2016-2017 Corporate Plan 2 Sydney Trains Corporate Plan 2016-17 Contents
Sydney Trains – key statistics 4
Chief Executive’s message 5
Legislative context 7
Strategic alignment 8
Safety 9
Customer, accessibility and travel 10
People 11
Business 12
Assets 13
Environment and the community 14
Sydney Trains Corporate Plan 2016-17 3 Sydney Trains – key statistics
• Customer satisfaction: 90%, up from 88% in our last survey
• Passenger journeys per weekday: 1 million
• Annual patronage: 307 million (for 12 months to 31 December 2015)
• Timetabled trips per typical weekday: 2,961
• Stations: 178 (includes four on the Airport Line)
• Fleet: 2,191 electric and diesel cars (includes 574 NSW TrainLink fleet)
• Number of passengers one eight-car train can carry: 1,000 plus
• Capitalised value of a new Waratah train: $30 million
• Length of total track maintained: 1,643km (includes NSW TrainLink area)
• Length of electrified track (bounded by Emu Plains, Berowra, Waterfall and Macarthur): 961km
• Length of overhead wiring maintained: 1,576km (includes NSW TrainLink)
• CCTV cameras maintained: more than 10,000
• Total cost of operations: $2.7 billion
• Value of assets under Sydney Trains management: $35 billion
• Workforce head count: approximately 10,000 (as at May 2016)
4 Sydney Trains Corporate Plan 2016-17 Chief Executive’s message
I want to share with you Sydney Trains’ priorities for the 2016-2017 financial year. Sydney Trains was established on 1 July 2013 and is the operator, maintainer and deliverer of choice for rail services across Sydney. This includes 178 stations, 961kms of electrified track and signals, and 2,191 electric and diesel cars, among them 574 NSW TrainLink cars. Sydney Trains also operates the network-wide Rail Management Centre which covers the greater Sydney area. The organisation was constituted under the Transport Administration Act 1988. Sydney Trains’ mission is to keep Sydney moving by delivering safe, customer-focused, reliable and clean rail services. We aim to contribute to the success of transport in NSW by running effective and efficient rail services which exceed our customers’ expectations, support growth and contribute to the broader community and the economy. We focus on providing our customers with a high quality service and giving taxpayers value for money by operating as efficiently as we can. Sydney Trains has an annual operating expenditure of $2.7 billion and delivers over $500 million of capital works. This Corporate Plan outlines the key priorities and initiatives that we will deliver between 1 July 2016 and 30 June 2017. They will support the NSW Government’s objective to maintain or improve reliability of public transport services over the next four years and will help to reduce travel times, grow patronage and improve the customer experience. This Corporate Plan explains how we will: • Maintain the safety and security of our customers and colleagues • Maintain record levels of customer satisfaction • Increase the efficiency and cost-effectiveness of the network • Maintain performance levels with a growing level of passenger demand • Operate in a financially sustainable manner. Rail will remain the backbone of public transport in Sydney. Over the coming year, we will continue to work with Transport for NSW and our NSW TrainLink and State Transit colleagues to provide improved services to customers, expand the capacity of our network and deliver the Government’s plans for transport in NSW.
Howard Collins OBE Chief Executive Sydney Trains
Sydney Trains Corporate Plan 2016-17 5 6 Sydney Trains Corporate Plan 2016-17 • Promote and facilitate access Legislative context to the part of the NSW rail network vested in or owned by Sydney Trains is a NSW Government agency constituted under RailCorp the Transport Administration Act 1988 and is a public subsidiary • Be a successful business and, to corporation of Rail Corporation New South Wales (RailCorp). that end, to operate at least as Sydney Trains operates under The principal objectives of Sydney efficiently as any comparable a Rail Service Contract with Trains under the Act are to: business and maximise the net worth of the State’s investment Transport for NSW. The contract • Deliver safe, reliable, effective in Sydney Trains stipulates the NSW Government’s and efficient rail, passenger and expectations around service network access services in a • Exhibit a sense of social levels, and sets out how Sydney financially responsible manner responsibility by having Trains and Transport for NSW regard to the interests of the • Ensure that part of the NSW will work cooperatively together community in which it operates rail network vested in or owned to address service alterations, by RailCorp enables safe and • Conduct its operations in community consultation, regular reliable railway passenger and compliance with rail safety service reviews, performance freight services and that these national law and the principles standards and the handling of are provided in an efficient, of ecologically sustainable complaints. effective and financially development as contained in Sydney Trains provides rail responsible manner. section 6(2) of the Protection of the Environment Administration services in its capacity as operator The other statutory objectives of Act 1991 where its activities and maintainer under the Rail Sydney Trains are to: affect the environment Services Contract with Transport • Maintain reasonable priority for NSW. In doing so it must meet and certainty of access for the requirements of the Act. railway passenger services
Sydney Trains Corporate Plan 2016-17 7 • Make it easier for people to be Strategic alignment involved in their communities • Restore trust in State and Sydney Trains is committed to the delivery of the NSW Local Government as service Government’s priorities for transport. These have been outlined providers in the State Priorities and have been further detailed by Transport • Increase opportunities for for NSW in partnership with all peer transport operators. seniors in NSW to fully Transport for NSW is the lead agency for transport within New participate in community life. South Wales and has primary responsibility for coordinating Sydney Trains will contribute to transport policy, funding allocations and planning for all modes of those aims by delivering safe, transport. customer-focused, reliable and Transport for NSW’s purpose is to make New South Wales a clean rail services. better place to live, do business and visit by managing and In 2016-17 Sydney Trains will focus shaping the future of the whole transport system. on improving its services through: • Providing information to State Priorities Sydney’s Rail Future is an integral customers so they can make The State Priorities are 30 reforms part of the NSW Long Term informed decisions about their to grow the NSW economy, Transport Master Plan. It will travel options. deliver a three-tiered system deliver infrastructure, and improve • Improved incident recovery of rapid transit, suburban and health, education and other management and improved services across NSW. intercity services to meet operational processes. changing customer needs. Through the State Priorities, Sydney Trains has six themes: Sydney’s Rail Future Strategy Sydney Trains has a direct aims to achieve operational Safety – to create and foster an responsibility for contributing and network efficiencies and environment that improves safety towards the priority to Maintain the completion of major works, or improve reliability of public Customer, accessibility and such as the new Sydney Metro transport services over the next travel – to improve the customer Northwest and Sydney Metro four years. Sydney Trains also experience with rail transport City & Southwest. Sydney Trains contributes to the delivery of services and run trains on time is a key delivery partner in the further priorities, including: People – to create an effective implementation of Sydney’s leadership culture and an • Creating 150,000 new jobs by Rail Future. We will work with engaged workforce 2019 Transport for NSW to implement • Key infrastructure projects to be their plans, including the Sydney Business - to improve efficiencies delivered on time Metro projects. across Sydney Trains • Improving customer satisfaction Transport for NSW’s broader aims Assets – to manage assets for with key government services, are to: Sydney Trains and NSW TrainLink and by balancing cost, risk and • Improve the performance of the performance • Driving public sector diversity. NSW economy • Drive economic growth in Environment and the community NSW Long Term Transport regional NSW – to implement our environment Master Plan strategy and deliver a more • Reduce travel times The NSW Long Term Transport effective approach to community Master Plan covers all transport • Grow patronage on public engagement. modes across the State. The transport by making it a more attractive choice Plan sets out a clear direction for transport in NSW over the next • Improve customer experience 20 years, outlining the approach with transport services to integrate, grow, modernise and • Build liveable centres manage the transport system while putting the customer first.
8 Sydney Trains Corporate Plan 2016-17 Safety Key initiatives for 2016-2017 • Introducing a new safety incident management system THEME which, through real-time reporting and improved tools To create and foster an environment that for analysing the causes of improves safety incidents, will promote a deeper understanding of our safety At Sydney Trains, safety is at the heart of everything we do for our risks and improved incident customers and the responsibility of all our staff. management program and Safety Leadership Commitment We will continue to drive improvement in the safety culture and workplace visits practices of our employees and contractors through the Target • Striving for the safest possible Zero culture change program. environment for customers with targeted initiatives to reduce the number and severity of customer injuries and, in collaboration with the NSW Police Transport Command, to reduce anti-social behaviour and criminal offences on our network • Reducing the frequency and severity of safety incidents, and enhancing the resilience of the network through improved operational response systems and strategic improvement initiatives including the Rail Corridor Safety Program and a Signal Passed at Danger (SPAD) mitigation strategy • Enhancing safety and security through a graffiti removal and prevention strategy.
Measuring success By delivering these initiatives, Sydney Trains will achieve: • Reduced frequency and severity • Managing customer movements In 2016-2017 we will focus on: of safety incidents • Running a safe and secure railway, during busy periods • Fewer staff lost time injuries and with safe infrastructure and • Improved incident recovery medical treatment injuries safe systems for our customers, management and improved employees and contractors operational processes. • Reduced number of incidents leading to delays • Maintaining a safe workplace through a rigorous focus • Fewer criminal offences on ensuring safe practices, by supporting NSW Police equipment and facilities are Transport Command Officers available for all staff. We also focus • Fewer customer injuries. on embedding a safe culture and safe behaviours and attitudes
Sydney Trains Corporate Plan 2016-17 9 • Understanding community Customer, accessibility and travel demographics and aligning the service offering with community THEME needs • Handling all customer To improve the customer experience with rail complaints and feedback transport services and run trains on time equitably and objectively and using the insights gained to Sydney Trains aims to deliver customer journey growth, growing improve services patronage year-on-year by delivering high-quality services which • Working with Transport attract new customers. for NSW to develop new Sydney Trains puts the customer at the centre. Our aim is to timetables that will increase service efficiency and provide deliver consistent, good quality customer service every day additional capacity through visible and empowered staff, accurate and timely information, a safe and secure journey and clean trains and • Implementing alternative customer journey plans to help stations. We focus on punctuality, making our trains more reliable customers make informed and keeping abreast of changing customer needs. decisions about travel during In 2016-2017 we will focus on: • Improved incident management periods of disruption by developing a state of the art • Improved customer service by • Improve service disruption Rail Operations Centre developing and deploying a management through an customer service model that is • Working with NSW TrainLink integrated Incident and customer needs-focused to provide reliable services to Emergency Response unit intercity and regional customers • Regular use of independent Sydney Trains is committed to verifiers to monitor the • Taking care of our customers by ensuring its operations reflect quality of the customer-facing providing paramedic services the multicultural nature of the environment on stations and at key locations and public community in which it operates. trains education programs on stations • Continuing to support the Opal • Continued focus on our people, Measuring success project team at Transport for using the Sydney Trains By delivering these initiatives, NSW in phasing out paper customer service principles: Sydney Trains will achieve: tickets and rolling out other – first impressions count • Sustained high level of customer ticketing and Opal-related – friendly and ready to help satisfaction projects – communicate clearly – currently stands at 90% • Cleaner trains and stations – find a solution and a consistent, high quality • Reduced number of incidents and predictable customer – sharing knowledge leading to delays experience – working together • Improved incident response and • Working with Transport for • Operating ticket gates to recovery times reduce incidents of congestion NSW to align bus, train, ferry • Improved customer journey especially at peak times and light rail services to times. improve connectivity across the • Improving punctuality by transport network running safe and reliable train • Improved information to services with punctuality levels customers, through updated of 92% or more mobile apps, promotion of Sydney Trains’ Twitter handles and improved station passenger information screens. We will deliver faster, more accurate information to inform and give our customers choices
10 Sydney Trains Corporate Plan 2016-17 • Regular employee surveys to People measure staff engagement and seek feedback THEME • Implementing programs to enhance employee health and To create an effective leadership culture and wellbeing engaged workforce • Evaluating the effectiveness of our staff communications and Our staff are vital to Sydney Trains’ success. Sydney Trains is improving channels, through a committed to creating and maintaining an environment in which refreshed intranet and feedback people can fulfil their potential. Building the capability and channels competence of our workforce to meet current and future business • Diversity and inclusion action objectives is also key to our success. plan to promote a more Sydney Trains has developed • Empowering our managers to sustainable, capable and a set of behaviours, which are be accountable and responsive innovative workforce encouraged in the workplace. in the day-to-day management • Leadership development They are known as SPACE and leadership of their teams program to match business and behaviours, and they define the • Ensuring competency and employee needs way we do things. related safety risks are • Building change capability These behaviours underpin minimised and legislation is to support efficient Transport for NSW’s core values complied with implementation of a large of customer focus, collaboration, • Handling all customer transformation agenda integrity, safety and delivering complaints and feedback • Growing our workforce planning solutions. equitably and objectively. The and delivery capability. insight generated will inform SPACE stands for: SPACE behaviours service improvement Measuring success • Creating a culture of By delivering these initiatives Safety collaboration across Sydney Sydney Trains will achieve: Trains and with our transport • Increased staff capability through cluster partners, particularly Pride investment in their development Transport for NSW and NSW TrainLink. This collaboration • A more diverse workplace with Accountability culture will help the organisation increased representation of recognise and pursue initiatives female leaders and Aboriginal Collaboration that can add value and deliver employees efficiencies • Improved trends in staff survey Excellence • Supporting innovations and results change initiatives through sound • Improved staff retention and organisational change leadership turnover rates In 2016-2017 we will focus on: and management capability. • Reduction in absenteeism. • Continuing to embed a Key initiatives for 2016-2017 customer-centric culture of accountability and performance • Further embedding the SPACE behaviours across Sydney Trains • Developing the technical, operational and leadership • Implementing initiatives to drive capability of our staff and a positive culture that is free creating high-performance teams from bullying and harassment and addresses absenteeism • Providing the right training and resources for our staff to do • Improving performance planning their jobs well for staff and managers with a focus on quality conversations
Sydney Trains Corporate Plan 2016-17 11 Business • Ensure compliance and control • Reduce costs and improve processes THEME • Encourage improved delivery against implementation plans To improve efficiencies across the business Key initiatives for 2016-2017: In 2016-2017, Sydney Trains will seek to deliver increased efficiency • Benchmarking to improve to enable more customer-focused investment in the network and performance and identifying the delivery of Transport for NSW strategic plans. best practice across the rail industry and other sectors, both locally and internationally • Continued implementation of the new customer service model, including leveraging the benefits of Opal ticketing and related projects with Transport for NSW • Continue modernising rail maintenance practices, building on the successful consolidation of Network Maintenance Depots and extending the approach to Major Works depots • Improving rostering and • Strategic and risk management Targeted cost reduction, scheduling practices across practices to efficiently utilise productivity improvement and operational areas human, capital and intellectual simplified work practices will assets through effective, • Implementing new Enterprise contribute to greater efficiency integrated planning Resource Planning (ERP) and and support growth. We will also Enterprise Asset Management • Continuing to streamline or focus on identifying opportunities (EAM) systems, which will remove inefficient processes for business improvement modernise and streamline and strengthened commercial • A thorough and systematic existing processes and asset practices. We will ensure approach to identifying and management compliance obligations and risks pursuing opportunities for are appropriately managed. efficiency improvements with Measuring success benefits realised through By delivering these initiatives In 2016-2017 we will focus on: functional, structural and Sydney Trains will: • Cost-effective operations to technological change reduce government subsidy and • Meet operating and capital • Effective and efficient business the cost to taxpayers budgets processes and platforms to • Strategic sourcing and delivery remove bureaucracy and • Reduce the cost of operations to expand resource availability improve the accessibility per revenue car kilometre. and better control the escalation of relevant management • Implement new Enterprise of costs information. Resource Planning (ERP) and • Improved revenue protection, This will: Enterprise Asset Management increasing the visibility and (EAM) systems, which will • Encourage better decision- effectiveness of Transport modernise and streamline making Officers and working with the existing processes and asset Police Transport Command to • Improve access to accurate and management reduce the level of fare evasion timely information on all aspects of service and operations
12 Sydney Trains Corporate Plan 2016-17 • Implementing a Heritage Assets Asset Management Strategy, improving maintenance THEME practices and conservation of heritage assets To manage assets for Sydney Trains and • Renewing infrastructure to meet NSW TrainLink by balancing cost, risk and current and future population demand performance • Working with Transport As an operator, maintainer and deliverer of choice, Sydney Trains for NSW on major projects operates train services, manages stations and crewing, and including Sydney Metro undertakes the maintenance of metropolitan rail infrastructure, Northwest and Sydney Metro rolling stock and stations. City & Southwest. Key initiatives for 2016-2017 • Continue to deploy our Enterprise Asset Management system (EAM) across the organisation which will enable us to provide a best practice asset information system • Improve maintenance efficiency through ongoing streamlining of electrical isolation processes • Development and deployment of our condition monitoring strategy • Improved utilisation of existing technology such as the Mechanised Track Patrol vehicles • Develop long term integrated work programs to drive business efficiency and effectiveness.
Measuring success In 2016-17 we will focus on: • Aligning work practices to By delivering these initiatives • Contributing to a safe, reliable effective, efficient asset Sydney Trains will achieve: and efficient rail network and management principles infrastructure supply chain including maintenance • Reduced customer impact from strategies and condition asset-related incidents • Carrying out compliant, monitoring high quality routine network • Delivery of the annual works maintenance on all assets • Managing emergency response, program across our asset base customer amenity and quality • Maintaining passenger fleets • Improved reliability and systems for Sydney Trains and NSW availability of assets TrainLink • Continuing to identify and • Reduced costs of maintenance remove redundant assets, • Renewing infrastructure and • Improved track possession reduce complexity and improve undertaking targeted work planning and decision-making asset maintainability and quality programs on our fleet to meet to minimise the impact of major current and future network periodic maintenance plans on demand our customers.
Sydney Trains Corporate Plan 2016-17 13 • Climate change: completing our Environment and the community Climate Change Risk Assessment work, which will inform Transport THEME for NSW policy, decisions and the prioritisation of investment in the design of future rail To implement our environment and infrastructure and the adaptation sustainability strategy, improving our of existing rail infrastructure environmental performance whilst adding value • Heritage: improving to the business and build greater awareness management and stewardship among our staff to deliver effective community of our heritage assets across engagement Sydney Trains. Partnering with Transport Heritage NSW Our key activity for 2016-17 is to build on the achievements of last to develop programs for the year, delivering against the strategies we have put in place in key conservation of station-related areas such as noise, heritage and energy and continue our work to heritage like signage and clocks identify climate change risks to rail infrastructure. and sharing our history with customers • Community: Sydney Trains will continue to focus on our role in the communities we serve. Working with councils to ensure quick and coordinated responses to local matters, and promoting our work to community groups and stakeholders. A community relations page is planned for the Sydney Trains website. Engaging with outreach and health workers to provide support for homeless people on our network to access community support services.
Measuring success By delivering these initiatives Sydney Trains will: In 2016-17 we will focus on: • Energy and Carbon: • Reduce impact from rail noise on • Noise: continue working implementing our new Energy our stakeholders alongside our partners across Management Strategy to • Improve planning, identification the transport cluster to identify maximise energy efficiency and assessment of our practical ways to reduce opportunities available through biodiversity risks the impact of noise on the monitoring and reducing energy community, our staff and our use and increasing the adoption • Improve our ability to measure customers of renewable energy in stations our energy use while reducing • Biodiversity: further developing and depot buildings. Working usage and costs our tools and capabilities with Transport for NSW through • Improve our understanding of for mapping and identifying the Power Futures initiative the impacts of climate change on environmentally sensitive sites to to understand and plan for the network and our operations future energy demand and enable improved planning and • Improve management of our infrastructure requirements as assessment of biodiversity risks heritage assets (fixed and movable) the rail network develops • Strengthen our relationships with the communities in which we operate.
14 Sydney Trains Corporate Plan 2016-17 Sydney Trains Corporate Plan 2016-17 15 Sydney Trains is a NSW Government Agency E [email protected] W www.sydneytrains.nsw.gov.au 477 Pitt Street, Sydney NSW 2000 | PO Box K349 Haymarket NSW 1238
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© Transport for New South Wales Users are welcome to copy, reproduce and distribute the information contained in this report for non commercial purposes only, provided acknowledgement is given to Transport for NSW as the source. July 2016
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