40th Anniversary Book 10.5x13.5 FINAL

Celebrating 40 years of Moving People

2013

1973 | 2013 Celebrating 40 years of moving people

40 Years in business 40+ APMs designed & installed 40+ Airport clients worldwide 40% Increase in rail transit

IN+MOTION │ 40 th Anniversary Issue │ june 2013

Board of Directors

Philip Castellana

Huy Huynh, P.E. Harley Moore

Robert (Rod) Falvey, P.E.

Mona Hayford

Diane Woodend Jones, AIA, AICP, LEED AP

An Introduction from our President

When they wanted to retire, the founders of Lea+Elliott, Inc. could easily have sold our firm to an outside company for a tidy profit. Instead, they found a way to pass Lea+Elliott on to its employees by adopting an Employee Stock Ownership Program (ESOP). I have always been grateful for that; and as we celebrate our 40th year, I feel, more than ever, the importance of maintaining that legacy to pass on to future leaders. Our future looks strong. Since our 35th anniversary, we have doubled our total revenue. By improving communication between regional directors, we have become more efficient in balancing our workload and have improved our productivity. Spreading our work among our staff throughout the world and over various markets has helped us to flourish. So, where do we go from here? To start with: more of the same. Our core business is Automated People Movers (APMs) and our leadership in this niche market is one that we will always maintain. Applying our core values of client focus, objectivity and innovation, we have expanded this expertise to other forms of transit. In our strategic planning process, we are looking at strategic alliances, green initiatives in transit planning, innovative financing… so many avenues to explore. Our planning may lead us to something totally unexpected, but one thing is certain: we are primed for whatever may come. I hope you enjoy reading our 40th anniversary edition of In+Motion. Part of the goal of the magazine is to celebrate our long history; another goal is to capture our history as a reference and teaching tool for our future leaders. Hopefully, our rich past will guide us into a bright future. You’ll notice many references to corporate culture in the employee quotes. It is truly a founding cornerstone of our company and the thing we hold closely in shaping our future. Thanks to everyone who has made Lea+Elliott such a great place to work!

Jack Norton, President & CEO

Editorial Board Steve Perliss, Principal

Managing Editors Linda Mastaglio, Thoughts, Words & Images Crystal Oczkowski

Editor-in-Chief Leontyne Mbele-Mbong

Erica Brown Craig Elliott

Jack Norton, President & CEO

Graphic Design Crystal Oczkowski

1.

2.

5.

PHX SkyTrain™ Image courtesy of the City of Phoenix

3.

4.

Clockwise from top left: 1. BART Oakland Airport Connector 2. Princess Nora University, Riyadh (courtesy of Dar Al-Handasah (Shair and Partners)) 3. SFO AirTrain (courtesy of Bombardier) 4. San Francisco MUNI LRT 5. MIA Mover (courtesy of MDAD) Cover Image: IAD AeroTrain

1.

“We’re a small- to medium-sized firm, but we’re actually big in the automated transit area. Big companies have a lot of resources; but it comes down to the people, not just the fact that you’re a big company—and our people do a fantastic job.” Jack Norton| President / CEO

2.

In this issue...

Being Lea+Elliott What We Do 9 Moving Forward 15

Becoming Lea+Elliott The Founding 1 What We Believe 5

3.

4.

Celebrating 40 years of moving people

From top to bottom: 1. MIA North Terminal (courtesy of MDAD) 2. Miami AirportLink Metrorail Station (courtsey of Perez & Perez Architects) 3. ATL MHJIT Plane Train 4. DFW Airport

Becoming Lea+Elliott The Founding

N.D. Lea & Associates After 12 years at NASA, Chuck Elms felt it was time to move on and devote himself to transportation technology. He put out his résumé and received a call from Norman Lea who had a company in Canada called N.D. Lea & Assoc., Ltd. They had come in contact before for a rapid transit project, so they knew of each other. Norman woke him early one Saturday to invite him up to Ottawa for an interview. On the spot, he offered Chuck a job. Not being prepared to relocate to Canada, however, Chuck declined; but Norm called him again in August 1973 and offered to start a business with him in the United States. This was a more intriguing proposition. Thus was born the non-profit N.D. Lea Transportation Research Corporation, which would publish a compendium of new technology in public transit. From Huntsville, Ala., they published the first compendium and sold 1,000 subscriptions. While everyone from the KGB to the CIA bought it, the income wasn’t enough to cover expenses. In addition, they couldn’t keep their non- profit status if they were going to do consulting work. So in 1973 they formed N.D. Lea & Assoc., Inc. as a subsidiary of the Canadian company N.D. Lea & Assoc., Ltd. Chuck quickly realized that, with the federal government as their major client, they would be wise to relocate to Washington, D.C. Having

subsisted for four years in Huntsville on a $20,000 line of credit and just enough work to keep afloat, the three proud controlling partners of N.D. Lea & Assoc., Inc., Chuck, Wolfgang Bamberg and Herbert Teumer, loaded up a U-Haul and headed off to the Bandit Beltway just outside Washington, D.C., eventually settling in Chantilly, Va. The credibility of the Compendium, coupled with their personal relationships with key officials in the U.S. Department of Transportation (DOT) led to successful bids on major contracts. N.D. Lea & Assoc., Inc. (NDL) was off and running. Dennis Elliott & Associates, Inc. Upon completion of the huge Airtrans project at Dallas/Fort Worth International Airport (DFW), Dennis Elliott was looking for new challenges. Having gained valuable experience working on one of the first airport APMs, he hoped to market his knowledge as a people mover consultant. The opportunity for this transition occurred courtesy of the Federal Transit Administration, then known as the Urban Mass Transportation

“We were ready at the forefront, at the infancy of APMs. We could jump in there and do it.” Chuck Elms | Founder

1

“It was a leap of faith for all of us.” Dennis Elliott | Founder

Lea+Elliott Founders and early Principals circa 1990 from left to right: Charles (Chuck) Elms, Wolfgang Bamberg, Don Ochsner, William (Bill) Leder, Norman Lea, Karl Berger, Philip Castellana, Harley Moore, and Dennis Elliott

2

Administration (UMTA). UMTA provided funding for Airtrans and wanted to obtain system reliability data as a means of promoting this new transport mode. Seeing the opportunity to segue into consulting, Dennis resigned from DFW and began harvesting Airtrans data for UMTA. Boxes of information, stacked nearly to the ceiling in a warehouse, housed meticulous records and logs kept by the Airtrans operator, LTV. The information UMTA was seeking was there, hidden deep in the data. The work allowed Dennis to establish a foothold as a new consultant while looking for additional work. Soon, another opportunity arose. Braniff Airways, then the largest carrier at DFW, began an ambitious expansion program: adding new routes and airplanes and a new, rooftop people mover within their terminal. Being selected to design this new system, provided Dennis the revenue and security to invite others to join his budding firm. Don Ochsner and Harley Moore came on board, both of whom had worked with Dennis on the DFW Airtrans project. “It was a huge leap of faith for all of us,” said Dennis. Assuming that the new firm could survive on the Braniff work while establishing a reputation and bringing in new assignments, Don and Harley moved to Dallas. But things didn’t work out as planned. Just a few months into the project, Braniff fell on hard times and cancelled the project, leaving nothing but a big hole in the ground where their new terminal building was to be built. “Suddenly we were in danger of seeing our dream die,” Dennis recalls. Having hired two additional engineers (Andy Wetzel and Wade Scott) and an office manager (Betty Wethington), the small firm scrambled to get new work. Thankfully, the contracts did come in, the crisis was averted, and Dennis Elliott & Associates, Inc. (DEA) continued to grow.

Dallas/Fort Worth International Airport Airtrains (1973)

Lea+Elliott, Inc. So there they were, these two companies, striving to grow and expand as experts in automated transit. DEA worked predominantly on airport people movers and NDL worked predominantly on urban people movers: both firms could sense that competition was inevitable. Rather than pursuing that course, Dennis Elliott and Chuck Elms decided to pool resources and work together. The first opportunity to do so arose with the advent of the Downtown People Mover program sponsored by the UMTA . They first worked as co-subcontractors on the Miami and Detroit Downtown People Mover projects—two of the first federally funded urban automated transit systems. Working side-by-side, the engineers of the two companies found they enjoyed collaborating. More importantly, they realized that both companies had equally high ethical and professional standards. With much to gain strategically, it just made sense to join forces. Pooling their experience and their expert staff allowed the merged company to become a leader in automated transit—a leadership position that Lea+Elliott has maintained to this day. The new field of transit automation was fast- moving and challenging, but the Lea+Elliott staff met it with intelligence, curiosity, and a sense of

3

adventure. Safety standards from the rail industry had to be adapted and applied to assure passenger safety. Lea+Elliott was instrumental in developing the design standards for automated transit systems, standards still in use today. As in any emerging industry, the first systems installed ran into challenges for which solutions had to be discovered and developed. Lea+Elliott staff were there to sort out problems as they arose and were able to take lessons learned and apply them to subsequent projects. An ingenious and enterprising spirit was, and remains, the cornerstone of the company. In the early, formative atmosphere was born the determination to always find the best solution for the client. In order for our work to be both credible and accepted, solutions had to work for all parties involved: owners, suppliers and the public. Thus was born our long-standing company policy of declining to work for any supplier. By remaining entirely independent and unbiased, we are able to provide our clients the most trustworthy, objective advice. The days of scrambling to get work taught our founders that the way to a client’s heart was simply to do top quality work, keep promises, and see that their needs were met. Lea+Elliott is now a mature, thriving company, widely recognized as a world leader in transit automation. Although transit automation was an emerging technology, starting before the advent of computers, it has since become ubiquitous; and Lea+Elliott has seen it through every step of the way. Other companies that began in the industry have since turned to other activities, but with innovation, open- mindedness and flexibility, Lea+Elliott has grown with it and helped mold it into what it is today. After years of toil and uncertainty, having invested, in some cases, every cent they had, seven people formed a relationship that has influenced the world.

Founder, Senior Principal Harley Moore

“In 1978 ,” Harley recalls, “DFW gave Dennis Elliott what was then a huge contract to manage the Airtrans expansion. In October, I went to see him and he said, ‘I’d like you to join me.’ It still gives me goose bumps to think about that. It was an offer I couldn’t refuse.” Thirty-five years later, Harley is the last founder still working at Lea+Elliott. He is kept invigorated by the work and by his Lea+Elliott colleagues. “It’s a lot of fun and I get to travel,” he quips, “including to all 14 APM conferences and many interesting project sites.” In recent years, he has welcomed the challenge of working with many different clients, particularly those international clients who have a very different approach to business and doing work. “The basic work we do, we know well,” he says. “Making that work in those different business climates is pretty exciting stuff.”

“We stayed on through the rough patch because it was exciting! We knew what

needed to be done.” Don Ochsner| Founder

4

Becoming Lea+Elliott What We Believe

Committed Professionals Collaborating for Success

empowered and satisfied: finishing projects with the confidence that they have made an important contribution. This collegial atmosphere is what we capitalize on. We have regional offices and, with the fluctuation of project work, staff in some regions may be very busy while staff in other regions have a lighter workload. In the same way that we share our knowledge, regional directors share their staff. If you need someone to work on your project in Phoenix, it’s not a problem. We may just bring in a project engineer from the LA office, a principal from the Miami office, or a senior engineer from the Pittsburgh office. This is one way we have been able—without a significant addition of staff—to substantially increase our project workload, despite years of recession in the U.S. economy and a global economic downturn.

When you talk to one of our founding members, long-timers or principals about Lea+Elliott, chances are they will mention our corporate culture: the collegial atmosphere. When Lea+Elliott was getting started the automated people mover industry was inceptive— everyone was learning. Lea+Elliott hired people who knew a lot about specific areas of system design and technology and they all worked together to understand the broad scope of what was required. This was not a work place where each person jealously guarded their knowledge. Rather, it was a collaborative culture, where there was no compartmentalizing: everyone shared knowledge, offering help in words and deeds, and everyone pitched in where needed. The same culture and values remain today. Our staff feels the entrepreneurial spirit and is gratified to know that the contributions they make are going right to the bottom line: as an employee-owned company, we sink or swim together. We believe that personal and professional gratifications are the greatest motivators. At Lea+Elliott, you’re given a lot of responsibility— but there is always someone there to support you, ask if you have considered various aspects or options, and help guide you to the best conclusion. This process aims at making employees feel

“I consider my role in establishing the ESOP as a significant contribution, enabling the company to fund the buy-out of a majority of the original owners and allowing us to remain independent.” Philip Castellana | Principal, Former President

5

Another piece of our corporate ethos that clients openly appreciate is our integrity. We don’t make empty promises. We maintain a balance between the expectations of the client, the needs of the supplier, and the good of the company—all for the benefit of the passengers and the industry. Our role is the planning of a transit or people mover system and verifying that all the requirements are in the specifications to ensure that nothing slips through the cracks. That means being empathetic to the supplier, while ensuring that the clients get what they paid for: a safe, reliable system.

Regional Director Steve Perliss, P.E. | West Region

After arriving in Hawaii without a job, Steve was hired by Chuck Elms and Bill Leder, though he knew nothing about automated transit or APMs. Undaunted, Steve put his leadership skills to work: skills he’d honed during seven years at Hewlett-Packard. When he started with Lea+Elliott, he was working in Honolulu on two projects that were supposed to last for decades, but the financing fell through for both of them. This brought home the importance of always bringing in work to keep the company going. So, when an opening in business development became available, he went after it. Steve relishes the opportunity to get to know the clients and respond to their needs, whether by traveling to meet with them and listening to their concerns, or by managing staff with fellow regional directors to ensure that the right people are available to address those concerns. “I miss the technical aspects of working on a project,” he says, “but that’s not what I should be doing: my role is to open the door for other people to walk through.”

“The key to our success has always been our dedicated personnel. Our employee longevity and loyalty is the highest in the industry. We talk about our corporate culture—it’s really the corporate culture that has been the very basis of our success.” David Casselman | Principal

Lea+Elliott Miami staff

6

“Lea+Elliott was instrumental in coordinating the collaboration of all disciplines while making the Owner’s original concept become reality. Their ability to balance the Owner’s technical program and schedule along with coordinating the interaction of three general contractors was the keystone to the success of this project.” Brian Packer | Director of Design and Construction, Las Vegas CityCenter APM “Lea+Elliott has provided a unique opportunity for our staff to work on real and useful projects throughout the entire life cycle from the planning stages through procurement, implementation, commissioning, operation maintenance, and ultimately renovation.” Rod Falvey | Principal

“We have clients who we worked for 40 years ago and who we still work for today. Contract after contract, year after year, these kinds of relationships are the cornerstone of

our firm.” Huy Huynh| Principal

Scott Kutchins, P.E., Senior Associate Image courtesy of Robert Hernandez

7

Lea+Elliott Washington, D.C. staff

Regional Director David Casselman, AIA| Central Region

As DFW Airport’s project manager leading the first terminal expansion program in 1979, Dave’s office was literally next door to the Dennis Elliott & Assoc. (DEA) office. They were the consultant responsible for designing the expansion of the Airtrans system. Later, in 1988, after DEA was selected for the planning, design, and implementation of the new Denver Airport AGTS, Dennis called Dave and invited him to join the firm. Dave brought to the company the broad perspective of airport program management, as well as specialized airport- and transit-facilities expertise. Dave’s skills were well received by our clients, our prime consultants, and other subconsultants because he could see the context beyond just the APM portion of a project. Dave takes the long view on most things. He considers one of Lea+Elliott’s greatest attributes to be “the growth of staff into newer and bigger roles.” He speaks with pride of watching young project engineers take over projects and grow into principals. As regional director, he ensures that happens by providing as many opportunities as possible. He

goes beyond giving an assignment, taking the time to explain the “why” behind the task. He says things like, “Why do we put these elements in a proposal? Look at it from the clients’ angle; what do they expect to see? Find the solution that’s best for the client, and it will also be good for the company.” The process he espouses is used in everything we do: be it proposals, approaches to projects, design, or documentation.

8

Being Lea+Elliott

What We Do

Lea+Elliott Project Locations

Moving people is what we do, all the time, around the world. It isn’t a branch of our company—it is our company. 40 years, 40+ airports, 40+ APMs! With that experience behind us, just imagine what our future holds! Our ability to learn our clients’ needs, and where we fit into their overall visions, has carried over from airport settings to university campuses, city bus systems, and large rail projects in North America. From the time a transportation system is just a vision in a client’s dreams to the proud moment when the first passengers board, our architects, engineers, and planners work in concert to solve technical problems, bringing their varied

perspectives together to create exceptional results. This is reflected in the reminiscences of one of our clients, Stephan Smith of Metropolitan Washington Airports Authority: “I remember the patience and professionalism that so many displayed nearly 16 years ago when a Continental Airlines Facility Manager called Lea+Elliott and said ‘come to Houston’. Dave Casselman and Curtis Newton were down shortly and we started on the Houston system. I particularly remember when I flew to Arlington to get ‘APM 101’ from the team. Dennis was working on specifications! Continental’s specs! What always impressed me was that inability of the senior Lea+Elliott team to get out of the nuts and bolts.”

9

“Lea+Elliott has provided tremendous leadership throughout all phases of the DFW APM project from the initial planning through procurement and now during implementation. They are a team player and valuable member of the Airport Development Team.” R. Clay Paslay | Former Executive Vice President Airport Development, Dallas/Fort Worth International Airport

We Add Value and Save Clients Money Lea+Elliott helps save clients money at every phase of the project by planning ahead to avoid the surprises that may lead to increased costs. During planning, it’s a matter of coming up with the right solution for the client’s core needs, identifying what is essential and what can be put on the wish list, and preparing thorough cost- benefit analyses. During the procurement phase, it is a matter of identifying risks and potential ways to mitigate them. It is developing procurement documents that foster competitive procurement and advising clients on contract negotiations that fairly allocate risks and costs. During the implementation phase, it is a matter of overseeing the contractors, proactively identifying schedule and budget impacts. It is identifying policy decisions and actions the client might take to proactively minimize risks. It is serving as technical and strategic advisors evaluating the contractors’ work for potential value engineering support and helping them perform their work in a timely and budget- conscious manner. Good planning saves time. Saving time saves money…and we are good planners! “Philosophically, I was more interested in targets than weapons. Most mechanical engineers were going to work for big defense contractors. I wanted to build something more positive for the world.” Ron Sheahan | Principal

DFW Airport Skylink Image courtesy of DFW Airport

10

Planning Planning is the high-level view of a project, providing the clients with all the information they need to decide on their next course of action. It’s the draft that may be shelved or revised or used as the foundation for the next phase. Rarely does a transit project involve just a transportation system. It is almost always part of a bigger project, like the building of a new airport or terminal. Each requires considerations that go well beyond which type of vehicle or system to install. Lea+Elliott is keenly aware of the challenges attached to a project under consideration at a busy airport or through a busy city. While we have remained a company focused on APMs, we know how to make transit systems fit into and work within the overall parameters of a site, dovetailing it seamlessly into a client’s over-arching, long-term plan.

Regional Director David Little, AICP | East Region

David Little is a planner in a sea of engineers who brings the invaluable service of bridging the gap as projects go from the conceptual/planning level into preliminary engineering. If Lea+Elliott’s work is like a relay race, David’s part is the first leg; and then—as a project

moves forward—he hands off the baton to the runner who will take the project to the next level—detailed design and engineering. David gets excited at the prospect of getting the clients to thoroughly communicate their needs. “Each new client has his or her own set of goals and objectives,” he says. “I have to quickly and fully understand those and translate them into the passenger mobility environment so we can give answers and ideas that clients can use—that has been a great experience.” “If we do our job well and at the end of the evaluation the client says ‘You really helped us get the right answer here’ — that’s success.” David Little

Client Focused.

11

Lea+Elliott San Francisco staff

Preliminary Engineering

Our innovations matter.

PHX Sky Train™ Image courtesy of the City of Phoenix

Preliminary Engineering is often a matter of problem-solving. We must come up with the solution that will satisfy all the goals and objectives of all stakeholders. Phoenix Sky Harbor International Airport’s Sky Train™ presented quite a geometric challenge. It had to avoid a canal, pass under railroad tracks, fly over an access road, squeeze between two parking garages, make a sharp turn, climb over a taxiway, and drop back down almost to grade. And, yes, we did say, climb over a taxiway—something never tried before. An original thought had been to go under the central terminal area, but that would have meant too deep a tunnel. Next came the idea of going under the taxiway, but that would have meant too long a tunnel. Then came the notion of going over the taxiway. That idea had to be presented to the air traffic control tower, and when they had agreed that it would not obstruct their view, it had to be approved by the FAA. Lea+Elliott began working on the alignment for the PHX Sky Train™ in 1985. Through all the iterations, we were there to make sure that no matter how many twists and turns and ups and downs the train was going to make, the riders would have a smooth and comfortable experience. We supported analyses that got the novel concept of a taxiway flyover approved by the FAA. We came up with the specifications for the type of system that met all the client’s requirements. We developed composite criteria—non-existent until now—for multiple train types, to make sure that the performance specifications and ride comfort requirements would be met on this relative roller coaster ride. We never say never; we just come up with the solution!

“One of our strongest attributes has been that once we engage with a client, we become vital to them. And I think this

success has been the result of all the hard work put in by my fellow employees.” John Kennedy | Principal

12

Procurement Unbiased Recommendations Design-build-operate-maintain (DBOM). Starting with the Miami Downtown Metromover project in the 1980s, we have bettered the DBOM process, adapting it to the unique needs of the automated transit industry—and our concepts and approach have now become the industry standard. It is not a one size fits all approach, however. While the DBOM process offers advantages such as optimized life-cycle costs, sometimes the client’s strategy may lead us to other alternate approaches such as design-bid- build or multiple procurement packages. Clients may even require assistance in developing such innovative financing approaches as private-public partnerships. In all cases, our priority is to listen and respond to the client’s goals and objectives. Working with their

Regional Director Sanjeev Shah, P.E., J.D. | Southeast Region

When Sanjeev was invited to join Lea+Elliott he had an excellent opportunity to buy into another firm—an infrastructure design firm. Weighing his two options, he decided he would rather join a firm that was providing innovative solutions to many of

the infrastructure problems we face, and an opportunity to apply his professional skills to the most personally satisfying work. He never looked back. Recognizing that legal considerations often influence the technical project, he returned to college and earned his J.D. Figuring we have the technical aspect covered, the question was “how can we help the client with a value add?” The answer: bridge the gap between the legal and technical aspects of a project— from strategic development, risk management, procurement processes all the way through negotiations and implementation. He relishes this enhanced ability to help clients, and takes personal satisfaction in being part of a team that seeks to solve challenges, one challenge at a time.

WVU Morgantown PRT Image courtesy of WVU

13

“Our specifications are unique and can be adapted and applied to each situation without precluding one technology over another; so everyone is on a level playing field.” Steve Perliss | Principal financial, legal and procurement staff, we develop the contract and procurement documents and evaluation criteria that best serve their objectives. The key goals are to foster competitive procurement while minimizing risks. This we accomplish through proactive risk identification, allocation and mitigation; and by developing fair evaluation standards, and remaining unbiased. Thus we earn and maintain the client’s and the industry’s trust.

Implementation Vigilant Oversight

Identify, assess, verify, validate. That is what we do on the client’s behalf to ensure that the performance specifications, and operational and maintenance requirements, both contractual and internal, are met. We oversee and review design documentation, analyses, inspections, tests, and demonstrations. It’s a lot of work. Our goal in the implementation phase is to ensure the clients get what they need. Our duties may involve traveling to Italy to see if the vehicle passes its fire test; walking up and down the transit route making sure the guideway columns are in correctly; or coordinating between the facilities’ contractor and the system supplier to determine who is responsible for drilling the holes needed on the station platform for the automatic platform doors. In brief, we make sure that everyone is doing what they said they were going to do, what they were contracted to do, at the price they agreed to, so that the client may proudly and confidently open the system to the public.

Metrorail’s Silver Line - the Dulles International Airport Extension Image courtesy of Metropolitan Washington Airports Authority

14

14

Being Lea+Elliott Moving Forward

“Our ideas about the future of transportation haven’t changed much since The Jetsons aired in the 1960s,” says futurist Ed Finn, director of the Center for Science and the Imagination at Arizona State University: “ it’s still flying cars and floating modern cities.” When Dennis Elliott and Chuck Elms first started in the APM industry, automated transportation systems were almost that futuristic: a technology that came from the aerospace industry, which visionaries were just beginning to apply in civilian settings. The idea of moving people short distances in small, driverless vehicles was in its infancy. Lea+Elliott was there at the beginning: creating some of the specifications, adapting regulations from aerospace, working through the kinks, and watching a budding technology flourish into the almost ubiquitous technology it is today. Airport APMs took off—and Lea+Elliott has worked on two thirds of those currently in service, including the largest airport APM in the world. We worked on the only personal rapid transit (PRT) system in operation in the 1970s—the Morgantown PRT, and we have continued to help keep that system updated and improved ever since it opened. We turned the future into the present. Automated transportation began in the United States and has since spread around the

world; and we travel with it. While we began providing services in the United States, 30% of our revenue is now derived from international projects. Automation began on airport APMs and has since spread to other modes of transit, and so have we. While we started as a company working predominantly on airport APMs, over 30% of our revenue now comes from rail transit projects. In fact, today, we are working on the two largest transit projects in the United States: Honolulu Rail Transit and the Dulles Corridor Metrorail projects. The automated transportation industry has come so far in the past 40 years, and we have stayed ahead of the curve. A flexible company, we easily adapt to the changing dynamics of the global market. So where do we go from here? How we talk about the future of transportation has changed over the years: Transportation

“Customers are focused on making improvement to their infrastructure. Because of our expertise, we can help them—not by taking over their role, but by giving them good advice that will inform their policy decisions, enabling them to make better decisions for their markets and countries.” Sanjeev Shah | Principal, Regional Director

15

Las Vegas CityCenter APM Image courtesy of Doppelmayr

alternatives are now enmeshed in discussions of urban planning, global resources, sustainability, public health, walkability, and alternative or new methods of financing. We see in such discussions that the need and application for new automated transit systems will continue to grow—and with it, opportunities for us to remain at the leading edge of the industry. Our understanding of what constitutes a safe and comfortable ride for the passenger, our in-depth knowledge of automated technologies and the integration of transportation systems in dynamic environments—all of these are very adaptable to any new markets that may develop. While our clients around the world are navigating their specific issues, our multi-disciplined staff stand beside them as their technical and strategic advisors. Any number of innovations may come along in the next 40 years. The question on a client’s mind may be, “How do we know that this system is a viable option for us? What are the risks if we invest in new system concepts?” Lea+Elliott answers

those questions through research, expertise, and a keen eye on protecting each client’s interests. This is achieved partly through our performance specifications—those very specifications we wrote as automated transit came into being and which have evolved with the industry; through our continuous relationships with regulatory agencies; and through our participation on the National Fire Protection Association, and on APM, rail, and other transit system standards committees, which establish safety and performance requirements. Our staff is always working on ways to assess and regulate new technologies. In this way, Lea+Elliott remains open to suppliers’ innovations and the emergence of new ideas in transit. Who knows where the transit industry may go; what miracles of ingenuity in automated transportation—like that flying car—may become reality; but no matter where we’re going, Lea+Elliott has the knowledge, the technical expertise and the passion to take transit clients anywhere they want and need to go.

16

A Conclusion from our Chairman

Lea+Elliott’s success is largely due to our intellectual capital, our long legacy of excellence and our enduring culture of mutual respect, cooperation and collaboration. Our Board is actively engaged in defining the mission and vision for the future of the company that is consistent with our core values and establishing and refining policies that support our collective goals. We are committed to an on-going process of planning for the future through our Strategic Planning initiatives. Consistent with our culture of collaboration, the strategic planning process is designed to provide opportunities for all of our employees to have a voice and take ownership in the company. This creative and inclusive process keeps the ideas current and fresh while providing our employees the opportunity to be involved in shaping the future of the company. We don’t just let things happen to us, we make change happen! Much of Lea+Elliott’s business success is our knowledge of automated systems as it relates to moving people. The future possibilities related to the science of moving people are vast. With the current trend toward more people choosing to live in urban environments, as well as considerations such as the aging demographics, the need and application for automated and autonomous systems will continue to grow. We believe our market niche will continue to be a sustainable business model and will provide an excellent platform for remaining on the leading edge of the industry as new technologies emerge. Our understanding of the complexity of human perception as it relates to level of service issues and the importance of passenger safety and reliability of transportation systems, our in-depth knowledge of automated technologies coupled with the expertise of our multi-disciplined staff in managing the complexities of integrating transportation systems in dynamic environments (physically, politically and commercially) are very adaptable as the new markets develop. Whatever the future may hold, Lea+Elliott will continue to embrace innovation in transportation. It is with pride in who we are and how far we have come, that we look forward to helping shape the next 40 years of automated transportation.

Diane Woodend Jones, AIA, AICP, LEED AP Chairman of the Board

17

Lea+Elliott extends our heartfelt thanks to the authorities, agencies and developers for whom we have worked through the years.

Aeroporti di Roma Aeropuertos Españoles y Navegación Aérea Airport Authority of Hong Kong Airport Cooperative Research Program Airports of Thailand Allegheny Conference / Allegheny County Economic Development Amsterdam Airport Schiphol Amtrak Architect of the Capitol Bay Area Rapid Transit District British Airports Authority British Columbia Ministry of Transportation & Infrastructure Broward County Calgary Airport Authority California High Speed Rail Authority Caltrain Capital Corridor Joint Powers Authority Case Western Reserve University Central Puget Sound Regional Transit Authority

New York Metropolitan Transportation Authority Orange County Transportation Authority Port Authority of Allegheny County Port Authority of New York and New Jersey Port of Long Beach Port of Portland Port of Seattle Qatar Railways Company Qatari Diar Real Estate Company Regional Transportation Commission of Southern Nevada Sacramento County Airport Systems Salt Lake City Corporation Salt Lake City Department of Airports San Diego County Regional Airport Authority San Diego Metropolitan Transit Development Board San Francisco International Airport San Francisco Municipal Transportation Agency Santa Clara Valley Transportation Authority Seattle Monorail Project Shanghai Pudong International Airport Southern California Association of Governments State of Hawaii, Department of Transportation Tennessee Department of Transportation Toronto Transit Commission Transportation Research Board U.S. Department of State U.S. Virgin Islands Department of Public Works University of Michigan Valley Metro Rail, Inc. Vancouver International Airport Vietnam Railways Virginia Department of Rail and Public Transportation Washington Metropolitan Area Transit Authority West Virginia University Wilmington Area Planning Council

Florida Department of Transportation Fort Worth Transportation Authority (The T) Ft. Lauderdale Downtown Development Authority General Authority of Civil Aviation of the Kingdom of Saudi Arabia Georgia Regional Transit Authority Government of Dubai Department of Civil Aviation Government of the State of Qatar Greater Orlando Aviation Authority Guangzhou Baiyun International Airport Co. Ltd Hartsfield Jackson Atlanta International Airport Harvard University Hillsborough County Aviation Authority Hilton Hotels Corporation Honolulu Authority for Rapid Transportation Houston Airport System Incheon International Airport Cooperation Jacksonville Transportation Authority Los Angeles County Metropolitan Transportation Authority (METRO) Los Angeles World Airports Malaysia Airports (Sepang) SDN BHD Maryland Aviation Administration Maryland Department of Transportation Masachussetts Bay Transportation Authority Metrolinx Metropolitan Washington Airports Authority MGM Mirage

Changi Airport Group Pte Ltd Charlotte Area Transit System Chicago Department of Aviation City and County of Denver City of Anaheim

City of Atlanta City of Dallas City of Edmonton City of Irvine City of Mountain View

City of Phoenix City of San Jose City of St. Petersburg Civil Aviation Authority of Singapore Clark County Airport Authority Dallas County Utility and Reclamation District Dallas/Fort Worth International Airport Detroit Transportation Corporation Dubai Airports Dublin Airport Authority Duke University Medical Center Federal Transit Administration / UMTA

Miami Dade Aviation Department Miami Dade Parks and Recreation Miami Dade Transit

Miami Valley Regional Transit Authority Minnapolis-St.Paul Metropolitan Airports Commission National Park Service New Doha International Airport Steering Committee

“We moved you yesterday. We move you today. We’ll move you tomorrow.”

Offices

Atlanta 1255 South Loop Road Atlanta, Georgia 30337 404.216.2230

Orlando 7345 West Sand Lake Road, Suite 214 Orlando, Florida 32819 407.264.0783

Chicago 2140 Mulberry Drive West Chicago, Illinois 60185 630.562.9407

Phoenix 500 South 24th Street Phoenix, Arizona 85034 602.683.3825

Dallas/Fort Worth 2505 N. State HWY 360, Suite 750 Grand Prairie, Texas 75050 972.890.9800

Pittsburgh 800 Vinial Street, Suite B307 Pittsburgh, Pennsylvania 15212 412.321.4300 San Francisco 101 Montgomery Street, Suite 1750 San Francisco, California 94104 415.908.6450 Washington, D.C. 44965 Aviation Drive, Suite 290 Dulles, Virginia 20166 703.968.7883

Denver 2149 South Joliet Court Aurora, Colorado 80014 303.755.2755

Los Angeles 17871 Park Plaza Drive, Suite 175 Cerritos, California 90703 562.403.8800 Miami 5200 Blue Lagoon Drive, Suite 250 Miami, Florida 33126 305.500.9390 Newark One Gateway Center, Suite 2600 Newark, New Jersey 07102 908.963.6420

LEA ELLIOTT LIMITED Hong Kong 13/F Pico Tower 66 Gloucester Road Wan Chai Hong Kong

leaelliott.com