Achieving Together 2013 Delivering Our Commitments T… · ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 1 Contents About this Report This is Transdev Australasia’s third

Achieving Together 2013 Delivering Our Commitments

ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 1

Contents About this Report

This is Transdev Australasia’s third publicly released report and corporate profile that addresses our achievements, our people, our performance for 2013, and how we are performing against our Corporate Responsibility strategy.

The structure of the report reflects Our Promise and draws

on key case studies and results collected throughout the year.

The report covers the period January 2013 to December 2013,

unless otherwise specified.

Produced by the Transdev Australasia,

Corporate Affairs Department.*

Message from the CEO Global 2

Message from the CEO Australasia 3

International Company Overview 4

Australasia Overview 6

Meet Our Teams 8

The Big Picture Change, Productivity & Transformation 12

Our Strategic Framework Piecing it Together 14

Our Story 16

Transdev Australasia Executive Leadership Team 18

Our Performance 2013 20

Safety – Our Number One Priority 22

Best in Class Operational Performance 26

Superior Experience 30

High Performance Culture 37

Quality Asset Management 42

Value for Money 46

Our Innovation 50

Our Corporate Responsibility Strategy 53

Our Corporate Responsibility in Action 56* Transdev Melbourne statistics are not included in this report as the business only commenced in August 2013.

2 ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS

Message from the CEO Global

As global Chairman and CEO of the Transdev group, it gives me great pleasure to introduce this informative and comprehensive new report from Australia and New Zealand.

Transdev’s ambition is to be the partner of choice of our

clients and customers by pioneering in mobility. This ambition

is being realised around the world including in Australia and

New Zealand. They are located in the fastest growing and most

vibrant region in the world, a region blessed with a prosperous

outlook, stable political environment and a commitment to

public transport growth. For these reasons, Australia and New

Zealand remain fundamental to the group’s growth strategy.

The Australasian arm of Transdev is thriving because of its

strong safety, customer service and operational record, and

because the local teams always find innovative ways to improve

the experience for customers, clients and the communities

they serve. The ultimate tribute to the group is the fact that

customers and clients have shown confidence in Transdev,

with patronage up, new contracts won, and many contracts

retained across multiple modes and in different locations.

I am honoured to stand with my Australasian colleagues;

proud of their achievements, excited by their ambition

and trusting in their ability.

I commend this report to you.

Jean-Marc Janaillac

Chairman and Chief Executive Officer

Transdev group

Jean-Marc Janaillac Transdev group


As the title of this report states, Transdev Australasia is dedicated to delivering on our commitments – to our staff, our clients, our customers and the communities where we serve. With a heritage stretching back two centuries and a 15-year presence in Australasia, we are happy to share our story with you.

I am pleased to report that over the past year, Transdev has

grown and prospered, with many tenders won, contracts

retained and extended, and new business opportunities

taken. Governments and private clients in Sydney, Melbourne,

Brisbane, Perth, Auckland, Darwin and Central Queensland

have placed their trust in us, our people, our systems, our

experience and our multimodal expertise.

It is a pleasure to lead an organisation comprised of dedicated

and hard-working staff who strive every day to make the

journeys of our customers safe, reliable, clean, informative

and responsive.

It is also an honour to work as a partner with our clients to

tackle congestion in our cities and provide a means of transport

for commuters, tourists, resource workers and those seeking

to connect with others in their community. The role of public

transport is becoming more vital to the lifeblood of our cities

and regions and Transdev is proud to play its part in making

these connections possible.

I hope that you find this report both informative and

thought-provoking.

Jonathan Metcalfe

Chief Executive Officer

Transdev Australasia

Message from the CEO

Australasia

Jonathan Metcalfe Transdev Australasia


Transdev is one of the world’s leading public transport companies. Transdev advises and assists local authorities, from pre-project and daily operations of public transit systems to project management. With 95,000 employees, the company operates contracts across 21 countries, and generated revenues of 7.9 billion euros in 2012.

The world’s most multimodal company, Transdev connects

people and communities through train, tram, metro, light

rail, coach, bus, BusWay®, paratransit, ferry, taxi, car-sharing,

shared-ride airport shuttle, and bicycle.

Transdev is an incorporated company with its own Board of

Directors and is supported by its two major shareholders,

Caisse des Depôts and Veolia Environnement.

More recently, Transdev was known as Veolia Transdev.

As a result of a planned divestment of holdings, Veolia was

removed from the company name in March 2013. Despite the

change in name, the ultimate goal of moving people remains

the same and our slogan, Mobility inspired by you, is still very

much evident in all we do.

International Company Overview

Operating in

21 countries

13 modes

of transport

48,000+

vehicles & vessels

worldwide

An international network in 21 countries across 5 continents

Europe, Africa and Middle East

Americas

Canada United States Colombia Chile

Ireland United Kingdom Netherlands Belgium France Germany

Spain Finland Sweden Portugal Morocco Israel

Asia

India China South Korea

Australasia

Australia New Zealand


Australasia Overview

Transdev has been operating passenger transport services in Australasia since 1998. We operate five modes of transport in eight distinct locations.

Transdev Australasia Consolidated Revenue

Our operations include bus, rail, light rail and ferry for public

transport, and coaches for resource sector employees.

We have 5,000 staff and more than 1,870 vehicles and vessels

that deliver 120 million customer journeys each year.

In 2013, Australasia achieved growth with a significant new

contract and three defensive tender wins:

• Transdev Melbourne bus (new contract)

• Transdev Sydney light rail (renewal)

• Transdev NSW bus (renewals)

• Transdev SW (orange bus school passenger feeder service)

2012 was the biggest year of growth in bus and ferry modes

in Transdev Australasia’s history and 2013 consolidated that

growth with the commencement in August of our single

biggest company, the 500+ bus business, Transdev Melbourne.

The future outlook for company growth is positive as

governments shift their contracts to private operators,

as new contracts come to tender, and as current contracts

come up for renewal.

For more information about contract wins, please refer to

‘Our Story’ on page 16.

$0

$100m

$200m

$300m

$400m

$500m

$600m

2013201220112010

$267m

$352m$388m

$511m

Opposite Page: These figures are as at December 2013.

We operate

across

8 locations

5 modes of

transport


Eight locations, five modes,

11 operations

Transdev Brisbane Ferries

Journeys – 6 million

Weekly Services – 4,244

Staff – 193

Vessels – 28

Transdev Auckland

Journeys – 10.4 million


Staff – 474

Vehicles – 39

Harbour City Ferries

(JV with Transfield Services)



Staff – 643

Vessels – 32

Transdev SW



Staff – 155

Vehicles – 115

Transdev WA



Staff – 1,029

Vehicles – 491

VIVO Connect

Central QLD

Staff – 46

Vehicles – 22

Transdev Queensland



Staff – 207

Vehicles – 146

Transdev NSW



Staff – 928

Vehicles – 430

Transdev Australasia

Head Office

Melbourne

Transdev Sydney


Weekly Services – 600

Staff – 120

Vehicles – 6

Transdev Melbourne

Journeys – 32 million


Staff – 1,096

Vehicles – 504

Buslink VIVO Darwin

(JV with Buslink)

Staff – 125

Vehicles – 67


What I like about working for Transdev

I love the culture; I’m happy to come to

work every day! I believe that Transdev

has established a culture like no other

workplace I have experienced. The

management team should be highly

commended for how they have inspired

and built a network of such wonderful

support and resources that have

enabled us to better work together in achieving our common

objectives. The culture at Transdev drives me to dedicate and

apply myself to my role every day and to further develop my

knowledge and skills to assist me in reaching my full potential.

Bianca Wheat, Administration Support

(and Highly Commended, Passion, Golden Star Awards 2013),

Transdev Queensland

Transdev Melbourne

Our vision for Melbourne is to build a world-class bus network

that puts the customer at the centre.

The Melbourne bus contract, however, presents a unique set

of challenges. It has brought together 1,100 employees from

five different businesses, employed under 14 different EBAs.

Everyone has their own way of doing things and differing

expectations. To guarantee the franchise has long-term

viability, we must ensure that we are all on the same page,

working towards the same goals.

Our Orbital and Rapid Transit buses provide a vital service

across Melbourne; a city that continues to grow exponentially.

We have many exciting plans for improving these services,

which we are working on with Public Transport Victoria and

other stakeholders.

Edward Thomas, CEO, Transdev Melbourne

Each of our 10 operations has their own dedicated on-site team who ensure the effective day-to-day runnings of our operations across Australia and New Zealand. They are experts in transport maintenance, contract management, customer service and communications. They comprise dedicated and talented people who have our customers and clients front-of-mind as their priority, each and every day.

Transdev Queensland

Transdev Queensland connects local communities in

the Brisbane, Redlands and Yatala regions, and also has

the challenge of managing a remote contract in central

Queensland, via our VIVO Connect brand.

We help move more than three million people annually, and

having a safety record that’s second to none is critical. In

2013, our Safety Manager, Mick Fyfe was nominated in the

Queensland Safe Work Awards for his personal contribution to

creating a safe working environment and, in 2012, our business

received the award for Employer of the Year in our region at

the Queensland Training Awards. This recognition reflects our

commitment to the development of our people and ultimately,

to delivering a safe service, as safety is at the very heart of our

training programs.

Our investment in safety has spurred a fantastic team of people

who tackle every challenge head-on, as well as a safety record

that’s improving all the time. In November 2013, workplace

incidents were down by 79% year-to-date, and at-fault bus

accidents had almost halved compared with the previous

year. This is how I see us “walking the talk” of our international

accreditations for Safety AS 4801, Quality ISO 9001 and

Environment ISO 14001.

Colin Jennings, Managing Director (and QBIC Achiever

of the Year 2013), Transdev Queensland

Meet Our Teams



I really enjoy the company of my workmates and I love being on

the water in the fresh air because every day feels like a holiday!

Eileen Ryan, Ticket Seller, Brisbane Ferries


I like that it’s different every day I come

to work, from our particular job to the

customers we meet. We’re empowered

to make the quick decisions for the new

challenges we face each day.

Tom Lynch, Driver,

Transdev Melbourne

Transdev Brisbane Ferries

Brisbane Ferries manages the iconic CityCat, CityFerry and

CityHopper services on the Brisbane River. It is a high-profile

operation, attracting an average of 19,500 customers every

day. We make more than one million landings per year, which

we believe is the highest in the world, even putting New York

Ferries in second place.

At Brisbane Ferries, safety is paramount; we have an excellent

safety record and are ISO certified for Quality, Safety and

Environment. We also pride ourselves on high levels of

customer satisfaction and service reliability, consistently

borne out in independent research.

We have a dedicated team servicing commuters and tourists

alike. We have survived two extreme flood events in two years,

which shut down our operations, but also strengthened our

crisis management and recovery skills.

James Hall, General Manager, Brisbane Ferries

Transdev NSW

Being a newly merged business, which has entered into new

performance-based contracts, has presented a unique and

challenging environment in which we are now working.

Transdev NSW operates across a geographical spread, with six

depots spread between the Upper North Shore and the South

of Sydney, and provides a wide range of transport offerings –

route and school services, NightRide, rail replacement, and

charters. The combination of these factors presents our

business with some distinct challenges, however, we pride

ourselves on finding and implementing successful solutions

to overcoming those challenges.

In 2013, we aligned our business with Transport for NSW

by placing superior customer experience at the centre of

everything we do. NSW was proud to be the first Transdev

Australasian business to begin the organisation’s customer

service training program – Going for Care, and we are now

looking forward to rolling out the program to every staff

member in our business.

As a result of our hard work, we celebrated two contract

renewals in 2013 as well as the opening of a new

environmentally friendly depot in South Granville. We also

began the process of reinvigorating our business with a

transformation strategy that will better position us to meet

the challenges of our industry and further deliver on our

commitments to our clients, our customers, and our staff.

Shane Ellison, Managing Director, Transdev NSW



My reason for working here for 11 years is that I have had

the opportunity to progress in my chosen field. Work hours

are reasonable and all Transdev employees who I’ve had the

pleasure of meeting have been friendly and helpful.

Ryan Parera, Mechanic, Transdev NSW

Transdev Sydney

It is an exciting and dynamic time for our light rail operations

in Sydney. Over the past 12 months, we have had our contract

renewed, transitioned from our previous client to our

new client – Transport for NSW, farewelled the iconic

Sydney Monorail, and we also continue to play an integral

role in delivering and operating Sydney’s Inner West

Light Rail extension.

Opening a new network is a significant milestone and

the planning logistics, a major undertaking. Engineering,

technical and regulatory approvals, and operational planning

requirements are in progress, while the team simultaneously

manages the day-to-day existing service delivery.

Our operations were compounded in October with derailment

challenges. The professionalism and extra commitment shown

by the Transdev Sydney team during this difficult period was

exceptional. While we may be perceived as a small network,

the significant challenges we overcome in delivering daily

light rail services are a source of pride and demonstrate the

considerable passion and dedication of our team.

Matt Baynie, Deputy Managing Director, Transdev Sydney


I like working at Transdev Sydney because it has a family feel

to it. Every day is rewarding and different with new challenges

to deal with.

Brendan Hyland, Light Rail Operations Controller,

Transdev Sydney

Meet Our Teams


Harbour City Ferries is a Transdev and Transfield Services

joint venture which aims to revitalise Sydney’s iconic

ferry services in a unique public-private partnership

with Transport for NSW.

Our challenges are to maintain customer satisfaction –

currently at 95% – while keeping employees engaged

with our vision of improving the customer experience and

journey amidst a challenging operational and industrial

relations environment.

The increased focus on customer service and the cultural

and behavioural changes we are implementing are integral

to our overall transformation in becoming a world-class

ferry operator.

In 2013, Harbour City Ferries celebrated its first anniversary,

achieving impressive customer satisfaction results, record

patronage, and much positive external praise for our first

year as private operator. The past year has also seen our team

successfully handle a number of challenging issues as well as

major events such as the International Fleet Review in October.

We are well underway in transforming our operations into a

world-class ferry service and are proud of our achievements

since we began operations in July 2012.

Michelle Handforth, General Manager

Customer & Stakeholders, Harbour City Ferries


I like working as part of a team – with my crew as well as

management. We’re all in it together to achieve the same

things – working together to make the company better and

keep our customers happy.

Ron Zacher, Master (and Winner, Customer Service,

Golden Star Awards 2013), Harbour City Ferries


Managing services on behalf of a PTA requires intelligent

stakeholder relations at all levels of the business. We are

proud that our WA businesses continue to be held in high

regard by our PTA, which is testament to our passionate

and dedicated workforce.

Morris Caputi, Managing Director,

Transdev WA and Transdev SW


I like to work for Transdev because it has given me a feeling of

self-worth. My colleagues, supervisors, and managers all look

after each other.

Rajeshwer Singh Chhaba, Bus Operator,

Transdev WA

The past year has also seen Transdev Auckland experience a

transformation, with a refreshed executive team and significant

improvements achieved in network performance, coupled with

big steps forward in safety with the train protection project,

preparation for a KiwiRail driver transfer, and the achievement

of 12 months without a Lost Time Injury.

Our challenges in the coming year, as we move into

refranchising in 2015/16, will be to further improve our

performance record and effectively manage a smooth

transition to operating the electric network, all while

maintaining our vigilant safety standards. We look forward

to delivering a world-class rail system and a matching

customer experience.

Terry Scott, Managing Director, Transdev Auckland


This is the type of job I have looked for all my life. It gives me an

opportunity to work with the public and interact with people

from many different backgrounds. I get a lot of satisfaction

from the work I do helping customers.

Sylvan Pinto, Station Assistant, Transdev Auckland

Transdev WA and Transdev SW

Transdev WA and Transdev SW are unique businesses given

the area that they cover and the variances in contracts across

those areas. Combined, the WA bus businesses are Transdev

Australasia’s largest operations, servicing central Perth and its

suburbs, as well as providing urban, school and coach services

in the South West of WA.

In 2013, we introduced a new CAT service and have worked with

our client on a trial of hybrid buses. In addition, the WA teams

collaborated with Transdev’s Business Development team to

win a new contract to provide Passenger Feeder services in

regional South West WA.

After receiving the WA Work Safety Award for Best Safety and

Health Management System in 2012, Transdev WA was highly

commended at the National Safe Work Australia Awards in 2013.

The business continues to be assessed by WorkSafe on our

safety management system and we have achieved the platinum

award for the last three years.

We are committed to retaining our accreditations through

Bureau Veritas for Safety, Quality and Environmental standards,

AS 4801, ISO 9001, ISO 14001 and OSHAS 18001.

Transdev AucklandOur Auckland business has had an exciting year with the

electrification of the urban rail network and the arrival of its

first new electric trains, with testing of these units underway

and early results reported as excellent.

The first electric train revenue service is expected to take place

on the Onehunga line in April 2014.


The Big Picture Change, Productivity & Transformation

‘The benefits of investment in transportation infrastructure

are well known...Among the more obvious benefits is a

reduction in travel times and costs for both people and goods…

favourable social impacts through reducing travel stress and

increasing the connectedness of communities. And there are

environmental benefits as well…Poor transportation makes this

contact difficult and hurts our national productivity…’1

Change is a constant

Not since the 1940s have we seen three prime ministers in

one calendar year, and public transport has been caught up

in the national conversation with the incoming Coalition

Government adhering to its pre-election commitment to not

fund urban public transport, a shift away from the previous

administration’s approach.

It remains to be seen what impact this policy change will have

in the longer term, but at least in the short term it will put more

pressure on state governments and will likely see more need

for private sector finance to fund vital public transport projects.

Some state governments have taken a pragmatic view and said

they will focus on public transport and let the Commonwealth

fund road projects.

While the investment in public transport is at historic levels in

some jurisdictions, in others, the pressure on state government

balance sheets has seen some key public transport projects

shelved and others delayed. Despite some difficulties on the

capital side, all state governments are continuing to provide

recurrent funding in response to almost unprecedented

demand from customers and the general community.

Transdev predicts that the public transport market operated

by the private sector in Australia will grow by 6.6% (CAGR) over

the next five years. This predicted percentage growth is higher

than any other major Transdev market and is in stark contrast

to Europe where many state and municipal authorities have

been forced to cut services and several have taken services

back in-house.

But what does this mean for Transdev? We agree with the

RBA Deputy Governor Lowe and will continue to lobby for

greater investment in public transport, on both the capital

and recurrent side. We will also argue that the private sector

should play a greater role in providing these vital services.

We know that the private sector delivers a better service in a

more efficient way than the public sector and when resources

are constrained, this is a compelling argument.

Customers want more

Turning from the macro-level, this year saw a continuation

of the themes of the previous few years in public transport,

i.e. the increasing demands of customers for better services

reflected in greater demands made by clients on operators

such as Transdev. This is the case in Australia and New Zealand

and indeed throughout the world. 1 Philip Lowe, Deputy Governor, Reserve Bank of Australia, 26 November 2013, Speech to the IARIW-UNSW Conference on Productivity Measurement, Drivers and Trends


Customers who catch ferries, bus, trains, trams and coaches

are also consumers of other products. They are, quite rightly,

demanding the same high standards of service from us as

they receive from other service providers. In particular, they

expect better and quicker information about the service,

particularly when there is a problem or a delay. They want

to know immediately via their smart phone and they expect

refunds via smartcards where available. They use these devices

to tell their friends about their experiences, good and bad, in

real time, with images to match. Public transport operators

and authorities are adapting to this changed environment and,

although it is a challenge to produce timely data, great strides

have been made in recent years in this regard.

The desire for better and more responsive services is welcomed

by Transdev as striving for excellence is what drives our

company and what distinguishes us from our competitors.

Our response to these demands is to draw upon our global

experience and understanding. One example of this is our new

proprietary customer service training program, Going for Care.

The program provides all of our staff with the skills to better

serve our customers. It focuses on the customer pathway to

highlight customer touch points and provide our teams with

practical insights. The Going for Care program commenced

in our bus businesses in Sydney and Melbourne in late 2013

and will touch all of our 5,000 staff, from the CEO down over

the next three years. This innovation is an example of where

Transdev taps into its global resources to produce a tailor-made

program that is making a real difference to the travel needs

of our customers.

It is pleasing to note that our businesses are well regarded by

our customers as evidenced by various customer satisfaction

surveys. In NSW for example, our three bus companies rank

in the top five and our ferry and light rail businesses achieved

95% and 94% customer satisfaction respectively.

A company being transformed

Transdev is a business that has been renovated. We have

turned away from the past that was characterised by

adherence to engineering and operational needs without

regard to the human side and the customer impact. In

most of our businesses now and at head office, there is a

senior executive acting as an advocate for the customer at

the decision-making table alongside colleagues from other

disciplines. This change is also occurring at the highest levels

with our clients and is a very welcome development.

The other big change that occurred in 2013 was the finalisation

of our new brand. Following the merger of Veolia Transport

and Transdev in March 2011, the group was known as Veolia

Transdev. This name did not properly explain who we were and

our stakeholders told us that caused some confusion. In March

2013, the group was formally relaunched as Transdev and this

new brand has united the global business and truly represents

the heart of what we are as a company – passionate, innovative

and committed to excellence in service. Changing a brand

takes time, but you should start to see the Transdev brand on

staff uniforms, vehicles and vessels and at depots, wharves and

stations. You will also hear our story, understand more about

our personality, and learn our aspirations as a business.

The change in identity coincided with the announcement

of the group’s strategy to consolidate and focus on key

countries, including Australia and New Zealand. As noted

earlier, this region is blessed with strong growth prospects

and a commitment to future investment in public transport,

despite the difficulties in funding described above. The fact

that Australasia is in the top four regions of the Transdev group

ensures that we will receive the group’s support and resources

commensurate with the opportunities in this region.

Delivering on our commitments

There is of course much still to do – we remain committed

to delivering on our six-point Promise (see page 20):

uncompromising safety; best in class operational performance;

superior experience for customers, clients and community;

high performance culture; quality asset management; and

value for money. In 2014, we are conscious of the need

to deliver on our commitments to customers, clients and

our broader stakeholders. In doing so, in addition to our

unfaltering focus on safety, we shall focus on three critical

areas: customer experience and the implementation of our

Going for Care program; a new direction under Corporate

Responsibility; and we will actively pursue the numerous

business development opportunities that exist. We know this

year will be challenging, as expectations of our services have

never been higher. But this is as it should be!


Our Strategic Framework is the foundation of our business and is about clearly setting a strong footing for the company and each individual business to achieve greatness. The elements stem from our Vision, Mission, our Values and, of course, our brand.

Our Strategic Framework Piecing it Together

Pictured left: The Strategic Framework


Our Vision

Our Vision is to be Australasia’s acknowledged passenger transport leader.

Safety

Safety is our number one priority and our credo – it underlines

every activity we undertake whether on the front line or in our

offices. Our safety and that of our teams, our customers and

our communities is paramount.

Commitment

Faced with the local and global challenges of mobility, we are

committed to ongoing innovation as we deliver on our daily

mission through inventiveness, creativity and sharing best practice.

Our commitment underlies our client and customer focus and

our results-based orientation.

Partnership

Partnership with our stakeholders, including government, internal

and external customers, community and contractors, means remaining

close-at-hand, understanding, sharing, listening and exchanging.

This proximity allows us to form meaningful and effective relationships

and deliver above and beyond expectations.

Passion

Around Australasia, it is passion that fuels the daily commitment of our

teams. Supported by a company that encourages diversity and dialogue,

each employee performs their professional responsibilities with the same

entrepreneurial spirit and the same drive to be a trusted partner.

Performance

In committing ourselves individually and collectively, our focus

is on performance. Constant quality improvement of operations and

service, risk management and high results-based standards at all levels.

These are the strengths that enable us to create value, with real and

enduring benefits.

Our Mission

Our Mission is to deliver high quality passenger transport services in partnership with stakeholders.

Our Values

Our Values guide how we behave with each other, our customers, our clients and in our communities.


Transdev operated the Melbourne train and tram networks for a

decade until November 2009 (albeit under separate identities).

These were very large and complex businesses and overall very

successful. However, due to a combination of external factors

outside of our control and some deficiencies which were within

our control, we did not have these contracts renewed. We have

learnt important lessons through that difficult process.

Modest beginnings

Although we can trace our roots back to the early 19th century

via our key shareholder, our Australasian past starts about

15 years ago.

We began operations in 1998 as part-owner of the Sydney

Monorail and operator of the Sydney light rail network.

Although we sold our financial stake in the monorail business

in 2001, we remain the proud operator of the light rail network

with the 2013 renewal of our contract until June 2015.

In 2004, we crossed the Tasman and, since then, have operated

the Auckland commuter rail franchise which was recently

extended to 2016.

Buses are the biggest part of our business and since 1998,

via a combination of acquisition and tender, we now have

sizeable commuter bus operations in most key regions in

Australia, including in Melbourne. We have proven ourselves

adept at transitioning businesses from family-owned

companies, former public operations and from other

private operators, as a result of successful tenders.

The public transport industry is going through a phase of

consolidation due to a combination of changes in government

policy and expectations, and also because the previously

dominant ‘family-owned-and-run’ business model in some

places is being challenged. Transdev has adapted well

to this new paradigm and played a key role in this change

alongside other international firms and several large-scale

Australian businesses.

Our Story

NSW Sydney Light Rail

and Monorail (50% acquired from TNT in 1998 and sold to MTS in 2001). Operator since

1998. Status: Ongoing

WA Connex Perth Bus business (tender)

Status: Sold in 2001

NSW Southtrans and Deanes Coaches

(acquired) (start of TDNSW) (new contracts in 2004 and 2012).

Status: Ongoing

VIC Hillside Trains/Connex franchise in Melbourne

(expanded to whole train network from 2004 –2009) (tender).

Status: 1999–2009

VIC Yarra Trams franchise in Melbourne (expanded to whole tram network

from 2004 –2009) (tender). Status: 1999–2009

VIC West Coast Railway

(acquired 50%). Status: Sold in 2003

NSW Crossley Bus Lines

(acquisition). Status: Part of TDNSW

NSW Pioneer Coaches


NSW Shorelink Bus operation (acquired) (negotiated

contract in 2005, won re-tender in 2012). Status: Part of TDNSW

QLD Brisbane Ferries (tender) (won re-tender in 2010).

Status: Ongoing

NZ Auckland rail (tender)

(extended in 2012 to 2016). Status: Ongoing

QLD National Bus Company

(Queensland) (TDQ) (acquisition).

Status: Ongoing

WA Southern Coast Transit (TDWA) (acquisition)

(includes Perth CAT retained in 2008, Rockingham

(retained in 2010), and Fremantle (retained in 2012).

Status: Ongoing

NSW Baxters Bus Lines


1999 2001 2002 2003 20051998 2004

Transdev history in Australasia

‘We now have sizeable commuter bus operations in most key regions in Australia.’


A turning point

The loss of the Melbourne contracts forced us to review our

approach. As a result, we began to apply much more rigour

to bidding, with an emphasis on planning, systems, quality

and better processes. We also set about defining our vision,

mission and Values and, for the first time, clearly outlined what

we stood for – what we now call Our Promise (see Strategic

Framework on page 14). This became the heart of our business

planning process and helps to align our bids with our strategy.

We also invested in a stronger and even more qualified

business development team. Overall, we became a much more

professional organisation.

This new approach is bearing fruit with tender wins and

contract renewals around the country. We also expanded into

the ferry business, first in Brisbane and, more recently, Sydney.

Even more recently, we have branched out into the employee

transport market where we provide a valuable service to

the resources and construction sector in central Queensland

and Darwin.

Generally, we undertake bids and acquisitions ourselves,

but when it makes sense to supplement our expertise and

experience with that of other like-minded companies, we are

happy to partner. We currently operate Harbour City Ferries

in partnership with Transfield Services, and the Ichthys contract

in Darwin in partnership with Buslink.

Of course, while we naturally highlight our successes we have

had some tough times along the way. Aside from the trams and

trains in Melbourne, we were not successful in the Gold Coast

Light Rail PPP in 2010 nor in the Adelaide bus tenders in 2011.

But, as in the case of Melbourne rail (2009), every

disappointment is a learning opportunity and our string of

successes in the past four years is testament to our ability

to adapt, evolve and improve. We are now the region’s most

dispersed and most multimodal passenger transport operator

and lay claim to the title as Australasia’s acknowledged

passenger transport leader.

Where to next?

We will continue to defend our current contracts and pursue

growth opportunities. But just as important is our commitment

to deliver on the promises we have made to our clients and

customers in the various bids we have won. If we keep this

focus, we are confident we will add positive new chapters

to our story.

QLD Brookers Buslines

(acquisition). Status: Part of TDQ

QLD Moreton Bay bus

business (acquisition). Status: Part of TDQ

NSW Transit First bus company


WA South West Coach Lines

(acquisition). Status: Ongoing

NSW Crowthers bus company


WA Joondalup bus

contract (tender) (now part of TDWA).

Status: Ongoing

NSW Caringbah Bus Service


QLD Caval Ridge employee

transport contract (tender).

Status: Ongoing

NSW Harbour City Ferries

(JV w/Transfield Services) (tender).

Status: Ongoing

NT Ichthys employee

transport contract in Darwin (tender). Status: Ongoing

VIC Melbourne

Metropolitan Bus Franchise (tender).

Status: Ongoing

WA Orange Bus

Passenger Feeder Service (tender).

Status: Part of TDSW

2006 2008 2009 2011 2012 2013


Peter Lodge, COO Light Rail and Bus, General Counsel, Business Development Director

Peter has been directly involved with

Transdev’s business in Australia since

1997. In 2009, Transdev responded

to the challenge of an increasingly

competitive market by creating a

specialist function to proactively seek

and acquire new business. Under the

leadership of Peter, this function

began strategically and systematically

to create the most efficient, effective and economical offer

to each tender opportunity. This has resulted in Transdev

successfully retaining key contracts on re-tendering as well

as expanding its business portfolio in Australasia. Peter’s

combination of legal, finance and strategy experience has been

key in the transformation of Transdev. Peter was appointed

Chief Operating Officer (Bus and Light Rail) in 2013, following

the award of the Melbourne Bus franchise contract to Transdev.

‘Our strength is in providing the solutions that best meet

the challenging and complex needs of our clients –

this is what drives our business and continues to place

us ahead of our competitors.’

The Transdev executive leadership team works together to set the course for the Australasian group, leading a dedicated team of 5,000 people. They have led the development of the organisation into the dynamic and successful business that it is today, instigating improvements and providing the direction that has enabled us to grow our business and strengthen our position as world-class leaders in passenger transport.

Jonathan Metcalfe, CEO

During his four-plus years as CEO

for Transdev Australasia, Jonathan

Metcalfe has overseen a period of

significant change that has redefined

the reputation of the business

and translated Transdev into an

organisation that is one of the largest

and most respected multimodal

passenger transport operators in the

region. Jonathan’s philosophy is to lead by example, setting

the high standards of our operations and providing the

inspiration that drives staff to achieve their best. In 2013,

Jonathan, together with the executive leadership team,

achieved significant growth for the Australasian group and

propelled the repositioning of the business to one where the

experience of our customers is first and foremost. His focus

on superior performance continues to ensure that the business

meets key targets and delivers on our commitments to

customers, clients and our broader stakeholders.

‘Our continued success is dependent on how we adapt to the

high expectations of our clients and customers. Partnership

and innovation is the heart and soul of our business, and we

are constantly evolving to stay at the forefront of our field.’

Transdev Australasia Executive Leadership Team


Paul Birch, Director People and Culture

Paul Birch joined the executive

leadership team in late 2013, bringing

with him a wealth of knowledge

and expertise gained through an

extensive career in human resource

management. He has worked across

a range of different industries,

both locally and internationally,

specialising in organisational and

culture transformation, industrial relations, and improving

HR performance and capability. Paul’s focus on engaging

our people through a greater focus on performance and

development, improving recruitment processes, and

supporting our customer service strategy will be key to

ensuring that we continue to build our capabilities to match

our growing organisation.

‘Our people are our greatest asset and integral to our

continued success. By developing and nurturing the talent

we have, we answer the needs and challenges of our

industry with confidence.’

Pierre-Edouard Dubois, CFO and COO Ferries

Pierre-Edouard has an extensive

career in the public transportation

industry and has been with the

global Transdev group since 2006,

joining the Australasian business in

2011. The challenge for Australasian

governments and public transport

authorities is often constrained by

finance. However, Pierre-Edouard

leads a team that consider financial constraints as an

opportunity to develop innovative solutions. Recognising that

each client and business opportunity is different, the finance

team continues to offer tailored solutions. This has been

instrumental in the performance of Transdev on behalf of

our clients, our customers and our shareholders.

‘Our success is dependent on providing strategic

financial solutions that adapt to the dynamic

environment of our industry.’

Mark Paterson, Director Corporate Affairs

Mark has extensive experience in the

government and political sectors prior

to his 12 years at Transdev. His ability to

create long-term relationships with key

decision makers in government (and

those who influence them) has been

the foundation for Transdev expanding

in new markets and in new modes of

transport. Mark has effectively engaged

with governments and public transport authorities to build

trust and confidence that has instilled a level of assurance that

a decision to partner with Transdev is in the best interests of

customers and in the best interests of governments. His team is

adept and creative and engages both staff and external parties.

‘Our success is ultimately determined by our ability to work

with our clients as trusted, specialist partners and to play a

leadership role in the passenger transport sector.’

Rod Maule, Director Safety, Quality and Risk Management

Rod is a highly qualified OHS professional

who has significant commercial and

operational experience across a range

of industry sectors. He is a change agent

who has consistently transformed health

and safety teams into high-performing

and valued business partners.

Rod ensures that safety, Transdev’s

number one priority, is represented

and led from an executive level, focusing on best practice, risk

reduction, strong collaboration, effective communication,

and the continued achievement of improvements. His passion

for building a strong safety culture is driving numerous

improvements in our operations and processes, and has

invigorated our safety team and consolidated Transdev’s

commitment to safety, now and into the future.

‘A strong safety culture is never complacent. We continually

strive for improvement and promote safety leadership

at all levels.’


We have displayed our performance results to reflect Our Promise, which is our guarantee of what you can expect when you travel, work or partner with us.

Our Performance 2013



‘Not only am I passionate about driving a safety culture, but I am also proud to say that all the staff at Transdev Australasia have shown through their positive engagement with our many safety programs and campaigns…that this commitment is genuinely shared throughout our organisation.’

Jonathan Metcalfe, CEO, Transdev Australasia

Safety – Our Number One Priority

Safety is at the core of everything we do. It is a continuous effort – from our local drivers, mechanics and engineers through to our senior executives and CEO.

Our clients and customers expect safety excellence and we

do too. Our company performance centres on measuring

safety performance, setting annual improvement targets,

staff training, and in-depth annual safety campaigns to

build our internal safety culture.

We were extremely proud when Safe Work Australia announced

Transdev Australasia CEO, Jonathan Metcalfe as the recipient

of its annual Safety Ambassador of the Year Award in 2013.

The Safety Ambassador of the Year Award recognises an

individual who leads by example to highlight the importance

of a safe working environment and encourages others to

improve work health and safety.

Safe Work Australia CEO, Rex Hoy congratulated

Mr Metcalfe on his leadership and commitment

to work health and safety.

‘Leading from the top down Jonathan displayed true leadership by pushing safety as a priority for Transdev Australasia,’ said Mr Hoy. ‘He has worked tirelessly to improve the safety culture within Transdev. His dedication has been recognised by Transdev staff at all levels.’

Rex Hoy, CEO, Safe Work Australia

The 2013 Internal Communications Survey found 88% of those surveyed recalled the 2013 Safety Campaign, Safety Starts With Me. The previous campaign, which ran in 2012, was close behind with 60% recall.


Transdev Safety Awards 2013

• Transdev Auckland – Westpac Auckland Central Business

Awards, Workplace Safety

• Transdev NSW – Finalist, Australian Road Safety Awards,

Innovation – Creating Safe Travellers…for Life

• Jonathan Metcalfe, Transdev Australasia –

Safety Ambassador of the Year 2013, Safe Work Australia

• Transdev Australasia – National Finalist, Australian

Institute of Marketing, Internal Marketing,

Hear our Safety Stories

• Transdev WA – Highly Commended, Best Workplace

Safety and Health Management System, Safe Work

Australia Awards

2013 Safe Work Australia Awards

Transdev WA’s dedication

to safety was recognised

when it won Best

Workplace Safety and

Health Management

System in the Private

Sector at the 2012 WA Work Safety Awards. As a result,

Transdev WA became a finalist in the national Safe

Work Australia Awards.

The award recognises demonstrated commitment to

continuous improvement of workplace occupational

safety and health through the implementation of an

integrated systems approach.

In April 2013, Transdev WA was highly commended

at the 8th Annual Safe Work Australia Awards.

At Transdev WA, legislative compliance is translated

into an integrated system that:

• Identifies hazards unique to the workplace

• Undertakes risk assessments to identify ideal

management of these risks

• Monitors, evaluates and improves performance

• Facilitates reporting, investigating and

reviewing processes focusing on corrective

and preventative actions

To ensure continuous improvement of its integrated

system, a robust auditing system has been

implemented to ensure all OHS processes are

tested, fine-tuned, and tracked to identify areas

that may require further enhancements.

Measuring Performance

While performance may vary according to mode of transport

and baseline, our commitment to meet and, where possible,

exceed expectations is a constant goal we set for ourselves.

In terms of our operations, we use a number of different

metrics to measure our performance. These are:

• Public injuries and fatalities

(both passenger and non-passenger)

• Employee injuries in terms of:

• Lost Time Injuries (LTI)

• Lost Time Injury Frequency Rate (LTIFR)

• Number of near misses

• Fatalities

• Severity of injury

• Vehicle safety

• Vehicle collisions

• Number of collisions with damage exceeding $15,000

• Number of near accidents

• Number of fires

• Serious Rule Violations

• Signal Passed at Danger (SPAD) (rail and light rail only)

• Trespassing (rail and light rail only)

• Groundings (ferry only)

Each business is required to provide a monthly report on these

metrics. One of the main benchmark indicators of safety and

performance is LTIFR and our performance over the past few

years shows significant progress in the right direction. While

there is always more work to be done, the focus on safety and

performance is part of the Transdev business commitment.

Total LTIs (total for group) and LTIFR

0.00

0.01

0.02

0.03

0.04

0.05

0.06

0.07

0.08

Dec 2013Nov 2013Oct 2013Sep 2013Aug 2013Jul 2013Jun 2013May 2013Apr 2013Mar 2013Feb 2013Jan 2013

0

2

4

6

8

10

Dec 2013

Nov 2013

Oct 2013

Sep 2013

Aug 2013

Jul 2013

Jun 2013

May 2013

Apr 2013

Mar 2013

Feb 2013

Jan 2013

8.3 8.58.0 8.2

9.5 9.1

8.3 8.5

7.78.2

7.7 7.7

Non-Passenger Injuries

Passenger Injuries

LTIs

LTIFR

Please note that these statistics now include Harbour City Ferries. Our LTIFR at 31 December 2012, with Harbour City Ferries data included, was 8.1.


0.00

0.01

0.02

0.03

0.04

0.05

0.06

0.07

0.08

Dec 2013Nov 2013Oct 2013Sep 2013Aug 2013Jul 2013Jun 2013May 2013Apr 2013Mar 2013Feb 2013Jan 2013

0

2

4

6

8

10

Dec 2013

Nov 2013

Oct 2013

Sep 2013

Aug 2013

Jul 2013

Jun 2013

May 2013

Apr 2013

Mar 2013

Feb 2013

Jan 2013

8.3 8.58.0 8.2

9.5 9.1

8.3 8.5

7.78.2

7.7 7.7

Non-Passenger Injuries

Passenger Injuries

LTIs

LTIFR

Safety – Our Number One Priority

VIVO Connect – Safety Achievements 2013

VIVO Connect, our industrial

arm of the business

which, based in Moranbah,

Queensland, operates

employee transport for

industrial projects, has achieved some significant

safety results during 2013.

In September, the operation celebrated 100,000

kilometres of accident-free driving and by November

2013, had achieved one million hours accident free.

In addition, the project achieved 365 days LTI-free

since the beginning of the project in March 2012.

VIVO Connect operates in a unique environment

where drivers contend with narrow dirt tracks, both

sealed and unsealed roads which include the notorious

Peak Downs Highway – frequented by road trains and

oversize loads up to eight metres wide, and also wildlife

such as kangaroos and emus. These tough conditions

make their safety achievements even more impressive.

To ensure that safety is always the top priority, VIVO

Connect staff have a pre-start meeting every day, where

blood alcohol levels are checked and they undertake

a variety of training sessions. In addition, all staff are

required to complete a defensive driving course and

assessment by the client (Bechtel) before being allowed

to drive on-site. Staff must also complete a Safety

Task Analysis and Risk Reduction Tool (STARRT) card

before each task to ensure all hazards are identified and

appropriate controls in place.

Creating Safe Travellers…for Life

Transdev developed and implemented the children’s bus safety

program, Creating Safe Travellers… for Life, to underpin safety

as our number one Value.

To date, 110 schools across Sydney have signed up to take part

in the program, which features:

• a safety film, showing the ‘do’s and don’ts’ of safe bus travel

• a board game

• a catchy song that delivers the message of

‘Stop! Listen! Look Around!’

• an activity book, with fun things to do that further

reinforce safety messages

• an ‘I Promise’ charter.

The safety of our young passengers

was the key motivation in developing

the Creating Safe Travellers…for Life

program and, in particular, the safety

of young school children who are

new to bus travel – which is an ongoing issue, especially when

waiting for the bus and disembarking.

We believe education is the key to decreasing high risk behaviour,

particularly if good examples are set from a young age. This

program has helped to create a safer environment for bus drivers

and passengers alike, ultimately contributing to safer roads for all.

By setting safe travel habits from a young age, we are ‘Creating

Safe Travellers…for Life’!

Non-Passenger Injuries and Passenger Injuries per 100,000 km


Safe Work Australia Month

Transdev Australasia promotes Safe Work

Australia’s annual Safe Work Month to

further promote safety, our number one

priority, across our business. Safe Work

Australia Month provides an opportunity

for us to shine a light on safety, recognise our safety achievements

and move toward greater safety success.

Posters were distributed across the business which featured

local staff sharing their reasons for keeping safety front-of-mind.

Within each business, the Communications and Safety teams

planned Safe Work Month programs around the official theme

– Safety is a frame of mind, and promoted safety with a range of

different materials and activities throughout the month. Activities

included clean-up days, toolbox talks, free health and skin checks,

staff barbeques and morning teas, and Safety Charter signings.

We supported these activities with regular safety articles in our

newsletters and updates on our internal Facebook group page.

Staff were also encouraged to discuss safety with the children in

their life with the Safe Work Month Kids’ Drawing Competition,

which asked entrants to submit a picture of how their Transdev

relative or friend stays safe at work.

As part of Brisbane Ferries’ Safe Work Month activities, CityCat

Master Ben Morris reached out to the local community with a

special visit to the Lady Ramsay Early Learning and Education

Centre at the Royal Brisbane Women’s Hospital to talk about

safety with a group of kindergarten children.

Transdev Australasia CEO, Jonathan Metcalfe, was also honoured

during Safe Work Month with the Safety Ambassador of the Year

Award, which recognises an individual who leads by example to

highlight the importance of a safe working environment and

encourages others to improve work health and safety.

Safe Work Australia Safety Ambassador of the Year

In October 2013, Safe Work Australia

announced Transdev Australasia CEO,

Jonathan Metcalfe, as the recipient

of its annual Safety Ambassador of

the Year Award.

The Safety Ambassador of the Year Award recognises an individual

who leads by example to highlight the importance of a safe

working environment and encourages others to improve work

health and safety. The award was presented during a ceremony at

the National Workers Memorial in Canberra as part of October’s

Safe Work Australia Month.

Presenting the award, Safe Work Australia CEO, Rex Hoy

congratulated Mr Metcalfe for his leadership and commitment

to work health and safety. ‘Driving his motivation for safety

excellence is the philosophy that great organisations are

differentiated by the culture and values underpinning what

they do. He has worked tirelessly to improve the safety

culture within Transdev. His dedication has been recognised

by Transdev staff at all levels,’ said Mr Hoy.

Jonathan Metcalfe said: ‘Not only am I passionate about

driving a safety culture, but I am also proud to say that all

the staff at Transdev Australasia have shown through their

positive engagement with our many safety programs and

campaigns that this commitment is genuinely shared

throughout our organisation.’

The award illustrates that at Transdev Australasia, our

commitment to uncompromising safety is a responsibility

held by each and every one of our staff, and is a value

that is prioritised and demonstrated at the highest levels

of our organisation.

Safety Starts With Me Campaign

To strengthen our safety culture at Transdev

Australasia in 2013, we needed a direct, consistent

and highly-visible approach to safety that would

engage our staff and encourage them to keep

safety front-of-mind. To that end, we built on the

personal element of our previous campaign and

launched the 2013 campaign – Safety Starts With Me.

The Safety Starts With Me campaign aimed to further embed the

individual ownership component of safety as our core value by

featuring our own staff in our posters and collateral, individualised

for each business across Australia and New Zealand.

The campaign covered themes that were identified by our

different businesses as issues pertinent to their local operations.

These included health and wellbeing, hazard awareness, and the

importance of reporting. The themes were consecutively rolled

out throughout the year via all of our communications platforms,

with personalised sets of posters for each business featuring

different topics under each theme. In addition, the campaign

included regular safety articles and features in local newsletters,

and safety events such as clean-up days, toolbox talks, and staff

barbeques and breakfasts that offered an incentive to get staff

together to discuss safety. Promotion of our internal staff awards

for safety went hand-in-hand with the campaign and we received

record numbers of nominations for those categories in the 2013

awards program.

The 2013 Staff Communications Survey revealed the

overwhelming success of the Safety Starts With Me campaign,

showing very high levels of staff engagement with the campaign

across all businesses within our organisation. Safety Starts With

Me returned the highest levels of recollection by staff over all

of our communications programs and initiatives, with 88% of

participants identifying the 2013 campaign in the survey.


In an ever-changing environment, adaptability and innovation is key in maximising operational performance.

Changing customer and client expectations, increased mobile

device usage and rapid urbanisation are creating an intensifying

demand for efficient transport and information supply that will

become even more pronounced in the future.

Improved accessibility, inter-modality, operational efficiency,

personalised services and enhanced customer experience,

all must now be a part of new mobility solutions. In addition,

local authorities are searching for trusted partners who can

work with them, and possess the strength, skills, resources,

innovation and investment required to improve quality,

without increasing the strain on public finances.

Transdev is constantly looking for innovative solutions across

our diverse networks to improve our operations, for our

clients and customers. Since commencing the operation of

a franchise covering 30% of the Melbourne Bus network in

August 2013, Transdev has implemented several innovations to

improve performance. A comprehensive customer feedback

management system, called Listen has been introduced

since day one of contract commencement, allowing the

business to stay on top of constant questions, complaints

and commendations, and ensure customers receive a timely

response in advance of contract KPI requirements. The system

was created for Transdev internationally and was tailored to our

unique needs. It has the ability to allocate customer enquiries

Best in Class Operational Performance

to the appropriate people for action, and its inbuilt reminder

system and ease of use has meant it will now be rolled out

across other Australasian Transdev businesses.

Social Media analysis and interaction is a large focus for

Transdev internationally. In Australia, social media response

tools are being trialled across various businesses as our

customers’ conversations move online. These tools allow us to

understand issues, sentiment and respond in real time directly

to our customers, something that is now being expected by

our passengers. Additionally, an internal Transdev App store

has been created to allow our businesses across the world to

view and experiment with some of the apps that are being used

across our international networks. Internationally, our networks

are facing the same real time, customer information matters,

about which we can readily share best practice and experience.


Mobilising a new business

Transdev Melbourne took over

the operations of one third of

Melbourne’s bus network on

4 August 2013, having won the

contract in May. The transition

period between May and August

was a hectic three months of

preparation to ensure that the new

business got off to a smooth start.

Nearly 1,200 staff and more than

500 buses transferred over from the existing operators,

as well as five depots, with a further two sub-leased.

This amounted to a mountain of paperwork of employee

contracts, roadworthy certificates, depot leases and

many other contractual documents.

In addition, all the new systems required to run a

business had to be set up ready to be active from Day

One. This included financial, operations, maintenance,

and customer feedback, etc.

The success of the transition was due, in no small way,

to a good partnership with Public Transport Victoria

and incumbent operators, as well as the support of the

transferring staff. Experience from previous transitions

in other Australian states was vital, and staff from our

other subsidiaries came across to Melbourne to help at

key moments, including three Operational Readiness

workshops in which the new management team was

assessed by senior managers from Perth, Sydney,

Auckland and Brisbane.

The aim was to ensure that customers did not experience

any difference in service during the first week, and that

buses ran as usual – which is exactly what happened, with

overall reliability (the number of buses operated out of

the number of buses contracted to operate) reaching

99.9% within the first few weeks.


Perc

enta

ge (

%)

0

20

40

60

80

100

100% 99.9% 99.7% 98.5% 100% 100% 100%96.2%

100% 100%

99.6% 99.1%96.0%

N/A*

82.9%

100% 99.2%

85.3%

95.4%100%

Bris

ban

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s

Har

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Ferr

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Tran

sdev

NSW

Tran

sdev

NSW

Tran

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Syd

ney

Tran

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WA

Tran

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SW

Tran

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WA

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ensl

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VIV

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on

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Perc

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%)

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60

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100

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VIV

O97.9%

Perc

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%)

0

20

40

60

80

100

100% 99.9% 99.7% 98.5% 100% 100% 100%96.2%

100% 100%

99.6% 99.1%96.0%

N/A*

82.9%

100% 99.2%

85.3%

95.4%100%

Bris

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97.9%

Reliability for 2013 Punctuality for 2013

Best in Class Operational PerformancePe

rcen

tage

(%

)

0

20

40

60

80

100

99.7%

69.0%

81.6%

96.6%

84.6%

77.3% 76.6%

93.7%

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Vehicle Efficiency for 2013 (Service Kilometres Divided by Total Kilometres)


Best in Class Operational Performance

Improving performance at Transdev Auckland

With a rail network continually under development since 2006

and a very old fleet, achieving consistently high punctuality has

presented a challenge for the Auckland train service.

However, with the arrival of the first of our new electric trains

in late 2013, scheduled to begin services from mid-2014, an

unprecedented focus has been placed on the factors that

impact train punctuality.

Daily conferences were held to examine the performance from

the day before, with a tighter focus on dwell times and efficient

platform/train interface procedures by Train Managers, and

on time driving by Locomotive Engineers.

A delay hotline was established for any staff member to phone

in the details of a delay of more than three minutes. To incentivise

use of the hotline, callers went into the draw to win a monthly

prize. As a result, a new system was implemented for the

attribution and recording of train performance and delays.

A customer education campaign was held to inform customers

about on time departures and new pieces of infrastructure such

as platform keys, second hands on digital clocks, and flashing

lights to indicate departure readiness were also added across

the network.

An internal campaign was developed to invite suggestions from

staff about improving punctuality and getting the balance right

between safety (our number one priority), punctuality, customer

service and revenue protection activities. In addition, ongoing

timetable improvements have supported the initiatives in

progress and some major milestones have been marked

in the past year.

During 2013, the Auckland team frequently achieved the highest

monthly average performance figures ever recorded and, for the

first time ever, on two separate days in November and December,

marked the dual achievement of 100% punctuality and 100%

reliability on the network.

Finally, in late 2013 and early 2014, an internal competition

was held to generate a name for an 18-month campaign that

will encourage pride in every aspect of service delivery and

performance. The aim of the campaign – ‘9 Oh, Let’s Go!’ –

is to ensure that every member of the team is working towards

achieving 90% annual average punctuality by June 2015.

To round off a year of unprecedented performance improvement,

the team marked average annual performance of 86.3% in 2013,

compared with 81.7% in 2012 and with 90% punctuality achieved

in January this year, 2014 is off to a great start.


Transdev Australasia has historically held a strong record in customer service with a variety of customer service tools, processes and programs already in place.

To bring these all together under one single framework,

Transdev Australasia’s first Customer Experience Strategy,

Service Inspired By You was developed in 2013.

Transdev Australasia’s vision is to be Australasia’s acknowledged

leader in passenger transport and, to be this leader, we

need to strive to be the best in everything we do, including

in customer experience. Each of our company Values –

Safety, Commitment, Partnership, Passion and Performance

– has a customer service element embedded within it and

demonstrates the customer-centric culture we strive

to achieve.

Most importantly, a customer experience strategy was deemed

necessary to reflect our customers’ evolving expectations

regarding public transport. While not so long ago, our

customers might have considered our services as just a way

to get from A to B, they now have higher standards and seek

an experience that meets not only their basic needs, but also

their more sophisticated expectations.

Our aims and objectives under this three year strategy are:

• To ensure that 100% of our drivers/masters are

trained in customer safety

• To ensure that our fleet is fully accessible

(where in our ownership)

• To ensure we measure customer satisfaction

in all our networks and operations

• To use best practice fleet management processes

such as Eco-Drive and Cleanskin

• To achieve a minimum customer satisfaction rate of 90%

• To ensure all businesses have a robust incident/disruption

customer communications plan

• To ensure 100% of induction training includes a customer

service module

Superior Experience

Under this strategy, the most significant investment in time,

resources and in our people is our Going for Care program.

The program has been specifically created by Transdev in Paris,

in close liaison and with input from the Australian team, to be

rolled out across the world, answering the increased need for

exceptional customer experiences. Australia has been the pilot

country, with Going for Care training commencing in our NSW

bus business in August 2013. Our goal is to train all 5,000 of our

staff within three years of the pilot. For more information about

the Going for Care program see page 33.

We are well on our way to achieving our customer experience

objectives, particularly in NSW, where 1,700 staff operate

Sydney Ferries (as Harbour City Ferries, with JV partner

Transfield Services), the Sydney Light Rail network and three

of the 10 privately operated metropolitan bus regions.

The 2013 Transport for NSW Customer Satisfaction Survey

reported strong improvements in customer satisfaction across

all three of our NSW businesses. Harbour City Ferries improved

satisfaction to 95%, our light rail business improved to 94%

(up from 91%), and all of our bus companies achieved above

the metro average at 86%, 88% and 90% respectively.

‘When dealing with a situation, I can now adopt the “green, yellow, red” tool in my day-to-day work life to minimise any escalation of an issue/problem.’

Going for Care feedback

‘I will listen more to the customer and be patient before helping them with their request.’

Going for Care feedback


Safety: Keep the safety of customers, workmates and myself front-of-mind

Commitment: Understand and anticipate our customers’ needs

Partnership: Actively listen to customers, clients, colleagues and stakeholders

Passion: Always find a way to make a positive difference in our customers’ day

Performance: Always provide safe, reliable and friendly services for our customers

jIHGFEDCB

Brisbane Ferries


Transdev NSW

Transdev Sydney

Transdev WA

Transdev Auckland

VIVO Connect

Buslink VIVO

Transdev SW

Transdev Queensland

15,576,765 trips

19,456,411 trips

6,024,017 trips10,603,083 trips

1,204,114 trips

32,726,372 trips

Total passenger trips for 201392,942,946

3,631,979 trips

2,791,084 trips

673,424 trips 255,697 trips

Passenger Trips for 2013

Brisbane Ferries


Transdev NSW

Transdev Sydney

Transdev WA

Transdev Auckland

VIVO Connect

Buslink VIVO

Transdev SW

Transdev Queensland

0

5

10

15

20

25

0.2

3.6

17.3

3.3

5.6

25.0*

9.5

3.9

0.0 0.0

* Complaints in Transdev Auckland, due to disruption caused by modernising the network.

Customer Complaints per 100,000 Passengers, 2013


Safety:

Keep the safety of customers, workmates and myself

front-of-mind

Commitment:

Understand and anticipate our customers’ needs

Partnership:

Actively listen to customers, clients, colleagues

and stakeholders

Passion:

Always find a way to make a positive difference

in our customers’ day

Performance:

Always provide safe, reliable and friendly services

for our customers

We developed a customer experience strategy to reflect

our customers’ evolving expectations. More than ever,

our customers are seeking an experience that meets not

only their basic needs, but also their higher and more

sophisticated standards.

Service Inspired by You recognises that improving

outcomes for our customers is the key to a successful

future for our company, our customers, our clients,

and the communities in which we serve.

Superior Experience

Journeys to School Exhibition

From Nigeria to Thailand,

and from France to Alaska,

students from around the

world make their way to

school each day with the

hope of attaining a better life

through education. Beyond

the diversity of their routes

and modes of transport, these journeys are often conducted

under difficult and sometimes perilous conditions.

To capture this reality and increase awareness of the

importance of transport in ensuring access to education,

Transdev launched a creative initiative in partnership with

UNESCO (United Nations for Education, Science and Culture)

and photojournalism agency Sipa Press. For two months,

eighteen photojournalists followed in the footsteps of students

around the world to bring a new perspective on the sometimes

difficult experiences of many school children, while paying

tribute to their tenacity, courage and joy in living.

The resulting photographs formed the Journeys to School

exhibition, which was hosted by the United Nations in

New York from February to April 2013. The ceremony was

attended by Transdev Chairman and CEO, Jean-Marc Janaillac,

UNESCO Director General, Irina Bokova, and CEO of Sipa

Press, Oliver Megean.

Mr Janaillac took the opportunity to underline the essential

role that public transport plays in making education accessible,

highlighting the involvement of the women and men of

Transdev in enabling many students to attend school each day.

Service Inspired By You

Transdev Australasia has

historically had a strong

record in customer service,

with a variety of customer

service tools, processes

and programs already

in place. To bring these

all together under one

single framework, our

first Customer Experience

Strategy, Service Inspired

By You, was developed and

launched in 2013.

There was a strong need to develop a strategy that

looked specifically at improving customer experience.

In order to realise our vision to be Australasia’s

acknowledged leader in passenger transport, we

need to strive to be the best in everything we do,

including customer experience. Each of our company

Values – Safety, Commitment, Partnership, Passion

and Performance – has a customer service element

embedded within it and demonstrates the customer-

centric culture we strive to achieve.


Radio Lollipop at Transdev WA

Transdev WA staff, in

partnership with Transperth,

have been active in

supporting Radio Lollipop for

more than 15 years. An annual

event, held every year in

March, sees many of Transdev

WA’s bus drivers leave their

uniforms at home and dress up in support of Radio Lollipop

for a Uniform Free Day, with all funds collected from the public

donated directly to the charity. The Uniform Free Day is the main

source of funding for Radio Lollipop, with Transdev WA helping

to raise more than $100,000 for the charity in 2013.

Other events held throughout Transdev WA depots on Uniform

Free Day include car washes, barbeques and raffles. Some of the

more daring drivers have even shaved their heads in a bid

to raise money for this important cause.

Radio Lollipop volunteers provide care, comfort, play and

entertainment to children in hospital. The radio broadcasting

service operates live each night from the Princess Margaret

Hospital studio and is streamed to the satellite hospitals

throughout the state. The radio is programmed around the

requests of the children, who are encouraged to participate

in activities, competitions and games. The funds raised from

Uniform Free Day are a key part in helping Radio Lollipop’s

dedicated team of volunteers to continue their service and

unique brand of play.

Going for Care

Going for Care is Transdev’s proprietary customer care

program and is a key component of Transdev Australasia’s

Customer Experience Strategy, which aims to embed a

true customer-centric culture within our organisation.

Going for Care has evolved from the ‘Going for Green’

program which was deployed across 12 countries in

eight languages and across all transport modes, with a

focus on giving front line service staff the tools to handle

daily customer service situations. The new program

builds on the success of its predecessor, but with

several key improvements.

The program, developed by our Head Office in Paris with

a global project team, is adapted to the local environment

in which each business operates by way of a managers’

seminar. It is an opportunity for the management team

to identify the particular customer pathway and touch

points specific to that business, as well as common

customer feedback issues, so that the training sessions

can then be adapted to address these common scenarios.

Every Transdev staff member, from administrative,

mechanical, and managerial to front line employees will

undertake this training, with each session designed to

be cross-functional in order to promote the sharing of

information within the organisation. Participants are

encouraged to discuss ways in which we can better serve

our customers with ideas captured during and after the

sessions and then formally presented and discussed

in management meetings. An additional element of

the Going for Care program includes a module for

supervisors which aims to empower them with the tools

to better support our customer-facing employees.

There are multiple benefits of these sessions and

feedback structure, but most importantly, the program

will have every member of Transdev Australasia focused

on our common goal of delivering a better experience

for our customers.

Transdev Australasia was selected to be the pilot region

for this new and improved customer care program.

In 2013, Transdev NSW and Transdev Melbourne began

rolling out the program, with all other businesses set

to begin roll-outs over the course of 2014. It is Transdev

Australasia’s aim to have all 5,000 staff undertake this

program by the end of 2016.


2013 Transdev Queensland Driver of the Year

The long-running Driver of the Year

Awards at Transdev Queensland

provide customers with the

opportunity to nominate their

favourite bus drivers to receive

recognition at a local level.

In 2013, a total of 12 of the company’s finest drivers were short-

listed as finalists in the fifth annual Driver of the Year Awards.

More than 640 nominations were received from Redlands bus

commuters, who were asked to vote for their favourite bus driver.

To be short-listed, the public votes had to be backed up by

an exemplary safety and customer service record, and a work

ethic which embodied the Transdev company Values of safety,

commitment, partnership, passion and performance.

Bus driver Tony Deeby was named Driver of the Year 2013.

Transdev Queensland Managing Director, Colin Jennings said:

‘Customers repeatedly poured accolades on Tony, who they

describe as good with everybody, always smiling, always having

the answers to enquiries, kind-hearted, on time, and especially

helpful with the elderly and mums with prams.’

‘Our people certainly become more than drivers in their roles.

They become carers, listeners, joke tellers, tour guides,

navigators and a reliable and trusted part of our community.

The prize for School Bus Driver of the Year was awarded to

Mennan Venkaiya, who was consistently recognised in the

nominations for being ‘a safe driver, reliable, kind but firm,

conscientious, well presented, helpful, a smooth driver and

always helping people.’

The award for Outstanding Customer Service, as voted by the

travelling public, went jointly to Roy Brown and Paul Joseph

(last year’s Driver of the Year), with a runner-up prize being

awarded to Kate Addley.

Passenger comfort and safety is a top priority for

Transdev Australasia. Since 2004, our Auckland rail

business has worked closely with the Royal New Zealand

Foundation of the Blind (RNZFB) and CCS Disability Action

to provide Disability Awareness training for its customer

service staff. The training focuses on how we can best

assist passengers with vision and mobility impairments.

In 2012, a customer service staff member at Transdev

Auckland suggested the business expand its Disability

Awareness training to include passengers with hearing

impairments. Transdev Auckland took the idea to Deaf

Aotearoa, the organisation at the heart of the deaf

community in New Zealand, who were enthusiastic

about the initiative and keen to become involved. Deaf

Aotearoa saw public transport as an essential service for

members of their community and were eager to work

with Transdev Auckland to develop a training course for

our staff that would help improve the travel experiences

of passengers with hearing impairments.

The outcome was a four-hour Deaf Awareness course,

facilitated by a deaf tutor and assisted by two ‘hearing’

interpreters. The course involved background

information about the life of a deaf person, how to

identity a deaf passenger who may need assistance,

basic finger spelling, safety message signs, and signing

common public transport announcements. Elements

of the course now form part of Transdev Auckland’s

standard induction procedure for customer-facing staff.

Our collaboration with Deaf Aotearoa was a great success

and helped our staff to better understand the challenges

faced by the deaf community and how we can best

support them when travelling with us. As a result, in 2013

Transdev Auckland was awarded the New Zealand Sign

Language (NZSL) Accessible Service Award as part of

the NZSL In Action Awards. The judges said we ‘showed

outstanding commitment’ when we approached Deaf

Aotearoa to discuss NZSL training for our staff.

Superior Experience

The relationship that Transdev Auckland has established

with Deaf Aotearoa continues to grow, providing further

insights into how we can better structure our customer

materials, website, and work practices to cater to the

needs of the deaf community.

Implementation of Deaf Awareness training at Transdev Auckland


• Customer Service – Ron Zacher, HCF – consistently named one

of HCF’s favourite Masters with customers due to his helpful,

humorous and friendly nature. His overall commitment to

maintain standards of excellence at all times within the business

saw him named 2013 NSW/ACT – Customer Service Professional

of the Year at the Australian Service Excellence Awards.

Listening to our customers

Listen, our proprietary customer feedback management tool,

was introduced to our new Transdev Melbourne business in

August 2013, having already been successfully implemented in

more than 100 of Transdev’s global operations across a range

of transport modes.

Listen is a web-based tool which accepts feedback and complaints

from many different formats, such as email, phone and website,

and includes a direct interface to the customer feedback form

on our website.

The system provides quality templates that can be easily adapted

to suit each business and provides both standard and customised

management reports. An online performance dashboard provides

an up-to-the-minute overview of the number and type of feedback,

response times, etc.

Within Listen all feedback (whether complaint, compliment or

request for information) is assigned a unique number, and regular

system backups protect all relevant data. Using set parameters

which are business specific, all customer feedback can be easily

assigned to the relevant manager for investigation. Plus, the

coding given to any feedback links to contractual deadlines for

responding to customers. As a result, we are able to respond

quickly to customers and ensure that all feedback is replied to.

As well as being used to manage the customer feedback workflow,

the detailed reports and analysis are also used to help inform

changes in service design, identify key problem areas (buses

consistently running late or early etc.) with feedback grouped

by common content to highlight areas of concern.

Rebrand to Transdev

In March 2013, Veolia

Transdev launched

a new name and a

new identity for its

worldwide operations –

Transdev.

Across Australia and New Zealand, the new brand

was introduced on 1 July 2013. Launches were

held throughout our business to communicate

the new brand and the new direction to staff,

and the large task of updating signage, livery

and uniforms began.

Transdev is a brand that is already recognisable

to our customers – for more than 20 years it has

been synonymous with excellence in operational

performance and customer service.

The new brand, which unites the global

organisation under the same umbrella, truly

represents the heart of what we are as a company

– passionate, innovative and committed to

excellence in service. The new logo, a human

figure in motion, symbolises mobility and the

tagline, ‘Mobility Inspired by You’ expresses our

commitment to continual innovation to provide

seamless, safe and personalised mobility. The

change for Transdev means a new focus and

ambition for excellence. We now place more

importance on quality services, encouraging

innovation and working with our clients to give

our customers a real alternative to the car.

2013 Golden Star Awards

The Golden Star Awards are an internal

staff rewards program, acknowledging

individuals and teams across Australia and

New Zealand who live our Values.

In 2013, an impressive 102 nominations were received from across

Transdev Australasia for the annual awards. The 2013 winners of

each category were:

• Safety Hero – Siteri Scott, TDNSW – attended to a child

she noticed fall to the ground. She had no pulse, so Siteri

performed CPR for 20 minutes until emergency services

arrived. The girl had a heart condition and Siteri’s act

saved her life.

• Safety Innovation – Matt Carter and Paul Caprin, TDNSW

– led a working group to create two innovative solutions to

solve an issue of runaway buses at their business. Since the

implementation, there have been no further instances of

runaway buses.

• Commitment – Satish Girdhar, TDAK – nominated twice this

year and also nominated last year for his tireless effort in the

Auckland IT department.

• Partnership – Terry Spence, TDWA – achieved outstanding

customer service and showed commitment to ensuring a

smooth transition for passengers upon the introduction of the

new Green CAT service.

• Passion – Bronwyn Edwards, TDWA – demonstrates great

passion for customers, both in her role as a bus driver and also

as Master Trainer for our new Going for Care customer service

training program.

• Performance – Shane Salmon, TDBF – holds an unparalleled

driver record at Brisbane Ferries. During 15 years of service as

a CityCat Master, he has never been involved in even a minor

vessel incident. He also donates personal time to organise the

World’s Biggest Shave annual charity event at Brisbane Ferries.



Transdev continually aims to achieve a high performance work culture.

The presence of our company Values and the focus on ‘living

them’, recognised through our staff Golden Star Awards, clearly

set the goal posts for what is required of employees when they

work for Transdev. We encourage local business recognition

programs and place significant importance on ensuring our

staff remain informed of global and local events, changes,

programs and initiatives.

Late in 2013, an Employee Opinion Survey was conducted

across the organisation. A similar survey was commissioned

in 2010. Early results indicate a significant shift in employee

engagement from 61% engagement in 2013 compared to 46%

engagement in 2010. This increase is a significant achievement

over a three year period and is also impressive when compared

to the transportation industry as a whole in AU/NZ, which sits

at 53% engagement. The task for 2014 will be to sustain this

level of engagement and build upon the work done over the

past three years.

An internal communications survey is conducted every

two years to gauge the effectiveness of our internal

communications, which we believe is part and parcel

of nurturing a high performance culture. The 2013 Staff

Communications Survey, conducted in September, revealed

that our workforce is interested in receiving a broad range

of news about their colleagues, local businesses, the

Australasian group and the global organisation. The majority

of survey participants indicated they feel well informed about

news and events at their local workplace and are happy

with the timeliness of internal communications (74% and

67% respectively). Overall, 93% of surveyed staff said they

are satisfied with the way they currently receive internal

communications. The survey also revealed that there is

a growing desire among staff, particularly those who do

not work with a computer, to have more access to online

communications at home or on a personal device outside of

work. Connectedness is vital for our diverse workforce and,

based on the survey results, we are working to address this

area in 2014 with the introduction of an Australasian extranet

which will be accessible by all staff, in the office, at home,

or on-the-go.

Transdev focuses on building a diverse workforce, aiming to

represent the communities in which we operate. Recognising

diversity is an important part of our corporate responsibility

and recruitment strategy. It is also an area we hope to build on

in the future.

Our staff giving program, Spirit seeks to build on our ambition

to become an employer of choice. Spirit, which was launched

in 2009, encourages and facilitates staff to donate to one of our

selected causes. Employees can donate directly from their pay

and Transdev matches the contribution, dollar for dollar, up to

$500 per employee, per annum. We have recently restructured

our giving partners by identifying four causes that align with

our business. This was done in an effort to create much more

meaningful and realistic partnerships with our cause charities,

and to enhance communication about the results of our staff

giving. The changes came into effect in January 2014.

High Performance

Culture


BIC National Achiever of the Year Award

The Bus Industry Confederation

(BIC) named Transdev NSW General

Manager of Operations (and Deputy

CEO), Len Kidd the recipient of its

2013 National Achiever Award.

The award, sponsored by ABC Underwriting, recognises

outstanding commitment and contribution to the Bus and

Coach industry in Australia.

With more than thirty years’ experience in the bus industry, Len

has been core to the enormous growth within the Transdev NSW

business. An active member of the bus community, Len sits on

many BusNSW committees and is instrumental in working with

Transdev’s stakeholders. He has been involved in supporting

Government with the roll-out of new services and customer

experience initiatives, including the 2013 launch of ‘Creating Safe

Travellers…for Life’, Transdev’s bus safety education program for

school children.

Len is actively involved in a diverse range of projects and has

played an integral part in a number of Transdev achievements,

including the design and construction of Transdev’s newest depot

at South Granville, which was officially opened in January 2013.

High Performance Culture

Strategic Framework Challenge

During a review in May 2012, it was recognised that the key

elements of our business’ strategic framework were not as

embedded in the minds of employees as we may have assumed.

The strategic framework showcases the fundamentals of our

business. It is, in essence, the ‘nuts and bolts’ of our operations

and important for all of our staff to understand.

In light of this information, it was realised that we needed to

introduce the strategic framework to the Australasian businesses

in a more structured, easy to understand and visually appealing

fashion to aid in employee take-up and understanding. From this,

a new depiction was developed based on the idea of a jigsaw with

the pieces coming together to form a coherent framework.

This easy to understand portrayal was to be a reference tool

for all employees and formed the basis of the campaign –

Piecing it Together.

As part of the campaign, The Piecing it Together Challenge was

devised to provide each business with the opportunity to take

the framework created by head office and embed it, develop it

and create a sense of local ownership. The senior management

team of each business was challenged to achieve the highest

percentage of recall from their staff on the revised Values, Vision

and Mission of the company, competing against the other

Australasian businesses. The management team was given six

months to ensure the key elements of the framework were known

by all staff in their business. They could use any means they

liked (with innovative low cost ideas encouraged) to implement

the framework into their business. The aim was to achieve the

highest percentage of recall in a survey at the completion of the

challenge, in relation to employee numbers, with the business

with the highest percentage named the challenge winner and

rewarded with a party.

The Piecing it Together campaign ensured the strategic

framework and its key elements were promoted heavily across

each Australasian business for six continuous months and is now

something the majority of employees recognise and recite.

This could not be said at the start of 2012.

National Finalist, 2013 Australian Marketing Institute Award for Marketing Excellence – Internal Marketing for Piecing it Together – embedding our Values.


Transdev WA’s Reward and Recognition Program

In 2013, Transdev WA initiated a new

reward and recognition program, with

the aim of rewarding all employees on

an everyday basis.

The aim of this program was not only to develop and encourage

a high-performing team, but also to embed the Transdev Values

into employee practices. To facilitate this, EFTPOS cards were

designed to represent the company’s branding and provide a

method for giving instantaneous performance recognition.

The reward cards are the enabling tool for recognition on a

greater scale through positive feedback to employees in all

locations. Managers at all WA depots are supplied with the cards

for distribution through their leadership groups, which are

given to any deserving employee in the depot, on the road

or at their workstation.

It is through this method that we achieve our goal of direct

feedback to employees for outstanding performance, as well as

creating an avenue for positive interactions between supervisors,

leaders, and team members.

Feedback from recipients has been extremely positive, with many

voicing their appreciation of the instantaneous and unexpected

elements of the recognition.

Wendy – ‘Being recognised for my positive attitude

made my day!’

Di – ‘Thanks for appreciating the small things I do.’

It is the small things we do that make a difference to our

customers, clients or colleagues, and the Transdev WA rewards

and recognition program helps to promote a positive workplace

culture with high engagement and performance.

Internal Staff Communications Survey

Over two weeks in August –September, we conducted the

2013 Staff Communications Survey, which enabled us to

evaluate the initiatives that were implemented following

the 2011 survey and measure current sentiment against

the 2011 survey data. The survey, which achieved 125%

higher staff participation than the previous survey,

gauged the effectiveness of current methods, harvested

ideas and suggestions, and enabled us to identify where

we can improve.

Detailed reporting was provided to the Transdev Australasia

executive leadership team, and individualised reports were

provided to each business that detailed insights specific to

local operations. The survey results helped us to plan our

communications and staff engagement strategy for 2014,

enabling us to identify and target areas to improve, while

maintaining and complementing areas which have proven

to be successful.

To ensure that we’re engaging staff and achieving our

internal communications goals, we measure staff sentiment

with surveys that gather feedback from staff at all levels of

the organisation to determine what information is reaching

them, what they think of the communications they receive

and the way they receive them.

Feedback from our 2011 survey led to the implementation

of our internal Facebook group, Twitter, YouTube Channel,

a greater investment in internal communications and

design resources, more regular and comprehensive

safety news, and a revamp of our fortnightly Transdev

Australasia newsletter.


High Performance Culture

Transdev NSW Culture Transformation Program – Forward Together

After merging our two NSW bus businesses in 2013, the Forward

Together program was developed and implemented to assist

in creating unity between the businesses and direct focus on

becoming the best bus business in the State – the vision for

Transdev NSW.

Transdev NSW realised the need to undertake better business

solutions, including launching our software solution system, BaCS,

across all NSW depots and integrating service planning across all

contract areas.

Forward Together aims to create a better workplace by

introducing a performance management system that instantly

rewards employees for the work that they do. The program also

aims to better business performance through making buses safer

and creating a better experience for our customers on every trip.

Throughout the program, employees have been involved in

workshops, coaching and other initiatives to improve the way

Transdev NSW works together, despite the business’ dispersed

geographical locations.

Engage 2013

Over the past two years, the CEO and executive team have

embarked on an annual staff road show where they have met

and engaged with staff from all operations across Australia and

New Zealand.

In 2012, an online survey was undertaken to better understand

whether staff thought the road shows were successful and

how they might be improved. More than 80% of respondents

indicated that the road shows were successful. However, they

also suggested a number of improvements including:

• Changing the name from staff road show to something

more interactive

• CEO to engage with staff more frequently, not just annually

• Less formalised presentations

• Use the events to recognise and reward staff for

exceptional behaviour

As a result, Engage 2013 was introduced.

Engage is all about offering a rolling staff

engagement program whereby the CEO,

local MDs and at least one executive

team member attend local events

and activities within the businesses.

The concept is about moving away

from creating specific CEO events to

enhancing existing business events and

award presentations. The ultimate goal is to make the sessions

more interactive by reducing the amount of time the CEO

speaks and spending more face-to-face time with staff.

So far, this less formalised approach has proven extremely

valuable to those involved.

NSW/ACT Customer Service Professional of the Year

2013 saw Harbour City Ferries

Master, Ron Zacher win the

2013 NSW/ACT – Customer

Service Professional of the

Year award. He was also

Highly Commended in the

national award for the same

category, against 22 other

national candidates.

The awards were part of the 12th Annual Australian

Service Excellence Awards from the Customer

Service Institute of Australia (CSIA), of which Harbour

City Ferries is a member, showcasing the highest

achievement in customer service.

Reaching the finals and winning an award

illustrates the high standards of management,

training and commitment to excellence within

Harbour City Ferries.

The judge who interviewed Ron for the award said

his genuine character shone through and his passion

for customer service was very evident, helping him

stand out from the rest of the award candidates.

Ron, who has worked with the Sydney ferries for

13 years, was nominated by HCF management

because he has consistently stood out as one of

their customers’ favourite Masters due to his

welcoming, helpful, informative and often

humorous nature with customers.


Sourcing talent from within our international network

Transdev Sydney currently operates Sydney’s light rail

network. It was also previously charged with operating

the Sydney Monorail network, which was subsequently

decommissioned by the NSW Government in June

2013. Earlier that year, we were looking for a new Chief

Engineer to oversee maintenance across both modes

of travel. It is a highly technical role and a limited skills

market in Australia. By connecting with our international

colleagues, we were able to find the perfect candidate

from Transdev’s Dublin operations.

The Dublin business operates Luas, the city’s light rail

system on behalf of Railway Procurement Agency,

employs about 300 people in Ireland and transports

29 million customers annually.

Mark Downey had been managing the Luas contract

with new 402 trams. The breadth of his past experience

included: a broad range of engineering and project

management, including test engineering in rail rolling

stock projects, rail extension project management,

and installation and qualification of high-volume

manufacturing equipment; preventative maintenance

programs; and water fabrication in large corporations.

Since joining Transdev Sydney, he has been instrumental

in leading the team through several highly technical

projects. Diverse in scope, they include the Sydney

Monorail decommissioning project, ensuring engineering

readiness for the Inner West Extension project,

acceptance of 5.6km of new network and associated

infrastructure, plus delivery, commissioning and testing

of 16 new vehicles which will be gradually added to the

existing fleet.

Transdev’s support for global staff development assisted

both the Dublin and Sydney operations with Mark’s

international relocation. ‘Without the support of the

broader Transdev group to find this specific skill base,

we would have found it much more difficult to attract

the right talent to this position’, said Matt Baynie,

Deputy Managing Director, Transdev Sydney.

10,000 Steps Workplace Challenge

All three of Transdev’s Queensland

businesses took part in the 10,000

Steps Workplace Challenge as

part of the Brisbane Ferries

healthy workplace initiative

‘Be Fitter, Be Safer’.

The campaign began with free, five-point health checks offered

to employees on-site. A registered nurse provided confidential

assessments of blood pressure, cholesterol, glucose, waist

measurement, and smoking and lifestyle habits. With an up-to-

date reading of their current health status, employees felt more

motivated to join the next part of the Be Fitter, Be Safer campaign,

the 10,000 Steps Workplace Challenge.

A nationally recognised program, it encourages employees of

all ages and fitness levels to work towards a daily goal of 10,000

steps, the recommended level of activity for a healthy adult.

A pedometer is used to measure progress and encourage

more active choices in participants’ daily routines.

Teams of 10 were formed, building teamwork in an atmosphere

of friendly rivalry. Weekly incentive prizes were offered to the

individuals and teams with the most number of steps, and post-

challenge events were held to celebrate the overall winners,

including most improved stepper and best team name.

The Challenge attracted a 35%

participation rate, demonstrably

boosting staff wellbeing, engagement,

teamwork and attendance. After the

Challenge, 95% said they enjoyed

being involved, while 76% said they

were now more active outside of work hours. Interestingly, 81%

said they would continue with physical activity beyond the five

week Challenge, indicating that participation had a lasting impact

on physical wellbeing and the motivation to maintain it.


We understand that effective asset management is the enabler of excellence in service delivery which, in turn, is the key driver of customer satisfaction and, ultimately, improved patronage.

Our fleet and depot solutions are comprehensive. They cover

procurement, maximised asset life, and disposal. Improvement

and innovation are driven by our extensive global and local

fleet and depot management capability.

We achieve enviable fleet availability and reliability through

our proven preventative maintenance and refurbishment

strategy, supported by our integrated spare parts provider.

We also enhance the functionality and comfort of our

vehicles and vessels.

Where relevant, our depot strategies are designed to

optimise fleet management and efficient, reliable service

delivery through logistically optimised depot locations,

facilities and amenities, including energy efficient initiatives

that reduce costs.

Asset management, planning and monitoring is actively

supported by our integrated BaCS enterprise resource

planning tool (in use in several of our bus operations),

which provides information, integration and insights

to optimise asset performance.

Quality Asset Management

Parking Pads

Runaway bus incidents (a moving

bus without a driver) can be fatal.

Between November 2012 and

April 2013, Transdev NSW

experienced six runaway

bus incidents.

To reduce the risk of runaway

buses at Transdev NSW, an

initiative was implemented

to install parking pads on the

eastern side of the Bankstown

depot where the ground is sloped. The parking pads were

designed by a Transdev NSW working group to ensure that

buses rolled into the pad when parked and come to rest against

the pads. Signs were also installed to remind drivers at high

risk sites, alongside additional initiatives, including making

handbrakes more accessible.

Since the implementation of these controls, there has been

only one instance of a runaway bus – in this case, the driver

didn’t back the bus into the pad.


Farewell Sydney Monorail

In March 2011, the NSW Government formally announced

that Sydney Monorail would close to make way for the

$1.8 billion Darling Harbour urban renewal project –

the Sydney International Convention Exhibition and

Entertainment Precinct. Sydney Monorail would close on

30 June 2013 and be decommissioned and removed to

allow for the development.

Sydney Monorail, the only monorail in the southern

hemisphere, was a 3.6km circuit track and a direct transport

link connecting Sydney to Darling Harbour, used by more

than three million customers annually.

To optimise the final year of operation, Transdev Sydney, in

conjunction with clients Metro Transport Sydney (MTS) and

the NSW Government, embarked on a dedicated Farewell

Sydney Monorail campaign.

Engagement became a key campaign thread and, in

addition to initiatives such as an interactive website

where customers could share their favourite monorail

photo experience* and a last loop public ballot,

we also implemented a final weekend closing event for 29–30

June. A key audience throughout the monorail’s life was children

and in acknowledging this we, in association with MTS and the

NSW Government, donated all the final weekend ticket revenue

to five children’s charities. The five charities were:

• Camp Quality

• CanTeen

• Make-A-Wish® Australia

• The Children’s Hospital at Westmead

• Youth Off The Streets

With roving entertainment and as much fanfare as an opening,

Sydney Monorail’s final weekend broke all records and saw close

to 16,000 tickets sold (a 210% increase on the previous year) and

more than 45,000 journeys (a 95% increase on previous year).

A total of $70,105 was raised for charities through ticket sales,

with each of the five charities receiving $14,021 each towards

their worthwhile causes.

*This website has since been archived for future generations

by the State Library of New South Wales.


Resurfacing project at Transdev Qld

The bus parking yard at Transdev Queensland’s

Capalaba depot had weathered 15 years of increasing

traffic flow and storage, heavy summer rains and

gradual surface breakup. In need of major repair,

the yard underwent a massive resurfacing project

in April and May 2013.

The project took four months from the first sod

being turned to the final line marking being painted,

during which all normal traffic flows and parking had

to be maintained. The finished surface is 300mm of

reinforced concrete on a 150mm sand bed to support

not only buses, but other heavy vehicles including

waste collection and fuel delivery trucks.

The project provided a number of significant safety

and environmental improvements. The yard was re-

marked to facilitate increased staff pedestrian safety,

better parking, and traffic movements through the

depot. Plus, the new line marking has been designed

to reduce bus reversing movements by up to 60

manoeuvres per day during normal yard procedures,

thus increasing vehicle security and serviceability.

Improvements also included the realignment of

drainage to ensure we meet our environmental

responsibilities, installation of high density recycled

plastic wheel stops fitted with reflective properties,

the use of reflective line marking techniques, the

elimination of countless tripping hazards, better

positioning of designated safe walkways and

emergency evacuation routes, and the alignment

of road markings with current standards.

Quality Asset Management

Transdev Melbourne Refurbishment Program

As part of Transdev Melbourne’s contract with PTV, the business is

required to completely refurbish every bus that is between 13 and

14 years old and re-livery all 245 route buses to the new PTV livery

by July 2014.

The scope of the refurbishment work includes:

• Removal and repair of external panels

• Inspection and repair of framework rust

• Refurbishment of all cabin seats

• Removal and replacement of floor covering and

any damaged wooden floor panels

• Replacement of internal and external lights with

LED technology

• Installation of the new Mobileye CCTV system

• Replacement of the driver’s seat

• Installation of driver’s security screen

• External paint and re-livery in the new PTV design

Twenty-one buses are scheduled for refurbishment in the first

contract year, with a Mercedes Benz 0405 the first bus to come

off the refurbishment line in 2013 (pictured).

A campaign to inspect, service and repair the air conditioning

systems on the entire fleet is well advanced with approximately

70% completed as at 31 December 2013.


Transperth Hybrid Bus Trial

In 2013, Transdev WA obtained a state-of-the-art diesel-electric

hybrid vehicle, which is being viewed as a possible replacement

for the city’s existing CAT buses. The Hybrid was chosen as a test

technology after a trip by the Minister for Transport, Troy Buswell,

to the Volvo factory in Sweden.

The trial compared the Hybrid technology against diesel and

CNG technologies. Volvo Bus Australia General Manager,

Peter Duncan says Transdev WA’s CAT service is an ideal place

for this technology.

The trial commenced in February 2013, with an initial group of

hand-picked Transdev WA drivers who underwent intensive

driving training at the Volvo facility in Welshpool. Transdev WA

training instructors were also involved in the training and were

utilised to train the existing drivers when the trial was escalated to

include all Perth CAT drivers. Rosters and shifts had to be adapted

with significant complexity to ensure the evaluation was a success.

The Minister said the hybrid trial represented a $1 million

commitment by the State Government, about $600,000 of

which is the cost of the new bus and, by embracing this greener

technology, it assists Western Australia in keeping at the forefront

of the Australian transport industry. Transdev WA is proud to be

partnering Transperth in this project.

Electrifying Auckland Rail

As the operator of Auckland rail services, Transdev

Auckland has worked to continuously innovate the delivery

of rail safety messages to the community.

The development of a modern electrified rail network

in Auckland has intensified in the past year with the

installation of electrified overhead wires, the completion

of a new train depot at Wiri, and the arrival of the first

Spanish-built electric trains.

As the first electric trains enter service in mid-2014,

Transdev continues to place emphasis on relationships with

its partners and local communities to ensure the people of

Auckland are aware of the risks (25kv overhead wires and

faster, quieter electric trains) and are educated about safe

behaviour around the rail corridor.

Transdev Auckland has continued to innovate its approach

to rail safety. In 2012, the business funded a rail safety song

written by one of its Locomotive Engineers, Lawrence

Foakes and, in 2013, in partnership with Auckland Transport,

KiwiRail and TrackSafe New Zealand, developed a cohesive

marketing strategy to raise awareness about the new

dangers of electrification. The marketing campaign was

featured online, in print, on radio, and in the community.

A programme of rail safety expos to ensure the saturation

of rail safety messages continues in local communities

via schools.


Being a global company, Transdev has the advantage of drawing on experience from around the world. Transdev encourages and facilitates a culture of sharing best practice, ideas, innovation and events to help build upon local expertise. Our thorough understanding of public transport operations has enabled us to identify practical ways to improve value for money and do so in a transparent manner.

The Think BIG series (Business, Inspiration, Growth) was

organised globally and held three times during 2013, twice in

Paris and once in Dublin. The events brought together Transdev

executives from around the world in one room to discuss best

practice across a multitude of disciplines, such as business

development, tender writing, marketing and business strategy.

Events like these not only inform our leaders around the world

on best practice, they also re-energise and allow members time

to think about their operations objectively for the benefit of

improvement, innovation and value.

Our ultimate goal is to achieve the lowest unit cost per annum

while still meeting service delivery requirements. This goal is

achieved differently in each business, but invariably involves

the following strategies:

1. Identify and deliver revenue opportunities

2. Identify and deliver cost efficiencies

3. Enhance risk management and contingency planning

and procedures

4. Establish and maintain transparent reporting systems

The roll-out of the global Transdev Performance Management

Model, which was initiated in Europe in 2013, will help to garner

efficiencies within each business and will more closely align

operational metrics to financial outcomes.

Value for Money



Caltex Diesel Supply

In August 2013, Transdev completed a national diesel tendering

process. As a result, Caltex was appointed as our provider.

The three-year contract with Caltex (five years for Transdev

Melbourne) will generate an estimated saving of $325,000 per

annum, provides next-day delivery on orders placed before

12pm the previous day, and delivery within a maximum of

36 hours for orders placed after 12pm the previous day.

The contract represents an improvement in the efficiency

of our fuel delivery, in terms of both service and cost-savings.

Value for Money

Revenue Protection at Transdev Melbourne

Working with Public Transport Victoria (PTV) and other

Melbourne transport operators, Transdev Melbourne has

developed a Network Revenue Protection Plan that allows for

joint deployment strategies with other transport modes, and

facilitates smarter, more cost effective allocation of resources.

A specific example of this is the joint venture with Yarra Trams.

Yarra Trams Authorised Officers (AOs) are stationed at common

bus/tram interchanges where they can check the tickets of

customers from both modes as they alight the different vehicles.

The benefits of this are:

• More ticket checks can be performed in a given timeframe

• Access to an increased number of customers

• Revenue protection activity achieves greater visibility among

the general public

• Shared resources, in terms of administration to complete,

verify and forward fines to PTV

The increased presence of AOs on our services means that our

drivers are better supported and can focus on performing their

daily tasks. It also improves customers’ perception of safety on

public transport and consequently improves the overall image

of public transport.

The operators from the different modes benefit from working

together as they can share their experience and knowledge

of revenue protection issues and, in particular, hear about

some of the fare evasion tactics that customers are using.



Meeting the challenges of tomorrow

In the communities we service, the demand for high quality,

efficient and well-designed public transport has never been

higher. We need to be innovative in the delivery of our services

to meet new customer, client and community expectations and

to get greater use out of existing public transport systems.

As part of a global multimodal passenger transport group,

Transdev Australasia has the advantage of tapping into

the wealth of experience and knowledge of our worldwide

operations. For every problem we may encounter, there is

someone else in our organisation who has experienced it

before. Our blend of local and international expertise provides

us with access to world’s best practice in innovation, enabling

us to build on our experience and offer a range of innovations.

Transdev encourages a culture of sharing best practice,

innovation, experiences, and programs between teams and

countries that add value to local expertise, and promote

collaborative thinking for the identification of potential

innovation projects. The continual generation, development

and sharing of new ideas is what helps keep us ahead

of our competitors.

As a result of this culture of collaboration and sharing,

a number of innovations have been delivered to

Australasian clients and customers. These have included:

• Listen – a customer feedback management tool,

developed by Transdev in France and implemented

in our NSW and Melbourne bus businesses

• Meet Our Managers – which began in Melbourne,

was implemented and improved by our Auckland

business, and has now been introduced to our

Harbour City Ferries operations

• Web’vibe – a custom-made web and social media

monitoring solution, developed for operations in

France and implemented in the Transdev Melbourne

bus business in 2013

In addition, many of the case studies mentioned in

Achieving Together contain various innovations made

possible by the group’s learning culture.

Generating and Sharing Ideas

We develop and share our ideas, knowledge and best practise

experience through a variety of forums, publications,

communications platforms and conferences.

Innovation Management Unit

The Innovation Management unit seeks out high-potential

projects to assist and promote, meeting three times a year

to share ongoing projects and assess their potential to be

redeployed in other Transdev businesses.

Innovation Portfolios

Transdev’s innovations and initiatives are captured in a series

of ‘Innovation Portfolios’, which track development from

ideation through to incubation, pilot and deployment.

At each stage, an innovation is subject to a robust decision-

making process to assess whether it is worth pursuing to

the next stage. The aim of the Innovation Portfolio is to find,

select and analyse group projects worldwide which add value

to our operations. We produce portfolios of expertise across

all business areas to highlight best practice examples from

our global operations, e.g. customer experience, integrated

networks, and bus rapid transit.

Our Innovation


Think BIG Events

Think BIG (Business, Inspiration and Growth) are regular events

where managers from across the global Transdev group gather

to share knowledge, business ideas, inspire each other and look

for growth opportunities.

The Transdev Library

The Transdev Library contains a wide range of topics,

reference points and contacts across the business. It also

includes the Transdev App Library, which is a list of all the

various apps that have been developed across the global

business to share and develop.

The Transdev Collector

The Transdev Collector is a compilation of practices and

systems, contextualised with results, for businesses across

the organisation to access, search and learn from. The Collector

enables businesses to learn from each other’s experiences

and decide if initiatives are replicable or inspirational for their

local business.

The Transdev Way

The Transdev Way describes the way our company as a whole

addresses a topic. Transdev ’s unique methodology, processes,

tools and programs are introduced and illustrated by Transdev

case studies. External practises and competition are also

benchmarked. This is to encourage operations to implement

the Transdev Way as the best way.

Live Magazine

Live, a quarterly print magazine produced for and distributed

to our global internal audience, features news, highlights

business developments, and shares insights and initiatives

across the group. It is a port of call for learning about what

is happening in different businesses across the group and

provides a contact point for finding out more about specific

initiatives and developments.

Innovations Watch

Innovations Watch captures innovations in transport around

the world. Articles are archived on Expert.Net.

Social Innovation: Transdev Auckland Rail Safety Song

Each year, Transdev Auckland takes part in a school

rail safety campaign. In 2012, Transdev Mechanic

Lawrence Foakes produced a rail safety song to use

as part of the campaign. The song was developed

into an animated video which was shown to school

children and also placed on YouTube, where it

has received more than 1,500 views. The initiative

resulted in high levels of engagement with the

rail safety campaign and subsequent improved

behaviour near railway tracks. In 2013, a new version

of the song was created to include new safety

issues relating to the arrival of electric trains on the

Auckland rail network.

Transdev Innovation Group Portfolio 2013

Expert.Net

Expert.Net is a knowledge sharing platform through which

Transdev shares international best practice solutions. It is an

internal, web-based portal providing the latest international

best practice processes and procedures from Transdev

businesses around the world. Expert.net accelerates the spread

of information, connecting staff from across the world, and

encouraging cross-border collaboration. It features dedicated

and highly specialised networks of expertise, from mode

operations, fleet management, and revenue risk to surveys,

customer experience, environment and sustainability, and

skills, training and development.

Mobility Lab

The Mobility Lab explores mobility issues, developments and

opportunities, designing innovative services and visions for

the future of mobility with a Think Tank on desirable mobility,

a process of open innovation and co-creation with regional

stakeholders and elected officials.

Learning and Development

Staff are encouraged to contribute to our innovation culture

through our training and internal management processes, by

discussing ideas and providing support for the development

and introduction of innovations using robust processes to

ensure we are always working towards our business objectives.

Staff development includes formal training, conferences,

events, mentoring and on-the-job training, which all support

the culture of innovation by exposing individuals to new ideas

and methodologies and allowing them to challenge the status

quo. Our learning and development program draws on our

national and international network to expose our people to

different ways of operating and to introduce new ideas that

encourage thinking in ways to improve our operations and

provide better customer service.



Global context

The key principles of the Global Compact are: human rights,

labour standards, environment and anti-corruption.

In addition, in 2013 the Group launched its global Ethics Policy,

which is focused on adhering to 21 ethical principles directly

linked to our Values. These principles are instilled in our people

from the day they join the company and are reinforced via

regular communications in writing, meetings, workshops, and

through our annual staff awards program. Our Ethics Policy

is supplemented by a Financial Officers’ Code of Ethics and a

Supplier Code of Conduct (which is based on the key principles

enshrined in the Global Compact).

For Transdev, Corporate Responsibility (CR) means meeting

the needs of our clients, customers and staff, without

compromising the needs of generations to come. Being a

public transport provider, Transdev operations are inherently

better for the environment and expanding cities than individual

cars, which is why our ambitious overarching CR goal is to make

cities more liveable by increasing awareness of the benefits of

utilising public transport.

The Transdev CR strategy was first developed in 2008 and

updated in 2011 to form a three-year plan. This year, prompted

by the divestment of Veolia, we took stock and reviewed our

efforts under our CR strategy. Our review has enabled us to

commit to taking a much more prominent step forward in the

area of CR. The review process allowed us to take a look at the

causes we support and the focus of our efforts. To embed the

redefined direction, a CR Charter was created to showcase

our commitment to CR, our staff and our clients along with

a revised CR strategy for 2014.

Our Corporate Responsibility

Strategy

The Transdev Group, headquartered in Paris, has been a signatory to the UN Global Compact since 2003. Its participation in the Global Compact, and resulting pledge to support and promote its principles within the Group’s sphere of influence, is an important consideration in the Group’s Corporate Responsibility Policy.


Our CR Framework

To shape the future direction of CR, a new framework for

communicating and conceptualising our CR work (both

internally and externally) was developed. This framework is

shown on the opposite page. Growing Responsibly has three

key areas of focus: shaping our communities, protecting our

environment, and inspiring our people.

All of our CR initiatives now fall under this rubric. The

framework is purposefully ambitious and reflects Our Promise

(the outer ring) and the vision for the overall business

(acknowledged leader).

Our Objectives

• A measurable increase in patronage and customer

satisfaction

• Greater awareness of the positive impacts of public

transport

• Higher levels of staff engagement

• Building stronger, broader relationships with our clients


PROTECTING OUR ENVIRONMENT

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Our Corporate Responsibility in Action

Inspiring our People

Inspiring our people through promoting diversity, implementing training and supporting our cause partners.

Support our staff in connecting with communities through Spirit – our payroll giving scheme

Ensure our business strategy is supported by a national workplace relations strategy

Ensure we encourage skills transfer from our current workforce to our future workforce through the continued success of our national mentoring program

Increase our efforts to be an employer that values and respects diversity

Identify specific programs to improve the health and wellbeing of staff

Develop a Reconciliation Action Plan en route in order to engage with indigenous communities

Payroll Giving ‘Spirit’

Implemented in 2009, Spirit is our payroll giving scheme,

whereby staff have the opportunity to give to a number of

charities, match-funded by Transdev up to $500 per person,

per year.

Before the CR review took place, we officially supported more

than 20 charities through the payroll giving scheme. The

charities have been reviewed for 2014 to form a much more

meaningful program, aiming to achieve effective relationships

with partners and a streamlined message surrounding what

causes we support across Australasia.

We selected the most prominent causes that Transdev

currently supports:

• Cancer research and awareness

• Animal welfare

• Awareness for depression and anxiety/

helping those in need

• Caring for sick children

Achieved or ongoing

In progress

Not yet achieved

Key

This section shows our Corporate Responsibility Strategy in action, listing our achievements for 2013 against our targets for the year.


Health and Wellbeing

The continued promotion of health and wellbeing to our staff

is very important to Transdev. In 2013, several programs were

implemented across the business to promote healthy lifestyles

to our staff. These included:

• Free health checks in Victoria, offered to all staff

• The Transdev Australasia safety campaign focused an

entire quarter of the year on health and wellbeing topics,

promoting healthy eating, exercise and mental health

• All three Queensland businesses conducted the 10,000

Steps Workplace Challenge (see case study on page 41)

• WA participated in the Global Corporate Challenge for the

third year running

• Melbourne bus developed a comprehensive health and

wellbeing campaign for implementation in 2014

• Our national safety campaign for 2014 was developed

and will include two year quarters of health and wellbeing

activity, covering physical fitness and mental health

Under these headings we were able to place the top three

most supported charities, plus some additional charities that

we feel align with our business and our causes. Identifying the

causes that we stand for allows us to tailor our CR efforts much

more effectively into the future, and continue to develop the

program and other initiatives surrounding the program.

Our Spirit payroll giving scheme is currently supported by

almost 10% of our employees and we hope to increase the

level of commitment to Spirit and the awareness of our

causes among staff in the coming year. Since 2009, more

than $400,000 has been donated to our charity partners.

To learn more about our partners, please visit our website:

transdev.com.au.

Diversity

We firmly set the foundation for diversity in 2012 with the

development and executive signing of our diversity charter.

The charter sets the goalposts for what we mean by supporting

diversity in our organisation and the way in which we progress

our journey with meaningful action.

Diversity will be a key communication message during the

implementation of the Racism. It Stops With Me campaign,

a key initiative for 2014, internally and externally, which is

explained further on page 58.


Protecting our Environment

Protecting the environment in which we operate, through awareness, action and innovation.

We will extend our Eco-Drive program to affect the behaviours and performance of drivers and help to reduce energy use across all modes of transport

We will proactively work with our contract partners to source and pilot low-carbon fuels

Build NSW’s first bus depot that demonstrates sustainable principles in its design and operations

Ensure every Transdev business has the latest environmental, safety and quality accreditations

Ensure our offices are ‘green’ and seek to reduce, reuse and recycle in all aspects of energy, water and resource use

Globally, a new manager has been appointed to head up

Sustainability in Paris. With this, a new focus on this important

area of the business will take shape over the coming year.

In addition to international action, Transdev Australasia

continues to conduct local initiatives in this area.

‘RACISM. IT STOPS WITH ME’ is a key initiative of the

National Anti-Racism Strategy launched by Australia’s Race

Discrimination Commissioner in August 2012. The campaign

invites all Australians to reflect on what they can do to counter

racism wherever it happens.

Research has shown that workplaces are places where

racial discrimination occurs, as well as where change can

be encouraged and supported. Workplaces and public

transport networks are common and natural environments

for contact between people from diverse racial and cultural

backgrounds. Employers can therefore play an important role

in modelling sound practises. Harnessing diversity can benefit

productivity, market share, promote innovation and improve

employee relations.

Transdev Australasia has an incredibly diverse workforce – our

recent Staff Communications Survey identified 31 different

languages spoken at home by our employees. Our employees

deal on a daily basis with the rise in racial incidents on public

transport, which is unfortunately climbing at an alarming rate.

Our interest in creating a safe environment for our staff and our

customers has led Transdev to officially sign up to become a

formal supporter of the campaign, commencing early 2014.

This commitment will involve signing the supporter agreement,

meaning Transdev agrees to:

• Endorse the campaign

• Promote the campaign through our communications

channels

• Identify specific activities that our organisation can

undertake to support our stance against racism

Shaping our communities

Shaping our communities through the support of our chosen four causes as well as the local programs and initiatives we deliver, in partnership with communities and stakeholders.

Invest in the local communities we serve through our national Week of Action initiative

Capture and monitor our total community investment

Take a proactive approach in communicating with all TDA stakeholders by reporting annually on our financial, social and environmental performance

Each of our businesses regularly engage with local community

groups, charity organisations and sporting clubs in their local

operating area. In addition to these relationships and our Spirit

activities, Transdev will be introducing a Week of Action across

the Australasian businesses during 2014 in partnership with

local authorities and organisations to promote awareness about

the benefits of public transport and the role transport plays

in creating more liveable cities. The details and results of this

campaign will be documented in next year’s report.

Creating Safe Travellers…for Life (see case study on page

24) is an excellent example of local community partnerships,

funded through our CR strategy in 2013. This Transdev NSW

initiative has been shared across the US, Asia and Europe via

our Transdev network among those who operate school bus

services looking to promote safety. This program will likely be

adopted across our other Australian bus businesses over the

coming years.


Business Initiative Duration

Transdev

Brisbane Ferries

Be Ferry Green campaign – an internal campaign that targets staff in an effort to keep environmental preservation front-of-mind. 3 years, ongoing

Greenfleet carbon offset program – annual membership to allow planting of biodiverse native trees to offset the business’ carbon

emissions. In 2013, 129 native trees have been planted to offset the 34.4 tonnes of CO2 generated by our maintenance vehicles.

3 years

All cardboard and paper waste sent to VISY for recycling. 3 years

Transdev NSW South Granville Depot design incorporates several environmental and cost-saving features:

• Solar reflective window coating

• Recycled water used for bus wash

• Building designed for cross ventilation, reducing the need for air conditioning

• On-site storm water management.

Since August 2012

Damaged aluminium body panels to be recycled. Commencing 2014

Transdev Auckland Donation of all old phones to Starship’s mobile phone recycling initiative.

The charity refurbishes/resells the phones to raise money for the Air Ambulance service they provide.

3 years

Low energy lighting installed during the Auckland office refurbishment, including adjusting to ambient light levels.

Reduced power usage by 9% for the floor.

July 2013

Brand new Wiri Depot design incorporated several environmental and cost saving features, including:

• Water from the car park surfaces drain into wetland flower beds

• All lighting and air conditioning are controlled by sensors

• The train wash plant recycles all water used through a very advanced carbon filtering system and also treats the rinse

cycle so that the water doesn’t ‘streak’ the paintwork.

July 2013

Transdev Melbourne Drivers will be progressively trained in fuel-efficient driving techniques. Commencing 2014

Transdev Queensland 4 x 10,000 litre tanks installed at Capalaba Depot. 3 years

Water recycling plant installed at Capalaba bus wash facility. 3 years

Transdev WA Refurbished recycle system at Joondalup depot focused on bus wash water. 6 months

Power-saving light globes fitted to most workshops. 3 years


An audit of environmental initiatives was conducted across

the business in 2013 to take stock and document the initiatives

currently in place, some key initiatives are listed opposite

Measurement of our CR efforts

Transdev Australasia has used LBG Australia & New Zealand to verify its community contributions under the areas of cash, in kind, time and management costs since 2012.

Contributions in 2013 can be seen in each heading (opposite).

The graph opposite shows significant variation between 2013

and 2012 under the areas of time and cash.

The ‘in kind’ variation, is due to increasing the effectiveness of

our measuring methods to ensure we capture all of the costs

associated with our initiatives, in addition to a large ‘in kind’

donation Auckland made during the year. The other significant

increase is in cash, doubling last year’s donations as a whole.

As we get more proficient in capturing the data across our

diverse businesses, we will have a clearer picture of the

significant impact we make.

Since 2009, donations made through payroll giving, including

match-funded contributions, totalled $400,900. With the

restructure and heavy promotion of CR planned for 2014,

it is expected our cash, in kind, time and management costs

will all increase by at least 10% – 20%.

Measurement and evaluation of Corporate Responsibility

efforts in 2014 will continue to be measured under cash,

time, in kind and management.

For more information and to read our Corporate

Responsibility Plan for 2014, please visit our website:

transdev.com.au/media-centre/publications.

Mgt CostsIn KindTimeCash

Cash

Time

In Kind

Management Costs

10%

58%

28%

4%

Mgt CostsIn KindTimeCash

Cash

Time

In Kind

Management Costs

10%

58%

28%

4%

0

200000

400000

Management Costs

In KindTimeCash

2013

2012

How Transdev Contributed

Transdev Community Contribution Snapshot

Energy Efficiency Opportunities (EEO)

Nationally, we have expanded our initial pilot of Eco-Drive

to commission a sample research project for the purposes of

reducing our energy consumption, as part of our EEO plan.

A representative sample of 10 buses across the Transdev

NSW (TDNSW) and Transdev QLD (TDQ) businesses has been

selected. The buses belong to different age generations

and operate on varied routes (fast and slow) and in different

topographic environments. The fuel consumption of these

buses, various conditions and maintenance regimes will be

scrutinised in order to analyse the results and determine if

there is a more efficient make of bus, a more efficient way

to drive a bus or even an optimum way to maintain a bus.

The quality of the data acquired is of great importance since

each parameter might only produce an improvement of a few

percentage points.

For the assessment, TDNSW is providing real time data by

using state-of-the-art on-board monitoring systems using

GPS technology, engine parameters and instantaneous fuel

consumption. TDQ has constrained the operation of its buses

belonging to the representative sample with fewer drivers

than usual and more repetitive routes in view of decreasing

the statistical variation of the day-to-day fuel consumption

and improving data quality. Results from this research will be

available early in 2014.

Internal Environmental Communication

Environmental focus at work and at home will be brought to the

forefront of our messaging in 2014, through a series of internal

campaigns. Locally, each of our businesses perform very well

(within significant constraints relating to infrastructure owned

by our clients), with all Transdev businesses achieving safety,

environment and quality accreditations in 2013, but awareness

and sharing of best practice is limited at present.

Transdev Australasia Pty Ltd GPO Box 5092 Melbourne VIC 3001

www.transdev.com.au

Achieving Together 2013 Delivering Our Commitments T… · ACHIEVING TOGETHER 2013 – DELIVERING OUR COMMITMENTS 1 Contents About this Report This is Transdev Australasia’s third

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