2015-2016 Annual Report

Transport NSW Trains

Tra W in S s N

V 1 o l u m e Annual Report 2015-16 Annual Report

NSW Trains

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This annual report was produced wholly by NSW Trains. This annual report can be accessed on the Transport for NSW website transport.nsw.gov.au

ISSN: 2204-101X

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NSW Trains NSW acknowledgement is given to NSW Trains as the source. Sydney NSW 2000 Macquarie Street Parliament House Minister for Transport andInfrastructure The Hon.Andrew Constance MP Letter to Minister 31 October 2016 NSW Trains Chief Executive Rob Mason Yours sincerely, (Statutory Bodies) Regulation 2015. Annual Reports (Statutory Bodies) Act 1984 The AnnualReport hasbeenprepared inaccordance withthe for NSW Trains for thefinancial year ended30June2016. I ampleasedto submitfor presentation to Parliament theAnnualReport Dear Minister

andthe Annual Reports



Contents 1

1 Foreword 2 1.1 From the Chief Executive 3

2 Overview 4 2.1 About NSW Trains 5

3 Strategy and planning 10 3.1 Business Plan 11 3.2 Corporate Plan 13 3.3 Reviewing and managing performance 13 3.4 Key Performance Indicators 14 Annual Report 2015-16 Annual Report 4 Performance overview 16 4.1 Growth 17 4.2 Customer experience 19 4.3 Safety and security 24 4.4 Engaged workforce 28 4.5 Cost effective service delivery 30 4.6 Transport for NSW outcomes 31

5 Appendices 32 5.1 Financial and asset management 33 5.2 People 38 5.3 Government information and disclosures 41

6 Index 45 NSW Trains NSW 2

1 Foreword Annual Report 2015-16 Annual Report NSW Trains NSW 1.1 From the Chief Executive

In the three years since beginning operations, NSW Trains has strived to uphold its commitment to delivering

‘a better way to go’ for Intercity and Regional customers. 3

NSW Trains works closely with its partners, NSW Trains, in partnership with Transport for particularly Sydney Trains and other agencies NSW, has established a Readiness Project for within Transport for NSW, to deliver an enhanced a new fleet of Intercity trains. We will not only customer experience and faster journey times. introduce a new train, but also new business Rolling stock, stations and infrastructure assets processes that leverage the technology are maintained by Sydney Trains through benefits the new rolling stock will bring. Five service contracts. hundred and twelve carriages are expected to be progressively delivered from 2019. The One year into delivering our Business Plan, we new trains will be accessible, and will provide continue to track our progress in delivering on an appealing environment, and improved the business objectives of growth, safety and comfort and reliability for customers travelling security, engaged workforce, cost effective

longer distances. Foreword service delivery and Transport for NSW outcomes. These objectives help us identify and As we prepare for the introduction of the new prioritise our activity so we can deliver value intercity fleet and the challenges ahead, I would for money. like to thank my leadership team and all our staff for their continuing efforts to put the customer NSW Trains is working to make our trains and at the centre of everything we do. stations safer by tackling anti-social behaviour. We have introduced improved training for on- board staff with a priority on positive customer interactions. We have also trialled the use of personal safety cameras on our Regional trains – with positive results and intend to rollout the cameras to more of our on-board Regional Rob Mason train staff. Chief Executive NSW Trains 4 2 Overview Annual Report 2015-16 Annual Report NSW Trains NSW 2.1 About NSW Trains

NSW Trains is a multi-modal regional transport delivery organisation, primarily dedicated to Intercity and Regional customers, which trades under the name NSW TrainLink. 5

NSW TrainLink provides intercity, regional Total journeys and interstate rail and coach services for customers travelling longer distances, who NSW TrainLink customers take over 36 million need comfortable and reliable services with journeys across the train and coach network on-board facilities. Our train and coach each year. network reaches as far as and Bourke in the West, Eden and in the South, and in the North. Intercity train services operate between Sydney and the Hunter, Central Coast, Blue Mountains, Southern Highlands, and South Coast.

36 Overview The NSW Trains purpose provides direction MILLION and focus for the organisation: JOURNEYS

To connect people and communities throughout NSW... People choose us because we are a better way to go.

NSW Trains works closely with its partners within Transport for NSW and its agencies to deliver an enhanced customer experience and to improve the punctuality and reliability of services. Rolling stock, stations and infrastructure assets are maintained by Sydney Trains through service contracts. Key facts

Reach

NSW TrainLink train and coach services reach 479 destinations.

6 479 destinations

Annual Report 2015-16 Annual Report Regional passenger 80% journeys leisure More than 80% of Regional passenger journeys are for leisure purposes.

Distance

The average distance 356 km travelled by Regional passengers is 356 kilometres per journey. NSW Trains NSW Customer First Principles Our Customer First Principles provide guidance to staff on how to work together to provide a better customer experience.

We take actions so We listen and share everyone gets where our knowledge 7 they are going safely with customers

e tea esenc he so n m Pr e t lut O n io w n O

C h y I o et n w ose saf the kno Overview

We value each We know ‘being there’ We find and deliver other and actively for our customers flexible solutions work together for our customers NSW Trains Executive Team

EXECUTIVE DIRECTOR CUSTOMER SERVICE DELIVERY Pete Allaway

8

EXECUTIVE DIRECTOR ENGINEERING AND SAFETY, ENVIRONMENT, QUALITY AND RISK Brian Sharp

CHIEF EXECUTIVE Rob Mason

EXECUTIVE DIRECTOR PEOPLE AND TRANSFORMATION DELIVERY John Hussey

EXECUTIVE DIRECTOR FINANCE AND CORPORATE SERVICES Annual Report 2015-16 Annual Report Ross Pedley NSW Trains NSW Leadership Team NSW Trains HEAD OFC EXECUTIVE DIRECT REGIONAL GENERAL REGIONAL GENERAL REGIONAL GENERAL GENERAL MANA GENERAL MANA CUS MANA MANA MANA Samantha Hudson HEAD OFS Melanie Hodges OPERA & A & MARKETING Candic P EX K EXPERIENCE T CUS Jason T et Br Phil Clanc ar DELIVER OMER SER GER CENTRAL CELLENCE & WES S er Alla en Gr ad Dix GER NORTH GER SOUTH SURANCE T OMPETENCE TIONAL OMER e Heine r as oia T way on ALES Y sie y VICE GER GER OR

OPERA S PRO EXECUTIVE DIRECT AFETY HEAD OFS A QU ENGINEERING & ENVIRONMENT QU ENGINEERING & Michael Killeen S JECT Allan Cannell Martin Jones SET MANA TECHNICAL T TIONS MANA ALITY &RISK Brian Sharp on ALITY &RISK , ENVIRONMENT y Martin S MANA AFETY GER GER , GER , OR , MANA MANA CHIEF EXECUTIVE BUSINES GENERAL MANA PRO & PERFORMANCE PERFORMANCE P Andr (TEMPORAR Billy A enelope Morris A/MANA Jes & PLANNING R JECT MANA GEMENT OFFICE PROGRAM ob Mason GER S sica Da e S w Bosle dzioski TRA TRA GER vis Y) TEG TEG GER GER y Y Y EXECUT GENERAL MANA TRANSFORMA R obert Hut C W John Hus RELA ONSUL John Bund DELIVER PEOPLE & ORKPLA PEOPLE IVE DIRECT TIONS T chinson ANT se Y CE TION y GER O R

C HEAD OFINVES EXECUTIVE DIRECT GENERAL MANA ORPORA HEAD OFINTERNAL BUSINES C Ale Gr LEGAL C Ann-Marie P OMMUNICA PROCUREMENT IMPRO P & C Chris ant S Jenn aul T x Andr PORTFOLIO HEAD OFIT R FINANCE & MANA P Siju John HEAD OF HEAD OF FINANCE os ONTRA aul Smith A tine Hicks s P y S UDIT winbourne hompson TE SER S SUPPORT VEMENT OUNSEL eopoulos edle GER ymes TIONS CT a y t TMENT y VICES S on GER OR

9 Overview 10 3 Strategy and planning Annual Report 2015-16 Annual Report NSW Trains NSW 3.1 Business Plan Our Lift and Build Plan outlines the business objectives we are seeking to achieve, and helps prioritise our activities. This Annual Report is structured by achievement against NSW Trains helps to deliver integrated each of our business objectives including: transport solutions and improved transport outcomes for the community and economy of • Growth NSW. It takes guidance from the priorities of • Safety and security the NSW Government and Transport for NSW • Engaged workforce 11 – ensuring the customer is at the centre of • Cost effective service delivery decision making, working to improve customer • Transport cluster outcomes. experience and satisfaction, and the reliability of services.

Weekly services

Intercity services per week Strategy and planning Strategy 713 3050

Regional services per week

Early morning Coffs Harbour. NSW TrainLink Lift and Build Plan

Our purpose provides focus for the business and keeps us moving in WHAT IS OUR PURPOSE? the same direction 12 To connect people and communities throughout NSW... People choose us because we are a better way to go. 2

WHAT ARE WE STRIVING TO ACHIEVE? OUR BUSINESS OBJECTIVES

Our objectives outline Transport the results we want to Safety and Engaged Cost effective Growth cluster achieve. They help us security workforce service delivery identity and prioritise the outcomes activities we carry out. The use of People will only Staff with the We need to We work with our services travel with us right skills and provide value for the cluster to demonstrates if they feel safe behaviours are money for our deliver improved Annual Report 2015-2016 Report Annual the value we and secure. able to deliver customers, the transport add to the better customer community and outcomes for community experiences. Government. the community and secures and economy our continued of NSW. operation. Annual Report 2015-16 Annual Report

HOW WILL WE ACHIEVE OUR OBJECTIVES? We need to maintain our focus on getting the basics right while looking for DELIVERING OUR SERVICES ways to do things better. Ensure day-to-day business operations run smoothly and build a strong platform for future growth.

Our programs The business identifies provide guidance improvement opportunities to the business that inform our programs

PROGRAMS TO DRIVE CHANGE

Our programs consist of a range of different projects Transport Safety and and initiatives that will Customer People Commercial cluster security enable us to achieve our outcomes business objectives.

Deliver Provide a safe Develop a Deliver Leverage fleet, In prioritising the initiatives against our programs customer and secure productive, sustainable infrastructure we need to consider the experience environment for capable and commercial and customer impact on all five of our improvements. our customers engagead outcomes. programs. business objectives. and staff. workforce.

Our values Customer focus Collaboration Integrity Safety Solutions

Customer First Principles One team Safety Presence In the know Own the solution NSW Trains NSW NSW Trains NSW for NSW. The NSW Trains Executive reviews of theRailServices Contract withTransport is required to report onspecificKPIsaspart Key Performance Indicators (KPIs). NSW Trains and ismonitored through business plansand incremental delivery ofourbusiness objectives We measure oursuccess through the they alignto thebusiness objectives. benefits andoutcomes are achieved andthat support for project managersto ensure that (PMO) provides direction, guidance and The NSW Trains Program ManagementOffice activities. delivered inadditionto ‘business as usual’ of arange ofprojects andinitiatives andis within thebusiness. Eachprogram consists of work are created eachyear to drive change To achieve ourbusiness objectives, programs Visual ManagementCells (VMC) meetings. and internal performance reviews aspartof in additionto weekly operational management strategic decisionmakinganddirection. This is monthly performance information to support 3.3 final plan. period were reviewed andcontributed to the Submissions received duringtheconsultation occurred from 9May to 8June2016). consultation periodof30days (which the Corporate Planwas subjectto apublic Transport Administration Act 1988 for ourcustomers. Asrequired underthe right initiatives to deliver thebest results and ensures that NSW Trains focuses onthe It isalignedwithTransport for NSW outcomes and beyond. programs ofwork to deliver services in2016-17 outlines thestrategy, business objectives and The 2016-17 NSW Trains Corporate Plan 3.2 by management. that needintervention, supportordirection VMC isusedto identifyareas ofconcern understanding ofcurrent performance. The business performance against KPIs,andan provide managementwithanupdate of mechanism known asVMC.These meetings management andinternal performance review This iscomplemented by aweekly operational reported onamonthlybasis. specifies setperformance measures that are Contract withTransport for NSW which an ongoingbasis.ItincludestheRailServices is monitored by theNSW Trains Executive on Performance against business plansandKPIs Reviewing and Corporate Plan managing performance (NSW), 13 Strategy and planning 3.4 Key Performance Indicators

Business Key Performance Indicator Results Results Results Target objective FY FY FY 13/14 14/15 15/16

14 Growth Customer Satisfaction % at least partly 82% 85% 88% ≥ 82% satisfied – overall 1*

Customer Complaints % resolved within 97.4% 99.7% 98.7% ≥ 90% 5 days

Customer Delays – minutes that 90% of 4:28 4:54 4:15 ≤ 4:00 customers are delayed

Punctuality (Intercity Services) – % peak 89.3% 87.4% 89.4% ≥ 92% services on time *2

Punctuality (Regional Services) – % all 73.5% 77.4% 78.6% ≥ 78% services on time

Punctuality (Booked Coach Services) – % 94.8% 97.8% 96.1% ≥ 90% all services on time

Patronage Growth (Intercity) -2.4% 11.3% ≥ 0.5%

Patronage Growth (Regional) -3.6% -0.2% ≥ 0.5% Annual Report 2015-16 Annual Report Service Provision *3 99.4% 99.0% 99.2% ≥ 99.0%

Trains Cleanliness | 7 Point Scale (1-7) *4 4.85 5.06 ≥ 5.8

Stations Cleanliness | 7 Point Scale (1-7) *4 6.04 5.89 ≥ 6

Safety and Customer Injuries 12 26 15 ≤ 25 security Employee Injuries (LTIFR) *5 33.62 29.01 27.26 ≤ 18.87

Engaged Employee Sick Leave – average monthly 0.81 0.89 0.90 ≤ 0.75 workforce days per employee

Employee Overtime – overtime hours as 6.2% 7.0% 6.9% ≤ 7.5% % normal hours

Equal Opportunity – % women in 23% 24% 24% ≥ 20% workforce

Headcount – Direct employees 1,916 2,068 2,108 ≤ 2138 (at 30 June) NSW Trains NSW Performance against theseindicators hasbeenimproving through cost effective growth inpatronage andservices. same basis. amortisation, inter-entity cost recovery anditems notpartofnormaloperating costs. Priorperiodfigures have been restated onthe For thispurposecost iscalculated as‘NetOperating Cost’ whichistotal expenses excluding capital related costs, depreciation and productivity inthepublicsector, whichwas tabledinJuly2015. Note: Additional productivity information hasbeenincludedinresponse to theAuditor-General’s Report to Parliament, Identifying The real cost perpassenger journey (expressed in2015-16 dollars) is$22.132. for 2013-14, $21.63 for 2014-15 and$18.96for 2015-16. The real cost perrevenue carkilometre (expressed in2015-16 dollars) is$8.62for 2013-14, $8.69 for 2014-15 and$8.49 for 2015-16. 1. # Netoperating costs are innominaldollars *6 he numberoflost timeinjuriesthat occurred over aperiodoftimepernumberemployee hoursworked inthat sameperiod *5 he percentage ofpassenger services whichare operated andconfigured in compliance withthetimetablespecifications. *4 he percentage oftimetabledpeakservices arrivingontimewithoutskippingstops or beingcancelled. *3 *2. * he percentage ofcustomers partlysatisfied to very satisfied withthe overall service aspertheCustomer Satisfaction Survey (CSS) 1. delivery service effective Cost objective Business Outcomes for NSW Transport



T including trauma injuries. T Cleanlines T T undertaken by TfNSW. Revenue. s scores moved to a7pointscalein14/15. PriorFYnotcomparable. revenue carkm# Net operating cost per Key Performance Indicator Fleet Availability Station LiftsReliability meanhrsto repair between failures Station LiftsReliability meantime revenue kmas%ofseat km Booked services loadfactor – passenger journey # Net operating costs per 1 2 Results 88% 16 105 44% $21.46 $8.36 13/14 FY Results 89% 18 98 46% $21.43 $8.69 14/15 FY Results 88% 8 146 52% $18.96 $8.49 15/16 FY ≥ 88% ≤20 ≥ 40 ≥46% N/A N/A Target 15 Strategy and planning 16 4 Performance overview Annual Report 2015-16 Annual Report NSW Trains NSW 4.1 Growth Patronage

Intercity patronage grew by more than 11 per cent year-on-year, largely due to a NSW Trains aims to protect and grow change in the calculation of journeys for patronage by delivering improvements to the Opal vs magnetic stripe tickets. Patronage customer environment and services. In 2015-16 figures are becoming more accurate as the we focused on improving punctuality and penetration of Opal increases. real-time information for customers. 17 The focus has continued on growing Regional patronage and revenue as well as encouraging Achievements the use of more convenient digital and voice channels, including phones, for transactions • Punctuality for Regional services was which also provide commercial efficiencies. improved and we delivered the best For the majority of the year, Regional punctuality result for 13 years. patronage was more than 1.5 per cent higher • We trialled an additional stop at Austinmer year-on-year. Services in the South, including Station on selected South Coast express Melbourne and , are the main train services. contributors to patronage growth. Coaches in the West and North, along with train • Improved real-time information was made services, continued to decline in patronage. available on eight transport apps for our regional train and coach customers showing departure times, current location and More than 80% of Regional estimated arrival time. passenger journeys are • A new state-of-the-art Regional Customer for leisure purposes.

Support Centre at Maitland Station was overview Performance officially opened by the Minister for Transport and Infrastructure. It provides 24 A possible compromise of the Regional ticket hour, seven day a week support to NSW reservation system and limited rolling stock TrainLink customers, helping us deal swiftly availability in the school holidays, due to the with customer questions, safety or service ageing Regional fleet, significantly affected incidents on the network. patronage in April and May. At the close of the financial year Regional patronage was -0.2 per cent below the 0.5 per cent year-on-year target.

Service 2013-14 2014-15 2015-16 Change

Intercity 32,875,182 34,545,119 38,452,744 11.31%

Regional 1,805,379 1,760,952 1,756,978 -0.23%

– Regional trains 1,233,201 1,224,382 1,246,669 1.82%

– Regional coaches 572,178 536,570 510,309 -4.89% Promotional activity A new co-operative promotional agreement was initiated with Cartoscope Travel Maps and Six Regional fare specials, including $50 and Guides for the next three years promoting $70 fare caps and discounts for booking online bookings and NSW TrainLink travel online, helped to address declining patronage around regional NSW. More than three million and contributed 4.5 per cent patronage maps and guides will be distributed nationally. growth. Discovery Pass sales added an A review of external Regional sales agents additional 2.8 per cent. These initiatives showed that there was no current alternative 18 achieved a return on promotional investment that could provide similar coverage at a of approximately $6.70 for every dollar spent. reduced cost to NSW TrainLink. They were not sufficient, however, to offset the underlying year-on-year patronage decline.

A commercial partnership with Mojo Surf Live Chat continued to increase patronage on Northern rail services and delivered $136,000 in gross A trial of Live Chat – which allows online revenue for the year. Plans are underway customers to engage in text conversation with to further strengthen this relationship to the Newcastle Contact Centre – commenced capitalise on demand for coastal travel. on 5 February 2016 and concluded on 20 May 2016. Up to 70 chats were handled by staff Agreements with the NRMA, Leapfrog each day, with chats lasting eight minutes Publications, The Word, Safari Pete and YHA on average with a 30-second response time. provide distribution channels for marketing The majority of enquiries related to booking materials and targeted print advertising. a service, ticket prices, departure/arrival times and registering a concession card. Live Chat is currently available between 11am and Regional support and tourism 8pm each day, Monday to Friday. The trial

Annual Report 2015-16 Annual Report has been extended until October 2016 when NSW TrainLink continued to support the Elvis a decision will be made on the viability of its Festival, with 384 passengers taking the Elvis ongoing use. Express service to Parkes on 7 January 2016. The event was a great success and generated sales in excess of $96,000. Digital channels Due to declining sales and the need to focus on core business, NSW TrainLink A concerted effort has been made to grow ceased the sale of third party holiday and the use of digital channels for information, tourism products. Business was directed transactions and promotional campaigns. to local providers to ensure continuity of The cost of online transactions – at around customer service. 0.67c – is less expensive than face-to-face or voice transactions which cost in excess of $8. Co-operative promotional campaigns The share of Regional bookings made online encouraged travel to Dubbo and Broken Hill. increased by 2.2 per cent year-on-year – prior These included search engine marketing and to an attempted website security breach Facebook linked advertising, run in partnership (rendering the system unavailable for 11 days) with local councils and tourism operators. they were 3.2 per cent higher year-on-year. The Dubbo campaign page was the top NSW TrainLink Contact Centre now has the performing page on dubbo.com.au for the ability to check concession card validity over the promotional period with 23,452 views by phone, which means that customers eligible for 20,974 visitors. The ‘Special Offers’ page on free or discounted travel no longer need to visit this site had an outstanding click through rate a face-to-face sales outlet to show identification. of 40.8 per cent. A direct mail campaign promoting self-service Co-operative promotions were also undertaken transactions was developed, with materials with Coffs Harbour City Council for travel to delivered to more than 27,000 households the Coffs Coast on the Northern Line. in areas where face-to-face channels have More than 70 regional events were promoted closed. These letterbox drops will continue via station and on-board posters and the NSW throughout 2016-17. Station staff are also TrainLink website. distributing these materials to customers to encourage online and phone transactions. This campaign is also supported by the Cartoscope co-operative activities. NSW Trains NSW 4.2 • • • • • a variety of methods including: Customers are ableto provide feedback using performance scores. performance information suchascleaning customer satisfaction survey results and key influenced by feedback from customers, Customer Experience Program isheavily improve thecustomer experience. The NSW Trains to develop initiatives to Listening to customer feedback assists Customer Feedback 3000 2000 ( CUS 3500 2500 1000 1500 JUL 500 or NSW TrainLink Customer Relations. Writing to theChiefExecutive, NSW Trains Social media feedback Calling 13OPAL (136725) for Opal-specific www.nswtrainlink.info Visiting www.transportnsw.info or 131 500 Calling the24-hour Transport Info Line T Y 20 OMER C

Customer experience Claim 15 –JUNE20

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complaints reduced significantly(60per cent) the September 2015 changeinsupplier. These increase incatering feedback duemainlyto This reduction was partiallyoffset by an changes oftheNSW TrainLink services. (79 percent) incomplaints aboutunscheduled reduced 14percent duelargely to areduction were upfive per cent whileService complaints disrupted services. Punctualitycomplaints the customer experience following late or a key focus andbothare often related to Timeliness andService complaints were by 15.5percent to 9,184. staff, service andinformation issues) reduced Complaints (mainlyrelated to punctuality, compliments) reduced by 15percent. Formal feedback (complaints and 85 percent (November 2014). positively withan88percent result, upfrom The Customer Satisfaction index trended

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T imetable KPI 19 Performance overview from February 2016 with the introduction Regional rebranding of a new menu. Other service complaints included crowding and customer behaviour in Rebranding of all Regional stations and coach quiet carriages. stops was completed in June 2016 with former ‘CountryLink’ branding removed and replaced Complaints regarding staff conduct are also with the NSW TrainLink brand. heavily influenced by service disruption and reduced 14 per cent from 1018 (2014-15) to 873 Areas covered by the rebranding program 20 (2015-16). Customer care and communications include stations across regional NSW, south during service disruptions will be a focus in to Albury, west to Broken Hill and north to 2016-17. Kyogle. More than 6500 new signs were manufactured and installed. The program also Cleaning provided the opportunity to de-clutter station The impact of the Cleaning Improvement signage and remove sign duplication. Program across the business has shown positive results with cleaning complaints down by 31 per cent from the previous year. Regional Customer Support Centres This improvement is also reflected in the An important foundation of reassurance and Customer Satisfaction score for cleanliness customer information at unattended locations from 82 per cent in quarter 1 2015 to 87 per is the implementation of the Regional cent in quarter 1 2016. While a strong result, Customer Support Centres (RCSC’s). The there remains potential for improvement, with RCSC based at Maitland was opened in July cleanliness being one of the main satisfaction 2015 with a new centre overseeing the South drivers for customers. and Central West stations due to open in in October 2016.

Cleaning complaints were Staff recruitment and the introduction Annual Report 2015-16 Annual Report down by 31% from 2014-15. of new operational processes are now in place, moving the focus from security to customer service. The following initiatives were undertaken to provide customers with cleaner trains and The RCSCs provide support 24 hours a stations: day, seven days a week to NSW TrainLink customers and staff by monitoring CCTV • The ongoing Deep Cleaning Program for cameras on stations, answering help point trains and stations has resulted in 360 enquiries, making remote announcements carriages and 87 stations being deep and observing anti-social behaviour and cleaned. Trains pre-service and a majority of cleanliness on platforms. stations are now consistently exceeding the target score of six Services from these centres will be extended • An In-Transit cleaning pilot was initiated for with the implementation of additional CCTV six months to manage cleanliness on longer and Help Points onto 21 Regional locations, journeys. Implementing a more permanent with an additional 19 regional stations to solution will be investigated as part of the receive help points – to be completed by 2016-17 program December 2016. • A plumber was introduced at Central Station to improve servicing of toilets Regional Customer Support on board trains resulting in a significant improvement of more than 30 per cent Centres provide 24/7 availability of toilets in service support to customers. • An independent verifier has been engaged to provide mystery shopping services and assess the overall cleanliness of trains and stations. These cleaning results are used to identify stations and specific train services where additional attention is required. This ongoing data set will be used as the basis for the 2016-17 Cleaning Improvement Plan. NSW Trains NSW • • introduced in2015-2016: Several programs withanon-board focus were On-board experience • early 2017. extension program dueto commence in program andXPLORER/Endeavour life includes theXPTcomponent changeout maintenance/refresh programs. This completed for several ongoingfleet including carpetsandlightinghasbeen Scoping around customer amenities completion by November 2016 now inprogress for the102 racks, duefor a successful trialin2015. Implementation is Central Coast andNewcastle linesfollowing the V-Set carriagesontheBlueMountains, Luggage racks have beenmanufactured for compliance reviews in compliance withongoingfocus and have indicated a21percent increase guards. Independentverifier surveys messaging were communicated to all with astrong focus onsafety critical channel for ourcustomers. New briefings focused onthekey on-board information The Announcement Improvement Program 30th Anniversary ofSteamfest. Quad Steam Train Race duringthe NSW TrainLink website, insocialmedia,the February 2016. This was promoted viathe through eightTransport Appsat theendof Regional real-time data becameavailable Transport apps Warabrook to MaitlandStation. against four tigerMothaeroplanes flying from steam enginesraced parallel to eachother world’s first Quad Steam Train Race where four to Maitland.The festival highlightwas the celebrated by staff andthousandsofvisitors In Aprilthe30thAnniversary ofSteamfest was media coverage. loyal andenthusiastic fan baseandsignificant departure. This event continues to attract a ‘Elvis Express’ at Central Station priorto with entertainment provided onboard the the Parkes ElvisFestival inJanuary2016 NSW TrainLink continued itssupportfor Events • • • such as: In 2015-16, NSW Trains implemented initiatives our behalf. our partnersto deliver accessible service on business andpeoplepractices, andinfluencing embedding accessibility into thestrategy, Plan outlinesaframework whichfocuses on The NSW Trains DisabilityandInclusion for NSW DisabilityAction Plan2012–2017. 2015-2019. The planisalignedto theTransport the NSW TrainLink DisabilityandInclusionPlan In thepast year NSW Trains hasimplemented Disability InclusionPlan posters at stations andonboard trains. quarterly customer e-newsletter andvia and safety. trains to improve reliability, functionality ramps onRegional XPTandXPLORER An auditandreplacement ofboarding platforms and doors, to minimisealightingriskonshort feasibility ofselective doorcontrol onV-Set A pilotwithSydney Trains to test the customer amenity refurbishment ofXPTrail carsto improve the V-Set fleetand we commenced the Working withSydney Trains to refresh 21 Performance overview Transport for NSW administers the Transport There were several Factors affecting Access Program (TAP) to improve accessibility Punctuality during this period at stations throughout the NSW TrainLink During disruption, where possible, NSW and Sydney Trains networks. In 2015-16 the TrainLink provides alternate services for following improvements were delivered: customers to complete their journey. • Station, parking and safe travel upgrades Natural disasters affecting services in 2015-16 completed at Cardiff included: 22 • Two commuter car parks and bicycle parking at Gosford • Heavy snow falls in July disrupted road • Upgrades to the staff car park and and rail networks with snow laden trees interchange at Lithgow between Mount and Lithgow • Staff car park and canopy at Springwood preventing electric train services from operating for several hours. The Bathurst • New accessible ramps, new accessible Bullet was used as a diesel shuttle parking spaces and improved safety between Mt Victoria and Lithgow to keep features including lighting and CCTV customers moving surveillance cameras at Tahmoor • Bushfires at Somerton Loop (Victoria) in • Staff carpark and bicycle parking at December disrupted Melbourne services. Woy Woy • Extreme heat affecting track conditions • New commuter car park at Thirroul and led to temporary speed restrictions • Accessible ramp, new accessible parking causing disruptions particularly to Regional spaces and improved safety features, West services including lighting, at Yass Junction. • Extreme weather conditions in January caused flooding along the North/Central Reliability Coast region • Extreme weather in April – rain and Annual Report 2015-16 Annual Report Punctuality results in 2015-16 improved wind – caused flooding and trees to fall compared to 2014-15 for both Intercity and across tracks, disrupting South Coast Regional services, with an overall 2.4 per cent Intercity services increase in performance. The ongoing • Flooding in the South Illawarra region initiatives of the Reliability Improvement Plan in June. contributed to the improved performance with Temporary speed restrictions between delivery of a number of initiatives. Campbelltown and Goulburn were imposed Intercity peak hour punctuality for the year for by the Australian Rail Track Corporation services arriving and departing Central was periodically throughout the year but increased 89.4 per cent. While not meeting the peak between January and March, significantly punctuality target of 92 per cent, the result affecting Southern Highlands Intercity and is a two per cent improvement on last year’s Southern Regional services. result of 87.4 per cent for the combined peak Australian Rail Track Corporation’s track periods. Performance improved on all peak program continues to improve the condition lines compared to 2014-15. of the track allowing removal of its temporary Regional punctuality for the year was 78.6 per speed restrictions. cent, exceeding the target of 78.0 per cent and A number of actions were completed in 2015- an improvement of 1.2 per cent on last year’s 16 to improve reliability including: result. Targets were met on six out of 10 lines (Broken Hill, Canberra, Casino, Dubbo, Grafton, • Fixed window blanks and Griffith) with improved performance on • Dedicated platforms at Central seven lines compared to last year. • Steel sleeper temporary speed restrictions removed in ARTC and John There were 16,426 late trips in 2015-16, a Holland networks reduction of 2.4 per cent from 16,838 last year: • Improved depot touch time for V-Sets • Intercity 24 hour late trips: 14,752 (2.0 per • Optimised consist management of cent reduction from 15,047 last year) Regional services. • Regional 24 hour late trips: 1,674 (6.5 per cent reduction from 1,791 last year). NSW Trains NSW punctuality R punctuality peak hour Int LA A KEY CTU egional S er T YEAR AL city impr Punctuality r R in perf with ano both Int eliability * T oved c her North (Electric 7 85.5% las 7 8 ormanc 9 2.6% las 7 7 88.8 e w .4% las 8 . 91.6 er Armidale 1% las Casino 4.6 v city andR 7 as achangeinthenumberofpeakservic er ompar .2 all 2.4perc t y esults in20 t y t y t y e ear ear ear ear . (%) ) ed t egional servic o 20 ent incr 15- 14- South C 16 15 f 64.5% las 7 88.6% las 66. 6. 84.8 68.9 Melbourne 7 ease 91.3 0% las Brisbane 7% las or Dubbo oas 1.4 es, t (Electric t y t y t y t y ear ear ear ear es measur ) Southern Highlands(Diesel) ed fr om oneservic 66. 8 7 91.4% las 9 9 7 7 7 Br 90 .4% las 0% las .8% las ok Gr Mor 4.4 6. 9 aft en Hill .6 ee t y 0 t y . t y t y on first timein13 years. target delivered for the Regional punctuality 7 ear ear ear ear e in20 * 14- 15 t o sixservic W 88. 85.3% las 90 es 7 Canberr 0% las t (Electric 9 es in20 .2 .9 t y t y a ear ear 15- ) 16. 23 Performance overview 4.3 Safety and security Safety performance

Safety management and staff training strategies have led to an overall improvement in safety Safety and security on stations, at stops and performance in 2015-16. on board is critical for NSW Trains customers and staff. In 2015-16 NSW Trains focused on The key indicator for employee safety is the Lost leveraging technology such as personal safety Time Injury Frequency Rate (LTIFR), a measure 24 cameras and increasing security on stations and of the number of injuries resulting in time lost on-board. from work, per million hours worked. NSW Trains’ total LTIFR (physical and trauma-related lost time) improved in 2015-16, with a six per Achievements cent decrease from the previous year. Trauma related injuries are experienced • We successfully trialled personal safety predominantly by train crew witnessing fatalities cameras in response to anti-social behaviour, and/or major incidents. Eleven fatalities were on Regional train services reported in the period as a result of people being • Targeted Police Transport Command (PTC) struck by trains. operations, such as Operation Southern Aurora on the Melbourne XPT and Canberra There were 37 signals passed at danger (SPADs) XPLORER services and targeted operations in in the period, an increase over the 25 SPADs Orange and across the border with Victorian recorded in 2014-15. There were no major Police, demonstrated that Police presence consequences resulting from these SPADs. on NSW TrainLink services is beneficial in 2015-16 saw the introduction of the Operational reducing anti-social behaviour Excellence Working Group to develop strategies • New paths, lighting and fencing as part of the for reducing operational incidents such Grafton Stabling Yard upgrade has delivered as SPADs. Annual Report 2015-16 Annual Report significant improvements to the safety and security of staff working at the site • An Emergency Exercise at Thirroul, Kiama and Valley Heights tested the expertise of rail staff, the NSW Police Force, Fire and Rescue NSW and NSW Ambulance services in a response to a mock emergency.

Lost Time Injury Frequency Rate (LITFR) 2014-15 2015-16 Change

LTIFR – physical injuries 15.60 16.40 +5%

LTIFR – trauma related injuries 13.41 10.86 -19%

LTIFR – physical, trauma & psychological Injuries 29.01 27.26 -6% NSW Trains NSW • • • • • • • • • include: Management System. Areas ofimprovement has continued to improve andrefine itsSafety Health andSafety requirements, NSW Trains In linewithlegislated RailSafety andWork continuous improvement Safety managementsystem risk assessments andinvestigation findings. and reviewed inlightofoperational events, as new hazards, causesandcontrols are added accreditation continues to evolve andmature part oftheorganisation’s rail safety The Safety RiskRegister (SRR),anintegral the Audit andRiskCommittee. registers andriskmanagement activitiesby There isindependent oversight ofthese as usualactivities. managers andtheirteams aspartofbusiness Chief Executive, Directors andbusiness unit associated risksare regularly reviewed by the each related register. The registers andthe through relevant ‘parent’ and‘child’ risksin related risks.These registers are interrelated units maintaintheirown register ofbusiness- each directorate as well asselected business addition to the Corporate RiskRegister, in achallengingoperating environment. In systematic, effective managementofrisk NSW Trains understands theneedfor Risk management • • Environmental Impacts Drug andAlcohol Policy Environmental Impacts Action Management Incident Reporting andInvestigation First Aid Interface Management Engineering andOperational Standards Hazard Management Workplace Violence Asset Lifecycle Management 4. 3. 2. 1. several levels ofco-ordinated activity: The content oftheSRRisassured through Grafton, Wauchope andTaree stations. Griffith, Parkes, Orange, Dubbo, Canberra, at Broken HillSiding andCootamundra, Inspections inrelation to SIAwere conducted and actionwas taken to address deficiencies. were reviewed for environmental compliance Numerous Safety Interface Agreements (SIA) Action Plan for theorganisation. consultation, whichincludesaSustainability Management Planwas developed for internal A combined Safety andEnvironment 2015 dieselspillinQueensland. Agency. Remediation was completed for aMay notification to theEnvironment Protection were reported, ofwhichonerequired During 2015-16, 24 environmental incidents Environment Safety Regulator. audit by theOffice ofthe National Rail Management System processes by anannual Safety RiskRegister andassociated Safety There isindependent oversight ofthe Control Owners. to provide therequired assurance to review theircontrols onanongoingbasis Environment, Quality&Riskprofessionals, Control Ownersandsupported by Safety, local level where managers,delegated by are working effectively. This isdone at a to ensure theircontrols are inplace and In addition,Control Ownersare required or technology. to changes,e.g. new procedures, processes descriptions must beupdated inresponse causes, consequences orcontrols, orwhere become aware ofgapsindescriptions Environment, Quality&Riskprofessionals Other adhocrevisions where Safety, findings following significantincidents. Updates inresponse to investigation and controls are identified. risk orcause, andwhere new risks,causes which cannotbecoded against anexisting Monthly updates inresponse to incidents minimise theriskSFAIRP. each risk,andidentifiesfurtheractions to causes, consequences andcontrols for Assessment Team Leader, confirms the the business, convened by adesignated group ofsubjectmatter experts from across Formal, periodicriskreviews inwhicha 25 Performance overview Structured observations were conducted at Anti-social behaviour Moss Vale and Goulburn Main Lines to record hydrocarbon contamination from rolling stock. Anti-social behaviour continues to be the most significant single risk to which our staff Water restrictions were assessed and advised and customers are exposed. The risk of anti- to all relevant stations. social behaviour on our trains has been the The NSW Government Climate Change subject of a formal, high-level review from Preparedness Survey was completed as well which initiatives to identify issues as early as 26 as the annual National Greenhouse Energy possible to prevent situations escalating have Report. NSW Trains provides quarterly been developed. reports on compliance to Sydney Trains. Initiatives taken over the past year include: Several Environmental Planning and Heritage exemptions and out of hours works approvals • Improved training for onboard staff on were obtained for project works. positive customer interactions • Liaison with NSW Police to achieve an increased onboard security presence.

Platform-train interface A trial of personal safety cameras for onboard NSW Trains continued to work on solutions staff commenced in August 2015 and the to mitigate the risks associated with 48 short solution is now proceeding to full rollout to platforms on the NSW TrainLink network, more onboard staff. where the length of the train is longer than the A Targeted Security Deployment Project for length of the platform. Regional services was conducted with the The V-set Selective Door Opening Project was PTC and aims to develop a consistent police completed as we prepared to implement the presence on board Regional services. An design and trial phase of this important safety agreement with the PTC will see approximately three deployments onto targeted services Annual Report 2015-16 Annual Report enhancement. This project is packaged with a short platform digital voice announcement each month. These deployments are in project and will introduce enhanced customer excess of the wider PTC activity such as safety on this fleet. Operation Southern Aurora and other targeted operations. Guards continue to be trained and reminded of the importance of short platform The increase of a consistent police presence announcements. Guard announcements are in conjunction with other anti-social behaviour tracked regularly for management review and initiatives, such as personal safety cameras, identification of problem areas. has delivered a significant reduction of security related incidents on board Regional services (15 per cent year-on-year) with a 36 per cent reduction of all reported security incidents in the six month period since the Service Level Agreement with the PTC was established.

Police Transport Command operations targeted anti-social behaviour, with positive results. NSW Trains NSW Level crossings remain anarea ofongoing Level crossings reported incidentsconsiderably. provide better visibilityreduced thenumberof and vegetation removal at thelocation to draw drivers’ attention to thelevel crossing Level Crossing. New improved signageto improvement to safety at theWellington John HollandRailresulted inasignificant Collaboration between NSW Trains and these initiatives over thecoming year. improved, andwe willcontinue to pursue experience onhow safety may befurther Crossing Safety to share knowledge and participated intheNational Forum onLevel and improving level crossing safety. We shared approaches to reducing violations maintain thelevel crossings we use, to develop Infrastructure Managerswhooperate and collaborating relationships withRail NSW Trains continues to maintaingood in ourown systems. data, andimproved thequalityofinformation improve thequalityoflevel crossing incident Office ofthe National RailSafety Regulator to During thepast year we have worked withthe for NSW. programs beingadministered by Transport in awareness, improvement andenforcement NSW Trains hasmaintainedactive involvement the SouthCoast. pedestrian violations at certain locations on road usersandinparticularthehighlevel of the level ofirresponsible behaviour by some safety concern for NSW Trains, especially events that supportmental,physical and with activitiesandspecificallytargeted into everyday activities.Itisreinforced of illness through buildingwellbeing Program that focuses ontheprevention NSW Trains launchedanew Wellbeing Health andwellness Chinese New Year Festival Dragon Boat Race. in theannualCity2SurfandSydney events were heldandemployees participated Many localandregional healthandwellbeing • • • • • throughout theyear, including: Employee wellbeing initiatives were run financial wellbeing. Salary packaging information sessions. affordable gymmembership Introduction ofaFitness Passport – Mental healthseminars Flu vaccinations Health fairs City2Surf, BondiBeach. 27 Performance overview 4.4 Engaged workforce Engagement and recognition

We will be leveraging two sources of feedback to continue to identify how team members NSW Trains understands that people are key to are experiencing working for NSW Trains and driving change within the business. Staff need developing action plans aimed at increasing to be supported with the right tools to be employee engagement: the NSW Public successful. In 2015-16, we invested in training Service Commission People Matter Employee 28 and development of staff and continued to Survey conducted in May 2016, and our Pulse implement action plans developed following Check Survey. our annual engagement survey. Internally we continued the Recognition @ NSW TrainLink Program, recognising 53 Achievements individuals and seven teams through Quarterly Awards, providing 94 ‘On the Spot’ awards • In 2015-16 NSW Trains celebrated the and more than 250 thank you phone calls external recognition of our staff, with two made by our Executive. significant awards: NSW Trains also celebrated a number of –– The Australasian Rail Industry Safety events with staff including the launch of the Award for the introduction of personal wellbeing program, as well as Harmony Day, safety cameras (PSC) on long distance Rail Safety Week, Australia’s Biggest Morning Regional services. The award recognised Tea, Diwali festival, and National Mental Health NSW Trains dedication to finding and Awareness month. implementing an innovative and effective solution to improving staff and customer Each year NSW Trains partners with safety on long distance services. Our TrackSAFE in Rail R U OK? Day for an staff were the first transport staff to industry-wide event focused on encouraging Annual Report 2015-16 Annual Report wear the cameras in Australia. The rail staff to look out for one another’s mental cameras continue to be rolled out across health by prompting them to ask and answer the network. one simple question: R U Ok? This year staff were encouraged to wear yellow and take the –– The Best Government Contact Centre time out to check in with their team members. in NSW award at the Auscontact There were also a number of events held for Association industry awards. The staff across the network to draw attention to Contact Centre which answers up to this important initiative. 70,000 calls per month, was also runner up at the national awards. • We continued to train and develop staff. More than 4,600 training interventions were conducted (which is the number of times our staff have attended training or development) resulting in a 96 per cent attendance rate.

• We received Increased feedback from staff with the response rate for the People Matter Employee Survey in 2016 doubling from the previous survey to 29.8 per cent.

NSW TrainLink won the ‘Best Government Contact Centre in NSW’ award and was runner-up at the national awards. NSW Trains NSW To supportandincrease Aboriginal event onourannualcalendar. Women’s Day hasalsobeenidentifiedasa key NSW development programs. International identified includingleveraging Transport for Additional development optionsare alsobeing female successors for leadershiproles. also reviewing succession plansto identify governance forums onarotational basisand leader formally participating inkey executive retain seniorwomen, includingafemale is astrong focus onhow to develop and roles andAboriginalrepresentation. There increasing bothwomen inseniorleadership aligned to Transport for NSW focus areas of NSW Trains hasintroduced key initiatives Diversity andinclusion mark thebeginningofHinduyear. celebration ofDiwali –theFestival ofLights to andLesbianGas Mardi Gras andtheannual in theTransport for NSW float at the Sydney We alsocontinue to supportandparticipate and Reconciliation Day. calendar ofevents includingNAIDOCWeek been identifiedasanarea of focus withour Celebration ofkey Aboriginalevents hasalso selected in one regional location. proved successful withonecandidate being the on-boarding process. This approach has application process and,ifsuccessful, through roles, supportingthesecandidates through the of Aboriginalcandidates applyingfor our employment agenciesto increase thenumber partnering withexternal Aboriginal representation, NSW Trains isactively regionally basedoperator. could bedelivered remotely, supportinga to develop aSuicideAwareness package that Health Services andtheBlackDogInstitute We have alsopartnered withSydney Trains it hadchangedhislife’. this was ‘thebest training he’d ever doneand with onedriver telling hisRegional Manager response from staff hasbeen very positive – and willcontinue inthenext financial year. The delivered regionally to more than1,000 staff to astressful incident.This training hasbeen feel more prepared shouldthey beexposed Trauma Program, designedto helpindividuals included thedelivery of theCoping with possible. Key areas offocus for theyear have aimed at reducing theeffect oftrauma where trauma managementframework andprogram NSW Trains continues to roll outitsholistic Training andsupport younger generations. of theindustry, whichholdsreal appealfor the innovative andtechnologically advanced areas on attracting women andhighlightingthe their career. The week hadastrong focus work andwithgreat opportunityto advance the rail industry asarewarding place to people of allagesandexperiences to consider in theindustry. The campaignencourages about the network ofcareer opportunities aimed at promoting andraising awareness Rail Careers Week isanational campaign Rail Careers Week Rail Safety Week. 29 Performance overview 4.5 Cost effective Project management

service delivery NSW Trains Program Management Office was established to provide governance and oversight of our projects and initiatives driving NSW Trains aims to provide value for the achievement of business objectives. A money for customers, the community Project Management framework and Program and Government. In 2015-16, we focused Committee structure was implemented to 30 on providing cost effective service provide support and guidance for improved delivery through improved systems, new project delivery, a consistent approach to catering arrangements and improved project management and increased confidence procurement processes. in strategy execution.

System improvements Catering

The planned migration of the Customer In 2015-16 we overhauled the on-board café Reservations System to a new platform with menu for the first time in 12 years. improved security measures was one of the The new catering contract with Gate Gourmet, biggest system improvements undertaken in a global food and logistics expert, was 2015-16. The enhancements to the Customer awarded to provide food and beverages for Reservations System also make it easier long distance Regional services. New food for customers and sales agents to book safety standards were introduced and point Regional trips. of sale cash registers were updated to provide In May, we identified a possible compromise ‘tap and go’ payment for customers. of the Customer Reservations System. An

Annual Report 2015-16 Annual Report investigation of the online booking system determined that there was no evidence to suggest that any personal information had been accessed.

Procurement

NSW Trains was awarded ‘3B accreditation’ for the procurement function (third highest in NSW Government sector), enabling NSW Trains to make its own procurement decisions up to the value of $102 million. This is especially important as the organisation moves to becoming an operator/maintainer with the procurement of the new intercity fleet.

We engaged with Fairhaven Services Ltd, an Australian disability enterprise, to print, distribute and warehouse our marketing and ticketing materials on a trial basis. As a result of the trial, Fairhaven Services was able to bid for other business with Transport for NSW and its agencies, providing employment for people living with disability in the West Gosford area. NSW Trains NSW generation fleet for Intercity rail customers towards theprocurement ofthenext- The NSW Government continues to work New rolling stock investment refurbishments oftheV-Set trains. web enhancements andfinalisingthe access to information for customers through customer outcomes suchasimproved NSW anditsagenciesto deliver improved closely withpartnerswithinTransport for In 2015-16, NSW Trains continued to work 4.6 introduction ofthenew rolling stock. Readiness Project whichwillsupportthe NSW, hasestablished aNew Intercity Fleet NSW Trains, inpartnershipwithTransport for and maintainthenew trains on9July2015. of established train manufacturers to supply The NSW Government announced theshortlist longer distances. comfort andreliability for customers travelling an appealingenvironment andimproved The new trains willbeaccessible, provide to beprogressively delivered from 2019. hundred andtwelve carriagesare expected Central Coast andNewcastle lines.Five on theSouthCoast, BlueMountains,and outcomes Transport for NSW Bus Interchange. Transport Interchange andthenew Wickham NSW regarding thedesignofWickham Engagement continued withTransport for affecting service to customers. Interchange Phase1–Truncation without operation oftheWickham Transport During 2015-16 we continued thesuccessful Interchange (Wickham) Newcastle Transport Intercity customers. improved theon-board experience for upholstery andbetter toilets have significantly New carpet,flooring, wall panels,seating V-Set trains. Centre, covering thewholefleetof was completed at theFlemington Maintenance The two-year V-Set Refurbishment Program V-Set refurbishment NSW TrainLink orSydney Trains service. customers willbeableto interchange for a Metro Station at Central Station where Metro this landmarkproject, whichincludesanew with itspartnersto planandprepare for project. NSW Trains continues to work closely project –Australia’s largest PublicTransport Construction continued ontheSydney Metro Sydney Metro planned shutdowns. to Broadmeadow Station during and successfully moved operations construction oftheinterchange We alsocontinued operations during New Intercity fleet. 31 Performance overview 32 5 Appendices Annual Report 2015-16 Annual Report NSW Trains NSW 5.1 Financial and asset management

Overseas travel 33 International travel (itemised): July 2015 – June 2016

Agency Officer name Date Destination Purpose/ cost International and position explanation travel cost $

NSW Rob Mason, 13-14 June New Zealand Attend the $1,180 Trains Chief 2016 Australasian Executive Railway Association Board Meeting and New Zealand Rail Conference, Passenger Appendices Transport Group meeting and TrackSAFE Board meeting

NSW Rob Mason, 28-29 UK Attend $7,466 Trains Chief January International Executive 2016 Mainline Rail Benchmarking Group

NSW Penelope 28-29 UK Attend $7,466 Trains Wood, GM January International Business 2016 Mainline Rail Strategy & Benchmarking Performance Group

NSW Keiron 2-11 July UK Attend $8,351 Trains Ritchard, 2015 Government to Director Government Customer Trade Mission Service Delivery Grants to non-government community organisations

In relation to the reporting requirement in Premier’s Memorandum 1991-34:

NSW Trains did not grant any funds to non-government community organisations during the year.

Consultants 34 CONSULTANTS ARE REPORTED IN ACCORDANCE WITH THE REQUIREMENT IN PREMIER’S MEMORANDUM 2002-07

Consultant Project Costs ($)

Contracts of $50,000 or more

Organisational review

Deloitte Provide organisational communication strategy 79,558 for the NSW Trains Business Plan

Meld Studios Develop a strategic customer experience model 140,850

Total contracts of $50,000 or more 220,408

Total contracts of less than $50,000 –

Total expenditure in 2015-16 220,408

Annual Report 2015-16 Annual Report Payment of accounts

In accordance with the requirements of the Annual Reports (Statutory Bodies) Regulation 2010 (NSW), performance in paying trade creditors’ accounts during the year is reported below.

PAYMENTS OF ACCOUNTS (GST INCLUDED)

Quarter Current Less than Between Between More than (i.e. within 30 days 30 and 60 60 and 90 90 days due date) overdue days overdue days overdue overdue $M $M $M $M $M

September 2015 1.9 0.4 0 0 0.2

December 2015 1.1 0 0 0 0

March 2016 0.3 0 0 0 0

June 2016 3.7 0 0 0 0

Small business suppliers September 2015 0 0 0 0 0

December 2015 0 0 0 0 0

March 2016 0 0 0 0 0

June 2016 0 0 0 0 0

Payments to NSW Trains suppliers are made by Transport Shared Services. NSW Trains NSW ACCOUNTS PAID ONTIMEWITHINEACH QUARTER. Timing for payment ofaccounts Interest paidonoverdue accounts Number ofpayments for interest Actual %accounts paidontime(based$) $ amountofaccounts paidon time $ amountofaccounts duefor payment Actual %accounts paidontime Number ofaccounts paidontime Number ofaccounts duefor payment Small business suppliers Interest paidonoverdue accounts Number ofpayments for interest Actual %accounts paidontime(based$) $ amountofaccounts paidontime $ amountofaccounts duefor payment Actual %accounts paidontime Number ofaccounts paidontime Number ofaccounts duefor payment Measure 9 9 $0 0 90.4% $19.7M $21.8M 94.3% 3,141 3,330 Sept 15 $0 0 100% $0.5M $0.5M 100% 9 9 $0 0 81.5% $15.9M $19.5M 92.1% 3,076 3,339 Dec 15 $0 0 100% $0.5M $0.5M 100% 6 6 $0 0 89.4% $17.7M $19.8M 93.9% 2,646 2,819 Mar 16 $0 0 100% $0.5M $0.5M 100% 29 29 $0 0 89.1% $18.8M $21.1M 93.1% 2,761 2,966 Jun 16 $0 0 100% $0.5M $0.5M 100% 35 Appendices Internal Audit and Risk Management Policy Attestation

TPP15-03 INTERNAL AUDIT AND RISK MANAGEMENT STATEMENT FOR THE 2015-2016 FINANCIAL YEAR FOR NSW TRAINS

I, Rob Mason, am of the opinion that NSW Trains has internal audit and risk management processes in operation that are, in all material respects, compliant with the eight core requirements set out in the Internal Audit and Risk Management Policy for the NSW Public Sector, specifically: 36 Compliant, non-compliant, Core requirements or in transition

Risk management framework

1.1 The agency head is ultimately responsible and accountable for risk Compliant management in the agency

1.2 A risk management framework that is appropriate to the agency has Compliant been established and maintained and the framework is consistent with AS/NZS ISO 31000:2009

Internal audit function

2.1 An internal audit function has been established and maintained Compliant

2.2 The operation of the internal audit function is consistent with the Compliant international standards for the professional practice of internal auditing

Annual Report 2015-16 Annual Report 2.3 The agency has an Internal Audit Charter that is consistent with the Compliant content of the ‘model charter’

Audit and Risk Committee

3.1 An independent Audit and Risk Committee with appropriate expertise Compliant has been established

3.2 The Audit and Risk Committee is an advisory committee providing Compliant assistance to the agency head on the agency’s governance processes, risk management and control frameworks, and its external accountability obligations

3.3 The Audit and Risk Committee has a Charter that is consistent with the Compliant content of the ‘model charter’

Membership

The Chair and Members of the Audit and Risk Committee are:

Position Name Start term date Finish term date

Independent Chair Peter Mayers 6/11/13 5/11/16

Independent Member 1 David Antaw 6/11/13 01/7/18

Independent Member 2 Shirley Liew 11/11/13 01/7/18

Rob Mason Chief Executive NSW Trains

NSW Trains NSW 05 July 2016 financially stable insurers. insurance market withestablished and purchasing insurance through thecommercial NSW Trains transfers insurable risksby • • • These riskscould affect: annually to protect against insurable risks. The insurance program isto bereviewed management strategy. insurance program inplace aspartofitsrisk NSW Trains hasacomprehensive tailored insurance activities Risk managementand liability managementperformance. at 30 June2015, itisnotrequired to report on as NSW Trains hadless than$20 milliondebt In accordance with Liability managementperformance NSW Trains holdsnilinvestments with TCorp. performance Investment management financial year. NSW Trains hadnilsubsidiariesduringthepast Disclosure ofsubsidiaries the past financial year. NSW Trains hadnilcontrolled entitiesduring Disclosure ofcontrolled entities no landdisposalsinthepast year. NSW Trains holdsnolandassets andhasmade Land disposal under construction Existing assets andthose Liabilities to third parties Operations Treasury Circular 09/07 , the following: or inprogress asat 30June2016 include The NSW Trains FY16capitalworks completed was $7.62 million. NSW Trains total capitalinvestment inFY2016 Capital works NSW Trains Chief Executive Rob Mason Memoranda andtheTreasurer’s Directions. 2016 was inaccordance withthePremier’s Trains duringthefinancial year ended30June I certify that thecredit card usagefor NSW Credit card certification for theyear ended30June2016. Auditor-General intheStatutory Audit Report No significantmatters were raised by the by theAuditor-General Response to matters raised #  Information Points and Customer Help Regional CCTV Yard safety works; Grafton Stabling Refurbishment; platform Central Station Station rebranding; refurbishments; Regional Reporting project; TellUs Mobility Support Centres; Regional Customer information; Regional real time projects including: Various capital Capital projects Access Program. Funded through theTransport for NSW Transport

Cost to to Cost ($M) 7.62 date # completion Forecast Various (year)

37 Appendices 5.2 People HEADCOUNT AS AT 30 JUNE 2016

Workforce by Headcount directorate

Customer Service Delivery 1,998 Human resources Engineering and Safety, 16 38 INDUSTRIAL RELATIONS LEGISLATION, Environment, Quality & Risk AWARDS AND AGREEMENTS Business Strategy and 4 The Enterprise Agreement approved in Performance October 2014 remains in force, and has a Finance and Corporate 30 nominal expiry date of 30 September 2017. Services Terms and conditions of employment of NSW People and Transformation 5 Trains’ employees are also governed by: Delivery • Executive contracts Total headcount* 2,053 • Fair Work Act 2009 (Cwth) • Rail Industry Award 2010 Source: Transport Shared Services HR Reports * Total headcount excludes 53 Senior Service EXCEPTIONAL MOVEMENTS IN WAGES, employees (who are substantively employed by SALARIES OR ALLOWANCES Transport for NSW) and Transport for NSW vested employees (Human Resources Business Partners and An overall increase of 3.1 per cent for those Organisational Development). NSW Trains employees covered by the Enterprise Agreement 2014 was paid with effect from the first pay period after 30 Workplace Health and Safety Annual Report 2015-16 Annual Report September 2015. NSW Trains is a self-insurer under the Workers HUMAN RESOURCES POLICIES AND Compensation Act 1987 (NSW), all workers PRACTICES compensation claims are managed through Transport Shared Services: A number of new human resources initiatives, policies and procedures were implemented • Total claims received – 219 in the past year to support NSW Trains • Number of claims accepted – 133 management and employees, including: (where weekly benefits were paid against the claim) • Leadership development programs • Number of new Lost Time Injuries – 106. • Strategic partnering training • Technical competency based programs The average cost of claims was $5255.40. • Customer relationship training NSW Trains incurred no WorkCover • Providing support after trauma workshops prosecutions during the 2015-16 year. • Coping with trauma workshops NSW Trains ran comprehensive health • Transport for NSW policies: and wellness programs for its employees –– Grievance management throughout the year. –– Managing conduct and discipline NSW Trains Work Health Count and Safety category

Total days lost due to workplace 3,800 related injuries or illness

Prosecutions reported 0

Prosecutions under the Act 0

Workplace safety inspections 1,664

Percentage of planned Work and 100% Health and Safety consultation meetings held NSW Trains NSW NSW TRAINS–SENIORSERVICE LEVELS 2 TO 6 cent in2014-15). Senior Service officers accounted for4.6per centofthe totalemployee related expenditure (4.8per Senior Executives staff engagement. for office space andhelpimprove morale and arrangements alsocanreduce therequirement losing valuable skillsandexperience. These organisation increasing turnover, costs and when they may have otherwisedeparted the continue theiremployment withNSW Trains arrangements inmany casesallows staff to is acknowledged that thebenefit ofthese flexible workplace arrangements to staff. It NSW Trains iscommitted to providing STAYING CONNECTED FLEXIBLE WORKPLACE PRACTICES AND Workforce diversity There were noagreements required. Agreements withMulticultural NSW Source: Transport for NSW SeniorService Contracts andRemuneration Total Senior Service 6 Senior Service 5 Senior Service 4 Senior Service 3 Senior Service 2 Pay scalegroup Female 0 4 4 Male 0 4 9 2 2 1 Total 13 0 8 2 2 1 are working, alongwith flexibility inwhere allow for bothflexibility inthehours staff NSW Trains hasprocesses inplace that key developments. parental leave sothey canremain informed on actively provides communication to staff on on parental leave andin somecasespro- encourages staff to interact with work while their interest inreturning to work. NSW Trains with thework environment whichaffects take parental leave they often losecontact space. Ithasbeenidentifiedthat when staff NSW Trains isalsoactive intheparental leave to. access staff to increase theamountofleave they have also hasaleave purchase schemewhichallows the hoursofemployment. The organisation residential address orwithsomevariability on working acomponent oftheweek from their and administration areas somestaff are now personal circumstances. Inthemanagement swaps’ orvariable hoursofwork to meettheir to access part-timework oragree ‘shift- environments staff are insomecasesable staff are physically working. Inoperational Average total remuneration package $348,531 $342,316 $438,531 $238,145 $417,447 39 Appendices TRENDS IN THE REPRESENTATION OF WORKFORCE DIVERSITY GROUPS

Workforce diversity group Benchmark/ 2013 2014 2015 2016 target

Women 20% N/A 23.8% 24.1% 24%

Aboriginal people and Torres Strait 2.3% N/A 1.4% 1.5% 1.5% 40 Islanders Staff members whose first language is N/A N/A 3.9% 4.6% 6.3% not English

People with a disability N/A N/A 2.7% 2.6% 2.6%

People with a disability requiring N/A N/A 1.3% 1.2% 1.2% work-related adjustment

Note: The 2014-15 targets represented targets set by the NSW Public Service Commission. The 2015-16 targets now represent figures provided by the Rail Service Contract for NSW Trains.

TRENDS IN THE DISTRIBUTION OF WORKFORCE DIVERSITY GROUPS

Workforce diversity group Benchmark/ 2013 2014 2015 2016 target

Women 100 N/A 86 89 90

Aboriginal people and Torres Strait 100 N/A 83 81 81 Islanders Annual Report 2015-16 Annual Report People whose first language spoken as a 100 N/A 109 103 103 child was not English

People with a disability 100 N/A 92 93 95

People with a disability requiring 100 N/A 88 90 95 work-related adjustment

Source: NSW Public Service Commission 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.

Multicultural policies and NSW Trains is committed to developing our services program multicultural credentials further in 2016-17 through our Diversity and Inclusion Plan and NSW Trains continues to align to and strategic workforce planning activities, with support the Transport for NSW commitment a particular focus on women in leadership to promoting the value of diversity and roles and Aboriginal representation. The inclusion. Diversity metrics have been included organisation is working on building stronger in both the engagement data and talent relationships with communities across its identification and succession plans to identify network to better understand their needs opportunities to promote and further build a and work more closely with culturally diverse diverse workforce. stakeholder groups. NSW Trains NSW (Statutory Bodies) Regulation 2010. Reporting provisions oftheAnnualReports any reporting exemptions undertheAnnual NSW Trains neithersoughtnorreceived Exemptions subordinate legislation. the administration ofany Acts or NSW Trains isnotresponsible for subordinate legislation Changes inActs and 5.3 catering improvements. Research was conducted in-houseregarding did notundertake any external studies. During the2015-16 financial year, NSW Trains Research anddevelopment Government information anddisclosures am oftheopinionthat, where necessary, I, Rob Mason,ChiefExecutive ofNSW Trains, foreseeable future. NSW Trains are inmost casesadequate for the information anddigitalinformation systems of place to mitigate identifiedrisks to thedigital am oftheopinionthat thesecuritycontrols in I, Rob Mason,ChiefExecutive ofNSW Trains, for theNSW Sector Public out inthe on, consistent withtheCore Requirements set place duringthefinancial year being reported Information SecurityManagementSystem in am oftheopinionthat NSW Trains hadan I, Rob Mason,ChiefExecutive ofNSW Trains, Policy Attestation Digital Information Security 6 July2016 NSW Trains Chief Executive Rob Mason Public Sector Agencies underitscontrol. all orpartofNSW Trains andallorpartofany systems –Requirements techniques –Information securitymanagement 27001 Information technology –Security certified compliance with Security Policy for theNSW PublicSector, in accordance withtheDigitalInformation DigitalInformation SecurityPolicy

was maintainedby AS/NZS ISO/IEC . 41 Appendices Government Information (Public Privacy and Personal Information Access) Act 2009 (GIPA Act) Protection Act 1998 (PPIPA)

Under section 125(1) of the Government NSW Trains had no applications under the Information (Public Access) Act 2009 (NSW), Privacy and Personal Information Protection NSW Trains is required to report annually on details and outcomes of access applications received. Fifteen applications were received: 42 Public Interest Disclosures none were invalid, none were determined to Act 1994 (PID Act) have any public interest against disclosure, and all were granted access where the information All Public Interest Disclosures (PID) received requested was held by NSW Trains. by NSW Trains during 2015-16 were presented to the Ombudsman. FORMAL REQUESTS NSW Trains actions to meet its staff awareness NSW Trains received nine formal requests for responsibilities under s6E(1)(b) of the PID Act information under the GIPA Act. Full access this policy include: was granted where the information was found • PID information contained in Policy & to be held by NSW Trains. Procedures • Code of Conduct INFORMAL REQUESTS • Links contained on the NSW Trains intranet Six informal requests for information were – including the ‘Whistleblowing/Public received. Where the requested information Interest Disclosures’ page was held by NSW Trains access was granted in • Information communicated via briefing full to the applicant. papers and staff communication • Invitation to staff to a number of seminars

Annual Report 2015-16 Annual Report on the Act.

PUBLIC INTEREST DISCLOSURES – 2015-16

Disclosures 2015-16

Number of public officials who have made a PID to the public authority 3

Number of PIDs received by the public authority in total 3

Number of PIDs received by the public authority relating to:

• Corrupt conduct 3

• Maladministration 0

• Serious and substantial waste of public money 0

• Government information contravention 0

Number of PIDs finalised 3

Whether the public authority has a PID Policy in place Yes

External Annual Report • Sydney Trains Production Cost • NSW Trains • Port Authority of NSW. All concept design and infographics associated with the following Transport cluster Contractors were employed to ensure annual reports were completed in-house: the NSW Trains annual report was WCAG Compliant at a cost of $4,710. Proofreading • Transport for NSW was also employed for quality assurance • State Transit Authority purposes at a cost of $715. • RailCorp NSW Trains NSW Intercity Trains Network 43 Appendices Regional Train and Coach Network

44 Appendices 6 Index 45 Annual Report 2015-16 Annual Report NSW Trains NSW C L Capital works, 37 Land disposal, 37

Changes in Acts, 41 Liability management performance, 37

Consultants payments, 34

Credit card certification, 37 46 M Multicultural NSW, 39 D Digital Information Security Policy Attestation, 41 O Disability Inclusion Plan, 21 Overseas visits, 33 Disclosure of controlled entities, 37

Disclosure of subsidiaries, 37 P Payment of accounts, 34

E Privacy and Personal Information Protection Act 1998, 42 Exemptions, 41 Public Interest Disclosures Act 1994, 42 Annual Report 2015-16 Annual Report G Government Information (Public Access) R Act 2009, 42 Research and development, 41

Grants to non-government community Response to matters raised by the organisations, 34 Auditor-General, 37

Risk management and insurance, 37

H Human resources, 38 S Senior Executives, 39

I Internal Audit and Risk Management W Policy Attestation, 36 Workforce diversity, 39 Investment management performance, 37

The Annual Report is available on the Transport for NSW website at transport.nsw.gov.au

NSW Trains NSW To minimise environmental and financial costs, NSW Trains does not produce paper copies of its Annual Report. 47 Index NSW Trains Ground Floor, 470 Pitt Street Haymarket NSW 2000 T 1300 038 500 W nswtrains.nsw.gov.au

© NSW Trains Users are welcome to copy, reproduce and distribute the information contained in this report for non-commercial purposes only, provided acknowledgement is given to NSW Trains as the source. ISSN 2204-101X 2015-2016 Annual Report

Transport NSW Trains

Tra W in S s N

V 2 o l u m e

NSW Trains Ground Floor, 470 Pitt Street Haymarket NSW 2000 P 1300 038 500 W nswtrains.nsw.gov.au

© NSW Trains Users are welcome to copy, reproduce and distribute the information contained in this report for non-commercial purposes only, provided acknowledgement is given to NSW Trains as the source. ISSN 2204-101X