Wellington Metropolitan Rail 2012/13 Annual Report

Black 30 June 2013

PMS 3155

PMS 381

Job #: 7715 Title: GW Rail Ltd ID Date: 14 March 2008

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Trends Wellington Metropolitan Rail * Normalisedfortheeffectofstormeventon20thJune2013,punctualitywas94.3%&reliability99.6% year Passenger growth yearon Passengers carried Notifiable occurrences Reliability Accessibility Unit kilometres run Customer satisfaction Punctuality passenger Operational expenditure per unit kilometre Operational expenditure per Average fare on year Peak passengergrowth year Passenger kilometres cancelled, orbusreplacedandHuttValley runningonareducedtimetable. services Ngauranga andPetoneuntil27thJune2013.TheHuttValley andWairarapaeither linesweresignificantlyaffectedwithservices suspendedbetween Performance trendswereimpactedbythestormeventthatoccurredon2othJune2013,whichsawservices million km million km # million % trains % % % % % $ $ $ # 2009 11.9 99.2 88.0 2.94 2.53 2.85 275 77 66 1 -6.00 -6.30 2010 11.1 98.4 88.7 3.04 278 77 49 3 2011 11.2 98.6 90.0 6.08 3.12 262 1.57 0.98 77 49 6 -2.62 2012 100 11.3 98.8 91.6 7.13 3.37 16.2 268 0.28 5.0 48 6 2013 100 11.4 99.2 93.9 7.15 3.56 15.3 270 0.72 1.33 5.3 59 7 * *

1 Wellington Metropolitan Rail 2012/13 Annual Report 2 Wellington Metropolitan Rail 2012/13 Annual Report Average AssetCondition Financial Trends SW Carriages Matangi Ganz Mavag Trains Wairarapa Line Hutt Valley Line Melling Line Kapiti Line Johnsonville Line Stations operational expenditure) Rates revenue (for Fare revenue (1 =excellent,5extremely poor) Asset value funded byMoT Capital expenditure directly Capital expenditure Operational expenditure operational expenditure) NZTA funding(for $ million $ million $ million $ million $ million $ million $ million score score score score score score score score 2009 34.9 2010 33.9 192.4 2011 35.1 91.3 68.3 19.0 14.3 299.3 120.1 2012 38.0 11.8 80.4 24.4 17.5 2012 2.2 1.0 3.7 2.0 2.4 1.6 2.0 2.2 299.6 2013 40.4 10.8 33.6 81.2 23.8 19.4 2013 2.2 1.0 3.7 2.0 2.0 1.6 1.6 2.2 Operational Expenditure Operational Revenue O T R N r F at t T ai M h Z ar r e T e n ai e e s A r

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N e e e e S d Ch t n n n e e r e i O n u u u at t n r ar w g v e e e t an i h i o g o c e n c e e r e k r s s s 1 % 7 % 9 1 % 1 % 2 2 3 0 % % OPERATIONAL REVENUE2012/13 2 8 OPERATIONAL EXPENDITURE2012/13 % $84,126,000 $81,241,000 4 8 % 5 3 %

3 Wellington Metropolitan Rail 2012/13 Annual Report 4 Wellington Metropolitan Rail 2012/13 Annual Report Year at aglance approved forservice 39 ofthe48Matangifleetarenow July 2012 Line turnout atNorthJunctiononKapiti Christmas BOL–installingnew January 2013 2012 2013

Naenae Stationopen August 2012 implemented Full Matangioperatingplan February 2013 minutes at97% monthly on-timeperformanceto5 Highest ever recordedlevel of September 2012 on Electronic informationsignsturned March 2013 project individual deterioratedtractionpoles as partofthepriorityreplacement new tractionpoleonHutt Valley Line Labour Weekend BOL–installinga October 2012 overall satisfaction. quality, reliability,carparksafetyand showed significant increases in vehicle Monitor survey commenced.Results Annual PublicTransportSatisfaction April 2013 July-December January-June Wairarapa Line 8 carSWconsistintroducedon November 2012 Tawa Stationopen May 2013 Cycle InfrastructureImprovement” Matangi awarded runner-upin“Best December 2012 Signing ofNetwork Agreement June 2013 Year at aglance Line turnout atNorthJunctiononKapiti Christmas BOL–installingnew January 2013 approved forservice 39 ofthe48Matangifleetarenow July 2012 2013 2012

implemented Full Matangioperatingplan February 2013 Naenae Stationopen August 2012 on Electronic informationsignsturned March 2013 minutes at97% monthly on-timeperformanceto5 Highest ever recordedlevel of September 2012 overall satisfaction. quality, reliability,carparksafetyand showed significant increases in vehicle Monitor survey commenced.Results Annual PublicTransportSatisfaction April 2013 project individual deterioratedtractionpoles as partofthepriorityreplacement new tractionpoleonHutt Valley Line Labour Weekend BOL–installinga October 2012 January-June July-December Tawa Stationopen May 2013 Wairarapa Line 8 carSWconsistintroducedon November 2012 Cycle InfrastructureImprovement” Matangi awarded runner-upin“Best December 2012 Signing ofNetwork Agreement June 2013

5 Wellington Metropolitan Rail 2012/13 Annual Report 6 Wellington Metropolitan Rail 2012/13 Annual Report Wellington Regionmap The newly refurbished Tawa Station

Contents

Chairpersons’ Report 9

1 Introduction 11

2 Purpose 13

3 Background 15

Governance 16 Wellington Metropolitan Rail Network 16

4 Service Outcomes 19

4.1 Overview 19 4.2 Achievements 20 4.3 Performance Measurement 20 Punctuality 20 Reliability 21 Safety 21 Customer Satisfaction 23 Patronage 24 4.4 Outlook for 2013/14 25

7 8 Wellington Metropolitan Rail 2012/13 Annual Report 5 6 7 8 Appendix 3:Glossary Appendix 2: Audit Statement Appendix 1:FinancialStatements Asset Management:rollingstock Asset Management:station-basedassets Strategic Management Financial Performance 5.1 5.2 5.3 5.4 6.1 6.2 6.3 6.4 7.1 7.2 7.3 8.1 8.2 8.4 8.3 OperationalRevenue 8.5 8.6 8.7 Overview Achievements Fleet Maintainability Fleet Availability Fleet Reliability Performance Measurement Outlook for2013/14 Overview Achievements Average ConditionGradingbyLine Outlook for2013/14 Framework forthestrategicmanagementofmetrorail Greater Wellington RegionalCouncilLongTerm Plan Regional RailPlan Wellington RegionalPublicTransportPlan Wellington RegionalLandTransport Strategy Metro RailOperatingModel Performance Measurement Outlook for2013/14 Overview Overall FinancialPerformance Operational Expenditure Capital ExpenditureandFunding Non-operational Revenue andExpenditure Key Assets andLiabilities 27 27 28 29 29 28 28 31 30 31 32 32 33 32 33 37 35 35 34 33 33 39 41 41 42 42 43 43 44 53 51 45 44 Damage from the storm event 20th June 2013

Chairpersons’ Report

The 2012/13 financial year was another momentous one for passenger rail in the Wellington region with significant improvements and some significant weather events.

In November 2012 the last of the Matangi EMUs were tested and commissioned ready for service. In February 2013 changes to the operating plan facilitated the maximum use of all 48 2-car Matangi units and reduced the use of the ageing Ganz Mavags. This change in the operating plan had a significant impact on reducing maintenance operating costs in the last quarter.

With funding support from New Zealand Transport Agency (NZTA) the contract for the procurement of a further 35 2-car Matangi units, including upgrades to the existing Matangi fleet, asw signed in June 2013. This will allow the timely retirement of the Ganz Mavag fleet. The subsequent advent of a single fleet type provides the opportunity to upgrade the entire Matangi fleet as the need for design compromises to allow interaction of two different fleet types is removed.

Year one of the Asset Management Plan was implemented this year and contracts were signed for security, cleaning and light maintenance and rolling stock and station maintenance. GWRC rail asset management acumen was highlighted as a positive case study in the Office of the Auditor General report “Managing Public Assets”, reflecting the achievement and hard work invested in the undertaking of this relatively new function.

Technology advances are being introduced with the installation of a wireless capability at the EMU Depot that will enable maintenance, security and boarding data from the new trains to be downloaded automatically. Electronic display signs at most railway stations were installed in anticipation of the introduction of Real Time Information. These signs are currently used for display of scheduled train times and messaging of disruptions.

The signing of the Wellington Network Agreement took place on 27 June. This secures access rights to the region’s rail network for GWRC’s chosen metro services operator for the next 85 years. The Agreement also covers maintenance, train control and renewals and gives GWRC a greater say in the management of the asset.

A short term measure to increase capacity on the Wairarapa rail line was implemented mid-November, the main change being an eight-car train running in the afternoon peak, increasing the capacity of that service by more than 60 seats. The project to convert the SE carriages for use on the Wairarapa line is complete. The SE’s commenced operation on the Wairarapa Line on 1 July 2013. 9 10 Wellington Metropolitan Rail 2012/13 Annual Report Chair, GreaterWellington RegionalCouncil Fran Wilde many more,ascustomersbegintoreapthebenefitsfrom years ofinvestment inourrailnetwork. This financial year hasbeena very goodonefor Wellington’s metropolitanrailservicesand we lookforward to by largewaves. Crewsworked24hoursadayforfive daystogetthelineoperationalagain–asterlingeffort. Ngauranga andPetone. Thetrackfoundationwas washed away inseveral areaswhentheseawall was destroyed Major disruptionwas alsoexperiencedwiththestormthathiton 20 June.Mostseverely hitwas thetrackbetween degrees). restriction of40kphisappliedwhenremotemonitoredtracktemperaturegaugesreportarail40 affected greatlyduetorecordsummertemperatureswhichrequired40kphspeedrestrictionsonthelines(a Weather hadadisproportionateeffect onrailpunctualitythis year. InFebruaryperformanceacrossalllines was satisfaction acrosskeyserviceattributes. GWRC’s Annual PublicTransportSatisfactionMonitor,withstatisticallysignificantimprovements incustomer I amespeciallypleasedtoseethattheinvestment andeffortgoingintoourrailoperationisbeingrecognised reported inSeptember2012at97%. The highestlevel ofon-timeperformancetofive minutesever recorded,acrossthenetwork,foramonth was The Hutt Valley Line recorded the highest on-time punctuality of 96% for 2012/13

1 Introduction

The Wellington region covers a land area of 813,000 hectares and is home to a population of 490,1001. The region encompasses the cities of Wellington, Porirua, Upper Hutt and Lower Hutt, and the Kapiti, South Wairarapa, Carterton and Masterton districts. Greater Wellington Regional Council (GWRC) has responsibility for the provision of public transport throughout the region.

Wellington is fortunate in being one of two New Zealand regions that has a rail service as part of its public transport network. Over 11 million passenger journeys are undertaken on the rail network each year. The average trip length is 3 times greater than that of bus, as rail is the predominant mode for longer distance public transport within the Wellington region. Wellington’s metro rail plays a vital role in connecting the region. In enabling the efficient transportation of people it makes a very significant contribution to the region’s economic and social wellbeing.

As in most parts of the world, fare revenue does not fully cover the cost of providing Wellington’s metro rail. The cost of subsidising the rail service is shared by GWRC and the New Zealand Transport Agency (NZTA). GWRC and NZTA share a strong interest in securing best value for their expenditure on rail subsidies.

GWRC’s role in the region’s metro rail service has grown rapidly in recent years. Up until the late 2000’s, Wellington’s rail services were delivered by TranzRail which owned all of the rolling stock and had exclusive rights to track access. At that time GWRC was a relatively passive funder, with little capacity to influence the quality or efficiency of the region’s rail service.

GWRC’s role began to change when in 2007 it signed a contract to purchase 48 new 2- car Matangi Electric Multiple Units (EMUs) from Hyundai Rotem. Further changes followed the Crown’s purchase of the rail business and assets of Toll New Zealand Limited in mid-2008, and the release of the Government’s ‘Metro Rail Operating Model’ in 2010.

In 2011 a significant step toward the implementation of the Model was achieved when GWRC with strong Government support acquired ownership and control of the rolling stock and most of the stations and related assets used for metro rail services.

1 (Statistics NZ, estimated resident population, June 2012).

11 12 Wellington Metropolitan Rail 2012/13 Annual Report 51%). improvements were qualityofvehicles (up18%to74%),reliability15%47%)andcarparksafety14% with trainservicesat59%,whichisanincreaseof11%fromthepreviousy GWRC Annual PublicTransportSatisfactionMonitorreportinJuneshowed higherlevels ofcustomersatisfaction parties. facilities were undertakenduringtheyear withofficersworkingcloselytherelevant councilsandcommunity maintenance, rollingstockandstationmaintenancesigned.Upgradestobuildingsparkride Year oneoftheGWRC Asset ManagementPlan was implementedandcontractsforsecurity,cleaninglight GWRC greatersayinthemanagementofasset. operator forthenext85years. The Agreement alsocovers maintenance,traincontrolandrenewals andgives took placeon27June,andsecuresaccessrightstotheregion’srailnetworkforGWRC’schosenmetroservices Matangi EMUsfromHyundaiRotemsignedinJune2013.ThesigningoftheW Further progresshasbeenmadein2012/13withGWRCsigningthecontracttopurchaseafurther35new2-car ear’s survey. Also showingsignificant ellington Network Agreement New bike cage at Wellington Railway Station

2 Purpose

This report provides an overview of the performance of metro rail in Wellington in the financial year 1 July 2012 to 30 June 2013, referred to from here on as 2012/13.

Rolling stock and station assets are central to the performance of the metro rail service and hence their on-going management is also a key focus of this report.

The report is intended to give a transparent account of:

• how the service performed

• what it cost to provide the service

• how it was paid for in 2012/13

• the actions that have and are being taken to maintain and improve the service

• rolling stock and station asset management.

This is GWRC’s second annual report on the performance of metro rail and consequently the performance trends presented in this report are based on a further year of accumulated performance data. Our reporting of performance trends will become increasingly useful in future years as even more data accumulates and new data sources (such as the Real Time Information System and Automatic Passenger Counts) are introduced.

13 14 Wellington Metropolitan Rail 2012/13 Annual Report Carterton Station

3 Background

The diagram below summarises how the metro rail system in Wellington is organised.

15 16 Wellington Metropolitan Rail 2012/13 Annual Report All linesterminateatWellington Railway station. includes ashortbranchtoMelling,andWairarapa andHuttservicessharecommontrackthroughtoUpperHutt. The Wellington metrorailnetworkcomprisesfourlines:Johnsonville,Kapiti,Huttand Wairarapa. TheHuttline Wellington Metropolitan RailNetwork are shownbelow. owners, customersandfunders.Thegovernance structuresthatserve theinterestsofthesevarious stakeholders Governance isessentialtoprotecttheinterestsofstakeholders.Themajorstakeholdersinmetrorailareitsasset Governance KiwiRail Networks ASSET OWNERS GWRL Board NZRC Board Minister of SOEs Wellington Regional KiwiRail Passenger FAREPAYING CUSTOMERS Greater Council Economic Wellbeing Minister of Transport Committee Ratepayers FUNDERS NZTA Board Wellington’s passengerrailservicedepends. Asset QualityMeasuresthat measurelongtermtrendsinthequalityofv The Agreement alsoincludes asetof7outcome-focussedKeyPerformance Indicators(KPIs),and asetof9 performance targets,alongwith anobligationonKiwiRailtomeasureitsactualperformance atregularinterv For eachoftheseoperational servicesinthe Agreement includesasetof16Performance Indicators(PIs)and Performance Management of thecostthatnetwork. GWRC isthebiggestuserofWellington metrorailnetworkandconsequently GWRC carriesthelargestshare • • • • • essential networkservicesthatinclude: network andconsequentlyGWRCdoesnotpayanaccessfeeperse.How Government doesnotrequireKiwiRailHoldingsLimitedtoobtainareturn onthecapitalinvested intherail Operational Agreements KiwiRail’s freightservice,andscheduledlongdistancepassengerservices,charterheritageoperators. to passengerrailservicesinrelationotherthatalsousetheW services, thenumberoftrainservicesthatGWRCmayoperateonW The Agreement definesaccessrightsbyreferenceto thegeographicareacovered bythe Wellington metrorail Auckland TransportandKiwiRail. increase indemandforWellington metrorailservices.GWRC’s85year termisthesameasagreedbetween stock andlandbasedrailassetsprovidesGWRCwithaccessrightsthataresufficienttomeettheforeseeable provides GWRCwiththesecuritythatisnecessarytocontinuemakingsubstantialcapitalinv Network Agreement, signedwithKiwiRailHoldingsLimitedinJune2013foratermof85years. Thisterm GWRC’s rightstoprovidethemetrorailserviceonKiwiRail’sWellington networkaresetoutintheWellington network. The provisionoftheWellington’s passenger railservicereliesonGWRCholdingarightofaccesstothe Access totheNetwork network withKiwiRail’slongdistancefreightservices. national railnetworkownedbyKiwiRail.With theexceptionofJohnsonvilleline,metrorailservicesshare The Wellington networkincludestrack, tunnels/bridges,signalsandoverhead electrictraction,andispartofthe Renewals. Incident Response.ForexamplereturningtheWellington metronetworktoserviceafterthe recentderailment system telecommunication, electricalsystems,bridgestunnels, protectiv Maintenance. Comprisingplannedandunplannedmaintenanceoftrack,platforms,signals, GWRC’s RTIsystemforrail Network Control.Comprisingtraincontrol,tractionaccesscontrolandsupportingthedeliv (MSO) Plan, the coordinationofnetworkservicedelivery, andreportingtoGWRCtheMetroServiceOperator Network Management.Comprisingthedevelopment andimplementation ofatriennialNetworkManagement e walls and theoverhead tractionelectricity ellington Network,andtheprioritygiven ellington Network.Otherusersinclude ever GWRCpurchasesarangeof arious networkassetsonwhich the estments inrolling ery of als.

17 Wellington Metropolitan Rail 2012/13 Annual Report 18 Wellington Metropolitan Rail 2012/13 Annual Report • • • • • Key componentsoftheNetworkManagementPlan are: detailed informationforthetrienniumandanoutlinefollowingsev The NetworkManagementPlan willbeproducedonatriennialbasis,andcover a10year timehorizonwith comprehensive NetworkManagementPlan. of theWellington metronetworkthrough therequirementforKiwiRailtoobtainGWRC’sconsenta The Agreement providesGWRCandtheMSOwithcapacitytostronglyinfluencelongtermmanagement Network ManagementPlan associated withascaleofperformancepaymentsorrebates. The Agreement includesaperformanceincentive regimeunderwhichactualperformanceagainstKPIsis of theWellington’s passengerrailservice. comprehensive insightintoKiwiRail’smanagementoftheWellington metronetworkasitaffectstheperformance within aregimeofmonthlyandannualreports.ThisreportingwillprovideGWRCtheMSOwith The Agreement requiresKiwiRailtoreportitsperformanceagainstallPIs,KPIsand Asset QualityMeasures sufficient toenablethenetworkconditionbemaintainedorimprov the Wellington metronetworkover thetriennium(withexpectationthatavailable fundingshouldbe The expectedimplicationsofthefundingavailable fromGWRCandallothersourcesontheconditionof GWRC budget KiwiRail’s plannedprogrammeofmaintenanceandrenewals workover thetrienniumandassociated KiwiRail’s philosophyandstrategicplanforthemanagementofW freight serviceandanyotheroperators An assessmentofcurrentandexpectedutilisationtheWellington metronetworkbytheMSO,KiwiRail’s A currentassessmentoftheconditionvarious assetsmakinguptheWellington metronetwork ed). ellington metronetwork en years. Passengers boarding and alighting a Matangi train at Wellington Station

4 Service Outcomes

4.1 Overview

GWRC uses five measures to monitor the performance of metro rail:

• Punctuality. Are trains running to scheduled times?2 In Wellington on-time means arrival at Wellington Station within five minutes of scheduled time (a level of tolerance that is commonly adopted in other jurisdictions). Punctuality is an important driver of patronage and customer satisfaction

• Reliability. Are the contracted services being delivered? Reliability is measured as the percentage of timetabled services that are actually delivered

• Safety. Safety is a critical driver of public confidence in the service and therefore patronage

• Customer Satisfaction. Improving all aspects of customer satisfaction is an important goal for GWRC. Customer satisfaction is an important driver of increased patronage

• Patronage. How many people are using the metro rail service and what is the average length of their journey? Achievement of GWRC’s longer term transport goals depends in part on growing rail patronage over time to reduce motor vehicle use and so reduce carbon emissions and road traffic congestion.

2 The imminent installation of Real Time Information data capture systems on the rolling stock fleet will provide much expanded information about service timeliness

19 20 Wellington Metropolitan Rail 2012/13 Annual Report • • Factors thatconstrainedpunctualityimprovement include: • • Factors thatcontributedtoimproved punctualityinclude: The overall punctualityoftheWellington metrorailserviceincreasedin2012/13. Punctuality Measurement 4.3 Performance Further insightintoeachoftheseservicesoutcomemeasuresisprovidedbelow. Overall performanceagainsttheserviceoutcomemeasuresin2012/13was generallygood. 4.2 Achievements

% On-time to 5 minutes * Punctuality94.3%&Reliability99.6%whennormalisedfortheeffectofstormevent20thJune2013. Patronage Customer satisfaction Safety Reliability Punctuality the wheelsquealbeingproduced bytheinteractionbetween therailsandtrainintight corners. Traction issuesontheJohnsonville linewhicharearesultoftheintroductionv Weather thatincludedrecordsummertemperatures,andasignificantstormevent on20June2013 of-lines (BOL). The completion of the first major renewals project and development of the next stage resulted in reduced block- The introductionoftheMatangifleetwhichreducedmechanical breakdowns 10 10. 20. 30. 40. 50. 60. 70. 80. 90. 0. . 0 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% % 20 8/ 09 20 9/ 10 and 2008/09of11.711.9million. Increased by0.7%to11.4millionin2012/13.Thisisstillbelowlevelsreported in2007/08 51%). of vehicles(up18%to74%),reliability (up15%to47%)andcarparksafety14% Overall satisfactionisup11%to59%.Alsoshowingsignificantimprovements were quality were classifiedasNotifiableOccurrences (increased from 6lastyear). 167 safetyeventswere reported during2012/13(downonlastyear’s 184),including7that reported in2008(99.8%)and2009(99.2%). Improved to99.2%*.Thisisupfrom 98.8%in2011/12.Itisagainachievingthelevels reported. Improved to93.9%*.Thisisupfrom 91.6%in2011/12andnowatthehighestlevel 201 Y e a 0/ r 1 201 1/ 12 201 2/ 13 arious mitigationstoreduce The NZTA conductsanannualsafetyassessment ofKiwiRail’ssafetycase. passenger trainsunderacontract withGWRC. In theWellington region,KiwiRailholdsaRailLicensebothasthe railaccessproviderandastheoperatorof and willissueaRailLicense providedtheSafetyCasemeetsrequirementsof Regulator withaSafetyCasedescribinghowsafeoperations willbemanaged.TheNZT must holdaRailLicense.InordertoobtainLicense, accessprovidersandoperatorsmustprovidetheRail The Act requiresthattheprovidersofrailnetworks(AccessProviders)andvehicle operators(Operators) - theRailRegulator). provided intheRailways Act 2005(the Act), whichisadministeredbytheNewZealandTransport Agency (NZTA by adefinedframework.Thelegislative frameworkforoperatingrail vehicles andproviding therailnetworkis and railservicesinothercountries.Managementofoperational safetyontheW Wellington’s metrorailserviceremainsrelatively safewhencompared toothertransportmodesinNewZealand Safety • Factors thatconstrainedimprovements inreliabilitywere: • • Factors thatcontributedtoimproved reliabilityinclude: Reliability was similaracrossalllines. After fallingin2008/09and2009/10,reliabilitycontinuestoimprov Reliability Punctuality bylinein2012/13isshownthetablebelow:

Reliability Wairarapa Johnsonville Kapiti Hutt Valley Line Weather thatincludedrecordsummertemperatures,andasignificantstormevent on20June2013. Increased useofMatangiincreasingfleetreliability. Network improvements madeunderWRRPtogetherwithon-goingrenewals 10 10. 20. 30. 40. 50. 60. 70. 80. 90. 0. . 0 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 20 8/ 09 20 9/ 78% 92% 95% 96% Punctuality 10 201 Y e 0/ a 1 r 201 1/ 12 201 2/ 13 e in2012/13. ellington railnetworkisdescribed Act. A reviewstheSafetyCase

21 Wellington Metropolitan Rail 2012/13 Annual Report 22 Wellington Metropolitan Rail 2012/13 Annual Report positive andnegative trends,andanyresulting actions. implemented we willbeabletoreporttrend informationforthemajorityofitems,withcommentary on Officers arestillworking with KiwiRailtoseewhatfurtherimprov significantly moredetailed information onincidentsandreportingagainstkeyhealth andsafetymeasures. With an increasedfocusonworkerandpublicsafety,GWRC has requestedandreceived, fromKiwiRail, report have beenaddressedandthatthesix urgentrecommendationshave beenimplemented. subsequent derailment.KiwiRailhave assuredTAIC andGWRCthatthesafetyissuesidentifiedwithin TAIC was replaced onthattraininearlyMarchappearstobetherootcauseofSPBbreakingfreeandtrain’s that thefailureofmechanicaldepottofittwosplit pins tothehangersofspringparkbrakewhenit investigated by KiwiRailandtheTransport Accident investigation Commission(TAIC). Thereportsidentified park brake(SPB)brokefreefromtheleadingbogieof lastv A highprofileandsignificantsafetyincident wastheKaiwharawharaderailmenton20Maywhenaspring derailment, fourtrespasserfatalitiesandonedeathasa result ofapriv The seven NotifiableOccurrences in2012/13comprisedoneassaultonaTranzMetrostaffmember, There were seven Notifiable Occurrences in2012/13,uponefromlast year. together withthemoreseriousevents thatareclassifiedasNotifiableOccurrences. time injuries(LTI) andmedicaltreatmentinjuries(MTI)),nearmissesmechanicalissueswhilein-service, included trainspassingatracksidesignalwithoutauthoritytodoso(SpadA Tranz Metroreported167safetyevents in2012/13,arateof0.06per100,000trainkilometres.Theseevents recommendations, areresponsiblefortheirimplementation. Recommendations fromsuchinvestigations aremadetotheNZTA who,althoughnotboundbythe Major operatingincidentsareinvestigated bytheTransport Accident Investigation Commission (TAIC). Notiable Occurences Safety Occurrences 10 12 20 40 60 80

- 8 7 6 5 4 3 2 1 0 0 0 20 S 8/ p 09 ad A 20 9/ 10 M T I 201 Y e 0/ a 1 r L T 201 I 1/ 12 O 201 t h 2/ e r 13 ehicle onaGanzMavag train.Theincidentwas ements canbemade. As thisreporting is ate motorvehicle collidingwithatrain. ), minorstaffinjuries(includinglost The graphbelowshowssatisfactionlevels withspecificfeaturesofthemetrorail service. • • • • Key findingsofthesurvey were: information aboutpublictransportservices. and alsoaboutthespecificmodes.There were alsoquestionsaboutthesupportsystems,e.g.accessing The survey participantswere askedarangeofquestionsabouttheirviewsandusepublictransportgenerally participants inthe2013survey. region andinterviewed mainlybytelephone,however 10%were sourcedfromanonlinepanel.Therewere 750 one was undertakenin April/May 2013.Participants were selectedrandomlyfromthroughout theWellington GWRC’s principaltoolformeasuringcustomersatisfactionisanannualindependentsurv Customer Satisfaction components, likeCCTVonstationsandtrains. the implementationofnew Asset ManagementPlan and theprioritygiven tostationlightingandothersafety (79%), whilefeelingsafeatstationshasincreased6%fromthepreviousy customers feel safe on trains and at stations. Feeling safe on trains was found to be high amongst survey recipients Another measureofsafetyisGWRC’sindependentannualpublictransportcustomersurv Percentage refurbished andtobedistributedacrossthenetworkimprove secure cyclestorage. cycles thatcanbesafelystoredfrom6to20.Theindividualcyclelockershadbeeninusetherewill facilities inJune2013withtheinstallationofanewcyclecageatW There was adecreaseinthesatisfactionwithcyclestorageatstations. An improvement was madetothese components suchaslightingandCCTV 51%) likelyduetotheimplementationofnew Asset ManagementPlan andtheprioritygiven tosafety Also showingsignificantimprovements were reliability(up15%to47%),andcarparksafety14% 18% to74%)whichislikelybearesultoftheintroductionnewMatangifleet There hasbeenastatisticallysignificantincreaseinsatisfactionwiththequalityofrollingstock(v improving 48% in2011/12).ThisisareflectionofalltheMatangifleetenteringserviceandpunctualityreliability 59% ofrecentuserswere eithersatisfiedor very satisfiedwiththemetrorailservice overall (increasedfrom

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23 Wellington Metropolitan Rail 2012/13 Annual Report 24 Wellington Metropolitan Rail 2012/13 Annual Report • • Although overall patronageincreasedin2012/13,itissignificantthat: • • • • Factors thatmayhave constrainedpatronagegrowthinclude: • • • Factors thatcontributedtowards patronagegrowthinclude: below thatrequiredtoachieve strategictransportobjectives. Metro railpatronagenumberswere higherin2012/13thanthepreviousthreeyears althoughthelevel ofgrowthis Patronage Wairarapa Johnsonville Kapiti Hutt Valley Wairarapa Johnsonville Kapiti Hutt Valley Line Line Patronage

14, 12, 10, (punctuality andreliability)lines: Changes intotalpatronagevaried materiallybetween lines,withincreases onthebetterperforming Peak patronage increasedby1.3%to7.3millionpassengertrips Fare increasesinabsolutetermsandrelative tothecostofalternatives. Substitution ofbusesfortrainservicesduring‘blocks-of-line’ The downsizingofcentralgovernment inWellington’s CBD The generaleconomicdownturn All oftheMatangienteringservicewhichimproved overall passengeramenitiesandrollingstockreliability. Network improvements madeunderWRRPtogetherwithon-goingrenewals Improved punctuality

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0 0 0 0 - 20 8/ 09 20 9/ Total Patronage 2012/13 Peak Patronage 2012/13 10 201 Y 1,091 4,533 5,026 2,917 3,251 (000) (000) 0/ e 705 522 645 a 1 r 201 1/ 12 201 Total Patronage 2011/12 Peak Patronage 2011/12 2/ 13 1,119 4,461 4,976 2,846 3,206 (000) (000) 719 537 648 % change % change - 2.9 - 0.5 +1.6 +1.0 +2.5 +1.4 -1.8 -2.5 • • • • • • • We anticipate2013/14tobeanotherbusyyear withsignificantactivitytoinclude: Improvements inthekeyserviceoutcomesareexpectedtocontinueas GWRCandKiwiRailworktogether. 4.4 length forbusjourneysis7km. The graphbelowshowsannualaverage triplengthover thepast6years. Byway ofcomparison,theaverage trip role inprovidingforaccessbetween regionalcentresandforcommutertripstofromtheWellington CBD. the safeandefficientmovement ofmanypeopleatatime,primarily over mediumtolongdistances.Ithasakey The Wellington RegionalLandTransport Strategy2010–40statesthattheappropriateroleforpassengerrailis Annual Average Trip Length (km's) Investigating opportunities forearningrevenue fromthesaleofadvertising rightsonrailassets. exercise inMarch commence in2016(PTOMWellington Rail).Marketengagementisplannedtobeginwithamarketsoundings NZTA andCouncilapproval oftheprocessprocuringanewoperatingandmaintenancecontractto The implementationofautomaticpassengercountsystemontheMatangitoprovideloadingdata development The rolloutof‘realtime’informationatmoststationsandtheav rail serviceremainssafeforcustomersandstaff rolling stocktogetherwithKiwiRail’srenewed focusonallaspectsofrail safetyshouldensurethattheregional Safety events arerelatively infrequent. Therecentsubstantialinvestments innetworkupgradesandnew a positive effectonpatronageascommutersbecomeaccustomedtoa more punctualandreliableservice reduction inmechanicalfaults,andacontinuedimprovement inreliabilityandpunctuality. Thisshouldhave With alltheMatangiEMUsinserviceandSEcarriagesintroducedonWairarapa Linethereshouldbea of workschedules,willcontinuetoseeinvestment innetworkupgradesprovide a morereliablerailsystem The implementationofthe85year Wellington Network Agreement, withafocusonefficiencyandeffectiveness Outlook for2013/14

10 15 20 25 30

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25 Wellington Metropolitan Rail 2012/13 Annual Report 26 Wellington Metropolitan Rail 2012/13 Annual Report A Matangi train in GWRL’s Thorndon EMU Depot

5 Asset Management: rolling stock

5.1 Overview

During 2012/13 GWRC took delivery of the remainder of the new Matangi fleet, withdrew from service a portion of the Ganz Mavag fleet and disposed of the English Electric fleet. GWRC’s rolling stock assets are:

Type Quantity Design Life Comment

Matangi EMUs 48 2040 All 48 units are in operational service.

Ganz Mavag EMUs 43 2013 16 units have been withdrawn from service and are being held in the Hutt Workshop yard. 27 units have been retained, 25 for operational service, plus a further 2 for potential future requirements (currently parked up).

SW Carriages 18 2032 Currently operating on the Wairarapa line.

SE Carriages 6 2032 Currently operating on the Wairarapa line.

AG Van 1 2032 Supports the SW and SE carriages on the Wairarapa line.

Ownership of these assets carries significant responsibility for their management which includes funding their maintenance, refurbishment, disposal, and replacement with support from Government.

GWRC’s rolling stock Asset Management Plan was finalised after feedback from NZTA and the Office of the Auditor General. This plan articulates the required level of investment over the next 20 years.

27 28 Wellington Metropolitan Rail 2012/13 Annual Report • almost double thereliabilityofGanzMavag fleet,whencompared onalikeforbasis. Ganz Mavag andSWcarriages toallowfleetcomparisons, andshowsthatthe Matangi fleetisperforming at more than5minutes(botharrival and departurefromWellington), thisreporting methodologyisappliedtothe The MDBFpresentedherelooks atthetotalnumberofservicecancellationsandservices affectedbydelays arrival, anduses Availability tolookatFaultswhichprevent ontimedeparture. of 129,866km.Contractually theMDBFfocusesonFaultswhichcausetraintobe morethan5minuteslateon maintainer. Inmanufacture contractualtermstheMatangiMDBFisalmost3times the45,000targetwithaMDBF The contractualmeasuresofMDBFfromtheperspective ofthemanufacturerdifferfromthoseincumbent compared withthetargetover theprevious12months. The followinggraphpresentstheGWRCEMUfleetMeanDistancebetw Fleet Reliability • • • GWRC usesfourmeasurestomonitortheperformanceofitsrollingstock: Measurement 5.3 Performance • • • • • • 5.2 Achievements Kilometres practices ofthemetroserviceoperator(MSO),maintainerandnetworkprovider. Safety schedules shouldbereviewed forcontinuousimprovement andbetterefficiencies. the requiredlevels ofreliabilityandavailability. Although aproductofthe designofthetrain,maintenance Maintainability period. to deliver thescheduledservicesonadailybasis,averaged outeachmonthover thecourseofreporting Fleet Availability. reliable thefleet. is ameasureoffleetfailuresoutsidetheplannedmaintenanceschedules.Thehigherdistancemore Fleet Reliability. Upgrades tothegeneratorsinSWfleet were completedtoallowlargerconsistsonthe Wairarapa line. SE carriageconversion fortheWairarapa linecompleted All EnglishElectricunitshave beendisposedof Contract signedforthesaleofGanzMavag fleet Matangi fleet Contract signedfortheprocurementofafurther35x2carMatangiTrains,includingupgradestoexisting All 48Matangiunitshave nowbeencommissionedandenteredrevenue service

10, 20, 30, 40, 50, 60, 0 0 0 0 0 0

- 0 0 0 0 0 0 . EnsuringGWRCcontractualarrangementsdonotleadtoinjury.Thisisameasureofthesafety M . Implementationofthemaintenanceschedules.Theschedulesshoulddeliv Thenumberofkilometresperservicefault(MeanDistancebetween FailuresorMDBF).This a Thenumberofsetsavailable forservice.Thisisameasureofthe fleetavailability required t a ng i Ac t u a l M D G B a F nz

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C a r r i a g e s een Failure(MDBF)performance er the fleetuseandcomparekilometresrunwithcost perkilometre. How thefleetisusedhasamajorimpactonoverall costsofmaintainingthefleet.Thefollowinggraphsshow down. reliability requirement,andunplannedmaintenancein response tounexpectedequipmentfailureandbreak provides forthedelivery of aplannedmaintenanceschedule,setagainstpre-determinedavailability and Maintenance ofGWRC’srailrollingstockiscarriedout byKiwiRailundercontracttoGWRL.The Fleet Maintainability The SWcarriagefleetalsogenerallymetservicerequirements. Regional RailPlan. required inpeakrequirementthatisexpectedfrompassengergrowthandimplementationoftheW The EMUoperationalfleetwillgrowto83trainsoncetheMatangi2isdeliv Matangi fleet. larger thanrequired,toprovidesufficientcapacityfortheup-comingmodificationandupgradeprogramson the than isrequired.NotethecurrentoperationalEMUfleet(73trainstomeetpeakrequirementsof62)slightly The fleetavailability hassignificantlyimproved this yearwithslightlymoresets available forthepeakservices requirement foreachofthetwoEMUfleets. predominately providedbytheMatangifleet.Thefollowinggraphshowsav Sixty-two EMUsarerequiredeachdaytomeettheweekday morningandafternoonpeaks,whichisnow Fleet Availability result GWRLisnowoutsourcingthemaintenanceofgeneratortosupplier. The SWcarriagefleetmetandexceededtheMDBFtarget.predominantfaultsw above targetlevels by36%. The investment inmorepreventative maintenanceontheGanzMavag fleetisimprovingthereliability,now Matangi fleet. Once themodificationsareimplemented we areexpectingtoseeeven betterreliabilityperformancefromthe higher kilometresbeingrunbecome’businessasusual’. programmes in2013/14.Thesearenormaladjustmentsandmodificationswhichexpectedofanewfleetasthe majority oftheseproblemshave beenfound,andwillbeimplementedacrossthefleetduringmodification The Matangifleetisstillhowever havingafew warranty relatedreliabilityissues. Technical solutionstothe Service Requirement (Sets) 10 15 20 25 30 35 40 45 0 5 M a t a ng Ac t i u a l S e t s

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29 Wellington Metropolitan Rail 2012/13 Annual Report 30 Wellington Metropolitan Rail 2012/13 Annual Report • • • • • 5.4 This islargelyduetoanincreasedfocusonrepairingissues,inaprev etc.) changesincludedinthebudget,itwas atremendousresultfortheGanzcostperkmtobewell belowbudget. Despite theGanzfleetbeingutilised19%morethanbudgeted,andnoheavyequipment(tractionmotors,bogies, savings perkilometrearebeingrealised. utilisation. SinceFeb2013theMatangifleetutilisationhasexceededbudget,andasaresultmaintenance While thecostperkmforMatangifleet was onbudget, theunits were over maintainedduetotheirlower Kilometres

Reviewing railrollingstockmaintenancepractices. Updating therailrollingstockfleetconditionassessment Commencing theprogrammeofworkupgradingMatangi2improvements ontotheMatangi1train Completing theMatangi1modificationprogramme Completing thecriticaldesignreviewforMatangi2train 1, 1, 2, 2, 3, 3, 4, 4,

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M r g t r a e e t v a g 6 Asset Management: station-based assets Tawa Station new Wayfinding signage

6.1 Overview

GWRC’s station based assets include:

Asset Group Asset Type Quantity

Stations Various 48

Station Buildings Buildings 18

Station Shelters Shelter 44

Station Pedestrian Structures Overbridges 14

Subways 13

Facilities Cycle racks & lockers, seating, litter bins 75

Access Paths, handrails, fence, stairs, barriers, ramps 48

Parking Sites Car park 34

CCTV CCTV equipment & infrastructure 19

Rail Depot Buildings Buildings 7

Miscellaneous Depot equipment 17

Signage Signs 206

Lighting Lights 122

31 32 Wellington Metropolitan Rail 2012/13 Annual Report • • • • • • • 6.4 to berenewed orimproved. The likeforrenewals andimprovement programmefocusesonthoseassetsgradedworsethan2.5whichneed The purposeofthemaintenanceprogrammeistomaintainassetsataconditiongrade2.5(good)orbetter. The followingtablepresentsasummaryoftheaverage assetcondition gradingforthemajorassetsbyline. condition assessment.Thisgradesallassetsonascaleof1–5withbeingexcellentandextremelypoor. Greater Wellington RegionalCouncilmeasurestheperformanceofitsstationbasedassetsbyreferencetoanasset 6.3 • • • • • • • • • • 6.2 Achievements Wairarapa Hutt Valley Melling Kapiti Johnsonville have anew rooffitted toeliminate theleaksendured over a numberof years. A numberofreplacement worksarescheduled atvarious stations onthenetwork.Forexample, Poriruawill accordingly by dispatchingguardswithout delay security goalforthecoming year. Thisconnection willenableustomonitorCCTVinrealtimeand respond Establishing connectionsat each stationtothefibreopticnetworkthatrunslength oftherailnetworkisour A newsignagestrategywill bedeveloped based onthepilotintroductionofnewwayfinding signsat Tawa A decisionwillbetakenon the renewal worktobecarriedoutontheWaterloo stationroof overbridge A decisiononwhethertobringtheKaiwharawharastation over bridgeuptoasafestandardorclosethe Plimmerton andMasterton Renewal work isdueforcompletionatPorirua,Paremata, Paraparaumu, Trentham,Linden,Woburn, reinstated tosupportanEMUfleetcomprising83Matangi trains The southernportion(1944building)oftheEMUDepot, Thorndon,willbedemolishedandtheDepot how futuresignagewilllookforthetransportnetwork. Platform signage.Newwayfinder signs were installedatthenewly refurbished Tawa Station,thisisapilotfor Twenty-eight newcarparkingspaceswere providedatSilverstream Park andRidecarpark GWRC andCartertonDistrictCouncil Twenty-four newcarparkingspaceswere providedatCartertonStationaspartofajointventure between Paekakariki stablingyards, Wellington West RailYard, andimprovements madetotheWaikanae stablingarea Security CCTV, beamdetectors,additionallightingandimproved fencinginstalledatUpperHuttand Land atRaumatisoldtoNZTA forMacKaystoPeka Peka (Sandhills)motorway development Wellington railway stationcyclecagecompleted Paekakariki, Mana,Takapu RdandCarterton Other stationrenewal workcompletedatWellington, Linden, Ava, Woodside,Heretaunga,Wingate, Woburn, Tawa Stationrenewal completed security andpassengerdatafromthetrains Installation ofawirelesscapabilityattheEMUDepot,Thorndon,toautomaticallydownloadmaintenance, Purchase ofNZTA landatPoriruatosecureandimprove currentparkingforcommuters Outlook for2013/14 Average ConditionGradingbyLine Line Station Buildings Qty 4 6 1 6 1 Grade 2.3 2.6 2.0 2.3 2.4 Av Av Station Shelters Qty 12 14 11 6 1 Grade 2.1 2.2 1.4 2.1 2.2 Av Av Qty nil nil Overbridges 9 4 1 Grade 2.7 2.4 2.0 Av Av - - Qty nil nil nil 8 5 Subways Grade 2.7 2.2 Av Av - - - Qty Parking Sites 11 11 5 1 6 Grade 1.4 1.8 1.0 1.0 1.8 Av Av Silverstream car park upgrade completed

7 Strategic Management

7.1 Framework for the strategic management of metro rail

GWRC’s strategic management of metro rail is guided by a hierarchy of strategic plans and policy documents originating from central government and GWRC decisions. These plans and documents are the:

• Passenger Transport Operating Model (PTOM)

• Metro Rail Operating Model

• Wellington Regional Land Transport Strategy

• Wellington Regional Public Transport Plan

• Wellington Regional Rail Plan

• Greater Wellington Regional Council’s Long Term and Annual Plans.

7.2 Performance Measurement

In 2012/13 GWRC measured its performance in the strategic management of metro rail by reference to the longer term strategic objectives and outcomes contained in the documents above. The PTOM will provide an important new basis against which we will measure and report our performance.

Metro Rail Operating Model

The Government’s Metro Rail Operating Model is intended to provide assurance that taxpayer funding of metro rail yields best value for money. The four principal requirements of the model and progress toward their achievement are shown below.

33 34 Wellington Metropolitan Rail 2012/13 Annual Report land transportnetworkover thenexttenyears. 4 3 http://www.gw.govt.nz/rlts/ The RegionalLandTransportStrategy2010-2040 Wellington RegionalLandTransport Strategy Improved regional freight efficiency Improved landuseandtransport integration Improved regional road safety Reduced severe road congestion Reduced greenhouse gasemissions cyclists Increased modeshare forpedestriansand mode share Increased peakperiodpassengertransport RLTS outcomes can beclearlyidentified so thatcosts,accountabilityandwhopays There willbeastrong focusontransparency risks forthedeliveryofmetro railservices based contractswithappropriate transferof There willbeastrong focusonperformance funding region) will becontestable(atthediscretion ofthe routine maintenanceofmetro rolling stock The operationofmetro railservicesand clear roles and deliveryofmetro railserviceswillhave All ofthepartiesinvolvedinpurchase Requirement This preliminary analysiswas validated bythecongestionimpactonSH2caused bystormdamagetotheseawall undermining therailway lineforcing closure www.stuff.co.nz/dominion-post/news/hutt-valley/8833240/Hutt-traffic-grinds-to-a-standstill between Petone and Wellington for 7daysinJune2013. Reportsindicated traveltimesofupto1hour20 minutesbetweenMellingand Wellington. http:// freight trainsreliability notcompromised bydisabledmetro trains). New more reliable metro trainsmeanstheentire networkismore reliable (i.e. More carparkingatSilverstream andCartertonStations. transport modethanroad. More peakpatronage meanssafertravelformore people,asrailisasafer breach capacityconstraintsthrough subsequenttime periods. capacity priortothepeakwithsignificantqueuingoccurringwhichspillsover additional vehicleswouldresult inthestatehighwaynetworkbreaching full 0700hrs to0900hrs(equivalent6,811railpassengers).Theimpactofthese relief atNgaurangathrough thereduction of4,972vehiclesattheAMpeak time.This isbasedonpeakperiodcongestion 42 minutesadditionaljourney being transferred tothestatehighwaynetworkwouldgenerate1hourand Preliminary analysis reduction of2.0%compared to2011/12. Transport-generated CO2emissionstotalled1,061 kilotonnesin2012/13,a more stations,andadministrationmaintenanceofbicyclelockersimproved. allowing more carriageatpeaktimes,bicyclestoragefacilitieswere installedat Free carriageofbicycleswascontinued,changeswere madetothebikepolicy Rail patronage inpeakperiodincreased by1.3%. to financial reporting templates. has beenenabledinpartbyimprovements GWRCandKiwiRailstaff havemade This secondannualreport isintendedtoprovide increased transparency which provides muchgreater transparency ofcostshasbeendevelopedfor2013/14. A newagreement forthemaintenanceofGWRC’s SWandSEcarriagefleetsthat information from KiwiRailonthecostofnetworkservices. The Wellington NetworkAgreement hassecured regular accesstocomprehensive performance measurement regime. The stationcleaningandlightmaintenancecontractshaveacomprehensive to networkcauseddelaysandcancellations. The Wellington NetworkAgreement hasaperformancebasedelementattached significant stepsforward tooccurin2013/14. transition toanewperformance–basedcontracthasbeenundertaken,with Planning fortheimplementationofacontestableprocurement process andthe with KiwiRail. to ourcontractswithKiwiRailandimprovements toouroperationalrelationships of allpartieshasbeenfurtherclarifiedandconsolidatedthrough improvement Following theimplementationofWellington railpackagein2011,therole 3 (RLTS) identifiesanumberofoutcomessoughtfortheregion’s 4 byNZTA has predicted thattheimpactofrailpatronage Metro railcontribution2012/13 Metro railcontribution2012/13 • • • The 2013revisiontotheRRP: subtitled ‘A FreshLookataBetterRailExperience’. Land TransportProgramme.During2012/13GWRCcompleted thefirstrevisionto2010RRP,whichis The RRPisdesignedtobereviewed every threeyears, in linewithGWRC’sLongTerm Plan andtheRegional infrastructure issuesfacingthesystem. to maximisereturnontheinvestment ofrecentyears anddeliver ahighqualityrailservicebyaddressing The RegionalRailPlan (RRP)providesforthelongertermimprovement ofthemetrorailsystem.Itaims Regional RailPlan region’s landtransportnetworkover thenexttenyears. GWRC’s RegionalPublicTransportPlan 2011-2021(RPTP)identifiesanumberofobjectives soughtforthe Wellington RegionalPublicTransport Plan funding Effective andefficient allocationofpublic provides valueformoney An integratedpublictransportnetworkthat experience andgeneratescustomerloyalty is easytouse,offers aconsistentcustomer A consistentlybrandedtransportsystemthat and modes that enablesseamlesstravelbetweenservices An integratedsystemoffares andticketing against publicfunding customers andbalancesusercontributions A fare schedulethatattractsandretains infrastructure A highstandard ofpublictransport health outcomes adverse environmental effects andimprove comfortable andsafetravel,minimise Public transportoperationsthatprovide regular publictransportnetwork groups whoseneedsare notmetbythe Improved accessibilityforcommunitiesand system thatcustomerschoosetouse A highquality, reliable publictransport within modes it easyandsafetochangebetween An integratednetworkofservicesthatmakes where peoplewanttogo Simple, easytounderstandservicesthatgo RPTP objectives in thediagram below. signals howthe development ofthenetworkmayoccur from theendofRS1in2020 throughto2035assetout and RS1numberoftrainsin the AM peakhour through theimplementation ofRailScenario1(RS1).Theservicepatterndiagrams belowillustratethecurrent Primarily addressestheshort-medium termdevelopment oftheWellington passengerrail networkto2020 economic climate changing patternsofuse,customerandcommunityexpectations andtheconstraintsimposedbycurrent Takes intoaccountthesignificant networkimprovements madesince2010,thebenefitstheyhave delivered, increased confidencethatspendingiseffective and efficient. Improved financialandmanagementmonitoring reporting provided I acrosstargets. RT busandrailservices. Bus servicesscheduledtoconnectwithtrainservices.Fares remain withinpolicy Customer servicetrainingisnowastandard partofmetro operationstraining. wide informationandsignagehasbeenadopted(Tawa Stationwasthepilot). the Matangifleet.Signagehasbeenimproved atstationsandanewnetwork Branding hasbecomemore consistentwiththeprogressive introduction of be metwhenwehaveafullintegratedfare systeminthefuture. A fewintegratedfare products existedduringtheyear, butthisobjectivewillonly retained. increased duringtheyeartomaintainfare recovery ratioandpatronage was Metro railfares are includedwithintheoverallMetlinkfare structure. Fares were The qualityofthemetro railrolling stockandstation assetswasimproved. stock andstationupgrades. from renewable sources. Thecomfortandsafetywasimproved through rolling theexceptionofWairarapaWith linethemetro railservicesuseelectricity The Total MobilitySchemeisreported onseparately. – refer Section4. Wairarapa Lineandstationupgrades.Service reliability andpunctualityimproved delivery ofthefinalMatangiEMU,introduction oftheSEcarriageson The qualityofthemetro railrolling stockandstationassetswasimproved with parking/storage isprovided atmanystations. services, parkandrideparkingisprovided atmanystationsandfixedbike A largenumberofbusservicesare scheduledtoconnectwiththemetro rail regionally significantcentres. The fourraillinesprovide routes thatare easytounderstandandconnect electronic displaysonmoststations. Work Informationwiththeinstallationof beganontheintroduction ofRealTime Metro railcontribution2012/13

35 Wellington Metropolitan Rail 2012/13 Annual Report 36 Wellington Metropolitan Rail 2012/13 Annual Report RS1 Servicestrategy diagram Current operation servicelevels

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37 Wellington Metropolitan Rail 2012/13 Annual Report The LTP identifies the following priorities for the Public Transport Group over the first three years:

Priorities 2013-2015 Results in 2012/13

Maximise the benefits of existing investments and projects, Significant improvements in reliability and efficiency have been including improving the reliability and efficiency of public realised in 2012/13 as a result of recent investment. Specifics transport in central Wellington are reported elsewhere in this Report

Apply a layered service approach to the planning and delivery N/A of bus services to ensure services are located where they provide the greatest benefit

Implement network-wide electronic integrated ticketing at the The investigation has commenced, with Terms of Reference earliest opportunity and governance structures for the investigation of integrated fares and ticketing have been agreed with NZTA.

Provide public transport that is affordable for passengers and The fare increase that took effect in October 2012 was more for ratepayers, while managing financial risks arising from than the 2012/13 CPI, however it was less than the change in exchange rate and oil price volatility the price of petrol over July 2012 to June13

Ensure the best possible return from investment in public Return can be measured in many ways including increases transport to maximise value for money in peak patronage, reductions in taxpayer and ratepayer operational subsidy and reductions in congestion and motor vehicle emissions.

Improvements in these measures in 2012/13 compared with the previous year are reported elsewhere in this Report

38 RTI electronic display at Tawa Station • • • seek better value formoneythrough: identified includingPTOMbywhichGovernment targets thatarecontainedinthestrategicdocuments various strategic outcomes,goalsobjectives and GWRC iswell placedtodeliver in2013/14onthe 7.3 and workachievements: ForRailOperationstherearetargetedperformance Line Modify sixSEcarssotheycanbeusedontheWairarapa Refurbish orreplace GanzMavagtrains station buildings Maintain andimprove railassets,includingtrainsand Commission andintroduce thenewMatangitrains Specific areas ofworkinthenextthree-year period rail assetmanagementplans carparks inaccordance with overbridges, subwaysand rail rolling stock,stations, Maintain andimprove timetable accordance withthepublished Deliver railservicesin Level ofService Decreasing subsidies. Increasing patronage Increasing commerciality Outlook for2013/14 carparks Average conditionratingfor buildings andstructures Average conditionratingfor operate scheduledservices fleet thatisavailableto Percentage oftherequired by line services on-timeto5minutes Percentage ofscheduled services delivered Percentage ofscheduled Performance Measure 2013. has beencompletedandcarriagesentered revenue service 1July The conversionoftheSEcarriagesforuseonWairarapa line Matangi trains,includingupgradestotheexistingfleet. Contract signedfortheprocurement ofafurther35 x 2car programme isunderway. programme hasbeencompletedandthesecondyearof AMP. Thefirstyearofthe renewals andminorimprovements of theassetsisdrivenoff theagreed levelsofservice withinthe has beendevelopedandisbeingimplemented.Themaintenance An assetmanagementplancoveringthelifecycleforallrailassets 30 November2012. All 48ofthenew2-carMatangiunitswere inrevenue serviceby 2012/13 results 2.9 3.0 (Restated baseline) 99.0% (November 2011) Wairarapa Line80% Johnsonville 95% Hutt 90% Kapiti 90% (September 2011) 99.1% Baseline 2.7 2.9 by 0.1% Increase onbaseline Increase onbaseline Maintain baseline Increase onbaseline Increase onbaseline 99.3% Performance Target 2012/13 2.7 2.9 99.2% 77.9% 92.2% 96.2% 94.8% 99.2% Actual 2012/13

39 Wellington Metropolitan Rail 2012/13 Annual Report 40 Wellington Metropolitan Rail 2012/13 Annual Report RTI electronic display at Boxhill Station

8 Financial Performance

8.1 Overview

The operational expenditure and revenues to deliver the metro rail service are separated out from non-operational items to clearly show on-going costs and revenue for rail operations.

Operational expenditure consists of the costs to:

• Operate the contracted services. These costs are mainly labour costs, electricity costs and the internal and external costs required to operate the rail services

• Maintain, operate and renew the KiwiRail owned network

• Maintain Greater Wellington’s rolling stock and other assets

• Insure and provide security for assets

• Plan, fund, and provide Metlink information for services and manage rail services as part of the integrated public transport network.

Operational revenue consists of:

• Fares paid by passengers. Greater Wellington sets the fares for the whole public transport network in consultation with operators, with public input through the annual plan process

• Rates levied by Greater Wellington

• Grants and subsidies from NZTA

• Other incidental revenue earned by the operator.

There are a number of costs and revenues that are classified as non-operational because they relate to capital expenditure and the funding of it. They also include financial costs, depreciation, non-cash revaluations and asset impairment costs as well as the related funding from rates and grant revenue from NZTA and MoT.

41 42 Wellington Metropolitan Rail 2012/13 Annual Report 2012/13 ratewas 59%ofGWRCexpenditure). financial assistancerates(financialarereducingby1%perannumuntiltheyreach50%,the GWRC ratesincreasedby$1.9million.ThereductioninNZTA fundingof$0.6millionreflectsareductionin Fare revenue increasedby$2.4million(increasingtheaverage fareby19centsonlowpassengergrowth)and Total operationalrevenue increasedby$3.7millionin2012/13. 8.3 OperationalRevenue Full financialstatementsfor Wellington metrorailareincludedin Appendix1. appearance that somenumbersdonotaddexactly. Numbers inRevenue andExpenditure intables8.2–8.7have been roundedtothenearest$million. Thismaygive the $33.6 million–thiswas primarilyontheMatangitrains. The programmetorenewandupgraderailinfrastructurerollingstockcontinuedwithcapitalexpenditureof by $3.7millionto$84.1million. In 2012/13,operationalexpenditureincreasedby$0.8millionto$81.2andrev 8.2 Average fare revenue perpassenger Passengers carried Total operationalrevenue Other revenue NZTA funding Capital expenditure Rates revenue Operational expenditure Fare revenue Operational revenue Overall FinancialPerformance $ Million 2012/13 2012/13 3.56 11.4 84.1 23.8 33.6 19.4 81.2 40.4 84.1 $ M $ M 0.5 2011/12 2011/12 120.1 3.37 11.3 80.4 24.4 17.5 80.4 38.0 80.4 $ M $ M 0.5 enue increased Increase / Increase / -decrease -decrease -86.5 0.19 0.08 $ M $ M -0.6 3.7 0.0 1.9 0.8 2.4 3.7 appearance that somenumbersdonotaddexactly. Numbers inRevenue andExpenditure intables8.2–8.7have been roundedtothenearest$million. Thismaygive the network hasnotbeenconsolidatedintothesefinancial statements. funded byMoTunderaseparateagreementwithKiwiRail. ThisexpenditureontheKiwiRailownedW In addition,KiwiRailcompleted$10.8millionofbacklogrenewal workonthenetworkin2012/13.Thiswas 100% costs over thelifeofasset). funded throughamixofMoTgrantsanddebtfundingbyGWRC(NZT remainder beingforheavymaintenanceofrailrollingstockandstationassetrenew Capital expenditurewas $33.6millionin2012/13.Ofthis,$28.6was forthenewMatangitrainswith 8.5 Operational expenditureincreasedby$0.8millionin2012/13. 8.4 Operational passenger Operational expenditure per Passengers carried Total operationalexpenditure Security Insurance Metlink &managementservices Station expenditure Train maintenance Leases andrates Network renewals MoT andNZTA funding(ofcapitalexpenditure) Network incidentcosts Grants paidforcapitalworks Network operationsandmaintenance Capital expenditure Train operations Capital Expenditure andFunding Expenditure $ Million 2012/13 2012/13 A willpayashareofthedebtservicing 7.15 11.4 81.2 15.4 10.6 33.6 42.8 $ M $ M 1.1 1.9 7.0 1.6 9.3 0.9 5.4 0.6 0.0 als. TheMatangitrainswere 2011/12 2011/12 109.6 120.1 7.13 11.3 80.4 43.5 $ M $ M 1.2 2.0 7.2 1.6 9.3 0.1 6.3 0.0 0.3 9.4 ellington Increase / Increase / -decrease -decrease -94.3 -86.5 0.02 0.08 $ M $ M -0.1 -0.2 -0.9 -0.3 -0.6 0.8 0.0 0.0 0.0 0.8 0.6 1.2

43 Wellington Metropolitan Rail 2012/13 Annual Report 44 Wellington Metropolitan Rail 2012/13 Annual Report expenditure, mainlyforthenewMatangifleet. Debt increasedby$19.6millionwithmostoftheincreaserepresentingGreaterW 8.7 increased fleetofMatangitrainsandreducedlifetheremainingGanzMav taken outofservicependingtheirdisposal.Therewas alsoa$5.6 millionincreaseindepreciationrelatedtothe The mostsignificantincrease was an$8.5millionwritedowninthe value oftheGanzMavag trainsthathave been Non-operational expenditurewas $33.7millionin2012/13–anincrease of$13.8millionover thepreviousyear. appearance that somenumbersdonotaddexactly. Numbers inRevenue andExpenditure intables8.2–8.7have been roundedtothenearest$million. Thismaygive the the lifeofunderlyingasset. GWRC borrowstofunditsshareofcapitalexpenditureandratesthecommunityfordebtservicingcostsov GWRC ratedthecommunity$5.7millionfordebtservicingcostsofitssharepastcapitalexpenditure. MoT tofundcapitalexpenditure,asnotedabove. Non-operational revenue was $21.1millionin2012/13.Ofthis,$15.4was grantrevenue fromNZTA and 8.6 Total non-operationalexpenditure Grants paidforcapitalworks Impairment ofinventory Revaluation ofCrown loan Debt Loss ondisposaloffixedassets Total non-operationalrevenue Inventories Depreciation Grants andsubsidies Property plantandequipment Financial costs Rates Key AssetsandLiabilities Non-operational RevenueandExpenditure 2012/13 2012/13 2012/13 299.6 33.7 78.1 21.1 10.3 19.9 15.4 $ M $ M $ M 0.0 0.1 1.4 8.5 3.7 5.7 ag trains. ellington’s shareofthecapital 2011/12 2011/12 2011/12 115.5 109.6 299.3 19.9 58.4 14.3 $ M $ M $ M 0.3 1.5 1.3 0.0 7.9 2.5 5.9 Increase / Increase / Increase / -decrease -decrease -decrease -94.4 -94.3 13.8 19.6 $ M $ M $ M -0.3 -1.3 -0.2 0.1 8.5 5.6 2.4 1.2 0.3 er Appendix 1: Financial Statements

WELLINGTON METROPOLITAN RAIL STATEMENT OF INCOME FOR THE YEAR ENDED 30 JUNE 2013

Note 2013 2012 Actual Actual $000 $000

Operational revenue

Fares 40,390 37,981

Rates 19,414 17,491

Grants and subsidies 23,803 24,436

Other revenue 519 534

Total operational revenue 84,126 80,442

Operational expenditure

Train operations 2 42,844 43,469

Network operations and maintenance 10,615 9,430

Network incident costs 648 -

Network renewals 5,363 6,258

Leases and rates 860 61

Train maintenance 9,278 9,282

Station expenditure 1,630 1,597

Metlink and management services 6,983 7,202

Insurance 1,915 1,956

Security 1,105 1,182

Total operational expenditure 81,241 80,437

Net operational income 2,885 5

Non-operational revenue (capex related)

Rates 5,725 5,877

Grants and subsidies 15,372 109,640

Total non-operational revenue 21,097 115,517

Non-operational expenditure

Financial costs 3,719 2,494

Depreciation 19,900 14,282

Loss on disposal of fixed assets 8,527 -

Revaluation of Crown loan 1,444 1,337

Impairment of inventory 138 1,487

Grants paid for capital works 287

Total non-operational expenditure 33,728 19,887

Net non-operational income -12,631 95,630

Net surplus/-deficit for the year -9,746 95,635

The accompanying notes and accounting policies should be read in conjunction with these special purpose financial statements.

45 46 Wellington Metropolitan Rail 2012/13 Annual Report BALANCE SHEETASAT 30JUNE2013 WELLINGTON MTROPOLTAN RAIL Payables Current liabilities Total assets Total non-current assets Property plantandequipment Trade andotherreceivables Non-current assets Total current assets Assets heldforsale Inventories Receivables Cash andcashequivalents Current assets Total current liabilities Revenue inadvance(Grants) The accompanyingnotesandaccountingpoliciesshouldberead inconjunctionwiththesespecialpurposefinancialstatements. Net assets Total liabilities Total non-current liabilities Debt Non-current liabilities Note 3 325,509 303,545 299,642 241,586 21,964 10,270 11,346 83,923 78,076 78,076 Actual 5,847 3,903 5,847 $000 2013 347 1 310,934 299,328 299,328 212,645 11,606 33,887 39,858 98,289 58,431 58,431 Actual 7,858 3,747 5,971 $000 2012 1 are considered tobereasonableunderthe circumstances. Actual resultsmay differfromtheseestimates. expenses. These estimatesandassociated assumptionsarebasedonhistorical experienceandother factorsthat assumptions thataffectthe application ofpoliciesandthereportedamountsassets, liabilities,rev The preparationofspecialpurpose financialstatementsrequiresmanagementtomake judgements,estimatesand Accounting judgementsand estimations All amountsareroundedto $000andareexpressedinNewZealandcurrency(unless statedotherwise). of certainpropertyplantandequipmentassetsasidentified inthefollowingaccountingpolicies. The specialpurposefinancialstatementshave beenpresentedonahistoricalcostbasismodifiedbytherevaluation Measurement base The specialpurposefinancialstatementspresentedare for the year ended30June2013. financial reportingstandards. with NewZealandequivalents toInternationalFinancialReportingStandards(“NZIFRS”)andotherapplicable Given thebasis ofcompilation,thespecialpurposefinancialstatementsarenotintendedto(anddonot)comply Limited andthefinancialrecordsofGreater Wellington RegionalCouncil. financial statementsforTranzMetro Wellington, generalpurposefinancialstatementsforGreater WellingtonRail The specialpurposefinancialstatementshave beencompiledusinginformation extracted fromspecialpurpose Statement ofcompliance years becauseitrelatestotheunderlyingcapitalexpenditure. Transport Agency andMinistryofTransport.Grants andsubsidiesrevenue tendstovary significantlybetween impairment costsaswell astherelatedfundingfromratesandgrantsubsidies revenue fromNewZealand Non-operational expenditureandrevenues includesfinancialcosts,depreciation, noncashrevaluations andasset relatively constantandlendthemselves tocomparisonbetween years. clearly showongoingcostsandrevenue forrailoperations.Operationalexpenditure andrevenues tendtobe The operationalexpenditureandrevenues areseparatedoutfromnon-operational expenditureandrevenues to Format ofstatementincome purpose financialstatementsforTranzMetro Wellington. TranzMetro Wellington isadivisionofKiwiRailHoldingsLimited.Limitedpreparesspecial WRC HoldingsLimitedwhichinturnisawhollyownedsubsidiaryofGreaterW Greater Wellington RailLimitedisregisteredundertheCompanies Act 1993.Itisawholly ownedsubsidiaryof Greater Wellington RegionalCouncilisaregionallocalauthoritygoverned bytheLocalGovernment Act 2002. Limited thatrelatetopassengerrailoperationsinWellington. The balancesheetaggregatesthebalancesfromGreaterWellington RegionalCouncilandGreaterWellington Rail Balance sheet revenue andcosts. operations inWellington. Thissubsidy hasbeensubstitutedinthestatementofincometoshowunderlying TranzMetro Wellington receives asubsidyfromGreaterWellington RegionalCounciltoprovidepassengerrail Wellington RailLimitedandTranzMetro Wellington thatrelatetopassengerrailoperationsinWellington. The statementofincomeaggregatestherevenue andcostsforGreaterWellington RegionalCouncil,Greater Statement ofincome The specialpurposefinancialstatementsincludeastatementofincomeandbalancesheet. and financialpositionofGreater Wellington RegionalCouncil’sinterestinpassengerrailoperations Wellington. The financialstatementspresentedarespecialpurposeintendedtoportraytheresult Reporting entity Note 1:Statementofaccountingpolicies ENDD 30JUN2013 NOTES TOTHSPCIALPURPOSFNANCSTATEMNTS FORTHYAR WELLINGTON MTROPOLTAN RAIL

ellington RegionalCouncil. enues and

47 Wellington Metropolitan Rail 2012/13 Annual Report 48 Wellington Metropolitan Rail 2012/13 Annual Report remaining usefullives. and capitalworkinprogress, atrateswhichwillwriteoffassets,lesstheirestimated residualv Depreciation isprovidedon astraightlinebasisonalltangibleproperty,plantand equipment otherthanland Depreciation (d) Capital workinprogressiscalculatedonthepercentage ofworkcompletedbasis. Limited. Land heldbyGreaterWellington RegionalCouncilwas valued atmarketvalue asat30June2008byDuffill Watts Assets heldbyGreaterWellington RegionalCouncil considered tobepresentedatfairvalue at30June2013andaccordinglynovaluations were undertaken. Pty Limitedatdepreciatedreplacementcost30June2011. Subsequentpurchasesareatcost.Theseassetsw cost at30June2011.RollingstockassetsheldbyGreater Wellington RailLimitedwere valued byHalcrowPacific Station assetsheldbyGreaterWellington RailLimitedwere valued byBayleys Limitedatdepreciatedreplacement Assets heldbyGreaterWellington RailLimited (c) Propertyplantandequipment in theperiodwhichitisincurred. Expenditure comprisesamountspaidandpayable forgoodsandservicesprovidedfromsuppliersisrecorded (b) Expenditure relate. Other sourcesofrevenue arerecognisedwhenearnedandreported inthefinancialperiodstowhichthey Other revenue calculated figuresbasedonactualexpenditure. revenue includedinthestatementofincomeisbasedonbudgeted ratesfortheyear. The2012figures were specifically retainedtooffsetanyfuturesurplusordeficitinpassengerrailoperations.Forthisreason,therates There isnoseparaterateforpassengerrailoperations,andanysurplusordeficitonoperationsnot Greater Wellington RegionalCouncilsetsatransportratetofundthepublicactivitiesitundertakes. Rates revenue been establishedbythegrantor. transport networkupgradesbyKiwiRail.Grantsandsubsidiesarerecognisedasrev provision ofpublictransportsubsidiestoexternalrailoperators,thecapitalpurchasesrollingstockand Agency. ThesegrantsandsubsidiespartfundGreaterWellington RegionalCouncil’sexpenditureonthe Greater Wellington RegionalCouncil receives grantsandsubsidiesrevenue fromtheNewZealandTransport Grants andsubsidiesrevenue Fare revenue isrecognisedatthedateoftravel. Fare revenue relates. Revenue isrecognisedwhenbilledorearnedonanaccrualbasisandreportedinthefinancialperiodtowhichit (a) Revenue recognition Council, GreaterWellington RailLimited andTranzMetroWellington andarepresentedbelow. Relevant accountingpolicieshave beenextractedfromthefinancialstatementsofGreater Wellington Regional Significant accountingpolicies to railoperations. allocated asamatterofcoursetorailoperations.Consequentlyjudgementshav A numberofcostsattributedtothePublicTransportdivisionGreaterW recognised intheperiodwhichestimateisrevisedandanyfutureperiodsaffected. Estimates andunderlyingassumptionsarereviewed onanongoingbasis.Revisionsofaccountingestimatesare reported amountsofcertainrevenues andexpensesthatarenotreadilyapparentfromothersources. Judgements orestimateshave beenmadetodeterminethecarryingvalues ofcertainassetsandliabilities

ellington RegionalCouncilarenot e beenmadetoallocatethesecosts enue wheneligibilityhas alue, over their ere Capital commitmentswere $165,968,000(2012:$34,835,000). $848,014,000 (2012:$66,287,000). Estimated paymentsundernon-cancellableoperatingcontractsatbalancedatebutnotprovidedforw Contractual commitments Financing Policy. debt. LoantermsandinterestratesareinaccordancewithGreaterW Subsequently, itismeasuredastheprincipalamountoutstandingusingatablemortgagebasisov Internal debtisinitiallyrecognisedatGreaterWellington RegionalCouncil’sshareofcapitalexpenditureincurred. duration oflessthan12monthsisrecognisedatitsnominalvalue. in thestatementofincome,asisanygainorlosswhenliabilitysettled.Externaldebtenteredintowith Subsequently, itismeasuredatamortisedcostusingtheeffectiv External debtwithdurationofmorethan12monthsisrecognisedinitiallyatfairv Wellington RegionalCouncil’streasuryfunction. Debt comprisesdebtheldwithanexternalfunder(theCrown)andinternalwhichismanagedbyGreater (j) Debt on theperformanceofrailoperationsinWellington. costs andbalanceswouldnotprovideusersofthesespecialpurposefinancialstatementswithusefulinformation Taxation costsandbalanceshave notbeenincludedinthespecialpurposefinancialstatements.Includingtaxation (h) Taxation liquid investments withoriginalmaturitiesofthreemonthsorless. Cash andcashequivalents includecashonhand,depositsheldat call withbanksandothershorttermhighly (g) Cashandcashequivalents After initialrecognition,inventories arevalued atthelower ofcostornetrealisablevalue. Inventories (f) asset orexpense. are statedasinclusive ofGST. WhereGSTisnotrecoverable asaninputtaxitisrecognisedpartoftherelated All itemsinthespecialpurposefinancialstatementsareexclusiv (e) GoodsandServicesTax (GST) The usefullives ofmajorclassesassetshave beenestimatedasfollows: Within oneyear Within oneyear Within After oneyearbutnomore thanfiveyears After oneyearbutnomore thanfiveyears Capital commitments After fiveyears Operating contractcommitments After fiveyears Land Capital workinprogress Operational plantandequipment Rail infrastructureassets Rail rollingstock Not depreciated Not depreciated 2 to20years 5 to50years 5 to35years e interestratemethod. Amortisation isrecognised e ofGSTwiththeexceptionreceivables which ellington RegionalCouncil’sRevenue and alue lesstransactioncosts. 144,487 165,968 848,014 769,395 21,481 27,877 50,742 $000 2013 $000 2013 er thelifeof ere 32,125 15,895 50,392 34,835 66,287 1,408 1,302 $000 2012 $000 2012

49 Wellington Metropolitan Rail 2012/13 Annual Report 50 Wellington Metropolitan Rail 2012/13 Annual Report Note 4:Debt Note 3:Property plantandequipment Note 2:Train operations NOTES TOTHSPCIALPURPOSFNANCSTAT EMNTS FORTHYARNDD30JUN2013 WELLINGTON MTROPOLTAN RAIL Closing netbookvalue Less: Accumulateddepreciation Cost /valuation Opening debt Labour Debt additions Materials &supplies Debt repayment /purchasedExternal services Revaluation ofdebt Lease &rentals Closing debt Fuel andtraction Other expenses Kiwirail internal contracts Kiwirail internal Kiwirail overheads Contract margin Train operations progress Work in 1,655 1,655 $000 245,748 278,869 33,121 Trains $000 Station 52,239 56,454 assets 4,215 $000 Total debt Total assets 58,431 24,900 20,758 78,076 42,844 Actual -2,557 299,642 336,978 2,068 1,444 4,196 1,432 2,554 2,900 3,220 $000 2013 $000 2013 37,336 883 691 $000 2013 Total assets Total debt 299,328 322,296 22,968 45,533 23,556 13,222 58,431 43,469 Actual -1,661 1,132 2,733 1,337 1,253 4,356 1,673 2,574 2,892 3,300 $000 2012 $000 2012 $000 2012 Appendix 2: Audit Statement

51 52 Wellington Metropolitan Rail 2012/13 Annual Report Matangi at Wellington Station

Appendix 3: Glossary

AMP Asset Management Plan – a tool to minimise the life-cycle costs of asset ownership while maintaining required service levels and sustaining the value of the initial investment

CAT Common Access Terms – the access rights and responsibilities that are binding on all users of the NZRC rail network

EMU Electric Multiple Unit. Wellington’s EMU units all comprise two cars – a powered car and a trailer car

English Electric EMU manufactured by English Electric Co Ltd, in service from 1938 to 2012

Ganz Mavag EMU constructed by Ganz Mavag in Budapest Hungary, in service since 1982

GPS Government Policy Statement - establishes 10 year priorities for NZTA’s expenditure from the National Land Transport Fund, which includes funding of metro rail

GWRC Greater Wellington Regional Council

GWRL Greater Wellington Rail Ltd, a company owned by Greater Wellington Regional Council (via WRC Holdings Ltd) through which Council holds it rail assets (except land)

KiwiRail Ltd The NZRC owned company that operates freight and long distance passenger rail services in New Zealand. Bought by Government in 2008, formerly named Toll NZ Holdings Ltd.

KPI Key Performance Indicator – a principle measure of service delivery performance

Matangi EMU constructed by Hyundai Rotem in South Korea and in service from 2011

MSO Metro Service Operator – GWRC’s contracted operator of metro rail services (currently Tranz Metro)

53 54 Wellington Metropolitan Rail 2012/13 Annual Report Notifiable occurrences MDBF WMUP WRRP WRCHL RRP Tranz Metro SPAD SW SE RLTS I RT Reliability Punctuality NZRC NZTA h) g) f) e) d) c) b) a) The primarymeasure ofsafety, definedasanyofthefollowing: results inaservicecancellationordelayof5more minutes. Mean distancebetweenfailure -thefleetaveragekilometres travelledwithoutafailure that began in2011/12.Primaryfocusisreplacing polesthatsupporttheoverheadtractionsystem Wellington Metro investmentinthenetworkthat UpgradePlan-afurther$88mgovernment theWellingtonmodernising networkthatwasundertakenbetween 2007and2012 Wellington RegionalRailProgrammeinvestmentinrenewing -$500mgovernment and Rail LtdandGWRC’s othertradingcompanies Wellington RegionalCouncilHoldingsLtd,aGWRCcompanywhichownsGreater Wellington rail tomeetemergingdemand GWRC’s RegionalRailPlan–a25yearplanfordevelopingthecapacityofWellington’s metro contract toGWRC The businessunitofKiwiRailLtdthatdeliverstheWellington regional railserviceunder without authoritytodoso Signal PassedatDanger-asafetyeventthatoccurswhentrainpassestracksidesignal Passenger carriageclasscurrently usedonWairarapa line Wairarapa Line Passenger carriageclassformerlyusedonHuttValley Line–tobeconvertedforuseonthe integrated locallandtransportsystem Wellington RegionalLandTransport Strategy–10yearstrategytoward abalancedand installed ontrainsmakesthispossible. passengers aboutactualarrivaltime.Datatransmissionfrom GlobalPositioningSystemdevices Information–asystemthatprovides continuouslyupdatedinformationto Real Time The percentage oftimetabledservicesthatare actually delivered scheduled arrivaltime The percentage oftrainservicesthatarriveattheirdestinationat,orwithin5minutes The NewZealandRailwaysCorporationtradingasKiwiRail expenditure managing government’s investmentin transport infrastructure andpublictransportservices The NewZealandTransport Authority, acrown agencywithresponsibilities thatinclude any fire, explosionoranyotheroccurrence resulting insignificant property damage rail systemwhichresults insignificantdamagetoanyproperty; other obstructionresulting from theconstruction,maintenanceoroperationofmetro any collisionbetweenRailVehicle andanyperson,othervehicle,Infrastructure orany any threat oractionthatisdeemedanactofterrorism bytheNewZealandPolice; emergency implementationofcontingencyarrangements; any significantunplanneddelaystotheprovision ofthemetro railservices resulting in property inexcessof$100,000; any derailmentofRollingStockwhileinrevenue serviceorwhichresults indamageto investigated bytheNewZealandPolice; any seriousattackuponaRailServicespassengerorstaff memberthatisattendedor hospital, where thatinjuryisassociatedwiththemetro railsystem; a seriousinjurytoanypersonrequiring emergencymedicaltreatment oradmittanceto the deathofanypersonwhere thatdeathisassociatedwiththemetro railsystem;

The Greater Wellington Regional Council promotes Quality for Life by ensuring our environment is protected while meeting the economic, social and cultural needs of the community

For more information contact the Greater Wellington Regional Council:

Wellington office Upper Hutt office Masterton office September 2013 PO Box 11646 PO Box 40847 PO Box 41 GW/PT-G-14/7 Manners Street Upper Hutt 5018 Masterton 5840 Wellington 6142 T 04 526 4133 T 06 378 2484 T 04 384 5708 F 04 526 4171 F 06 378 2146 [email protected] F 04 385 6960 www.gw.govt.nz