the deloitte city mobility index

Where should cities go tomorrow?

A smart city is a data-driven city, one in which municipal leaders have an increasingly sophisti-cated understanding of conditions in the areas they oversee, including the urban transportation system. In the past, regulators used questionnaires and sur-veys to map user needs. Today, platform operators can rely on databases to provide a more accurate picture in a much shorter time frame at a lower cost. Now, leaders can leverage a vast array of data from

the Internet of Things, artificial intelligence, and other digital technologies to develop and inform intelligent decisions about people, places, and prod-ucts.

Unfortunately, when it comes to designing and implementing a long-term vision for future mobil-ity, it is all too easy to ignore, misinterpret, or skew this data to fit a preexisting narrative.1 We have seen this play out in dozens of conversations with trans-portation leaders all over the world. To build that vision, leaders need to gather the right data, ask the right questions, and focus on where cities should go tomorrow.

The Deloitte City Mobility IndexGauging global readiness for the future of mobility

By: Simon Dixon, Haris Irshad, Derek M. Pankratz, and Justine Bornstein

Given the essential enabling role transportation plays in a city’s sustained economic prosperity,2 we set out to create a new and better way for city of-ficials to gauge the health of their mobility network and their readiness to embrace the future. The result is the Deloitte City Mobility Index (DCMI), a collec-tion of conscious choices based on our vision of what smart urban mobility should look like. The DCMI is an in-depth exploration into the rapid changes oc-curring in the way people and goods move about, with intermodal journeys, active transportation options, such as sidewalks and bicycle lanes, and public transit playing prominent roles. The DCMI places economic prosperity at its core, takes a holis-tic view of the city’s entire mobility landscape, and it is informed by our clear image of how the future of mobility could unfold in urban areas.

Here you will find an overview of how we con-structed the DCMI and a discussion of some of our key findings. We invite you also to explore the ac-companying in-depth city profiles and interactive feature, which we will be expanding over time.

Measuring urban mobility performance

To develop a picture of mobility across the globe, we went beyond what transportation looks like today to explore what mobility could be in a truly smart, liveable, economically vibrant city. Three key themes emerged from this research:1. Performance and resilience. Urban mobil-

ity should be efficient. It’s a given that the trainsshould literally run on time. But cities thatscored highest in this category also minimizecongestion and travel times, maintain roads andother infrastructure, and offer multiple, inte-grated modes of transportation.

2. Vision and leadership. Urban mobility re-quires innovation, coordination among stake-holders, and direction. Creating a high-per-forming, resilient, and inclusive mobility systemis unlikely to happen by accident. This second

theme analyses how deliberate and forward-thinking a city’s leaders are regarding its future mobility needs.

3. Service and inclusion. Urban mobilityshould be accessible to all residents. Exemplarycities in this category offer widespread coverageand modest wait times for public transit, afford-able options, and user-friendly ways to access avariety of transportation modes.

With these three themes as our lodestar, we dug into the component pieces of each.

What we learned: Select findings

“WHAT’S PAST IS PROLOGUE”3—BUT NOT DESTINY

Some of the cities we looked at are centuries old; they reflect countless choices made by political lead-ers, businesses, and residents over time. Naturally, those circumstances, both physical and political, shape today’s mobility landscape, and affected their rankings in our index. Cities in which decision-mak-ing authority rests with multiple actors, like Paris and Washington DC, often struggle with articulat-ing and acting upon a cohesive vision for the future.

That said, many of the cities we profiled have shown a remarkable ability to overcome their cir-cumstances through new approaches. The mobility profile of Columbus, Ohio, for example, is typical of many mid-sized American cities: car-dominated, with limited public transit but also limited conges-tion due to its modest size. Faced with rapid growth and critical shortcomings, especially when it came to key health outcomes, city leaders crafted an am-bitious strategy to remake Columbus’s transporta-tion system into a model for smart mobility.4 Even weather need not be a hindrance. Walking and cy-cling are most prevalent in Paris, Berlin, and Am-sterdam—all northern European cities. Helsinki is a top performer, too, where it frequently snows!

The Deloitte City Mobility Index

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INTEGRATION IS KEY

Cities with high population densities such as London, Singapore, and Berlin scored highest on transportation performance. With more people funding systems that cover less ground, these cities get more bang for their bucks. Cities with large geo-graphic areas, such as New York and Chicago, tend to do better within city limits but do not perform as well in their larger exo-urban areas.

One reason for this may be the lack of integra-tion, coordination, and effective governance among transportation regulators and providers between the city and the suburbs, and between public and private entities. The city proper usually has one transit authority, surrounding areas have their own, and the level of cooperation between the various entities can vary widely. While this is improving in many of the cities surveyed, it still has a ways to go.

Our findings suggest that having multiple regu-latory providers inhibits a smoothly functioning and integrated transportation system, but inter-agency coordination can be successful. In Toronto, for example, the Toronto Transit Commission han-dles public transportation within the city, while a multitude of smaller authorities (GO Transit, YRT/Viva, MiWay, and others) cover the surrounding municipalities. The various authorities operated largely independently—for years, passengers travel-ling between regions required multiple tickets and, apart from a few exceptions, travellers who crossed boundaries had to pay two fares. However, since city leaders created the Greater Toronto Transpor-tation Authority and the region’s “Big Move” initia-tive in 2009, integration has proceeded in stages. When completed, this multiyear endeavor will fully integrate a number of transit systems across On-tario, allowing users to pay fares with a single card across the network.5

As cities grow and expand and housing costs rise, many young families have little choice but to move to the suburbs and commute into the city for work. Too often, it becomes clear that the only viable com-muting option is driving; absent a single authority or close coordination among multiple authorities, public transportation can be too complex and time-

consuming to utilize. But driving private cars adds to congestion, pollution, and parking challenges, not to mention the financial burden it places on families. In fact, some families find that the lower costs associated with a move outside of the city core are offset by car ownership costs or expensive travel passes. City governments would do well to work to-gether with their surrounding regions to fix this is-sue, and to do so quickly.

There is also a direct tie between the presence of multiple regulatory authorities and service pro-viders and having a lower ability or willingness to explore innovative solutions. In our index, the leading innovations include smart parking and ticketing, integrated payments, intelligent transit systems, and electric vehicle infrastructure. For any of these efforts to succeed, they often need to be offered across commuting corridors and inter-agency (regulatory body) coordination and coop-eration are required. Data integration, governance, and security are also easier with more tightly linked governing bodies.

Finally, the data suggests that more than any other indicator, having low levels of integration is correlated with low readiness to face the future of mobility. Creating seamless urban transportation demands a unity of purpose and an ability to act in concert across different modes and jurisdictions.

THE CHALLENGES OF PRIVATE CARS

Our vision for smart urban mobility emphasizes active transportation and public transit. That neces-sarily means any city that relies heavily on private cars—as many US cities do—will fare poorly on several metrics in the index. We think that choice is reasonable. Our analysis—and many others’—re-veals a number of deleterious consequences from overreliance on private autos, including congestion, pollution, and accidents.6 If cities continue to grow—and the Organisation for Economic Co-operation and Development (OECD) predicts that 70 percent of the world’s population will live in urban areas by 20507 —then public and private players need to find ways to move people and goods in ways that maxi-mize use of space and minimize such social costs.


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Private cars can work well in some circum-stances and are an important piece of the mobility landscape, however. Geographically spread-out cit-ies tend to favor car use, and North American and Australian cities are among the most geographically spread out of cities measured. Thus, they have a higher modal share of private cars and a lower share of active transportation. Their strategic plans also tend to focus more on road improvements and road-based transportation.

Still, cities that rely heavily on personal vehicles should think through ways to optimize their use. For example, by augmenting private ownership with carsharing and ridesharing, perhaps as part of a mobility-as-a-service solution, it may be possible to keep the cars-to-people ratio in check—or even drive it down. And cars are often the fallback op-tion when the first mile/last mile problem is unsolved. Our research suggests that if getting to public trans-portation is a problem, people will get in their cars . . . and won’t get out until they reach their destination. Creating convenient and affordable solutions for the beginning and end of a journey—think bicycle-sharing, dynamic shuttles, and ride-hailing, ideally integrated via a full-fledged mobility-as-a-service offering—can be an important step to reducing reli-ance on personally owned vehicles.

Paris has made significant strides in reducing the number of single occupancy vehicles. It intro-duced a pioneering bicycle-sharing plan in 2007, an electric carsharing plan in 2011, and closed off the left bank of the Seine to cars in 2013. As a result, traffic has dropped by more than 30 percent in the past 15 years.8

CULTURE’S ROLE IN TRANSPORTATION

Similar to the EU’s designation for traditional foodstuffs of specific character, a city’s mobility sys-tem will ultimately be shaped by its culture and “ter-roir” and have its own distinctive local flavor.

Geography plays a massive role in mobility, and this is something that leaders should consider when looking at other cities for inspiration. Spread-out cities tend not to rank highly for active transporta-tion. This is no surprise: If you have to get from A to

B, cycling across a large city is a less viable option. While it is relatively easy for cities like Amsterdam and Helsinki to do well in this regard, their recipes for success may be hard to replicate in a sprawling metropolis, such as Los Angeles.

The role of culture is also much more important to the development of a transportation system than we usually assume. Casual ridesharing is common in cities such as Washington DC (where it is known as “slugging”) and New York, but less so in other US cities. Similarly, Amsterdam is quite famous for its cycling culture, but this seems not as common in other cities, even those with similar geographic and population profiles.

Then there is the issue of social attitudes toward public transportation, such as “bus stigma” and the importance of “car culture.” Cities can spend bil-lions to upgrade their transportation systems, but if the public perceives that taking a bus or train is a second-class option compared to driving in, pas-senger numbers will not increase. Such was the case for Denver (not included in our survey).9 Car own-ership is deeply ingrained in the American psyche, is reinforced by decades of advertising by automak-ers,10 and is an increasingly important status symbol in China.11 Overcoming those cultural barriers could be particularly challenging for transportation plan-ners. They should consider ways either to work with prevailing beliefs, or to find ways to shape them gently.12

Remaking your mobility landscape

From our research, we found that mobility plays a central role in a city’s economic prosperity. This is why the rewards for getting it right are poten-tially great. Looking for out-of-the-box solutions to solve their problems, leading future of mobil-ity cities demonstrate that finding money is rarely a long-term solution. Their success tends to stem from integration and innovation rather than sheer investment.


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For cities that have fared poorly across specific indicators, all is not lost. Given the speed of change and technological trends, any city has the opportu-nity to radically remake its mobility landscape over the next five to ten years. Cities that rank poorly to-day could leapfrog to become leaders in the future of mobility by deploying advanced solutions that solve some of transportation’s perennial problems.

Leaders need to identify what the “right” kind of spending is—typically, those that integrate systems or introduce technological improvements. These

will produce better returns over time. While adding more service or building more roads can be helpful, developing better-integrated strategies with greater involvement from the private sector often yields better results. In these scenarios, the government often takes on different roles, such as enabling data sharing, monitoring cybersecurity, incentivizing private-sector innovation and participation, and es-tablishing the standards and rules by which mobil-ity providers must abide.

DCMI METHODOLOGYWe chose more than 60 unique data parameters based on a review of existing literature, their correlations with economic growth, and our research team’s analysis. Data was gathered from a variety of sources, including government statistical databases, third-party reports, private vendors, and nongovernmental organizations. We then brought in the qualitative judgments of a variety of experts on urban mobility or particular cities, both inside and outside Deloitte.

We assigned each metric a score between 1 and 5 based on the data parameters within it. Depending on the metric, score assignment involved converting a qualitative assessment into a number, indexing data to create a relative score, or both. We applied some data parameters and metrics to more than one theme.

To look specifically at a city’s readiness for the future of mobility, we focused more closely on the parameters that dealt with “smart” or “digital” elements of transportation. In particular, the DCMI looks at integrated and shared mobility, vision and strategy, innovation, regulatory readiness for the future of mobility, and ease of use. The metric scores were then averaged. “Five” indicates being closest to full future of mobility readiness. (See figure 1.)

The data was collected for the years 2016 and 2017 (or earlier where newer data did not exist). Unless specified otherwise, this information is no more than five years old. In some instances, trend data was collected, but predominately the data was cross-sectional for the latest year.

In all, we examined more than 40 cities. (Profiles of 18 cities were published contemporaneously with this report. Additional cities will be added in the coming months.) Cities were selected to achieve geographic distribution, a variety of sizes (population and area), and various levels of economic development.

Of course, any effort to create a composite measure such as this is a product of choices and assumptions made along the way. Ours were guided by a view of how seamless urban mobility that is faster, cheaper, safer, and cleaner than today could look, and the important contribution such a system can make to prosperity and productivity. Places that had multiple modes of easily accessible transportation; that had placed an emphasis on walking, biking, and public transit relative to personally owned automobiles; and that had taken steps toward digitally enabling their mobility network received high marks. Different choices and assumptions, guided by a different vision, would necessarily yield different results. In addition, the DCMI currently presents a snapshot, not a trajectory. It does not capture how cities have trended over time, nor can it evaluate how past investments have affected mobility. As we update the data every year, a more robust picture will emerge.


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Performance and resilience

Congestion• Peak hours spent in congestion• Congestion level

• Driving time to city center (10km drive fromeach cardinal direction, peak hours)

• Dedicated bus lane in km

Public transit reliability

• Percentage of metro/tram delays• Percentage of bus delays

• Average waiting time for public transportation (in minutes)

Transit safety • Road quality• Walkability score

• Number of traffic-related fatalities• Number of traffic-related serious injuries

Integration and shared mobility

• Existence of open data or APIs for transport• Existence of integrated ticketing option

across transport modes• Carsharing system in the city

• Bikesharing system in the city• Existence of MaaS-based application• Private car dependency

Air quality

Vision and leadership

Vision and innovation

• Annual mean of PM2.5 concentration• Annual mean of PM10 concentration

• City innovation and Future of Mobility strategy

• CO2 per capita emissions• Air quality index

• Regulatory collaborations and joint initiatives with the private sector and academia

Investment • Transport budget as a percentage of the total local authority/city budget

• Investment levels in transport

Innovation

• Electric vehicles (EVs) adoption • Existence of open data or APIs for transport• Smart transportation/FoM-focused

accelerators/venture capitals/startups

• City rank in IESE Smart Cities index• City innovation and Future of Mobility

strategy• Existence of MaaS-based application

Regulatory environment

• Operation of ridesharing companies• Number of regulatory bodies• City innovation and Future of Mobility

strategy

• Regulatory collaborations and joint initiatives with the private sector and academia

• Autonomous vehicles (AVs) –city support

Environmental sustainability initiatives

Service and inclusion

Public transport supply

• Transport sustainability score• Sustainability plan score• Length of bicycle lanes (in km)• Electric vehicles (EVs) incentives

• Rail system length (in km)• Number of light rail stops• Length of bicycle lanes (in km)

• Cars sold/registered in given year that are low CO2 (BEV or PHEV)

• Dedicated bus lane (in km)• “Environmentally friendly” modal share (includes

public transport, walking, and cycling)

• Metro/subway average peak frequency (in minutes)

• Dedicated bus lane (in km)• Average waiting time for public

transportation (in minutes)

Transport affordability

• Monthly public transport cost (in $)• Fuel price per liter (in $)• Average parking price (in $)• Average cost of taxi (in $)

• Minimum daily wage (in $)• Modal share divided into percentage of trips

by cars, public transport, cycling, walking, and other modes such as taxi, ferries, etc.

Versatility

• Presence of tube or commuter rail system• Presence of tram system• Operation of ridesharing companies• Carsharing system in the city

• Presence of dedicated rapid bus transport• Presence of other mode of transport:

rickshaw, taxis, ferries, etc.• Bikesharing system in the city• Private car dependency

Customer satisfaction

• Customer satisfaction with public transport I• Customer satisfaction with public transport II• Road quality

• Congestion level• Average waiting time for public

transportation (in minutes)

Accessibility• Transport accessibility score• Accessibility of bus fleet (in percentage)

• Accessibility of train or metro fleet (in percentage)

• Walkability score

THEME METRIC EXAMPLE DATA

Figure 1. Deloitte City Mobility Index themes, metrics, and data sources

1. City leaders are not alone in this. Corporate goal-setting is plagued by similar biases and chal-lenges when it comes to assessing current performance and setting future goals. See Michael E.Raynor, Mumtaz Ahmed, Derek M. Pankratz, and Rob Del Vicario, “A theory of relativity: Settingpriorities and goals for financial performance improvement,” Deloitte Review 17, July 27, 2015.

2. Sir Rod Eddington, “The Eddington transport study,” UK Department for Transport, December 2006.

3. William Shakespeare, The Tempest, Act II, Scene 1.

4. “Andrew J. Ginther, “Smart city: The city of Columbus,” E&E News, accessed December 15, 2017.

5. Metrolinx, “The big move: Baseline monitoring report,” September 2013.

6. See, for example, Graham Cookson and Bob Pishue, “INRIX Global Traffic Scorecard,” INRIX Research,February 2017; Federico Karagulian et al., “Contributions to cities’ ambient particulate matter (PM): Asystematic review of local source contributions at global level,” Atmospheric Environment 120 (2015):pp. 475–83; World Health Organization, “WHO global urban ambient air pollution database,” 2016.OECD, The Cost of Air Pollution: Health Impacts of Road Transport, (Paris: OECD Publishing, 2014);Jonathan I. Levy, Jonathan J. Buonocore, and Katherine von Stackelberg, “Evaluation of the publichealth impacts of traffic congestion: A health risk assessment,” Environmental Health 9, no. 1 (2010):p. 65; and Erik Hansson, et al., “Relationship between commuting and health outcomes in a cross-sectional population survey in southern Sweden,” BMC Public Health 11, no. 1 (2011): p. 834.

7. OECD and CDRF, “Trends in urbanisation and urban policies in OECD countries: What lessons for China?,”OECD, accessed December 15, 2017.

8. Adele Peters, “Inside Paris mayor Anne Hidalgo’s ambitious plans to create the post-car city,”Fast Company, April 4, 2017.

9. Andrew Small, “Denver radically expanded its transit. So why are more people driving cars?,” CityLab,November 2, 2017.

10. Derek M. Pankratz, Sarah Kovar, Jordan Sanders, and Philipp Willigmann, “Framing the future of mobility:Using behavioral economics to accelerate consumer adoption,” Deloitte Review 20, January 23, 2017.

11. Tania Branigan, “China and cars: A love story,” Guardian, December 14, 2012.

12. Richard H. Thaler and Cass R. Sunstein, Nudge (London: Penguin Books, 2009). Seealso Deloitte Insights’ collection on Behavioral Economics and Management.

13. The sources of data included:

• 2thinknow data: Data sources purchased from 2thinknow, a research company based in Austra-lia that focuses on analysis of cities. Data points include metro/subway average peak frequency,taxi rate per km, traffic-related injuries and casualties, and others (14 data points in total).

• Government statistical databases: Including census reports, eco-nomic statistics, and geographical information.

• City and state/province websites: Including US Department of Trans-portation, city transport authority websites

• External reports and indexes: Including Movmi Shared City Mobility Index, INRIX Global Traffic Scorecard,TomTom Traffic Index, Waze Driver Satisfaction Index, IESE Smart Cities Index, Arcadis SustainabilityIndex, Easy Park Smart Cities Index, Moovit average waiting time for public transportation survey.

ENDNOTES


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• NGO reports: These include the road quality rating provided by World Economic Forum,Particulate Matter (PM2.5 and PM10) reports by World Health Organization, European Alterna-tive Fuels Observatory, OECD, CDP, and American Public Transportation Association.

• Qualitative analysis: Done mostly by the Deloitte USI team. For example, evaluation of Elec-tric Vehicles and Autonomous Vehicles regulation, operation of ridesharing companies.

14. See Scott Corwin, Joe Vitale, Eamonn Kelly, and Elizabeth Cathles, The future of mobility: How trans-portation technology and social trends are creating a new business ecosystem, Deloitte UniversityPress, September 24, 2015; and Scott Corwin, Nick Jameson, Derek M. Pankratz, and Philipp Willig-mann, The future of mobility: What’s next?, Deloitte University Press, September 14, 2016.


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Many colleagues offered invaluable insights throughout the development of this project, including Scott Corwin, Mike Turley, Bill Eggers, Tiffany Dovey Fishman, Mark Gardner, Mark Price, and John Skowron.

The authors would like to thank Warwick Goodall, Kim Metzger, Andy Tong, Andrew Nothstine, Anant Aggarwal, Abhilash Kondapalli, Aarchit Jaiswal, Ankita Raghuvanshi, Vansh Kukreja, Vaibhav Pandey, and Chaitanya Sandaka for their invaluable assistance in developing and researching the Index. The authors would also like to thank the team at Deloitte Insights for their work in seeing this project through to publication, in particular: Karen Edelman, Abrar Khan, Nikita Garia, Preetha Devan, Joanie Pearson, Sonya Vasilieff, Alok Pepakayala, Anoop R, Tushar Barman, and Mahima Nair.

ACKNOWLEDGEMENTS

Simon Dixon is the global transportation leader for Deloitte and a partner in Deloitte’s Public Sector practice. He specializes in the delivery and commercial management of large, complex business-critical transformation programs and has a track record of putting government policy into practice. He is cur-rently leading Deloitte’s global initiatives into the Future of Mobility and Smart Cities and his particular focus is road pricing/congestion charging, following experience of delivering and supporting a number of these programs around the world.

Haris Irshad is a senior manager of strategy and operations for Deloitte MCS Limited. An economist by training, Irshad works with clients to help them instigate, manage, and take advantage of market disrup-tion, particularly in the transport and urban development sectors. He has led a number of high-profile projects examining the role of data, digital delivery, and new business models that enable countries and cities to realize their vision of the future of mobility.

Derek M. Pankratz is a senior research manager with the Center for Integrated Research in Deloitte Services LP. His research focuses on the confluence of emerging technological and social trends across industries. Derek currently leads development of Deloitte’s perspectives around the future of mobility: self-driving cars, shared transportation, and beyond.

Justine Bornstein is the UK Insight lead and program manager for the UK Future of Mobility practice and a senior manager at Deloitte MCS Limited. Prior to that, she researched automotive and industrial products, focusing on cross-industry trends affecting transportation and manufacturing and how they impact corporate behavior.

Research and analysis team: Joanna Karlic, Amit Tzur, Kaustubh Dubey, Ashish Mishra, and Jae Park

ABOUT THE AUTHORS


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CONTACTS

Simon Dixon Global Transportation leader PartnerDeloitte MCS LimitedTel: +44 (0) 207 303 8707 [email protected]

John SkowronGlobal Public Sector Consulting leaderPartnerDeloitte Consulting LLPTel: +1 412 402 5228 [email protected]

Mark PriceUS Public Sector leaderVice chairmanDeloitte Consulting LLPTel: +1 617 585 5984 [email protected]

Mark F. GardnerGlobal Consulting Manufacturing leader Managing partner Deloitte Consulting LLPTel: +1 313 324 1178 [email protected]

Marco Hecker Future of Mobility leader Deloitte China Tel: +852 2852 6588 [email protected]

Clare Ma Smart City leader Deloitte China Tel: +86 21 2312 7461 [email protected]

Future of Mobility practice [email protected]


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About the Center for Integrated ResearchDeloitte’s Center for Integrated Research focuses on developing fresh perspectives on critical busi-ness issues that cut across industry and function, from the rapid change of emerging technologies to the consistent factor of human behavior. We uncover deep, rigorously justified insights and look at transformative topics in new ways, delivering new thinking in a variety of formats, such as research articles, short videos, or in-person workshops.

About Deloitte’s Smart Cities/Smart Nation practice Deloitte’s Smart City | Smart Nation practice strives to bring the full breadth and depth of the firm’s capabilities to help cities tackle their toughest challenges. The SC|SN practice has devel-oped a Smart City framework and solutions that help cities improve the quality of life for citizens and contribute to the sustainability of urban landscapes. The practice has delivered innovative strategies and solutions in cities across the globe, earning Deloitte recognition as a worldwide leader in Smart Cities strategy and execution.

About Deloitte’s Future of Mobility practiceThe entire way we travel from point A to point B is changing. This transformation is creating a new ecosystem of personal mobility, with implications affecting more than just the automotive industry. Our Future of Mobility practice serves the entire ecosystem of companies working in and around mobility to actively shape its emergence.

For the full interactive index, visit the Deloitte City Mobility Index at deloitte.com/insights/mobility-index.

For Deloitte’s insights on the Future of Mobility, visit deloitte.com/insights/future-of-mobility.


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About Deloitte Insights Deloitte Insights publishes original articles, reports and periodicals that provide insights for businesses, the public sector and NGOs. Our goal is to draw upon research and experience from throughout our professional services organization, and that of coauthors in academia and business, to advance the conversation on a broad spectrum of topics of interest to executives and government leaders.

Deloitte Insights is an imprint of Deloitte Development LLC.

About this publication This publication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or its and their affiliates are, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your finances or your business. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser.

None of Deloitte Touche Tohmatsu Limited, its member firms, or its and their respective affiliates shall be responsible for any loss whatsoever sustained by any person who relies on this publication.

About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. In the United States, Deloitte refers to one or more of the US member firms of DTTL, their related entities that operate using the “Deloitte” name in the United States and their respective affiliates. Certain services may not be available to attest clients under the rules and regulations of public accounting. Please see www.deloitte.com/about to learn more about our global network of member firms.

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Analysis area

JOURNEY MODAL SPLIT

Deloitte City Mobility Index

MOBILITY ANALYSIS

FUTURE OF MOBILITY CAPABILITY

Service andinclusion

GLOBAL LEADER

TOP PERFORMER

CONTENDER

ASPIRING

EMERGING

Performanceand resilience

Vision andleadership

KEY MOBILITY STATISTICS

*Planned, regulated, licensed, subsidized, and monitored by principal transport authority.

Congestion

Public transport reliability

Transport safety

Integrated and shared mobility

Air quality

Vision and strategy

Investment

Innovation


Environmental sustainabilityinitiatives

Public transit supply


Versatility


Accessibility

Passive environment, a number of barriers

Proactive environment, few barriers

Proactive environment, some barriers

Significant work to do

FoM globalleader

Beijing

Beijing

STRENGTHS• Strong government commitment to improving transport and

substantial backing for infrastructure investments

• Plans to upgrade the public transport infrastructure by deploying new signaling systems and driverless metros

• A balanced modal split and moves toward further promotion of sustainable transport, such as electric vehicles (EVs), and bicycles and pedestrian walkways

CHALLENGES• Very high levels of traffic gridlock and air pollution, despite high

alternative transport use

• Low provision of real-time traffic information and restrictions on data-sharing for foreign players

• Fragmented policy and decision-making processes related to infrastructure involving urban, transport, and national government agencies

Public transport options*Metro, bus, commuter train

Monthly public transport pass US$34

GDPUS$391 billion (2016)

Principal transport authoritiesBeijing Municipal Commission

of Transport

Analysis area: 16,410 km2 | Population: 21,700,000 (2017) | Population density: 1,323/km2

Definition of analysis area: Beijing Municipality consisting of all 16 districts

PRIVATE CAR

WALKING BICYCLE

PUBLIC TRANSIT

27% 9%

28% 36%

MOBILITY ANALYSIS FURTHER DETAILS:

Performance andresilience Vision and leadership Service and inclusion

Key focus areas to improve city mobility and realize the Future of Mobility:

http://www.deloitte.com/insights/future-of-mobility

http://www.deloitte.com/insights/city-mobility-index

About this publicationThis publication has been written in general terms and we recommend that you obtain professional advice before acting or refraining from action on any of the contents of this publication. Deloitte MCS Limited accepts no liability for any loss occasioned to any person acting or refraining from action as a result of any material in this publication.

About DeloitteDeloitte MCS Limited is registered in England and Wales with registered number 03311052 and its registered office at Hill House, 1 Little New Street, London, EC4A 3TR, United Kingdom.

Deloitte MCS Limited is a subsidiary of Deloitte LLP, which is the United Kingdom affiliate of Deloitte NWE LLP, a member firm of Deloitte Touche

Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”). DTTL and each of its member firms are legally separate and indepen-dent entities. DTTL and Deloitte NWE LLP do not provide services to clients. Please see www.deloitte.com/about to learn more about our global network of member firms.

© 2018 Deloitte MCS Limited. All rights reserved

About the Deloitte City Mobility IndexThe Deloitte City Mobility Index reviews major cities on key aspects of mobility and the resulting relationship to economic performance. Drawing on publicly available data, client conversations, and bespoke Deloitte analyses, we assess each city’s ability to transport its citizens both now and in the future and therefore its potential to bring prosperity to the city.

As we receive feedback, we will update and expand the analysis, which may mean the results shown in this document may change.



Struggling with high congestion and poor air quality, Beijing is looking toward innovative solutions, such as ride-hailing services, contactless payment, and low-emission zones.• The capital city now has the largest private

vehicle ownership and one of the longest commute times during rush hour in China; in 2017, the average daily travel time for Beijing's workers was 52.9 minutes.

• The city is encouraging the use of new technologies, such as ride-hailing and contactless payment, integrated across modes, to provide efficient and high-quality transport services.

• Beijing launched a low-emission zone in September 2017, banning heavy-duty freight vehicles with emissions above the National IV Standards from entering the city. The move is expected to reduce public health hazards and save an estimated 43 lives and more than US$31 million per year. While air quality has improved in recent years, it remains a key issue.

Beijing has plans to develop sustainable transport, with government investments focused on expanding its public transport infrastructure. • The city planners have assured investment

of more than US$62 billion through 2020 to expand the metro network and to build a one-hour commuting circle covering suburbs and adjacent cities.

• Beijing has been pushing for years for a greater adoption of EVs, with comprehensive policies and subsidy schemes in place. The city also has the largest EV ownership in the country, with the highest car-per-charging pile ratio.

• The city also plans to encourage cycling as a greener way to commute, with 3,200 km of bike lanes and at least 100,000 bicycles for rent.

Public transport is affordable for most citizens, but requires technological upgrades and expansion in suburban regions.• With swelling urban expansion, the public

transport supply needs to grow substantially. Recognizing as much, Beijing transportation authorities have set out plans for the capital's transportation development for the next five years, which involves expanding the bus lane network to 1,000 km.

• The city’s public transit system is affordable due to large subsidies provided by the government to ensure equitable access for minimum wage earners.

• The metro network is popular and boasts intervals of only a minute between trains in the morning peak period.

SUMMARY

Adoption of new technologies and

availability of transport-related

open data

Greater emphasis onthe adoption of EVs,

supported by comprehensive

policies and subsidy schemes

Expansion of themetro network tocover suburbs and

adjacent cities

Beijing has taken multiple measures to make itself a livable city. It has a forward-looking approach to its transport issues and has formulated strong development plans for the next five years. These plans involve expansion of public transport and sustainable modes of transport, evident in the 72 percent share occupied by public transport and active modes. It has also embraced testing of new mobility solutions, such as EVs and shared mobility models. A number of these initiatives are already bearing results.

Nonetheless, the city faces some immediate challenges in terms of ongoing air pollution, traffic congestion, and the need for operational improvements in public transport and stronger coordination efforts among the various government agencies.

CONTACTSClare Jiong Lin MaSmart City leaderDeloitte ChinaTel: +86 21 2312 7461Mobile: +86 137 0164 6437Email: [email protected]

Deloitte City Mobility Index Beijing

Simon Dixon Global Transportation leaderPartner Deloitte MCS LimitedTel: +44 (0) 207 303 8707 Email: [email protected]

Marco HeckerFuture of Mobility leaderDeloitte ChinaTel: +852 2852 6588Mobile: +86 185 1622 1169 Email: [email protected]

Analysis area

JOURNEY MODAL SPLIT


MOBILITY ANALYSIS



GLOBAL LEADER

TOP PERFORMER

CONTENDER

ASPIRING

EMERGING




*Regulated, licensed, subsidized, and monitored by principal transport authorities.

Congestion


Transport safety


Air quality

Vision and strategy

Investment

Innovation





Versatility


Accessibility





FoM globalleader

Shanghai

Shanghai

STRENGTHS• Advanced communications systems in place to ensure fast

resolution of transportation breakdowns

• Transport infrastructure expansion plans include integrating the metro with other regions such as Kunshan and Suzhou

• Developed an underground pedestrian network in the central business district to take pedestrians off the busy roads and improve safety

CHALLENGES• Lacks real-time traffic information and data-sharing among

various transport modes

• Needs more long-term financing channels, such as public-private partnerships, for the construction and operation of the metro system

• Illegal bikesharing schemes and blockage of walkways due to bicycles reduce usability for pedestrians

Public transport options*Metro, bus, commuter train, Maglev, ferry,

tram, taxi



Principal transport authorityShanghai Municipal Transportation

Commission


Definition of analysis area: Shanghai municipality, consisting of all 16 districts

PRIVATE CAR

WALKING BICYCLE

PUBLIC TRANSIT

25% 16%

19% 32%

OTHER: 8%










http://www.http://www.deloitte.com/insights/city-mobility-index





Shanghai has an efficient and reliable transportation network that caters to the different travel needs of commuters. However, air quality and congestion remain matters of serious concern.• The city scores high on “Integration and

shared mobility” because it has started to bring shared mobility services into the public transport system to fulfill personalized and point-to-point travel requirements.

• The government has imposed strict security controls at passenger checkpoints with 5,000 security staff and 30,000 CCTV cameras, reflected in the high transportation safety score. It is also harnessing big data and AI solutions to improve traffic law enforcement.

• To reduce traffic pollution and improve air quality, Shanghai is currently upgrading the electric bus fleet using super capacitor technologies that can charge a bus in 10 seconds for a 5-km distance.

The city has a clear long-term vision, backed by investment plans with greater emphasis on the adoption of new technologies.• Shanghai has increased its modal shares

for public transport by placing restrictions on car license auctions and removing more than 160,000 cars that do not meet emission standards.

• The city plans to extend its existing subway network to 800 km by 2020. The goal is to build a one-hour commuting circle, which would cover Zhejiang and Jiangsu provinces.

• The city authority has also provided licenses and issued regulations to conduct road tests of self-driving cars in designated areas.

Shanghai’s transportation system scores highly in terms of versatility, yet customer satisfaction and affordability remain key areas to improve.• The city has an extensive range of

transportation options, including buses, metro, commuter rail, Maglev, trams, and a large bikesharing network, making it one of the most versatile transport systems.

• While affordability is an area of concern for private car owners, overcrowding of the public transportation system has made it difficult for these individuals to shift their transportation modes. Further, overall customer satisfaction levels are low.

• Almost all the metro stations have installed wheelchair ramps, sidewalks for the blind, barrier-free elevators, barrier-free toilets, broad passageways, signboards, and logos. However, only 10 percent of buses are completely accessible, decreasing the overall accessibility scores.

SUMMARY

Roll out new technologies in the metro to avoid long

security queues

Promote the use of electric vehicles (EVs)

more widely

Continue to expandthe metro network to

cover suburbs and adjacent cities

Shanghai is recognized across the globe for its metro system, the longest, busiest, safest, and one of the most punctual on the planet. The city also has massive expansion plans for its transportation infrastructure, and has seen huge investments in infrastructure projects over the last five years. It is visible in the expansion of the Shanghai metro, where each kilometer of metro line costs between US$78 million and US$204 million. In addition, the city has developed a strong pedigree of sustainable transport with a robust underground pedestrian network in the central business district. However, as with other Chinese cities, congestion levels are high and air quality has been low, despite government efforts, and this may require further stringent measures to bolster the already restrictive license plate system.




Marco HeckerFuture of Mobility leader Deloitte ChinaTel: +852 2852 6588Mobile: +86 185 1622 1169 Email: [email protected]

Shanghai

Analysis area

JOURNEY MODAL SPLIT


MOBILITY ANALYSIS



GLOBAL LEADER

TOP PERFORMER

CONTENDER

ASPIRING

EMERGING




*Planned, regulated, licensed, subsidized, and monitored by principal transport authority.

Congestion


Transport safety


Air quality

Vision and strategy

Investment

Innovation





Versatility


Accessibility





FoM globalleader

Shenzhen

Shenzhen

STRENGTHS• Provision of city-wide pedestrian-friendly infrastructure

• Parking management schemes to improve road capacity

• Collaboration with the private sector to use technologies such as AI and big data for traffic law enforcement

CHALLENGES• Curbing high congestion given the high motor vehicle density

and limited road infrastructure

• Reducing real estate–related market risks in suburban regions when expanding “Rail+Property” models (a type of land value capture)

• Maintaining quality and coverage of road infrastructure, as the urban population and car ownership rise

Public transport options*Metro, tram, bus, commuter rail,

bicycle, ferry



Principal transport authorityTransport Commission of Shenzhen

Municipality


Definition of analysis area: Shenzhen Municipality, consisting of all 10 districts

PRIVATE CAR

WALKING BICYCLE

PUBLIC TRANSIT

47% 5%

22% 22%

OTHER: 4%















Shenzhen is using AI and big data techniques to improve road safety. It is also using trading mechanisms and parking policies to deal with greenhouse gas (GHG) emissions and congestion.• The city is collaborating with private

companies to use AI and big data to improve road safety, communications, and peer efficiency. The Shenzhen Traffic Police Bureau uses these technologies to identify images of traffic violations, with 95 percent accuracy.

• In order to deal with the GHG emissions, Shenzhen has included the public transportation department in its carbon trading program, Shenzhen ETS.

• Shenzhen is piloting a parking management policy to address congestion challenges. The policy is aiming to take 330,000 vehicles off the road each day.

The government has recently reformed land policy to finance transportation programs and is subsidizing charging infrastructure to push electric vehicle (EV) adoption. • While using “Rail+Property” models to

finance infrastructure projects helps attract private investors, reduces land fees, and decreases dependency on government capital by almost 50 percent, it also introduces market risks.

• To accelerate the EV adoption, the city is primarily focused on subsidizing the construction of charging infrastructure. By 2018, the city’s electric bus fleet will have more than 16,000 battery-powered buses in operation.

• Shenzhen is a hub of the Greater Bay Area, part of the national strategy to create an integrated economic zone by connecting Hong Kong, Macao, and other districts. Once infrastructure projects are completed, the city needs to work on developing intercity transportation.

Shenzhen has a highly accessible public transportation system overall; however, the bus infrastructure needs improvement.• The city has a robust public transportation

system, with good geographic coverage and accessibility. Around 80 percent of bus stops in the city are available within a walking distance of 500m.

• The city is extending the metro network as well as a road construction program to further develop and strengthen public and private transport in expanding exo-urban regions of the city.

• All metro stations in Shenzhen are equipped with barrier-free lifts; however, the city bus system is not accessible to disabled people.

SUMMARY

Encourage the useof public and active modes of transport

to mitigate congestion-related

issues

Reduce financial dependence on

government capital for maintaining public

transportationnetworks

Implement revisedland use policies to

accommodate risingcar ownership

With its consistent focus and investments in the electrification of transport modes, Shenzhen has marked its presence on the global map by switching on the world’s largest electric bus fleet. The city has very strong carsharing and bikesharing systems, which helps make the transportation system sustainable and provides first- and last-mile solutions.

The transport authority of Shenzhen is currently focusing on tackling the high congestion levels in the city by using technologies and effective parking management. If Shenzhen is able to keep its transit system growing at the same pace as its economy, it can potentially become the leading global city for public transportation.


Deloitte City Mobility Index Shenzhen



Analysis area

JOURNEY MODAL SPLIT


MOBILITY ANALYSIS



GLOBAL LEADER

TOP PERFORMER

CONTENDER

ASPIRING

EMERGING




*Regulated, licensed, subsidized, and monitored by principal transport authority.

Congestion


Transport safety


Air quality

Vision and strategy

Investment

Innovation





Versatility


Accessibility





FoM globalleader

Hong Kong

Hong Kong

STRENGTHS

• Policies promoting public transport expansion

• Efficient use and integration of franchised and nonfranchised bus services

• Successful implementation of an integrated private-public rail property development plan that generates additional income

CHALLENGES

• Delays in the installation of modern technologies such as smart traffic lights and smart grids

• Few policies promoting land use for active modes of transportation

• Lack of a conducive legal framework for ride-hailing services

Public transport options*Metro, tram, bus, ferry


GDPUS$326.4 billion (2017)

Principal transport authorityHong Kong Transport Department


Definition of analysis area: Hong Kong Island, Kowloon, Lantau Island

PRIVATE CAR

WALKING BICYCLE

PUBLIC TRANSIT

3% 2%

7% 88%















Hong Kong has a highly punctual metro system. Its roads remain heavily congested and the city is exploring options to reduce this. Air quality scores particularly poorly.• The Hong Kong metro makes use of

artificial intelligence to achieve high punctuality rates and reduce the downtime caused by repairs, making it a reliable transport system.

• To reduce congestion from road transport modes in the central business district, the authorities have been looking at options such as electronic road pricing, stiffer penalties for illegal parking, and road widening.

• Hong Kong has yet to embrace shared mobility models, as the regulatory framework has not been conducive for ride-hailing. Bikesharing operators have also faced issues such as personal data leaks and anti-competitive practices.

The city is investing in new highway projects and e-payments infrastructure, while also focusing on commercial electric vehicle (EV) adoption.• The Hong Kong government is investing

approximately US$5 billion on the Central Kowloon highway project to enhance linkages between districts and relieve congestion along the existing major east-west corridors. The project, however, faces coordination complexities among different stakeholders, which may jeopardize timely delivery.

• Authorities are focused on increasing the number and use of commercial EVs, and have introduced tax exemptions on the purchase of private EVs.

• The city has one of the oldest public transport contactless payment systems, with plans to upgrade terminals to accept mobile e-payments.

Hong Kong is planning to enhance accessibility of its public transport infrastructure with solutions that improve the use of spaces, introduce barrier-free access, and enact a subsidy scheme to improve affordability.• The Hong Kong 2030+ strategic plan

considers a range of solutions that places public transport nodes closer to offices and residential areas.

• The authorities are working toward promoting barrier-free public transport and facilities. All franchised bus operator fleets are low-floor models, and franchised taxi operators are required to make at least 50 percent of their taxi fleet wheelchair-accessible.

• Hong Kong is planning to launch a transport subsidy scheme by 2019, under which commuters with monthly public transport expenses exceeding US$60 can claim tax rebates.

Create smart parking infrastructure in and

around the central business district

Provide equitablepublic transportchoices for every

income group

Develop a flexible regulatory framework

to support shared mobility, including

ride-hailing services

SUMMARYHong Kong provides one of the most reliable, efficient, accessible, and well-maintained public transport networks, with a highly integrated cross-modal electronic payment system. The high use of public transportation reflects this.

In terms of trials of new technologies, Hong Kong has been lagging and has taken a conservative approach to new mobility models such as ridesharing and autonomous vehicle testing. In addition, the city has scope to expand active modes of transport, which can help in reducing congestion in the central district. Hong Kong has the potential to become a global model for public transport by embracing new technologies and promoting innovation.


Deloitte City Mobility Index Hong Kong



Analysis area

JOURNEY MODAL SPLIT


MOBILITY ANALYSIS



GLOBAL LEADER

TOP PERFORMER

CONTENDER

ASPIRING

EMERGING




*Regulated, licensed, and monitored by principaltransport authorities.

Congestion


Transport safety


Air quality

Vision and strategy

Investment

Innovation





Versatility


Accessibility





FoM globalleader

Tokyo

Tokyo

STRENGTHS• Culture of active transport (bicycle and walking), especially for

first- and last-mile journeys; the 2020 Olympic Games should stimulate further behavioral changes

• Strict liability laws around road accidents have reduced fatalities

• Integrated data-based systems to improve route optimization being developed will replace current car navigation systems

CHALLENGES• Complex rail-based transit system with two metro systems

operated by different government bodies; more than 30 private companies operating above-ground trains

• Highly congested public transport network exacerbated by inflexible commuter travel patterns increase peak-hour traffic

• Incentives for some private operators are too short-term focused; the city lacks an overall transportation vision

Public transport options*Metro, bus, ferry, light rail, commuter rail


GDPUS$1.6 trillion (2017)

Principal transport authoritiesTokyo Metropolitan Bureau of Transportation, Tokyo Metro


Definition of analysis area: Tokyo Metropolis (23 wards)

PRIVATE CAR

WALKING BICYCLE

PUBLIC TRANSIT

19% 16%

45% 19%

OTHER: 1%















Strict road rules and liability laws have helped reduce traffic fatalities in Tokyo. The city faces significant rush-hour rail congestion, which has started to cause reliability issues for the otherwise punctual system.• Road accident liability rules and effective

traffic regulations on signals and road intersections have helped Tokyo to reduce road deaths to less than 200 per year for the whole metropolis.

• The heavy rush-hour commute into Tokyo has caused 29 of the 45 rail lines to experience morning delays, which averaged 10 days per month in 2016 to 2017.

• Tokyo’s US$16 billion taxi market is rolling out innovative technologies to improve the customer experience by using artificial intelligence to anticipate user demand. Ridesharing models are limited in Tokyo due to strong taxi driver opposition.

As a part of Olympic 2020 preparations, Tokyo is investing in technologies such as electric vehicles (EVs), hydrogen-fuel cars, and self-driving vehicles. • Tokyo now has more EV charge points

than gas stations. The Tokyo Metropolitan Government (TMG) is also planning to fully cover the cost of setting up residential EV charging facilities.

• The TMG plans to invest US$348 million to establish refueling stations for hydrogen-powered fuel cell cars. The government also aims to have operational self-driving vehicles by 2020.

• Cycling is a popular last-mile solution for many residents, with 20 percent of train commuters using it to reach rail stations. Currently, most bicycle trips are short commutes.

Serving more than 14 billion passengers per year, Tokyo’s public transportation system is one of the busiest in the world; it is also costly for passengers and still has accessibility issues.• In addition to its monorail, high-speed

bullet train, and bus options, the city has 13 metro lines and more than 100 urban rail lines operated by private players, which provides extensive public transit coverage.

• Recognizing that an aging population will require more accessibility, TMG is investing in making major train stations and bus terminals completely accessible by 2021. The city is also piloting innovative initiatives, such as a mobile application that helps pregnant women find seats on the metro.

SUMMARY

Expand public transportation provision

to run 24 hours and encourage more

flexible commuter patterns

Build on cycling popularity by

developing and expanding separate

bicycle lanes

Develop a unified transportation strategy

and governance structure

Tokyo has a strong legacy of innovation. It introduced contactless cards and mobile phone payments for public transportation in 2006 and is planning to introduce new mobility solutions before the 2020 Olympics. By then, the city may have some of the most developed infrastructure for EVs, hydrogen-fuel cars, and self-driving vehicles in the world. With a growing elderly population, Tokyo also plans to move toward a “barrier-free society,” which includes disabled-friendly road infrastructure and public transportation. While Tokyo builds its future transportation system, it also must address current system issues such as rush-hour congestion and the lack of a plan that integrates multiple private players. To deal with these issues, the city will need to improve coordination between private operators and the public authorities.

CONTACTSEiji YoshidaPartner, Public Sector leadDeloitte Touche Tohmatsu LLCTel: +81 50 3101 0433Mobile: +81 80 4601 0682Email: [email protected]

Deloitte City Mobility Index Tokyo


Haris IrshadTechnical director, Economic ConsultingDeloitte LLPTel: +44 20 7007 3297Mobile: +44 7879 487623 Email: [email protected]

Analysis area

JOURNEY MODAL SPLIT


MOBILITY ANALYSIS



GLOBAL LEADER

TOP PERFORMER

CONTENDER

ASPIRING

EMERGING





Congestion


Transport safety


Air quality

Vision and strategy

Investment

Innovation





Versatility


Accessibility





FoM globalleader

Singapore

Singapore

STRENGTHS

• Strong focus on using technological advancements such as NFC-enabled payments and integrated ticketing across modes

• High adoption rates for zero-emission vehicles and efforts to bring autonomous vehicles (AVs) into mainstream travel by 2020

• Comprehensive rail and bus network that is widely affordable, leading to higher uptake of public transportation

CHALLENGES

• High demand for door-to-door first- and last-mile transport and road infrastructure accessible to an aging population

• Lack of interagency coordination between urban planning and transport agencies for infrastructure and R&D projects

• Need to create a seamless network of intermodal transport and adopt mobility-as-a-service (MaaS)

Public transport options*Metro, bus, ferry, light rail


GDPUS$296.9 billion (2016)

Principal transport authoritiesLand Transport Authority (LTA)

Analysis area: 720 km2 | Population: 5,612,253 (2017) | Population density: 7,796/km2

Definition of analysis area: Singapore island state

PRIVATE CAR

WALKING BICYCLE

PUBLIC TRANSIT

22% 1%

29% 44%

OTHER: 4%






http://www.deloitte.com/about










Recognizing the strategic benefits of integrating transportation and urban planning to balance land-use demands, Singapore has built a robust public transport system.• Due to its comprehensive rail and bus

network, Singapore’s modal share of public transport remains high. It is rapidly becoming a society in which cars account for the minority of journeys.

• Cars are increasingly becoming unaffordable in Singapore, deterring the use of private vehicles. At the same time, both carsharing and bikesharing are expanding in the city.

• To further develop and promote its intermodal transport system, Singapore plans to expand the coverage of its rail network to 360 km by 2030, serving all the major hubs on the island.

Ambitious plans make Singapore one of the smartest mobility cities in the world. The government of Singapore is focusing on public transport network expansion along with high-quality data collection. • Singapore is on track to attain a highly

innovative transportation system with the increased testing of AVs. It plans to unveil operational driverless rides in three towns by 2022.

• Singapore is also promoting active transportation as the primary mode of transport by linking integrated sheltered walkways to all public transport nodes and creating 700 km of bicycle lanes by 2030.

• To capitalize further on its highly integrated payment system, Singapore will introduce wearables that can be used in place of smart cards. The LTA is also collaborating with private players to promote account-based ticketing, which will use credit/debit cards across the city’s public transport system.

Singapore performs well compared to other cities due to its high-quality public transport infrastructure and affordable services.• Singapore has benefited from its good

roads and unified public transport management under the Land Transport Authority. Customer satisfaction with public transport was 94.5 percent in 2017 (down 1.6 percent from 2016).

• The city has made concerted efforts to keep public transport fares low; it has one of the lowest average train fares. A monthly travel pass is cheaper than most of the cities in the index, especially noteworthy given the high level of service provided.

• Singapore’s intelligent transport system (ITS) master plan involves adoption of big data, monetization of roads, and mobility-on-demand to create tailored solutions for residents.

SUMMARY

Develop an accessible multimodal system for

the aging population and last-mile solutions such

as self-driving buses

Promote transport signal priority

techniques to reduce travel time and

improve schedule adherence

Continue to increase public transport

capacity and reliability to meet

future demand

Singapore boasts one of the best transport systems in the world. By discouraging private-vehicle ownership through high taxes, significantly ramping up the quality of public transport modes, and maintaining low fares, Singapore also hopes to achieve a highly sophisticated transportation system with minimal reliance on private modes of travel.

The island city network benefits from an integrated ticketing and payment system and enjoys high customer satisfaction. One of the key challenges it faces, though, is matching the pace of infrastructure development with the ambitious smart mobility plans it has in place.

CONTACTSLee Chew ChiatPublic Sector Industry leader, SEAPartnerDeloitte ConsultingTel: +65 6232 7108Email: [email protected]

Deloitte City Mobility Index Singapore


Haris IrshadTechnical director, Economic Consulting Deloitte LLPTel: +44 20 7007 3297Mobile: +44 7879 487623 Email: [email protected]

Analysis area

JOURNEY MODAL SPLIT


MOBILITY ANALYSIS



GLOBAL LEADER

TOP PERFORMER

CONTENDER

ASPIRING

EMERGING




*Planned, regulated, and monitored by primarytransport authority.

Congestion


Transport safety


Air quality

Vision and strategy

Investment

Innovation





Versatility


Accessibility





FoM globalleader

Dubai

Dubai

STRENGTHS• Integrated ticketing and e-wallet payments across all public

transport modes, taxis, parking lots, and toll roads• A dedicated “Autonomous Transportation Strategy,” with an

objective to have 25 percent of journeys made by self-driving vehicles, including autonomous air taxis, by 2030

• Plans to increase public transport use by 10 percent by 2020

CHALLENGES• Heavy road congestion during peak hours, with average

commute time of more than one hour, and the lack of alternative routes during public transport repairs and construction

• Very high levels of private car ownership and use (540 per 1,000 people), resulting in significant vehicle emissions; incentives required to modify travel behaviors

• Lack of investment to improve bicycle and pedestrian safety, such as by expanding smart crossings in the area

Public transport options*Metro, bus, ferry, taxi, tram, light rail



Principal transport authoritiesRoads and Transport

Authority (RTA)


Definition of analysis area: Dubai Urban Area (includes Sharjah)

PRIVATE CAR

WALKING BICYCLE

PUBLIC TRANSIT

1% 1%

83% 15%















Dubai still faces traffic congestion due to people using private vehicles, despite having diverse and robust public transportation options.• Subsidized fuel prices, and relatively low

car prices and maintenance costs mean 83 percent of all trips are made using privately owned cars.

• The Roads and Transport Authority (RTA) has proposed several measures to curb traffic congestion in Dubai, such as regulating the issuance of driving licenses and amending vehicle registration fees based on the distance travelled annually.

• The Nol card is one of the most advanced public transport ticketing cards in the world. In 2017, the government introduced near field communication-enabled payments, which can be used for public transport, parking, and tolls.

The city is pursuing its long-term strategy toward autonomous transportation and giving incentives to promote the adoption and usage of EVs. • Dubai’s detailed strategy aims to

transform 25 percent of the total transportation in the city—involving 5 million daily trips—to autonomous modes by 2030. This is expected to cut transportation costs by 44 percent.

• The city launched the “Dubai World Autonomous Transportation Challenge” to encourage companies and academic institutions to test the latest advances in autonomous technology.

• Dubai is providing incentives to achieve its target of having 42,000 EVs on the streets by 2030. The Dubai Electricity and Water Authority (DEWA) and the RTA have come up with perks, such as free public parking, toll exemptions, and discounts on plug-in car registration fees.

Dubai offers multiple public transportation options, with good accessibility for disabled riders, and is now exploring affordable transport options, such as ridesharing.• The Dubai metro is the longest driverless

metro, and more than US$2 billion worth of commitments have been made to expand the metro by another 15 km.

• Dubai has plans to become the most disabled-friendly city by 2020, and is offering a 50 percent discount on driver licensing services, and free and priority parking for car users with disabilities. The city also runs dedicated last-mile paratransit taxi services.

• The city aims to provide budget mobility solutions to city commuters and has started pilots with international ride-hailing giants as strategic partners to set up a new low-cost transport service.

Formulate plans to accelerate the adoption of electric vehicles (EVs) and build the charging

infrastructure accordingly

Focus on data-based analytics solutions for traffic management

Build knowledge exchange and learning opportunities to apply

other cities’ public transport best

practices

SUMMARYDubai has fully embraced the Future of Mobility. It has already started experimenting with autonomous road-based and aerial vehicles, and provides several incentives to increase the use and adoption of EVs. It is seeking affordable mobility solutions that will help to reduce the number of vehicles on the road. The immediate challenges include road congestion during peak hours and poor air quality, which can be solved by implementing restrictive number-plate licensing. Dubai’s key challenges are to transform its plans to build the world’s most advanced transport system into reality and affect behavioral changes.

CONTACTSMichael DowdsSenior manager, ConsultingDeloitte and Touche (M.E.)Tel: +971 4 376 8888 Mobile: +971 52 982 3961 Email: [email protected]

Deloitte City Mobility Index Dubai



Analysis area

JOURNEY MODAL SPLIT


MOBILITY ANALYSIS



GLOBAL LEADER

TOP PERFORMER

CONTENDER

ASPIRING

EMERGING





Congestion


Transport safety


Air quality

Vision and strategy

Investment

Innovation





Versatility


Accessibility





FoM globalleader

London

London

STRENGTHS• Availability and coverage of open data and deployment of

real-time traffic analysis tools and congestion charges

• Innovative transport ecosystem features world-class financial investors, academic collaboration, and startups

• Active efforts to reduce pollution through ambitious zero-emission plans and support for electric vehicles (EV) buses and active modes of transport

CHALLENGES• High transportation cost across public modes, private hire cabs,

and car ownership

• Crowded transport system with high percentage of delays on public transport and heavy traffic congestion on roads

• Multiple authorities and stakeholders for road maintenance projects leads to complex decision-making and uncoordinated outcomes

Public transport options*Metro, tram, bus, commuter rail,

ferry, bicycle



Principal transport authoritiesTransport for London (TfL)


Definition of analysis area: Greater London, including 32 boroughs and the City of London

PRIVATE CAR

WALKING BICYCLE

PUBLIC TRANSIT

20% 5%

26% 49%
















Congestion and struggling reliability of metro and tram services will add pressure to London’s large and extensive public transport network.• London needs to improve the reliability of

its metro and tram services (15 percent are delayed) to accommodate increasing customer demand caused by a growing population.

• Nearly three-quarters of trips involve some form of sustainable transport (49 percent public transport, 25 percent active modes). London manages road traffic through modern methods such as SCOOT technology and congestion charging, although air quality remains poor and a rising cause for concern.

• TfL has adopted the Vision Zero policy to reduce traffic-related deaths; targets include no fatalities in or by a London bus by 2030 and the elimination of all fatalities and serious injuries from road collisions by 2041.

London has a long history of embracing new technologies, and TfL’s vision and strategy leads the way for innovative mobility solutions. • Frequent collaborations between public

and private bodies are encouraged to provide innovative solutions to transport problems, such as facilitating self-driving testing with car manufacturers.

• High scores for innovation and the regulatory environment through ambitious plans to create “healthy streets” and prioritizing alternative fuels and power sources.

• TfL has adopted strategies to address known challenges, such as zero-emission initiatives to reduce pollution, measures to improve road safety, and efforts to strongly promote active transport to make commuting more affordable. For example, the city has identified 25 bicycle corridors to be created to increase bicycle ridership.

London has a versatile, user-friendly, and vast public transport network, but is also an expensive city in which to travel.• London is one of the most expensive cities

in the world to travel in, both in terms of private and public transport. However, the fares for buses and trams are frozen until 2020, which cause financial pressure elsewhere.

• Significant efforts have gone into providing step-free access in stations and vehicles. The mayor of London has a target to make 40 percent of London underground stations step-free by 2022.

• Contactless payment cards are accepted across the transport network and TfL sees more than 1.8 million journeys per day using these cards on a regular basis.

SUMMARY

Increase the role of demand management

schemes to balance demand and supply

Focus on multimodal integration that

accounts for the first- and last-mile options

Optimize the use and capacity of public transport to meet

future needs

London is a leader in many policy areas, such as open data and integrated payments thanks to Transport for London’s encouragement of innovation and partnerships with the private sector. With the advent of modern mobility solutions and ever-increasing demand for transport, London’s infrastructure struggles to keep up, and the combination of severe congestion, unreliable service, and unsafe roads results in lower customer satisfaction. High fuel prices and workforce costs make both private and public transport expensive. London can leverage its tech-savvy ecosystem to reduce costs and improve reliability.

CONTACTSAngus Knowles-CutlerUK vice chairmanLondon office managing partnerDeloitte LLPTel: +44 20 7007 2946Email: [email protected]

Deloitte City Mobility Index London



Analysis area

JOURNEY MODAL SPLIT


MOBILITY ANALYSIS



GLOBAL LEADER

TOP PERFORMER

CONTENDER

ASPIRING

EMERGING




*Regulated, licensed, subsidized, and monitored by principal transport authorities

Congestion


Transport safety


Air quality

Vision and strategy

Investment

Innovation





Versatility


Accessibility





FoM globalleader

Toronto

Toronto

STRENGTHS• Commitment to developing mobility sharing services, and plans

to evaluate autonomous vehicles (AVs) and traffic management solutions

• Launch of a driverless car research hub

• Smart driving initiative helps people find alternative travel options to driving

CHALLENGES• No city plan around electric vehicles (EVs) and low adoption

despite provincial investment

• Journey planning tools not user-friendly and fail to integrate trips across the Greater Toronto Area (GTA)

• Significantly increasing the number of trips made by bicycle and promoting bicycles as a last-mile solution

Public transport options*Metro, light rail, bus



Principal transport authoritiesMetrolinx


Definition of analysis area: Toronto Census Metropolitan Area defined by Statistics of Canada

PRIVATE CAR

WALKING BICYCLE

PUBLIC TRANSIT

5% 1%

70% 23%

OTHER: 1%
















Toronto’s public transit system has grown significantly in recent years, but requires increased funding to meet the needs of the region. Safety initiatives have proved successful.• The Canada-Ontario Public Transit

Infrastructure Fund agreement will address key challenges on the network, such as fixing aging tracks and building new stations.

• Safety initiatives such as Vision Zero and the Road Safety Modernization Program have yielded results through measures such as Seniors Safety Zones, red light cameras, and road safety audits.

• There is a lack of reliable and user-friendly regional trip-planning tools across the GTA.

Toronto’s long-term vision is focused on network expansion with ambitions to foster a smart transport revolution in the future. • Metrolinx has launched a plan for 2041

that aims to connect the GTA regions along rapid transit corridors. These will include the Regional Express Rail, bus rapid transit, and light rail.

• EV sales represent only 0.5 percent of new cars despite Ontario's subsidy of more than US$10,000 for EV purchases.

• The Autonomous Vehicle Innovation Network (AVIN) and the upcoming launch of a driverless car research hub, supported by the University of Toronto and its mobility partners, provide opportunities for Toronto to become an early adopter.

Toronto’s transportation system scores well in terms of versatility, although the services are costly, which puts a burden on passengers.• The city has a broad range of

transportation options, including extensive public transit, commuter rail, and a large carsharing and bikesharing network, with strong commitment by Metrolinx to further improve wheelchair accessibility.

• Affordability is a major concern for users of Toronto’s transit system, particularly due to the lack of fare integration across the GTA’s transit authorities; this has been improving in recent years.

• The Toronto Transit Commission’s ambitious plan to modernize the system, including fleet and infrastructure renewal, has improved customer satisfaction within the city core. Surrounding regions must follow suit by developing networks and improving integration.

SUMMARY

Increase use of existing transportation

assets

Improve first- and last-mile integration with transportation

services

Build integrated analytics tools to enable planning of new routes

Toronto has a well-developed public transport network in the city core, but suburban areas are underserved and highly congested. Recent investments aim to address this problem by building new rapid transit routes, and plans are in place to improve integration across transit authorities throughout the larger metropolitan area. The city is open to embracing technology and has included space for these in its regional transport plan. Metrolinx is committed to reducing reliance on private cars in the region through initiatives such as Smart Commute and development of rapid transit corridors. The government of Ontario has committed funding aimed at increasing adoption of EVs, but the city’s EV infrastructure still lags behind.

CONTACTSYvonne Rene de CotretPublic SectorPartnerDeloitte CanadaTel: +1 416 565 9558Email: [email protected]

Deloitte City Mobility Index Toronto



Analysis area

JOURNEY MODAL SPLIT


MOBILITY ANALYSIS



GLOBAL LEADER

TOP PERFORMER

CONTENDER

ASPIRING

EMERGING




*Regulated, licensed, and monitored by principal transport authorities.

Congestion


Transport safety


Air quality

Vision and strategy

Investment

Innovation





Versatility


Accessibility





FoM globalleader

Mexico City

Mexico City

STRENGTHS

• Efficient bus rapid transport network delivers time savings of up to 40 percent when compared to similar trips on the road

• “Hoy No Circula” program limits vehicle circulation in Mexico to combat air pollution in the city

• Currently has the second-largest bikesharing system in North America

CHALLENGES

• Limited accessibility of public transport in suburban areas due to fragmented policy-making

• Rising trend toward private car usage, which is contributingto congestion

• Insufficient and deteriorating pedestrian infrastructure

Public transport options*Metro, bus, light rail, commuter rail



Principal transport authoritiesSecretariat of Transportation and Highways,

Servicio de Transportes Eléctricos del Distrito Federal (STE), Ministry of Mobility of

Mexico City (SEMOVI), Ministry of Communications and Transport


Definition of analysis area: The Metropolitan Zone of the Valle de México (Valle de México)

PRIVATE CAR

WALKING BICYCLE

PUBLIC TRANSIT

1% 1%

22% 71%

OTHER: 5%















Mexico City has increasing congestion and high levels of air pollution despite widespread use of public transport. Lax road safety guidelines and an inefficient monitoring system add to commuters’ woes.• The growing use of private cars, up 4

percent annually, and limited roadinfrastructure have resulted in worseningtraffic. Any disruption to publictransport—whether due to power cuts,flooding, road work, or otherissues—causes network paralysis.

• The city's terrible congestion has resultedin a growing number of traffic-relatedfatalities; 80 percent of those injured arepedestrians or cyclists.

• Mexico City has a strong bikesharingscheme, and an increasing number ofcarsharing companies as well. Citygovernment recently enabled contactlesspayments through bankcards ande-payments.

The city’s transportation plan addresses current challenges, such as congestion and infrastructure, and promotes the use of active modes of transportation and electric vehicles (EVs) for sustainable mobility. • Mexico City’s Integrated Mobility Program

for 2013–18 promoted active modes of transportation, consolidated operations, and improved infrastructure and road safety.

• In 2018, the city government announced its plans to replace the government-licensed fleet of taxis with hybrid EVs. It also plans to invest more than US$1 million to increase charging stations in the city on top of the 20 percent discount on road tolls for EVs.

• Mexico City is actively promoting cycling. The city has the fifth-largest public bikeshare system in the world, with 6,800 bicycles and 480 stations.

The city offers versatile and affordable modes of public transportation. It needs to improve its accessibility across all modes of transportation. • At US$.25 a ride, the city has one of the

world's cheapest subways. The metrospans 225.9 km and provides 5 millionrides per day, while the BRT has six linesspanning 125 km. Suburban areas areunderserved due to multiple policy-makingentities.

• The city has an integrated contactlesssmart card that can be used across allpublic modes. It also plans to launch adebit card, in collaboration with a bank,that can be used for both transit andeveryday purchases.

• The BRT service is free and accessible fordisabled passengers. Bus floors are at thesame level as station platforms, and haveelevators and tactile paving. Yetdisabled-friendly metro facilities arelimited, with no elevators or ramps or, insome cases, escalators.

SUMMARY

Create separate paths for pedestrians,

bicycles, and regular traffic to minimize

traffic-related fatalities

Develop future-focused transport regulations

and work with industry and academia to

innovate

Develop a unified transportation

authority to regulate, oversee, and fund all

public transport activities

With a metropolitan population of more than 21 million people, Mexico City faces distinct challenges in delivering sustainable urban mobility. The city has made considerable strides in improving mobility options by expanding metro lines and creating a BRT system and a public bikesharing program. The city should focus on investing in future transportation, developing regulations, and collaborating with academia and industry to promote innovation. The city has an extensive and affordable public transport network, but it needs to address the growing numbers of private cars, which it does in part through initiatives to restrict their use. It also should focus on addressing accessibility gaps across all modes of transport.

CONTACTSMiguel Ángel Castro RamírezStrategy & OperationsDeloitte Consulting Group, MéxicoTel: +52 (155) 9198 6583Email: [email protected]

Deloitte City Mobility Index Mexico City



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