Casablanca Tramway Opens Its Doors to Optimization
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Our Journey to a Better Gauteng
GAUTRAIN - OUR JOURNEY TO A BETTER GAUTENG The goal of the Gautrain was not only to radically upgrade public transport in the Province, thereby making a contribution to the goals and objectives of a large range of national and provincial policy plans, but also to improve the economy of the Province and the quality of life of the people of Gauteng. Changing demographics Growing urbanisation and population numbers mean additional pressure on present transport infrastructure and future capacity. The Gautrain will continue to contribute to the future of the country and the province and through the role in can play to give impetus to national policy initiatives such as the National Development Plan and the Integrated Transport Master Plan. NDP milestones to achieve How the Gautrain can contribute to achieving these milestones South Africa’s visions for 2030 Increasing With operations of the Gautrain already supporting in excess of 6 000 jobs, future growth in employment passenger numbers and the extension of the Gautrain, as well localisation of rolling stock maintenance and building of rolling stock, can increase this number dramatically. For every R1m invested in future expansion, approximately an extra 5 jobs can be created. Increase per capita Over and above the 22% of income flowing to lower income households, expanding the income, specifically public transport network will create further opportunities for the unemployed to be able to for lower income access work opportunities. households Competitive base of Improving the quality of infrastructure, in particular the quality of public transport, could infrastructure and only improve South Africa’s competitiveness position. -
Railways of the MENA Region, Tools of National and Foreign Policy
DHEEI – Mediterranean Studies Railways of the MENA Region, tools of national and foreign policy Master’s Thesis submitted by GALLOY Théophile Academic year: 2018-2019 Thesis Supervisor: Dr. Silvia Colombo Acknowledgements I wish to express my appreciation to my family, my co-students and CIFE for their valuable support throughout this year. I am also very grateful for the advice given by my fantastic supervisor Dr. Silvia Colombo, who has kindly dedicated some time to read, correct and advise me on my work, whilst allowing me to remain creative in my approach and research. I would also like to extend my thanks to my previous manager, Mr. Stephane Downes, and my previous employer, Mr. Stephane Rambaud-Measson, for opening me the doors of the railway industry and for passing on to me their knowledge and passion for this fascinating sector. I would also like to thank Dr. Ayadi Soufiane, the surgeon who successfully removed my infected appendix in Tunis, which allowed me to continue my work unimpeded. 2 Acknowledgements_____________________________________________________2 Table of Contents_______________________________________________________3 Introduction___________________________________________________________4 Part I: Understanding the political benefits of railway infrastructures______________6 1) The economic and social benefits of rail_____________________________6 2) Rail as a nation building infrastructure, a tool of power________________12 3) Rail as a region building infrastructure, a tool of integration____________19 Part II: -
Booklet for International Students
Booklet for International Students National Leader, Continental Actor and International Challenger EDITO Groupe ISCAE, feel at home while in Morocco, at the door of Africa In a world where technology and communication have considerably reduced cultural barriers, In a world where mentalities are more influenced by the generation you belong to rather than the country you come from, In a world where intercultural management is an opportunity and a key factor of success for companies, In a world where societies have to face the same challenges of globalization while keeping their local identity, In this challenging global environment, students’ mobility through win-win partnerships is a strategic objective for all business schools around the world. This is why Groupe ISCAE, as a pioneer local well-established Business School in Morocco, at the door of Africa, is reinforcing continuously its international collaboration. Every year, our students spend a semester abroad or enroll for double degree programs with one of our 50 international academic partners. We also welcome more and more incoming students who are seeking a unique academic and cultural experience. Recently, Morocco has emerged as a hub for African investment because of its location and history. It has actually a strategic position between Europe, Middle East and Sub-Saharan Africa, which makes it an increasingly attractive destination for both visitors and investors looking for growth opportunities. More specifically, the vibrant city of Casablanca, where the main campus is located, is at the heart of the financial and commercial activity of the country, offering a modern environment with a Moroccan local touch. -
In Brief N BOUYGUES IMMOBILIER
n BOUYGUES CONSTRUCTION 2 201 In Brief n BOUYGUES IMMOBILIER n COLAS n TF1 February 2013 n BOUYGUES TELECOM CONTENTS MESSAGE FROM MARTIN BOUYGUES 1 BOUYGUES TODAY 2 HIGHLIGHTS OF 2012 8 GROUP KEY FIGURES IN 2012 n Financial indicators 10 n CSR indicators 14 A CLOSER LOOK AT CONSTRUCTION 16 2012 IN THE GROUP n Bouygues Construction, full-service contractor 18 n Bouygues Immobilier, France's leading property developer 22 n Colas, a worldwide leader in road construction 26 n TF1, the leading private television group in France 30 n Bouygues Telecom, mobile, fixed, TV and internet services 34 n Business area CSR indicators 38 ALSTOM: BUILDING A MORE SUSTAINABLE WORLD 40 GROUP CONTACT DETAILS BOUYGUES IN BRIEF Bouygues is a diversified French industrial group With a sound financial profile, a stable shareholder listed on the Paris stock exchange (CAC 40). With structure and a strong and distinctive corporate operations in over 80 countries, it has more than culture, the Bouygues group focuses on markets 133,000 employees. sustained by robust demand. The Group's sectors of activity are construction Bouygues is listed on the Paris stock exchange (building/civil works, property development and (CAC 40 index, Euronext Paris Compartment A). roads), telecoms and media. It had a market capitalisation of €7.3 billion at Bouygues is also the leading shareholder in Alstom. 31 December 2012. EMPLOYEES 133,780 2012 SALES €33,547m (+3%) NET PROFIT MESSAGE ATT. TO THE GROUP €633m (-41%) FROM MARTIN BOUYGUES, DIVIDEND PER SHARE € CHAIRMAN AND CEO 1.60* (=) 2013 SALES TARGET €33,450m (=) (*) To be proposed to the AGM on 25 April 2013 he Bouygues group’s results in 2012 reflect the upheaval on the telecoms market. -
Urban Guidance: Detailed Coverage for Supported Transit Systems
Urban Guidance: Detailed coverage for supported transit systems Andorra .................................................................................................................................................. 3 Argentina ............................................................................................................................................... 4 Australia ................................................................................................................................................. 5 Austria .................................................................................................................................................... 7 Belgium .................................................................................................................................................. 8 Brazil ...................................................................................................................................................... 9 Canada ................................................................................................................................................ 10 Chile ..................................................................................................................................................... 11 Colombia .............................................................................................................................................. 12 Croatia ................................................................................................................................................. -
Gautrain Rapid Rail Link - the Project Concept
GAUTRAIN RAPID RAIL LINK - THE PROJECT CONCEPT E. van der Merwe*, GM Negota**, OAW van Zyl** * Superintendent General and Head of Department, Gauteng Department of Transport and Public Works, Private Bag X83, MARSHALLTOWN, 2107, Tel. (011) 355 7300, Fax (011) 355 7304, e-mail: [email protected] ** Khuthele Projects, PO Box 1237, PRETORIA, 0001, Tel. (012) 430 9966, Fax (012) 342 3922, e-mail: [email protected] INTRODUCTION In February 2000 Gauteng Premier, Mbazima Shilowa, announced the new Gautrain Rapid Rail Link between Johannesburg, Pretoria and Johannesburg International Airport (JIA) as one of the ten Spatial Development Initiatives (SDIs), now called Blue IQ projects. At the end of April 2000 a consortium of consulting companies was appointed to assist the Department of Transport and Public Works with the execution of the project. Since then good progress has been made, as will be described in this paper. This project is an important project for Gauteng and South Africa, and also unique in the sense that it will be the first of such modern metropolitan or regional rail systems to be provided and operated in Southern Africa. It is however in line with a world-wide trend towards such passenger rail systems. The number of metros globally increased from 25 in 1960 to 54 in 1980 and 100 in 2000. In 1998 there were 62 major airports in the world with passenger rail access and another 116 were being planned. The latter increased to more than 140 in 2001. The above are in developed and developing countries. This paper is one of four papers at this Conference dealing with the Gautrain project. -
Train Schedule North - South Line
Train Schedule North - South Line Monday to Friday Weekend and Public Holidays South to North North to South South to North North to South Depart Depart Depart Depart Depart Depart Depart Arrive Depart Depart Depart Depart Depart Depart Depart Arrive Depart Depart Depart Depart Depart Depart Depart Arrive Depart Depart Depart Depart Depart Depart Depart Arrive Park Rosebank Sandton Marlboro Midrand Centurion Pretoria Hatfield Hatfield Pretoria Centurion Midrand Marlboro Sandton Rosebank Park Park Rosebank Sandton Marlboro Midrand Centurion Pretoria Hatfield Hatfield Pretoria Centurion Midrand Marlboro Sandton Rosebank Park 05:30 05:34 05:38 05:42 05:49 05:58 06:06 06:12 05:26 05:33 05:40 05:49 05:55 06:00 06:04 06:08 05:30 05:34 05:38 05:42 05:49 05:58 06:06 06:12 05:26 05:33 05:41 05:49 05:56 06:00 06:04 06:08 05:50 05:54 05:58 06:02 06:09 06:18 06:26 06:32 05:46 05:53 06:00 06:09 06:15 06:20 06:24 06:28 06:00 06:04 06:08 06:12 06:19 06:28 06:36 06:42 05:56 06:03 06:11 06:19 06:26 06:30 06:34 06:38 06:10 06:14 06:18 06:22 06:29 06:38 06:46 06:52 05:56 06:03 06:10 06:19 06:25 06:30 06:34 06:38 06:30 06:34 06:38 06:42 06:49 06:58 07:06 07:12 06:26 06:33 06:41 06:49 06:56 07:00 07:04 07:08 06:20 06:24 06:28 06:32 06:39 06:48 06:56 07:02 06:06 06:13 06:20 06:29 06:35 06:40 06:44 06:48 07:00 07:04 07:08 07:12 07:19 07:28 07:36 07:42 06:56 07:03 07:11 07:19 07:26 07:30 07:34 07:38 06:30 06:34 06:38 06:42 06:49 06:58 07:06 07:12 06:16 06:23 06:30 06:39 06:45 06:50 06:54 06:58 07:30 07:34 07:38 07:42 07:49 07:58 08:06 08:12 07:26 07:33 07:41 -
La RATP Expérimente, À Partir De Mai 2012, Une Station De Bus Du Futur
DOSSIER DE PRESSE 22 mai 2012 www.ebsf.eu La RATP expérimente, à partir de mai 2012, une station de bus du futur dans le cadre du projet européen EBSF, coordonné par l’UITP et dans la continuité de sa démarche de recherche Osmose Engagée dans une démarche ambitieuse de recherche sur les espaces de transport du futur, appelée Osmose, la RATP expérimente, à partir du 22 mai, une station de bus pilote, boulevard Diderot à Paris, dans le cadre du projet européen EBSF (European Bus System of the Future). Cette réalisation concrète traduit la vision de la RATP sur la place qu’une station de bus conséquente peut occuper dans l’espace urbain, en tant que lieu multifonc- tionnel assurant une meilleure qualité de service aux voyageurs, aux passants et aux riverains. Son objectif volontariste est de contribuer à nourrir les réflexions des acteurs impliqués dans les problématiques des espaces de transport de surface, notamment les municipalités en charge de l’espace public, et les fournis- seurs de mobilier urbain. 1 1. La démarche Osmose de la RATP Pour rendre visible sa conception des futurs espaces de transport, et leur synergie avec les espaces urbains, la RATP s’est engagée dès 2009 dans une démarche baptisée Osmose. Cette action de recherche vise à promouvoir des aménagements urbains durables, une amélioration des fonctionnalités et des services rendus aux voyageurs, une qualité d’architecture, de design et de paysage urbain. Dans un premier temps, la RATP s’est consacrée aux stations de métro dans la perspective du Grand Paris, et a présenté en mai 2010 les résultats de ses travaux, fruits d’une collaboration avec trois agences d’architectes. -
Évaluation Ex-Post Du Projet De Financement Du Matériel Roulant Du Tramway De Casablanca
ÉVALUATION DES ACTIVITÉS DE DÉVELOPPEMENT 2017 SYNTHÈSE Évaluation ex-post du projet de financement du matériel roulant du tramway de Casablanca ÉVALUATION DES ACTIVITÉS DE DÉVELOPPEMENT 2017 Sommaire Avant-propos 7 Partie 1. Évaluation ex-post du projet de financement du matériel roulant du tramway de Casablanca 9 1. Synthèse 10 2. Executive Summary 15 Partie 2. Composition du groupe de référence de l’évaluation 19 Avertissement Les évaluations publiées par le ministère de l’Économie et des Finances ont pour objectif de rendre compte des activités d’aide au développement avec impartialité et d’améliorer leur efficacité. Ces évaluations sont conduites confor- mément aux principes du Comité d’aide au développement de l’Organisation de coopération et de développement économiques et dans le respect de la Charte de la Société française d’évaluation. Les appréciations, observations et recommandations exprimées dans la présente évaluation le sont sous la seule responsabilité des consultants qui l’ont réalisée et ne reflètent pas nécessaire- ment le point de vue officiel du ministère. Avant-propos Pour améliorer sa position au sein des capitales économiques de l’Afrique, Casablanca, premier pôle industriel et financier du Maroc et métropole la plus peuplée du Maghreb (4,2 millions d’habitants en 2014), avait souhaité répondre à la problématique du développement urbain en améliorant son réseau de transport. Dans cette perspective, la réalisation d’un tramway à Casablanca est devenue un projet emblématique de la coopération bilatérale entre la France et le Maroc. Il a bénéficié, tout comme le projet de tramway de Rabat, de différents outils d’aide français (prêts du Trésor, crédits à l’export, prêts AFD). -
FINANCIAL and CSR REPORT Attestation of the Persons Responsible for the Annual Report
2015 FINANCIAL AND CSR REPORT Attestation of the persons responsible for the annual report We, the undersigned, hereby attest that to the best of our knowledge the financial statements have been prepared in accordance with generally accepted accounting principles and give a true and fair view of the assets, liabilities, financial position and results of operations of the Company and of all consolidated companies, and that the management report attached here to presents a true and fair picture of the financial position of the Company and of all consolidated companies as well as a description of the main risks and contingencies facing them. Chairwoman and Chief Executive Officer Élisabeth Borne Chief Financial Officer Alain Le Duc CONSOLIDATED CONTENTS FINANCIAL STATEMENTS • Statutory Auditors’ report 63 MANAGEMENT Consolidated statements of REPORT comprehensive income 64 • Consolidated balance sheets 65 Financial results 4 Consolidated statements of cash flows66 Workforce, environmental and social information 11 Consolidated statements of changes in equity 67 Note on extra-financial reporting methodology Notes to the consolidated Financial year 2015 34 financial statements 68 Report by one of the Statutory Auditors 36 FINANCIAL STATEMENTS REPORT BY THE • PRESIDENT Statutory Auditors’ report 121 • Balance sheet 122 The Board of Directors 39 Income statement 124 Risk management and internal control and audit functions 43 Notes to the financial statements 126 Appendices 55 Statutory Auditors’ report 61 MANAGEMENT REPORT Financial results 4 Workforce, environmental and social information 11 Note on extra-financial reporting methodology Financial year 2015 34 Report by one of the Statutory Auditors 36 ORGANIZATIONAL CHART OF THE RATP GROUP – DECEMBER 31, 2015 TELCITÉ 100% TELCITÉ NAO 100% ReAl PROPeRT. -
2017 Financial and CSR Report Attestation of the Persons Responsible for the Annual Report
2017 Financial and CSR Report Attestation of the persons responsible for the annual report We, the undersigned, hereby attest that to the best of our knowledge the financial statements have been prepared in accordance with generally-accepted accounting principles and give a true and fair view of the assets, liabilities, financial position and results of the company and of all consolidated companies, and that the management report attached hereto presents a true and fair picture of changes to the business, the results and the financial position of the company and of all consolidated companies as well as a description of the main risks and contingencies facing them. Paris, 23 March 2018. Chairwoman and CEO Catherine Guillouard Chief Financial Officer Alain Le Duc CONTENTS Management Consolidated report fi nancial statements RATP group organisation chart 5 2017 financial results 6 Statutory Auditors’ report on the consolidated financial Social, environmental statements 89 and societal information 17 Consolidated statements Note on methodology of comprehensive income 93 for the extra-financial report 50 Consolidated balance sheets 95 Report by one of the Statutory Auditors 54 Consolidated statements of cash flows 96 Internal control relating to the preparation and treatment Consolidated statements of accounting and financial of changes in equity 97 reporting 57 Notes to the consolidated Risk management and internal financial statements 98 control and audit functions 63 Corporate Financial governance statements report Statutory Auditors’ report on the financial statements 153 Composition of the Board of Directors EPIC balance sheet 156 and terms of office 77 EPIC income statement 157 Role of the Board of Directors 77 Notes to the financial Compensation and benefits 78 statements 158 Appendices 78 ƙƗƘƞ FINANCIAL AND CSR REPORT ş ƚ 2017 management report RATP group organisation chart p. -
Transport Dossier De Presse RATP
Le transport public, notre métier Édition : février 2011 Édition Le transport public RATP Dev partenaire 29 filiales des collectivités en France et une présence dans notre 12 pays à l’international métierRATP Dev assure l’exploitation et la maintenance Une offre adaptée aux besoins des collectivités Nous intervenons dans les situations les plus variées, avec des offres systématiquement de réseaux de transport urbains et interurbains adaptées à vos environnements et problématiques locales. (bus, cars, tramways, réseaux ferrés et métro). Un savoir-faire et une expertise prouvés Nous sommes présents dans plus de 30 villes, Nous maîtrisons toutes les composantes de notre métier : conception et exploitation agglomérations et départements, en France de réseaux multimodaux (Bus, Métro, RER, Tramway), maintenance, sécurité, information des voyageurs, billettique, tarification, marketing client, etc. et dans de nombreux pays sur 4 continents. Forts de l’expérience et de l’expertise sans égales Des services aux coûts maîtrisés Nos spécialistes sont en mesure de vous proposer des choix techniques, économiques du groupe RATP, nous vous proposons des solutions et socialement responsables. La richesse et la diversité de nos expériences sont autant performantes, fiables et innovantes. de gages de notre efficacité et d’un service de qualité pour nos voyageurs. Efficaces, réactives et à l’écoute des besoins Une équipe à taille humaine de leurs clients, nos équipes de terrain déploient Nous vous apportons le dynamisme, la flexibilité et la culture entrepreneuriale de filiales de terrain dont les équipes peuvent en retour compter sur l’appui, les compétences quotidiennement leur savoir-faire pour développer, et la stabilité d’un leader mondial du transport public.