State Transit Annual Report Volume 1 • 2019–20 State Transit 27 Derbyshire Road Leichhardt NSW 2040
PO Box 2557 Strawberry Hills NSW 2012
Annual Report 19-20 Annual Report www.transport.nsw. gov.au/state-transit
Ph: (02) 8202 2200
© 2020 State Transit. This report was first published in October 2020. View or download this report from the State Transit website: www.transport. nsw.gov.au/state-transit
ii State Transit Authority Transit State
ii • Annual Report 2019-20 State Transit Authority
Letter to Minister
The Hon. Andrew Constance, MP Minister for Transport and Roads Parliament House Macquarie Street Sydney NSW 2000
31 October 2020
Dear Minister,
I am pleased to submit for presentation to Parliament the Annual Report for the State Transit Authority of NSW for the financial year ended 30 June 2020.
This report has been prepared in accordance with the Annual Reports (Statutory Bodies) Act 1984 and the Public Finance and Audit Act 1983.
We seek to continually improve our services to offer an attractive, efficient public transport service for the people of NSW.
Yours sincerely,
Daniela Fontana Chief Executive State Transit
Letter to Minister • iii 1 State Transit Authority Annual Report 19-20
Contents etter to theMinister 2 7 1 orporate governance 6 1 18 17 5 15 14 13 12 11 10 7 1 4 3 1 2 .13 .12 .11 .10 .9 .8 .7 .6 .5 .4 .3 .2 .1
Achievements Overview Chief Ex L 6.3 6.2 6. C 5.6 5.5 5.4 5.3 5.2 5. Our or 4. 4. 4. 4. 4. 4. 4. 4. 4.9 4.8 4. 4.6 4.5 4.4 4.2 4.3 4.2 4. Financial perf 2.5 2.4 2.3 2.2 2. About us 7 7 7 7 7 7 7 7 7 7 7 7 Appendices 4.16 7
Liv Making tr Suc Supporting theC Supporting S Cus Servic Cus Supporting ourc Cus Our achie K S Our s W About S C Annual r W En A Land disposal Disability InclusionA Multic Ov Go Priv W Cus A Go L Indus W Senior Servic S Our Emplo Our Ex R Aboriginal R S Enhancing ourpeople’ Div T Sus S egislation hriving peopledoingmeaningfulwork tate Transit’s staff by classification Engagement taff trong economy andqualityoflife tate Transit 2019-20 Corporate Plan ey facts andachievments ecognising ourPeople ontact detailsandproduction costs ccounts payments andgrants udit andriskmanagement aste reduction orkforce Diversity ork, healthandsafety performance ganisation andpeople ho we are vironmental compliance vernance vernment Information Access) (Public Act 2009 erseas travel eable communities ersity andinclusion tainable asset management cessful places tomer andstaff safety tomers ontime tomer Service tomer satisfaction acy Management ecutive’s foreward trategic priorities trial andworkplace relations andpolicy
ultural polices andservices e charges ecutives tate Transit eporting Accessibility Requirements
ansport accessible vements yees
ormance
econciliation Action Plan e Contracts andRemuneration ydney events
ustomers ommunity
ction Plan
s experience
20 66 58 22 5 60 60 44 30 50 50 4 4 7 34 34 34 6 6 54 54 45 68 42 36 56 29 62 2 2 2 55 55 7 7 7 7 7 7 25 iii 3 7 7 7 5 10 14 4 16 12 6 8 2 8 2 0 4 4 4 4 4 4 9 9 6 6 9 9 8 8 8 8 7 7 1
State Transit Authority
Contents • 1 2 State Transit Authority Annual Report 19–20 Chief Executive’s foreword Chief Executive’s Foreword • 3 4 State Transit Authority Annual Report 19-20 popularity ofthe 333BondiLinkservice in significant note istheongoinggrowth and and reliable service for ourcustomers. Of Our focus remains onproviding aclean,safe employee engagementappBlink. reach ourworkforce withtheintroduction of to enhance ourabilityto communicate withand between bus operators. We alsousedtechnology scheduling software, to includedigitalshiftswaps of selfservice optionsavailable withinHastus, our and management.We alsoexpanded therange incident reporting aswell asappropriate analysis which enablestimelyandaccurate tablet, a into enables staff to inputincidentdetailsdirectly based safety compliance system. This system 2019-20 financial year launchedanew web- State Transit continues to innovate andinthe physical distancing easierfor ourcustomers. services at theheightofpandemicto make Transit putonmore than1,000 additional for staff and customers. On top ofthis State to ensure physical distancing ismaintained NSW Government’s COVIDSafe Transport Plan passenger seat inadditionto adoptingthe depots, closingthefront Opalreader and This includeddailysanitisingofbusesand customers duringthisunprecedented time. to ensure thesafety ofouremployees and State Transit undertook significantmeasures buses reduced by 17.5 percent. impacted ourservices withpatronage onour first two quarters in2018-19. However, COVID-19 of more than8percent whencompared to the patronage growth was strong withanincrease of mind.Priorto theCOVID-19 outbreak, satisfaction, safety andreducing costs front deliver thebest service we canwithcustomer clear focus onthree key business prioritiesto communities andourorganisation. We seta many great results for ourcustomers, our This financial year saw State Transit achieve operational environment. and safely aspossible inanoften challenging getting themto theirdestination asquickly around Sydney inthe2019-20 financial year moved more than107 millioncustomers only government busoperator inNSW, we transport providers inthecountry. Asthe as oneofthelargest andmost modernbus State Transit hasaproud 87-year history State Transit Chief Executive Daniela Fontana, next financial year. customers have come to expect ofusinthe to provide thehighstandard ofservice our we do. I’mconfident ourpeoplewill continue and customers are at theheartofeverything We willcontinue to ensure safety; ourpeople for ourstaff through thistransition. asset andourfocus isonproviding support operators. Ourpeopleare ourmost important Transit would befranchised to private announcement inOctober 2019 that State our peoplefollowing theNSW Government and into thecoming years isto support A key priorityfor ourorganisation now Northern BeachesHospitalConstruction. WestConnex, Sydney Airportroadworks and including CBDandSouthEast LightRail, results despite significantinfrastructure works, depot initiatives we have continued to improve regions. Through schedulingefficiencies and in 2017-18 to 96.1 percent across ourthree running performance from 92.41 percent significant increase in State Transit’s on-time demand. Inthepast year there hasbeena improving ourservices to meetincreasing State Transit inthelast 12months,notably There have beenseveral achievements at service we operate. high standard isdelivered oneachandevery at theheartofeverything we doto ensure a be to continue to putcustomers andsafety Our focus for theupcoming financial year will 2013 and1percent from November 2019. an increase of13percent since November satisfaction score of92 percent represented Satisfaction Index results, State Transit’s overall better. Within theannual Transport Customer Our customers have alsotold uswe are doing the previous financial year. pedestrians andothervehicles, compared to reduction inthenumberofcollisions involving bus routes. We have alsoseenapleasing as Australia’s two busiest andmost popular passengers combined, retaining theirmantle year theB1and333services carried12,784,510 Northern Beaches.For the2019-20 financial the eastern suburbsandB1service onthe Chief Executive’s Foreword • 5 6 State Transit Authority Annual Report 19–20
Overview The structure ofthereport isasfollows. performance. government andindustry informed aboutour to keep ourcustomers, community, partners, Report (Statutory Bodies) Act 1984,aswell as (Departments) Act 1985andtheAnnual requirements setoutin the AnnualReports Our AnnualReport aimsto meetthestatutory achievements duringthe2019–20 financial year. 2019–20 provides anoverview ofour The State Transit Authority AnnualReport About thisreport About us Achievements
This chapter provides a profile of who we This chapter presents our key achievements are, what we do, our purpose, our values, an for the year aligned to our primary outcomes: overview of our strategic priorities and our Connecting our customers’ whole lives, asset portfolio. Successful places, Strong economy and quality of life, and Thriving people doing FInancial overview meaningful work.
Presents an overview of our financial results for Our organisation and 2019-20. We provide a comprehensive set of people financial statements in Volume 2 of this report.
This chapter gives an overview of our structure and who our Executives are. It also demonstrates the diversity of our workforce.
Corporate governance
This chapter sets out our governance framework and key corporate management functions.
Appendices
Covers our reporting requirements according to our statutory obligations.
Volume 2
This volume contains the audited financial statements and Independent Auditor’s Report for State Transit.
Overview • 7 2.1 About State Transit
State Transit operates as a public transport provider in a cluster managed by Transport for NSW (TfNSW), the lead government agency responsible for managing and shaping the
Annual Report 19–20 Annual Report future of the whole transport system in line with the NSW Government’s priorities.
Since 1 July 2019, the Transport cluster has been operating in a newly integrated structure and environment. The new operating model is organised around the customer, better supporting integrated service delivery and giving greater focus to the different transport needs of Greater Sydney and regional areas. State Transit sits within the Greater Sydney division.
Deploying one of the biggest bus fleets in Australia, State Transit operates the busiest part of Greater Sydney’s bus network, carrying more than 107 million customers each year. About us
8 State Transit Authority Transit State About us • 9 10 State Transit Authority Annual Report 19-20 Blueprint of: State Transit iscommitted to delivering theprimary outcomes from Transport for NSW’s 10Year 2.2.1 Ourvision look after ourpeopleandcustomers. ment ofresidual functionswhileensuringwe 2021, andundertake theplanningandmanage- operations to new franchisees, commencing in currently we willbepreparing to transition our Service Contracts (SMBSC) withTfNSW. Con- services across three Sydney Metropolitan Bus State Transit willcontinue to deliver qualitybus 2.2.2 Ourpurpose they canbe. passionate peoplewhowillalways bethebest reliable busexperience inSydney, delivered by vide ourcustomers withthesafest andmost sustainability ofourservices. We want to pro- ers andworkforce, aswell asthereliability and es theimportance ofthesafety ofourcustom - centre ofallwe do. Ourvisionalsoencompass- service provider that putsthecustomer at the State Transit’s visionisto beaworld-class bus ransport systems andsolutionsthat enableeconomic activity • ying arole inconnecting ourcustomers’ wholelives • • • • • • they needto gointheNorthWest from regions, we transport passengers to where With afleetof over 1400busesacross three 2019-20. we moved around 107 million customers in As theonlygovernment busoperator inNSW, transport providers inthecountry. as oneofthelargest andmost modernbus State Transit hasaproud 87-year history 2.2.3 What we do Our current contracts cover thebelow regions: 2.2 Who we are
Region 7:NorthWest whichincludesdepotsinRyde andWilloughby Region 9:Eastern SuburbswhichincludesdepotsinWaverley, RandwickandPort Botany Region 8:NorthernBeachesandLower NorthShore whichincludesdepotsinBrookvale, ensuring ourpeoplethriv T making suc pla Mona V ale andNorthSydney cessful places for communities e doingmeaningfulwork an attractive alternative to takingthecar. services, that operate efficientlyand provide customer-focused reliable andcleanbus Our 3,500employees strive to deliver safe, dedicated schoolroutes every schoolday. were timetabledto operate andwe ran 572 More than4.25millionscheduledservices fleet travelling around 70 millionkilometres. in theSydney metropolitan area withour In 2019-20 State Transit operated 203 routes Waverley, Randwick andPort Botany depots. Sydney; andintheEastern Suburbsoutof depots inBrookvale, MonaVale andNorth Northern BeachesandLower NorthShore from our depotsinRyde andWilloughby, inthe which ourcustomers have come to expect. updating ournetwork andservices to those We focus onOn-Time Running,aligningand and increasing service reliability. customer satisfaction, improving punctuality Our key performance areas are onincreasing is anattractive alternative to travelling inacar. overall customer experience to ensure thebus Our focus isoncontinually enhancingthe expectations ofbusservices. approach to ensure we meetcommunity Good customer service isat thecore ofour Transit’s operating model. Customer at theCentre isat theheartofState 2.2.4 Ouroperating model 2.25 Our values
Our people are committed to upholding our core values, which are:
Work Safe, Home Safe We do not compromise on safety and we will challenge unsafe practices
We’re Moving Sydney We are proud of the great customer service we provide
One Team We are proud to be part of State Transit and work as one team to achieve our goals together
Good, Better, Best We continuously improve to be the best we can be each day. We will listen to our people and value their experience, and we will look for opportunities for innovation, and take action
Value for Money We will measure performance and balance efficient service delivery with the principles of safety, quality and customer service
About us • 11 12 State Transit Authority Annual Report 19-20 Connecting for thefuture -primaryoutcomes are: 2.3 Ourstrategic priorities the peopleoftransport. of value we aimto create for customers, communities, thepeopleofNSW and Future Transport 2056.The four primaryoutcomes describethehighest order our efforts inthenear term to move us towards ourlong-term visionoutlinedin outlines thestrategic direction ofTransport. Itsetsoutwhere we needto focus Transport for NSW (TfNSW) Connecting to thefuture –Our10Year Blueprint Connecting our Customers whole lives customers’ Communities Successful places transport systems Enable economic People ofNSW activity through and solutions
meaningful work people doing People of Transport Thriving About us • 13 2.4 State Transit 2019-20 Corporate Plan
Our 2019-2020 Corporate Business Plan outlined the strategic themes, outcomes, priorities and programs we planned to deliver.
In this report we show how we are delivering our program and how this has contributed to meeting the TfNSW primary outcomes made NSW a better place to live, work and visit. Annual Report 19-20 Annual Report
Our strategic priorities are improving customer satisfaction and safety, reducing costs and embedding a positive, diverse and inclusive work culture.
Customer satisfaction
At State Transit, we place the customer at the centre of everything we do. To provide a safe, smooth and reliable service every day, we have renewed our focus on the bus network to enhance and update services.
Our commitment to our customers is reliability and accessibility.
OUR STRATEGIC FOCUS IS: • Continuing our collaboration with • Increasing our current customer Transport for NSW regarding to the Future satisfaction rating from 92 per cent Transport Strategy and delivering mobility solutions between the places of tomorrow • Further improving the customer experience by using data from our • Working cross-functionally within State centralised Customer Feedback team, and Transit to drive network efficiencies. through bi-annual customer surveys 14 Become innovative by ‘doing things differently’. We will seek opportunities to • Improving the quality and availability create new services that better suit and of customer information about services, reflect the community’s needs particularly at bus stops and on board.
Safety
At State Transit, the safety of customers and our people is top priority. We will continue to drive improvement through our focus on a ‘safety first’ workplace culture that is supported by a robust program of initiatives - central to which is regular engagement with our people.
OUR STRATEGIC FOCUS IS: • Operating safe, secure and accessible bus • Maintaining a safety-first workplace services for our customers and our people • Devising and embedding policies that • Driving down the numbers of passenger reduce the number of collisions with other falls, bus operator assaults and other vehicles and pedestrians. injuries on our buses State Transit Authority Transit State Reducing costs
Targeted cost reduction, productivity improvement, simplified work practices and a commitment to sustainability is key to improving our ‘cost of operations per kilometre’ performance.
With more than 1400 buses in our fleet, management and maintenance of our assets is important in ensuring that our customers get where they need to go safely, reliably and on time.
OUR STRATEGIC FOCUS IS: • Identifying opportunities for business • Achieve compliance objectives and improvement and strengthening optimise controls commercial practices to reduce the cost of our operations on the taxpayer • Continue to deliver on accessible bus targets of 100 per cent by 2022 • Reinvigorating technology delivery with an internal focus on digital workflow, • Maintain State Transit’s superior position removing inefficient processes and enabling in bus asset maintenance and expertise better accessibility to data and analytic tools across the Transport cluster.
Looking after our people
State Transit has a diverse workforce of 3500 people, the majority are bus operators. We recognise that people are at the heart of what we do and our focus areas are to attract, retain, develop and ensure compliance with current and future business objectives.
OUR STRATEGIC FOCUS IS: • Continuing programs to maintain full • Developing initiatives to reduce costs establishment of bus operators associated with absenteeism
• Continuing to drive a positive culture • Identifying and developing our next within the organisation leaders through talent mapping
• Further development of the Operational • Creating an effective leadership culture Training Team and delivery of a professional induction program for • Supporting our workforce through the new employees transition to private operators.
About us • 15 16 State Transit Authority Annual Report 19-20 Act 2014. operates, asdoallNSW busoperators, withintheregulatory framework ofthePassenger Transport The State Transit Authority ofNSW isestablished undertheTransport Administration Act 1988and e operated 572Legislation dedicated schoolroutes every schoolday. e than4.25millionscheduledservices were timetabledto operate • • tate Transit operated 203 routes intheSydney metropolitan area • • In 2019-20: Routes • Employees during schoolterms. tate Transit carriedaround 107 millioncustomers in2019-20. There are more than78,000 timetabledservices every week andnearly3000schooltripsperweek • Patronage Greater Sydney’s busnetwork. Deploying oneofthebiggest busfleetsin Australia, State Transit operates thebusiest partof (TfNSW). State Transit operates asapublictransport provider inacluster managedby Transport for NSW About State Transit 2.5 Key facts andachievements
W Mor Our fleettr S 3,516 emplo S
avelled around 70 millionkilometres yees. Bus fleet
At 30 June 2020, State Transit’s bus fleet totalled 1416 and travelled 66.04 million kilometres.
1416 1416 1369 buses are buses feature buses are air-conditioned Closed Circuit wheelchair (100 per cent of Television accessible the fleet) (CCTV) (96.68 per cent of (100 per cent of the fleet) the fleet)
263 692 65 buses are Euro 3 buses are Euro buses are Euro compliant (CNG 4 CNG and 6 Complaint or Euro 3 diesel) Euro 5 Diesel Diesel (18.57 per cent of the (48.87 per cent of (4.59 per cent of fleet) the fleet) the fleet)
274 165 38 buses are buses are buses are Enhanced high-capacity high-capacity Environmentally articulated buses double decker Friendly Vehicles (11.65 per cent of the buses (EEV) fleet) (2.68 per cent of the (19.35 per cent of the fleet) fleet)
About us • 17 Network map Palm Beach Sydney Service Area Annual Report 19-20 Annual Report Mona Vale
Narrabeen Frenchs Forest
Brookvale Epping Macquarie 8 Park NORTHERN Carlingford REGION WESTERN Manly 7 REGION Chatswood Ryde Willoughby Parramatta North 18 Auburn Sydney Watsons Bay
Sydney
Waverley Bondi Randwick Coogee EASTERN 9 REGION Maroubra
Port Hurstville Botany
La Perouse
State Transit Authority Transit State Depot Our assets
Customer Journeys 107 million in the 2019-20 financial year
No. Routes Employees Fleet Accessible operated 3,516 1,416 buses Buses 775 96.68 per cent of fleet
CCTV Customer Employees On-Time coverage Satisfaction Injured Running (OTR) 100 per cent 92 per cent 10.7 per cent 96.1 per cent of fleet
About us • 19 20 State Transit Authority Annual Report 19–20 Financial performance In 2019-20, State Transit reported a loss of $1.4 million ($12.1 million loss in 2018-19). The improvement in the financial performance in 2019-20 reporting period was mainly due to favourable actuarial adjustments and cost savings. The operating budget for 2020-21 is a deficit of $4.6 million comprising total revenue of $454.5 million and total expenditure of $459.1 million.
2018-19 2019-20 2019-20 2019-20 2018-19 Actual Actual Budget Variance Variance $’000 $’000 $’000 $’000 % Income Operational revenue 428,364 424,860 431,205 (6,345) (1.47) Interest 839 420 700 (280) (40.00) Other revenue 46,367 24,811 30,877 (6,066) (19.65)
Total income 475,570 450,091 462,782 (12,691) (2.74)
Expenditure Personnel services 353,975 331,844 333,416 1,572 0.47 Depreciation and 2,356 3,337 2,463 (874) (35.49) amortisation
Fleet running expenses 67,825 61,493 69,852 8,359 11.97 Borrowing costs 8,006 - - - - Other operating costs 55,575 54,817 54,897 80 0.15
Total income 487,737 451,491 460,628 9,137 1.98
Profit/(loss) (12,167) (1,400) 2,154 (3,554) (165.00)
State Transit capitalised $3.1 million on capital works in 2019-20, including $2.7 million on IT system improvements.
Capital expenditure continues to be low value and limited to the replacement of plant and equipment.
Volume 2 of the Annual Report contains the audited financial statements and Independent Auditor’s Report for State Transit.
Financial performance • 21 22 State Transit Authority Annual Report 19–20
Achievements Achievements • 23 4.1 Our achievements
Improving our customers’ experience The customer is at the centre of everything we do and improving our customers’ experience remains our focus. State Transit is continually enhancing the overall customer experience to ensure the bus is an attractive alternative to the car. Annual Report 19-20 Annual Report
Key Performance Areas • Increasing customer satisfaction • Improving punctuality • Increasing service reliability
4.2 Customer service
Good customer service is at the core of resolution. Each team member has excellent State Transit’s strategies to ensure we meet customer service and conflict resolution skills. community expectations of bus services. Within the annual Transport Customer We work with TfNSW in designing and Satisfaction Index results (most recently implementing programs to ensure the published in November 2019), State Transit’s customer is the core focus when delivering overall satisfaction score of 92 per cent services and providing customer information. represented an increase of 13 per cent since November 2013. 24 Our people at State Transit are trained to ensure customer service is an integral part of In 2019-20, patronage on State Transit’s buses the culture. We are committed to ensuring we reduced by 17.5 per cent, a decrease of over appropriately identify, train and assess all staff 22 million customers when compared to the in accordance with our service standards for previous year. In the first two quarters of reliability, convenience, efficiency, customer 2019-20, prior to COVID-19, patronage growth service, comfort, security and safety. was strong with an increase of more than 8 per cent when compared to the first two State Transit is committed to promptly quarters in 2018-19. As a result, State Transit responding to feedback from customers. All introduced additional services and made cases received are recorded and investigated timetable adjustments as part of the TfNSW appropriately, with the customer receiving Growth Services Program to cater for more a response from State Transit’s Customer customers catching our buses. Full service Relations staff. Feedback statistics are levels, including additional services, were analysed to generate customer insights and delivered throughout COVID-19 to better allow identify trends. These customer insights are for physical distancing on buses. then used to enhance the overall performance of services for the benefit of all customers. Of significant note is the ongoing growth and popularity of the B1 and 333 services. In 2019-20, customer feedback topics The B1 service carried 5,989,720 passengers ranged from the reliability of bus services to for the financial year and the 333 6,794,790 interactions with staff, including compliments passengers. With patronage fluctuating due for excellent service provided by bus operators. to seasonal and employment cycles and new infrastructure being built across Sydney, it is State Transit’s centralised customer feedback important the State Transit bus network is able team works closely with operational staff to adapt to these changes so customers can at depots to resolve customer concerns. get where they need to go. This team looks to understand customer feedback to further investigate and take a We continue to work closely with TfNSW and more analytical approach in identifying trends regularly monitor our services and customer and recurring themes. This is to improve each feedback to ensure the right levels of services individual customer experience and find a are in the areas where they are needed. State Transit Authority Transit State Improved customer communication
To assist our customers individual timetables to provide updates on peak-hour conditions to for every bus route are available online the public via radio announcements and social from www.transportnsw.info. Stop-specific media platforms. timetable information is also displayed at bus stops along main routes and corridors in our Transportnsw.info provides information for contract regions. customers to plan their trips using buses, trains and ferries. Services include trip Real-time arrival information for all of State planning, timetables, news and special events. Transit’s bus routes is available through transport Transportnsw.info includes web-based apps using data made available by TfNSW. information and the Transport Infoline (131 500). Transport Customer Service Centres at Central and Circular Quay train stations can assist with The transportnsw.info website enables trip planning for all public transport in NSW. customers to provide feedback on services. All feedback received is important, and is used to State Transit, through our Customer Operations continuously improve and deliver quality, timely team and Network Control Centre, continues to information. This ensures the customer remains work with the Transport Management Centre. at the centre of everything State Transit does.
4.3 Keeping our customers on time Our focus is on managing increased demand by designing a network that is flexible and meets customers’ expectations. We put the customer at the heart to ensure they get to their destination as quickly and safely as possible in a challenging operational environment.
Key Performance Areas • Improving services for customers • Ensuring bus service efficiency • Improvements in productivity
The past two years has seen a significant and sustained increase in On-Time Running (OTR) performance from an average of 92.41 per cent in 2017-18, to 95.02 per cent in 2018-19 to 96.1 per cent in 2019-20. The contractual target is 95 per cent. Through scheduling efficiencies and depot initiatives State Transit has continued to improve results through a period of strong patronage growth and significant infrastructure works including CBD and South East Light Rail, WestConnex, Sydney Airport roadworks and Northern Beaches Hospital construction.
Achievements • 25 26 State Transit Authority Annual Report 19-20 Region 9 Region 8 Region 7 Reliability ofheadway services isnotincludedinState Transit’s OTR performance results. • • • State Transit operates three Headway services. 2019 Sydney Region Region 9 Region 8 Region 7 Sydney Region Region 9 Region 8 Region 7 Sydney Region Region 9 Region 8 Region 7 Sydney Region Region 9 Region 8 Region 7 State Transit On-Time RunningPerformance April-JuneQuarter State Transit On-Time RunningPerformance January-March Quarter State Transit On-Time RunningPerformance October-December Quarter State Transit On-Time RunningPerformance July-September Quarter specific issues skew the average. Note that OTR for STA asawholeorfor aperiod>1month isnotcalculated orreported, asregion andperiod State Transit Overall On-timeRunningfor 2019-20 financial year
291.2 96.8 96.7 97.7 Jul 379 –Bronte –Bondi Junction–Bronte (introduced as Headway September 23,2018) 333 –NorthBondito Circular Quay (turnupandgointroduced September 23,2018) B1 –MonaVale to Wynyard 287.3 95.4 96.7 95.2 Aug 288.2 94.9 96.4 96.9 Sep 287.6 94.6 96.8 96.2 Oct 282.6 94.7 92.9 Nov 95 287.9 94.9 96.5 96.5 Dec 2020 292.4 Apr-20 96.7 Jan-20 97.7 Jan Oct-19 98.0% 94.6% 98.4% 96.8% 96.8% 98.8% 96.2% Jul-19 96.7% 96.7% 95.7% 97.0% 97.4% 98 97.6% 97.7% 97.7% 98.1% 280.9 94.8 94.3 Feb 91.8 287.9 94.9 96.3 96.7 Mar 294.8 May-20 Feb-20 Aug-19 Nov-19 98.4 98.8 97.6 94.0% Apr 98.0% 95.0% 94.8% 94.3% 95.4% 94.7% 98.3% 92.9% 96.7% 93.3% 95.2% 95.7% 97.2% 97.7% 91.8% 293.5 98.3 May 97.2 98 290.8 96.5 97.2 Jun 97.1 Average Mar-20 Jun-20 Dec-19 Sep-19 94.9% 94.9% 96.4% 94.9% 96.9% 96.9% 96.3% 96.5% 96.5% 96.5% 95.9% 95.8% 95.8% 96.7% 97.2% 97.1% 96.9 96.6 96.3 95.3 Achievements • 27 28 State Transit Authority Annual Report 19-20 compliance andbuscancellations. boarding andcomplaints resolution; fare satisfaction; customer complaints per running; accessible services; customer cover various aspectsincluding:on-time benchmark comparison. The benchmarks of strict Key Performance Indicator (KPI) The reporting principallytakes theform regime, anobligation undereachcontract. State Transit hasamonthlyreporting Vale depots) went outfor competitive tender Region 8(NorthSydney, Brookvale andMona from 1July2021. Bus Service Contracts (SMBSC) inthree stages remaining government run Sydney Metropolitan with new operator(s) plannedto take over the announced State Transit would befranchised, In October 2019 theNSW Government late running. assist whenadverse traffic conditions resultin schedule orproviding anadditionalbusto advise ofearlyrunningto getthembackon may includecontacting thebusoperator to necessary to improve on-timerunning.This running earlyorlate, andintervening where services inreal-time, identifyingbusesthat are and PrioritySystem (PTIPS)to monitor The NCC Transport usesthePublic Information proactive on-road operational management. Transit regions (eight depots) andpromotes is structured to provide supportallthree State State Transit’s Network Control Centre (NCC) Network Control Centre Franchising ofState Transit Operations Sydney Metropolitan BusService Contracts and service variations. contract price, applicableprice adjustments monthly basis,comprising themonthly Each SMBSCisinvoiced andpaidona through thecontract payment process. approved, thechangesare invoiced andpaid to TfNSW for assessment andapproval. Once Operational Spatial Data (OSD), andsubmitted detailed by State Transit, includingsupporting Changes to any contract busservice are planned to becompleted. requirements of the cessation oftheagency are until 30September 2022, whenallfinancial anticipated theSTA entitywillcontinue to exist is expected to becomplete by early2022. Itis depots). The process oftransitioning allregions Region 9(Waverley, Port Botany andRandwick Region 7(Ryde andWilloughby depots) and in May 2020, andwillbefollowed by SMBSC trip to minimisetravel time. impacts to theirservices andcanadjust their accounts to receive notifications ofany can follow various region specificbus Twitter media anditsTwitter account. Customers accidents viaTransport ManagementCentre interruptions dueto traffic andincidentsor commuters withlive up-to-date service Additional focus hasbeenplaced onproviding B1, 333and379. management isundertaken by NCC onroutes which may arisefrom late running.Headway assist inmanagingbusoperator fatigue issues and ‘inservice’ problems andsituations, and used to resolve andrespond to emergency Real-time data regarding buslocations isalso Supporting our customers
State Transit worked closely with the Transport cluster and the COVID-19 task force to implement the NSW Government’s COVIDSafe Transport Plan. This was crucial to provide an effective and agile response to the challenges posed by COVID-19.
A dedicated team within State Transit coordinated our planning, preparation and operational response to the situation as it evolved. Targeted approaches were taken to address crowd mitigation, physical distancing as well as increased cleaning and disinfection.
State Transit undertook significant measures to ensure the safety and confidence of our employees and customers using our network following the outbreak of COVID-19. Measures included:
• daily sanitising of buses and depots, including the driver’s controls and cabin • closing the front Opal reader and seat to ensure social distancing is maintained for staff • all drivers were provided with access to hand sanitiser and disinfectant wipes • posters installed and on board announcements made to encourage physically distancing • more than 1,000 additional trips were operated every week, targeting loading hot spots • support for additional terminus cleaning of buses across eight different locations • security teams and marshals to oversee and manage physical distancing.
State Transit continued with our regular With the implementation of the NSW services despite an up to 40 per cent drop Government’s COVIDSafe Transport Plan in in patronage on our services. The aim was to May, State Transit rolled out the green dot ensure essential workers could continue to stickers on all our buses. This was to indicate travel safely and created the best options for to customers where they could safely sit and customers to physically distance in our buses. stand to maintain physical distancing as well The additional bus services ensured customers as indicating the customer limit on services who rely on our bus services could travel safely with capacity stickers placed on the outside of on the network. all our buses.
4.4 Service Changes
State Transit has implemented service changes across all three regions to improve the customer experience by improving on-time performance and passenger capacity. A highlight has been the significant work undertaken to increase capacity during service changes without additional costs.
Light Rail Construction
The construction of the Central Business District (CBD) and South East Light Rail concluded in the CBD and Eastern Suburbs. Works in the Kensington area resulted in many routes near the University of New South Wales being diverted or having their stops relocated temporarily.
Growth Services Program
Throughout the year State Transit introduced additional services and made timetable adjustments as part of the TfNSW’s Growth Services Program.
Achievements • 29 Growth Buses July 28, 2019
As part of the TfNSW Annual Growth Bus Program 2019-20, over 100 additional weekday and weekend services were included in Region 7 at no additional cost.
Highlights include: • 35 additional weekday services added on Route 251 between Lane Cove and the City
Annual Report 19-20 Annual Report • 45 additional weekly services added on Route 253 between Riverview and the City • 20 additional weekly services added on Route 292 between Marsfield and the City • 15 additional weekly services added to the morning peak on Route 501 • 34 additional weekly services added on Route 506 • 15 additional services added on Route 515.
Growth Buses - November 17, 2019
As part of the TfNSW Annual Growth Bus Program 2019-20, additional weekday and weekend services were included in Region 8 and 9 at no additional peak bus cost.
• 15 additional weekday B-Line services added in the morning peak • Route 155 was extended to operate to the Northern Beaches Hospital • Timetables were optimised on over 24 services in Region 8 and 9 to improve reliability.
Additional Trips and Route Extensions
The annual summer ‘Beach Runner’ service, Route 362, operated from October 2019 until April 2020 linking Coogee, Bronte, Tamarama and Bondi beaches. The route 170 service operated weekend trips between Manly and Wynyard from October 2019 until April 2020. 30 4.5 Customer and staff safety
The safety and wellbeing of our customers and our staff is our top priority. We keep our employees and customers safe through a robust safety program and an embedded safety first culture.
Key Performance Areas • Providing safe and accessible services • Ensuring safety management requirements are understood and undertaken by all staff
Safety Performance
During 2019-2020 the total number of per cent) with reduced patronage. Pedestrian employees injured decreased by 10.78 per collisions reduced by one over the prior year cent, continuing the positive trend over recent or 8 per cent and the number of “at fault” bus years and an improvement of 27.8 per cent collisions (insurance claims) reduced by 15.6 per reduction over the last three years. cent when compared to the prior year. All bus collisions (insurance claims) also reduced by The Lost Time Injury Frequency Rate (LTIFR) 11.7 per cent. for the year was 3.3 and while up on the previous year of 2.1, is still a very good result in Workers’ compensation claims fell by a further the public transport industry. Our LTIFR target 15 per cent which is pleasing on top of the was 1.4. The severity rate of injuries to staff decrease the year before. also decreased. There were no reportable environmental The Total Recordable Injury Frequency Rate incidents in 2019-2020. No Environmental (TRIFR) reduced by 18.7 per cent over the prior Protection or Local Government Authority year. We achieved a TRIFR of 20.4 against a environmental penalty notices were received target of 20.9. Passenger falls rose slightly (0.8 during 2019-2020. State Transit Authority Transit State Achievements • 31 32 State Transit Authority Annual Report 19-20 Engaging thecommunity Assurance Activities eight-year periodfrom 2017-2018. Insurance status andlicence renewal for an SafetySIRA awarded ManagementSystem State Transit Self ‘top tier’ risk-based regulatory response form SIRA. compensation system objectives, prompting a detects risks to theachievement ofworkers’ workers’ compensation performance. Italso acknowledges exemplary andacceptable (SIRA) tiered supervisorymodel The State Insurance Regulatory Authority Compensation SelfInsurance Licence. TfNSW CleanFleetProgram andWorkers Advanced Fatigue ManagementAccreditation, Accreditation Scheme(BOAS) accreditation, State Transit maintaineditsBusOperator Safety Compliance After adetailedprocurement process, ISOPro Management solutionwas implemented. During theyear, anew Safety Incident ensure currency, compliance andeaseofuse. regularly reviewed inconsultation withstaff to documentation for employees to use. Itis guidelines, safe work instructions and policies andprocedures, riskmanagement provides aframework ofdetailedsafety State Transit’s Safety ManagementSystem The campaigntargets thecommunity, whether the importance ofsafety around buses. can’t stop quickly”,to highlightto thepublic bus inbrightyellow with messages like “Buses of the“BeBusAware” campaign we wrapped a users to stay alertonandaround buses.Aspart 1 March 2020 to raise awareness amongallroad Bus Safety Week was heldfrom 24 February to National Heavy Vehicle Regulator (NHVR), Management (AFM)standards setby the In accordance with theAdvanced Fatigue an AFMaccreditation audit. the BOAS audit,TfNSW CleanFleetaudit,and activities, bothexternal andinternal, including various auditsandcompliance verification the organisation achieved positive results in its systems andprocesses. During2019-20 principles, State Transit iscontinuously refining In accordance withcontinuous improvement The Regulators are: reporting ofincidentsandcorrective actions. owing to reporting that provides visibilityover ISOPro hasalsoimproved accountability and subsequentinvestigations are completed. Transit hasgreater visibilityover allincidents workflows andnotifications toensure State injury management.The system hasbuiltin accident incidentforms, investigations and records allonroad incidents,digitised was awarded thecontract. The system tional Heavy Vehicle Regulator (NHVR). ember 2019) • oads andMaritimeServices (upuntil ransport for NSW • tate Insurance Regulatory Authority (SIRA) eWork NSW • • • collectively to make ourroads safer. to show theirsupportfor thework we do visits by NSW Police Highway Patrol Officers a numberofourdepotswere paid special get distracted by your phone. Duringtheweek or behindabus,obey traffic signsand don’t to cross theroad safely, avoid walking infront important initiative that reminds pedestrians they are walking, drivingorridingandisan various accreditations andlicences. effective and well positioned to maintainits organisation’s Safety ManagementSystem is and assurance activitiesindicate that the checks. The positive results from theseaudits are required to undertake annualmedical been completed. After adriver turns59 they 50-59 years whoundertake AFMwork have assessments for employees agedbetween program to ensure annualmedical State Transit hasaninternal assurance
Na Dec R T S Saf Safety programs for our people
Key strategies and programs included: Health and wellbeing
State Transit aims to promote and encourage Targeted health campaigns are communicated positive health and wellbeing outcomes for all in the State Transit staff monthly newsletter staff. Free depot based physiotherapy sessions and through staff engagement app Blink, are available for staff each week. The Employee providing advice on topics such as fatigue and Assistance Program (EAP counselling service) staying healthy during the flu season. continues to be available to employees as does the Fitness Passport. A mental health peer The annual free flu vaccination program was support program was implemented, and those rolled out in March and April, with a significant who volunteered have been trained in mental increase in the number of participating staff. health first aid. Further training will occur this Other ongoing programs with a dedicated year and every Depot has Mental Health First focus include the EAP and the Fatigue Aid trained employee representatives. Management Program.
Drug and alcohol testing
All State Transit employees are subjected to testing taking place when an employee returns random drug and alcohol testing. Post-incident, a non-negative saliva swab. reasonable cause and target testing regimes also take place when necessary. Breath testing Various measures are taken when positive tests for alcohol and saliva swab testing for drugs occur, including disciplinary action, counselling remain the testing methods utilised, with urine and support services, and target test programs.
Drug and alcohol testing in 2019-20 Alcohol Drugs Number of tests 4086 706 Number of positive results 2 2
Bus operator reconnect (BORC) safety training
One-day sessions in safety training were conducted for 744 bus operators as a follow on to the initial sessions run for frontline managers last year. The purpose was to reinforce with staff their obligations and role in driving a culture of continuous improvement in safety. BORC was suspended in the final months of the financial year due to COVID-19 physical distancing requirements.
Safety days Safety town hall meetings
Safety days were held at all eight of our These events were conducted at all depots depots. The focus was on raising safety during the year on a quarterly basis, sharing awareness in our operational environment, localised safety statistics to share insights with promoting the EAP, stress maintenance and our people into areas of improvement and preparing the body for work through exercise. other ways to improve.
Promotional materials
Safety promotional materials, including posters and performance signboards, were displayed at all depots. The safety performance premiership competition continued with depots competing against each other on a range of safety metrics and the winning depot receiving a perpetual shield.
Achievements • 33 34 State Transit Authority Annual Report 19-20 celebrating NAIDOCWeek. Abusfrom community withabuswrapped inartwork acknowledged andhonoured ourindigenous For thesecond year inarow, State Transit 4.8 Successful places Christmas Buses Mardi Gras Bus NAIDOC bus 4.7 SupportingtheCommunity customers getto where they needto go, ontimeandhassle free. and Sculptures by theSea,State Transit schedulesadditionalbusesalongmajorcorridors to help Sydney OlympicPark. For majorevents suchasVivid, City2Surf, New Year’s Eve, Sydney Festival State Transit undertakes schedulingfor theGreater Sydney route network for sportingevents at 4.6 SupportingSydney events decorated rainbow design.The rainbow bus Lesbian Mardi Gras parade withaspecially wrapped abusfor the43rd Sydney Gay and for theLGBTQIA+ community, State Transit To helppromote diversity andshow support weeks leadinginto Christmas. to spread festive cheerto customers inthe have decorated busesintinselandornaments Competition. For thelast 13years, depotstaff favourite events istheannualChristmas Bus communities across Sydney andoneofits State Transit loves connecting with the Western Parkland City–where peoplecan Eastern Harbour City, theCentral River Cityand a metropolis of three citiesofSydney –the The NSW Government’s visionisindelivering the central role. where the places they live, work andvisitplay our customers andcommunities –it’s amodel transport, TfNSW isalignedwiththeneedsof of organising thetransport cluster by modesof its customer-centre program ofchange. Instead new operating modelandEvolving Transport, places. State Transit isaligningwithTfNSW’s Transport plays akey role increating successful from theeastern suburbsinto theCity. Randwick busdepotandoperating services mid-February untilMarch, runningfrom was usedto transport ourcustomers from North Sydney depot’s busasthewinner. special judgewas five-year-old Kai whopicked the best decorated bus.In2019, State Transit’s judging thecompetition. The patient chooses and oneoftheirpatients hasthehonourof with theSydney Children’s Hospitalat Randwick In 2011, State Transit developed apartnership ceremony attended by State Transit staff. was unveiled withatraditional smoking artwork withthetheme-‘Voice. Treaty. Truth’ Brookvale Depot,withtheofficial 2019 NAIDOC transport system world class. delivery andoperations to helpmake Sydney’s divisions andacross government onplanning, working inpartnership withothertransport end-to-end publictransport solution.We are integral role inproviding asafe andreliable eight strategically located depots,we play an and efficiently tothecities we service. With aims to deliver ourpassengers safely, reliably This visionissupported by State Transit who in realising thisvision. transportthese cities.Public plays apivotal role live, work andplay within30minute ofany of Achievements • 35 36 State Transit Authority Annual Report 19-20 on allmaincorridors. Many oftheseservices wheelchair-accessible busservices now operate wheelchair-accessible buses.Timetabled State Transit continues to purchase only improving thelevel ofcomfort for customers. The fleetisnow 100per cent air conditioned, 30 June2020. age ofState Transit’s fleet to 10.07 years as at retirement ofolder oneshaskept theaverage delivery ofthesenew busesandsubsequent average fleet age of no more than 12 years. The State Transit’s operating contract requires an delivered have Euro 6emission levels. ordered for State Transit. Allnew buses In 2019-20, 65new replacement buseswere per cent ofthefleet. wheelchair accessible. This represents 96.68 Of the1416 busesinourfleet,1369 busesare mobility orare mumsanddadswithprams. whether they bedisabled,have limited where allofourcustomers are comfortable, we are committed to providing busservices Community isaboutincludingeveryone, and 4.9 MakingTransport accessible All new busesacquired by State Transit feature: www.transportnsw.info located ontheState Transit website – by thewheelchairicon inbustimetables Wheelchair-accessible services are identified increase opportunitiesfor multi-modaltravel. provide links to accessible train stations to oved LEDdestination signs oved interior lighting • • • commodation for two wheelchairs • xtended wheelchairramp and xit easierfor less mobilepassengers • t no-step front doorfloor to make entry • • for customers to read. writing onblackbackground, makingiteasier their strong contrast between thelarge white on theoutsidefront ofthebus,chosenfor new busesnow feature LEDdestination signs Following consultation withVision Australia, all
Air-conditioning. Impr Impr High visibilityhandr Priority sea ac An e and e fla Kneeling suspensionf ting for less mobilepassengers ails or level entryanda 4.10 Liveable communities
Environment and sustainability One of Transport’s core principles, which State Transit share, is For The Greater Good. We make decisions that balance the needs of customers, communities and the people of NSW, both current and future. We want to make a positive difference to people’s lives and understand the success of communities is enhanced by the public transport service we provide. At the heart of this is the understanding that we must strive to improve our performance by reducing our impact on the environment. Our focus has been on increasing energy efficiency, reducing emissions and minimising waste. Our focus
• Minimising the impact of State Transit operations on the environment, and manage operations to ensure they are sustainable and adaptable.
Key Performance Areas Ensuring our staff understand and action their responsibilities to protect the environment and prevent pollution by: • Improving fuel efficiency in the bus fleet • Reducing electricity consumption in State Transit facilities • Increasing rates of recycling of renewable resources
Environmental notices Environmental Pollution Line referrals No Environmental Protection or Local Authority environmental penalty notices Three public environmental complaints were were received during 2019-2020. referred from the Environmental Protection Environmental incidents Authority’s Environmental Pollution Line for investigation and resolution. Complaints A total of five environmental incidents were related to noise from bus idling at termini, recorded, three for bus in-service, one for and bus noise from depot. All EPA referred bus in tow and one for depot operations in complaints are investigated and a detailed 2019-20. Each incident report is reviewed response is provided to the regulator. by the Environment Manager to determine if the incident was promptly reported and Trade Waste Notices responded to, if controls were effective and if State Transit Depots hold Trade Waste duty to report criteria had been triggered. agreements with Sydney Water for the Environmental discharge of treated trade waste to sewer. complaints handling Contractors sample and analyse discharge waters to ensure State Transit maintains In the 2019-2020, 264 public environmental compliance with Sydney Water acceptance complaints were recorded on our systems conditions. There were three exceedances of for Sydney Buses compared with 516 for the Trade Waste acceptance conditions which previous year. Complaints are referred to were investigated and rectified. relevant depots for investigation, corrective actions and a response to the customer where requested.
Achievements • 37 38 State Transit Authority Annual Report 19-20 combustion, usingNational Greenhouse Accounts Factors, were calculated asfollows: and operated inacareful andsmoothmanner. Transport emissions derived from fuel of fuelefficient vehicles,maintainedin accordance withtheCleanFleet Program, State Transit endeavours to minimiseitsoverall fleetemissions footprint viatheuse Fleet emissions footprint for maintenance ofitsfleetemissions standards untilMay 2021. Euro 3orhigherstandard. State Transit’s fleetisaccredited against the TfNSW CleanFleetProgram, the latest Euro 5orEnhanced Environmentally FriendlyVehicle standard, while86.8percent isofa buses andtheretirement ofitsolderfleet.Some51per cent of State Transit busfleet are now of The emissions profile of State Transit’s BusFleet continues to improve withtheacquisition ofnew Air Quality Energy andWaste Air Quality&Emissions, Water, Noise, Lands, Stationary Source Emissions Scope 2Greenhouse Emissions Gas for stationary sources, included; Total Transport CarbonFootprint CNG busfleetscope 1tailpipeemissions Diesel busfleetscope 1tailpipeemissions Passenger andservice vehicles under3.5tonnes State Transit Service Total Stationary Footprint State Transit smallsites State Transit Depots Source 165,639 kWh 5,727,117 kWh Consumption 4,695.4 132 4563.4 for 6%greenpower Tonnes CO2 (e) corrected 105,266.8 20,858.8 84,357.3 50.7 Tonnes CO2 (e) Achievements • 39 40 State Transit Authority Annual Report 19-20 resource recovery. represented asmallimprovement ontheprevious year dueto enhanced waste segregation and Transit achieved arecycling rate of 68.6 percent ofthetotal wastes generated. This recycling rate previous financial year. With the volumes of waste recycled anddiverted from landfill State General Waste sentto landfillapproximated 584.5 tonnes compared with462.4 tonnes inthe nearby neighbours. of minimisingnoiseandpotential nuisance to education andawareness oftheimportance operation for noisy equipment,andstaff operating procedures, restricted hoursof measures includingnoisesurveys, standard are monitored andcontrolled viaoperational announcement systems andgarage radios actions. Noisefrom busstart ups,public determine source andappropriate corrective Depot noisecomplaints are investigated to to complaints ofdepot-related noise. Transit operations, two oftheserelated environmental complaints received for State During 2019-2020 ofthe264public Noise 125kL less thantheprevious financial year. normalised for a365day billingperiodwas consumption at 48,187 kLitres in2019-2020, State Transit’s annualmetered water Water rooftop SolarPV system. generated from the10KWh Ryde Regional exported to thegridasexcess energy Some 768 kWh’s ofelectricalenergy was Solar PV Production the preceding financial year. cent decrease onthetotal carbonfootprint of tonnes ofCO2 (e). This represents a5.8per stationary andmobilesources equals109,962.2 State Transit’s total carbonfootprint dueto Total Greenhouse Emissions Recycled Coolant Recycled Waste Oil Liquid OilyWater Waste Recycled Metals Paper &Cardboard recycling Natural Gas conservation measures. a combination ofenergy efficiency andenergy year’s consumption of5,899,065 kWhrs dueto kW/hrs was 6.4percent less thantheprevious Depot ElectricityConsumption at 5,291,478 Electricity Consumption ENERGY Total LiquidsRemediation System. to design,install andmaintainamore aggressive Action Plan,andtheengagementofcontractors monitoring rounds, arevision oftheRemediation investigations, two furthergroundwater 2020 withvapour intrusionanddata gap Taronga Place surrounds continued in2019- The remediation ofMonaVale Depotand Mona Vale Remediation CONTAMINATED LANDS quantities ofwaste for recycling: contractor collected thefollowing approximate During 2019-2020 ourtotal waste management P1 Resource Efficiency Policy Target Waste Recycling andGovernment WASTE per cent. previous financial year, a reduction of16.1 energy compared with2,072,708 MJinthe purposes was measured at 1,738,432 MJof Depot Natural consumption Gas for cooking 189.3 tonnes 224.6 tonnes 588.5 tonnes 247.8 tonnes 7.6 tonnes 4.11 Strong economy and quality of life
In 2019-20, we continued to make staff to input incident details directly into a improvements to our services that are crucial tablet enabling timely and accurate incident to improving the customer experience. We are reporting as well as subsequent analysis and continuing to innovate and use technology management. Significant benefits have been to improve customer satisfaction and reduce derived from the new system, including: costs and inefficiencies. • automation of key workflow processes and ability to extract operational data in a This financial year saw the roll out of timely manner contactless payments on our public transport • integrated safety, operational performance network with Opal readers on all our buses. and insurance reporting This improves the journey for our customers • implementation of digitised forms, by enabling them to tap on and off with removing the need for manual handling, Mastercard, Visa and American Express credit duplication and unnecessary costs or debit cards, as well as linked devices. • improved information management and Contactless payments make it easier for our significantly educedr risk of a system customers while also reducing our carbon failure in which information cannot be footprint with less printed single-trip tickets. input or accessed.
In 2019-20 State Transit implemented several Detailed analysis revealed the cost of projects which created internal efficiencies, implementing a new incident management improved ways of working for staff, and system was significantly lower than attempting delivered better business outcomes that saved to maintain the legacy system, even when taxpayers money. the short term franchising of State Transit was considered. It is also possible that Self service options for incoming operators may choose to leverage bus operators the development of this system for their own purposes in the future, but at a minimum, State Transit expanded the range of self service this system will improve data collection and options available within Hastus (scheduling) consolidation in anticipation of a handover to a software to include shift swaps between bus new operator. operators. Enabling bus operators to swap shifts at any time on a mobile phone or other Blink device has created a new level of flexibility for staff, reduced paper-based processes, In an effort to enhance communication and increased the capacity of Roster Clerks who provide a platform that better connects State previously processed shift swaps for all bus Transit staff, engagement app Blink was operators and increased internal efficiencies. introduced to all depots and corporate staff in The expansion of self service options has been October 2019. welcomed by bus operators with the adoption of this self service option steadily increasing. Inside eight months following the launch of Blink there were over 2200 registered users, New incident management system representing more than 60 per cent of all State Transit staff. State Transit’s in-house safety management system was a business critical application Blink has been particularly valuable for which had reached end of life. As a result, a frontline workers who do not have access to an new web-based compliance system, ISOPro, email address, making reaching more staff with was implemented. This system enables important information faster than ever before.
Achievements • 41 42 State Transit Authority Annual Report 19-20 requests inthe2018-19 fiscal year. requests for information, down from 692 During 2019-2020, theunitprocessed 552 relation to thecontinuity oftheCCTV system. footage andprovides evidence incourt in investigations. Itfacilitates thedelivery of Television (CCTV) footage to assist withtheir police requesting on-board busClosedCircuit The Security Unitprovides aconduit for all to areas ofconcern to State Transit. intelligence suitablefor tasking theirresources Transport Command canbeprovided with the network are identified andtheNSW Police analysis ofthenetwork. Highprofile areas of are provided onaquarterly basisto provide Group. Detailedreports withdata analysis Order Commands JointTransport Intelligence Transit intheNSW Police Transport andPublic Unit. MembersoftheUnitrepresent State the busnetwork to Police andTfNSW Security intelligence reports ofincidentsthat occur on State Transit’s Security Unitprovides customised Security Coordination response plansandcoordinating security. and cleanbusservices. Ourfocus isonmanagingandmaintainingassets, managingemergency ing andmaintainingourassets effectively allows us to provide safe, customer-focused, reliable The maintenance ofourfleetiscritical to keeping our customers across Sydney moving. Manag- 4.12 Sustainable asset management ransport ManagementCentre. o any bus-related incidents withinthecollective bargaining agreement asrequested by the orcement ofparkinginrelation to busoperations ork Supervisors,providing site supervisionofincidentsonthebusnetwork, minorrepairs • o busesandbusstop signage. These officers are alsoenforcement officers andundertake • The teams consist of: The emergency response teams operate from Asset ManagementDivision(AMD) at Leichhardt. required for theongoingsupportofoperations. tured approach to communications. Flexible delivery optionsenablethe program to bedelivered as focusses onthepractical aspectsofemergency andincidentmanagement,together withastruc Crisis Managementprocedures. The Asset Managementdivisionfacilitates theprogram, which State Transit hastrained alloperational, key managementandsupervisorystaff inEmergency and Emergency Response Plans
oving asset presentation, performance, reliability andavailability • oviding efficientmaintenance programs • • Key Performance Areas
T t Mobile mechanicalbr enf t Netw Ensuring sec Impr Pr urity ofassets eakdown andheavy vehicle recovery team, providing assistance andsupport The RRT undertook: Transit’s andprivate busoperator’s networks. bus interchanges andterminals across State oversight ofRapidResponse Teams (RRT) at co-ordinated theestablishment andon-going In response to COVIDsafe operations, the unit buses onthenetwork. and Regulation inrelation to theoperation of enforcement ofthePassenger Transport Act oring andreporting loadingat The Security Unitcontinues to undertake the gency response to assist drivers in • enance ofsocial distancing signage • ovision ofassistance to• busoperators • o promote socialdistancing at •
bus int Monit bus netw incidents ofbio-hazar Emer Maint when busesr Pr major int t Marshalling ofint erchanges. erchanges ork each socialdistancing capacity ending passengers d incidentonthe -
Achievements • 43 Revenue Protection
Checking customers on buses for valid Opal cards is the responsibility of Sydney Trains transport officers. The State Transit Revenue Protection Unit performs the following functions:
• investigates allegations of theft or the misuse of State Transit property or equipment by any employee or member of the public
Annual Report 19-20 Annual Report • conducts internal investigations regarding the misuse of employee Opal cards by an employee’s family or friends • adjudicates infringements issued by State Transit Authorised Officers • collects and manages payment of fines received by Revenue NSW and the Local Courts for penalty notices issued by State Transit enforcement officers to vehicles illegally parked in bus zones and/or on State Transit premises.
For 2019-2020, the total amount received by State Transit in relation to the above, and including fare evasion, was $209,238. This amount was distributed as follows:
• State Transit received $8,832.86 • Revenue NSW received $32,565.38 (processing fees) • NSW Treasury received $167,839.78.
4.13 Thriving people doing meaningful work
Our people are proud to work within Transport Strait Islander people, focuses on creating for NSW. Our leaders connect with our effective leadership culture and increasing the people, empowering them to succeed and number of women in leadership positions. 44 making everyone part of something bigger. We are an integrated, flexible, diverse and State Transit has a diverse workforce of more inclusive business that delivers for customers, than 3500 people, of which 2800 are bus communities and the people of Greater Sydney. operators. We recognise that our people are at the heart of everything we do and we must People are at the heart of our organisation focus on attracting, retaining and building and we continue to give our workforce the capability and competence of our staff and support and capacity they need to do their leaders so that we can meet our business jobs, and are committed to supporting them objectives and underpin our success. when our business transitions to private operators. State Transit will undergo major change as a result of transition activity during the next two We have nurtured a culture that champions years. It is a priority of all management to lead diversity and inclusion, one that aims effectively to support our staff by embodying to continue to increased employment and demonstrating a positive change opportunities for Aboriginal people and Torres management culture.
Our focus • Supporting the business in maintaining performance • Building workforce capability and diversity • Leading our people through transition
Key Performance Areas • Successfully managing the people processes associated with the transition • Maintaining a full establishment of bus operators • Maintaining good employee relations • Maintaining staff retention • Developing a more inclusive and diverse workforce. State Transit Authority Transit State 4.14 Diversity and inclusion
In 2020-21, we will continue to identify opportunities and develop plans to increase female and Aboriginal representation. Our focus on people with disability will also increase. One of the great aspects of State Transit it that it is a cultural melting pot. People are the heart of our organisation and whatever your race, gender or sexuality we want to a foster a supportive, safe, empowering and inclusive environments for all. We want everyone to feel they belong, are safe and supported. This inclusive culture reflects the diversity of the communities we serve. Aboriginal Employment
The current representation of Aboriginal and This program included planning for another Torres Strait Islander people in State Transit Aboriginal Open Day (to be held in is 0.7 per cent. State Transit’s target is to October 2020). increase this to 3 per cent until the business is transitioned to private operators by 2022. This targeted campaign aims to promote the benefits of employment as a State Transit bus To improve the recruitment and retention of operator to the Aboriginal community, assist Aboriginal employees, State Transit – with potential applicants’ understanding of the role, TfNSW – continued a targeted Aboriginal and ensure existing bus operators and managers Bus operator recruitment program in 2020. are available to answer any questions.
Women in State Transit
Women represent 7.1 per cent of State Transit’s positions is relatively small (21), so any increase total workforce. Bus Operators make up 80.4 or decrease has a significant impact on overall per cent of the entire workforce with women percentages. Within the transport cluster, State representing 4.6 per cent of all bus operators. Transit’s target is to increase this to at least 34.6 per cent by June 2021. At State Transit depots, women also work as Depot Directors, Duty Managers, This financial year we celebrated International Duty Officers, Yard Supervisors, Senior Women’s Day with the transport cluster Staff Supervisors, Bus operator Trainers, with the theme #eachforequal highlighting Tradespersons and Apprentices. that everyone in our organisation can play a part in supporting women in the workplace The representation of women in State Transit and equality. Members of staff attended Senior Service roles was 33.3 per cent as at the International Women’s Day event at the 30 June 2020. The number of Senior Service International Convention Centre.
Disability Commitment
State Transit is dedicated to meeting Transport’s commitment to Premier’s Priority #14 is to achieve 5.6% of roles held by people with disability by 2025.
Organisational Development
State Transit is committed to developing a Our Depot Supervisors and Duty Officers are capable and resilient workforce by investing often the first line of leadership in our business in its people. The organisation works in and as such it makes sense that we invest in partnership with TfNSW to deliver targeted their development. Accordingly, we developed training and development programs to and conducted specific development ensure it has the right organisational programs for these groups of staff. capability and culture to deliver effective services. In the 2019-20 financial year, the Our focus for the next financial year will turn to focus has continued to be supporting and providing career support for non-operational enabling frontline staff through professional staff that are not guaranteed a job with the development, quality training, and increasing incoming private operators. Equally, we will be the capability of trainers. supporting our operational staff with upskilling prior to the transition.
Achievements • 45 46 State Transit Authority Annual Report 19-20 Bus operator training and development
State Transit utilises the Vocational Education existing bus operators to have their current and Training Quality Framework to promote skills and experience formally recognised. excellence in training bus operators. State Transit’s comprehensive Bus Operator Training In the 2019-20 financial year, State Transit Program includes: consolidated the restructured bus operator • a nationally-recognised Traineeship training team and moved to a centrally based Program for all new bus operators training model. This model allows Driver • tailored one-on-one training and Capability Trainers (all previous Bus operators) assessment for identified training needs to focus full-time on upskilling existing bus • quality checks for existing bus operators. operators and assessing and training new bus operators. In addition, Driver Coaches are now The Traineeship Program ensures all new deployed at each depot to provide on-the-job bus operators receive training that has been training and support to our bus operators. benchmarked against national competency standards, and results in a nationally- This has been a significant shift for our training recognised Certificate III in Driving Operations deployment and has proved to be successful in (Bus). This qualification is also available to the first 18 months of operation.
Recruiting new bus operators
State Transit continues to maintain a at train stations prompted interested people highly successful recruitment campaign in to visit the State Transit website and register partnership with TfNSW. A total of 430 Bus to attend an open day at a bus depot. After Operators were employed in the 2019-20 learning more about the salary, working financial year. Attracting new bus operators is conditions and flexibility, potential bus essential for the organisation to meet growing operators had the opportunity to begin the demand for public transport in Sydney, and to thorough recruitment process. Following replenish our ranks following natural attrition. recruitment, new employees enjoy an extensive induction program, as part of the traineeship Advertisements on social media, careers regime facilitated through the registered websites, via Google search, on buses and training organisation (RTO) via TfNSW.
Competency development
As part of State Transit’s commitment to More than 500 equipment and fleet ensure the competency, on-going development assessments were delivered to workshop and safety of the maintenance and asset staff. An extensive program of toolbox talks management workforce, a comprehensive covering maintenance instructions and safe program of structured and informal learning working practices were also delivered as part and assessment was delivered during the of an ongoing practice of instruction and financial year. awareness raising.
To support State Transit’s fleet replacement The Technical Fundamentals program was program, technical training courses were expanded to include new and current trade delivered to maintenance staff, including staff as well as apprentices. This program apprentices. Training on Volvo, Scania and provided comprehensive instruction, coaching MAN buses included door systems, electrical and development opportunities in trade systems, diagnostic systems, fuel systems, fundamentals. brakes, transmissions, suspension, servicing and engines.
Achievements • 47 48 State Transit Authority Annual Report 19-20 established retreat spaces across theorganisation for religious, spiritualorcontemplative purposes. backgrounds canmeettheirreligious obligations whileat work. Employees canutilisethe11 State Transit demonstrates itscommitment to ensuringemployees from culturally diverse Retreat Spaces above the2.5per cent cost oflivingadjustment to befunded through employee-related cost savings. a 2.5percent cost oflivingadjustment, includingthesuperannuation guarantee, withany increase All instruments were negotiated undertheNSW Sector Public Wages Policy 2011, whichprovides for o 31December 2020. overs alladministrative, managerialandoperational (non-busormaintenance) staff, operative ators andrelated classifications, operative to 31December 2020 he State Transit Authority SeniorandSalariedOfficers Enterprise (State) Award 2018 –this ch 2023 • he State Transit Authority BusOperations Enterprise (State) Award 2018 –thiscovers allbus overs alltrades andnon-trades staff whomaintainthe State Transit busfleet,operative to • he State Transit Authority BusEngineeringandMaintenance Enterprise (State) Award 2020 – • The industrial instruments applicableto groups inState Transit include: Enterprise Agreements andAwards better communication between theexecutive and innovative ways ofworking, andencourage approach across theorganisation, to share ideas leadership ofState Transit to ensure aconsistent programs are designedto bringtogether the Leadership Programs throughout theyear. These leaders attended theongoingseriesofExtended All State Transit SeniorExecutives andpeople Leadership Development adaptability andcontinued motivation to learn. of learningandapprentices demonstrated brought aboutnew andinnovative ways the maintenance team. The first halfof2020 enthusiastic andtalented new employees to several years andState Transit welcomed these The 2020 apprentice intake was thelargest for all criticalwork areas. safety training to develop competency across undertake heavy vehicle licence upgrades and specific training, State Transit apprentices qualifications from TAFE. Inaddition to trade- workplace plantandprocesses, andtrade and assessment ontheState Transit fleetand in theworkshops, ongoingtechnical training Apprentices undertake on-the-jobtraining new apprentices inthe2019-20 financial year. workplace standards. State Transit recruited 15 and safety competencies aswell asstrong workforce withcomprehensive technical program focuses ondeveloping ahighly-skilled State Transit’s fleetoperations. The apprentice apprenticeships are anessential elementof Heavy vehicle mechanicalandpanelbeating Apprentices
t c T oper T 31 Mar this c T and corporate areas. depot directors, andmanagersinspecialist The Extended Leadership Team includedall through Change. transition, soourfocus hasshifted to Leading group willbecriticalto thesuccess ofthe team andthenext level ofmanagement.This our customers, fleetandbusiness objectives. established knowledge andunderstanding of engineering repair tradespersons, bringing permanent employment with State Transit as State Transit apprentices continued to gain and sharingamongmembers. ongoing dailyconnection, education, support information. This platform hasensured mental healthandwellbeing andworkplace posts, dailyjobs,TAFE, technical information, program. Channelswere created for morning be aninvaluable additionto theapprentice the onlinetool MSTeams. This hasproven to apprentice community was developed using In response to COVID-19 restrictions, astrong health andwellbeing. team work andprotective factors for mental delivered focussing onbuildingresilience, apprenticeship program. Workshops were to beafundamentalpartofState Transit’s Professional Development Program continued and classroom baseddelivery. The Apprentice as TAFE moved to acombination ofon-line Apprentices participated inblendedlearning 4.15 Enhancing our people’s experience
At State Transit we engage with our NSW Public Sector People Matter Employee employees regularly in an effort to find out Engagement Survey (PMES) is an opportunity what is important in their workplace and how for our staff to let us know what they think and we can improve their satisfaction at work. The how State Transit can improve as an employer.
State Transit’s employee response rate almost doubled on 2018 from 22 per cent to 42 per cent in 2019. The key areas of the survey that go to making up the overall engagement score, increased to 67 per cent (up one per cent on 2018) have all shown improvement: • Engagement with work – 77 per cent (+6 from 2018); • Having the right conditions for high performance – 65 per cent (+6); • Demonstrating public sector values – 64 per cent (+6); • Collaborative and effective communication – 62 per cent (+7); • Satisfaction with senior managers – 52 per cent (+8); • Satisfaction with flexible working arrangements – 57 per cent (+4); • Belief that action will be taken as a result of the survey – 49 per cent (+8).
Based on the survey results we are continuing to find ways to improve by developing programs to enable our leaders to better interact, collaborate and communicate with their teams, resolve grievances, create more recognition initiatives and encourage more innovation in the workplace.
4.16 Staff Engagement
The State Transit vision remains unchanged: ‘Providing our customers with the safest and most reliable bus experience in Sydney, delivered by passionate people who will always be the best they can be.’
The vision encompasses the following To gain a deeper engagement with our important themes: workforce in October 2019 we introduced • Putting the customer at the centre of what a new staff app Blink. The platform, with a we do Facebook-style feed, allows our people to • The importance of safety better communicate and collaborate. This • Reliability and timeliness internal communications platform allows • A workforce of people who always strive to everyone’s voice across State Transit to be be the best that they can be. heard and allows teams and colleagues to share content, message one another and stay In addition, the State Transit values continue to up to date on State Transit’s latest news. resonate within the workplace: • Work safe-home safe Many of the features on the app are designed • We’re Moving Sydney to make the lives of State Transit’s frontline • One Team workers easier. “Blinkers” at all depots can • Good, Better, Best swap shifts, submit leave forms digitally and • Value for Money access work manuals.
Achievements • 49 50 State Transit Authority Annual Report 19-20 4.18 Recognising ourPeople achieving reconciliation inAustralia. and understand how we canplay apartin shared histories, cultures, andachievements, together virtuallyto learnmore aboutour an opportunityfor ourworkforce to come Week (NRW) was ‘InThis Together’. Itwas The themefor National Reconciliation National Reconciliation Week –Inthistogether commitments ontheRAPincludingsupporting Hoskin to helpdeliver onState Transit’s appointed anAboriginalLiaisonOfficer Scott in thecelebrations. State Transit also Indigenous dancer Kayleb Waters participated State Transit apprentice mechanicand within ourcluster andthecommunity at large. commitment to working towards reconciliation lands where we work. Itdemonstrates our traditional owners andcustodians ofthe people andTorres Strait Islanderpeopleas and pays respect to therole ofAboriginal Plan (RAP)in2019. The RAPacknowledges launch oftheinaugural Reconciliation Action We celebrated withthetransport cluster the 4.17 AboriginalReconciliation Action Plan ceremony. performances andatraditional smoking at Brookvale DepotwithanAboriginaldance the NAIDOCtheme. The buswas launched Torres Strait Islandersby wrapping abusin culture andachievements ofAboriginaland for ashared future. We celebrated thehistory, theme andcalledfor usallto work together ‘Voice. Treaty. Truth.’ was NAIDOCweeks’ NAIDOC Week December 2019. These awards reflect the values that are embeddedinthe Corporate Plan2019-2020. The AnnualService andAchievement Award presentations were heldinacombined event in progress we are makingontheRAP. about importance ofreconciliation andthe COVID-19, we livestreamed aspecialwebisode to celebrate like we normallywould dueto Despite not beingableto come together Koori Knockout rugby leaguecompetition. transporting participantsinourbusesto the Reconciliation Week, andparticipated in We alsomarked National SorryDay, National workforce together. app to bringtheIndigenousmembersofour up agroup MobConnex onourBlinkstaff by TfNSW. Hewas alsointegral insetting Development andMentoring program offered Scott alsotook partintheAboriginalCareer colleagues andcommunities. services are trulyinclusive ofourAboriginal and ensuringourpeople, practices and increased opportunitiesfor Aboriginalstaff Achievements • 51 52 State Transit Authority Annual Report 19–20 Our organisation and people Customer Operations planning and timetabling. planning andtimetabling. support staff. We alsomanagetheservice managing androstering ofbusoperators, and passengers. We are responsible for resourcing, time running,andsafe, cleanservices for our staff, accurate andtimelyinformation, on- customer-focused service by providing capable Our focus isondelivering streamlined, place for ourpeopleto work. best service for ourcustomers andagreat work together to nensuringwe provide the We have sixteams withinState Transit that
Asset Management Finance and Corporate Services We manage the maintenance program for our We provide finance, procurement, information depots and bus fleet to ensure we have a clean, technology, governance, contract management, safe, reliable fleet to meet growing customer transformation and investment management demand. We also ensure the security of the services to assist the business meet its cost network, and managing network incidents and saving goals and deliver value to the people emergency response. of NSW.
Safety, Health, Environment People & Culture and Quality We attract, develop and help retain a skilled We keep employees and customers safe workforce to deliver effective services for through a robust safety program and our customers. We provide support to embedded safety culture that ensures safety employees and managers, engage and train management requirements are undertaken our people so we have a capable, diverse by all staff. Our role includes minimising the and inclusive workforce. impact of our operations on the environment and managing operations to ensure they are Media and Communications sustainable and adaptable. We produce and promote communication across a diverse range of internal and external channels with our customers, stakeholders and the media with the main objective of keeping our people informed and proudly sharing our stories.
Our organisation and people • 53 5.1 Our Executives
Name Position Periods position held Qualifications
Steffen Chief Executive May 2017–January 2020 Bachelor of Science (Mechanical Faurby Engineering), Graduate Diploma (HD) Business Administration,
Annual Report 19-20 Annual Report Graduate of the Australian Institute of Company Directors
Tony Eid Chief Executive January 2020–May 2020 Advanced Diploma Management
Daniela Chief Executive June 2020–Present Bachelor of Commerce Fontana (Management/Marketing) Executive Director July 2018–June 2020 Customer Operations
Michael Executive Director October 2018–Present Certificate of Transport Reardon Asset Management Management
Darani Executive Director, February 2019–Present Bachelor of Economics, Brown Finance and Member Institute of Chartered Corporate Services Accountants, Member Institute of Internal Auditors
Wayne Executive Director, November 2017–Present Bachelor of Arts (Psychology), Potter Safety, Health, Bachelor of Arts in Social Work, Environment and Graduate Diploma in Occupational Quality Health and Safety Management
54 Mark Cox Executive Director, October 2017–Present Bachelor of Business, Masters in People and Culture Human Resources
Kylie Director, November 2017– Masters of Arts (Writing), Graduate Keogh Communications January 2020 Certificate of Applied Management
Mitchell Principal Manager January 2020–Present Bachelor of Arts (Media and Compton Media and Communications), Diploma of Communications Journalism
5.2 Our Employees
Annual 2017-18 Total Count 2018-19 Total Count 2019-20 Total Count Salary F M TOTAL F M TOTAL F M TOTAL
<$50,000 1.00 10.00 11.00 1.84 8.00 9.84 3.84 26.55 30.39 $50,001 – $75,000 175.77 3632.06 3807.06 154.42 2622.06 2776.48 148.34 2712.40 2860.74
$75,001 – $100,000 46.52 336.15 382.67 32.04 250.55 282.59 24.52 248.57 273.09 $100,001 – $125,000 9.57 37.00 46.57 11.57 28.00 39.57 20.93 37.00 57.93 $125,001 – $150,000 20.57 52.00 72.57 18.42 39.00 57.42 10.63 29.00 39.63
>$150,000 13.00 31.00 44.00 13.00 29.00 42.00 21.00 42.00 63.00
Note 1: Employees in acting arrangements more than 90 days are recorded in the applicable (effective) salary range. Note 2: Excludes cadets in Transport, and no casuals, contractors or labour hire. State Transit Authority Transit State Insert reference to explain increase in headcount 5.3 State Transit’s staff by classification
The below table shows a comparison of State Transit’s staff by classification (and full-time equivalent) over the eight-year period from July 2012 to June 2020.
HEAD COUNT 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 Operations 4,191 3,856 3,857 4,074 4115 4047 2917 2995 Maintenance 348 370 329 322 318 287 216 230 Administration 510 436 430 444 429 336 277 286 Senior Executive Service 10 0* 0* 0* 0* 0* 0* 0* Transport Senior Service A N/ 36* 34* 34* 34* 24* 23* 21* Total 5,049 4,543 4,562 4,686 4892 4694 3433 3532 Full-Time Equivalent 4,847 4,543 4,562 4,686 4695 4479 3275 3380 Casuals (included above) 162 116 78 100 124 181 107 88
Note: The figures are converted to full-time equivalents for part-time staff, and represent the average staffing levels for the year (they do not include overtime hours). Administration figures for 2012-13 to 201920 exclude posi- tions assigned to TfNSW and Transport Shared Services.
*SES classification discontinued during 2013-14. Former SES and various Senior Officers transferred to Transport Senior Service classification (Level 1 to 6). Transport Senior Service (Level 2 to 6) transitioned to Transport Service Senior Executive (Band 1 to 3) from 1 July 2017.
5.4 Senior Service Contracts and Remuneration
Transport Service Senior Executive (TSSE) Contracts and Remuneration
TSSE Band Female Male Total Average of TRP
Band 1 3 4 7 $245,000
Band 2 1 3 4 $338,000
Band 3 1 - 1 $430,000
Band 4 - - - -
Total 5 7 12
Our organisation and people • 55 56 State Transit Authority Annual Report 19-20 group numbersare less than20. Note 2:The Distribution Index isnotcalculated where Workforce Diversity group ornon-Workforce Diversity Workforce Diversity group isless concentrated at lower salarylevels. this tendency is,thelower theindex willbe. Insomecasestheindex may be more than100, indicating that the group tends to bemore concentrated at lower salarylevels thanisthecase for otherstaff. The more pronounced across salarylevels isequivalent to that ofotherstaff. Values less than100 mean that the Workforce Diversity Note 1:ADistribution Index of100indicates that thecentre ofthedistribution oftheWorkforce Diversity group Trends inthedistribution ofWorkforce Diversity Groups Trends intherepresentation ofWorkforce Diversity Groups 5.5 Workforce Diversity adjustment work-related disability requiring People witha disability People witha child was notEnglish language spoken asa People whosefirst Torres Strait Islanders Aboriginal People and Women Group Workforce Diversity adjustment work-related disability requiring People witha disability People witha child was notEnglish language spoken asa People whosefirst Torres Strait Islanders Aboriginal People and Women Group Workforce Diversity
A Benchmark/ Benchmark/ Target Target 23.2% 5.6% 3.3% 50% N/ 100 100 100 100 100
Staff -2017 Staff -2017 % ofTotal % ofTotal 29 0 7 2. 2. 12 115 114 9 8 .2% .7% .4% 1% 1% 3 9 4
Staff -2018 Staff -2018 % ofTotal % ofTotal 48.5% 0 0 1.8% 6.3% N/ 130 121 8 .0% 9 .9% 7 3 A
Staff -2019 Staff -2019 % ofTotal % ofTotal 43. 0 0.0% 1.6% N/A 7 12 90 9 .8% 131 .4% 3 4 1%
Staff -2020 Staff -2020 % ofTotal % ofTotal 40 0 7 0.0% 1.4% N/A 133 130 .2% 9 9 .8% 3 .1% 3 5.6 Industrial and workplace relations and policy
Personnel policies and practices: Our Human Resources policy frame work aligns to State Transit values, and modern, streamlined Human Resource management approaches. During 2019-20, the following procedures were reviewed and updated:
• Flexible Work Practices Procedure
• Grievance Resolution Procedure
• Military Leave Procedure
• Long Service Leave procedure
• Leave Without Pay Procedure
• Special Leave Procedure
• Parental Leave Procedure
• Career Break Procedure
Movements in wages, salaries and allowances Industrial relations policies and practices Salaries, wages and allowances moved We communicate with our people through in accordance with scheduled increases a variety of channels to ensure they are contained in the relevant Awards, which informed about a broad range of topics are in line with the provisions of the NSW and issues. In addition, senior management Government Wages Policy. Staff employed consults with employees and relevant unions, under the following Awards received an annual including the peak union body (Unions NSW) increase of 2.5 per cent from the first full pay where appropriate, on matters that impact period after 1 January 2020: staff, including restructure and other changes, following the consultation principles outlined • State Transit Authority Bus Operations in the relevant Awards. Enterprise (State) Award 2018 • State Transit Authority Senior and Salaried Officers’ Enterprise (State) Award 2018.
Staff employed under the State Transit Authority Bus Engineering and Maintenance Enterprise (State) Award 2020 received an annual increase of 2.5 per cent from the first full pay period after 1 April 2020.
Our organisation and people • 57 58 State Transit Authority Annual Report 19–20 Corporate Governance Corporate governance • 59 6.1 Legislation
The State Transit Authority of NSW is constituted as an operating body without policy or regulatory functions and is not charged with the administration of legislation. However, set out below is an overview of the legislation directly relevant to the State Transit Authority during 2019-20.
Annual Report 19-20 Annual Report Transport Administration Act
The State Transit Authority is created as a corporation by the Transport Administration Act 1988 (NSW) and operates pursuant to that Act and the regulations made under the Act.
Regulations
The following regulations made under the Transport Administration Act 1988 (NSW) had direct application to the State Transit Authority and were in force during the year under review: • Transport Administration (Staff) Regulation 2012 • Transport Administration (General) Regulation 2018.
Fares Orders
The maximum fares for services provided by State Transit are determined by Transport for NSW by order section 125 of the Passenger Transport Act 2014.
Passenger Transport Act
The State Transit Authority, in common with other operators of public passenger services in NSW, is directly bound by the provisions of the Passenger Transport Act 1990 (NSW) the Passenger Transport Act 2014 and the relevant regulations made under the Act. 60
6.2 Governance
The Chief Executive is appointed by the Transport Secretary with the approval of the Minister. The affairs of State Transit are managed and controlled by the Chief Executive in accordance with any directions of the Transport Secretary and the Minister for Transport & Roads.
Governance Framework
The Executive Team is the principal governing body of the Agency. The Executive Team’s role is to support the Chief Executive in leading and monitoring the operation and performance of the organisation. The team is comprised of all Executive Directors and the Principal Manager Media and Communication.
Other Committees include: (TPP15-03) to provide independent assistance Governance & Risk Committee to the Secretary by monitoring, reviewing The Committee is established to oversee and providing advice about the agency’s and monitor State Transit’s governance, risk, governance processes, risk management and business management systems and control control frameworks, internal and external frameworks and its external accountability audits, corruption prevention, and its external requirements to foster corporate governance accountability obligations. and risk management outcomes focused on continuous improvement. Emergency Security Management Committee (ESMC) Audit and Risk Committee The ESMC is responsible for providing advice The Audit and Risk Committee has to the Chief Executive and Executive Team on responsibility under the Internal Audit and Risk emergency management, security, incident Management Policy for the NSW Public Sector response and business continuity. State Transit Authority Transit State 6.3 Audit and risk management
State Transit’s Internal Audit program provides The Audit and Risk Committee reviews State independent, objective assurance and advisory Transit’s Internal Audit Plan, the coverage services designed to add value and improve provided by audit projects and the resources State Transit’s operations. The Internal Audit of the internal audit function. The results, function supports management in achieving progress and performance of the internal audit State Transit’s objectives and statutory program is regularly reviewed by the Audit and obligations by bringing a systematic, disciplined Risk Committee. approach to evaluating and improving the effectiveness of risk management, control and Internal Audit is authorised to have full, free governance processes. and unrestricted access to all functions, property, personnel records, accounts, files During 2019-20, Deloitte partnered with State and other information and documentation. Transit in the delivery of its internal audit services. At State Transit the internal audit State Transit’s management is responsible for service delivery model consists of an in-house ensuring that appropriate corrective actions Chief Audit Executive, an audit support service identified by the internal audit program and Deloitte as a contracted external service are taken in a timely manner to address provider. The model was selected to provide reported areas for improvement. The status State Transit with access to a wide range of of corrective actions is monitored by State internal auditing skills, to meet State Transit’s Transit’s Governance and Risk Committee and changing risk profile and environment. the Audit and Risk Committee.
Corporate governance • 61 62 State Transit Authority Annual Report 19-20 Risk Management
State Transit recognises the effective executives of State Transit, which oversees identification and management of risk provides the implementation, operation and review of greater certainty over decisions and is central the risk management program. State Transit’s to achieving business objectives. Audit and Risk Committee, comprised of independent members, provides independent State Transit is compliant with the Internal assistance to the Chief Executive by Audit and Risk Management Policy for the overseeing and monitoring State Transit’s NSW Public Sector (TPP 15-03) published by governance, risk and control framework plus NSW Treasury. State Transit’s risk management its external accountability requirements. activities are based on ISO AS/NZS 31000: 2009 Risk Management Standard. The delivery of bus services is paramount to State Transit’s success. State Transit recognises State Transit’s risk management program aims that services are provided in an environment to improve decision-making and to minimise that may be affected by events outside its the negative impact of events that may affect control. To assist in managing such events, the organisation’s operational activities, State Transit has Emergency Management reputation, compliance with regulators and the Procedures that provide for the effective safety and security of employees, passengers communication and management of serious and road users. incidents. To support service delivery, State Transit has business continuity plans that detail Activities relating to risk management are the provision of services during and after reviewed by State Transit’s Governance adverse events and incidents. and Risk Committee, comprising senior
Ethics and Corruption Prevention
State Transit is committed to operating standards of behaviour from organisations and efficient, safe and reliable bus services, individuals that it does business with. consistent with its legislative responsibilities. The organisation conducts its business in The Transport Statement of Business Ethics, an ethical manner, having regard to NSW which is published on State Transit’s website, Government, TfNSW and State Transit policies. provides clear guidelines on how the organisation expects its business partners to behave. It tells Staff are required to conduct their activities them what they can expect from State Transit, in accordance with the Transport Code of particularly in relation to procurement practices, Conduct and observe a high standard of safety, reporting unethical behaviour, gifts and probity, ethical behaviour and integrity in their benefits, and conflicts of interest. All individuals business dealings. Just as State Transit expects and organisations that deal with State Transit its staff to behave ethically and comply must comply with these standards of with the Code of Conduct, it expects high ethical behaviour.
Public Interest Disclosures
The objective of the Public Interest Disclosures and organisational responsibilities and Act 1994 (the Act) is to encourage public obligations under the Act. These included officials to report any evidence of actual or information updates to all staff in internal suspected corrupt conduct, maladministration, newsletters and on State Transit’s intranet. serious and substantial waste or government Training for nominated disclosure officers and information contravention. managers was postponed due to COVID-19 and rescheduled for the first half of 2020-21. State Transit’s internal reporting procedure is consistent with the requirements of the The Public Interest Disclosures Regulation 2011 Act, and the model policy and better practice (the Regulation) requires agencies to report guidelines for public interest disclosures issued the number of public interest disclosures by the NSW Ombudsman. received during the reporting period. In accordance with Section 4 of the Regulation State Transit undertook activities to promote and Section 31 of the Act, there were nil public staff awareness of the protections available, interest disclosures received by State Transit this financial year.
Corporate governance • 63 Public Interest Disclosure Statistics
Number of public officials who have made a public interest 0 disclosure to State Transit
Total number of public interest disclosures received by State 0
Annual Report 19-20 Annual Report Transit
Number of public interest disclosures finalised 0
Main Concerns Identified in Public Interest Disclosures Received
Corrupt conduct 0 Maladministration 0 Serious and substantial waste 0 Government information contravention 0 Local government pecuniary interest contravention 0
Fraud and Corruption Prevention
State Transit is committed to maintaining risks, ethical, probity and policy issues. high standards of ethical conduct. State 64 Transit does not tolerate fraudulent or corrupt To raise general awareness of corruption behaviour and is committed to ensuring prevention issues, information is regularly that its work environment is free of fraud published in State Transit’s staff newsletter. and corruption. Where fraudulent or corrupt An annual review of policies and procedures activity does occur, State Transit’s objective is ensures currency with obligations under to ensure that it is rapidly detected, effectively legislation. Training courses conducted by investigated and appropriate action is taken. the education units of the Independent Commission Against Corruption and NSW State Transit maintains a Fraud Control Plan Ombudsman on corruption awareness, compliant with the NSW Treasury Policy corruption prevention and internal (TC 18-02) Fraud and Corruption Control investigations of corrupt conduct are Policy, which details the fraud and corruption scheduled bi-annually. prevention activities aimed at reducing fraud and corruption risk within the workplace. The Throughout the year State Transit fulfils its program is supported by a suite of procedures statutory obligations by reporting relevant providing guidance and advice to staff and matters to the Independent Commission management on a wide range of corruption Against Corruption and the NSW Ombudsman.
Insurance
Appropriate insurances are purchased to cover direct responsibility for some portion of the material liability, physical damage, business losses. Provisions are made for future costs interruption, and other exposures arising out associated with liability claims occurring in of normal business operations. Due to the use the financial year for which insurance may not of deductibles, insurance may not provide 100 provide cover. These provisions are assessed at per cent cover and the Authority would retain their present value by independent actuaries. State Transit Authority Transit State Corporate governance • 65 66 State Transit Authority Annual Report 19–20
Appendices Appendices • 67 68 State Transit Authority Annual Report 19-20 Breakdown ofComplaints Received by Channel service andimprove overall customer 2019-20 to increase thestandard ofcustomer initiatives introduced by State Transit in complaints canalsobeattributed to various feedback volumes. However, adecrease in 2019-20 islikely to have influenced customer pandemic inthethird &fourth quarters of in 2018-19). The impactoftheCOVID-19 cases received (25,786 compared to 29,938 decrease inthevolume ofcustomer feedback In 2019-20, State Transit saw a14percent the organisation. customer feedback process isafocus within feedback. This ensures that promotion ofthe has astrong commitment to responding to its overall service. Internally, State Transit channels to assist withtheimprovement of customers to report allfeedback viatheabove State Transit continues to encourage its feedback line), letters andfrom othersources. (www.transportnsw.info andviathe131500 a numberoftransport apps,Transport Info feedback andcomplaints that are received via in Sydney includesqueries,compliments, feedback onState Transit’s busservices individual customer experiences. Customer more meaningfulresponses to manage Team managescasesenablingquicker and State Transit’s centralised Customer Feedback issues ineachoperational area. feedback andensures effective resolution of provide timely, accurate responses to customer State Transit’s Customer Relations staff 7.1 Customer satisfaction Total Customer Feedback Other feedback Total Complaints Letters Online Channels Phone 131500 Source 25,786 8,422 17,364 1 11,968 5,395 2018-19 satisfaction. These initiatives included: compared to theprevious year. for eachcategory was achieved in2019-2020 A reduction intotal numbersofcomplaints infrastructure projects. to construction works associated withmajor unreliable busescontinue to beattributable proportion ofcomplaints relating to late or behaviour andservice reliability. Alarge to busesbeinglate, failing to stop, staff customer feedback during2019-20 related where required. The primarytriggersfor to investigating andresponding to feedback feedback onbusservices andiscommitted State Transit continues to listen to customer complaints per100,000 passenger boardings. customer complaints whichequates to 12.14 ork reviews toIn 2019-20 State address Transit capacityof received 12,995 esult ofcustomer feedback. • • ontinuation ofthebusoperator programs, o improve reliability ofservices. • ontinuation ofacomprehensive review •
buses. netw Implementa as ar and adjus part oftheT Implementa service. importanc which hasas C t implementa of on-timerunningbusservic C tment ofservices where required e ofproviding excellent customer tion ofupdated runningtimes tion ofanadditionaltwo tion ofadditionalservices as fNSW Growth Busesprogram trong focus onthe 17,304 4,309 12,995 1 10,864 2,130 2019-20 es andthe 7.2 Work, health and safety performance
The successful management of workplace The organisation is self-insured and delivers injuries and return to work is a key work, health its own ‘return to work’ functions. It is and safety strategy at State Transit. In the supported by TfNSW Shared Services, which 2018-19 financial year there was a 4.1 per cent continues to provide workers’ compensation reduction in people injured and 2019-20 saw services to State Transit as governed by a a further 15 per cent reduction. The three-year Service Level Agreement. trend has seen a 26.8 per cent reduction in the number of claims. This has also resulted The workers’ compensation component of in our claims cost stabilising which is against State Transit’s Safety Management System the trend of all industry workers compensation complies with the requirements of the SIRA. costs increasing. Workers’ compensation claims fell by a further 15 per cent which is pleasing on top of the decrease the year before.
Work, health and safety performance
Performance indicator 2018-19 2019-20 Total of Significant Incidents* in NSW 46 44 Lost Time Injury due to workplace-related injuries 13 21 or illness Loss Time Injury Frequency Rate (per 1 million hours) 2.1 3.3 Percentage of planned WHS consultation meetings 100% 100% held Compensable workplace injuries 327 288 Total claim costs, i.e. only state “Total claim costs” $764,112 $746,830 Prosecutions reported 0 0 Prosecutions under Act 0 0
*A significant incident is defined as a workplace / worksite or asset related incident that impacts workers, customers and/or community members, with any of the following critical consequences: - A fatality. - Hospitalisation admitted due to injury (including passenger taken to hospital / suicide / self-harm).
7.3 Privacy Management
In accordance with the Privacy and Personal In accordance with the plan, State Transit Information Protection Act 1998, State Transit informs all individuals when collecting personal has implemented a Privacy Management Plan. information how the details will be used and to A copy of the Privacy Management Plan has whom the personal information will pass. been lodged with the Privacy Commissioner. State Transit will continue to maintain and The plan requires staff to keep personal improve its current collection and storage of information secure and ensures that the personal information to ensure it continues to information is only used for the purposes for satisfy the guidelines provided in the Act. which it is collected.
Appendices • 69 7.4 Government Information (Public Access) Act
Under Section 7 of the Government Information • Statement of Business Ethics. (Public Access) Act 2009 (GIPA Act), agencies must review their programs for the release of All key publications are available on the State government information to identify information Transit website or through the Transport Info that can be made publicly available. This review website at www.transportnsw.info Annual Report 19-20 Annual Report must be undertaken at least once every 12 months. State Transit’s Agency Information During the reporting period, State Transit Guideline is published annually on its website. reviewed this program by: • Examining the types of information State Transit’s program involves the proactive being requested through formal and release of information concerning State informal applications Transit’s operations, functions and structure • Assessing the type of information held by and its performance in the provision of State Transit passenger transport services. • Analysing the types of information proactively released by other agencies. This includes: • Publication of State Transit’s Annual Report Number of Access Applications Received and Corporate Plan During the reporting period, State Transit • Details on State Transit’s fleet of buses received a total of 18 formal access • Transport news and announcements, applications (including withdrawn applications timetable changes and other travel but not invalid applications). information regularly publicised through the TfNSW and State Transit websites Number of Refused Applications for Schedule • The publication of performance information 1 Information) • Customer Service Charter During the reporting period, State Transit 70 • Accessible Transport Plan refused 0 applications (wholly or partly) • Environmental Management Plan because the information requested was • Passenger Relations Plan information referred to in Schedule 1 to the • Code of Conduct GIPA Act.
Table A: Number of Applications by Type of Applicant and Outcome* Access Access Access Information granted in granted in refused in not full part full held Media 0 0 0 0 Members of Parliament 1 0 0 0 Private sector business 0 0 0 0 Not for profit organisations or 0 0 0 0 community groups Members of the public 1 1 0 5 (application by legal representative) Members of the public (other) 1 4 1 1
Information Refuse to Refuse to confirm/ Application already deal with deny whether withdrawn available application information is held Media 0 0 0 0 Members of Parliament 0 0 0 1 Private sector business 0 0 0 0 Not for profit organisations or 0 0 0 1 community groups Members of the public 0 0 0 0 (application by legal representative) Members of the public (other) 1 0 0 1 State Transit Authority Transit State
*More than one decision can be made in respect of a particular access application. If so, a recording will be made in relation to each such decision. This also applies to Table B. Table B: Number of Applications by Type of Application and Outcome Access Access Access Information granted in granted in refused in not full part full held Personal information 1 0 1 2 applications* Access applications (other 2 2 0 4 than personal information applications) Access applications that are 0 2 0 0 partly personal information applications and partly other
Information Refuse to Refuse to confirm/ Application already deal with deny whether withdrawn available application information is held Personal information 0 0 0 0 applications* Access applications (other 1 0 0 3 than personal information applications) Access applications that are partly personal information 0 0 0 0 applications and partly other
*A personal information application is an access application for personal information (as defined in clause 4 of Schedule 4 to the Act) about the applicant (the applicant being an individual).
Table C: Invalid Applications Reason for invalidity Number of applications
Application does not comply with formal requirements (Section 41 of Act) 0 Application is for excluded information of the agency (Section 43 of the Act) 0 Application contravenes restraint order (Section 110 of the Act) 0 Total number of invalid applications received 0 Invalid applications that subsequently became valid applications 0
Table D: Conclusive Presumption of Overriding Public Interest against Disclosure: Matters Listed in Schedule 1 of the Act
Number of times considered used*
Overriding secrecy laws 0 Cabinet information 0 Executive Council information 0 Contempt 0 Legal professional privilege 0 Excluded information 0 Documents affecting law enforcement and public safety 0 Transport safety 0 Adoption 0 Care and protection of children 0 Ministerial code of conduct 0 Aboriginal and environmental heritage 0
*More than one public interest consideration may apply in relation to a particular access application and, if so, each such consideration will be recorded. This also applies in relation to Table E.
Appendices • 71 72 State Transit Authority Annual Report 19-20 Act (by Type ofTransfer) Table I:Applications Transferred to OtherAgencies underDivision2ofPart 4ofthe Table H:Applications for Review under Part 5ofthe Act (by Type ofApplicant) and Outcome) Table G:NumberofApplications Reviewed underPart 5oftheAct (by Type ofReview Table F:Timeliness Table to Section14oftheAct Table Interest E:OtherPublic Considerations against Disclosure: Matters Listed in decision hasbeenmade. the originaldecision-maker. The data inthiscaseindicates that arecommendation to vary orupholdtheoriginal *The Information Commissioner doesnothave theauthorityto vary decisions,butcanmake recommendation to Total Review by ADT (NCAT) under Section93 ofAct Internal review following recommendation Review by Information Commissioner* Internal review Total Not decidedwithintime(deemed refusal) Decided after 35 days (by agreement withapplicant) Decided withinthestatutory timeframe (20days plusany extensions) legislation Exempt documents underinterstate Freedom ofInformation Secrecy provisions Environment, culture, economy andgeneral matters Business interests ofagenciesandotherpersons Individual rights,judicialprocesses andnatural justice Law enforcement andsecurity Responsible andeffective government Applicant initiated transfers Agency-initiated transfers application relates (see Section54oftheAct) Applications by personsto whominformation thesubjectofaccess Applications by access applicants Decision varied 0 0 0 0 0 Number ofoccasions when application notsuccessful Decision upheld Number ofapplications Number ofapplications 0 0 0 0 0 transferred for review applications Number of 0 0 0 0 8 5 5 0 0 0 2 13 13 0 0 Total 0 0 0 0 0 Appendices • 73 7.5 Overseas travel
There was no overseas travel undertaken by any State Transit employee in the 2019-20 financial year.
7.6 Multicultural polices and services
Annual Report 19-20 Annual Report State Transit provides mainstream services Services Plan outlines how TfNSW and State for all people of NSW. We are committed Transit respond to the NSW Government’s to delivering services within a culturally, multicultural objectives and incorporate linguistically and religiously diverse society. multicultural principles into their processes Network service planning and community and systems. stakeholder engagement for service change programs are now the principal responsibility We continue to work towards meeting the of TfNSW. State Transit’s role is to assist five objectives identified for multicultural and support TfNSW in service change customers: management programs. • Able to confidently use transport services. • Able to equitably access transport services State Transit engages in consultation with and information. ethnic communities regarding the introduction • Satisfied with the quality of of new or changed bus services, using communications and cultural sensitivity of interpreters when required. In areas with a high transport service and program delivery. level of ethnic diversity, materials are produced • Able to have their views and concerns in the predominant languages of the area where heard on policy and program development the service changes are to be implemented. and service delivery. • Embedding multicultural activity as a core The cluster-wide Multicultural Policies and function of the transport agencies.
74 7.7 Disability Inclusion Action Plan
State Transit maintains Disability Inclusion • Progressive upgrading of the fleet, Action Plans for each of its bus service increasing the total number of wheelchair- contracts with TfNSW. These plans are accessible buses to 96.68 per cent the regularly reviewed, in conjunction with TfNSW, fleet (1369 buses in total). to ensure they conform to the requirements • More than 90 per cent of scheduled route of the Disability Inclusion Act 2014. State services (excluding school services) each Transit also implements the requirements week are wheelchair-accessible. of the Disability Standards for Accessible Wheelchair accessible buses are scheduled Public Transport 2002 under the Disability to operate on all trips catering for major Discrimination Act 2012 (Cth). Sydney events. • Timetabled wheelchair-accessible bus Progress in this area includes: services now operate on all main corridors • Continual benchmarking of State Transit’s and cross-regional routes. Competency Disability Inclusion Action Plan against assessment is included in training of external best practice organisations. bus operators. State Transit Authority Transit State Appendices • 75 76 State Transit Authority Annual Report 19-20 Performance inPaying Accounts for AllSuppliers 7.9 Accounts payments andgrants 7.8 Landdisposal summary ofState Transit’s landholdingasat 30June2019 according to actualuseoftheland. In accordance withSection41B(1)(d) Finance ofthePublic andAudit Act 1983,thefollowing isa Total Commercial Properties Minor Operational Assets Bus Depots Land useclassification More than90days overdue Between 60and90days overdue Between 30 and60days overdue Between 0and 30days overdue Current (i.e. withinduedate) Suppliers More than 90days overdue Between 60and90days overdue Between 30and60days overdue Between 0and30days overdue Current (i.e. withinduedate) Small Business Suppliers More than90days overdue Between 60and90days overdue Between 30and60days overdue Between 0and30days overdue Current (i.e. withinduedate) Suppliers Measure Count # Outstanding invoices by ageat theendofeachquarter for STA Measure Amount$’000
Financial Year Financial Year 2019-2020 2019-2020 Average Quarter Average Quarter 45,481 1,8 - 20 2 29 127 -4 14 46 0 0 0 3 3 2 2 76
3
13,5 104. 2, 286 0 0 Q1 5 1. Q1 174 0 0 0 4 4 3 2 .0 72.5 .5 7 2
7
10 1,232 29 -5.2 ,814.4 154 0 Q2 2.4 Q2 33 0 0 0 4 7 2 Table: Summaryofland 1 .0
.2
17 - 2,46 $’000 130.8 ,310.5 33 6 Q3 0 0 Q3 31 0 0 0 3 2 2 9.1 Nil Nil Nil Nil 1 .0 .6
9
1
3, 1,6 206 783.6 0 0 0 0 Q4 46 Q4 0 0 0 0 0 6 1 .0 .0 .0 .0 38 Measure Amount $’000 Financial Year Q1 Q2 Q3 Q4 2019-2020 Quarter Average Small Business Suppliers
Current (i.e. within due date) 0 0.0 0.0 0.0 0.0
Between 0 and 30 days overdue 920 312.5 139.0 338.7 129.5
Between 30 and 60 days overdue 8 1.0 5.8 0.9 0.0
Between 60 and 90 days overdue 0 0.0 0.0 0.0 0.0
More than 90 days overdue 0 0.0 0.0 0.0 0.0
Accounts paid on time within each quarter for STA
Measure Financial Year Q1 Q2 Q3 Q4 2019-2020
Suppliers
Number of accounts due for payment 36,376 10,046 9,770 7,647 8,913
Number of accounts paid on time 35,588 9,749 9,614 7,445 8,780
Target % accounts paid on time 90.00% 90.00% 90.00% 90.00% 90.00%
Actual % accounts paid on time 97.83% 97.04% 98.40% 97.36% 98.51%
$’000 amount of accounts due for 254,894.4 60,202.4 66,353.2 59,115.5 69,223.4 payment
$’000 amount of accounts paid 249,651.5 57,590.2 64,894.8 58,487.9 68,678.7 on time
Actual % accounts paid on time 97.94% 95.66% 97.80% 98.94% 99.21% (based on $) Number of payments for interest 3 0 2 1 0
Interest paid on overdue accounts $229.00 $0.00 $133.00 $96.00 $0.00
Small Business Suppliers
Number of accounts due for payment 4,149 1,068 1,140 932 1,009
Number of accounts paid on time 4,116 1,063 1,135 919 999
Actual % accounts paid on time 99.20% 99.53% 99.56% 98.61% 99.01%
$’000 amount of accounts due for 4,319.7 1,192.6 1,128.3 921.1 1,077.7 payment $’000 amount of accounts paid 4,289.0 1,188.1 1,125.9 908.0 1,067.1 on time Actual % accounts paid on time 99.29% 99.62% 99.79% 98.57% 99.02% (based on $) Number of payments for interest 3 0 2 1 0
Interest paid on overdue accounts $229.00 $0.00 $133.00 $96.00 $0.00
Appendices • 77 78 State Transit Authority Annual Report 19-20 during 2019-20. State Transit didnotmake any donation to anon-Government community organisation assistance isrequired to access thisvolume ofthereport, pleasecall(02) 8202 2200. State Transit’s financial statements in Volume 2ofthis report are not WCAG 2.0 compliant. If Website Management. Accessibility Guidelines(WCAG) 2.0, aspertheNSW Premier’s Circular 2012-08 The State Transit AnnualReport was produced in-houseandcomplies withWeb Content 7.12 AnnualReport Accessibility Requirements Recycled Coolant Recycle Waste Oil Recycled Metals The top three waste streams collected for recycling included: on theprevious year’s rate. tonnes ofwaste to landfill, to achieve a recycling rate of68.6per cent, athree per cent decrease In 2019-20, State Transit recycled some1258tonnes ofsolidorliquidwastes whilesending584 7.11 Waste reduction our system, approximately halfofthenumber environmental complaints were recorded on Two hundred andsixtyfour public having apotential to causematerial harm. required to benotified to the regulator, as Environment Manager. Nilincidentswere were received andreviewed by thePrincipal A total offive environmental incident reports environmental performance target. issued duringthefinancial year, meetinga key Nil EPA or LGA notices orpenaltieswere Management System. via itsISO14001:2015 alignedEnvironmental implement itsEnvironmental Policy objectives In 2019-2020 State Transit continued to 7.10 Environmental compliance Consultancy Fees Funds Granted to Non-Government Community Organisations No consultancy fees were paidinthe2019-20 financial year.
18 22 2 47 tonnes 9 tonnes 4 tonnes or displacingpotablewater use. rainwater harvesting systems supplementing these mainswater savings were achieved via similar to theprevious financial year. Muchof Potable water consumption at 48,187kL was to approximately 109,962 tonnes CO2(e). 2020 financial year decreased by 5.8per cent Our total greenhouse emissions for the2019- now ofaEuro 3orhigheremissions standard. or growth buses,with87 percent ofthefleet continued to improve withnew replacement State Transit’s fleetemissions profile exhaust fumesfrom prolonged idling. these complaints related to noisefrom busor recorded for theprevious year. The majorityof NSW Government Appendices • 79 State Transit 27 Derbyshire Road Leichhardt NSW 2040 www.transport.nsw.gov.au/state-transit
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