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TORONTO
Transforming Infrastructure
Performance Summit
by John Tenpenny
(L to R) Omar Alghabra, vice president, Public Infrastructure Canada, Bechtel; Stephanie Davies, chief capital
officer, TTC; and Michael Lindsay, president and CEO, Metrolinx.
AS THE GREATER TORONTO AREA (GTA) undergoes a historical infrastructure expansion,
regional transit leaders are shifting focus
from construction price tags to long-term
operational success.
During a panel discussion on the future of
GTA mobility, at the Transforming Infrastructure Performance Summit in Toronto,
Metrolinx president and CEO Michael
Lindsay and Stephanie Davies, chief captial
o昀케cer at the TTC shared insights into how
performance metrics, technological innovation, and disruption management will de昀椀ne
the next decade of transit.
Hosted by Bentley Systems’ Infrastructure
Policy Advancement initiative, in partnership with The Future of Infrastructure
Group, the Institution of Civil Engineers,
and Microsoft, the summit brought together
leaders, policymakers, and innovators to
address Canada’s most critical infrastructure
challenges.
Rede昀椀ning long-term success
Transit investments across the region have
surpassed $100 billion, but both panelists
emphasized that 昀椀nancial expenditure is not
a measure of success. Instead, success will be
RENEWCANADA.NET
judged by the tangible, daily bene昀椀ts delivered to commuters.
Lindsay highlighted intermodal connectivity as the primary benchmark. Modern
transit must move people seamlessly
between distinct districts through key integration hubs like East Harbour, Whitby,
Mount Dennis, and the Ontario Line. He
pointed to the Eglinton Crosstown LRT as
an example of this network approach in
action, facilitating transfers between GO
Transit and the TTC to move upwards of
75,000 riders daily.
“[It has a] huge amount of promise for
intentionally moving people from district
to district across the network, and when it
does so e昀昀ectively, I think that’s how we’ll be
judged 10 years from now,” said Lindsay.
Davies reinforced that true success occurs
when transit becomes the reliable, expected
norm for an expanding region. To achieve
this, transit authorities must integrate
massive expansion projects with consistent
“state of good repair” programs to guarantee long-term network resilience. Modern
performance standards also require listening
directly to passengers; during recent FIFA
events, targeted transit priority measures
and clear communication tools—like e-paper
displays at streetcar stops—helped the TTC
achieve a 92 per cent customer satisfaction
rating.
“I think it’s really re-evaluating how
people want to access our system and our
network and making sure that we bring
innovative solutions to do that,” said Davies.
Harnessing technology for safety and
e昀케ciency
Integrating data and new technology is
critical to optimizing existing assets while
expanding the footprint. Davies noted that
agencies are deploying drones for structural
condition assessments, utilizing software
like Maximo for asset management, and
exploring “digital twins” to simulate service
disruptions before they occur in real time.
Addressing core infrastructure needs
remains equally vital. Lindsay underscored
the urgency of foundational safety upgrades,
such as positive train control, across a network that serves 340,000 daily passengers.
He also highlighted the potential of targeted
AI, citing a CCTV algorithm deployed at
Exhibition Station during major events to
streamline Presto card tap-o昀昀s and manage
crowd 昀氀ow.
Additionally, network electri昀椀cation
remains a top priority to boost train acceleration, shorten journey times, and reduce longterm operational costs. However, Lindsay
cautioned against over-engineering rolling
stock, warning against a local “F-35 reality”
of redesigning electric multiple units (EMUs)
from international manufacturers that already hold global safety certi昀椀cations.
Navigating disruption through transparency
Building a modern transit system requires
performing what Lindsay described as
“open heart surgery” on a living city. With
GO Transit managing 72 major track closures
this year alone—a 70 per cent increase yearover-year—customer satisfaction inevitably
faces pressure.
Both Davies and Lindsay agreed that
public trust can only be preserved through
absolute authenticity. Agencies must clearly
communicate the necessity of short-term
disruptions, supply chain volatility, and
trade-o昀昀s to riders, stakeholders, and elected
o昀케cials alike. By fostering transparency
and deep collaboration between partners
like Metrolinx and the TTC, the region can
navigate this intense period of construction
and build a truly integrated transit network
for the future.
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