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Achieving Together 2013 Delivering Our Commitments
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 1
Contents About this Report
This is Transdev Australasia’s third publicly released report and corporate profile that addresses our achievements, our people, our performance for 2013, and how we are performing against our Corporate Responsibility strategy.
The structure of the report reflects Our Promise and draws
on key case studies and results collected throughout the year.
The report covers the period January 2013 to December 2013,
unless otherwise specified.
Produced by the Transdev Australasia,
Corporate Affairs Department.*
Message from the CEO Global 2
Message from the CEO Australasia 3
International Company Overview 4
Australasia Overview 6
Meet Our Teams 8
The Big Picture Change, Productivity & Transformation 12
Our Strategic Framework Piecing it Together 14
Our Story 16
Transdev Australasia Executive Leadership Team 18
Our Performance 2013 20
Safety – Our Number One Priority 22
Best in Class Operational Performance 26
Superior Experience 30
High Performance Culture 37
Quality Asset Management 42
Value for Money 46
Our Innovation 50
Our Corporate Responsibility Strategy 53
Our Corporate Responsibility in Action 56* Transdev Melbourne statistics are not included in this report as the business only commenced in August 2013.
2 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
Message from the CEO Global
As global Chairman and CEO of the Transdev group, it gives me great pleasure to introduce this informative and comprehensive new report from Australia and New Zealand.
Transdev’s ambition is to be the partner of choice of our
clients and customers by pioneering in mobility. This ambition
is being realised around the world including in Australia and
New Zealand. They are located in the fastest growing and most
vibrant region in the world, a region blessed with a prosperous
outlook, stable political environment and a commitment to
public transport growth. For these reasons, Australia and New
Zealand remain fundamental to the group’s growth strategy.
The Australasian arm of Transdev is thriving because of its
strong safety, customer service and operational record, and
because the local teams always find innovative ways to improve
the experience for customers, clients and the communities
they serve. The ultimate tribute to the group is the fact that
customers and clients have shown confidence in Transdev,
with patronage up, new contracts won, and many contracts
retained across multiple modes and in different locations.
I am honoured to stand with my Australasian colleagues;
proud of their achievements, excited by their ambition
and trusting in their ability.
I commend this report to you.
Jean-Marc Janaillac
Chairman and Chief Executive Officer
Transdev group
Jean-Marc Janaillac Transdev group
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 3
As the title of this report states, Transdev Australasia is dedicated to delivering on our commitments – to our staff, our clients, our customers and the communities where we serve. With a heritage stretching back two centuries and a 15-year presence in Australasia, we are happy to share our story with you.
I am pleased to report that over the past year, Transdev has
grown and prospered, with many tenders won, contracts
retained and extended, and new business opportunities
taken. Governments and private clients in Sydney, Melbourne,
Brisbane, Perth, Auckland, Darwin and Central Queensland
have placed their trust in us, our people, our systems, our
experience and our multimodal expertise.
It is a pleasure to lead an organisation comprised of dedicated
and hard-working staff who strive every day to make the
journeys of our customers safe, reliable, clean, informative
and responsive.
It is also an honour to work as a partner with our clients to
tackle congestion in our cities and provide a means of transport
for commuters, tourists, resource workers and those seeking
to connect with others in their community. The role of public
transport is becoming more vital to the lifeblood of our cities
and regions and Transdev is proud to play its part in making
these connections possible.
I hope that you find this report both informative and
thought-provoking.
Jonathan Metcalfe
Chief Executive Officer
Transdev Australasia
Message from the CEO
Australasia
Jonathan Metcalfe Transdev Australasia
4 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
Transdev is one of the world’s leading public transport companies. Transdev advises and assists local authorities, from pre-project and daily operations of public transit systems to project management. With 95,000 employees, the company operates contracts across 21 countries, and generated revenues of 7.9 billion euros in 2012.
The world’s most multimodal company, Transdev connects
people and communities through train, tram, metro, light
rail, coach, bus, BusWay®, paratransit, ferry, taxi, car-sharing,
shared-ride airport shuttle, and bicycle.
Transdev is an incorporated company with its own Board of
Directors and is supported by its two major shareholders,
Caisse des Depôts and Veolia Environnement.
More recently, Transdev was known as Veolia Transdev.
As a result of a planned divestment of holdings, Veolia was
removed from the company name in March 2013. Despite the
change in name, the ultimate goal of moving people remains
the same and our slogan, Mobility inspired by you, is still very
much evident in all we do.
International Company Overview
Operating in
21 countries
13 modes
of transport
48,000+
vehicles & vessels
worldwide
An international network in 21 countries across 5 continents
Europe, Africa and Middle East
Americas
Canada United States Colombia Chile
Ireland United Kingdom Netherlands Belgium France Germany
Spain Finland Sweden Portugal Morocco Israel
Asia
India China South Korea
Australasia
Australia New Zealand
6 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
Australasia Overview
Transdev has been operating passenger transport services in Australasia since 1998. We operate five modes of transport in eight distinct locations.
Transdev Australasia Consolidated Revenue
Our operations include bus, rail, light rail and ferry for public
transport, and coaches for resource sector employees.
We have 5,000 staff and more than 1,870 vehicles and vessels
that deliver 120 million customer journeys each year.
In 2013, Australasia achieved growth with a significant new
contract and three defensive tender wins:
• Transdev Melbourne bus (new contract)
• Transdev Sydney light rail (renewal)
• Transdev NSW bus (renewals)
• Transdev SW (orange bus school passenger feeder service)
2012 was the biggest year of growth in bus and ferry modes
in Transdev Australasia’s history and 2013 consolidated that
growth with the commencement in August of our single
biggest company, the 500+ bus business, Transdev Melbourne.
The future outlook for company growth is positive as
governments shift their contracts to private operators,
as new contracts come to tender, and as current contracts
come up for renewal.
For more information about contract wins, please refer to
‘Our Story’ on page 16.
$0
$100m
$200m
$300m
$400m
$500m
$600m
2013201220112010
$267m
$352m$388m
$511m
Opposite Page: These figures are as at December 2013.
We operate
across
8 locations
5 modes of
transport
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 7
Eight locations, five modes,
11 operations
Transdev Brisbane Ferries
Journeys – 6 million
Weekly Services – 4,244
Staff – 193
Vessels – 28
Transdev Auckland
Journeys – 10.4 million
Weekly Services – 3,222
Staff – 474
Vehicles – 39
Harbour City Ferries
(JV with Transfield Services)
Journeys – 15.3 million
Weekly Services – 3,400
Staff – 643
Vessels – 32
Transdev SW
Journeys – 1.2 million
Weekly Services – 1,950
Staff – 155
Vehicles – 115
Transdev WA
Journeys – 32.8 million
Weekly Services – 35,165
Staff – 1,029
Vehicles – 491
VIVO Connect
Central QLD
Staff – 46
Vehicles – 22
Transdev Queensland
Journeys – 2.8 million
Weekly Services – 4,319
Staff – 207
Vehicles – 146
Transdev NSW
Journeys – 19.5 million
Weekly Services – 21,000
Staff – 928
Vehicles – 430
Transdev Australasia
Head Office
Melbourne
Transdev Sydney
Journeys – 3.7 million
Weekly Services – 600
Staff – 120
Vehicles – 6
Transdev Melbourne
Journeys – 32 million
Weekly Services – 22,000
Staff – 1,096
Vehicles – 504
Buslink VIVO Darwin
(JV with Buslink)
Staff – 125
Vehicles – 67
8 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
What I like about working for Transdev
I love the culture; I’m happy to come to
work every day! I believe that Transdev
has established a culture like no other
workplace I have experienced. The
management team should be highly
commended for how they have inspired
and built a network of such wonderful
support and resources that have
enabled us to better work together in achieving our common
objectives. The culture at Transdev drives me to dedicate and
apply myself to my role every day and to further develop my
knowledge and skills to assist me in reaching my full potential.
Bianca Wheat, Administration Support
(and Highly Commended, Passion, Golden Star Awards 2013),
Transdev Queensland
Transdev Melbourne
Our vision for Melbourne is to build a world-class bus network
that puts the customer at the centre.
The Melbourne bus contract, however, presents a unique set
of challenges. It has brought together 1,100 employees from
five different businesses, employed under 14 different EBAs.
Everyone has their own way of doing things and differing
expectations. To guarantee the franchise has long-term
viability, we must ensure that we are all on the same page,
working towards the same goals.
Our Orbital and Rapid Transit buses provide a vital service
across Melbourne; a city that continues to grow exponentially.
We have many exciting plans for improving these services,
which we are working on with Public Transport Victoria and
other stakeholders.
Edward Thomas, CEO, Transdev Melbourne
Each of our 10 operations has their own dedicated on-site team who ensure the effective day-to-day runnings of our operations across Australia and New Zealand. They are experts in transport maintenance, contract management, customer service and communications. They comprise dedicated and talented people who have our customers and clients front-of-mind as their priority, each and every day.
Transdev Queensland
Transdev Queensland connects local communities in
the Brisbane, Redlands and Yatala regions, and also has
the challenge of managing a remote contract in central
Queensland, via our VIVO Connect brand.
We help move more than three million people annually, and
having a safety record that’s second to none is critical. In
2013, our Safety Manager, Mick Fyfe was nominated in the
Queensland Safe Work Awards for his personal contribution to
creating a safe working environment and, in 2012, our business
received the award for Employer of the Year in our region at
the Queensland Training Awards. This recognition reflects our
commitment to the development of our people and ultimately,
to delivering a safe service, as safety is at the very heart of our
training programs.
Our investment in safety has spurred a fantastic team of people
who tackle every challenge head-on, as well as a safety record
that’s improving all the time. In November 2013, workplace
incidents were down by 79% year-to-date, and at-fault bus
accidents had almost halved compared with the previous
year. This is how I see us “walking the talk” of our international
accreditations for Safety AS 4801, Quality ISO 9001 and
Environment ISO 14001.
Colin Jennings, Managing Director (and QBIC Achiever
of the Year 2013), Transdev Queensland
Meet Our Teams
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 9
What I like about working for Transdev
I really enjoy the company of my workmates and I love being on
the water in the fresh air because every day feels like a holiday!
Eileen Ryan, Ticket Seller, Brisbane Ferries
What I like about working for Transdev
I like that it’s different every day I come
to work, from our particular job to the
customers we meet. We’re empowered
to make the quick decisions for the new
challenges we face each day.
Tom Lynch, Driver,
Transdev Melbourne
Transdev Brisbane Ferries
Brisbane Ferries manages the iconic CityCat, CityFerry and
CityHopper services on the Brisbane River. It is a high-profile
operation, attracting an average of 19,500 customers every
day. We make more than one million landings per year, which
we believe is the highest in the world, even putting New York
Ferries in second place.
At Brisbane Ferries, safety is paramount; we have an excellent
safety record and are ISO certified for Quality, Safety and
Environment. We also pride ourselves on high levels of
customer satisfaction and service reliability, consistently
borne out in independent research.
We have a dedicated team servicing commuters and tourists
alike. We have survived two extreme flood events in two years,
which shut down our operations, but also strengthened our
crisis management and recovery skills.
James Hall, General Manager, Brisbane Ferries
Transdev NSW
Being a newly merged business, which has entered into new
performance-based contracts, has presented a unique and
challenging environment in which we are now working.
Transdev NSW operates across a geographical spread, with six
depots spread between the Upper North Shore and the South
of Sydney, and provides a wide range of transport offerings –
route and school services, NightRide, rail replacement, and
charters. The combination of these factors presents our
business with some distinct challenges, however, we pride
ourselves on finding and implementing successful solutions
to overcoming those challenges.
In 2013, we aligned our business with Transport for NSW
by placing superior customer experience at the centre of
everything we do. NSW was proud to be the first Transdev
Australasian business to begin the organisation’s customer
service training program – Going for Care, and we are now
looking forward to rolling out the program to every staff
member in our business.
As a result of our hard work, we celebrated two contract
renewals in 2013 as well as the opening of a new
environmentally friendly depot in South Granville. We also
began the process of reinvigorating our business with a
transformation strategy that will better position us to meet
the challenges of our industry and further deliver on our
commitments to our clients, our customers, and our staff.
Shane Ellison, Managing Director, Transdev NSW
10 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
What I like about working for Transdev
My reason for working here for 11 years is that I have had
the opportunity to progress in my chosen field. Work hours
are reasonable and all Transdev employees who I’ve had the
pleasure of meeting have been friendly and helpful.
Ryan Parera, Mechanic, Transdev NSW
Transdev Sydney
It is an exciting and dynamic time for our light rail operations
in Sydney. Over the past 12 months, we have had our contract
renewed, transitioned from our previous client to our
new client – Transport for NSW, farewelled the iconic
Sydney Monorail, and we also continue to play an integral
role in delivering and operating Sydney’s Inner West
Light Rail extension.
Opening a new network is a significant milestone and
the planning logistics, a major undertaking. Engineering,
technical and regulatory approvals, and operational planning
requirements are in progress, while the team simultaneously
manages the day-to-day existing service delivery.
Our operations were compounded in October with derailment
challenges. The professionalism and extra commitment shown
by the Transdev Sydney team during this difficult period was
exceptional. While we may be perceived as a small network,
the significant challenges we overcome in delivering daily
light rail services are a source of pride and demonstrate the
considerable passion and dedication of our team.
Matt Baynie, Deputy Managing Director, Transdev Sydney
What I like about working for Transdev
I like working at Transdev Sydney because it has a family feel
to it. Every day is rewarding and different with new challenges
to deal with.
Brendan Hyland, Light Rail Operations Controller,
Transdev Sydney
Meet Our Teams
Harbour City Ferries
Harbour City Ferries is a Transdev and Transfield Services
joint venture which aims to revitalise Sydney’s iconic
ferry services in a unique public-private partnership
with Transport for NSW.
Our challenges are to maintain customer satisfaction –
currently at 95% – while keeping employees engaged
with our vision of improving the customer experience and
journey amidst a challenging operational and industrial
relations environment.
The increased focus on customer service and the cultural
and behavioural changes we are implementing are integral
to our overall transformation in becoming a world-class
ferry operator.
In 2013, Harbour City Ferries celebrated its first anniversary,
achieving impressive customer satisfaction results, record
patronage, and much positive external praise for our first
year as private operator. The past year has also seen our team
successfully handle a number of challenging issues as well as
major events such as the International Fleet Review in October.
We are well underway in transforming our operations into a
world-class ferry service and are proud of our achievements
since we began operations in July 2012.
Michelle Handforth, General Manager
Customer & Stakeholders, Harbour City Ferries
What I like about working for Transdev
I like working as part of a team – with my crew as well as
management. We’re all in it together to achieve the same
things – working together to make the company better and
keep our customers happy.
Ron Zacher, Master (and Winner, Customer Service,
Golden Star Awards 2013), Harbour City Ferries
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 11
Managing services on behalf of a PTA requires intelligent
stakeholder relations at all levels of the business. We are
proud that our WA businesses continue to be held in high
regard by our PTA, which is testament to our passionate
and dedicated workforce.
Morris Caputi, Managing Director,
Transdev WA and Transdev SW
What I like about working for Transdev
I like to work for Transdev because it has given me a feeling of
self-worth. My colleagues, supervisors, and managers all look
after each other.
Rajeshwer Singh Chhaba, Bus Operator,
Transdev WA
The past year has also seen Transdev Auckland experience a
transformation, with a refreshed executive team and significant
improvements achieved in network performance, coupled with
big steps forward in safety with the train protection project,
preparation for a KiwiRail driver transfer, and the achievement
of 12 months without a Lost Time Injury.
Our challenges in the coming year, as we move into
refranchising in 2015/16, will be to further improve our
performance record and effectively manage a smooth
transition to operating the electric network, all while
maintaining our vigilant safety standards. We look forward
to delivering a world-class rail system and a matching
customer experience.
Terry Scott, Managing Director, Transdev Auckland
What I like about working for Transdev
This is the type of job I have looked for all my life. It gives me an
opportunity to work with the public and interact with people
from many different backgrounds. I get a lot of satisfaction
from the work I do helping customers.
Sylvan Pinto, Station Assistant, Transdev Auckland
Transdev WA and Transdev SW
Transdev WA and Transdev SW are unique businesses given
the area that they cover and the variances in contracts across
those areas. Combined, the WA bus businesses are Transdev
Australasia’s largest operations, servicing central Perth and its
suburbs, as well as providing urban, school and coach services
in the South West of WA.
In 2013, we introduced a new CAT service and have worked with
our client on a trial of hybrid buses. In addition, the WA teams
collaborated with Transdev’s Business Development team to
win a new contract to provide Passenger Feeder services in
regional South West WA.
After receiving the WA Work Safety Award for Best Safety and
Health Management System in 2012, Transdev WA was highly
commended at the National Safe Work Australia Awards in 2013.
The business continues to be assessed by WorkSafe on our
safety management system and we have achieved the platinum
award for the last three years.
We are committed to retaining our accreditations through
Bureau Veritas for Safety, Quality and Environmental standards,
AS 4801, ISO 9001, ISO 14001 and OSHAS 18001.
Transdev AucklandOur Auckland business has had an exciting year with the
electrification of the urban rail network and the arrival of its
first new electric trains, with testing of these units underway
and early results reported as excellent.
The first electric train revenue service is expected to take place
on the Onehunga line in April 2014.
12 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
The Big Picture Change, Productivity & Transformation
‘The benefits of investment in transportation infrastructure
are well known...Among the more obvious benefits is a
reduction in travel times and costs for both people and goods…
favourable social impacts through reducing travel stress and
increasing the connectedness of communities. And there are
environmental benefits as well…Poor transportation makes this
contact difficult and hurts our national productivity…’1
Change is a constant
Not since the 1940s have we seen three prime ministers in
one calendar year, and public transport has been caught up
in the national conversation with the incoming Coalition
Government adhering to its pre-election commitment to not
fund urban public transport, a shift away from the previous
administration’s approach.
It remains to be seen what impact this policy change will have
in the longer term, but at least in the short term it will put more
pressure on state governments and will likely see more need
for private sector finance to fund vital public transport projects.
Some state governments have taken a pragmatic view and said
they will focus on public transport and let the Commonwealth
fund road projects.
While the investment in public transport is at historic levels in
some jurisdictions, in others, the pressure on state government
balance sheets has seen some key public transport projects
shelved and others delayed. Despite some difficulties on the
capital side, all state governments are continuing to provide
recurrent funding in response to almost unprecedented
demand from customers and the general community.
Transdev predicts that the public transport market operated
by the private sector in Australia will grow by 6.6% (CAGR) over
the next five years. This predicted percentage growth is higher
than any other major Transdev market and is in stark contrast
to Europe where many state and municipal authorities have
been forced to cut services and several have taken services
back in-house.
But what does this mean for Transdev? We agree with the
RBA Deputy Governor Lowe and will continue to lobby for
greater investment in public transport, on both the capital
and recurrent side. We will also argue that the private sector
should play a greater role in providing these vital services.
We know that the private sector delivers a better service in a
more efficient way than the public sector and when resources
are constrained, this is a compelling argument.
Customers want more
Turning from the macro-level, this year saw a continuation
of the themes of the previous few years in public transport,
i.e. the increasing demands of customers for better services
reflected in greater demands made by clients on operators
such as Transdev. This is the case in Australia and New Zealand
and indeed throughout the world. 1 Philip Lowe, Deputy Governor, Reserve Bank of Australia, 26 November 2013, Speech to the IARIW-UNSW Conference on Productivity Measurement, Drivers and Trends
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 13
Customers who catch ferries, bus, trains, trams and coaches
are also consumers of other products. They are, quite rightly,
demanding the same high standards of service from us as
they receive from other service providers. In particular, they
expect better and quicker information about the service,
particularly when there is a problem or a delay. They want
to know immediately via their smart phone and they expect
refunds via smartcards where available. They use these devices
to tell their friends about their experiences, good and bad, in
real time, with images to match. Public transport operators
and authorities are adapting to this changed environment and,
although it is a challenge to produce timely data, great strides
have been made in recent years in this regard.
The desire for better and more responsive services is welcomed
by Transdev as striving for excellence is what drives our
company and what distinguishes us from our competitors.
Our response to these demands is to draw upon our global
experience and understanding. One example of this is our new
proprietary customer service training program, Going for Care.
The program provides all of our staff with the skills to better
serve our customers. It focuses on the customer pathway to
highlight customer touch points and provide our teams with
practical insights. The Going for Care program commenced
in our bus businesses in Sydney and Melbourne in late 2013
and will touch all of our 5,000 staff, from the CEO down over
the next three years. This innovation is an example of where
Transdev taps into its global resources to produce a tailor-made
program that is making a real difference to the travel needs
of our customers.
It is pleasing to note that our businesses are well regarded by
our customers as evidenced by various customer satisfaction
surveys. In NSW for example, our three bus companies rank
in the top five and our ferry and light rail businesses achieved
95% and 94% customer satisfaction respectively.
A company being transformed
Transdev is a business that has been renovated. We have
turned away from the past that was characterised by
adherence to engineering and operational needs without
regard to the human side and the customer impact. In
most of our businesses now and at head office, there is a
senior executive acting as an advocate for the customer at
the decision-making table alongside colleagues from other
disciplines. This change is also occurring at the highest levels
with our clients and is a very welcome development.
The other big change that occurred in 2013 was the finalisation
of our new brand. Following the merger of Veolia Transport
and Transdev in March 2011, the group was known as Veolia
Transdev. This name did not properly explain who we were and
our stakeholders told us that caused some confusion. In March
2013, the group was formally relaunched as Transdev and this
new brand has united the global business and truly represents
the heart of what we are as a company – passionate, innovative
and committed to excellence in service. Changing a brand
takes time, but you should start to see the Transdev brand on
staff uniforms, vehicles and vessels and at depots, wharves and
stations. You will also hear our story, understand more about
our personality, and learn our aspirations as a business.
The change in identity coincided with the announcement
of the group’s strategy to consolidate and focus on key
countries, including Australia and New Zealand. As noted
earlier, this region is blessed with strong growth prospects
and a commitment to future investment in public transport,
despite the difficulties in funding described above. The fact
that Australasia is in the top four regions of the Transdev group
ensures that we will receive the group’s support and resources
commensurate with the opportunities in this region.
Delivering on our commitments
There is of course much still to do – we remain committed
to delivering on our six-point Promise (see page 20):
uncompromising safety; best in class operational performance;
superior experience for customers, clients and community;
high performance culture; quality asset management; and
value for money. In 2014, we are conscious of the need
to deliver on our commitments to customers, clients and
our broader stakeholders. In doing so, in addition to our
unfaltering focus on safety, we shall focus on three critical
areas: customer experience and the implementation of our
Going for Care program; a new direction under Corporate
Responsibility; and we will actively pursue the numerous
business development opportunities that exist. We know this
year will be challenging, as expectations of our services have
never been higher. But this is as it should be!
14 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
Our Strategic Framework is the foundation of our business and is about clearly setting a strong footing for the company and each individual business to achieve greatness. The elements stem from our Vision, Mission, our Values and, of course, our brand.
Our Strategic Framework Piecing it Together
Pictured left: The Strategic Framework
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 15
Our Vision
Our Vision is to be Australasia’s acknowledged passenger transport leader.
Safety
Safety is our number one priority and our credo – it underlines
every activity we undertake whether on the front line or in our
offices. Our safety and that of our teams, our customers and
our communities is paramount.
Commitment
Faced with the local and global challenges of mobility, we are
committed to ongoing innovation as we deliver on our daily
mission through inventiveness, creativity and sharing best practice.
Our commitment underlies our client and customer focus and
our results-based orientation.
Partnership
Partnership with our stakeholders, including government, internal
and external customers, community and contractors, means remaining
close-at-hand, understanding, sharing, listening and exchanging.
This proximity allows us to form meaningful and effective relationships
and deliver above and beyond expectations.
Passion
Around Australasia, it is passion that fuels the daily commitment of our
teams. Supported by a company that encourages diversity and dialogue,
each employee performs their professional responsibilities with the same
entrepreneurial spirit and the same drive to be a trusted partner.
Performance
In committing ourselves individually and collectively, our focus
is on performance. Constant quality improvement of operations and
service, risk management and high results-based standards at all levels.
These are the strengths that enable us to create value, with real and
enduring benefits.
Our Mission
Our Mission is to deliver high quality passenger transport services in partnership with stakeholders.
Our Values
Our Values guide how we behave with each other, our customers, our clients and in our communities.
16 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
Transdev operated the Melbourne train and tram networks for a
decade until November 2009 (albeit under separate identities).
These were very large and complex businesses and overall very
successful. However, due to a combination of external factors
outside of our control and some deficiencies which were within
our control, we did not have these contracts renewed. We have
learnt important lessons through that difficult process.
Modest beginnings
Although we can trace our roots back to the early 19th century
via our key shareholder, our Australasian past starts about
15 years ago.
We began operations in 1998 as part-owner of the Sydney
Monorail and operator of the Sydney light rail network.
Although we sold our financial stake in the monorail business
in 2001, we remain the proud operator of the light rail network
with the 2013 renewal of our contract until June 2015.
In 2004, we crossed the Tasman and, since then, have operated
the Auckland commuter rail franchise which was recently
extended to 2016.
Buses are the biggest part of our business and since 1998,
via a combination of acquisition and tender, we now have
sizeable commuter bus operations in most key regions in
Australia, including in Melbourne. We have proven ourselves
adept at transitioning businesses from family-owned
companies, former public operations and from other
private operators, as a result of successful tenders.
The public transport industry is going through a phase of
consolidation due to a combination of changes in government
policy and expectations, and also because the previously
dominant ‘family-owned-and-run’ business model in some
places is being challenged. Transdev has adapted well
to this new paradigm and played a key role in this change
alongside other international firms and several large-scale
Australian businesses.
Our Story
NSW Sydney Light Rail
and Monorail (50% acquired from TNT in 1998 and sold to MTS in 2001). Operator since
1998. Status: Ongoing
WA Connex Perth Bus business (tender)
Status: Sold in 2001
NSW Southtrans and Deanes Coaches
(acquired) (start of TDNSW) (new contracts in 2004 and 2012).
Status: Ongoing
VIC Hillside Trains/Connex franchise in Melbourne
(expanded to whole train network from 2004 –2009) (tender).
Status: 1999–2009
VIC Yarra Trams franchise in Melbourne (expanded to whole tram network
from 2004 –2009) (tender). Status: 1999–2009
VIC West Coast Railway
(acquired 50%). Status: Sold in 2003
NSW Crossley Bus Lines
(acquisition). Status: Part of TDNSW
NSW Pioneer Coaches
(acquisition). Status: Part of TDNSW
NSW Shorelink Bus operation (acquired) (negotiated
contract in 2005, won re-tender in 2012). Status: Part of TDNSW
QLD Brisbane Ferries (tender) (won re-tender in 2010).
Status: Ongoing
NZ Auckland rail (tender)
(extended in 2012 to 2016). Status: Ongoing
QLD National Bus Company
(Queensland) (TDQ) (acquisition).
Status: Ongoing
WA Southern Coast Transit (TDWA) (acquisition)
(includes Perth CAT retained in 2008, Rockingham
(retained in 2010), and Fremantle (retained in 2012).
Status: Ongoing
NSW Baxters Bus Lines
(acquisition). Status: Part of TDNSW
1999 2001 2002 2003 20051998 2004
Transdev history in Australasia
‘We now have sizeable commuter bus operations in most key regions in Australia.’
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 17
A turning point
The loss of the Melbourne contracts forced us to review our
approach. As a result, we began to apply much more rigour
to bidding, with an emphasis on planning, systems, quality
and better processes. We also set about defining our vision,
mission and Values and, for the first time, clearly outlined what
we stood for – what we now call Our Promise (see Strategic
Framework on page 14). This became the heart of our business
planning process and helps to align our bids with our strategy.
We also invested in a stronger and even more qualified
business development team. Overall, we became a much more
professional organisation.
This new approach is bearing fruit with tender wins and
contract renewals around the country. We also expanded into
the ferry business, first in Brisbane and, more recently, Sydney.
Even more recently, we have branched out into the employee
transport market where we provide a valuable service to
the resources and construction sector in central Queensland
and Darwin.
Generally, we undertake bids and acquisitions ourselves,
but when it makes sense to supplement our expertise and
experience with that of other like-minded companies, we are
happy to partner. We currently operate Harbour City Ferries
in partnership with Transfield Services, and the Ichthys contract
in Darwin in partnership with Buslink.
Of course, while we naturally highlight our successes we have
had some tough times along the way. Aside from the trams and
trains in Melbourne, we were not successful in the Gold Coast
Light Rail PPP in 2010 nor in the Adelaide bus tenders in 2011.
But, as in the case of Melbourne rail (2009), every
disappointment is a learning opportunity and our string of
successes in the past four years is testament to our ability
to adapt, evolve and improve. We are now the region’s most
dispersed and most multimodal passenger transport operator
and lay claim to the title as Australasia’s acknowledged
passenger transport leader.
Where to next?
We will continue to defend our current contracts and pursue
growth opportunities. But just as important is our commitment
to deliver on the promises we have made to our clients and
customers in the various bids we have won. If we keep this
focus, we are confident we will add positive new chapters
to our story.
QLD Brookers Buslines
(acquisition). Status: Part of TDQ
QLD Moreton Bay bus
business (acquisition). Status: Part of TDQ
NSW Transit First bus company
(acquisition). Status: Part of TDNSW
WA South West Coach Lines
(acquisition). Status: Ongoing
NSW Crowthers bus company
(acquisition). Status: Part of TDNSW
WA Joondalup bus
contract (tender) (now part of TDWA).
Status: Ongoing
NSW Caringbah Bus Service
(acquisition). Status: Part of TDNSW
QLD Caval Ridge employee
transport contract (tender).
Status: Ongoing
NSW Harbour City Ferries
(JV w/Transfield Services) (tender).
Status: Ongoing
NT Ichthys employee
transport contract in Darwin (tender). Status: Ongoing
VIC Melbourne
Metropolitan Bus Franchise (tender).
Status: Ongoing
WA Orange Bus
Passenger Feeder Service (tender).
Status: Part of TDSW
2006 2008 2009 2011 2012 2013
18 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
Peter Lodge, COO Light Rail and Bus, General Counsel, Business Development Director
Peter has been directly involved with
Transdev’s business in Australia since
1997. In 2009, Transdev responded
to the challenge of an increasingly
competitive market by creating a
specialist function to proactively seek
and acquire new business. Under the
leadership of Peter, this function
began strategically and systematically
to create the most efficient, effective and economical offer
to each tender opportunity. This has resulted in Transdev
successfully retaining key contracts on re-tendering as well
as expanding its business portfolio in Australasia. Peter’s
combination of legal, finance and strategy experience has been
key in the transformation of Transdev. Peter was appointed
Chief Operating Officer (Bus and Light Rail) in 2013, following
the award of the Melbourne Bus franchise contract to Transdev.
‘Our strength is in providing the solutions that best meet
the challenging and complex needs of our clients –
this is what drives our business and continues to place
us ahead of our competitors.’
The Transdev executive leadership team works together to set the course for the Australasian group, leading a dedicated team of 5,000 people. They have led the development of the organisation into the dynamic and successful business that it is today, instigating improvements and providing the direction that has enabled us to grow our business and strengthen our position as world-class leaders in passenger transport.
Jonathan Metcalfe, CEO
During his four-plus years as CEO
for Transdev Australasia, Jonathan
Metcalfe has overseen a period of
significant change that has redefined
the reputation of the business
and translated Transdev into an
organisation that is one of the largest
and most respected multimodal
passenger transport operators in the
region. Jonathan’s philosophy is to lead by example, setting
the high standards of our operations and providing the
inspiration that drives staff to achieve their best. In 2013,
Jonathan, together with the executive leadership team,
achieved significant growth for the Australasian group and
propelled the repositioning of the business to one where the
experience of our customers is first and foremost. His focus
on superior performance continues to ensure that the business
meets key targets and delivers on our commitments to
customers, clients and our broader stakeholders.
‘Our continued success is dependent on how we adapt to the
high expectations of our clients and customers. Partnership
and innovation is the heart and soul of our business, and we
are constantly evolving to stay at the forefront of our field.’
Transdev Australasia Executive Leadership Team
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 19
Paul Birch, Director People and Culture
Paul Birch joined the executive
leadership team in late 2013, bringing
with him a wealth of knowledge
and expertise gained through an
extensive career in human resource
management. He has worked across
a range of different industries,
both locally and internationally,
specialising in organisational and
culture transformation, industrial relations, and improving
HR performance and capability. Paul’s focus on engaging
our people through a greater focus on performance and
development, improving recruitment processes, and
supporting our customer service strategy will be key to
ensuring that we continue to build our capabilities to match
our growing organisation.
‘Our people are our greatest asset and integral to our
continued success. By developing and nurturing the talent
we have, we answer the needs and challenges of our
industry with confidence.’
Pierre-Edouard Dubois, CFO and COO Ferries
Pierre-Edouard has an extensive
career in the public transportation
industry and has been with the
global Transdev group since 2006,
joining the Australasian business in
2011. The challenge for Australasian
governments and public transport
authorities is often constrained by
finance. However, Pierre-Edouard
leads a team that consider financial constraints as an
opportunity to develop innovative solutions. Recognising that
each client and business opportunity is different, the finance
team continues to offer tailored solutions. This has been
instrumental in the performance of Transdev on behalf of
our clients, our customers and our shareholders.
‘Our success is dependent on providing strategic
financial solutions that adapt to the dynamic
environment of our industry.’
Mark Paterson, Director Corporate Affairs
Mark has extensive experience in the
government and political sectors prior
to his 12 years at Transdev. His ability to
create long-term relationships with key
decision makers in government (and
those who influence them) has been
the foundation for Transdev expanding
in new markets and in new modes of
transport. Mark has effectively engaged
with governments and public transport authorities to build
trust and confidence that has instilled a level of assurance that
a decision to partner with Transdev is in the best interests of
customers and in the best interests of governments. His team is
adept and creative and engages both staff and external parties.
‘Our success is ultimately determined by our ability to work
with our clients as trusted, specialist partners and to play a
leadership role in the passenger transport sector.’
Rod Maule, Director Safety, Quality and Risk Management
Rod is a highly qualified OHS professional
who has significant commercial and
operational experience across a range
of industry sectors. He is a change agent
who has consistently transformed health
and safety teams into high-performing
and valued business partners.
Rod ensures that safety, Transdev’s
number one priority, is represented
and led from an executive level, focusing on best practice, risk
reduction, strong collaboration, effective communication,
and the continued achievement of improvements. His passion
for building a strong safety culture is driving numerous
improvements in our operations and processes, and has
invigorated our safety team and consolidated Transdev’s
commitment to safety, now and into the future.
‘A strong safety culture is never complacent. We continually
strive for improvement and promote safety leadership
at all levels.’
20 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
We have displayed our performance results to reflect Our Promise, which is our guarantee of what you can expect when you travel, work or partner with us.
Our Performance 2013
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 21
22 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
‘Not only am I passionate about driving a safety culture, but I am also proud to say that all the staff at Transdev Australasia have shown through their positive engagement with our many safety programs and campaigns…that this commitment is genuinely shared throughout our organisation.’
Jonathan Metcalfe, CEO, Transdev Australasia
Safety – Our Number One Priority
Safety is at the core of everything we do. It is a continuous effort – from our local drivers, mechanics and engineers through to our senior executives and CEO.
Our clients and customers expect safety excellence and we
do too. Our company performance centres on measuring
safety performance, setting annual improvement targets,
staff training, and in-depth annual safety campaigns to
build our internal safety culture.
We were extremely proud when Safe Work Australia announced
Transdev Australasia CEO, Jonathan Metcalfe as the recipient
of its annual Safety Ambassador of the Year Award in 2013.
The Safety Ambassador of the Year Award recognises an
individual who leads by example to highlight the importance
of a safe working environment and encourages others to
improve work health and safety.
Safe Work Australia CEO, Rex Hoy congratulated
Mr Metcalfe on his leadership and commitment
to work health and safety.
‘Leading from the top down Jonathan displayed true leadership by pushing safety as a priority for Transdev Australasia,’ said Mr Hoy. ‘He has worked tirelessly to improve the safety culture within Transdev. His dedication has been recognised by Transdev staff at all levels.’
Rex Hoy, CEO, Safe Work Australia
The 2013 Internal Communications Survey found 88% of those surveyed recalled the 2013 Safety Campaign, Safety Starts With Me. The previous campaign, which ran in 2012, was close behind with 60% recall.
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 23
Transdev Safety Awards 2013
• Transdev Auckland – Westpac Auckland Central Business
Awards, Workplace Safety
• Transdev NSW – Finalist, Australian Road Safety Awards,
Innovation – Creating Safe Travellers…for Life
• Jonathan Metcalfe, Transdev Australasia –
Safety Ambassador of the Year 2013, Safe Work Australia
• Transdev Australasia – National Finalist, Australian
Institute of Marketing, Internal Marketing,
Hear our Safety Stories
• Transdev WA – Highly Commended, Best Workplace
Safety and Health Management System, Safe Work
Australia Awards
2013 Safe Work Australia Awards
Transdev WA’s dedication
to safety was recognised
when it won Best
Workplace Safety and
Health Management
System in the Private
Sector at the 2012 WA Work Safety Awards. As a result,
Transdev WA became a finalist in the national Safe
Work Australia Awards.
The award recognises demonstrated commitment to
continuous improvement of workplace occupational
safety and health through the implementation of an
integrated systems approach.
In April 2013, Transdev WA was highly commended
at the 8th Annual Safe Work Australia Awards.
At Transdev WA, legislative compliance is translated
into an integrated system that:
• Identifies hazards unique to the workplace
• Undertakes risk assessments to identify ideal
management of these risks
• Monitors, evaluates and improves performance
• Facilitates reporting, investigating and
reviewing processes focusing on corrective
and preventative actions
To ensure continuous improvement of its integrated
system, a robust auditing system has been
implemented to ensure all OHS processes are
tested, fine-tuned, and tracked to identify areas
that may require further enhancements.
Measuring Performance
While performance may vary according to mode of transport
and baseline, our commitment to meet and, where possible,
exceed expectations is a constant goal we set for ourselves.
In terms of our operations, we use a number of different
metrics to measure our performance. These are:
• Public injuries and fatalities
(both passenger and non-passenger)
• Employee injuries in terms of:
• Lost Time Injuries (LTI)
• Lost Time Injury Frequency Rate (LTIFR)
• Number of near misses
• Fatalities
• Severity of injury
• Vehicle safety
• Vehicle collisions
• Number of collisions with damage exceeding $15,000
• Number of near accidents
• Number of fires
• Serious Rule Violations
• Signal Passed at Danger (SPAD) (rail and light rail only)
• Trespassing (rail and light rail only)
• Groundings (ferry only)
Each business is required to provide a monthly report on these
metrics. One of the main benchmark indicators of safety and
performance is LTIFR and our performance over the past few
years shows significant progress in the right direction. While
there is always more work to be done, the focus on safety and
performance is part of the Transdev business commitment.
Total LTIs (total for group) and LTIFR
0.00
0.01
0.02
0.03
0.04
0.05
0.06
0.07
0.08
Dec 2013Nov 2013Oct 2013Sep 2013Aug 2013Jul 2013Jun 2013May 2013Apr 2013Mar 2013Feb 2013Jan 2013
0
2
4
6
8
10
Dec 2013
Nov 2013
Oct 2013
Sep 2013
Aug 2013
Jul 2013
Jun 2013
May 2013
Apr 2013
Mar 2013
Feb 2013
Jan 2013
8.3 8.58.0 8.2
9.5 9.1
8.3 8.5
7.78.2
7.7 7.7
Non-Passenger Injuries
Passenger Injuries
LTIs
LTIFR
Please note that these statistics now include Harbour City Ferries. Our LTIFR at 31 December 2012, with Harbour City Ferries data included, was 8.1.
24 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
0.00
0.01
0.02
0.03
0.04
0.05
0.06
0.07
0.08
Dec 2013Nov 2013Oct 2013Sep 2013Aug 2013Jul 2013Jun 2013May 2013Apr 2013Mar 2013Feb 2013Jan 2013
0
2
4
6
8
10
Dec 2013
Nov 2013
Oct 2013
Sep 2013
Aug 2013
Jul 2013
Jun 2013
May 2013
Apr 2013
Mar 2013
Feb 2013
Jan 2013
8.3 8.58.0 8.2
9.5 9.1
8.3 8.5
7.78.2
7.7 7.7
Non-Passenger Injuries
Passenger Injuries
LTIs
LTIFR
Safety – Our Number One Priority
VIVO Connect – Safety Achievements 2013
VIVO Connect, our industrial
arm of the business
which, based in Moranbah,
Queensland, operates
employee transport for
industrial projects, has achieved some significant
safety results during 2013.
In September, the operation celebrated 100,000
kilometres of accident-free driving and by November
2013, had achieved one million hours accident free.
In addition, the project achieved 365 days LTI-free
since the beginning of the project in March 2012.
VIVO Connect operates in a unique environment
where drivers contend with narrow dirt tracks, both
sealed and unsealed roads which include the notorious
Peak Downs Highway – frequented by road trains and
oversize loads up to eight metres wide, and also wildlife
such as kangaroos and emus. These tough conditions
make their safety achievements even more impressive.
To ensure that safety is always the top priority, VIVO
Connect staff have a pre-start meeting every day, where
blood alcohol levels are checked and they undertake
a variety of training sessions. In addition, all staff are
required to complete a defensive driving course and
assessment by the client (Bechtel) before being allowed
to drive on-site. Staff must also complete a Safety
Task Analysis and Risk Reduction Tool (STARRT) card
before each task to ensure all hazards are identified and
appropriate controls in place.
Creating Safe Travellers…for Life
Transdev developed and implemented the children’s bus safety
program, Creating Safe Travellers… for Life, to underpin safety
as our number one Value.
To date, 110 schools across Sydney have signed up to take part
in the program, which features:
• a safety film, showing the ‘do’s and don’ts’ of safe bus travel
• a board game
• a catchy song that delivers the message of
‘Stop! Listen! Look Around!’
• an activity book, with fun things to do that further
reinforce safety messages
• an ‘I Promise’ charter.
The safety of our young passengers
was the key motivation in developing
the Creating Safe Travellers…for Life
program and, in particular, the safety
of young school children who are
new to bus travel – which is an ongoing issue, especially when
waiting for the bus and disembarking.
We believe education is the key to decreasing high risk behaviour,
particularly if good examples are set from a young age. This
program has helped to create a safer environment for bus drivers
and passengers alike, ultimately contributing to safer roads for all.
By setting safe travel habits from a young age, we are ‘Creating
Safe Travellers…for Life’!
Non-Passenger Injuries and Passenger Injuries per 100,000 km
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 25
Safe Work Australia Month
Transdev Australasia promotes Safe Work
Australia’s annual Safe Work Month to
further promote safety, our number one
priority, across our business. Safe Work
Australia Month provides an opportunity
for us to shine a light on safety, recognise our safety achievements
and move toward greater safety success.
Posters were distributed across the business which featured
local staff sharing their reasons for keeping safety front-of-mind.
Within each business, the Communications and Safety teams
planned Safe Work Month programs around the official theme
– Safety is a frame of mind, and promoted safety with a range of
different materials and activities throughout the month. Activities
included clean-up days, toolbox talks, free health and skin checks,
staff barbeques and morning teas, and Safety Charter signings.
We supported these activities with regular safety articles in our
newsletters and updates on our internal Facebook group page.
Staff were also encouraged to discuss safety with the children in
their life with the Safe Work Month Kids’ Drawing Competition,
which asked entrants to submit a picture of how their Transdev
relative or friend stays safe at work.
As part of Brisbane Ferries’ Safe Work Month activities, CityCat
Master Ben Morris reached out to the local community with a
special visit to the Lady Ramsay Early Learning and Education
Centre at the Royal Brisbane Women’s Hospital to talk about
safety with a group of kindergarten children.
Transdev Australasia CEO, Jonathan Metcalfe, was also honoured
during Safe Work Month with the Safety Ambassador of the Year
Award, which recognises an individual who leads by example to
highlight the importance of a safe working environment and
encourages others to improve work health and safety.
Safe Work Australia Safety Ambassador of the Year
In October 2013, Safe Work Australia
announced Transdev Australasia CEO,
Jonathan Metcalfe, as the recipient
of its annual Safety Ambassador of
the Year Award.
The Safety Ambassador of the Year Award recognises an individual
who leads by example to highlight the importance of a safe
working environment and encourages others to improve work
health and safety. The award was presented during a ceremony at
the National Workers Memorial in Canberra as part of October’s
Safe Work Australia Month.
Presenting the award, Safe Work Australia CEO, Rex Hoy
congratulated Mr Metcalfe for his leadership and commitment
to work health and safety. ‘Driving his motivation for safety
excellence is the philosophy that great organisations are
differentiated by the culture and values underpinning what
they do. He has worked tirelessly to improve the safety
culture within Transdev. His dedication has been recognised
by Transdev staff at all levels,’ said Mr Hoy.
Jonathan Metcalfe said: ‘Not only am I passionate about
driving a safety culture, but I am also proud to say that all
the staff at Transdev Australasia have shown through their
positive engagement with our many safety programs and
campaigns that this commitment is genuinely shared
throughout our organisation.’
The award illustrates that at Transdev Australasia, our
commitment to uncompromising safety is a responsibility
held by each and every one of our staff, and is a value
that is prioritised and demonstrated at the highest levels
of our organisation.
Safety Starts With Me Campaign
To strengthen our safety culture at Transdev
Australasia in 2013, we needed a direct, consistent
and highly-visible approach to safety that would
engage our staff and encourage them to keep
safety front-of-mind. To that end, we built on the
personal element of our previous campaign and
launched the 2013 campaign – Safety Starts With Me.
The Safety Starts With Me campaign aimed to further embed the
individual ownership component of safety as our core value by
featuring our own staff in our posters and collateral, individualised
for each business across Australia and New Zealand.
The campaign covered themes that were identified by our
different businesses as issues pertinent to their local operations.
These included health and wellbeing, hazard awareness, and the
importance of reporting. The themes were consecutively rolled
out throughout the year via all of our communications platforms,
with personalised sets of posters for each business featuring
different topics under each theme. In addition, the campaign
included regular safety articles and features in local newsletters,
and safety events such as clean-up days, toolbox talks, and staff
barbeques and breakfasts that offered an incentive to get staff
together to discuss safety. Promotion of our internal staff awards
for safety went hand-in-hand with the campaign and we received
record numbers of nominations for those categories in the 2013
awards program.
The 2013 Staff Communications Survey revealed the
overwhelming success of the Safety Starts With Me campaign,
showing very high levels of staff engagement with the campaign
across all businesses within our organisation. Safety Starts With
Me returned the highest levels of recollection by staff over all
of our communications programs and initiatives, with 88% of
participants identifying the 2013 campaign in the survey.
26 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
In an ever-changing environment, adaptability and innovation is key in maximising operational performance.
Changing customer and client expectations, increased mobile
device usage and rapid urbanisation are creating an intensifying
demand for efficient transport and information supply that will
become even more pronounced in the future.
Improved accessibility, inter-modality, operational efficiency,
personalised services and enhanced customer experience,
all must now be a part of new mobility solutions. In addition,
local authorities are searching for trusted partners who can
work with them, and possess the strength, skills, resources,
innovation and investment required to improve quality,
without increasing the strain on public finances.
Transdev is constantly looking for innovative solutions across
our diverse networks to improve our operations, for our
clients and customers. Since commencing the operation of
a franchise covering 30% of the Melbourne Bus network in
August 2013, Transdev has implemented several innovations to
improve performance. A comprehensive customer feedback
management system, called Listen has been introduced
since day one of contract commencement, allowing the
business to stay on top of constant questions, complaints
and commendations, and ensure customers receive a timely
response in advance of contract KPI requirements. The system
was created for Transdev internationally and was tailored to our
unique needs. It has the ability to allocate customer enquiries
Best in Class Operational Performance
to the appropriate people for action, and its inbuilt reminder
system and ease of use has meant it will now be rolled out
across other Australasian Transdev businesses.
Social Media analysis and interaction is a large focus for
Transdev internationally. In Australia, social media response
tools are being trialled across various businesses as our
customers’ conversations move online. These tools allow us to
understand issues, sentiment and respond in real time directly
to our customers, something that is now being expected by
our passengers. Additionally, an internal Transdev App store
has been created to allow our businesses across the world to
view and experiment with some of the apps that are being used
across our international networks. Internationally, our networks
are facing the same real time, customer information matters,
about which we can readily share best practice and experience.
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 27
Mobilising a new business
Transdev Melbourne took over
the operations of one third of
Melbourne’s bus network on
4 August 2013, having won the
contract in May. The transition
period between May and August
was a hectic three months of
preparation to ensure that the new
business got off to a smooth start.
Nearly 1,200 staff and more than
500 buses transferred over from the existing operators,
as well as five depots, with a further two sub-leased.
This amounted to a mountain of paperwork of employee
contracts, roadworthy certificates, depot leases and
many other contractual documents.
In addition, all the new systems required to run a
business had to be set up ready to be active from Day
One. This included financial, operations, maintenance,
and customer feedback, etc.
The success of the transition was due, in no small way,
to a good partnership with Public Transport Victoria
and incumbent operators, as well as the support of the
transferring staff. Experience from previous transitions
in other Australian states was vital, and staff from our
other subsidiaries came across to Melbourne to help at
key moments, including three Operational Readiness
workshops in which the new management team was
assessed by senior managers from Perth, Sydney,
Auckland and Brisbane.
The aim was to ensure that customers did not experience
any difference in service during the first week, and that
buses ran as usual – which is exactly what happened, with
overall reliability (the number of buses operated out of
the number of buses contracted to operate) reaching
99.9% within the first few weeks.
28 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
Perc
enta
ge (
%)
0
20
40
60
80
100
100% 99.9% 99.7% 98.5% 100% 100% 100%96.2%
100% 100%
99.6% 99.1%96.0%
N/A*
82.9%
100% 99.2%
85.3%
95.4%100%
Bris
ban
e Fe
rrie
s
Har
bo
ur C
ity
Ferr
ies
Tran
sdev
NSW
Tran
sdev
NSW
Tran
sdev
Syd
ney
Tran
sdev
WA
Tran
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SW
Tran
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WA
Tran
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Que
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and
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klan
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VIV
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on
nec
t
Busl
ink
VIV
O
Perc
enta
ge (
%)
0
20
40
60
80
100
Bris
ban
e Fe
rrie
s
Har
bo
ur C
ity
Ferr
ies
Tran
sdev
NSW
Tran
sdev
Syd
ney
Tran
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WA
Tran
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SW
Tran
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Que
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and
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klan
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VIV
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on
nec
t
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ink
VIV
O97.9%
Perc
enta
ge (
%)
0
20
40
60
80
100
100% 99.9% 99.7% 98.5% 100% 100% 100%96.2%
100% 100%
99.6% 99.1%96.0%
N/A*
82.9%
100% 99.2%
85.3%
95.4%100%
Bris
ban
e Fe
rrie
s
Har
bo
ur C
ity
Ferr
ies
Tran
sdev
NSW
Tran
sdev
NSW
Tran
sdev
Syd
ney
Tran
sdev
WA
Tran
sdev
SW
Tran
sdev
WA
Tran
sdev
Que
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and
Tran
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klan
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VIV
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on
nec
t
Busl
ink
VIV
O
Perc
enta
ge (
%)
0
20
40
60
80
100
Bris
ban
e Fe
rrie
s
Har
bo
ur C
ity
Ferr
ies
Tran
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NSW
Tran
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Syd
ney
Tran
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Tran
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SW
Tran
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Que
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and
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d
VIV
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on
nec
t
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ink
VIV
O
97.9%
Reliability for 2013 Punctuality for 2013
Best in Class Operational PerformancePe
rcen
tage
(%
)
0
20
40
60
80
100
99.7%
69.0%
81.6%
96.6%
84.6%
77.3% 76.6%
93.7%
Bris
ban
e Fe
rrie
s
Har
bo
ur C
ity
Ferr
ies
Tran
sdev
NSW
Tran
sdev
Syd
ney
Tran
sdev
WA
Tran
sdev
SW
Tran
sdev
Que
ensl
and
Tran
sdev
Auc
klan
d
Vehicle Efficiency for 2013 (Service Kilometres Divided by Total Kilometres)
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 29
Best in Class Operational Performance
Improving performance at Transdev Auckland
With a rail network continually under development since 2006
and a very old fleet, achieving consistently high punctuality has
presented a challenge for the Auckland train service.
However, with the arrival of the first of our new electric trains
in late 2013, scheduled to begin services from mid-2014, an
unprecedented focus has been placed on the factors that
impact train punctuality.
Daily conferences were held to examine the performance from
the day before, with a tighter focus on dwell times and efficient
platform/train interface procedures by Train Managers, and
on time driving by Locomotive Engineers.
A delay hotline was established for any staff member to phone
in the details of a delay of more than three minutes. To incentivise
use of the hotline, callers went into the draw to win a monthly
prize. As a result, a new system was implemented for the
attribution and recording of train performance and delays.
A customer education campaign was held to inform customers
about on time departures and new pieces of infrastructure such
as platform keys, second hands on digital clocks, and flashing
lights to indicate departure readiness were also added across
the network.
An internal campaign was developed to invite suggestions from
staff about improving punctuality and getting the balance right
between safety (our number one priority), punctuality, customer
service and revenue protection activities. In addition, ongoing
timetable improvements have supported the initiatives in
progress and some major milestones have been marked
in the past year.
During 2013, the Auckland team frequently achieved the highest
monthly average performance figures ever recorded and, for the
first time ever, on two separate days in November and December,
marked the dual achievement of 100% punctuality and 100%
reliability on the network.
Finally, in late 2013 and early 2014, an internal competition
was held to generate a name for an 18-month campaign that
will encourage pride in every aspect of service delivery and
performance. The aim of the campaign – ‘9 Oh, Let’s Go!’ –
is to ensure that every member of the team is working towards
achieving 90% annual average punctuality by June 2015.
To round off a year of unprecedented performance improvement,
the team marked average annual performance of 86.3% in 2013,
compared with 81.7% in 2012 and with 90% punctuality achieved
in January this year, 2014 is off to a great start.
30 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
Transdev Australasia has historically held a strong record in customer service with a variety of customer service tools, processes and programs already in place.
To bring these all together under one single framework,
Transdev Australasia’s first Customer Experience Strategy,
Service Inspired By You was developed in 2013.
Transdev Australasia’s vision is to be Australasia’s acknowledged
leader in passenger transport and, to be this leader, we
need to strive to be the best in everything we do, including
in customer experience. Each of our company Values –
Safety, Commitment, Partnership, Passion and Performance
– has a customer service element embedded within it and
demonstrates the customer-centric culture we strive
to achieve.
Most importantly, a customer experience strategy was deemed
necessary to reflect our customers’ evolving expectations
regarding public transport. While not so long ago, our
customers might have considered our services as just a way
to get from A to B, they now have higher standards and seek
an experience that meets not only their basic needs, but also
their more sophisticated expectations.
Our aims and objectives under this three year strategy are:
• To ensure that 100% of our drivers/masters are
trained in customer safety
• To ensure that our fleet is fully accessible
(where in our ownership)
• To ensure we measure customer satisfaction
in all our networks and operations
• To use best practice fleet management processes
such as Eco-Drive and Cleanskin
• To achieve a minimum customer satisfaction rate of 90%
• To ensure all businesses have a robust incident/disruption
customer communications plan
• To ensure 100% of induction training includes a customer
service module
Superior Experience
Under this strategy, the most significant investment in time,
resources and in our people is our Going for Care program.
The program has been specifically created by Transdev in Paris,
in close liaison and with input from the Australian team, to be
rolled out across the world, answering the increased need for
exceptional customer experiences. Australia has been the pilot
country, with Going for Care training commencing in our NSW
bus business in August 2013. Our goal is to train all 5,000 of our
staff within three years of the pilot. For more information about
the Going for Care program see page 33.
We are well on our way to achieving our customer experience
objectives, particularly in NSW, where 1,700 staff operate
Sydney Ferries (as Harbour City Ferries, with JV partner
Transfield Services), the Sydney Light Rail network and three
of the 10 privately operated metropolitan bus regions.
The 2013 Transport for NSW Customer Satisfaction Survey
reported strong improvements in customer satisfaction across
all three of our NSW businesses. Harbour City Ferries improved
satisfaction to 95%, our light rail business improved to 94%
(up from 91%), and all of our bus companies achieved above
the metro average at 86%, 88% and 90% respectively.
‘When dealing with a situation, I can now adopt the “green, yellow, red” tool in my day-to-day work life to minimise any escalation of an issue/problem.’
Going for Care feedback
‘I will listen more to the customer and be patient before helping them with their request.’
Going for Care feedback
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 31
Safety: Keep the safety of customers, workmates and myself front-of-mind
Commitment: Understand and anticipate our customers’ needs
Partnership: Actively listen to customers, clients, colleagues and stakeholders
Passion: Always find a way to make a positive difference in our customers’ day
Performance: Always provide safe, reliable and friendly services for our customers
jIHGFEDCB
Brisbane Ferries
Harbour City Ferries
Transdev NSW
Transdev Sydney
Transdev WA
Transdev Auckland
VIVO Connect
Buslink VIVO
Transdev SW
Transdev Queensland
15,576,765 trips
19,456,411 trips
6,024,017 trips10,603,083 trips
1,204,114 trips
32,726,372 trips
Total passenger trips for 201392,942,946
3,631,979 trips
2,791,084 trips
673,424 trips 255,697 trips
Passenger Trips for 2013
Brisbane Ferries
Harbour City Ferries
Transdev NSW
Transdev Sydney
Transdev WA
Transdev Auckland
VIVO Connect
Buslink VIVO
Transdev SW
Transdev Queensland
0
5
10
15
20
25
0.2
3.6
17.3
3.3
5.6
25.0*
9.5
3.9
0.0 0.0
* Complaints in Transdev Auckland, due to disruption caused by modernising the network.
Customer Complaints per 100,000 Passengers, 2013
32 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
Safety:
Keep the safety of customers, workmates and myself
front-of-mind
Commitment:
Understand and anticipate our customers’ needs
Partnership:
Actively listen to customers, clients, colleagues
and stakeholders
Passion:
Always find a way to make a positive difference
in our customers’ day
Performance:
Always provide safe, reliable and friendly services
for our customers
We developed a customer experience strategy to reflect
our customers’ evolving expectations. More than ever,
our customers are seeking an experience that meets not
only their basic needs, but also their higher and more
sophisticated standards.
Service Inspired by You recognises that improving
outcomes for our customers is the key to a successful
future for our company, our customers, our clients,
and the communities in which we serve.
Superior Experience
Journeys to School Exhibition
From Nigeria to Thailand,
and from France to Alaska,
students from around the
world make their way to
school each day with the
hope of attaining a better life
through education. Beyond
the diversity of their routes
and modes of transport, these journeys are often conducted
under difficult and sometimes perilous conditions.
To capture this reality and increase awareness of the
importance of transport in ensuring access to education,
Transdev launched a creative initiative in partnership with
UNESCO (United Nations for Education, Science and Culture)
and photojournalism agency Sipa Press. For two months,
eighteen photojournalists followed in the footsteps of students
around the world to bring a new perspective on the sometimes
difficult experiences of many school children, while paying
tribute to their tenacity, courage and joy in living.
The resulting photographs formed the Journeys to School
exhibition, which was hosted by the United Nations in
New York from February to April 2013. The ceremony was
attended by Transdev Chairman and CEO, Jean-Marc Janaillac,
UNESCO Director General, Irina Bokova, and CEO of Sipa
Press, Oliver Megean.
Mr Janaillac took the opportunity to underline the essential
role that public transport plays in making education accessible,
highlighting the involvement of the women and men of
Transdev in enabling many students to attend school each day.
Service Inspired By You
Transdev Australasia has
historically had a strong
record in customer service,
with a variety of customer
service tools, processes
and programs already
in place. To bring these
all together under one
single framework, our
first Customer Experience
Strategy, Service Inspired
By You, was developed and
launched in 2013.
There was a strong need to develop a strategy that
looked specifically at improving customer experience.
In order to realise our vision to be Australasia’s
acknowledged leader in passenger transport, we
need to strive to be the best in everything we do,
including customer experience. Each of our company
Values – Safety, Commitment, Partnership, Passion
and Performance – has a customer service element
embedded within it and demonstrates the customer-
centric culture we strive to achieve.
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 33
Radio Lollipop at Transdev WA
Transdev WA staff, in
partnership with Transperth,
have been active in
supporting Radio Lollipop for
more than 15 years. An annual
event, held every year in
March, sees many of Transdev
WA’s bus drivers leave their
uniforms at home and dress up in support of Radio Lollipop
for a Uniform Free Day, with all funds collected from the public
donated directly to the charity. The Uniform Free Day is the main
source of funding for Radio Lollipop, with Transdev WA helping
to raise more than $100,000 for the charity in 2013.
Other events held throughout Transdev WA depots on Uniform
Free Day include car washes, barbeques and raffles. Some of the
more daring drivers have even shaved their heads in a bid
to raise money for this important cause.
Radio Lollipop volunteers provide care, comfort, play and
entertainment to children in hospital. The radio broadcasting
service operates live each night from the Princess Margaret
Hospital studio and is streamed to the satellite hospitals
throughout the state. The radio is programmed around the
requests of the children, who are encouraged to participate
in activities, competitions and games. The funds raised from
Uniform Free Day are a key part in helping Radio Lollipop’s
dedicated team of volunteers to continue their service and
unique brand of play.
Going for Care
Going for Care is Transdev’s proprietary customer care
program and is a key component of Transdev Australasia’s
Customer Experience Strategy, which aims to embed a
true customer-centric culture within our organisation.
Going for Care has evolved from the ‘Going for Green’
program which was deployed across 12 countries in
eight languages and across all transport modes, with a
focus on giving front line service staff the tools to handle
daily customer service situations. The new program
builds on the success of its predecessor, but with
several key improvements.
The program, developed by our Head Office in Paris with
a global project team, is adapted to the local environment
in which each business operates by way of a managers’
seminar. It is an opportunity for the management team
to identify the particular customer pathway and touch
points specific to that business, as well as common
customer feedback issues, so that the training sessions
can then be adapted to address these common scenarios.
Every Transdev staff member, from administrative,
mechanical, and managerial to front line employees will
undertake this training, with each session designed to
be cross-functional in order to promote the sharing of
information within the organisation. Participants are
encouraged to discuss ways in which we can better serve
our customers with ideas captured during and after the
sessions and then formally presented and discussed
in management meetings. An additional element of
the Going for Care program includes a module for
supervisors which aims to empower them with the tools
to better support our customer-facing employees.
There are multiple benefits of these sessions and
feedback structure, but most importantly, the program
will have every member of Transdev Australasia focused
on our common goal of delivering a better experience
for our customers.
Transdev Australasia was selected to be the pilot region
for this new and improved customer care program.
In 2013, Transdev NSW and Transdev Melbourne began
rolling out the program, with all other businesses set
to begin roll-outs over the course of 2014. It is Transdev
Australasia’s aim to have all 5,000 staff undertake this
program by the end of 2016.
34 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
2013 Transdev Queensland Driver of the Year
The long-running Driver of the Year
Awards at Transdev Queensland
provide customers with the
opportunity to nominate their
favourite bus drivers to receive
recognition at a local level.
In 2013, a total of 12 of the company’s finest drivers were short-
listed as finalists in the fifth annual Driver of the Year Awards.
More than 640 nominations were received from Redlands bus
commuters, who were asked to vote for their favourite bus driver.
To be short-listed, the public votes had to be backed up by
an exemplary safety and customer service record, and a work
ethic which embodied the Transdev company Values of safety,
commitment, partnership, passion and performance.
Bus driver Tony Deeby was named Driver of the Year 2013.
Transdev Queensland Managing Director, Colin Jennings said:
‘Customers repeatedly poured accolades on Tony, who they
describe as good with everybody, always smiling, always having
the answers to enquiries, kind-hearted, on time, and especially
helpful with the elderly and mums with prams.’
‘Our people certainly become more than drivers in their roles.
They become carers, listeners, joke tellers, tour guides,
navigators and a reliable and trusted part of our community.
The prize for School Bus Driver of the Year was awarded to
Mennan Venkaiya, who was consistently recognised in the
nominations for being ‘a safe driver, reliable, kind but firm,
conscientious, well presented, helpful, a smooth driver and
always helping people.’
The award for Outstanding Customer Service, as voted by the
travelling public, went jointly to Roy Brown and Paul Joseph
(last year’s Driver of the Year), with a runner-up prize being
awarded to Kate Addley.
Passenger comfort and safety is a top priority for
Transdev Australasia. Since 2004, our Auckland rail
business has worked closely with the Royal New Zealand
Foundation of the Blind (RNZFB) and CCS Disability Action
to provide Disability Awareness training for its customer
service staff. The training focuses on how we can best
assist passengers with vision and mobility impairments.
In 2012, a customer service staff member at Transdev
Auckland suggested the business expand its Disability
Awareness training to include passengers with hearing
impairments. Transdev Auckland took the idea to Deaf
Aotearoa, the organisation at the heart of the deaf
community in New Zealand, who were enthusiastic
about the initiative and keen to become involved. Deaf
Aotearoa saw public transport as an essential service for
members of their community and were eager to work
with Transdev Auckland to develop a training course for
our staff that would help improve the travel experiences
of passengers with hearing impairments.
The outcome was a four-hour Deaf Awareness course,
facilitated by a deaf tutor and assisted by two ‘hearing’
interpreters. The course involved background
information about the life of a deaf person, how to
identity a deaf passenger who may need assistance,
basic finger spelling, safety message signs, and signing
common public transport announcements. Elements
of the course now form part of Transdev Auckland’s
standard induction procedure for customer-facing staff.
Our collaboration with Deaf Aotearoa was a great success
and helped our staff to better understand the challenges
faced by the deaf community and how we can best
support them when travelling with us. As a result, in 2013
Transdev Auckland was awarded the New Zealand Sign
Language (NZSL) Accessible Service Award as part of
the NZSL In Action Awards. The judges said we ‘showed
outstanding commitment’ when we approached Deaf
Aotearoa to discuss NZSL training for our staff.
Superior Experience
The relationship that Transdev Auckland has established
with Deaf Aotearoa continues to grow, providing further
insights into how we can better structure our customer
materials, website, and work practices to cater to the
needs of the deaf community.
Implementation of Deaf Awareness training at Transdev Auckland
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 35
• Customer Service – Ron Zacher, HCF – consistently named one
of HCF’s favourite Masters with customers due to his helpful,
humorous and friendly nature. His overall commitment to
maintain standards of excellence at all times within the business
saw him named 2013 NSW/ACT – Customer Service Professional
of the Year at the Australian Service Excellence Awards.
Listening to our customers
Listen, our proprietary customer feedback management tool,
was introduced to our new Transdev Melbourne business in
August 2013, having already been successfully implemented in
more than 100 of Transdev’s global operations across a range
of transport modes.
Listen is a web-based tool which accepts feedback and complaints
from many different formats, such as email, phone and website,
and includes a direct interface to the customer feedback form
on our website.
The system provides quality templates that can be easily adapted
to suit each business and provides both standard and customised
management reports. An online performance dashboard provides
an up-to-the-minute overview of the number and type of feedback,
response times, etc.
Within Listen all feedback (whether complaint, compliment or
request for information) is assigned a unique number, and regular
system backups protect all relevant data. Using set parameters
which are business specific, all customer feedback can be easily
assigned to the relevant manager for investigation. Plus, the
coding given to any feedback links to contractual deadlines for
responding to customers. As a result, we are able to respond
quickly to customers and ensure that all feedback is replied to.
As well as being used to manage the customer feedback workflow,
the detailed reports and analysis are also used to help inform
changes in service design, identify key problem areas (buses
consistently running late or early etc.) with feedback grouped
by common content to highlight areas of concern.
Rebrand to Transdev
In March 2013, Veolia
Transdev launched
a new name and a
new identity for its
worldwide operations –
Transdev.
Across Australia and New Zealand, the new brand
was introduced on 1 July 2013. Launches were
held throughout our business to communicate
the new brand and the new direction to staff,
and the large task of updating signage, livery
and uniforms began.
Transdev is a brand that is already recognisable
to our customers – for more than 20 years it has
been synonymous with excellence in operational
performance and customer service.
The new brand, which unites the global
organisation under the same umbrella, truly
represents the heart of what we are as a company
– passionate, innovative and committed to
excellence in service. The new logo, a human
figure in motion, symbolises mobility and the
tagline, ‘Mobility Inspired by You’ expresses our
commitment to continual innovation to provide
seamless, safe and personalised mobility. The
change for Transdev means a new focus and
ambition for excellence. We now place more
importance on quality services, encouraging
innovation and working with our clients to give
our customers a real alternative to the car.
2013 Golden Star Awards
The Golden Star Awards are an internal
staff rewards program, acknowledging
individuals and teams across Australia and
New Zealand who live our Values.
In 2013, an impressive 102 nominations were received from across
Transdev Australasia for the annual awards. The 2013 winners of
each category were:
• Safety Hero – Siteri Scott, TDNSW – attended to a child
she noticed fall to the ground. She had no pulse, so Siteri
performed CPR for 20 minutes until emergency services
arrived. The girl had a heart condition and Siteri’s act
saved her life.
• Safety Innovation – Matt Carter and Paul Caprin, TDNSW
– led a working group to create two innovative solutions to
solve an issue of runaway buses at their business. Since the
implementation, there have been no further instances of
runaway buses.
• Commitment – Satish Girdhar, TDAK – nominated twice this
year and also nominated last year for his tireless effort in the
Auckland IT department.
• Partnership – Terry Spence, TDWA – achieved outstanding
customer service and showed commitment to ensuring a
smooth transition for passengers upon the introduction of the
new Green CAT service.
• Passion – Bronwyn Edwards, TDWA – demonstrates great
passion for customers, both in her role as a bus driver and also
as Master Trainer for our new Going for Care customer service
training program.
• Performance – Shane Salmon, TDBF – holds an unparalleled
driver record at Brisbane Ferries. During 15 years of service as
a CityCat Master, he has never been involved in even a minor
vessel incident. He also donates personal time to organise the
World’s Biggest Shave annual charity event at Brisbane Ferries.
36 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 37
Transdev continually aims to achieve a high performance work culture.
The presence of our company Values and the focus on ‘living
them’, recognised through our staff Golden Star Awards, clearly
set the goal posts for what is required of employees when they
work for Transdev. We encourage local business recognition
programs and place significant importance on ensuring our
staff remain informed of global and local events, changes,
programs and initiatives.
Late in 2013, an Employee Opinion Survey was conducted
across the organisation. A similar survey was commissioned
in 2010. Early results indicate a significant shift in employee
engagement from 61% engagement in 2013 compared to 46%
engagement in 2010. This increase is a significant achievement
over a three year period and is also impressive when compared
to the transportation industry as a whole in AU/NZ, which sits
at 53% engagement. The task for 2014 will be to sustain this
level of engagement and build upon the work done over the
past three years.
An internal communications survey is conducted every
two years to gauge the effectiveness of our internal
communications, which we believe is part and parcel
of nurturing a high performance culture. The 2013 Staff
Communications Survey, conducted in September, revealed
that our workforce is interested in receiving a broad range
of news about their colleagues, local businesses, the
Australasian group and the global organisation. The majority
of survey participants indicated they feel well informed about
news and events at their local workplace and are happy
with the timeliness of internal communications (74% and
67% respectively). Overall, 93% of surveyed staff said they
are satisfied with the way they currently receive internal
communications. The survey also revealed that there is
a growing desire among staff, particularly those who do
not work with a computer, to have more access to online
communications at home or on a personal device outside of
work. Connectedness is vital for our diverse workforce and,
based on the survey results, we are working to address this
area in 2014 with the introduction of an Australasian extranet
which will be accessible by all staff, in the office, at home,
or on-the-go.
Transdev focuses on building a diverse workforce, aiming to
represent the communities in which we operate. Recognising
diversity is an important part of our corporate responsibility
and recruitment strategy. It is also an area we hope to build on
in the future.
Our staff giving program, Spirit seeks to build on our ambition
to become an employer of choice. Spirit, which was launched
in 2009, encourages and facilitates staff to donate to one of our
selected causes. Employees can donate directly from their pay
and Transdev matches the contribution, dollar for dollar, up to
$500 per employee, per annum. We have recently restructured
our giving partners by identifying four causes that align with
our business. This was done in an effort to create much more
meaningful and realistic partnerships with our cause charities,
and to enhance communication about the results of our staff
giving. The changes came into effect in January 2014.
High Performance
Culture
38 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
BIC National Achiever of the Year Award
The Bus Industry Confederation
(BIC) named Transdev NSW General
Manager of Operations (and Deputy
CEO), Len Kidd the recipient of its
2013 National Achiever Award.
The award, sponsored by ABC Underwriting, recognises
outstanding commitment and contribution to the Bus and
Coach industry in Australia.
With more than thirty years’ experience in the bus industry, Len
has been core to the enormous growth within the Transdev NSW
business. An active member of the bus community, Len sits on
many BusNSW committees and is instrumental in working with
Transdev’s stakeholders. He has been involved in supporting
Government with the roll-out of new services and customer
experience initiatives, including the 2013 launch of ‘Creating Safe
Travellers…for Life’, Transdev’s bus safety education program for
school children.
Len is actively involved in a diverse range of projects and has
played an integral part in a number of Transdev achievements,
including the design and construction of Transdev’s newest depot
at South Granville, which was officially opened in January 2013.
High Performance Culture
Strategic Framework Challenge
During a review in May 2012, it was recognised that the key
elements of our business’ strategic framework were not as
embedded in the minds of employees as we may have assumed.
The strategic framework showcases the fundamentals of our
business. It is, in essence, the ‘nuts and bolts’ of our operations
and important for all of our staff to understand.
In light of this information, it was realised that we needed to
introduce the strategic framework to the Australasian businesses
in a more structured, easy to understand and visually appealing
fashion to aid in employee take-up and understanding. From this,
a new depiction was developed based on the idea of a jigsaw with
the pieces coming together to form a coherent framework.
This easy to understand portrayal was to be a reference tool
for all employees and formed the basis of the campaign –
Piecing it Together.
As part of the campaign, The Piecing it Together Challenge was
devised to provide each business with the opportunity to take
the framework created by head office and embed it, develop it
and create a sense of local ownership. The senior management
team of each business was challenged to achieve the highest
percentage of recall from their staff on the revised Values, Vision
and Mission of the company, competing against the other
Australasian businesses. The management team was given six
months to ensure the key elements of the framework were known
by all staff in their business. They could use any means they
liked (with innovative low cost ideas encouraged) to implement
the framework into their business. The aim was to achieve the
highest percentage of recall in a survey at the completion of the
challenge, in relation to employee numbers, with the business
with the highest percentage named the challenge winner and
rewarded with a party.
The Piecing it Together campaign ensured the strategic
framework and its key elements were promoted heavily across
each Australasian business for six continuous months and is now
something the majority of employees recognise and recite.
This could not be said at the start of 2012.
National Finalist, 2013 Australian Marketing Institute Award for Marketing Excellence – Internal Marketing for Piecing it Together – embedding our Values.
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 39
Transdev WA’s Reward and Recognition Program
In 2013, Transdev WA initiated a new
reward and recognition program, with
the aim of rewarding all employees on
an everyday basis.
The aim of this program was not only to develop and encourage
a high-performing team, but also to embed the Transdev Values
into employee practices. To facilitate this, EFTPOS cards were
designed to represent the company’s branding and provide a
method for giving instantaneous performance recognition.
The reward cards are the enabling tool for recognition on a
greater scale through positive feedback to employees in all
locations. Managers at all WA depots are supplied with the cards
for distribution through their leadership groups, which are
given to any deserving employee in the depot, on the road
or at their workstation.
It is through this method that we achieve our goal of direct
feedback to employees for outstanding performance, as well as
creating an avenue for positive interactions between supervisors,
leaders, and team members.
Feedback from recipients has been extremely positive, with many
voicing their appreciation of the instantaneous and unexpected
elements of the recognition.
Wendy – ‘Being recognised for my positive attitude
made my day!’
Di – ‘Thanks for appreciating the small things I do.’
It is the small things we do that make a difference to our
customers, clients or colleagues, and the Transdev WA rewards
and recognition program helps to promote a positive workplace
culture with high engagement and performance.
Internal Staff Communications Survey
Over two weeks in August –September, we conducted the
2013 Staff Communications Survey, which enabled us to
evaluate the initiatives that were implemented following
the 2011 survey and measure current sentiment against
the 2011 survey data. The survey, which achieved 125%
higher staff participation than the previous survey,
gauged the effectiveness of current methods, harvested
ideas and suggestions, and enabled us to identify where
we can improve.
Detailed reporting was provided to the Transdev Australasia
executive leadership team, and individualised reports were
provided to each business that detailed insights specific to
local operations. The survey results helped us to plan our
communications and staff engagement strategy for 2014,
enabling us to identify and target areas to improve, while
maintaining and complementing areas which have proven
to be successful.
To ensure that we’re engaging staff and achieving our
internal communications goals, we measure staff sentiment
with surveys that gather feedback from staff at all levels of
the organisation to determine what information is reaching
them, what they think of the communications they receive
and the way they receive them.
Feedback from our 2011 survey led to the implementation
of our internal Facebook group, Twitter, YouTube Channel,
a greater investment in internal communications and
design resources, more regular and comprehensive
safety news, and a revamp of our fortnightly Transdev
Australasia newsletter.
40 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
High Performance Culture
Transdev NSW Culture Transformation Program – Forward Together
After merging our two NSW bus businesses in 2013, the Forward
Together program was developed and implemented to assist
in creating unity between the businesses and direct focus on
becoming the best bus business in the State – the vision for
Transdev NSW.
Transdev NSW realised the need to undertake better business
solutions, including launching our software solution system, BaCS,
across all NSW depots and integrating service planning across all
contract areas.
Forward Together aims to create a better workplace by
introducing a performance management system that instantly
rewards employees for the work that they do. The program also
aims to better business performance through making buses safer
and creating a better experience for our customers on every trip.
Throughout the program, employees have been involved in
workshops, coaching and other initiatives to improve the way
Transdev NSW works together, despite the business’ dispersed
geographical locations.
Engage 2013
Over the past two years, the CEO and executive team have
embarked on an annual staff road show where they have met
and engaged with staff from all operations across Australia and
New Zealand.
In 2012, an online survey was undertaken to better understand
whether staff thought the road shows were successful and
how they might be improved. More than 80% of respondents
indicated that the road shows were successful. However, they
also suggested a number of improvements including:
• Changing the name from staff road show to something
more interactive
• CEO to engage with staff more frequently, not just annually
• Less formalised presentations
• Use the events to recognise and reward staff for
exceptional behaviour
As a result, Engage 2013 was introduced.
Engage is all about offering a rolling staff
engagement program whereby the CEO,
local MDs and at least one executive
team member attend local events
and activities within the businesses.
The concept is about moving away
from creating specific CEO events to
enhancing existing business events and
award presentations. The ultimate goal is to make the sessions
more interactive by reducing the amount of time the CEO
speaks and spending more face-to-face time with staff.
So far, this less formalised approach has proven extremely
valuable to those involved.
NSW/ACT Customer Service Professional of the Year
2013 saw Harbour City Ferries
Master, Ron Zacher win the
2013 NSW/ACT – Customer
Service Professional of the
Year award. He was also
Highly Commended in the
national award for the same
category, against 22 other
national candidates.
The awards were part of the 12th Annual Australian
Service Excellence Awards from the Customer
Service Institute of Australia (CSIA), of which Harbour
City Ferries is a member, showcasing the highest
achievement in customer service.
Reaching the finals and winning an award
illustrates the high standards of management,
training and commitment to excellence within
Harbour City Ferries.
The judge who interviewed Ron for the award said
his genuine character shone through and his passion
for customer service was very evident, helping him
stand out from the rest of the award candidates.
Ron, who has worked with the Sydney ferries for
13 years, was nominated by HCF management
because he has consistently stood out as one of
their customers’ favourite Masters due to his
welcoming, helpful, informative and often
humorous nature with customers.
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 41
Sourcing talent from within our international network
Transdev Sydney currently operates Sydney’s light rail
network. It was also previously charged with operating
the Sydney Monorail network, which was subsequently
decommissioned by the NSW Government in June
2013. Earlier that year, we were looking for a new Chief
Engineer to oversee maintenance across both modes
of travel. It is a highly technical role and a limited skills
market in Australia. By connecting with our international
colleagues, we were able to find the perfect candidate
from Transdev’s Dublin operations.
The Dublin business operates Luas, the city’s light rail
system on behalf of Railway Procurement Agency,
employs about 300 people in Ireland and transports
29 million customers annually.
Mark Downey had been managing the Luas contract
with new 402 trams. The breadth of his past experience
included: a broad range of engineering and project
management, including test engineering in rail rolling
stock projects, rail extension project management,
and installation and qualification of high-volume
manufacturing equipment; preventative maintenance
programs; and water fabrication in large corporations.
Since joining Transdev Sydney, he has been instrumental
in leading the team through several highly technical
projects. Diverse in scope, they include the Sydney
Monorail decommissioning project, ensuring engineering
readiness for the Inner West Extension project,
acceptance of 5.6km of new network and associated
infrastructure, plus delivery, commissioning and testing
of 16 new vehicles which will be gradually added to the
existing fleet.
Transdev’s support for global staff development assisted
both the Dublin and Sydney operations with Mark’s
international relocation. ‘Without the support of the
broader Transdev group to find this specific skill base,
we would have found it much more difficult to attract
the right talent to this position’, said Matt Baynie,
Deputy Managing Director, Transdev Sydney.
10,000 Steps Workplace Challenge
All three of Transdev’s Queensland
businesses took part in the 10,000
Steps Workplace Challenge as
part of the Brisbane Ferries
healthy workplace initiative
‘Be Fitter, Be Safer’.
The campaign began with free, five-point health checks offered
to employees on-site. A registered nurse provided confidential
assessments of blood pressure, cholesterol, glucose, waist
measurement, and smoking and lifestyle habits. With an up-to-
date reading of their current health status, employees felt more
motivated to join the next part of the Be Fitter, Be Safer campaign,
the 10,000 Steps Workplace Challenge.
A nationally recognised program, it encourages employees of
all ages and fitness levels to work towards a daily goal of 10,000
steps, the recommended level of activity for a healthy adult.
A pedometer is used to measure progress and encourage
more active choices in participants’ daily routines.
Teams of 10 were formed, building teamwork in an atmosphere
of friendly rivalry. Weekly incentive prizes were offered to the
individuals and teams with the most number of steps, and post-
challenge events were held to celebrate the overall winners,
including most improved stepper and best team name.
The Challenge attracted a 35%
participation rate, demonstrably
boosting staff wellbeing, engagement,
teamwork and attendance. After the
Challenge, 95% said they enjoyed
being involved, while 76% said they
were now more active outside of work hours. Interestingly, 81%
said they would continue with physical activity beyond the five
week Challenge, indicating that participation had a lasting impact
on physical wellbeing and the motivation to maintain it.
42 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
We understand that effective asset management is the enabler of excellence in service delivery which, in turn, is the key driver of customer satisfaction and, ultimately, improved patronage.
Our fleet and depot solutions are comprehensive. They cover
procurement, maximised asset life, and disposal. Improvement
and innovation are driven by our extensive global and local
fleet and depot management capability.
We achieve enviable fleet availability and reliability through
our proven preventative maintenance and refurbishment
strategy, supported by our integrated spare parts provider.
We also enhance the functionality and comfort of our
vehicles and vessels.
Where relevant, our depot strategies are designed to
optimise fleet management and efficient, reliable service
delivery through logistically optimised depot locations,
facilities and amenities, including energy efficient initiatives
that reduce costs.
Asset management, planning and monitoring is actively
supported by our integrated BaCS enterprise resource
planning tool (in use in several of our bus operations),
which provides information, integration and insights
to optimise asset performance.
Quality Asset Management
Parking Pads
Runaway bus incidents (a moving
bus without a driver) can be fatal.
Between November 2012 and
April 2013, Transdev NSW
experienced six runaway
bus incidents.
To reduce the risk of runaway
buses at Transdev NSW, an
initiative was implemented
to install parking pads on the
eastern side of the Bankstown
depot where the ground is sloped. The parking pads were
designed by a Transdev NSW working group to ensure that
buses rolled into the pad when parked and come to rest against
the pads. Signs were also installed to remind drivers at high
risk sites, alongside additional initiatives, including making
handbrakes more accessible.
Since the implementation of these controls, there has been
only one instance of a runaway bus – in this case, the driver
didn’t back the bus into the pad.
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 43
Farewell Sydney Monorail
In March 2011, the NSW Government formally announced
that Sydney Monorail would close to make way for the
$1.8 billion Darling Harbour urban renewal project –
the Sydney International Convention Exhibition and
Entertainment Precinct. Sydney Monorail would close on
30 June 2013 and be decommissioned and removed to
allow for the development.
Sydney Monorail, the only monorail in the southern
hemisphere, was a 3.6km circuit track and a direct transport
link connecting Sydney to Darling Harbour, used by more
than three million customers annually.
To optimise the final year of operation, Transdev Sydney, in
conjunction with clients Metro Transport Sydney (MTS) and
the NSW Government, embarked on a dedicated Farewell
Sydney Monorail campaign.
Engagement became a key campaign thread and, in
addition to initiatives such as an interactive website
where customers could share their favourite monorail
photo experience* and a last loop public ballot,
we also implemented a final weekend closing event for 29–30
June. A key audience throughout the monorail’s life was children
and in acknowledging this we, in association with MTS and the
NSW Government, donated all the final weekend ticket revenue
to five children’s charities. The five charities were:
• Camp Quality
• CanTeen
• Make-A-Wish® Australia
• The Children’s Hospital at Westmead
• Youth Off The Streets
With roving entertainment and as much fanfare as an opening,
Sydney Monorail’s final weekend broke all records and saw close
to 16,000 tickets sold (a 210% increase on the previous year) and
more than 45,000 journeys (a 95% increase on previous year).
A total of $70,105 was raised for charities through ticket sales,
with each of the five charities receiving $14,021 each towards
their worthwhile causes.
*This website has since been archived for future generations
by the State Library of New South Wales.
44 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
Resurfacing project at Transdev Qld
The bus parking yard at Transdev Queensland’s
Capalaba depot had weathered 15 years of increasing
traffic flow and storage, heavy summer rains and
gradual surface breakup. In need of major repair,
the yard underwent a massive resurfacing project
in April and May 2013.
The project took four months from the first sod
being turned to the final line marking being painted,
during which all normal traffic flows and parking had
to be maintained. The finished surface is 300mm of
reinforced concrete on a 150mm sand bed to support
not only buses, but other heavy vehicles including
waste collection and fuel delivery trucks.
The project provided a number of significant safety
and environmental improvements. The yard was re-
marked to facilitate increased staff pedestrian safety,
better parking, and traffic movements through the
depot. Plus, the new line marking has been designed
to reduce bus reversing movements by up to 60
manoeuvres per day during normal yard procedures,
thus increasing vehicle security and serviceability.
Improvements also included the realignment of
drainage to ensure we meet our environmental
responsibilities, installation of high density recycled
plastic wheel stops fitted with reflective properties,
the use of reflective line marking techniques, the
elimination of countless tripping hazards, better
positioning of designated safe walkways and
emergency evacuation routes, and the alignment
of road markings with current standards.
Quality Asset Management
Transdev Melbourne Refurbishment Program
As part of Transdev Melbourne’s contract with PTV, the business is
required to completely refurbish every bus that is between 13 and
14 years old and re-livery all 245 route buses to the new PTV livery
by July 2014.
The scope of the refurbishment work includes:
• Removal and repair of external panels
• Inspection and repair of framework rust
• Refurbishment of all cabin seats
• Removal and replacement of floor covering and
any damaged wooden floor panels
• Replacement of internal and external lights with
LED technology
• Installation of the new Mobileye CCTV system
• Replacement of the driver’s seat
• Installation of driver’s security screen
• External paint and re-livery in the new PTV design
Twenty-one buses are scheduled for refurbishment in the first
contract year, with a Mercedes Benz 0405 the first bus to come
off the refurbishment line in 2013 (pictured).
A campaign to inspect, service and repair the air conditioning
systems on the entire fleet is well advanced with approximately
70% completed as at 31 December 2013.
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 45
Transperth Hybrid Bus Trial
In 2013, Transdev WA obtained a state-of-the-art diesel-electric
hybrid vehicle, which is being viewed as a possible replacement
for the city’s existing CAT buses. The Hybrid was chosen as a test
technology after a trip by the Minister for Transport, Troy Buswell,
to the Volvo factory in Sweden.
The trial compared the Hybrid technology against diesel and
CNG technologies. Volvo Bus Australia General Manager,
Peter Duncan says Transdev WA’s CAT service is an ideal place
for this technology.
The trial commenced in February 2013, with an initial group of
hand-picked Transdev WA drivers who underwent intensive
driving training at the Volvo facility in Welshpool. Transdev WA
training instructors were also involved in the training and were
utilised to train the existing drivers when the trial was escalated to
include all Perth CAT drivers. Rosters and shifts had to be adapted
with significant complexity to ensure the evaluation was a success.
The Minister said the hybrid trial represented a $1 million
commitment by the State Government, about $600,000 of
which is the cost of the new bus and, by embracing this greener
technology, it assists Western Australia in keeping at the forefront
of the Australian transport industry. Transdev WA is proud to be
partnering Transperth in this project.
Electrifying Auckland Rail
As the operator of Auckland rail services, Transdev
Auckland has worked to continuously innovate the delivery
of rail safety messages to the community.
The development of a modern electrified rail network
in Auckland has intensified in the past year with the
installation of electrified overhead wires, the completion
of a new train depot at Wiri, and the arrival of the first
Spanish-built electric trains.
As the first electric trains enter service in mid-2014,
Transdev continues to place emphasis on relationships with
its partners and local communities to ensure the people of
Auckland are aware of the risks (25kv overhead wires and
faster, quieter electric trains) and are educated about safe
behaviour around the rail corridor.
Transdev Auckland has continued to innovate its approach
to rail safety. In 2012, the business funded a rail safety song
written by one of its Locomotive Engineers, Lawrence
Foakes and, in 2013, in partnership with Auckland Transport,
KiwiRail and TrackSafe New Zealand, developed a cohesive
marketing strategy to raise awareness about the new
dangers of electrification. The marketing campaign was
featured online, in print, on radio, and in the community.
A programme of rail safety expos to ensure the saturation
of rail safety messages continues in local communities
via schools.
46 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
Being a global company, Transdev has the advantage of drawing on experience from around the world. Transdev encourages and facilitates a culture of sharing best practice, ideas, innovation and events to help build upon local expertise. Our thorough understanding of public transport operations has enabled us to identify practical ways to improve value for money and do so in a transparent manner.
The Think BIG series (Business, Inspiration, Growth) was
organised globally and held three times during 2013, twice in
Paris and once in Dublin. The events brought together Transdev
executives from around the world in one room to discuss best
practice across a multitude of disciplines, such as business
development, tender writing, marketing and business strategy.
Events like these not only inform our leaders around the world
on best practice, they also re-energise and allow members time
to think about their operations objectively for the benefit of
improvement, innovation and value.
Our ultimate goal is to achieve the lowest unit cost per annum
while still meeting service delivery requirements. This goal is
achieved differently in each business, but invariably involves
the following strategies:
1. Identify and deliver revenue opportunities
2. Identify and deliver cost efficiencies
3. Enhance risk management and contingency planning
and procedures
4. Establish and maintain transparent reporting systems
The roll-out of the global Transdev Performance Management
Model, which was initiated in Europe in 2013, will help to garner
efficiencies within each business and will more closely align
operational metrics to financial outcomes.
Value for Money
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 47
48 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
Caltex Diesel Supply
In August 2013, Transdev completed a national diesel tendering
process. As a result, Caltex was appointed as our provider.
The three-year contract with Caltex (five years for Transdev
Melbourne) will generate an estimated saving of $325,000 per
annum, provides next-day delivery on orders placed before
12pm the previous day, and delivery within a maximum of
36 hours for orders placed after 12pm the previous day.
The contract represents an improvement in the efficiency
of our fuel delivery, in terms of both service and cost-savings.
Value for Money
Revenue Protection at Transdev Melbourne
Working with Public Transport Victoria (PTV) and other
Melbourne transport operators, Transdev Melbourne has
developed a Network Revenue Protection Plan that allows for
joint deployment strategies with other transport modes, and
facilitates smarter, more cost effective allocation of resources.
A specific example of this is the joint venture with Yarra Trams.
Yarra Trams Authorised Officers (AOs) are stationed at common
bus/tram interchanges where they can check the tickets of
customers from both modes as they alight the different vehicles.
The benefits of this are:
• More ticket checks can be performed in a given timeframe
• Access to an increased number of customers
• Revenue protection activity achieves greater visibility among
the general public
• Shared resources, in terms of administration to complete,
verify and forward fines to PTV
The increased presence of AOs on our services means that our
drivers are better supported and can focus on performing their
daily tasks. It also improves customers’ perception of safety on
public transport and consequently improves the overall image
of public transport.
The operators from the different modes benefit from working
together as they can share their experience and knowledge
of revenue protection issues and, in particular, hear about
some of the fare evasion tactics that customers are using.
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 49
50 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
Meeting the challenges of tomorrow
In the communities we service, the demand for high quality,
efficient and well-designed public transport has never been
higher. We need to be innovative in the delivery of our services
to meet new customer, client and community expectations and
to get greater use out of existing public transport systems.
As part of a global multimodal passenger transport group,
Transdev Australasia has the advantage of tapping into
the wealth of experience and knowledge of our worldwide
operations. For every problem we may encounter, there is
someone else in our organisation who has experienced it
before. Our blend of local and international expertise provides
us with access to world’s best practice in innovation, enabling
us to build on our experience and offer a range of innovations.
Transdev encourages a culture of sharing best practice,
innovation, experiences, and programs between teams and
countries that add value to local expertise, and promote
collaborative thinking for the identification of potential
innovation projects. The continual generation, development
and sharing of new ideas is what helps keep us ahead
of our competitors.
As a result of this culture of collaboration and sharing,
a number of innovations have been delivered to
Australasian clients and customers. These have included:
• Listen – a customer feedback management tool,
developed by Transdev in France and implemented
in our NSW and Melbourne bus businesses
• Meet Our Managers – which began in Melbourne,
was implemented and improved by our Auckland
business, and has now been introduced to our
Harbour City Ferries operations
• Web’vibe – a custom-made web and social media
monitoring solution, developed for operations in
France and implemented in the Transdev Melbourne
bus business in 2013
In addition, many of the case studies mentioned in
Achieving Together contain various innovations made
possible by the group’s learning culture.
Generating and Sharing Ideas
We develop and share our ideas, knowledge and best practise
experience through a variety of forums, publications,
communications platforms and conferences.
Innovation Management Unit
The Innovation Management unit seeks out high-potential
projects to assist and promote, meeting three times a year
to share ongoing projects and assess their potential to be
redeployed in other Transdev businesses.
Innovation Portfolios
Transdev’s innovations and initiatives are captured in a series
of ‘Innovation Portfolios’, which track development from
ideation through to incubation, pilot and deployment.
At each stage, an innovation is subject to a robust decision-
making process to assess whether it is worth pursuing to
the next stage. The aim of the Innovation Portfolio is to find,
select and analyse group projects worldwide which add value
to our operations. We produce portfolios of expertise across
all business areas to highlight best practice examples from
our global operations, e.g. customer experience, integrated
networks, and bus rapid transit.
Our Innovation
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 51
Think BIG Events
Think BIG (Business, Inspiration and Growth) are regular events
where managers from across the global Transdev group gather
to share knowledge, business ideas, inspire each other and look
for growth opportunities.
The Transdev Library
The Transdev Library contains a wide range of topics,
reference points and contacts across the business. It also
includes the Transdev App Library, which is a list of all the
various apps that have been developed across the global
business to share and develop.
The Transdev Collector
The Transdev Collector is a compilation of practices and
systems, contextualised with results, for businesses across
the organisation to access, search and learn from. The Collector
enables businesses to learn from each other’s experiences
and decide if initiatives are replicable or inspirational for their
local business.
The Transdev Way
The Transdev Way describes the way our company as a whole
addresses a topic. Transdev ’s unique methodology, processes,
tools and programs are introduced and illustrated by Transdev
case studies. External practises and competition are also
benchmarked. This is to encourage operations to implement
the Transdev Way as the best way.
Live Magazine
Live, a quarterly print magazine produced for and distributed
to our global internal audience, features news, highlights
business developments, and shares insights and initiatives
across the group. It is a port of call for learning about what
is happening in different businesses across the group and
provides a contact point for finding out more about specific
initiatives and developments.
Innovations Watch
Innovations Watch captures innovations in transport around
the world. Articles are archived on Expert.Net.
Social Innovation: Transdev Auckland Rail Safety Song
Each year, Transdev Auckland takes part in a school
rail safety campaign. In 2012, Transdev Mechanic
Lawrence Foakes produced a rail safety song to use
as part of the campaign. The song was developed
into an animated video which was shown to school
children and also placed on YouTube, where it
has received more than 1,500 views. The initiative
resulted in high levels of engagement with the
rail safety campaign and subsequent improved
behaviour near railway tracks. In 2013, a new version
of the song was created to include new safety
issues relating to the arrival of electric trains on the
Auckland rail network.
Transdev Innovation Group Portfolio 2013
Expert.Net
Expert.Net is a knowledge sharing platform through which
Transdev shares international best practice solutions. It is an
internal, web-based portal providing the latest international
best practice processes and procedures from Transdev
businesses around the world. Expert.net accelerates the spread
of information, connecting staff from across the world, and
encouraging cross-border collaboration. It features dedicated
and highly specialised networks of expertise, from mode
operations, fleet management, and revenue risk to surveys,
customer experience, environment and sustainability, and
skills, training and development.
Mobility Lab
The Mobility Lab explores mobility issues, developments and
opportunities, designing innovative services and visions for
the future of mobility with a Think Tank on desirable mobility,
a process of open innovation and co-creation with regional
stakeholders and elected officials.
Learning and Development
Staff are encouraged to contribute to our innovation culture
through our training and internal management processes, by
discussing ideas and providing support for the development
and introduction of innovations using robust processes to
ensure we are always working towards our business objectives.
Staff development includes formal training, conferences,
events, mentoring and on-the-job training, which all support
the culture of innovation by exposing individuals to new ideas
and methodologies and allowing them to challenge the status
quo. Our learning and development program draws on our
national and international network to expose our people to
different ways of operating and to introduce new ideas that
encourage thinking in ways to improve our operations and
provide better customer service.
52 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 53
Global context
The key principles of the Global Compact are: human rights,
labour standards, environment and anti-corruption.
In addition, in 2013 the Group launched its global Ethics Policy,
which is focused on adhering to 21 ethical principles directly
linked to our Values. These principles are instilled in our people
from the day they join the company and are reinforced via
regular communications in writing, meetings, workshops, and
through our annual staff awards program. Our Ethics Policy
is supplemented by a Financial Officers’ Code of Ethics and a
Supplier Code of Conduct (which is based on the key principles
enshrined in the Global Compact).
For Transdev, Corporate Responsibility (CR) means meeting
the needs of our clients, customers and staff, without
compromising the needs of generations to come. Being a
public transport provider, Transdev operations are inherently
better for the environment and expanding cities than individual
cars, which is why our ambitious overarching CR goal is to make
cities more liveable by increasing awareness of the benefits of
utilising public transport.
The Transdev CR strategy was first developed in 2008 and
updated in 2011 to form a three-year plan. This year, prompted
by the divestment of Veolia, we took stock and reviewed our
efforts under our CR strategy. Our review has enabled us to
commit to taking a much more prominent step forward in the
area of CR. The review process allowed us to take a look at the
causes we support and the focus of our efforts. To embed the
redefined direction, a CR Charter was created to showcase
our commitment to CR, our staff and our clients along with
a revised CR strategy for 2014.
Our Corporate Responsibility
Strategy
The Transdev Group, headquartered in Paris, has been a signatory to the UN Global Compact since 2003. Its participation in the Global Compact, and resulting pledge to support and promote its principles within the Group’s sphere of influence, is an important consideration in the Group’s Corporate Responsibility Policy.
54 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
Our CR Framework
To shape the future direction of CR, a new framework for
communicating and conceptualising our CR work (both
internally and externally) was developed. This framework is
shown on the opposite page. Growing Responsibly has three
key areas of focus: shaping our communities, protecting our
environment, and inspiring our people.
All of our CR initiatives now fall under this rubric. The
framework is purposefully ambitious and reflects Our Promise
(the outer ring) and the vision for the overall business
(acknowledged leader).
Our Objectives
• A measurable increase in patronage and customer
satisfaction
• Greater awareness of the positive impacts of public
transport
• Higher levels of staff engagement
• Building stronger, broader relationships with our clients
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 55
PROTECTING OUR ENVIRONMENT
SA
FETY
P
ERFORMANCE SUPERIOR EX
PERIE
NC
E V
ALU
E FO
R M
ON
EY ASSET MANAGEMENT
CULTU
RE
SHA
PIN
G O
UR
COM
MUNITIES INSPIRING O
UR
PEOP
LE
GROWING RESPONSIBLY
56 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
Our Corporate Responsibility in Action
Inspiring our People
Inspiring our people through promoting diversity, implementing training and supporting our cause partners.
Support our staff in connecting with communities through Spirit – our payroll giving scheme
Ensure our business strategy is supported by a national workplace relations strategy
Ensure we encourage skills transfer from our current workforce to our future workforce through the continued success of our national mentoring program
Increase our efforts to be an employer that values and respects diversity
Identify specific programs to improve the health and wellbeing of staff
Develop a Reconciliation Action Plan en route in order to engage with indigenous communities
Payroll Giving ‘Spirit’
Implemented in 2009, Spirit is our payroll giving scheme,
whereby staff have the opportunity to give to a number of
charities, match-funded by Transdev up to $500 per person,
per year.
Before the CR review took place, we officially supported more
than 20 charities through the payroll giving scheme. The
charities have been reviewed for 2014 to form a much more
meaningful program, aiming to achieve effective relationships
with partners and a streamlined message surrounding what
causes we support across Australasia.
We selected the most prominent causes that Transdev
currently supports:
• Cancer research and awareness
• Animal welfare
• Awareness for depression and anxiety/
helping those in need
• Caring for sick children
Achieved or ongoing
In progress
Not yet achieved
Key
This section shows our Corporate Responsibility Strategy in action, listing our achievements for 2013 against our targets for the year.
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 57
Health and Wellbeing
The continued promotion of health and wellbeing to our staff
is very important to Transdev. In 2013, several programs were
implemented across the business to promote healthy lifestyles
to our staff. These included:
• Free health checks in Victoria, offered to all staff
• The Transdev Australasia safety campaign focused an
entire quarter of the year on health and wellbeing topics,
promoting healthy eating, exercise and mental health
• All three Queensland businesses conducted the 10,000
Steps Workplace Challenge (see case study on page 41)
• WA participated in the Global Corporate Challenge for the
third year running
• Melbourne bus developed a comprehensive health and
wellbeing campaign for implementation in 2014
• Our national safety campaign for 2014 was developed
and will include two year quarters of health and wellbeing
activity, covering physical fitness and mental health
Under these headings we were able to place the top three
most supported charities, plus some additional charities that
we feel align with our business and our causes. Identifying the
causes that we stand for allows us to tailor our CR efforts much
more effectively into the future, and continue to develop the
program and other initiatives surrounding the program.
Our Spirit payroll giving scheme is currently supported by
almost 10% of our employees and we hope to increase the
level of commitment to Spirit and the awareness of our
causes among staff in the coming year. Since 2009, more
than $400,000 has been donated to our charity partners.
To learn more about our partners, please visit our website:
transdev.com.au.
Diversity
We firmly set the foundation for diversity in 2012 with the
development and executive signing of our diversity charter.
The charter sets the goalposts for what we mean by supporting
diversity in our organisation and the way in which we progress
our journey with meaningful action.
Diversity will be a key communication message during the
implementation of the Racism. It Stops With Me campaign,
a key initiative for 2014, internally and externally, which is
explained further on page 58.
58 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
Protecting our Environment
Protecting the environment in which we operate, through awareness, action and innovation.
We will extend our Eco-Drive program to affect the behaviours and performance of drivers and help to reduce energy use across all modes of transport
We will proactively work with our contract partners to source and pilot low-carbon fuels
Build NSW’s first bus depot that demonstrates sustainable principles in its design and operations
Ensure every Transdev business has the latest environmental, safety and quality accreditations
Ensure our offices are ‘green’ and seek to reduce, reuse and recycle in all aspects of energy, water and resource use
Globally, a new manager has been appointed to head up
Sustainability in Paris. With this, a new focus on this important
area of the business will take shape over the coming year.
In addition to international action, Transdev Australasia
continues to conduct local initiatives in this area.
‘RACISM. IT STOPS WITH ME’ is a key initiative of the
National Anti-Racism Strategy launched by Australia’s Race
Discrimination Commissioner in August 2012. The campaign
invites all Australians to reflect on what they can do to counter
racism wherever it happens.
Research has shown that workplaces are places where
racial discrimination occurs, as well as where change can
be encouraged and supported. Workplaces and public
transport networks are common and natural environments
for contact between people from diverse racial and cultural
backgrounds. Employers can therefore play an important role
in modelling sound practises. Harnessing diversity can benefit
productivity, market share, promote innovation and improve
employee relations.
Transdev Australasia has an incredibly diverse workforce – our
recent Staff Communications Survey identified 31 different
languages spoken at home by our employees. Our employees
deal on a daily basis with the rise in racial incidents on public
transport, which is unfortunately climbing at an alarming rate.
Our interest in creating a safe environment for our staff and our
customers has led Transdev to officially sign up to become a
formal supporter of the campaign, commencing early 2014.
This commitment will involve signing the supporter agreement,
meaning Transdev agrees to:
• Endorse the campaign
• Promote the campaign through our communications
channels
• Identify specific activities that our organisation can
undertake to support our stance against racism
Shaping our communities
Shaping our communities through the support of our chosen four causes as well as the local programs and initiatives we deliver, in partnership with communities and stakeholders.
Invest in the local communities we serve through our national Week of Action initiative
Capture and monitor our total community investment
Take a proactive approach in communicating with all TDA stakeholders by reporting annually on our financial, social and environmental performance
Each of our businesses regularly engage with local community
groups, charity organisations and sporting clubs in their local
operating area. In addition to these relationships and our Spirit
activities, Transdev will be introducing a Week of Action across
the Australasian businesses during 2014 in partnership with
local authorities and organisations to promote awareness about
the benefits of public transport and the role transport plays
in creating more liveable cities. The details and results of this
campaign will be documented in next year’s report.
Creating Safe Travellers…for Life (see case study on page
24) is an excellent example of local community partnerships,
funded through our CR strategy in 2013. This Transdev NSW
initiative has been shared across the US, Asia and Europe via
our Transdev network among those who operate school bus
services looking to promote safety. This program will likely be
adopted across our other Australian bus businesses over the
coming years.
ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 59
Business Initiative Duration
Transdev
Brisbane Ferries
Be Ferry Green campaign – an internal campaign that targets staff in an effort to keep environmental preservation front-of-mind. 3 years, ongoing
Greenfleet carbon offset program – annual membership to allow planting of biodiverse native trees to offset the business’ carbon
emissions. In 2013, 129 native trees have been planted to offset the 34.4 tonnes of CO2 generated by our maintenance vehicles.
3 years
All cardboard and paper waste sent to VISY for recycling. 3 years
Transdev NSW South Granville Depot design incorporates several environmental and cost-saving features:
• Solar reflective window coating
• Recycled water used for bus wash
• Building designed for cross ventilation, reducing the need for air conditioning
• On-site storm water management.
Since August 2012
Damaged aluminium body panels to be recycled. Commencing 2014
Transdev Auckland Donation of all old phones to Starship’s mobile phone recycling initiative.
The charity refurbishes/resells the phones to raise money for the Air Ambulance service they provide.
3 years
Low energy lighting installed during the Auckland office refurbishment, including adjusting to ambient light levels.
Reduced power usage by 9% for the floor.
July 2013
Brand new Wiri Depot design incorporated several environmental and cost saving features, including:
• Water from the car park surfaces drain into wetland flower beds
• All lighting and air conditioning are controlled by sensors
• The train wash plant recycles all water used through a very advanced carbon filtering system and also treats the rinse
cycle so that the water doesn’t ‘streak’ the paintwork.
July 2013
Transdev Melbourne Drivers will be progressively trained in fuel-efficient driving techniques. Commencing 2014
Transdev Queensland 4 x 10,000 litre tanks installed at Capalaba Depot. 3 years
Water recycling plant installed at Capalaba bus wash facility. 3 years
Transdev WA Refurbished recycle system at Joondalup depot focused on bus wash water. 6 months
Power-saving light globes fitted to most workshops. 3 years
60 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS
An audit of environmental initiatives was conducted across
the business in 2013 to take stock and document the initiatives
currently in place, some key initiatives are listed opposite
Measurement of our CR efforts
Transdev Australasia has used LBG Australia & New Zealand to verify its community contributions under the areas of cash, in kind, time and management costs since 2012.
Contributions in 2013 can be seen in each heading (opposite).
The graph opposite shows significant variation between 2013
and 2012 under the areas of time and cash.
The ‘in kind’ variation, is due to increasing the effectiveness of
our measuring methods to ensure we capture all of the costs
associated with our initiatives, in addition to a large ‘in kind’
donation Auckland made during the year. The other significant
increase is in cash, doubling last year’s donations as a whole.
As we get more proficient in capturing the data across our
diverse businesses, we will have a clearer picture of the
significant impact we make.
Since 2009, donations made through payroll giving, including
match-funded contributions, totalled $400,900. With the
restructure and heavy promotion of CR planned for 2014,
it is expected our cash, in kind, time and management costs
will all increase by at least 10% – 20%.
Measurement and evaluation of Corporate Responsibility
efforts in 2014 will continue to be measured under cash,
time, in kind and management.
For more information and to read our Corporate
Responsibility Plan for 2014, please visit our website:
transdev.com.au/media-centre/publications.
Mgt CostsIn KindTimeCash
Cash
Time
In Kind
Management Costs
10%
58%
28%
4%
Mgt CostsIn KindTimeCash
Cash
Time
In Kind
Management Costs
10%
58%
28%
4%
0
200000
400000
Management Costs
In KindTimeCash
2013
2012
How Transdev Contributed
Transdev Community Contribution Snapshot
Energy Efficiency Opportunities (EEO)
Nationally, we have expanded our initial pilot of Eco-Drive
to commission a sample research project for the purposes of
reducing our energy consumption, as part of our EEO plan.
A representative sample of 10 buses across the Transdev
NSW (TDNSW) and Transdev QLD (TDQ) businesses has been
selected. The buses belong to different age generations
and operate on varied routes (fast and slow) and in different
topographic environments. The fuel consumption of these
buses, various conditions and maintenance regimes will be
scrutinised in order to analyse the results and determine if
there is a more efficient make of bus, a more efficient way
to drive a bus or even an optimum way to maintain a bus.
The quality of the data acquired is of great importance since
each parameter might only produce an improvement of a few
percentage points.
For the assessment, TDNSW is providing real time data by
using state-of-the-art on-board monitoring systems using
GPS technology, engine parameters and instantaneous fuel
consumption. TDQ has constrained the operation of its buses
belonging to the representative sample with fewer drivers
than usual and more repetitive routes in view of decreasing
the statistical variation of the day-to-day fuel consumption
and improving data quality. Results from this research will be
available early in 2014.
Internal Environmental Communication
Environmental focus at work and at home will be brought to the
forefront of our messaging in 2014, through a series of internal
campaigns. Locally, each of our businesses perform very well
(within significant constraints relating to infrastructure owned
by our clients), with all Transdev businesses achieving safety,
environment and quality accreditations in 2013, but awareness
and sharing of best practice is limited at present.
Transdev Australasia Pty Ltd GPO Box 5092 Melbourne VIC 3001
www.transdev.com.au