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Sydney Metro Corporate Plan 2019-2021

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Sydney Metro Corporate Plan 2019-2021 Corporate Plan 2019–2021 Table of contents KEY Tallawong North West Metro Rouse Hill 1. Foreword 1 Sydney Metro City & Southwest Sydney Metro West 2. Our business 3 (Final alignment to be confirmed) Schofields Kellyville Opened Sydney Metro West key precincts 2.1. Our plan at a glance 3 Hills 2019 Showground Sydney Metro West potential stations 2.2. Our role and mandate 7 Cherrybrook Sydney Metro Greater West M7 Bella Vista Servicing Greater Western Sydney and 2.2.1. Our legislative setting 7 Castle Hill Western Sydney International Airport Norwest (Final alignment to be confirmed) 2.2.2. Our place in the Transport cluster 8 Sydney Trains suburban network 2.2.3. Outcomes based budgeting 9 Early delivery stage Macquarie Future Metro 2.3. Our contribution to whole-of- St Marys M2 Epping University Government priorities and objectives 10 N 2.3.1. Future Transport 2056 strategy 11 Macquarie Park 2.3.2. A Metropolis of Three Cities 12 Westmead Chatswood 2.3.3. The State Infrastructure North Ryde Strategy 2018-2038 12 M4 Rydalmere 2.4. The Sydney Metro service offering 13 Parramatta Construction Crows Nest 2.4.1. Our customers 13 starts 2021 2.4.2. Our services 16 Sydney Victoria Cross Olympic Park 2.4.3. Our places 16 North 2.4.4. Our benefits 17 Strathfield Barangaroo Construction Five Dock Pyrmont Sydney CBD starts 2020 2.5. Our strategic objectives 19 Martin Place Burwood The Bays Pitt Street 3. Our activities 21 North Precinct Central 3.1. Successful engagement 22 Waterloo Western Sydney International Hurlstone Dulwich 3.2. Delivery commitments 23 (Nancy-Bird Walton) Airport Campsie Park Hill Bankstown Lakemba 3.3. Operational excellence 25 Canterbury Sydenham Opening Western Sydney Marrickville Belmore 2024 3.4. Financial responsibility 29 Aerotropolis Punchbowl Wiley Park Liverpool 3.5. Workforce capability 30 M5 4. Our people and partners 31 4.1. Our board and committees 31 4.2. Chief Executive and senior leadership 32 4.3. Our stakeholders 33 5. Reporting and disclosure 35 Cover image: Castle Hill Community Day, March 2019. This Corporate Plan has been prepared pursuant to the Macarthur requirements of the Transport Administration Act 1988 (Section 38L). Sydney Metro network, in operations, delivery and under early planning. 1. Foreword Sydney Metro is here — it is a world-class transport solution for a global city, contributing to vibrant and attractive places across the Greater Sydney Region, and generating social and economic benefits for generations to come. On behalf of the Sydney Metro Board, I am pleased As Sydney Metro plays its critical role in supporting to present the inaugural Corporate Plan for Sydney the NSW Government’s Future Transport 2056 Metro — its first as a standalone NSW Government and A Metropolis of Three Cities, the Board will agency. This is an important annual document continue working with the Chief Executive and which helps convey how our key activities and his extended leadership team in dealing with the areas of focus for the coming years deliver benefits complexities and opportunities confronting us, for our customers, communities and the state. including: Sydney Metro is working through a period of • Delivering customer-centric services for the 1. Foreword remarkable growth and achievement — the people of NSW, helping relieve congestion and complex procurement phases of Sydney Metro improving journey times and experiences for City and Southwest; the catalytic and game- our customers; changing project development of Sydney Metro • Delivering a technology-led step-change in West and Sydney Metro Greater West, servicing customer experience; the Western Sydney International (Nancy-Bird Walton) Airport; the legislative and corporate • Being a commercially astute partner to change of Sydney Metro from a delivery office industry during a record infrastructure boom; to a separate Government agency; and of course • Being effective and successful placemakers, the start of the ground-breaking turn-up-and-go reflecting the character and needs of dozens passenger services in the North West of Sydney, of individual communities along the alignments from Rouse Hill to Chatswood. in our precincts and places; • Growing a public sector workforce with experienced, inclusive leaders; and • Effectively collaborating across government to deliver sustainable city-shaping outcomes. Sydney Metro is delivering immense public value for New South Wales. This Corporate Plan articulates the Board’s overarching strategic direction and intentions for Sydney Metro as we keep it focussed on the fundamentals of safe and reliable services, effective placemaking, project delivery, and on socially, environmentally and financially responsible business operations. We are confident that Sydney Metro is more than up to the task of achieving its vision — Transforming Sydney with a world-class metro. John Arthur Chair – Sydney Metro Board 1 It is my immense privilege to be leading • As stewards of a unique city-shaping Sydney Metro — to deliver for our customers opportunity, being financially responsible generationally-defining, fully-automated turn- and commercially astute in the way we plan, up-and-go services, and active and vibrant build and run our network and our business, precincts and places. For Sydney Metro, 2019 underpinned by robust good governance. represents a particularly exciting juncture, with the • Driving intelligent, forward-thinking operational commencement of passenger services between partnerships — leveraging technology to Rouse Hill and Chatswood — and with that, a step- manage a growing mass transit network that change in customer experience for Australia. meets the public’s evolving expectations. In reflecting on the Board’s strategic direction, This also means taking a long-term view of it is my intention that we at Sydney Metro have our precincts and places — joined up with other parts of Government — so that they sustainably absolute clarity of purpose — we are here to 1. Foreword deliver customer-centric service and place enhance both liveability and productivity. outcomes which, when seamlessly integrated • Working actively to attract and develop a with the broader public transport network of workforce which is capable, innovative and Sydney, will support the social and economic diverse — converging multiple perspectives development of our State. The NSW Government and working together to deliver for our has announced a clear roadmap for growing the customers and our State. We want to Sydney Metro network across Greater Sydney, and attract global best talent both internally, we therefore have an opportunity to deliver lasting and in our delivery partners. benefits for NSW. The team and I at Sydney Metro have embraced Recognising that we are just one part of a number the opportunities envisaged in Future Transport of Government agencies working together to 2056 strategy — we will be bold, creative, and deliver service outcomes for the communities diligent in fulfilling our mandate as a placemaking of the Greater Sydney Region — we will only public transport agency. succeed when we meaningfully engage with our customers, stakeholders, businesses, and the wider Sydney Metro’s infrastructure and services will community in which we operate. Our obligation to transform Sydney, and support our liveable, sincerely and effectively engage is crucial to our accessible global city. Delivering multiple long-term success. We must also recognise that concurrent mega-projects at the same time as we have a social responsibility to the communities overseeing the new operations of Northwest will we service — in terms of designing, building, be a huge task — expansive in geography, scale and operating our network. This Corporate Plan and timeframe. I am excited at the opportunities supports those ends — in describing the what and ahead of us, and look forward to working with our how of our business so that we can confidently stakeholders and partners to deliver for Sydney. move forward with clarity, and with the customer clearly at the centre. In the period 2019-2021, we will need to further develop and mature our approach in a number of key areas. • Being a business open to learning and change, striving for increasingly productive and Dr Jon Lamonte cooperative engagement with our communities Chief Executive – Sydney Metro and partners, enabled by efficient and flexible ways of working. • Focussing on meeting our commitments to the NSW Government — on time, on budget, while enhancing the safety and wellbeing of our workforce and our community. 2 2. Our business Our mission We are here to deliver Sydney a connected Metro service, providing more choice to customers, and opportunities for our communities — now, and in the future. Our vision To transform Sydney with a world-class Metro. 2.1. Our plan at a glance This document is our inaugural Corporate Plan, the first by Sydney Metro as an operating agency since being established on 1 July 2018. Consistent with our enabling legislation, this Corporate Plan helps us 2. Our business convey to the public and our stakeholders how we intend to work towards achieving Government’s priorities and objectives; it outlines our focus areas, high-level budget, and measures of success. Our strategy Our mandate is to support the economic development of the State, working to deliver the NSW Government’s vision of integrated, connected and liveable cities. We commit to easy, safe and reliable turn-up-and-go services, active and attractive precincts and places, and delivering these customer-centric
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