29 minute read
From missiles to motorways By Domini Stuart
From missiles to motorways
Scott Charlton had no intention of leaving Lend Lease, until he got an offer he couldn’t refuse, writes Domini Stuart.
ABOVE: Transurban Chief Executive Officer, Scott Charlton.
Head-hunters often ask Scott Charlton if he can recommend someone for a position they’re trying to fill. Recently, he listened to another list of desirable qualities and said sorry; he couldn’t help. But this time it wasn’t his recommendation the head-hunter was after, it was him. The job was Chief Executive Officer of Transurban.
‘The fit hadn’t clicked because I wasn’t looking for a new role,’ he says. ‘I was very happy at Lend Lease – it’s a great company, they were very good to me, and I hadn’t accomplished everything I set out to do there. But Transurban presented such a great opportunity; it was as if my whole career in Australia had been leading up to this role.’
Charlton was born in Houston and raised just outside Dallas. His first ambition, to become an architect, had one fatal flaw – he couldn’t draw. Instead, his skills in maths and problem solving led to a degree in electrical engineering and a job with Texas Instruments, designing laser-guided systems for bombs. He soon realised that he didn’t want to design circuits for the rest of his life, so he studied for an MBA and moved into finance. When the savings and loan crisis blew up in the 1980s, Charlton worked on restructuring bank portfolios. As some included infrastructure, this was his first step on the path that would eventually lead to senior executive roles in Australia.
In the meantime, he took a year off to go backpacking and, in New Zealand, met his Englishborn future wife. They both enjoyed Australia and, in 1992, decided to come back – though the original plan was to stay just for a year or two.
‘Ironically, my first major assignment in Australia was to model the Melbourne CityLink bid for the competitor who lost out to Transfield-Macquarie, which eventually became Transurban,’ he says. ‘I was working for a consortium called CHART – Clough Engineering, John Holland, Roche Brothers and Thiess Contractors – and one of the reasons we lost out was that our contractors didn’t want to do the deep tunnel under the Yarra.’
Complementary experiences
If Charlton has come full circle, it is by way of three defining roles that allowed him to strengthen complementary skills. They also taught him about the demands of different time frames – from the fast turnaround of investment banking through to the longer cycles in construction and property development.
As an investment banker at Deutsche Bank, Charlton cut his teeth during the 1990s, when there was a wave of privatisation of infrastructure assets.
From missiles to motorways
‘It was a crucible of activity – particularly in Victoria where there was a pipeline of deals being done. I learned a lot in a short time about dealmaking and what constitutes a good deal.’
When he joined Leighton Holdings as Executive General Manager of Finance, the company was turning over around $5 billion a year and looking for ways to go forward. By the time he left, just over six years later, he had been Chief Financial Officer for two years and turnover had jumped to $19 billion.
‘At Leighton I learned a lot about strategy and discipline,’ he says. ‘Developing a sound strategy and having the discipline to follow it through produced some great results over the years that I was there.’
Then came the opportunity at Lend Lease, where Charlton was appointed Director of Operations in 2010. He led the company through cultural change, restructuring and resetting the agenda.
‘I had a lot to do with the people side of the equation there, and that really taught me a lot about people and passion.’
The result is a management style that he describes as collaborative – he enjoys working in teams and is always interested in what his team has to say – to a point.
‘I’m also very decisive,’ he says. ‘I believe what they say about a good decision being the best outcome, a bad decision being the second best outcome because it can always be changed. The worst outcome has to be no decision at all.’
While the contrasts gave Charlton breadth of experience, there was also a useful common thread.
‘One way or another, my whole career has been around toll roads,’ he says. ‘I have roads experience overseas – and I think I’ve worked on all but one of the toll roads in Australia.’
A company in great shape
Charlton’s predecessor at Transurban, Chris Lynch, has been credited with doing the job he was asked to do by restoring the balance sheet and putting the company on a sustainable path.
‘I have to give Chris and his team credit for what they’ve achieved,’ says Charlton. ‘It’s very rare for an outside CEO to come into a company that’s in great shape and really well positioned to go forward – usually you’re brought in because there’s a problem or the company wants a huge change of direction.’
Charlton has no plans to shift from Lynch’s strategic focus on core assets, value-based growth and cost setting; however, he does see significant opportunities over the next decade for Transurban to work more closely with governments and communities to help them find solutions.
‘In the past, the process was a bit combative – here’s a tender, bid it, build it – and the result was often a piece of infrastructure that sat out there by itself,’ he says. ‘I think the days are coming when the private sector will be working more collaboratively with the government to find broader-range solutions. In Sydney and Melbourne in particular, we need to take the whole network of road, rail, bus and ferry into consideration. We should be thinking about how we can use the infrastructure we have more efficiently, and how best to build out the missing parts of the puzzles to provide a better outcome for our customers who, at the end of the day, are the drivers.’
That closer engagement with governments has already seen Transurban announce in July that it has made an unsolicited proposal to the New South Wales Government for a possible F3-M2 Motorway Tunnel link underneath Pennant Hills Road.
Charlton says that Transurban needs to adopt a much longer-term focus moving forward.
‘Transurban is in a very privileged position; we can’t lose sight of our responsibility and the licence to operate given to us by the public. You can always
From missiles to motorways
take advantage of a short-term position to jeopardise the long-term outlook, but I like to look at the bigger picture.’
Charlton is impressed by the way the governments of countries like Singapore and Hong Kong create value by investing in infrastructure that won’t be needed for 10 or 20 years.
‘Australia seems more focused on trying to keep up with historical lack of spending,’ he says.
‘When the bidding was on for the M5 East tunnel, the whole industry predicted that it would be full from day one. At the time, we could have added another lane for a few hundred million dollars, but the governments argued that that would be over budget and they didn’t have the money. Now an extra lane is going to cost billions of dollars and, in the meantime, commuters and the whole economy have had to suffer. It’s a shame.’
A range of solutions
Australia’s capital cities are straining under chronic congestion, which is stripping billions from the nation’s economy each year and compounding the decade-long productivity slump.
Charlton said that solutions will lie in wellconsidered, well-executed reforms, including broader consideration of user-pays concepts.
In America, Transurban has built high-occupancy toll lanes – known as HOT lanes. HOT lanes generally run next to existing freeway lanes and, unlike standard toll roads, they give drivers the choice of paying for a faster trip.
‘HOT lanes don’t work everywhere – they’re most effective on congested routes used by people who are both time-sensitive and conscious of the value of their time,’ says Charlton. ‘They could be useful in some Australian situations, but I see them as just one of a possible range of options. There is always more than one solution to a problem, and they all need to be taken into account if you’re going to come up with the most efficient outcome.’
Australians are less comfortable with paying to use infrastructure than Americans; there are still people who, on principle, will drive kilometres out of their way to avoid paying a toll.
While it is a politically complex issue, Charlton said it’s up to policymakers to lead the debate about the benefits of road pricing mechanisms.
‘It’s a difficult subject for politicians and bureaucrats, but the public needs to understand the benefits user-pays can bring to whole communities, as well as individuals,’ Charlton continues. ‘The M7, for instance, brought a great deal of economic value to communities in western Sydney.’
Few people think of buying petrol as a way to pay for infrastructure but, as tax makes up two-thirds of the price, the more you drive the more petrol you use and the more you contribute to the upkeep of our roads.
‘In some ways, I think this model is more disingenuous because some of that tax goes to general revenue rather than roads,’ says Charlton. ‘I’d be interested to see what would happen if we made user-pays systems more transparent.’
Many Australians are also uncomfortable with the idea of raising funds through privatisation.
‘There does seem to be a mindset that infrastructure needs to be owned by government – and it’s one you don’t tend to see in the United States or elsewhere,’ he says. ‘As long as the money made from a sale is put back into creating new infrastructure, it’s just recycling capital. The process can be very difficult politically, but I do think governments are getting better at it.’
When it comes to other forms of finance, Charlton sees a good deal as a good deal, whatever the model.
‘The government needs the maturity to balance the risk profile and take the efficiency of the wider network into account when these deals are done,’ he says. ‘Whether you’re looking at a road or a stretch of rail or a port, if you do a discreet deal with no alignment of interests between the ultimate regulatory or government authority and the people who own the asset, you’re always going to have either a combative relationship or a focus on just one link in the chain.
‘There needs to be an alignment of interests so that, if you do need to adjust one of the links to make the chain more efficient, there’s a way of doing that. I think a lack of incentive for that alignment could explain some of the high-profile failures in public private partnerships (PPPs) we’ve seen in recent times.’
The challenges in Australia
Charlton identifies the high cost of delivering infrastructure as a major challenge for the sector.
‘The cost of tendering and bidding for major projects is higher in Australia than anywhere else in the world,’ he says. ‘Government preference is for far more detailed documentation, funding and design continued on page 16
From missiles to motorways
continued from page 14
than is required elsewhere. They say, “if companies didn’t want to bid they wouldn’t.” But the industry response would be that the costs are embedded – they have to be recovered somehow. That cost burden also inhibits smaller players and so, to some extent, limits competition.’
Governments are also eager to push as many risks as possible onto the private sector, including those associated with approvals.
‘When companies in the private sector embark on major infrastructure projects, they have to liaise with myriad government and regulatory authorities who will often see this as an opportunity to plug holes in their own budget,’ he says. ‘They inevitably want to add something or change something that puts on another $10 million here or $20 million there, continually pushing up the final cost.’
The mining boom is creating a pull on certain skills, but Charlton believes that Australia still has the capability to deliver. He says that getting the right productivity and incentives around the workforce is a central issue.
‘It’s not just one aspect causing a problem,’ he says. ‘We have to pay much more for the whole rolled-up process of delivering infrastructure than any of our trading partners.’
Despite the challenges, Charlton believes that many of our assets are as good as any in the world.
‘Australia may be a small market, but it is home to some very capable players,’ he says.
And, for someone who spends so much time on the move, a small market also brings personal rewards.
‘I like the fact that everyone knows everyone else,’ he says. ‘Travelling is a lot more fun when you can’t go to the airport without running into at least one friend from the industry.’
BUS RAPId TRAnSIT – nEW SOLUTIOnS
Bus networks provide the ‘backbone’ of city transport systems worldwide. Buses are an incredibly efficient mode of transport – comparatively cheap, flexible and effective.
Even cities with highly developed Mass Rapid Transit systems rely heavily on buses for short and medium journey services. In London, buses take 3.7 million trips per day compared to 2.1 million trips on the city’s 13 underground lines.
The primary limitation on bus-centric public transport systems is road congestion because buses have to share road space with other vehicles and commuters. In addition to overcoming congestion to achieve greater speed and reliability, buses also face challenges around traveller perception of the quality of services and in improving integration with other transport modes.
Bus operators have made significant steps forward in the quality of bus transport with leading bus systems featuring modern low-floor, multi-door buses with high standards of vehicle age, cleanliness and passenger amenity. Combined with preticketing and smart card technology, queuing at the bus stop is poised to become a thing of the past.
Speed and reliability of services is being achieved predominantly through enabling bus priority over other vehicles, with measures such as dedicated bus lanes, and prioritised traffic signalling. While these measures create improvements in high-density cities such as London, more dispersed cities, such as Brisbane, are taking a further step to achieve an optimal balance between the convenience of localised bus services with the efficiency of medium haul commuter transport through development of advanced Bus Rapid Transport (BRT).
BRTs use busways that are gradeseparated, highly visible dedicated corridors constructed through built-up urban environments. Combining the speed of rapid transit or light rail lines with the flexibility of buses, BRT targets the same segment of transit requirements as light rail transit.
A BRT system is based on the concept of using dedicated right-of-way in areas where competition with highway traffic would be greatest, but using existing highways and roadways in less congested areas wherever possible to reduce costs.
Optimal BRTs include: • Bus-only, grade-separated right-ofway • Low-cost infrastructure elements that increase the speed and reliability of bus services (e.g. bus turnouts, bus boarding islands, and curb realignments) • Comprehensive coverage • Servicing of a diverse market with a high-frequency all day service • Bus priority / bus lanes • Pre-ticketing of patrons at secure, highly visible busway stations to allow all-door boarding.
BRTs are often linked with Intelligent Transportation Systems (ITS), and can involve bus controlled traffic signals, smart card systems, Automatic Vehicle Locating (AVL) bus tracking, dynamic message signs, and automatically guided buses. They often feature purpose-built busway stations with 24-hour security, ‘real-time’ electronic timetable information and full accessibility for all hearing, visually and mobility impaired people.
A high-functioning BRT can offer a ‘single-seat journey’ – suburban buses are able to access busways at key locations, providing a point-to-point journey from a local bus stop – and also create new and improved travel opportunities through increased connectivity with other modes of transport.
Busway stations facilitate the movement of people and vehicles simply and logically. They use applied design elements to improve accessibility, mobility and safety to include visual consistency, accessible lifts, emergency help points, public telephones, food and beverage kiosks, or vending machines.
Importantly, busway stations significantly reduce bus dwell times for pick-up and setdown through platforms at grade with bus doorways and the potential for passengers to pay their fare upon entering the busway station rather than when boarding their bus.
Busways and busway stations have positive impacts on land use patterns. Many studies (including SKM Colin Buchanan’s Crossrail Business Case) prove there is a direct and strong correlation between the availability of mass transit and clustering of high value employment. The strength of Light Rail Rapid Transit is that it inspires development around stations because of perceived permanence. Traditionally, no one invests in a development around a bus stop because the bus may simply change its route. Busways and busway station infrastructure counter this traditional thinking.
Of course, ultimately BRTs are not the panacea to solving a city’s increasing transport needs. Ultimately even the most sophisticated BRT system cannot deliver the capacity of a dedicated rail system and it is impossible for major cities such as Hong Kong or London, or ultimately Sydney or Melbourne, to operate without them.
Planning and implementation of new rail systems in cities needs to be occurring now. Simultaneously, in an environment where available capital for new infrastructure is constrained, bus system enhancements and BRTs provide an opportunity to meet the community’s need for effective transport solutions – especially in the expanding fringes of our cities.
PAUL BUCHANAN
ABOUT SINCLAIR KNIGHT MERZ Sinclair Knight Merz (SKM) works with clients globally to address their unique infrastructure requirements. SKM has extensive experience in providing city leaders with the strategic transport advice on enhancing bus systems and BRT investments, and has a track record in the successful engineering and delivery of BRT infrastructure.
THE AUTHOR – PAUL BUCHANAN Paul Buchanan is an economist with many years experience in the planning, economic and financial appraisal of public and private sector transport investments and policies. He has specialist skills in the appraisal of transport projects in the United Kingdom and overseas.
Every year nearly 10 billion rides on public transport are paid for worldwide using Cubic Transportation Systems’ (Cubic) payment and information systems. Cubic’s operations in Australia
Over the last decade Cubic has experienced strong regional growth and is emerging as a major provider of transport payment and information systems and services for the Australian market. Cubic now has more than 300 highly skilled staff at multiple facilities based in Brisbane, Sydney (regional HQ) and Perth. In Brisbane, Cubic installed and operates the go card public transport payments system – recently named by The Tourism and Transport Forum (TTF) as “the best smartcard ticketing system in Australia.” 20 futurebuilding Volume 3 Number 1X futurebuilding Volume 3 Number 1 In Sydney, the Cubic-lead Pearl Consortium is now building and installing the Opal card public transport payments system, which will be progressively rolled out to ferry, train and bus fleets from the end of 2012. The
Cubic’s vision for the future of transport in Australia, and the world Nextcity: the future of transport
Working in partnership with the world’s principal transport operators and authorities has given us a clear view of Cubic’s operations in Australia how – and how quickly - the world of urban transport Over the last decade, Cubic has experienced is changing. Cities are growing fast in the developed strong regional growth and is emerging as a major provider of transport payment and and developing world, and infrastructure must respond information systems and services for the for economic growth to be sustained. Constraints of all Australian market. Cubic now has more than 300 highly kinds mean that unlimited development cannot be the skilled staff at multiple facilities based in answer – stations cannot be made larger, tunnels cannot Brisbane, Sydney (regional HQ) and Perth. In Brisbane, Cubic installed and operates be expanded, city roads are not going to get much the go card public transport payments system – recently named by the Tourism and wider. A means of making more intelligent use of that Transport Forum (TTF) as ‘the best smartcard infrastructure has to be found. ticketing system in Australia.’ In Sydney, the Cubic-led Pearl Consortium is now building and installing Cubic’s vision for the future of transport in Australia, the Opal card public transport payments system, which will be progressively rolled and the world out to ferry, train and bus fleets from the end of 2012. The technology behind the Opal card is based on the world’s most iconic Cubic’s Nextcity vision provides the platform for a truly public transport smartcard, London’s Oyster. intelligent transport system. It will lead to a world where technology is harnessed and focused to provide the optimum balance of benefits for operators and travellers. It is founded on our recognition of the need to handle urban growth along with clear and undeniable trends:
Geographically, the new system for greater Sydney will be a world leader, with a footprint of more than 40,000 square kilometres stretching north of Newcastle, south of Wollongong and west across the Blue Mountains.
In several major cities around the globe, new technologies for payments and information are being pioneered by Cubic, including systems that will enable customers to pay for their travel by contactless credit/ debit cards (EMV) or NFC-equipped mobile phones – the smart phones can gain further utility through specialised transport applications (‘apps’) – all of which will be available in Australia in the near future.
Nextcity: the future of transport
Working in partnership with the world’s principal transport operators and authorities has given us a clear view of how – and how quickly – the world of urban transport
CUBIC’S VISION FOR THE FUTURE OF
TRANSPORT IN AUSTRALIA, AND THE
WORLD Every year nearly 10 billion rides on public transport are paid for worldwide using Cubic Transportation Systems’ (Cubic) payment and information systems. is changing. Cities are growing fast in the developed and developing world, and infrastructure must respond for economic growth to be sustained. Constraints of all kinds mean that unlimited development cannot be the answer – stations cannot be made larger, tunnels cannot be expanded, and city roads are not going to get much wider. A means of making more intelligent use of that infrastructure has to be found.
Cubic’s vision for the future of transport in Australia, and the world
Cubic’s Nextcity vision provides the platform for a truly intelligent transport system. It will lead to a world where technology is harnessed and focused to provide the optimum balance of benefits for operators and travellers. It is founded on our recognition of the need to handle urban growth along with clear and undeniable trends: 323613E LHS Pg1of2_Cubic | 1778.indd 241778_Future Building v301.indd 20 6/06/12 12:59 PM 11/9/12 11:14 AM
Nextcity is how Cubic will help infrastructure operators and users realise the benefits that can be delivered by COMPANY FOCUS connecting travellers and infrastructure across all modes of transport. In reality, this will deliver benefits for transport operators and authorities who will be able to understand how, when and where people are travelling, where the bottlenecks are (or will be) and what the impacts of specific incidents or conditions are. It will enable them to communicate effectively and rapidly, keeping their customers informed and positively influencing their travel behaviour. Government and transport authorities will have the capability to change customer behaviour through incentives, rewards and, in particular, variable tolls and fares – potentially in real-time – to maximise beneficial use of all modes of transport within their jurisdiction. Increasing the level of mobility infrastructure utilisation has been characterised as “sweating the assets” and Nextcity will be a positive enabler. Nextcity will allow customers to be kept up-to-date with information that they have asked to receive regarding their options for travel, whether that be via public or private modes. They can receive rewards for making best use of the transport network to spread demand, and avoid causing or adding to congestion. Customers receive all the benefits and convenience of a single travel account covering any use of transport. Nextcity allows authorities and governments to access and understand information about travel patterns, customer behaviour, mode selection and its relationship to the time of day, toll and fare levels, incident occurrence and passenger volumes. Network planning, regulation and policy will be better informed with data analytics provided by Nextcity.
• Rapid advances in telecommunication technology and infrastructure globally are driving people and devices to be continuously connected or ‘always on’ – making it feasible to collect and distribute huge amounts of real-time data. This means people and devices can be updated in real-time with information to direct changes in their travel behaviour; • That same ‘always on’ connectivity allows integration of payments and information across all modes of transport, and the optimisation of the travel experience and infrastructure usage for an entire mobility network –not just a single mode of transport.
Nextcity is how Cubic will help infrastructure operators and users realise the benefits that can be delivered by connecting travellers and infrastructure across all modes of transport.
In reality, this will deliver benefits for transport operators and authorities who will be able to understand how, when and where people are travelling, where the bottlenecks are (or will be) and what the impacts of specific incidents or conditions are. It will enable them to communicate effectively and rapidly, keeping their customers informed and positively influencing their travel behaviour. Government and transport authorities will have the capability to change customer behaviour through incentives, rewards and, in particular, variable tolls and fares – potentially in real-time – to maximise beneficial use of all modes of transport within their jurisdiction.
Increasing the level of mobility infrastructure utilisation has been characterised as ‘sweating the assets’, and Nextcity will be a positive enabler.
Nextcity will allow customers to be kept up-to-date with information that they have asked to receive regarding their options for travel, whether that be via public or private modes. They can receive rewards for making best use of the transport network to spread demand, and avoid causing or adding to congestion.
Customers receive all the benefits and convenience of a single travel account covering any use of transport.
Nextcity allows authorities and governments to access and understand information about travel patterns, customer behaviour, mode selection and its relationship to the time of day, toll and fare levels, incident occurrence and passenger volumes. Network planning, regulation and policy will be better informed with data analytics provided by Nextcity.
Nextcity is not a theoretical concept of a future utopia.
Cubic is working with some of the world’s leading cities – London, Chicago, Sydney and Vancouver – to deliver integrated solutions to enable our vision to optimise information and transport to become a reality in the near future.
Transportation Systems
Cubic Transportation Systems is a unit of Cubic Corporation (NYSE:CUB), the world’s foremost integrator of payment and information technology and services that provide intelligent travel solutions to the world’s largest cities and most demanding transport operators.
For more than 30 years, Cubic has built a solid track record of delivering increasingly complex integrated solutions that help transport operators manage their operations and services more effectively, while giving passengers convenient and reliable ways to pay for transport-related charges. Cubic specialises in the design, development, manufacture, supply, installation and integration of systems and information, backed by world-class service and support.
Services include on-site or hosted back office system operations, management and support; information and communication technology; web/IVR/ ’live’ operator customer services and support; retail distribution and network management; business intelligence; customised reporting; and field/shop maintenance, repair and overhaul services. The majority of systems and services delivered by Cubic are administered under service
Nextcity is how Cubic will help infrastructure operators and users realise the benefits that can be delivered by connecting travellers and infrastructure across all modes of transport. In reality, this will deliver benefits for transport operators and authorities who will be able to understand how, when and where people are travelling, where the bottlenecks are (or will be) and what the impacts of specific incidents or conditions are. It will enable them to communicate effectively and rapidly, keeping their customers informed and positively influencing their travel behaviour. Government and transport authorities will have the capability to change customer behaviour through incentives, rewards and, in particular, variable tolls and fares – potentially in real-time – to maximise beneficial use of all modes of transport within their jurisdiction. level agreements that provide our customers (and the people who use their networks) with guaranteed levels of performance. Increasing the level of mobility infrastructure utilisation Regional Systems and Services Around has been characterised as “sweating the assets” and the World Nextcity will be a positive enabler. • Sydney • Brisbane Nextcity will allow customers to be kept up-to-date with • Atlanta • Washington, D.C. information that they have asked to receive regarding their options for travel, whether that be via public or • Los Angeles • San Diego private modes. They can receive rewards for making • San Francisco • Maryland best use of the transport network to spread demand, and • Northern Virginia • New York avoid causing or adding to congestion. • New Jersey • Philadelphia Customers receive all the benefits and convenience of a • Edmonton • Minneapolis/St. Paul single travel account covering any use of transport. • Chicago • Vancouver Nextcity allows authorities and governments to access • London • Miami and understand information about travel patterns, customer behaviour, mode selection and its relationship • Southern Sweden • Modena, Italy to the time of day, toll and fare levels, incident occurrence and passenger volumes. Network planning, regulation Cubic Transportation Systems and policy will be better informed with data analytics (Australasia) Pty Limited provided by Nextcity. Level 23, 219 -227 Elizabeth Street
Sydney, NSW 2000, Australia Nextcity is not a theoretical concept of a future utopia. P: 61 2 9275 9900 |F: 61 2 9275 9950 Cubic is working with some of the world’s leading E: nextcity-au@cubic.com cities - London, Chicago, Sydney and Vancouver – to deliver integrated solutions to enable our vision to optimise information and transport to become a reality in the near future. Regional Systems and Services Around the World
Atlanta • Washington, D.C. • Los Angeles • San Diego • San Francisco Maryland • Northern Virginia • New York • New Jersey • Philadelphia Edmonton • Minneapolis/St. Paul • Chicago • Vancouver • Brisbane, Australia • London • Miami • Southern Sweden • Modena, Italy • Sydney Australia Nextcity is not a theoretical concept of a future utopia. Cubic is working with some of the world’s leading cities - London, Chicago, Sydney and Vancouver – to deliver integrated solutions to enable our vision to optimise information and transport to become a “What we can do together is far better that what either of us could of if we didn’t collaborate. I think that our relationship with Cubic is one of the most fruitful commercial relationships that TfL has.”
reality in the near future. Peter Hendy - Comissioner
Cubic is a unit of Cubic Corporation (NYSE:CUB), the Transport of London world’s foremost integrator of payment and information technology and services that provide intelligent travel solutions to the world’s largest cities and most demanding transport operators. Over more than 30 years, Cubic has built a solid track record of delivering increasingly complex integrated solutions that help transport operators manage their operations and services more effectively, whille giving passengers convenient and reliable ways to pay for transport related charges. Cubic specialises in the design, development, manufacture, supply, installation ‘What we can do and integration of systems and information, backed by together is far better
world-class service and support.than what either of us
Services include on-site or hosted back office system could do if we didn’t operations, management and support; information and collaborate. I think that communication technology; web/IVR/ “live” operator our relationship with customer services and support; retail distribution and network management; business intelligence; customised Cubic is one of the most reporting; field/shop maintenance, repair and overhaul fruitful commercial services. The majority of systems and services delivered relationships that TfL by Cubic are administered under service level agreements that provide our customers (and the people who use their networks) with guaranteed levels of performance. has.’ Peter Hendy -
Comissioner Transport Regional Systems and Services Around the World for London.
Atlanta • Washington, D.C. • Los Angeles • San Diego • San Francisco Maryland • Northern Virginia • New York • New Jersey • Philadelphia Edmonton • Minneapolis/St. Paul • Chicago • Vancouver • Brisbane, Australia • London • Miami • Southern Sweden • Modena, Italy • Sydney Australia “What we can do together is far better that what either of us could of if we didn’t collaborate. I think that our relationship with Cubic is one of the most fruitful commercial relationships that TfL has.”
Peter Hendy - Comissioner Transport of London
Cubic is a unit of Cubic Corporation (NYSE:CUB), the world’s foremost integrator of payment and information technology and services that provide intelligent travel solutions to the world’s largest cities and most demanding transport operators. Over more than 30 years, Cubic has built a solid track record of delivering increasingly complex integrated solutions that help transport operators manage their operations and services more effectively, whille giving passengers convenient and reliable ways to pay for transport related charges. Cubic specialises in the design, development, manufacture, supply, installation and integration of systems and information, backed by
world-class service and support.
Services include on-site or hosted back office system operations, management and support; information and communication technology; web/IVR/ “live” operator customer services and support; retail distribution and network management; business intelligence; customised reporting; field/shop maintenance, repair and overhaul services. The majority of systems and services delivered by Cubic are administered under service level agreements that provide our customers (and the people who use their networks) with guaranteed levels of performance.
Cubic Transportation Systems (Australia) Pty Limited Level 23, 227 Elizabeth Street Sydney, NSW 2000, Australia 61-2-9275-9900 61-2-9275 9950 Fax cts.cubic.com
