DOCSLIB.ORG

2012 Reference Document

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

2012 REFERENCE DOCUMENT Incorporation by reference In accordance with Article 28 of EU Regulation n°809/2004 dated 29 April 2004, the reader is referred to previous “Documents de référence” containing certain information: 1. Relating to fiscal year 2011: - The Management Discussion and Analysis and consolidated financial statements, including the statutory auditors’ report, set forth in the “Document de référence” filed on 23 April 2012 under number D.12-0387 (pages 59 to 124 and 216, respectively). - The corporate financial statements of JCDecaux SA, their analysis, including the statutory auditors’ report, set forth in the “Document de référence” filed on 23 April 2012 under number D.12-0387 (pages 125 to 148 and 218, respectively). - The statutory auditors’ special report on regulated agreements with certain related parties, set forth in the “Document de référence” filed on 23 April 2012 under number D.12-0387 (page 220). 2. Relating to fiscal year 2010: - The Management Discussion and Analysis and consolidated financial statements, including the statutory auditors’ report, set forth in the “Document de référence” filed on 14 April 2011 under number D.11-0300 (pages 55 to 122 and 222 to 223, respectively). - The corporate financial statements of JCDecaux SA, their analysis, including the statutory auditors’ report, set forth in the “Document de référence” filed on 16 April 2010 under number D.11-0300 (pages 123 to 145 and 224 to 225, respectively). - The statutory auditors’ special report on regulated agreements with certain related parties, set forth in the “Document de référence” filed on 16 April 2010 under number D.11-0300 (pages 226 to 228). REVENUES BY REGION Cash flow disponibleCash flow disponible Ration dette financièreRation dettenette financière/ fonds propres nette / fonds propres 327.4 327.4322.7 322.7 212.4 212.4 207.3 207.3 North America Rest of the world 7.2% 5.3% 16% 16% United Kingdom 151.5 151.5 12.1% 280.5 280.5 Europe* Asia-Pacific 29.0% 23.0% 6% 6% -1% -1% 2010 2011 20102012 2011 2012 2010 2011 20102012 2011 2012 France 2010 2011 20102012 2011 2012 23.4% * Excluding France and the United Kingdom REVENUES BY BUSINESS OPERATING MARGIN BY BUSINESS Chiffre d'affairesChiffre 2012 pard'affaires activité 2012 par activité Marge opérationnelleMarge 2012 opérationnelle par activité 2012 par activité (in € million, segment’s share in %) (in € million, segment’s share in %) 2,622.8 2,622.8 2,463.0 2,463.0 2,350.0 2,350.0 602.2 602.2 582.1 582.1 555.4 555.4 1,147.0 48.8% 1,147.01,179.0 48.8%47.9% 1,179.01,171.3 47.9%44.7% 1,171.3 44.7% Street FurnitureStreet Furniture 375.9 67.7% 375.9386.9 67.7%66.5% 386.9374.9 66.5%62.3% 374.9 62.3% Street FurnitureStreet Furniture 777.6 33.1% 777.6874.8 33.1%35.5% 1,012.5874.8 35.5%38.6% 1,012.5 38.6% Transport Transport 115.4 20.8% 139.9115.4 20.8%24.0% 139.9170.6 24.0%28.3% 170.6 28.3% Transport Transport 425.4 18.1% 425.4409.2 18.1%16.6% 409.2439.0 16.6%16.7% 439.0 16.7% Billboard Billboard 64.1 11.5% 64.155.3 11.5%9.5% 55.356.7 9.5%9.4% 56.7 9.4% Billboard Billboard 2010 20102011 20122011 2012 2010 20102011 20122011 2012 In 2012, the Group’s revenue increased by 6.5% to €2,622.8 million. Group’s operating margin* increased by 3.5% to €602.2 million Excluding acquisitions and the impact of foreign exchange, organic from €582.1 million in 2011. It accounts for 23.0% of consolidated revenue growth was 1.5%. revenue. * Operating margin: Revenue less Direct operating expenses (excluding Maintenance spare Street Furniture revenues were €1,171.3 million, a decrease of parts) less SG&A expenses. 0.7%. Excluding acquisitions and the impact of foreign exchange, the decrease was 1.9%. Résultat d'exploitationRésultat 2012 d'exploitation par activité, 2012 avant par charges activité, de avant dépréciation charges de dépréciation Résultat d'exploitationRésultat 2012 d'exploitation par activité, 2012 avant par charges activité, de avant dépréciation charges de dépréciation Transport revenues grew by 15.7% to €1,012.5 million. Excluding acquisitions and the impact of foreign exchange, organic revenue growth was 8.9%. 10,30410,484 10,484 325.2 325.2 10,304 Billboard revenues increased by 7.3% to316.4 €439.0 million.316.4 Excluding 9,943 9,943 acquisitions and the impact of foreign exchange, organic revenue decreased by 4.8%. 274.1 274.1 3,295 3,2953,338 3,3383,373 3,373 Europe* Europe* 161.0 58.7% 186.8161.0 58.7%57.5% 186.8158.1 50.0%57.5% 158.1 50.0% Street FurnitureStreet Furniture 3,504 3,5043,529 3,5293,527 3,527 France France 83.5 30.5% 111.083.5 30.5%34.1% 111.0135.1 42.7%34.1% 135.1 42.7% Transport Transport 1,695 1,6951,812 1,8121,932 1,932 Asia-Pacific Asia-Pacific 651 686 675 29.6 10.8% 27.4 8.4% 23.2 7.3% United 651Kingdom 686 675 29.6 10.8% 27.4 8.4% 23.2 7.3% United Kingdom 201 Billboard Billboard 204 198204 198201 North America North America 594 594741 741776 776 2010 20102011 20122011 2012 Rest of the worldRest of the world 2010 20102011 20112012 2012 Cash flow disponible Ration dette financière nette / fonds propres 327.4 322.7 212.4 207.3 16% 151.5 280.5 6% -1% 2010 2011 2012 2010 2011 2012 2010 2011 2012 Chiffre d'affaires 2012 par activité Marge opérationnelle 2012 par activité 2,622.8 2,463.0 2,350.0 602.2 582.1 555.4 1,147.0 48.8% 1,179.0 47.9% 1,171.3 44.7% Street Furniture 375.9 67.7% 386.9 66.5% 374.9 62.3% Street Furniture Cash flow disponible Ration dette financière nette / fonds propres 777.6 33.1% 874.8 35.5% 1,012.5 38.6% Transport 327.4 322.7 212.4 115.4 20.8% 139.9 24.0% 170.6 28.3% 207.3 Transport 425.4 18.1% 409.2 16.6% 439.0 16.7% Billboard 64.1 11.5% 55.3 9.5% 56.7 9.4% Billboard 16% 151.5 2010 2011 2012 280.5 2010 2011 2012 2012 FINANCIAL HIGHLIGHTS 6% -1% Résultat d'exploitation 2012 par activité, avant charges de dépréciation Résultat d'exploitation 2012 par activité, avant charges de dépréciation EBIT BEFORE IMPAIRMENT CHARGES NET INCOME GROUP SHARE 2010 2011 2012 2010 2011 2012 BEFORE IMPAIRMENT2010 2011 CHARGES2012 (in € million, segment’s share in %) (in € million) 10,484 325.2 10,304 316.4 9,943 Cash flow disponible Ration dette financière nette / fonds propres 274.1 Chiffre d'affaires 2012 par activité Marge opérationnelle 20123,295 par activité 3,338 3,373 327.4 Europe* 322.7 212.4 207.3 2,622.8 161.02,463.058.7% 186.8 57.5% 158.1 50.0% Street Furniture 16% 2,350.0 151.5 3,504 602.23,529 3,527 280.5 France 582.1 555.4 1,147.0 48.8% 1,179.0 47.9% 1,171.3 44.7% Street Furniture 83.5 30.5% 111.0 34.1% 135.1 42.7% 6% Transport 1,695 1,812 1,932 Asia-Pacific 375.9 67.7% 386.9 66.5% 374.9 62.3% Street Furniture 651 686 675 29.6 10.8% 27.4 8.4% 23.2 7.3% United Kingdom Billboard 204 198 201 -1% North America 594 741 776 2010 2011 2012 Rest of the world 2010 2011 2012 777.6 33.1% 874.8 35.5% 1,012.5 38.6% 2010 2011 2012 2010 2011 2012 Transport 2010 2011 2012 115.4 20.8% 139.9 24.0% 170.6 28.3% EBIT* before net impairment charges** decreased by 2.7% to Net incomeTransport Group share before net impairment charges* decreased €316.4425.4 million18.1% compared409.2 to16.6% €325.2 million439.0 16.7% in 2011. As a percentage by 2.4% to €207.3 million, compared to €212.4 million in 2011. Billboard 64.1 11.5% 55.3 9.5% 56.7 9.4% of consolidated revenues, this represents to 12.1% (2011: 13.3%). Billboard * The net impairment charge resulting from the impairment test conducted for goodwill and tangible and intangible assetsChiffre amounts d'affaires to €44.5 2012million parin 2012, activité €(0.2) million in 2011 and Marge opérationnelle 2012 par activité * EBIT: Earnings2010 Before Interests 2011and Taxes = Operating2012 Margin less Depreciation, 2010 2011 2012 €(21.8) million in 2010. amortization and provisions, less Maintenance spare parts, less impairment charges, less other operating income and expenses. ** The net impairment charge resulting from the impairment test conducted for goodwill and 2,622.8 tangible and intangible assets amounts to €45.8 million in 2012, €(1.9) million in 2011 and €(4.9) million in 2010. 2,463.0 2,350.0 602.2 582.1 555.4 FREE CASH FLOW EMPLOYEE BREAKDOWN BY REGION Résultat d'exploitation 2012 par activité, avant charges de dépréciation Résultat d'exploitation 2012 par activité, avant charges de dépréciation Cash flow disponible Ration1,147.0 dette financière48.8% 1,179.0 nette / 47.9%fonds propres1,171.3 44.7% (in € million) Street Furniture 327.4 322.7 375.9 67.7% 386.9 66.5% 374.9 62.3% Street Furniture 212.4 207.3 10,484 325.2 10,304 316.4 9,943 16% 151.5 280.5 777.6 33.1% 874.8 35.5% 1,012.5 38.6% 274.1 Transport 3,295 3,338 3,373 Europe* 115.4 20.8% 139.9 24.0% 170.6 28.3% Transport 425.4 18.1% 409.2 16.6% 439.0 16.7% Billboard 64.1 11.5% 55.3 9.5% 56.7 9.4% 161.0 58.7% 186.8 57.5% 158.1 50.0% Billboard Street Furniture 6% 3,5042010 3,5292011 3,5272012 2010 2011 2012 France -1% 83.5 30.5% 111.0 34.1% 135.1 42.7% 2010 2011 2012 2010 2011 2012 Transport 2010 2011 2012 1,695 1,812 1,932 Asia-Pacific In 2012, free cash flow* was €322.7 million compared to €280.5 651 686 675 million29.6 in10.8% 2011 (+15.0%)27.4 8.4% 23.2 7.3% United Kingdom Billboard 204 198 201 RésultatNorth d'exploitation America 2012 par activité, avant charges de dépréciation Résultat d'exploitation 2012 par activité, avant charges de dépréciation * Free Cash Flow: Net cash flow from operating activities less net capital investments (tangible 594 741 776 and intangible2010 assets).
Recommended publications
  • Railway Operations Management (ECROM)

    Railway Operations Management (ECROM)

    Executive Certificate in Railway Operations Management (ECROM) Available Summer 2020 Hear from MTR’s experts and other industry Flexible leaders on the core strategic principles of Take advantage of the flexibility offered by the new delivery mode. managing railway operations as well as best Maximise your investment by matching your learning focus against the available choices of “Premium Pack”, “Design-my-own Pack” or the practices in daily operations management, with “Hot-topic Module”. applications drawn from MTR’s considerable expertise in metro operations management. Who Should Attend Executives, managers and decision-makers employed by railway operators and authorities, who are keen to broaden their knowledge in rail operations and management. The ECROM programme will be predominately delivered through virtual classrooms and Language supplemented with a one-day site visit in Hong Kong. English At the end of the site visit, a graduation ceremony and networking event will be held. Participants Feedback 2017 – 2019 statistics 90% 92% Live Stream Live Training Networking Virtual Classroom Site Visit Group Satisfaction Rating Recommend to Others Executive Certificate in Railway Operations Management (ECROM) Overview The modular syllabus kicks off with macroscopic discussions on high level transport policy as pertaining to the development of modern societies. Subsequent sessions take a practical look at MTR’s strategies for meeting passenger demand and service benchmarks, with special focus on customer service, maintenance strategies,
  • The Bulletin JOHN E

    The Bulletin JOHN E

    ERA BULLETIN — SEPTEMBER, 2019 The Bulletin Electric Railroaders’ Association, Incorporated Vol. 62, No. 9 September, 2019 The Bulletin JOHN E. PAPPAS, 1943-2019 Published by the Electric Railroaders’ by Alexander Ivanoff Association, Inc. P. O. Box 3323 John Emanuel Pappas, ERA First Vice itation of the two remaining Illinois Terminal Grand Central Station New York, NY 10163 President and Associate Editor of Head- PCCs that were used during a reconstruction lights magazine, died on the morning of project on the Shaker Heights Line (one of For general inquiries, or Bulletin submissions, Monday, July 29, 2019 at the age of 75. He these cars is now preserved at the Connecti- contact us at had been battling cancer for almost a year. cut Trolley Museum). At the close of the bulletin@erausa. org John was a latecomer to the Electric Rail- 1970s, John moved to Texas where he or on our website at erausa. org/contact roaders’ Association, having joined in 2000. worked for Houston METRO for almost two He quickly rose to the position of First Vice decades before returning to Ohio where he Editorial Staff: President, a title he held for 10 years until his worked for several years as head of opera- Jeffrey Erlitz death. As Associate Editor of Headlights, his tions for the Greater Dayton Regional Transit Editor-in-Chief prolific content contributions since 2006 con- Authority. Ronald Yee tinued growing until he wrote and mostly It was his role as Senior Director of Sched- Tri-State News and photographed full issues himself. He collabo- ules for the New York City Transit Authority Commuter Rail Editor rated with Sandy Campbell on the multi-year that took John to New York City.
  • DLA Piper. Details of the Member Entities of DLA Piper Are Available on the Website

    DLA Piper. Details of the Member Entities of DLA Piper Are Available on the Website

    EUROPEAN PPP REPORT 2009 ACKNOWLEDGEMENTS This Report has been published with particular thanks to: The EPEC Executive and in particular, Livia Dumitrescu, Goetz von Thadden, Mathieu Nemoz and Laura Potten. Those EPEC Members and EIB staff who commented on the country reports. Each of the contributors of a ‘View from a Country’. Line Markert and Mikkel Fritsch from Horten for assistance with the report on Denmark. Andrei Aganimov from Borenius & Kemppinen for assistance with the report on Finland. Maura Capoulas Santos and Alberto Galhardo Simões from Miranda Correia Amendoeira & Associados for assistance with the report on Portugal. Gustaf Reuterskiöld and Malin Cope from DLA Nordic for assistance with the report on Sweden. Infra-News for assistance generally and in particular with the project lists. All those members of DLA Piper who assisted with the preparation of the country reports and finally, Rosemary Bointon, Editor of the Report. Production of Report and Copyright This European PPP Report 2009 ( “Report”) has been produced and edited by DLA Piper*. DLA Piper acknowledges the contribution of the European PPP Expertise Centre (EPEC)** in the preparation of the Report. DLA Piper retains editorial responsibility for the Report. In contributing to the Report neither the European Investment Bank, EPEC, EPEC’s Members, nor any Contributor*** indicates or implies agreement with, or endorsement of, any part of the Report. This document is the copyright of DLA Piper and the Contributors. This document is confidential and personal to you. It is provided to you on the understanding that it is not to be re-used in any way, duplicated or distributed without the written consent of DLA Piper or the relevant Contributor.
  • Rail Merger (1) Connected Transactions (2) Very Substantial Acquisition

    Rail Merger (1) Connected Transactions (2) Very Substantial Acquisition

    THIS CIRCULAR IS IMPORTANT AND REQUIRES YOUR IMMEDIATE ATTENTION This Circular does not constitute, or form part of, an offer or invitation, or solicitation or inducement of an offer, to subscribe for or purchase any of the MTRC Shares or other securities of the Company. If you are in any doubt as to any aspect of this Circular, or as to the action to be taken, you should consult a licensed securities LR 14.63(2)(b) dealer, bank manager, solicitor, professional accountant or other professional adviser. LR 14A.58(3)(b) If you have sold or transferred all your MTRC Shares, you should at once hand this Circular to the purchaser or transferee or to the bank, licensed securities dealer or other agent through whom the sale or transfer was effected for transmission to the purchaser or transferee. The Stock Exchange of Hong Kong Limited takes no responsibility for the contents of this Circular, makes no representation as to its LR 14.58(1) accuracy or completeness and expressly disclaims any liability whatsoever for any loss howsoever arising from or in reliance upon the LR 14A.59(1) whole or any part of the contents of this Circular. App. 1B, 1 LR 13.51A RAIL MERGER (1) CONNECTED TRANSACTIONS (2) VERY SUBSTANTIAL ACQUISITION Joint Financial Advisers to the Company Goldman Sachs (Asia) L.L.C. UBS Investment Bank Independent Financial Adviser to the Independent Board Committee and the Independent Shareholders Merrill Lynch (Asia Pacific) Limited It is important to note that the purpose of distributing this Circular is to provide the Independent Shareholders of the Company with information, amongst other things, on the proposed Rail Merger, so that they may make an informed decision on voting in respect of the EGM Resolution.
  • Final Exploitation Plan

    Final Exploitation Plan

    D9.10 – Final Exploitation Plan Jorge Lpez (Atos), Alessandra Tedeschi (DBL), Julian Williams (UDUR), abio Massacci (UNITN), Raminder Ruprai (NGRID), Andreas Schmitz ( raunhofer), Emilio Lpez (URJC), Michael Pellot (TMB), Zden,a Mansfeldov. (ISASCR), Jan J/r0ens ( raunhofer) Pending of approval from the Research Executive Agency - EC Document Number D1.10 Document Title inal e5ploitation plan Version 1.0 Status inal Work Packa e WP 1 Deliverable Type Report Contractual Date of Delivery 31 .01 .20 18 Actual Date of Delivery 31.01.2018 Responsible Unit ATOS Contributors ISASCR, UNIDUR, UNITN, NGRID, DBL, URJC, raunhofer, TMB (eyword List E5ploitation, ramewor,, Preliminary, Requirements, Policy papers, Models, Methodologies, Templates, Tools, Individual plans, IPR Dissemination level PU SECONO.ICS Consortium SECONOMICS ?Socio-Economics meets SecurityA (Contract No. 28C223) is a Collaborative pro0ect) within the 7th ramewor, Programme, theme SEC-2011.E.8-1 SEC-2011.7.C-2 ICT. The consortium members are: UniversitG Degli Studi di Trento (UNITN) Pro0ect Manager: prof. abio Massacci 1 38100 Trento, Italy abio.MassacciHunitn.it www.unitn.it DEEP BLUE Srl (DBL) Contact: Alessandra Tedeschi 2 00113 Roma, Italy Alessandra.tedeschiHdblue.it www.dblue.it raunhofer -Gesellschaft zur Irderung der angewandten Contact: Prof. Jan J/r0ens 3 orschung e.V., Hansastr. 27c, 0an.0uer0ensHisst.fraunhofer.de 80E8E Munich, Germany http://www.fraunhofer.de/ UNIVERSIDAD REL JUAN CARLOS, Contact: Prof. David Rios Insua 8 Calle TulipanS/N, 28133, Mostoles david.riosHur0c.es
  • IMESA Electrical Engineering COMPANY PROFILE

    IMESA Electrical Engineering COMPANY PROFILE

    IMESA Electrical Engineering COMPANY PROFILE …ho sempre creduto che al “…my commitment and personal primo posto, nella mia azienda, belief is that in my company dovesse esserci la qualità: quality must always come first, as del prodotto, del servizio, dei for products, service and business rapporti con i clienti, con i quali è relationship alike. With customers necessario dialogare, coordinarsi, it is necessary to dialog, cooperate condividere. La qualità pensai, ci and share experiences. Quality deve differenziare. È quindi per must differentiate us. questo che, nel 1972, ho scelto As a matter of fact, in 1972, I di produrre tutto internamente: chose to manufacture on my controllare l’intero processo, own to get the whole process dall’acquisto della lamiera al under control from the purchase collaudo finale, avrebbe garantito of raw materials to final testing: la qualità e ci avrebbe aiutato a this would have guaranteed crescere. the quality of our products and Oggi, che l’azienda è una helped us to grow. Today, that the realtà mondiale, che ha clienti company is a worldwide reality , importanti in ogni settore e che which as important customers in dispone di molte sedi, uffici, every sector and that has many Sergio Schiavoni mezzi e, soprattutto di personale offices, equipment, and, above all, highly qualified staff, I can say that Presidente della Holding altamente qualificato, posso affermare che quella scelta si è choice has been a winning one: Holding’s President rivelata vincente: la qualità è il the quality is our true heritage, nostro vero patrimonio, che ci which has allowed us to arrive ha consentito di arrivare fino ad until today and allows us to look to oggi e ci permette di guardare al the future with optimism, knowing futuro con ottimismo, sapendo di that we are on the right way.
  • JMA Wireless Empowers Italy's Longest Metro Train System With

    JMA Wireless Empowers Italy's Longest Metro Train System With

    PO Box 678 | 7645 Henry Clay Blvd. | Liverpool, New York 13088 USA 315-431-7116 | jmawireless.com JMA Wireless Empowers Italy’s Longest Metro Train System with Wireless Communications Thanks to Teko DAS and CommsCon Italia Over One Million Passengers Each Day Experience Mobile Connectivity During Their Commute Liverpool, NY, January 22, 2015 - JMA Wireless, a global mobile communications leader, and one of their top system integration partners, CommsCon Italia, enabled cellular coverage and capacity throughout the Milan Metro Rapid Transit System and in the Milan Central Station. The Milan Metro is the longest transit system in Italy consisting of four lines totaling 94.5 kilometers (58.7 miles) and includes 103 stations, many in hard to reach underground locations. Both the operators of the Milan transit systems (a public company for historic lines and a private company for new lines), wanted to extend network connectivity to provide seamless high-speed mobile communications to its over one million daily commuters. For many passengers, their daily commute has translated into additional work time, and as a result they need to be reachable and able to communicate. CommsCon managed both the projects as a neutral host linked to all the wireless Italian mobile operators. "We needed to ensure the solution would be flexible and provide robust cellular coverage and capacity for our clients. The state-of-the-art Teko DAS (distributed antenna system) from JMA Wireless enabled us to offer high-speed wireless connectivity to enrich the mobile experience for Milan Metro commuters,” stated Piercarlo Giannattasio, CEO and Founder of CommsCon Italia.
  • Sharing and Caring Countries Report

    Sharing and Caring Countries Report

    Sharing and Caring COST ACTION CA16121 Member Countries Report on the Collaborative Economy May 2018 3 Table of Contents PREFACE .................................................................................................................................. 6 AUSTRIA ................................................................................................................................... 8 BELGIUM ................................................................................................................................ 11 BOSNIA & HERZEGOVINA ................................................................................................. 15 BULGARIA ............................................................................................................................. 16 CYPRUS .................................................................................................................................. 19 CROATIA ................................................................................................................................ 19 ESTONIA ................................................................................................................................. 21 FINLAND ................................................................................................................................ 25 FRANCE .................................................................................................................................. 27 GERMANY .............................................................................................................................
  • Transport Operators • Marketing Strategies for Ridership and Maximising Revenue • LRT Solutions for Mid-Size Towns

    Transport Operators • Marketing Strategies for Ridership and Maximising Revenue • LRT Solutions for Mid-Size Towns

    THE INTERNATIONAL LIGHT RAIL MAGAZINE www.lrta.org www.tautonline.com FEBRUARY 2015 NO. 926 NEW TRAMWAYS: CHINA EMBRACES LIGHT RAIL Houston: Two new lines for 2015 and more to come Atlanta Streetcar launches service Paris opens T6 and T8 tramlines Honolulu metro begins tracklaying ISSN 1460-8324 UK devolution San Diego 02 £4.25 Will regional powers Siemens and partners benefit light rail? set new World Record 9 771460 832043 2015 INTEGRATION AND GLOBALISATION Topics and panel debates include: Funding models and financial considerations for LRT projects • Improving light rail's appeal and visibility • Low Impact Light Rail • Harnessing local suppliers • Making light rail procurement more economical • Utilities replacement and renewal • EMC approvals and standards • Off-wire and energy recovery systems • How can regional devolution benefit UK LRT? • Light rail safety and security • Optimising light rail and traffic interfaces • Track replacement & renewal – Issues and lessons learned • Removing obsolescence: Modernising the UK's second-generation systems • Revenue protection strategies • Big data: Opportunities for transport operators • Marketing strategies for ridership and maximising revenue • LRT solutions for mid-size towns Do you have a topic you’d like to share with a forum of 300 senior decision-makers? We are still welcoming abstracts for consideration until 12 January 2015. June 17-18, 2015: Nottingham, UK Book now via www.tautonline.com SUPPORTED BY 72 CONTENTS The official journal of the Light Rail Transit Association FEBRUARY 2015 Vol. 78 No. 926 www.tramnews.net EDITORIAL 52 EDITOR Simon Johnston Tel: +44 (0)1733 367601 E-mail: [email protected] 13 Orton Enterprise Centre, Bakewell Road, Peterborough PE2 6XU, UK ASSOCIATE EDITOR Tony Streeter E-mail: [email protected] WORLDWIDE EDITOR Michael Taplin Flat 1, 10 Hope Road, Shanklin, Isle of Wight PO37 6EA, UK.
  • The Leading Event for Asia Pacific's Rail Industry

    The Leading Event for Asia Pacific's Rail Industry

    The leading event for Asia Pacific’s rail industry DATES VENUE 22–23 Hong Kong Convention & March 2016 Exhibition Centre www.terrapinn.com/aprail OVER 6,500KM OF RAIL PROJECTS Our story ARE CURRENTLY PLANNED AND ANNOUNCED IN ASIA. BILLIONS ARE BEING INVESTED INTO THE REGION, CREATING MASSIVE OPPORTUNITIES FOR THE Despite being the backbone of every transportation system, the rail industry has often been thought of as conservative and change-resistant. But not RAIL INDUSTRY. anymore. As we move into the age of the digital railway, passengers are not just commuters, but true consumers who expect a comfortable and “connected” experience. At the same time, railway operators are facing increasingly complex asset management issues, difficult high-speed construction challenges and tough operational efficiency targets. We bring together the entire rail industry in Asia to tackle these challenges and pave the way for the future of transport in the region. Welcome to Asia Pacific Rail. The most exclusive and influential railway gathering in the region, Asia Pacific Rail attracts over 1,000 attendees from Asia and across the globe each year. In 2016, Asia Pacific Rail will have more content than ever before, with 4 premium conference tracks. These tracks will feature exciting innovations in metro, high-speed rail, mainline passenger and freight, all focused on the theme enhancing operational excellence and passenger experience to improve your bottom line. Visionary keynotes will lay the foundations for two days of intensive learning, discussion and networking. Leading C-Level executives will share case studies from across the world, ensuring you can learn from the best of the best.
  • Hong Kong Airport to Kowloon Ferry Terminal

    Hong Kong Airport to Kowloon Ferry Terminal

    Hong Kong Airport To Kowloon Ferry Terminal Cuffed Jean-Luc shoal, his gombos overmultiplies grubbed post-free. Metaphoric Waylan never conjure so inadequately or busk any Euphemia reposedly. Unsightly and calefacient Zalman cabbages almost little, though Wallis bespake his rouble abnegate. Fastpass ticket issuing machine will cost to airport offers different vessel was Is enough tickets once i reload them! Hong Kong Cruise Port Guide CruisePortWikicom. Notify klook is very easy reach of air china or causeway bay area. To stay especially the Royal Plaza Hotel Hotel Address 193 Prince Edward Road West Kowloon Hong Kong. Always so your Disneyland tickets in advance to an authorized third adult ticket broker Get over Today has like best prices on Disneyland tickets If guest want to investigate more margin just Disneyland their Disneyland Universal Studios Hollywood bundle is gift great option. Shenzhen to passengers should i test if you have wifi on a variety of travel between shenzhen, closest to view from macau via major mtr. Its money do during this information we have been deleted. TurboJet provides ferry services between Hong Kong and Macao that take. Abbey travel coaches WINE online. It for 3 people the fares will be wet for with first bustrammetroferry the price. Taxi on lantau link toll plaza, choi hung hom to hong kong airport kowloon station and go the fastpass ticket at the annoying transfer. The fast of Hong Kong International Airport at Chek Lap Kok was completed. Victoria Harbour World News. Transport from Hong Kong Airport You can discriminate from Hong Kong Airport to the city center by terminal train bus or taxi.
  • Førende Metropol for Bæredygtig Vækst, Innovation Og Talent

    Førende Metropol for Bæredygtig Vækst, Innovation Og Talent

    1 KØBENHAVN – FØRENDE METROPOL FOR BÆREDYGTIG VÆKST, INNOVATION OG TALENT Forord Det er mig en fornøjelse at præsentere de samlede anbefalinger fra Task force for bedre erhvervsvilkår i København. Det har været afgørende for task forcens medlemmer, at anbefalingerne er baseret på dialog med omverdenen. Derfor har vi inddraget brancheorganisationer og deres viden i vores arbejde. Vi har bedt forvaltningerne om at give indspil til udfordringer på deres fagområder og fået input fra andre kommuner, universitetsverdenen og de mange vidensmiljøer i København. Task forcen har lagt vægt på, at anbefalingerne er funderet i analytisk stærke argumenter med fokus på evidens og data af høj kvalitet. Anbefalingerne bygger videre på Københavns Kommunes erhvervs- og vækstpolitik 2015-2020 og er udarbejdet med afsæt i Vækstrapporten 2018, der giver en status for København på parametre som vækst, velstand, ulighed mv. i både nationalt og internationalt perspektiv. Det overordnede billede er, at det går godt i København. Der er et solidt fundament at bygge videre på. Udfordringen er, at udviklingstendensen i Europa er, at metropolerne deler sig i en gruppe højvækstbyer og en gruppe med lavere eller ligefrem negativ vækst. Det betyder, at København, som by og region, hele tiden skal gøre sit bedste for at være en attraktiv erhvervsby for eksisterende og nye virksomheder og lægge sig forrest i kapløbet om at tiltrække internationale investeringer og talenter. Task forcen har set nærmere på kommunens udfordringer med udgangspunkt i de muligheder, som kommunen har for at understøtte vækst via gode erhvervsvilkår for københavnske virksomheder. Derfor er der særligt fokus på de områder, hvor kommunen kan dreje på håndtag med øje for både muligheder og respekt for begrænsninger som fx kommunens styreform.