The Deloitte City Mobility Index Gauging global readiness for the future of mobility
By: Simon Dixon, Haris Irshad, Derek M. Pankratz, and Justine Bornstein
Where should cities the Internet of Things, artificial intelligence, and go tomorrow? other digital technologies to develop and inform intelligent decisions about people, places, and prod- ucts. A smart city is a data-driven city, one in which Unfortunately, when it comes to designing and municipal leaders have an increasingly sophisti- implementing a long-term vision for future mobil- cated understanding of conditions in the areas they ity, it is all too easy to ignore, misinterpret, or skew oversee, including the urban transportation system. this data to fit a preexisting narrative.1 We have seen In the past, regulators used questionnaires and sur- this play out in dozens of conversations with trans- veys to map user needs. Today, platform operators portation leaders all over the world. To build that can rely on databases to provide a more accurate vision, leaders need to gather the right data, ask the picture in a much shorter time frame at a lower cost. right questions, and focus on where cities should Now, leaders can leverage a vast array of data from go tomorrow. The Deloitte City Mobility Index
Given the essential enabling role transportation theme analyses how deliberate and forward- plays in a city’s sustained economic prosperity,2 we thinking a city’s leaders are regarding its future set out to create a new and better way for city of- mobility needs. ficials to gauge the health of their mobility network 3. Service and inclusion. Urban mobility and their readiness to embrace the future. The result should be accessible to all residents. Exemplary is the Deloitte City Mobility Index (DCMI), a collec- cities in this category offer widespread coverage tion of conscious choices based on our vision of what and modest wait times for public transit, afford- smart urban mobility should look like. The DCMI is able options, and user-friendly ways to access a an in-depth exploration into the rapid changes oc- variety of transportation modes. curring in the way people and goods move about, with intermodal journeys, active transportation With these three themes as our lodestar, we dug options, such as sidewalks and bicycle lanes, and into the component pieces of each. public transit playing prominent roles. The DCMI places economic prosperity at its core, takes a holis- tic view of the city’s entire mobility landscape, and What we learned: it is informed by our clear image of how the future Select findings of mobility could unfold in urban areas. 3 Here you will find an overview of how we con- “WHAT’S PAST IS PROLOGUE” — structed the DCMI and a discussion of some of our BUT NOT DESTINY key findings. We invite you also to explore theac- Some of the cities we looked at are centuries old; companying in-depth city profiles and interactive they reflect countless choices made by political lead- feature, which we will be expanding over time. ers, businesses, and residents over time. Naturally, those circumstances, both physical and political, shape today’s mobility landscape, and affected their Measuring urban rankings in our index. Cities in which decision-mak- mobility performance ing authority rests with multiple actors, like Paris and Washington DC, often struggle with articulat- To develop a picture of mobility across the globe, ing and acting upon a cohesive vision for the future. we went beyond what transportation looks like That said, many of the cities we profiled have today to explore what mobility could be in a truly shown a remarkable ability to overcome their cir- smart, liveable, economically vibrant city. Three key cumstances through new approaches. The mobility themes emerged from this research: profile of Columbus, Ohio, for example, is typical 1. Performance and resilience. Urban mobil- of many mid-sized American cities: car-dominated, ity should be efficient. It’s a given that the trains with limited public transit but also limited conges- should literally run on time. But cities that tion due to its modest size. Faced with rapid growth scored highest in this category also minimize and critical shortcomings, especially when it came congestion and travel times, maintain roads and to key health outcomes, city leaders crafted an am- other infrastructure, and offer multiple, inte- bitious strategy to remake Columbus’s transporta- grated modes of transportation. tion system into a model for smart mobility.4 Even 2. Vision and leadership. Urban mobility re- weather need not be a hindrance. Walking and cy- quires innovation, coordination among stake- cling are most prevalent in Paris, Berlin, and Am- holders, and direction. Creating a high-per- sterdam—all northern European cities. Helsinki is a forming, resilient, and inclusive mobility system top performer, too, where it frequently snows! is unlikely to happen by accident. This second
2 The Deloitte City Mobility Index
INTEGRATION IS KEY consuming to utilize. But driving private cars adds Cities with high population densities such as to congestion, pollution, and parking challenges, London, Singapore, and Berlin scored highest on not to mention the financial burden it places on transportation performance. With more people families. In fact, some families find that the lower funding systems that cover less ground, these cities costs associated with a move outside of the city core get more bang for their bucks. Cities with large geo- are offset by car ownership costs or expensive travel graphic areas, such as New York and Chicago, tend passes. City governments would do well to work to- to do better within city limits but do not perform as gether with their surrounding regions to fix this is- well in their larger exo-urban areas. sue, and to do so quickly. One reason for this may be the lack of integra- There is also a direct tie between the presence tion, coordination, and effective governance among of multiple regulatory authorities and service pro- transportation regulators and providers between viders and having a lower ability or willingness the city and the suburbs, and between public and to explore innovative solutions. In our index, the private entities. The city proper usually has one leading innovations include smart parking and transit authority, surrounding areas have their own, ticketing, integrated payments, intelligent transit and the level of cooperation between the various systems, and electric vehicle infrastructure. For entities can vary widely. While this is improving in any of these efforts to succeed, they often need to many of the cities surveyed, it still has a ways to go. be offered across commuting corridors and inter- Our findings suggest that having multiple regu- agency (regulatory body) coordination and coop- latory providers inhibits a smoothly functioning eration are required. Data integration, governance, and integrated transportation system, but inter- and security are also easier with more tightly linked agency coordination can be successful. In Toronto, governing bodies. for example, the Toronto Transit Commission han- Finally, the data suggests that more than any dles public transportation within the city, while a other indicator, having low levels of integration is multitude of smaller authorities (GO Transit, YRT/ correlated with low readiness to face the future of Viva, MiWay, and others) cover the surrounding mobility. Creating seamless urban transportation municipalities. The various authorities operated demands a unity of purpose and an ability to act in largely independently—for years, passengers travel- concert across different modes and jurisdictions. ling between regions required multiple tickets and, apart from a few exceptions, travellers who crossed THE CHALLENGES OF PRIVATE CARS boundaries had to pay two fares. However, since Our vision for smart urban mobility emphasizes city leaders created the Greater Toronto Transpor- active transportation and public transit. That neces- tation Authority and the region’s “Big Move” initia- sarily means any city that relies heavily on private tive in 2009, integration has proceeded in stages. cars—as many US cities do—will fare poorly on When completed, this multiyear endeavor will fully several metrics in the index. We think that choice integrate a number of transit systems across On- is reasonable. Our analysis—and many others’—re- tario, allowing users to pay fares with a single card veals a number of deleterious consequences from across the network.5 overreliance on private autos, including congestion, As cities grow and expand and housing costs rise, pollution, and accidents.6 If cities continue to grow— many young families have little choice but to move and the Organisation for Economic Co-operation to the suburbs and commute into the city for work. and Development (OECD) predicts that 70 percent Too often, it becomes clear that the only viable com- of the world’s population will live in urban areas by muting option is driving; absent a single authority 20507 —then public and private players need to find or close coordination among multiple authorities, ways to move people and goods in ways that maxi- public transportation can be too complex and time- mize use of space and minimize such social costs.
3 The Deloitte City Mobility Index
Private cars can work well in some circum- B, cycling across a large city is a less viable option. stances and are an important piece of the mobility While it is relatively easy for cities like Amsterdam landscape, however. Geographically spread-out cit- and Helsinki to do well in this regard, their recipes ies tend to favor car use, and North American and for success may be hard to replicate in a sprawling Australian cities are among the most geographically metropolis, such as Los Angeles. spread out of cities measured. Thus, they have a The role of culture is also much more important higher modal share of private cars and a lower share to the development of a transportation system than of active transportation. Their strategic plans also we usually assume. Casual ridesharing is common tend to focus more on road improvements and road- in cities such as Washington DC (where it is known based transportation. as “slugging”) and New York, but less so in other US Still, cities that rely heavily on personal vehicles cities. Similarly, Amsterdam is quite famous for its should think through ways to optimize their use. cycling culture, but this seems not as common in For example, by augmenting private ownership other cities, even those with similar geographic and with carsharing and ridesharing, perhaps as part of population profiles. a mobility-as-a-service solution, it may be possible Then there is the issue of social attitudes toward to keep the cars-to-people ratio in check—or even public transportation, such as “bus stigma” and the drive it down. And cars are often the fallback op- importance of “car culture.” Cities can spend bil- tion when the first mile/last mile problem is unsolved. lions to upgrade their transportation systems, but Our research suggests that if getting to public trans- if the public perceives that taking a bus or train is portation is a problem, people will get in their cars . . . a second-class option compared to driving in, pas- and won’t get out until they reach their destination. senger numbers will not increase. Such was the case Creating convenient and affordable solutions for for Denver (not included in our survey).9 Car own- the beginning and end of a journey—think bicycle- ership is deeply ingrained in the American psyche, sharing, dynamic shuttles, and ride-hailing, ideally is reinforced by decades of advertising by automak- integrated via a full-fledged mobility-as-a-service ers,10 and is an increasingly important status symbol offering—can be an important step to reducing reli- in China.11 Overcoming those cultural barriers could ance on personally owned vehicles. be particularly challenging for transportation plan- Paris has made significant strides in reducing ners. They should consider ways either to work with the number of single occupancy vehicles. It intro- prevailing beliefs, or to find ways to shape them duced a pioneering bicycle-sharing plan in 2007, an gently.12 electric carsharing plan in 2011, and closed off the left bank of the Seine to cars in 2013. As a result, traffic has dropped by more than 30 percent in the Remaking your mobility past 15 years.8 landscape
CULTURE’S ROLE IN TRANSPORTATION From our research, we found that mobility plays Similar to the EU’s designation for traditional a central role in a city’s economic prosperity. This foodstuffs of specific character, a city’s mobility sys- is why the rewards for getting it right are poten- tem will ultimately be shaped by its culture and “ter- tially great. Looking for out-of-the-box solutions roir” and have its own distinctive local flavor. to solve their problems, leading future of mobil- Geography plays a massive role in mobility, and ity cities demonstrate that finding money is rarely this is something that leaders should consider when a long-term solution. Their success tends to stem looking at other cities for inspiration. Spread-out from integration and innovation rather than sheer cities tend not to rank highly for active transporta- investment. tion. This is no surprise: If you have to get from A to
4 The Deloitte City Mobility Index
For cities that have fared poorly across specific will produce better returns over time. While adding indicators, all is not lost. Given the speed of change more service or building more roads can be helpful, and technological trends, any city has the opportu- developing better-integrated strategies with greater nity to radically remake its mobility landscape over involvement from the private sector often yields the next five to ten years. Cities that rank poorly to- better results. In these scenarios, the government day could leapfrog to become leaders in the future of often takes on different roles, such as enabling data mobility by deploying advanced solutions that solve sharing, monitoring cybersecurity, incentivizing some of transportation’s perennial problems. private-sector innovation and participation, and es- Leaders need to identify what the “right” kind of tablishing the standards and rules by which mobil- spending is—typically, those that integrate systems ity providers must abide. or introduce technological improvements. These
DCMI METHODOLOGY We chose more than 60 unique data parameters based on a review of existing literature, their correlations with economic growth, and our research team’s analysis. Data was gathered from a variety of sources, including government statistical databases, third-party reports, private vendors, and nongovernmental organizations. We then brought in the qualitative judgments of a variety of experts on urban mobility or particular cities, both inside and outside Deloitte.
We assigned each metric a score between 1 and 5 based on the data parameters within it. Depending on the metric, score assignment involved converting a qualitative assessment into a number, indexing data to create a relative score, or both. We applied some data parameters and metrics to more than one theme.
To look specifically at a city’s readiness for the future of mobility, we focused more closely on the parameters that dealt with “smart” or “digital” elements of transportation. In particular, the DCMI looks at integrated and shared mobility, vision and strategy, innovation, regulatory readiness for the future of mobility, and ease of use. The metric scores were then averaged. “Five” indicates being closest to full future of mobility readiness. (See figure 1.)
The data was collected for the years 2016 and 2017 (or earlier where newer data did not exist). Unless specified otherwise, this information is no more than five years old. In some instances, trend data was collected, but predominately the data was cross-sectional for the latest year.
In all, we examined more than 40 cities. (Profiles of 18 cities were published contemporaneously with this report. Additional cities will be added in the coming months.) Cities were selected to achieve geographic distribution, a variety of sizes (population and area), and various levels of economic development.
Of course, any effort to create a composite measure such as this is a product of choices and assumptions made along the way. Ours were guided by a view of how seamless urban mobility that is faster, cheaper, safer, and cleaner than today could look, and the important contribution such a system can make to prosperity and productivity. Places that had multiple modes of easily accessible transportation; that had placed an emphasis on walking, biking, and public transit relative to personally owned automobiles; and that had taken steps toward digitally enabling their mobility network received high marks. Different choices and assumptions, guided by a different vision, would necessarily yield different results. In addition, the DCMI currently presents a snapshot, not a trajectory. It does not capture how cities have trended over time, nor can it evaluate how past investments have affected mobility. As we update the data every year, a more robust picture will emerge.
5 The Deloitte City Mobility Index
Figure 1. Deloitte City Mobility Index themes, metrics, and data sources
THEME METRIC EXAMPLE DATA
• Peak hours spent in congestion • Driving time to city center (10km drive from Congestion • Congestion level each cardinal direction, peak hours) • Dedicated bus lane in km Public transit • Percentage of metro/tram delays • Average waiting time for public reliability • Percentage of bus delays transportation (in minutes) • Road quality • Number of traffic-related fatalities Transit safety • Walkability score • Number of traffic-related serious injuries Performance • Existence of open data or APIs for transport • Bikesharing system in the city Integration and • Existence of integrated ticketing option • Existence of MaaS-based application and resilience shared mobility across transport modes • Private car dependency • Carsharing system in the city
• Annual mean of PM2.5 concentration • CO2 per capita emissions Air quality • Annual mean of PM10 concentration • Air quality index
Vision and • City innovation and Future of Mobility • Regulatory collaborations and joint initiatives innovation strategy with the private sector and academia • Transport budget as a percentage of the • Investment levels in transport Investment total local authority/city budget
• Electric vehicles (EVs) adoption • City rank in IESE Smart Cities index Innovation • Existence of open data or APIs for transport • City innovation and Future of Mobility • Smart transportation/FoM-focused strategy accelerators/venture capitals/startups • Existence of MaaS-based application
• Operation of ridesharing companies • Regulatory collaborations and joint initiatives Vision and Regulatory • Number of regulatory bodies with the private sector and academia environment • City innovation and Future of Mobility • Autonomous vehicles (AVs) –city support leadership strategy
• Transport sustainability score • Cars sold/registered in given year that are Environmental • Sustainability plan score low CO2 (BEV or PHEV) sustainability • Length of bicycle lanes (in km) • Dedicated bus lane (in km) initiatives • Electric vehicles (EVs) incentives • “Environmentally friendly” modal share (includes public transport, walking, and cycling)
• Rail system length (in km) • Metro/subway average peak frequency (in minutes) Public transport • Number of light rail stops • Dedicated bus lane (in km) supply • Length of bicycle lanes (in km) • Average waiting time for public transportation (in minutes)
• Monthly public transport cost (in $) • Minimum daily wage (in $) Transport • Fuel price per liter (in $) • Modal share divided into percentage of trips affordability • Average parking price (in $) by cars, public transport, cycling, walking, and other modes such as taxi, ferries, etc. • Average cost of taxi (in $)
• Presence of tube or commuter rail system • Presence of dedicated rapid bus transport • Presence of tram system • Presence of other mode of transport: Service and Versatility • Operation of ridesharing companies rickshaw, taxis, ferries, etc. • Carsharing system in the city • Bikesharing system in the city inclusion • Private car dependency • Customer satisfaction with public transport I • Congestion level Customer • Customer satisfaction with public transport II • Average waiting time for public satisfaction • Road quality transportation (in minutes)
• Transport accessibility score • Accessibility of train or metro fleet (in Accessibility • Accessibility of bus fleet (in percentage) percentage) • Walkability score
6 The Deloitte City Mobility Index
ENDNOTES
1. City leaders are not alone in this. Corporate goal-setting is plagued by similar biases and chal- lenges when it comes to assessing current performance and setting future goals. See Michael E. Raynor, Mumtaz Ahmed, Derek M. Pankratz, and Rob Del Vicario, “A theory of relativity: Setting priorities and goals for financial performance improvement,”Deloitte Review 17, July 27, 2015.
2. Sir Rod Eddington, “The Eddington transport study,” UK Department for Transport, December 2006.
3. William Shakespeare, The Tempest, Act II, Scene 1.
4. “Andrew J. Ginther, “Smart city: The city of Columbus,” E&E News, accessed December 15, 2017.
5. Metrolinx, “The big move: Baseline monitoring report,” September 2013.
6. See, for example, Graham Cookson and Bob Pishue, “INRIX Global Traffic Scorecard,”INRIX Research, February 2017; Federico Karagulian et al., “Contributions to cities’ ambient particulate matter (PM): A systematic review of local source contributions at global level,” Atmospheric Environment 120 (2015): pp. 475–83; World Health Organization, “WHO global urban ambient air pollution database,” 2016. OECD, The Cost of Air Pollution: Health Impacts of Road Transport, (Paris: OECD Publishing, 2014); Jonathan I. Levy, Jonathan J. Buonocore, and Katherine von Stackelberg, “Evaluation of the public health impacts of traffic congestion: A health risk assessment,” Environmental Health 9, no. 1 (2010): p. 65; and Erik Hansson, et al., “Relationship between commuting and health outcomes in a cross- sectional population survey in southern Sweden,” BMC Public Health 11, no. 1 (2011): p. 834.
7. OECD and CDRF, “Trends in urbanisation and urban policies in OECD countries: What lessons for China?,” OECD, accessed December 15, 2017.
8. Adele Peters, “Inside Paris mayor Anne Hidalgo’s ambitious plans to create the post-car city,” Fast Company, April 4, 2017.
9. Andrew Small, “Denver radically expanded its transit. So why are more people driving cars?,” CityLab, November 2, 2017.
10. Derek M. Pankratz, Sarah Kovar, Jordan Sanders, and Philipp Willigmann, “Framing the future of mobility: Using behavioral economics to accelerate consumer adoption,” Deloitte Review 20, January 23, 2017.
11. Tania Branigan, “China and cars: A love story,” Guardian, December 14, 2012.
12. Richard H. Thaler and Cass R. Sunstein, Nudge (London: Penguin Books, 2009). See also Deloitte Insights’ collection on Behavioral Economics and Management.
13. The sources of data included: • 2thinknow data: Data sources purchased from 2thinknow, a research company based in Austra- lia that focuses on analysis of cities. Data points include metro/subway average peak frequency, taxi rate per km, traffic-related injuries and casualties, and others (14 data points in total).
• Government statistical databases: Including census reports, eco- nomic statistics, and geographical information.
• City and state/province websites: Including US Department of Trans- portation, city transport authority websites
• External reports and indexes: Including Movmi Shared City Mobility Index, INRIX Global Traffic Scorecard, TomTom Traffic Index, Waze Driver Satisfaction Index, IESE Smart Cities Index, Arcadis Sustainability Index, Easy Park Smart Cities Index, Moovit average waiting time for public transportation survey.
7 The Deloitte City Mobility Index
• NGO reports: These include the road quality rating provided by World Economic Forum, Particulate Matter (PM2.5 and PM10) reports by World Health Organization, European Alterna- tive Fuels Observatory, OECD, CDP, and American Public Transportation Association.
• Qualitative analysis: Done mostly by the Deloitte USI team. For example, evaluation of Elec- tric Vehicles and Autonomous Vehicles regulation, operation of ridesharing companies.
14. See Scott Corwin, Joe Vitale, Eamonn Kelly, and Elizabeth Cathles, The future of mobility: How trans- portation technology and social trends are creating a new business ecosystem, Deloitte University Press, September 24, 2015; and Scott Corwin, Nick Jameson, Derek M. Pankratz, and Philipp Willig- mann, The future of mobility: What’s next?, Deloitte University Press, September 14, 2016.
8 The Deloitte City Mobility Index
ABOUT THE AUTHORS
Simon Dixon is the global transportation leader for Deloitte and a partner in Deloitte’s Public Sector practice. He specializes in the delivery and commercial management of large, complex business-critical transformation programs and has a track record of putting government policy into practice. He is cur- rently leading Deloitte’s global initiatives into the Future of Mobility and Smart Cities and his particular focus is road pricing/congestion charging, following experience of delivering and supporting a number of these programs around the world.
Haris Irshad is a senior manager of strategy and operations for Deloitte MCS Limited. An economist by training, Irshad works with clients to help them instigate, manage, and take advantage of market disrup- tion, particularly in the transport and urban development sectors. He has led a number of high-profile projects examining the role of data, digital delivery, and new business models that enable countries and cities to realize their vision of the future of mobility.
Derek M. Pankratz is a senior research manager with the Center for Integrated Research in Deloitte Services LP. His research focuses on the confluence of emerging technological and social trends across industries. Derek currently leads development of Deloitte’s perspectives around the future of mobility: self-driving cars, shared transportation, and beyond.
Justine Bornstein is the UK Insight lead and program manager for the UK Future of Mobility practice and a senior manager at Deloitte MCS Limited. Prior to that, she researched automotive and industrial products, focusing on cross-industry trends affecting transportation and manufacturing and how they impact corporate behavior.
Research and analysis team: Joanna Karlic, Amit Tzur, Kaustubh Dubey, Ashish Mishra, and Jae Park
ACKNOWLEDGEMENTS
Many colleagues offered invaluable insights throughout the development of this project, including Scott Corwin, Mike Turley, Bill Eggers, Tiffany Dovey Fishman, Mark Gardner, Mark Price, and John Skowron.
The authors would like to thank Warwick Goodall, Kim Metzger, Andy Tong, Andrew Nothstine, Anant Aggarwal, Abhilash Kondapalli, Aarchit Jaiswal, Ankita Raghuvanshi, Vansh Kukreja, Vaibhav Pandey, and Chaitanya Sandaka for their invaluable assistance in developing and researching the Index. The authors would also like to thank the team at Deloitte Insights for their work in seeing this project through to publication, in particular: Karen Edelman, Abrar Khan, Nikita Garia, Preetha Devan, Joanie Pearson, Sonya Vasilieff, Alok Pepakayala, Anoop R, Tushar Barman, and Mahima Nair.
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CONTACTS
Simon Dixon Mark F. Gardner Global Transportation leader Global Consulting Manufacturing leader Partner Managing partner Deloitte MCS Limited Deloitte Consulting LLP Tel: +44 (0) 207 303 8707 Tel: +1 313 324 1178 [email protected] [email protected]
John Skowron Marco Hecker Global Public Sector Consulting leader Future of Mobility leader Partner Deloitte China Deloitte Consulting LLP Tel: +852 2852 6588 Tel: +1 412 402 5228 [email protected] [email protected] Clare Ma Mark Price Smart City leader US Public Sector leader Deloitte China Vice chairman Tel: +86 21 2312 7461 Deloitte Consulting LLP [email protected] Tel: +1 617 585 5984 [email protected] Future of Mobility practice [email protected]
10 The Deloitte City Mobility Index
About the Center for Integrated Research Deloitte’s Center for Integrated Research focuses on developing fresh perspectives on critical busi- ness issues that cut across industry and function, from the rapid change of emerging technologies to the consistent factor of human behavior. We uncover deep, rigorously justified insights and look at transformative topics in new ways, delivering new thinking in a variety of formats, such as research articles, short videos, or in-person workshops.
About Deloitte’s Smart Cities/Smart Nation practice Deloitte’s Smart City | Smart Nation practice strives to bring the full breadth and depth of the firm’s capabilities to help cities tackle their toughest challenges. The SC|SN practice has devel- oped a Smart City framework and solutions that help cities improve the quality of life for citizens and contribute to the sustainability of urban landscapes. The practice has delivered innovative strategies and solutions in cities across the globe, earning Deloitte recognition as a worldwide leader in Smart Cities strategy and execution.
About Deloitte’s Future of Mobility practice The entire way we travel from point A to point B is changing. This transformation is creating a new ecosystem of personal mobility, with implications affecting more than just the automotive industry. Our Future of Mobility practice serves the entire ecosystem of companies working in and around mobility to actively shape its emergence.
For the full interactive index, visit the Deloitte City Mobility Index at deloitte.com/insights/mobility-index.
For Deloitte’s insights on the Future of Mobility, visit deloitte.com/insights/future-of-mobility.
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Contributors Editorial: Karen Edelman, Abrar Khan, and Preetha Devan Creative: Joanie Pearson Promotion: Amy Bergstrom, Sandhya Davis, and Devon Mychal Cover artwork: Sonya Vasilieff
About Deloitte Insights Deloitte Insights publishes original articles, reports and periodicals that provide insights for businesses, the public sector and NGOs. Our goal is to draw upon research and experience from throughout our professional services organization, and that of coauthors in academia and business, to advance the conversation on a broad spectrum of topics of interest to executives and government leaders. Deloitte Insights is an imprint of Deloitte Development LLC.
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Analysis area 16,410 km2 | Population 21,700,000 (2017) | Population density 1,323/km2 eijing Definition of analysis area: Bei ing Municipality consisting of all 1 districts
T P PERF RMER M ILIT A AL I L AL LEADER E M ILIT TATI TIC C TE DER EMER I A PIRI Public transport options Metro, bus, commuter train
Congestion Monthly public transport pass S$ Public transport reliability
Performance Transport safety DP S$ 1 billion (201 ) and resilience Integrated and shared mobility
Air quality Principal transport authorities Bei ing Municipal Commission of Transport Vision and strategy Planned, regulated, licensed, subsidi ed, and monitored by Investment principal transport authority
Innovation R E M DAL PLIT Vision and Regulatory environment PRIVATE CAR P LIC TRA IT leadership Environmental sustainability 28 initiatives
Public transit supply
Transport affordability AL I IC CLE Versatility 2 ervice and Customer satisfaction inclusion Accessibility
F T RE F M ILIT CAPA ILIT eijing FoM global leader Significant Passive environment, Proactive environment, Proactive environment, work to do a number of barriers some barriers few barriers
TRE TH CHALLE E • Strong government commitment to improving transport and • Very high levels of traffic gridlock and air pollution, despite high substantial backing for infrastructure investments alternative transport use • Plans to upgrade the public transport infrastructure by • Low provision of real time traffic information and restrictions deploying new signaling systems and driverless metros on data sharing for foreign players • A balanced modal split and moves toward further promotion of • Fragmented policy and decision making processes related to sustainable transport, such as electric vehicles (EVs), and bicycles infrastructure involving urban, transport, and national and pedestrian walkways government agencies Deloitte City Mobility Index eijing
ey focus areas to improve Expansion of the Adoption of ne reater emphasis on city mobility and realize the metro net or to technologies and the adoption of EVs, cover suburbs and availability of supported by Future of Mobility ad acent cities transport related comprehensive open data policies and subsidy schemes
M ILIT A AL I F RTHER DETAIL
Performance and Vision and leadership ervice and inclusion resilience truggling ith high congestion and poor ei ing has plans to develop sustainable Public transport is affordable for most air quality, ei ing is loo ing to ard transport, ith government investments citi ens, but requires technological innovative solutions, such as ride hailing focused on expanding its public transport upgrades and expansion in suburban services, contactless payment, and infrastructure. regions. lo emission ones. • The city planners have assured investment • With swelling urban expansion, the public • The capital city now has the largest private of more than S$ 2 billion through 2020 transport supply needs to grow vehicle ownership and one of the longest to expand the metro network and to build substantially. Recogni ing as much, Bei ing commute times during rush hour in China a one hour commuting circle covering transportation authorities have set out in 201 , the average daily travel time for suburbs and ad acent cities. plans for the capital s transportation Bei ing s workers was 52. minutes. development for the next five years, which • Bei ing has been pushing for years for a involves expanding the bus lane network • The city is encouraging the use of new greater adoption of EVs, with to 1,000 km. technologies, such as ride hailing and comprehensive policies and subsidy contactless payment, integrated across schemes in place. The city also has the • The city s public transit system is modes, to provide efficient and largest EV ownership in the country, with affordable due to large subsidies provided high quality transport services. the highest car per charging pile ratio. by the government to ensure equitable access for minimum wage earners. • Bei ing launched a low emission one in • The city also plans to encourage cycling as September 201 , banning heavy duty a greener way to commute, with ,200 km • The metro network is popular and boasts freight vehicles with emissions above the of bike lanes and at least 100,000 bicycles intervals of only a minute between trains National IV Standards from entering the for rent. in the morning peak period. city. The move is expected to reduce public health ha ards and save an estimated lives and more than S$ 1 million per year. While air quality has improved in recent years, it remains a key issue.
MMAR Bei ing has taken multiple measures to make itself a livable city. It has a forward looking approach to its transport issues and has formulated strong development plans for the next five years. These plans involve expansion of public transport and sustainable modes of transport, evident in the 2 percent share occupied by public transport and active modes. It has also embraced testing of new mobility solutions, such as EVs and shared mobility models. A number of these initiatives are already bearing results. Nonetheless, the city faces some immediate challenges in terms of ongoing air pollution, traffic congestion, and the need for operational improvements in public transport and stronger coordination efforts among the various government agencies.
C TACT imon Dixon Marco Hec er Clare iong Lin Ma lobal Transportation leader Future of Mobility leader Smart City leader Partner Deloitte China Deloitte China Deloitte MCS Limited Tel: 52 2 52 5 Tel: 21 2 12 1 Tel: (0) 20 0 0 Mobile: 1 5 1 22 11 Mobile: 1 01 Email: sidixon deloitte.co.uk Email: mhecker deloitte.com.hk Email: clarma deloitte.com.cn
About the Deloitte City Mobility Index About this publication Tohmatsu Limited, a private company limited The Deloitte City Mobility Index reviews ma or cities This publication has been written in general terms by guarantee (“DTTL”). DTTL and each of its on key aspects of mobility and the resulting and we recommend that you obtain professional member firms are legally separate and indepen relationship to economic performance. Drawing on advice before acting or refraining from action on dent entities. DTTL and Deloitte NWE LLP do not publicly available data, client conversations, and any of the contents of this publication. Deloitte MCS provide services to clients. Please see bespoke Deloitte analyses, we assess each city s Limited accepts no liability for any loss occasioned www.deloitte.com/about to learn more about our ability to transport its citi ens both now and in the to any person acting or refraining from action as a global network of member firms. future and therefore its potential to bring prosperity result of any material in this publication. 201 Deloitte MCS Limited. All rights reserved to the city. About Deloitte As we receive feedback, we will update and expand Deloitte MCS Limited is registered in England and the analysis, which may mean the results shown in Wales with registered number 0 11052 and its this document may change. registered office at Hill House, 1 Little New Street, For the full interactive index, visit the Deloitte City London, EC A TR, nited ingdom. Mobilityhttp://www.deloitte.com/insights/city mobility index Index at deloitte.com/insights/mobility index. Deloitte MCS Limited is a subsidiary of Deloitte LLP, For Deloitte s insights on the Future of Mobility, visit which is the United Kingdom affiliate of Deloitte http://www.deloitte.com/insights/future of mobilitydeloitte.com/insights/future of mobility. NWE LLP, a member firm of Deloitte Touche Deloitte City Mobility Index n ly i e
Analysis area 6,341 km2 | Population 24,100,000 (2017) | Population density 3,814/km2 Shanghai Definition of analysis area: Shanghai municipality, consisting of all 1 districts
T P PERF RMER M ILIT A AL I L AL LEADER E M ILIT TATI TIC C TE DER EMER I A PIRI Public transport options Metro, bus, commuter train, Maglev, ferry, tram, taxi
Congestion Monthly public transport pass Public transport reliability S$
Performance Transport safety DP S$ billion (201 ) and resilience Integrated and shared mobility
Air quality Principal transport authority Shanghai Municipal Transportation Commission Vision and strategy Regulated, licensed, subsidi ed, and monitored by principal Investment transport authorities
Innovation R E M DAL PLIT Vision and Regulatory environment PRIVATE CAR P LIC TRA IT leadership Environmental sustainability 1 2 initiatives
Public transit supply
Transport affordability AL I IC CLE
Versatility 2 1
ervice and Customer satisfaction inclusion Accessibility THER
F T RE F M ILIT CAPA ILIT Shanghai FoM global leader Significant Passive environment, Proactive environment, Proactive environment, work to do a number of barriers some barriers few barriers
TRE TH CHALLE E • Advanced communications systems in place to ensure fast • Lacks real time traffic information and data sharing among resolution of transportation breakdowns various transport modes • Transport infrastructure expansion plans include integrating the • Needs more long term financing channels, such as metro with other regions such as unshan and Su hou public private partnerships, for the construction and operation • Developed an underground pedestrian network in the central of the metro system business district to take pedestrians off the busy roads and • Illegal bikesharing schemes and blockage of walkways due to improve safety bicycles reduce usability for pedestrians Deloitte City Mobility Index Shanghai
ey focus areas to improve Continue to expand Roll out ne Promote the use of city mobility and realize the the metro net or to technologies in the electric vehicles EVs cover suburbs and metro to avoid long more idely Future of Mobility ad acent cities security queues
M ILIT A AL I F RTHER DETAIL
Performance and Vision and leadership ervice and inclusion resilience Shanghai has an efficient and reliable The city has a clear long term vision, hanghai s transportation system scores transportation net or that caters to the bac ed by investment plans ith greater highly in terms of versatility, yet different travel needs of commuters. emphasis on the adoption of ne customer satisfaction and affordability Ho ever, air quality and congestion technologies. remain key areas to improve. remain matters of serious concern. • Shanghai has increased its modal shares • The city has an extensive range of • The city scores high on “Integration and for public transport by placing restrictions transportation options, including buses, shared mobility” because it has started to on car license auctions and removing metro, commuter rail, Maglev, trams, and bring shared mobility services into the more than 1 0,000 cars that do not meet a large bikesharing network, making it one public transport system to fulfill emission standards. of the most versatile transport systems. personali ed and point to point travel • The city plans to extend its existing • While affordability is an area of concern requirements. subway network to 00 km by 2020. The for private car owners, overcrowding of • The government has imposed strict goal is to build a one hour commuting the public transportation system has made security controls at passenger checkpoints circle, which would cover he iang and it difficult for these individuals to shift their with 5,000 security staff and 0,000 CCTV iangsu provinces. transportation modes. Further, overall cameras, reflected in the high customer satisfaction levels are low. • The city authority has also provided transportation safety score. It is also licenses and issued regulations to conduct • Almost all the metro stations have harnessing big data and AI solutions to road tests of self driving cars in designated installed wheelchair ramps, sidewalks for improve traffic law enforcement. areas. the blind, barrier free elevators, • To reduce traffic pollution and improve air barrier free toilets, broad passageways, quality, Shanghai is currently upgrading signboards, and logos. However, only 10 the electric bus fleet using super capacitor percent of buses are completely technologies that can charge a bus in 10 accessible, decreasing the overall seconds for a 5 km distance. accessibility scores.
MMAR Shanghai is recogni ed across the globe for its metro system, the longest, busiest, safest, and one of the most punctual on the planet. The city also has massive expansion plans for its transportation infrastructure, and has seen huge investments in infrastructure pro ects over the last five years. It is visible in the expansion of the Shanghai metro, where each kilometer of metro line costs between US$78 million and US$204 million. In addition, the city has developed a strong pedigree of sustainable transport with a robust underground pedestrian network in the central business district. However, as with other Chinese cities, congestion levels are high and air quality has been low, despite government efforts, and this may require further stringent measures to bolster the already restrictive license plate system.
C TACT imon Dixon Marco Hec er Clare iong Lin Ma lobal Transportation leader Future of Mobility leader Smart City leader Partner Deloitte China Deloitte China Deloitte MCS Limited Tel: 52 2 52 5 Tel: 21 2 12 1 Tel: (0) 20 0 0 Mobile: 1 5 1 22 11 Mobile: 1 01 Email: sidixon deloitte.co.uk Email: mhecker deloitte.com.hk Email: clarma deloitte.com.cn
About the Deloitte City Mobility Index About this publication Tohmatsu Limited, a private company limited The Deloitte City Mobility Index reviews ma or cities This publication has been written in general terms by guarantee (“DTTL”). DTTL and each of its on key aspects of mobility and the resulting and we recommend that you obtain professional member firms are legally separate and indepen relationship to economic performance. Drawing on advice before acting or refraining from action on dent entities. DTTL and Deloitte NWE LLP do not publicly available data, client conversations, and any of the contents of this publication. Deloitte MCS provide services to clients. Please see bespoke Deloitte analyses, we assess each city s Limited accepts no liability for any loss occasioned www.deloitte.com/about to learn more about our ability to transport its citi ens both now and in the to any person acting or refraining from action as a global network of member firms. future and therefore its potential to bring prosperity result of any material in this publication. 201 Deloitte MCS Limited. All rights reserved to the city. About Deloitte As we receive feedback, we will update and expand Deloitte MCS Limited is registered in England and the analysis, which may mean the results shown in Wales with registered number 0 11052 and its this document may change. registered office at Hill House, 1 Little New Street, For the full interactive index, visit the Deloitte City London, EC A TR, nited ingdom. http://www.http://www.deloitte.com/insights/city-mobility-indexMobility Index at deloitte.com/insights/mobility index. Deloitte MCS Limited is a subsidiary of Deloitte LLP, For Deloitte s insights on the Future of Mobility, visit which is the United Kingdom affiliate of Deloitte http://www.deloitte.com/insights/future-of-mobilitdeloitte.com/insights/future of mobility. y NWE LLP, a member firm of Deloitte Touche Deloitte City Mobility Index n ly i e
Analysis area 1,997 km2 | Population 12,530,000 (2017) | Population density 6,274/km2 Shenzhen Definition of analysis area: Shen hen Municipality, consisting of all 10 districts
T P PERF RMER M ILIT A AL I L AL LEADER E M ILIT TATI TIC C TE DER EMER I A PIRI Public transport options Metro, tram, bus, commuter rail, bicycle, ferry
Congestion Monthly public transport pass Public transport reliability S$2
Performance Transport safety DP S$ billion (201 ) and resilience Integrated and shared mobility
Air quality Principal transport authority Transport Commission of Shen hen Municipality Vision and strategy Planned, regulated, licensed, subsidi ed, and monitored by Investment principal transport authority
Innovation R E M DAL PLIT Vision and Regulatory environment PRIVATE CAR P LIC TRA IT leadership Environmental sustainability 22 22 initiatives
Public transit supply
Transport affordability AL I IC CLE
Versatility
ervice and Customer satisfaction inclusion Accessibility THER
F T RE F M ILIT CAPA ILIT Shenzhen FoM global leader Significant Passive environment, Proactive environment, Proactive environment, work to do a number of barriers some barriers few barriers
TRE TH CHALLE E • Provision of city wide pedestrian friendly infrastructure • Curbing high congestion given the high motor vehicle density • Parking management schemes to improve road capacity and limited road infrastructure • Collaboration with the private sector to use technologies such as • Reducing real estate–related market risks in suburban regions AI and big data for traffic law enforcement when expanding “Rail Property” models (a type of land value capture) • Maintaining quality and coverage of road infrastructure, as the urban population and car ownership rise Deloitte City Mobility Index Shenzhen
ey focus areas to improve Implement revised Encourage the use Reduce financial city mobility and realize the land use policies to of public and active dependence on accommodate rising modes of transport government capital for Future of Mobility car o nership to mitigate maintaining public congestion related transportation issues net or s
M ILIT A AL I F RTHER DETAIL
Performance and Vision and leadership ervice and inclusion resilience hen hen is using AI and big data The government has recently reformed hen hen has a highly accessible public techniques to improve road safety. It is land policy to finance transportation transportation system overall ho ever, also using trading mechanisms and programs and is subsidi ing charging the bus infrastructure needs par ing policies to deal ith greenhouse infrastructure to push electric vehicle EV improvement. gas H emissions and congestion. adoption. • The city has a robust public transportation • The city is collaborating with private • While using “Rail Property” models to system, with good geographic coverage companies to use AI and big data to finance infrastructure pro ects helps and accessibility. Around 0 percent of bus improve road safety, communications, and attract private investors, reduces land fees, stops in the city are available within a peer efficiency. The Shen hen Traffic and decreases dependency on walking distance of 500m. Police Bureau uses these technologies to government capital by almost 50 percent, • The city is extending the metro network as identify images of traffic violations, with 5 it also introduces market risks. well as a road construction program to percent accuracy. • To accelerate the EV adoption, the city is further develop and strengthen public and • In order to deal with the GHG emissions, primarily focused on subsidi ing the private transport in expanding exo urban Shen hen has included the public construction of charging infrastructure. By regions of the city. transportation department in its carbon 201 , the city s electric bus fleet will have • All metro stations in Shen hen are trading program, Shen hen ETS. more than 1 ,000 battery powered buses equipped with barrier free lifts however, in operation. • Shen hen is piloting a parking the city bus system is not accessible to management policy to address congestion • Shen hen is a hub of the reater Bay Area, disabled people. challenges. The policy is aiming to take part of the national strategy to create an 0,000 vehicles off the road each day. integrated economic one by connecting Hong Kong, Macao, and other districts. Once infrastructure pro ects are completed, the city needs to work on developing intercity transportation.
MMAR With its consistent focus and investments in the electrification of transport modes, Shenzhen has marked its presence on the global map by switching on the world’s largest electric bus fleet. The city has very strong carsharing and bikesharing systems, which helps make the transportation system sustainable and provides first- and last-mile solutions. The transport authority of Shenzhen is currently focusing on tackling the high congestion levels in the city by using technologies and effective parking management. If Shen hen is able to keep its transit system growing at the same pace as its economy, it can potentially become the leading global city for public transportation.
C TACT imon Dixon Marco Hec er Clare iong Lin Ma lobal Transportation leader Future of Mobility leader Smart City leader Partner Deloitte China Deloitte China Deloitte MCS Limited Tel: 52 2 52 5 Tel: 21 2 12 1 Tel: (0) 20 0 0 Mobile: 1 5 1 22 11 Mobile: 1 01 Email: sidixon deloitte.co.uk Email: mhecker deloitte.com.hk Email: clarma deloitte.com.cn
About the Deloitte City Mobility Index About this publication Tohmatsu Limited, a private company limited The Deloitte City Mobility Index reviews ma or cities This publication has been written in general terms by guarantee (“DTTL”). DTTL and each of its on key aspects of mobility and the resulting and we recommend that you obtain professional member firms are legally separate and indepen relationship to economic performance. Drawing on advice before acting or refraining from action on dent entities. DTTL and Deloitte NWE LLP do not publicly available data, client conversations, and any of the contents of this publication. Deloitte MCS provide services to clients. Please see bespoke Deloitte analyses, we assess each city s Limited accepts no liability for any loss occasioned www.deloitte.com/about to learn more about our ability to transport its citi ens both now and in the to any person acting or refraining from action as a global network of member firms. future and therefore its potential to bring prosperity result of any material in this publication. 201 Deloitte MCS Limited. All rights reserved to the city. About Deloitte As we receive feedback, we will update and expand Deloitte MCS Limited is registered in England and the analysis, which may mean the results shown in Wales with registered number 0 11052 and its this document may change. registered office at Hill House, 1 Little New Street, For the full interactive index, visit the Deloitte City London, EC A TR, nited ingdom. http://www.http://www.deloitte.com/insights/city-mobility-indexMobility Index at deloitte.com/insights/mobility index. Deloitte MCS Limited is a subsidiary of Deloitte LLP, For Deloitte s insights on the Future of Mobility, visit which is the United Kingdom affiliate of Deloitte http://www.deloitte.com/insights/future-of-mobilitdeloitte.com/insights/future of mobility. y NWE LLP, a member firm of Deloitte Touche Deloitte City Mobility Index n ly i e
Analysis area 1,106 km2 | Population 7,409,800 (2017) | Population density 6,698/km2 ong ong Definition of analysis area: Hong ong Island, owloon, Lantau Island
T P PERF RMER M ILIT A AL I L AL LEADER E M ILIT TATI TIC C TE DER EMER I A PIRI Public transport options Metro, tram, bus, ferry
Congestion Monthly public transport pass S$ Public transport reliability
Performance Transport safety DP S$ 2 . billion (201 ) and resilience Integrated and shared mobility
Air quality Principal transport authority Hong ong Transport Department
Vision and strategy Regulated, licensed, subsidi ed, and monitored by principal Investment transport authority
Innovation R E M DAL PLIT Vision and Regulatory environment PRIVATE CAR P LIC TRA IT leadership Environmental sustainability 88 initiatives
Public transit supply
Transport affordability AL I IC CLE Versatility 2 ervice and Customer satisfaction inclusion Accessibility
F T RE F M ILIT CAPA ILIT ong ong FoM global leader Significant Passive environment, Proactive environment, Proactive environment, work to do a number of barriers some barriers few barriers
TRE TH CHALLE E
• Policies promoting public transport expansion • Delays in the installation of modern technologies such as smart traffic lights and smart grids • Efficient use and integration of franchised and nonfranchised bus services • Few policies promoting land use for active modes of transportation • Successful implementation of an integrated private public rail property development plan that generates additional income • Lack of a conducive legal framework for ride hailing services Deloitte City Mobility Index ong ong
ey focus areas to improve Develop a flexible Create smart par ing Provide equitable city mobility and realize the regulatory frame or infrastructure in and public transport to support shared around the central choices for every Future of Mobility mobility, including business income group ride hailing district services
M ILIT A AL I F RTHER DETAIL
Performance and Vision and leadership ervice and inclusion resilience Hong ong has a highly punctual metro The city is investing in ne high ay Hong ong is planning to enhance system. Its roads remain heavily pro ects and e payments infrastructure, accessibility of its public transport congested and the city is exploring hile also focusing on commercial electric infrastructure ith solutions that options to reduce this. Air quality scores vehicle EV adoption. improve the use of spaces, introduce particularly poorly. • The Hong ong government is investing barrier free access, and enact a subsidy • The Hong ong metro makes use of approximately S$5 billion on the Central scheme to improve affordability. artificial intelligence to achieve high owloon highway pro ect to enhance • The Hong ong 20 0 strategic plan punctuality rates and reduce the linkages between districts and relieve considers a range of solutions that places downtime caused by repairs, making it a congestion along the existing ma or public transport nodes closer to offices reliable transport system. east west corridors. The pro ect, however, and residential areas. faces coordination complexities among • To reduce congestion from road transport • The authorities are working toward different stakeholders, which may modes in the central business district, the promoting barrier free public transport eopardi e timely delivery. authorities have been looking at options and facilities. All franchised bus operator such as electronic road pricing, stiffer • Authorities are focused on increasing the fleets are low floor models, and franchised penalties for illegal parking, and road number and use of commercial EVs, and taxi operators are required to make at widening. have introduced tax exemptions on the least 50 percent of their taxi fleet purchase of private EVs. wheelchair accessible. • Hong ong has yet to embrace shared mobility models, as the regulatory • The city has one of the oldest public • Hong ong is planning to launch a framework has not been conducive for transport contactless payment systems, transport subsidy scheme by 201 , under ride hailing. Bikesharing operators have with plans to upgrade terminals to accept which commuters with monthly public also faced issues such as personal data mobile e payments. transport expenses exceeding S$ 0 can leaks and anti competitive practices. claim tax rebates.
MMAR Hong Kong provides one of the most reliable, efficient, accessible, and well-maintained public transport networks, with a highly integrated cross-modal electronic payment system. The high use of public transportation reflects this. In terms of trials of new technologies, Hong ong has been lagging and has taken a conservative approach to new mobility models such as ridesharing and autonomous vehicle testing. In addition, the city has scope to expand active modes of transport, which can help in reducing congestion in the central district. Hong ong has the potential to become a global model for public transport by embracing new technologies and promoting innovation.
C TACT imon Dixon Marco Hec er Clare iong Lin Ma lobal Transportation leader Future of Mobility leader Smart City leader Partner Deloitte China Deloitte China Deloitte MCS Limited Tel: 52 2 52 5 Tel: 21 2 12 1 Tel: (0) 20 0 0 Mobile: 1 5 1 22 11 Mobile: 1 01 Email: sidixon deloitte.co.uk Email: mhecker deloitte.com.hk Email: clarma deloitte.com.cn
About the Deloitte City Mobility Index About this publication Tohmatsu Limited, a private company limited The Deloitte City Mobility Index reviews ma or cities This publication has been written in general terms by guarantee (“DTTL”). DTTL and each of its on key aspects of mobility and the resulting and we recommend that you obtain professional member firms are legally separate and indepen relationship to economic performance. Drawing on advice before acting or refraining from action on dent entities. DTTL and Deloitte NWE LLP do not publicly available data, client conversations, and any of the contents of this publication. Deloitte MCS provide services to clients. Please see bespoke Deloitte analyses, we assess each city s Limited accepts no liability for any loss occasioned www.deloitte.com/about to learn more about our ability to transport its citi ens both now and in the to any person acting or refraining from action as a global network of member firms. future and therefore its potential to bring prosperity result of any material in this publication. 201 Deloitte MCS Limited. All rights reserved to the city. About Deloitte As we receive feedback, we will update and expand Deloitte MCS Limited is registered in England and the analysis, which may mean the results shown in Wales with registered number 0 11052 and its this document may change. registered office at Hill House, 1 Little New Street, For the full interactive index, visit the Deloitte City London, EC A TR, nited ingdom. http://www.http://www.deloitte.com/insights/city-mobility-indexMobility Index at deloitte.com/insights/mobility index. Deloitte MCS Limited is a subsidiary of Deloitte LLP, For Deloitte s insights on the Future of Mobility, visit which is the United Kingdom affiliate of Deloitte http://www.deloitte.com/insights/future-of-mobilitdeloitte.com/insights/future of mobility. y NWE LLP, a member firm of Deloitte Touche Deloitte City Mobility Index Analysis area
Analysis area: 2,190 km2 | Population: 13,725,778 (2017) | Population density: 6,267/km2 Tokyo Definition of analysis area: Tokyo Metropolis (23 wards)
TOP PERFORMER MOBILITY ANALYSIS GLOBAL LEADER KEY MOBILITY STATISTICS CONTENDER EMERGING ASPIRING Public transport options* Metro, bus, ferry, light rail, commuter rail
Congestion Monthly public transport pass US$73 Public transport reliability
Performance Transport safety GDP US$1.6 trillion (2017) and resilience Integrated and shared mobility
Air quality Principal transport authorities Tokyo Metropolitan Bureau of Transportation, Tokyo Metro Vision and strategy *Regulated, licensed, and monitored by principal Investment transport authorities.
Innovation JOURNEY MODAL SPLIT Vision and Regulatory environment PRIVATE CAR PUBLIC TRANSIT leadership Environmental sustainability 45% 19% initiatives
Public transit supply
Transport affordability WALKING BICYCLE
Versatility 19% 16%
Service and Customer satisfaction inclusion Accessibility OTHER: 1%
FUTURE OF MOBILITY CAPABILITY Tokyo FoM global leader Significant Passive environment, Proactive environment, Proactive environment, work to do a number of barriers some barriers few barriers
STRENGTHS CHALLENGES • Culture of active transport (bicycle and walking), especially for • Complex rail-based transit system with two metro systems first- and last-mile journeys; the 2020 Olympic Games should operated by different government bodies; more than 30 private stimulate further behavioral changes companies operating above-ground trains • Strict liability laws around road accidents have reduced fatalities • Highly congested public transport network exacerbated by • Integrated data-based systems to improve route optimization inflexible commuter travel patterns increase peak-hour traffic being developed will replace current car navigation systems • Incentives for some private operators are too short-term focused; the city lacks an overall transportation vision Deloitte City Mobility Index Tokyo
ey focus areas to improve Develop a unified Expand public uild on cycling city mobility and realize the transportation strategy transportation provision popularity by and governance to run hours and developing and Future of Mobility structure encourage more expanding separate flexible commuter bicycle lanes patterns
M ILIT A AL I F RTHER DETAIL
Performance and Vision and leadership ervice and inclusion resilience trict road rules and liability la s have As a part of lympic preparations, erving more than 1 billion passengers helped reduce traffic fatalities in Tokyo. Tokyo is investing in technologies such per year, Tokyo’s public transportation The city faces significant rush-hour rail as electric vehicles (EVs), hydrogen-fuel system is one of the busiest in the orld congestion, hich has started to cause cars, and self-driving vehicles. it is also costly for passengers and still reliability issues for the other ise • Tokyo now has more EV charge points has accessibility issues. punctual system. than gas stations. The Tokyo Metropolitan • In addition to its monorail, high speed • Road accident liability rules and effective overnment (TM ) is also planning to fully bullet train, and bus options, the city has traffic regulations on signals and road cover the cost of setting up residential EV 1 metro lines and more than 100 urban intersections have helped Tokyo to reduce charging facilities. rail lines operated by private players, road deaths to less than 200 per year for which provides extensive public transit • The TM plans to invest S$ million to the whole metropolis. coverage. establish refueling stations for • The heavy rush hour commute into Tokyo hydrogen powered fuel cell cars. The • Recogni ing that an aging population will has caused 2 of the 5 rail lines to government also aims to have operational require more accessibility, TM is experience morning delays, which self driving vehicles by 2020. investing in making ma or train stations averaged 10 days per month in 201 to and bus terminals completely accessible • Cycling is a popular last mile solution for 201 . by 2021. The city is also piloting innovative many residents, with 20 percent of train initiatives, such as a mobile application • Tokyo s S$1 billion taxi market is rolling commuters using it to reach rail stations. that helps pregnant women find seats on out innovative technologies to improve the Currently, most bicycle trips are short the metro. customer experience by using artificial commutes. intelligence to anticipate user demand. Ridesharing models are limited in Tokyo due to strong taxi driver opposition.
MMAR Tokyo has a strong legacy of innovation. It introduced contactless cards and mobile phone payments for public transportation in 200 and is planning to introduce new mobility solutions before the 2020 Olympics. By then, the city may have some of the most developed infrastructure for EVs, hydrogen fuel cars, and self driving vehicles in the world. With a growing elderly population, Tokyo also plans to move toward a “barrier free society,” which includes disabled friendly road infrastructure and public transportation. While Tokyo builds its future transportation system, it also must address current system issues such as rush hour congestion and the lack of a plan that integrates multiple private players. To deal with these issues, the city will need to improve coordination between private operators and the public authorities.
C TACT imon Dixon Haris Irshad Ei i oshida lobal Transportation leader Technical director, Economic Consulting Partner, Public Sector lead Partner Deloitte LLP Deloitte Touche Tohmatsu LLC Deloitte MCS Limited Tel: 20 00 2 Tel: 1 50 101 0 Tel: (0) 20 0 0 Mobile: 2 Mobile: 1 0 01 0 2 Email: sidixon deloitte.co.uk Email: hirshad deloitte.co.uk Email: ei i.yoshida tohmatsu.co. p
About the Deloitte City Mobility Index About this publication Tohmatsu Limited, a private company limited The Deloitte City Mobility Index reviews ma or cities This publication has been written in general terms by guarantee (“DTTL”). DTTL and each of its on key aspects of mobility and the resulting and we recommend that you obtain professional member firms are legally separate and indepen relationship to economic performance. Drawing on advice before acting or refraining from action on dent entities. DTTL and Deloitte NWE LLP do not publicly available data, client conversations, and any of the contents of this publication. Deloitte MCS provide services to clients. Please see bespoke Deloitte analyses, we assess each city s Limited accepts no liability for any loss occasioned www.deloitte.com/about to learn more about our ability to transport its citi ens both now and in the to any person acting or refraining from action as a global network of member firms. future and therefore its potential to bring prosperity result of any material in this publication. 201 Deloitte MCS Limited. All rights reserved to the city. About Deloitte As we receive feedback, we will update and expand Deloitte MCS Limited is registered in England and the analysis, which may mean the results shown in Wales with registered number 0 11052 and its this document may change. registered office at Hill House, 1 Little New Street, For the full interactive index, visit the Deloitte City London, EC A TR, nited ingdom. http://www.http://www.deloitte.com/insights/city-mobility-indexMobility Index at deloitte.com/insights/mobility index. Deloitte MCS Limited is a subsidiary of Deloitte LLP, For Deloitte s insights on the Future of Mobility, visit which is the United Kingdom affiliate of Deloitte http://www.deloitte.com/insights/future-of-mobilitdeloitte.com/insights/future of mobility. y NWE LLP, a member firm of Deloitte Touche Deloitte City Mobility Index n ly i e
Analysis area 720 km2 | Population 5,612,253 (2017) | Population density 7,796/km2 Singapore Definition of analysis area: Singapore island state
T P PERF RMER M ILIT A AL I L AL LEADER E M ILIT TATI TIC C TE DER EMER I A PIRI Public transport options Metro, bus, ferry, light rail
Congestion Monthly public transport pass S$ Public transport reliability
Performance Transport safety DP S$2 . billion (201 ) and resilience Integrated and shared mobility
Air quality Principal transport authorities Land Transport Authority (LTA)
Vision and strategy Regulated, licensed, subsidi ed, and monitored by principal Investment transport authorities
Innovation R E M DAL PLIT Vision and Regulatory environment PRIVATE CAR P LIC TRA IT leadership Environmental sustainability 2 initiatives
Public transit supply
Transport affordability AL I IC CLE
Versatility 22 1
ervice and Customer satisfaction inclusion Accessibility THER
F T RE F M ILIT CAPA ILIT Singapore FoM global leader Significant Passive environment, Proactive environment, Proactive environment, work to do a number of barriers some barriers few barriers
TRE TH CHALLE E • Strong focus on using technological advancements such as • High demand for door to door first and last mile transport and NFC enabled payments and integrated ticketing across modes road infrastructure accessible to an aging population
• High adoption rates for ero emission vehicles and efforts to • Lack of interagency coordination between urban planning and bring autonomous vehicles (AVs) into mainstream travel by 2020 transport agencies for infrastructure and R D pro ects
• Comprehensive rail and bus network that is widely affordable, • Need to create a seamless network of intermodal transport and leading to higher uptake of public transportation adopt mobility as a service (MaaS) Deloitte City Mobility Index Singapore
ey focus areas to improve Continue to increase Develop an accessible Promote transport city mobility and realize the public transport multimodal system for signal priority capacity and the aging population and techniques to reduce Future of Mobility reliability to meet last mile solutions such travel time and future demand as self driving buses improve schedule adherence
M ILIT A AL I F RTHER DETAIL
Performance and Vision and leadership ervice and inclusion resilience Recognizing the strategic benefits of Ambitious plans ma e ingapore one of ingapore performs ell compared to integrating transportation and urban the smartest mobility cities in the orld. other cities due to its high quality public planning to balance land use demands, The government of ingapore is focusing transport infrastructure and affordable ingapore has built a robust public on public transport net or expansion services. transport system. along ith high quality data collection. • Singapore has benefited from its good • Due to its comprehensive rail and bus • Singapore is on track to attain a highly roads and unified public transport network, Singapore s modal share of innovative transportation system with the management under the Land Transport public transport remains high. It is rapidly increased testing of AVs. It plans to unveil Authority. Customer satisfaction with becoming a society in which cars account operational driverless rides in three towns public transport was .5 percent in 201 for the minority of ourneys. by 2022. (down 1. percent from 201 ). • Cars are increasingly becoming • Singapore is also promoting active • The city has made concerted efforts to unaffordable in Singapore, deterring the transportation as the primary mode of keep public transport fares low it has use of private vehicles. At the same time, transport by linking integrated sheltered one of the lowest average train fares. both carsharing and bikesharing are walkways to all public transport nodes and A monthly travel pass is cheaper than expanding in the city. creating 00 km of bicycle lanes by 20 0. most of the cities in the index, especially noteworthy given the high level of • To further develop and promote its • To capitali e further on its highly service provided. intermodal transport system, Singapore integrated payment system, Singapore will plans to expand the coverage of its rail introduce wearables that can be used in • Singapore s intelligent transport system network to 0 km by 20 0, serving all the place of smart cards. The LTA is also (ITS) master plan involves adoption of big ma or hubs on the island. collaborating with private players to data, moneti ation of roads, and promote account based ticketing, which mobility on demand to create tailored will use credit/debit cards across the city s solutions for residents. public transport system.
MMAR Singapore boasts one of the best transport systems in the world. By discouraging private-vehicle ownership through high taxes, significantly ramping up the quality of public transport modes, and maintaining low fares, Singapore also hopes to achieve a highly sophisticated transportation system with minimal reliance on private modes of travel. The island city network benefits from an integrated ticketing and payment system and enjoys high customer satisfaction. One of the key challenges it faces, though, is matching the pace of infrastructure development with the ambitious smart mobility plans it has in place.
C TACT imon Dixon Haris Irshad Lee Che Chiat lobal Transportation leader Technical director, Economic Consulting Public Sector Industry leader, SEA Partner Deloitte LLP Partner Deloitte MCS Limited Tel: 20 00 2 Deloitte Consulting Tel: (0) 20 0 0 Mobile: 2 Tel: 5 2 2 10 Email: sidixon deloitte.co.uk Email: hirshad deloitte.co.uk Email: chewlee deloitte.com
About the Deloitte City Mobility Index About this publication Tohmatsu Limited, a private company limited The Deloitte City Mobility Index reviews ma or cities This publication has been written in general terms by guarantee (“DTTL”). DTTL and each of its on key aspects of mobility and the resulting and we recommend that you obtain professional member firms are legally separate and indepen relationship to economic performance. Drawing on advice before acting or refraining from action on dent entities. DTTL and Deloitte NWE LLP do not publicly available data, client conversations, and any of the contents of this publication. Deloitte MCS provide services to clients. Please see bespoke Deloitte analyses, we assess each city s Limited accepts no liability for any loss occasioned http://www.deloitte.com/aboutwww.deloitte.com/about to learn more about our ability to transport its citi ens both now and in the to any person acting or refraining from action as a global network of member firms. future and therefore its potential to bring prosperity result of any material in this publication. 201 Deloitte MCS Limited. All rights reserved to the city. About Deloitte As we receive feedback, we will update and expand Deloitte MCS Limited is registered in England and the analysis, which may mean the results shown in Wales with registered number 0 11052 and its this document may change. registered office at Hill House, 1 Little New Street, For the full interactive index, visit the Deloitte City London, EC A TR, nited ingdom. http://www.http://www.deloitte.com/insights/city-mobility-indexMobility Index at deloitte.com/insights/mobility index. Deloitte MCS Limited is a subsidiary of Deloitte LLP, For Deloitte s insights on the Future of Mobility, visit which is the United Kingdom affiliate of Deloitte http://www.deloitte.com/insights/future-of-mobilitydeloitte.com/insights/future of mobility. NWE LLP, a member firm of Deloitte Touche Deloitte City Mobility Index n ly i e
Analysis area 1,508 km2 | Population 3,025,039 (2015) | Population density 2,014/km2 Dubai Definition of analysis area: Dubai rban Area (includes Shar ah)
T P PERF RMER M ILIT A AL I L AL LEADER E M ILIT TATI TIC C TE DER EMER I A PIRI Public transport options Metro, bus, ferry, taxi, tram, light rail
Congestion Monthly public transport pass S$122 Public transport reliability
Performance Transport safety DP S$10 billion (201 ) and resilience Integrated and shared mobility
Air quality Principal transport authorities Roads and Transport Authority (RTA) Vision and strategy Planned, regulated, and monitored by primary Investment transport authority
Innovation R E M DAL PLIT Vision and Regulatory environment PRIVATE CAR P LIC TRA IT leadership Environmental sustainability 8 1 initiatives
Public transit supply
Transport affordability AL I IC CLE Versatility 1 1 ervice and Customer satisfaction inclusion Accessibility
F T RE F M ILIT CAPA ILIT Dubai FoM global leader Significant Passive environment, Proactive environment, Proactive environment, work to do a number of barriers some barriers few barriers
TRE TH CHALLE E • Integrated ticketing and e wallet payments across all public • Heavy road congestion during peak hours, with average transport modes, taxis, parking lots, and toll roads commute time of more than one hour, and the lack of alternative • A dedicated “Autonomous Transportation Strategy,” with an routes during public transport repairs and construction ob ective to have 25 percent of ourneys made by self driving • Very high levels of private car ownership and use (5 0 per 1,000 vehicles, including autonomous air taxis, by 20 0 people), resulting in significant vehicle emissions incentives • Plans to increase public transport use by 10 percent by 2020 required to modify travel behaviors • Lack of investment to improve bicycle and pedestrian safety, such as by expanding smart crossings in the area Deloitte City Mobility Index Dubai
ey focus areas to improve uild no ledge Formulate plans to Focus on data based city mobility and realize the exchange and learning accelerate the adoption analytics solutions for opportunities to apply of electric vehicles EVs traffic management Future of Mobility other cities public and build the charging transport best infrastructure practices accordingly
M ILIT A AL I F RTHER DETAIL
Performance and Vision and leadership ervice and inclusion resilience Dubai still faces traffic congestion due to The city is pursuing its long term strategy Dubai offers multiple public people using private vehicles, despite to ard autonomous transportation and transportation options, ith good having diverse and robust public giving incentives to promote the adoption accessibility for disabled riders, and is transportation options. and usage of EVs. now exploring affordable transport • Subsidi ed fuel prices, and relatively low • Dubai s detailed strategy aims to options, such as ridesharing. car prices and maintenance costs mean transform 25 percent of the total • The Dubai metro is the longest driverless percent of all trips are made using transportation in the city involving 5 metro, and more than S$2 billion worth privately owned cars. million daily trips to autonomous modes of commitments have been made to by 20 0. This is expected to cut expand the metro by another 15 km. • The Roads and Transport Authority (RTA) transportation costs by percent. has proposed several measures to curb • Dubai has plans to become the most traffic congestion in Dubai, such as • The city launched the “Dubai World disabled friendly city by 2020, and is regulating the issuance of driving licenses Autonomous Transportation Challenge” to offering a 50 percent discount on driver and amending vehicle registration fees encourage companies and academic licensing services, and free and priority based on the distance travelled annually. institutions to test the latest advances in parking for car users with disabilities. The autonomous technology. city also runs dedicated last mile • The Nol card is one of the most advanced paratransit taxi services. public transport ticketing cards in the • Dubai is providing incentives to achieve its world. In 201 , the government introduced target of having 2,000 EVs on the streets • The city aims to provide budget mobility near field communication enabled by 20 0. The Dubai Electricity and Water solutions to city commuters and has payments, which can be used for public Authority (DEWA) and the RTA have come started pilots with international transport, parking, and tolls. up with perks, such as free public parking, ride hailing giants as strategic partners to toll exemptions, and discounts on plug in set up a new low cost transport service. car registration fees.
MMAR Dubai has fully embraced the Future of Mobility. It has already started experimenting with autonomous road based and aerial vehicles, and provides several incentives to increase the use and adoption of EVs. It is seeking affordable mobility solutions that will help to reduce the number of vehicles on the road. The immediate challenges include road congestion during peak hours and poor air quality, which can be solved by implementing restrictive number plate licensing. Dubai s key challenges are to transform its plans to build the world s most advanced transport system into reality and affect behavioral changes.
C TACT imon Dixon Haris Irshad Michael Do ds lobal Transportation leader Technical director, Economic Consulting Senior manager, Consulting Partner Deloitte LLP Deloitte and Touche (M.E.) Deloitte MCS Limited Tel: 20 00 2 Tel: 1 Tel: (0) 20 0 0 Mobile: 2 Mobile: 1 52 2 1 Email: sidixon deloitte.co.uk Email: hirshad deloitte.co.uk Email: midowds deloitte.com
About the Deloitte City Mobility Index About this publication Tohmatsu Limited, a private company limited The Deloitte City Mobility Index reviews ma or cities This publication has been written in general terms by guarantee (“DTTL”). DTTL and each of its on key aspects of mobility and the resulting and we recommend that you obtain professional member firms are legally separate and indepen relationship to economic performance. Drawing on advice before acting or refraining from action on dent entities. DTTL and Deloitte NWE LLP do not publicly available data, client conversations, and any of the contents of this publication. Deloitte MCS provide services to clients. Please see bespoke Deloitte analyses, we assess each city s Limited accepts no liability for any loss occasioned www.deloitte.com/about to learn more about our ability to transport its citi ens both now and in the to any person acting or refraining from action as a global network of member firms. future and therefore its potential to bring prosperity result of any material in this publication. 201 Deloitte MCS Limited. All rights reserved to the city. About Deloitte As we receive feedback, we will update and expand Deloitte MCS Limited is registered in England and the analysis, which may mean the results shown in Wales with registered number 0 11052 and its this document may change. registered office at Hill House, 1 Little New Street, For the full interactive index, visit the Deloitte City London, EC A TR, nited ingdom. http://www.http://www.deloitte.com/insights/city-mobility-indexMobility Index at deloitte.com/insights/mobility index. Deloitte MCS Limited is a subsidiary of Deloitte LLP, For Deloitte s insights on the Future of Mobility, visit which is the United Kingdom affiliate of Deloitte http://www.deloitte.com/insights/future-of-mobilitdeloitte.com/insights/future of mobility. y NWE LLP, a member firm of Deloitte Touche Deloitte City Mobility Index n ly i e
Analysis area 1,569 km2 | Population 8,787,892 (2016) | Population density 5,601/km2 London Definition of analysis area: reater London, including 2 boroughs and the City of London
T P PERF RMER M ILIT A AL I L AL LEADER E M ILIT TATI TIC C TE DER EMER I A PIRI Public transport options Metro, tram, bus, commuter rail, ferry, bicycle Congestion Monthly public transport pass Public transport reliability S$1 5
Transport safety Performance DP and resilience Integrated and shared mobility S$ 1 billion (201 )
Air quality Principal transport authorities Transport for London (TfL) Vision and strategy Regulated, licensed, subsidi ed, and monitored by principal Investment transport authorities
Innovation R E M DAL PLIT Vision and Regulatory environment PRIVATE CAR P LIC TRA IT leadership Environmental sustainability 2 initiatives
Public transit supply
Transport affordability AL I IC CLE Versatility 20 ervice and Customer satisfaction inclusion Accessibility
F T RE F M ILIT CAPA ILIT London FoM global leader Significant Passive environment, Proactive environment, Proactive environment, work to do a number of barriers some barriers few barriers
TRE TH CHALLE E • Availability and coverage of open data and deployment of • High transportation cost across public modes, private hire cabs, real time traffic analysis tools and congestion charges and car ownership • Innovative transport ecosystem features world class financial • Crowded transport system with high percentage of delays on investors, academic collaboration, and startups public transport and heavy traffic congestion on roads • Active efforts to reduce pollution through ambitious • Multiple authorities and stakeholders for road maintenance ero emission plans and support for electric vehicles (EV) buses pro ects leads to complex decision making and uncoordinated and active modes of transport outcomes Deloitte City Mobility Index London
ey focus areas to improve ptimi e the use and Increase the role of Focus on multimodal city mobility and realize the capacity of public demand management integration that transport to meet schemes to balance accounts for the first- Future of Mobility future needs demand and supply and last mile options
M ILIT A AL I F RTHER DETAIL
Performance and Vision and leadership ervice and inclusion resilience Congestion and struggling reliability of London has a long history of embracing London has a versatile, user friendly, and metro and tram services ill add pressure ne technologies, and TfL s vision and vast public transport net or , but is also to London s large and extensive public strategy leads the ay for innovative an expensive city in hich to travel. transport net or . mobility solutions. • London is one of the most expensive cities • London needs to improve the reliability of • Frequent collaborations between public in the world to travel in, both in terms of its metro and tram services (15 percent and private bodies are encouraged to private and public transport. However, the are delayed) to accommodate increasing provide innovative solutions to transport fares for buses and trams are fro en until customer demand caused by a growing problems, such as facilitating self driving 2020, which cause financial pressure population. testing with car manufacturers. elsewhere. • Nearly three-quarters of trips involve • High scores for innovation and the • Significant efforts have gone into providing some form of sustainable transport ( regulatory environment through ambitious step free access in stations and vehicles. percent public transport, 25 percent active plans to create “healthy streets” and The mayor of London has a target to make modes). London manages road traffic prioriti ing alternative fuels and power 0 percent of London underground through modern methods such as SCOOT sources. stations step free by 2022. technology and congestion charging, • TfL has adopted strategies to address • Contactless payment cards are accepted although air quality remains poor and a known challenges, such as ero emission across the transport network and TfL sees rising cause for concern. initiatives to reduce pollution, measures to more than 1. million ourneys per day • TfL has adopted the Vision ero policy to improve road safety, and efforts to using these cards on a regular basis. reduce traffic related deaths targets strongly promote active transport to make include no fatalities in or by a London commuting more affordable. For example, bus by 20 0 and the elimination of all the city has identified 25 bicycle corridors fatalities and serious in uries from road to be created to increase bicycle ridership. collisions by 20 1.
MMAR London is a leader in many policy areas, such as open data and integrated payments thanks to Transport for London s encouragement of innovation and partnerships with the private sector. With the advent of modern mobility solutions and ever increasing demand for transport, London s infrastructure struggles to keep up, and the combination of severe congestion, unreliable service, and unsafe roads results in lower customer satisfaction. High fuel prices and workforce costs make both private and public transport expensive. London can leverage its tech savvy ecosystem to reduce costs and improve reliability.
C TACT imon Dixon Haris Irshad Angus no les Cutler lobal Transportation leader Technical director, Economic Consulting vice chairman Partner Deloitte LLP London office managing partner Deloitte MCS Limited Tel: 20 00 2 Deloitte LLP Tel: (0) 20 0 0 Mobile: 2 Tel: 20 00 2 Email: sidixon deloitte.co.uk Email: hirshad deloitte.co.uk Email: aknowlescutler deloitte.co.uk
About the Deloitte City Mobility Index About this publication Tohmatsu Limited, a private company limited The Deloitte City Mobility Index reviews ma or cities This publication has been written in general terms by guarantee (“DTTL”). DTTL and each of its on key aspects of mobility and the resulting and we recommend that you obtain professional member firms are legally separate and indepen relationship to economic performance. Drawing on advice before acting or refraining from action on dent entities. DTTL and Deloitte NWE LLP do not publicly available data, client conversations, and any of the contents of this publication. Deloitte MCS provide services to clients. Please see bespoke Deloitte analyses, we assess each city s Limited accepts no liability for any loss occasioned http://www.deloitte.com/aboutwww.deloitte.com/about to learn more about our ability to transport its citi ens both now and in the to any person acting or refraining from action as a global network of member firms. future and therefore its potential to bring prosperity result of any material in this publication. 201 Deloitte MCS Limited. All rights reserved to the city. About Deloitte As we receive feedback, we will update and expand Deloitte MCS Limited is registered in England and the analysis, which may mean the results shown in Wales with registered number 0 11052 and its this document may change. registered office at Hill House, 1 Little New Street, For the full interactive index, visit the Deloitte City London, EC A TR, nited ingdom. http://www.http://www.deloitte.com/insights/city-mobility-indexMobility Index at deloitte.com/insights/mobility index. Deloitte MCS Limited is a subsidiary of Deloitte LLP, For Deloitte s insights on the Future of Mobility, visit which is the United Kingdom affiliate of Deloitte http://www.deloitte.com/insights/future-of-mobilitydeloitte.com/insights/future of mobility. NWE LLP, a member firm of Deloitte Touche Deloitte City Mobility Index n ly i e
Analysis area 5,906 km2 | Population 5,928,040 (2016) | Population density 1,004/km2 Toronto Definition of analysis area: Toronto Census Metropolitan Area defined by Statistics of Canada
T P PERF RMER M ILIT A AL I L AL LEADER E M ILIT TATI TIC C TE DER EMER I A PIRI Public transport options Metro, light rail, bus
Congestion Monthly public transport pass S$111 Public transport reliability
Performance Transport safety DP S$ 0 billion (2015) and resilience Integrated and shared mobility
Air quality Principal transport authorities Metrolinx
Vision and strategy
Regulated, licensed, subsidi ed, and monitored by principal Investment transport authorities
Innovation R E M DAL PLIT Vision and Regulatory environment PRIVATE CAR P LIC TRA IT leadership Environmental sustainability 0 2 initiatives
Public transit supply
Transport affordability AL I IC CLE
Versatility 1
ervice and Customer satisfaction inclusion Accessibility THER 1
F T RE F M ILIT CAPA ILIT Toronto FoM global leader Significant Passive environment, Proactive environment, Proactive environment, work to do a number of barriers some barriers few barriers
TRE TH CHALLE E • Commitment to developing mobility sharing services, and plans • No city plan around electric vehicles (EVs) and low adoption to evaluate autonomous vehicles (AVs) and traffic management despite provincial investment solutions • ourney planning tools not user friendly and fail to integrate • Launch of a driverless car research hub trips across the reater Toronto Area ( TA) • Smart driving initiative helps people find alternative travel • Significantly increasing the number of trips made by bicycle and options to driving promoting bicycles as a last mile solution Deloitte City Mobility Index Toronto
ey focus areas to improve uild integrated Increase use of Improve first- and city mobility and realize the analytics tools to enable existing transportation last mile integration planning of ne routes assets ith transportation Future of Mobility services
M ILIT A AL I F RTHER DETAIL
Performance and Vision and leadership ervice and inclusion resilience Toronto s public transit system has gro n Toronto s long term vision is focused on Toronto s transportation system scores significantly in recent years, but requires net or expansion ith ambitions to well in terms of versatility, although the increased funding to meet the needs of foster a smart transport revolution in services are costly, which puts a burden the region. afety initiatives have proved the future. on passengers. successful. • Metrolinx has launched a plan for 20 1 • The city has a broad range of • The Canada Ontario Public Transit that aims to connect the TA regions transportation options, including extensive Infrastructure Fund agreement will along rapid transit corridors. These will public transit, commuter rail, and a large address key challenges on the network, include the Regional Express Rail, bus carsharing and bikesharing network, with such as fixing aging tracks and building rapid transit, and light rail. strong commitment by Metrolinx to new stations . • EV sales represent only 0.5 percent of new further improve wheelchair accessibility. • Safety initiatives such as Vision ero and cars despite Ontario s subsidy of more • Affordability is a ma or concern for users the Road Safety Moderni ation Program than S$10,000 for EV purchases. of Toronto s transit system, particularly have yielded results through measures • The Autonomous Vehicle Innovation due to the lack of fare integration across such as Seniors Safety ones, red light Network (AVIN) and the upcoming launch the TA s transit authorities this has been cameras, and road safety audits. of a driverless car research hub, supported improving in recent years. • There is a lack of reliable and user friendly by the niversity of Toronto and its • The Toronto Transit Commission s regional trip planning tools across the TA. mobility partners, provide opportunities ambitious plan to moderni e the system, for Toronto to become an early adopter. including fleet and infrastructure renewal, has improved customer satisfaction within the city core. Surrounding regions must follow suit by developing networks and improving integration.
MMAR Toronto has a well developed public transport network in the city core, but suburban areas are underserved and highly congested. Recent investments aim to address this problem by building new rapid transit routes, and plans are in place to improve integration across transit authorities throughout the larger metropolitan area. The city is open to embracing technology and has included space for these in its regional transport plan. Metrolinx is committed to reducing reliance on private cars in the region through initiatives such as Smart Commute and development of rapid transit corridors. The government of Ontario has committed funding aimed at increasing adoption of EVs, but the city s EV infrastructure still lags behind.
C TACT imon Dixon Haris Irshad vonne Rene de Cotret lobal Transportation leader Technical director, Economic Consulting Public Sector Partner Deloitte LLP Partner Deloitte MCS Limited Tel: 20 00 2 Deloitte Canada Tel: (0) 20 0 0 Mobile: 2 Tel: 1 1 5 5 55 Email: sidixon deloitte.co.uk Email: hirshad deloitte.co.uk Email: yrenedecotret deloitte.ca
About the Deloitte City Mobility Index About this publication Tohmatsu Limited, a private company limited The Deloitte City Mobility Index reviews ma or cities This publication has been written in general terms by guarantee (“DTTL”). DTTL and each of its on key aspects of mobility and the resulting and we recommend that you obtain professional member firms are legally separate and indepen relationship to economic performance. Drawing on advice before acting or refraining from action on dent entities. DTTL and Deloitte NWE LLP do not publicly available data, client conversations, and any of the contents of this publication. Deloitte MCS provide services to clients. Please see bespoke Deloitte analyses, we assess each city s Limited accepts no liability for any loss occasioned http://www.deloitte.com/aboutwww.deloitte.com/about to learn more about our ability to transport its citi ens both now and in the to any person acting or refraining from action as a global network of member firms. future and therefore its potential to bring prosperity result of any material in this publication. 201 Deloitte MCS Limited. All rights reserved to the city. About Deloitte As we receive feedback, we will update and expand Deloitte MCS Limited is registered in England and the analysis, which may mean the results shown in Wales with registered number 0 11052 and its this document may change. registered office at Hill House, 1 Little New Street, For the full interactive index, visit the Deloitte City London, EC A TR, nited ingdom. http://www.http://www.deloitte.com/insights/city-mobility-indexMobility Index at deloitte.com/insights/mobility index. Deloitte MCS Limited is a subsidiary of Deloitte LLP, For Deloitte s insights on the Future of Mobility, visit which is the United Kingdom affiliate of Deloitte http://www.deloitte.com/insights/future-of-mobilitydeloitte.com/insights/future of mobility. NWE LLP, a member firm of Deloitte Touche Deloitte City Mobility Index n ly i e
Analysis area 7,866 km2 | Population 21,493,000 (2017) | Population density 2,732/km2 Mexico City Definition of analysis area: The Metropolitan one of the Valle de M xico (Valle de M xico)
T P PERF RMER M ILIT A AL I L AL LEADER E M ILIT TATI TIC C TE DER EMER I A PIRI Public transport options Metro, bus, light rail, commuter rail
Monthly public transport pass Congestion S$25
Public transport reliability DP S$1 billion (201 ) Performance Transport safety Principal transport authorities and resilience Integrated and shared mobility Secretariat of Transportation and Highways, Servicio de Transportes El ctricos del Air quality Distrito Federal (STE), Ministry of Mobility of Mexico City (SEMOVI), Ministry of Communications and Transport Vision and strategy Regulated, licensed, and monitored by principal Investment transport authorities
Innovation R E M DAL PLIT Vision and Regulatory environment PRIVATE CAR P LIC TRA IT leadership Environmental sustainability 22 1 initiatives
Public transit supply
Transport affordability AL I IC CLE
Versatility 1 1
ervice and Customer satisfaction inclusion Accessibility THER
F T RE F M ILIT CAPA ILIT Mexico City FoM global leader Significant Passive environment, Proactive environment, Proactive environment, work to do a number of barriers some barriers few barriers
TRE TH CHALLE E
• Efficient bus rapid transport network delivers time savings of up • Limited accessibility of public transport in suburban areas due to 0 percent when compared to similar trips on the road to fragmented policy making
• “Hoy No Circula” program limits vehicle circulation in Mexico to • Rising trend toward private car usage, which is contributing combat air pollution in the city to congestion
• Currently has the second largest bikesharing system in • Insufficient and deteriorating pedestrian infrastructure North America Deloitte City Mobility Index Mexico City
ey focus areas to improve Develop a unified Create separate paths Develop future-focused city mobility and realize the transportation for pedestrians, transport regulations authority to regulate, bicycles, and regular and or ith industry Future of Mobility oversee, and fund all traffic to minimize and academia to public transport traffic-related innovate activities fatalities
M ILIT A AL I F RTHER DETAIL
Performance and Vision and leadership ervice and inclusion resilience Mexico City has increasing congestion and The city s transportation plan addresses The city offers versatile and affordable high levels of air pollution despite current challenges, such as congestion modes of public transportation. It needs idespread use of public transport. Lax and infrastructure, and promotes the use to improve its accessibility across all road safety guidelines and an inefficient of active modes of transportation and modes of transportation. monitoring system add to commuters electric vehicles EVs for sustainable • At S$.25 a ride, the city has one of the oes. mobility. world s cheapest subways. The metro • The growing use of private cars, up • Mexico City s Integrated Mobility Program spans 225. km and provides 5 million percent annually, and limited road for 201 –1 promoted active modes of rides per day, while the BRT has six lines infrastructure have resulted in worsening transportation, consolidated operations, spanning 125 km. Suburban areas are traffic. Any disruption to public and improved infrastructure and road underserved due to multiple policy making transport whether due to power cuts, safety. entities. flooding, road work, or other • In 201 , the city government announced • The city has an integrated contactless issues causes network paralysis. its plans to replace the government smart card that can be used across all • The city s terrible congestion has resulted licensed fleet of taxis with hybrid EVs. It public modes. It also plans to launch a in a growing number of traffic related also plans to invest more than S$1 debit card, in collaboration with a bank, fatalities 0 percent of those in ured are million to increase charging stations in the that can be used for both transit and pedestrians or cyclists. city on top of the 20 percent discount on everyday purchases. road tolls for EVs. • Mexico City has a strong bikesharing • The BRT service is free and accessible for scheme, and an increasing number of • Mexico City is actively promoting cycling. disabled passengers. Bus floors are at the carsharing companies as well. City The city has the fifth largest public same level as station platforms, and have government recently enabled contactless bikeshare system in the world, with , 00 elevators and tactile paving. et payments through bankcards and bicycles and 0 stations. disabled friendly metro facilities are e payments. limited, with no elevators or ramps or, in some cases, escalators.
MMAR With a metropolitan population of more than 21 million people, Mexico City faces distinct challenges in delivering sustainable urban mobility. The city has made considerable strides in improving mobility options by expanding metro lines and creating a BRT system and a public bikesharing program. The city should focus on investing in future transportation, developing regulations, and collaborating with academia and industry to promote innovation. The city has an extensive and affordable public transport network, but it needs to address the growing numbers of private cars, which it does in part through initiatives to restrict their use. It also should focus on addressing accessibility gaps across all modes of transport.
C TACT imon Dixon Haris Irshad Miguel Ángel Castro Ramírez lobal Transportation leader Technical director, Economic Consulting Strategy Operations Partner Deloitte LLP Deloitte Consulting roup, M xico Deloitte MCS Limited Tel: 20 00 2 Tel: 52 (155) 1 5 Tel: (0) 20 0 0 Mobile: 2 Email: mcastro deloittemx.com Email: sidixon deloitte.co.uk Email: hirshad deloitte.co.uk
About the Deloitte City Mobility Index About this publication Tohmatsu Limited, a private company limited The Deloitte City Mobility Index reviews ma or cities This publication has been written in general terms by guarantee (“DTTL”). DTTL and each of its on key aspects of mobility and the resulting and we recommend that you obtain professional member firms are legally separate and indepen relationship to economic performance. Drawing on advice before acting or refraining from action on dent entities. DTTL and Deloitte NWE LLP do not publicly available data, client conversations, and any of the contents of this publication. Deloitte MCS provide services to clients. Please see bespoke Deloitte analyses, we assess each city s Limited accepts no liability for any loss occasioned www.deloitte.com/about to learn more about our ability to transport its citi ens both now and in the to any person acting or refraining from action as a global network of member firms. future and therefore its potential to bring prosperity result of any material in this publication. 201 Deloitte MCS Limited. All rights reserved to the city. About Deloitte As we receive feedback, we will update and expand Deloitte MCS Limited is registered in England and the analysis, which may mean the results shown in Wales with registered number 0 11052 and its this document may change. registered office at Hill House, 1 Little New Street, For the full interactive index, visit the Deloitte City London, EC A TR, nited ingdom. http://www.http://www.deloitte.com/insights/city-mobility-indexMobility Index at deloitte.com/insights/mobility index. Deloitte MCS Limited is a subsidiary of Deloitte LLP, For Deloitte s insights on the Future of Mobility, visit which is the United Kingdom affiliate of Deloitte http://www.deloitte.com/insights/future-of-mobilitdeloitte.com/insights/future of mobility. y NWE LLP, a member firm of Deloitte Touche