Transadelaide Annual Report 2008-09 Ii | Transadelaide Annual Report 2008-09 — LEFTBLANK — Independent Auditor’S Report

Annual Report 2008-09

On Track for the Future Office Address Adelaide Railway Station North Terrace ADELAIDE SA 5000

Postal Address GPO Box 2351 ADELAIDE SA 5001

ABN 64 260 242 307

Phone 08 8218 2200

Facsimile 08 8218 2206

Website www.transadelaide.com.au

ISSN 1441-421X CHIEF EXECUTIVEOFFICER Bob Stobbe Yours sincerely ofPremierRequirements.the Department andCabinetReporting TransAdelaide (CorporateStructure) Act1998(SA),thePublicSectorManagement1995(SA)and complieswiththerequirementsThe AnnualReport ofthePublicCorporationsAct1993(SA), and onbehalfofTransAdelaide staff, Icommendthereportforpresentation toParliament. The reportdocumentstheachievementsandactivitiesofTransAdelaide overthepasttwelvemonths fortheyearended30June2009. Annual Report On behalfoftheBoard and ManagementofTransAdelaide, Iampleasedtopresent theTransAdelaide Dear Minister ADELAIDE SA5000 TerraceNorth Parliament House Minister forTransport The Hon.PatrickConlonMP 30 September2009 Letter ofTransmittal

i | TransAdelaide Annual Report 2008-09 ii | TransAdelaide Annual Report 2008-09 — LEFTBLANK — Independent Auditor’s Report. Certification oftheFinancialStatements. TransAdelaide FinancialStatements2008-09. Directors’ report. Financial statements reporting. Corporate andstatutory Corporate governance. Our community. Building a The year CEO’s report. Chair’s report. . Business overview TransAdelaide’s vision. Contents

in review.

sustainable future...... 77 76 37 34 1 2 2 1

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iii | TransAdelaide Annual Report 2008-09 iv | TransAdelaide Annual Report 2008-09 by 2018. passenger vehiclekilometres 10 percent of weekday to increasepublictransport Strategic Plantarget(T3.6): achieve South Australia’s increasing railpatronageto environmental prosperity through State’s economic, social and dynamic contributor to the TransAdelaide will be a across greater Adelaide. services frequent, rapid, reliable and safe transport system providing customer focussed, integrated We willcontinuetodevelopa vision TransAdelaide’s of Adelaideanditssurrounds. Plan. TransAdelaide makesareal contributiontothequalityoflifeforpeople this aswehavesignificantimpactonachievingmanyothergoalssetoutinthe achievement ofSouthAustralia’s StrategicPlanobjectivesrangefarwiderthan passenger vehiclekilometres by2018.ButTransAdelaide’s contributionto which is to increase the use of public transport to 10% of metropolitan weekday Attaining Sustainability. SpecificallyitistocontributetheachievementofT3.6 South Australia’s targetiswithinObjective3: StrategicPlan.Theprimary TransAdelaide role hasanimportant toplayinachievingseveraltargetsfrom Division. forTransport,Department EnergyandInfrastructure’s PassengerTransport Hon. PatrickConlonMPandprovides itsservicesunderacontractwiththe authority,As astatutory TransAdelaide reportstotheMinisterforTransport, This teamoperates99railcarsand16tramson140route kilometres oftrack. operators andtraindriverstoarangeofengineeringtradedisciplines. We employover600peopleinarangeoffieldsfrom customerservice,tram Outer HarborandGlenelg. Noarlunga andbeyond inthesouth,from Belairinthehills, from It connectspeoplefrom Gawler andbeyondfrom inthenorth, Adelaide’s system. integratedpublictransport TransAdelaide’s ra overview Business il network is the spine of il networkisthespineof

1 | TransAdelaide Annual Report 2008-09 2 | TransAdelaide Annual Report 2008-09 Victoria Hickey, Board Chair report Chair’s transport increases. transport continue patronage growth, in spite of service disruption, as demand for public with theNoarlungaandGawler linestofollow, however, thechallenge remains to Belair lineforconcrete resleepering. Disruptionfrom lineclosures willcontinue February. Themostprominent disruptionhasbeencausedbytheclosure ofthe to services such as those caused by extreme heat conditions in January and pleasing. Growth inpatronage overthepastyearwasheldbackbydisruptions The increase in patronage for both trams and trains of about 1.4 percent was many andzeroisTransAdelaide’s tolerancetoinjury safety mantra. been fewerreportsofinjuriesbycustomers.Nonetheless,one incidentisonetoo injuries and time lost through injury down on previous years. Similarly there have potentially dangerous with situations.Allindicatorsshowimproved performance staff lookatsituationswitha“whatif”mentalityandare motivatedtorespond to feel that good progress is being made to develop a safety culture in which all Safety forourcustomersandstaff remains amajorfocusofourbusiness.We Safety next severalyears. to provide thebestpossible servicewhilstworkingaround thechallengesof efficiency hassetthetone forTransAdelaide aswepursueourstrategicvision and passionforraisingstandards ofsafety, customerserviceandoperational great progress in preparing the organisation for the task ahead. His leadership focus on customer service. Since arriving in September 2008, Bob has made Executive Officer. Hehasbrought awealthofinfrastructure experienceandgreat The Board wasdelighted to secure theservicesofBobStobbeasChief meets communityneedsagainstabackdrop ofmajorinfrastructure projects. frequently. Thegreat challengeistobeablemaintainaquality servicethat congestion and the financial savings to be made from not using their cars as totheenvironmentpublic transport; aswelltheconvenienceofavoidingroad to rise.Peopleare becoming increasingly consciousofthemanybenefits This infrastructure renewal is occurring as demand for public transport continues purchased. to electricrunningwhilenewrailcarsandtramsare tobe being refurbishedandthemajoritywillbeconverted internally will be redeveloped and upgraded. Existing railcars are presently re-sleepered, electrified and extended. Along the way, stations rebuilding hasmanyelements.Raillineswillbeconcrete transformed into a modern and vibrant system. This challenging journey which will see our rail network TransAdelaide excitingand hasbegunavery

and wealllookforwardahead. to the challengesandopportunities These areexcitingtimesforTransAdelaide’s very Board, managementandstaff infrastructure projects. for Transport, Energy and Infrastructure in this time of increased joint activity on in strengthening theco-ordination betweenTransAdelaide andtheDepartment stepped down from the board in August 2008, after fulfilling an important role past year. I would also like to make particular mention of Rod Hook, who ofTransAdelaide fortheircontributiontothegovernance transport, overthe I thankmyfellowBoard members,withtheirdepthofexperienceinpublic to upgrade and extend our tram and train networks. brought hasTransAdelaide wellplacedtoseizethegenerationalopportunity very customer service and safety expertise that new recruits have subsequently The organisationalrestructure whichBobhasoverseen andtherailoperations, Restructure

3 | TransAdelaide Annual Report 2008-09 4 | TransAdelaide Annual Report 2008-09 report CEO’s Bob Stobbe,ChiefExecutiveOfficer safety and customer service. Soon aftercommencing,Iannounced arestructure toincrease ourfocuson Restructure well asarrangingwiththeMarion Counciltoprovide free on-street parking. passengers on the Tonsley line and the car park was given a quick upgrade as We were abletorespond withextracapacityaddedtocopethese that manypeoplewere drivingdowntoTonsley stationtocommute intothecity. and impactfulproject. Whilstbussubstituteshavebeenoperatingwefound underway. Forourcustomers,theBelairlineproject ispresently themostvisible in April and the refurbishment program for our fleet of 3000/3100 series railcars is tramline overpass.Concrete resleepering oftheBelairraillinealsocommenced Centre Entertainment phaseoftramlineextensionsaswell theSouthRoad commenced in April for the Railcar Depot Relocation at Dry Creek and for the Several major projects have started. As mentioned above, site preparation works absolute besttominimisetheimpactofthesedisruptionsourcustomers. place greatonengagingwithourcommunityandare importance doingour our ageinginfrastructure. These workswillrequire publicunderstandingsowe phase wehavecommencedwillcomeatthepriceofdisruptionsasreplace this transformation also brings very significant challenges. The system upgrade ourpassengerrailservices,butthescopeandbreadth completely transform of It is an exciting time for TransAdelaide given the generational opportunity to by twoyearstheupgradingofGawlerline. been madeavailabletoextendtheNoarlungalineSeaford andbringforward Creek where groundwork for the new facility. has started Federal funding has also There’s also the relocation of the railcar depot from the Adelaide Rail Yards to Dry refurbishment ofallandelectric conversionofmostthe3000/3100railcarfleet. card smart ticketingsystemand trams andelectrictrains,anewstate-of-the-art and facilities,electrificationofraillines,tramlineextensions,thepurchase of such as the concrete resleepering of the rail network, upgrading of stations services for our community. The ‘Rail Revitalisation Project’ contains major works systemprovidingart faster, cleaner, more frequent andefficient publictransport $2 billion investment will transform Adelaide’s network into a vibrant state of the excitingperiodforTransAdelaide. systemhaslaunchedavery transport The inAdelaide’sThe biggestinvestmenteverbyaStateGovernment public Rail Revitalisation role inSeptember2008. hasbeenmyprioritysincecommencing service whilst simultaneouslyimproving safetyandcustomer transformation of infrastructure and operations Preparing TransAdelaide foragenerational the redevelopment andexpansion phasewehaveentered andtothendrive seniorappointmentswhichwillenableustofirstlymanage other important, The divisions under Peter, Erryn and Andrea have all been bolstered by targeted for greater emphasis. TransAdelaide toaspectsofourbusinessthatare andbringaddedexpertise consolidate ourtrainandtramservices.Theseappointmentshavereinvigorated senior management.ThepositionofChiefOperatingOfficer alsowascreated to appointmentsto important twovery challenges aheadandmadenecessary This restructure exciting hasaddedtwodivisionsthatposition usforthevery Customer Service Andrea Higgs from BTFinancialServices asExecutiveManager Executive ManagerSafety, SecurityandEnvironment Erryn Munchenberg from Worley Parsons Resources and Energy as (NSW) asChiefOperatingOfficer Peter Doggett from theTransport Infrastructure DevelopmentCorporation

5 | TransAdelaide Annual Report 2008-09 6 | TransAdelaide Annual Report 2008-09 coming yearswithconfidence. organisational development.There’s alottobeachievedandIlookforward tothe efficiency inthemidstofunprecedentedexcitinginfrastructure andvery maintain growth, improve customer service and safety and increase operational their effortandcontributionsoverthepastyear. We haveabigtaskahead–to given themajorprojects thathavecommenced.IthankTransAdelaide staff for Our patronage hasincreased by1.4percent,satisfyingresult whichisavery Passenger Growth have such warning systems. year withsixtofollowinthisphaseoftheproject. We are thefirstrailsystemto Emerson Station.Another10locationshavehadthesignsinstalledoverpast commissioning ofourfirst“Caution,More ThanOneTrain” systemsat warning With Trains” community serviceannouncements.RailSafetyWeek alsosawthe its television based awareness campaign and the award winning “Don’t Play This campaignwasinadditiontoNationalRailSafetyWeek inJuly2008with grave consequencesthatare possiblethrough impatienceatlevelcrossings. theme was simple: “Some Things Are Worth Waiting For” and stressed the a specialrailsafetycampaignduringtheyearcommencinginlateMarch. The community. forTransport, The Department EnergyandInfrastructure conducted Our effortshavebeencomplementedbysafetycampaignstargetingthewider focussed onthecontinuingdevelopmentofaresilient safetyculture. and thecommunityingeneralhashighestpriority. Mucheffortisbeing improving performance indicators. The safety of our workforce, our customers the Government’s Safety in the Public Sector strategy and I am very pleased by TransAdelaide adoptedthezerovisioncontainedwithin haswholeheartedly harm Safety public andprivatesectorexperienceintheareas ofcustomerserviceandsafety. andanexcellentmixof expertise railindustry international us withlong-term, Executive Officer inearlySeptemberandthesenewappointmentshaveprovided operational efficiency havebeenequalprioritiessincetakingmyrole asChief the operationsofbusiness.Improving customerservice,safetyand greater emphasisoncustomerserviceandsafetywhilecontinuingtotransform continuous improvement. It is important that we have cultural change and a lines. expected inAugust2009.ThiswillbefollowedbytheNoarlunga andGawler to beconcrete re-sleepered. Belairhasbeenclosedfrom Aprilwithitsreopening Revitalisation Project, themostobviousbeingclosure oflinestoenablethem Patronage is expected to be affected by infrastructure works under the Rail is expectedtobeimplementedduring2010. acquisition ofanewServicePlanningandSchedulingSystem.Thesystem careful useofourresources. Asignificantcontributortothiswillresult from the for refurbishment. Thiswill bepossiblebyincreasing operationalefficiency and whilst rail lines are closed for upgrading and railcars are removed from service This pastyearofpatronage growth hassetthechallengetocontinuepattern bringing anoverallgrowth forbothsystemsof1.43percent. trains increased 1.4 percent. This represents a figure of 14.36 million passengers Total patronage fortramsincreased overthepastfinancialyearby1.5percent, bus servicesfrom surrounding suburbs. The raillinesradiatefrom Adelaide’s CentralBusinessDistrictandare fedby beyond inthesouth,from Belairinthehills,from Outer HarborandGlenelg. track connectpeoplefrom Gawlerandbeyondinthenorth, Noarlunga system.Our99railcarsand16tramsover140routetransport kilometres of TransAdelaide’s rail network has a vital role in Adelaide’s integrated public Passenger Transport Services in review The year * Includessubstitutebusfigures forMayandJune2009 TOTAL Tram Train Outer Harbor Train Lines Gawler Belair Noarlunga

2004-05 11.17m 13.27m 2.10m 2 477196 3 844992 1 121517 4 138297 2007 -08 2007 2005-06 11.71m 13.78m 2.07m 2006-07 2 482746 4 068608 4 214105 11.62m 13.98m 2008 -09 2008 2.36m 978 541* 2007-08 11.58m 14.15m 2.58m Change -142 976 223 616 75 808 5 500 2008-09 11.74m 14.36m 2.62m Percentage -12.7% Percentage 0.2% 5.8% 1.8% Growth 1.50% 1.40% 1.43%

7 | TransAdelaide Annual Report 2008-09 8 | TransAdelaide Annual Report 2008-09 pedestrian safety with the installation of automatic gates at several pedestrian pedestrian safety withtheinstallationofautomatic gatesatseveralpedestrian Many infrastructure projects over the past year have been focussed on in 2007. people using the facility when compared to the previous survey conducted with customers.Asurveyhas shown anincrease of40percent inthenumberof Oaklands Interchange whichopenedinJune2008hasprovenpopular very Oaklands Interchange experience,aspikeinpatronage isexpected.Thenew and improved operating conditions is eagerly anticipated as, given the new late August 2009. The re-opening of the Belair line with upgraded stations has progressed wellandservicesare expectedtoresume onschedulein are being made to the Blackwood, Coromandel and Eden Hills stations. Work concrete resleepering of the Belair line which commenced in April. Upgrades The mostnotable,orthatwiththegreatest impacttocustomers,hasbeen Major infrastructure workshavecommencedundertheRailRevitalisationProject. Infrastructure diesel powered to service the Belair line. toelectricwhilsttheremainingthis, fifty-eightwillbeconverted 12remain to serviceinOctober2009.Theentire fleetwillberefurbished by2012.Following The firstthree refurbished 3000/3100seriesrailcarsare expectedtobereturned the newwindowshavebeengreatly appreciated byourcustomers. feed tothedriver’s andemergencycallbuttons.Inthemeantime, compartment Security willalsobeimproved withadditionalCCTVcamerasincludingalive systemswithhearingloopsforthevisuallyimpaired. passenger information designated spaces for wheelchairs and mobility aids as well as upgraded The railcarswillbeDisabilityDiscriminationActcompliantandhavemore provide asafer, andrefreshed comfortable modern, environment forpassengers. refurbishment. Thisrefurbishment willcompletelyremodel railcarinteriorsand replacement ofwindows in the3000/3100railcarfleetpre-empting themajor make commutingbyrailmore attractiveforpeople.Afirststephasbeenthe A great deal of effort has been made to increase passenger comfort and thereby Rail Revitalisation Project continues. signs will be rolled out across the network as the station upgrade element of the increased lighting levels throughout the concourse and platform areas. The new ofanupgradewhichincludedtactile tilesand new signageinstalledaspart of signs. The Adelaide Railway Station has been the first station to have this benefits allpassengersandTransAdelaide hascompiledanewstandard set recognition Thishigherstandard bypeoplewithvisualimpairment. forsignage compliance progress hasbeenmadeintheprovision ofsignagethatenables and attaining Disability Discrimination Act (DDA) compliance. Particular DDA the Promoting Independence–DisabilityActionPlansforSouthAustralia objectivesunder Disability ActionPlan,aimedatmeetingStateGovernment corridor has been ongoing. Work has also continued under TransAdelaide’s Maintenance andupgradingofrailwaystations,tramstops withintherail vegetation removal andbushfireBelairline). mitigation(particularly included theon-goingfencingupgradeproject toimprove safetyandsecurity, Less visibleprojects within therailcorridorbutofgreat significancehave late 2009. to continue during construction. The overpass is expected to be completed by tramlinehasbeeninstalledaround A temporary thesitetoenabletramservices ofnextfinancialyear.announced andworkduetocommenceinthefirstpart through consultation,planning anddesignphaseswiththefinal Another highly visible project, the South Road Tram Overpass, has progressed exceptional circumstances arerare. expectedtobecomevery associated withheatbucklesoversummer. Speedrestrictions otherthanunder Completion of the resleepering project will also largely remove the problems Gawler linehasbeenacceleratedenablingthereduction ofspeedrestrictions. over thepastyearandsimilartimberreplacement fortrackandswitchesonthe Replacement of switch timbers within the Adelaide Rail Yard was completed driving andparkinginthecity. and Ride facility at the Entertainment Centre, providing an attractive alternative to Stadium and major events at Bonython Park. The project also includes a Park new Royal Adelaide Hospital, the upgraded Entertainment Centre, Hindmarsh Centrenew servicetotheEntertainment willprovide convenientaccesstothe rail project, theextensionfrom CityWest Centre. totheEntertainment The Work commencedinApril2009onthenextphaseofCoasttolight hascreatedScience Department interest from interstate counterparts. effectiveness underway by the University of South Australia’s Behavioural They are afirstforAustralianmetropolitan railnetworks andastudyoftheir been installedatelevenlocationswithsixtocomeinthepresent program. station’s systemshave majorupgrade.‘Caution,more warning thanonetrain’ crossings over the past eighteen months, including at Parafield as part of this

9 | TransAdelaide Annual Report 2008-09 10 | TransAdelaide Annual Report 2008-09 a rangeofprojects aimed atachievingstrategicobjectives. each newExecutiveManagerassessingtheirarea ofresponsibility andinitiating Significant progress has occurred since these appointments were made with Service andCommunications. Security andEnvironment andAndrea HiggsasExecutiveManager, Customer as ChiefOperatingOfficer, MunchenbergasExecutiveManager, Erryn Safety emphasis on customer service and communications. Peter Doggett has joined the developmentphaseTransAdelaide hasentered aswelltheincreased the past year. Three key appointments highlight the restructure which reflects completion ofworkshasguidedasignificantorganisationalrestructure during the Rail Revitalisation Project and to then continuously improve service following The requirement tonotonlymaintain,butimprove passengerservicesduring Looking Ahead to office accommodation and staff facilities. extensionandupgrade alterations toexistingmaintenancefacilitiesandafurther increase inlightrailoperations.Thesewillincludeincreasing stablingcapacity, Major worksare beingplannedforthedepotnextfinancialyeartocater a newmeetingandtrainingroom, newcarparkandcovered outdoorareas. Facilities attheGlengowrietramdepotwere improved withnewkitchenfacilities, consultative services. disability sectorwhichoperatesasafocusgroup andasource ofspecialist disabilities. Thegroup comprisespeoplewithdisabilitiesrepresenting the Group whoprovideandinsightintotherequirements expertise ofpeoplewith TransAdelaide isgratefultothemembersofTransport AccessibilityAdvisory specific trainingfordriversand technicalstaff. TransAdelaide isaRegistered of individualsandgroups. Programs rangefrom professional development to unit manages and conducts programs to continuously develop the capabilities TransAdelaide greatly valuesourworkforceand Development andourLearning on merit. physical disabilities.TransAdelaide based iscommittedtoequalopportunity year and will guide employment opportunities for minority groups and those with and EquityPolicy, drawnfrom ourDisabilityActionPlan,cameintoforce thispast and provide many opportunities for people to build their careers. A new Access and professional staff covering multiple categories. We have a stable workforce specialist technicians, engineers, customer service, train drivers, tram operators TransAdelaide employsover600peopleinarangeofoccupationsfrom our customersbutisalsoanticipatedwithgreat enthusiasmbyourteam. TransAdelaide’s generationalupgradingwillnotonlybeofgreat benefitto Our Team present locationforredevelopment asthenewRoyalAdelaideHospital. Creekstabling facilitiesisalsounderwayatDry whichwilleventuallyfree the engineeringand train services.ThenewRailcarDepot,withstate-of-the-art new electricrailcarswillprovidequietandenvironmentally comfortable, sound toelectricrunningfollowingconversionoftheraillineandalongwith converted The 3000/3100seriesrailcarrefurbishment projectThesewillbe hasstarted. been sourced from Spainwhichwillbeaddingtooursystemcapacity. Centre, thelatestphaseof theproject totakelightrailSemaphore. Trams have Work hasalsocommenced onthetramlineextensiontoEntertainment resleepering twoyearsaheadoftheinitialschedule. tostart station andviaduct.TheFederalfundsalsoenabletheGawlerlineconcrete Adelaide Outer Harborlinewithworkduetocommenceinlate2009onthePort serve thisarea ofpopulation growth. There willbesignificantupgradestothe with anewbridgeovertheOnkaparingaRiverandtwostationsbuiltto resleepered fundingwillbeextendedtoSeaford andwithFederalGovernment along the line are being upgraded. The Noarlunga line is next to be concrete The concrete resleepering oftheBelairlineiswellunderway andstations improved communications. facilities, employeeandcustomersafetysecurityenhancements,increased operationsand business: infrastructure, upgradingofandnewtrains,trams,engineeringstabling There are manyelementsoftheRailRevitalisation Project encompassingallaspectsofour andvibrantsystemoverthenextseveralyears. intoamodern transformed transport infrastructure will see TransAdelaide’s train and tram networks The largest investment ever by a State Government in South Australia’s public sustainable future Building a

11 | TransAdelaide Annual Report 2008-09 12 | TransAdelaide Annual Report 2008-09 and others updated. vital tocapturingandapplying theirknowledgeasnewsystemsare introduced new division’s role. This is particularly important as feedback from our people is Further developing internal communications is a very important element of this function “underoneroof”through aswelladdingexpertise recruitment. fashion toSafety, SecurityandEnvironment haspulledtogetherpeoplewiththat Customer ServiceandCommunicationdivisionestablishedwhich, inasimilar The restructure also strengthened the customer service area with a specific safety culture. hazards, provide solutionsaswelltogenerallyreinforce andstrengthen our staff communications.Regularmeetingsare nowconductedtoidentifyworksite content fornewemployees.Thesafetymessagehasbecomeubiquitousin rigorous inductionprogram, introduced thispastyear, includesmore OH&S managers andsupervisorshavenowhadrefresher OH&Strainingandamore developing an on-line Safety Health and Environment Management System. All consolidated. Thishasalsoprovided addedmomentumtothemajorproject of and improvement ofsystems, whichwaspreviously scattered, hasnowbeen as aspecialistteam.Asresult, safetymanagement,monitoring,reporting had previously reportedto divisionalmanagers,havebeenbrought together MunchenbergasExecutiveManager.Erryn Staff withasafetyfunction,who Environment activesincetheappointmentof divisionwhich hasbeenvery The organisationalrestructure created astrengthened Safety, Securityand Heritage regarding fire hazard reduction workwithintherailcorridor. Training has alsobeenreceived fromforEnvironment theDepartment and on-line thatwillallowthemtoworkwithintherestricted area oftherailcorridor. launched in September which enables contractors to complete essential training training package,RailSafetyandEnvironmental Awareness forContractorswas in Transport andDistributionTransport andLogistics.Anewe-learning Training Organisation (RTO) andrunsprogramsI,II,IIIIV forCertificates announced as Employee of the Year for 2008. Dunk; David Burton and David Irving. Tram Operator, Peter Tsoukalas was Taylor;with sixinauguralinductees:NeilThomson;Harry PeterStacey;Barrie past yearwasmore memorable fortheintroduction ofa‘RailHonour’award awards nighthasbecome ahighlightontheTransAdelaide calendarandthis recognised for25yearsservice andthree recognised for40yearsservice. The employees. The2008AnnualAwards Presentation sawelevenpeople A feature ofTransAdelaide’s stableworkforce isthe numberoflong-serving Sector (SIPS)2007-2010. achieving the targets set by the government’s initiative, Safety in the Public claims overthepastyearcontinuesadownward trend andseesTransAdelaide improving OH&S results. The reduction in workplace and psychological injury new staff inductionsessionshasalsobeenacknowledgedasacontributorto reportable injuries over the past year. A more extensive OH&S component in the the CorporateHealthGroup andhasalready been credited withareduction in Handling andFitnessforWork program hasbeendeveloped inconjunctionwith and supervisors completing programs throughout the year. A new Manual and Safety (OH&S) training continues to have the highest priority with managers on healthandsafetyaswepursuethetargetofZeroOccupationalHealth Harm. The welfare of our people is vitally important and is the driver behind our focus

13 | TransAdelaide Annual Report 2008-09 14 | TransAdelaide Annual Report 2008-09 applied toallTransAdelaide landscapingprojects. conservation techniques, along with selection of water-wise native plants is being on thesiteforexisting100yearoldtrees andthenewplantings.Suchwater Water Saving Innovation. It utilises eco-swales and sumps to re-use all rainfall aswelltheSAWaterApplication Category prizeasOverallAward forBest environmental awards: first place for Water Saving Innovation in the Urban The OaklandsInterchange whichopenedinJune2008hassincewontwo late 2009. completed atmoststationswiththebalanceexpectedtobefinishedby 22,500 litre rainwatertanks attheMileEnddepotandwaterefficiency upgrades cleaned. Otherwaterconservationprojects includetheinstallationoftwo disposal costs as well as providing recycled water for use at the station being now processes contaminated water from graffiti removal. This saves waste place whichwillenablemanagementandreduction. Awaterrecoverysystem members ofourGreenhouse Taskforce. Awasterecording systemisnowin Much workisbeingdrivenbyourEnvironmental Coordinator andthevolunteer have nonetheless made gains over the past year. Belair line) is complete. Lighting upgrades and simple conservation policies will remain soevenafterthe conversiontoelectricrunning(exceptforthe Energy anddieselfuelusageisamajorfactorinproviding ourservicesand (the carboncredits mechanism)whichisexpectedtobeactivatedinlate2009. TransAdelaide isnowregistered forNationalGreenhouse EmissionReporting (GoGo) ActionPlanandtheNationalFrameworkforEnergyEfficiency. own environmental impactandare committedtothe Greening ofGovernment weekday passengervehiclekilometres by2018.We alsostrivetoreduce our Transport; increasetotenpercent theuseofpublictransport metropolitan major role inachievingSouthAustraliaStrategicPlanTarget T3.6:UseofPublic TransAdelaide ispivotaltoreducing Greenhouse gasesasreflected byour Our Environment signs are installed athighprioritylocations where theywillbemost effective. crossings systems suchasthe‘Caution, andwarning More Than One Train’ education andawareness campaigns.Safetysystems such asgatedpedestrian doing so consists of development and installation of safety systems as well as atlevelcrossingsparticularly which are dangerhot-spots. Theapproach to A keycommitmenttoourcommunityisimprove andpromote railsafety, Community RailSafety free on street parking in the vicinity of the station. requesting extrarailcars,improvements totheexistingcarparkandarrangedfor more popularthananticipatedandourEngagementteamresponded byquickly or usedprivatevehicles.TheadoptionofTonsley asaParkandRidestationwas line and either shifted to substitute bus services, travelled to the Tonsley station re positive aspeoplequicklyadjustedtoclosure ‑sleepering hasbeenvery ofthe community understanding. The experience from the Belair line concrete elementoftheirworkistofoster community communications.Animportant Community Engagementteamhastherole ofengagingwithandmanaging Project services.Aspecial andthedisruptions thiswillcauseournormal progress through themajordevelopmentscontainedinRailRevitalisation At present, commitmentto ourcommunityhasanaddeddimensionaswe group. advisory representing a particular line, who have responded to vacancy notices to join this to passengersurveys.Membersofthepanelare interested commuters, Customer Panel’s complement important sixmemberscontinuetobeavery to stay in touch with issues and requirements. The monthly meetings of the Rail Feedback is vital and we continue to maintain close links with our community andcommunicationsattimesofservicedisruption. of generalinformation heat experienced in late January and early February 2009 plus improved delivery such asdemonstratedbythedistributionofwaterduringrecord breaking standardisation ofsignage across thenetwork,sensitivitytocustomercomfort using TransAdelaide’s railandtramservices.Thisincludesthedesign Communications. Great effort isbeingmadetoimprove peoples’experience the appointmentofAndrea HiggsasExecutiveManagerCustomerServiceand Our focusoncommunityandcustomerexpectationshasbeenstrengthened with modernised infrastructure via the Rail Revitalisation Project. business. We strivetoprovide thebestpossibleservice andeagerlyanticipate stop. Itincludesacommitmenttocontinuousimprovement inallaspectsofour groups withthetoolsandmaterialstocare fortheir localtrainstationortram requirements groups ofparticular toproviding ourAdopt-a-Stationvolunteer of the community we serve. This ranges from adjusting timetables for special TransAdelaide iscommittedtoengagingwithandresponding totheneeds Engaging with our Community Our community

15 | TransAdelaide Annual Report 2008-09 16 | TransAdelaide Annual Report 2008-09 train passingthrough apedestriancrossing. coincidentallyincludesonebasedonthedangerofasecond advertisements One Train’ systematEmersonStation.Theaward warning winningseriesof launch totheweekwascommissioningoffirst‘Caution,More Than based community awareness campaign ‘Don’t Play With Trains’. An appropriate rail crossings, recognised ascriticalsafetylocations withtheimpactfultelevision The pastyear’s NationalRailSafetyWeek inJuly2008continuedthefocuson population. designed for vision impaired people, also have safety benefits for the general rampsandsoon,whilst as tactiletileswhichdefinetheedgesofplatforms, Requirements forcomplianceundertheDisabilityDiscriminationActsuch primary schools along the rail corridor however linking with DTEI’s ‘Way To Go’ ‘Way To Go’road safetyprogram. TheRailEducationUnit hadbeenrestricted to Infrastructure toincorporateamore extensiverailsafetyprogram withintheir forTransport,on hiatusasweworkwiththeDepartment Energy(DTEI)and TransAdelaide andtheSouthAustraliaPolice’s RailEducationUnithasbeen tragedy from impatienceatlevelcrossings. including ontrams.Itsmessageisthepotential as welloutdooradvertising, commenced inlateMarch, ranonmetropolitan andregional televisionandradio forTransport,the Department EnergyandInfrastructure. Thiscampaign,which ‘Some Things Are Worth Waiting For’ advertising campaign commissioned by The RailSafetyWeek campaignwascomplementedduringtheyearby responses to disastersituations.Anaccess guideforemergencyservices to development and refining of protocols and systems which ensure coordinated forthe important and testskillsequipment. Theyhavealsobeenvery a Flexitytram.Bothexercises haveprovided togainexperience theopportunity Thisyear’sparticipated. ‘Flexity3’wasbasedona levelcrossing accident with State EmergencyServicealongwithobserversfrom Fire theCountry Service South AustraliaPolice,SAAmbulanceService,Metropolitan Fire Service, has withemergencyservices.Liketheprevious year’s ‘Jumbo08’exercise contributed developed to the this excellent and relationshipfurther TransAdelaide preparedness. The‘Flexity3’multi-agencydisasterexercise heldinMay2009 elementofoursafetymanagementisdisaster important Another very years. all train services from 6.00pm compared to the 7.00pm start of the last several also beenabletoextendouruseofprivatesecuritycontractorswhoare nowon develop andreportingsystemsprotocols are continually improved. We have professionalism and effort. Our excellent relationship with SAPOL continues to South AustraliaPoliceTransit Division(SAPOL)andwegreatly appreciate their passengers, free ofgraffiti. Forthis,TransAdelaide islargelyreliant onthe We strivetoprovide asafeandsecure environment fortrainandtram 2009’s third schoolsemester. in proximity totherailcorridor. Thisnewinitiativeisexpectedtocommencein will greatly extend the rail safety message to many more schools beyond those

17 | TransAdelaide Annual Report 2008-09 18 | TransAdelaide Annual Report 2008-09 golf course,wasclosedtoensure playerandspectator safety. October 2008.TheGrangeline, whichrunsdirectly through theRoyalAdelaide service provided byTransAdelaide in golftournament important forthisvery substitute busestoGrangeandEaststationsconstituted the‘special’ The closure oftheGrangelineatSeatonParkstationandprovision of World Amateur Teams GolfChampionships were upby118percent. day on the trams. Voucher collections were up by 47 percent and validations A record number of participants in the 2008 City to Bay was reflected by a busy City to Bay patronised andthefree travelforveteranswasgreatly appreciated. earlierthantheregularService. Additionalservices,starting timetablewere well Inclement weatherdidnotkeeppeopleawayfrom the2009ANZACDayDawn ANZAC Day Dawn Service convenience and value of our rail services. community eventsprovide TransAdelaide todemonstratethe withtheopportunity possibletosatisfythisspikeindemandasandothersuch does everything available railcarisutilisedasservicesare givenextracapacity. TransAdelaide of people commute into the city centre for this spectacular family event. Every The Christmas Pageant is clearly TransAdelaide’s busiest day when thousands Christmas Pageant over thenine-dayshowperiod. division alsocreated arecord withaneighteenpercent increase inpatronage previous year in patronage with 369 000 people making the trip. The trams temporary station at the showgrounds had a twelve percent increase over the The special15minuteshuttleservicefrom theAdelaideRailwayStationto Royal Adelaide Show special occasionsorevents. totheregular byadditionalservicesorearlystarts timetocaterfor supported stationandtramstoprespectivelyby stoppingatthe‘part-time’ whilstothersare shelter. Others, such as race meetings at Gawler and Morphettville are supported such asaticketoffice andticketvalidatorsaswellanopen-sidedmarquee for throughout theyear. TheRoyalAdelaideShowrequires infrastructure temporary TransAdelaide provides specialservicesforseveralmajorcommunityevents forCommunityEvents Special Services experience gainedintheseexercises. TransAdelaide’s railcorridorandfacilitieshasnowbeendevelopedfrom the in the2009event. Peninsula. Theyhadagreat timeandencouragedbytheexperienceare entered actual race which saw them follow clues from Adelaide and through the Fleurieu Jolie Allansonfinishedfifthoftwentyteamsinfundraisingandsevenththe the DeafCanDo‘Great Race’: NikkiHume,Karen Floyd,EllenPetersonand sleeves upandrepresented TransAdelaide withdistinctionduring theyearin generally consistsofmonthlyfundraisershoweveronegroup really rolled the activities andregularly contribute toarotation ofcharitableorganisations.This TransAdelaide incommunity stafftoparticipate oftentaketheopportunity done bystudentsfrom Marelston TAFE. damaged the station and signal cabin in 2003. The signals cabin restoration was project tocompleterestoration oftheBelairrailwaystationfollowingafire that rebuilt Belairstationsignal cabinreturnedtoitsoriginallocation.Thiswasthelast seen theircommunityproject, forwhichtheyraised$36000,culminatewiththe or tram stop. The Friends of Belair group has been particularly active and has provide tools and materials to enable them to care for their “local” railway station groups. There are almost300peopleingroups ofvarioussizesforwhomwe benefit from thededicated workofvolunteerswhomakeuptheAdopt‑aStation community. Besides thebenefitsofstrong two-waycommunicationwealso TransAdelaide benefitsinmanywaysfrom activeengagementwithour convenience andotheradvantagesoftraintramtravel. toourrailservicesandexperiencethe usepublictransport, not normally cricketisplayedatAdelaideOvaldrawpeople,whomay when international Special eventssuchastheShow, CitytoBay, theChristmasPageantand average dailyfigures fortherest ofNovember. as shownbyanadditional,almost50percent patronage compared withthe services between 9am and 6.40pm were once again appreciated by customers CupDayserviceswhichhadten-minutetimetabled Our specialMelbourne Melbourne Cup Trams

19 | TransAdelaide Annual Report 2008-09 20 | TransAdelaide Annual Report 2008-09 governance Corporate Shaun Matters Board Member Margaret Starrs Executive Corporate Manager Services Randall Barry Development Executive Manager Rail Board Member Kevin Benger Infrastructure Executive Vi Nguyen Manager the • one personwillbeanominatedbytheMinisteraftertakinginto • It willconsistofnotmore thansixmembers: things requires that: with theTransAdelaide (CorporateStructure) Act1998which,amongstother ofSouthAustraliaappoints theBoardThe Governor ofDirectors inaccordance TransAdelaide’s Board ofDirectors Directors andChiefExecutive Officer. theMinistercommunication for between Transport, ourBoard of commitment to transparency withclear andaccountability of TransAdelaide’s our strategicgoals.Itconfirms Framework isthefoundationforachievement A strong and effective Corporate Governance Finance’s FinancialManagementFramework. by the Department of Premier and Cabinet and the Department of Treasury and guided bytheTransAdelaide (CorporateStructure) Act1998; guidelines issued dealings with all stakeholders and the pursuit of continuous improvement. It is Our Corporate Governance Framework is based on the principles of ethical Virginia Hickey(Ch) account therecommendations oftheUnitedTrades andLabourCouncil; and Board Member

remainder Chief Executive Officer Organisational Hon PatrickConlonMP Minister for Transport Development Veronica Lee Consultant Senior Bob Stobbe

will

be Board Member

John Hearsch persons Peter Doggett Operating Officer Chief

nominated & Communications Customer Service Board Member

by Roger Jowett Andrea Higgs Executive Manager

the

Minister. Erryn Erryn Munchenberg Safety, Security & Board Member Lino DiLernia Environment Executive Manager

Attaining Sustainability andBuildingCommunities. across therangeofmajorobjectives:EconomicGrowth, Improving Wellbeing, TransAdelaide also contributed to the achievement of many other SASP targets Increase to10percent theuseofpublictransport weekday travelby2018. to theachievementofSouthAustralia’s StrategicPlan(SASP)targetT3.6: The foundation of our corporate mission is the responsibility to contribute strongly as providingofSouthAustralia. accountabilitytotheGovernment and evaluating the performance and remuneration of senior management as well ensuringadequateevaluationandmanagementofrisk financial performance, This includes approval of strategic directions, monitoring operational and The Board isresponsibleofTransAdelaide. fortheoverallcorporategovernance replaced RodHookinAugust2008. Benger, RogerJowett,Margaret who Starrs,JohnHearschandLinoDiLernia Chaired byVirginiaHickey, theotherfivemembersofboard are: Kevin TransAdelaide’s operationsandfuture development. chosen onthebasisoftheirskillsandexperienceinmattersthatimpact Members oftheBoard are independentoftheorganisationandhavebeen 6 -Margaret Starrs 5 -JohnHearsch 4 -RogerJowett 3 -LinoDiLernia 2 -KevinBenger 1 -VirginiaHickey 3 4 1 5 6 2

21 | TransAdelaide Annual Report 2008-09 22 | TransAdelaide Annual Report 2008-09 Final approval rests following advice and approval with the Governor from cabinet. Board remunerationbytheCommissioner ofPublicEmployment. is determined roadimplementation ofmajorport, andrailinfrastructure developments. Office of Major Projects and Infrastructure, he was responsible for the strategic Track Corporation(ARTC). Inhisprevious role asaProject Director withthe Director oftheAdvancedTrain ManagementSystemswiththeAustralianRail projects. Lino’s includes hiscurrent experienceintherailindustry role ofProgram hasdiverseexperience infinance,management,andinfrastructure Mr DiLernia Mr LinoDiLernia Operations fortheStateTransport Authorityof Victoria. long career withVicRailandV/LineasChiefGeneralManager, Transport Pty Ltd.JohnwasGroup Manager, Freight withQueenslandRailfollowinga Mr HearschisthePrincipalofhisownconsultancy, JohnHearschConsulting Mr John Hearsch Committee. the 1970s and 1980s. Margaret is a member of TransAdelaide’s Audit and Risk ofTransport,as seniorpositionswiththeDepartment SouthAustraliaduring Director Economic Policy for the National Road Transport Commission as well the operationsofsuburbanrailways.ShehasbeenDeputyChiefExecutiveand consults onroad, railand air infrastructureand includingforpublictransport MMStarrsPtyLtd.She Ms StarrsisthePrincipalofherownconsultingfirm, Ms Margaret Starrs both stateandnationallevel. represented theuniononanumberofunion/employerconsultativecommitteesat a member of the Australian Council of Trade Unions Executive. Roger has Union (RTBU).NationalSecretaryoftheRTBU Hewasformerly andwas Mr JowettistheNationalTransport PolicyAdvisorfortheRail,Tram andBus Mr Roger Jowett Board ofTransitPlus. TransAdelaide. KevinisChairoftheAuditandRiskCommitteealsoon GeneralManagerof includingasaformer 30 yearsinvolvementintransport, skillstotheBoardbrings financialandtransport from bothhiscurrent role and Mr BengerisChiefExecutiveOfficer ofCommunityCPSAustraliaLtd.He Mr Kevin Benger TransAdelaide’s jointventure, TransitPlus. is amemberofTransAdelaide’s AuditandRiskCommitteeontheBoard of of theNationalCompetitionCouncilandonboardVirginia ofFlindersPorts. andprivatesectorboards number ofgovernment includingbeingaCouncillor consultant,lawyerandadirector Sheisacorporategovernance on transport. commercial incorporategovernance, lawand Ms Hickeybringsexpertise Chair, Ms Virginia Hickey Also see Directors’ Report at head of Financial Report (page34) Also seeDirectors’ atheadofFinancial Report Report 1987 andSubSection32(4)ofthePublicCorporationsAct1993. comply withobligationsunderSection31ofthePublicFinanceandAuditAct the Auditor-General’s whichsetsthescopeofauditprogram Department to reviewing controls.auditoris compliancewithestablishedinternal Theexternal access to the Audit and Risk Committee and provide professional services by TransAdelaide’s auditorshave direct auditorisDeloitte.Theinternal internal chaired byKevinBenger. Committee consistingofboard members,VirginiaHickey, Margaret Starrsand Statement, relevant Treasurer’s Instructions.Itismonitored bytheAuditandRisk Policy also reflects the South Australian Government Risk Management Policy Australian Standards forRiskManagement(AS4360).Our TransAdelaide RiskManagementPolicythatisconsistentwiththe hasaformal Audit andRisk

23 | TransAdelaide Annual Report 2008-09 24 | TransAdelaide Annual Report 2008-09 statutory reporting statutory Corporate and $0-$47,999 $48,000-$60,999 $61,000-$78,199 $78,200-$98,499 $98,500+ TOTAL Salary BracketSalary Number ofEmployees by Bracket Salary Employee Statistics wage increases foraffected employees beingendorsedforintroduction in2009. Maintenance employeescommenced inlate-2008andgaverisetoproposed The negotiationofrevised workplaceagreements forInfrastructure and payment ofassociatedwageincreases foraffected workgroups. the 2008-09 financial year. This resulted in revised terms and conditions and for Tram OperationsandSalariedemployeegroups were concludedduring Negotiations relating tothedevelopmentofnewworkplaceagreements tocater Industrial RelationsandWorkplace Agreements Male 228 197 569 91 34 19 Recruited toTransAdelaide Separated from TransAdelaide On leavewithoutpay Number ofPersons During the08-09Financial Year FTEs Persons Female Male Gender Number ofPersons at30June 2009 Total NumberofEmployees Female 33 20 23 82 % Persons 3 3 12.6 87.4 649.2 651.0 80 42 1 % FTEs Total 12.5 87.5 261 111 220 651 37 22 disruption toscheduledtrainservicesononeoccasioninMarch 2009. Employee meetingsheldtoconsiderrelated wageproposals resulted inminor TOTAL GRPM Classification Leave Type Miscellaneous SpecialLeave Family Carer’s Leave Sick Leave TOTAL Female Male PERSONS TOTAL Female Male FTEs Male 0 0 Ongoing Ongoing Ongoing 600.4 602.0 531.0 530.5 71.0 69.9 Average Days Leave perFull Time Equivalent Employee Female Executives by Gender, ClassificationandStatus 0 0 Status ofEmployees inCurrent Position Male Short-term Short-term 0 0 Contract Contract Contract Tenured 13 13 2005-06 6 7 6 7 0.4 0.4 9.0 Female 0 0 Male 4 4 Untenured Long-term Long-term Contract Contract Contract 2006-07 36.0 31.0 35.8 30.8 5.0 5.0 0.2 0.4 8.4 Female 3 3 Other (Casual) Male Other (Casual) Other (Casual) 0 0 2007-08 0.1 0.4 7.3 Female 0 0 0 0 0 0 0 0 Male 4 4 2008-09 Total 0.1 0.6 7.2 569.0 649.2 568.3 Total Total 651.0 82.0 80.9 Female 3 3

25 | TransAdelaide Annual Report 2008-09 26 | TransAdelaide Annual Report 2008-09 * sex, age,state,maritalstatus–employedtotalfromSouthAustraliaatMay2009. Feb78Supertable, Source: AustralianBureau ofStatisticsAustralianDemographicStatistics,6291.0.55.001LabourForce Status(STLM8)by TOTAL 65+ 60-64 55-59 50-54 45-49 40-44 35-39 30-34 25-29 20-24 15-19 Age Bracket 569 112 116 Male 45 78 86 56 25 23 20 7 1 Number ofEmployees by Age Bracket by Gender * Target from SouthAustralia’s StrategicPlan * Benchmarksfrom ABSPublicationBasicCommunityProfile (SA)CatNo.2001.0 born overseas born # of employees English athome other than language(s) who speak # of employees Male Female Male 2 12 82 12 20 10 2 4 8 4 8 7 7 0 Aboriginal and/or Torres Strait IslanderEmployees Number ofEmployees With OngoingDisabilities Female Requiring Workplace Adaptation Cultural andLinguisticDiversity Female Male 0 107 56 4 651 124 136 Total 49 86 90 66 33 30 27 9 1 Female 12 21 Total 2 Total 16 % of Total 100.0 19.05 20.09 13.21 13.82 10.14 Total 128 7.53 5.07 4.61 4.14 1.38 0.15 68 % of TA 0.03 10.44 19.66 % TA % TransAdelaide employees Benchmark* Workforce 2.45 100.0 10.3 11.9 11.4 11.7 10.7 11.1 10.3 Community* 5.3 8.2 2.6 6.5 Target* 16.6% 20.3% 2% % SA employment. claimsandthereturntoworkofemployeesinjured of injury inthecoursetheir guide totheprocesses and resources establishedtocaterforthemanagement an Injury Management kit was introduced in 2009 to provide a comprehensive education program provided toallouremployees.To supplementthisprogram, the job.Theseprocedures focusonearlyinterventionandarebyan supported We continue to develop improved procedures for supporting workers injured on for thenextperiodicevaluationin2009. Standardsdemonstrate compliancewithWorkCoverthatare Performance due and compensation.To maintainselfinsured statusTransAdelaide isrequired to TransAdelaide isself-insured forthepurposesofmanagingworkersrehabilitation ManagementandPreventionInjury the pastreportingyear: over Occupational HealthandSafetyperformance The following tables summarise TransAdelaide’s expenditure management development Total leadershipand Expenditure Training andDevelopment No review A review olderthan12months A review withinthepast12months Employees with: Training andDevelopment and prohibition notices) Number ofnoticesservedpursuant toOHS&WActs35,s39ands40(default,improvement Number ofnotifiableinjuriespursuant toOHS&WRegulationsDivision6.6 Number ofnotifiableoccurrences pursuanttoOHS&WRegulationsDivision6.6 Documented Review ofIndividualPerformance Management Leadership andManagement Training Reporting Total Cost 242 000 801 000 ($) % of Total Workforce % of Total Salary Expenditure 11 89 0 0.4 1.4 0 0 0

27 | TransAdelaide Annual Report 2008-09 28 | TransAdelaide Annual Report 2008-09 Meeting Safety Performance TargetsMeeting SafetyPerformance TransAdelaide Gross Workers Compensation ($ at12 monthsdevelopment) 2007/08 Injuries ($ at24monthsdevelopment) 2006/07 Injuries 8 7b Claims determined after 7a Claims determined in 10 7 6c RTW within5business 6b Early intervention within 6a Early Assessment within 6 5 4 3 2 1 Total ClaimsExpenditure Other Medical/Hospital Costs combined –s43 Disability Lump SumSettlements Permanent – s42 Lump SumSettlements Redemptions Income Maintenance Expenditure

Injuries Payments for Recent Income Maintenance 3 months business days Claim Determination days 5 days 2 days toReturn Work Rehabilitation and Injury Claims Injury New Psychological Frequency Rate Lost Time Injury Claims Frequency Rate New Workplace Injury Claims New Workplace Injury Workplace fatalities Base: 2005-06 Number or% 153.0 78.5% 83.00% 95.83% 79.61% 36.0 84.0 7.4% 1.22 0 – _ 2008-09 ($m) 2008-09 1 125 250 249 442 107 871 415 797 340 755 11 385 Performance: 12 monthsto endofJune 2009 $202 580 75.53% 91.86% 91.67% 81.82% Actual $58 322 31.0 23.0 89.0 4.26% 0.65 0 Quarterly Target * 2007-08 ($m) 208 134 173 893 184 442 307 773 898 954 24 652 $106 232 $109 127 Notional Notional 130.0 33.0 71.0 75% 75% 80% 80% 1.04 0 3% Variation ($m) 231 355 226 296 (66 022) (13 267) 41 308 32 982 ($47 910) Variation + (-) -44 (41) 16.86% 11.67% $93 452 (2) -0.39 1.26% 0.53% 1.82% 0 + (-) 2 yearsaverage Below previous 2 yearsaverage Below previous 3% orless 75% ormore 80% ormore 75% ormore 80% ormore Number or% Final Target % Change 125% (38%) (54%) 122.0 19.8% 10.7% 25.2% + (-) 29.0 67.0 0.98 0 Consultancy Expenditure 2008-09 KPMG < $10 000 Total consultancies 19 Morrison Low Stace Management Busch Consultancy Rail Advisory Service Rail Advisory Rail Networks PKF GHD The Teleran Group Halcrow Coffey Rail Australian RailwayAssociation Soil andGroundwater Consulting Spencer ConsultingPtyLtd Stace ManagementNetworks Integrated KnowHow $10 000 -$50000 $10 000 Total consultancies United Group Infrastructure Giro Consulting Deloitte Total Consultants > $50000 Total Consultancies Consultant Consultant Consultant Preparation &LodgementFBTreturn Various trackmaintenanceconsults Professional servicestoTA board Train Planning Strategic OperationsPlan Review ofCTCsystem documentation T12/28requirements Enhancement of internal controls & Strategic operationsandmaintenancereview Psychometric testing Railcar availability Railcar availability practices Engineering services review maintenance LEK stakeholderbriefingdocument Investigation ofMorphettBridgeworks Change managementsupport Executive/Management workshop Change managementframework Software ModificationonCTCsystem Evaluation ofRosteringandTimetablesystems Internal AuditServices Internal $10 000 -$50000 $10 000 Above $50000 Below $10 000 Purpose Purpose 398 802 632 630 179 305 54 523 54 523 10 800 11 532 14 777 16 250 17 010 19 445 20 400 21 325 24 972 25 073 28 000 30 906 34 455 40 250 41 607 42 000 54 804 60 000 64 501 Cost Cost Cost

29 | TransAdelaide Annual Report 2008-09 30 | TransAdelaide Annual Report 2008-09 Annual Asbestos Management Report 2008-09 Annual AsbestosManagementReport Energy UseComparison Energy Target for 2010 TOTAL Petrol Diesel Electricity (+/- 2007-08) Current year 2008-09 TOTAL Diesel Electricity Base year 2000-01 Petrol Category 6 5 4 3 2 1 Start of # Sites Year 37 0 N/A N/A N/A N/A # Sites End of Year 32 0 Energy Use (13685) 367 339 386 673 348 365 287 237 318 924 (-3395) (-1 326) (9800) 33 992 30 969 (GJ) 3 480 Further information required information Further asbestos hasbeenremoved No asbestos identified/identified Monitor condition Use care duringmaintenance Remove assoonpracticable Remove 718 Category Description 11 973499 13 533293 (1 057777) (1 001116) Expenditure 1 382544 6 965703 1 031005 5 917274 (-148 222) (166 158) 138 525 17 424 N/A ($) These sitesnotyetcategorised OHS&W 4.2.10(1)hasbeenremoved All asbestos identified as per according tolegislationandpolicy Has asbestos present. Inspect maintenance works May need removal during maintenance works May need removal during Should beremoved promptly One or more items at these (Tonnes CO Interpretation GHG Emissions sites … (2764) 33 949 35 736 26 173 32 693 10 202 22 433 (1 827) (-379) (-558) 9 253 2 310 equivalent) 58 TransAdelaide to lower the risk of fraud. As part of this, there is a framework business procedures, controls policiesandinternal are implementedacross enhance itsFraudControl andWhistleblowerspolicies and procedures. Defined auditofourFraudandWhistleblowersframeworks hascontinuedto internal of2008,TransAdelaidemisappropriation. quarter Inthefourth commissioned an during theyear. action againstoneemployeeforminor Thisledtodisciplinary Fraud: There was one incidence of fraud identified within TransAdelaide employees andcontractorsofTransAdelaide. of integrityandpropriety. ThisCodeofConductappliestoallexecutives, legally, ethicallyandwiththestrictobservanceofhigheststandards throughout thecourseofyeartoensure allbusinessaffairs are conducted Ethical Standards andPerformance: A Code of Conduct has been in place protection topersonalinformation. applied throughout the organisation to provide appropriate levels of privacy Government’s PrivacyPrinciplesInstruction’. Theseprinciplesare ‘Information Privacy Legislation: TransAdelaide isrequired tocomplywiththeState administration, wasteorillegalactivitiescorruptionintheworkplace. and membersofthepublicwithconfidentialityregarding allegationsofmal- 1993 within TransAdelaide to provide TransAdelaide’s employees, suppliers Services isresponsible for theapplicationofWhistleblowersProtection Act Whistleblower Legislation: ListofPolicies • ‘Express’ newsletters • ‘Year inReview’ • AnnualReports • Documents heldby TransAdelaide: Available at www.transadelaide.com.au affairs ofanindividualshouldbedirected inwriting to: requests toseekamendmentofTransAdelaide’s records thepersonal concerning Contact Arrangements: RequestsforaccesstoTransAdelaide documentsor stations (infrastructure) andtheirenvirons. for communitygroupsinthemaintenanceandbeautificationof toparticipate TransAdelaide also has an ‘Adopt-a-Station’ program that provides avenues meets monthlytoprovide feedbackandinputtoservicedesigndelivery. inthedevelopmentofservicesthrough participation aRailCustomerPanelthat Arrangements for Public Participation: TransAdelaide facilitatespublic following represents TransAdelaide’s statementasat30June2009: information In accordance withsection9oftheFreedomAct1991, ofInformation the Statement Freedom Act–Information ofInformation ADELAIDE SA 5001 ADELAIDE SA5001 GPO Box2351 TransAdelaide The FreedomOfficer ofInformation TransAdelaide’s ExecutiveManagerCorporate

31 | TransAdelaide Annual Report 2008-09 32 | TransAdelaide Annual Report 2008-09

Overseas Travel: No. ofEmployees 2 3 TOTAL Berlin/Montreal Destinations Madrid and severityofincidents. conducted andriskmitigationstrategiesimplementedtoreduce thelikelihood remains atsimilarlevelstolastyear. Duringtheyearriskassessmentswere to bemanagedin-housebyTransAdelaide. Thenumberandvalueofclaims Third Party Claims: Railrelated thirdandpublicliabilityclaimscontinue party reporting. mechanisms fordetection;investigationandresponse aswellperformance that encompassesstrategiesforfraudprevention; awareness raising;training; Assess rostering andscheduling systems Reason for Travel Several tripstoacquire trams Total Cost 88 500 55 800 32 500 statements Financial

33 | TransAdelaide Annual Report 2008-09 34 | TransAdelaide Annual Report 2008-09 report Directors’ TransAdelaide didnotreceive anyspecificMinisterialDirection during2008-09. Ministerial Control andDirection There havebeennosignificant changestotheEconomicEntityin2008-09 Significant ChangesintheEconomicEntity more favourablefuelprices. reductions amountofprovisions inthecarrying andsavingsmadeinrelation to net profit of$1.7m.Theprofit result hasbeenbrought aboutprimarilydueto The financialyearended30June2009hasseenTransAdelaide record a Review ofOperatingResult community andcustomersafetywhilstmanaginginfrastructure upgrades. The focusin2008-09hasbeenonimproving customerservice,employee, requires managementoftramandtrainfleetsaswellsubstantialinfrastructure. Providing our passenger transport services within greater metropolitan Adelaide contract withthePTD. provides servicesintheAdelaideHillsregion passengertransport alsounder TransAdelaide isajointshareholder inTransitplus PtyLtd,aprivatecompanythat taking thecontractthrough until24April2010. with thePublicTransport Division(PTD)wasrenewedin2005 bytheGovernment TransAdelaide’s five-yearagreement fortheprovision ofmetropolitan railservices focusthroughoutservices. Thiscontinuedtobeourprimary theyear. provides thatTransAdelaide’s principalactivityistooperatepassengertransport Corporations Act1993.TheTransAdelaide (CorporateStructure) Act1998 TransAdelaide isabodycorporatesubjecttotheprovisions ofthePublic Principal Activities entity forthefinancialyearended30June2009. its report on the Financial Report of the economic The TransAdelaide Board has pleasure in presenting (GST inclusive). The valueofthisserviceprovision forthe2008/09year is approximately $11.8m subsequently MogasPtyLtdfor thesupplyofdieselfuelforRailcarOperations. Fuel(SAFF)and and LubricantsengagedSouthAustralianFarmers TransAdelaide used the Whole of Government Contract for Bulk Fuels exclusive) during2008/09. TransAdelaide didnotenterintoanycontractexceeding$4.0million(GST New Contracts Contractual Arrangements Act 1994. Secretary orExecutiveOfficerbythe PassengerTransport totheextentpermitted of anyrelated bodycorporate againstaliabilityincurred asaBoard Member, members, the General Manager, all of its Executive Officers and employees TransAdelaide paysaninsurancepremium inrespect ofinsuring theBoard Indemnities andInsurance proposed oftheeconomicentity. contractswithany part As atthedateofthisreport,noBoard Memberhadinterests incontractsor Board Member’s Interests inContracts shown innote10. been entitled to receive a benefit, other than their disclosed remuneration as Neither during,norsincethefinancialyearhasanyBoard Memberreceived or Board Member’s Benefits Account PaymentPerformance Payment of Accounts Paid byduedate Particulars due date Paid late, within 30 days of from duedate Paid more than 30 days Accts Paid Number of 18 231 175 66 Percentage of (by number) Accts paid 98.70% 0.95% 0.36% Value in$Aof $84 414456 Accts paid $824 586 $144 775 Percentage of Accts paid (by value) 97.82% 0.97% 0.17%

35 | TransAdelaide Annual Report 2008-09 36 | TransAdelaide Annual Report 2008-09 there are nocontingent andotherliabilities. At 30 June 2009, there has been no transfer of assets to O’Donnell Griffin and – – – The contract’s objectivesare to: been inservicesince1988. in late 2010. The scope of the contract is to upgrade the PI systems which have awarded to O’Donnell Griffin with a practical completion expected to be achieved A newpublictenderprocess washeldinDecember2008.Thecontract 2 that havenotbeenreflected intheaccounts. Transportation Australia Pty Ltd and there are no contingent and other liabilities At 30June2009there has beennotransferofassetstoBombardier The contract’s objectivesare to: – – – – The scopeofthecontractis: commencing11June2005. ten-year term, The contractwasawarded toBombardier Transportation AustraliaPtyLtdona 1 were continuedduring2008/09: The following contractual arrangements exceeding $4.0m entered into previously Continuation ofExistingContracts TransAdelaide. better meetthecurrent andfuture operationalandbusinessneedsof improve theefficiency, productivity andadaptabilityofthePIsystemto diminishing thelevelofavailableequipmentsupport; eliminate theriskofcurrent networkreaching technicalobsolescenceand highest standards ofreliability andsafety; provide servicethat achievesthe trainpassengerswithapublictransport Upgrading of TransAdelaide’s existing Passenger Information (PI) systems. provide theservicesfullyincompliancewithRailSafetyActand • provide • provideservicewhichachievesthehigheststandard apublictransport • monitoring ofrailcarcondition. the cleaningofrailcars;and outunplannedpreventativeto carry andcorrective maintenanceofrailcars; outplannedpreventativeto carry andcorrective maintenanceofrailcars; Provision ofrailcarmaintenanceandrelated services. required standards. quality and performance ofTransAdelaide’squality andperformance railoperations; economical andcost-effective; of reliability, safety and comfort for our customers in a manner which is

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2008-09 Financial Statements TransAdelaide ��

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51 | TransAdelaide Annual Report 2008-09 52 | TransAdelaide Annual Report 2008-09 �� TransAdelaide FinancialReport2008-09 �� metropolitan area. TransAdelaide operations fully relate the provisto financial statements of TransAdelaide. standards and interpretations considers and there w periodfor the ending 30 June 2009. TransAdelaide h recently issued been or amended but are not yet eff TransAdelaide has early-adopted, the Australian acc Except for the amendments AASB to 101Presentation Issued or amended but not yet effective reliably attributed to each activity been has discl accounting AASB standard 1052Disaggregated Disclos preparationthe of singlea Statement Comprehens of consequential amendments other to standards a as re Financial Statements including AASB 2007-8 AASB and 2007-10 state (these TransAdelaide has early adopted the September 2007 AdoptionEarly 2008-09 also detailed are below. from newamended and Australian accounting standard Inbelow. addition, details of the impact, where si Details of the accounting policies that TransAdelai TransAdelaide FinancialReport2008-09 �� osed. gnificant, on TransAdelaide’s financial statements ion publicof transport services the Adelaidein de changedhas during 2008-09 are detailed ective, have been not adopted by TransAdelaide ill beill noimpact on the accounting policies or the ounting standards and interpretations have that sult of of sult the revised AASB 101) - ive Income.In with accordance the new as assessed the impact of the new amended and version ofversion AASB 101Presentation of of Financialof Statements, which are that s applicable for the first time in ures, the amount of assets liabilitiesand ments make this includes � �

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