State Transit Authority Annual Report 2017/2018

Annual Report State Transit Authority

2017-18 • Volume 1 State Transit 27 Derbyshire Road, Leichhardt NSW 2040

PO Box K659 Haymarket NSW 1240

transport.nsw.gov.au/state-transit Annual Report 2017-18 Annual Report Ph: (02) 8202 2200

ISSN: 2209-9387

ii State Transit State Letter to Minister

The Hon. Andrew Constance, MP Minister for Transport and Infrastructure

Parliament House Macquarie Street, Sydney NSW 2000

31 October 2018

Dear Minister,

I am pleased to submit for presentation to Parliament the Annual Report for the State Transit Authority of NSW for the financial year ended 30 June 2018.

This report has been prepared in accordance with the Annual Reports (Statutory Bodies) Act 1984 and the Public Finance and Audit Act 1983. The financial statements have been audited by the Audit Office of NSW and the Auditor-General’s report is included.

We seek to continually improve our services to offer an attractive, efficient public transport service for the people of NSW.

Yours sincerely,

Steffen Faurby Chief Executive Officer State Transit

Letter to Minister • iii Chief Executive’s foreword 2

Overview 6 Network Map 11

Year in review 12 Performance highlights 14 Annual Report 2017-18 Annual Report Safety 16 Environment 18 Customer experience 19 Service delivery and growth strategies 21 Contents Business transformation 25 Assets 26 People and culture 28

Appendices 32 Appendix 1: Management and structure (as at 30 June 2018) 34 Appendix 2: Human resource statistics 35 Appendix 3: Senior service contracts and remuneration 36 Appendix 4: Workforce diversity 36 Appendix 5: Multicultural Policies and Services Plan 37 Appendix 6: Agreements with Multicultural NSW 38 Appendix 7: Disability Inclusion Action Plan 38 iv Appendix 8: Risk management 38 Appendix 9: Ethics and corruption prevention 39 Appendix 10: Internal audit 40 Appendix 11: Internal audit and risk management attestation 41 Appendix 12: Digital information security annual attestation 42 Appendix 13: Annual environment report 42 Appendix 14: Summary of land 43 Appendix 15: Disposal of property 43 Appendix 16: Income and expenditure 43 Appendix 17: Funds granted to non-government community organisations 44 Appendix 18: Liability management performance 44 Appendix 19: Investment management performance 44 Appendix 20: Performance in paying accounts for all suppliers 45 Appendix 21: Response to matters raised by the NSW Auditor-General 46 Appendix 22: Legislation 46 Appendix 23: Privacy management 47 Appendix 24: Government Information (Public Access) (GIPA) Act 47 Appendix 25: Consultancy fees 52 Appendix 26: Overseas travel 52 Appendix 27: Digital recordkeeping 52 Appendix 28: Customer response 52 Appendix 29: Service changes 53 Appendix 30: Annual Report accessibility requirements 54 State Transit Transit State Contents • 1 2 State Transit Annual Report 2017-18 Chief Executive’s foreword foreword • 3 4 State Transit Annual Report 2017-18 bus services ontheNorthernBeaches. 10 per cent increase inpatronage across our Overall there hasbeenanapproximate Beaches andLower NorthShore busnetworks. 30 per cent ofalltripsontheNorthern on B-Linebuses,whichrepresents around is anaverage of17,600 tripseachweekday locals andtourists alike. Data shows there Beaches, hasbeenimmenselypopularwith running between thecityandNorthern B-Line, aturn-up-and-godoubledecker service in thelast 12months.The introduction ofthe There have beenseveral notable achievements services we operate from ourvarious depots. standard isdelivered onthethousandsof centre ofeverything we doandensure ahigh our aimisto continually putcustomers at the Under thebanner‘BeBest you canBe’, vision andsetofvalues for State Transit. people, whichiswhy we introduced afresh organisations are onlyasstrong astheir We are well onourway to doingthat. However performance, efficiency and cost effectiveness. empowering ourfrontline management,lifting redesign implemented that focussed on in November 2017 andanorganisational A new executive team was established customers, thingshadto bedonedifferently. improve theservice we provide to our private busoperators, andto continually change. To remain competitive withother time at State Transit, albeitoneofmuch The 2017-18 financial year hasbeenan exciting their destination as quickly andsafely aspossible. customers ayear around Sydney, gettingthemto bus company inNSW, we proudly move 200million transport providers inAustralia. Astheonlygovernment State Transit isoneofthelargest andmost modernbus a private operator asthefinancial year drew (Inner West andSouthWestern) services to We successfully transitioned Region 6 State Transit Chief Executive Officer Steffen Faurby look forward to what thenext year brings. standard ofservice for customers, andI State Transit cancontinue to provide ahigh in Sydney’s Eastern Suburbs.I’mconfident commencing inSeptember 2018, thistime next wave ofturn-up-and-goservices financial year is well underway, with the Work to improve services inthe2018-19 drivers, we canprovide more services. of course, isto customers aswithmore we inducted nearly600drivers. The benefit, new employees from 75 to 49 days. In2018 reduce thetimeittakes to assess andhire to therecruitment process, we managedto wheel. With significantimprovements made campaign to getmore drivers behindthe We embarked onanew busdriver recruitment customers were key considerations. and there was minimaldisruptionto possible. Ensuringthat staff felt supported assets, were transferred asseamlessly as and Leichhardt –plustheemployees and four depots–Tempe, Kingsgrove, Burwood to aclose. Ourfocus was to ensure that the

foreword • 5 6 State Transit Annual Report 2017-18

Overview Overview • 7 8 State Transit Annual Report 2017-18

About State Transit as apublictransport State Transit operates Employees • • Patronage customers eachyear. carries about200million networks intheworld and one ofthelargest bus State Transit manages bus fleetin Australia, Deploying thebiggest until 1July2018. a private busoperator was nottransitioned to include Region 6,which of thebelow figures for NSW (TfNSW). All managed by Transport provider inacluster More than 4600employees. school tripsperweek duringschoolterms. services every week andnearly3000 There are more than73,500 timetabled million customers in2017–18. State Transit carriedmore than201 Bus Fleet

At 30 June 2018, State Transit’s bus fleet totalled 2049 and travelled 93 million kilometres.

233 buses are high-capacity articulated buses (11.3% of the fleet)

450 buses Enhanced Environmentally- Friendly Vehicles (EEV) (21.9% of the fleet) 730 buses are Euro 5 diesel or Euro 4 CNG (35.6% of the fleet)

498 buses are Euro 3 compliant (CNG or Euro 3 diesel) (24.3% 1869 buses of the fleet) are wheelchair- accessible (91.2% of the fleet)

2049 buses are airconditioned (100% of the fleet)

Overview • 9 10 State Transit Annual Report 2017-18 of the operators, withintheregulatory framework Act 1988 established underthe The State Transit Authority ofNSW is Legislation • • • In 2017-18: Routes school tripsperweek duringschoolterms. services every week andnearly3000 there are more than73,500 timetabled million kilometres our fleettravelled around 93 in the Sydney metropolitan area State Transit operated 270 routes Passenger Transport Act 1990. andoperates, asdoallNSW bus Transport Administration Inner Western andSouthWestern suburbs. Systems, whichwilloperate services inthe transitioned to theprivate busoperator Transit Kingsgrove, Leichhardt andTempe depots) staff andoperations (based at Burwood, At midnighton30June2018, Region 6 Transition ofRegion 6 • • • • Transport for NSW in2017-18: Bus Service Contracts (SMBSC)with State Transit heldfour Sydney Metropolitan Contracts withTransport for NSW South Eastern suburbs. SMBSC Region 9–Eastern and Lower NorthShore SMBSC Region 8–NorthernBeachesand Macquarie andRyde suburbs, includingParramatta, Chatswood, SMBSC Region 7–NorthernandWestern Western suburbs SMBSC Region 6–InnerWestern andSouth Network Map

Sydney Service Area

Overview • 11 12 State Transit Annual Report 2017-18

Year in review Year in review • 13 14 State Transit Annual Report 2017-18 is akey priorityfor theorganisation. work inthesamecondition that they arrive 2018-19. Ensuringcolleagues gohomefrom and willbeacontinued area offocus in by passengers isunchangedyear onyear, The numberofassaults onbusoperators collisions andnumberofemployee injuries. and modest improvements inrelation to bus falls, pedestrian collisions andlost timeinjuries, included significant reductions inpassenger in lightofever increasing patronage. These are trending downwards, whichisagreat result Nearly allofState Transit’s key safety indicators Improving safety performance commenced on23September 2018. CBD to iconic BondiBeach.This service this timefor thebusy corridor from the of anotherturn-up-and-goservice – In June, planningbeganfor theintroduction carry more than26percent ofcustomers. of thebusfleetonNorthernBeaches,they on weekends. While they make up10percent make 335 tripsperweekday and222perday yellow double-decker buses.B-Linebuses go service utilisingafleetofmodern,bright until 1.30am,theB-Lineisaturn-up-and- Operating seven days aweek from 4.30am Beaches residents andvisitors alike. proven extremely popularwithNorthern CBD, launchedinlate November, has operating between MonaVale andthe The B-Line, ahighfrequency busservice B-Line shiftsinto gear Performance highlights had eitherimproved orremained steady. reveals satisfaction across all categories November 2017. Abreakdown ofthefigures scored 89 percent –uponepercent from Satisfaction Index results, State Transit In theMay 2018 Transport Customer identifying trends andrecurring themes. and take amore analyticalapproach to They are focused oncustomer feedback customer service andconflict resolution skills. The Customer Feedback team allhave excellent in additionto theiroperational duties. feedback was managedat depotsby staff, the previous approach where customer new structure marked adeparture from centralised customer service model.The In April2018, State Transit launcheda customer feedback model Introducing acentralised join State Transit asbusoperators. Around 10 percent of theseapplicants for opendays –more than doublethetarget. 2018 resulted innearly5000registrations The campaignfrom November 2017 to April to beginthethorough recruitment process. potential busoperators hadtheopportunity salary, working conditions andflexibility, bus depot.After learningmore aboutthe and register to attend anopenday at a people to visit theState Transit website and at train stations prompted interested websites, viaGooglesearch, onbuses Advertisements onsocialmedia,careers demand for publictransport inSydney. essential for theorganisation to meetgrowing with TfNSW. Attracting new busoperators is successful recruitment campaigninpartnership In late 2017, State Transit beganahighly Recruiting new busoperators Restructuring to improve efficiency Transitioning Region 6 Chief Executive Officer Steffen Faurby led an A large multidisciplinary team displayed organisational restructure in 2017-18, starting professionalism, patience and commitment with five new faces joining the Executive team. during the successful transition of Region State Transit portfolios now include: Asset 6 at midnight on 30 June 2018. The 62 Management; Customer Operations; Finance routes that ran from the Leichhardt, and Corporate Services; Transformation; People Burwood, Tempe and Kingsgrove depots and Culture; Safety, Health, Environment moved to a private operator, as announced and Quality; and Communications. by the NSW Government in May 2017.

The focus of the Executive team is to lead The complex, six-month transition involved the organisation with improved efficiencies, coordinating the transfer of the fleet, Human increased competitiveness, unwavering focus Resources and Information Technology systems, on customer service, safety and greater equipment and – importantly – people. The resilience. To further embed these priorities vast majority of the 1100-plus Region 6 staff with frontline staff, Executive team members transferred to the new employer, Transit and management are now based at State Systems, but the essence of what they do Transit’s various bus depots rather than in a remains the same – providing customers with corporate office. By June 2018 all corporate and a safe, reliable mode of public transport. administrative staff were relocated to depots.

Year in review • 15 16 State Transit Annual Report 2017-18 an eightyear periodin2017-2018. Insurance status andlicence renewal for SIRA awarded State Transit Self ‘top tier’ a risk-based regulatory response form SIRA. compensation system objectives, prompting detects risksto theachievement ofworkers’ workers’ compensation performance. Italso acknowledges exemplary andacceptable (SIRA) tiered supervisorymodel The State Insurance Regulatory Authority Compensation SelfInsurance Licence. Management Accreditation andWorkers’ accreditation, Advanced Fatigue Operator Accreditation Scheme(BOAS) State Transit maintaineditsBus Safety compliance incidents in2017-18. There were noreportable environmental compensation claimsfell by 12.8percent. claims) reduced by 5.4percent. Workers’ the numberofbuscollisions (insurance collisions reduced by 14.8percent, while achieved over theprevious year. Pedestrian improving uponthe12percent reduction Passenger falls reduced by 17.2 percent, rate ofinjuriesto staff alsodecreased. exceeded thetarget of3.0. The severity over 2016-17. The LTIFR of2.7 for 2017-18 (LTIFR) reduced by afurther12.9percent The key Lost Time InjuryFrequency Rate last year’s two percent reduction. recent years andanimprovement on cent, continuing thepositive trend over employees injured decreased by 4.6per During 2017-18, thetotal numberof Safety performance • • Key performance areas • Key objective Safety are understood andundertaken by allstaff. Ensuring safety managementrequirements Providing safe andaccessible services and anembeddedsafety culture. safe through arobust safety program Keeping employees andcustomers achieved positive results invarious auditsand and processes. During2017-18, theorganisation principles, State Transit isrefining its systems In accordance withcontinuous improvement Assurance activities ensure currency, compliance andeaseofuse. regularly reviewed inconsultation withstaff to documentation for employees to use. Itis guidelines, safe work instructions and policies andprocedures, riskmanagement provides aframework ofdetailedsafety State Transit’s Safety ManagementSystem Safety ManagementSystem • • • • • The Regulators are: on topics suchasfatigue andstaying healthy State Transit staff newsletter, providing advice campaigns were communicated inthe monthly to beavailable to employees. Targeted health stress management.Fitness Passport continues on handto speak to staff about resilience and Assistance Program (EAP)provider was also a free, confidential healthcheck. The Employee included theopportunityfor allstaff to receive conducted for staff inMarch andApril2018 and staff. Free depot-basedhealthchecks were positive healthandwellbeing outcomes for all State Transit aimsto promote andencourage Health andwellbeing included thefollowing: Key strategies andprograms Safety programs its various accreditations andlicences. is effective and well positioned to maintain organisation’s Safety ManagementSystem and assurance activitiesindicate that the The positive results from theseaudits 50-59 years whoundertake AFMwork. assessments for employees agedbetween State Transit hascontinued annualmedical National Heavy Vehicle Regulator (NHVR), Management (AFM)standards setby the In accordance withtheAdvanced Fatigue and internal, includingnumerous BOAS audits. compliance verification activities,both external National Heavy Vehicle Regulator (NHVR). Roads andMaritimeServices Transport for NSW SIRA SafeWork NSW during the flu season. The annual free flu Safety events vaccination program was rolled out in March and April, with a steady increase in the number Safety Days were held at all depots in 2018. of participating staff. Other ongoing programs The focus was on raising safety awareness, with a dedicated staff focus include the EAP promoting the EAP, stress management and and the Fatigue Management Program. preparing the body for work through exercise. In addition, the safety team conducted regular Safety ‘Town Hall’ sessions to engage with staff Drug and alcohol testing about important safety matters during the year.

All employees are subjected to random These events were conducted at drug and alcohol testing, as well as testing all depots during the year. following serious on-road incidents and where reasonable cause exists. Saliva swab testing has continued to further complement Promotional materials the existing breath alcohol and urine testing program. Various measures are Safety promotional materials, including taken when positive tests occur, including posters and signboards, were displayed counselling and disciplinary proceedings. at all depots. A fortnightly safety bulletin was introduced to all staff, along with the introduction of a safety column in the Drug and alcohol testing in 2017–18 monthly State Transit staff newsletter.

Alcohol Drugs Workers’ compensation The successful management of workplace Number of tests 5505 1120 injuries and return to work is a key work, Number of 1 1 health and safety strategy at State Transit. positive results The organisation is self-insured and delivers its own ‘return to work’ functions. Safety leadership training It is supported by TfNSW Shared Services, which continues to provide workers’ One-day cultural change sessions in compensation services to State Transit as safety leadership training were conducted governed by a Service Level Agreement. for 214 senior, middle management and supervisory staff. The workers’ compensation component of the Safety Management System complies with the requirements of the SIRA.

Year in review • 17 18 State Transit Annual Report 2017-18 Maritime Services (RMS)CleanFleetstandards. equipment manufacturer andRoads and are maintainedinaccordance withoriginal standard. The fleet’s rated emission standards 45 per cent isoftheEuro 5orthelatest EEV is now ofaEuro 3standard orhigherand profile issuchthat 80per cent ofthefleet Friendly Vehicles). The overall fleetemissions 5 busesandEEV(Enhanced Environmentally retired, they are replaced withthelatest Euro As older, earlymodelEuro IandIIbusesare Bus fleetemissions profile • • • environment andprevent pollutionby: their responsibilities to protect the Ensuring staff understand andaction Key performance areas • Key objective Environment of renewable resources. increasing rates ofrecycling Transit facilities reducing electricityconsumption inState improving fuelefficiency inthebusfleet are sustainable andadaptable. managing operations to ensure they operations ontheenvironment, and Minimising theimpactofState Transit footprint for transport andstationary energy emissions, thetotal State Transit greenhouse When combining stationary energy greenhouse to aprivate operator on30June2017. of busservices intheNewcastle region financial year, dueinpart to thetransfer decreased by 19percent from theprevious vehicle fleet– at 129,749 tonnes CO for thebus,commercial andpassenger Greenhouse Scope Gas 1transport emissions Greenhouse emissions footprint cent decrease on2016-17 water consumption. consumption of74,423kL represents a2.7 per electricity savings. State Transit’s potablewater represents thesixthconsecutive year ofannual cent reduction since thelast financial year. This on itspath ofenergy savings withanineper of electricityinthisreporting period,continuing State Transit depotsconsumed 7,741,952kWhs Electricity andwater consumption 159,748t CO be below thebaselineemissions target of the years 2016-17, 2017-18 and2018-19 to State Transit’s total busfleetemissions for Regulator’s Safeguard Mechanism.This requires assessment periodundertheCleanEnergy State Transit hasbeengranted athree-year Safeguard Mechanism from otherstationary energy savings. kilometres andfleetfuelusage, as well as result was achieved through reduced service by 18.5percent since theprevious year. This has –at 137,012 tonnes CO 2 (e) for eachofthethree years. 2 (e) –decreased 2 (e) – – (e) Customer experience State Transit’s website In May 2018, State Transit’s customer-facing Key objective website – sydneybuses.info – was incorporated into transportnsw.info to provide a • Continually enhancing the overall one-stop-shop for customers to plan their customer experience to ensure the bus journeys on multiple modes of public transport. is an attractive alternative to the car.

Collaboration with Transport Key performance areas Management Centre • Increasing customer satisfaction State Transit continues to work with • Improving punctuality the Transport Management Centre to • Increasing service reliability. provide updates on peak hour conditions to the public via radio announcements Performance expectations and social media platforms. Good customer service is at the core of State Transit’s strategies to ensure it meets Transportnsw.info services community expectations of bus services. Transportnsw.info provides information for customers to plan their trips using As per our Key Performance Indicators, State buses, trains and ferries. Services Transit’s target for overall customer satisfaction include trip planning, timetables, news is 85 per cent. In 2017-18, the figure was 89 and special events. Transportnsw.info per cent. We work with TfNSW in designing includes web-based information and and implementing programs to ensure the the Transport Infoline (131 500). customer is the core focus when delivering services and providing customer information. There is also a range of apps available to customers to download onto smart devices, State Transit staff are trained to ensure which provide real-time transport information. customer service is an integral part of their culture. The organisation is committed to The website enables customers to provide ensuring that it appropriately identifies, feedback on services. All feedback received trains and assesses all staff in accordance is important, and is used to continuously with its service standards for reliability, improve and deliver quality, timely information. convenience, efficiency, customer This ensures the customer remains at the service, comfort, security and safety. centre of everything State Transit does.

Customer information Customer feedback Individual timetables for every bus route State Transit is committed to promptly are available online from transportnsw.info. responding to feedback from customers. All Stop-specific timetable information is cases received are recorded and investigated also displayed at bus stops along main appropriately, with the customer receiving routes and corridors in contract areas. a response from State Transit’s Customer Relations staff. Feedback statistics are analysed Real-time arrival information for all of State to generate customer insights and identify Transit’s bus routes is available through trends. These customer insights are then third-party apps using data made available used to enhance the overall performance of by TfNSW. services for the benefit of all customers.

Transport Customer Service Centres at Central In 2017-18, customer feedback topics ranged and Circular Quay train stations can assist with from reliability of bus services to interactions trip planning for all public transport in NSW. with staff, including compliments for excellent service provided by bus operators.

Year in review • 19 20 State Transit Annual Report 2017-18 weekends (see Appendix29Service changes). with additionaltripsaddedonweekdays and when Region 7timetableswere againadjusted of growth services occurred inMay 2018, weekdays andweekends. Furtherintroduction corridors where additionaltripswere addedon timetables were adjusted alongvarious In November 2017, bothRegion 7and9 for more customers catching ourbuses. TfNSW Growth Services Program to cater made timetableadjustments aspartofthe Transit introduced additionalservices and the previous financial year. Asa result, State per cent (or 10.3 million)whencompared to buses was 201,792,231 –anincrease of5.4 In 2017-18, patronage onState Transit’s Sydney Services Program Implementing theGrowth are intheareas where they are needed. feedback to ensure therightlevel ofservices regularly monitor ourservices andcustomer We continue to work closely withTfNSW and can getwhere they needto go. to adaptto thesechangessocustomers that theState Transit busnetwork isable being builtacross Sydney, it’s important and employment cycles andnew infrastructure With patronage fluctuating due to seasonal Service delivery and Frequency Managing a frequency service enables State growth strategies Transit to better provide extra capacity when demand increases (for example, routes to and Key objective from Sydney beaches during summer months) • Managing increased demand by and to limit the wait time for a service. The designing a network that is flexible implementation of headway management and meets customers’ expectations. by State Transit’s Network Control Centre (NCC) in early 2018, coupled with its bus operator recruitment drive, has resulted in the Key performance areas organisation consistently achieving incentive • Improving services for customers Excess Wait Time (EWT) performance levels for 2018. Additionally, reductions in cancelled • Ensuring bus service efficiency trips have consistently improved month on • Improvements in productivity. month since the commencement of the B-Line.

The new B-Line In November 2017 and May 2018, State Transit and TfNSW worked collaboratively to alter some The introduction of the double-decker B-Line existing timetables for weekdays during the service on 26 November 2017 created the peak and daylight off-peak times. The purpose biggest opportunity for State Transit to deliver was to ensure that all intending passengers had a regular, sustained, high-frequency service a 15-minute or less wait time. Ten timetables (also known as a ‘headway service’) for were altered across various major corridors. Sydney commuters, replacing the reliance on a timetable with a turn-up-and-go service. State Transit has taken this customer service opportunity further and, in addition to these In its first six months between November headway managed services (see Appendix and May, the popular B-Line buses reached 29), has also focused on identifying where 2.7 million passenger trips. While the services similar to B-Line could operate in the new buses make up 10 per cent of the network to better deliver on customer demand. Northern Beaches’ services, they carry Due to the summer capacity requirements more than 26 per cent of customers. for Sydney beaches, the Eastern Suburbs (Region 9) has been a primary focus and There was a 4.6 per cent increase in people plans are well underway for a high frequency using buses on the B-Line corridor this turn-up-and-go service between Bondi, Bondi year compared to 2017, and 10 per cent Junction and the CBD from September 2018. more people travelling to the CBD in the evening peak between 3pm and 8pm. On-time running Providing more frequent turn-up-and- In May 2018, improvements to on-time running go services, the B-Line runs seven days a resulted in changes in Western Region 7 (Ryde week, 4.30am-1.30am giving customers and Willoughby depots) to better reflect traffic more options to get to and from the and road conditions, and manage customer city, and leave the car at home. expectations. These contributed to the five per cent improvement in OTR on school days. Additional growth services were provided in the Western and Eastern regions as State Transit adapted to the increase in capacity demands across the network in response to Sydney’s rapid growth (see Appendix 29). The challenge was to provide these increased services with the most efficient and effective cost structure for TfNSW, which has involved a network review on process to drive continuous improvements in cost. As per State Transit’s contractual KPIs, the on-time running benchmark is 95 per cent (see table on next page for breakdown of quarterly figures)

Year in review • 21 22 State Transit Annual Report 2017-18 State Transit on-timerunningperformance April-Junequarter (start points) State Transit on-timerunningperformance January-March quarter (start points) State Transit on-timerunningperformance October-December quarter (start points) as depots,willremain government-owned. TfNSW, andallbuses other assets, such regulated by theNSW Government via routes andbusstops willcontinue to be Transit Systems. However alltimetables, From 1July2018, Region 6was runby and withminimaldisruptionto customers. as smoothatransition aspossible for staff, TfNSW embarked onastrategy to ensure operator inFebruary 2018, State Transit and announcement ofTransit Systems asthenew being franchised inMay 2017, andthe Since theannouncement ofRegion 6 Franchising ofRegion 6 State Transit on-timerunningperformance July-September quarter (start points) Region 9 Region 8 Region 7 Region 6 Region 9 Region 8 Region 7 Region 6 Region 9 Region 8 Region 7 Region 6 Region 9 Region 8 Region 7 Region 6 Apr 18 Oct 17 Jan 18 90.9% 96.4% 95.0% 96.9% 96.6% Jul 17 94.2% 96.3% 95.9% 93.9% 95.8% 98.2% 98.2% 97.9% 97.3% 97.7% 94.1% customer satisfaction, andcleanliness. performance standards for safety, reliability, meet contractual requirements andhigh The new operator willbebound to leave, longservice leave andsuperannuation. accrued entitlementssuchasannualleave, sick were transferred to thenew operator withtheir job, at thesamelevel, for 18monthsandall Affected Award staff were guaranteed thesame will still beableto usetheirOpalcards. they would withState Transit andcustomers For customers, fares willremain thesameas Aug 17 May 18 Nov 17 Feb 18 94.9% 94.5% 94.2% 95.9% 96.7% 95.3% 93.3% 89.7% 92.2% 92.2% 97.4% 91.8% 94.1% 91.3% 95.1% 93.1% Dec 17 Sep 17 Mar 18 Jun 18 96.0% 96.0% 94.6% 95.0% 94.8% 96.6% 96.9% 92.0% 94.2% 96.3% 92.6% 89.3% 96.7% 95.5% 87.3% 91.9% Financial review Contracts for regions 7, 8 and 9 commenced on 1 July 2017 for a period of five years. In 2017-18, State Transit reported a surplus of All contracts include the provision of $21.5 million ($84.1 million surplus in 2016-17). additional services for specific special The decrease in the financial performance events such as New Year’s Eve, Australia was mainly due to a significant reduction in Day, ANZAC Day and Mardi Gras. the personal services liability in the 2016-17 reporting period that was assessed by actuarial State Transit has a monthly reporting regime, valuation. The result compares favourably with which is an obligation under each contract. the original budget of $8.6 million surplus. The reporting principally takes the form of strict KPI benchmark comparison. The Capital expenditure benchmarks cover various aspects including: on-time running; accessible services; State Transit spent $25.0 million on capital customer satisfaction; customer complaints works in 2017-18, including $23.5 million on per boarding and complaints resolution; the acquisition of 37 new replacement and fare compliance and bus cancellations. 16 growth buses, and $1.5 million on depot infrastructure and facility upgrades. Changes to any contract bus service are detailed by State Transit, including supporting The bus replacement program ensures State Operational Spatial Data (OSD), and submitted Transit’s compliance with its contracts with to TfNSW for assessment and approval. Once TfNSW in regard to average fleet age and approved, the changes are invoiced and paid scheduled replacement plans. The upgrades through the contract payment process. to the depot infrastructure and facilities are to maintain and support operational requirements. Each SMBSC is invoiced and paid on a monthly basis, comprising the Sydney Metropolitan Bus monthly contract price, applicable price adjustments and service variations. Service Contracts During 2017-18, State Transit operated its bus services through four Sydney Metropolitan Network Control Centre Bus Service Contracts (SMBSC). State Transit’s Network Control Centre (NCC) is structured to provide support for four The four SMBSC are: regions (12 depots) and promotes proactive on-road operational management. As of 1 July • Contract Region 6 – Inner Western and South 2018, this reduced to three regions and eight Western suburbs depots following the franchising of Region 6. • Contract Region 7 – North Western, Northern Harbour and Riverside suburbs The NCC uses the Public Transport Information • Contract Region 8 – Northern Beaches and and Priority System (PTIPS) to monitor Lower North Shore services in real-time, identifying buses that • Contract Region 9 – Eastern and are running early or late, and intervening South Eastern suburbs where necessary to improve on-time running. This may include contacting the The State Transit contract for Region 6 bus operator to advise of early running to commenced on 1 July 2013 and at midnight get them back on schedule or providing an 30 June 2018, was officially handed over additional bus to assist when adverse traffic to the new operator, Transit Systems. conditions result in buses running late.

Real-time data regarding bus locations is also used to resolve and respond to emergency and ‘in service’ problems and situations, and assist in managing bus operator fatigue issues which may arise from late running.

Year in review • 23 24 State Transit Annual Report 2017-18 Route 144from Cremorne Junctionto Manly. and thousandsofpeopletriedoutthenew government busran on Christmas Day 1932, 12 ofitsbusesinhistoric markings.The first buses, to celebrate State Transit decorated As December 2017 marked 85years ofSydney 85th anniversary Supporting thecommunity they needto go, ontimeandhassle free. corridors to helpcustomers getto where Transit schedulesadditionalbusesalongmajor Festival andSculptures by theSea,State as Vivid, City2Surf, New Year’s Eve, Sydney Sydney OlympicPark. For majorevents such regional route network for sportingevents at State Transit doestheschedulingfor the Special events can adjust theirtripto minimisetravel time. notification ofany impacts to theirservices and follow various Twitter bushandlesto receive media anditsTwitter account. Customers can accidents viaTransport Management Centre interruptions dueto traffic incidentsor commuters withlive up-to-date service Additional focus hasbeenplaced onproviding in theweeks leadingupto Christmas. to spread somefestive cheerto customers decorated busesintinselandornaments For thelast 12years, depotstaff have is theannualChristmas BusCompetition. community andoneofitsfavourite events State Transit loves connecting withtheSydney Christmas buses available onthe anniversary busisbeingusedonwhat route is moving history ofSydney. Information onwhat which customers are ableto catch, represent a buses inthe1990s.These historic buses, celebration andSydney Olympicthemed first trip to Australia 1954, the1988Bicentenary commemorative busesfor QueenElizabeth’s transport troops alongthecoastline to the from thecamouflagebusesusedin1942 to moments inSydney andState Transit’s history, These 12wrapped busescapture special picked theKingsgrove busasthewinner. Chief Executive Officer Steffen Faurby, Bentley special judgewas four-year-old Bentley. With matches that donation. In2017, State Transit’s the charityoftheirchoice. State Transit then that depotisawarded money to donate to the best decorated busandthedriver from judging thecompetition. The patient chooses and oneoftheirpatients hasthehonourof with theSydney Children’s Hospitalat Randwick In 2011, State Transit developed apartnership transportnsw.info website. Big data is used to drive better performance. Business transformation The ability to analyse patronage using Opal data and the Public Transport Information Key objective and Priority System (PTIPS) has enabled • Improving cost efficiency, streamlining State Transit to target a cost and efficiency processes and encouraging best practice. program where it will have the biggest positive impact for the organisation and Key performance areas the greatest benefit to customers. • Maintaining effective business systems This program included depot operational • Managing scheduling performance to achieve activity for on-time running, network planning balanced schedules and rosters to target improvements on routes with a high • Reducing the cost of operations demand, bus operator recruitment to ensure per kilometre. the organisation can deliver on planned improvements and customer satisfaction Pre-agreed priority focus areas targeted on what passengers value most. The reduction of cost per kilometre and While the priority focus was on cost per the increase in the Transport Customer kilometre reduction, all activity to drive value Satisfaction Index from 87 per cent to 89 also had a deliverable for customer satisfaction. per cent (from August 2017 to May 2018) highlights the overall success of the program. One such area is streamlining processes to remove duplicated or manual activity from the business that does not add value. Project and change With the implementation of the reduced management discipline headcount structure, process improvement Underpinning all of this activity is a need to was necessary and required a new way of ensure sustainable, strong business systems. working. An example of this is the Customer Project and change management discipline was Feedback team. With reduced staff, this required for the delivery of these improvements. function took activities conducted at 12 depots, An internally managed process to upskill centralised and streamlined their work to better internal staff was instigated and progressed service customer queries and feedback. An to enable the roadmap for continuous additional benefit was harnessing the power improvement to occur for years to come. of a centralised hub of feedback to further enhance and improve network knowledge.

Year in review • 25 26 State Transit Annual Report 2017-18 Transport milestone date later in2018. Disability Standards for Accessible Public achieving the next Commonwealth places State Transit above target toward 1869 (91.2percent) ofthefleet. This wheelchair-accessible buses, whichtotal State Transit continues to purchase only the level ofcomfort for customers. 100 percent airconditioned, improving retirement ofolder buses,thefleetisnow With thedelivery ofnew busesandsubsequent around Bourke to asoon-to-open abattoir. retired buseswill beusedto transport workers to acommunity inthestate’s Far West. The 2018, State Transit donated two retired buses to 11.26years asat 30June2018. InFebruary kept theaverage ageofState Transit’s fleet subsequent retirement ofolderoneshas years. The delivery ofthesenew busesand an average fleetageofnotmore than12 State Transit’s operating contracts require Friendly Vehicle (EEV)emission levels. have Euro 5orEnhanced Environmentally Volgren bodies). Allnew busesdelivered buses (one withacustom bodyand36with with Volgren bodies–and37 Volvo B8RLE buses –seven withcustom bodiesandnine B7RLE withcustom bodies,16ScaniaK310UB decker buseswithGemilangbodies,sixVolvo State Transit. These included38MANdouble In 2017-18, 97 new buseswere delivered to Bus fleet • • • Key performance areas • Key objective Assets Ensuring securityofassets. and availability Improving asset performance, reliability Providing efficientmaintenance programs plans andcoordinating security. managing emergency response Managing andmaintainingassets, Following consultation withVision Australia, • • • • • • • All new busesacquired by State Transit feature: timetables located at are identified by thewheelchairicon inbus modal travel. Wheelchair-accessible services stations to increase opportunitiesfor multi- these services provide linksto accessible train now operate onallmaincorridors. Many of Timetabled wheelchair-accessible busservices ongoing for new officers joiningthe PTC. during 2017-18. Training isexpected to be attached to thePTC attended thistraining first responders to abusincident.Allofficers more detailedresponse planifthey are the the first five minutes to provide police witha were onabuswhenanincidentoccurred; and police withasetplanandprioritiesifthey the first minute after an incident to provide The training focuses onthefollowing scenarios: Security UnitinBusIncidentResponse. received training from State Transit’s for patrolling thetransport network – Command (PTC) –whichisresponsible Officers from the NSW Police Transport required for theongoingsupportofoperations. options enabletheprogram to bedelivered as approach to communications. Flexible delivery management, together withastructured practical aspectsofemergency andincident facilitates theprogram, whichfocuses onthe procedures. The Asset Managementdivision in Emergency andCrisisManagement key managementandsupervisory staff State Transit hastrained alloperational, Emergency response plans for customers withvisionimpairment. background, making for easierreadability between thelarge white writingonblack signs, chosenfor theirstrong contrast all new busesnow feature LEDdestination air-conditioning. improved destination signs increased interior lighting high visibilityhandrails mobile passengers additional priorityseating for less accommodation for two wheelchairs an extended wheelchairramp and for theelderlyandless mobile no-step floor to make entryand exit easier kneeling suspensionfor level entryandaflat sydneybuses.info. Security coordination • reviews complaints from customers and members of the public regarding State Transit’s Security Unit provides allegations of fraud i.e. incorrect issuance police intelligence reports of incidents that or non issuance of tickets to passengers by occur on the bus network. Data is given bus operators on a daily basis, and a detailed report with • investigates allegations of theft or the misuse data analysis is provided on a quarterly of State Transit property or equipment by basis. High profile areas of the network are any employee or member of the public identified and the PTC can be provided • conducts internal investigations regarding with intelligence suitable for tasking their the misuse of employee Opal cards by an resources to areas of concern to State Transit. employee’s family or friends The Security Unit provides a conduit for • collects and manages payment of fines all police requesting on-board bus Closed received by Revenue NSW and the Local Circuit Television (CCTV) footage to assist Courts for penalty notices issued by with their investigations. It facilitates the State Transit enforcement officers to delivery of footage and provides evidence vehicles illegally parked in bus zones in court in relation to the continuity of the and/or on State Transit premises. CCTV system. During 2017-18, the Unit processed 504 requests for information. For 2017-18, the total amount received Requests from police for CCTV footage are by State Transit in relation to the above, not restricted to matters occurring on buses. including fare evasion, was $666,570.85. Around 43 per cent of requests were for This amount was distributed as follows: incidents where the bus and its CCTV system captured an incident occurring elsewhere. • State Transit received $250,198.43 Police request assistance in identifying • Revenue NSW received $56,864.01 buses that pass incident sites and obtain (processing fees) that footage to further their investigations. • NSW Treasury received $359,508.41.

A campaign on State Transit buses was run Revenue protection in conjunction with TfNSW to tackle fare Checking customers on buses for valid tickets evasion in Region 9 (Eastern Suburbs). is the responsibility of Sydney Trains transport officers. The State Transit Revenue Protection Unit performs the following functions:

Year in review • 27 28 State Transit Annual Report 2017-18 are available to answer any questions. ensure existing busoperators andmanagers applicants’ understanding oftherole, and to theAboriginalcommunity, assist potential employment asaState Transit busoperator campaign aimsto promote thebenefitsof Redfern inOctober 2018). This targeted the first AboriginalOpenDay (heldin 2018. This program includedplanningfor Bus Operator recruitment program in TfNSW –continued atargeted Aboriginal Aboriginal employees, State Transit –with To improve therecruitment andretention of target isto increase thisto 1.07 percent. Transit is0.77 percent. State Transit’s and Torres Strait IslanderpeopleinState The current representation ofAboriginal Aboriginal employment Diversity andinclusion had beenreduced from 75 days to 49. approach, by theendofJunetime pipeline. Asaresult ofaninnovative new employees to move through therecruitment reducing theamountoftimeittook potential to improving therecruitment process and Culture, MarkCox, particularfocus was given With new Executive Director ofPeople and further 1000intherecruitment pipeline. 600 new busoperators beinghired, anda was ahugesuccess, leadingto almost via digitalandsocialmediachannels at TfNSW. The campaignwas mostly driven specialist recruitment andmarketing teams by State Transit incollaboration with campaign for busoperators was initiated During 2017-18, aboldnew recruitment Recruitment • • • Key performance areas • • Objectives People andculture and diverse workforce. Developing amore inclusive Improving staff retention Improving staff engagement recruitment campaign. Revitalising thefrontline Transit’s people Attracting talentanddeveloping State implemented whichaimedto increase the In 2017-18, strategies were developed and this to at least 30percent by June2019. cluster, State Transit’s target isto increase on overall percentages. Within theTransport increase ordecrease hasasignificantimpact positions isrelatively small(34),soany 30 June2018. The numberofSeniorService Senior Service roles was 25percent asat The representation ofwomen inState Transit Tradespersons andApprentices. Supervisors, BusOperator Trainers, Officers, Yard Supervisors,Senior Staff Depot Directors, DutyManagers, At State Transit depots,women work as represent 4.6percent ofallbusoperators. per cent oftheentire workforce; women total workforce. Busoperators make up 80.4 Women represent 7.2 percent ofState Transit’s Women inState Transit Team Success program runby TfNSW. enrolled andcompleted theLeading Accordingly, several DepotSupervisors makes senseto invest intheirdevelopment. leadership intheorganisation andassuchit Depot Supervisorsare often thefirst lineof and increasing thecapabilityoftrainers. professional development, qualitytraining, and enablingfrontline staff through FY2017-18, thefocus hasbeen onsupporting and culture to deliver effective services. In it hastherightorganisational capability training and development programs to ensure partnership withTfNSW to deliver targeted in itspeople. The organisation works in capable andresilient workforce by investing State Transit iscommitted to developing a Organisational development • • • • existing female employees. These included: number ofnew female employees andretain male/female shortlist. role recruitment hasa50/50 ensuring that any SeniorService promotional andadvertising campaigns inclusion ofwomen busoperators in program for new female busoperators planning for thedevelopment ofamentoring extending thisto othergroups Perform, Succeed Program discussions, and female busoperators aspartoftheGrow, conversations‘planning for Career’ for This allows the participants to be equipped Apprenticeships with the fundamental leadership skills required to lead operational activity at the depots. Heavy vehicle mechanical, body repair and vehicle painting apprenticeships are an essential element of State Transit’s fleet operations. The Bus operator training apprentice program focuses on developing a and development highly skilled workforce with comprehensive technical and safety competencies as State Transit utilises the Vocational well as strong workplace standards. Education and Training Quality Framework to promote excellence in training bus Annual apprentice recruitment continues to operators. State Transit’s comprehensive reflect the diverse State Transit workforce. Bus Operator Training Program includes:

Apprentices undertake on-the-job training • a nationally recognised Traineeship Program in the workshops, ongoing technical for all new bus operators training and assessment on the State Transit • tailored one-on-one training and fleet and workplace plant and processes, assessment for identified training needs. and trade qualifications from TAFE.

The Traineeship Program ensures all new In addition to trade-specific training, State bus operators receive training that has been Transit apprentices undertake heavy vehicle benchmarked against national competency licence upgrades and safety training to develop standards, and results in a nationally recognised competency across all critical work areas. Certificate III in Driving Operations (Bus). This qualification is also available to existing State Transit apprentices continued to gain bus operators to have their current skills permanent employment with State Transit as and experience formally recognised. engineering repair tradespersons, bringing established knowledge and understanding of The Traineeship Program was revised customers, fleet and business objectives. and updated in line with the national training package to provide additional support for trainees. All Bus Operator New apprentice Trainers were provided the opportunity to development programs improve their feedback and coaching skills In 2018 Asset Management developed through formal training and coaching. and delivered two new programs for State Transit apprentices: In 2017-18, several initiatives were instigated to improve the skills and 1. Apprentice Technical Development engagement of State Transit staff. Program. This program was developed to supplement technical training delivered by The Bus Operator Development Day was TAFE as part of an apprenticeship trade conducted on multiple occasions, concluding qualification. Training was delivered by in October 2017. Part One of the workshop Asset Management over eight days and focused on refreshing and building technical, modules covered brake, engine, electrical safety and emergency capability using and suspension fundamentals and hydraulics digital resources and practical experience. in relation to automatic transmissions. Part Two explored the attitudes, behaviours and self awareness that underpin great 2. Apprentice Professional Development customer service, using an interactive ‘Forum Program: Culture, Norms and Positive Theatre’ approach. Further development Change. This program examined activities are planned for 2018-19. workplace culture, good communication, teamwork, collaboration and personal accountability. It identified positive group Other aligned initiatives and resources included: and individual attitudes, behaviours and norms that contribute effectively • an online communication platform for bus to business goals and objectives. operators, providing information, questions and answers and resources targeting employee wellbeing • attendance of managers and supervisors at Professional Development workshop sessions.

Year in review • 29 30 State Transit Annual Report 2017-18 equipment anddefibrillator familiarisation. checks, transmission ofSITREPSusingradio biohazard spills,emergency equipment HOT Principle, safe handlingofsharps, date includewhite level inspections,the knowledge competencies assessed to in thesecond partof2018. Practical and Leading Handswithotherstaff following Supervisors andAsset Management Field assessments commenced for Network required knowledge competencies. developed covering practical and Training Program, with30modules State Transit’s Emergency Response There was amajorredevelopment of Training Program Emergency Response completed to more than10,500 since 2012. standards. This bringsthetotal assessments equipment, general safety andworkplace the operation ofworkshop plantand undertaken by staff. These covered both based andknowledge assessments were maintenance staff, more than500 competency- to ensure thesafety andcompetency of As partofState Transit’s commitment Safety delivered for staff intheNorthern Region. systems ofthenew MANdoubledeckbuswas and maintenance ofthechassis andsub conditioning systems. Training onfamiliarisation Customs Body, Thoreb, doorsystems andair and auxiliarysystems training covered VST, suspension, servicingandengines.Body diagnostic systems, fuelsystems, brakes, Scania busescovered electricalsystems, staff duringthe year. Training on Volvo and training courses were delivered to maintenance replacement program, more than70 technical To supportState Transit’s extensive fleet Fleet technical training as directors andmanagersinspecialist all depotdirectors andmanagers,aswell The Extended Leadership team includes team andthenext level ofmanagement. communication between theexecutive ways ofworking, andencourage better organisation, to share ideasandinnovative to ensure aconsistent approach across the together thenew leadershipofState Transit 2018. This program was designedto bring Extended Leadership Program inMarch people leadersattended theinaugural All State Transit SeniorExecutives and effective peopleleadership. to buildcapabilityto provide This cluster-wide program isdesigned program for Maintenance supervisors. roll-out oftheLeading Team Success development in2017-18 has beenonthe State Transit’s focus onleadership Leadership development • • • • • provide employees withtheopportunityto: staff. The purposeofthisprogram is to program (GPS) continued for operations During 2017-18, theGrow Perform Succeed Grow Perform Succeed program to theState Transit Corporate Plan. objectives andalignmentofobjectives which summariseprogress inmeeting plans. Italsofeatures reporting functions objectives andpersonaldevelopment development ofappropriate performance and sign-offs,as well as tools to supportthe online system provides electronic records during 2017-18, usinganonlinesystem. The Salaried andSeniorOfficers continued Transport SeniorService employees and The Performance Agreement Program for Officers andSalaried Officers Transport SeniorService, Senior Performance Agreements for forum was heldinSeptember 2018. be rolled-out bi-annually. The second and corporate areas. These events will to thebest oftheirabilities. build capabilitiesto carryoutwork be recognised for ajobwell done performing andwhat they are doingwell receive regular feedback about how they are understand work goals discuss theirrole withtheirsupervisor

Enterprise agreements and awards The new vision encompasses the following important themes: The industrial instruments applicable to groups in State Transit include: • putting the customer at the centre of what we do • the State Transit Authority Bus Engineering • the importance of safety and Maintenance Enterprise (State) Award • reliability and competitiveness 2018 – this covers all trades and non-trades staff who maintain the State Transit bus fleet, • a workforce of people who always strive operative to 31 December 2019 to be the best that they can be. • the State Transit Authority Bus Operations In addition, a set of workshops across the Enterprise (State) Award 2018 – this covers organisation led to the establishment of a new all bus operators and related classifications, set of values. These were embraced by staff and operative to 31 December 2020 set new categories for the annual staff awards • the State Transit Authority Senior program. The new State Transit Values are: and Salaried Officers Enterprise (State) Award 2018 – this covers • Work Safe, Home Safe all administrative, managerial and operational (non-bus or maintenance) • We’re Moving Sydney staff, operative to 31 December 2020. • One Team • Good-Better-Best All instruments were negotiated under the • Value for Money NSW Public Sector Wages Policy 2011, which provides for a 2.5 per cent cost of living A new program to increase engagement adjustment, including the superannuation between the Executive team and depot staff guarantee, with any increase above the 2.5 per began in January 2018 with monthly ‘Town cent cost of living adjustment to be funded Hall’ style staff sessions giving people the through employee-related cost savings. opportunity to ask the Executive questions, and provide feedback. At each of these sessions In 2017-18, State Transit provided effective an award for outstanding performance is support to TfNSW in the franchising of Region given to an employee from that depot. 6 operations to a private operator, Transit Systems (effective from midnight 30 June). Staff recognition The Annual Service and Achievement Retreat spaces Award presentations were held in a State Transit demonstrates its commitment combined event in June 2018. These to ensuring employees from culturally awards reflect the values embedded in the diverse backgrounds can meet their religious State Transit Corporate Plan 2018-19. obligations while at work. Employees can utilise the 11 established retreat spaces The categories and recipients for these across the organisation for religious, awards were: spiritual or contemplative purposes. • Apprentice of the Year: Andrew Wilcock Staff engagement • Work Safe, Home Safe: Ray Zhou, Scott Hoskin, Tony Maiuolo, Costas Niahos In 2018, the State Transit Executive team • We’re Moving Sydney: George Karageuzian, introduced a new vision for the organisation: Kevork Beyleryan, Vincent Tagg • One Team: James Forsyth, John Paris ‘Providing our customers with • Good-Better-Best: Centralised Customer the safest and most reliable bus Feedback team trainers (Karin Althuis, James experience in Sydney, delivered Forsyth, Leslie Khair, Scott Berriman, Simon Munday); Customer Information Team for by passionate people who will B-Line Implementation (James Forsyth, always be the best they can be.’ Matthew Doyle, Anthony Christie, Shaunilee Lo Monaco and Benjamin Perrott); Selina Hatcher; Tony Traynor; Wen Lu; Andrew West • Value for Money: Waverley Depot.

Year in review • 31 32 State Transit Annual Report 2017-18

Appendices Appendices • 33 34 State Transit Annual Report 2017-18 • • • • • Key responsibilities: Masters inBusiness Administration Qualifications: Bachelor of Economics, Reports to theChiefExecutive Officer Craig Webster and Corporate Services Executive Director, Finance • • • • • Key responsibilities: Transport Management Qualifications: Certificate of Reports to theChiefExecutive Officer Michael Reardon Executive Director, Asset Management Australian Institute ofCompany Directors Business Administration, Graduate ofthe Engineering), Graduate Diploma(HD) Qualifications: BachelorofScience (Mechanical Reports to Secretary, Transport for NSW Steffen Faurby Chief Executive Officer structure (asat 30June2018) Appendix 1:Managementand Corporate Governance Insurance Contracts andProcurement Information andCommunication Technology Finance Emergency Management Incident Response and Bus Maintenance Fleet Operations Operational Infrastructure Asset Security • • • • • Key responsibilities: Health andSafety Management Work, Graduate DiplomainOccupational (Psychology), BachelorofArtsinSocial Qualifications: BachelorofArts Reports to theChiefExecutive Officer Wayne Potter Environment andQuality Executive Director, Safety, Health, • • • Key responsibilities: Institute ofManagementAccountants (Accounting andFinance), Chartered Qualifications: Bachelor ofArts Reports to theChiefExecutive Officer Helen Jessop Executive Director, Transformation • • • • • Key responsibilities: Masters inHumanResources Qualifications: BachelorofBusiness, Reports to theChiefExecutive Officer Mark Cox Executive Director, People andCulture Risk andAssurance Quality Environment Health Safety deliver business efficiencies Transformation Projects to Project andChangeManagement Business Process Improvement Employee andIndustrial Relations Recruitment Training andDevelopment Organisational Culture Human Resources Director, Communications Key responsibilities:

Kylie Keogh • Corporate and Strategic Communications • Media Relations Reports to the Chief Executive Officer • Social and Digital Media • Issues Management Qualifications: Post Graduate • Internal Communications Certificate (Applied Management)

Appendix 2: Human resource statistics The below table shows a comparison of State Transit’s staff by classification (and full-time equivalent) over the six-year period from July 2012 to June 2018.

Human resource statistics

Head count 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18

Operations 4191 3856 3857 4074 4115 4047

Maintenance 348 370 329 322 318 287

Administration 510 436 430 444 429 336

SES 10 0* 0* 0* 0* 0*

Transport Senior N/A 36* 34* 34* 34* 24* Service

Total 5049 4543 4562 4686 4892 4694

Full-Time Equivalent 4847 4543 4562 4686 4695 4479

Casuals 162 116 78 100 124 181 (included above)

Note: The figures are converted to full-time equivalents for part-time staff, and represent the average staffing levels for the year (they do not include overtime hours). Administration figures for 2012-13 to 2016-17 exclude positions assigned to Transport for NSW and Transport Shared Services.

* SES classification discontinued during 2013-14. Former SES and various Senior Officers transferred to Transport Senior Service classification (Level 1 to 6). Transport Senior Service (Level 2 to 6) transitioned to Transport Service Senior Executive (Band 1 to 3) from 1 July 2017

Appendices • 35 36 State Transit Annual Report 2017-18 Trends intherepresentation ofworkforce diversity groups Appendix 4:Workforce diversity The percentage of total salariesandwages expenditure that relates to seniorexecutives was 1.4 percent for 2017-18 TSSE contracts andremuneration remuneration Appendix 3:Seniorservice contracts and adjustment work-related disability requiring People witha a disability People with was notEnglish spoken asachild first language People whose Islanders and Torres Strait Aboriginal People Women diversity group Workforce Total Band 4 Band 3 Band 2 Band 1 TSSE Band Benchmark / Target 19.0% 2.6% 50% 1.5% N/A Female

staff –2015 % oftotal 5 3 2 - - 27.0% 0.7% 2.2% 2.2% 7.9% staff –2016 % oftotal Male 4 4 9 - 28.5% 1 0.9% 2.2% 7.5% 2.1% staff –2017 % oftotal Total 29.4% 14 0.7% 7.2% 2.1% 2.1% 6 7 - 1 staff –2018 % oftotal $500,000 $240,000 $330,000 Average of TRP 48.5% 0.0% 0.9% 6.3% 1.8% - Trends in the distribution of workforce diversity groups

Workforce Benchmark / 2015 2016 2017 2018 diversity group Target

Women 100 123 127 124 130

Aboriginal People 100 89 88 89 87 and Torres Strait Islanders

People whose 100 95 94 93 93 first language spoken as a child was not English

People with 100 113 119 114 121 a disability

People with a 100 113 113 114 N/A disability requiring work-related adjustment

Note 1: A Distribution Index of 100 indicates that the centre of the distribution of the Workforce Diversity group across salary levels is equivalent to that of other staff. Values less than 100 mean that the Workforce Diversity group tends to be more concentrated at lower salary levels than is the case for other staff. The more pronounced this tendency is, the lower the index will be. In some cases the index may be more than 100, indicating that the Workforce Diversity group is less concentrated at lower salary levels.

Note 2: The Distribution Index is not calculated where Workforce Diversity group or non-Workforce Diversity group numbers are less than 20.

The cluster-wide Multicultural Policies Appendix 5: and Services Plan outlines how TfNSW Multicultural Policies and State Transit respond to the NSW Government’s multicultural objectives and Services Plan and incorporate multicultural principles into their processes and systems. State Transit provides mainstream services for all people of NSW. We are committed We continue to work towards meeting the five to delivering services within a culturally, objectives identified for multicultural customers: linguistically and religiously diverse society.

• able to confidently use transport services Network service planning and community stakeholder engagement for service • able to equitably access transport services change programs are now the principal and information responsibility of TfNSW. State Transit’s • satisfied with the quality of communications role is to assist and support TfNSW in and cultural sensitivity of transport service service change management programs. and program delivery • able to have their views and concerns heard State Transit engages in consultation with on policy and program development and ethnic communities regarding the introduction service delivery of new or changed bus services, using • embedding multicultural activity as a interpreters when required. In areas with a high core function of the transport agencies. level of ethnic diversity, materials are produced in the predominant languages of the area where the service changes are to be implemented.

Appendices • 37 38 State Transit Annual Report 2017-18 • • • • • Progress inthisarea includes: Discrimination Act 2012 TransportPublic 2002 of the Transit alsoimplementstherequirements of the to ensure they conform to therequirements regularly reviewed, inconjunction withTfNSW, contracts withTfNSW. These plansare Action Plansfor eachofitsbusservice State Transit maintainsDisabilityInclusion Inclusion Action Plan Appendix 7:Disability agreement specified by Multicultural NSW. There hasbeennorequirement for an with Multicultural NSW Appendix 6:Agreements in training of busoperators. competency assessment isincluded and cross-regional routes services now operate onallmaincorridors timetabled wheelchair-accessible bus Sydney events to operate onalltripscatering for major Wheelchair‑accessible busesare scheduled each week are wheelchair-accessible. services (excluding schoolservices) a total of93 percent ofscheduledroute target of80percent places State Transit well aheadofthe2017 accessible (91percent ofthefleet). This buses to 1869 busesthat are wheelchair the total numberofwheelchair-accessible progressive upgrading ofthefleet,bringing practice organisations Inclusion Action Planagainst external best benchmarking ofState Transit’s Disability Disability Standards for Accessible Disability InclusionAct 2014 underthe (Commonwealth). Disability . State employees, passengers androad users. regulators andthesafety andsecurityof activities, reputation, compliance with may affect theorganisation’s operational minimise thenegative impactofevents that aims to improve decision-makingandto State Transit’s riskmanagementprogram 2009 RiskManagementStandard. activities are basedon NSW Treasury. State Transit’s riskmanagement NSW Sector Public Audit andRiskManagementPolicy for the State Transit iscompliant withthe is central to achieving business objectives. provides greater certainty over decisionsand identification andmanagementofrisk State Transit recognises that theeffective management Appendix 8:Risk and after adverse events andincidents. that detailtheprovision ofservices during State Transit hasbusiness continuity plans serious incidents.To supportservice delivery, effective communication andmanagementof Management Planthat provides for the such events, State Transit hasanEmergency outside itscontrol. To assist inmanaging environment that may beaffected by events recognises that services are provided inan to State Transit’s success. State Transit The delivery ofbusservices isparamount its external accountability requirements. governance, riskandcontrol framework plus overseeing andmonitoring State Transit’s assistance to theChiefExecutive Officer by independent members,provides independent Audit andRiskCommittee, comprised of the riskmanagementprogram. State Transit’s the implementation, operation andreview of executives ofState Transit, whichoversees and RiskCommittee, comprising senior reviewed by State Transit’s Governance Activities relating to riskmanagementare (TPP15-03) publishedby ISO AS/NZS 31000: Internal The Public Interest Disclosures Regulation 2011 Appendix 9: Ethics and (the Regulation) requires agencies to report the corruption prevention number of public interest disclosures received during the reporting period. In accordance with State Transit is committed to operating efficient, regulation 4 of the Regulation and section 31 safe and reliable bus services, consistent with of the Act, the tables below show the number its legislative responsibilities. The organisation of public interest disclosures received by conducts its business in an ethical manner, State Transit and the main concerns raised. having regard to NSW Government, Transport for NSW (TfNSW) and State Transit policies. Public interest disclosure statistics

Staff are required to conduct their activities Number in accordance with the Transport Code of Conduct and observe a high standard of Number of public officials who 0 probity, ethical behaviour and integrity in have made a public interest their business dealings. Just as State Transit disclosure to State Transit expects its staff to behave ethically and comply Total number of public 0 with the Code of Conduct, it expects high interest disclosures received standards of behaviour from organisations by State Transit and individuals that do business with it. Number of public interest 1 The Statement of Business Ethics, which is disclosures finalised published on State Transit’s website, provides clear guidelines on how the organisation Main concerns identified in public expects its business partners to behave. interest disclosures received It tells them what they can expect from State Transit, particularly in relation to Number procurement practices, safety, environmental management, reporting unethical behaviour, Corrupt conduct 0 gifts and benefits, and conflicts of interest. Maladministration 0 All individuals and organisations that deal with State Transit must comply with Serious and substantial waste 0 these standards of ethical behaviour. Government information 0 contravention Public interest disclosures Local government pecuniary 0 The objective of the Public Interest Disclosures interest contravention Act 1994 (the Act) is to encourage public officials to report any evidence of actual or suspected corrupt conduct, maladministration, Fraud and corruption prevention serious and substantial waste or State Transit is committed to maintaining government information contravention. high standards of ethical conduct. State Transit does not tolerate fraudulent or corrupt State Transit’s internal reporting procedure behaviour and is committed to ensuring that is consistent with the requirements of the its work environment is free of fraud and Act, and the model policy and better practice corruption. Where fraud and corrupt activity guidelines for public interest disclosures does occur, State Transit’s objective is to issued by the NSW Ombudsman. ensure that it is rapidly detected, effectively investigated and appropriate action is taken. State Transit undertook activities to promote staff awareness of the protections available, and organisational responsibilities and obligations under the Act. These included policy briefings for managers, and training for new staff through their general induction. In addition, general information updates to all staff are included in internal newsletters and State Transit’s intranet.

Appendices • 39 40 State Transit Annual Report 2017-18 changing riskprofile andenvironment. internal auditingskills,to meetState Transit’s State Transit withaccess to awiderange of provider. The modelwas selected to provide and OCMasacontracted external service Audit Executive, anauditsupportservice delivery modelconsists ofanin-house Chief At State Transit, theinternal auditservice in thedelivery ofitsinternal auditservices. Associates (OCM) partnered withState Transit During 2017-18, O’Connor Marsden & control andgovernance processes. the effectiveness ofriskmanagement, approach to evaluating andimproving obligations by bringingasystematic, disciplined State Transit’s objectives andstatutory function supportsmanagementinachieving State Transit’s operations. The Internal Audit services designedto addvalue andimprove independent, objective assurance andadvisory State Transit’s Internal Audit program provides Internal audit Appendix 10: Against Corruption andtheNSW Ombudsman. matters to theIndependentCommission statutory obligations by reporting relevant Throughout theyear, State Transit fulfilsits corrupt conduct are scheduledbi-annually. prevention andinternal investigations of on corruption awareness, corruption Against Corruption andNSW Ombudsman units oftheIndependentCommission Training courses conducted by theeducation currency withobligations underlegislation. review ofpoliciesandprocedures ensures State Transit’s staff newsletter. Anannual issues, information isregularly publishedin general awareness ofcorruption prevention risks, ethical,probity andpolicy issues. To raise management onawiderange ofcorruption providing guidance andadvice to staff and program issupported by asuite ofprocedures corruption riskwithintheworkplace. The activities aimedat reducing fraud and details thefraud andcorruption prevention 18-02) compliant withNSW Treasury Policy (TPP State Transit maintainsaFraud Control Plan Fraud andCorruption Control, which Committee andtheAudit andRiskCommittee. by State Transit’s Governance andRisk The status ofcorrective actionsismonitored reported areas for improvement. are taken inatimelymannerto address identified by theinternal auditprogram actions appropriate corrective actions for ensuringthat appropriate corrective State Transit’s managementisresponsible and otherinformation anddocumentation. property, personnelrecords, accounts, files and unrestricted access to allfunctions, Internal Audit isauthorisedto have full,free reviewed by theAudit andRiskCommittee. the internal auditprogram are regularly The results, progress andperformance of the resources oftheinternal auditfunction. the coverage provided by auditprojects and State Transit’s annualInternal Audit Plan, The Audit andRiskCommittee reviews Appendix 11: Internal audit and risk management attestation

Appendices • 41 42 State Transit Annual Report 2017-18 noise orsmoke from prolonged idling. The majorityofthesecomplaints related to 350, up1.5percent from theprevious year. Public environmental complaints equalled managed to theregulator’s satisfaction. These were appropriately investigated and having apotential to causematerial harm. incidents were notified to the regulator, as the PrincipalEnvironment Manager. Three reports were received and reviewed by A total of19environmental incident key environmental performance target. issued duringthefinancial year, meetinga Nil EPA orLGA notices orpenaltieswere throughout State Transit. Policy was publishedandpromulgated In 2017-2018, anupdated Environmental environment report Appendix 13:Annual State Transit Chief Executive Officer Steffen Faurby ISMS inaccordance withtheNSW Government DigitalInformation SecurityPolicy. There isno agency underthecontrol ofState Transit whichisrequired to develop anindependent systems ofState Transit are adequate. The controls inplace to mitigate identifiedrisks to thedigitalinformation anddigitalinformation requirements setoutintheNSW Government DigitalInformation SecurityPolicy. System (ISMS)inplace duringthe2017-18 financial year that is consistent withthe core I, Steffen Faurby, amoftheopinionthat State Transit hadanInformation SecurityManagement for State Transit Digital information securityattestation statement for the2017-18 financial year security annualattestation Appendix 12:Digitalinformation

small decrease ontheprevious year’s rate. achieve arecycling rate of68percent, a sending 636 tonnes ofwaste to landfill, to 1353 tonnes ofsolidorliquidwastes while In 2017-18, State Transit recycled some supplementing ordisplacingpotable water use. rainwater andstormwater harvesting systems these mainswater savings were achieved via 2.8 percent to 74,423kL in2017-18. Muchof Potable water consumption alsodecreased by energy efficiency and conservation measures. by nineper cent from theprevious year dueto Our depotelectricityconsumption decreased within theNewcastle Region. due inpartto nolongeroperating to approximately 137,000 tonnes CO financial year decreased by 19per cent Our total greenhouse emissions for the2017-18 of aEuro 3orhigheremissions standard. buses, suchthat 80percent ofthefleetis to improve withnew replacement orgrowth State Transit’s fleetemissions’ profile continued 2 (e), (e),

The principal recycled waste stream totals included: Appendix 14: Summary of land tonnes In accordance with section 41B(1)(d) of the Public Finance and Audit Act 1983, Liquid oily water waste 565 the following is a summary of State Recycled batteries 344 Transit’s land holding as at 30 June 2018 according to actual use of the land. Recycled metals 209

Recycled waste oil 116 Summary of land

Recycled coolant 107 Land Use Classification $’000

Paper & cardboard recycled waste 9.7 bus depots 176,679

Fluorescent tubes 2.2 minor operational assets 1936

commercial properties 9430 For WRAPP Reporting under the Government Resource Efficiency Policy, the three Total 188,045 primary waste streams by volume were oily water, recycled batteries and recycled metals. Individual waste streams cost data was not available however State Transit’s Total Waste Management spend Appendix 15: Disposal (all waste streams) for the last three financial years is as summarised below: of property During the year, State Transit transferred land Financial 2015-16 2016-17 2017-18 associated with Newcastle operations, on Year $K termination of the Outer Sydney Metropolitan Bus Service Contract, to Transport for Total waste 773 795 656 NSW. The land was valued at $8,052K. management State Transit also sold land in Alison Road, spend Randwick, to Transport for NSW, for $239K.

Appendix 16: Income and expenditure

Income

2016-17 2017-18 2017-18 2017-18 2017-18 Actual Actual Budget Variance Variance $’000 $’000 $’000 $’000 %

Operational 618,721 579,472 567,942 11,530 2.03 revenue

Interest 27,816 25,367 24,871 496 1.99

Other revenue 36,526 36,100 24,493 11,607 47.39

Total income 683,063 640,939 617,306 23,633 3.83

Appendices • 43 44 State Transit Annual Report 2017-18 Profit/(Loss) facility. Surplus fundsgenerated were usedto repay borrowings ofapproximately $1.5M. In 2017-18, State Transit didnothave fundsinvested inNSW Treasury Corporation’s investment Appendix 19:Investment management performance amounts, andthechangeinmarket capitalvalue ofthedebt portfolio, was 2.72 percent. includes actualinterest costs, accrued interest costs, theamortisation ofbondpremium ordiscount In theyear ended30June2018, themarket cost offundsState Transit’s debtportfolio, which Appendix 18:Liabilitymanagement performance 2017-18: Mission Australia $500. State Transit madethefollowing donation to anon-Government community organisation during non-government community organisations Appendix 17:Fundsgranted to Strategies (see Page 21). Further commentary onfinancialperformance isincludedaspartofService Delivery andGrowth $444 million. surplus of$4.2millioncomprising total revenue of$448.2million andtotal expenditure of State Transit reported aprofit of$23.4million for 2017-18. The operating budget for 2018-19 isa Expenditure Profit/(loss) expenditure Total operating costs Other costs Borrowing expenses Fleet running and amortisation Depreciation services Personnel 599,009 403,349 2016-17 2016-17 84,054 Actual Actual $’000 $’000 73,877 99,146 13,321 9316 619,460 438,077 2017-18 2017-18 Actual Actual 21,479 $’000 $’000 89,156 12,867 72,154 7206 608,679 429,970 2017-18 2017-18 Budget Budget $’000 $’000

65,201 94,166 12,724 8627 6618 Variance Variance 2017-18 2017-18 (10,781) (6953) 12,852 $’000 $’000 (8107) (588) (143) 5010 Variance Variance 2017-18 2017-18 (10.66) 148.97 (8.88) (1.77) (1.89) (1.12) 5.32

% %

Appendix 20: Performance in paying accounts for all suppliers

Performance in paying accounts for all suppliers

Measure September December March June 2017 2017 2018 2018

Number of accounts 14,786 14,670 12,070 15,174 due for payment

Number of accounts 14,676 14,567 11,782 15,004 paid on time

Actual percentage of 99.3% 99.3% 97.6% 98.9% accounts paid on time (%)

Dollar amount of accounts $65,630,065 $60,652,581 $57,760,065 $99,053,032 due for payment

Dollar amount of $65,348,006 $60,305,244 $57,005,000 $98,198,645 accounts paid on time

Actual percentage of 99.6% 99.4% 98.7% 99.1% accounts paid on time (%)

Number of payments for NIL NIL NIL NIL interest on overdue accounts

Interest paid on NIL NIL NIL NIL overdue accounts

Performance in paying accounts for small business suppliers

Measure September December March June 2017 2017 2018 2018

Number of accounts 1552 1523 1144 1678 due for payment

Number of accounts 1541 1520 1135 1672 paid on time

Actual percentage of 99.3% 99.8% 99.2% 99.6% accounts paid on time (%)

Dollar amount of accounts $1,489,452 $1,719,816 $1,339,872 $1,493,611 due for payment

Dollar amount of $1,480,370 $1,710,381 $1,335,779 $1,486,148 accounts paid on time

Actual percentage of 99.4% 99.5% 99.7% 99.5% accounts paid on time (%)

Number of payments for NIL 1 NIL NIL interest on overdue accounts

Interest paid on NIL 136.33 NIL NIL overdue accounts

Appendices • 45 46 State Transit Annual Report 2017-18 overview ofthelegislation directly relevant to theState Transit Authority ofNSW during2017-18. functions andisnotcharged withtheadministration of legislation. However, set outbelow isan The State Transit Authority ofNSW isconstituted asanoperating bodywithoutpolicy orregulatory Appendix 22:Legislation There were nosignificantmatters identified bythe Auditor-General inthe statutory Audit Report. by theNSW Auditor-General Appendix 21:Response to matters raised Aged transactions by quarter for allsuppliersandsmallbusiness suppliers Jun-18 Mar-18 Dec-17 Sep-17 Small business suppliers Jun-18 Mar-18 Dec-17 Sep-17 All suppliers Quarter Jun-18 Mar-18 Dec-17 Sep-17 Small business suppliers Jun-18 Mar-18 Dec-17 Sep-17 All suppliers Quarter Current Current $’000 count 5008 5844 2083 3534 6919 1248 1901 209 459 353 225 105 124 221 62 57 $’000 31–60 31–60 199 125 28 23 77 61 13 -1 6 3 3 2 - - 1 1

$’000 61–90 61–90 10 4 3 5 5 7 7 ------1

$’000 90+ 90+ 22 10 -5 -3 -2 -2 -2 13 0 9 7 - - 1 1 1

Amount $’000 count Total Total 5966 5033 1342 3599 1934 2110 7117 227 109 210 519 219 351 125 59 61

Transport Administration Act State Transit will continue to maintain and improve its current collection and storage of The State Transit Authority of NSW is created as personal information to ensure it continues a corporation by the Transport Administration to satisfy the guidelines provided in the Act. Act 1988 and operates pursuant to that Act and the regulations made under the Act.

Regulations Appendix 24: The following regulations made under the Transport Administration Act 1988 Government had direct application to the State Transit Authority of NSW and were in Information (Public force during the year under review: Access) (GIPA) Act

• Transport Administration (Staff) Review of proactive release Regulation 2012 program – clause 7(a) • Transport Administration (General) Under section 7 of the GIPA Act, agencies Regulation 2013. must review their programs for the release Orders of government information to identify the kinds of information that can be made Section 85 of the Transport Administration publicly available. This review must be Act 1988 provides that the charges to be undertaken at least once every 12 months. demanded by the State Transit Authority State Transit’s Agency Information Guideline of NSW in respect of its bus services and/ is published annually on its website. or any other purpose shall be as from time to time determined by order made State Transit’s program involves the by the State Transit Authority of NSW. proactive release of information concerning State Transit’s operations, functions and Passenger Transport Act structure and its performance in the provision of passenger transport services. The State Transit Authority of NSW, in common with other operators of public This includes: passenger services in NSW, is directly bound by the provisions of the Passenger • publication of State Transit’s annual report Transport Act 1990 and the relevant and Corporate Plan regulations made under the Act. • details on State Transit’s fleet of buses • transport news and announcements, timetable changes and other travel information regularly publicised through the Appendix 23: Privacy Transport for NSW and State Transit websites • the publication of performance information management • customer service charter In accordance with the Privacy and Personal • accessible transport plan Information Protection Act 1998, State Transit • environmental management plan has implemented a Privacy Management Plan. • passenger relations plan • code of conduct A copy of the Privacy Management Plan has • statement of business ethics. been lodged with the Privacy Commissioner. All key publications are available on the State The plan requires staff to keep personal Transit website or through the Transport information secure and ensures that Info website at transportnsw.info the information is only used for the purposes for which it is collected.

In accordance with the plan, State Transit informs all individuals when collecting personal information how the details will be used and to whom the personal information may be passed.

Appendices • 47 48 State Transit Annual Report 2017-18 such decision.This alsoappliesto Table B. *More thanonedecisioncan bemadeinrespect of aparticularaccess application. If so, arecording willbemadeinrelation to each Table A:Numberofapplications by typeofapplicantandoutcome (continued)* Table A:Numberofapplications by typeofapplicantandoutcome* Statistical information aboutaccess applications –clause7(d) andSchedule2 because theinformation requested was information referred to inSchedule1oftheGIPA Act. During thereporting period,State Transit refused two applications (one whollyandonepartly) Number ofrefused applications for Schedule 1information –clause7(c) applications (includingwithdrawn applications butnotinvalid applications). During thereporting period,State Transit received atotal of16formal access Number ofaccess applications received –clause7(b) • • • During thereporting period,State Transit reviewed thisprogram by: Members ofthepublic(other) representative) (application by legal Members ofthepublic or community groups Not-for-profit organisations Private sector business Members ofParliament Media Members ofthepublic(other) representative) (application by legal Members ofthepublic or community groups Not-for-profit organisations Private sector business Members ofParliament Media examining thetypesofinformation beingrequested through formal andinformal applications analysing thetypesofinformation proactively released by otheragencies. assessing thetypeofinformation heldby State Transit Information available granted already Access Access in full 0 0 0 0 0 0 0 0 0 0 2 1 application Refuse to deal with granted Access Access in part 0 0 0 0 0 0 0 0 0 6 2 1 information Refuse to confirm/ whether refused Access Access is held in full deny 0 0 0 0 0 0 0 0 0 0 0 2 Information Application withdrawn not held 0 0 0 0 0 0 0 0 5 2 1 1 Table B: Number of applications by type of application and outcome

Access Access Access Information granted granted refused not held in full in part in full

Personal information 0 1 2 2 applications*

Access applications 3 2 0 3 (other than personal information applications)

Access applications that are 0 6 0 4 partly personal information applications and partly other

Table B: Number of applications by type of application and outcome (continued)

Information Refuse to Refuse to Application already deal with confirm/ withdrawal available application deny whether information is held

Personal information 0 0 0 0 applications*

Access applications 0 0 0 0 (other than personal information applications)

Access applications that are 0 0 0 0 partly personal information applications and partly other

*A personal information application is an access application for personal information (as defined in clause 4 of Schedule 4 to the Act) about the applicant (the applicant being an individual).

Table C: Invalid applications

Reason for invalidity Number of application

Application does not comply with formal requirements (section 41 of Act) 0

Application is for excluded information of the agency (section 43 of the Act) 0

Application contravenes restraint order (section 110 of the Act) 0

Total number of invalid applications received 0

Invalid applications that subsequently became valid applications 0

Appendices • 49 50 State Transit Annual Report 2017-18 Table F:Timeliness to section14oftheAct Table E:Otherpublicinterest considerations against disclosure: matters listed intable will berecorded. This alsoappliesinrelation to Table E. *More than onepublicinterest consideration may applyinrelation to aparticularaccess application and,ifso, eachsuchconsideration matters listed inSchedule1oftheAct Table D:Conclusive presumption ofoverriding publicinterest against disclosure: Total Not decidedwithintime(deemed refusal) Decided after 35 days (by agreement withapplicant) Decided withinthestatutory timeframe (20days plusany extensions) Exempt documentsunderinterstate Freedom ofInformation legislation Secrecy provisions Environment, culture, economy andgeneral matters Business interests ofagenciesandotherpersons Individual rights,judicialprocesses andnatural justice Law enforcement andsecurity Responsible andeffective government Aboriginal andenvironmental heritage Ministerial code ofconduct Care andprotection ofchildren Adoption Transport safety Documents affecting law enforcement andpublicsafety Excluded information Legal professional privilege Contempt Executive Council information Cabinet information Overriding secrecy laws considered used* Number oftimes occasions when application not applications Number of Number of successful

16 13 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4 3 5 5

Table G: Number of applications reviewed under Part 5 of the Act (by type of review and outcome) Decision Decision Total varied upheld

Internal review 0 0 0

Review by Information Commissioner* 0 0 0

Internal review following recommendation 0 0 0 under section 93 of Act

Review by ADT (NCAT) 0 0 0

Total 0 0 0

*The Information Commissioner does not have the authority to vary decisions, but can make recommendation to the original decision- maker. The data in this case indicates that a recommendation to vary or uphold the original decision has been made.

Table H: Applications for review under Part 5 of the Act (by type of applicant)

Number of applications for review

Applications by access applicants 0

Applications by persons to whom information the subject of 0 access application relates (see section 54 of the Act)

Table I: Applications transferred to other agencies under Division 2 of Part 4 of the Act (by type of transfer)

Number of applications transferred

Agency-initiated transfers 4

Applicant initiated transfers 0

Appendices • 51 52 State Transit Annual Report 2017-18 has astrong commitment to responding to its overall service. Internally, State Transit channels to assist withthe improvement of customers to report allfeedback viatheabove State Transit continues to encourage its other sources. via the via Transport Info ( feedback andcomplaints that are received services inSydney includesqueries,compliments, Customer feedback onState Transit’s bus more meaningful responses thanever before. it to acentralised area, enablingquicker and its Customer Feedback Team by relocating In late May 2018, State Transit strengthened issues ineachoperational area. feedback andensure effective resolution of provide timely, accurate responses to customer State Transit’s Customer Relations staff Customer response Appendix 28: with Government policiesandstandards. formally managedigitalrecords inaccordance State Transit hasestablished thecapabilityto recordkeeping Appendix 27: Digital financial year. any State Transit employee inthe2017-18 There was nooverseas travel undertaken by Overseas travel Appendix 26: as aconsultancy fee. to high-level specialists orprofessional advice that assists managerialdecision-makingisclassified The following tableisasummaryofconsultancy fees incurred duringtheyear. Expenditure relating Appendix 25:Consultancy fees Where consultancy fees paidwere less than$50,000 Where consultancy fees exceeded $50,000 Consultancy fees 131 500 feedback line), letters andfrom transportnsw.info and complaints, compliments and general feedback. 2016-17). Customer feedback includedenquiries, received (44,752 compared to 47,006 in decrease intheamountofcustomer feedback In 2017-18, State Transit saw a4.79 percent the organisation. customer feedback process isafocus within feedback. This ensures that promotion ofthe with majorinfrastructure projects. is attributable to construction works associated complaints relating to late orunreliable buses and service reliability. Alarge proportion of buses beinglate, failing to stop, staff behaviour of customer feedback during2017-18 related to feedback where required. The primarytopics committed to investigating andresponding to to provide feedback onbusservices andis State Transit continues to encourage customers • • • • satisfaction. These initiatives included: customer service andimprove overall customer Transit in2017-18 to increase thestandard of various initiatives introduced by State This decrease incustomer feedback reflects to customers whilethey travel. to provide direct communication the useofspeakers insomebuses required asaresult ofcustomer feedback program andadjustment ofservices where of theTransport for NSW Growth Services implementation ofadditionalservices aspart has astrong focus oncustomer service development day training program, which continuation ofthebusoperator improve reliability ofservices implementation ofupdated runningtimesto of on-timerunningbusservices andthe continuation ofacomprehensive review $’000

165 Nil Breakdown of complaints On-time running review received by channel In 2017-18, timetable adjustments were made to many routes to improve reliability, with the Source 2016-17 2017-18 implementation of an on-time running review Phone 131 500 18,682 16,680 for Regions 7 and 9. The on-time running review was mostly for weekday timetables, plus Online channels 18,147 19,400 some weekend timetables in Region 9. Major Letters 166 1 corridors included in the review were:

Ministerial 254 248 • Region 7 – Lane Cove (via Freeway): Routes correspondence 251 and 253 • Region 7 – Lane Cove (via Pacific Highway): Total complaints 37,249 36,329 Routes 252 and 254 Other feedback 9757 8423 • Region 7 – Epping Road: Routes 285, 286, 287, 288, 290, 291, 292, 293, 294 and 297 In 2017-18, State Transit received 36,329 • Region 7 – Victoria Rd: Routes 500, X00, customer complaints (or 18 complaints per 501, 502, 505, 506, X06, 507, 508, 510, 513, 100,000 passengers boarding). 515, X15, 518, X18, 520 & M52 • Region 9 – Bondi Road/Oxford Street corridor: Routes 352, 333, 380, 381 and 382. • Region 9 – Botany Road corridor: Routes 309, 310, X09, X10 and L09 Appendix 29: • Region 9 – New South Head Road and OId Service changes South Head Road corridor: Routes 200, 323, 324, L24, 325, 326, 327 and 328 Rail and ferry timetable changes • many other routes in both the Western and Eastern Region. From 26 November 2017, both Sydney Trains and Sydney Ferries introduced new changes to their timetables to improve the customer Growth Services Program experience and connectivity between modes Throughout the year, State Transit introduced of transport. In response, minor timetable additional services and made timetable adjustments were made to 35 bus routes across adjustments as part of the Transport for NSW’s Regions 6 and 7. Growth Services Program.

Light rail construction In November 2017, both Region 7 and 9 timetables were adjusted along various The construction of the Central Business District corridors where additional trips were added on (CBD) and South East Light Rail continued weekdays and weekends. These included: in the CBD and Eastern Suburbs. Works in the Kensington area resulted in many routes • Region 7 – Routes 251, 267, 285, 289, 294, near the University of New South Wales 297, 533 and 534 (UNSW) being diverted or having their stops • Region 9 – Routes 324, 333, 352, 353, relocated temporarily. 360, 370, 374, X74, 379, X79, 380, 381, 389, X92, 418, 440 and M20. Permanent changes from 26 November 2017 included new routes: Route 893, which departs Further introduction of Growth Services from High Street, Kensington (Gate 3) and occurred in May 2018, when Region 7 timetables Route 898, which departs from High Street were adjusted with additional trips being added (Gate 8) to Central. on weekdays and weekends. These included: Routes 500, 501, 506, 507, 510, 513, 518, X18, 520, 521, 545, 546, 549, M52 and M54.

Appendices • 53 54 State Transit Annual Report 2017-18 at Chiswick. Wharf andthenearest operating wharf conveyed customers between Abbotsford Services. Atemporary shuttle, works were undertaken by Roads andMaritime February andJune2018 whilereconstruction Abbotsford Wharf was closedbetween and Bondibeaches. April 2018 linkingCoogee, Bronte, Tamarama Route 362 service,The annualsummer‘Beachrunner’ Additional tripsandroute extensions 389, 431,440, 470, 545,E65andE70 times. These included: weekdays duringthepeakandday off-peak made to provide headway timetablesfor In May 2018, minortimetablechangeswere Headway routes Road andthelocalbusnetwork. within Region 8alongMilitaryRoad, Pittwater There were alsochangesto otherbusroutes service inNSW. Wynyard. Itbecamethefirst headway bus high capacityservice between MonaVale and on 26November 2017 asahighfrequency, In Region 8,theB-Lineservice was introduced Introduction ofB-Line • • • • • transfer. These included: of theOpalfare structures encouraging modal adjustments periodicallyto take fulladvantage NSW, madeservice changesandtimetable State Transit, alongwithTransport for optimisation andreallocation Fare integrations/service X79, 389, 392, X93 and440 2017) – Region 9(effected inNovember 507, 545,546,547 and549 Region 7(effected inMay 2018) – Routes Routes 267, 272, 289, 292 and297 Region 7(effected inNovember 2017) – and 504 422, 423,L38,L39, 444,462,463, 464,466 Region 6(effected inMay 2018) – Routes 389, 440, 530 andM30 Region 6(effected inNovember 2017) – , operated from October 2017 until Routes 333,360, 380, 379, Routes 333,343,379, Route 437 . Routes . , bus operations for Region 6on1July2018. June 2018, andthenew operator commenced new operator. This transition was finalisedin regions to ensure asmoothtransition to the separation ofallRegion 6routes from other In March 2018, State Transit undertook the Separation ofRegion 6services • • • • implemented on1March 2018. They included: operate someNightRideroutes. These were In November 2017, State Transit won thebidto of the report, pleasecall(02) 8202 2200. If assistance isrequired to access thisvolume of thisreport are notWCAG 2.0 compliant. State Transit’s financial statements in Volume 2 Government Website Management. the NSW Premier’s Circular 2012-08 NSW Accessibility Guidelines(WCAG) 2.0, asper in-house andcomplies withWeb Content The State Transit AnnualReport was produced requirements Report accessibility Appendix 30:Annual Interchange to Macquarie Park. Route N91 via Chatswood Route N90 Route N11 Route N10 –Town Hallto Cronulla –Town Hallto Sutherland – BondiJunction –Town Hallto Hornsby Appendices • 55 State Transit Authority 27 Derbyshire Road, Leichhardt NSW 2040 statetransit.info

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