Sydney Trains Corporate Plan 2020-2021 (Draft)

Corporate Plan 2020/21 Contents

Sydney Trains key statistics 4

Foreword 6

Chief Executive’s Message 10

Legislative context 14

Strategic alignment 18

Our customers 26

Our places 32

Our assets 36

Our people 42

2 Sydney Trains Corporate Plan 2020/21 Sydney Trains Corporate Plan 2020/21 3 *404+ million including NSW TrainLink patronage Figure for 12 months to March 2020 361 MILLION * ANNUAL PATRONAGE

1.3 MIL. 46,000 3,200 56% 66% 38%

PASSENGER JOURNEYS TIMETABLED STOPS TIMETABLED SERVICES CUSTOMERS TRAVEL CUSTOMERS TRAVEL CUSTOMERS AGED

Per Weekday Per Weekday Per Weekday to and from work at least 4 days per week between 25-39 years

NUMBER OF PASSENGERS ONE EIGHT-CAR TRAIN CAN CARRY 1000+

11K 175 2,216 1,617km 935km 10K+ 1,550km 3.2B $39B Workforce Stations Fleet Track maintained Electrified Track CCTV Overhead wiring Total cost of Assets under (budgeted positions) (incl. 4 on Airport Line) Electric & diesel cars (incl.NSW TrainLink) (Sydney Metro area only) Cameras maintained Maintained (incl. 574 NSW TrainLink) (incl. NSW TrainLink) Operations Management

4 Sydney Trains Corporate Plan 2020/21 *404+ million including NSW TrainLink patronage Figure for 12 months to March 2020 361 MILLION * ANNUAL PATRONAGE

1.3 MIL. 46,000 3,200 56% 66% 38%

PASSENGER JOURNEYS TIMETABLED STOPS TIMETABLED SERVICES CUSTOMERS TRAVEL CUSTOMERS TRAVEL CUSTOMERS AGED

Per Weekday Per Weekday Per Weekday to and from work at least 4 days per week between 25-39 years

NUMBER OF PASSENGERS ONE EIGHT-CAR TRAIN CAN CARRY 1000+

Sydney Trains Corporate Plan 2020/21 5 Foreword

Sydney Trains Corporate Plan 2020/21 Sydney Trains Corporate Plan 2020/21 This Corporate Plan outlines how we intend to approach the challenges and opportunities for the 2020/21 financial year.

8 Sydney Trains Corporate Plan 2020/21 Since starting our transformation journey kept our focus on ensuring safety across in 2013, we have achieved a lot including: the network and prioritising customer service. We have also been working with › Sydney Trains and NSW TrainLink Transport for NSW (TfNSW) to adjust launched as two new agencies, services and stabilise our performance. putting the customer at the centre › Massive service uplift through the Sydney Trains has experienced seven new timetable and continuing work years of considerable customer growth on ensuring more rapid recovery which is expected to continue, reaching from incidents 500+ million passenger journeys within › A significant increase in our driver the next five years. Sydney Trains carries and guard numbers while achieving more passengers than four Australian urban rail operators combined. Our greater gender diversity compound growth has been more than › Transformation of our customer three times that of the next fastest service and frontline operations growing operator Queensland Rail, and resulting in a huge lift in our 1.5 times the patronage size of second customer satisfaction ratings highest operator Metro Trains Melbourne (based on figures available from annual We have had great success in recent reports of each of the Australian years in completing major projects railways). ranging from Metro integration, to opening the Rail Operations Centre (ROC) and operating a fully air- conditioned fleet. In doing so, we have

Annual Patronage of Australian Urban Railways: 2013/14 to 2018/19

400

350 5.6%

300 1.3% 250

200

150

Passenger journeys in millions journeys Passenger 100 -1.1% 1.5% 50

Queensland Rail WA PTA Metro Trains Melbourne Sydney Trains

Sydney Trains is supporting:

› the improvements and upgrades To deliver a rail system that meets required to move toward becoming Sydney’s future public transportation a digital railway needs, will continue to focus on › timetable changes that will provide improving network performance, asset additional capacity reliability and service recovery. In › integration of third-party operators addition will continue our commercial such as Sydney Metro, Light Rail focus to ensure long term financial and buses. sustainability.

Sydney Trains Corporate Plan 2020/21 9 Chief Executive’s message “Our commitment is to deliver to your expectations”

10 Sydney Trains Corporate Plan 2020/21 Our Corporate Plan 2020-2021 provides the strategic context for the initiatives we will take over the coming year, enabling us to continue offering world class public transport and freight services while ensuring we’re fit for the future.

Sydney Trains is at the hub of Australia’s largest public transport system, and we play a vital role in providing seamless point-to-point journeys for our customers, shaping successful places across Greater Sydney and supporting a strong economy and quality of life for our community. This plan sets how we will build on the successes of 2019-2020 to support this role.

These successes included welcoming the final teams to work at the new Rail Operations Centre, giving us additional capacity to improve network operations and incident response. We also collaborated closely with third party operators towards integration of the Metro at Central Station and Sydenham, and we took the first steps towards becoming a digital railway. Our customer satisfaction rating remained high at 90% and we continued to work towards achieving our peak punctuality target of remaining within 5 minutes of the timetable.

The 2019-2020 year also brought unprecedented challenges, requiring a new level of dedication and resilience from everyone at Sydney Trains. Teams worked to protect our customers, our people and our infrastructure over the Black Summer bushfire season of record intensity and duration. The work enabled our customers and freight to continue travelling safely across the network. The subsequent Coronavirus outbreak required innovation and agility across the organisation to support the community in the fight to slow the spread. We continued running our full timetable throughout, with only minor adjustments, providing vital support for our essential workers.

The plan for the next year is based on five strategic pillars – safety at the core, people at the heart, customer at the centre, operational excellence and sustainability (financial and environmental).These pillars have been put in place to shape our future planning in a way that will help realise TfNSW’s Future Transport 2056 strategy. In the near term, they will enable us to support the outcomes, ambitions and strategic priorities of the TfNSW 10 Year Blueprint.

All of this takes place against the background of significant budgetary constraints and ongoing increased patronage, with forecasts that we will be providing more than 500 million annual passenger journeys within five years.

I am confident that the steps outlined here will enable us to address these challenges and keep Sydney moving for the benefit of Greater Sydney and NSW this year, and for many years to come.

I look forward to working with everyone at Sydney Trains as well as our partners and stakeholders to achieve this.

Stewart Mills Acting Chief Executive Sydney Trains

Sydney Trains Corporate Plan 2020/21 11 Sydney Trains Executive Team

Stewart Mills A/Chief Executive

Rita Capuzza Karen Tsiros Business Manager Executive Support Officer

Suzanne Holden Hayden Donoghue Nev Nichols David Callahan Chadi Chalhoub Peter Crimp Meg Graham Deputy Chief Executive and Executive Director Executive Director Executive Director A/Executive Director A/Executive Director Executive Director Chief Customer Officer Train Crewing and Support Engineering and Strategy, Portfolio and Safety, Environment, Finance and Business People and Corporate Maintenance Investment Quality and Risk, Group Rail Services, Group Rail Affairs, Group Rail

Jeanette (Jenny) Schepis Irene Petrakis Nicole Saville Julie Barraclough Dora Panagiotopoulos Lan Nguyen Katrina Manswato Executive Officer Executive Officer A/Executive Officer Executive Officer Executive Officer Executive Officer A/Executive Officer

The Executive team manages the directorates across Sydney Trains.

Transport for NSW operating model

Secretary of Transport Office of the Secretary

Customer Strategy Greater Sydney Regional and Outer P2P Connection and Technology Metropolitan

Port Authority Sydney Trains NSW Trainlink

Sydney Metro OTSI

State Transit Authority RailCorp

Infrastructure and Place

An integrated model Safety, Environment and Regulation focussed onurban and regional customers and the communities where people Corporate Services live and work

People and Culture

The Sydney Trains Chief Executive is on the Greater Sydney Executive which is part of the TfNSW operating model shown above.

12 Sydney Trains Corporate Plan 2020/21 Sydney Trains is the suburban passenger rail network Servicing Greater Sydney, New South Wales, Australia. The network is a hybrid urban-suburban rail system with a central underground core that covers 935 km of electrified track and serves 175 stations over eight lines.

Sydney rail network Metro Trains

North Shore Berowra

Mount Kuring-gai

To Central Coast & Mount Colah Newcastle Line Richmond Richmond Asquith Richmond Northern T9 Hornsby East Richmond Normanhurst Waitara Clarendon Wahroonga Thornleigh Warrawee Windsor Pennant Hills Turramurra Mulgrave Pymble Beecroft Vineyard Gordon Cheltenham Killara Riverstone Rouse Hill Kellyville Bella VistaNorwest Hills ShowgroundCastle Hill Cherrybrook Tallawong Gordon T9 Lindfield Schofields Epping Roseville Tallawong Chatswood Quakers Hill Eastwood Artarmon Marayong St Leonards MacquarieUniversity Denistone North Ryde Wollstonecraft Macquarie Park Crows Nest Waverton West Ryde To Blue Western North Sydney Mountains Line Chatswood Victoria Cross Meadowbank Circular Milsons Point Quay City Penrith St Marys Rooty HillDoonside Rhodes Barangaroo KingswoodWerrington Olympic Park Mount Druitt ToongabbiePendle Hill BlacktownSeven Hills Wynyard Martin Westmead Kings CrossEdgecliff Emu Plains Wentworthville Olympic Place Park Concord West Bondi Junction Pitt St Town Hall St James Inner West North Strathfield Harris Park Parramatta Central Museum Eastern Suburbs GranvilleClyde Redfern Merrylands Auburn Sydney Metro City and Southwest under construction Guildford Erskineville Waterloo St Peters Green Square Yennora Lidcombe Croydon Sydenham Flemington Burwood Ashfield LewishamPetershamStanmoreNewtown LidcombeBerala HomebushStrathfield Summer Hill Mascot Fairfield Macdonaldtown Regents Park Hurlstone Park Tempe Domestic Airport Station Access Fee applies Airport Canterbury International Airport T8 Canley Vale Campsie Wolli Creek Station Access Fee applies Marrickville Belmore Dulwich Hill Arncliffe Cabramatta Sefton CarramarVillawood Birrong Chester Hill Banksia Leightonfield Yagoona Turrella Warwick Farm Lakemba Bardwell Park Rockdale Bankstown Wiley Park Punchbowl Bexley North Liverpool Kogarah Kingsgrove Liverpool Carlton Casula Beverly Hills Allawah Narwee Hurstville Glenfield LeppingtonEdmondson Park Leppington Panania Padstow Penshurst East Hills Revesby Holsworthy Riverwood Leppington Mortdale Macquarie Fields Oatley

Ingleburn Como

Jannali Minto

Sutherland oolooware KirraweeGymea MirandaCaringbahW Cronulla Leumeah Cronulla Loftus Campbelltown Engadine

Macarthur Heathcote

South T8 Illawarra Waterfall To Southern Highlands Line To South Coast Line

NORTH Stop InterchangeInterchangeEnd of line Metro North West Line North Shore Inner West Bankstown Line Eastern Suburbs Chatswood & Western Line & Leppington Line Liverpool & Illawarra Line Tallawong North Shore Inner West Lidcombe Eastern Suburbs Line under construction Western Leppington City Illawarra Richmond City Cronulla Check timetables and trip planners for train services and connections Cumberland Line Olympic Park Line Airport & South Line Northern Line Leppington Olympic Park Airport Northern Richmond Lidcombe T8 South T9 Gordon Visit transportnsw.info City

Sydney Trains Corporate Plan 2020/21 13 Legislative context

Sydney Trains Corporate Plan 2020/21 Legislative context

Sydney Trains Corporate Plan 2020/21 “Deliver safe, reliable, effective and efficient rail, passenger and network access services in a financially responsible manner.”

16 Sydney Trains Corporate Plan 2020/21 Our Statutory Obligations

Statutory Premier’s priorities

Sydney Trains is a NSW Government In addition to the Transport outcomes, all agency constituted under the Transport NSW public sector agencies contribute Administration Act (TAA) 1988. Sydney to the Premier’s Priority of a world class Trains operates under a Rail Services public service. Contract with TfNSW in line with the Statement of Expectations issued by The Premier has set social priorities for TfNSW. the Government to measure and deliver in areas that need improvement. Sydney As a public transport operating agency, Trains continues to support best-practice we share the common objectives productivity, digital capability and drive stipulated in the TAA, reinforcing that the diversity within the organisation in line customer is at the centre of everything with the priorities set by the Premier. we do.

Sydney Trains provides rail services in its capacity as operator and maintainer under the Rail Services Contract with TfNSW. In doing so, it must meet the requirements of the Act. The principal objective of Sydney Trains under the Act is to:

Deliver safe, reliable, effective and efficient rail, passenger and network access services in a financially responsible manner.

Sydney Trains Corporate Plan 2020/21 17 Strategic alignment

Sydney Trains Corporate Plan 2020/21 Strategic alignment

Sydney Trains Corporate Plan 2020/21 Sydney Trains is committed to the delivery of the NSW Government’s priorities for transport. These have been outlined in the Premier’s Priorities and have been further detailed by TfNSW in partnership with all peer transport operators.

20 Sydney Trains Corporate Plan 2020/21 Strategic alignment

TfNSW is the lead agency for transport for all modes of transport. Transport for within New South Wales and has primary NSW’s purpose is to make New South responsibility for coordinating transport Wales a better place to live, work and policy, funding allocations and planning visit.

Better customer and community outcomes

40 year vision and strategy Future Transport 2056

10 year focus 10 Year Blueprint

Business plans Aligned plans (for divisions, agencies and teams, Outcome Business Plan)

Evolving Transport A customer centred program of change

Transformation program Operate and Be smarter with Focus on our work differently taxpayers’ money people together

Everyday delivery Core business

How we use things around here Our values and 5 ways of leading

TfNSW’s Future Transport Strategy 2056 sets the overarching vision and TfNSW’s 10 Year Blueprint sets out our desired outcomes, ambitions and strategic priorities for the next 10 years. The strategy adopted by TfNSW is shown below:

Our strategy

Our mandate is to support the economic development of the State, working to deliver the NSW Government’s vision of integrated, connected and liveable cities.

We commit to creating value for the people we serve. We are playing our role in connecting our customers’ whole lives, making successful places for communities, supporting a strong economy and quality of life for the people of NSW and ensuring our people thrive doing meaningful work.

Sydney Trains Corporate Plan 2020/21 21 This Corporate Plan covers the first planning horizon (next five years of our business to 2025) and shows how our five Key Result Areas contribute to the Primary Outcomes of the 10 Year Blueprint.

Sydney Trains Sydney Trains Priority outcomes Core values way Key Result Areas of working For Customer at Public Transport customers Connecting our the center active as: Preferred choice customers’ whole in Sydney & a lives real option in For the regions Operational communities excellence 30 minute city Pride Successful places Regional PT day return

Safety Accountability Sustainability (Financial & environmental) For the people of NSW Our values Transport fed growth Strong economy

Reducing cost and quality of life of tranport for Excellence Collaboration Safety at the core For the people taxpayers

of Transport Transport is the best place to work in Australia Thriving people People at the heart doing meaningful work

Who we are and how we lead and Areas that need special focus What we want to achieve by 2029 The end result of our eorts work everyday to deliver our outcomes and ambitions

22 Sydney Trains Corporate Plan 2020/21 Sydney Trains Sydney Trains Priority outcomes Core values way Key Result Areas of working For Customer at Public Transport customers Connecting our the center active as: Preferred choice customers’ whole in Sydney & a lives real option in For the regions Operational communities excellence 30 minute city Pride Successful places Regional PT day return

Safety Accountability Sustainability (Financial & environmental) For the people of NSW Our values Transport fed growth Strong economy

Reducing cost and quality of life of tranport for Excellence Collaboration Safety at the core For the people taxpayers

of Transport Transport is the best place to work in Australia Thriving people People at the heart doing meaningful work

Who we are and how we lead and Areas that need special focus What we want to achieve by 2029 The end result of our eorts work everyday to deliver our outcomes and ambitions

Sydney Trains Corporate Plan 2020/21 23 As part of Evolving Transport, Transport provide seamless transport options for for NSW’s transformation program, our customers. This new model will put Sydney Trains now sits alongside even greater emphasis on having the roads, maritime, Metro and other third customer at the centre of everything party public transport operators in an we do, engaging with our people - who integrated model providing service are at the heart of Sydney Trains - and across Greater Sydney. It’s a model delivering services for the greater good that will further enhance our ability to of the Sydney region.

Our operating model

Our Transformation Program will A centralised governance structure align our operating model to Evolving and centralised services will provide Transport, and places the customer at cohesive transformation across the the centre of our operations. This will business aligned to a single strategy with drive financial sustainability, enhance and improved transparency, accountability realign key areas, foster partnerships and and visibility. This integrated approach collaboration with TfNSW, and ensure we will revolutionise the way Sydney Trains are responsive and adaptable to meet operates. future needs. We are also resetting our culture of safety excellence through an Enterprise Safety Culture Program of Safety together – it starts with me.

Working ON Working IN Working ENABLING the Business the Business WITH the the Business Defining strategy Integrated service Business Functions and and performance delivery Transformative activities that measures, with Keeping our programs and support a a clear focus on customers moving projects, leveraging high-performance governance and business Delivering safer, technology and accountability. efficient, faster driving innovation. service providing a better experience for our customers.

24 Sydney Trains Corporate Plan 2020/21 Sydney Trains Corporate Plan 2020/21 25 Our customers

Sydney Trains Corporate Plan 2020/21 Our customers

Sydney Trains Corporate Plan 2020/21 Focused on getting customers where they need to go and providing a safe, positive experience through collaboration with other areas of Greater Sydney and TfNSW to improve our customers’ end to end journey experience.

28 Sydney Trains Corporate Plan 2020/21 Connecting our customers

Public transport is the focus of the experiences and outcomes for our 30 minute city as it is the only way customers. We will actively engage our large numbers of people can access customers early and often to understand major centres efficiently and reliably, their needs and expectations. particularly as the number of trips on Our customers are people who use the the network increases. To achieve the Sydney Trains network and services. We delivery of a 30 minute city, public aim to deliver the improvements in our transport will need to take a greater services that customers expect, while role in moving people around Sydney. meeting the growing levels of patronage TfNSW’s goal is to achieve this through year-on-year. investment in mass transit, improving service frequencies, prioritising public Our program of works during the transport around centres and improving year will focus on achieving our peak walking and road base connections to punctuality target of 92% (within five public transport and centres. minutes of timetable), making our trains more reliable, reducing journey Sydney Trains puts the customer at times, and keeping abreast of changing the centre of everything we do. We customer needs. are driven to deliver the best possible

Train centric Customer centric ‘moving trains’ ‘moving customers’

Customer Train

Sta Sta

Train

Customer

Sydney Trains Corporate Plan 2020/21 29 We will utilise our information and with NSW TrainLink to deliver ongoing incident management systems at our reliability for intercity and regional Rail Operations Centre and adopt best customers, and build on our expertise to practice for ways of working to minimise deliver operational excellence across the the impact of incidents on customers. Sydney Trains network. Our customers will experience improvements in punctuality as we The safety and wellbeing of customers respond promptly to service disruptions and the general public remains at the and recover to operating to timetable. heart of everything we do at Sydney Trains. We will continue to support this Sydney Trains will also provide easy- commitment through the delivery of to-understand journeys for customers significant work programs, enhancing by enhancing the flow of real-time and maintaining safety systems and information to customers about services promoting a positive safety culture during the day of operations including and practices through public safety transport connectivity with other modes campaigns. across Sydney.

We will continue to work with TfNSW to deliver more services for our customers and to align bus, train, ferry and light rail services to improve connectivity, work

In 2020/21, our program of works that contribute to the outcome ‘For customers - Connecting our Customers’ whole lives’ will include:

Transport Primary Outcome: Customer

Key Deliverable Sydney Trains Measure

Enhanced customer information Customer Satisfaction 90%

Rail Operations Centre – Ways of Customers on time 92% Working - Front Line Incident Re- sponse

Dwell management

Customer safety strategy

30 Sydney Trains Corporate Plan 2020/21 Sydney Trains Corporate Plan 2020/21 31 Successful places

Sydney Trains Corporate Plan 2020/21 Successful places

Sydney Trains Corporate Plan 2020/21 Focused on improving our impact on communities and supporting social inclusion and vibrancy.

34 Sydney Trains Corporate Plan 2020/21 Successful places

A Metropolis of Three Cities is a vision help make their community a great place for three, integrated and connected to be. At the heart of communities are cities that will rebalance Greater Sydney places – where people come together to – placing housing, jobs, infrastructure interact and transact, and travel to other and services within easier reach of more communities. This outcome reflects our residents, no matter where they live. impact on communities across NSW, Members of communities want to feel supporting them to achieve their desired confident that we are contributing to social, cultural and economic outcomes.

Norwest

A metropolis of three Blacktown cities Greater Penrith Central River City Chatswood

Sydney Olympic Eastern Harbour City Park 30 minute cities Western Parkland City Green Square Sydney Airport Kogarah Deliveing connectivity Liverpool Port Botany with networks

Campbelltown- Macarthur

Source: Greater Sydney Commission

Central Station is a key transport hub in Sydney Trains is working to deliver extra the NSW transport network. Over the next services and better infrastructure to build decade, it will have an even greater role Australia’s most advanced rail network and with CBD and South East Light Rail and accommodate future demand across the Sydney Metro connecting with existing Sydney Trains network. This includes parts suburban and intercity trains, buses of the NSW Government’s More Trains More and the Inner West Light Rail. The NSW Services staged-programs, new timetables, Government is developing a vision and plan infrastructure upgrades and enabling for the Central Station precinct, focusing projects needed to successfully run more on improving the interchange experience train services, the full integration of the for our customers and better integrating Sydney Metro projects into our network. Central with surrounding recreational, business, residential and educational areas. Transport connects people and communities, and provides access to Sydney Trains is working to deliver jobs, social activities, family, and essential additional services and better infrastructure services. That is why we are committed to to build Australia’s most advanced rail making our passenger services accessible network and accommodate future demand for everyone including customers with across the Sydney Trains network. This a disability, those that use a wheelchair includes parts of the NSW Government’s or mobility device, customers who are More Trains More Services staged- elderly, who are travelling with a pram or programs, new timetables, infrastructure luggage, and those with socioeconomic upgrades and enabling projects needed to disadvantage. successfully run more train services and the full integration of the Sydney Metro projects into our network.

Sydney Trains Corporate Plan 2020/21 35 Putting the customer at the centre of everything we do underpins our approach to accessibility. Sydney Trains will continue to support TfNSW to engage with customers with a disability, elderly customers and those that travel with a pram or luggage to understand their needs and ensure we plan our services and infrastructure to be accessible to them.

In 2020/21 our program of works that contribute to having Successful Places will include:

Sustainably Connecting our Communities

Our Environmental Sustainability Strategy Key strategic themes are: Business is to achieve our vision of being an Integration, Partnerships and Innovation, environmentally sustainable railway with an Biodiversity, Resource Efficiency, Heritage, environmentally responsible culture. Community, and Data and Reporting.

BUSINESS BIODIVERSITY RESOURCE INTEGRATION, • Develop long term plans for EFFICIENCY PARTNERSHIPS vegetation management • Renewable energy to AND INNOVATION and embed biodiversity be supplied under bulk management into • Embed environmental and electricity supply contract maintenance activities sustainability management • Increase the use of • Provide easily accessible in all business planning renewable energy information on biodiversity and operational and technologies across the assets and management maintenance activities network • Manage weeds in • Develop internal • Explore opportunities for accordance with partnerships through improving energy efficiency biosecurity duties communications and across the business • Threatened Species are awareness • Explore opportunities for managed to enhance • Develop external improving water efficiency habitat and range on rail environment interfaces and reuse land • Utilise innovative • Explore opportunities for technology waste reduction and reuse initiatives across the business • Integrate environment and sustainability into the procurement process

36 Sydney Trains Corporate Plan 2020/21 In 2020/21 our program of works that contribute to the outcome ‘For communities – Successful Places’ will include:

Alignment of Trains with TfNSW’s Primary Outcome: For communities - Successful Places

Key Deliverable Sydney Trains Measure

Sydney Trains Environmental Strategy Energy Usage (target aligned to fNSW Energy Futures Strategy) Noise action

HERITAGE COMMUNITY DATA AND REPORTING • Improved understanding • Improving liveability and • Identify and prioritise data heritage approval processes customer experience with and reporting needs • Co-ordinated heritage Sydney Trains places • Develop agreed approach engagement program to • Understand customer to data management improve the customer- expectation in environment supporting business experience and sustainability processes and reporting • Enhanced heritage data, • Develop programs to • Develop reporting GIS and asset management meet customer needs and framework from line to systems promote Sydney Trains Executive • Improved outcomes for Environment Initiatives non-operational heritage • Providing access to Sydney assets Trains environmental, • Conservation Management planning and performance Plans available for key sites information

Sydney Trains Corporate Plan 2020/21 37 People of NSW

Sydney Trains Corporate Plan 2020/21 People of NSW

Sydney Trains Corporate Plan 2020/21 Focused on driving economic growth and ensuring financial sustainability for the people of NSW

40 Sydney Trains Corporate Plan 2020/21 Strong economy and quality of life

Our business is changing as Sydney’s Our financial stewardship population grows – it’s predicted NSW will have more than 12 million residents by With $39 billion of assets under 2056. Such large population growth will management and circa $3.2 billion in drive a massive increase in customers on annual operating costs, we continue to our network, which is already in excess of invest wisely on behalf of the people of 1.4 million customers daily. If patronage New South Wales, with whom we have growth experienced to 2019 is sustained a collaborative relationship, providing then Sydney Trains could be moving more the best passenger and freight transport than 500 million customers on the NSW solutions that serve a wide range of social rail network within the next few years. and economic outcomes.

Sydney Trains operates train services, We will adhere to the following six manages stations and crewing, undertakes principles for financial sustainability the maintenance of metropolitan rail and have a strong focus on financial infrastructure, Sydney Trains and NSW responsibility so that our corporate Trains rolling stock and stations and overheads are lean, our workforce is agile, delivers new assets. Our rail network is the and our investments in assets financially backbone of the city’s public transport effective: system, which connects the city’s skilled workforce with high value employment land located throughout the Global Economic Corridor.

Six principles for financial sustainability

Make Prioritise Be more Focus Smart Measure the most of what we commercial effort in the financial benefits our funds spend and right areas decisions invest in

Reduce costs and Prioritise spend Be more Be more efficient Make sensible Ensure benefits leverage assets and make commercial by and free up financial realisation to generate investment better managing resources decisions approaches are in revenue and choices that our costs and to focus on that focus on place to capture funds to invest in will realise performance customer and value, justify the impact driving customer efficiencies, and by making community expenditure of initiatives and community whole of life real costs, outcomes by and decisions undertaken outcomes benefits from our subsidies and leveraging data, and build trust assets and for revenue more technology and with taxpayers, our customers visible across the our capabilities industry and organisation government

Sydney Trains Corporate Plan 2020/21 41 In 2020/21, our program of works that contributes to the outcome ‘For the people of NSW – Strong economy and quality of life’ includes:

Trains alignment with TfNSW’s Primary Outcome: People of NSW - Strong economy and quality of life

Key Deliverable Sydney Trains Measure

Network Growth Program Customer Growth in line with TfNSW projections Financial Sustainability Reduction in real Net Operating Cost Fleet Strategy per Passenger Journey

IT Resilience

Integrated Engineering Services

Continuous Improvement Program

Asset Incident Prevention Program

42 Sydney Trains Corporate Plan 2020/21 Sydney Trains Corporate Plan 2020/21 43 People of Transport

Sydney Trains Corporate Plan 2020/21 People of Transport

Sydney Trains Corporate Plan 2020/21 45 Focused on supporting our people to feel empowered to deliver outcomes

46 Sydney Trains Corporate Plan 2020/21 Thriving people doing meaningful work

Aligned to the TfNSW strategy of People the intent to treat the ecosystem not the at the Heart, Customer at the Centre and individual, to build a culture of safety the Greater Good, our focus is driven by excellence and improve environmental the key issues in our business and with sustainability.

People at the heart Customer at the Centre Greater good People at the heart Customer at the centre Greater good

Preparation Quality & Planning

Safety Culture

System design Environment & technology Risk Customer Health & Wellbeing Experience

Productivity improvement and simplified business improvement and strengthened work practices will contribute to greater commercial practices. We will ensure efficiency and support in a period compliance obligations and risks are of significant growth. We will also appropriately managed. focus on identifying opportunities for

We will seek a greater balance in Our Areas of Focus prioritising the services it provides Five priority areas of focus set the (aligned to business needs) and direction for the 12 months how it engages with the business, so People Plan create experiences for it’s customers and the people it supports

Adopt a service and operational Simplify Deliver the mindset process next wave

Grow our People Enhance the Enhance the Team people people experience Capability experience

Work side-by-side with you Building our foundation Sydney Trains Corporate Plan 2020/21 47 To enable striving towards our vision Excellence. These behaviours sit at the we now work under a set of behaviours centre of everything we do at Sydney called SPACE. The SPACE framework Trains and is in partnership with our refers to our key behaviours: Safety, Code of Conduct to guide the work and Pride, Accountability, Collaboration and responsibilities of our workforce.

SPACE stands for:

Safety - Promoting the core belief that Collaboration - Promoting open safety is our greatest priority and that all communication, working effectively injuries are preventable across lines, accommodating different perspectives and sharing ideas Pride - Taking pride in your role, your presentation and recognising your value Excellence - Striving for excellence; within the organisation continuously acting to exceed your own, the business and our customer Accountability - Owning your actions expectations, and acting with a focus on and being bold and pragmatic in the optimum end result decision-making, while expecting the same of your team

Safety Pride Accountability Collaboration Excellence

In 2020/21, our program of works that contribute to the outcome ‘For the people of Transport – Striving people doing meaningful work’ will include:

Alignment with TfNSW’s Primary Outcome: People of Transport - Thriving people doing meaningful work

Key Deliverable Sydney Trains Measure

Safety Culture Employee Engagement (People Matter Engagement Survey) Operating model Diversity (targets aligned to Premier’s Enterprise Workforce Management Priorities by 2025):

Talent Management › Women in senior leadership roles › People with a disability Leadership Capability representation in the workforce › Aboriginal and Torres Strait Islander representation in the total workforce

48 Sydney Trains Corporate Plan 2020/21 Sydney Trains Corporate Plan 2020/21 49 Sydney Trains is a NSW Government Agency www.sydneytrains.nsw.gov.au 477 Pitt Street, Sydney NSW 2000 | PO Box K349 Haymarket NSW 1238

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