on the technical aspects, by devolving the central role to the European Railway Agency, the keystone of the new system. Meanwhile, national governments have still not managed to come to an agreement on the political issues.
Opening up competition on regional railway markets seems to divide the Member States. How can they be convinced of its usefulness?
Dominique Riquet: Of all transportation modes, we note that rail is the only one for which passenger numbers are stagnating, even declining (by around 6% for passenger transportation and 10% for freight). It is also the mode for which the least progress has been made in opening it up to competition. This ecological and economic mode of transportation will only regain its attractiveness through a thorough reform of its governance, the end to monopolies, the creation of a unified European network and an investment program aimed at standardizing rail rolling stock and infrastructure. There is an urgent need for reforms in order to counter international competition, especially from Japan and China.
What are the priority projects that the EU should finance under the Juncker Plan to stimulate growth and support the rail industry?
D.R. : Above all it should be stated that the Juncker Plan does not involve granting subsidies. It proposes financing mechanisms that are only valid for projects that will generate a sufficient return on investment. That excludes many projects in the rail sector, which by definition are a loss-making. However, we can be allowed to hope that some routes may benefit from this Plan.
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The rail market has already been successfully opened up in Sweden and Germany. In France, what can future regional presidents expect?
D.R. : The attitude of the French regions to opening up the TER (regional express train) network to competition has changed dramatically in the past two years. We have gone from open hostility to relative openness because of their deteriorating relations with SNCF (French national rail company), compounded by increased budgetary pressure. I also think that the regions have understood that the revival in rail’s attractiveness, which it so sorely needs, will be driven by the arrival of alternative operators alongside SNCF.
In December, Paris will host the COP21 environmental conference. As European parliamentarians, what are your expectations of this event? What message should Europe bring to the table?
M. C. : With public transit, we can reconcile mobility and climate protection. We cannot ignore the fact that since 1990, CO2 emissions have increased by 28% in the transportation sector, whereas they have decreased by 32% in industry and 22% in households. It is obvious that we need to focus on a different sort of mobility. As 90% of trips by train are for less than 50 km, we need to begin by changing everyday behavior, rather than focusing on major infrastructure projects – such as the Lyon-Turin route – which will only have an effect in the very long term and for a limited number of passengers.
“If Europe opts for controlled competition, the authorities will be able to choose between several operators placing them in a stronger position.” MICHAEL CRAMER – GROUP OF THE GREENS/EUROPEAN FREE ALLIANCE – GERMANY
THREE SUCCESSFUL EXAMPLES OF OPENING UP THE MARKET IN EUROPE SWEDEN
with Kustpilen In 2008, Sweden contracted Transdev to operate two of its rail lines in the Kustpilen regional network: 19 stations, 34 trains per day, seven days a week, transporting 500,000 passengers a year. Food services and ticketing are provided on board the trains. The team has 84 employees, of whom 34 are drivers. This six-year contract is worth €10 million/year and includes penalties for four criteria: maintenance, late or cancelled trains and cleanliness. The results of a 2013 survey revealed that passengers are satisfied: 92% felt safe and 94% stated that the employees demonstrated a good service ethic. The contract was renewed in 2014 for a further six years.
“It will take more than a decree to open up the market. The employment conditions will need to be harmonized, infrastructure management separated from operations, and a strong regulatory authority introduced.” DOMINIQUE RIQUET – GROUP OF THE ALLIANCE OF LIBERALS AND DEMOCRATS FOR EUROPE – FRANCE
IN THE STUTTGART REGION
with the Schönbuchbahn line On October 31, 1995, Transdev won the contract to reopen the regional Schönbuchbahn line near Stuttgart. Covering renovation of 17 km of track, the construction of bridges, security at 12 stops and stations as well as providing access for reduced mobility passengers, the specifications also stipulated increasing the speed and a high level of compliance with on-time services. The targets have been clearly met: service speed of 80 km/h instead of 50; 98.7% on-time services, and 8,800 passengers in 2015 compared with 4,090 in 1996. In November 2009, the contract was extended and renewed. It now includes complete electrification of the track to reduce travel time and improve the line’s environmental impact.
with Meridian On December 15, 2013, Bayerische Oberlandbahn GmbH (BOB) started operating the “E-Netz Rosenheim” network under the new Meridian brand. This new 12-year contract concerns three lines serving routes between Munich and the main cities of Salzbourg, Kufstein, Holzkirchen and Rosenheim, together with around 30 intermediate stations, contributing to the regional strength of the Free State of Bavaria. The number of routes has increased by 50%. Many additional services are provided: various ticketing options, and multifunction areas in most trains, 13 customer service centers, and a call center open 24/7. The transportation capacity has been improved with 35 new EMUs (electric motorized units) able to transport 30,000 to 50,000 passengers a day.
Success stories -
Cincinnati, Ohio goes for Transdev Despite strong European and American competition, Transdev has just been awarded the contract for the streetcar (light rail) line in Cincinnati, Ohio. It will have 18 stops along its 3.6 mile (5.8 km) route and will provide service to the city’s main downtown areas. The line will also interconnect with the bus service. This five-year contract, with the potential for extension, will commence in September 2016 when the line opens. It covers operation management, streetcar and infrastructure maintenance, and safety. Worth $38 million, it is a fine victory for Transdev, a historic operator of this type of transit.
Go for isilines! On July 10, isilines opened its first routes to holidaymakers. In anticipation of the publication of France’s Macron Law, isilines welcomed its first passengers early this summer. Fully owned by Transdev, the isilines brand currently operates 17 routes between 50 cities in France. Under the umbrella of Eurolines, which already transports more than three million passengers a year in Europe and Morocco, isilines is committed to providing a premium service using upscale vehicles with, among other things, broadband Wi-Fi, power outlets and USB sockets, and entertainment programs, all at competitive price. The service has proven extremely successful with almost 1,000 bookings a day since its introduction.
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- Success stories
All aboard for the Grand Paris Express Transamo has just been selected by Société du Grand Paris to work with SNC Lavalin, Assistant Project Manager, on the construction studies for the future Line 18. This 35-km line with nine stations will be fully automated and initially provide a connection between Orly Airport and the Saclay Business Cluster, before being extended to Versailles. Alternating between tunnel and viaduct structures, Line 18 will provide fluid transportation for 100,000 passengers between the Essonne, Yvelines and Hauts-deSeine departments in the outer Greater Paris region. Transamo will start work on the first section of the project in October 2015 scheduled for completion in 2025, and then through to 2030 for the second section.
Stepping up our presence in Germany On June 8, 2015, ZVMS contracted the operation of the Mittelsachsen network to Mitteldeutsche Regiobahn, a Transdev subsidiary in Germany. This is an excellent victory for the Group given that its main competitor for the contract was the historic operator Deutsche Bahn. With revenue of some €30 million a year, several thousand trainkilometers and latest generation rolling stock, Mittelsachsen is without doubt the biggest contract the Group has won in five years. Coming hard on the heels of the ten-year contract to operate the Leipzig regional train service signed in March 2015, this success is confirmation of the Group’s rail expertise and also positions Transdev - Mitteldeutsche Regiobahn as one of the leading rail operators in Saxony.
24 HOURS IN STOCKHOLM WITH FLYGBUSSARNA Airport shuttle company Flygbussarna Airport Coaches, a Transdev subsidiary in Stockholm (Sweden), operates fast and reliable services, day and night, between the Swedish capital and its various airports.
“When I train new drivers, I obviously emphasize the need for calm and safe driving, but also the importance of welcoming our passengers with a smile when they board the bus.” MARIA ÖSTERBERG, DRIVER
Mehdi Sahamy, driver, focuses above all on customer safety.
Thursday, 3 September. Downtown Stockholm, Cityterminalen bus station. A cold wind sweeps down the street flanking the terminal and there’s not a soul in sight. On the second floor of the Flygbussarna central control station, the Traffic Manager Lars Alström is already at work. His task is to plan the day ahead, organize the teams and dispatch the coaches.
The first passengers are starting to arrive to catch the shuttle to Skavsta Airport that caters to budget carriers and to which the first of the morning’s buses leave. The customer service agents are already in place to direct them. “Passengers are often stressed by the fear of missing their flight. That’s why we have teams at the station to provide them with precise information, calmly
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and with a smile,” explains Björn Grane, Manager of the Flygbussarna office at the bus station. Each day, Björn begins his day with breakfast in the staff room just as the night shift employees are having their lunch. A good way of keeping abreast of the latest events chatting with each person individually.
The agents gather for their morning meeting. John Daoud, Operations Manager, explains that the computer system’s firewall has to be replaced and all online services will be unavailable from 8.00 pm that evening. As the bulk of sales are made on the Internet, John finds it difficult to hide his concern. “Sales will be down for half an hour,” he explains. We’ll have to focus on ticket office accessibility so that customers can still purchase their tickets easily.”
“When a customer is stressed and fears missing his or her flight, often you simply have to reassure them by saying that another bus will be along in five minutes.” SARA BERGENHEIM, CUSTOMER SERVICE AGENT
- Report FLYGBUSSARNA, IS:
AIRPORTS SERVED AROUND STOCKHOLM
After the morning meeting, Björn hurries downstairs to catch the 9.40 bus that will take him in 20 minutes to Bromma Airport. If he misses it, it’s not a problem, as another coach will arrive shortly after. Flygbussarna’s success is in part due to this high service frequency, like the metro.
The bus Björn is travelling has the experienced Mehdi Sahamy in the driver’s seat. The onboard loudspeaker is reminding passengers to attach their seatbelts. There are not many accidents, but traffic is difficult in Stockholm. “The passengers’ trust is my number one concern. They must be able to count on us to get them to their destination safely and on time,” he explains.
OF THE BUSES RUN ON BIODIESEL “Good customer contact is the key to commercial success.” Björn Grane, Agency Manager.
A BUS EVERY 10 MINUTES FOR ARLANDA AIRPORT
The driver of one of the coaches has reported that an accident has occurred on his route and that he risks getting stuck in a traffic jam. To avoid his passengers being late, he calls the central traffic control room where the dispatcher Roger Nilsson suggests an alternative route.
3.00 am The elegant silhouettes of 18 shuttle
This evening, John Strand and Zakaria Abna-Aissa are invited to a meeting in Sundbyberg, in suburban Stockholm, to present the new direct route between Arlanda and Bromma airports. “The municipal contractors will be present as this new route is a major economic plus for them,” they explain.
The weak fall sun is setting over Stockholm. At the bus terminal, the nightshift customer service agents are at work. They manage the coming and going of the buses as some go back to the depot and others return freshly cleaned and refueled. buses gleam in the darkness behind the bus station. The night driver slips on his uniform and gets in behind the wheel ready to welcome on board the passengers arriving on early morning flights. The clock currently says exactly 3.30 am, Flygbussarna is back on the road.
Mehdi pulls his bus up to the stop outside Bromma Airport where Customer Service Agent Erfan Jalilian is busy providing information to a businessman. “In fact, many business people take our shuttles rather than a taxi,” says Erfan, “because they go directly to downtown stock on Stockholm and are much cheaper than a taxi.”
“It’s obvious that we are available in the terminal for our existing customers, but we are also there for our potential customers, the people who are not traveling with us that day. By being pleasant to them, there is a greater chance that they will choose us for their next trip.”
Zakaria Abna-Aissa, Sales & Marketing Manager, joined the company 14 years ago.
1:o0 PM At the Flygbussarna agency, at the bus
station, Zakaria Abna-Aissa, Sales & Marketing Manager, is getting ready to go to a meeting. “Initially, customers come because of the price and service frequency. Then, they come back because of our warm welcome and attention to service,” he says. Zakaria knows what he is talking about because he has been working for Flygbussarna for 14 years first as a Customer Service Agent, then as a Driver, Dispatcher, Site Manager and now Director.
KARI KARKE, CUSTOMER SERVICE AGENT SUPERVISOR
Sweden’s most dynamic coach company
In Stockholm, traffic is starting to slow down. To combat pollution, Flygbussarna shuttles run on biofuel. Yet, there is no law obligating companies to do this: each transportation company is free to choose the type of fuel it wants to use for its vehicles.
JOHN STRAND, CEO OF FLYGBUSSARNA
Customer service agent Erfan Jalilian providing information to customers wanting to go to Bromma Airport.
Flygbussarna has been operating for 25 years. At airports, our gray buses with their characteristic rainbow, have become so popular that the competition is finding it difficult to gain a foothold. We provide a practical and affordable alternative to taxis and private vehicles, our main competition. Today, we have entered a new growth phase. In March, we started up a direct route between Arlanda and Bromma airports, with 520 departures a week. This route targets business travelers in particular but it is also very useful to a lot of locals who work or live along this new route. There are seven buses on this new route for which we recruited 40 people. It only took two and a half months to create the new route, from concept to service start-up. This is quite a feat that has certainly contributed to embedding our reputation as ‘Sweden’s most dynamic coach company’.
Biofuel is a logical choice.
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IN THE PROVENCEALPES-CÔTE D’AZUR REGION
TRANSDEV REVITALIZES INTERURBAN TRANSPORTATION Using a smart strategy and coordinated rollout of the Group’s expertise, in just a few years, Transdev has managed to turn the seven regional express lines it operates into a major contributor to intermodality in the Provence-Alpes-Côte d’Azur (PACA) Region.
he Forcalquier depot, Alpes-de-Haute-Provence. A coach operated by Brémond, a subsidiary of the Transdev group, is ready to depart. Joël Prémont, a multitasking driver for interurban transportation and school bus runs, has been working for Brémond for eight years and knows the 100 kilometers of the Forcalquier-Manosque-Aix-Marseille “LER 25” regional express route inside out. “Ever since Transdev took over operations, ridership has been growing. Indirectly, this means we have more responsibilities on board, because the drivers represent both the local authority and the company on-board interurban coaches.
“While the provision of services is a major aspect in increasing the network’s ridership, the introduction of new services throughout the passengers’ trip needs to generate more loyalty.” SÉBASTIEN ROGER, TENDER PROPOSAL PROJECT MANAGER FRANCE – SOUTH ZONE DIRECTION
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We are what drives the relationship of trust between the customer and the company, especially in terms of the quality of our customer contact,” explains Joël.
Steady growth Autocars Brémond, Sud-Est Mobilités, Transdev Dauphiné and Cap Provence are four interurban transportation companies managed by Transdev in the PACA Region. Comprising express motorway routes, express regional routes and multimodal express routes, they play a crucial role in transporting passengers to rail stations and airports. The seven routes crisscross the region’s five departments and alone account for one third of the interurban regional road network. But what makes these seven regional express routes stand out today is their steady growth since 2007, and especially since they were taken over by Transdev five years ago. “In 2014, our routes transported around 400,000 passengers, that is, 37% of the regional network’s ridership. Revenue has jumped from €4 to €6 million in four years, a 50% increase,” explains Sébastien Roger, Tender Proposal Project Manager at the France - South Zone direction. This significant growth is echoed by the level of passenger satisfaction: according to the latest annual survey performed in November 2014 involving a representative panel of passengers transported every day, 91% of the customers say they are satisfied with the services provided. • • •
“The regional express routes are crucial in the transportation chain.” JEAN-YVES PETIT, VICE-PRESIDENT FOR TRANSPORTATION AND ECO-MOBILITY, PROVENCE-ALPES-CÔTE D’AZUR REGION
The Regional Council is intent on improving regional services by increasing the density of the public transportation services provided, especially in the hinterland, and by developing new multi-modal transportation chains. Given this stance, the regional express routes, such as those operated by Transdev, are crucial for providing the link with the other modes of transportation, in particular with the rail network. Transdev has clearly understood this and has demonstrated a significant capacity for innovation in adapting its services and making them increasingly relevant, reliable and attractive. Moreover, the Regional Express Route network benefits from 93% “Quality” compliance and its progress in the area of digital services has attracted new customers. Transdev is also working completely transparently with us and keeps us informed daily of the slightest incident. This is fundamental for a public authority like ours. Additionally, we don’t feel we are dealing with a group but rather with a network of coordinated local operators, which is highly appreciated.
TRANSDEV IN THE PACA IS:
FIXED INTERURBAN “REGIONAL EXPRESS ROUTES”
ALMOST EMPLOYEES OF WHOM
VEHICLES OF WHICH 17 ARE COACH RAPID TRANSIT
Standardize methods In order to kick-start this continuous growth dynamic, Transdev first opted to adopt a strategy kept under the radar. This meant providing the four companies with the Transdev group’s resources and expertise but without overtly appearing as a “group” in order to maintain the companies’ roles as privileged local players in the eyes of both passengers and partner institutions. “It’s important for Transdev to stay in the shadows because, at the local level, all these transportation companies have a history and strong identity,” explains Christiane Cei, Operations Manager for Autocars Brémond. This position aside, what concrete measures were taken to reinvigorate the routes? Transdev began by creating a Tender Project Manager position to coordinate the technical and commercial actions for the seven routes of the Regional Express Route network and provide the interface between the Group, regional authorities and the four companies. With this new organization in place, the provision of services on board was then improved on each of the seven lines at the end of 2013 and timetable frequencies increased with the creation of one or two new additional daily services. The most recent customer satisfaction survey still reveals that the frequency still needs to be further improved together with the level of comfort for waiting passengers at many of stops along the routes. Then, to speed up the services, the company revised the actual routes and the least useful intermediate stops were removed. Reflecting the partnership approach adopted, inter-modality was also reviewed in order to connect the regions more efficiently with TGV stations and regional airports, in particular Marseille-Provence (see box). Finally, a new fare structure, designed by the Provence-Alpes-Côte d’Azur region and based on the “Zou!” map, was introduced to make interurban transportation financially more accessible, which naturally has had the effect of attracting new riders.
Romain Wino, Marketing Manager for Marseille-Provence Airport.
Intermodality, a crucial key to growth The Marseille-Provence International Airport, served by one of the seven Regional Express Routes operated by Transdev, is the ultimate symbol of the importance of intermodality today for the development of regional express routes. The third most important regional airport in France with 8.2 million passengers a year, behind Nice and Lyon airports, Marseille-Provence Airport has seen the modal share of interurban road transportation double in seven years from 8% in 2007 to 15% today, that is, one passenger out of six. For some flights, this ratio can even be as high as one passenger out of three. This strong trend is linked to the growth of air traffic but also to behavioral changes. “Today, passengers calculate their airfare overall by adding in the cost of transportation to the airport,” explains Romain Wino, Marketing Manager for MarseilleProvence Airport. As a result, 40% of interurban network passengers come from regions located within one to two hours’ road travel from the airport. “An airport’s accessibility has become a major selling point for airlines. This explains the extremely proactive attitude we have adopted in developing the Regional Express Routes and interurban networks in partnership with local authorities,” adds Romain Wino.
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The digital revolution has led Transdev to replace half its 35 vehicles with 17 new coach rapid transit services. Infrared coach ticket readers, bankcard payment terminals, Wi-Fi, USB sockets and 220V power outlets, and digital press: for passengers, the environment on board is like that of a truly connected home. Note also that all vehicles now comply with the Euro 5 and Euro 6 standards, the most demanding in terms of pollution emission reductions. And to cap off this high level of service approach, several innovations derived from the Group’s expertise are now being deployed under the guise of support functions. For example, an e-boutique produced by Altibus, Transdev’s subsidiary in the Alps specializing in designing online booking portals, has been created in conjunction with the Region and other partners, similarly a Regional Express Route Facebook page has not gone unnoticed: with three or four publications a week since it was created in mid-April, it has already attracted 775 fans. TRANSDEV live
- By your side
à vos côtés In Grenoble with SEMITAG
Working hand-in-hand. Since 2013, Transdev, SMTC (Joint Syndicate for Public Transit in Greater Grenoble) and SEMITAG (a mixed economy company) have been involved in a collaborative project to encourage performance and innovation together with the Grenoble Mobility Lab. Based around five progress-orientated subjects – intermodality, accessibility, sustainable development, the citizen-passenger and the collaborative era – this laboratory aims to improve the network’s attractiveness and ridership. It operates in project mode with teams of people representing the network stakeholders and the local authority. So far, 11 projects are being examined, developed or in the review stage. Two of them were particularly significant in 2015: Monetrans which, for the first time in France, enables payment by contactless bankcard aboard buses, and Chrono Augmenté which invites the residents of a neighborhood to share their ideas about change and development. More than 1,000 proposals were submitted by the neighborhood mediators in just 45 days, and may serve as a model within the context of environmental improvement for the relevant bus route.
SUCCESSFUL PARTNERSHIPS In France, the Netherlands, Finland and United States, Transdev is stepping up the number of innovative services to provide increasingly efficient and intelligent mobility. An approach it shares and develops jointly with local authorities, government bodies and private companies. Close-up of three exemplary partnerships. In Helsinki with Ajelo
Innovation reapplied Based on the Helsinki model, Transdev North America invested in Split at the end of May 2015. This on-demand transportation service includes a fleet of cars rather than city minibuses. The fleet has 50 private vehicles based around a timetable chosen by the owner. Additionally, 18 permanent employees provide a few hundred trips each day around part of Greater Washington. Since it was introduced, the network has seen ridership increase by 15% to 25% each week. Indeed, 75% of the Split users are repeat customers and now, each customer books an average of between three and four trips a week. A promising beginning that is giving Uber and Lyft, the city’s other two major on-demand transportation services, a run for their money.
Surround yourself with the best talent. Five years ago, the city in Helsinki wanted to improve mobility for its residents. A partnership was formed between Aalto University and the Helsinki Transportation Authority to come up with a response to this challenge. Several companies specializing in new technology were contacted. The Kutsuplus algorithm and application put forward by the Ajelo consortium was unanimously selected. Thanks to Kutsuplus (Finnish for “Call plus”), it is possible to roll out an on-demand minibus network to back up the traditional bus network. Its operation is simple: customers use their smartphone to order a trip on Kutsuplus and are instantly put into contact with a minibus. The closest pickup point, fare, time of departure and arrival are also provided. This economic and community-orientated mode of travel is solid proof that by calling on external specialists, the Group can excel itself and stand out against the competition. Transdev North America has also been won over by this approach and, in November 2014, decided to acquire the Finnish Ajelo consortium and adapt its Kutsuplus system for the local market.
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“Working closely with customers and partners means greater involvement by everyone at all levels, and also means more commitment and greater risktaking. In this type of collaborative situation, you need to be able to outdo yourself at all times.” SOPHIE BOUCAUD, MANAGER PROJECTS DEPARTMENT AND TECHNICAL ASSISTANCE, FRANCE, MIXED ECONOMY DIVISION.
In the Netherlands with NOVB
Working together for greater efficiency. All transportation operators in the Netherlands had been developing smartcard payment since 2002 before becoming completely integrated in 2013. Today, the ten public transport operators are again working together to move card payment to a new 2.0 e-payment system called MTicketing. Using the most recent technology, it allows information to be centralized directly from transportation vehicles, stops and control centers. To ensure even smoother passenger movement and perfect coordination, PTAs and PTOs – public transportation authorities and operators – have established a joint organization called NOVB (National Committee for Public Transportation). All operators have clearly understood the advantage of this Smart Payment system and are deeply committed to seeking the most efficient solutions. Still in the experimental stage at present, MTicketing could eventually be supported by mobile phones. NOVB and the operators are currently negotiating with banks to issue bankcards including an MTicketing function. In the next phase, passengers would simply need to scan a barcode or flash code to pay for their travel making their journeys easier and simpler.
“All transportation operators have clearly understood the advantages of Smart Payment and are working together to find the most efficient solutions.” GOSSE VEENSTRA, DIRECTOR MARKETING AND DEVELOPMENT, CONNEXXION. TRANSDEV live
Solutions that work -
- Solutions that work
BY TRANSDEV Bicycles are a flexible and accessible transportation mode as well as being good for your health and the environment. Their popularity has never been greater than today. Veloway, a Transdev subsidiary, is living proof.
lready well embedded in everyday life in northern Europe and Asia, urban bicycles are winning over an increasing number of French city dwellers. Many local authorities now want to include this mode of soft transportation in their overall transit plan. This approach is, moreover, being supported by the government, in particular through France’s PAMA (Action Plan for Active Mobility), introduced on June 3, 2013, which encourages walking and cycling. With Veloway, Transdev is providing a comprehensive and innovative solution to these new expectations.
Towards increasing complementarity “Cycling is the fastest way to cover up to 5 km in town,” explains Bernard Gouy, Director of Veloway. “Now, to get from point A to
point B, it’s logical to combine all modes of transportation available: bus, metro, train, light rail, walking and cycling. Our aim is therefore to integrate these modes of soft transportation to provide a comprehensive service for our local authority customers,” he added. Created in 2007, Veloway has continued to expand its range of products and services. Today, cyclists are provided with three main services: bike rental in an agency, secure bike parks and self-service bikes, some of which are electric. To encourage this intermodality, other services and products are being explored and partnerships are being formed to devise the soft transportation of the future. Bikes, electric scooters, Yikebike*, and so on. Veloway has only just begun to change the face of urban transportation. * An ultra-light folding electric bike.
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18 CITIES UNDER CONTRACT 3,521 SELF-SERVICE BIKES 6,280 BIKES RENTED THROUGH CUSTOMER AGENTS 1,606 SECURE BIKE PARKING SPACES
Vél’in is a truly complimentary addition to our transportation services. PHILIPPE MIGNONET, PRESIDENT OF SITAC AND THE DEPUTY MAYOR OF CALAIS
RENTAL THROUGH A CUSTOMER AGENT For medium and long-term rentals, the network’s agencies provide a range of services. In addition to rental contracts, they provide comprehensive and personalized assistance for cyclists when they come into the agency: a wide choice of bicycles, rental of accessories, maintenance, antitheft markings, advice, etc.
While the project had many detractors at the outset, its success was nonetheless immediate. Despite the weather not always being amenable, Vél’in has 2,500 annual subscribers and more than 100,000 rentals a year. We must admit that the 38 stations are strategically located and provide a truly complimentary addition to our bus and river services. Given the demand that we have created, we will certainly have to increase the number of bicycles!
Close to stations or major transportation centers, secure bike parks provide well-maintained and locked premises that are only accessible by using a subscriber card. Each entry and exit is electronically controlled. Additional services can also be provided: self-service bike cleaning stations or tire inflation checkpoints.
Self-service bike stations provide broad coverage of the most frequent routes connecting residential neighborhoods with employment and leisure areas. The bikes are accessible 24/24, generally for short periods of one to a maximum of several hours. Electric self-service bikes are also available in Vannes Différents moyens de paiemen sont possibles. and soon in other cities as well.
Sign of the times -
- Sign of the times They believe in the collaborative economy
forms of emerging consumption on average have been practiced by French consumers in the past 12 months.
of the French population have used ridesharing this year.
of the French population who rented a car in the past 12 months use a collaborative or community service. Figures provided by the French Observatory of emerging consumption (ObSoCo, Maif, La Poste). Published in September 2015.
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WHEN THE ECONOMY
BENEFITS EVERYONE Direct online sale or rental of houses and apartments between homeowners, car-pooling with the arrival of the crisis and the emergence of social networks: collaborative consumption is a boom sector. Explanations of an economic model that is becoming increasingly common and could have a disruptive effect on the mobility sector.
hile the expression “collaborative economy” is used quite freely today, it actually covers various definitions. “If you had to take just one, I would say that, in opposition to a conventional economy based on acquisition by a customer to the benefit of a seller, the collaborative economy is a horizontal economy that benefits everybody,” explains Nathalie Damery, co-founder of ObSoCo.* Under this new approach, the notion of use has taken over from that of ownership.” Today, all sectors are involved and driven by one common denominator: a considerable volume of potential “consum’actors” and the capacity for very rapid growth. Tripad v isor, leb oncoin and more re centl y airbnb or mymajorcompany are just a few of the more significant examples. Moreover, these start-ups are * French Observatory of emerging consumption.
generating considerable interest among markets and investors, and have the capacity to raise significant capital funds. The largest among them are valued at several million dollars.
Towards shared mobility With 20 million subscribers and 200% growth, BlaBlaCar is a prime example of this type of success in the crucial and everyday area of mobility. Car-sharing, bike-sharing, shared shuttle, on-demand transportation, dedicated apps, information websites, participative websites, forums, etc.: these new services have become critical for transportation companies that now have to come up with increasingly inventive ways to attract customers and be present in these new modes of consumption. Products and services are growing apace, but the possibilities are limitless and everything remains to be invented.
A DIFFERENT CULTURAL APPROACH
ENCOURAGE NEW INITIATIVES
ATTUNED TO TRENDS
USE RATHER THAN OWN
ANTONIN LÉONARD CO-FOUNDER OF OUISHARE. PARIS
BRIGITTE DESVEAUX VICE-PRESIDENT, LA ROCHELLE GREATER URBAN AREA, RESPONSIBLE FOR TRANSPORTATION AND MOBILITY
CHRISTINE PEYROT HEAD OF STRATEGIC AND BUSINESS INTELLIGENCE, TRANSDEV. PARIS
CÉLINE GUILLERY AUTO BLEUE CUSTOMER. NICE
Created four years ago, OuiShare is a non-profit association with four areas of activities: local community events, idea laboratories, project promotion and, finally, helping more traditional public or private stakeholders move towards this new economy. In concrete terms, it aims to encourage contact between the various stakeholders in this new ecosystem – entrepreneurs, companies and consumers – to define not just a new economic model but above all a different cultural approach.
Our first initiatives in the area of shared mobility date from 1999. They were immediately successful and have continued to be so. With Proxiway*, we now provide three different services keyed into the collaborative economy: the Yélomobile car-sharing service, Elcidis for city center parcel delivery, and the P+R shuttle service between car parks and the city center. Each of these services uses electric vehicles. In the future, we want to further improve their services and encourage new forms of more individual initiatives. * A Transdev subsidiary
The collaborative economy is having an increasing effect on the mobility sector. After BlaBlaCar, the leader for longdistance ridesharing and now valued at $1.2 billion and present in 17 countries, we are now witnessing the rise of Drivy and Ouicar in the area of person-to-person car rentals. Peer-to-peer services are also flourishing in the area of parking space rental and short distance ridesharing. In France alone, there are around ten apps providing business models (Ouihop, Sharette, Karos, La roue verte, etc.). These services now occupy identified a share of the mobility chain and it is up to operators to incorporate these solutions into their transportation products and services.
I’ve never been very keen about owning a car. The ratio between cost and use has always seemed disproportionate to me. That’s why the Auto bleue solution, a self-service electric car rental service, suits me just fine! I don’t have to pay for parking, maintenance, insurance or gas. My subscription allows me to drive without any restriction to go and get my children from school every day. No bad surprises, the cars are always clean and well maintained, and always available at a station just a few meters away from my home. For me it is truly the ideal solution.
What opportunities for?
“The collaborative economy is changing the way we live. In the past few years, we have witnessed the emergence of services in traditional business sectors that we would never have imagined sharing, such as banking and real estate. With the digital environment, the rules have changed where expectations are concerned, and new agile players are gaining a foothold on the market, transforming the very notion of mobility,” explains Christine Colon, Director Innovation for the Transdev Group. Transdev has several initiatives under way and other experiments are in the pipeline. To quote just a few, they include: dynamic ridesharing, participative hitchhiking, taxi sharing, and on-demand transportation for business parks using a real-time app. Local authorities have totally integrated these new trends. These projects could well be the key to winning new contracts.
It’s tomorrow -
- It’s tomorrow
A step ahead of the trend in Saint-Étienne
Bathroom scales that give you the weather, bracelets with a heartbeat function, and of course smart phones: connected objects are far more than a simple trend; they are a revolution forcing mobility stakeholders to demonstrate increasing creativity. Explanations with Olivier Ezratty, Innovation Strategies Consultant.
C The expert’s brief bio Olivier Ezratty, Innovation Strategies Consultant A graduate of Centrale Paris school of engineering, Olivier Ezratty began his career in software development at Sogitec (Dassault group). In 1990, he joined Microsoft where he held several positions, including that of Marketing Director, through to 2005 when he became an independent consultant. He is the author of a guide to high-tech start-ups in France, the “Guide des startups” and publishes the “Opinions libres” (Free Opinions) blog about innovation strategies and policies.
onnected objects are increasingly successful and should rapidly become the norm. Cisco, the worldwide leader in IT, is predicting the number of connections to double by 2020, that is, from 20 billion to 50 billion in just five years. The Internet of objects concerns all aspects of everyday life: health, well-being, leisure, general culture, economy and of course mobility. But which tools are the best adapted to information needs in the area of travel? What are the connected objects that are about to become our indispensable travel companions?
Never without my smartphone Today, connected objects can be divided into three families: those that provide information, those that capture it and those that do both. That’s the case of certain watches including the Apple Watch and above all the undeniable star of them all, the smartphone. At present, it is the mobile equivalent of the Internet box at home: multi-function, multi-channel and a multi-use. It is a gateway providing a bridge between the Internet and the objects we are carrying on our person and generally connected to it via Bluetooth. Mobility stakeholders are mainly focusing their attention on this object.
New allies for your travel They are particularly interested in various tools: apps that generate personal and interactive information and beacons. Geolocation beacons provide an instant relay, recognized by passengers’ smartphone apps when they pass nearby. The challenge is then to identify passengers’ expectations in order to provide them with the best possible customer experience. Predict their route, switch from one mode of transport to another or react in real-time in the event of an incident: connected objects are another step towards an increasing level of intermodality.
“The object with the greatest connectivity potential is still the smartphone. It is the only one that can access 4G, Wi-Fi and Bluetooth, and can interact upstream with networks and downstream with users.” OLIVIER EZRATTY
MAKE OUR PUBLIC TRANSIT NETWORK MORE ATTRACTIVE
DEMONSTRATE INCREASING RESPONSIVENESS
GAËL PERDRIAU PRESIDENT OF SAINT-ÉTIENNE MÉTROPOLE MAYOR OF SAINT-ÉTIENNE
FLORIAN PFEIFFER PROJECT MANAGER AT CITYWAY, A TRANSDEV SUBSIDIARY
“In order to encourage the use of public transit for everyday travel, we need to provide a service in line with today’s expectations both in terms of travel conditions and services. This involves better access to information. Saint-Etienne Métropole has engaged in a concerted development and innovation policy around new digital services. This approach is supported by our entire digital ecosystem with its 750 companies, 10,000 jobs and revenue of €1.5 billion. This unprecedented commitment has earned our city the label of “Métropole French Tech” prompting Transdev to choose us as a pilot site. The city’s transportation network, STAS is therefore the first urban network in France to provide an app for Apple Watch. With our digital policy and this practical and intelligent tool, we want to energize the city’s network, make it more practical, and simple and pleasant to use, combined with the aim of facilitating the use of public transit across our region while at the same time embedding and building user loyalty. This “urban transportation” app for Apple Watch is a new illustration of the massive potential in the area of passenger information and additional services. Other projects are on the drawing board, creating new links between information and mobility. One of these is a real technological innovation and is expected to be rolled out in the second half of 2016 with the arrival of the city’s new light rail cars. These cars, as you will see, can be considered as real connected objects... Check back next year!”
ALL STAS INFORMATION ON YOUR WRIST, AND MORE BESIDES First a website, then an e-boutique and various iPhone and Android apps: the STAS network was the ideal candidate to test connected transportation according to Apple Watch. Using the precise specifications provided by STAS and in less than one month, Cityway developed an app that uses geolocation to provide an answer to two major concerns of “mobile net surfers:” transportation information about the upcoming stops and dynamic guidance towards stops and nearby places of interest, such as restaurants, shops and public services.
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BE A LEADING NETWORK IN THE AREA OF CONNECTED OBJECTS AND DIGITAL NICOLAS BESSET MARKETING & SALES MANAGER FOR STAS
“Specialists in the development of information systems linked to mobility at Cityway, we develop and orchestrate the technology that will enable users to improve their customer experience and for customers to provide a better service to passengers. This demands perfect knowledge of each device, but also a sense of the future. For example, for the Saint-Étienne network app, our brief was to develop an app for the Apple Watch, but without it, because it hadn’t been released on the market at that stage. And all that in just one month! In the area of connected objects, you need to be creative and responsive.”
“The digital environment and connected objects represent far-reaching change for our transportation business. We therefore wanted to be the first urban transportation network in France to be integrated in the Apple Watch. Now, there’s no longer any need to get your telephone out of your pocket to check the information that will improve the passenger experience. I’m convinced that digital innovation and digital services will be the keys to the major successes in the years ahead in our business sector. I can already confirm that in 2016 we will be announcing more innovations in this area for the Saint-Étienne network.”
SMARTPHONE AND TABLET USERS IN 2015
30,000 CONNECTED BRACELETS SOLD IN 2013
WEB USERS KNOW ABOUT CONNECTED OBJECTS MORE THAN
CONNECTED OBJECTS BY 2020 Source: www.objetconnecte.net
They are Transdev “For me, being a bus driver means having an extraordinary job. I enjoy every single moment.”
“Remote access diagnostics can not only identify but also predict breakdowns.” MATTHIEU OMBRABELLA, MANAGER FLEET AND MAINTENANCE, ÎLE-DE-FRANCE SOUTH REGIONAL CENTER
ANGELA LOOTS, BUS DRIVER FOR CONNEXXION, NETHERLANDS
“Making public transit simpler, more natural and more accessible thanks to new technology is the everyday challenge that motivates me.” MATTHIEU BITAUD, MULTIMEDIA PROJECT MANAGER, MARKETING AND REGIONS DEPARTMENT
“Train managers are a bit like a conductor. They set the tone, they orchestrate all aspects of the trip and create the atmosphere onboard. It is a key position.”
“The fact that I was able to save this man that day is down to the first-aid training I had received.” MOON-SOO KIM, CUSTOMER SERVICE MANAGER ON SEOUL METRO’S NUMBER NINE LINE, SL9
CATHERINE BIZET, DRIVER AND TRAIN MANAGER, CFTA RHÔNE
“Providing passengers with high-quality information tools is a real source of pride.” DIANE KOLIN, PROJECT MANAGER AT CITYWAY IN CHARGE OF PASSENGER INFORMATION SYSTEMS DEVELOPMENT, CANADA
“What I like about my job is that I serve the general interest. Also, I am able to implement actions for the communities we serve and that gives what we do that little bit of extra meaning.” FATIMA DIALLO, HEAD OF STUDIES AND DEVELOPMENT ÎLE-DE-FRANCE EAST REGIONAL CENTER
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“I feel great satisfaction in the opportunity to promote knowledge and exchange of experiences between colleagues.” PATRIQUE CAMPAL-LINDAHL, HEAD OF KNOWLEDGE AND RESOURCES UNIT, GROUP BUSINESS DEVELOPMENT DEPARTMENT
SALZBURG – EIN TRAUM FÜR 21 € € Mit dem MERIDIAN Guten Tag Ticket hin & weg
Einen Tag zu lang – bis n, jede 5 Persone erson weitere P nur 5 €!
Die Kulturstadt Salzburg bietet mit ihren zahlreichen Attraktionen für jeden etwas: Kunst & Kultur in den Mozart-Museen, Shopping für die ganze Familie und nicht zuletzt prima Angebote für Wanderer und Radler. Mehr Infos zu Vergünstigungen: www.der-meridian.de SALZBURG – A DREAM FOR €21 / Up and away with the MERIDIAN Good Day ticket / A day away for up to 5 people – each extra person pays just €5! With its many attractions, the cultural city of Salzburg has something for everyone: art & culture in the Mozart museums, shopping for the whole family and, not least, wonderful opportunities for walkers and cyclists. More information on special offers: www.der-meridian.de
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