Submission to the Select Committee on Train Services

15 JULY 2009

Connex Submission to Select Committee on Train Services

Connex Submission This Page Intentionally Left Blank EXECUTIVE SUMMARY

Executive Summary

The current metropolitan train franchise has delivered major improvements, including extra services, more station staff, more maintenance staff, expanded services for special events (such as the Commonwealth Games), successful delivery of major projects (such as Middleborough Road) and the re-integration of the two metropolitan rail businesses. The centrepiece has been record patronage growth which is now 47% over the past four years. This patronage growth has been much greater than other Australian cities and much greater than other modes in Melbourne which have also been the beneficiary of external drivers such as petrol prices and population growth. Whilst there have been a range of notable issues, the core service provided by the metropolitan railway has been a crucial precursor to growth, and commuters have voted with their feet. Operational issues have developed during this franchise, partly as a result of the congestion impacts of massive growth and partly due to a range of other factors. At all times, the franchisee has responded to these issues and successfully overcome or mitigated their impacts. The events of late 2008 and early 2009 are no exception and actions have been taken already with respect to matters within our control. Operational performance has been restored to levels which are the best that could be expected in the currently congested system. As an organisation committed to continuous improvement, there are always lessons to be learned and new initiatives to implement. A key aim has been to set up the railway to provide better services in years to come. In this context, the New Operating Plan and an improved Fault Management Protocol were two key initiatives that we could not compromise on, despite the challenges created. Under the franchise model, the franchisee is the operator and maintainer, whereas the State Government funds upgrades and sets performance standards. Connex has, at all times, worked proactively with the Department of Transport to develop plans to further upgrade the fleet, infrastructure and services in the short and medium term, so that the metropolitan railway can perform the role that Melbournians expect and deserve. Initiatives to improve the network’s capacity and resilience are a key part of these plans. The franchise model has not only delivered improvements and a strong partnership with the State Government; it has provided good value for money for Victorians. This view is supported by the Auditor General. The State Government has announced that MTM (MTR Corporation, United Group and John Holland) is the preferred bidder to operate the Melbourne train network from 30 November 2009. During the next several months it is important that the improvement momentum be maintained. Connex is committed to working with MTM and the Department of Transport to ensure that a smooth transition occurs. Metropolitan operating performance in early 2009 deteriorated sharply. The context is important to understanding why this operating performance was impacted to such an extent when the extreme weather conditions and other events occurred. Some key factors were: • Since 1999, metropolitan patronage has grown by over 80% to 214 million per annum whilst the fleet has expanded by just 9%. Services have been expanded to the maximum extent practicable, but the inevitable result of this huge patronage growth has been additional commuter congestion on trains and platforms.

Connex Submission 15 July 2009 Page 3 of 48 EXECUTIVE SUMMARY

• As a result, there is a need to keep cancellations as low as possible as they have bigger impacts in a more congested system. • The November 2008 Timetable and the New Operating Plan aim to mitigate the impacts of congestion on operating performance. These changes have been successful with punctuality improving to 94.8% in December 2008 and average train loads decreasing in key corridors. • However, the November 2008 timetable depends upon an AM peak fleet requirement of 148 trains, without any increase in the overall fleet at this stage. This, in turn, relies upon improved maintenance to support 94% fleet availability (which has been implemented) and an improved Fault Management Protocol (FMP) to ensure that, through more flexible arrangements for handling trains with non-safety critical faults, more trains are available during peak periods. • The improved FMP was a key plank of the Memorandum of Understanding (MOU) signed by Connex and the Rail Tram & Bus Union (RTBU) in June 2008. In practice, the Locomotive Division of the RTBU did not honour the intent and spirit of the MOU. Exhaustive discussions and negotiations continued behind the scenes without success. The issue flared up in December 2008, when there was a more rigid application of the existing FMP. As a result, cancellations increased due to a spike in reported train faults. • Related to the above issues and problems with the Hitachi trains, up to 22 units were “out of action” during January 2009, compared to the normal allocation of 11 units. • The Comeng trains are the “backbone” of the metropolitan fleet, comprising 56% of all rolling stock. Unfortunately, these trains also have the most vulnerable air conditioning system, being designed to operate up to an ambient temperature of just 34.5OC. The Comeng trains also have a significantly lower “Mean Distance between Failures” than the more modern X’Trapolis and Siemens Trains. • Normal pre-summer checks occurred in 2008, but the rail infrastructure system remained vulnerable to track misalignment, signalling problems and external events such as power loss/surges during extreme hot weather. Whilst these factors placed the system under pressure in the summer of 2008/09, the tipping point was the hot weather, which was the most extreme ever recorded in Victoria. In summary: • It was the first time since records began over 150 years ago that Melbourne had three successive days of temperatures above 43°C. • Two days had the highest and third highest temperatures ever recorded in Melbourne. • Over a 30 year period, Melbourne averaged one day over 40˚C each year but in the 2008/09 summer there were five such days. Cancellations were extreme in January and February (3,830 in all), compared to the previous average of 408 per month. Some 48% of the total cancellations in these two months occurred on just four days when the temperature went above 41˚C. Punctuality also fell below the threshold of 92% for the first five months of 2009, primarily due to the following factors:

Connex Submission 15 July 2009 Page 4 of 48 EXECUTIVE SUMMARY

• The high level of cancellations in January and February, which had major flow-on effects for punctuality due to the extra crowding on the services which were run. • Speed restrictions on the Caulfield and Northern Groups of lines which became necessary from March 2009 following several platform overshoot incidents with Siemens trains. The 2008/09 summer period saw a plethora of incidents and for many of them there were a number of contributing factors. These prime cancellation causes are described in the report. The biggest factor was the unavailability of trains which, in turn, was mostly related to a combination of air conditioner failures, other train faults, stopped units and the rigid application of FMP. Whilst the heatwave in January and February 2009 was extreme, Melbourne’s summers have been getting hotter over the past 15 years and there is an expectation that this trend will continue over coming decades, with more hot days above 35 ˚C. A number of important actions have been taken already which will improve normal day–to-day operations and substantially reduce the impacts on operations of extreme heat. In particular: • In February, Connex sought assistance from the Australian Industrial Relations Commission (AIRC) to conduct a Dispute Resolution Process to deal with the industrial issue. • The industrial situation has subsequently been stabilised and a range of operational improvements have now been agreed. • Related to the above, new FMP arrangements were implemented on 31 May 2009. In particular, the new FMP enables trains with a range of non safety critical faults to be used for longer periods. • Agreement has been reached on the longstanding issue of rolling stock compliance with an adopted theoretical “brake curve”, which has previously led to impounded trains being out of service for extended periods. The newly adopted “brake curve” will enable trains to be more quickly released for service. • The Connex Demonstration Train has been deployed on the network, enabling valuable research to be conducted on customer behaviour and opinions. • A new three year Collective Agreement has now been signed, incorporating a further range of productivity initiatives. • Connex has reached agreement with Public Transport Safety Victoria (PTSV) to substantially reduce the number of locations where speed restrictions apply to Siemens trains. In addition, investigative work is in hand on rail adhesion and other factors to deal more effectively with the different characteristics of the Siemens trains. The operating performance in June 2009 demonstrates the substantial progress that has been made with respect to normal day–to-day operations. Punctuality is once again above 92% and cancellations are at the lowest level in six years. The events of Oaks Day and late January demonstrate that improvements are necessary with respect to how such extreme events are managed “in real time”. A joint working group with the Department of Transport (DoT) has been

Connex Submission 15 July 2009 Page 5 of 48 EXECUTIVE SUMMARY established to develop these modified arrangements by end August 2009. Such extreme events require modified “ready to roll” emergency plans for: • Curtailed timetables as major parts of system are lost for any reason, • Modified “command and control” structures, • Mobilisation of staff resources, • Multi-modal options by location, and • Upgraded communications to provide clear information about modified services to the travelling public as early as possible. A joint working group has also been established with the DoT and the maintainers to develop high priority fleet and infrastructure options for funding consideration by end August 2009. The aim is to develop a roadmap for strengthening the resilience of Victoria’s rail infrastructure and rolling stock to extreme weather events. Initial planning sessions have been held and it is clear that there is a wide range of options which require further analysis and, in some cases, trials and funding in order to develop a prioritised program.

Connex Submission 15 July 2009 Page 6 of 48

TABLE OF CONTENTS

EXECUTIVE SUMMARY...... 3

1. INTRODUCTION ...... 9

2. METROPOLITAN TRAIN FRANCHISE OVERVIEW ...... 10 2.1. THE FRANCHISE MODEL ...... 10 2.2. FRANCHISE ACHIEVEMENTS ...... 10 2.2.1. Patronage...... 11 2.2.2. Innovative Provision of Services for Special Events ...... 12 2.2.3. Boosting of Customer Facilities and Services...... 13 2.2.4. Effective Implementation of Challenging Projects...... 14 2.2.5. Value for Money...... 14 3. CONTEXT (A SYSTEM UNDER PRESSURE) ...... 15

4. CONTEXT (NOVEMBER 2008 TIMETABLE) ...... 19

5. CONTEXT (RTBULD NEGOTIATIONS)...... 20

6. CONTEXT (PRE SUMMER CHECKS)...... 21 6.1. INFRASTRUCTURE ...... 21 6.1.1. Track ...... 21 6.1.2. Signal System ...... 22 6.1.3. Overhead Lines ...... 22 6.1.4. Power Supply ...... 22 6.1.5. Fire Mitigation...... 22 7. CONTEXT (EXTREME WEATHER)...... 23

8. CONTEXT (ASSET CONDITION & DESIGN) ...... 25 8.1. ROLLING STOCK ...... 25 8.1.1. Air Conditioning Vulnerability...... 25 8.1.2. Hitachi Corrosion Program...... 26 8.1.3. Sidings Security Upgrades ...... 26 8.1.4. Other Factors Affecting Train Availability & Reliability...... 27 8.2. RAIL CORRIDOR INFRASTRUCTURE...... 29 8.2.1. Track ...... 29 8.2.2. Signal System ...... 30 8.2.3. Overhead Lines ...... 30 8.2.4. Traction Power Supplies...... 30 9. OPERATIONAL OUTCOMES ...... 31 9.1. SERVICE DELIVERY...... 31 9.2. PUNCTUALITY...... 32 9.3. CANCELLATION CAUSES ...... 34 9.4. OAKS DAY (6 NOVEMBER 2008)...... 37 10. ACTIONS TAKEN (RTBU NEGOTIATIONS)...... 38 10.1. RTBU NEGOTIATIONS ...... 38 10.2. FMP OPERATIONAL BENEFITS...... 40 11. ACTIONS TAKEN (SIEMENS SPEED RESTRICTIONS)...... 41

12. SHORT TERM MITIGATION OPTIONS ...... 42 12.1. INFRASTRUCTURE ...... 42

Connex Submission 15 July 2009 Page 7 of 48

12.1.1. Track ...... 42 12.1.2. Signals...... 42 12.1.3. Overhead Lines ...... 42 12.1.4. Traction Power Substations ...... 42 12.2. ROLLING STOCK ...... 42 12.2.1. Air Conditioning...... 42 12.2.2. Brakes...... 43 12.2.3. Fault Management Protocol changes ...... 43 13. LONG TERM MITIGATION OPTIONS...... 44 13.1. INFRASTRUCTURE ...... 44 13.1.1. Sleeper Program including Anchoring – to resist longitudinal movement ...... 44 13.1.2. Tie Renewal using Concrete Sleepers ...... 44 13.1.3. Changes under MR3...... 44 13.2. ROLLING STOCK ...... 45 13.2.1. Air Conditioning...... 45 13.2.2. Fault Management Protocol changes ...... 45 13.2.3. Compressor Fault Relay (CFR) ...... 45 13.3. CONTINGENCY MANAGEMENT...... 45 13.4. PLANNING & APPROVAL OF FURTHER REMEDIAL ACTIONS...... 46 13.4.1. Fleet ...... 46 13.4.2. Infrastructure ...... 47 13.5. VICTORIAN TRANSPORT PLAN ...... 47 14. TABLE OF GRAPHS:...... 48

15. TABLE OF TABLES:...... 48

Connex Submission 15 July 2009 Page 8 of 48 INTRODUCTION

1. Introduction

On 11 March 2009, the Legislative Council established a Select Committee on Train Services and agreed to the following terms of reference: “To inquire into the factors leading to and causes of failures in the provision of metropolitan and V/Line train services.” This report is submitted by Connex for the Select Committee’s consideration. In particular, it covers the specific issues encountered on Oaks Day 2008 and in early 2009, when Connex Melbourne’s operating performance deteriorated sharply. It also sets out the context which is important to understanding why operating performance deteriorated to such an extent when the extreme weather conditions and other events occurred in early 2009. The report identifies the factors behind the recent operating performance. Actions have been taken already to mitigate such performance impacts in future. In addition, there are a number of options which warrant further analysis and consideration. This report also outlines a number of the positive things which have occurred and/or are planned for the metropolitan railway. A recognition and understanding of these matters is important to any balanced assessment of train services.

Connex Submission 15 July 2009 Page 9 of 48 METROPOLITAN TRAIN FRANCHISE OVERVIEW

2. Metropolitan Train Franchise Overview

2.1. The Franchise Model Following the well-publicised failure of the 1999 franchise arrangements, the current metropolitan train franchise model was implemented in April 2004. These arrangements aim to find the right balance between government support and the operational expertise provided by rail franchisee. Risk is also allocated to the party that can best deal with the risk. In summary the roles are as follows: • Connex: – Day-to-day operation of train services, in line with PSR; – Customer service including face-to-face ticket sales, passenger safety and station staff, in line with FA; – Employment and management of staff ; – Maintenance & cleaning of vehicles, stations & infrastructure; – Development of new timetables; – Marketing of train service & support for Metlink; • State Government: – Safety regulation – Sustainable funding, including: • ESCROW funding for infrastructure maintenance • Capital projects & upgrades – Long term planning of the public transport and major projects – Approval of timetable changes – Regulation of fares and concession policy (with CPI-based rises as the base) – Development of a new smartcard ticketing system (“myki”) – Monitoring the performance of the public transport operators. In practice, this model has worked well because of the commitment of both parties to partnership. It has also achieved the objective of being sustainable, in sharp contrast to the original arrangements in 1999.

2.2. Franchise Achievements Some key achievements in the metropolitan train franchise over the past five years have been: o Achievement of Extraordinary Patronage Growth; o Innovative Provision of Services for Special Events; o Boosting of Customer Facilities and Services; o Effective Implementation of Challenging Projects; o Value for Money.

Connex Submission 15 July 2009 Page 10 of 48 METROPOLITAN TRAIN FRANCHISE OVERVIEW

Further details are provided as follows:

2.2.1. Patronage

Metropolitan train patronage has grown by 47%, from 145 million trips per annum (2004/05) to 214 million (as at March quarter 2009). This patronage growth has been much greater the historical average of 2% - 3% per annum. It has also been much greater than other Australian cities and much greater than other modes in Melbourne which have also been the beneficiary of external drivers such as petrol prices and population growth (see following two charts). The core service has been a crucial precursor to this growth, and many of the initiatives listed in this section have enhanced this service. The commuters have voted with their feet. This patronage growth supports State Government policy (20% mode share target by 2020) and is strongly encouraged by Connex, despite the issues it creates. These issues are far greater than those experienced by other public transport systems in Australia, as can be deduced from the relative size of the additional task (see chart 2).

Growth in Use Over Three Years to June 2008 (%)

45%

40% 38.7% Note: Patronage on Transperth Train services rose by 19% in 2007/08, largely due to the introduction of the Mandurah Line. 35% 30.6% 30% 27.2%

25%

20%

14.5% 15%

9.5% 10% 8.8% 8.9%

5% 0.7%

0% Melb Roads Adelaide Metro Melb Tram CityRail (NSW) TransPerth CityTrain (QR) TransPerth Trains Melb Train

Graph 1 Growth Comparisons in Percentage Terms up to June 2008

Connex Submission 15 July 2009 Page 11 of 48 METROPOLITAN TRAIN FRANCHISE OVERVIEW

Growth in Use Over Three Years to June 2008 (millions)

60 56.1

30 25.8

13.0 13.8 13.2 10.0 10

4.1

0 Adelaide Metro Melb Tram CityRail (NSW) TransPerth CityTrain (QR) TransPerth Trains Melb Train

Graph 2 Growth Comparisons in Volume Terms up to June 2008

Supporting this extraordinary patronage growth has been the Introduction of 928 additional services per week (including the July 2009 timetable) and many service extensions. The New Operating Plan announced in April 2008 provides extra services in a congested system. The second stage of this improvement program commenced in November 2008 when Connex added more services and started to untangle the network by changing the way train services use the city loop. The November 2008 timetable was particularly successful in reducing peak load breaches from 38 to 29. In off peak periods and weekends, capacity has been expanded throughout the system with the utilisation of six car trains, rather than three car trains for most of the day. Services were extended to Craigieburn and Roxburgh Park in September 2007. Over the past 4 years, these initiatives and others have led to metropolitan train “unit” kilometres increasing by over 18% per annum. (Note: a “Unit” is defined as a three car set.)

2.2.2. Innovative Provision of Services for Special Events

Connex achieved a remarkable performance during the 2006 Commonwealth Games, including 99.8% service delivery. Of the 75% of patrons who used public transport to get to the Games, approximately 58% used Connex only, plus a further 10% used Connex in combination with other modes. Half of all Games- related trips were on Connex. The ever-increasing crowds for major special events such as the Royal Show, Spring Racing Carnival and New Year’s Eve have been successfully catered for with boosted service capacity and innovations such as with one way passenger flow at Flinders Street Station and all-night train services on New Year’s Eve.

Connex Submission 15 July 2009 Page 12 of 48 METROPOLITAN TRAIN FRANCHISE OVERVIEW

Extra train kilometres for special events have been steadily expanded. In 2008/09, a total of 94,422 extra train-kms were provided, compared to the Franchise Agreement target of 72,000. Late night services were also introduced on Friday and Saturday nights, fulfilling a State Government policy initiative.

2.2.3. Boosting of Customer Facilities and Services

The introduction of intelligence-based task deployment for Authorised Officers from in February 2008 has allowed a flexible response to information received from Victoria Police, staff and customers. This has led to a reduction in anti- social activity and improved fare compliance. A range of targeted station initiatives have been rolled out, including 29 Host stations, school stations, extra CBD staffing (including the “Gold Tops”), new Premium Stations and safety squares. The DDA Action Plan has been developed to further improve the level of accessibility on the system. This Plan has been lodged with HREOC and the resultant works program continues to be successfully rolled out. Innovative SMS timetable products have been expanded to provide more information for customers. These products have been well promoted and SMS Updates now has over 46,000 members, having doubled in the past three years. New improved versions of the Customer Charter and Compensation Code were launched in June 2005. Combined tasking continued with the Victoria Police into known hot spots. For example, at Noble Park anti-social activity was curtailed in 2007 with initial support from the Police. Staffing coverage at Noble Park has now been extended to 7 days per week. As a further example, five new programs focussing on community safety/security were launched at major stations on the Epping line in December 2007 in partnership with the Victoria Police and Transit Police. Extra Customer Service staff have been deployed at key stations to improve customer information, dwell times and service. Graffiti reduction initiatives have been rolled out in collaboration with Local Councils, Keep Australia Beautiful and Traders Associations. The Flinders Street concourse has been transformed with vastly improved retail facilities and the Connex customer information Centre as well as the provision for Travellers Aid. The “Meet Our Managers” program commenced in October 2007, leading to the “We Hear You” program of service initiatives. The integration of the two separate train businesses has been achieved. The severe driver shortage problems at the start of the current Franchise were successfully mitigated through a series of initiatives. Connex has graduated over 300 new drivers since April 2004 and is on track to finish the current franchise in November 2009 with driver numbers in line with an establishment level which is 14% higher than that of five years ago.

Connex Submission 15 July 2009 Page 13 of 48 METROPOLITAN TRAIN FRANCHISE OVERVIEW

The creation of an Asset Protection Unit (solely devoted to patrolling railway sidings, stations and hot spots) has seen positive results in apprehension of offenders on the network. The replacement of the older locomotive hauled trains with newer Sprinter trains on the Stony Point line has enabled additional, faster and more reliable services to be implemented. Innovative partnerships have been developed with Richmond Football Club and Victorian Institute of Sport focussing on delivering safety messages to youth.

2.2.4. Effective Implementation of Challenging Projects

Major projects have been successfully delivered in complex and busy operating environments, including the Flinders Street Concourse Slab and the Middleborough Road grade separation. A large number of other infrastructure projects have been implemented or are underway, including North Melbourne station, Metrol Disaster Recovery site, the Clifton Hill Rail Project, lighting upgrades at stations and car park expansions. Strong partnership with State is enabling the successful delivery of many other current projects, such as TCMS (Train Control Monitoring System), ROMS (Resource Operations Management System) and new trains Project capability and resources within the franchise have been ramped up to cater for the substantial increase in project activities. A Joint Venture was established to enable a large program of projects to effectively and efficiently be delivered.

2.2.5. Value for Money

In September 2005, the Auditor General released a report into the Franchising of Melbourne’s Train and Tram System. The Auditor General’s view was that the franchise renegotiations resulted in a good outcome for the State. His overall conclusion is that the current train and tram franchise agreements represent reasonable value-for-money. This conclusion was principally based on his assessment that the payments the government negotiated with the train and tram franchisees were close to the best possible prices it could have negotiated for the sustainable operation of the metropolitan train and tram system.

Connex Submission 15 July 2009 Page 14 of 48 CONTEXT

3. Context (A System under Pressure)

Extraordinary patronage growth, particularly over the past four years, has seen Melbourne enter a new era in terms of the task performed by its Metropolitan Rail System. Whilst this patronage growth is welcomed and encouraged, it has created major stresses on the system. Since 1999, metropolitan patronage has grown by over 80% to 214 million per annum whilst the fleet has expanded by just 9%. Services have been expanded, particularly in peaks and the system has been extended to Sydenham (2002) and Craigieburn (2007). Total weekly services have increased from 11,346 in 1999 to 12,644 in November 2008, with a further increase planned for July 2009 (see graph below). Special events requirements and services have also expanded since 2004, with approximately 94,000 extra train kms now being run per year, compared to the Franchise specification of 72,000.

Number of Weekly Train Services (14% up since 1999)

13,200

13,000 12,909

12,800 12,644 12,600

12,367 12,400 12,282

12,200 12,083 11,981 12,000

11,800

11,600 Services 11,400 11,346 290 Extra & Extended Services290 Extra & Extended

11,200 105 Extra & Extended 328 Extra & Extended Services

11,000 28 August, 1999 17 April, 2004 15 October, 2006 30 September, 2007 27 April, 2008 9 November 2008 20 July 2009 Under End of Initial Introduction of Opening of Improved PM Peak Untangling Network, Werribee Off Peak Government Connex & "Bayside" RFR and Late Night Craigieburn Line & Stony Point Extra Services Most Lines & Extra Services Control Franchises. Services Services Service & Cranbourne Stabling on Various Lines

Graph 3 Number of Weekly Train Services

Nevertheless, the inevitable result of this huge patronage growth has been additional commuter congestion on trains and platforms. One indicator of this is the number of peak period load breaches, as identified by the regular benchmark load counts conducted each May (see following chart). Preliminary indications are that recent timetable changes, and particularly the November 2008 timetable, have been successful in reducing peak period load breaches in 2009. However, the number of load breaches is still at a high level compared to five years ago.

Connex Submission 15 July 2009 Page 15 of 48 CONTEXT

Total Peak Load Breaches in May Counts 40 38 36 35 Note: 2009 results are preliminary 30 29

25 23

15 12

10 77 6 5 5

0 2001 2002 2003 2004 2005 2006 2007 2008 2009

Graph 4 Peak Load Breaches

Note: The above chart covers peak periods only. In addition, the load survey measures off peak breaches which can generally be promptly addressed with the extended operation of six car trains, rather than three-car trains.

Congestion has two broad elements: • People congestion on trains and platforms; and • Train congestion on tracks.

Both elements cause delay and flow-on impacts to other services. In particular, there has been a significant increase in the level of Passenger Weighted Minutes (PWMs) per incident. The overall changes in the number of incidents and PWMs are shown in the following charts. The number of incidents has remained relatively stable, despite a slight decline in 2005 and 2006. However, the average PWMs per incident is now more than double the rate experienced in the 2001 to mid 2003 period.

Connex Submission 15 July 2009 Page 16 of 48 CONTEXT

Graph 5 Total Network PWMs and Incidents

Average PWMs per Incident 25,000

20,000

15,000

10,000 Unplanned PWMs Unplanned

5,000

0 July July July July July July July May May May May May May May May April April April April April April April April June June June June June June June March March March March March March March March August August August August August August August January October January October January October January October January October January October January October January February February February February February February February February November November November November November November November December December December December December December December September September September September September September September 2001 2002 2003 2004 2005 2006 2007 2008

Graph 6 Average PWMs per Incident Note: The above two charts are currently being updated by DoT.

This congestion has been the key factor which has seen typical punctuality on the train system decline from 97% in 2002 to 93% in 2006 (see following graph). Punctuality is now a problem across virtually all lines; with only two lines (Williamstown and Alamein) close to 97% at the end of 2008.

Connex Submission 15 July 2009 Page 17 of 48 CONTEXT

Metro Train Punctuality Performance (excludes Feb 2005 Storm & Comm. Games)

100%

99%

98%

97%

96%

95%

94%

93%

92%

91%

90%

89%

88% Jun-01 Jun-02 Jun-03 Jun-04 Jun-05 Jun-06 Jun-07 Jun-08 Mar-01 Mar-02 Mar-03 Mar-04 Mar-05 Mar-06 Mar-07 Mar-08 Sep-00 Dec-00 Sep-01 Dec-01 Sep-02 Dec-02 Sep-03 Dec-03 Sep-04 Dec-04 Sep-05 Dec-05 Sep-06 Dec-06 Sep-07 Dec-07 Sep-08 Dec-08 Graph 7 Metropolitan Train Punctuality Performance

In response, there is a need to keep cancellations as low as possible as they have bigger impacts in a more congested system. The franchise aim is to consistently achieve a service delivery of 99.5% or better.

Connex Submission 15 July 2009 Page 18 of 48 CONTEXT

4. Context (November 2008 Timetable)

The November 2008 Timetable and the New Operating Plan aim to mitigate the impacts of congestion on operating performance. This timetable expanded capacity in congested corridors and, on a weekly basis, provided 277 additional services and 51 extended services. To facilitate this change, the timetable also started to untangle the network by changing the way train services use the City Loop. The timetable has been successful, with punctuality improving to 94.8% in December 2008 and average train loads decreasing in key corridors. On the busy Sydenham line, for example, the recent counts in May 2009 indicate that patronage has grown by 16% in the AM peak, but average loads have reduced by 22%. The November 2008 timetable depends upon an AM peak fleet requirement of 148 trains, without any increase in the overall fleet until the first of the new order of trains becomes available in late 2009. This is on top of previous increases from the level of 134 trains in 2004. The ongoing reliable provision of 148 trains relies upon: • Improved maintenance to support 94% fleet availability (which has been implemented); • An improved Fault Management Protocol (FMP) to make more trains available through more flexible arrangements for handling trains with non- safety critical faults during peak periods.

Connex Submission 15 July 2009 Page 19 of 48 CONTEXT

5. Context (RTBULD Negotiations)

As indicated, an improved FMP is a key initiative to support the introduction of the November 2008 timetable and provide more reliable services in years to come. The FMP requires the ongoing support of operational staff and it has been, for many years, subject to agreement from the Rail Tram & Bus Union (RTBU). On 12 June 2008, a Memorandum of Understanding (MOU) was signed by Connex and the RTBU incorporating a process to achieve an improved FMP and other operational improvements. The MOU also incorporates a 15% wage increase over 3 years under a 2009/12 Collective Agreement. In practice, the Locomotive Division of the RTBU (the RTBULD) did not honour the MOU. Exhaustive negotiations continued behind the scenes without success. Whereas such negotiations have been previously successful in diffusing industrial issues over the course of this franchise, on this occasion the differences became intractable. The issue flared up in December, when there was a more rigid application of the existing FMP (see below graph). This spike in reported train faults caused cancellations to increase to 784 for the month of December. Connex very reluctantly agreed to a much lesser range of improvements with the RTBULD, which formed the basis of the so called “staff bonus” paid to all staff prior to Christmas 2008. Regrettably these improvements were not implemented either. The RTBULD also frustrated the process to release at least 11 fully- operable trains from maintenance yards in early 2009.

Total FMP Faults (Minus Exams) December 2008 350

300

250

200 Total FMP Faults Xmas Nov FMP Average 150

100

0 1 Dec 8 Dec 15 Dec 22 Dec 29 Dec

Graph 8 Total FMP Faults

Connex Submission 15 July 2009 Page 20 of 48 CONTEXT

6. Context (Pre Summer Checks)

6.1. Infrastructure All of the major infrastructure elements are susceptible to increased reliability risks due to extreme heat during summer.

6.1.1. Track

The Melbourne metropolitan train network uses continuously welded rail (CWR) in all but the smallest radius curves. CWR has significant advantages over the original jointed track in regard to vehicle and rail maintenance, noise and ride. However it requires different management with changes in temperature compared with jointed track. Expansion and contraction of rail in jointed track is catered for by allowing relatively short lengths of rail to expand and contract at the joints. That is, the joints close up when the rail is hot and open up with the rail is cold. With CWR, the expansion and contraction forces are absorbed by the rail, transferred to the sleepers by anchoring the rail to the sleepers and absorbed by the ballast (crushed stones) that surrounds the sleepers.

To prevent track misalignments in summer due to excessive compression forces in the rails and to prevent rail breaks in winter due to excessive tensile forces in the rail, the rail length is adjusted on installation to give zero force in the rail at a nominal rail temperature of 38o C.

The risk with CWR in summer is that the compressive forces in the rail may overcome the restraining forces of the ballast in a local area and cause the track to go out of alignment (the so-called buckle).

A preliminary indicator of the propensity of the track to misalign is the amount of “creep” in the rails. It is known that rail tends to move in the direction of traffic, in areas where trains brake, and down grades. Creep results in disturbing the stress distribution along the rail. The amount of creep is measured against fixed points – known as monuments along the track. In Melbourne if the measured creep at the monument exceeds 50 mm it may be necessary to cut the rail, adjust the length to reset the zero stress condition to 38oc and weld the rails.

The other elements in controlling compression forces are rail anchor effectiveness, steeper condition and ballast amount and condition. Defects in any of these will reduce the tracks ability to maintain alignment under compressive forces due to high temperatures.

Prior to summer the Track Manager and Supervisors are required to check creep, anchor, sleeper, and ballast condition against a standard and sign all rail the track is ready for summer conditions.

The summer sign off for the 2008/2009 summer was done in early December 2008.

Connex Submission 15 July 2009 Page 21 of 48 CONTEXT

6.1.2. Signal System

The signal system typically suffers in four main areas in high temperature: • overheating and unstable behaviour of electronic components in trackside cabinets; • problems with the insulated joints which divide the track into separate electrical sections for signalling purposes causing track circuit failures; • problems with expansion of components around points systems due to excessive temperature, and; • loss of power supply due to several factors, usually local shedding by power distributors.

6.1.3. Overhead Lines

The overhead lines used to supply power to the trains are subject to expansion and may sag excessively. There were a few instances of this in 2008/2009; however these were localised and caused few problems.

6.1.4. Power Supply

There is a risk of substation shutdown due to overheating of equipment. These days, this is a rare occurrence. Load shedding by power distributors is the greatest risk in this area as the electrical network has been severely stressed in hot weather and has been vulnerable to bushfire damage.

6.1.5. Fire Mitigation

As in previous years, a Fire Mitigation Plan was adopted and provided to the State in November in preparation for the 2008/09 summer period. The plan includes information on slashing, rubbish removal, mowing etc. Each fortnight throughout the fire season, an audit of the plan has been provided to the State.

Connex Submission 15 July 2009 Page 22 of 48 CONTEXT

7. Context (Extreme Weather)

The weather conditions of January and February 2009 were the most extreme ever recorded in Victoria. In summary: • It was the first time since records began over 150 years ago that Melbourne had three successive days of temperatures above 43°. • 46.4˚ (7 February 2009) and 45.1˚ (30 January 2009) are the highest and third highest temperatures ever recorded in Melbourne, along with the 45.6˚ recorded on Black Friday, 13 January 1939. • Over a 30 year period, Melbourne averaged one day over 40˚ each year (see Bureau of Meteorology data below). In February/January 2009, we had five such days. One effect of this extreme heat is that residual heat is retained in the rail overnight and not dispersed by cooler temperatures. This has a cumulative effect (as noted in the Railways of Australia (ROA) handbook). This makes the rail more prone to buckling as each successive extreme heat day is experienced.

Melbourne - Days Above 40 Degrees

Mean number of days ≥ 40 °C for years 1971 to 2000 Number of days ≥ 40 °C for 2008/09 Summer

4 4

1 1 0.5 0.4 0.1 0.1 0 00 000 0 Nov Dec Jan Feb Mar Apr

Graph 9 Melbourne’ Days above 40 Degrees

In June 2009, the State Government released the “Victorian Climate Change Green Paper”. In section 2.1 “Our Changing Climate”, the paper states that since 1950 the average temperature in Victoria has increased and that further rises are expected. A more specific analysis of Bureau of Meteorology records is shown in the following graph. This graph plots the average maximum temperature in Melbourne for the four hottest months (December to March) since 1909. The red bars indicate hotter than average years and the blue bars indicate cooler than average years. Whilst there are unsurprising variations from year to year, the “ten year moving average” line shows a strong trend over the past 15 years, with

Connex Submission 15 July 2009 Page 23 of 48 CONTEXT

the result that this average maximum temperature is now 1.2˚C warmer than the historical average.

Melbourne's Dec- March Average Max Temperature (°C) Compared to Historical Average (with 10 year Moving Average) 3

0 1909 1919 1929 1939 1949 1959 1969 1979 1989 1999 2009 -1

Historical Average is based on 50 years to 1998. -2

Graph 10 Melbourne’s Average Maximum Temperature in the Summer Period

The Victorian Climate Change Green Paper states that “by 2030, annual average temperatures in Victoria are expected to increase by around a further 0.8˚C on 1990 levels (although the results of climate change modelling suggest a range of 0.6˚C to 1.2˚C)” (page 18). Other likely changes by 2030 (as quoted on page 20 of the Green Paper) include: • More hot days where the temperature is above 35˚C; • More extreme weather events, such as severe storms, high winds and floods; • More frequent bushfires, with the number of ‘extreme’ fire danger days increasing by between 5 per cent and 40 per cent by 2020 (relative to 1974-2003).

Connex Submission 15 July 2009 Page 24 of 48 CONTEXT

8. Context (Asset Condition & Design)

8.1. Rolling Stock The current metropolitan train fleet consists of 331 units (three carriages) across four types, as follows: • 7 six-carriage Hitachi trains (4%) – built in 1970’s (The units are permanently coupled together and will never run as a 3-car unit), • 187 three-carriage Comeng trains (56%) – built in 1980’s, • 58 three-carriage X'trapolis trains (18%) – built post 2000, and • 72 three-carriage Siemens trains (22%) – built post 2000.

8.1.1. Air Conditioning Vulnerability

All trains have air conditioning for the saloons, except for the Hitachis where air conditioning only exists for the driver’s cab. It is readily apparent that the “backbone” of the fleet is the Comeng train which makes up 56% of the fleet. Unfortunately, it also has the most vulnerable air conditioning system. The Comeng train was designed to operate up to an ambient temperature of 34.5OC. Both the X'Trapolis and the Siemens fleets are specified to an ambient temperature of +42OC. When maximum temperatures exceed these design levels, there is a significant impact on the air conditioning reliability. The current Comeng air conditioner refrigerant is R-22 which has major limitations: • Connex is advised that the R22 refrigerant cannot operate effectively at ambient temperatures over about 38°C, even in ideal circumstances. This would include specially designed units with a superior condenser air flow to what could be physically achieved on the current Comeng units. • The R22 is a hydro chlorofluorocarbon (HCFC) which will need to be phased out in coming years due to environmental requirements. In addition to the ambient temperature limitation, air conditioner operation is affected by the motor alternator (MA) which powers the train’s auxiliary systems, including air conditioning. Specific to the Comeng, the disc fleet braking resistor grids are located beside the MA control box. The current generated in the use of the traction motors for electric braking is converted to heat by the resistance, and this heat flows directly into the MA control box. This has the flow-on effect of overheating the control cards within the MA control box, therefore driving them out of tolerance and causing the MA to shut down. The vulnerability of the train air conditioning systems is readily apparent from the following table.

Connex Submission 15 July 2009 Page 25 of 48 CONTEXT

# Air % a/c Fault Breakdown Comeng Hitachi Siemens X'Trapolis Max Con Date Temp Faults Comeng Siemens X'Trapolis AirCon MA AirCon AirCon HVAC AirCon HVAC

20-Jan-09 40.5°C 32 69% 19% 13% 13 9 3 3 1 3 28-Jan-09 43.4°C 90 77% 16% 6% 47 22 2 4 10 2 3

29-Jan-09 44.3°C 106 70% 17% 11% 55 19 2 4 14 4 8 30-Jan-09 45.1°C 84 64% 21% 13% 40 14 1 1 17 3 8 7-Feb-09 46.4°C 66 67% 24% 9% 37 7 4 12 4 2

Table 1 Air Conditioning Faults on Hot Days

Of the 263 Comeng faults over the five very hot days, 57 required repair/replace actions. Most later tested okay or just required resetting. The air conditioning issue for the Siemens fleet is related to overloading of amperage on the Heat Solid State Relay (HSSR) of the heating, ventilating and air conditioning (HVAC). This fault is currently being worked on by Siemens to find a suitable rectification. On average for the five hot days the Siemens HVAC FMP bookings were more than double of the HVAC FMP bookings in the X'Trapolis. Under the terms of the current franchise, the existing Comeng air conditioners have been maintained, and not upgraded. In previous summers, these air conditioners have had a high failure rate during extreme heat. The key difference in January & February 2009 was that the weather conditions were more severe and more prolonged than had ever been previously experienced by the metropolitan train system. Consecutive hot days exacerbate the problem as the air conditioners are unable to cool at night to allow resetting. The high number of impounded trains exacerbated the situation further, as there were no standby trains when trains with faults had to be removed from service.

8.1.2. Hitachi Corrosion Program

The metropolitan fleet consists of 7 Hitachi -car trains. Of these, 6 Hitachi six-car trains were out of service for the 2008/09 summer period for corrosion repairs or part of the refurbishment project. The unavailability of these Hitachi trains placed additional pressure on the balance of the fleet to provide sufficient trains for the timetable. The entire Hitachi fleet is expected to be operational for the 2009/10 summer period.

8.1.3. Sidings Security Upgrades

Train availability is a crucial issue and one of the initiatives taken to improve availability is better security in train sidings. Connex entered into a Security Services Agreement in August 2008. Since this time there has been a reduction in unavailability of trains due to vandalism and graffiti. A further advancement is that Connex will manage the security at United Group Melbourne Transport Limited (UMTL) maintenance depots effective 1 July 2009. This should eliminate the graffiti and vandalism risks during the guard changeover each night.

Connex Submission 15 July 2009 Page 26 of 48 CONTEXT

8.1.4. Other Factors Affecting Train Availability & Reliability

a. Concorde Project The aim of the Concorde Project was to facilitate the interoperability between the Southern and Northern Comeng fleets by enabling the two distinct Comeng fleets to interface their automated passenger information and audio announcement systems. Connex contracted a technical expert Innovonics Limited (Innovonics) to complete the Concorde Project. Innovonics designed and progressively installed the Concorde Project on each Comeng train. However, technical problems were encountered by Innovonics and they failed to achieve the reliability targets required under the contract. The issue was compounded by the sale of Innovonics, and the subsequent voluntary administration of the new owner, Integrian Pty Ltd (Integrian). In December 2007, Faiveley Transport Australia Limited (Faiveley) acquired the employees and assets of Integrian. Connex then engaged Faiveley to analyse the functionality and reliability of the equipment which comprises the Concorde Project. Faiveley has subsequently designed a number of upgrades to improve the reliability of the relevant equipment. These upgrades are currently being trialled on the Comeng units. b. CCTV The CCTV fault is connected to the Concorde Project. This system is facing obsolescence issues with spare parts and support. However 65.8% of all CCTV faults reported are found to be “no fault found”. This relates to intermittent system faults or faults rectified by rebooting. Graph 19 demonstrates above average faults recorded for the communications category which includes CCTV for the 2008/09 summer period. c. Overview The following graph shows the reliability of the metropolitan fleet as Mean Distance Between Failure (MDBF). In general, the Comeng trains perform significantly worse than the more modern X’Trapolis and Siemens trains. The Comeng, Siemens and X’Trapolis fleets dipped in January and February 2009 to low points. This ties in directly with Graph 18 which illustrates an increase in cancellations due to “defective trains”. Note that due to corrosion issues, the majority of the Hitachi units were not in service for the second half of 2008.

Connex Submission 15 July 2009 Page 27 of 48 CONTEXT

Fleet Reliability (MDBF)

40,000

35,000

30,000

25,000

20,000

15,000 Distance (KM) 10,000

5,000

7 7 8 8 8 8 8 8 8 9 9 08 -0 c-0 -0 -0 pr-0 un-08 Jul- eb-0 Oct-07 Nov-0 De Jan-08 Feb Mar-0 A May-08 J Aug-08 Sep-0 Oct-0 Nov-0 Dec Jan-09F Mar Time Pe riod MDBF - Hitachi MDBF - Comeng MDBF - X'Trapolis MDBF - Siemens

Graph 11 Mean Distance between Failures

Oct-07 Nov-07 Dec-07 Jan-08 Feb-08 Mar-08 Apr-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 Jan-09 Feb-09 Mar-09

MDBF - Hitachi 4,899 2,560 3,362 3,155 2,656 3,894 3,823 4,240 3,255 2,557 3,182 0 0 1,801 1,405 2,455 895 2,115

MDBF - Comeng 6,070 5,874 4,804 4,456 5,207 4,857 6,604 6,665 6,874 8,874 7,484 9,288 8,464 6,326 8,484 3,333 5,426 8,221

MDBF - X'Trapolis 11,394 10,028 13,545 13,093 13,843 9,305 15,083 26,626 22,249 20,011 27,503 17,369 19,435 17,207 19,747 10,445 8,928 13,672

MDBF - Siemens 9,506 8,687 8,038 9,091 9,428 10,042 10,195 11,239 10,627 11,143 9,908 9,873 8,760 11,029 11,462 8,521 10,112 9,769

Table 2 Mean Distance between Failure per Fleet type

2008 Average vs Summer 09

20000

18000

16000

14000

12000

10000

Distance (km) 8000

6000

4000

2000

0 MDBF - Hitachi MDBF - Comeng MDBF - X'Trapolis MDBF - Siemens Months Jan-09 Feb-09 Mar-09 2008 Ave Graph 12 Mean Distance between Failure: 2008 Ave vs. Summer 2009

Connex Submission 15 July 2009 Page 28 of 48 CONTEXT

Graph 12 demonstrates that in the summer of 2008/09 all fleet types performed below the 2008 average. The primary factors affecting the fleet were: • Comeng fleet - air conditioning faults, • Siemens fleet - brake issues; • Hitachi – much fewer service kilometres due to corrosion issues; • X’Trapolis – halved in January and February due to air conditioning and other heat related faults.

8.2. Rail Corridor Infrastructure

8.2.1. Track

Maintaining track stability is the key to avoiding track misalignments in periods of extreme temperatures. This means ensuring the nominal rail stress is maintained by keeping creep within tolerance and that sleepers, anchors and ballast are effective in maintaining resistance to compressive stress as the rail temperature increases.

Most railway experts would consider the best track stability is achieved by using concrete sleepers. Concrete sleepers have a greater weight than timber sleepers and so their use increases the mass of the whole track structure. The clips used to attach the rail to concrete sleepers also act as rail anchors. Thus each attachment point becomes an anchor increasing the resistance to along track movement of the rail compared to timber-sleepered track. Also, at each sleeper, the along track forces are transferred to the ballast. Thus if the ballast is effective, concrete-sleepered track is more stable than alternate track types.

However concrete sleepers do come with their own issues which need to be managed. Timber is an inherently tough material whilst concrete is brittle. Timber sleepers are thus more forgiving of track foundation defects which can cause uneven loads across the sleeper. Timber is also more forgiving of impact loads on the rail than concrete. In certain circumstances concrete has been known to break up. The choice of sleepers for the railway needs to be considered as a complete system, not just components.

The final element of track stability is the ballast. The ballast has three functions: to transfer vertical and horizontal loads to the foundation, to hold the track in place and to allow water to drain away. To be effective the stones which make up the ballast must be the correct size and shape to interlock with each other. The amount and form of the ballast must be correct and it must be relatively clean - that is free of fine materials which prevent water from draining away.

To reduce the probability of track instability, the franchisee monitors the above factors as part of its maintenance regime. Track maintenance activities which may affect track stability through disturbing the ballast are curtailed to the essential works during the summer period.

It is worth noting that during the recent summer period relatively few trains were cancelled as a result of track misalignments compared with signaling problems

Connex Submission 15 July 2009 Page 29 of 48 CONTEXT

and problems caused by external power companies load shedding. Generally, the misalignments were such magnitude that trains could be guided through at reduced speed once rail staff were on site to evaluate the situation.

8.2.2. Signal System

Overall, history in Melbourne indicates that signaling faults can be expected to double on a hot day. This is due to overheating of equipment in trackside cabinets, expansion of rails and metal components around points systems and interruptions to power supplies usually caused by external power companies whose systems are also under stress.

Statistics from the recent summer shows that points and similar locations also benefit from increased stability. Point systems fitted to concrete bearers had a significantly lower failure rate than the older installations on timber bearers. Until the use of concrete bearers is more widespread, the pre-summer inspection regime is being increased using both track and signaling staff on joint inspections.

8.2.3. Overhead Lines

The sagging of overhead wires has been reduced to a few problem locations. This has been achieved by using tensioning weights to regulate the tension in all the contact lines and some of the supporting (catenary) wires.

Routine maintenance of the tensioning equipment and attention to localised areas normally occurs.

8.2.4. Traction Power Supplies

The Melbourne network has 69 power conversion substations and 51 high voltage supply points. Having a large number of substations with individual HV supplies does away for the need for the railway to fund and maintain its own HV distribution system. It does however mean greater vulnerability to supply disruptions of the type encountered on days of extreme temperature, as the substations are connected to local street feeders which may not carry any priority when load shedding occurs. Clearly, it would be beneficial if the power distribution companies could provide some greater priority to the railway when load shedding occurs. Most railway signaling power is drawn from the same sources and suffers the same vulnerabilities.

Connex Submission 15 July 2009 Page 30 of 48 OPERATIONAL OUTCOMES

9. OPERATIONAL OUTCOMES

9.1. Service Delivery Service Delivery in this franchise has generally been well above the 98.0% customer compensation threshold. However, delivery was below 98% for the first two months of 2009 (96.4% average). There were 2,379 cancellations in January and 1,451 in February. This was in stark contrast to the seven months between May and November 2008, when cancellations averaged 408 per month. Deterioration in performance was also evident in December 2008, when cancellations increased to 708.

Since February, service delivery has recovered strongly, with just 241 cancellations in June 2009, the lowest monthly total in six years. Equally, service delivery in June was 99.6%, which is also the best result since June 2003.

Service Delivery 100%

99%

98%

97%

96%

95%

94%

93% Severe Storm Blackouts& on 2 April.

92% 2001 2002 2003 2004 2005 2006 2007 Jul-08 Apr-09 Apr-08 Oct-08 Jan-09 Jun-09 Jan-08 Jun-08 Mar-09 Mar-08 Feb-09 Feb-08 Nov-08 Dec-08 Aug-08 Sep-08 May-09 May-08 Graph 13 Service Delivery

In January and February, cancellations became extreme when temperature went above 41˚ on four days (see following graph). Some 48% of the total cancellations in January/February occurred on these four days. Without these four days, January/February delivery was 98.0%, including one day over 40˚.

Connex Submission 15 July 2009 Page 31 of 48 OPERATIONAL OUTCOMES

January & February 2009 Cancellations 50 1000

Temp °C Cancellations 46.4 900 45.1

45 44.3 43.4 800

40 700

600 35

500

30 400 Max. Temperature °C Temperature Max. Cancellations Per Day Per Cancellations 25 300

200 20 100

15 0 1-Jan 2-Jan 3-Jan 4-Jan 5-Jan 6-Jan 7-Jan 8-Jan 9-Jan 1-Feb 2-Feb 3-Feb 4-Feb 5-Feb 6-Feb 7-Feb 8-Feb 9-Feb 10-Jan 11-Jan 12-Jan 13-Jan 14-Jan 15-Jan 16-Jan 17-Jan 18-Jan 19-Jan 20-Jan 21-Jan 22-Jan 23-Jan 24-Jan 25-Jan 26-Jan 27-Jan 28-Jan 29-Jan 30-Jan 31-Jan 10-Feb 11-Feb 12-Feb 13-Feb 14-Feb 15-Feb 16-Feb 17-Feb 18-Feb 19-Feb 20-Feb 21-Feb 22-Feb 23-Feb 24-Feb 25-Feb 26-Feb 27-Feb 28-Feb Date

Graph 14 January and February 2009 Cancellations Vs Temperature

9.2. Punctuality As previously stated, service punctuality declined between 2003 and 2006 as massive patronage growth and related congestion impacted on services. In 2007, there were major punctuality problems related to the Siemens braking issues. The trend since April 2008 was positive. Punctuality steadily improved and, following the introduction of the November 2008 timetable, December’s punctuality was 94.8%, which was the best monthly result in almost four years. The service punctuality results in the first five months of 2009 were all below the 92.0% customer compensation threshold. Two major factors are: • The high level of cancellations in January and February, which inevitably had major flow-on effects for punctuality due to the extra crowding on the services which were run. • Speed restrictions on the Caulfield and Northern Groups of lines which became necessary from March following several platform overshoot incidents with Siemens trains. However, various initiatives are having a positive effect and there has been a strong improvement trend since the low point in March 2009. In June 2009, punctuality was once again above the 92% threshold (see following chart).

Connex Submission 15 July 2009 Page 32 of 48 OPERATIONAL OUTCOMES

Service Punctuality 100%

98%

96%

94%

92%

90%

88%

86%

84%

82% Severe Storm & Blackouts on 2 April. 80% Speed restrictions for Siemens Trains. 2001 2002 2003 2004 2005 2006 2007 Jul-08 Apr-09 Apr-08 Oct-08 Jan-09 Jun-09 Jan-08 Jun-08 Mar-09 Mar-08 Feb-09 Feb-08 Nov-08 Dec-08 Sep-08 Aug-08 May-09 May-08 Graph 15 Service Punctuality

The relationship between extreme heat, cancellations and punctuality is clearly evident in the following chart. During the three day spell with temperatures over 40°C, daily punctuality was between 64% and 72%. The impacts were exacerbated because all three days were normal business days. The impacts on punctuality on Black Saturday (7 February 2009) were less, partly because of much lower patronage.

2009 Operating Outcomes

70 100%

90%

60 80%

70% 50

Temp °C %Delivery %On Time 60%

40 50%

40%

Max. Temperature °C Temperature Max. 30 30% 46.4 45.1 44.3 43.4

20% 20

10%

10 0% 1-Jan 2-Jan 3-Jan 4-Jan 5-Jan 6-Jan 7-Jan 8-Jan 9-Jan 1-Feb 2-Feb 3-Feb 4-Feb 5-Feb 6-Feb 7-Feb 8-Feb 9-Feb 10-Jan 11-Jan 12-Jan 13-Jan 14-Jan 15-Jan 16-Jan 17-Jan 18-Jan 19-Jan 20-Jan 21-Jan 22-Jan 23-Jan 24-Jan 25-Jan 26-Jan 27-Jan 28-Jan 29-Jan 30-Jan 31-Jan 10-Feb 11-Feb 12-Feb 13-Feb 14-Feb 15-Feb 16-Feb 17-Feb 18-Feb 19-Feb 20-Feb 21-Feb 22-Feb 23-Feb 24-Feb 25-Feb 26-Feb 27-Feb 28-Feb

Graph 16 2009 Operating Outcomes

The impact of speed restrictions has been felt in both the Caulfield and Northern groups. The impact has been particularly severe in the Caulfield

Connex Submission 15 July 2009 Page 33 of 48 OPERATIONAL OUTCOMES

Group (Pakenham, Cranbourne, Frankston and Sandringham), partly because of the longer lines and more affected locations.

Punctuality Impacts by Group

2008 Average April-May 2009 100

75 Burnley Clifton Hill Northern Caulfield

Graph 17 Punctuality Impacts by Group

9.3. Cancellation Causes The 2008/09 summer period saw a plethora of incidents contribute to cancellation of services. The following graph illustrates a dramatic spike in cancellations in January. The three primary areas of increase were in the categories of Other, Train Situation/Hitachi Limitations and Defective Trains.

Cancellation Responsibility by Month

2,500

Other

Train Situation/Hitachi Limitations 2,000 Defective Trains (FT)

Infrastructure failure

Vandalism (VAN)

1,500 DRV (Misread Roster, NIP, etc) Projects

Staff error (SE)

Passenger Issues

1,000 VLP

Shortage of DRV

500

0 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 Jan-09 Feb-09 Mar-09

Graph 18 Cancellations by Category

Connex Submission 15 July 2009 Page 34 of 48 OPERATIONAL OUTCOMES

The two following graphs demonstrate the spike incidents of the Other, Train Situation/Hitachi Limitations and Defective Trains categories in further detail. The following graph illustrates a general increase in issues over the 2008/09 summer period, specifically brakes, emergency services, external power, driver issues and the Sandringham incident.

Number of Cancellations - Large Category Incidents March 08 to March 09

120

100

Number of Cancellations 20

t t e s i r s s r s e r r t s p n n o e e e t c o e n in s ri u U o u c w h n t h e e T s io D s i g o t id o n is t y s v o i a M O P li a a I r P L n c n e ic l r e l te In y k n p e S a n n a a u is iv n i y to le r r cy r a d c b m D te n S n r D n x M a m e e S U o iv rg E C r e D m E Issue Type

Mar-08 Apr-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 Jan-09 Feb-09 Mar-09

Graph 19 Number of Cancellations for Large Category Incidents

The following graph specifically illustrates the impact of the air conditioning issues, train issues including the Hitachi unavailability and the Belgrave line fire in February 2009 on cancellation of trains.

Number of Cancellations - Significant Category Incidents March 08 to March 09

1400

1200

1000

800

600

400 Number of Cancellations

200

0 Mar-08 Apr-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 Jan-09 Feb-09 Mar-09 Month

airconditioner Train Storm/Fire

Graph 20 Number of Cancellations for Significant Category Incidents

Connex Submission 15 July 2009 Page 35 of 48 OPERATIONAL OUTCOMES

The following two graphs demonstrate that the base line of zero = average number of cancellations caused by incidents. All those above zero are above the preceding nine month average.

Actual Cancellations above Ave Monthly - Large Category Incidents

10 Number of Cancellations of Number 0

t r r r t s i s s r s e t s p e n o e t o e n n i u n e e c t i s r -10 o u h h e s o U ic w n o t o e T i D s g id n is t y v o i a O P i a s r L n M c l a I P e c l e l e n y n i r t I n k n p e S a a -20 a s n o e u i v n i y t l r i y r a d b D r c S c m e n n r D n t M a m e e x U o v g E S i r C r e D m E Issue Type

Dec Jan Feb Mar

Graph 21 Number of Cancellations above Average for Large Incidents Actual Cancellations above Monthly Ave - Significant Category Incidents 1400

1200

1000

800

600

400

Number of Cancellations of Number 200

-200 airconditioner Train Storm/Fire

Issue Type

Dec Jan Feb Mar

Graph 22 Number of Cancellations above Average for Significant Incidents

Infrastructure issues were primarily as a result of fires, specifically the Belgrave line fire on Black Saturday. Other smaller grass fires affected the Lilydale, Ringwood, Frankston and Epping lines.

Connex Submission 15 July 2009 Page 36 of 48 OPERATIONAL OUTCOMES

9.4. Oaks Day (6 November 2008) Connex commissioned an inquiry into the events of Oaks Day in November 2008, which was conducted by an independent investigator. In addition, PTSV produced a Compliance Inspection Report into Oaks Day. Connex accepts and endorses the conclusions in this PTSV report. Connex sees no conflicts between the two investigations and notes that the PTSV concluded that Connex had complied with relevant safety law and, so far as reasonably practicable, ensured the safety of rail operations. The events of Oaks Day were found to have been caused by a rare type of electrical shorting at an “open air gap” which caused a power outage in the area. This event was, in turn, triggered by a train being halted on the line after a number of electrical irregularities with signals and points on the line. The independent investigator concluded that the incident probably represented a “worst case scenario” for which no contingency plans would have been adequate. Staff worked hard to deal with the various problems and there is no suggestion that their endeavour was lacking during an extreme incident. Nevertheless, as an organisation committed to continuous improvement, we believe there are lessons to be learned and improvements to be made. Notwithstanding the extreme impacts on customer service, the greatest safety risks relate to the uncontrolled detraining of passengers between stations. As a general rule, this cannot be stopped as passengers can force the doors, even in a powered train. Connex has taken action to seek to reduce the risk and consequences of such an event in future. For example, the immediate issue in the section of line has been addressed by installing an insulation device to prevent such electrical shorting occurring again. Also, accurate surveying of air gaps across the metropolitan network and risk assessments of each location are being conducted so that controls to manage this risk can be implemented (this was also recommended by PTSV). Air gaps are common in the Melbourne system. However, this type of failure (contact wire failure at an open air gap) is rare, having occurred five times in the previous five years. The impacts of these failures can vary widely, dependent upon the time and location. Kensington has old style interlocked mechanical points which are vulnerable to failure from time to time. Mechanical points also still exist at some other locations (Racecourse, Showgrounds, Eltham & Frankston), but Kensington is viewed as the most critical of these locations. The Kensington signal box was installed in 1907 and its technology is antiquated. It is a difficult box to operate on busy days.

Connex Submission 15 July 2009 Page 37 of 48 ACTIONS TAKEN

10. ACTIONS TAKEN (RTBU NEGOTIATIONS)

10.1. RTBU Negotiations On 18 February, intra-Union disagreements over whether the FMP reforms had been implemented led to a Sandringham train blocking the line at Richmond station for nine hours during the day. This became the catalyst for Connex to seek assistance from the Australian Industrial Relations Commission (AIRC) to conduct a Dispute Resolution Process to deal with this wider industrial issue. Since that time, substantial progress has been made. In summary: • The management and reporting of train faults has stabilised; • Agreement has been reached with the Union on the longstanding issue of rolling stock compliance with an adopted theoretical “brake curve”, which has led to impounded trains being quickly released for service. By April, the total number of ‘Stopped Units’ reduced from 22 to 10, compared to the expected average of 11 units; • Connex management, staff and RTBU representatives have worked together to develop a plan to ensure the availability of sufficient trains to meet timetable requirements; • To assist with this goal, the FMP categories have been revised focused around weekday peak services in particular. These changes were implemented on Sunday 31 May 2009. The major changes are: o An agreed list of non-safety critical “finish run” faults that can be managed as “one peak” faults; o Trains with faults on the leading or trailing motor carriages, where practicable, may be re-marshalled to become a centre motor at any stabling siding, then enter and remain in service for an extended period; o Trains with “finish fun” faults can enter service from maintenance sidings where previously they could not as they were deemed to be within “Maintenance Facilities”. • In addition to the above, the Fault Management System is currently undergoing a whole of system review which is designed to deliver additional capability and capacity benefits; • The Connex Demonstration Train has been deployed on the network, enabling valuable research to be conducted on customer behaviour and opinions; • Negotiations on a new three-year Collective Agreement have proceeded satisfactorily and this agreement has now been formalised; • The new Collective Agreement incorporates a range of productivity initiatives, including: o The above FMP improvements; o The trialling and, ultimately, implementation of a regime of crowd management techniques to better manage congestion in the City Loop, targeting a reduction in dwell times;

Connex Submission 15 July 2009 Page 38 of 48 ACTIONS TAKEN

o Improved arrangements for ill passengers which will see peak hour trains with ill passengers that are within the Central City area bounded by South Yarra, Jolimont, Richmond, and North Melbourne Stations running direct and express to Flinders Street Station, where an ambulance or other first aid assistance can be made readily available; o Formalises agreement that a “holiday timetable” will no longer operate between Christmas and early January, in recognition of the major patronage growth which has occurred in recent years; o Formalises the introduction of the Intelligence Based Deployment for Customer Service Officers (Authorised Officers), originally implemented on a trial basis in February 2008. Intelligence Based Deployment has proven successful in reducing fare evasion and anti-social behaviour across the train network; o Provides ongoing support for the timely implementation of numerous Victorian Transport Plan projects, including new trains, Metrol Replacement, Digital Train Radio and Springvale Road Grade separation; With the industrial situation now stabilised, Connex will continue to leverage off a range of staff engagement and involvement programs such as “Exceed” and “Mission Possible” to maintain staff goodwill and the focus on service improvements over the remaining term of this franchise.

Connex Submission 15 July 2009 Page 39 of 48 ACTIONS TAKEN

10.2. FMP Operational Benefits

The new FMP arrangements will deliver substantial benefits during normal day to day operations. They will also enable rolling stock to be used in a more flexible manner during major disruptions. In particular, the impacts of extreme heat on service cancellations will be significantly reduced. As indicated, the amended arrangements are primarily focused to improve delivery of services to customers when a high proportion of the fleet needs to be utilised (particularly peak periods) and include: • Limited extension of operation of trains with non safety-critical faults detected in running or at stabling sidings; • Limited extension of operation of trains with non safety-critical faults detected on leading or trailing motors that can be re-marshalled to a centre motor where the fault does not cause significant operational issues; and • Trains with “finish run” faults can enter service from maintenance sidings. In addition, the parties have agreed to monitor and review the application of these arrangements in line with capability and capacity goals. As a guide to the potential impact of these FMP changes, the cancellations in December 2008 were analysed. In that month, there were 784 cancellations, of which 471 were caused by “Faulty Trains”. Those 471 cancellations would have been reduced by 376 to 95 with all of the new FMP arrangements in place. The situation in January and February is harder to analyse because of the nature of the extreme weather events and the factors such as the impounded trains. The beneficial impact of the new FMP arrangements, the quicker return to service of impounded trains and a more stable industrial climate could reduce cancellations by as much as 80% in such extreme circumstances.

Connex Submission 15 July 2009 Page 40 of 48 ACTIONS TAKEN

11. ACTIONS TAKEN (SIEMENS SPEED RESTRICTIONS)

The Siemens train over-runs up to 3 March 2009 have been investigated. The internal investigation has not identified any new issues or evidence. The Office of the Chief Investigator has issued an interim report. No new issues were identified. Connex has reached agreement with PTSV to reduce the number of locations where speed restrictions will apply to Siemens trains. With effect from 1 May 2009, the 30km/h Siemens speed restriction was revised to apply on the approach to all platforms where a level crossing / automated pedestrian crossing is located within 100 metres of a platform. Speed restrictions now reduced from approximately 300 to 66 locations. Preliminary results indicate that rail adhesion is reduced under certain environmental conditions, and that the Siemens trains are significantly more susceptible to this as a result of their design. In response, Connex is evaluating train modification solutions proven effective in rail operations abroad, including in Northern Europe where similar braking adhesion issues have arisen. Lloyds has been engaged by Connex to undertake a preliminary review of other factors associated with Siemens driving tasks. This study includes a review of relevant documentation, field visits and cab rides, various interviews with drivers, training staff and train services officers. The Siemens trains involved in overshoots up to early March have returned to service following testing. Another overshoot issue involving a Siemens train occurred on 18 June 2009. The train in question has been tested and the matter is being investigated.

Connex Submission 15 July 2009 Page 41 of 48 SHORT TERM MITIGATION OPTIONS

12. Short Term Mitigation Options

12.1. Infrastructure

12.1.1. Track

Overall monitoring of track condition prior to summer will be applied with special attention paid to the items set out in section 7 to maintain track stability. Special attention will be paid to ballast condition, creep, sleepers, anchors etc. Appropriate processes, procedures and documentation are also being reviewed to identify improvements, to ensure that these programs are rigorous. Also, by the 2009/10 summer, an additional 70,000 concrete sleepers will have been installed in track.

12.1.2. Signals

A program will be implemented to investigate and experiment with the most cost effective ways of reducing the temperature in the trackside equipment boxes. Also key junctions will be subject to joint inspections to try and improve the ability of the signaling system around junctions.

12.1.3. Overhead Lines

Specific “low wire” locations will be investigated to see if effective improvements can be made quickly.

12.1.4. Traction Power Substations

Along with Department of Transport, the power distribution companies will be approached to confirm the identity of feeders which currently feed railway substations and seek to agree a priority for load shedding that will protect rail operations for as long as possible in load shed situations. This would have knock-on benefits to signal supplies.

12.2. Rolling Stock

12.2.1. Air Conditioning a. Regas: Change the refrigerant in the Comeng fleet from R22 which is a hydro chlorofluorocarbon (HCFC) to an alternate refrigerant with improved thermal properties. This would be an environmentally responsible action by Connex. A refrigerant supplier is currently working on a technical proposal for this change. The proposal is to include the potential benefits, technical details, costs and timelines. b. Data Loggers: Another possible action is to fit data loggers to a selection of units to monitor the currents, voltages and ambient temperatures within the units.

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Dependant on the results of this survey a longer term action may arise to improve the operating range of the units.

12.2.2. Brakes

One possible action to reduce MA faults is to isolate the electric brake during days with extreme temperatures. The Comeng can continue to brake safely using the friction brake. This would require significant consultation with appropriate stakeholders and detailed consideration of the implications of such action. There is no benefit in taking this action for Siemens or X'Trapolis fleet as they are designed differently and do not experience the same problem.

12.2.3. Fault Management Protocol changes

Faults identified on trains are assigned a serviceability criterion. This defines the maximum amount of time the train may remain in service before the fault is rectified. A change in the serviceability criterion relating to air conditioning has been agreed and introduced in May 2009. The amount of time that a 3-car set may remain in service has been extended in some instances. While this will not improve air conditioning reliability, it will have a positive effect by reducing the impact that air conditioning failures have on the provision of services.

An example of one of the FMP changes is that on the Comeng train the saloon air conditioners feed into the driver's cab. The FMP criteria have been changed so that failure of an air conditioner that is not directly adjacent to the lead or trailing motor will not be a finish run (FR).

Previous Criteria New Criteria Ineffective cooling, Ineffective cooling, no.1 A/C, over 25 degrees, over 25 degrees lead/trailer motor = FR = FR Ineffective cooling, no.1 A/C, over 25 degrees, centre motor = CM (The train can continue operate if the fault is in one of the “centre motors”) Ineffective cooling, no.1 A/C, over 25 degrees, T car = 1P (one peak) Ineffective cooling, no.2 A/C, over 25 degrees, = 1P Inoperative, one Inoperative, no. 1 A/C, over 25 degrees, lead/trailing A/C fault in car over motor = FR 25 degrees Inoperative, no. 1 A/C, over 25 degrees, centre motor = FR = CM Inoperative, no. 1 A/C, over 25 degrees, T car = 1P Inoperative, no. 2 A/C, over 25 degrees = 1P

Table 3 Example change in FMP

Connex Submission 15 July 2009 Page 43 of 48 LONG TERM MITIGATION OPTIONS

13. Long Term Mitigation Options

13.1. Infrastructure

13.1.1. Sleeper Program including Anchoring – to resist longitudinal movement

The sleeper replacement program using the newly developed Low Profile Concrete Sleepers (LPCS) commenced in August 2008 on the Sandringham line.

a. Timber Sleepers

For timber sleepers fastened with standard dog spikes, the anchoring pattern is to apply anchors on 1 in 4 sleepers. Where resilient fastenings are used these act as anchors in their own right so the track becomes fully anchored. Areas where timber sleepers will not be replaced with concrete for some time are being fitted with resilient fastenings e.g. curves, on a programmed basis.

b. Concrete Sleepers

Concrete sleepers are fastened with pandrol eClips. These clips restrict lateral movement and are attached to every sleeper. This is the preferred fastening system and is far superior to the standard pattern adopted for timbers sleepers fastened with dog spikes.

13.1.2. Tie Renewal using Concrete Sleepers

Concrete re-sleepering as the tie renewal program has now become, adds to the track mass and increases the stability to the track. The replacement of 1 in 5 to concrete sleepers adds 7% to the track mass.

Currently on the metropolitan network where it has full face concrete sleepers e.g. tight curves, there is a resultant increase of 23% in track mass. The concrete tie-renewal program is expected to continue until the entire network is completed. The Sandringham line had concrete sleepers installed in October 2008 and there were no misalignments reported over the 2008/09 summer period.

13.1.3. Changes under MR3

Under the MR3 process, the level of investment required to maintain service delivery levels and asset condition has been reassessed by the State in line with a long term asset management strategy. The State has determined that an increase in the level of renewal activity is required, including for the following asset classes: • track (including replacement rates for rail, sleepers and ballast and to conduct rail grinding);

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• structures (including replacement rates for bridges, culverts and overheads); and • signalling (including updating equipment and undertaking some additional maintenance activities). The new Franchisee will be required to develop an Asset Management Plan (AMP) that adopts a ‘whole-of-life’ approach, designed to ensure that the safety, reliability and integrity of the infrastructure is managed over a period of at least 30 years. The AMP developed by the Franchisee will be supported by Annual Works Plans.

13.2. Rolling Stock

13.2.1. Air Conditioning

DoT, Connex and Sigma (an air conditioner manufacturer) have had discussions in relation to undertaking a significant overhaul program on the Comeng units. DoT has requested Sigma to submit a proposal to undertake a trial on a small number of air conditioning units. These discussions have been very recent and no decisions have been made as yet. The aim of this process would be to develop an optimised overhaul program which extends the operating range of the air conditioning units to beyond 34.5 C.

13.2.2. Fault Management Protocol changes

Criteria relating to the Comeng air conditioning faults reference a 25oC external temperature. Alternatively, an internal temperature could be utilised. This would mean a change in the FMP criteria and the implementation of a process to determine this internal temperature.

13.2.3. Compressor Fault Relay (CFR)

There is a potential to enable drivers to reset the CFR following a trip caused by pressure switch HLPS2.

13.3. Contingency Management The events of Oaks Day and late January demonstrate that improvements are possible with respect to how such extreme events are managed “in real time”. Such extreme events require modified “ready to roll” emergency plans for: • Curtailed timetables as major parts of system (operating staff / fleet / infrastructure) are lost for any reason (extreme weather, disaster, pandemic), • Modified “command and control” structures, • Mobilisation of staff resources, • Multi-modal options by location, and

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• Upgraded communications to customers/stakeholder/media based around the premise that clear information about modified services needs to be provided to the travelling public as early as possible. In the context of the current franchise arrangements, such plans would require endorsement from the Director of Public Transport. A joint working group with the DoT has been established to develop these modified arrangements by end August 2009. In particular, the terms of reference are: • Review findings of recent investigations and develop contingency timetables appropriate for operation in a degraded operating environment such as that experienced on 28-30 January 2009. • Review operator contingency arrangements for such conditions and recommend any changes necessary to ensure appropriate protocols are in place to ensure management is prepared in advance of events and resources are deployed or able to be deployed in a timely way such that the event is managed appropriately. • Review the communications necessary to ensure the public is informed as early as possible of service disruption.

13.4. Planning & Approval of Further Remedial Actions A joint working group has been established with the DoT and the maintainers to develop fleet and infrastructure options for funding consideration by end August 2009. The aims are: • To develop a roadmap for strengthening the resilience of Victoria’s rail infrastructure and rolling stock to extreme weather events. • In developing such a road map to concentrate in the first instance on development of a prioritised list of actions which can be implemented before the 2009/10 summer season. • For medium to long term works recommend an initial prioritised list for discussion with franchisees as part of annual works plans and/or already funded project works. • Commission an evaluation of other potential unfunded activities and recommend which activities should be pursued for funding. Initial planning sessions have been held and it is clear that there is a wide range of options which require further analysis and, in some cases, trials in order to develop a prioritised program. Some examples of the various options include items discussed above and listed below. These options will require further investigation, with the highest priorities then being considered for funding.

13.4.1. Fleet

• Upgrade Comeng Air Conditioners (range of options including re- gassing and full replacement); • Run Comeng trains on Electro-pneumatic (EP) Brake system to reduce “hot air” flow onto the MA control box and reduce MA loading;

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• Install mechanism/procedure to lock off specific carriages with faults, so that the balance of the train can be used by passengers; • Further modifications to FMP to enable trains with specific faults to continue to be used in extreme conditions; • Mobilisation of extra in-field resources.

13.4.2. Infrastructure

• Accelerate the program to install concrete sleepers across the balance of the network; • Seek greater security of supply from power companies; • “Insulate” signal interlockings from the impact of local power supply spikes (various options); • Improved heat protection for signalling field cabinets; • Roof train stabling areas for pre conditioning purposes; • Mobilise extra in-field resources and, for example, provide water tanks for each mobile gang.

13.5. Victorian Transport Plan Connex strongly endorses the announced State and Commonwealth Government programs to upgrade and expand metropolitan rail infrastructure. In our view, the level of congestion on the current metropolitan train system is unsatisfactory. This congestion causes significant levels of discomfort and delay to commuters. We submit that our collective aim should be not only to ensure that service capacity can keep pace with future demand, but that service quality (in terms of crowding and delays) should be restored to the levels of six years ago. At the same time, ongoing improvements in all other aspects of the service (service frequency, facilities, staffing, ticketing, security, cleanliness, comfort, accessibility, modal interchanges and network coverage) are important in the years to come to enable the metropolitan railway to provide the service that the community expects.

Restoring service quality to good levels will cater much better for existing demand, and also provide an excellent platform for patronage to continue growing at high rates for years to come. It is well understood in the community that such a goal is essential for Melbourne’s overall liveability.

Connex Submission 15 July 2009 Page 47 of 48

14. TABLE OF GRAPHS:

Graph 1 Growth Comparisons in Percentage Terms up to June 2008 ...... 11 Graph 2 Growth Comparisons in Volume Terms up to June 2008...... 12 Graph 3 Number of Weekly Train Services...... 15 Graph 4 Peak Load Breaches ...... 16 Graph 5 Total Network PWMs and Incidents ...... 17 Graph 6 Average PWMs per Incident...... 17 Graph 7 Metropolitan Train Punctuality Performance ...... 18 Graph 8 Total FMP Faults...... 20 Graph 9 Melbourne’ Days above 40 Degrees ...... 23 Graph 10 Melbourne’s Average Maximum Temperature in the Summer Period ...... 24 Graph 11 Mean Distance between Failures...... 28 Graph 12 Mean Distance between Failure: 2008 Ave vs. Summer 2009 ...... 28 Graph 13 Service Delivery...... 31 Graph 14 January and February 2009 Cancellations Vs Temperature ...... 32 Graph 15 Service Punctuality ...... 33 Graph 16 2009 Operating Outcomes...... 33 Graph 17 Punctuality Impacts by Group ...... 34 Graph 18 Cancellations by Category...... 34 Graph 19 Number of Cancellations for Large Category Incidents...... 35 Graph 20 Number of Cancellations for Significant Category Incidents...... 35 Graph 21 Number of Cancellations above Average for Large Incidents...... 36 Graph 22 Number of Cancellations above Average for Significant Incidents...... 36

15. TABLE OF TABLES:

Table 1 Air Conditioning Faults on Hot Days ...... 26 Table 2 Mean Distance between Failure per Fleet type ...... 28 Table 3 Example change in FMP...... 43

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