future transport summit 2016 - presentation · our master of ceremonies and keynote speaker was the...

Post-summit reportMay 2016

Transport for NSW 1

Contents

Introduction ...........................................................................................4

The facts .................................................................................................6

The speakers ......................................................................................... 7

Food for thought: insights from our speakers .........................8

Ideation workshops ...........................................................................21

What are the ‘must get rights’? ...................................................37

The conclusion .................................................................................. 39

Appendix A - About our guest speakers ................................40

Future Transport I Post-summit report Transport for NSW I 2

Future Transport supporters

Our Future Transport supporters are:

Andrew Constance (left) with Chris Riddell

The Minister’s message

In April 2016, the NSW Government partnered with our Future Transport

supporters to bring together thought leaders, IT specialists, innovators,

entrepreneurs, futurists, transport leaders and academics at the Future

Transport Summit 2016. Together, we can revolutionise the way we approach

the transport challenges facing NSW.

It is no longer enough for governments to wait for disruption. We need to

reach out to industry and others at the cutting edge of technology and

innovation – and we need to form partnerships if we want to stay ahead of the

game. This means that both politicians and public servants need to be more

nimble than in the past.

The inaugural Future Transport Summit is kicking off a transformative,

12-month program of work to identify how we can bring technology into

the centre of what we do, to drive greater efficiency in service delivery

and improve the customer experience. I want to make transport a

technology business.

This post-summit report documents the outputs from the summit, with the

aim of keeping the conversation going. Over coming months, we will develop

the Future Transport Technology Roadmap. The Roadmap will distill what we

learned at the summit and through other Future Transport consultations, and

set out how we will work with industry and the community to make future

transport a reality in NSW.

I look forward to your feedback on the post-summit report and your ongoing

engagement in Future Transport.

Andrew Constance

Minister for Transport and Infrastructure


The Secretary’s message

The goal of the Future Transport Summit 2016 was to bring together some of

the best minds from Australia and around the world, to help make Transport

for NSW a leader in using technology to solve transport problems. I’m pleased

to say that we’ve started on a journey towards that goal.

The Future Transport Summit 2016 is just the beginning of a program of work

over the next 12 months and beyond.

To meet the challenges of the future, transport agencies in NSW will need to

become technology agencies where, in the past, we may have been engineers

or contract managers. That means thinking hard about why we do the things

we do. In 2016, it is no longer enough to keep doing what we did yesterday.

Over the coming months and years, we need to continue changing the

culture of our organisation. We need to further engage at every level with our

customers and with industry, and challenge ourselves to transform the way we

approach problems.

This post-summit report is about creating a record of the great ideas that have

come out of the summit. It is also about engaging more people in the program

and generating even more ideas. The test will be whether we can embed

a culture of forward-thinking innovation in our business. I’m committed to

making that happen.

Tim Reardon

Secretary, Transport for NSW

Transport for NSW Secretary, Tim Reardon

Future Transport Technology Roadmap: development process


IntroductionBy 2031, the population of NSW is predicted to increase by two million. As

well as building new infrastructure, we need to look at smarter systems and

technology-driven solutions to cope with demand.

What are going to be the next big ideas? Which systems and technologies are

going to challenge us and shape the transport system in NSW? How can we

harness these new technologies to deliver first rate transport services?

The challenge was to bring together some of the best, most creative and

forward-thinking minds and have them work together to help us create

the future for NSW transport. A future where we leverage breakthrough

technological solutions to create new ways of doing things, find innovative

solutions to old problems and revolutionise the way we plan, build and use

transport in the state.

The rules of engagement were clear. This summit was to be all about ideas.

There were to be no limits, no pre-conceptions. All ideas were welcome, all

would be treated with respect, all would be considered.

The aim is that, by the end of the broader Future Transport program,

NSW will be on the way to becoming a world leader in using technology

to deliver better customer experiences, as well as more efficient transport

services. How we plan to get there will be set out in the Future Transport

Technology Roadmap, which we will present to the ITS World Conference in

October this year.

The beginning of something bigThis summit, as a forum for creative thinking and ideas, was not intended to

draw conclusions, make recommendations, or rule any proposition in or out at

this stage. It was intended to put ideas on the table, as the start of the broader

Future Transport program.

This report highlights some of the ideas discussed at the summit, some of

the issues that will need to be resolved, and some of the key ‘get rights’

participants identified for consideration by Transport for NSW and the NSW

Government. Please enjoy this report as a record of the events of 18 and 19

April 2016. Consider the ideas raised, comment, contribute and be involved in

this ongoing conversation about an exciting and innovative future transport.

The summitTo stimulate thought and encourage participation, six key technology focus

areas and five objectives for transport were identified.

On Day 1, the key focus areas were:

• Customer service in the digital age

• Big data

• Open data

• Automated vehicles

• The Internet of Things

• Disruptive technologies.

Day 2 participants considered:

• Customer empowerment

• Productivity and efficiency

• Congestion management

• Equity of access to mobility

• Safety.

The current Transport for NSW Technology Roadmap was provided as context

for participants. It can be found on the next page.

Join us on our journey

The Future Transport Summit 2016 is the first step of a program of work

over the next 12 months and beyond. Guided by our Technology Leaders

Panel, which is co-chaired by David Thodey and Andrew Stevens, we will

synthesise the summit outcomes with other work to produce a Future

Transport Technology Roadmap.

Our Future Transport team is now building on the innovative thinking that

has come out of the summit. The purpose of this post-summit report is

to record the inspirational thinking and ideas, and continue the dialogue

about the future role of technology in transport.

As we develop the Future Transport Technology Roadmap, we want to

further engage at every level with our customers, with industry, and with

our own people.


The factsFor the Future Transport Summit 2016, Transport for NSW brought together

thought leaders, IT specialists, innovators, entrepreneurs, futurists, leaders

in the transport sector and academics. All shared expertise across business,

technology and/or transport, and all generously gave their time to help us

conceptualise the future of transport, driven by technology-fuelled innovations.

Representatives from more than 145 organisations attended on Day 1, Day 2

or both. These included:

• IT businesses, such as Cisco, Google, Microsoft, the NBN Co, and Siemens,

along with summit supporters Cubic, Fujitsu, IBM, Intel and Telstra

• Transport service providers and transport sector organisations, such as

ComfortDelGro Cabcharge, Serco, Transdev, Transurban and Volvo

• Providers of engineering, financial and advisory services in the transport

space, such as AECOM, IAG, Arup, Mastercard, Parsons Brinckerhoff, Thales

and VISA, as well as summit supporters the Commonwealth Bank, L.E.K.

Consulting, PwC Australia and Salesforce

• Academia, including Carnegie Mellon University, the University of

New England, the University of NSW, the University of Sydney, the

University of Technology Sydney, Western Sydney University and the

University of Wollongong

• Representative groups such as Roads Australia and the Tourism and

Transport Forum

• Government policy and decision makers, such as the Department of

Transport and Main Roads (QLD), the Information and Privacy Commission

NSW, Roads and Maritime Services, Transport Certification Australia and

Transport for NSW.

Eleven ‘ideation workshops’ were held, facilitated by our Future Transport

supporters. These workshops, which covered the six summit technology focus

areas and five core transport objectives, were the ‘business end’ of the summit

– open forums where ideas were allowed to fly.

Over the course of the two days, all of these great minds participated in 99

hours of discussions covering the 11 summit technology focus areas and core

transport objectives.

A wealth of ideas was uploaded, stuck on the wall or raised in conversation.

There was, of course, plenty of duplication, as well as ideas that built upon

other ideas. Those ideas that each working group particularly wished to share

were presented to the broader group at the end of the day.


The speakersGlobally recognised speakers from some of the world’s most innovative

businesses were invited to offer their unique insights and observations,

and inspire ideas in the discussions to follow.

Our Master of Ceremonies Our Master of Ceremonies and keynote speaker was the award-winning,

industry-recognised Digital Futurist, Chris Riddell. A renowned strategist

and spotter of emerging trends, Chris is an expert in analysing patterns and

behaviours, and unlocking opportunities for businesses and senior leaders in

today’s highly disrupted world.

His insights are compelling, thought provoking and inspirational, while his

energy and passion is contagious. We certainly saw that over the two days of

the summit, including in his keynote address on Day 2.

About our guest speakersDay 1 guest speakers at the inaugural Future Transport Summit were

Will Duckworth, Vice President, IBM; Lyn McGrath, Executive General Manager,

Retail Sales, Commonwealth Bank of Australia; Pip Marlow, General Manager,

Microsoft Australia; Val Stoyanov, Global Managing Director for Transportation,

Influencer Sales Group, Intel; and Peter Schwartz, Senior Vice President for

Global Government Relations and Strategic Planning, Salesforce.

Steve Wozniak, co-founder of Apple and acknowledged tech guru, also joined

Chris Riddell for a Q&A session on Day 1 of the summit.

Joining us on Day 2 were guest speakers, Roy Wakelin-King, CEO, NSW

Taxi Council; David Rohrsheim, General Manager, Uber ANZ; and Craig Baty,

Vice President, International and Senior Director Digital Business Platform,

Fujitsu Japan.

More information about our speakers, and why we asked them to contribute to

the Future Transport Summit 2016, is at Appendix A.

Chris Riddell


Food for thought: insights from our speakers

Learnings from our guest speakers

On Day 1 and Day 2, we heard from thought leaders in business, who shared

significant insights into how they use technology to connect with customers

and drive improvements in how they operate.

Day 1 plenary session: Future Transport Summit 2016

Will Duckworth, Vice President, IBM

“Technology is boring, transport is meaningless.”

Will Duckworth provoked us to see things from a different angle.

He argued that:

• Changes that transform society are only possible when (initially) cutting

edge technology has become ubiquitous

• Transport, for its own sake, is meaningless. It’s the context, the reasons why

people travel, that is important

• Depending on why they are travelling, customers will have different

expectations of the experience. Businesses that understand this will be the

ones that succeed in the market.

When we are trying to envisage ‘future transport,’ Will challenged us to adopt design thinking – to start with the user perspective, rather than the technology that might be used to deliver the solution. He also encouraged us to collaborate with ‘fellow travellers’ – those who can give us richer insights into what customers want – and to look for solutions that integrate across

industries, to meet customers’ demands for seamless services.

A customer’s last best experience becomes the minimum expectation

for the next one. Will Duckworth, Future Transport Summit 2016 Graphic capture of Will Duckworth’s presentation

Will Duckworth


Lyn McGrath, Executive General Manager, Retail Sales, Commonwealth Bank

“It’s not just about the tech, it has to be about the personal relationships.”

Lyn McGrath shared insights from the Commonwealth Bank’s digital

transformation journey with a strong and consistent message: the bank is

achieving its goal of enhancing its customers’ financial wellbeing through

harnessing world class technological advancements and building deeper, more

relevant, personal relationships with customers. These deeper relationships are,

in turn, giving the bank insights which are allowing it to add real value to its

service offering.

Lyn stressed that the Commonwealth Bank understood that it had a

responsibility to bring customers with it during its digital transition – it does

not believe in a ‘build it and they will come’ approach. Her key learning was

don’t leave the customer behind. They are part of the transformation and they

have a high degree of variability in understanding and using technology.

At the heart of this is the fusion of people and digital solutions

– providing expert, proactive and multi-channel support and

guidance to understand our new technologies, coupled with a

focus on forming deeper, relevant relationships with our customers.

Lyn McGrath, Future Transport Summit 2016

Graphic capture of Lyn McGrath’s presentation

Lyn McGrath


Pip Marlow, Managing Director, Microsoft Australia

“Because if you cannot make this happen, then who? And if we don’t do it

right now, when will we do it?”

Pip Marlow – who confessed to having become a ‘transportation junkie’ since

being invited to speak at the summit – took us to the heart of the challenge

of creating the future. She told us that we needed to unlearn the way we have

always done things so we can imagine something different and, by ‘selectively

forgetting’ our conditioned responses, create cultures built for change.

She identified three common features of organisations that are future facing

and catching the waves of change time and time again:

• They’ve moved from traditional hierarchies to a world of dynamic networks

• They’ve moved from measuring inputs to measuring impacts

• They’ve moved from a world of command and control to a world of trust

and accountability.

In closing, Pip reminded us that great people – not just great technology –

would drive the coming change, as she challenged us to make the future of

transport happen.

It is very difficult to create the future. Like the experience I had

in the [automated] Tesla where I wanted to say [to the driver]

“put your hands on the wheel,” we have to unlearn the way we’ve

always done things…And that’s what’s so great about this summit.

It’s part of the way that you’re going to build a culture for change.

Pip Marlow, Future Transport Summit 2016

Graphic capture of Pip Marlow’s presentation

Pip Marlow


Val Stoyanov, Global Managing Director for Transportation, Influencer Sales Group, Intel

“The future world will be one where the physical and digital worlds have

merged to enable never before imaginable experiences for the travellers in the

system, as well as great operational efficiencies and productivity.”

Val asked how leaders in the transportation space could achieve better

customer engagement, optimise capacity utilisation and labour productivity,

help the environment and also increase the safety and security of our transport

networks. He identified three key areas of focus:

• Customer centricity, noting that one opportunity was to drive improved

access and greater inclusion

• Information – that is, value added data – and making assets intelligent,

connected and automated

• Being transactionless, reducing friction points for customers and improving

their experience.

Val also shared his insights on what organisations need to put in place to

be successful innovators: the right leadership; the right culture, people and

competencies; the right governance framework; and the right partnerships.

He encouraged transport leaders to empower their people through giving

them greater accountability. To Val, this is the key to better service, improved

efficiency and, ultimately, innovation.

Accountability [is the] opportunity for our people to understand

what’s expected of them and then to have the leadership and

ability to take action and the responsibility to deliver results.

Val Stoyanov, Future Transport Summit 2016

Graphic capture of Val Stoyanov’s presentation

Val Stoyanov


Peter Schwartz, Senior Vice President, Salesforce

“When you know your computer, that’s personal. When it knows you,

that’s intimate. We’re at the beginning of this era of intimate computing

– where everything around you knows what’s going on with you and your

surrounding environment.”

Peter Schwartz took us through his vision for future transport. Just as what

he called ‘little AI’ is revolutionising the personal computing space – giving

everybody their own personal assistant to help them organise their lives –

Peter envisages it driving an entirely new mobility model. Under this model,

mobility becomes a service rather than a product, addressing some of the

problems facing major cities around the world: traffic congestion, passenger

and pedestrian safety, increased carbon emissions and increased costs.

Pointing to generational behavioural change, as young people increasingly

value experiences over possessions, Peter predicts that the move to this new

world of ‘accessible autonomy’ will only be stopped if, collectively, society

embraces virtual, over physical, travel.

In effect, a market place for transportation will be created where the

pathways that every vehicle takes are based on criteria chosen by the

passenger: you want to get there the fastest, you want to get there the

cheapest, you want to get there the greenest, you want to get there the

safest, you want to have the best view. You make the choice, the vehicle

then organises the pathway, it’s constantly negotiating in real time with

an elaborate network. Peter Schwartz, Future Transport Summit 2016

Graphic capture of Peter Schwartz’s presentation

Peter Schwartz


Q&A with Apple co-founder, Steve Wozniak

On Day 1, Steve Wozniak shared his experiences from a career working at the

cutting edge of technology and responded to questions from Chris Riddell,

as well as from summit participants and the on-line audience. Strong themes

that came out in the conversation, which are highly relevant to designing and

delivering the future of transport, included:

• The importance of taking a human-centric approach, so that the products

we are taking to the market are simple for people to use. Steve spoke about

his passion for making things work for humans.

Human versus technology is something that I’ve thought about all my

life, working at Apple especially. Because if the human is more important

than the technology, you put the effort in to make the technology work

in human ways. Make it understandable, make it intuitive. But if the

technology is more important, you put every

feature technology can do and force the human to change how

they live their life. Steve Wozniak, Future Transport Summit 2016

• How the collaboration between highly skilled technical experts and those

coming at a product from the perspective of the consumer was at the

heart of Apple’s success. Reminiscing about his role and that of Apple

co-founder, Steve Jobs, Steve Wozniak told us that the iPhone had to be

something that Steve Jobs wanted to use. As a result, instead of clobbering

it with everything that could possibly be built into it, they chose the right

functionality subset and ‘made it understandable to humans.’

• The need to build trust with your customers, by being transparent about

what you are doing – and doing what you say. Steve talked about how

Apple has designed systems that are so secure that even Apple can’t

access its customers’ information.

• The cross over between innovation and invention – as well as the need for

industry to be able to see beyond the way they have always done things,

move with the market and understand what customers want. While innovation and invention carries risks, Steve gave us examples of how

being trapped by corporate culture – what he described as ‘a believing in

the way we’ve always done it’ – had caught out Apple’s competitors.

On automated cars, Steve described his Tesla as the greatest piece of

technology that he has ever owned, but predicted that fully automated

vehicles would be a fair way off and their introduction would be incremental

as the technology was refined.

Steve Wozniak


Graphic capture of Steve Wozniak’s Q&A


Day 2 plenary session: Future Transport Summit 2016

Chris Riddell, Digital Futurist

“What is Digital?”

Delivering the keynote address, Chris Riddell posed the question “What is Digital?” and suggested that digital is not about technology, social media, or an app. Instead, he told us, digital is a culture that must run through an organisation – breaking down silos – and be embedded in decision making processes. This, Chris told us, will ensure that the business remains relevant and is delivering the experiences its customers want.

Telling us that there was no more exciting time to be in the business of technology than 2016, Chris tracked the confluence of major innovations that have brought us to where we are today, and looked to where we are heading. In particular, he flagged that:

• Wearable technology would become increasingly important, taking over some of the role that smartphones play today. This would create opportunities for businesses, including transport, to use the data from wearables to create new experiences for customers

• The physical and digital worlds would blend in virtual and augmented reality. This would have profound implications for the way we live our lives

• One of the biggest trends would be in automation and robotics, which will increasingly take away the risk component in human decision making. Chris told us we are now in an era where technology has overtaken us as human beings – we are no longer in control and need to adapt to that. He noted that vehicles being sold today have increasing levels of automation, and that trials of fully automated vehicles were underway

• Real time data is crucial to the new world. Data is the new oil – we need to find, mine and refine it.

The times are now called VUCA – more volatile, uncertain, complex and

ambiguous. Chris Riddell, Future Transport Summit 2016

Roy Wakelin-King, CEO, NSW Taxi Council

“Safety is the core priority of any government: it must make sure that its

citizens are safe.”

Roy Wakelin-King acknowledged that the taxi industry is being disrupted to within an inch of its life, but told us that this was nothing new. He described how the taxi industry has been dealing with changes in technology for more than 100 years and said that, for a lot of the time, it has been leading those changes.

Just as safety has to be governments’ main priority in regulating services, Roy told us that the taxi industry has to focus on putting the customer at the centre, so it can successfully ride this latest wave of change. Roy recognised that this was something that the industry has done well – and not so well – in the past. However, by putting the customer at the centre, Roy emphasised that the industry would be playing to its traditional strength – its human capital. Now and into the future, taxi drivers will not just transport customers from point A to point B, Roy said. They will continue to provide the

important human element.

I also want to expose you to the human component of this change.

Roy Wakelin-King, Future Transport Summit 2016

The taxis of the future?


David Rohrsheim, General Manager, Uber ANZ

“We don’t have to wait for the jetpacks and autonomous cars, we can reclaim

our cities using the cars we already have on the road, using the technology

that’s already in our pocket.”

David Rohrsheim spoke about congestion and the impact it was having on the

liveability of urban environments and the productivity of our economies. He

called for a rethink, so we could avoid living in cities that look like parking lots

and move like traffic jams. Part of the solution, David told us, is in technology

which is already available, and which can match up people who are travelling

at around the same time and in same general direction, giving them a shared

ride. This service – called UberPOOL – is now in 30 cities around the world and

David reported that, after 18 months, UberPOOL represented 40 per cent of

Uber trips in San Francisco.

Customers book UberPOOL services in the same way as any other Uber ride,

David explained. The difference is that a shared ride means shared costs for

the customer, and also more efficient use of the road network. Fewer cars, he

said, means less traffic, less congestion, less pollution.

Cars cause problems even when they are not being used, and that is

96 per cent of the time. Up to 10 to 20 per cent of many cities is set aside

just for parking. David Rohrsheim, Future Transport Summit 2016

Craig Baty, Vice President, International and Senior Director Digital Business Platform Group, Fujitsu Japan

“My cufflinks will eventually know where my keys are, together they will help

me find my phone, and the three of them will know where my car is when I get

off the plane.”

Craig Baty explored the concept of human-centric IT – that is, empowering

humans through connected infrastructure and creative intelligence. Craig

argued that, for human-centric IT to become a reality, there first needs to be a

digital business platform as a solid foundation on which to innovate and solve

practical problems for cities, individuals, governments and businesses.

He also highlighted some of the practical big data projects which Fujitsu is

pursuing around the world, such as the SPATIOWL system, which can be used

to influence the behaviour of individuals in a range of scenarios. Examples

include reducing crowding and congestion after major events, and managing

and forecasting disruptions to assist emergency services in the case of

natural disasters.

At the time that NASA launched man to the moon, they had incredible

computing resources. Basically, kilobytes of storage, right? Bits of

transmission. Very, very poor digital images. And now, we carry more

power in this smartphone than all of NASA used to launch man to

the moon. And what do we do today? How intelligently do we use

this device to launch things? Launch angry birds into pigs. And,

quite relevantly, the movie is coming out in May if you’ve got kids.

Craig Baty, Future Transport Summit 2016


Messages from our NSW Government speakers

The Day 1 plenary session was opened by Master of Ceremonies and Digital

Futurist, Chris Riddell, with a wide ranging – and unscripted – conversation

with the Minister for Transport and Infrastructure, Andrew Constance.

The Minister’s main message was that transport had to be a technology

business. Along with the needs of the customer, the Minister argued that

transport agencies needed to embed technology at the centre of everything

they do – to ensure that the NSW transport system delivers the best possible

customer experience, at optimal levels of efficiency, and at the lowest

possible costs.

He stressed the need for cultural change to make this happen and spoke about

how, as part of this shift, the NSW Government was reaching out to thought

leaders in transport, technology and innovation so that NSW will lead the

world when it comes to technological advances in transport.

When I look at the emerging technologies, we’ve got some barriers to

break down. We don’t want our Government to be a barrier to innovation

and striving for change. We’ve got some fundamental questions to ask.

Andrew Constance, Future Transport Summit 2016

Tim Reardon, Secretary, Transport for NSW, acknowledged that the Transport

Cluster of agencies needed to embrace new, nimble and more agile ways

of working – and continue to drive change in the way we do business. He

indicated that Transport for NSW had started down that path, by using

hackathons for app development – an entirely new approach to procurement –

and said that he wanted to build on that success.

When you involve yourself in a hackathon, when you can walk in on a

Saturday morning and walk out on a Sunday night, giving a one line outline

of a problem or an objective and get a result – that is the type of speed

and cultural change we want to drive within our organisation.

Tim Reardon, Future Transport Summit 2016

Tim outlined how the Future Transport program – starting with the summit –

would help Transport for NSW achieve the goal of being a world leader in

using technology to deliver better, more innovative transport services. He

made it clear that the summit was not a talk fest. Tim explained that the ideas

generated at the summit, and other upcoming Future Transport forums, would

feed into the development of the Future Transport Technology Roadmap,

which would set out how we would achieve our objectives.

Tim also explained that the development of the Roadmap would be overseen

by a Technology Leaders Panel, including senior private and government

sector representatives, who would hold Transport for NSW accountable for

delivering results.


Graphic capture of the Minister’s and the Secretary’s opening remarks


Before the wrap up session on Day 1, the Minister for Roads, Maritime and

Freight, Duncan Gay, outlined a number of major NSW Government initiatives

that are making use of new and emerging technologies to improve the

experience of transport customers. These included a $400 million investment

to turn the M4 into Sydney’s first ‘smart motorway;’ developing an app to

help learner drivers track and fulfill their log book hours; and establishing the

Transport for NSW Smart Innovation Centre – which will bring together major

technology programs from within the Transport Cluster.

The Minister highlighted that NSW has a proud history of seizing the

opportunities presented by new technologies. He pointed to what were

once cutting edge railway workshops at Eveleigh – the venue for the Future

Transport Summit 2016 – and, more recently, the development of the Sydney

Coordinated Adaptive Traffic System (SCATS), which is still being sold

around the world.

Minister Gay argued that, with technology changing so fast in the transport

space, it isn’t enough for government to sit back and wait for change to

happen – it has to get on the front foot or risk being left behind.

It’s always easy for governments to sit back and ignore change, but we

refuse to do that in NSW. Duncan Gay, Future Transport Summit 2016

The Day 2 plenary session opened with Chris Riddell recapping on Day 1.

A key message was that cooperation between government, enterprise and

consumers has never been more important. Chris was then joined on stage by

the Minister for Transport and Infrastructure, Andrew Constance, and Minister

for Innovation and Better Regulation, Victor Dominello.

Building on his Day 1 comments about the need for a cultural shift, Minister

Constance said that, amid the excitement of Day 1, he had sensed there was

an 800 pound gorilla in the room – and that gorilla was government, getting in

the way of innovation. He stressed the need to re-gear – across the transport

agencies and the NSW Government more broadly – to deal with that 800

pound gorilla, and get out of the way as much as possible.

Recognising that changes to legislation, regulation and policy have never

kept pace with innovation (and probably never will), he called on summit

participants to identify the regulatory and other barriers to innovation that

government puts in place, and how they could be addressed.

I’m worried about the reactive nature [of how governments move]

and that’s where we’ve really got to be working increasingly closely

with the private sector…If you look at this summit, we want to know

where those real barriers are and your help in breaking them down.

Andrew Constance, Future Transport Summit 2016

Responding to a question about how to drive cultural change in government,

and be more responsive in a faster-moving, more volatile world, Minister

Dominello noted that there are 160 government agencies in NSW, 20 State

Owned Corporations and more than 100 local councils – all collecting data

they don’t share with each other – and that breaking down the silos has been

a massive challenge. He said, however, that significant inroads have been

made since the passage of legislation in 2015, allowing for greater information

sharing across NSW Government agencies to support delivery of the

Premier’s priorities.

Duncan Gay


Minister Dominello told us that this legislation, which is a first of its kind

in Australasia (if not the world), has meant that agencies must provide

data, within privacy frameworks, in no more than 14 days of receiving the

Premier’s request.

Pointing out that there are so many agencies within government which

connect to this massive piece of machinery called transport – such as

education, health, planning – he told us that, while Minister Constance is doing

what he can to improve transport, his job would be easier if the other agencies

of the NSW Government came along with him.

Just because of that legislation, the Data Analytics Centre – again a first of

its kind in the country – is starting to break down barriers and [my office]

is working in partnership with what [the Member for] Bega [Andrew

Constance] is doing in his office in relation trying to better understand

transport movements. Victor Dominello, Future Transport Summit 2016

Minister Dominello (left), Andrew Constance (centre) and Chris Riddell (right)


Ideation workshopsInspired by our guest speakers at the Day 1 and Day 2 plenary sessions,

summit participants moved into the Exhibition Hall at Australian Technology

Park – the Ideation Hub – to consider the specific topics that had been set for

discussion on the day.

Many ideas had already been received through:

• A pre-summit online ideation platform, which was open to all summit

participants and others invited to contribute

• Ideas submitted online during the live-stream video feed of the Day 1

morning plenary session.

Over working lunches on both days, participants added new thoughts to

‘ideas rave’ walls.

With this wealth of seed material, each group was briefed and then set the

task of discussing issues in sub-groups.

After three hours of discussion on each of the two days, the ideas that each

group wanted to share more broadly were reported back to the whole summit.


The task: Day 1

The ideation workshops on Day 1 addressed the six key focus areas for the

summit. For each focus area participants were asked to identify the emerging

technology trends as well as the ‘get rights’ that government would need to

focus on as they emerge. Participants were also asked to consider a number

of key questions:

1. Customer service in the digital age

Our customers demand exceptional facilities and services. The digital

age has disrupted traditional customer service models and raised

customer expectations.

• How can we use future technologies to improve the customer experience?

• What technological innovations can help transform and personalise

customer information, ticketing, service delivery and engagement in an

always connected mobile world?

• What/who will drive the development and uptake of new technologies?

• How can government encourage early trial and adoption of new

technologies that will benefit customers?

2. Using big data to deliver transport solutions

Big data tells us how our customers use our services. It provides the

information we need to continually and quickly adjust our networks

and services to respond to customer needs.

• How can we unlock the power of big data to deliver better transport outcomes?

• Where will big data be most transformative over the next 10 years – for

example, improving transport efficiency, enhancing safety, enabling

innovative services, empowering customers, and improving transport

planning and investment?

• Who is most likely to drive the adoption of big data analytics?

• What is the role of government in encouraging innovation using big data?

3. Delivering open data and fostering innovation

We are unlocking public transport data so developers can create

the next generation of real-time transport apps. For our customers

the future is an amazing world of information, connectivity

and convenience.

• How can open data be used to enhance mobility and the customer

experience?

• How do we embrace innovation and the ideas that use open data?

• How can governments make it easier for the private sector to innovate

using open data, and for customers to realise the benefits?

• What are the priorities for government in the roll out of open data?

4. Emerging vehicle and transport technologies

Driverless cars, connected vehicles, innovative engine and fuel

systems – new technologies that have the potential to reshape

our cities, minimise driver error, reduce road congestion and fuel

consumption, and provide better services for less mobile people.

• How will connected and automated vehicle (CAV) technologies transform

the transport experience?

• What is the likely evolution of CAV technology over the next 10 years?

• Who will be the first adopters? What will be the main factors that will drive

CAV adoption rates?

• Which industries will be most impacted by the adoption of CAV and how?

Who will win and who will lose?


5. Transport application of the Internet of Things

The power of connectivity and communication – the Internet of

Things (IoT) – is transforming our world and dramatically accelerating

the pace of innovation in the transportation industry.

• How can the IoT transform what we know about transport

systems and travel?

• How is the IoT transforming transport operations and asset management/

maintenance? What other areas are being transformed through the IoT?

• Beyond this, what other physical transport assets will be connected over

the next 10 years, what new data will be captured, and what opportunities

do these present?

• What can government be doing now to encourage uptake and the

realisation of benefits from the IoT?

6. Disruptive future technologies

Can you remember the world before smartphones? Digital disruption

has transformed the way we work, play and travel, shaking up many

industries, creating new ones, and challenging business models.

• What is the role of government in encouraging development and innovation

on the one hand while recognising the negative impacts of disruption?

• How will disruptive technologies impact the development of transport?

• What are the next big disruptive technologies that will impact transport?

What are the potential benefits and risks? Who will be most impacted by

these opportunities and risks?

• How could we create an environment to encourage the development and

trialling of disruptive technologies, and accelerate their adoption?

• What is the role of government when new technologies have the potential

to significantly disrupt existing markets?


The task: Day 2

The scale, pace and potential impacts of emerging technologies mean that

transport agencies need to be proactive to maximise the opportunities and

advantages of these technologies, and to limit potentially adverse impacts.

Day 2 of the summit focused on five core objectives for transport.

1. Customer empowerment

• How can customers be empowered to tell us what they need, to give them

the best possible transport experience?

• How can we provide access to that experience?

2. Productivity and efficiency

• How do we make better use of our roads and public transport systems?

3. Congestion management

• How do we improve customer information, increase road capacity and

reduce the use of private cars?

• How do we ensure intelligent transport system technology can work optimally

with operational management systems and existing infrastructure?

• How do we ensure the technology can be staged effectively to reduce

congestion, and overcome contested road space issues?

4. Equity of access to mobility

• How do we improve access to transport for older people and people

with disability?

5. Safety

• How do we improve and maintain safety for all road and transport users?

• How will pedestrians with disability or restricted mobility react to

automated vehicles, and vice versa?

• Who is liable in the event of an accident where a vehicle does not recognise

a range of road conditions?

The discussions and the ideas

The Future Transport Summit was all about ideas, and this post-summit report

is about capturing those ideas.

As the kick off to the Future Transport program, the ideas generated at the

summit will feed into the development of the Future Transport Technology

Roadmap. The Roadmap will set out how Transport for NSW plans to become

a world leader in harnessing technology to deliver better transport services.

What were some of the things that were discussed in the ideation sessions?

This part of the post-summit report is intended to provide a snapshot of some

of the issues discussed across the different working groups during the Day 1

and Day 2 ideation sessions. It is not, by any means, a comprehensive overview

of the discussions at the ideation sessions. Similarly, some of the ideas that

were generated have been highlighted to provide examples of what came out

of those discussions.

Some of these ideas are variations on a theme, some may be contradictory.

Some may be pursued now or in the not too distant future, while others are

more likely to be medium or longer term options.

The inclusion of an idea or opinion in this post-summit report does not imply

that it has been endorsed by Transport for NSW or the NSW Government,

just as those ideas that we have not included in this report have not been

discarded. The process of filtering ideas, and formulating recommendations,

has only just begun.

The ideation sessions were also conducted under the Chatham House Rule, to

encourage the free flow of ideas. For this reason, this report does not attribute

any of the discussions, or the ideas generated, to any person.


Automated vehicles and intelligent networks

A recurring theme in presentations to the plenary sessions – a future where

connected, automated vehicles (CAVs) replace humans at the wheel – touches

on all six summit focus areas and the five core transport challenges. As a result,

automated vehicles were widely discussed on both Days 1 and 2.

At the Day 1 plenary session, Pip Marlow noted that it is hard to create the

future, and the fast-moving developments in CAV technology will require

a radical reimagining of how our cities, towns and regions will operate.

Importantly, participants noted, the implications of this technology affect

more than just the transport sector.

From a mobility perspective, CAVs were considered likely to have a profound

impact. Participants noted that CAVs could provide significant productivity

benefits, by allowing passengers to do other things while being transported

from Point A to Point B. The economic benefits of this are not yet quantifiable.

Instead of requiring two or more cars to meet their diverse needs, the

busy families of the future may only need one vehicle. Even further – if the

collaborative economy continues to grow in influence – private car ownership

may be a thing of the past. Perhaps, instead of owning a car that sits idle

for most of the day, we will subscribe to a car service and the fleet will be

efficiently deployed from a central command centre.

Summit participants discussed how CAVs could significantly improve

independent access to goods and services for customers with disability.

Automated vehicles could also be used to provide more cost effective,

demand-responsive transport options, especially in areas of lower volume, but

just as critical, demand. This could greatly improve equity of access.

CAV technology and its implications for safety, another of the Day 2

challenges, was carefully considered.

Graphic capture of the Automated Vehicles ideation session

The need to ensure that the technology is safe – for drivers and passengers

of the vehicle, other road users and pedestrians – is, clearly, one key issue.

Summit participants also grappled with other questions that have far reaching

legal and ethical consequences. Who (or what) would be responsible in the

case of an accident? If something was to go wrong, should a CAV protect its

passengers – even if that meant putting others in danger? How do we ensure

that both CAVs, and fully automated traffic management systems in the

future’s connected cities, are safe from the threat of cyber-attack? What will

the new regulatory framework look like?

The implications for insurance business models – including the NSW

Government’s compulsory third party insurance scheme – and the health

sector were also discussed. Participants expected that deaths and serious

injuries from motor vehicle accidents would be substantially reduced, in turn

reducing pressure on emergency rooms and hospital beds. The impacts of

CAVs will need to be factored into future planning for health services.


A new innovation hub in Western Sydney

On 18 April 2016, Day 1 of the Future Transport Summit 2016, the

Minister for Transport and Infrastructure, Andrew Constance, and

Minister for Roads, Maritime and Freight, Duncan Gay, announced the

establishment of the state’s first Smart Innovation Centre in Western

Sydney – a new research and development hub for emerging transport and

road technology.

The new hub will be a world-class innovation incubator which brings

together industry, investors, researchers, government agencies,

vehicle manufacturers, technology providers and data analysts to

maximise opportunities.

It will support and optimise the outcomes of the introduction of automated

vehicles as well as look at solutions for congestion and road safety –

including developing the necessary legislative, regulatory and road

design changes.

The implications of CAV technology for transport planning and urban development were also considered by summit participants.

One issue discussed was the likely impact on traffic congestion. Under one scenario, CAVs would have a positive impact on congestion as smart systems would manage traffic flows and optimise use of the network. For example, freight deliveries could take place overnight, when there is plenty of spare capacity. In addition, in a world where people didn’t need to own a car, there could be fewer cars in the overall fleet, potentially reducing pressure on road space.

Alternatively, the ability for people to do other things while they are being chauffeured from place to place in an automated vehicle could encourage a move from mass to private transport. Participants noted that, at least in the short to medium term, this could increase competition for road space.

Noting that the introduction of CAVs has significant implications for the planning of major new road and public transport infrastructure projects, participants discussed the need to develop robust forecasting tools and for

these issues to be canvassed in business cases, so they remain central to the

planning process.

How to quantify the likely impacts and feed that into future planning was

identified as a significant challenge. This is especially the case as the way

forward is unpredictable. Timing is uncertain and it seems likely that there will

be two or three decades during which we will have to manage the integration

of legacy and new infrastructure.

In addition, participants recognised the need to start embedding technology

into roads and other infrastructure so we are ready for the future (or build new

infrastructure so that retrofitting is easy). This has implications for investment

decisions that will be made in the near future, such as planned upgrades to

SCATS (the Sydney Coordinated Adaptive Traffic System).

As the transport and logistics sector is a large employer, participants also

recognised the need to plan for a big change in the labour market.

For the train network, participants noted, automated or ‘driverless’ technology

has been around for some time. However, more intelligent, automated rail

networks can allow us to run more services safely – so we can move more

quickly away from timetables to the convenience of turn up and go services.

The existing Crashlab in Western Sydney will be transformed into the leading research and testing facility.

Photo credit: Roads and Maritime Services


Some of the ideas that came out of these discussions:

• Use CAV technology and a centralised yield management system

to optimise road space

The problem with individual, smart GPS systems is that they use the same

algorithm in every vehicle independently, rather than looking at the whole

system and guiding traffic collectively. A central yield management structure

could overcome this problem, by taking a whole-of-system view and feeding

instructions back to vehicles so that they contribute to the more efficient

functioning of the whole road network.

• Make public transport on-demand with automated buses

Use connected, automated buses and real-time data to constantly map and

adjust capacity to customers’ actual needs – not historical or projected need.

With a fleet of smaller buses, dynamically adjust their routes as needed. In

other words, take the buses to the people, don’t expect the people to fit in

with what suits the buses.

This fundamental paradigm shift would deliver call-up-and-go public transport,

maximising convenience for customers as well as ensuring the best use of

vehicle resources and improving the use of road space.

This could also make mainstream public transport more accessible to

people with mobility issues, subject to resolving issues relating to kerbside

infrastructure and safe stopping patterns.

• Design and build automated vehicles for multiple purposes

Think about these vehicles not as cars, buses, bikes or whatever, but as

moving transportation ‘pods.’ They could contain office, sleeping, or video

conferencing facilities. If built with the ability to carry freight, they could

also be an important part of the freight distribution network – especially for

the ‘last mile.’

A fresh perspective on mobility and logistics: European Truck Platooning Challenge 2016

As President of the European Union, the Netherlands initiated a European

Truck Platooning Challenge for 2016. Automated trucks from six

manufacturers – DAF Trucks, Daimler Trucks, Iveco, MAN Truck & Bus,

Scania and Volvo Group – have been driving in columns (platooning)

on public roads.

The trucks in each platoon were connected via Wi-Fi and were equipped

with radar and optical sensors, which enabled them to be synchronised

and driven very closely to each other. Synchronisation allowed a

reduced reaction time within the platoon, decreased wind resistance and

improved fuel economy.

The aim of the challenge was to bring platooning in Europe closer to full

implementation, by bringing together member states, significant partners

in the freight and logistics industries, as well as research institutions.

• Platooning trucks can increase safety, improve efficiency and reduce

greenhouse gas emissions

Platooning – that is, a number of trucks equipped with state-of-the-art driving

support systems, playing ‘follow the leader’ and passing steering, braking and

acceleration control to the lead vehicle – can improve traffic safety, save costs

and reduce CO2 emissions (as the trucks drive close together at a constant

speed), and improve the efficient use of road space by reducing tailbacks

(queues of stationary or slow-moving traffic extending back from a busy

junction or similar obstruction on the road).

Driverless buses

In 2015, four small driverless buses were trialled in Trikala, Greece. Powered

by an electric engine and equipped with GPS and lasers, the mini-buses

followed a predetermined route. They used sensors to detect any obstacles

before taking decisive action to avoid collision.


• Take a whole-of-community approach to planning

The challenge in managing the inevitable change to automated vehicles can’t

be overstated. Testbeds will need to be established in locations like university

campuses or industrial areas where vehicles and infrastructure can be tested,

verified and validated. The NSW Government’s new Smart Innovation Centre

will lead the way in this space.

Further, we will need to bring together agencies from across government,

industry and the community sector to carefully plan for the transition.

Dare to dream…

Your partner has an early meeting. A work pod pulls into what, when you

had a car, you used to call the driveway. As you wave goodbye, you see her

sitting at the desk and preparing to work on the way to town.

A four-seat pod arrives at 08:30 so you can drop the kids at school before

getting you to your first appointment. You love the fact that the pod has

read the destination and start time from your device, as well as the time

you expect to be finished. As you step out at your destination, you think

that the city looks so much bigger now that there aren’t any parked cars.

Of course, it’s not the same pod that picks you up an hour later. It’s your

favourite – a lounge pod, where you can sit back in the armchair, have a

cup of tea and work without interruption.

As you get in, you notice that the freight compartment of the pod contains

the delivery from head office you ordered earlier. The pod’s automatic

drone will take that up to your office when you get there.

Future Transport I Post-summit report Transport for NSW I30

Create seamless, customised experiences

Another area widely discussed by the different groups – including customer

service in the digital age, big data, open data, the Internet of Things, customer

empowerment, and equity of access to mobility – was how to leverage

technology to create seamless and tailored customer experiences, that make it

easier for customers to go to work, access goods and services, and live their lives.

Creating these experiences will require access to, and sharing of, data. Summit

participants noted that one of the key considerations will be privacy and the

use of personal information. Participants noted that for some – especially

younger people – this may not be an issue, as they are more likely to value the

convenience of instant, personalised services over privacy concerns.

For others, establishing a strong customer value proposition will be important.

Among other things, giving customers the ability to set the level of service

they require, opt in/opt out, and monitor how their personal information is

used, were identified as protections that could help gain broad community

acceptance of greater data sharing.

Graphic capture of the Customer Service ideation session

Participants acknowledged that there are also commercial and contractual

issues relating to accessing and sharing data, which need to be considered.

Participants noted the importance of keeping the customer at the centre of

the equation. They recognised that we need to build meaningful solutions that

improve people’s lives, not technical marvels for the sake of it.

They also noted that, around the world, technology is driving new business

models with diverse service offerings aimed at better meeting customer needs.

Ridesharing is one recent example of emerging service models, as is ‘Mobility

as a Service’ (MaaS), which offers tailor made ‘bundles’ of mobility solutions to

meet the needs of individuals and businesses.

Mobility as a service in Scandinavia

MaaS Finland is preparing to roll out during 2016 and 2017, bringing

together every kind of transport into one intuitive mobile app. The app

combines transport options – from public transport, to taxi, limousine

or ridesharing services – handling everything from travel planning to

payments. You can either buy journeys on demand or subscribe to one of

a number of monthly packages.

Recognising the specific transport challenges in rural, regional and remote

NSW, summit participants discussed some of the benefits that emerging

technologies could deliver. They noted that connected, automated vehicles

had the potential to reduce – even eliminate – the number of fatigue-related

road accidents, or accidents caused when people drive under the influence of

alcohol or other drugs because of the lack of late-night transport options.

Participants also considered how CAV technologies could help to address the

barriers to education and employment faced by many in rural and regional

communities, especially young indigenous people who are more likely to have

difficulties obtaining and retaining a driver’s licence.


They noted, however, that these benefits would take time to realise and that

government and community partners would need to continue to work on

strategies to address these problems in the meantime.

Participants also grappled with how we ensure disadvantaged customers

weren’t left behind, including those who aren’t connected (or aren’t adequately

connected). It is estimated that 80 per cent of the population is living in the

connected world. Do we support access – such as by providing smartphones

to the 20 percent of people who don’t have one – and make the whole network

smart in the process? What level of safety net do we need, including what level

of human interactions will need be to maintained (at least in transition)?


• Develop a transmodal ‘mobility passport’ for people with disability

For people with disability or mobility limitations, create a mobility passport.

This would arrange priority access to accessible services, in keeping with

the customer’s travel preferences, as well as alert service providers to any

special needs. For example, it could notify station staff when an approaching

customer will require direct assistance. This mobility passport could take the

form of a wearable device that also tracks medical conditions and links to

emergency services.

A commute dashboard in the City of AngelsIn 2010, Los Angeles implemented a multi-modal ‘commute dashboard,’

which allows customers to compare walking, cycling, driving, public transit

and carpool options between their origin and destination.

Other detailed features include the ability to search for potential carpool

partners within their company; map out bike routes and find bike lockers,

racks and shower facilities; and view commute options to determine

the associated time, cost and carbon footprint of the trip. There is

also an incentive scheme that rewards users with free bikes, food and

transit passes.

• Create communities of interest for travellers

From mass transit to carpooling, use data from various sources (including

social media) to match potential travellers with like-minded individuals. Politics

in the pub could become politics in the second carriage of the 17:26 from

Wynyard. A weekly book club meeting could take place in the first carriage of

the 16:45 to the Central Coast (which would be a quiet carriage at other times,

so passengers can read the book).

Trips to and from work, using a pooled ridesharing service, could be used

to practice conversational Japanese, debate the referee’s decision in a close

football match, or come up with the next big start-up idea.

• Measure what matters

Change the mindset. Move from thinking operationally (for example, on-time

running) to the impact on customers (lost customer minutes), so we can better

understand the true community value of innovations and enhanced programs.

• Empower customers to be part of the service planning process

The development of ‘infomobility’ technologies, which will allow us to provide

better service information to customers, can be used to empower customers

to become active participants in public transport service design, not just

passive service users. This can allow us to achieve more customised transport

solutions at lower costs.


Dare to dream…

Imagine a world where you simply say where you want to go, and your smartphone, wearable or other device automatically works out the best way for you to get there – taking into consideration how you prefer to travel. It takes into account all available travel modes, public and private, and checks for delays and real-time traffic information. It checks the weather en route to see if you’ll need an umbrella, or if it can send you around the worst of it.

If you’re going by train, it tells you which carriages have the most spare seats. It makes all necessary bookings and automatically charges your single mobility account for all the transport components over all modes. A few moments later, it tells you that the automated taxi or ride-sharing car is outside waiting to take you to the station.

Smarter ways of managing transport networks

As a by-product of all other digital interactions, big data platforms observe and track what happens, in real time, from a wide variety of sources (such as CCTV, GPS, mobile phone tower locations, social media, personalised app data, and internet searches). Summit participants discussed the scope for using this data, augmented by artifical intelligence and deep machine learning, to build

predictive models of customer behaviour and transport needs.

Graphic capture of the Big Data ideation session

Graphic capture of the Internet of Things ideation session

They saw how big data could be applied now, to help make the most efficient

use of existing infrastructure, as well as its role in better informing investment

decisions about the future of the network.

The NSW Government makes multi-billion dollar investments in road and

public transport infrastructure projects, and the use of big data will support

the development of more robust business cases, leading to greater returns for

the people of NSW.

Participants also discussed opportunities for improving productivity by using

big data and the Internet of Things to move from preventative to predictive

maintenance of transport assets. Some of the benefits identified included

maximising the productive life of components, while reducing the risk of

service failures.


• Model road and crash risks to inform monitoring of road conditions

Develop a dynamic risk rating for each part of the network to allow short

or long term traffic management treatments, like changing speed limits,

restricting lane changes or calling emergency vehicles. Such a system could

also communicate directly with vehicles active in the network.


• Predict anti-social behaviour in real time

To improve safety and the customer experience, use live feeds from security

cameras, algorithms and deep machine learning to predict anti-social

behaviour or other hazardous situations on (or near) public transport, alert

staff, respond with announcements or, if necessary, call emergency services.

• Use data to design the right incentives for better yield management

Analyse Opal and other data to understand, at a detailed level, travel

patterns and use this information to construct a price/yield model, with

push notifications, to influence customer decisions about when to travel and

what mode to use.

In the same way, data flowing from connected vehicles and their passengers

can be used to promote smarter vehicle use, including by creating incentives

for customers. These incentives could create links between the costs of travel

and travel choices, with different rates applying depending on time of day, the

number of passengers, direction (peak or contra peak) and distance.

Do things differently (and better) with disruptive tech

Participants discussed opportunities to harness technology and disrupt the

way things have always been done.

They noted that the wide adoption of smartphones and the subsequent

explosion of app development had led to significant disruptions to the taxi

and hire car industries, allowing new service models to emerge.

First, taxi booking apps – such as Ingogo, Uber and goCatch – took on the

market for booking services, previously controlled by taxi networks. Shortly

afterwards, Uber launched its UberX service – connecting customers with

drivers of private vehicles – and participants observed that even more new

service models were developing. These included carpooling services like

UberPOOL and Lyft Line, as well as emerging rideshare services which pick up

customers along designated routes.

The disruption that will be caused by automated vehicles was also canvassed and participants discussed learnings from the emergence of ridesharing. They spoke about the need to be ready to respond to change, and adapt policy frameworks where innovation was delivering better choices for customers. They also noted the need to ensure that new services were safe, any risks and benefits were well understood by the community, and transition impacts on the industry being disrupted were appropriately managed.

Noting how quickly taxi booking apps – and then ridesharing – had disrupted the point-to-point transport market in NSW, as well as how quickly CAV technology was developing, participants speculated about how soon even the

most futuristic-seeming of new transport technologies might be a reality.

One possible future for high speed, land-based transport

One vision for the future of high speed, land-based transport is the Hyperloop – which uses propulsion technology to transport levitating pods through reduced-pressure tubes at the speed of sound. The Hyperloop was originally conceptualised by Tesla’s Elon Musk in 2013. However, he did not have time to pursue the idea and so challenged inventors to bring it to life.

The Hyperloop One – which had its first outdoor trial near Las Vegas on 11 May 2016 – demonstrates how collaboration between inventors, innovators and private sector investors can, potentially, lead to transformational breakthroughs.

Graphic capture of the Disruptive Technology ideation session


Participants discussed how, too often, governments try to design solutions to problems internally, rather than look to the market for new directions. They observed that by leveraging industry’s deeper understanding of what is possible, governments could take advantage of step-changes in technology,

delivering greater customer benefits at lower costs.


• Use blockchain technology to disrupt red tape

Blockchain technology – a secure, public distributed ledger that allows peer-to-peer transactions to take place between ‘untrusted users’ (that is, strangers) without an intermediary – can be used rethink how the NSW Government does business. For example, blockchain could be used to remove the need for Roads and Maritime Services to process the paper work for the transfer of motor vehicle ownership and registration. In addition, the dispatch and delivery of freight could be streamlined, as ownership of goods will be instantly transferable without third-party verification.

Blockchain is also a cost effective technology which could facilitate micro–payments, such as those that could be contemplated for various user-pays

road use models.

• Match people with cars to increase occupancy

Increasing car occupancy levels from the current 1.2 people per car, would reduce congestion significantly. Subject to addressing safety and security issues, aggregated smartphone data identifying origins, destinations and time of travel could be used to put customers who are prepared to carpool in touch

with each other.

ZimRide

ZimRide is a carpool app that is widely used in America. Users can post if they have any available seats in their car along with details like whether they are non-smokers and other personal preferences. Passengers are then matched according to these details as well as whether the passenger goes to the same school/works at the same company/has any mutual Facebook friends with the driver in order to increase trust.

• Introduce frictionless payment for public transport

Use wearables, an app enabled Opal card, RFID (radio frequency

identification) and NFC (near field communications), or biometrics, to avoid

the inconvenience and delay caused by having to find your Opal card, and

remembering to tap on and off.

Trialling use of credit and debit cards to pay for public transport

On 19 April 2016, Day 2 of the Future Transport Summit 2016, the Minister

for Transport and Infrastructure, Andrew Constance, announced that

customers will be using their credit and debit cards in 2017 to trial a new

way of paying for public transport fares – an Australian first.

Contactless payment with credit and debit cards will offer customers

another easy to use and convenient option for travelling, whether they are

regular commuters or visitors to Sydney.


• Use virtual reality to spread the commuter peak, or remove the need to

commute at all

Harness emerging improvements in virtual reality, which are set to redefine telecommuting and teleconferencing. One barrier that may need to be addressed is workplace health and safety issues, given the potential blurring

between the home and office environments.

The future of remote work feels like teleportation

Advances in virtual reality technology are accomplishing a near-perfect

version of a phenomenon neuroscientist Henrik Ehrsson calls the body-

swap illusion. They are creating the sense that you are in the same place

as someone else – providing the body language, facial expressions, and all

of the other information that existing communications media can’t convey.

By enabling the human interactions required for collaboration to take place

anywhere in the world, these technologies could transform how we work in

the same way as email and mobile phones.

• Use drones as monitoring devices

Land or air-based drones can observe traffic and the functioning of critical

infrastructure, and report in real time to allow instigation of, for example,

traffic flow management and emergency responses.

Eye in the sky

Jurisdictions around the world are looking to harness unmanned aerial

vehicles – UAVs or drones – to help with a range of functions, including

monitoring traffic in real time, allowing traffic managers (and customers

receiving road and traffic condition information) to make better decisions

and deal with the problem more quickly. The Netherlands and Belgium are

already using this technology, while it is under active consideration in parts

of the United States.

In NSW, Sydney Trains is trialling the use of drones to assist with the asset

maintenance task.

Photo credit: Roads and Maritime Services


What are the ‘must get rights’?The role governments should play in the coming together of technology and

transport was actively considered by summit participants. Governments, at

both the state and national level, were seen as being in a position to create the

right frameworks and incentives for innovation, while setting standards and the

rules of the game. Participants noted that the lack of – or unclear – standards

can slow down the pace of innovation.

Summit participants also saw governments’ role as being to review and, as

appropriate, revise, policy and regulatory frameworks, in consultation with

industry and the community. They identified the need for government to be

more agile in policy making, to better respond to, and manage, changes that

are in the public interest.

Privacy and the use of personal information were identified as key policy

considerations for governments. Participants recognised that the use of big

and open data raised complex issues, and they considered that it was the

role of governments to lead a conversation about the risks, benefits, and

possible trade offs.

Some participants also considered that governments should act as a ‘data

trustee’ or data escrow service provider, bringing together data from a range

of sources and protecting its integrity and security. This could include ensuring

those who sought access had the necessary systems in place to manage the

data, in keeping with standards set by government.

For example, start-ups may have difficulty gaining the trust of potential

customers. However, a government trustee overseeing the use of that data –

and with the power to revoke access – might allow for data to be made more

freely available, increasing the opportunities for private sector innovation.

Government could also play a role in encouraging adoption of new

technologies. One specific issue raised was whether the use of telematics in

heavy vehicles should be mandated, to facilitate the smoother transit of freight.

Making sure safety is adequately addressed in new products brought to

market was another function identified for government, and participants

also considered that government has a responsibility to look after vulnerable

members of the community, making sure they are not left behind.

Summit participants also grappled with the question of what role governments

should play when new technologies disrupt traditional industries. They noted

that it was not government’s responsibility to underwrite private sector

investment risk, but considered adjustment assistance could be in the public

interest, where the ‘disruption’ is delivering broader, economic benefits.

Big data-fuelled innovation also rests heavily on the availability of sufficient

backbone and client network bandwidth. Participants discussed how the

National Broadband Network is critical infrastructure in this regard.

Graphic capture of the Open Data ideation session


Participants believed that governments should open up the data they hold,

so that it can be used to fuel private sector innovation. Open government

data – that is, data that is legally available to use and analyse, provided freely

and in non-proprietary forms – ensures low end-user costs, while creating

a competitive market place. Many participants considered that this was key

to allowing different approaches to problems to be tried, reducing the risks

associated with government-contracted, single-supplier solutions. They

acknowledged the launch of Transport for NSW’s online Open Data Hub

and API Gateway.

Participants recognised that embedding open data standards in government

contracts had commercial implications that also needed to be worked through.

The need for the NSW Government to continue to engage with industry,

maximising opportunities for innovation, was widely recognised. As Chris

Riddell said in his conversation with Minister Constance on the morning of Day

2, governments are not generally considered to be agile and innovative, and

participants agreed that one way government could ‘get out of the way’ was

to take a different approach to procurement for infrastructure projects and

other services.


• Tender the problem, not the solution

Engage with the community and industry earlier in the development process.

Consider when it is better to go to market with a problem, rather than a

prescriptive solution, and allow industry to put forward innovative ideas about

how best to solve it.

• Lead by example

Government should be an early adopter of assisted and automated vehicles

through the state fleet. This will help boost uptake and drive down the costs of

new technology, making them more affordable at the community level.

• Create a digital marketplace

Establish a ‘data lake’, where, within a clear policy framework, data is received

and processed in real time. Some participants believed that this data should be

freely available for the greater good. Others thought it should be treated as an

asset and monetised, to help cover the costs of service delivery (perhaps with

different prices for different levels of access).

• Integrate smart technology at the start of infrastructure projects planning

Digitisation should be built into all road, rail and light rail projects, so it doesn’t

have to be retrofitted. Digital ‘rights of way’ should also be reserved in the

form of spectrum allotted to the future high-bandwidth needs of connected

transport environments.

Speakers in the Ideation Hub


The conclusionIdeas – hundreds of them. From the simple to the complex, from ideas that

can be introduced quickly, to major changes in thinking and planning that may

be required to respond to the rapidly changing world in which we live.

The Future Transport Summit 2016 was about ideas and it has achieved its goal.

However, this is just the beginning.

As the year continues, an ‘intrapreneur hothouse’ will tap into the wealth of

knowledge held by our own people across the Transport Cluster. A youth

summit will then be held to seek the views of those who will use and manage

the transport system of the future.

An ongoing program of pitchfests, innovation challenges and other forums will

also be used to further engage with a wide range of industries and individuals.

Later in 2016, a detailed Future Transport Technology Roadmap will be

produced. It will bring together the outcomes from the entire Future Transport

program into one document and add the final layers – the detailed analysis,

decisions about which of these ideas align best with our vision for the future of

transport, and the formulation of specific recommendations for consideration

by the NSW Government.

Overseeing this process is a Technology Leaders Panel. The Leaders Panel is

co-chaired by David Thodey, Chair of CSIRO and JobsNSW, and a former Chief

Executive Officer of Telstra; and Andrew Stevens, who is Chair of the Advanced

Manufacturing Growth Centre, a director of CEDA and former Managing

Director of IBM Australia and New Zealand.

Other Leaders Panel members are Michael Pratt, NSW Customer Service

Commissioner; Kate Burleigh, Managing Director, Australia, Intel; Tim Reardon,

Secretary, Transport for NSW; Tony Braxton-Smith, Deputy Secretary,

Customer Services, Transport for NSW; and Clare Gardiner-Barnes, Deputy

Secretary, Freight, Strategy and Planning, Transport for NSW.

Our goal is to revolutionise the way government and customers plan, build and

use our transport networks. The Future Transport Summit 2016 has set this

revolution in motion.

Would you like to continue to be involved?

As we progress the Future Transport program, we are looking for people

who would be interested in being part of the ongoing consultation. If so,

please go to the Future Transport website, and we may then call on you to

help develop detailed thinking about making Future Transport happen.

https://future.transport.nsw.gov.au/get-involved/


Appendix A - About our guest speakers

For Will Duckworth, science fiction writer, William Gibson, got it right: “the

future is here, it’s just not evenly distributed yet.” Will loves taking an emerging

technology from the bleeding edge to business as usual. For more than 20

years, this thirst for a challenge has seen Will travel the globe for innovative

projects in Europe, the Asia Pacific region, and the United States.

Will’s passion for creativity, design, technology and disruption are all perfectly

embodied in his current role as Vice President leading IBM’s digital business,

IBM iX, and the Apple+IBM Partnership across the Asia Pacific region. In these

roles, Will is focused on the opportunity for digital and mobile solutions to not

only ‘do things better’ but to ‘do better things.’

Will’s insights and expertise are sought by industry analysts around the world

and his work has been covered by prestigious publications like The Wall Street

Journal. We asked Will to share his insights gained from helping organisations

to completely reinvent how customers experience their services. Getting this

right will be central to the challenge of delivering the future of transport.

Lyn McGrath leads the largest distribution business in the Commonwealth

Bank – the Branch Network and the Specialist Retail Distribution channel, a

team of over 12,000 people across Australia, the United Kingdom and China.

Her responsibilities include customer experience, sales, support functions, and

the operation and management of the Retail Branch property portfolio.

With extensive senior management experience in the utilities and media

sectors, and over 20 years’ experience in financial services, Lyn is highly

regarded for her transformational leadership and customer experience

strategy. She was named as one of the 100 Most Influential Women in Australia

by The Australian Financial Review in 2012.

We asked Lyn to share this wealth of experience with summit participants.

In particular, we asked Lyn to focus on customer service in the digital age,

drawing on the digital transformation she led at the Commonwealth Bank.

This is the kind of transformation that transport agencies in NSW will need to

engage in, for transport to become a technology business. Lyn’s insights will

help us conceptualise how to make the necessary changes.

Lyn McGrathWill Duckworth


Pip Marlow is responsible for Microsoft’s business in Australia, ensuring the

company meets the needs of its customers as well as the 11,000 partners and

independent software vendors that sell or build on the Microsoft platform.

She has a long history in the IT industry. After building Samsung Information

Systems’ semiconductor distribution business in one of her first roles, and co-

founding Agate Technology (which became one of Australia’s largest storage

distributors), Pip embarked on her career with Microsoft in 1995. She was

appointed Managing Director in January 2011.

Pip enjoys working in a vibrant, collaborative environment, and she is an

advocate for flexible workplaces that empower people through trust and

accountability – which she was fundamental to introducing at Microsoft.

With this background, Pip was the perfect person to share with summit

participants her views on the essential characteristics of an organisational

culture built for change and innovation. This is the kind of cultural change that

NSW transport agencies will need to deliver the future of transport.

Val Stoyanov, who holds a Master of Science in electrical engineering, is an

accomplished digital business strategist and a recognised innovation visionary,

with 30 years’ diverse international leadership experience. He is responsible

for directing Intel Corporation’s business in the global transportation industry,

leading innovation and business transformation efforts for over 15 years.

Val’s career has included leadership roles at a number of high tech companies

including Cisco, Apple and Hewlett-Packard, where he has built deep

international experience in general management, market development,

management consulting, sales, and strategic alliances.

With this combination of experience, Val was ideally qualified to talk to

the summit about the use of technology to drive service and operational

improvements in transport, and share his vision for the future.

Pip Marlow Val Stoyanov


An American futurist, innovator, author, movie consultant, and co-founder

of the Global Business Network – a corporate strategy firm, specialising in

future-thinking and scenario planning, that was conceptualised in a Berkeley

basement in 1988 – Peter Schwartz is Salesforce’s Senior Vice President for

Global Government Relations and Strategic Planning.

Peter is a member of Singapore’s Research, Innovation and Enterprise Council,

which is chaired by the Singaporean Prime Minister and comprises members

of the Cabinet, as well as representatives from the business, science and

technology communities both in Singapore and overseas. The Council is

responsible for advising the Singaporean Government on policies relating

to technology and innovation, and how to drive economic growth through

promotion of a knowledge-driven economy.

We asked Peter to bring the insights gained through his many and varied

experiences to the summit – and, in particular, as a strategic advisor to

governments – to help stimulate the ‘out of the box’ thinking that will help us

to realise the future of transport.

Peter Schwartz


Silicon Valley guru, philanthropist and author of The New York

Times best-selling autobiography – iWoz: From Computer Geek

to Cult Icon – Steve Wozniak helped shape the computing

industry. For his achievements at Apple, Steve was awarded the

National Medal of Technology by the President of the United

States in 1985, the highest honour bestowed on America’s

leading innovators.

We invited Steve to speak at the summit so he could share his

unique perspectives, gained over more than 30 years as one

of the most influential entrepreneurs, creative visionaries and

technology industry pioneers of our times.

In particular, we wanted Steve’s insights on the key ingredients

of Apple’s extraordinary success – including how to achieve

your vision for your business through technology and

innovation, as well as the importance of making technology

work for people.

If transport in NSW needs to become a technology business,

who better to learn from than someone who co-founded

one of the most iconic and innovative technology

companies in the world?

Steve Wozniak


The NSW Taxi Council’s CEO, Roy Wakelin-King, was introduced to the NSW

taxi industry as Director, Transport Operations Division in what is now called

Transport for NSW. His NSW Government career has included senior executive

roles in the Office of Public Works and Services, the World Youth Day

Co-ordination Authority, and the Sydney Metropolitan Development Authority.

Roy was awarded the Order of Australia for his services in delivering World

Youth Day 2008 and to public transport generally.

Roy also spent 12 years in the Army, which included operational service with

the United Nations peace keeping force in Somalia. His expertise in transport

and logistics, planning and regulatory issues – and his experience in leading an

industry through significant, technology-driven disruption – made him uniquely

qualified to talk to the summit about riding the waves of change in transport.

Roy Wakelin-King


Holding a Bachelor of Engineering from his hometown Adelaide University and

a Masters of Business Administration from Stanford, David Rohrsheim was

living in San Francisco in 2012 when he met the Uber founders and agreed that

Australian cities needed a better way to get around. After launching Sydney

as Uber’s third international city, David has since helped Uber expand to nine

cities across Australia and New Zealand.

David previously worked at DFJ, a top tier venture capital fund in Silicon Valley,

famous for investments in Skype, Hotmail, Tesla, SpaceX and Box.

His first-hand experience in digital disruption and the transport sector ensured

that David would bring interesting insights to the summit, and we asked him to

share his views on harnessing technology to help meet transport challenges.

David Rohrsheim


Based in Tokyo, Craig Baty is the senior non-Japanese executive and key

interface for Fujitsu’s international operations across the whole strategy and

business mix, driving activities where close alignment with Fujitsu Japan

is essential. Craig is also responsible for the successful overseas roll-out of

Fujitsu’s Digital Business Platform, MetaArc, which provides the software,

services and partnerships underpinning Fujitsu’s Global Cloud, Internet of

Things, Big Data, Mobility and AI/Robotics offerings.

Prior to Fujitsu, Craig was a senior executive with Gartner for 12 years.

He commenced his career over 30 years ago as a mainframe Output

Control Clerk (gopher) punching cards, distributing printed computer

output to programmers, and checking microfilm quality…while studying

COBOL at college.

We wanted to bring Craig’s experience in harnessing technology-driven

innovation, as well ensuring alignment between activities in a global business

and organisational objectives, to the summit. We will not achieve our objective

of becoming a world leader in harnessing technology to drive transport

outcomes unless our activities align with that aim.Craig Baty

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