RATP Group, the World Leader in Automated Metro Systems 01 AUTOMATED METRO a MASS TRANSIT SOLUTION TAILORED to the REQUIREMENTS of SMART CITIES

Total Page:16

File Type:pdf, Size:1020Kb

RATP Group, the World Leader in Automated Metro Systems 01 AUTOMATED METRO a MASS TRANSIT SOLUTION TAILORED to the REQUIREMENTS of SMART CITIES RATP Group, the world leader in automated metro systems 01 AUTOMATED METRO A MASS TRANSIT SOLUTION TAILORED TO THE REQUIREMENTS OF SMART CITIES Over half of humanity now lives in towns automated systems, continues to innovate and cities. The urban population is growing and remains on the cutting edge of these very quickly (50% in 2020; 70% by 2050)*. technologies. The group achieves this by Cities will consequently have to deal with working closely with leading industries to exponential mobility needs. create increasingly high-performance and RATP Group safer systems. automated The mass transit sector, the RATP Group core business, is accordingly in full expan- RATP Group is the locus for extensive metro systems sion and remains the backbone of every experience in fully automated metro sys- key figures effective transport system in today's tems acknowledged worldwide, concentra- growing mega-cities. ted in the operation of Paris Line 14 and OrlyVal and the successful automation of 1.8 billion passengers per Automated metro systems epitomise Paris Line 1 without major interruption year, soon to be the smart solution for mass transit. They to operations. RATP Group is also moder- supplemented by address a number of needs: large transport nising and extending Paris Line 14 and passengers on networks capacity, safety, adaptability and regularity. automating Line 4. Thanks to the success in Doha and Riyadh Automated metro systems provide passen- of its new lines and line conversions, RATP …………………… gers with a high level of service and cut Group is one of the few operators in the 22 down on wait times on platforms (thanks world to field the engineering, operation fully-automated and to higher frequencies and greater commer- and maintenance skills required for this semi-automated lines cial speeds than in other metro system), kind of project. Automation projects for …………………… while maintaining high regularity. They current lines are extremely complex, in 250 km are a reliable means of transportation that particular given the need to maintain ser- of automated and requires cutting-edge expertise. vice during works. semi-automated lines currently in operation …………………… The global market for automated metro Automated metro systems are a major systems has strong growth potential (multi- asset in developing Group presence in 460 km plying by a factor of three by 2025) for both France (notably in the Grand Paris Express of lines by 2024 with new lines and converting existing ones both project) and internationally. both Paris and Algiers in France (the Grand Paris Express project networks extensions *Arthur D.Little, The future of urban mobility 2.0, 2014 as well as Doha and includes the creation of 200 km of driverless Riyad new networks. lines) and internationally. Thanks to its integrated know-how in engi- neering, operations and maintenance, RATP Group, the fifth largest public trans- port group in the world and a pioneer in RATP GROUP — 3 RATP Group, an historic 02 leader in automating metro systems A SERIES OF WORLD FIRSTS: 70 years’ experience automating metro and regional train lines 1952 1979 1991 1998 2010 2012 2018 ra Experiment 90% of Paris Operation of Paris Line 14 Operation of Conversion of The RER A regio- with automated metro lines OrlyVal, automa- enters service São Paulo Line 4*, Line 1 – the oldest nal train service driving have automated ted metro line as the first the first automa- and most heavily is the first high- 100% automated and semi-automated metro networks driving connecting with high-capacity ted line in Latin used metro line capacity rail line the airport automated metro America in Paris – without to be equipped operated by RATP Group line in the world significant traffic with automated * RATP Group interruption steering. PARIS, France ceased providing technical assistance 1.5 billion passengers yearly for the Sào São Paulo Line 4 at the 3 fully-automated lines: end of 2014 Line 1 – 181 million passengers per year SEOUL, South Korea Line 14 – 83 million passengers per year OrlyVal – 3 million passengers per year 154 million passengers yearly 11 semi-automated lines with driver 1 semi-automated line with driver Four levels of automation CONTROLLED SEMI-AUTOMATED AUTOMATED DRIVING FULLY-AUTOMATED MANUAL DRIVING CONTROL WITH DRIVER WITH ON-BOARD STAFF DRIVING The driver manages all aspects The train is operated using An operative (not a driver) is No staff aboard. of driving the train manually. automated controls. The driver is on board to open and close The control system manages G0A1 in charge of opening and closing doors and handle incidents. all operations, supervised MUMBAI, India doors, authorises the start-up of G0A3 remotely by a control centre. the train, monitors the tracks and G0A4 142 million passengers yearly handles unexpected situations. ALGIERS, Algeria 1 semi-automated line with driver G0A2 30 million passengers yearly 1 semi-automated line with driver DOHA, Qatar 3 fully-automated lines RIYADH, Saudi Arabia 2 fully-automated lines 4 — RATP GROUP GROUPE RATP — 5 according to need. Over 98% of passengers > ORGANISATION: questioned in a 2016 survey stated that Management of drivers’ careers after auto- Key they were satisfied with the service provi- mation ded on Line 14. During the automation process for Line 1, figures continuous labour dialogue was ensured .…………………… Furthermore, Line 14 has been Quality- based on volunteering and respect for dri- Over 98% Safety-Environment (QSE) certified since vers’ choices. A majority agreement was sig- of passengers 2011. The line also won EFQM R4E (Reco- ned with unions enabling Line 1 drivers to satisfied with gnized for Excellence) certification in 2017, join another line to continue in their current the service provided on an international recognition of the excel- careers or remain on the line in one of the Line 14 lence of operation, commitment by opera- new, more qualified professions arising from (Source: ting teams on a day-to-day basis and of the the automation process. perception survey for Ile-de-France-Mobilités maturity of its management system. in 2016). São Paulo Line 4 in Brazil, Paris metro Line 1, the first the first automated metro line hundred-year-old, high-capacity in Latin America (2010) metro line to be automated without operation interruption The state of São Paulo awarded the (2012) construction and operation contract in two phases as part of a public-private partner- A unique project anywhere in the world, ship (PPP) in 2010 for the first driverless Line 1 was fully automated in 2012 without metro line in Latin America to the ViaQua- major service interruption. The line, which tro consortium of which RATP Group was carries over 180 million passengers yearly, a member. The Group contributed its full A RATP GROUP, A PIONEER has subsequently been operating in fully expertise to implementing and operating automated mode without drivers (and with the line’s automated systems. IN AUTOMATING METRO LINES platform screen door). * RATP Group ceased providing technical assistance for The conversion of a hundred-year-old the São Paulo Line 4 at the end of 2014. Four major firsts in commissioning metro line into a fully automated one - wit- hout major traffic interruption throughout fully automated lines the project - was a significant challenge on multiple levels: OrlyVal, first airport connection Paris metro Line 14, the first > TECHNICAL: in France via automated metro high-capacity automated metro Integration of automation systems on a line (1991) line in the world (1998) in service line routes are normally defined according to the constraints of automation Flexibility is the key concept behind this Twenty years ago in 1998, the Paris metro systems. For Line 1, RATP Group adapted line, which carries three million passen- Line 14 was the first high-capacity, fully- automation system operation to the physi- gers per year, connecting Paris and Orly automated line to enter service. cal constraints of a line already in use international airport. The line adapts to the rest of the rail network by scheduling Line 14 now carries 83 million passengers > SAFETY: train departures in line with train arrivals per year with a wait time of 85 seconds Combined phase of operation with from Paris. in peak times, an unprecedented per- simultaneous running of trains with and formance anywhere in the world for a without drivers Multiple modernisation programs were broad-gauge automated line. Line 14 has implemented in 2017 on the OrlyVal ser- transported over a billion passengers since vice. Since then, the number of passen- its commissioning in 1998. gers on the line has risen by 21%. The OrlyVal service was also certified EFQM An innovative, high-performance system C2E (Committed to Excellence) in 2017 The quality of service made available to and gained ISO 9001, version 2015 cer- passengers on Line 14 is based on its train tification in 2018 for its high level of automation and operation system. The sys- service and quality of management. tem can inject or remove trains in real time 6 — RATP GROUP RATP GROUP — 7 Examples of semi-automated lines across the world In addition to its ability to operate fully automated, very high capacity lines (a rele- vant solution for very heavy traffic services such as Lines 1, 4 and 14 on the Paris network), RATP Group has developed unparalleled expertise in driving automation for large-scale projects such as the deployment of the OCTYS driving system on several lines on the Paris metro network. Lines 3, 5 and 13 have been modernised accordingly and lines 6, 9 and 11 are currently being equipped. The system shortens the interval between trains with complete safety. OCTYS Open Control of Train Interchangeable Integrated System developed by RATP Group, is a key component of the metro modernisation program (semi-automa- ted with driver) that uses solutions developed by each industrial group indiffe- rently, thereby ensuring system interoperability.
Recommended publications
  • 2018 Financial and CSR Report Attestation of the Persons Responsible for the Annual Report
    2018 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 presents a true and fair picture of the results and financial position of the consolidated companies and of all uncertainties facing them. Paris, 29 March 2019 Chairwoman and CEO Catherine Guillouard Chief Financial Officer Jean-Yves Leclercq Management Corporate report governance Editorial 4 report Profile 6 The Board of Directors 89 RATP Group organisation chart 14 Compensation of corporate officers 91 Financial results 16 Diversity policy 91 Extra-financial performance Appendix – List of directors declaration 28 and their terms of office at 31 December 2018 91 International control and risk management 69 Consolidated Financial fi nancial statements statements Statutory Auditors’ report on the financial statements 156 Statutory Auditors’ report on the consolidated financial statements 96 EPIC balance sheet 159 Consolidated statements EPIC income statement 160 of comprehensive income 100 Notes to the financial statements 161 Consolidated balance sheets 102 Consolidated statements of cash flows 103 Consolidated statements of changes in equity 104 Notes to the consolidated financial statements 105 RATP Group — 2018 Financial and CSR Report 3 Editorial 2018 – a year of strong growth momentum and commitment to the territories served 2018 was marked by an acceleration in RATP Capital Innovation continues to invest the Group’s development in Île-de-France, in new shared mobility solutions and smart cities, in France and internationally.
    [Show full text]
  • Project Public Transport Interconnections and Cable Technologies
    Asnières-sur-Seine, 1 June 2015 Press Release LAUNCH OF “I2TC” PROJECT PUBLIC TRANSPORT INTERCONNECTIONS AND CABLE TECHNOLOGIES CABLE TRANSPORT FOR SUSTAINABLE CITIES The aim of the I2TC project is to adapt cable transport systems, typically used in mountain settings, to the requirements, challenges and needs of modern and sustainable cities. I2TC stands for “public transport interconnections and cable technologies”. This applied R&D project received funding from the French government after winning a call for projects (Fonds unique interministériel 17). It is being carried out by an Eiffage-led consortium comprising POMA, a cable transport specialist; RATP, a public transport corporation; CD- VIA, a consulting firm; The Vibrant Project, a digital agency; the University of Paris I Panthéon-Sorbonne; and engineering schools ENSTA ParisTech and École Centrale de Lyon. Certified by the Advancity and LUTB competitiveness clusters, the €4.3 million project receives €1.6 million in funding from the Fonds unique interministériel,* the City of Paris and the Île-de-France and Rhône-Alpes regions. The three-year I2TC project will encourage the development of cable-drawn urban transport both domestically and worldwide and will spotlight France’s excellence in this field. The project’s major goal is to relieve traffic congestion by overcoming various obstacles and congested roads and by taking fullest advantage of the third, overhead dimension as a dedicated public transport lane. By avoiding interference with ground vehicle traffic, this method of transport provides an opportunity to improve dense or suburban sections of metropolitan areas and extend existing urban networks. I2TC takes a market-based approach to implementing sustainable development objectives, with a strong focus on contemporary and future cities’ social and civic goals as well as a low-carbon, economical and energy-efficient environmental solution leading to significant urban improvement.
    [Show full text]
  • International Student Welcome Guide TABLE of CONTENTS 4Ì PRACTICAL 3Ì P52 INFORMATION P32 UNIVERSITY LIFE P54 University Calendar
    2020 > 2021 International Student Welcome Guide TABLE OF CONTENTS 4ì PRACTICAL 3ì P52 INFORMATION P32 UNIVERSITY LIFE P54 University Calendar 2 P34 Organisation of Studies P58 Paris 1 Panthéon-Sorbonne ì Study Centres P10 STUDY IN PARIS P36 Becoming a Student at Paris 1 1 Panthéon-Sorbonne P60 Acronyms ì P12 Administrative Procedures > Enrolment P62 Contacts UNIVERSITÉ PARIS 1 > Visas and residence permits > Orientation week > International Relations P4 PANTHÉON-SORBONNE > Accommodation Department P40 Ressources > Health > Paris 1 Panthéon-Sorbonne P6 About the University > Banks > IT Services > Emergency Numbers > Libraries P8 Key Figures P22 Living in Paris P63 Check-lists P45 Societies and cultural activities > Budget > Working in France > Clubs and Societies > Getting Around > Cultural Activities > Going Out P48 Sports P50 Eating 1 UNIVERSITÉì PARIS 1 PANTHÉON-SORBONNE PANTHÉON-SORBONNE 1 PARIS P6 About the University P8 Key Figures RESEARCH INTERNATIONAL 1ì EXCELLENCE REPUTATION ABOUT Teaching and research are intrinsically linked Université Paris 1 Panthéon-Sorbonne is THE UNIVERSITY at Université Paris 1 Panthéon-Sorbonne. very well placed in international rankings. As with teaching, research is also structured In the 2020 QS World University Rankings PANTHÉON-SORBONNE 1 PARIS around three major disciplinary areas with by discipline the university was one of Université Paris 1 Panthéon-Sorbonne was founded in the 13th century 36 research teams and 10 doctoral schools. the best-classed in France, with seven as the Collège de la Sorbonne by Robert de Sorbon and is located in One PhD viva takes place every day at the departments placed in the top 50 for their the heart of the capital’s Latin Quarter.
    [Show full text]
  • Transports En Commun
    Transports en commun Pantin dispose d'une offre particulièrement performante en termes de transports en commun. Ville dite de « première couronne », elle bénéficie de tous les réseaux de transports d'île-de-France (bus, métro, RER) permettant des déplacements faciles de Pantin à Paris ou au coeur de la banlieue. Soucieuse d'optimiser encore la qualité de son réseau, la ville a largement favorisé l'arrivée du tramway T3 qui propose 3 stations pantinoises et celle d'un bus nouvelle génération en site propre, le Tzen, sur la RN3 à l'horizon 2020. Le RER E sera quand à lui prolongé vers l'ouest de Paris à l'horizon 2024. Depuis le 11 mai 2020, dans les transports en commun, il est obligatoire de porter un masque. Le non respect du port du masque sera passible d'une amende de 135 euros. Un très important réseau de bus : Depuis 2001, le réseau de bus est en constante amélioration : prolongement de la ligne parisienne 61 jusqu'à Église de Pantin doublement de la ligne 330 renforcement des fréquences de bus pour les lignes 170, 318, 249 périodicité accrue des bus de nuit Aujourd'hui, la ville de Pantin est desservie par : 13 lignes de bus en journée : 61 : Gare d'Austerliz / Église de Pantin • 134/234 : Fort d'Aubervilliers / Bondy-Jouhaux - Blum • 145 : Église de Pantin / Cimetière de Villemomble • 147 : Église de Pantin / Sevran-avenue Ronsard • 150 : Porte de la Villette-Pierrefitte / Stain RER • 151 : Porte de Pantin / Bondy-Jouhaux - Blum • 152 : Porte de la Villette/Gonesse-ZAC des Tulipes/Le Blanc Mesnil-ZA Port Yblon • 170 : ligne labélisée « Mobilien » : Gare de St Denis / Porte des Lilas • 173 : Porte de Clichy / La Courneuve-8 mai 1945 • 249 : Porte des Lilas / Dugny • 318 ligne labélisée « Mobilien » : Château de Vincennes / Pantin-Raymond Queneau • 330 : Fort d'Aubervilliers / Raymond Queneau En raison de travaux d'injections des carrières Voie de la Déportation, la navette de bus L330 en direction du Fort d'Aubervilliers est déviée par la rue Méhul jusqu'au mois d'octobre 2021.
    [Show full text]
  • GREEN EMTN PROGRAMME FRAMEWORK March 2021
    DIRECTION FINANCIERE CADR GREEN EMTN PROGRAMME FRAMEWORK March 2021 www.societedugrandparis.fr/sgp/investors 1 Contents 1.CONTEXT _______________________________________________________________________ 3 1.1. A LEGAL AND REGULATORY FRAMEWORK DEFINED BY LAW ____________________ 3 1.2. AN ECONOMIC AND FINANCIAL MODEL BACKED BY THE STATE _________________ 3 1.3. SUBSTANTIAL INVESTMENTS TO SERVE A GROUND-BREAKING PROJECT ________ 4 2.THE GRAND PARIS EXPRESS, A STRUCTURALLY "GREEN" PROJECT _____________________ 7 2.1. THE APPLICABLE FRAMEWORK OF ENVIRONMENTAL REGULATIONS _____________ 8 2.2. EXPECTED IMPACTS OF THE PROJECTS FUNDED BY THE SOCIÉTÉ DE PARIS GREEN BOND (EMTN) PROGRAMME ____________________ 9 2.2.1. Emission factors ___________________________________________________________ 9 2.2.2. Social and economic impact _________________________________________________ 13 3.THE SOCIÉTÉ DE PARIS EMTN GREEN BOND PROGRAMME FRAMEWORK ________________ 14 3.1. THE RATIONALE OF THE SOCIÉTÉ DU GRAND PARIS EMTN GREEN BOND PROGRAMME _________________________________________ 14 3.2. USE OF PROCEEDS ______________________________________________________ 15 3.2.1. Eligible Assets ____________________________________________________________ 15 3.2.2. Environmental and social goals and benefits ____________________________________ 17 3.2.3. Contribution of the Grand Paris Express to the United Nations Sustainable Development Goals (SDG) ________________________________________ 17 3.3. PROJECT SELECTION AND EVALUATION PROCESS ___________________________
    [Show full text]
  • Les Hubs Du Grand Paris
    LES HUBS DU GRAND PARIS La ville s’invente autour des gares du Grand Paris Express LE GRAND PARIS EXPRESS RÉGION ÉCONOMIQUE D’EUROPE UN MÉTRO ET PREMIÈRE DESTINATION 1 TOURISTIQUE AU MONDE ÉCOLOGIQUE POUR UNE VILLE INTELLIGENTE ET DURABLE 6MD’EMPLOIS 01 Circulant en rocade autour de la capitale, le futur réseau 31 % DU PIB NATIONAL, SOIT de transport de la métropole du Grand Paris connectera tous les territoires de l’Île-de-France entre eux et avec Paris. 612 MDS € Ce sera un accélérateur économique, technologique et social sans précédent, qui reliera les trois aéroports TRANSPORTS franciliens, les quartiers d’affaires et les pôles 8,5 M EN COMMUN / JOUR scientifiques. Les hommes, les idées et les biens y circuleront plus vite. DU TERRITOIRE Le réseau simplifiera le quotidien des Franciliens. Il réduira 2%FRANÇAIS les disparités spatiales et de mobilité. Il contribuera à créer de nouveaux pôles de développement pour un meilleur cadre de vie, une richesse mieux répartie et DE DÉPLACEMENTS un accès à l’emploi facilité. Lors de sa mise en service 41 MQUOTIDIENS complète, le Grand Paris Express générera 100 milliards d’euros de PIB supplémentaire, plus de 115 000 emplois s’ajoutant à ceux suscités par la croissance naturelle de la région. Autour des 68 gares du futur métro, ce sont entre 250 000 et 400 000 logements qui seront construits pour répondre aux besoins des habitants. Le Grand Paris Express est donc plus qu’un réseau 12 M de transport, c’est l’ossature du futur développement de toute la région Capitale, qui servira les habitants, D’HABITANTS les collectivités, les acteurs économiques et offrira un gisement d’innovations inédit.
    [Show full text]
  • Study Visit in Île De France
    STUDY VISIT IN ÎLE DE FRANCE On 4 and 5 June 2015, the European Club of Intermodal Regions and Cities, managed by INTERMODES, and STIF (Syndicat des Transports de l’Île de France) invite you to experience the transport network of the Île de France region. STIF is the Ile de France region’s transport authority. Since 2006 it consists of the Ile de France region, the city of Paris and the counties of Essonne, Hauts-de-Seine, Seine-Saint-Denis, Seine-et-Marne, Val-de -Marne, Val d'Oise and Yvelines. It is chaired by the President of the Ile de France Regional Council, Jean-Paul Huchon. Sophie Mougard, its CEO, will introduce the two-day technical visit. STIF is the main financier of the Île de France public transport. STIF « organizes the passengers’ regular public transport services ». As such, STIF is assigned with the mission of deciding on the transport routes and the stations, of the operators’ selection, of the technical implementation definition as well as of the operation general conditions. It decides on the services financing, and monitors the investment programmes’ coherence. STIF settles on a pricing policy in line with State Council decrees. It promotes transport for people with reduced mobility, organizes on demand transport services and, is also competent for the organization of passengers’ fluvial regular public transport. In this capacity, STIF organizes, coordinates and finances the passengers’ regional public transport, which are operated by RATP, SNCF Île-de-France and other private transport operators grouped in the OPTILE association. To this end it: - Defines general conditions of operation, creates tickets and sets fares; - Defines the transport offer and the quality of services in the framework of contracts with industrial companies and service providers; - Coordinates the regional public transport network’s modernization, by defining the public investment’s principles which include major infrastructure projects planned in the frame of the State- Region Investment Plan, and by deciding on their implementation rules.
    [Show full text]
  • Grand Paris Express, Europe's Biggest Building Project
    02 Grand Paris Express, 03 Le Mesnil-Amelot Start-up schedule 17 2019 Mairie de Saint-Ouen 14 H Aéroport Charles de Gaulle T4 Europe's biggest BARREAU Saint-Lazare DE GONESSE B Aéroport H RER C Charles de Gaulle T2 H RER D RER B CDG EXPRESS buildingA RER project J Triangle de Gonesse 2022 L H J B Noisy – T13 Parc des Expositions J 17 Champs T11 Aulnay Pont de Sèvres 200 KM EXPRESS K of new lines T11 Le Bourget Aéroport Aulnay 15 RER A - E 16 T11 13 Sevran – Beaudottes J EXPRESS Le Blanc-Mesnil 2023-2024 T11 Sevran – Livry 17 CDG (T2) Bois-Colombes Les Grésillons La Courneuve A J - L “Six Routes” 16 17 RER B 4 RER A - E 13 Saint-Denis Saint-Denis Pleyel Le Bourget RER Colombes Pleyel T4 16 additionalEXPRESS T13 Mairie Mairie de Saint-Ouen 14 d’Aubervilliers Drancy – Bobigny lines La Garenne-Colombes Les Agnettes Stade de 12 Olympiades Noisy – France 7 Bobigny Pablo Picasso T4 Saint-Ouen Mairie 15 Clichy – Montfermeil Champs Nanterre La Folie de Saint-Ouen Fort 5 Pont de Bondy Bécon- T4 CEA RER A les-Bruyères Saint-Ouen RER C d’Aubervilliers T13 15 T11 T4 RER E Saint-Aubin 18 A Porte de Clichy L Bondy 1 Aéroport d’Orly Rueil La Défense 3 Pont 90 % U LIGNE 11 16 Cardinet Villemomble Seine L 14 underground Nanterre 2025 La Boule U Rosny Bois-Perrier Saint-Lazare E Chelles P Saint-Denis A Rueil - Neuilly Rosny Pleyel L Suresnes Les Fauvettes Châtelet Les Halles 3 Marne Nanterre Rosny “Mont- Neuilly Bois-Perrier 68 Valérien” RER C Val de Fontenay Hôpitaux 15 9 15 RER A RER A stations T13 EXPRESS 15 11 Gare de Lyon 11 Pont de Sèvres Saint-Cloud
    [Show full text]
  • 2018 Activity Report
    2018 Activity report Comments by the Supervisory Board on the 2018 Société du Grand Paris Activity Report In 2018, the Grand Paris Express entered the construction phase. With more than 100 worksites now simultaneously operating in the Île-de- France region, several tunnel boring machines at work on Line 15 South and initial civil engineering works under way on Lines 16 and 14 south of Paris, the scale and momentum of the Paris-area project are now clearly visible. Funding for the Grand Paris Express project was secured through an initial green bond issue in 2018. The project meets the green bond criteria because the new metro system will bring about a significant modal shift, particularly in inter-suburban travel, and will speed up urban densification around its 68 future stations. This funding method also fits with the sustainable development approach taken by Société du Grand Paris from the outset of the works phase, with a major emphasis on local employment. This is the first time that a 100% green bond issuer has raised money in the international markets. With more than 150 investors worldwide, the €1.75 deal was twice oversubscribed. The Supervisory Board is delighted with the success of this bond issue, which shows the international appeal of the Grand Paris Express. Société du Grand Paris, a public agency, changed its organisational structure in 2018. Following Supervisory Board approval in April 2018, Thierry Dallard was appointed Chairman of its Management Board. After the 2019 Finance Law raised its employment cap, Société du Grand Paris is changing its organisation and structure.
    [Show full text]
  • RATP Group 2019 Green Bond Impact Report
    RATP group Green Bond allocation and impact report JUNE !"#$ RATP group: a long term corporate social responsibility commitment p. ! RATP inaugural Green Bond: description of projects financed by bond proceeds p. " RATP inaugural Green Bond: allocation report p. #$ RATP inaugural Green Bond: impact report p. #" Attestation by one of RATP EPIC’s Statutory Auditors on the allocation of proceeds from the Green Bond issuance of June !, "#$% p. !% ND GREEN BOND RATP GROUP IMPACT REPORT The RATP group CSR policy relies on three pillars RATP group: and nine strategic priorities a long term corporate social responsibility commitment Be a major player Reduce Mobility is an essential lever in responding to the in sustainable mobility and its environmental increasing societal and environmental challenges in the sustainable city footprint tomorrow’s cities. As a privileged partner of French regions, RATP Group is actively committed, on a daily # ( Reduce its carbon footprint basis, to achieving a more inclusive, ecological and Build a connected Assert its human city. and accessible mobility offer and save its resources ! social and societal ) responsibility Develop a circular economy In "#$&, RATP was awarded the Afnor “Engagé RSE” Act in favour * (CSR Commitment) label. It is the world’s first transport of environmental health ' $ Promote steps for company having obtained the confirmed maturity level Foster urban integration Contribute to economic continuous improvement with such a broad scope from the first assessment. This and mixed-use buildings
    [Show full text]
  • Years of Leading Innovation in International Transit
    1968 -2018 Years of Leading Innovation in International Transit Conduent Transportation in France From Mid-sized French Organization to Multinational Company This year Conduent Transportation celebrates 50 years of business in France – commemorating five decades of driving technological innovation in the international transit industry. Our transformative inventions include the first validators permitting contactless ticketing, the first interoperable transit system and a mobile device-based ticketing system. During the past 50 years the face of our organization has changed. From beginning in 1968 as a medium-sized company, “Crouzet,” we gradually grew in size and capabilities, becoming “Ascom Monétel” (1995) and “ACS Solutions” (2005), before evolving into American multinational, Xerox Business Solutions (2010). Finally, in 2017, we became Conduent, Inc., a Fortune 500 company and a leading business- to-business digital interactions firm. We serve 65 of the Fortune 100 in 35 countries. Based in Valence, the French office of Conduent Transportation is the company’s lead, global office for Public Transit solutions. We invite you to learn more about this office’s fascinating, international journey and how we have helped transform the transit industry. Here are a few key highlights. 1968 – early 1970s Innovator in magnetic ticketing We sign our first ticketing contract with the Mexico City metro. As part of the contract we install the automatic ticket vending machines and verification systems. During this time we also co-invent the digital, magnetic card reader in collaboration with the RATP Group. The reader is able to encode eight bytes of information on each magnetic ticket. Conduent Transportation France also partners with RATP in creating an automated solution for the sale and verification of tickets for the prestigious RER Réseau Express Régional in Paris.
    [Show full text]
  • Étude De La Desserte En Transport Du Secteur D'orly Aux Horizons 2025
    Étude de la desserte en transport du secteur d’Orly aux horizons 2025-2035 Atelier Conception et Exploitation des Systèmes de Transport - M2 Transports et Mobilités, 2019-2020 La commande Présentée en deux phases, la commande passée par l’EPT visait tout d’abord à présenter un regard neuf sur les principaux points de malfonctionnement du territoire en termes de mobilité, ce qui nécessite d’identifier ces derniers. Dans une seconde phase, l’objectif était d’évaluer l’adéquation entre les projets de transports actuellement en cours et les besoins du territoire, à horizon 2025 et 2035. Cette deuxième partie de l’étude demandait de travailler à la modélisation des projets ainsi que des besoins. Le contexte L’Établissement Public Territorial (EPT) Grand-Orly Seine Bièvre représente un territoire du Sud du Grand Paris de 24 communes et 2 départements où de nombreux projets d’aménagement et de transports sont en cours. Parmi eux, une quarantaine de ZAC, onze projets de rénovation urbaine, l’arrivée des lignes de métro 14, 15 et 18, des lignes de trams 7 et 9 ainsi que des gares du Grand Paris Express (GPE). Le territoire d’étude est le Grand Orly. Il s’agit de 15 communes situées aux alentours de l’aéroport d’Orly et des des différentes secteurs d’emplois comme le Marché d’Intérêt National de Rungis. Méthodologie Planning de l’atelier La phase 1 a débuté par un travail de veille avec des documents tels que les Enquêtes Globales Transport de 2010 et de 2020, les accords cadres du contrat de développement territorial, des documents de l’Atelier Parisien d’Urbanisme (APUR) comme des monographies de quartiers ou des études transports.
    [Show full text]