Keolis supplement

DELIVERING WORLDWIDE TRANSPORT SOLUTIONS

In association with

FOREWORD

Keolis UK chairman Sir Mike Hodgkinson

PARTNERSHIP, INNOVATION AND INTERNATIONAL BEST PRACTICE

KEOLIS OPERATES IN 14 COUNTRIES

Sir Mike Hodgkinson, chairman, Keolis UK

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eolis has played an active role in the UK rail industry since 1996. We have formed enduring and best-in-class partnerships to help in delivering improved services across the rail franchises (Southern, Southeastern, London Midland and TransPennine Express) that we have jointly operated. As a result of these joint ventures we are now well positioned to build on their success and the knowledge gained to understand how to meet the future demands of the market.

The sheer scale and variety of rail projects which are currently being constructed, debated and conceived in the UK, makes it a very exciting time to be involved in the delivery of public transport.

Crossrail is possibly the most exciting development in UK rail for many years, while with High Speed 2 there is the promise of delivering significant social and economic benefits for future generations.

There are new opportunities too at a regional level. The devolution of substantial budgets from Whitehall to local authorities and the introduction

of policies such as the City Deals initiative are making new urban transit schemes a real possibility for many cities. Light rail is enjoying a renaissance and according to the latest statistics from the Department for Transport, passenger journeys for light rail have now reached their ‘highest recorded level in the modern era’. You only need to look at the expansion of our partnership venture in Nottingham (NET) and those in other major UK cities to see the future looks positive for light rail.

The unrelenting move towards urban living across the world means that fully integrated transport networks in cities will become ever more imperative. It’s already a well-established fact that good quality public transport is a major driver of economic growth. Here at Keolis, our experience and expertise at running some of the world’s leading integrated transport networks puts us in an ideal position to support the ambitions of local transport authorities’ to deliver world class services for the communities they serve.

WHAT’S INSIDE 04 INTERVIEW WITH ALISTAIR GORDON 06 INTERNATIONAL PERSPECTIVE 08 URBAN TRANSIT 10 HIGH SPEED INTERURBAN TRAVEL 11 INTEGRATION/ INTERMODALITY 03

‘THINKING LIKE A PASSENGER’ AT THE HEART OF KEOLIS’ PLANS FOR UK BUSINESSES International transport group, Keolis, is putting innovations to improve customer experience and network design at the heart of its plans to expand its long-established UK business

S Keolis UK chief executive Alistair Gordon

KEOLIS WORLDWIDE FACTFILE TURNOVER: ¤5bn GLOBAL REACH: 14 countries TRAMS: World’s leading operator with 553 km of track; 40 lines; 964 vehicles METROS: 87 km of track; 70 km driverless; 9 lines; 250 trains HEAVY RAIL (EXCLUDING SNCF): 11 franchises; 4,875 km of line; >1,000 train sets BUSES AND COACHES: 23,600 vehicles BIKE HIRE: 18 schemes OTHER OPERATIONS: Car sharing; Car park management; taxis; funicular rail OTHER SERVICES: Network design; vehicle maintenance; infrastructure maintenance; consulting and project management services (KCP)

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ince the start of rail privatisation in 1996, Keolis has had a constant and increasing presence in the UK transport industry. Its franchises are now responsible for one in three UK rail journeys, with Southern, Southeastern and London Midland operated in partnership with Go-Ahead and TransPennine Express with FirstGroup. In addition, Keolis is part of the Nottingham Tramlink consortium which operates the city’s light rail system and is designing, financing and building the second phase of the network. The growth means UK operations are now the largest in Keolis’ portfolio outside its home market in France.

Further expansion opportunities are being explored in bids for metro, heavy rail and light rail operations. Keolis has been shortlisted for the new Crossrail and Thameslink contracts with Go-Ahead, and Docklands Light Railway with a new partner, Amey. However, the new round of bids show a change of approach.

Whereas, previously Keolis has been a large minority shareholder in its UK rail franchises, it has a 70% stake in its DLR partnership and a 65% holding in its Crossrail partnership.

“We feel that we now have good knowledge of the UK market and have the platform to increase our involvement and influence as a majority partner or potentially sole operator,” says Keolis’ UK chief executive, Alistair Gordon. “That has always been our ambition.”

Keolis’ approach in operating new contracts will be characterised by a number of themes that run throughout its international businesses. They include forming a close relationship with clients to improve quality for passengers while reducing costs, working with other operators to connect different transport modes into single networks, and

Southeastern drew on the expertise of Keolis shareholder SNCF when remodelling its timetable to improve performance into London Bridge

opening up public transport to new users through innovation and simplicity in service design. In doing so, Gordon and his team will be able to draw on a wide range of experience from Keolis’ home market in France and operations in four continents to meet the challenges of supporting economic efficiency and social cohesion that transport networks are increasingly expected to address.

As well as holding rail franchises in five countries, it operates and maintains four metro systems and the world’s largest portfolio of tramways, incorporating both fully automated and staffed networks. In addition Keolis is a significant provider of bus and coach services, car sharing, bike hire and taxi schemes, and car parks, and has considerable experience of integrating a range of transport modes into efficient high quality networks. A further key theme will be looking beyond short term fixes to long term solutions, in line with the business priorities of Keolis’ shareholders. French state railway company SNCF owns a 70% stake in the company and Quebec pension fund CDPQ 30%.

Overall, Gordon says the heart of Keolis’ approach will be to instil the group’s ‘Think Like a Passenger’ philosophy into every aspect of the way new UK franchises and concessions do business. It runs from staff training to information provision to customer facilities and service design, backed by studies into how and why passengers use public transport services in different markets.

“We need to cater for the passengers’ entire journey”

ALISTAIR GORDON INTERVIEW

ENHANCED SERVICE COMES EARLY FOR NOTTINGHAM TRAM

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In France, where Keolis runs multi-modal networks, the company’s research has enabled it to pre-empt future travel patterns and ensure service changes are based around the journeys all types of passengers and potential users want to make.

“In Lyon we spent a year understanding what people wanted from public transport and then revised the bus timetable to fit with tram and metro timetables,” says Gordon. “It produced an 8-9% patronage increase for 2% extra mileage, purely by understanding how people want to travel.”

Intriguingly, Gordon says a similar system is possible in the UK, despite the challenges presented by the deregulated bus environment.

Keolis has devoted considerable resources to examining the potential for integrating rail

operations with bus services to provide connections with minimal waiting time and door-to-door journey opportunities. The ultimate aspiration is to offer passengers a suite of options which can be tailored to their journey purpose.

He believes achieving this vision will be essential to fulfilling public transport’s future potential. “I’m certain children growing up today will see public transport as being central to their lifestyle because they will want to spend their time usefully rather than waste time driving,” Gordon says. “That means we need to cater for passengers’ entire journey from leaving home to arriving at their destination, and take the effort out of journey planning and changing modes. If we can do that, public transport can be a much more attractive option.”

‘TRANSFERRING EXPERIENCE IS POSSIBLE AND REAL’ Although a minority partner in its current rail franchises, Keolis has already had a considerable impact on aspects of its UK operations, notably the performance of the complex Southeastern rail network.

A major timetable recast shortly after the franchise was won drew heavily on Keolis’ access to SNCF experts and systems, and was responsible for a significant improvement in punctuality. The smooth launch of 140mph domestic services between Kent and London on HS1 was aided by SNCF’s knowledge of introducing new high speed trains on its TGV network, particularly driver training techniques and ensuring fleet reliability. Keolis’ UK chief executive, Alistair Gordon, says the ability to capitalise on expertise from international sources and local partners will form a powerful combination in improving passengers’ experience at new operations, alongside knowledge

gained from existing UK businesses. Keolis has introduced more new trains at its franchises than any other operator, while industry leading projects have included regenerative braking and the development of smartcard ticketing at Southern.

“Transferring experience is possible and real,” says Gordon.

“The Crossrail bid team have been to Paris to see how the RER works and understand the challenges and the thought that goes into operations, while the DLR team have been able to learn from experts in operating automated systems in Lyon and elsewhere.

It gives us technical knowledge and also insights into how passengers react to different solutions which can be adapted to raise service standards and meet the aspirations our clients have for their public transport systems.”

TRANSFERRING EXPERIENCE IS POSSIBLE AND REAL,

he Tramlink Nottingham consortium which won the concession to operate and expand the city’s light rail network is set to increase services on Line One from six trams per hour to eight. An innovative solution put forward by Keolis to its partners and Nottingham City Council will enable this to be introduced on Line One ahead of the forthcoming expansion of the system. The solution, which involves improving tram reliability, a small increase in depot space and some changes to track layout, will bring passenger benefits and greater reliability when two new lines open next year.

“It’s a good example of the innovative solutions we can offer, making use of our knowledge as the world’s largest tram operator,” says Keolis UK chief executive Alistair Gordon.

Keolis’s international experience is also feeding into work to construct a further two lines. “We have huge understanding of tram operations from the world’s largest network in Melbourne, extensions of the Lyon network and others in France and Europe.” Gordon says. “We have drawn on that by using an international expert to review the project plan every three months to provide assurance and advice.”

Services on Line 1 will increase to 8tph early as a result of a solution developed by Keolis

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Keolis took over the 250km Yarra Trams network in 2009, through its KDR Victoria joint venture

PARTNERSHIP PROVIDES THE FOUNDATION FOR GLOBAL BUSINESS EXPANSION Around the world, Keolis’ partnerships with city authorities, construction firms, local transport operators, vehicle manufacturers and technology providers are raising quality standards

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ver the past decade, Keolis has expanded to become a truly global company. It now has operations in 14 countries across four continents covering every form of public transport, as well as asset maintenance and design. This growth has been achieved at a consistent rate and through a consistent strategy. In the last five years alone, Keolis has established a presence in Australia,

Keolis’ appointment to partner the city authority in the management of a new intermodal hub at Wuhan airport has led to a further partnership agreement with Shanghai Metro.

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the United States, Portugal and Norway, and over the past year in China and India.

Keolis’ expansion strategy is based on building relationships with potential partners and clients, often several years before it bids for a contract. This ensures the business has an in-depth understanding of local operating conditions before it enters a new market, helping it to establish the foundations for a long term presence which will add real value to local transport networks. In line with this philosophy, Keolis’ first step into a new market is almost always through tenders rather than acquisitions.

However, in China Keolis will manage an intermodal hub at Wuhan Airport, due to open in 2015 as part of a wider relationship with the metropolitan area. The facility will link train, metro, bus, and parking and be run in a joint venture with the publicly-owned organisation responsible for construction. It is expected to become a showcase facility in China. The design drew heavily on Keolis’ expertise, enabling the business to establish a strong relationship with the city authority positioning it as Wuhan’s integration advisor.

Keolis has also formed a partnership with

INTERNATIONAL PERSPECTIVE Shanghai’s metro operator which will now bid for additional contracts in south east Asian cities.

“What you can see from our record around the world is that one of Keolis’ main qualities is our ability to form strong partnerships, whether that’s with clients, other businesses or by drawing on expertise from across the group,” says Keolis international development director Arnaud Van Troeyen. “One of our core attributes is to listen to what clients want, understand it and then, where possible, improve on it. I think people want to work with us because of the skills we have and the way we do business, and if a company has local knowledge or may be able to provide an aspect of service that complements our own skills, we want to work with them too.”

These qualities were also evident when Keolis was selected to operate a new metro system in the Indian city of Hyderabad and maintain the trains and stations. With phase 1 due to open in 2015, the contract includes consultancy on the design of the 71km network, which will be both automatic and elevated and is intended to promote wider environmental and transport improvements.

Keolis’ record of operating automatic metros in Lille, Lyon, Rennes and Roissy, was a key factor in the appointment. In turn, Van Troeyen expects “innovative technologies and passenger information services developed in Hyderabad will be transferred to other systems, increasing reliability and comfort for metro users in many countries”.

Van Troeyen highlights Keolis’ stewardship of the world’s largest tram system in Melbourne as a model to demonstrate how the group has added value through productive partnership.

When Keolis took over the 250km Yarra Trams network in 2009, through its KDR Victoria joint venture with Australian engineering firm Downer EDI, part of the brief was to implement a substantial modernisation. It included the introduction of 50 new vehicles, substantial infrastructure renewal and being a driving force behind the implementation by the State of a new ticketing system. Former KDR Victoria chief executive Michel Masson, now regional director Australia/New Zealand, says the close working relationship established with his client, Public Transport Victoria (PTV), has enabled many aspects of the planned programme to be improved.

For example, the contractual requirement to renew 10km of track per year is being exceeded for no additional cost, despite Keolis finding that the condition of the infrastructure was below the expected level.

“That did create a Keolis proposed a project healthy tension,” to increase integration Masson recalls. between transport

“But instead of trying to negotiate higher payments from PTV, we proposed a radically different asset strategy to manage and renew the infrastructure. It means that the funding gap has been entirely offset because we are able to deliver more work for less money through new procurement and renewal methods.”

The positive relationship from that initial engagement has carried over into other projects. Working with PTV, Keolis proposed a project to increase the level of integration across Melbourne’s public transport system. Keolis outlined best practice from its operations in France and integrated networks in other countries. Subsequently, a forum was created by PTV bringing together all public transport operators, an audit was commissioned to identify integration projects at the city’s top 15 public transport interchanges and funding was secured from PTV. Although most projects were carried out on the rail network, Masson regards the work as a good result for Yarra Trams as well as the city. “Because the networks are linked more closely, it has had a beneficial effect on tram patronage,” he says, “and we have shown what we can do for the client.”

Further examples of Keolis’ impact on the tram system include the upgrade of passenger information, and advice accepted by PTV that the tram network should be subject to a flat fare system to remove the need for passengers having to touch off at the end of their tram trip when the new myki smartcard was introduced. “We always see things through the eyes of the passenger so that we make using the network simple and logical,” says Masson.

As in other areas of the world, Keolis’ record in its initial operations has been influential in winning further contracts. Keolis is part of the GoldLinQ consortium appointed in 2011 to design, build, finance, operate and maintain a new light rail system on the Gold Coast, to start operations mid-2014.

The Australian contracts typify a fundamental requirement in how Keolis targets contracts. “We only take part in tenders if they are structured in a way which means we can add value and establish a long term relationship with the client,” Masson says.

“We only take part in tenders if we can add value”

Keolis’ advice led to flat fares on Melbourne’s tram so customers do not have to touch in and out

KEOLIS AROUND THE WORLD Keolis’ international operations account for 47% of the group’s business. Involvement outside France includes: UK: 30% of rail journeys are made on Keolis’ four JV franchises SWEDEN: Second largest bus operator; leading transport provider in Stockholm county DENMARK: Second largest transport operator BELGIUM: Largest private bus operator USA: Operates VRE rail line into Washington DC; the majority of the bus network in Las Vegas; transit and para transit in California and Florida AUSTRALIA: Operates Yarra Trams in Melbourne; future operator of Gold Coast tram CANADA: Largest coach and bus operator in Quebec GERMANY: Several franchises in North Rhine-Westphalia INDIA: Future operator of the Hyderabad metro; consultant on the system design CHINA: Future manager of Wuhan airport intermodal hub NORWAY: Operator of Bergen tram system THE NETHERLANDS: Operator of urban buses and regional trains PORTUGAL: Part of consortium operating Porto light metro

modes in Melbourne

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FRENCH NETWORKS SHOWCASE KEOLIS’ INNOVATION IN MULTI-MODAL TRAVEL AND PLANNING Throughout France, Keolis works with local authorities in the country’s biggest cities to develop all forms of urban transport

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n its home market of France, Keolis has established itself as the country’s largest urban public transport provider. Major cities where it operates include Lille, Lyon, Tours, Bordeaux, Rennes, Angers, Lens, Brest and Dijon. It has had considerable success in continually developing their integrated transport networks, working with local authorities who contract out all forms of public transport (other than heavy rail) to a single operator under a unified city brand.

A particular feature of Keolis’ approach is the use of bespoke ‘Keoscopie’ surveys which examine how socio-demographic changes and urban development will effect travel patterns, so that networks can be modified to accommodate changing demand.

LILLE In Lille, Keolis has delivered the city’s public transport since 1977 through its Transpole subsidiary. Its contract was renewed in January 2011 for seven years, with a target of increasing passenger trips from 159 million per year to 242 million per year. The city’s multi-modal transport offer is among the most extensive in France, incorporating conventional bus networks and three bus rapid transit lines, two tram lines, a metro In Lille ‘green waste’ converted to biogas powers half the bus fleet

system and a car share scheme. Six ‘Vélopoles’ cycle stations are located at major interchanges, offering thousands of rental bikes and maintenance facilities, while the ‘Oxygen Station’ specialises in hiring electric bikes.

Lille’s metro is the biggest component of the network, carrying two thirds of passengers. With two lines and 60 stations, it was the first automated driverless metro in the world when it opened in 1983, giving Keolis a global lead in running these systems. Keolis is overseeing a project to double capacity on Line 1 by 2016.

“It will be the first automated metro in the world to get a ‘big bang’ renewal,” says Régis Hennion, Keolis metro and light rail director. “It’s a big challenge, with new trains twice as long, platform doors modified, and a new control system installed.” Other major improvements being delivered include a 25% increase in the size of the bus network, a 15% increase in tram services, and new and innovative forms of transport such as city centre shuttles.

Lille has also been at the forefront of low carbon transport and it was the first city in France to run passenger-carrying bus services powered by methane gas. All buses are now gas powered with an increasing number (over 150) using methane derived from local organic waste. An Organic Recovery Centre can convert up to 100,000 tons of green waste into biogas each year, capable of supplying up to 50% of the fuel required

by Transpole’s buses.

CREDIT: LAURENT MAYEUX

LYON In Lyon, Keolis operates the country’s largest public transport network outside Paris, with 1.6 million trips per day on the TCL network. Patronage continues to rise yearon-year as a result of network extensions undertaken by local transport authority SYTRAL, and its work with Keolis to improve the multimodal offer and interchanges. The local authority has promoted dense urban development to complement the public transport network.

The TCL network includes a four-line metro system, tram lines (a fifth line in the network opened in 2012), 130 bus lines, a 6,000-space park and ride network

Keolis’ operations are at the forefront of technical innovation.

In Bordeaux, city centre trams use ground level power to avoid visual intrusion from overhead wires

URBAN TRANSIT capacitors, driven by the automotive industry, will make it possible to achieve savings within the life of a typical urban operating contract.

BORDEAUX Keolis’ expert knowledge of transport technologies is also illustrated by its operations in Bordeaux. The tram network uses ground level power supplies in the city centre to avoid the visual intrusion of overhead wires.

During 2009, Keolis used Keoscopie research to redesign the bus network in Bordeaux, successfully altering 90% of the network to provide new links.

Other recent enhancements of the Bordeaux network include introduction of riverbus services in May this year, fully integrated into the network’s ticketing scheme. A fleet of 30 hybrid buses entered service in the city in December 2012, and an order for 102 similar vehicles for Dijon this year will make Keolis France’s largest operator of the vehicles.

TOURS

spread over 22 sites, and bike hire.

However, its flagship operation is the eight-line trolleybus system, delivering on SYTRAL’s sustainability objectives. The trolleybuses emit no local pollution and with over 125 vehicles, the network is the largest in France.

Lyon is also trialling a concept to enhance regenerative braking on the tram system. If there are no nearby vehicles to capture energy fed back to the power supply system, it is diverted to batteries and super capacitors where it can be stored until needed. Hennion believes that within the next few years, the falling costs of batteries and super

Keolis’ trams in Tours are covered by a mirror film to reflect the cityspace

Tours, where Keolis’ contract was renewed in 2012, has recently attracted international attention for its new tram route, which opened on August 31, 2013. It has been designed to enhance and literally reflect (the trams are covered in mirror film) the urban environment by a team including artists, designers and an urban geographer. In this instance, the local transport authority selected the vehicles, with Keolis advising on internal design to ensure simple maintenance.

ANGERS In Angers, Keolis was a full partner in the committee which chose the rolling stock. Its KCP (Keolis Conseils et Projets) subsidiary advises local transport authorities as they develop light rail plans, drawing on knowledge from other systems Keolis operates.

WORLD LEADING CROSS-CITY RAIL SERVICE

CREDIT: SYLVAIN CAMBON

Transilien services carry three million passengers per day

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eolis has considerable experience of operating main line train services in the UK, Germany, the Netherlands and the US. In developing and expanding its rail portfolio, Keolis

can draw on the experience of majority shareholder SNCF. Its urban services include the Transilien network which runs within and across the Île-deFrance (Greater Paris area), and

is provided on behalf of Parisian transport authority STIF (the only French local authority with responsibility for heavy rail).

Transilien SNCF operates 14 suburban lines of which five are RER services (two operated as a joint venture with RATP) connecting suburban lines on either side of the city centre via underground tunnels. They are internationally recognised as world leading cross-city services.

The other nine lines provide suburban trains to and from Paris’ major terminals. Transilien’s three million daily passengers

represent 10 times as many as use the TGV each day.

A rebranding of Transilien in 2002 raised the overall quality of the services and has been complemented by the introduction of new ‘Francilien’ trains from 2009 with bright, clean, easily maintained interiors.

Targets set by STIF for further improving service quality include a shift towards greater integration.

“The key indicator used to be trains running on time, now it is passengers running on time,” notes Bénédicte Tilloy, managing director of SNCF Transilien.

Other current initiatives include Project ZIP, SNCF Transilien’s programme covering all its 21,000 staff, aimed at instilling a passengers-first culture. New technologies, such as an app that tells passengers which trains have spare seats at rush hour, support Project ZIP’s focus on encouraging staff to provide more and better information to passengers on a daily basis. The app improves both passenger comfort and reliability, by reducing overcrowding and hence delays to trains caused by prolonged alighting and boarding times.

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HIGH SPEED INTERURBAN TRAVEL UNIQUE HIGH SPEED COMMUTER SERVICE

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SNCF’s TGVs serve 300 cities in France and neighbouring countries, carrying 130 million people per year

‘ANYWHERE THERE IS HIGH SPEED RAIL, THERE IS AN SNCF INFLUENCE’ Best known as a world leader in high speed rail technology, SNCF is now developing a reputation for commercial innovation on its TGV services

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hroughout the world, Keolis’ majority shareholder SNCF is having a major influence on the development of high speed rail networks. Its Systra subsidiary, jointly owned with Paris operator RATP, is currently advising on design, or supplying infrastructure technology for networks in Korea, China, Taiwan and Morocco among others.

Every high speed rail system in the world has been influenced by SNCF’s 30-year experience in developing its home network that now runs to over 2,000km, serves 300 cities in France and neighbouring countries and carries 130 million passengers per year.

“Anywhere there is high speed rail there is our influence,” says Michel Leboeuf, advisor to SNCF president Guillaume Pepy.

In the UK, SNCF has provided consultancy on the High Speed 2 project, which included advice on how the impact of noise could be minimised for neighbouring communities.

While SNCF has long been a leader in high speed technology, in recent years it has also been at the forefront of innovations in marketing. They include the iDTGV concept involving allocating specific coaches on certain trains for a different style of travel. Tickets are available by internet only, and are not checked on-board to keep fares low. A different

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yield management than for standard TGV sales resembles a budget airline model. However, there have been notable customer service innovations such as on-board masseurs as well as animators to provide entertainment for children. “So iDTGV is a laboratory for innovation, and ideas that work, like the animators, are then transferred to the mainstream TGV,” says Leboeuf.

A further recent innovation saw the launch of the OUIGO service, based on the Ryanair model of reducing costs by serving a secondary city destination. Ouigo services run to the Mediterranean Coast from Marne-la-Vallée on the outskirts of Paris, rather than a city centre rail terminal, cutting track access charges. As a result, tickets start from ¤10. New geographic and demographic markets have been opened by the service.

Leboeuf says the greater emphasis on commercial development has been prompted

by EU legislation that will require all European countries to open their domestic networks to competition in 2019. “We have to prepare for that, so really what we are doing is competing with ourself,” he says. “What we are finding is that we are opening high speed rail travel to new types of passengers as a result.”

he 140mph service operated on HS1 by Keolis’ Southeastern partnership rail franchise is unique in that it is the only high speed rail operation in the world dedicated to serving a commuter market. Consequently there are stops at relatively short intervals on the route between the Kent Coast and London St Pancras, and trains operate on both the main line rail network and HS1.

The specification caused some challenges in driver training.

Keolis addressed these by drawing on SNCF’s experience of using simulators to maximise ‘cab hours’ and its expertise in equipping TGV drivers with the skills to operate on conventional as well as high speed track.

Since its launch in 2009, the service has grown and developed year-on-year with annual journeys rising from 7.2 million to 9 million, and passenger satisfaction standing at 92%.

In May 2011, the service was extended to Maidstone West, followed by another extension in September 2011 to Deal and Sandwich with the support of Kent County Council. Additional weekend services were also introduced in September 2011, for the opening of Westfield shopping centre in Stratford, east London.

Southeastern’s 140mph trains came to national attention when they provided the flagship Javelin transport service for the 2012 Olympics, running a shuttle between Ebbsfleet, Stratford International and St Pancras. The Javelin carried 2.4 million people during the Games.

Southeastern’s 140mph services have passenger satisfaction of 92%

INTEGRATION / INTERMODALITY

KEOLIS ADDRESSES DOOR-TO-DOOR JOURNEY CHALLENGE Keolis is moving beyond the traditional public transport model by offering a range of ‘first and last mile’ travel options

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Keolis’ initiatives such as cycle hire in Bordeaux, smart ticketing in Rennes and car clubs in Lille are connecting different modes of transport into integrated networks

up to 5% of the population of cities such as Lyon may have moved house within the last year, and might be unaware of their new transport options.

Keolis targets these households by offering free tickets for two weeks, and supplying bespoke timetables and maps. Residents are subsequently contacted with offers for further discounted travel.

In many locations, Keolis is making public transport easier and more attractive through smart ticketing. The Korrigo smartcard in Rennes integrates multiple modes of transport administered by three different transport authorities. Launched in 2006, it covers Keolis’ city’s STAR public transport network, the interurban coach network, SNCF regional trains, and Rennes’ bike hire scheme. Over 75% of Rennes urban transport users have Korrigo cards. Holders benefit from discounted off-peak travel.

In Tours, Keolis is using smartcards in a new way.

Launched in 2008, the Freedom ticket offers a monthly post-use payment option aimed at people who don’t travel frequently enough to buy a season ticket. Every month, 20,000 Freedom ticket holders are billed for their travel in this way.

Other projects being tested to increase the convenience of new ticketing technology include smartcards with USB sticks that can be loaded on a personal computer; and key fobs integrated with an NFC chip, considerably reducing the possibility of passengers forgetting their ticket. In June, Keolis launched France’s first full scale NFC mobile ticketing system in Caen.

Korrigo card holders benefit from discounted off-peak travel

CREDIT: PHILIPPE FRAYSSEIX

roviding for passengers’ entire journey from door-to-door is one of the key challenges facing transport operators in meeting public demand for more convenient, faster and better value travel.

Keolis is addressing this need by moving beyond the traditional model of public transport provision to offer a range of ‘first and last mile’ journey options designed to fit passengers’ lifestyles.

In doing so, it is extending its services beyond scheduled transport, integrating new travel choices into its transport networks, which are tailored to local demographics and journey purpose.

For example, cycle hire schemes include ‘by the hour’ rental offers at the heart of city transport networks, targeted at passengers who wish to complete their journeys by bike. In the suburbs, longer-term rentals are targeted to meet the requirement for regular travel between stations and homes. Other initiatives being developed as part of the door-to door journey offer include integrating networks through smart ticketing, making real time multi-modal information available via mobile phone, and reducing transfer times between connecting modes.

Successful integration has stimulated demand across a number of networks. In Bordeaux, 75% of passengers use both buses and trams and 80% of people who subscribe to the ‘self-hire’ bike service use the public transport network.

Keolis has also extended new integrated mobility options to include cars, providing passengers who don’t own one with the option of driving to and from convenient points on their local transport network. It operates car clubs (with rental by the hour and at short/no notice) in Bordeaux, Lille and Pau. In addition, Keolis is refining station parking offers following the acquisition of Effia from SNCF in 2010, which made it the second largest car park operator in France. The purchase has allowed parking to be integrated into Keolis’ wider transport offer.

International marketing director Bénédicte Guenot says Keolis’ aim is not to replace the car, particularly in suburban areas where it can be necessity, but to complement it. The operation of station car parks, and park and ride facilities, is designed to reduce the need for families to own a second car by positioning driving as part of multi-modal networks.

Increasingly, Keolis is also stimulating intermodal travel opportunities through ticketing technology and direct marketing techniques. Guenot says that

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