Corporate Plan 2019–2021 2020 Update Table of Contents Tallawong 1

Corporate Plan 2019–2021 2020 Update Table of contents Tallawong 1. Foreword 4 Rouse Hill

2. Our business 6 Schofields Kellyville Hills 2.1. Our plan at a glance 6 Showground Cherrybrook 2.2. Our role and mandate 10 M7 Bella Vista Castle Hill 2.2.1. Our legislative setting 10 Norwest

2.2.2. Our place in the Transport Cluster 11 Opened 2019 Macquarie 2.3. Our contribution to whole-of- St Marys M2 Epping University Government priorities and objectives 13

2.3.1. Future Transport 2056 strategy 13 Orchard Hills Macquarie Park Chatswood 2.3.2. TfNSW 10 year Blueprint – North Ryde M4 Westmead Connecting to the future 14 Construction starts 2020 2.3.3. A Metropolis of Three Cities 15 Parramatta Crows Nest 2.3.4. The State Infrastructure Victoria Cross Strategy 2018-2038 15 Luddenham Sydney Olympic Park Construction 2.4. The Sydney Metro service offering 16 starts 2020 North Strathfield Barangaroo Five Dock Pyrmont Sydney CBD 2.4.1. Our customers 16 Martin Place The Bays Burwood Pitt Street 2.4.2. Our services 19 North Central 2.4.3. Our places 19 Waterloo 2.4.4. Our benefits 20 Western Sydney International Hurlstone Dulwich (Nancy-Bird Walton) Airport Campsie Park Hill 2.5. Our strategic objectives 22 Bankstown Lakemba Canterbury Sydenham Opening Marrickville Western Sydney Belmore 2024 3. Our activities 24 Aerotropolis Punchbowl Wiley Park 3.1. Successful engagement 25 Liverpool M5 3.2. Delivery commitments 26

3.3. Operational excellence 28

3.4. Financial responsibility 32

3.5. Workforce capability 33 Key Metro North West Line 4. Our people and partners 34 Sydney Metro City & Southwest Sydney Metro West 4.1 Our board 34 (final alignment to be confirmed) Sydney Metro West optional station 4.2 Chief Executive and senior leadership 35 Sydney Metro – Western Sydney Airport Servicing Greater Western Sydney and 4.3 Our stakeholders 36 Western Sydney International Airport (final alignment to be confirmed) 5. Reporting and disclosure 38 Sydney Trains suburban network Future Metro

Cover image: Kellyville Station glass windows, Macarthur November 2018.

This Corporate Plan has been prepared pursuant to the requirements of the Transport Administration Act 1988 (Section 38L). Sydney Metro network, in operations, delivery and under early planning. Table of contents Tallawong 1. Foreword 4 Rouse Hill

2. Our business 6 Schofields Kellyville Hills 2.1. Our plan at a glance 6 Showground Cherrybrook 2.2. Our role and mandate 10 M7 Bella Vista Castle Hill 2.2.1. Our legislative setting 10 Norwest

2.2.2. Our place in the Transport Cluster 11 Opened 2019 Macquarie 2.3. Our contribution to whole-of- St Marys M2 Epping University Government priorities and objectives 13

3.3. Operational excellence 28

3.4. Financial responsibility 32

Cover image: Kellyville Station glass windows, Macarthur November 2018.

This Corporate Plan has been prepared pursuant to the requirements of the Transport Administration Act 1988 (Section 38L). 1. Foreword

Sydney Metro is a world-class transport solution for a global city, contributing to vibrant and attractive places across the Greater Sydney region, and generating social and economic benefits for generations to come.

On behalf of the Sydney Metro Board, I am pleased • Delivering customer-centric services for the to present the 2020-21 Corporate Plan for Sydney people of NSW, helping relieve congestion and Metro. This is an important document which improving journey times and experiences for helps convey how our key activities and areas of our customers; focus for the coming years deliver benefits for our • Delivering a technology-led step-change customers, communities and the people of NSW. in customer experience;

Sydney Metro is working through a period of • Being a commercially astute partner to industry remarkable growth and achievement – our during a record infrastructure boom; first year of operations of the ground-breaking turn-up-and-go North West Line; delivering • Being effective and successful placemakers, the game-changing Sydney Metro City and reflecting the character and needs of dozens Southwest; procuring Sydney Metro West and of individual communities along the alignments Sydney Metro – Western Sydney Airport; and in our precincts and places; and evolution of Sydney Metro as a Government • Growing a public sector workforce with agency within the Transport Cluster. However, experienced, inclusive leaders. it is prudent to acknowledge the impact of Sydney Metro is delivering immense public value the Coronavirus (COVID-19) pandemic in early for NSW. This Corporate Plan articulates the 2020, that will undoubtedly influence the Board’s overarching strategic direction and 4 way we run our business in 2020-21 and quite intentions for Sydney Metro as we keep it possibly beyond. focussed on the fundamentals of effective As Sydney Metro plays its critical role in supporting engagement with our partners and the the NSW Government’s Future Transport 2056 community, safe and reliable services, great Foreword and A Metropolis of Three Cities, the Board will placemaking, project delivery, and on socially, continue working with the Chief Executive and environmentally and financially responsible extended leadership team in dealing with the business operations. We are confident that complexities and opportunities confronting Sydney Metro is more than up to the task of us, including: achieving its vision – Transforming Sydney with a world-class metro. • Effectively engaging with our partners in the Transport Cluster and across government and with our community stakeholders to deliver sustainable city-shaping outcomes.

John Arthur Chairman – Sydney Metro Board It is my immense privilege to be leading We will only succeed when we meaningfully Sydney Metro — to deliver for our customers a engage with our government partners, customers, generationally-defining, fully-automated turn up- stakeholders, businesses, and the wider community and-go services; that catalyses the development of in which we operate. We must also recognise that active and vibrant precincts and places. Delivering we have a social responsibility to the communities multiple concurrent mega-projects and overseeing we service — in terms of designing, building, the new operations of the North West Line is a and operating our network. This Corporate huge task —but we embrace the challenge and Plan supports those ends — in describing the have taken great strides in the past year. “what” and “how” of our business so that we can confidently move forward with clarity, and with In 2019-20, Sydney Metro achieved an exceptional the customer clearly at the centre. Our strategic milestone with the start of passenger services focus is clearly aligned to our remit and our on Australia’s first metro between Rouse Hill responsibilities to the customer and community: and Chatswood. Up to February 2020 we saw a continual increase in uptake, in line with the • Striving for increasingly productive and forecast demand modelling. cooperative engagement with our communities and relationships with partners, enabled by The world we know and our way of life efficient and flexible ways of working. significantly shifted in Q2 2020, in response to the • Meeting our commitments to the NSW Coronavirus (COVID19) pandemic. The work that Government — while maintaining the safety and Sydney Metro does, has become more important wellbeing of our workforce and our communities. than ever. Keeping the North West Line safely running for our customers will continue to be a • Being financially responsible and commercially priority for us. Additionally, our rail infrastructure astute in the way we plan, build and run our network and our business, underpinned by delivery will play a significant part in the recovery 5 effort after the pandemic. robust good governance. • Driving intelligent, forward-thinking operational In-light of all of this, in the financial year 2020-21, partnerships – leveraging technology to manage Sydney Metro’s focus will be on enabling our City & a growing mass transit network that meets the Foreword Southwest project to continue its delivery program public’s evolving expectations. while Sydney Metro West and Sydney Metro – • This also means taking a long-term view of our Western Sydney Airport will be preparing for the precincts and places – joined up with other start of construction. In this task our successful parts of Government – so that they sustainably engagement, especially with communities and enhance both liveability and productivity. industry, will be vital to our success. • Working actively to attract and develop a From an operational perspective, Sydney Metro workforce which is capable, innovative and will maintain the high standard of customer diverse – converging multiple perspectives, satisfaction and service levels across the North learnings and working together to deliver for West Line and learn from the experience on our our customers and our State. We want to attract first metro to achieve continuous improvement for global best talent both internally, and in our our customers on the next tranche of projects. delivery partners.

The NSW Government’s roadmap Future Transport The team and I at Sydney Metro have embraced 2056 commits to expanding the Sydney Metro the opportunities ahead of us — we are in this network across Greater Sydney. We will support together. We will be bold, creative, and diligent in that commitment through delivering an integrated fulfilling our mandate as a placemaking public transport service which provides safe, seamless transport agency. door-to-door journeys for customers.

In reflecting on the Board’s strategic direction, it is my intention that we have absolute clarity of purpose — that, in alignment with our partners within the Transport Cluster and across Government, we will deliver a customer-centric Jon Lamonte service and provide outcomes which will support Chief Executive – the social and economic development of our State. Sydney Metro 2. Our business

Our mission We are here to deliver Sydney a connected Metro service, providing more choice to customers, and opportunities for our communities – now, and in the future.

Our vision To transform Sydney with a world-class Metro.

2.1. Our plan at a glance

This document is an annual update to our inaugural Corporate Plan, the first by Sydney Metro as an operating agency since being established on 1 July 2018. Consistent with our enabling legislation, this Corporate Plan helps us convey to the public and our stakeholders how we intend to work towards achieving Government’s priorities and objectives; it outlines our focus areas, high-level budget, and measures of success. Our strategy

Our mandate is to support the economic development of the State, working to deliver the NSW

6 Government’s vision of integrated, connected and liveable cities.

We commit to creating value for the 2. Our business Our 2. people we serve. We are playing our role in connecting our customers’ Connecting our Successful customers’ whole lives places whole lives, making successful places

Transport for NSW Connecting for communities, supporting a strong to the future Our 10 Year Blueprint economy and quality of life for the people of NSW and ensuring our people Thriving people Strong economy doing meaningful work and quality of life thrive doing meaningful work.

We want to work together to grow the public value of the State’s investment, for the benefit of all.

We rely on our values as our compass, to guide us in navigating the challenges and opportunities of the near future. Our strategic objectives exist to sharpen our focus as a successful and outcomes-oriented business. These objectives and their priority areas for 2020-21 outlined below will be pursued in the context and environment of COVID19, with the aim of mitigating the negative impacts while leveraging any opportunities which may arise in recovery.

Successful engagement • Communicating a compelling vision for Sydney Metro • Forging stronger relationships with existing and new stakeholders and working closely with the community SUCCESSFUL • Ensuring business and cultural alignment with the Board’s strategic direction ENGAGEMENT • Providing the NSW Government with an innovative and affordable investment opportunity for Sydney Metro West and Sydney Metro – Western Sydney Airport, servicing the Western Sydney International (Nancy-Bird Walton) Airport. Delivery commitments • Following opening of Sydney Metro North West Line, continuing the integration stations and precincts along the corridor • Supporting Sydney Metro City and Southwest in delivery phase activities DELIVERY • Commencing appropriate enabling and mobilisation activities for Sydney Metro West COMMITMENTS and Sydney Metro – Western Sydney Airport, for a smooth transition to delivery.

Operational excellence 7 • Creating and embedding a clear vision of operational success, a structure to be an intelligent client, and a program for achieving it • Remaining fully operational, with positive Government, customer, and local community OPERATIONAL responses EXCELLENCE

• Achieving all operational performance standards, successfully integrating our service business Our 2. delivery with high levels of customer satisfaction across the end-to-end service • Vibrant station precincts developed in line with our vision of integrated transport and land use • Safeguarding the physical and cyber security of the network. Financial responsibility • Clarifying and baselining the Metro product, without loss of core customer benefits • Managing project Capital budgets, in partnership with Transport for NSW (TfNSW) and NSW Treasury FINANCIAL • Establishing an agile and sustainable organisational structure which best supports RESPONSIBILITY cross-business efficiency and the business’ long-term functional requirements • Managing our property and operational asset base from a commercially prudent, whole-of-life perspective • Developing a clear and actionable plan for growing Farebox and other revenues. Workforce capability • Developing innovative delivery strategies for Sydney Metro West and Sydney Metro – Western Sydney Airport, to attract high-quality, competitive tenders • Embedding Sydney Metro as an enduring and sustainable organisation WORKFORCE • Standing up a highly capable leadership group, able to lead Sydney Metro in the CAPABILITY implementation of the Board’s strategic direction • Continuously improving our corporate systems, services and processes to enhance affordability and fitness-for-purpose • Building the operational capability of Sydney Metro.

2.2. Our role and mandate 2.2.1. Our legislative setting

Sydney Metro is the NSW Government agency This Corporate Plan is designed to articulate the tasked with delivering the high-capacity, high- Board’s strategic direction and intention for Sydney frequency m etro network across the Greater Metro, aligning the higher-order State strategies Sydney region. Our role is to plan, build, operate and plans into a single vision for the business. and optimise metro services. We are one operating Section 38A of the Transport Administration Act agency within the Greater Sydney Division of the 1988 (TAA) establishes Sydney Metro’s statutory Transport Cluster, contributing to an integrated objectives, and provides the legislative mandate public transport network that serves a range of for our necessary functions in service delivery. customers and communities. As a public transport operating agency, we also We are here to maximise social, economic and share the common objectives stipulated in the environmental opportunities and benefits for our TAA, reinforcing that the customer is at the centre State – catalysed by safe, reliable, turn-up-and-go of everything we do. services, and the delivery of vibrant, attractive precincts around our stations. In introducing In summary, our enabling legislation sets out the new transport technology to Australia, we will be following intent for Sydney Metro, and provides positioning ourselves at the forefront of commuter for the necessary functions and legislative controls choice. We recognise that effectively integrating to achieve them: transport and land use outcomes means being responsive to the needs of diverse communities • Deliver safe and reliable metro passenger along our alignments. services. Since the NSW Government’s initial investment in the North West Rail Link in To be successful we must continue to refine 2011, our role has been to plan and build the our delivery methods, optimise our service infrastructure necessary for our growing offering, and share our insights and experience network of automated passenger services. 10 to leverage the immense opportunities at hand. In operations, we are to work as an intelligent We are an outcomes-oriented team, committed and confident client to our service concession to being a successful and responsible business – partners. culturally innovative, financially responsible, and • Contribute to vibrant and attractive places. organisationally agile. Sydney Metro is a place-maker. We work with 2. Our business Our 2. communities and across government and industry to develop and evolve transit-oriented precincts consistent with NSW Government’s strategic and policy initiatives.

• Be a successful and responsible business. We are stewards of an unprecedented infrastructure investment. We are required to undertake our activities – customer-facing and corporately – in a socially and environmentally responsible, and commercially astute manner.

We are established with a decision-making Board of directors as our Head of Agency – responsible for the overall direction and performance of Sydney Metro and subject to the control and direction of the Minister and Transport Secretary.

Previous page image: Castle Hill community day, March 2019. As a NSW Government agency, we are subject to 2.2.2. Our place in the all standard legislative controls applicable to public Transport Cluster authorities, including, amongst others: Sydney Metro operates within the general • Government Sector Finance Act 2018 government sector, and is administratively • Public Authorities (Financial Arrangements) arranged within the Transport Cluster operating Act 1987 model. The Transport Cluster’s principal agency is Transport for NSW. • Passenger Transport Act 2014 We are one agency with close partnerships with • Work Health and Safety Act 2011 our cluster siblings, especially those within the • Rail Safety National Law Greater Sydney Division. We work with TfNSW • Environmental Planning and Assessment Act 1979 and the other operating agencies to collectively deliver an easy, integrated public transport service • Land Acquisition (Just Terms Compensation) for NSW. Act 1991 TfNSW has accountability for strategic • Independent Commission Against Corruption planning, cluster policy development, overall Act 1988 transport service integration, and multi-modal • Government Information (Public Access) coordination of network disruptions. Sydney Act 2009 Metro has responsibility for day-to-day delivery and management of metro services, contracted • Public Interest Disclosures Act 1994 operators and maintainers, to deliver agreed • Protection of the Environment Operations performance and safety standards. Act 1997 The cluster is continuing its transformation journey • Public Works and Procurement Act 1912. to ensure customers and communities receive access to more integrated transport services Sydney Metro supports necessary legislative which provides seamless, safe, door-to-door 11 controls through policy, obligations registers, journeys. As this transformation occurs, Sydney proactive audit and risk processes, Metro supports a one-cluster approach and play a and routine monitoring of compliance. significant part in meeting customer needs while also, with the creation of new metro lines, provide much needed capacity relief to other parts of the 2. Our business Our 2. overall network, in particular road and rail.

Minister for Minister for Transport and Roads Regional Transport and Roads

Secretary of Transport Secretary

Customer Strategy Greater Sydney Regional and Point to Point Commission and Technology Outer Metropolitan Sydney Trains Port Authority of NSW NSW TrainLink Sydney Metro NSW Oce of Transport Safety Investigations

State Transit RailCorp

Infrastructure and Place

Safety, Environment and Regulation

Corporate Services

People and Culture

Transport Cluster Operating Model 2.3. Our contribution to whole-of-Government priorities and objectives

The program of works being delivered by Sydney Metro represents an opportunity to deliver broad social and economic benefits to our State, for generations to come. In developing Investment Business Cases, we strive to look for value-for-money opportunities to concurrently deliver against the objectives of relevant commonwealth, state and local strategies, plans and priorities.

Tier of government Plans and strategies Key themes

• Economic productivity Australian Infrastructure Plan • Housing affordability and availability & Infrastructure Priority List • Planned accommodation of growth National • Transport capacity and connectivity • High profile, high priority project for Smart Cities (including the the Commonwealth Western Sydney City Deal) • Environmental sustainability

Premier's Priorities • Economic productivity State Infrastructure Strategy 2018-2038 • Housing affordability and availability • Planned accommodation of growth The first tower crane was installed at Martin Place in early 2020 for the construction of the integrated station development. State A Metropolis of Three Cities • Financial sustainability • Transport capacity and connectivity Future Transport 2056 strategy 12 • Environmental sustainability and Connecting to the Future – resource security TfNSW 10-year Blueprint

Bringing integrity to life • Urban renewal 2. Our business Our 2. Local Council plans • Integrated land use planning Our value of integrity means respecting • Integrated transport planning the decisions and opinions of others, and promoting mutual respect and trust. It means Strategic plans and policies framework. making clear, transparent decisions and taking we.Sydney Metro responsibility for our actions.

Our intent and commitment is to a culture we. take action for equality which is safe, inclusive, and fair. Discriminatory we. value the development of our people practices, whether overt, subtle, or ‘coded,’ have no place in Sydney Metro. Exclusion we. are a support network diminishes the value of each team member, and prevents us from leveraging the we. can evolve to fit our topics collective wisdom, perspectives, histories and contributions of our team. We will be working closely with TfNSW, Over 2020-2021, we will be continuing the the NSW Public Service Commission we.SydneyMetro program, which supports and our delivery partners to develop us acting with integrity by working to break comprehensive, compelling and actionable down conscious and unconscious biases, plans which support the achievement of: and by providing practical tools and support • Women in leadership roles mechanisms for our workforce to build more inclusive teams. • Greater Aboriginal participation • LGBTI inclusion

• Flexibility in the workplace

• Disability inclusiveness. 2.3. Our contribution to whole-of-Government priorities and objectives

Tier of government Plans and strategies Key themes

Premier's Priorities • Economic productivity State Infrastructure Strategy 2018-2038 • Housing affordability and availability • Planned accommodation of growth State A Metropolis of Three Cities • Financial sustainability • Transport capacity and connectivity Future Transport 2056 strategy • Environmental sustainability and 13 Connecting to the Future – resource security TfNSW 10-year Blueprint

• Urban renewal

Local Council plans • Integrated land use planning business Our 2. • Integrated transport planning

Strategic plans and policies framework.

This overlay of future-oriented public plans sets 2.3.1. Future Transport 2056 strategy a strategic framework focused on economic productivity, liveability and sustainability, and The Future Transport 2056 strategy is a 40 year supported by integrated land use and transport roadmap, supported by plans for regional NSW planning and development. and for Greater Sydney. It is the first transport plan in Australia to harness technology to improve The framework of plans and key themes gives customer outcomes and it starts with a long term us direction and clarity in engaging with our vision for our communities. communities and partners regarding our activities, and gives us further perspective on evaluating the The strategy is built around the customer being commercial prudence of secondary and ancillary at the centre. It outlines a vision, strategic direction revenue opportunities. We are committed to and customer outcomes, with infrastructure and achieving complementary benefits where we can services plans underpinning the delivery of these demonstrate value-for-money to the State. directions across the state. It envisages a future mass transit network of over 210 kilometres (km), Amongst others, these key strategic documents in which Sydney Metro will play a central role. provide further context to understanding the future customer, social, environmental and The vision is built on six principles: economic benefits which will be expected from • Customer focused – Every customer the Metro investment. experience will be seamless, interactive, and personalised by technology and big data

• Successful places – The liveability, amenity and economic success of communities and places are enhanced by transport • A strong economy – The transport system We will be looking to support nearer-term powers NSW’s future $1.3 trillion economy, cluster priority focus areas, such as place-based and enables economic activity across the state integrated service design, whole-of-government and community engagement, and financial • Safety and performance – Every customer sustainability. We will seek to drive alignment of enjoys safe travel across a high performing, our agency activities with the broader strategic efficient network. intent and outcomes of the Future Transport • Accessible services – Transport enables 2056 strategy. everyone to get the most out of life, wherever they live and whatever their age, ability or personal circumstances 2.3.2. TfNSW 10 year Blueprint – Connecting to the future • Sustainable – The transport system is economically and environmentally sustainable, In September 2019 TfNSW released a 10 Year affordable for customers, and supports Blueprint which lays out desired outcomes, emissions reductions ambitions and strategic priorities for the Transport Cluster – as we collectively embrace the long term Future Transport 2056 strategy foreshadows vision of Future Transport 2056 and deliver on the the introduction of high capacity mass transit NSW Government’s focus area of ‘well-connected corridors over the life of the strategy. The growing communities with quality local environments’. ‘turn-up-and-go’ network is identified as key to both achieving the 30-minute cities vision, and Recognising the societal, economic and managing the broader transport system’s cost- technological shifts outlined in Future Transport effective transition to a low emissions environment. 2056 are happening today, and not decades away, The Sydney Metro network will be complemented the Blueprint also points to four primary outcomes by a range of other transport network that TfNSW aspires to deliver over the next improvements underway and planned, with a 10 years. The outcomes are for: particular focus on delivering choice, and achieving 14 • Customers: Connecting our customers’ an integrated customer journey, through Mobility whole lives; as a Service (MaaS). Current TfNSW organisational reforms are aimed at embedding this customer- • Communities: Successful places; centric approach across the whole cluster. • The people of NSW: Strong economy In bringing to life this long-term vision, we will and quality of life; 2. Our business Our 2. need to continue working with our cluster partners • The people of Transport: Thriving people to actively explore ways to deliver more efficient, doing meaningful work. integrated and attractive outcomes in terms of place and mobility.

1. Customer focused

2. Successful places 6. Sustainable

The future of transport 3. A strong economy in NSW 5. Accessible services

4. Safety and performance

Future Transport 2056 strategy’s six principles. 15

Future Transport 2056 strategy’s city-shaping corridor vision.

2.3.3. A Metropolis of Three Cities 2.3.4. The State Infrastructure 2. Our business Our 2. Strategy 2018-2038 In November 2015, the NSW Government established the Greater Sydney Commission The State Infrastructure Strategy (SIS) is a to lead metropolitan planning for the Greater 20-year infrastructure investment plan for the Sydney region, with a focus on: NSW Government that places strategic fit and economic merit at the centre of investment • promoting the alignment of infrastructure decisions. The strategy assesses infrastructure decision-making with land use planning problems and solutions, and provides • promoting the supply of housing, including recommendations to best grow the State’s affordable housing economy, enhance productivity and improve living standards for communities of NSW. • supporting improvement in productivity, liveability and environmental quality. The SIS sets six cross-sectoral strategic In the Greater Sydney Region Plan ‘A Metropolis directions, each designed to achieve ‘more of Three Cities – Connecting People,’ the with less’ and embed good practice across Commission has emphasised the importance the infrastructure lifecycle. of high frequency, high capacity, mass-transit These are: solutions to the realisation of its vision. Sydney’s Metro network delivers the necessary step • better integrating land use and infrastructure change in rail infrastructure which can deliver • delivering infrastructure to maximise value the NSW Government’s aim of 30-minute cities. for money By providing safe, fast, frequent, turn-up-and-go services, Metro rail will make Sydney an easier • optimising asset management and quicker place to get around, and make • making our infrastructure more resilient destinations across the cities more accessible. • improving digital connectivity

• using innovative service delivery models. 2.4. The Sydney Metro service offering

2.4.1. Our customers

Our customers are at the centre of everything we Customers’ decision to use Sydney Metro starts do at Sydney Metro. at home. Their choice of transport is based on their perception of ease across their journey from Sydney Metro recognises that not all customers home to their destination and back home again are the same. We must understand their needs (their door-to-door journey). Our goal is to design and values to provide services that are safe and and deliver a service that is integrated with other accessible to all. transport modes, where our places, stations, trains, We aim to deliver an easy experience, making and connections are considered together. Sydney Metro our customers first choice for travel in a multi-modal environment.

Origin The customer journey door-to-door experience 16 2. Our business Our 2. Travel to Metro

Safe and ecient interchange between transport modes

Customer service attendants through the stations Fully accessible stations, turn up and go service

New precincts connecting dierent transport modes Travel from Metro Door-to-door destination

Australia’s first video help points are used on Sydney Metro.

2.4.2. Our services 2.4.3. Our places

Sydney Metro use technology-led infrastructure, There is no one-size-fits-all approach to systems, and operational assets to deliver a great shaping Metro-enabled transport precincts. service to our customers. The automated and Each community, in each corridor segment, segregated nature of the Metro network enables has a unique and important history and character, us to offer safe and reliable passenger services and will face its own future infrastructure needs. which can be easily adapted to growing capacity Accordingly, Sydney Metro’s role as a placemaker requirements and are highly supportive of approach will be tailored to each Metro precinct. universal accessibility. Our strategic intent is to generate attractive, The services on the Metro North West Line sustainable and affordable place outcomes which: (Rouse Hill to Chatswood) uses high-performance rolling stock, optimised for our local customer • maximise customer experience and requirements. All trains have been configured urban amenity for safer, streamlined boarding and alighting. We • create integrated domains which drive are reflecting our commitment to environmental high, continuous usage of that Metro sustainability, with 100 per cent of Sydney Metro station or facility Northwest’s operational emissions offset via • respond to whole-of-government and solar technology. community objectives, such as urban renewal plans

• maximise value creation opportunities to make economically beneficial infrastructure more affordable.

Sydney Metro is guided by the NSW Government Movement and Place Framework in setting 19 overarching parameters for how transport services best facilitate efficient movements of people, goods and services in tandem with achieving vibrant place outcomes in the built environment. 2. Our business Our 2.

Bringing innovation to life

Our value of innovation means being creative, Over 2019-2021, we are working curious and forward thinking, actively working to enhance our internal systems to learn from our past experiences and regarding innovation management, with diverse team members to do things better. a particular focus on maturing our lessons learned processes to capture experiences Our intent and commitment is to a team between and across the lifecycle phases of environment in which every member feels our projects. These systems will need to rely empowered and supported to pursue and on strong support from the senior leadership share ideas for improving our business to commit time to these activities, and outcomes – underpinned by intuitive and well-understood communications tools to accessible knowledge processes, and a support insights and lessons being effectively demonstrable attention to the value-for- cascaded throughout the business. money of such initiatives.

A metro train arriving at Chatswood during the first evening of passenger services. 26 May 2019. 2.4.4. Our benefits

Sydney Metro is a key infrastructure program — Strengthening the overall transport network within the NSW Government’s infrastructure by allowing other modes such as buses to investment. be deployed to more efficient routes and to provide stronger regional connections. We play an important role in supporting both economic and social outcomes for the State, which — Providing a low-pollution, low-carbon will define urban amenity across Greater Sydney for transport service. generations to come. • Placemaking and city-building benefits – supporting the most urbanised area in Sydney Metro provides a range of high value Australia through increasing connectivity, benefits to Greater Sydney and NSW, including: which in turn increases economic productivity • Transport benefits – providing a step change and land use efficiency: in the capacity and customer experience of — Increasing employment opportunities for Sydney’s public transport network: workers within the corridor

— Strengthening connections and access — Catalysing more choice in housing, especially across Sydney’s global economic corridor. for affordable and accessible housing

— Providing dedicated turn-up-and-go — Savings and efficiencies in infrastructure services, delivering more trains, more provision through infill developments often along key corridors, with multiple destinations and interchanges with the — Improvements in social equity through wider transport network. improved travel times and highly accessible services. — Delivering a significant step-change in rail capacity through the Sydney CBD. Further, Future Transport 2056 strategy and 20 A Metropolis of Three Cities – Connecting People describes a mass-transit future in which the need for long commutes is reduced through expanded high-frequency ‘hub-and-spoke’ network, accessibility to jobs is increased through proximity to successful and vibrant places, and where 2. Our business Our 2. infrastructure delivery is effectively and affordably aligned with longer-term, place-based growth requirements.

Bringing collaboration to life

Our value of collaboration means developing and cognisant of potential positive and productive relationships that disruption. In particular, we will be support us in problem-solving, in openly looking for opportunities to use technology sharing information and knowledge, and in to better collaborate through: working as ‘one team.’ • More mature and expansive use Our intent and commitment is to maintain of Digital Engineering aligned and effective ways of working across • Digital and automated data feeds and multiple team locations, and maximise the corporate workflows, allowing more benefits of having a blended, integrated real-time analytics and responsiveness and inclusive workforce. • Optimised, intuitive, and accessible Over 2019-2021, we will be looking at how Information Management Systems (IMS) we can leverage our collaborative nature more productively through better use of • Better use of office communications technology, remaining abreast of new trends technology, supporting seamless, multi-site working. 21 2. Our business Our 2.

A Metropolis of Three Cities’ spatial growth map of Greater Sydney. 2.5. Our strategic objectives

Sydney Metro is Australia’s biggest public • Record infrastructure investment – transport program and the largest urban railway an unprecedented infrastructure boom infrastructure investment in the nation’s history. on the Australian east coast requires a strong, Our turn-up-and-go customer offering is at the capable and sustainable construction industry, heart of the Future Transport 2056 strategy vision and a resilient supply chain. for growing our public transport network, and • Technological change – rapid innovation is creating vibrant, integrated and sustainable places changing the way our customers think about for our customers and communities. connections and convenience, moving us Sydney Metro is delivering for our customers quickly towards expectations of personalised and our State, in an operating environment interactions and services (‘Mobility as a service’). characterised by: • Drive towards long-term financial sustainability – record transport infrastructure • Customer and community expectations – investment brings with it significant forecasted Sydney’s cultural profile and economic strength growth in our longer-term operational and have established it as a global city, which maintenance spend. We need to meet this means our customer service offering must be reality by leveraging opportunities to improve world-class at all stages of the door-to-door efficiency and grow our revenues. journey. Sydney Metro is working with other transport modes to make it easier and faster to Our strategic objectives, developed by the Board get around, boosting economic productivity by to underpin the statutory objectives, describe the bringing jobs and educational activities closer way we seek to fulfill our legislative mandate. to home.

• Integration of ‘place’ – we listen carefully to

22 all stakeholders and work together with our partners in Transport Cluster to design solutions which are fit for the place, the people, and the long-term service needs.

2. Our business Our 2. Our five strategic objectives have been designed to be reflected in every aspect of our business, supported by a consistent understanding of the manner in which contribution to the success of our business is expected. In turn, the strategic objectives provide a common framework for our team, our stakeholders and our delivery partners to understand the significance and priorities of the Bringing safety & wellbeing to life NSW Government’s investment and the service offering we are delivering. Our value of safety & wellbeing means that • Continuing to take a holistic view we think about how our actions today will of our people and teams, and impact tomorrow – from a personal, team, • Supporting both physical and mental environment and community perspective. health, through regular and accessible We do not, and cannot, accept complacency education programs, support alliances from ourselves or our delivery partners – across the construction industry, and our commitment is to send everyone home comprehensive approaches to safety risk Successful Delivery Operational Financial Workforce safely every day. engagement commitments excellence responsibility capability management. Our intent and commitments: We collaborate We deliver high We work with Our financial and We attract highly In 2020-2021, we will continue to implement our new Health & Safety model. Our refreshed with our quality metro partners to ensure commercial focus capable delivery • Through strong leadership, supported by environment plans will support a clear communities and infrastructure that the Metro in drives value for partners and a direction and governance from the most understanding of our obligations, rationalised partners to drive and places safely, operational service money outcomes talented, diverse senior levels of our organisation, we will and consistent expectations for our delivery sustainable, on time and on achieves a world and business and innovative engage and collaborate with our partners, and operational partners, and standardised city-shaping budget. class standard and success. workforce. operators, and broader industry to create a performance approaches to manage any transformation. meets customer strong health and safety culture; aspirations as a emerging risk areas. • Continuing to meet relevant legislative mode of choice. requirements, and ensure our delivery and operational partners have implemented robust safety systems and processes; The platform screen doors allow trains to get in and out of stations faster.

Our five strategic objectives have been designed to be reflected in every aspect of our business, supported by a consistent understanding of the manner in which contribution to the success of our business is expected. In turn, the strategic objectives provide a common framework for our team, our stakeholders and our delivery partners to understand the significance and priorities of the Bringing safety & wellbeing to life NSW Government’s investment and the service offering we are delivering. Our value of safety & wellbeing means that • Continuing to take a holistic view we think about how our actions today will of our people and teams, and impact tomorrow – from a personal, team, • Supporting both physical and mental environment and community perspective. health, through regular and accessible We do not, and cannot, accept complacency education programs, support alliances from ourselves or our delivery partners – across the construction industry, and our commitment is to send everyone home comprehensive approaches to safety risk Successful Delivery Operational Financial Workforce safely every day. engagement commitments excellence responsibility capability management. Our intent and commitments: We collaborate We deliver high We work with Our financial and We attract highly In 2020-2021, we will continue to implement our new Health & Safety model. Our refreshed with our quality metro partners to ensure commercial focus capable delivery • Through strong leadership, supported by environment plans will support a clear communities and infrastructure that the Metro in drives value for partners and a direction and governance from the most understanding of our obligations, rationalised partners to drive and places safely, operational service money outcomes talented, diverse senior levels of our organisation, we will and consistent expectations for our delivery sustainable, on time and on achieves a world and business and innovative engage and collaborate with our partners, and operational partners, and standardised city-shaping budget. class standard and success. workforce. operators, and broader industry to create a performance approaches to manage any transformation. meets customer strong health and safety culture; aspirations as a emerging risk areas. • Continuing to meet relevant legislative mode of choice. requirements, and ensure our delivery and operational partners have implemented robust safety systems and processes; 3. Our activities

Our strategic objectives respond to the risks and • Where this information is not available, opportunities of the near-term. They set the overall but where we have appropriate expertise to context for our day-to-day activities, and help guide our business, we establish project plans us identify ways we can do things better. with set review points, and nominal targets with a view to achieving and, where practicable, Measuring our success against these focus exceeding them; or areas and activities helps us to be financially responsible, and supports us in delivering against • Where there is insufficient information to the expectations of the NSW Government, set specific targets, or where activities are our customers, and local communities. extended or require time to embed, we monitor a wide body of performance data with a view Sydney Metro uses a threefold approach to to improving and building a suitable body of setting targets for measuring our commercial information to set benchmarks in the future. and non-commercial activities: Sydney Metro continues to track progress • Where there is reliable, quantifiable, and of committed activities against the measures comparative information available, we set of success for our strategic objectives and any specific performance targets and requirements; risks are managed with mitigation/action plans.

24 3. Our activities 3. Our activities

Major construction work at Central Station.

Bringing excellence to life

Our value of excellence propels us beyond and be confident in offering to share the letter of our commitments and obligations, these practices across New South Wales, into being a truly responsive, intelligent Australia, and globally. We want to be the business diligently and systematically positive benchmark for achievement which leveraging all secondary and ancillary other infrastructure delivery and future opportunities. Excellence is critical to a global transport tech projects seek out for inspiration. reputation and long-term financial resilience. In 2020-2021, we will seek to mature our Our intent and commitment is to offer innovation management and corporate profile a compelling and trusted investment so that we can share a compelling vision of opportunity for the NSW Government, our accomplishments globally. with a corporate reputation for mega project accomplishment which is attractive globally. We will need to invest in and champion our unique capabilities and expertise, 3.1. Successful engagement

Engagement with our stakeholders will continue What this means on a day-to-day basis is that we to be critical for Sydney Metro – especially will be seeking to build on existing momentum to in designing and delivering infrastructure and remain a positive contributor in the community services which meet multi-disciplinary government especially regarding property acquisitions and outcomes. Successful engagement is key to developments, and construction disruption delivering with the customer at the centre, and management. in activating precincts and places which are attractive hubs within their local communities. We will need to share our achievements, and be ready to own our shortcomings. Remaining In order to deliver against this strategic objective, visible and accessible to local communities, we will be focussing on the following four key areas regular industry engagement opportunities, in 2020-2021: and an active media presence will be key to enhancing this profile globally. • Communicating a compelling vision for Sydney Metro We will need to be a respected partner within the Transport Cluster, to other government agencies, • Forging stronger relationships with existing and the private sector – working to be more fully and new stakeholders and with the community collaborative across agencies, and forging new • Ensuring business and cultural alignment ways to cooperatively and creatively work towards with the Board’s strategic direction mutually-beneficial solutions. Well-understood • Providing the NSW Government with innovative procurement approaches, and structured services and affordable investment opportunities and interface arrangements with our government 25 for Sydney Metro West, and both the NSW partners will assist us in being clear about our Government and Commonwealth Government respective obligations, and understanding for Sydney Metro – Western Sydney Airport. the contributions we each make in achieving our outcomes. Accordingly, we will be measuring our success through a number of means, including: We also need to be actively pursuing the

long-term realisation of the social and economic 3. Our activities • Net positive sentiment towards Sydney Metro benefits of our projects – our commitment to of at least 90 per cent drive better precinct outcomes does not end • Alignment with the NSW Government’s with built construction. Our business needs to 10-point commitment to the construction continue to engage with community stakeholders industry, including degree of adoption to remain attuned to local concerns, and work of standardised and rationalised with appropriate government agencies to plan procurement methods and deliver attractive precinct enhancements.

• Competitiveness across industry sectors in partnering with Sydney Metro, measured through the number of large, mid and local tenderer participation

• On-track progression of stated social and economic benefits, as established in relevant business cases. 3.2. Delivery commitments

We have been commissioned by the NSW What this means on a day-to-day basis is that Government to deliver an unprecedented we must be consistent – do what we say we will infrastructure program, with a long-term do, and do it well. Foremost is a focus on the investment pipeline envisaged in Future basics – safety, timeliness, affordability, quality. Transport 2056 strategy. Safely achieving these Without these foundational elements, we cannot commitments, on time and on budget, is critical achieve the broader service outcomes we want to demonstrating to the NSW Government and to for our customers. the people of Greater Sydney area that we are a capable and efficient steward of this opportunity. We need to be clear and consistent regarding our requirements and expectations – ensuring In order to deliver against this strategic objective, our delivery partners share our understanding we are focussing on the following three key areas that we will not compromise on safety. We will in 2020-2021: need to work towards engineering and technical outcomes which meet best-in-class standards, • Following opening of Sydney Metro North West and are underpinned by comprehensive and Line, continuing the integration stations and traceable design and modelling detail – including precincts along the corridor. through more mature use of Digital Engineering. • Supporting Sydney Metro City & Southwest Our customer-focus is not just end-state, but in full delivery phase, with a strong focus on also reflects the work we do in partnership with budget and contract interfaces. the Transport Cluster to minimise end-to-end journey disruption across transport networks and • Undertaking mobilisation enabling activities disruption during delivery. for Sydney Metro West, and Sydney Metro – Western Sydney Airport – supporting a smooth, We want to make sure our infrastructure timely and affordable transition to delivery. appropriately reflects the character and 26 Accordingly, we will be measuring our success longer-term needs of the local communities through a number of means, including: along our alignment. This infrastructure will stand for generations – we need to take a robust • Achievement of schedule milestones. view of environmental and climate resilience in design, delivery and in operations to minimise • Performance within capital budget limits, the impacts of construction and lower our long 3. Our activities 3. Our activities and timeliness of payments. term carbon and waste footprints. • Supporting our delivery partners’ achievement of zero fatalities across all projects, and total As we move into procurement and delivery recordable injury frequency rates less than 8.5. of Sydney Metro West and Sydney Metro – Western Sydney Airport, we should also be • Compliance with relevant environmental law, alert to re-learning at each lifecycle stage – we including conditions of planning approval. have developed an enviable body of corporate • Conduct of lessons learned and post activity knowledge, and we want to more actively record exercises, including efficiencies arising from the and share our lessons and insights such that each adoption of change findings. team can benefit from the legacy already built.

Gate 0 Gate 1 Gate 2 Gate 3/4 Gate 5 Gate 6

Needs Identification Planning Development Procurement Delivery Operations Benefits Realisation

NW 2011 – 2019 2019 onwards

CSW 2014 – 2016 2016 – 2024 2024 onwards

W 2016 – 2019 2019 onwards

Sydney Metro Sydney GW 2017 – 2019/2020 2020 onwards

Sydney Metro projects’ lifecycle summary.

TBM Kathleen being transported back across Sydney harbour to Barangaroo.

While platform screen doors are common around the world, Sydney Metro is the first Australian rail network to use them.

3.3. Operational excellence

With Sydney Metro Northwest now fully Accordingly, we will be measuring our success operational, it is crucial that we continue through a number of means, including: reinforcing at all levels of our business a clear vision of operational success and safety excellence, while • By June 2021, averaging monthly boardings building the structures, systems and processes of at least 2 million, with 4 per cent annual rates of customer growth. 28 necessary to be an intelligent client. • Service frequency reliability of at least While we are not the operator of our metro 98 per cent. network, we remain guardians of our customer outcomes. With this role comes an expectation • Net positive customer sentiment of at least that we will use real-time data, productive and 90 per cent, measured through regular surveys.

3. Our activities 3. Our activities inclusive collaboration, and forward-looking • Incidence of crime or anti-social behaviour management plans to enable us to be confident on the Sydney Metro network, and at metro- counterparties to these partnerships. enabled precincts and places.

In order to deliver against this strategic objective, • Realisation of precinct Commercial we will be focussing on the following five key Opportunities,1 with regard to full retail tenancy areas in 2020-2021: rates and annual commercial opportunities revenue growth of at least 5 per cent. • Creating and embedding a clear vision of operational success, structures and systems which support being an intelligent client, and developing a mobilisation program for Operations at a glance achieving this. • Remaining fully operational, with positive • 110,000 services delivered Government, customer, and local community responses. • Number of rollingrolling stock: 22 sets of trains • Achieving timely, active and vibrant development and activation of our precincts, • Over 20.2 million customers in line with our vision for integrated land use. boarded Metro services • Safeguarding the security of the network. • 95% customer satisfaction

• Achieving all operational performance targets, Figures as at 31 May 2020 successfully building our service delivery with high levels of customer service and minimising end-to-end journey disruptions.

1 Per Operations, Trains and Systems Project Deed, Schedule 9 (Section 6) What this means on a day-to-day basis is that We will actively drive high service delivery of we recognise the needs of our customer – for our network, and leverage new opportunities reliability, convenience, comfort, and seamlessness, to improve customer amenity and safety. both in our services and at our precincts. The introduction of metro transport technology brings new physical and cyber security We will continue to work with TfNSW to learn expectations for our network, and diligence in this more about our customers travel patterns and area will be an ongoing activity thread throughout preferences, in order to evaluate our fitness-for- the life of our operations. purpose – through research, collaboration, and community feedback. We need to be proactively We also need to build effective and integrated prepared for growth in use of our public transport systems to manage the Sydney Metro assets network – and be looking for opportunities to on behalf of the NSW Government. We will optimise existing service profiles, promote better need to take a single, comprehensive view of multi-modal integration, and work toward true our infrastructure, vehicles, rolling stock and financial sustainability in terms of operating other assets, and their respective conditions cost requirements. – taking an active hand in overseeing their appropriate maintenance and operation, With our operational partners, we need to be and that our precincts remain optimised as meeting the high expectations of our customers highly desirable and attractive destinations. through adaptive, responsive, and resilient systems and processes. Real-time data accessibility and analysis will be critical to making sure we are optimising the entire customer journey experience, and will enable us to work with relevant parties to respond immediately and comprehensively to any incidents.

Bringing achievement to life 3. Our activities 3. Our activities Our value of achievement reflects our an requirement to achieve outcomes-focus – that we support one multi-disciplinary outcomes and benefits. another to meet priorities, and area The NSW Government and the community accountable, adaptable, and ready to take expect we will be effective stewards in our ownership. We will not lapse into short-term growing economy of scale and represent a thinking, and must consider our actions in sound investment for decades to come. the broader context of our obligations to the customer, and to the State. In 2020-2021, we will be reviewing our growing asset base, procurement Our intent and commitment is to build a processes, and systems and technology to deeply ingrained focus on whole-of-life value help us meet our immediate requirements, for money, to position us as a financially and guide appropriate investment in sustainable and resilient business across a rationalised, fit-for-purpose systems growing portfolio of activities. As we reflect which efficiently complement our nature on the framework of strategic plans under as an evolving organisation. which we operate, it is clear that we have 30 3. Our activities Consolidated Sydney Metro travel times

Sydney Metro City & Southwest Sydney Metro Northwest Lakemba Epping Cherrybrook Belmore Castle Hill Campsie Hills Showground Pitt Street From 2024 Canterbury Martin Place Hurlstone Park Dulwich Hill Norwest Chatswood Bankstown Bella Vista Barangaroo Marrickville Kellyville North Ryde Punchbowl Sydenham Victoria Cross Waterloo Rouse Hill Macquarie Park Wiley Park Tallawong Central Crows Nest Macquarie University 80 50 30 64 46 48 70 66 68 43 54 59 62 26 28 78 22 76 74 72 37 52 16 41 13 0 4 11 9 7 2 Tallawong 60 44 20 46 64 50 48 70 66 68 62 39 26 28 35 24 78 76 72 52 57 74 14 41 0 11 9 5 7 2 2 Rouse Hill 60 44 46 64 50 70 66 68 48 42 39 62 58 26 33 24 76 55 22 74 37 72 18 12 0 9 4 3 5 7 2 Kellyville 30 43 65 69 34 45 63 39 36 59 67 55 47 23 52 73 57 41 19 61 15 71 21 0 4 9 6 3 5 2 7 Bella Vista 50 65 69 34 43 63 45 39 59 28 55 53 67 32 37 57 41 19 61 13 71 21 17 0 4 9 7 5 2 2 7 Norwest 30 48 69 63 43 39 59 65 26 55 53 35 67 32 37 57 61 19 41 51 15 17 0 11 4 11 9 5 2 2 7 Hills Showground Artist’s impression ofPittStreet integrated station development. 30 46 49 59 65 39 63 24 33 55 35 53 28 67 37 57 61 41 51 13 13 15 17 0 4 9 11 6 9 3 2 Castle Hill 60 30 50 64 46 48 34 54 43 56 36 38 62 58 32 52 25 27 10 14 14 16 21 12 12 0 9 6 3 5 7 Cherrybrook 40 50 44 46 30 48 20 54 42 56 58 26 28 24 32 52 22 37 19 18 13 15 15 21 0 11 6 9 4 6 8 Epping 40 44 46 50 20 48 54 42 36 38 24 26 26 24 33 28 22 52 22 10 19 13 15 15 17 17 0 4 11 4 2 Macquarie University 40 44 50 20 46 48 34 42 36 38 26 26 24 24 28 52 22 19 18 15 12 31 15 13 17 21 0 9 6 2 2 Macquarie Park 40 50 44 30 20 46 48 34 42 36 38 26 29 24 28 23 32 22 14 19 16 18 13 17 21 0 4 11 8 7 2 North Ryde 30 43 26 39 24 29 33 35 28 33 35 25 22 27 37 37 41 13 31 21 15 15 17 0 11 4 9 11 6 9 7 Chatswood

3.4. Financial responsibility

Sydney Metro has undergone significant portfolio Accordingly, we will be measuring our success change and growth since its inception as the North through a number of means, including: West Rail Link Delivery Office in 2011. We are the • Performance within capital budget limits stewards of a $20+ billion capital investment, and counterparty to a multi-billion dollar Public-Private • By June 2021, developing revenues from Farebox Partnership for operations. Commercial acumen and other commercial opportunities equal is critical – as is our obligation to delivering an to at least 35 per cent of operational costs effective customer outcome without unnecessary • Degree of corporate management costs scope expansion and in a cost-effective way. relative to total annual expenditure. More so, as an enduring organisation, we must have a strong focus on financial responsibility What this means on a day-to-day basis is that we so that our corporate overheads are lean, our need to understand the financial and opportunity workforce is agile, and our systems affordable. implications of every decision we make, and have in place, consistent and well-supported In order to deliver against this strategic objective, mechanisms to preserve the integrity of our we will be focussing on the following six key areas business against fraud, corruption, and risk. in 2020-2021: As we grow in scale, we need to be taking steps • Clarifying and baselining the Metro product, to avoid additive growth, and incremental scope while preserving core customer benefits expansion. This will require systems and processes which support the ongoing critical reflection of • Managing project capital budgets, in the value-for-money of every business activity, partnership with TfNSW, and NSW Treasury weighed against relative priorities at a business- • Embedding an agile and sustainable wide level. Equally, we need to embed an organisational structure which best supports enterprise-wide discipline regarding resourcing and 32 cross-business efficiency, and our long-term budgeting, noting that fit-for-purpose systems and functional requirements enhancements sometimes require upfront costs. We will need to be driving business activities which • Reaching satisfactory commercial outcomes are fundamentally affordable, and support our with our contractors longer-term financial resilience. • Arranging our property and operational

3. Our activities 3. Our activities We also need to be looking at ways to reduce our asset bases from a commercially prudent, longer-term operating costs for the State – taking whole-of-life perspective a holistic, whole-of-life view of the potential of • Developing a clear and actionable plan our services, precincts and places to leverage for growing Farebox and other revenues, investment and revenue growth opportunities. and rationalising operational overheads. Our capital and operating budgets are included in the NSW State Budget (see budget.nsw.gov.au), with details contained in Budget Paper 2. Hills Showground Station. 3.5. Workforce capability

We take a broad view of our workforce, one • Effectiveness of workforce management which is fundamentally aligned with values, processes, including: core principles and outcomes of TfNSW’s – — Achieving average recruitment and Connecting to the Future blueprint, especially the onboarding times of less than 30 days underpinning future workforce initiatives. Primarily with consideration to best empower and support — 95 per cent completion of mid- and our team members, attract capable delivery end-cycle performance discussions. partners, and contribute to growing broader • Diversity and inclusion of our workforce, industry capacity. including:

We have available a number of unique mechanisms — 40 per cent women in leadership roles to develop and promote greater workforce — Aboriginal and Torres Strait Islander capability, through contractual mechanisms, representation of at least 1.8 per cent consultative advisory groups with construction across the total workforce leaders, and a corporate profile which inspires — 2.3 percent of roles held by people future talent and facilitates technical development. with disability. Corporately, we will further improve the • Contributing to the achievement of the NSW systems which support the flexible sourcing Government’s 10-point commitment to the and deployment of capabilities and talent, and construction industry, including, but not limited which support the professional development of to targets: public sector leaders. We will remain a blended — At least 20 per cent of total labour force and integrated workforce, working to identify being ‘learning workers’ (apprentices, and achieve common purposes and objectives. trainees or workers updating qualifications)

In order to deliver against this strategic objective, — At least 2.5 per cent women in 33 we will be focussing on the following five key trade-related work areas in 2020-2021: — At least 20 per cent of relevant trades • Developing innovative, robust delivery positions in projects to be apprentices. strategies for Sydney Metro West, and What this means on a day-to-day basis is that we

Sydney Metro – Western Sydney Airport, cannot take our workforce or our achievements to 3. Our activities servicing the Western Sydney International date for granted, and will need to take a complete (Nancy-Bird Walton) Airport, to attract view of our people – corporate teams, industry high-quality, competitive tenders partners, and future talent. Part of our success to date has been derived from the benefits of • Continuing to evolve Sydney Metro as an agile, a blended workforce, and will continue to use sustainable organisation this overall capability model in the future. Our • Developing a diverse senior leadership real potential will be unlocked through achieving group for the organisation, who are able greater inclusivity, conducting our business to support the implementation of the through the lenses of more diverse experiences. Board’s strategic direction We will need to remain agile and responsive to • Building and maturing the operational the shifting lifecycle demands of infrastructure capability of Sydney Metro delivery, and that we are using a single, • Continuously improving our systems, comprehensive and authoritative framework services and processes to enhance to manage resources dynamically across the affordability and fitness-for-purpose. business. This also means using consistent approaches to capability deployment to better Accordingly, we will be measuring our success support mobility and talent development, through a number of means, including: and effectively and efficiently locate our total • Year-on-year performance in the NSW workforce where they can be most collaborative Government People Matters Employment and productive. Surveys achieving at least 75 per cent employee By virtue of our scale, we also have an opportunity engagement, including remaining in the top to positively influence the broader workforce quintile relative to other government agencies development of our State. In conjunction with the NSW Government and industry partners, we will be looking to appropriately support initiatives which build overall capacity and capability. 4. Our people and partners

4.1 Our board

Sydney Metro is the only agency within the The Sydney Metro Board is established in Transport Cluster that is strategically guided accordance with section 38F, and Schedule 2B by a Board. The Board governs Sydney Metro of the Transport Administration Act 1988 (TAA). by setting the strategic direction, making key decisions, appointing a Chief Executive to The Board must have a minimum of three, and have the day-to-day running of the organisation, may have a maximum of eight directors, consisting and by providing directions, advice, guidance of at least three and not more than seven directors, and support to the Chief Executive. The Chief appointed by the Minister. One additional director Executive reports to the Board, and the Board may be appointed by the Transport Secretary. is subject to the control and direction of the One of the Minister’s appointees is to be Minister and the Transport Secretary. In the specifically appointed by the Minister as event of any inconsistency, a direction of the the Board’s Chairperson. Minister or Transport Secretary prevails over a decision of the Board.

John Arthur Gail Pemberton Bob East Chairman 4. Our people and partners and people Our 4.

Louise Thurgood John Barraclough Thao Oakey

Sydney Metro Board of Directors.

The Board may appoint and dissolve standing Special purpose committees may also be ‘advisory’ committees in accordance with section appointed on an ad hoc basis. For example, a 38J of TAA. The Board may appoint committees committee may be convened in relation to a as it sees fit, however, it must establish an Audit particular major project or other initiative. & Risk Committee so as to fulfill the relevant requirements of a NSW Treasury policy which Each committee requires a charter approved by applies to Sydney Metro (TPP15-03 Internal the Board, which sets out the terms of reference, Audit and Risk Management Policy for the NSW operating procedures and authorities for the Public Sector). committee. 4.2 Chief Executive and senior leadership

Under the TAA, the Chief Executive is ‘employed Our Chief Executive is supported by a Senior in the Transport Service’; and the Board exercises Leadership Team who lead functional portfolios. the ‘employer functions’ of the NSW Government The team also form part of a wider of Senior in relation to the Chief Executive. In practical Leadership Group (SLG). This group is a cohort effect, the Board is the appointer and employer primarily of direct reports to the Executive, who of the Chief Executive. Under section 38I(2) of collaboratively navigate the risks, opportunities, the TAA, the Chief Executive is responsible for share insights and monitor performance against the day-to-day management of the affairs of the key focus areas of the business. Sydney Metro subject to the specific policies and general directions (decisions) of the Sydney Metro Board. The Chief Executive may only exercise this responsibility to the extent that he or she is authorised by the Board.

Our Senior Leadership Team comprises:

Jon Lamonte Chief Executive 35

Office of the Chief Executive

Executive Director General Counsel A/Chief of Staff Commercial Catrina Cresswell Gillian Higginson Jackie Aggett 4. Our people and partners and people Our 4.

Operations, Customer Projects & Placemaking Corporate Services Executive Director Executive Director Deputy Chief Executive Tim Parker Johanna Hall Rebecca McPhee

Sydney Metro Senior Leadership Team. 4.3 Our stakeholders

We work with a variety of stakeholders in delivering our services and places, with the highest-order objective being strong, aligned support for the Sydney Metro investment.

Industry The procurement strategy makes sense; we are Mayors and interested in bidding for Peak bodies Councillors contract(s); we have (IPA, Sydney Business Sydney Metro will bring confidence in the Sydney Chamber, Committee for benefits to our local Metro team. Sydney, Property Council) government area; we will Sydney Metro is good for collaborate with Sydney Sydney; we have Metro to deliver it; we confidence in the team have been listened to. delivering it, we have been listened to.

Members of Parliament Chamber of We understand what commerce / Sydney Metro means for business alliances my electorate; there are Sydney Metro is good beneﬁts for my electorate; for business in Sydney. we have conﬁdence in the team.

Key commercial stakeholders (including neighbouring Transport experts businesses) Successful We understand the Sydney Metro will be worth rationale for the potential disruption. Engagement Sydney Metro. We are conﬁdent Sydney 36 Metro will continue consulting with us.

Interest groups Community groups We have been Sydney Metro has listened to. listened to us and understands our issues. 4. Our people and partners and people Our 4.

Private and public utilities Sydney Metro is Community engaging and they Members understand our Government concerns. agencies Engage with agencies, assurers, construction partners and service providers.

Local Directly government aected Customers Regulators Government We understand what Along the We have an across the agency partners alignment (ONRSR, EPA, DPIE, Sydney Metro means opportunity to have a transport network Wider Sydney ASA) Sydney Metro We are integral to the for our local We had an say; our concerns have We understand the Sydney Metro is is fully compliant delivery and beneﬁts government area and opportunity to been addressed, beneﬁts of Sydney good for Sydney. with its regulatory of Sydney Metro. they are consulting have our say. Sydney Metro will Metro for obligations. regularly and keep consulting all customers. directly. with us.

Sydney Metro stakeholder attitudes.

First passenger services. 11.13am, 26 May 2019.

5. Reporting and disclosure

We will track our activities and progress towards our Corporate Plan’s strategic objectives, and key focus areas, embedding accountability and oversight of its delivery and fulfillment within all levels of our organisation.

All government agencies have statutory obligations to report and disclose their activities as required (noting Cabinet and commercial sensitivities), and to provide, both through Annual Reports and annual updates to our Corporate Plan. Sydney Metro operates in accordance with these obligations and, additionally, proactively discloses where possible.

Further information of our activities is available at sydneymetro.info

The NSW eTenders website (https://tenders. nsw.gov.au/) lists details of key commercial procurement documents, such as tenders and contract summaries of our projects. 38 As a NSW Government agency, we are subject to the Government Information (Public Access) Act 2009 (GIPA Act) and the Privacy and Personal Information Protection Act 1998 (PPIP Act).

Members of the public can call, connect via Facebook or complete the enquiry form on our website sydneymetro.info

4. Our people and partners and people Our 4. We also have a 24/7 Community Information Line for project enquiries:

• Northwest 1800 019 989

• City & Southwest 1800 171 386

• West 1800 612 173

• Western Sydney Airport 1800 717 703

T ranslating and Interpreting Service

If you require the services of an interpreter, please contact the Translating and Interpreting Service on 131 450 and ask them to call Sydney Metro on one of the four telephone numbers above. The interpreter will then assist you with translation.

Rouse Hill Station. 5. Reporting and disclosure

Further information of our activities is available at sydneymetro.info

The NSW eTenders website (https://tenders. nsw.gov.au/) lists details of key commercial procurement documents, such as tenders and contract summaries of our projects.

As a NSW Government agency, we are subject to the Government Information (Public Access) Act 2009 (GIPA Act) and the Privacy and Personal Information Protection Act 1998 (PPIP Act).

Members of the public can call, connect via Facebook or complete the enquiry form on our website sydneymetro.info

We also have a 24/7 Community Information Line for project enquiries:

• Northwest 1800 019 989

• City & Southwest 1800 171 386

• West 1800 612 173

• Western Sydney Airport 1800 717 703

Translating and Interpreting Service