Init innovation in traffic : Presentation

ACTIVITY REPORT 2023

//24

Boost efficiency. Ensure success.

I N I T A C T I V I T Y R E P O R T 2 0 2 3 / 2 4

• KEY FIGURES

Activity Report 2023/24

REVENUES in EUR million

210.8 ↗

191 . 3 in 2022

+ 10.2%

EBIT in EUR million

21.0 ↗

21 .0 in 2022

+ 0.1%

ORDER BACKLOG in EUR million

175.1 ↗

163 .7 in 2022

+ 7.0%

INCOMING ORDERS in EUR million

225.0 ↗

214. 1 in 2022

+ 5.1%

• CONTENT

Managing Board	2
Foreword	3
Interview with the CFO	4
Boost efficiency.
Ensure success.	8
Efficient delivery
of services	10
Efficient day-to-day
operations	12
Efficient sales processes	16
Efficient introduction
of electromobility	18

C O N T E N T

The init share	20
Supervisory Board	21
Consolidated balance sheet	22
Consolidated income
statement	24
Five-year financial summary	25

INVESTMENT IN RESEARCH AND DEVELOPMENT in EUR million

20.0 ↗

16 . 3 in 2022

+ 22.7%

Our solutions enable transport

companies­ to increase­ their operational­

efficiency,automate­ processes and reduce their employees' workload.

- Dr. Jürgen Greschner,

Chief Sales Officer (CSO) and Deputy CEO

- 1 -

I N I T A C T I V I T Y R E P O R T 2 0 2 3 / 2 4

• MANAGING BOARD

M a n a g i n g B o a r d & F o r e w o r d

• FOREWORD

	Vita		Task Area
Dr.-Ing.	• Since 1983 Managing	• Business Development
Gottfried	Director at INIT GmbH	• Production
Greschner	• Since 2001 Chief	• Purchasing
Chief Executive	Executive­	Officer (CEO)	• Strategy
Officer (CEO)

Dipl.-Kfm.	• Since 2004 Managing	• Legal Management
Dr. Jürgen	Director at INIT GmbH	• Projects and System Design
Greschner	• Since 2004 Chief Sales	• Research
Chief Sales	Officer (CSO)	• Sales and Marketing
Officer­	(CSO) and	• Since 2015 Deputy
• Support and Operations
Deputy Chief	Chief Executive Officer
Executive Officer

Ladies and Gentlemen,

The past year has been marked by geopolitical crises, wars and climate disasters. Rising prices, a lack of orders and uncertainty about the future have dampened economic sentiment at home and abroad.

In this environment, we cannot assume that companies will hit their targets or even achieve record sales figures and orders. I am delighted to announce that we have achieved this again in the past financial year 2023. In the

first quarter­ of the 2024 financial year, we have already achieved orders that exceed the record levels of previous years with two major orders (Atlanta and London). This was in addition to considerable work that was undertaken on several internal projects which will have a significant impact on our future success.

From left to right: Dr. Gottfried Greschner, Matthias Kühn, Dr. ­Marco Ferber, Jörg Munz, Dr. Jürgen Greschner

Dipl.-Kfm.

Dr. Marco ­Ferber

Chief Financial Officer (CFO)

• Since 1 March 2023 Chief Financial Officer (CFO)

• Compliance
• Investor Relations
• Data Protection
• Quality Management
• Risk Management
• ESG Reporting
• Controlling and Logistics
• Financial Services
• M&A

For example, we are working on developing our most valuable asset - our employees. For this reason, we have appointed a dedicated Chief Human Resources Officer and are fully committed to redefining and developing our corporate culture. Our "Culture of Excellence" programme aims to transform employees into "entrepreneurs within the company". This will give them the opportunity to develop their

This puts us in an excellent position for the future and allows us to benefit from various trends such as investment programmes aimed at achieving sustainable change in transport habits. Programmes like these are at the top of every political agenda. In this way, we assist transport companies with the switch to electric bus fleets. Another issue facing public transport is the need to increase operational efficiency. Against the

Dipl.-Ing. (FH)	•	Since 2015 Managing	• IT Services
Matthias		Director at INIT GmbH	• Software Engineering Central
Kühn	•	Since 2016 Chief­		Systems­	and Telematic Devices
Chief Operating		Operating Officer	•	Hardware Engineering
Officer (COO)		(COO)	•	Hardware Repair

• Maintenance, Installation and

Field Services

Jörg Munz	• Since 2017 group	• Human Resources
Chief Human		HR Manager	• Organisational Development
Resources Officer	•	Since 2023 Chief
(CHRO)		Human Resources
		Officer (CHRO)
			The detailed CVs of the members of
			the Managing Board can be found on
			the company website under Investor
			Relations/Corporate Governance.

potential, thereby naturally increasing our company's potential. I would like to take this opportunity to express my sincere thanks to our highly motivated international workforce for their commitment and team spirit which make our successes possible.

However, like many other companies, our internal administration is also a key area of focus. In addition to introducing a new ERP system, which will enable us to work much more efficiently, this year we also had to manage a change in the auditing company we appoint, whilst also implementing various successful internal projects with our new CFO.

backdrop of increasing shortages in financial and human resources, this is the only way to achieve sufficient scope for improvements in service quality. This Activity Report explains how this can be achieved.

Yours sincerely

On behalf of the Board

Dr. Jürgen Greschner,

Chief Sales Officer (CSO) and

Deputy Chief Executive Officer

- 2 -	- 3 -

I N I T A C T I V I T Y R E P O R T 2 0 2 3 / 2 4

• INNOVATION: OUR STRENGTH DRIVES PUBLIC TRANSPORT EFFICIENCY

Dr. Marco Ferber was appointed Chief Financial Officer at init SE in March 2023. In this interview, he discusses the opportunities offered by digitalisation. He also shares his admiration for the company's culture of innovation right from the start.

I n t e r v i e w w i t h t h e C F O

You were appointed to the Executive Board in 2023. What was your experience when you started your new job at INIT?

I joined in March, just before the publication of the annual accounts. This period is particularly challenging for a CFO. I had to quickly familiarise myself with a number of complex topics and make a solid assessment of the company's situation. My team and my colleagues on the Board offered me exemplary support which allowed me to set the course quickly. This includes, among other things, the development of the financial organisation and sustainability reporting.

What interests you most about INIT's business?

When asked to outline the various stages of my career, I like to describe the industries in which I have worked as "intelligent infrastructure" services - areas of business that make large technical systems more user-friendly, which I find extremely exciting. With the aim of making public transport more attractive and efficient through digitalisation, INIT ticks all the boxes for me. In addition, I think INIT's innovative achievements

are enormous. Our industry is undergoing a technological transformation and we are helping our customers take advantage of the new opportunities with highly innovative solutions - from smart ticketing solutions and charge management systems to AI-based optimisation algorithms for planning and operations. I'm extremely excited about all of this.

You previously worked as a consultant and as a member of management at an industrial service provider. What experience from previous jobs will help you most in your new position?

In my professional life so far, I have gained extensive experience in the financial sector and have acquired some very useful tools. This also applies to topics such as project management and the planning of management processes. However I am also used to taking a strategic perspective and can quickly get a handle on new situations. This helps me decide what tasks I can delegate to my team and what I need to take care of myself.

DR. MARCO FERBER //

Chief Financial Officer (CFO), init innovation in traffic systems SE

- 4 -	- 5 -

I N I T A C T I V I T Y R E P O R T 2 0 2 3 / 2 4

I n t e r v i e w w i t h t h e C F O

Preparing init SE for further growth is one of his central tasks, explains Dr. Marco Ferber.

extensive ticketing project to date and the first to be hosted completely in the public cloud with cloud-native services. There is also a major order from London to supply a technology system that includes on-board computers for more than 8,000 buses, a background system and support services - all of which are remarkable successes for our company. In addition, we have advanced our nextGen innovation ­offering, further underlining our innovative strengths. Our financial results were also satisfactory, although we still have some room for improvement.

Where do you see the biggest opportunities and challenges for the company in the coming years?

Sustainability, digitalisation and global demographic change are megatrends that are leading to growing demands on public transport and associated increasing investments. These trends offer significant opportunities for INIT, as our portfolio puts us in an ideal position to address this change. Risks for us, on the other hand, arise from the geopolitical situation with supply chains, which remain fragile. However, I see

the biggest challenge in managing our growth, which calls for qualified and highly motivated IT staff. These employees are increasingly difficult to recruit. That's why we are strengthening our brand as an employer by relieving employees of unnecessary burdens, for example, giving them more freedom to focus on their roles.

mixed fleets powered by both electricity and combustion engines. In addition, we offer driving assistance systems that enable fuel savings of up to 40 percent, while at the same time reducing costs and making a contribution to sustainable management. In the future, our customers will increasingly use optimisation tools controlled by artificial intelligence. These are just a few examples of how we can enable them to increase their efficiency.

"We enable our customers to ­increase their efficiency. For ­example, through driving assistance systems or optimisation models."

- Dr. Marco Ferber, Chief Financial Officer, init SE

You have already mentioned the main focus for 2024: "Boost efficiency. Ensure success." To what extent do you see INIT as a company that embraces this mission statement?

Currently, every business has to ask itself how it can save on resources while at the same time increase efficiency. The same is true for INIT. There is no doubt that we have been very successful in recent years. However, in order to ensure

What priorities do you intend to focus on in your work as a member of the Board in the future?

One important point is preparing for our growth. To date we have been very successful in the area of ticketing, among other things. In the US alone, we have completed ten major projects. Nonetheless we also need to lay the ­foundations for further growth. Providing software-as-a-service and, in some cases, even managing operational tasks for our customers will play

an important role. This will give rise to new business models that we as a company will need to adapt to.

Let's take a look at the past financial year. How would you sum up performance in 2023?

In its 40th anniversary year, INIT has enjoyed many significant successes. We completed

1. number of important projects, including the final acceptance of a regional, multimedia e-ticketing system in the metropolitan area of the city of Portland, Oregon in North America. In addition, we worked extensively on new major tenders during 2023, the benefits of which we are now seeing in the first quarter of 2024. One example of this is an order for a new fare management system in Atlanta - INIT's most

Why is INIT able to benefit so much from the trends of climate protection and digitalisation?

Because these megatrends will have a major impact on passenger transport and consequently on our industry in the future. Our competitive advantage derives from our understanding

of public transport processes combined with our technical expertise. One example of this is the switch to electric vehicles, something that poses major challenges for transport companies. That's why we support them in managing

future growth, we need to make our processes even more efficient. Digitalisation is also the central starting point here. We need to assess what can be omitted, automated or simplified. Where can interfaces be improved? These are topics that are and will remain important - for us and our clients.

- 6 -	- 7 -

I N I T A C T I V I T Y R E P O R T 2 0 2 3 / 2 4

B O O S T E­ F F I C I E N C Y . E N S U R E S­ U C C E S S .

BOOST

EFFICIENCY.

ENSURE

SUCCESS.

Public transport companies are increasingly confronted with a shortage of ­financial and human resources: more projects have to be managed with low staff levels, the wave of retirements continues and new staff, particularly drivers, is difficult to recruit.

In addition, there is the need to attract more passengers in order

to increase­ the market share of public transport. A key element in the fight against the climate change. The only way to get there is the ­improvement of service quality with limited financial resources.

Fortunately, these challenges can be overcome with the help of technological support - for example, by automating tasks and processes or deploying assistance systems and solutions that make best use of existing infrastructure and resources.

INIT helps public transport companies increase their operational efficiency in the following areas:

• Efficient delivery of services
• Efficient day-to-day operations
• Efficient sales processes
• Efficient introduction of electromobility

- 9 -

I N I T A C T I V I T Y R E P O R T 2 0 2 3 / 2 4

B O O S T ­E F F I C I E N C Y . E N S U R E ­S U C C E S S .

ENSURING SUFFICIENT SPACE FOR PASSENGERS­AT ALL TIMES

Passenger counting sensors are used to determine occupancy rates in vehicles, enabling extra services to be rapidly deployed in the event of unexpectedly high demand.

The services that transport companies offer must be able to adapt quickly to changing passenger flows. This can be achieved in a timely manner with the help of real-time data provided by IRMA 6. This counting sensor from INIT's subsidiary iris detects people and objects as well as

the direction of movement. The data enables occupancy rates to be determined immediately, so that passengers can be directed effectively and vehicles can be deployed based on passenger demand.

The Ludwigslust-Parchim transport company already successfully
uses IRMA6 in conjunction with the passenger counting system	IRMA 6: a new benchmark in passenger
from INIT's subsidiary Derovis to deploy extra trains in the event of	counting and object detection.
a sudden increase in demand. Ü

IDENTIFYING TRAVEL PATTERNS

The Mobile Data Fusion research project focuses on demand­- based service planning.

It will be crucial to invest in infrastructure and to expand transport fleets in the medium term in order to meet an increase in demand. To achieve improvements in the short term, it is vital to make better use of existing infrastructure and networks. This requires more precise knowledge of passenger habits. That's why INIT is collaborating with partners from business, science and public transport on the Mobile Data Fusion research project. The main aim is to identify underlying principles in the way passengers choose their routes. To do this, Bluetooth and Wi-Fi signals from mobile phones are collected, anonymised and compared with existing data. In the future, it will be possible to use the information derived in this way to match services with demand even more effectively and to inform users in real time about occupancy rates on individual trips. The Nordhessische Verkehrsverbund transport assocation is already using the system in 40 of

PLANNED EFFICIENCY GAINS

In the planning phase, an understanding of occupancy rates can help increase efficiency.

Detailed insights into passenger flows can be used early in the planning stage to deliver service as efficiently as possible. Knowledge of occupancy rates on individual lines and trips makes it possible to precisely match frequencies of buses/ trains and vehicle sizes to demand in order to use available resources exactly where they are needed. In the future,

a triple-integrated process will offer

further potential for increasing efficiency,

including not only block and duty planning

in the optimisation process, but also the

timetable itself. For this reason, INIT is

currently funding a scientific project at the

DEMAND-BASED TRANSPORT CUTS COSTS

An integrated system ensures efficient on-demand services and offers control centre staff a quick overview.

"Despite cost pressures, it is possible to offer outstanding­

service by deploying­ resources as ­efficiently as possible."

• Matthias Kühn, Dipl.-Ing. (FH), Chief Operations Officer (COO)

its vehicles as part of the project. Ü

Free University of Berlin. Ü

Passengers also require transport services at off-peak times and in outlying areas. On-demand transport is the most economical way to fulfill this. It comes into its own when it is integrated into the same booking and operations control system as fixed-route services - as is the case with INIT's MOBILE-FLEXon-demand transport solution. The system includes a ­booking and information platform. Drivers receive information via an on-board computer or smartphone. Another advantage: control centre teams retain an overview of the entire range of journeys without having to work on isolated solutions. Customers benefit from intermodal travel chains with scheduled fixed-route and on-demand trips - suggested by the HanseCom frontend app. Ü

SUMMARY

• Determining actual demand
• Making efficient use of resources
• Adapting operation type, schedules and vehicle size to actual demand

EFFICIENT DELIVERY OF SERVICES

Transport companies must meet the increasing expectations of their customers, while at the same time fighting cost pressures and staff shortages. The key is improving service quality. Increasing operational efficiency can create the financial opportunities to make further improvements in service quality. Having a detailed understanding of passenger flows makes this much easier.

- 1 0 -	- 1 1 -

I N I T A C T I V I T Y R E P O R T 2 0 2 3 / 2 4

B O O S T ­E F F I C I E N C Y . E N S U R E ­S U C C E S S .

Working with research partners, INIT is developing a digital dispatching assistant for incident management.

RELIEVING THE BURDEN ON OPERATIONS CONTROL CENTRE STAFF

Research project focuses on artificial intelligence and relieves the burden on dispatchers during stressful situations.

Work in the control center (OCC) can be highly stressful when there are serious disruptions to operations or staff shortages. This situation is set to deteriorate with the upcoming wave of retirements in the sector. For this reason, assistance systems that support staff during stressful situations are gaining importance. INIT is developing a digital dispatching assistant for operations control centres, working with partners in the KARL research project (KI für Arbeit und Lernen in der Region Karlsruhe = AI for working and learning processes in the Karlsruhe region). Using artificial intelligence, the assistant is trained to evaluate dispatching measures used during similar situations in the past. It will suggest dispatching measures that are precisely adapted to the particular situation, for example, the selection of a suitable diversion. Ü

MAKING THINGS EASIER FOR DISPATCHERS

Automation of passenger information and incident management reduces workloads.

It is almost impossible for dispatchers to control operations and operate several passenger information channels at the same time. This is especially true if dispatchers have to operate the information channels manually. This is where the RESPONSEassist system for automated incident management and multi-channel information comes into its own. Ready-made templates help to generate precise passenger information in a largely automated way which can then be distributed to all channels with a single click. In addition, RESPONSEassist integrates the dispatching and operational documentation processes. This means that dispatchers can focus on their core responsibility - incident management. Here too, RESPONSEassist provides a completely new level of support: standard operating procedures provided by forms enable incidents to be processed more efficiently than with conventional methods. Ü

"Our goal is to support employees so they can work as effectively

DEEPENING KNOWLEDGE - INCREASING

EFFICIENT DAY-TO-DAY OPERATIONS

A shortage of skilled workers and a growing workload can lead to an excessive burden on existing staff.

Digital support means that many tasks can be carried out more easily, allowing employees to focus on their core responsibilities.

as possible­ . This is the only way to ensure they can develop the necessary solutions to advance public transport."

• Jörg Munz, Chief Human Resources Officer (CHRO)

SUMMARY

• Assistance systems offer support with substantiated suggestions
• Automation relieves staff of the burden of routine tasks
• Artificial intelligence
  promotes­ faster responses

EFFICIENCY

INIT training videos supplement on­ -site training and help employees get the most from their systems.

1. tried-and-testedtraining programme guarantees efficient use of INIT's systems. In addition to in-person training, INIT now offers additional training videos in both German
   and English. This format enables knowledge to be developed and learning to
   be refreshed as often as required. In addition, the videos allow for more follow- up training sessions which will reduce the need for one-site trainings. Ü

- 1 2 -	- 1 3 -

I N I T A C T I V I T Y R E P O R T 2 0 2 3 / 2 4

IMPLEMENT RAIL REPLACEMENT SERVICES QUICKLY

B O O S T ­E F F I C I E N C Y . E N S U R E ­S U C C E S S .

TAILOR-MADE ASSISTANCE FOR PUBLIC TRANSPORT

Research project develops an algorithm that allows rapid transition to an alternative timetable or diversion plan in the event of serious incidents.

By seeking assistance from external experts, transport companies are preparing for the future and keeping up-to-date with the latest technology.

When incidents occur, dispatchers can assign new blocks to rail vehicles quickly and semi-automatically.

The ADOP research project (Automated Dispatching and Operation

Planning­ for Incident Management) focuses on semi-automated incident­ management. With this project, INIT is intensifying its research efforts in the innovation areas of automation and assistance systems. The project members are developing a specific rail transport algorithm so that replacement service plans are available at short notice in emergencies such as extreme weather conditions. Using real-time position data, new vehicle routes can be automatically generated for rail replacement services, facilitating the fastest possible switch from the regular timetable to the alternative timetable or diversion plan. This ensures that staff in the ­operations control centre receive the best support even in exceptional and highly stressful situations. Ü

Transport companies rely on complex IT systems that have to keep working around the clock and must always be up-to-date. In addition to delivering these systems, INIT assists transport companies with a range of services. INIT's experts have an overview of their customers' overall operational situation, advising them on possible improvements. Various monitoring and maintenance services ensure greater system availability. In the area of reporting and consulting, other services help transport companies to become even more efficient.

In addition, working with IT systems also involves a range of tasks that are not part of a transport company's original remit and therefore do not necessarily have to be carried out by its own employees. In the area of administration, for example, INIT can handle data maintenance or manage fare data and the associated devices. Numerous transport companies around the world already benefit from INIT's operational ­services, enabling them to concentrate on their core business. Ü

RELIABLE GEODATA FOR PLANNING AND OPERATIONS

Routes can be recorded and maps can be updated automatically without separate measurement runs.

Transport companies depend on up-to-date geodata. For example, they need to know the exact coordinates of stops and distances between stations. Until now, this required painstaking measurement runs. The MOBILEsurvey tool makes this much simpler. The required information can be recorded by any vehicle as a part of routine operations, provided it is equipped with an INIT on-board computer. The process can also be documented with conventional GPS trackers or smartphone apps.

Planning teams and operations control centres must be informed about changes to the road network, which is why changes should be quickly incorporated into the maps that are used. MOBILEgisdata makes updates easy. The new application takes updated background and map data from Open Street Map and incorporates it into the planning and operations control system. Ü

COMPREHENSIVE

­SUPPORT FOR DRIVERS

An intuitive operating concept takes driver support to a new level.

The large number of skilled workers who are expected to retire in the next few years makes it even more important to prepare new staff for the job as quickly as possible - especially drivers, who are already desperately needed. Support is provided by INIT's onboard computers and ticket printers. The intuitive operating concept includes, for example, multi-touch functions, such as zoom-in,zoom-out or scrolling through lists with swipe gestures, commonly available in smartphones or tablets. The option to choose between different menu languages (e.g. Czech, Ukrainian, Turkish) is a huge benefit for employees who are not native speakers. An integrated web browser allows various websites to be displayed and, for example, enables drivers to swap leave days and duties, carry out security checks and read messages using the on-board computer. Ü

"How can we work more ­efficiently? This is a common question for every company. We support our ­customers

to achieve their efficiency­ goals with our technology and thorough ­understanding of their ­processes."

• Dr. Marco Ferber, Dipl.-Kfm., Chief Financial Officer (CFO)

SUMMARY

• Semi-automatedincident management
• Automatic collection and updating of geodata
• Wide range of operational services

- 1 4 -	- 1 5 -

I N I T A C T I V I T Y R E P O R T 2 0 2 3 / 2 4

EFFICIENT SALES PROCESSES

Contactless payment by smartphone or credit card benefits passengers and transport companies alike - transport companies avoid expensive cash handling and passengers don't have to figure out the right ticket.

US TRANSPORT OPERATORS DRIVE EFFICIENCY

Metropolitan regions are upgrading their ticketing systems and enabling contactless payments.

A number of key regions in North America rely on INIT for their ticketing systems. Among them is the greater Tampa area in Florida, where passengers now also have the option of paying with their credit card (EMV ticketing) since the transport company expanded their existing INIT system. The aim is to speed up the boarding process and reduce travel times. Passengers benefit from fare capping which means they are automatically charged the lowest possible fare when they alight.

Contactless payment by card or smartphone is now also available on buses in Spokane in ­Washington state. The transport authority introduced the new system in partnership with INIT and its subsidiary HanseCom. However, passengers can still choose to pay with cash or the operator's Connect Card. In February 2024, Atlanta joined the ranks by signing up for INIT's most comprehensive ticketing system with the goal of offering contactless payments during the FIFA World Cup 2026. Ü

EFFICIENT SALES CHANNEL: CONTACTLESS TICKETING

Software-as-a-service simplifies ticket sales.

Paying with cash is cumbersome and time-consuming. The alternative is Ticketing-as-a-Service (TaaS). The INIT solution enables tickets to be purchased by bank or credit card (EMV) and uses software that is operated and developed in the cloud, meaning that applications are always up- to-date. Transport companies do not have to worry about implementation or maintenance. However, they still retain full control of costs, can view ticket sales and evaluate the associated data. In addition, they always have an up-to-date overview of their sales and turnover figures.

EMV ticketing also makes it easier for passengers to buy tickets using one of the payment media that they already carry with them. When getting on and off the bus, their smartphone, smartwatch, bank or credit card is simply held up to a terminal and serves as a ticket. Passengers do not need to familiarise themselves with complex tariff structures, because the system ensures that the lowest price is always charged. There is no need to pre-register. Transport companies can also use INIT's software-as-a-service solution to supplement an existing ticketing system. Ü

B O O S T ­E F F I C I E N C Y . E N S U R E ­S U C C E S S .

"Contactless payment simplifies many transport companies' processes and allows them to engage new customer groups."

• Dr. Jürgen Greschner, Dipl.-Kfm., Chief Sales Officer (CSO)
  and Deputy CEO

DIGITAL SUBSCRIPTION SALES RELIEVES THE BURDEN ON TRANSPORT COMPANIES

Digital subscription sales offer up-to-date customer access and make sales processes more efficient.

Many transport companies use digital subscription solutions from INIT subsidiary HanseCom, ranging from 24/7 subscription self-service to the issuing of subscriptions as mobile tickets. Subscribers can therefore conveniently order and manage their subscriptions themselves and have their subscription tickets downloaded directly to their smartphones, regardless of opening times and business hours. Transport companies save time and money, reduce the burden of administrative tasks and enable their service centres to devote more time to their main task - advising customers. Ü

SUMMARY

• Contactless payment reduces costly cash handling
• EMV ticketing simplifies ticket access, even for occasional passengers
• Lean cloud solution, can also be implemented in a multi-channel strategy
• Subscription self-administration relieves transport companies' administrative tasks

- 1 6 -	- 1 7 -