Sydney Trains Corporate Plan 2020-2021

Sydney Trains Corporate Plan 2020/21 Contents

Chief Executive’s message 5

Sydney Trains facts 6

Our network 8

Transport for NSW 10

Future Transport Strategy 2056 16

10 Year Blueprint 16

Working together with Transport for NSW 17

Legislative context 17

Our Plan 19

Priorities and commitments 20

Customer at the centre 23

Operational excellence every day 24

Sustainability is our future 25

Our commitment to people at the heart and safety at our core 29

2 Sydney Trains Corporate Plan 2020/21 Sydney Trains Corporate Plan 2020/21 3 Chief Executive’s message “Our commitment is to deliver to your expectations”

4 Sydney Trains Corporate Plan 2020/21 The plan for the next year is based on three priorities – customer at the centre, operational excellence every day and sustainability is our future. These priorities have been put in place to shape our future planning in a way that will help realise TfNSW’s Future Transport 2056 strategy. In the near term, they will enable us to support the outcomes, ambitions and strategic priorities of the TfNSW 10 Year Blueprint. They will be supported by our commitment to people at the heart and safety at our core.

This takes place against a background of budgetary constraints and capacity challenges: Sydney Trains carries more passengers than Australia’s other four major urban rail operators combined. Pre- COVID-19, we were expecting to exceed 500 million passenger journeys annually within five years. This unparalleled growth has been paused, and future trends are Our Corporate Plan 2020-2021 provides the unclear, but we need to be prepared to strategic context for the initiatives we will bounce back and play our part in increasing undertake over the coming year, enabling the market share of public transport in us to continue offering world class public Sydney. We also need to be prepared to transport and enabling provision of freight meet and manage uncertainty and the and third party services while ensuring challenges of change, as we have done in we’re fit for the future. 2020.

Sydney Trains is at the hub of Australia’s I am confident that the steps outlined here largest public transport system, and we will enable us to address these challenges play a vital role in providing seamless and keep Sydney moving for the benefit of memorable journeys for our customers, Greater Sydney and NSW this year, and for shaping successful places across Greater many years to come. Sydney and supporting a strong economy and quality of life for our community. I look forward to working with everyone at Sydney Trains as well as our partners and This plan sets how we will build on the stakeholders to achieve this. successes of 2019-2020 to support this role. Highlights of the previous year included co-locating the final teams to the new Rail Operations Centre, giving us additional Suzanne Holden capacity to improve network operations Acting Chief Executive and incident response. We also collaborated Sydney Trains closely with third party operators towards integration of the Metro at Central Station and Sydenham, and we took the first steps towards becoming a digital railway. Our customer satisfaction rating remained high at 90 per cent and we exceeded our target of 92 percent of customers on time within five minutes.

Sydney Trains Corporate Plan 2020/21 5 Sydney Trains facts

293 MILLION* ANNUAL PATRONAGE

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

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

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

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

11K 169 2,216 1,603km 921km 10K+ 1,536km 3.2B $39B Workforce Stations Fleet Track maintained Electrified Track CCTV Overhead wiring Total cost of Assets under (budgeted positions) (incl. 4 on Airport Line) Electric & diesel cars (incl.NSW TrainLink) (Sydney Metro area only) Cameras maintained Maintained (incl. 574 NSW TrainLink) (incl. NSW TrainLink) Operations Management

6 Sydney Trains Corporate Plan 2020/21 *327+ million including NSW TrainLink patronage Figure for 12 months to June 2020

#Note passengers per weekday is pre-COVID-19

293 MILLION* ANNUAL PATRONAGE

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

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

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

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

Sydney Trains Corporate Plan 2020/21 7 Our network

Sydney Trains is the suburban passenger central underground core that covers 921 km rail network servicing Greater Sydney, New of electrified track and serves 169 stations South Wales, Australia. The network is a over eight lines. hybrid urban-suburban rail system with a

Sydney rail network Metro Trains

North Shore Berowra

Mount Kuring-gai

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

Ingleburn Como

Jannali Minto

Sutherland oolooware KirraweeGymea MirandaCaringbahW Cronulla Leumeah Cronulla Loftus Campbelltown Engadine

Macarthur Heathcote

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

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

8 Sydney Trains Corporate Plan 2020/21 Sydney Trains Corporate Plan 2020/21 9 Transport for NSW

Sydney Trains Corporate Plan 2020/21 Transport for NSW

Sydney Trains Corporate Plan 2020/21 cu ing stom ov e Building M rs on our

165 year M M ov s h in rain or it g t h e w history ig custo ers s h m ion er expectat

12 Sydney Trains Corporate Plan 2020/21 cu ing stom ov e M rs NSW has a vision

C M h o or it n e w n hi cu rs s e g stome n c he tio t r expecta in g ou r c ustomers’ whole lives

Sydney Trains Corporate Plan 2020/21 13 Sydney Trains is committed to the delivery of the NSW Government’s priorities for transport. These have been outlined in the Premier’s Priorities and have been further detailed by TfNSW in partnership with all peer transport operators.

14 Sydney Trains Corporate Plan 2020/21 To deliver this Transport for NSW has a plan

Transport for NSW is the lead agency of the Transport for NSW’s purpose is to make NSW Transport cluster. Its role is to lead the New South Wales a better place to live, development of a safe, efficient, integrated work and visit. transport system.

Better customer and community outcomes

40 year vision and strategy Future Transport 2056

10 year focus 10 Year Blueprint

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

Evolving Transport A customer centred program of change

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

Everyday delivery Core business

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

Sydney Trains Corporate Plan 2020/21 15 Future Transport Strategy 2056

Future Transport 2056 provides us with an overarching vision.

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

THE FUTURE OF TRANSPORT IN NSW THE FUTURE OF TRANSPORT IN NSW

1. Customer focused Customer experiences are seamless, interactive and 1. Customer focusedTHE FUTUREpersonalised,2. OF Successful supported TRANSPORT places IN NSW 3. A strong economy by technology and data THE FUTURE OF TRANSPORT IN NSW

2. Successful 6. Sustainable places The transport system The liveability, is economically and amenity and environmentally economic success sustainable, affordable of communities and for customers and 1. Customer focused 2. Successfulsupports places emissions 3. A strong economy THE FUTURE OF TRANSPORT IN NSW 1. Customer focused 2. Successful places reductions 3. A strong economy The future of transport 1. Customer focused 2. Successful places in NSW3. A strong economy 4. Safety and performance 5. Accessible Services1. Customer focused6. Sustainability 2. Successful5. Accessible places 3. A strong economy economy services The transport system Transport enables powers NSW’s future everyone to get $1.3 trillion economy the most out of life, and enables wherever they live and economic activity whatever their age, across the state ability or personal circumstances

1. Customer focused 2. Successful places 3. A strong economy4. Safety and performance 5. Accessible Services 6. Sustainability 4. Safety and performance 5. Accessible4. Safety and Services performance 6. Sustainability Every customer enjoys safe travel across a high performing, efficient network

4. Safety and performance 5. Accessible Services 6. Sustainability 4. Safety and performance 5. Accessible Services 6. Sustainability FFutureuture Tran Transport’ssport’s six state-wide six outc state-wideomes outcomes

4. Safety and performance10 5.Year Accessible Services Blueprint6. Sustainability

Connecting to the future outlines the near term to move us towards our long term strategic direction of Transport. It sets out vision outlined in Future Transport 2056. where we need to focus our efforts in the

16 Sydney Trains Corporate Plan 2020/21 We work together with Transport for NSW

Statutory obligation Premier’s priorities

Sydney Trains is a NSW Government In addition to the Transport outcomes, all agency constituted under the Transport NSW public sector agencies contribute to Administration Act (TAA) 1988. Sydney Trains the Premier’s Priority of a world class public operates under a Rail Services Contract service. with TfNSW in line with the Statement of Expectations issued by TfNSW. The Premier has set social priorities for the Government to measure and deliver As a public transport operating agency, we in areas that need improvement. Sydney share the common objectives stipulated in Trains continues to support best-practice the TAA, reinforcing that the customer is at productivity, digital capability and drive the centre of everything we do. diversity within the organisation in line with the priorities set by the Premier. Sydney Trains provides rail services in its capacity as operator and maintainer under The Transport cluster operates in a newly the Rail Services Contract with TfNSW. In integrated structure and environment. The doing so, it must meet the requirements of operating model is organised around the the Act. The principal objective of Sydney customer, better supporting integrated Trains under the Act is to: Deliver safe, service delivery and giving greater focus reliable, effective and efficient railway to the different transport needs of Greater passenger and network access services Sydney and regional NSW. (freight and third party passenger services) in a financially responsible manner.

Transport for NSW operating model

Minister for Transport and Roads Minister for Regional Transport and Roads

Secretary of Transport Office of the Secretary

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

Port Authority Sydney Trains NSW Trainlink

Sydney Metro OTSI

State Transit Authority RailCorp

Infrastructure and Place

An integrated model Safety, Environment and Regulation focused on urban and regional customers and the communities where people Corporate Services live and work

People and Culture

Sydney Trains Corporate Plan 2020/21 17 Greater Sydney’s accountabilities are: Sydney Trains supports these by:

›› Integrated transport services for Greater ›› Operating passenger services Sydney customers and communities ›› Maintaining the Sydney rail network ›› Customer, stakeholder and community ›› Managing fleet maintenance engagement: Be the face of transport and engage with customers, stakeholders and ›› Providing access to the network to community around integrated transport freight operators and third party choices passenger operators ›› Plan, build, maintain and operate the ›› Controlling services on the network Greater Sydney transport network ›› Procuring and managing service assets ›› Working together: Work in partnership with other transport divisions and across government on strategy, planning, delivery and operations

18 Sydney Trains Corporate Plan 2020/21 And we have a plan aligned to Transport for NSW

Our mission is to keep Sydney moving by delivering safe, clean, reliable, customer-focused and efficient rail services

PRIORITIES

Operational excellence Customer at Sustainability every day the centre is our future Operational excellence The customer continually Sustainability ensures centres on the considered pervades our thinking our longevity so we and thoughtful planning from planning to delivery – can continue to provide of accessible, seamless, putting the customer first is increased services to informed and safe journeys part of our DNA. customers across the for our customers every day. network as the population of NSW expands exponentially. COMMITMENTS

Safety at People at our core the heart

We are committed to every The best attribute of employee going home any organisation is high safely at the end of each performing teams. We aim to shift and every customer attract newcomers and keep arriving safely at their people engaged and proud to destination. be working for Sydney Trains.

Transport for NSW: Connecting the future

Connecting our Strong economy and Thriving people doing Succesful places Sydney Trains: Fit for the Future customers’ whole lives quality of life meaningful work

Priorities

Operational excellence every day

Customer at the centre

Sustainability is our future

Commitments

Safety at our core

People at the heart

Sydney Trains Corporate Plan 2020/21 19 Priorities and commitments

Sydney Trains Corporate Plan 2020/21 Priorities and commitments

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

22 Sydney Trains Corporate Plan 2020/21 Customer at the centre

Public transport is the focus of the 30 minute We will utilise our information and incident city as it is the only way large numbers of management systems at our Rail Operations people can access major centres efficiently Centre and adopt best practice for ways of and reliably, particularly as the number of working to minimise the impact of incidents trips on the network increases. To achieve on customers. the delivery of a 30 minute city, public transport will need to take a greater role Our customers will experience improvements in moving people around Sydney. TfNSW’s in punctuality as we respond promptly to goal is to achieve this through investment in service disruptions and recover to operating mass transit, improving service frequencies, to timetable. prioritising public transport around centres and improving walking and road base Sydney Trains will also enhance the flow of connections to public transport and centres. real-time information to customers about services during the day of operations. Sydney Trains puts the customer at the centre of everything we do. We are driven We will continue to work with TfNSW to to deliver the best possible experiences and deliver more services for our customers outcomes for our customers. We will actively and to align bus, train, ferry and light rail engage our customers early and often to services to improve connectivity, work with understand their needs and expectations. NSW TrainLink to deliver ongoing reliability for intercity and regional customers, and Our customers are people who use the build on our expertise to deliver operational Sydney Trains network and services. We aim excellence across the Sydney Trains network. to deliver the improvements in our services that customers expect, while meeting the growing levels of patronage year-on-year.

Our program of works during the year will focus on reducing customer delay, making our trains more reliable, reducing journey times, and keeping abreast of changing customer needs.

Key Deliverable Measuring Success

Customer Service Strategy Customer Satisfaction 90%

Customer Information Lost customer minutes

Increasing Network Capacity ›› Digital Systems ›› More Trains More Services ›› Sydney Metro ›› Sydney Growth Trains (Fleet)

Sydney Trains Corporate Plan 2020/21 23 Operational excellence every day

Through operational excellence we will Our operations will change as Sydney’s manage our business and operational population grows – it’s predicted NSW will processes systematically and invest in have more than 12 million residents by 2056. developing the right culture. Our focus is on driving our processes to consistently produce customer-centric and sustainable outcomes, delivering services that are reliable and integrated with third-party operators such as Sydney Metro and Light Rail and providing effective paths for freight.

Key Deliverable Measuring Success

Rail Operations Centre Ways of Working Timetable delivery

Asset Performance & Reliability Program Peak (Service) Punctuality

Planning Technology – Enterprise Workforce Management & Timetable Solution

IT Resilience & Cyber

Technology - Enabled Workforce

24 Sydney Trains Corporate Plan 2020/21 Sustainability is our future

Sydney Trains operates train services, Sydney Trains recognises the need to make manages stations and crewing, undertakes well considered fiscal decisions given the the maintenance of metropolitan rail responsibilities we have to the citizens infrastructure, Sydney Trains and NSW Trains of NSW. We will adhere to the Transport rolling stock and stations and delivers new for NSW six principles for financial assets. Our rail network is the backbone of sustainability and have a strong focus on the city’s public transport system, which financial responsibility. connects the city’s skilled workforce with high value employment land located throughout the Global Economic Corridor.

Our financial stewardship with $39 billion of assets under management and circa $3.2 billion in annual operating costs, we continue to invest wisely on behalf of the people of New South Wales, with whom we have a collaborative relationship, providing the best passenger and freight transport solutions that serve a wide range of social and economic outcomes.

Six principles for financial sustainability

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

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

Sydney Trains Corporate Plan 2020/21 25 Sustainably connecting our communities

We acknowledge that we have a legal have both beneficial and detrimental effects and ethical responsibility to manage our on the environment. As a responsible public environmental impacts. We also recognise organisation, we need to take account of our obligation to address the community’s these current environmental drivers and environmental concerns. Failure to do this respond to them appropriately. can have not only environmental impacts, but also, legal, health and safety, business We have identified six priority areas that continuity, reputational and financial underpin the delivery of our vision. consequences. Sydney Trains’ activities can

Business Integration, partnerships and innovation • Embed environmental and sustainability • Develop external environment interfaces management in all business planning and • Utilise innovative technology operational and maintenance activities • Develop internal partnerships through communications and awareness Biodiversity • Develop long term plans for vegetation • Manage weeds in accordance with biosecurity management and embed biodiversity duties management into maintenance activities • Threatened Species are managed to enhance • Provide easily accessible information on habitat and range on rail land biodiversity assets and management Resource efficiency • Renewable energy to be supplied under bulk • Explore opportunities for improving water electricity supply contract efficiency and reuse • Increase the use of renewable energy • Explore opportunities for waste reduction and technologies across the network reuse initiatives across the business • Explore opportunities for improving energy • Integrate environment and sustainability into efficiency across the business the procurement process Heritage • Improved understanding heritage approval • Improved outcomes for non-operational processes heritage assets • Co-ordinated heritage engagement program • Conservation Management Plans available to improve the customer-experience for key sites • Enhanced heritage data, GIS and asset management systems Community • Improving liveability and customer experience • Providing access to Sydney Trains with Sydney Trains places environmental, planning and performance • Understand customer expectation in information environment and sustainability • Develop programs to meet customer needs and promote Sydney Trains Environment Initiatives Data and reporting • Identify and prioritise data and reporting • Develop reporting framework from line to needs Executive • Develop agreed approach to data management supporting business processes and reporting

Key Deliverable Measuring Success

Fit for the Future Organisation Design Reduction in cost per car km

Environmental Strategy Energy Usage (target aligned to TfNSW Energy Future Strategy) Financial Sustainability Program/project benefits delivery

Fleet Strategy

Enterprise Portfolio Project Management Tool

26 Sydney Trains Corporate Plan 2020/21 Artist’s impression of the new north concourse (Central Station), with feature canopy and more open space

Sydney Trains Corporate Plan 2020/21 27 Focused on supporting our people to feel empowered to deliver outcomes

28 Sydney Trains Corporate Plan 2020/21 Our commitment to people at the heart and safety at our core

In order to deliver our plan and be ‘Fit for Sydney Trains has a long and proud history the Future’ we need a highly trained and of adapting to meet the changing needs and motivated workforce. We need a service expectations of our customers. Now more and operational mindset and we need to than ever before, Sydney Trains is managing enhance our people experience. even more change. The need for business transformation is clear and we cannot wait till Sydney Trains has a diverse workforce of 2056 – we must continue planning, preparing more than 10,000 people. and delivering now. To achieve this we have launched an ambitious change agenda to Our people are at the heart of everything establish a mandate to improve the way we do we do and will focus on attracting, retaining business so we’re best placed to deliver the 10 and growing our team capability and Year Blueprint and Future Transport 2056. leadership competence so that we can meet our priorities. To enable our vision we work within our SPACE behaviours.

SPACE stands for:

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

Safety Pride Accountability Collaboration Excellence

The safety and wellbeing of customers and the general public remains at the core of everything we do at Sydney Trains. We will continue to support this commitment through the delivery of significant work programs, enhancing and maintaining safety systems and promoting a positive safety culture and practices through public safety campaigns.

Sydney Trains Corporate Plan 2020/21 29 Key Deliverable Measuring Success

Integrated People Plan Employee Engagement (People Matter Engagement Survey) Enterprise Agreement Diversity (target aligns to Premier’s Health & Wellbeing Program Priorities and TfNSW goals by 2025): ›› Women in leadership Safety Culture Program ›› Employees with disability ›› Aboriginal people in senior leadership Customer Safety roles ›› Aboriginal employees in Rail Corridor Safety non-executive salary classes Safety Automatic Train Protection ›› Customer Injury Frequency Rate ›› Total Recordable Injury Frequency Rate ›› Worksite Protection Incident Frequency Rate

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

Sydney Trains Corporate Plan 2020/21 31 Sydney Trains is a NSW Government Agency www.sydneytrains.nsw.gov.au 477 Pitt Street, Sydney NSW 2000 | PO Box K349 Haymarket NSW 1238

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