Skip to main content

Q-Free reports a positive third quarter

profitability in the third quarter. Revenue increased 10 per cent to US$28.6 million, with operating profit of US$8.4 million and a profit before tax of US$1.2 million. This compares to a negative operating result of US$3.9 million and a loss before tax of US$3.7 million in the third quarter 2012. Q-Free has also strengthened its efforts in advanced transportation management systems (ATMS) through an investment in the American traffic management company Intelight in Tucson, Arizona, and acquisition of th
October 31, 2013 Read time: 2 mins
108 Q-Free reports significant growth in product demand over the First two quarters of 2013 and a clear improvement in underlying profitability in the third quarter. Revenue increased 10 per cent to US$28.6 million, with operating profit of US$8.4 million and a profit before tax of US$1.2 million. This compares to a negative operating result of US$3.9 million and a loss before tax of US$3.7 million in the third quarter 2012.

Q-Free has also strengthened its efforts in advanced transportation management systems (ATMS) through an investment in the American traffic management company Intelight in Tucson, Arizona, and acquisition of the Serbian traffic management company Elcom.
A new contract with the Miami-Dade Expressway Authority (MDX) marked a breakthrough in the US and, together with a service and maintenance contract in Stockholm and the extension of a contract with the Norwegian Public Roads Administration related to central system services, made up the largest contracts in the period.

Q-Free expects a continued positive long-term market development, although a tough economic climate generates political and financial challenges in some of the main markets and delays the realisation of a large market potential. Important progress has been made in new markets, in particular in Asia, although the process of commercialising the business opportunities demands much resources in terms of time and effort.

For more information on companies in this article

Related Content

  • Cooperative infrastructure systems waiting for the go ahead
    February 3, 2012
    Despite much research and technological promise, progress towards cooperative infrastructure system deployment is still slow. Here, Robert Cone and John Miles take a considered look at how and when it might come about. From a systems engineering viewpoint it looks logical and inevitable that vehicles should be communicating between themselves and with the road infrastructure. But seen from a business viewpoint the case is not proven.
  • Report highlights community impact of new mobility options
    March 29, 2018
    Local authorities and communities must understand the impacts of the new mobility options and regulate to get the transport systems they want, according to a new report. Colin Sowman takes a look. Outside of the big cities plagued with congestion, the existing transportation system(s) often cope adequately, and the ongoing workload (maintenance, safety…) is more than enough to keep local transport authorities busy. Is it, therefore, a good use of public service employees’ time to keep abreast of the raft
  • Truck digitisation and tech developments in freight ‘will boost Europe’s CV telematics market’
    January 11, 2017
    According to research by Frost & Sullivan, growth opportunities are strengthening in the commercial vehicle (CV) telematics market in Europe with the imminent arrival of value-added services such as video-based safety solutions, mobile base on-demand freight exchange platforms, and field service management solutions. While penetration of fleet management services (FMS) in large and medium fleets is relatively high, addressing challenges such as awareness, adequate training, and better business cases are key
  • Gearing up for IntelliDrive cooperative traffic management
    February 1, 2012
    Beginning in the first quarter of 2010 it became evident that the IntelliDrivesm programme direction had been reestablished, by the USDOT's ITS Joint Program Office (JPO), after being adrift for a few years. The programme was now moving toward a deployment future and with a much broader stakeholder involvement than it had exhibited previously. By today not only is it evident that the programme was reestablished with a renewed emphasis on deployment, it is also apparent that it is moving along at a faster pa