Annual Report Volume 1 • 2019–20 477 Pitt Street Sydney NSW 2000

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This Annual Report was produced wholly by Sydney Trains officers. It can be accessed on the Transport for NSW website transport.nsw.gov.au

ISBN: 978-1-63684-435-0

© 2020 Sydney Trains

Unless otherwise stated, all images (including photography, background images, icons and illustrations) are the property of Sydney Trains. Users are welcome to copy, reproduce and distribute the information contained in this report for non–commercial purposes only, provided acknowledgement is given to Sydney Trains as the source. Letter to Minister

The Hon. Andrew Constance MP Minister for Transport and Roads Parliament House Macquarie Street Sydney NSW 2000

Dear Minister

I am pleased to submit for presentation to Parliament the Sydney Trains Annual Report for the financial year ending 30 June 2020.

The annual report has been prepared in accordance with the Annual Reports (Statutory Bodies) Act 1984, the Annual Reports (Statutory Bodies) Regulation 2015 and the Public Finance and Audit Act 1983.

Yours sincerely

Suzanne Holden Acting Chief Executive Sydney Trains

13 November 2020

Letter to Minister • iii iv Sydney Trains Annual Report 19–20

Contents About Sydney Trains –overview About us Foreword 2 Abbreviations, acronyms anddefinitions Abbreviations andacronyms Annual report production costs Implementation ofprice determination Investment management Insurance management Environmental compliance Payment ofaccounts Payments to consultants Grants to non–government community organisations interestPublic disclosures Privacy andPersonal Information Protection Act 1998 Legal Overseas travel Access to government information Research anddevelopment Major works inprogress Work healthandsafety performance Customer satisfaction Appendices 74 NSW cyber security policy attestation statement Audit andriskmanagement Fraud andcorruption control Insurance 68 Governance Corporate governance Thriving peopledoingmeaningfulwork Our organisational structure Our organisation andpeople Transport systems andsolutionsthat enable economic activity Successful places Connecting ourcustomers’ wholelives Achievements 24 Capital investment Maintenance expenditure Performance against budget Transport entitycost recoveries Government andothercontributions andothercomprehensive income Revenue andexpenses Financial performance Key facts andfigures Our strategic priorities Who we are 90 66 48 40 14 44 50 20 20 20 20 20 20 18 69 54 86 68 68 89 89 89 89 89 88 26 83 83 85 92 79 79 76 87 87 78 78 72 12 6 8 8 Contents • 1 2 Sydney Trains Annual Report 19–20

Foreword Foreword • 3 4 Sydney Trains Annual Report 19–20 to restore fullservice to thelineby 23May. 300 employees worked over 150,000 hours Mountains Linewas hardest hitandmore than and theservices they needed.The Blue there was minimaldisruptionto ourcustomers teams consistently worked together to ensure extraordinary circumstances, individualsand friends andfamily members.Underthese directly affected someofour colleagues, in many different andcritical ways and fire season affected ournetwork operations The unprecedented scaleandferocity ofthe experienced before, theCOVID–19 pandemic. and, ofcourse, somethingthat noneofushave season, thefloodingthat hitpartsofNSW have responded to thedevastation ofthefire extraordinary periodfor ourcommunity. We and reassuring handduringwhat hasbeenan entire leadershipteam hasprovided asteady We allknow thisyear hasbeendifficult andthe future oftransport across Greater Sydney. continued role Howard plays inshapingthe our organisation thisfinancial year andthe Howard Collins andStuart Millswhoalsoled community. Iwould like to acknowledge an essential service to theGreater Sydney of leadinganorganisation that provides such forward to theresponsibility andchallenge Sydney Trains' Acting ChiefExecutive, Ilook delivered to ourcustomers every day. As and operational excellence continues to be of Sydney Trains, whileensuringservice the Transport cluster anddrive thebusiness It isaprivilegeandanhonourfor meto join From theChiefExecutive determination ofstaff to meetandmanage the extraordinary resilience, creativity and in many ways butithasalsohighlighted The COVID–19 pandemicchangedourbusiness accurate communication andinformation. upgraded and accessible stations andtimely, and creating successful places by providing focused onimproving ourcustomers’ journeys a seamless transport experience. We have and busesto helpprovide ourcustomers with including thenew , LightRail are integrating withothermodesoftransport, services anddrivingastronger economy. We railway system capableofproviding more digital upgrades towards asafer, more resilient, more new trains andmadeimprovements and and efficient railservice. We have delivered whole lives by delivering asafe, reliable, clean We are focused onconnecting ourcustomers’ communities we serve now andinto thefuture. expectations ofourcustomers andthe ensuring ourbusiness isready to meetthe over 2019–20 aswe continue to work towards Sydney Trains isproud ofwhat we achieved people injobsandtheNSW economy moving. and fleetassets, whichallhelped to keep accelerate maintenance ofourinfrastructure numbers ofcustomers usingournetwork to were alsoableto take advantage ofthereduced helping to stop thespread ofCOVID–19. We the sametimeaskeeping ourworkers safe and support essential workers ingettingto work at and infrastructure programs. We helpedto still providing essential services, maintenance uncertainty andthechallengesofchange, while Safety for our customers and our people As we move forward we will continue to continues to be at the core of everything transform the way we do our business, putting we do. A team of safety professionals is the customer at the centre of everything we embedded across our organisation to drive do, delivering operational excellence every our safety culture initiatives. We will continue day, and making sustainability a key driver to create the best possible place to work of how we run our business. As a leadership and to keep our people safe and healthy. team we will seek to make decisions that are focused on the greater good and ensuring Our people are at the heart of everything we are fit for the future – for our customers, we do and what has resonated with me is our people and the broader community. the strong sense of pride our people have in what it means to be part of Sydney Trains. The executive team and I know that the success Whether we are helping customers with of Sydney Trains is achieved by the individual information at one of our 169 stations, keeping efforts of each and every one of our people and our service moving, maintaining and repairing we are pleased to highlight our achievements the network, looking after our customers on and the way we contribute to making NSW their journey, or helping to manage services a better place to live, work and visit. for our 11,000–strong workforce, there’s a real appreciation of the importance of our roles in keeping Greater Sydney moving. It’s a rare and valuable workplace culture that we should be proud of and one built on respect, support and the commitment of our people. Suzanne Holden Acting Chief Executive Sydney Trains

13 November 2020

Foreword • 5 6 Sydney Trains Annual Report 19–20

About us About us • 7 8 Sydney Trains Annual Report 19–20 services inafinancially responsible manner. and efficient railpassenger andnetwork We continued to deliver aclean,safe, reliable more seamless journeys for ourcustomers. and stabilising ourperformance to deliver frequency ofweekday andweekend services, more trains andtrain crew, increasing the Sydney Metro, LightRailandbuses, delivering a lot:integrating withoperators suchas During thelast few years we have achieved choice for thepeopleofGreater Sydney. public transport apreferred transport and are prepared to play ourpartinmaking is unclear, butwe are still lookingforward growth hasbeenpaused andfuture demand the 2019-20 financial year. This unparalleled patronage levels declineto 295 millionin the impactofCOVID-19 pandemicsaw urban rail operators combined. However, passengers thanAustralia’s otherfour major approaching 400million.We carriedmore transport system with anannualpatronage Sydney Trains isAustralia’s largest public integrated, seamless journeys for ourcustomers. transport operators we work to provide safe, Authority, NSW TrainLink andTfNSW's other Together withSydney Metro, State Transit rail services for passengers andfreight. maintain theheavy rail network andprovide As partofGreater Sydney we operate and greater focus oncustomers andcommunities. deliver amore united transport modelwitha of theGreater Sydney divisionofTfNSW to From 1July2019, Sydney Trains becamepart in linewithNSW Government priorities. the future ofthewholetransport system and isresponsible for managingandshaping government agency intheTransport cluster Transport for NSW (TfNSW) isthelead Administration Act 1988 Agency constituted underthe Sydney Trains isaNSW Government Trains –overview About Sydney (NSW). Transport and reliable services to Greater Sydney. the rail network andto deliver quick,frequent customer–focused operator andmaintainerof Sydney Trains’ visionisto beaworld–class, Our vision Who we are • • • • Sydney Trains iscommitted to: journey experience now andinto thefuture. go andproviding asafe, positive, end–to–end on gettingourcustomers where they needto environmental sustainability. Ithelpsusfocus needs andwants, whileensuringeconomic and centre ofeverything we dosowe canmeettheir focuses usonputtingthecustomer at the from moving trains to moving customers. It This customer–centric modelshiftsourthinking of Sydney Trains’ operating mode. Customer at theCentre Our operating model meaningful work. ensuring ourpeoplethrive doing economic activity transport systems andsolutionsthat enable making successful places for communities whole lives playing arole inconnecting ourcustomers’ is at theheart What we do to use the paths on our network.

Sydney Trains is the suburban passenger rail We also work alongside Sydney Metro to help network servicing Greater Sydney. We operate deliver fast, turn–up–and–go train services and heavy rail services across the area bounded an integrated Greater Sydney rail network. by Berowra, Emu Plains, Macarthur, Richmond, The world–class Rail Operations Centre Leppington, Cronulla, Bondi and Waterfall. (ROC) serves as the mission–critical 'nerve Our maintenance responsibility extends centre' where we work to provide network beyond this to include the area bounded control services for our own fleet, third by Bomaderry, Lithgow and the Newcastle party and freight operators; keeping our Interchange. This includes train crewing and passengers and customers moving. managing and maintaining all tracks, signals, overhead wiring, stations and facilities and the Over 11,000 employees strive to deliver majority of trains.. The heavy rail network is the safe, customer–focused, reliable and backbone of the city’s public transport system. clean rail services, effective freight paths, and provide taxpayers value for Sydney Trains is responsible for maintaining money by operating efficiently. over $39 billion in assets. We partner with and maintain a large portion of the infrastructure Our mission and fleet used by NSW TrainLink – the intercity and regional train fleets. The infrastructure Our mission is to keep Sydney moving is also used by third parties, such as freight by delivering safe, customer–focused, and heritage operators, who apply for access reliable, clean and efficient rail services.

Chatswood Station: Sydney Trains and Sydney Metro interchange

About us • 9 10 Sydney Trains Annual Report 19–20 The T6Carlingford Linewas decommissioned inJanuary2020. Sydney rail network Mountains Line Sydney railnetwork Copyright ©2019T Lepping Lepping Emu Plains To Blue Richmond Richmond East Richmond Richmond Leppington Tallawong Chatswood Metro NorthWestLine Schofields ton ton Riverstone Clarendon

Penrith Metro Quakers Hill Mulgrave Vineyard Kingswood Windsor ransport forNSW Western

Werrington Marayong

Leppington St Marys

Edmondson Park Richmond Rooty Hill Tallawong Doonside Tallawong

Campbelltown Rouse Hill Trains Liverpool

Warwick Farm Seven Hills Richmond Western North Shore & WesternLine North Shore Lidcombe Olympic Park Olympic ParkLine Cabramatta Macquarie Fields Macarthur Canley Vale

Glenfield Kellyville Guildford Fairfield South Casula Merrylands Ingleburn Leumeah WentworthvillePendle Hill

Minto Bella Vista T8 Westmead Norwest

To SouthernHighlandsLine Carramar T8 Holsworthy Liverpool Harris Park Hills Showground Villawood Leightonfield

East Hills Granville Castle Hill City Leppington Inner West City South Airport & LeppingtonLine Inner West Airport &SouthLine

Regents Park Lidcombe Lidcombe Clyde Auburn Cherrybrook

Sefton Berala

Birrong Olympic Park Revesby Northern BankstownYagoona To CentralCoast& Meadowbank Olympic Epping Normanhurst Pennant Hills Newcastle Line

Flemington Cheltenham Thornleigh West Ryde Denistone Eastwood Padstow Park

Homebush Beecroft Punchbowl T9 T9 Strathfield Riverwood Wiley Park

Burwood North Strathfield Rhodes Concord West Line Gordon Northern City Lidcombe Liverpool Berowra Asquith Mount Colah Mount Kuring-gai

Lakemba Hornsby Belmore Macquarie

Croydon North Shore Campsie Waitara

University Gordon Hurlstone Park Canterbury

Narwee Ashfield

Summer Hill Macquarie Park Wahroonga Beverly Hills Warrawee Lewisham Kingsgrove T9 Petersham Pymble Bexley North Dulwich Hill ChatswoodNorth Ryde

Stanmore Gordon Bardwell Park Marrickville Illawarra

MacdonaldtownNewtown Killara Turrella Cronulla Illawarra Eastern Suburbs & IllawarraLine Eastern Suburbs Lindfield Crows Nest Roseville Sydenham Chatswood Victoria Cross Milsons Point St Peters Erskineville Central Artarmon Town Hall Barangaroo Redfern Wynyard St Leonards Rockdale Banksia Engadine Heathcote Penshurst Kogarah Hurstville Loftus Como Mortdale Allawah Carlton Arncliffe To SouthCoastLine Sutherland Wolli Creek Oatley Waterfall Jannali Tempe Wollstonecraft Waverton North Sydney InternationalAirport

Kirrawee Domestic Airport Mascot Green Square Waterloo Quay Circular Place Martin Pitt St Southwest underconstruction Sydney MetroCityand Gymea Station AccessFeeapplies Station AccessFeeapplies Line underconstruction Visit transportns Museum for trainservicesandconnections Check timetablesandtripplanners Miranda Stop

Caringbah City

Interchange St James

W Kings Cross Interchange oolooware

Cronulla T8 Edgecliff End of line Eastern Suburbs Airport Bondi Junction Cronulla 1909TMS-P-COR-A3P w .info NORTH Sydney Trains asset management boundaries

Hamilton Broadmeadow Adamstown Kotara Cardiff Cockle Creek Teralba Booragul Fassifern Awaba Dora Creek Morisset Wyee Warnervale Wyong Tuggerah Ourimbah Lisarow Niagara Park Narara Gosford Point Clare Tascott Koolewong Woy Woy Wondabyne Hawkesbury River Cowan

Berowra

Mount Kuring-gai

Mount Colah

Asquith Richmond Hornsby East Richmond Normanhurst Waitara Clarendon Thornleigh Wahroonga Windsor Warrawee Pennant Hills Turramurra Mulgrave Beecroft Pymble Vineyard Gordon Cheltenham Killara Riverstone Tallawong Lindfield Schofields Epping Roseville Kellyville Norwest Chatswood Rouse Hill Bella Vista Castle Hill Cherrybrook Quakers Hill Eastwood Artarmon

Hills Showground St Leonards Marayong University Denistone Macquarie North Ryde Wollstonecraft Macquarie Park Bell Crows Nest Zig Zag Waverton Lithgow West Ryde North Sydney Victoria Cross

Blackheath Meadowbank Milsons Point Mount Victoria Circular QuayCity Leura Medlow Bath Lawson Linden Blaxland Lapstone Penrith Katoomba Bullaburra Woodford Warrimoo St Marys Rooty DoonsideHill Rhodes Barangaroo Hazelbrook Glenbrook KingswoodWerrington Olympic Emu Plains Mount Druitt Pendle Hill FaulconbridgeSpringwoodValley Heights BlacktownSeven ToongabbieHills Wynyard Martin Wentworth Falls Park Place Kings CrossEdgecliff Westmead Concord West Bondi Junction Wentworthville Pitt St Town Hall St James North Strathfield Harris Park Parramatta Museum GranvilleClyde Central Merrylands Redfern Auburn Sydney Metro City and Southwest under construction Guildford Erskineville Waterloo St Peters Green Square Yennora Croydon Sydenham Lidcombe Burwood Ashfield Lewisham StanmoreNewtown Flemington Petersham HomebushStrathfield Summer Hill Mascot Berala Fairfield Macdonaldtown Hurlstone Park Tempe Domestic Airport Regents Park Station Access Fee applies Canterbury International Airport Canley Vale Campsie Wolli Creek Station Access Fee applies Marrickville Belmore Dulwich Hill Arncliffe Cabramatta Sefton CarramarVillawood Chester Hill Banksia Leightonfield Turrella Yagoona Warwick Farm Bardwell Park Rockdale Lakemba BankstownPunchbowlWiley Park Liverpool Bexley North Kogarah Kingsgrove Carlton

Casula Beverly Hills Allawah

Narwee Hurstville

Glenfield Penshurst LeppingtonEdmondson Park Panania Padstow East Hills Revesby Holsworthy Riverwood Mortdale Oatley Macquarie Fields Como Ingleburn Jannali

Minto Sutherland KirraweeGymeaMirandaCaringbahWooloowareCronulla Loftus Leumeah Engadine

Campbelltown Heathcote

Waterfall Macarthur Helensburgh

Otford

Stanwell Park

Coalcliff

Scarborough Wombarra Coledale Austinmer Thirroul Bulli Woonona Bellambi Corrimal Towradgi Fairy Meadow North Wollongong Wollongong

Coniston LysaghtsCringilaPort KemblaPort North Kembla Unanderra Kembla Grange Dapto Albion Park Oak Flats Shellharbour Junction Minnamurra Bombo Kiama Gerringong Berry Bomaderry

Copyright © 2020 Transport for NSW

About us • 11 12 Sydney Trains Annual Report 19–20 effort andthe excellence we deliver. of awards demonstrating ourcommitment, recognise thisandwe have won anumber Third parties andthewiderindustry also teams from allpartsoftheorganisation. achievements andvalue ofindividualsand We promote andcelebrate theoutstanding future. We goabove andbeyond every day. to aworkforce that isagileandfit-for-the- those ofbusinesses andcustomers. We commit acting to exceed ourown expectations and on theoptimumendresult andcontinuously Excellence commitment to working better asoneteam. and working inpartnership, allshow our solutions together, removing workplace silos in training andinnovation, developing into new teams, sharingideas,participating perspectives andexchanging ideas.Moving communication, accommodating different Collaboration accountability andresponsibility for ouractions. and empowering ourpeople alldemonstrate being ontime, considering thebiggerpicture, making. Reporting ourissues, takingaction, encourage boldandpragmatic decision– Accountability what we doare allindicators ofourpride. our uniform andbeingpassionate about successes, caringfor ourcustomers, wearing people, volunteering, sharingstories and hand, supportingourmates, gettingbehind communities inwhichwe operate. Lending a within theorganisation andwithinthe of allindividualsaswell asourown role and presentation. We recognise thevalue Pride to safety issues andlookfor ways to improve. together to develop andimplementsolutions a fundamentalwork practice aswe work foster anenvironment where safety remains customers. We have continued to create and the safety oftheirself, theirteams andour encourage everyone to take responsibility for everyone’s responsibility andcontinue to preventable. We focus onsafety being our greatest priorityandallinjuriesare at theirdestination. We believe safety is or shift,andevery customer arrivingsafely going homesafely at theendofeachday Safety Accountability, Collaboration andExcellence. our core SPACE values –Safety, Pride, Our peopleare committed to upholding Our values –SPACE –We have prideinourroles, work –We are committed to every employee –We strive for excellence, focusing –We promote open –We own ouractionsand Our 2019–20 Corporate Planoutlinedthe Sydney Trains 2019–20 Corporate Plan • • • • Connecting to thefuture people ofNSW andthepeopleofTransport. to create for customers, communities, the describe thehighest order ofvalue we aim Future Transport 2056 us toward ourlong–term visionoutlinedin focus ourefforts inthenear term to move for Transport. Itsetsoutwhere we needto Blueprint Connecting to thefuture Our strategic priorities Public FinancePublic andAudit Act 1983 (Statutory Bodies) Regulation 2015 andthe Act 1984 out inthe and to meetthestatutory requirements set and industry informed aboutourperformance customers, community, partners,government Sydney Trains AnnualReport aimsto keep our a better place to live, work andvisit. primary outcomes andhelpmake NSW program ofworks to contribute to TfNSW's and highlightshow we delivered our provides anoverview ofourachievements The Sydney Trains AnnualReport 2019–20 • • • • • • • Our program ofworks focused on: and programs we plannedto deliver. strategic themes,outcomes, priorities thriving peopledoingmeaningfulwork. economic activity transport systems andsolutionsthat enable successful places connecting ourcustomers’ wholelives enhancing ourpeople'sexperiences. sustainable asset management working together workplace transformation investing for thefuture more trains, more services improving customer experience outlinesTfNSW's strategic direction (NSW) and the AnnualReports Annual Report(Statutory Bodies) . Four primaryoutcomes – –primaryoutcomes: Our 10Year (NSW). Corporate plan on a page – towards 2021

Transport for NSW Vision To make NSW a better place by shaping and managing a connected transport system. Customer Focused | Successful Places | A strong economy | Strategy and Performance Accessible Services | Sustainability | Greater Sydney A metropolis of three cities – connecting people

Sydney Trains’ Mission Our mission is to keep Greater Sydney moving by delivering safe, customer-focused, reliable and clean heavy-rail services. We contribute to the success of transport in NSW by running effective and efficient services which meet customers’ expectations, support growth and contribute to the broader community and the economy.

Our Goal By financial year 2021 Sydney Trains will be a safe, customer-focused, modern, efficient and sustainable urban heavy rail service provider. Our accessible services will link Sydney’s places and enable social and economic benefits for the community. We will be recognised as a world-class railway for a world-class city.

Strategic Themes

Safety People Growth & Business Asset Travel Customer & Environment Accessibility Create and foster Engaged, Grow patronage Operational Improve asset Trains on time Continuously an environment aligned and on public efficiencies performance improve to Customers on- maintain that improves ‘fit-for-purpose’ transport and across the Train Delay time customer

safety workforce create additional business Minutes ≥ 93.5% experience with capacity rail transport CIFR ≤ 5.21 Engagement Net operating services ≤ 40,000 @ 5 min 68% Customer growth cost per customer TRIFR ≤ 13.2 ≥ Customer Women in senior journey Satisfaction ≥ Safety Leadership (TfNSW KPI) leadership ≥ 25% $6.44 90% Visits 2 per leader ATSI ≥ 2.3% CBP Initiative per month Delivery ≥ 90%

Priorities

Enhance Workplace More trains, Investing for Sustainable Working Improving the our people’s transformation more services the future asset together customer experience management experience

Space Behaviours

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

About us • 13 1.3 million# passenger journeys per weekday (pre-COVID)

More than 295* million 46,000 annual patronage timetabled Stops Per Weekday

Key facts and figures and figures facts Key 3200 timetabled services per weekday 1000+ number of passengers one eight-car train can carry

*329+ million including NSW TrainLink patronage #Pre COVID-19

65%# customers travel to and from work

37%# customers travel at least 4 days per week

$2.4b total cost of operations

75% passengers with adult ticket

$39b assets under management

11K workforce (budgeted postions)

Key facts and figures • 15

364 3962 1548km 169 Sydney Trains signals electrified (including 4 on Airport mainline track Line)

195 NSW TrainLink Assets maintained Assets

1478.5 118 2197 fleet track turnouts escalators electric & diesel cars (including 574 NSW TrainLink) 968 80 7011 67 12K+ bridges level crossings track circuits tunnels CCTV cameras maintained

42 1608km 166 1800km 830 lifts track maintained electrical substations optical fibre help points and section huts

Key facts and figures • 17 18 Sydney Trains Annual Report 19–20 Financial performance Financial performance • 19 20 Sydney Trains Annual Report 19–20 of $272.6 million(2018–19: $752.7 million). income for theyear was therefore adeficit $521.5 million). The total comprehensive was adeficitof$10.3 million(2018–19: Other comprehensive income for theyear was $262.3million(2018-19: $231.2million). impairment losses andothergains/losses The resulting deficit for the year after of $258.8million(2018–19: $231.1 million). Trains recorded adeficitfrom operations $47.1 million(2018–19: $61.1 million).Sydney received acontribution from RailCorp of $24.1 millionin2018–19. Sydney Trains also for 2019–20 was $13.3millioncompared to Sydney Trains capitalinvestment program year. The government contribution towards million (2018–19: $1,461.5 million)for the day operations ofSydney Trains were $1,636.7 Government contributions towards day–to– comprehensive income contributions andother Government andother $1,955.8 million(2018–19: $1,777.8 million) government andothercontributions was The resulting deficitfrom operations, before operations, depreciation andfinancing costs. (2018–19: $3,778.5 million)were incurred in income, whiletotal expenses of$3,775.1 million $1,819.3 million(2018–19: $2,000.7 million)in For theyear 2019–20, Sydney Trains received • • Our key performance areas are: Revenue andexpenses deliver services more efficiently. passenger journey to reduce thecost ofoperations per Performance was 25%in2019-20 (2018-19: 31%). The recovery ofcosts from passengers $2,742.9 million(2018–19: $2,762.6 million). Total expenses (netofrecoveries) were other entities(2018–19: $3.6million). and $3.9millionfor assigned staff to construction revenue (2018–19: $367.6 million) $359.9 million for capitaldelivery activitiesas transport entities(2018–19: $644.7 million), and maintenance services to related entities, $668.4millionfor operational in services revenue from related transport $1,032.2 million(2018–19: $1,015.9 million) During 2019–20 Sydney Trains recovered cost recoveries Transport entity million) ofcapitalisedmaintenance. works, including$301.2 million(2018– 19:$250.4 $373.5 million (2018–19: $391.9 million) of capital the year. Intotal, Sydney Trains delivered of capitalworks for RailCorp assets throughout Sydney Trains was alsoengagedinthedelivery was $25.3million. Sydney Trains total capitalinvestment Capital investment Trains' fleet, facilities andnetwork infrastructure. undertaken includeswork performed for NSW Sydney Trains assets. Total maintenance capitalised maintenance onRailCorp and $301.2 million (2018–19: $250.4 million)of 19: $1,455.8 million), whichincluded Trains totalled $1,508.6million(2018– Maintenance expenditure by Sydney Maintenance expenditure grant of$121millionfrom TfNSW. to budgetwhichincludedanadditional performance was $149.2 millionfavourable Sydney Trains netoperating income against budget

2019-20 Total income 3%

Passenger services revenue $ 722.4m 40% Construction revenue $ 359.9m 20% Inter-entity cost recovery $ 672.3m 37% Miscellaneous $ 64.7m 3% 37% 40% Total income $ 1819.3m

20%

2019-20 Total expenses 19% Employee-related expenses $ 1406.5m 37% Personnel services expenses $ 143.1m 4% Finance costs $ 181.0m 5% 37% Depreciation and amortisation $ 147.1m 4% 8% Construction costs $ 359.9m 9% Other contractors $ 534.7m 14% External maintenance costs $ 294.8m 8% 14% Other operating expenses $ 708.0m 19% 4% Total expenses $ 3775.1m 9% 5% 4%

2019-20 Total maintenance 20% Capital maintenance $ 301.2m 20% Routine maintenance $ 468.2m 31% Major periodic maintenance $ 739.2m 49%

Total maintenance $ 1508.6m 49%

31%

Financial performance • 21 22 Sydney Trains Annual Report 19–20 and amortisation, thecost of construction, inter–entity cost recoveries, anditems that are not partof netoperating costs. Cost iscalculated basedon‘netoperating cost’. Netoperating cost istotal expenses excluding capitalrelated costs, depreciation 2015–16, $5.79 for 2016–17, $5.94for 2017–18 and$6.05 for 2018–19. 2 The real cost perpassenger journey is$6.82 for 2013–14, $6.54for 2014–15, $5.78 for 2016–17, $9.70 for 2017–18, $9.90 2018–19. Revenue carkilometre isbasedonscheduledrevenue carkilometre. 1 The real cost perrevenue carkilometre is$9.98 for 2013–14, $9.81 for 2014–15, $9.48 for 2015–16, $9.94 for * Netoperating costs are innominaldollars. Cost andrevenue perjourney/revenue carkilometre Sydney Trains financials at aglance journey passenger revenue per Passenger journey* passenger costs per Net operating kilometre* revenue car costs per Net operating the year Deficit for contributions and other Government contributions and other government before operations Deficit from expenses Total activities operating Income from Other income revenue services Passenger 2 1 $ million 2013–14 2013–14 –1386.2 3224.0 1092.5 1837.8 –171.3 1214.9 745.3 2.65 8.97 6.13 $

$ million 2014–15 2014–15 –1535.1 –214.7 1320.5 1836.5 3371.6 1124.1 712.4 6.00 9.00 2.44 $

$ million 2015–16 2015–16 –1436.5 3362.9 –223.5 1204.8 1926.4 1213.0 721.6 8.82 5.38 2.24 $

2016–17 $ million 2016–17 –1504.0 2027.9 –164.4 1339.6 1248.3 3531.9 779.6 5.50 9.43 2.29 $

2017–18 $ million 2017–18 –1591.5 –216.9 2122.4 1269.7 3713.8 1374.6 852.7 9.40 2.37 5.75 $

2018–19 $ million 2018–19 2000.7

-1777.8 3778.5 1096.2 1546.7 –231.2 904.5 5.93 2.39 9.75 $

2019–20 $ million 2019–20 –1955.8 –262.3 1096.9 1697.0 3775.1 1819.3 722.4 2.45 9.72 7.63 $

Under wraps: heritage-listed Cockle Creek Bridge during major periodic maintenance works Financial performance • 23 24 Sydney Trains Annual Report 19–20

Achievements Achievements • 25 26 Sydney Trains Annual Report 19–20 2 sample andthere may beahighermargin of error in thehalf-year survey results for thisyear’s Annual Report. Satisfaction Survey was not conducted. This hasimpacted ourabilityto provide best practise data reporting from afull 1 positive experiences for ourcustomers. community engagementandcreate improve ourreputation, provide effective and partnershipsto buildgoodwill, We continued to develop relationships improve ourcustomers’ experiences. and station enhancements continued to More retail, better customer information to meettheneedsofourgrowing population. trains, more services andbetter connections up transport experiences. We delivered more end–to–end journeys andprovide more joined modes oftransport to improve ourcustomers’ and integrate withthenew metro andother We continued to modernisethenetwork flooding andthe COVID–19 pandemic. during severe bushfires, storms, flash communities andfreight operators meet theneedsofourcustomers, their We quicklyadapted ourservices to difficulty, remaineda key focus in 2019–20. experience; even intimesofunprecedented needed to go andproviding asafe, positive, Getting ourcustomers to where they deliver theservices ourcustomers expect. travel behaviours, improve responsiveness and social media,hashelpedusbetter understand results, useofOpalcard data andfeedback via future ready. Ourcustomer satisfaction survey changing transport needsandensure we are customers andstakeholders to understand their Sydney Trains continues to engagewithour reliability, accessibility andsustainability. increased levels ofsafety, cleanliness, across alltransport modes.They expect accessible andpersonalisedjourneys Our customers want simple–to–use, activities, services, families andcommunities. jobs, schools,recreation facilities, social customers. Itconnects themto theirhomes, Transport plays avitalrole inthelives ofour customers’ wholelives Connecting our TfNSW Customer Satisfaction Index, November 2019. TfNSW Customer Satisfaction Index, November 2019. Duetheresponse to COVID–19 theMay 2020 Customer consistent, predictable, goodqualitycustomer safety andinformation programs. Providing station environments; anddelivered targeted upgraded customer information channelsand comfortable; increased station andtrain cleaning; experiences aswe madetrains more reliable and We have worked to improve customer • • • • • • • performance areas are: Our key customer satisfaction need, expect andvalue shapesourthinking. we do. Understanding what ourcustomers The customer isat thecentre ofeverything Improving ourcustomers’ experience lockdown for theCOVID–19 pandemic. to thisincrease andcorrelated withtheperiodof cent. Noisecomplaints were themaincontributor was environment, whichrose by nearly7per The onlyarea to seeanincrease incomplaints during extreme heat wave conditions. responses duringCOVID–19 andouractions of ourtrains andstations, physical distancing feedback andcompliments onthecleanliness cent) trains (88per cent) andourstations (87 per satisfaction levels withthecleanliness ofour We received consistently highcustomer dropped by nearly28 percent. over 10percent andinformation complaints cent, customer service complaints fell by just Complaints abouttimeliness fell by nearly30 per feedback andoverall numberofcomplaints. financial year has reduced the total amountof drop inpatronage duringthelast quarter ofthe in total customer complaints. The significant end of2019–20 there was a31percent decrease downwards by nearly23percent, andby the Prior to March, complaints were trending COVID–19 pandemic. of natural disasters andtheresponse to the high, reaching 90percent Our overall customer satisfaction hasremained service every day isimportantto us. reduced customer complaints. improved customer information improved customer service cleanliness ofourtrains andstations customer–on–time arrival peak service punctuality;trains ontime overall highlevel ofcustomer satisfaction 2 . Customers alsoprovided additional 1 despite asummer Keeping our customers on time

On time performance – peak service punctuality and customer on time arrival

KPIs Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 19 19 19 19 19 19 20 20 20 20 20 20 Average Customers 93.6 92.7 91.9 92.6 92.9 95.2 94.8 86.0 93.4 97.8 98.0 98.5 93.9 on time target – 93.5%

Peak 92.6 90.6 90.6 91.2 90.9 93.8 93.9 83.0 92.4 96.8 96.9 97.8 92.5 (service) punctuality target – 92%

Sydney Trains operates hundreds of services Our full–year punctuality, 92.5 per cent5 of every day to help our customers get where they services arriving within five minutes of the need to go. Service reliability, trains on time, scheduled time, was slightly higher than our remains our customers' number one priority. 92 per cent target and significantly higher from April through to June when passenger Ninety–one per cent of our customers numbers were down due to COVID-19. were satisfied with the timeliness of our trains and the number of complaints we Dwell teams received on train punctuality dropped by nearly 30 per cent this year.3 At our busiest stations we have continued to work to reduce the time between trains We measure our customers' travel experiences stopping and leaving the platforms so as during peak period services with our customers to improve train punctuality. We increased on-time and peak service punctuality. our announcements and upskilled staff to better manage crowds and improve Peak period services are those arriving in the customer movement. Customer service teams Sydney CBD between 6.00am and 10.00am at Central, Town Hall, Wynyard, Redfern, and those departing the Sydney CBD between Chatswood, Wolli Creek, Mascot, Domestic 3.00pm and 7.00pm from Monday to Friday. and International Airports, and Green Customer on-time arrival is the proportion of Square Stations help get people on and off customers who arrive at their destination within trains safely and quickly. This helps to keep five minutes of their planned arrival time. We services running on time, maintains timetable aim to have 93.5 per cent of our customers reliability, and will enable us to operate more arrive at their final destination on time. trains and more frequent services, giving our customers more options and flexibility. Unexpected incidents occur for a number of reasons such as fleet, track and signalling More resilient operations: issues, fatalities and threats of self–harm, managing disruptions vandalism, extreme weather conditions, operational issues and sick passengers. During 2019–20 we delivered several initiatives When an unexpected incident occurred, we to help make operations more resilient worked hard to restore services as quickly as to unexpected incidents, improve service possible and 93.9 per cent4 of our customers recovery and keep our customers moving. arrived at their final destination within five Co–locating the final signaller teams at the minutes of their planned arrival time. ROC gave us additional capacity to improve Peak service punctuality measures the network operations and incident response. on–time arrival and departure of trains For the first time in our railway's history, all during peak periods. On–time means within operational functions worked together 24 hours five minutes of the scheduled time. a day, seven days a week from one location.

3, 4 & 5 TfNSW Customer Satisfaction Index, November 2019. 4 5

Achievements • 27 28 Sydney Trains Annual Report 19–20 to helpkeep more trains inservice. to provide out–of–depotmaintenance more rail technicians around thenetwork common causesoffleet failures and stationed maintenance improvements, targeted To minimise delays we completed fleet Improved fleet reliability and improve thereliability ofthenetwork. sick customers to helpreduce train delay an organisation–wide approach to assist reduce customer delays. We are alsotrialling quickly to improve network reliability and spare parts soasto carryoutrepairs more maintenance crews better access to emergency installed around thenetwork to give Seventeen new storage containers were information to theROCmore effectively. corrective maintenance andprovide at criticallocations, conduct unscheduled will have thecapabilityto arrive more quickly reducing overall lost customer minutes. Teams respond to incidentsandrestore services, network to helpreduce thetimetaken to teams willbelocated at criticalareas ofthe frontline incidentresponse teams. These benefits ofcreating dedicated, multidiscipline infrastructure incidents,we are investigating the To reduce theimpactofbothoperational and and kept ourcustomers informed andmoving. a partialortotal lineblockage onthenetwork, accurate, consistent information whenthere was alternate journey arrangements aswell as delay. Baseservice disruptionplansprovided faster network recovery andreduce customer could adaptquicklyto changingneeds,support improve thelevel ofsupportto crew so we were alsointroduced to reduce callloadsand and interactive voice response phonesystem incident management.Anoverflow call centre making duringemergency procedures and consistent approach andempowered decision provided frontline training to ensure a response plansandcommunications, and developed standardised userguides,incident improved ouremergency working procedures, and resource operations. We reviewed and customers moving, to actdecisively to manage those withdailyresponsibility for keeping our room floor were implemented to better equip model andprotocols for theROCcontrol the community at alltimes.Anew operating were ableto deliver anessential service to an employee become illto ensure ourteams the possible transmission ofinfection should distancing between employees andto minimise out oftheROCto enablegreater physical During COVID we moved somework groups Work continued onmodernisingthe demand for more trains andservices. customer delays andmeetthecontinued train speedrestrictions, prevent potential reduce temporary maintenance–related were upgraded to improve network reliability, Track circuits, pointsandsignalequipment performance improvement Infrastructure upgrades: network and improve thecustomer experience. to provide additionalcustomer comfort seat refurbishment andgraffiti removal fleet was also refreshed withpainting, failures. Over 50 percent oftheMillennium controls upgraded to reduce braking system reduced, andvigilance unitsandmaster suspension air–bagfalse alarmfailures was updated, toilet doorfailures reduced, positioning satellite antenna software and Millenniumfleets were reduced. Global Common causesoffailures for theOscar and minimiseimpactsonservice availability. machines to boost maintenance efficiency new, upgraded orhigherproduction track We investigated optionswhichwould deliver improve safety for thelocalcommunity. number oftrucks onourhighways, and the needsoflocalindustry, reduce the freight trains onthislineto better meet Coast Linewere progressed to allow heavier Track strengthening works ontheSouth delivery ofourannualworks program. over four months,withoutdelaying the freight and passenger services injust allowed thelineto reopen to diesel between MountVictoria andLithgow infrastructure over a25–kilometre section signals, electricalandcommunications Restoration work to replace bushfire–damaged for faster train speedsthrough thisarea. renewed to streamline operations andallow layout willbesimplified andthesignalling Gosford area remodelling where thetrack Significant progress was madeonthe Lithgow to accommodate thenew trains. Station andrebuilding thesidingsat extending theplatform at Mount Victoria wiring realignment andmodifications, completed. This includedtrack andoverhead and Lithgow area remodelling works were trains. Stage one oftheMountVictoria network to prepare for thenew intercity Accelerated maintenance Boarding assistance information can also be accessed directly by customers from While patronage across the Sydney Trains the NextThere mobile phone application. network decreased significantly due to the COVID–19 pandemic, our maintenance Digital upgrades to general public teams seized the opportunity to accelerate announcement (PA) systems continued preventative maintenance on our infrastructure to be installed to provide better quality and fleet assets. Rail patronage levels decreased audio, making it easier for customers to by 80 per cent to 1920s levels, creating a unique hear announcements. These upgrades also opportunity to complete more maintenance reduce the noise spill outside the station with minimal disruption to customers. environment, benefiting nearby residents and businesses. Clearer, more consistent Maintenance crews were given an additional messages are now delivered to 159 Sydney 400 hours of track and fleet access which Trains and 94 NSW Intercity Train stations. allowed us to get ahead of maintenance requirements and resulted in our fleets being in Automated service–related announcements, their best condition in years. Additional asset next–train and train–on–platform inspections and routine and major periodic announcements, were extended to 24 maintenance were completed to reduce the hours a day, seven days a week to provide risk of fleet and infrastructure faults causing consistent and timely information throughout train delays and impacting the timetable. the day and during unstaffed periods at 1656 suburban stations. Additional We carried out additional fleet deep cleans, stations will also be upgraded with digital defect rectification, resealing windows, PA and automated announcements. upgrading air–conditioning, improving Tangara doors and re–conditioning Across the Sydney Trains network, all 1697 wheels on the new Waratahs. stations have had electronic visual passenger service indicator screens installed. We Infrastructure works focused on preventing introduced third–train arriving details on our future speed restrictions by rectifying defects, service indicator screens, providing more increasing asset inspections including overhead information to customers on platforms where wiring, undertaking heavy maintenance of multiple train lines share the same platform. turnouts at critical junctions, rail grinding Real–time seat availability information for and tamping, and accelerating a number all Waratah trains is displayed on service of upgrades to bridges and structures indicator screens and most real–time transport in the Inner West and at Hornsby. apps. This was adapted to reflect physical distancing requirements during COVID–19. Improving customer information Customers were able to make informed and communication choices on what carriage or train to board to optimise physical distancing. As one of only Sydney Trains has improved the accuracy, a few rail operators worldwide offering this timeliness and accessibility of information feature based on real–time data, Sydney Trains available at our stations to improve our is a leader in this space and our customer customers’ journey experience. feedback on this has been very positive.

More than 1700 frontline team members have Two new interactive, wayfinding touch screens been equipped with smart phones and can were installed at Central and access information about service disruptions, stations, to improve accessibility and enhance passenger loading, station accessibility, customer and visitor experiences. The screens significant attractions near the station, and have an audio assistance program that real–time service running information. switches to voice instructions, a braille tactile sign, adjustable keyboard, and meet web The MyStation mobile phone application was content accessibility guidelines. Customers launched and provides boarding assistance can access information on attractions information to customer services staff. around the station, trip planning, ticketing, Our frontline people are more responsive customer’ services, location of other transport to customer needs, more available on services as well as maps and directions. platforms and better equipped to provide a seamless service for customers who require assistance getting on and off trains.

6 & 7These stations include the Airport Link stations. 7 These stations include the Airport Link stations.

Achievements • 29 30 Sydney Trains Annual Report 19–20 Blue Mountains:bush fire damage Supporting our customers power poles, a signal hut, a substation and thousands of components of safe–working Bushfire and natural disaster response systems were destroyed in the fire. The high– voltage power supply had to be rebuilt and As NSW was devastated by bushfires, drought more than 540 dead or severely burned trees and flash flooding in the past year, our people were removed. More than 300 employees played a critical role keeping our customers worked to replace more than 50 kilometres of and communities safe and moving. We worked fibre optic cables, and 37 kilometres of high across government, agencies and private voltage power lines damaged by the fires organisations to support the people of NSW. in the Blue Mountains. A limited number of freight and passenger services were able to Our employees went above and beyond to operate from late January and electric intercity maintain operations, replace fire–damaged trains recommenced service in late May. track, ensure safety, volunteer and provide support during a fire season of extreme In the weeks following the bushfires, severity. Our contributions made a real severe storms caused landslips at Leura difference to many communities. and Pymble. Sydney Trains crews worked to rebuild the rail corridor and reopen Sydney Trains played an integral part in the lines as quickly as possible. protecting the network and helping to save homes. We collaborated with the NSW While working to bring full capacity back to Rural Fire Service (RFS) to strengthen the State’s Main West Line, our customers containment lines by providing access to stayed connected through bus services. the rail corridor to carry out back burning Planners created new timetables on almost to stop rail lines being affected by fire and a daily basis as we coordinated alternative prevent flames jumping the corridor. As part transport, and our services continued to run of the State’s Emergency Operational Centre as smoothly and efficiently as possible for our team we ensured information was efficiently customers between Mount Victoria, Lithgow cascaded to all operational and maintenance and Bathurst. We worked with freight and teams, which allowed us to mitigate risks private operators and ensured freight, Sydney and keep the network running safely. Trains and NSW TrainLink services, including the Indian Pacific and the Elvis Express to Our works program was revised to reduce Parkes, were able to continue by providing fire risk and in compliance with the RFS. Hot alternative routes avoiding the damaged line. works such as grinding and welding, which generate sparks, were deferred. At the ROC, The infrastructure required for operations special teams held hourly reviews of the was restored by 8 May. Full services resumed situation and operating conditions so as to on 23 May, ready to support essential travel respond accordingly and ensure everyone for people returning to work and school. was prepared to continue running services.

To minimise service disruptions caused by the fires, trains were serviced in the field when they were unable to return to the depot.

Customers were kept up-to-date about damage, service adjustments and future plans, both online and on the station platform, to help them plan and complete their journeys. We helped prevent heat stress and ensured hydration for both employees and customers by offering cold, bottled water on hot stations on days of extreme heat.

Crews worked more than 150,000 hours to Sydney Trains Rail Emergency Response unit rebuild fire–damaged electrical signalling assess damage: Blue Mountains Line and communication infrastructure. The most severe damage to the network was on the Blue Mountains Line, which was hard–hit by the Gospers Mountain Fire when it tore through approximately 25 kilometres between Mount Victoria and Lithgow. Seventy–five

Achievements • 31 32 Sydney Trains Annual Report 19–20 Increased cleaning: givingourcustomers peace of mind of ourcustomers to return to thenetwork. was increased to 48percent to enablemore eased across thecommunity, the capacity capacity onourtrains. Asrestrictions were This allowed for 24 percent ofthepre–COVID sit andstand to maintainphysical distancing. to show customers where they could safely to 1000every nightontrains andplatforms green dotstickers aweek andreplaced up Transport Plan,we rolled outaninitial 65,000 With theimplementation oftheCOVIDSafe more optionsto physically distance. services to provide customers witheven in late May, we temporarily increased a furtherstep, whenrestrictions lifted essential workers could getto work. As continued to runafulltimetableto ensure During thelockdown periodSydney Trains distancing aswell astrain disinfection. taken to mitigate crowding, allow for physical COVID–19 situation. Targeted approaches were day–of–operations response to theevolving coordinated ourplanning,preparation and A dedicated Sydney Trains taskforce challenge posedby theCOVID–19 pandemic. and agileresponse to theunprecedented Transport Planto provide aneffective Sydney Trains implemented aCOVIDSafe COVID–19 response down before gettingoff at another station. getting onat onestation andwipingthetrain platforms andstations, including cleaners disinfecting high–touch, hard surfaces ontrains, in transit. We increased thefrequency of of alltrains at night,ontrain turnaround and 100 cleanersto provide additionalsanitisation additional sanitisation. We contracted anextra procedures were amendedto incorporate our employees. Ourstandard fleetcleaning continued to besafe for ourcustomers and role inmakingsure ourservices andworkplaces Increased cleaningandsanitisation played akey through stations andinterchanges safely. physical distancing andhelpto move provide extra guidance to customers on hubs to assist withcrowd management, at key interchanges, stations andtransport Response andSupportteams that operated team worked alongsidethenew Marshalling patronage andhelpmitigate crowding. The established andbasedat theROCto monitor A dedicated Customer Managementteam was for ourcustomers at allstaffed stations. possible. Handsanitiserwas alsoprovided our trains andstations remained asclean give ourcustomers peace ofmindinknowing sanitised at least four timesevery 24 hoursto carriages that make upourfleet was being were carriedoutand every oneofthe2216 Nearly 256,000 additionalcleaninghours Physical distancing: keeping our customers and people safe during COVID-19

Achievements • 33 34 Sydney Trains Annual Report 19–20 customers whohadto continue to commute. safe travel andprovide more optionsfor our outside peakperiodsto supportCOVID–19 safe. We adjusted andincreased ourservices surfaces increased to helpkeep ourcustomers rolled out to allstations andcleaning ofhard at ourbusiest stations. Handsanitiserwas monitor distancing andcrowd management and seat markingswere introduced to help Marshalling teams andphysical distancing floor to reduce customer accidents at ourstations. stairs aswell aswet weather planswere trialled walkways clearandwalking notrunningon messages, includingkeeping left,keeping along theplatforms. Floorandstair decalsafety flow, ease congestion andmanagecrowding Stations were upgraded to improve customer and answer customer questions onsafety. provided opportunitiesto openconversations their rail safety awareness. These activities children withadisabilityto helpincrease programs andconducted station visitsfor training program to develop targeted safety developed anonlinepreschool educator weeks andYouth Justice Conferences. We visits, community events, university orientation We alsoreached thecommunity through school around publictransport were alsodelivered. up andtheirphonesdown andto stay alert encouraging everyone to keep theirheads to young children andfamilies. Messages to deliver importantrail safety messages attraction andheritagerail rideswe continued With Thomas theTank Engineagainastar slipping; reminded ourcustomers notto rushandavoid rail safety aseveryone’s responsibility. They characters were onhandat stations to reinforce informative community event. Lycra–clad morph 12–18 August 2019, was apopular, funand trains were conducted. RailSafety Week, raise awareness ofsafe practices around A numberofevents andcampaignsto help of everything we doat Sydney Trains. and thegeneral publicremains at thecore The safety andwellbeing ofourcustomers Customer safety Don’t slipupwhenitcomes to safety . since July2017 inorder to compare results. data andhasbeenretrospectively applied a broader scope for thecapture ofinjury regulatory bodies.The new definitionprovides techniques usedby ourpartnersandother to reflect best practice benchmarking The customer injurydefinition was reviewed number ofcustomer injuriesevery year. passenger journeys. We aim to reduce the number ofcustomer injuriespermillion frequency rate (CIFR) whichmeasures the safety performance isthecustomer injury The primemeasure ofourcustomer Customer injury for staff at participating stations. we provided suicideawareness training support services. Inconjunction withthis was trialledinpartnershipwithLifeline to promote self–care andhelp–seeking, Pause, CallandBeHeard technology to bothfleetand infrastructure. systems andtheintroduction offurthersafety improvements to track conditions, signalling has continued to improve eachyear through impact ourcustomers. Operational Safety risk operational safety incidentsthat may improved technology. We alsomeasure high our incidentinformation capture process using Management system was introduced to improve customer injurysince ournew RailEmergency 5.32, andisareflection ofincreased visibilityof year. This response ishigherthanourtarget of patronage, we have achieved aCIFRof6.07 this While COVID–19 hadasignificantimpacton , acampaign Customer injury frequency rate

8

7 Reference year 6 Reference year

5 Target: 5.32

4

3

2 1 5.62 5.51 6.07 0 2017–18 2018–19 2019–20

Helping move our customers safely and keep our trains on time: dwell teams

Achievements • 35 36 Sydney Trains Annual Report 19–20 Artists impression of theCentral Walk: connecting ourcustomers to allmodesof transport the impactofpeopleworking from home. regardless oftheresponse to COVID–19 and meet customer demandthat isstill expected capacity across thenetwork andwillhelpto represents anincrease ofupto 60percent about 120services anhourto upto 200. This entering Central Station willincrease from (CBD) andbeyond, thecapacityfor services metro extends into thecentral business district and to integrate withthemetro. When the to increase train frequency duringpeaktimes simplify thenetwork to improve ourcapacity We continued to upgrade rail infrastructure and is expected to becomplete in2024. the Sydney Metro CityandSouthwest Northwest was openedinMay 2019 and network. The first stage, Sydney Metro integrating withanew world–class metro Sydney Trains continued to work toward Sydney Metro integration modal, transport system for thefuture. network to meetthedemandsfor amulti– trains, drivers andguards willtransform our network digitalsystems andmore new and simplerinfrastructure, expanded An integrated transport system, better More Trains, More Services and southterraces andwillsupportthe doors. Anew footbridge connects thenorth trains andplatforms, andplatform screen of themetro withlevel access between being upgraded to meettherequirements are nolongerusedby Sydney Trains andare other modesoftransport. Platforms 1and2 Trains services withthenew metro service and a majorinterchange whichconnects Sydney Sydenham Station isbeingtransformed into Sydenham Station andjunction will beconverted to metro operation. and 11stations from Sydenham to Bankstown as key interchanges for thetwo networks and Bankstown Stations are beingupgraded are beingbuilt.MartinPlace, Central, Sydenham kilometres ofnew, stand–alone metro tracks under theharbourandviaSydney’s CBD. Thirty extends from Chatswood towards Bankstown, Stage two oftheintegration ofSydney Metro Sydney Metro Stage 2–CityandSouthwest and connecting ourcustomers’ wholelives. an importantrole inimproving localamenity pedestrian plazas.These new facilities willplay parking, accessible busstops andtwo new canopies, lifts,taxiandkiss andridebays, bike new entrances andconcourse, platform Trains services. The upgrade alsoincludes interchange between themetro andSydney Central Station Martin Place

Around 250,000 customers pass through Martin Place Station is being upgraded with a Central Station each day. The number of new underground pedestrian interchange to link customers using the station is expected the existing station and the new Sydney Metro to double in the next 20 years. station. Two new station entrances will be built: a northern pedestrian plaza to Castlereagh, As part of the biggest upgrade in decades Hunter and Elizabeth Streets (Martin Place to our busiest railway station, Central Station North) and a southern pedestrian plaza opening is being revitalised to increase the capacity to Martin Place and Castlereagh Street (Martin of our network and deliver a fully integrated Place South). An integrated transport precinct transport hub. Two new underground metro development will be built at the same time platforms and an underground pedestrian as the metro platforms, providing for a blend concourse, Central Walk, are being built. The of commercial, retail and recreational activity Grand Concourse is also being upgraded and transport access in the one precinct. to make it easier for customers to connect between the new metro, light rail, suburban Digital control systems and intercity trains, buses and coaches. Sydney Trains continued to modernise the Major construction work is well underway. Six network, replacing legacy signalling and train additional, temporary ticket gates control technologies with state–of–the–art, and new suburban tunnel stairs on Platforms internationally proven, automatic digital train 20–21 and 22–23 were opened to improve control systems. These control systems improve customer movement. The Grand Concourse our network by using world-class technology to has been paved and extended at Platforms enable high capacity, turn–up–and–go services 9, 10 and 11 at the country end of Central to meet future transport demands and improve Station. The existing northern concourse reliability, reduce journey times and improve roof has been removed and construction safety. A new traffic management system on the new canopy has progressed. The is being introduced to provide a modern, first four of 44 new lifts and escalators have integrated system to better manage our been installed to provide improved access network and will be transitioned over the next to existing suburban platforms as well as few years to replace the in–house Advanced access to the new metro when it opens. Train Running Information Control System.

Construction on the new eastern entrance Automatic train protection (ATP) trackside at Chalmers Street of the Central Walk infrastructure continued to be installed across pedestrian concourse has progressed the electrified network as well as within the connecting customers from the CBD, light driver cabs of our Millennium and Waratah rail and Surry Hills. Temporary platform trains and the NSW TrainLink Oscar trains. control and guards' standby rooms were ATP will be fitted to Tangara trains and comes completed on Platforms 16–23 to relocate already fitted on new trains as we receive staff during the work on the lifts to connect them. This is a first for passenger trains in with the new pedestrian walkway. Central Australia and is a key enabler for updating Walk is due to open in 2022 and will link the our network to world-class standards. The new Sydney Metro stations with existing use of ATP technology ensures our trains Sydney Trains and NSW TrainLink services. operate within the permitted line speed limits and monitors the target speed braking of the Work has continued on constructing the train at high risk locations. Our drivers have two new metro platforms under Platforms started completing their ATP qualifications 13, 14 and 15. Work included reinforcements as part of their competency. Normal ATP on platforms as well as excavation of the operation has begun for NSW TrainLink. metro box to build the new metro stations. ATP also plays a vital role in improving the safety of our customers and train crews.

Achievements • 37 38 Sydney Trains Annual Report 19–20 transport options for ourcustomers. and more to provide fast andefficient Gras, SeniorsWeek, AnzacDay, City2Surf including New Year's Eve (NYE),Mardi for concerts, sportingandpublicevents Sydney Trains coordinated train services Supporting Sydney events Illawarra, AirportandSouthCoast lines. with less wait timefor customers onthe more frequent and reliable services and power supply, to provide additional including signalling,track, station platforms We have upgraded theinfrastructure, reduced journey timesandadditionalservice. timetable simplicity, better late–night travel, customers withbetter connections, greater the . These changesprovided Lines, includingoneextra weekly service on Central Coast andNewcastle, andSouthCoast T1, T2,T4,T5,T9, BlueMountains,Hunter, continued to bemadeto services onthe A numberofminortimetableadjustments Additional services andtimetableadjustments capability for preventative maintenance. time onthetracks, withimproved technical spend less timeinmaintenance andmore deliver greater comfort for customers and Waratah fleet to 41. These new trains will 2020–21 andwillbringthetotal for ournew The othertrains willbedelivered during Bankstown LineandT8Airport&SouthLine. on theT2InnerWest &Leppington Line, T3 from thesecond halfof2020 andwilloperate These new trains willbeready for passengers delivered andare currently beingtested. high–tech, Waratah Series2trains have been The first two of17new, air–conditioned, More new trains remembrance for ourservice menandwomen. and we madered poppiesasasymbol of 6am astheLast Post soundedat eachstation, and ourpeoplearound thenetwork pausedat at ourCentral Station HonourRolls, customers of COVID–19 restrictions. Wreaths were placed as we marked AnzacDay differently asa result served for us.This year was noless poignant pause andreflect to commemorate thosewho relationship withAnzacDay. Every year we Sydney Trains hasaproud, long–standing ANZAC improve theoverall customer experience. sets to accommodate more customers and crowds andaddedmore carriagesto train closed MuseumStation to better manage work onlines usedheavily by parade goers, increased ourservices andminimisedtrack us andwhichlinesthey would beusing.We how many customers may betravelling with used from theprevious year to understand any otherSaturday night.Opalcard data was and a60percent increase compared with cent increase from theprevious year’s parade to theMardi Gras festivities. This isafive per An estimated 86,000 peopletravelled by train Mardi Gras Poppies for remembrance: AnzacDay

New Years Eve: our biggest crowds see the new year in

New Year’s Eve NSW Seniors Festival

A cross–directorate NYE planning team worked Over 19,000 seniors attended NSW Seniors extensively with stakeholders to prepare for and Festival events at Darling Harbour over two ensure the safety of the thousands of people days in February. A queueing system and who come into the city for the biggest event bespoke announcements helped seniors of the year. We moved over 200,000 people connect at Central Station to light rail and into the CBD and home again, provided an buses so as to travel safely and efficiently to additional 1000 services and a train service that the festival. The expo also provided us with the ran through the CBD every five minutes. The opportunity to engage with seniors and provide network was managed from the ROC, which information on how to download and use the enhanced our capability to respond and recover Opal application, travel voucher entitlements from any network incidents. We increased and Opal concessions, best options for travel the number of locations where incident around the Sydney and Regional networks, response teams were based and reduced the and personal wellbeing when travelling. number of entry and exits at Central Station to help improve customer flow and safety.

Mardis Gras: our stations dress up

Achievements • 39 40 Sydney Trains Annual Report 19–20 8 12 stations willbeupgraded in2020–21. of stations withAFILSisnow 101 andafurther hearing impaired customers. The total number to improve access, safety andservice for our Induction Loop System (AFILS)hearingloops We installed andturnedon36Audio Frequency assistance for visuallyimpaired customers. walking frames andscooters, aswell assome including assistance for helpwithwheelchairs, 65,240 boarding requests were completed and having mobilitydevices ready. Over the train, guiding themto thebest carriages assist less–mobile passengers getonandoff provide information that allows themto better equipped withmobilephoneapplications to Customer service station staff have been and ridezones andsafer bridgesandfootpaths. frequency hearingloops,disabledparking,kiss accessible toilets, ramps, tactilemarkers, audio upgraded withnew lifts,family andambulant continued to beimproved. More stations were mobility, young children, prams orluggage Access for customers withadisability, limited easy reach for allourcustomers. accessible, modern,safer andwithin our facilities andservices more Sydney Trains iscommitted to making Making transport accessible the communities where we work. to focus onimproving ourimpacton or improved the environment. We continued social inclusionandvibrancy, andprotected people, culture andheritage, supported we created reflected theidentityoftheir with communities to ensure theplaces We continued to work in close partnership more attractive travel optionfor everyone. amenity, andhelpmake publictransport a light rail andbussystem willimprove local trains, more retail andanintegrated metro, infrastructure, accessible stations, more new a great place to be. Extra services, better contributing to helpmake theircommunity Our customers want to feel confident we are transact, andtravel to othercommunities. where peoplecome together to interact and At theheartofcommunities are places Successful places TfNSW Customer Satisfaction Index, November 2019. new intercity fleetandseamless transfers for support anintegrated transport network, the Station upgrades have alsobeenundertaken to improvements to theirstation environment. 87 per cent ofourcustomers have received and pleasantfor ourcustomers. At least to make ourstations more convenient, safe from theweather andbird proofing continued bicycle sheds,new canopiesfor protection upgraded indicator boards, digitalclocks, new safety signs,improved digitalCCTV systems, seats andbins,better way–finding andplatform heritage features, toilet refurbishment, new platforms, buildingre–painting, restoration of cleaning, resurfacing anddecluttering of experiences. Updated LEDlighting,deep to 191,andaddsto improving ourcustomers' accessible, cleaner, more comfortable stations This bringsthetotal numberofmodern, improve buildingsandfacilities at 17stations. Sydney Trains hascontinued to refresh and Improving thestation environment who needhelpgettingonandoff thetrains Improved access: mobilitydevices to assist customers this linewillbecomplete by late 2020. eliminate mobilecoverage blackspotson stations andtunnelsystems required to unlimited downloads. The extra mobilebase to 60minutes perday offree Wi–Fi with between Hornsby andWyong offering up improved mobilecoverage withall19stations Central Coast customers are now enjoying remained consistently highat 87 percent. customer satisfaction withstation cleanliness stations cleanandsafe for ourcustomers and We have continued to work hard at keeping our all customers. 8 Liveable communities was also conducted to ensure the continued smooth operation of services in the Clyde Retail spaces area once the line was shortened. Permanent closure of the level crossing on Parramatta Unused station spaces have been developed Road at Clyde has also brought relief to and leased for use as retail outlets and motorists on one of Sydney's busiest roads. now deliver retail convenience for our customers while increasing the value of our Parramatta Station opens up assets and providing additional income. Ten retail spaces have been opened and Our stations are a critical part of creating two sites remain available for lease. and accessing new places as they develop. Parramatta Station was opened up with the Redfern Eveleigh precinct renewal new underground Darcy Street walkway connecting our customers to the station, Argyle The community was consulted and engaged Street bus interchange and key destinations on the proposed upgrade of the new southern in the area. The walkway has made it quicker concourse at Redfern Station. The new and safer for people to move to and from the concourse is designed to improve accessibility train station and will also provide access to while supporting the number of customers the new shops, offices and public spaces and travelling through the station each day. It the light rail when they are completed. We is also the first step in the renewal of North worked closely with TfNSW and stakeholders Eveleigh precinct. The design features a to manage efficient customer movement new six–meter–wide concourse, lift and stair during construction and the opening. access to Platforms 1 to 10 as well as new station entries to make it easier to get from Environmental sustainability the platforms to streets and shared zones, improving connectivity and accessibility. Sustainability is our future and we are constantly looking at how we can be an Newtown Garden environmentally sustainable organisation.

Newtown Garden was a prototype project to We have continued to implement our assess the feasibility of allowing community environmental sustainability strategy to organisations to use our assets on a medium achieve our vision of being a sustainable to short–term basis for the benefit of the railway with an environmentally responsible community as a whole. The project was culture. Our key focus areas during the year developed to enhance a sense of social inclusion were energy efficiency, reducing emissions, and make a contribution to the community in waste minimisation and bush regeneration. which we operate. Unused land at the tram shed forecourt was repurposed and leased as Solar PV installations an urban farming precinct and transformed into a demountable garden providing fresh Sydney Trains owns a large amount of roof vegetables for a local soup kitchen. space suitable for solar photovoltaic (PV) panel installation. The cost of solar PV has reduced T6 Carlingford Line dramatically over the last decade making it a potentially cost–effective way to supplement After 132 years the T6 Carlingford Line was the low voltage power requirements of our rail closed to upgrade this area for the new buildings. Solar panel shade structures were , which will better connect installed at the new six–storey Rooty Hill Station local communities with a turn–up–and–go commuter car park to service the lighting and service from Carlingford to Westmead via 10 dedicated electric vehicle charging spaces. Camellia and Parramatta CBD. A frequent To date we have installed over 860kW of solar bus service is currently operating so our PV panels across 27 locations. These systems customers can access the T1 and T2 Lines until are saving approximately 700 tonnes of CO2 the light rail opens. We carried out a range per year, the equivalent to taking approximately of activities to prepare for the closure of the 170 cars off the road permanently. line, including the redeployment of staff from the closed stations and signal box, training for those impacted by infrastructure changes, and upgrading of assets in the Clyde area to support the removal of the heavy rail network and development of the new light rail. A major test

Achievements • 41 42 Sydney Trains Annual Report 19–20 when appropriate. recycled orpart–recycled products Additionally, we are committed to purchasing use at back–of–house to disposeofwaste. cross contamination rates andwhichbinto including: whenbinlevels are closeto full, and provides valuable monitoring information prompts customers ontherightbinto use about waste. The useofsmarttechnology bin innovation to helpeducate customers Right Binisbeingtrialled,testing smart introduced. Anew program, RightRubbish and staff and customer education, have been contracts, incorporating recycling targets at over 30stations. New waste collection paper recyclable material have beeninstalled 100 co–mingling, recycling binsfor allnon– of station waste that goesinto landfill.Over Policy requirements andreduce theamount address Government Resource Efficiency approach to waste andrecycling soasto Sydney Trains continued to improve our Waste reduction community theBlueGumHighForest. listed criticallyendangered ecological Warrawee containing aCommonwealth– four sites Artarmon,Pymble, Turramurra and Additionally, revegetation was enhanced at listed vulnerable species, Warwick Farm, containing aCommonwealth– at three sites, Lidcombe, Villawood and we enhanced thebiodiversity andrevegetation communities withintherail corridor. This year or improve theresilience ofnative vegetation Our biodiversity offsetprocess aims to develop Biodiversity offset Ninety percent ofthiswork isnow complete. the rail andreduces thesquealingnoise. wear from thefrictionoftrain wheelsagainst mechanical ones.Lubricating therail reduces powered electronic rail lubricators replaced have noticed areduction innoiseassolar– Sydney residents livingnearrail linesmay while reducing ourcarbonfootprint. improves safety for ourcleanersandcustomers It haszero risk,smellorchemicalsandit clean andsanitiseourtrains andproperty. A stabilised aqueousozone isnow usedto non–toxic, environmentally–friendly product. replacing chemicalcleanerswitha reduce ourimpactontheenvironment by An innovative train cleaningsystem hashelped Environment Acacia pubescens

. at Redfern. The panelsare movable andcan panels were installed insidetherail corridor travelling through Redfern. Sixseparate Aboriginal people, residents andourcustomers art work hasmadeavalued contribution to land; alinkto thepast, present andfuture. The acknowledgement we are always onAboriginal the community to produce A renowned Aboriginalartist collaborated with amenity andto connect culture andcountry. were completed to provide improved safety and Two community artprojects intheRedfern area Aboriginal community programs is scheduledoutsidebusiness hours. planned infrastructure maintenance which adjacent to therail corridor informed of obligations, we keep residents andbusinesses As partofourenvironmental licence engagement Community andstakeholder management plans for heritage listed railway management strategy andnineconservation progressed. Awar memorialconservation number ofprojects andprograms have been asset management.In the last 12monthsa focuses on key initiatives that improve heritage Our HeritageAsset ManagementStrategy memorials, smallobjectsandsubstations. bridges, workshops, signalboxes, depots, and NSW Train Linkincluding, railway stations, heritage-listed assets across Sydney Trains are responsible for managingaportfolio of conserving andpromoting ourheritage. We and thecommunities we connect by Sydney Trains enrichescustomer journeys Heritage assets andthecommunity reaffirms Indigenous culture through art. of theAboriginalhistory ofthislocation and Sydney estuary. Itrecognises theimportance native to theRedfern area andsurrounding people withshellmiddensandsaltgrass by NadeenaDixon, represents theGadigal commitment to mentalhealth. The artwork, important Commonwealth Government in Redfern. The project alsodelivered an rail corridor at theCleveland Street Bridge safety screens whichreduced access to the concept was alsodeveloped for thenew A community–inspired, contemporary design services andalsoputpeople'slives at risk. to helpreduce illegalgraffiti that candisrupt over timeandprovide aninnovative alternative be installed indifferent sectionsofthe railway Always : asimple stations were completed. These plans will completed on the 150 year old sandstone guide Sydney Trains on the careful heritage arch bridge at James Street, Lithgow. management of these places and items. We have also commenced a major study into A residual asset management plan historic substations and prepared guidelines commenced implementation to maintain for managing trees in heritage places. non–operational heritage listed residual assets. We worked closely with agencies and A major periodic review of our 393 heritage the community to restore non-operational listings, managed via the S170 Heritage buildings and infrastructure to manage and Conservation Register, resulted in over risk and enable future community reuse. 25 per cent of listings being updated with updated heritage data and 90 per cent Sydney Trains continued to share and of listings updated with new images. celebrate our history with our staff and customers with community events marking Conservation works were carried out on historical milestones such as farewelling the Blayney, Armidale, Dubbo, Petersham T6 Carlingford Line in January 2020 and and Erskineville Stations, refurbishment celebrating the 80th anniversary of the Cronulla started on the nine original Sydney Harbour Line in December 2019. We also participated Bridge overhead wiring portal structures, in the Sydney Open public architecture repainting and strengthening works were festival with behind-the-scene tours at completed on Cockle Creek Bridge and Mortuary Station and Central Clock Tower. major conservation and restoration was

Artwork by Nadeena Dixon: Gadigal connections to Redfern and Central areas

Achievements • 43 44 Sydney Trains Annual Report 19–20 • • • • Our key performance areas are: and solutionsserve thepeopleofNSW. the rightprice andensure transport investments allows usto manageourassets andnetworks at informed evidence–based decisionmaking.This consistent, single–source, qualitydata and Technology provides opportunitiesto deliver and services available for ourcustomers. environmental riskandmake more trains growth, improve safety, reduce business and sustain andimprove ournetwork, support and engineeringsolutionshasbeenmadeto technologies andinnovative maintenance functions andduplication. Investment innew efficiencies, streamlining, and removing shadow been driven by reviewing expenses, identifying everything we do. Financialsustainability has less, balancingefficiency andqualityacross increasing expectations to deliver more with with taxpayers’ money soasto meet Sydney Trains must continue to besmarter we contribute significantly to theeconomy. an annualmaintenance spendof$1.5billion, $3.2 billion intotal annualexpenditure and of assets undermanagement,around and boost oureconomy. With over $39 billion communities, enhance customer experiences transform service delivery, better connect our Investment for thefuture willhelpus these centres safely, reliably andefficiently. providing highcapacitytransport between to deliver theNSW Government’s vision, of more residents. Sydney Trains ishelping infrastructure andservices withineasierreach and connected citiesthat place housing,jobs, vision isfor ametropolis ofthree integrated the peopleofNSW. The NSW Government’s economy andimproving thequalityoflife for Improving transport isvitalto ourgrowing economic activity solutions that enable Transport systems and customer journey. reduced netoperating costs per delivered strategic initiatives to plan related incidents reduced customer delays from asset– and fleet improved reliability andavailability ofassets • • • • • projects including: Sydney Trains delivered key maintenance Key maintenance projects focused, reliable andcleanrail services. allows usto provide safe, customer– and maintainingourassets effectively and connecting ourcustomers. Managing assets iscriticalto keeping Sydney moving The availability ofourinfrastructure andfleet Sustainable asset management • • • • • • • • • • • • • • • In addition,we alsodelivered: • • • • replaced tactilemarkers for thevision sandstone restored andcleanedCentral Station projects undertaken control systems renewal andupgrade Lithgow area remodelling completed Stage one, MountVictoria and major work completed Gosford area remodelling 401 traction motor overhauls (electric fleet). 145 bogieoverhauls (electric fleet) fleet) 124 carscomponent changeout(electric 19 bridgerefurbishments 3.1km track reconstruction 2.3km overhead wiringmodernisation 58 track circuit renewals 5.6km track reconditioning 1104.6km rail grinding 133 turnoutrefurbishments 35 turnoutrenewals 10.3km contact wire renewal 16.4km ballast cleaning 637.3km resurfacing plaintrack 56.2km rerailing infrastructure after thebushfires. restored theBlueMountainsLine system trialled theLawson 11kVearthfault detection signal reliability installed highspeedcontactors, improving Rockdale andRedfern stations reconstructed platforms at Beresfield, impaired at 20stations Sydney Trains also managed the NSW TrainLink Nearly 480 existing mechanical rail lubricators XPT recovery after a derailment at Wallan are being progressively upgraded and replaced in February 2020. We oversaw the recovery with 119 new solar–powered electronic units of the train onsite and transportation back to reduce train wheel and rail wear and tear. to NSW. We worked across government The new units provide better performance, and transport agencies over six days to less maintenance and lower asset lifecycle provide condition assessments and technical costs. The new lubrication systems also and physical recovery, including wrapping enable remote monitoring and switching to the train for transport and repairing the reduce the number of workers needed in damaged XPT carriages and the power car. the rail corridor, which improves safety.

To keep up with the increased maintenance Investing for the future demand and ensure the rail network is kept safe we have investigated options for new or We continued to improve rail asset upgraded plant equipment to generate future management in the safest, most cost–effective operating efficiencies, such as lower network and reliable way through leveraging people and maintenance downtime and cost benefits. investing in new technologies, maintenance and engineering solutions. Our asset management We trialled new methods in bridge painting, system delivered standardised, end–to–end installing a sliding tunnel around the train business processes and technology to better envelope. This allowed scaffolding and shrink– manage asset lifecycle, providing increased wrapping to be placed on the outside of the value and return on investment as well as more tunnel during normal train operation. Bridge trains and more services for our customers. blasting and painting as well as strengthening were completed without the need to close Real–time asset condition data was used the track and disrupt services, while at the to inform our decisions for refurbishment, same the environment was protected. replacing like–for–like or to upgrade to a higher order configuration. This has Technology installed on selected trains improved maintenance efficiency and better detected loose or defective overhead wiring targeted maintenance expenditure. and provided data on the location and severity of the fault. These improvements allow us to Infrastructure and fleet rectify problems while reducing costs and improving efficiency and the safety for our Track–side condition monitoring equipment workers. Our five–year fleet strategy is driving continued to be installed to enable us maintenance centre upgrades, depot reset, to facilitate and carry out predictive successful fleet retirement and transition to maintenance. Maintenance teams are accommodate the arrival of the three new alerted when an infrastructure failure passenger fleets; Sydney Growth Trains, and is detected, prompting maintenance to the New Intercity and New Regional fleets. be undertaken before the fault impacts customer service. Predictive maintenance Freight continued to be a significant share also improves the reliability of equipment of journey on our network. The efficiency and whole–of–life maintenance costs. of freight movements in Sydney has an impact on the wider freight industry and The increased use of drone aerial inspections economy. We continued to investigate for difficult–to–access assets and ground capacity improvements and work toward penetrating radar to determine the condition better separation of major freight movements of our ballast has allowed us to better assess and passenger trains. The South Coast Track whole lifecycle requirements and the accuracy Upgrade project supports local industry, of maintenance investment. We used laser allowing for heavier freight trains to travel safely light (LiDAR) technology for greater precision at higher speeds on the . when measuring and surveying infrastructure, eliminating the need for workers on track, improving safety and cost benefits.

Achievements • 45 46 Sydney Trains Annual Report 19–20 cloud–based automated work flow processes. generated andauthorisedpermitsystems, and manual timetablingprocesses, electronically– assistance anddata collection, upgrading and pay processes, customer boarding reduced including:exception–based timesheet Unnecessary paper–basedprocesses have been shops for access to allprogram resources. have beenupgraded to provide onestop clearer andmore consistent. Program portals and templates have been reviewed andmade Project documents, policies,procedures, guides truth withminimalhumanintervention. prescribed intervals from onesource of processed, maintained andrefreshed at of data to bequicklyandefficiently platforms. This enabledlarge volumes included data migration onto more stable solutions to drive business efficiency. This requirements and develop technology–based Sydney Trains continued to analyse Improved business efficiencies vehicle andpoolcarshave continued. resources suchaspurchase cards, light Reviews onefficienciesandbetter useof financial responsibility and commitment. performance development reviews to drive sustainability goalsembeddedintheir positions. Ourseniorleadershave financial Service seniormanagerandexecutive permanent appointmentsto Transport extensions, andthecreation ofnew and services andconsultant engagementsor the FSSC reviewed labourhire, professional As partofimmediate savings measures, as efficientpossible withour resources. ensure we are beingfinancially responsible and Steering Committee (FSSC) was formed to accountability. AFinancialSustainability on financialperformance, transparency and Sydney Trains hasmandated agreater focus Improved financialsustainability sessions focusing onimproving theefficiency Our peoplehave beenpartofdiscovery to make thingsfaster andsimpler. management ofthird partysuppliers procurement processes withTfNSW and financial sustainability. We have improved to beoutcome–focused anddrive and internal processes have beenreviewed Business objectives, structure, operations by operator error orslow train driving. our drivers, reducing delay incidentscaused based training andimproved theskillsof T9 lines.This hasenhanced competency– images to includetheT1,T2,T4,T8and expanding thecomputer–generated graphic Our depottrain simulators were upgraded by cluster andwithgovernment agencies. connect withotherteams across theTransport to work innew ways, improve training and streaming andMicrosoft teams have beenused analytics, SharePoint, videoconferencing, live Digital tools includingdata visualisation and virtual learning Train simulators: enhanced business efficiency and targets andmonitor best practices. information to setspecificperformance restrictions, to helpdrive ourbenchmarking meetings duringCOVID–19 imposed travel studies andsixmeetings,includingvirtual participated in19topic–specific benchmarking international benchmarkinggroups. We Sydney Trains isamemberoffour cost whendocuments are printed incolour. and we alsocommunicated theincreased ways to reduce printingby usinge–forms, we reviewed theuseofprinters andfound to deliver immediate savings. For example, identifying opportunitiesthat willhelpus and effectiveness ofourbusiness, including New technologies: achieving our Civil Aviation Safety Authority's Remote pilot licence

Achievements • 47 48 Sydney Trains Annual Report 19–20 Our organisation and people Our organisation and people • 49 50 Sydney Trains Annual Report 19–20 6 provides5 Group Rail corporate functionsfor Sydney Trains andNSW Trainink to riskduplication across thetwo agencies provides4 Group Rail corporate functionsfor Sydney Trains andNSW Trainink to risk duplication across thetwo agencies provides3 Group Rail corporate functionsfor Sydney Trains andNSW Trainink to risk duplication across thetwo agencies 2 1 Trains andNSW TrainLink –delivering for infrastructure andfleet for Sydney We managetheannualmaintenance program Engineering andMaintenance reliable train services to ourcustomers. adequate staff availability to provide safe, train crew, drivers andguards, ensuring managing androstering ofqualified We are responsible for resourcing, Train Crewing and every day, bothnow andinto thefuture. high performance network asoneteam each exceptional customer service andachieve a and emergency response. We aimto deliver security ofthenetwork andnetwork incidents service planningandtimetabling,signalling, and communities. We managetheROC, well–connected environments for customers and timelyinformation, safe, clean,vibrant and providing visibleandempowered staff, accurate end–to end,customer–centred experiences by We focus ondelivering reliable, seamless, Customer Operations Delivery andFuture Network Delivery. the integration ofthePlanningandPortfolio direction ofTfNSW. SP&I was formed through focus onouralignmentto theoverall strategic (SP&I) was alsoformed to drive arenewed delivery. Strategy Portfolio andInvestment everything we doandintegrating service firmly puttingthe customer at the centre of of past customer service transformation, Operations. We have leveraged thesuccess were brought together to create Customer Customer Service andOperations Delivery challenges andopportunitiesofthefuture. our planning,designanddelivery, to meetthe customer at thecentre ofeverything we do, our structure andoperating modelto place the Sydney Trains continued to evolve aswe aligned Our branches structure Our organisational Previously Future Network Development andPlanningPortfolio directorates. Previously Customer Service Delivery andOperations Delivery directorates. As partof thetransformation process we moved from Directorates to Branches 1 2

Finance andBusiness Services, Group Rail and keep Greater Sydney moving. network, to meetgrowing customer demand a safe, reliable passenger fleetand rail help deliver world–class train services inSydney. as planningandreporting for Sydney Trains to Digital Systems andtheCentral Precinct, aswell Sydney Metro, More Trains, More Services, transport–related growth programs suchas of contact andcoordination for large scale and visibility. We alsoprovide asinglepoint with improved transparency, accountability allocations to ensure cohesive transformation manage investment priorities,fundingand We setthestrategy for Sydney Trains and customers, stakeholders andthemedia. staff groups and external channelswithour ongoing communication across ourdiverse to–end peopleexperiences. We facilitate with theaimofdelivering outstanding end– ongoing supportto employees andmanagers, Sydney Trains andNSW TrainLink. We provide workforce that meetstheevolving needs of We attract, develop andhelpretain askilled People andCorporate Affairs, Group Rail and investment managementservices. governance, fraud andcorruption investigation information technology, internal audit,legaland TrainLink by providing finance, procurement, We supportSydney Trains andNSW Strategy, Portfolio andInvestment (SP&I) and Heritage, andWorkCover NSW. Safety Bureau, theNSW Office of Environment Safety Investigation, theAustralian Transport Rail Safety Regulator, theOffice of Transport relationship withtheOffice ofthe National regulatory requirements. We managethe human factors, inlinewithlegislative and and sustainability, risk,healthservices and TrainLink aboutsafety, environment, heritage and supportto Sydney Trains andNSW We deliver expert specialist services, advice and Risk,Group Rail Safety, Environment, Quality 5

4 6

3

Our executives

Name Position Periods Qualification Position held Suzanne Holden Acting Chief Executive May 2020 – Jul 2020 Graduate Australian Institute Company Directors Deputy Chief Executive Dec 2019 – May 2020 Diploma Business Administration Chief Customer Officer Bachelor of Arts (Hons) Mathematics and Drama Stewart Mills Acting Chief Executive Feb 2020 – May 2020 Bachelor of Science (Hons) Mining Associate of Camborne School of Executive Director Jul 2019 – Feb 2020 Mines Engineering and Executive Fellows Program Maintenance Australia and New Zealand School of Government Howard Collins OBE Chief Executive Jun 2019 – Feb 2020 Master of Business Administration Fellow Member of the Institute of Directors Fellow of Institute of Civil Engineers Karen McCarthy Acting Chief May 2020 – Jun 2020 Master of Public Policy APM Customer Office Graduate Certificate in Public Administration Bachelor of Social Science (Criminology) Associate Diploma in Criminal Justice Julian Narborough Acting Executive Jul 2019 – May 2020 Masters of Business Administration Director Customer Advanced Management Program Services (Harvard Business School) Jas Tumber Acting Executive Sept 2019 – May 2020 Member of The Institution of Director Operations Engineering and Technology Delivery Chartered Engineer Bachelor of Engineering (Hons) Electrical and Electronic Engineering Bachelor of Technology National Diploma Electrical and Electronic Engineering George Stojkovski Acting Executive Jul 2019 – Sept 2019 Diploma Business Management Director Operations Delivery Hayden Donoghue Executive Director Jul 2019 – Jun 2020 Bachelor of Business (Agribusiness), Train Crewing Master of Business Administration, Graduate Certificate Supply Chain and Logistics Nev Nichols Executive Director Feb 2020 – Jun 2020 Bachelor of Science Technology Engineering (Hons), and Maintenance Post Graduate Diploma Management Executive Director Jul 2019 – Jan 2020 Fellow of the Institute of Safety, Environment, Engineering and Technology Quality and Risk; Fellow of the Institute of Railway Group Rail Signal Engineers Member Australian Institute of Company Directors

Our organisation and people • 51 52 Sydney Trains Annual Report 19–20 David Callahan Name Warwick Talbot Anthony Eid David Hyland Meg Graham Peter Crimp Chadi Chalhoub

Portfolio Delivery Planning and Executive Director and Investment Strategy, Portfolio Executive Director Position Development Future Network Executive Director Acting Development Future Network Executive Director Affairs, Group Rail and Corporate Director People Acting Executive Affairs, Group Rail People andCorporate Executive Director Group Rail Business Services, Director Finance and Acting Executive and Risk,Group Rail Environment, Quality Director Safety, Acting Executive Jul 2019 –Apr2020 Apr 2020 –Jun2020 Position held Periods Jul 2019 –Feb 2020 Jul 2019 –Jun2020 Feb 2020 –Jun2020 Dec 2019 –Apr2020 Jul 2019 –Dec2019 Feb 2020 –Jun2020 School ofGovernment Australia andNew Zealand Executive Fellows Program, Company Directors Graduate Australian Institute of Bachelor ofSocialScience Master ofBusiness Administration Qualification Bachelor ofBusiness Management Chartered Accountant Masters ofCommerce (Hons) Bachelor ofCommerce and Leadership Fellow ofCultural Diversity Company Directors Member ofAustralian Institute of Bachelor ofAppliedScience Masters ofBusiness Management Certificate Electrical Trades Certificate Post Electrical Trades Certificate Computer Programming Diploma ElectricalEngineering Management Graduate DiplomainOperations Advanced DiplomaManagement (Production) Bachelor ofEngineering

Number and remuneration of senior executives

Transport Female Male Total Average total senior service remuneration level package

TSSE Band 3

2019–20 2 0 2 469,000

2018–19 0 2 2 586,814

2017–18 1 2 3 540,300

TSSE Band 2

2019–20 4 19 23 367,904

2018–19 3 20 23 369,059

2017–18 4 23 27 354,572

TSSE Band 1

2019–20 35 102 137 254,062

2018–19 31 89 120 252,196

2017–18 22 78 100 250,142

2019–20 total 41 121 162 363,640

2018–19 total 34 111 145 402,689

2017–18 total 27 103 130 381,671

Note: Sydney Trains has no Band 4 TSSE.

In 2019–20 the percentage of total employees’ expenditure relating to senior executives was 2.8 per cent, compared with 2.6 per cent in 2018–19. Note: Sydney Trains has no Band 4 TSSE.

Our organisation and people • 53 54 Sydney Trains Annual Report 19–20 to build onanalready great place to work. business andcreates theexcitement needed sets. This iswhat attracts newcomers to our array ofpeoplewithdiverse anduniqueskill an organisation that attracts suchadiverse work they doandtheproposition offered by Our employees are immenselyproud ofthe changes bothinternally andexternally. and navigate new horizons asthelandscape employee’ experience inday–to–day operations We are continuously seekingto improve the to workload andcreating new problems. matters most to ourpeople, without adding Our focus isfixingandprioritisingwhat people asSydney Trains continues to evolve. shapes how we nurture our leadersand high qualityrail services. This commitment a greater goodwiththecommunity to deliver heart, customers at thecentre andbuildson performing workforce that places peopleat the Sydney Trains iscommitted to buildingahigh Thriving peopledoingmeaningfulwork of 10,842. The headcount includingseniorexecutives is11,206,whichequates to aFTEof11,004. The headcount, excluding seniorexecutives, is11,044, whichequates to afulltimeequivalent (FTE) # * Inclusive of industry allowance. may result inemployees moving from onesalarybandto another. range. Figures exclude cadets,casuals, contractors andlabourhire. Enterprise Agreement annualsalaryincreases Notes: Employees inactingarrangements more than90days are recorded intheapplicable(effective) salary Total fulltimeequivalent (FTE)employees by category Our employees Exclusive ofindustry allowance. Total >$150,000 $150,000 $125,001 – $125,000 $100,001 – $100,000 $75,001 – $75,000 $50,001 – <$50,000 Salary Annual 2017–18 Total Count* 1908 F 244 353 851 241 135 84 2395 3282 8195

M 343 992 862 321 10,103 Total 2748 4133 1233 1106 405 478 2149 2018–19 Total Count 970 266 370 F 179 271 93 and bringsourworkforce into thefuture. the best ofour past, keeps pace withchange We want aculture that celebrates andretains effort associated with high performance. people andunleashingthediscretionary workforce ofthefuture, empowering our leaderssothat they are building the We are alsocommitted to developing investment andtechnological change. customer demands,significantdigital and onethat keeps pace withincreasing that istalented, agileandhighlycapable so that we have afit for thefuture workforce We are committed to drivingcapabilityuplift collaboration, creativity andinnovation. and seekto foster aculture ofinclusivity, We encourage flexibility, promote productivity 8490 3533 2228 1,041 M 426 307 955

10,639 Total 4503 2598 400 605 1312 1221 # 2019–20 Total Count* 2388 1041 F 296 265 253 510 23 8656 3029 1000 2881 M 765 931 50 11,044 Total 3539 3922 1296 1018 1196 73 We have championed diversity and inclusion, par with the public sector, and slightly higher increased employment opportunities for than the Transport cluster, 65 per cent. Our Aboriginal people and Torres Strait Islander highest scoring engagement indexes were people, increased the number of women for engagement with work, 73 per cent, in leadership positions and focused on and diversity and inclusion, 68 per cent. creating an effective leadership culture. In line with our focus on prioritising what To make Sydney Trains a great place to work matters most to our people, we continued we have been proactive in designing ways to seek ways to improve our employees’ of working, thinking, leading and evolving experiences. Our 2019 PMES results validate to create new opportunities, develop that we are on track and we will continue to capacity, support agile, flexible working and focus on selecting the right people for the right reinvigorate our people’s experiences. roles, providing flexibility at work, building a respectful workplace, offering opportunities Our key performance areas are: for growth and development, and delivering • an engaged, aligned and fit–for– open, transparent and timely communication. purpose workforce • a more diverse workplace with an A respectful workplace increased representation of females in Creating a respectful workplace has been a senior leadership roles and an increased focus with programs implemented to target representation of Aboriginal and Torres Strait respectful behaviour for all employees. Islander employees • equal employment opportunities. An online module developed to promote minimum standards of respectful behaviour Enhancing our peoples’ experiences was launched to all train crew staff and made available for other staff. The uptake across the organisation has been positive with completion People Matter Employee Engagement Survey rates varying between 56 per cent and Sydney Trains continued to engage with 91 per cent. A further, bespoke face–to–face employees and ask them what is important program to drive workplace respect has been in their workplace. The NSW Public Sector developed around specific workplace incident People Matter Employee Engagement scenarios and delivered to relevant areas. Survey (PMES) provided an opportunity A video tutorial aimed at educating all for our our people to share what they employees on the key principles associated think and help make Sydney Trains and the with bullying and harassment is ready public sector a better place to work. for launch. A program aimed at teaching We achieved an 84 per cent employee response leaders to have the conversations that rate, representing a 10 per cent increase from matter every day with employees included 2018. Our response rate exceeded the 53 per scenarios and issues on respectful behaviour, cent public sector and 76 per cent Transport safety and performance. This program was cluster response rates. Our overall engagement delivered to over 100 people leaders and with work index was 66 per cent, representing re–designed as a webinar for inclusion in a three per cent increase on 2018. This is on leadership development and on boarding.

A respectful work place: thriving people.

Our organisation and people • 55 56 Sydney Trains Annual Report 19–20 to showcase some ofthebest Indigenous every year over theOctober longweekend, largest Indigenoussporting event, held rail safety. The Koori Knockout isAustralia’s jobs andservices, andeducate children on us to connect withthecommunity, promote stand at theKoori Knockout, whichallowed decals. We attracted alarge crowd to our decked our stations with colourful rainbow participated inMardi Gras celebrations and the workplace andmove towards equality. We encourage women to reach theirpotential in #eachforequal and operational roles. We alsoreflected on engineering, maths, construction (STEMC) women working inscience, technology, on 10March withaparticular emphasison We celebrated International Women’s Day Note: *Figures asrecorded in2017–18 annualreport. Representation ofworkforce diversity groups inclusivity isimportantto us. diversity ofthecustomers andcommunities we serve. Developing aworkplace culture ofrespect and regardless ofgender, race, religion, cultural background, sexual preference orability, andreflects the Our commitment isto buildaninclusive workplace that values thecontribution ofallourpeople Driving diversity related adjustment* requiring work– People withadisability People withadisability child was notEnglish language spoken asa People whosefirst leadership positions Strait Islandersin Aboriginal andTorres Strait IslanderPeoples Aboriginal andTorres Women inleadership Women diversity group Workforce , therole allpeopleplay to Year onyear FY2019–20 benchmark benchmark benchmark benchmark 2.3 by 2021 % target increase 27.7 27.7 2.3 No No No measured measured 2017* 13.8 Not Not 17.8 0.4 0.9 1.9 %

decorated to furtherreinforce themessage. safely transport modesto was thewrapping ofatrain, promoting safe the highlightsofthisyear’s Koori Knockout Rugby League talentinthecountry. Oneof . Central andTuggerah Stations were also 2018 18.9 21.3 0.1 1.8 1.2 2.1 % 1

2019 20.3 23.6 Bring themobhome 3.6 0.1 1.8 1.5 1.7 2020 25.4 21.7 4.4 3.7 1.2 1.7 2.1 %

Wrapping the train: Bring the mob home safely

Women in leadership Women in STEMC roles

Sydney Trains has increased the representation Sydney Trains is seeing more and more women of women in leadership roles by 1.8 per cent in roles that have traditionally been held by to 25.4 per cent overall; 145 women are men. The number of female train drivers and in our senior service positions and 50 per guards has increased; 50 of the 90 new train cent of the executive in the train crewing driver trainees and 68 of the 110 train guards area are women. Talent attraction strategies beginning this year were women. Twenty–one have focused on the language used in job women were recruited into the apprentice advertisements, promoted flexible work program in 2019 and a further 21 were recruited and included gender balanced shortlists in 2020. We aim to double the number of to help us focus on meeting our targets. female apprentices within the next two years.

We continued to promote Sydney Trains To support women and girls in learning as a great place to work where we value more about engineering and opportunities the contribution of all employees. available in the rail industry, TfNSW hosted STEM camps and a University of NSW women in engineering event at the ROC. We also conducted virtual career expos and school career councillor industry days.

Our organisation and people • 57 58 Sydney Trains Annual Report 19–20 International Day ofPeople withaDisability. improve workplace accessibility andcelebrate educate andraise awareness ondisability, seven people. Inaddition,we continue to talent program andemployed anadditional Sector Commission inatargeted and tailored workforce. We partnered withthePublic with adisabilityto 1.7 percent ofourtotal We have increased theroles heldby people focuses onremoving barriersto employment. the disability. We have continued to implement inclusive andsafe workplace for peoplewith Sydney Trains iscommitted to buildingan Jobs for peoplewithdisability Strait Islanderemployees inseniorservice roles. increase representation ofAboriginalandTorres place andsetupasolidtalentpipelineto help this numberandhave development plansin cent. We have astrong emphasisonincreasing roles hasmoved from 1.5percent to 1.2per Torres Strait Islanderpeopleinseniorservice 2021. The representation ofAboriginaland set 20targeted apprenticeship positionsfor Strait Islanderapprentices thisyear andhave We hadthree successful AboriginalandTorres numbers, career development andretention. campaigns to helpusincrease employment guidance, mentoring andtargeted recruitment 2021. We have offered employment assistance, participation inourworkforce to 2.3 per cent by Aboriginal andTorres Strait Islanderpeoples’ these target groups. Ourambitionisto increase people across Sydney Trains that identifyin cent overall. We are proud to say we have 280 Islander employees from 1.8percent to 2.1 per representation ofAboriginalandTorres Strait Sydney Trains hascontinued to increase the Aboriginal employment Transport DisabilityAction Plan that of diversity andinclusionnetworks that we have supported andpromoted anumber celebrate theircontribution. At Sydney Trains organisation willsupport,nurture and work andbewhothey are, trusting the Every individualhasarightto come to networks andevents Diversity andinclusion and belongingfor ouremployees. of acceptance, inclusiveness, respect diverse backgrounds andfoster aculture customers from culturally andlinguistically and inclusive transport services to Multicultural Plan We continued to supportTfNSW's new our platforms andinourtrains. than 100cultures inouroffices, on workforce, withemployees from more Sydney Trains hasanincredibly diverse Multicultural policiesandservices impact withhighlevels ofparticipation. events were mostly virtual butstill hadgreat we complied withCOVID–19 guidelines. Our different andanumber were puton holdas of diversity. This year’s events were alittle to buildaculture that celebrates alltypes and NAIDOCweek, andmany otherevents Festival, Diversity Week, Reconciliation Day Each year we celebrate Harmony Day, Diwali and technical roles at Sydney Trains. amazing work by women in engineering Day to reflect onandprofile someofthe on International Women inEngineering career in STEMC. We took theopportunity to engagewomen inthe benefitsofa participate inoutreach activitiesdesigned with atraditionally poorgenderbalance and events, supportwomen working inareas others insimilarroles, participate inmember This provides opportunitiesto connect with (WiSE) andAustralian Railway Association. the women inSTEMC employment network in STEMC, women are encouraged to join representation andprofile of women working To improve genderequityandbuildthe abilities andleveraging diversity). through theENABLEDnetwork (enhancing encouraged to connect andbesupported of someonewithadisability, are actively Employees withdisability, orwhoare carers strong, motivated anddynamicworkforce. embrace ourpeopleandhelpusto builda to provide accessible Aboriginal Reconciliation Action Plan

Our Songlines are Calling: artist Frances Belle Parker (Yaegl)

Aboriginal Reconciliation Action Plan National Sorry Day, National Reconciliation Week, Yabun, Koori Knockout, National Many of the transport routes we use today, Aborigines and Islanders Day Observance from rail lines, to roads, to water crossings, Committee (NAIDOC) Week and the follow the traditional Songlines, trade routes launch of the Transport Reconciliation and ceremonial paths that our nation’s First Action Plan were all celebrated. Peoples followed for tens of thousands of years. ‘Voice. Treaty. Truth' was NAIDOC Week's The inaugural Reconciliation Action Plan (RAP) theme and called for us all to work together was launched. The RAP acknowledges and for a shared future. We celebrated the history, pays respect to the role of Aboriginal and culture and achievements of Aboriginal and Torres Strait Islander people as traditional Torres Strait Islander people at a number owners and custodians of the lands where of our stations with Welcome to Country, we work. It demonstrates our commitment to Aboriginal dance performances, smoking working towards reconciliation both within ceremonies, bush tucker displays and tastings, Transport and in communities across NSW. a recruitment stall, cultural activities and a touch football competition. To mark the start Sydney Trains has implemented a number of NAIDOC Week we projected digital images of initiatives and events in line with the RAP onto the clock tower at Central Station. outcomes to build and strengthen relationships, respect and celebrate culture, and promote The Aboriginal Staff Forum saw our reconciliation, employment and career Aboriginal employees come together for development. Aboriginal Protocol Guidelines focused learning through story telling. and resources on Welcome to Country and Acknowledgement of Country were developed for use by all staff and our anti–discrimination policies and procedures were reviewed. We were fortunate to have Frances Belle Parker, a proud Yaegl woman, create our artwork, Our Songlines are Calling, as a cultural expression of our commitment to reconciliation.

Our organisation and people • 59 60 Sydney Trains Annual Report 19–20 Islander peopleinseniorservice roles. leadership andAboriginalTorres Strait meeting ourdiversity targets for women in program withspecificemphasison We have created anew talentmanagement respectful workplace andmanageperformance. reinforce ourvalues, create amore diverse and interaction andconversations with theirpeople, leaders andpeopleto helpimprove their were conducted targeting theexecutive, senior future. Anumberofkey leadershipprograms our strategic initiatives andmake usfit for lead theorganisation through change, deliver performing leadersto empower ourpeople, Sydney Trains iscommitted to developing high Talent development andmobility Recognising ourpeople understanding ofthereconciliation journey. of Aboriginalculture andstrengthen our employee challengeto deepenourappreciation the Stolen Generations, andafunfive-step a National SorryDay videocommemorating We alsocelebrated withaseriesofstories, the progress we are makingwithourRAP. explored theimportance ofreconciliation and NRW, we livestreamed aspecialwebisode that together like we traditionally doto celebrate Australia. Althoughwe were unableto come can contribute to achieving reconciliation in achievements, andto explore how eachofus more aboutourshared histories, cultures and It provided thechance for ourstaff to learn reminder oftherole we allplay inreconciliation. (NRW) was The themefor National Reconciliation Week National Reconciliation Week –Inthistogether ‘In thistogether’ ; andwas a six team finalists were showcased at the2019 The accomplishments ofthree individualand project managementissecond to none. Management Awards, demonstrating our received four Australian Institute ofProject management was acknowledged aswe Our outstanding achievement inproject and best practice intherailway industry. Awards whichrecognises achievements maintenance at thePermanent Way Institute Sydney Trains received two awards for track demonstrating supportofpeerexcellence. in thenewly created People's Choice Award, voted aswinners.We attracted 1900votes selected withfour teams and10individuals range ofcategories. Forty–four finalists were in nearly300nominations across abroad We recognised over 660individualsandteams outstanding achievements across Sydney Trains. Our annualStaff Excellence Awards celebrated Awards andindustry recognition problems, learn,innovate andcollaborate. to access information, communicate, solve to enablealarge–scale remote workforce 10 andourSharePoint sites were upgraded users aspossible were migrated to Windows locations. At thestart ofthepandemic,asmany communicate across geographically diverse More of our staff are now using technology to conferencing, webinars and live streaming. technology suchasMicrosoft Teams, video including new ways ofworking together using We delivered new andinnovative work solutions fast–tracked dueto theresponse to COVID–19. and enabledesired ways ofworking. This was and virtualworkspaces to supportourpeople provide modernfacilities andtherightphysical We continued to transform workplaces to Future ofwork anniversaries withtherailways in2019. who marked their40thand50th We celebrated andthanked 96employees priorities oftheNSW Government. community andreflect thefive key policy the delivery ofpublicservices to theNSW 2019 Premier’s Awards for excellence in finalists intwo categories oftheprestigious Three ofourteams were recognised as cluster whohave goneabove andbeyond. people andteams from across theTransport Transport Cluster Awards, that recognise The lessons learned, insights gained and new Significant upgrades were also made to the ways of working adopted during COVID–19 facilities for students at the Rail Technology have been a defining moment for how we will Campus . Student areas were improved work into the future. We have transitioned with male and female toilets, kitchen, power, into working from home arrangements for water, lighting, signage, and the conversion those in roles where this is possible. of an old shed to house the new electrical school. Planning is underway to provide Future ready additional learning areas for third party plant training and accreditation, signalling and With billions being invested in expanding occupational health and work training. and modernising our rail network, we have continued to drive our apprenticeship program. Significant progress was made on the Our current trade apprentice pool of 208 first to construction of a new fit–for–purpose, fourth year apprentices across eight trade areas consolidated work shop at Clyde for is a training ground for the transport industry. use by staff from all disciplines within major works project operations. Practical • Telecommunications completion is due in 2020–21. • Rail Traction • Signal Electrician Uniforms

• Substations Distribution Electrician We want our people to wear their uniform • Signal Fitter with pride and make themselves look and feel good in the process. We updated our • Plant/Diesel Mechanic uniform and grooming standards to ensure our • High Voltage Cable Jointer frontline teams are instantly recognisable to • Rail Maintainer – Mechanical and electrical customers and are able to carry out their roles safely. We identified uniform improvements to All streams deliver relevant Certificate III performance, supply and fitting, and ensured and/or Certificate IV outcomes and the a consistent approach to procurement. Sydney Trains apprenticeship program is one of the most comprehensive in Australia. Workplace transformation Competency classification structures, requirements and qualifications across all Sydney Trains’ transformation journey areas are continually reviewed, upgraded and commenced in June 2019 with a mandate integrated into our structures and assessment to improve the way we do business. Our to ensure we meet national and best practice Customer at the Centre operating model was standards and our people are future fit. launched to prepare us to meet increasing customer demand while ensuring economic Facilities upgrade and new workplaces and environmental sustainability. A Chief Customer Officer was engaged to firmly We have delivered significant upgrades to place the customer at the centre of our train crew facilities at Penrith and Hornsby. service delivery. Along with the final location The new fit–for–purpose facility at Penrith of multiple teams to the ROC from across ensures current and future frontline staff are Sydney Trains and NSW TrainLink and able to deliver 24 hours a day, seven days a the formation of a new branch, Customer week operational support and business as Operations, we have leveraged the success usual functions. It includes a dedicated space of past customer service transformation. for future upskilling and training and will help reduce crew–related travel allowances as more The next phase of our transformation, Fit for crew are able to complete training locally. the Future, was launched in April 2020 to further embed our customer-centric operating Refurbishment of the Hornsby maintenance mode, turn our attention to the critical centre and station was completed, with support areas that serve those who serve the previous train crew depot converted our customers, foster greater collaboration to a conference and training room with and partnership with the agencies across a separate train simulator room. the Transport cluster, streamline the way we operate and drive financial sustainability.

SP&I was established to drive greater accountability, collaboration and sustainability and enhance decision making across the

Our organisation and people • 61 62 Sydney Trains Annual Report 19–20 in industrial action for 2019–20. Nil days were lost due to employee participation Participation inindustrial action Enterprise Agreement. within theguidelinesofSydney Trains Salaries, wages andallowances moved or allowances Exceptional movements inwages, salaries safety andwellbeing ofouremployees. to theCOVID–19 pandemicandensure the amended to enableSydney Trains to respond Procedures andpractices have alsobeen Transport cluster values andpolicies. policies andprocedures alignwith Sydney Trains humanresource (HR) Personnel policiesandpractices equipped to beassuccessful aspossible. supported through periodsofchangeand employee services, ourpeopleare now better Along withtherequired adjusted policiesand benefits, allowances, pay and conditions. our employees more certainty about their Our Enterprise Agreement (EA)hasgiven proposed structural andotherchanges. that potentially impactstaff, including employees andrelevant unionsonmatters issues. Seniormanagementconsults with informed aboutabroad range oftopics and a variety ofchannelsto ensure they are We communicate withourpeoplethrough Industrial relations policiesand practices Workplace relations andpolicy continuing transformation anddigitalfuture. strategic operational objectives inlinewithour practice andhasthecapabilityto meetour digitally enabled,alignedwithindustry best to ensure ourworkforce iscustomer–focused, frameworks andemployment training programs We continued to review ourcapability for Safety, Environment, QualityandRisk. and changingtheservice delivery model to anIntegrated EngineeringServices model Maintenance, withtheintention ofmoving the business includingEngineeringand we’re working onanumberofreviews across better informed by data andinsights.Currently, functions andensure strategic decisionsare operating modelwas endorsedto consolidate organisation. Anew reporting andanalytics us to mitigate safety riskandcontinue to regulatory requirements. OurSMShelps Management System (SMS)to meetall maintained ourcomprehensive Safety environment for ouremployees. We have We are committed to ensuringasafe work • • • Our key performance areas are: and mentalwellbeing ofallouremployees. both ourenvironmental focus andthephysical to increase safety, reduce riskandimprove Quality andRiskStrategy hasbeendeveloped Our five–year Enterprise Safety, Environment, the publicisintegral to everything we do. The safety ofourpeople, ourcustomers and Reducing ourpeoplesriskofinjury workplace injuriesover thepast seven years. a significantandpositive impactin reducing health andsafety strategies continue to have at 6.6andourproactive andpreventative million hoursworked. OurLTIFR remains steady lost working hoursofat least onefullshiftper staff injuries,physical andmental,leading to rate (LTIFR). This measures thenumberof performance isthelost timeinjuryfrequency Our primemeasure ofworkplace safety and procedures, andSMSassurance. network rules,operator specificguidelines monitor safe work practices, maintainedsafety have continued to develop, implementand improve ouroperating environment. We safety criticalinspections. completed ontimeroutine maintenance reduced operation injuries reduced employee injuries Lost time injury frequency rate (LTIFR)

16

14

12

10 Target: 9.0 Target: 8.2 Target: 7.5 8

6

4 2 7.7 6.8 6.6 0 2017–18 2018–19 2019–20

Key

Actual LTIFR transposed over the target Highligts the difference between actual LTIFR and targe

Safety together: it starts with me allowed us to better engage our people to more effectively manage risks, share good We are committed to every person going home practice and develop built–by–us safety safely at the end of each day or shift and every solutions, while ensuring the controls to customer arriving safely at their destination. keep people safe are known and effective.

Our Enterprise Safety Culture Program We reviewed network rules and procedures and and purpose statement Safety together: it incorporated additional verification tools and starts with me, is driving a greater sense of checklists into our SMS and safety reporting personal responsibility for our own safety, our systems. This supported our people to engage workmates’ safety and the safety of the team. in more targeted safety conversations and to raise risk awareness. We made it easier for We have recruited and embedded a core team workers to report hazards, interventions, near of safety professionals to drive safety culture misses or incidents. This has enabled us to activities across all areas of Sydney Trains. be more proactive in helping prevent serious New communication tools including new incidents, improved reporting timeliness standards for safety critical communications and quality, and encouraged teams to share were developed to deliver consistent safety best practise. Online pathways for information around safety risk topics and to safety training requirements and learning lead conversations and learn from incidents. have also been developed and implemented. Over 1490 safety visits were completed We installed highly visible, train safety access by the executive leadership team. They platforms and edge lines along the platform continue to visit and speak with our people coping and stair treads at Macdonaldtown on the job about the work they do that stabling yards to improve access and safety carries the most risk, and how they keep for employees as they get on and off trains. themselves and their workmates safe. Feasibility studies for the roll out of these platforms have been completed for Blacktown We have actively focused on the critical risks and Waterfall stabling yards. A new improved with the greatest potential to hurt our people. fire warden operation base station platform was New 30/60/90–day critical risk focus plans also installed at Hornsby maintenance centre were built with leaders and teams in work to improve emergency evacuation procedures. locations where the most risk is present. This

Our organisation and people • 63 64 Sydney Trains Annual Report 19–20 improving supportto newly graduated crew. incidents, includingfatigue management and manage thehumanfactors that contribute to upgrades and continuing to review and We are measuringtheeffectiveness ofthe top 30sites where SPAD incidentsoccurred. visibility andraise driver awareness ofthe completed to upgrade andimprove signal (SPAD) incidentsby ourdrivers. Work was reduce thenumberofsignalspassed at danger We have continued to review how we can will alsodeliver greater safety benefits. train andprovide increased warning times systems to alertworkers ofanapproaching relations review. Automated track warning more efficiently are undersafety andindustrial allow track maintenance to beperformed isolation, ‘switching–off’ electricalpower to investigation ofnew methodsofelectrical to access therail corridor dangerzone. The minimise thenumberofpeoplewhohave analytic programs are beingtrialledto drones, virtualreality, LiDAR andadvanced The useofmonitoring technology, including behavioural andprocess improvements. technology solutionsanddrive technical, to work withstaff to identify risks, develop A cross–organisation team hasbeenestablished to safety incidentsintherail corridor. has beenfound to beakey contributor improving preparation andplanningwhich zone. The mainfocus for thishasbeen that enhance worker safety inthedanger culture changeanddeliver project solutions program aimsto drive positive safety The Enterprise Track Workers Safety Sydney Trains. continued to beamajorfocus at alltimesfor The safety ofpeopleinourrail corridors Rail corridor safety a safe way from thetrack at stations. completed upskillinginretrieving items in customer service frontline staff and SafeZone, phoneapplication to all We introduced apersonalduress alarm, mentoring andcoaching that leadto improved modules, standardised communications, processes through dedicated learning We have continued to develop skillsand of competence for protection officers. upskilling andfurtherimprove thevalidation when notusedandthiswillbeto target how safety criticalskillsare lost over time factors study was completed to determine in theoperational environment. Ahuman been successfully transferred to workers safety by validating that learntskillshave the current recertification cycle, improving protection officers have beenintroduced into On–the–job assessments for worksite course willbepiloted in thistraining reform. to over 170 officers andanadditionalthird course have beendeveloped anddelivered a higherstandard, industry–wide training in therail corridor. The first two courses of safe worksites to keep ourworkers safe while Officers, whosesolefunctionis tomanage We employed 110Permanent Protection guards to helpreduce bodystress injury. focus onmobilisation exercises for drivers and An exercise program was alsodeveloped to staff whenthey gohomefrom work eachday. injuries andimproved thequalityoflife for combat lost timedueto musculoskeletal and otherfrontline teams. This hashelped body stresses experienced by drivers, guards clinics to provide earlyphysical intervention for We have introduced four, onsite physiotherapy with eachotherthrough conversation. encouraged ourrailway family to check in of theimportance ofmentalhealthandwe Rail andNational RUOKDay raised awareness reduce theincidence offatigue related risk. manage work flow, improve rostering and accountability for fatigue management,better implemented to simplifyprocesses andincrease A digitalfatigue managementsystem was blood pressure, cholesterol, exercise anddiet. monitor lifestyle healthissues includinghigh health application allowed ourpeopleto Free, confidential health checks andanew Health andlifestyle wellbeing safety qualifications andsafety standards. awareness ofriskandtheneedfor worker New ways of working: helping to keep our people safe during COVID-19

Keeping our people safe during COVID–19

The response to the COVID–19 pandemic rapidly workplaces were kept as safe as possible changed and affected every aspect of our lives with increased cleaning and disinfection in including the way we work. We prioritised the line with NSW Health guidelines. Additional health and wellbeing of our employees while hygiene products, including gloves and hand still delivering an uninterrupted, seamless sanitiser were distributed for the protection service for our customers. We consulted of employees. We talked with employees who regularly with health and safety representatives may be more at risk from contracting COVID–19 and relevant unions to address workplace and enabled those who felt vulnerable to concerns around COVID–19 safety issues. Our reduce that risk by taking leave. The Stay people were encouraged to work remotely if Informed website provided access for our they did not provide frontline services. Work people to critical updates, leaders’ tool kits, practices were changed enabling greater fact sheets, support and our responses as the physical distancing for those who remained COVID–19 situation developed. Our teams in our workplaces. The number of people reviewed and updated response plans daily allowed in train cabs was limited to two at any to ensure we were able to deliver an essential time. Good hygiene and physical distancing service to the community at all times. was actively promoted and supported. Our

Our organisation and people • 65 66 Sydney Trains Annual Report 19–20 Corporate governance Corporate governance • 67 68 Sydney Trains Annual Report 19–20 • • • • • • • • • in key riskareas includingbutnotlimited to: management, control andgovernance processes enhanced andstrengthened ourrisk During thisunprecedented year, we have Investment andPortfolio Committee. Environment Committee andFinance Audit andRiskCommittee, Safety and Committee, supported by anIndependent governing body, Executive Management management committees including aprincipal Sydney Trains hasestablished anumberof key services andlegislative objectives. that alignsfunctionsandoperations to deliver committees andanorganisation structure management team, strategic management is supported by anexecutive leadership Transport Secretary. The ChiefExecutive accordance withany directions ofthe and controlled by theChiefExecutive in The affairs of Sydney Trains are managed workforce andemployment responsibilities. its legislative requirements aswell asits recognises Sydney Trains’ core objectives, Corporate Governance Framework which We continued to maintainandimprove our to allouractivitiesandinternal processes. and ensuringsuchprinciplesare integral and practices ofgoodcorporate governance Sydney Trains iscommitted to theprinciples Governance treasury management. human resources disciplinaryprocess ROC post–implementation Fleet) Metro, Central Station andNew Intercity program delivery ofmajorprojects (Sydney cyber security management third partysupplierandcontract assurance management safety, riskandcontrols continuity management disaster recovery andbusiness information andoperational technology, COVID–19 response pandemic managementand required for any contract notcovered by Contractor Arranged Insurance (CAI) is • • • • • statement ofcover andprovides for: insurance policy isbasedonTMF’s Treasury ManagedFund(TMF).Our TfNSW isamemberagency ofthe projects estimated to cost $10millionormore. NSW (iCare) for allgovernment capitalworks Insurance (PAI) through Insurance andCare corporations, to undertake PrincipalArranged Government agencies,otherthanstate–owned The NSW Treasury requires allNSW Insurance • • • • • • • • assurance andcompliance intheareas of: on prevention, detection, riskmanagement, Management Framework provides guidance Sydney Trains Fraud andCorruption Risk control Fraud andcorruption provide acertificate ofinsurance currency. contractors engagedby Sydney Trains must services provided underthecontract. All and liabilitiesthat could ariseasaresult of protect themselves against potential risks PAI. CAI istaken outby contractors to comprehensive motor vehicle. miscellaneous risks property legal liability workers compensation information andoperational technology. finance project and change people engagement assets, resources and information third partymanagement contract management procurement Audit and risk management

Risk management is a core capability and a key contributor to the success of Sydney Trains. We are committed to implementing proactive risk management strategies to improve our performance, and ensure we meet our objectives safely and efficiently. Our Audit and Risk Committee has responsibility under the Internal Audit and Risk Management Policy for the NSW Public Sector (TPP15–03) to provide independent assistance to the Chief Executive by monitoring, reviewing and providing advice about the agency’s governance processes, risk management and control frameworks, internal and external audits, corruption prevention, and its external accountability obligations.

Our Enterprise Risk Management Framework establishes a consistent approach to identifying, assessing, evaluating and managing risks.

Risk management is integrated into our strategic, business and project planning processes. Risks are proactively identified and appropriate mitigations put in place.

Corporate governance • 69 70 Sydney Trains Annual Report 19–20 Internal Audit and Risk Management Attestation Statement for the 2019–20 Financial Year for Sydney Trains

I, Suzanne Holden, am of the opinion that Sydney Trains has internal audit and risk management processes in operation that are compliant with the eight (8) core requirements set out in the Internal Audit and Risk Management Policy for the NSW Public Sector, specifically:

Core requirements Compliant, non–compliant, or in transition

Risk Management Framework

1.1 The agency head is ultimately responsible and Compliant accountable for risk management in the agency

1.2 A risk management framework that is appropriate to Compliant the agency has been established and maintained and the framework is consistent with AS/NZS ISO 31000:2009

Internal Audit Function

2.1 An internal audit function has been Compliant established and maintained

2.2 The operation of the internal audit function is Compliant consistent with the International Standards for the Professional Practice of Internal Auditing

2.3 The agency has an Internal Audit Charter that is Compliant consistent with the content of the ‘model charter’

Audit and Risk Committee

3.1 An independent Audit and Risk Committee with Compliant appropriate expertise has been established

3.2 The Audit and Risk Committee is an advisory committee Compliant providing assistance to the agency head on the agency’s governance processes, risk management and control frameworks, and its external accountability obligations

3.3 The Audit and Risk Committee has a Charter that is Compliant consistent with the content of the ‘model charter’

Membership

The chair and members of the Sydney Trains Audit and Risk Committee for the FY2019–20 are: • Independent Chair, P. Mayers, 1 October 2018 – 30 September 2021 • Independent Member 1, F. Barr, 1 October 2013 – 30 June 2020 • Independent Member 2, T. Davies, 1 October 2013 – 30 June 2020

Suzanne Holden Acting Chief Executive Sydney Trains

1 October 2020

Corporate governance • 71 72 Sydney Trains Annual Report 19–20 NSW cyber securitypolicy attestation statement

Keeping our people safe: prioritising health Corporate governance • 73 74 Sydney Trains Annual Report 19–20

Appendices Appendices • 75 76 Sydney Trains Annual Report 19–20 Customer complaints by key driver andchannel • • • • • • Complaint–Handling including: Ombudsman’s Commitments to Effective The policy conforms to theNSW Customer Complaints andFeedback Policy. the commitments outlinedintheTransport minimum mandatory requirements to meet Management Standard, whichdefinesthe We have aComplaint andFeedback improve theproducts andservices we offer. the process to guidebusiness decisionsand feedback, usingtheinsightsgenerated from appropriately to ourcustomer complaints and Sydney Trains iscommitted to responding Customer satisfaction Total Timetables Ticketing Access &convenience Cleanliness Environment Comfort Information Safety &security service Staff/Customer Timeliness Key driver complaints processes. ensuring thetransparency of ensuring ourresponses are timely complaints ensuring ouremployees take ownership of customers setting goodcommunication standards with accessibility for makingcomplaints providing clearinformation onand treating complainants withrespect Online 11,404 4354 1408 1358 1010 1277 662 657 516 138 24 channels have seenamarked declinein 131 500–call centre orby mail.Bothofthese channels may lodgefeedback withthe Customers withoutaccess to digital • • • be madeonlineviaseveral channels: suggestions aboutSydney Trains can Complaints, compliments, enquiriesand a regular basisuntilthematter isresolved. customers are kept informed ofprogress on than 20business days to resolve acomplaint, handling process. Ifitislikely to take longer reference andinformation onthecomplaint acknowledgement that includesatracking requires investigation, customers are sentan five business days. Where a complaint We aimto resolve most complaints within 31 per cent on theprevious year. complaints –areduction ofnearly suggestions, andenquiries13,774 Sydney Trains received 6368 compliments, of feedback now lodgedonline. use inrecent years, withover 80per cent Facebook chat. available for bothAndroid andiOS devices apps suchasFeedback2Go andOpalTravel, questions andcomplaints page Transport Info Feedback (transportnsw.info) Other Channels 2370 244 339 635 515 176 137 118 181 24 1 13,774 Total 2043 4598 1458 1001 1873 1128 653 833 162 25 Customer complaint by type and complaint channel

5000 Online

Other Channels 4000

3000

2000

1000

0

Staff/ Comfort Timeliness Ticketing Information Cleanliness Timetables Environment Safety & Security Customer Service Access & Convenience

The last day where Sydney Trains saw daily timeliness. patronage numbers over 1,000,000 customers was 13 March 2020. Up to this date, customer The only key driver to see an increase in complaints were trending downwards by complaint volumes was environment, which rose 22.6 per cent with reductions in all key drivers. by 6.9 per cent, from 936 complaints in 2018–19 to 1001 in 2019–20. Noise pollution accounted Complaints on timeliness and staff/customer for the increase from 638 to 721 complaints in service fell by 28.8 per cent and 10.4 per cent this area, with the steepest increase coinciding respectively, indicating less dissatisfaction with the most stringent period of COVID–19 with these service areas, while information lockdown between March and June 2020. complaints had fallen by 27.7 per cent.

The remaining decrease may be largely Ombudsman enquires accounted for by the drop in patronage We welcome enquires from the NSW experienced during the COVID–19 pandemic Ombudsman as part of our commitment to as large numbers of people have been working continually improve our service. from home rather than travelling by train. In 2019–20, we recorded six enquiries Timeliness remains the largest category from the NSW Ombudsman. This included of complaint, followed by staff/customer referral of customer enquiries and formal service, and safety and security. These three enquiries that were made when assessing key drivers accounted for nearly 62 per a complaint. We worked closely with the cent of all complaints for Sydney Trains. NSW Ombudsman to resolve matters and further improve customer experience. Service reliability remains the biggest priority for our customers. Four out of the top 10 complaint issues were associated with

Appendices • 77 78 Sydney Trains Annual Report 19–20 and Safety Act 2011 prosecutions underthe Sydney Trains incurred noSafeWork NSW a seriousinjuryto anotherperson. There were noincidentsthat involved • • • during theyear. These incidentsinclude: Trains reported 31incidentsto SafeWork NSW of the In accordance withtheprovisions ofsection38 services were provided by TfNSW. Claims managementandreturn to work Workers Compensation Act 1987 worker’s compensation heldunderthe Sydney Trains isalicensed self–insurer for for employees throughout theyear. comprehensive healthandwellness programs Safety Act 2011 our obligation underthe Safety ManagementSystem whichmeets responsibilities are managedthrough our Sydney Trains healthandsafety safety performance Work healthand Ombudsman enquires received by subject Total – 13November 2019 Property issue at Otford at Redfern –2October 2019 Boarding andalightingtrain train –21September 2019 Security onT1Western Line 23 August 2019 Service reliability for Subject a worker. 11 incidentsinvolved seriousinjuriesto self–induced causessuchasdrugoverdose misadventure, healthcondition or four fatalities asaconsequence of consequence ofintention to self–harm 16 fatalities asaconfirmed orlikely Work HealthandSafety Act 2011 (NSW) Inaddition,we provide in2019–20. Work Health Work Healthand (NSW). Number of enquiries

, Sydney 6 3 1 1 1 Work healthandsafety performance in progress asat 30June2020. Sydney Trains hadnomajorworks Major works inprogress costs ($millions) Total claim injuries workplace Compensable million hours) LTIFR (perone or illness related injuries workplace– injury dueto Lost time SafeWork NSW incidents to Notifiable indicator Performance inspections safety Workplace under Act Prosecutions reported Prosecutions 11.95 596 6.8 140 45 2018–19 visits leadership 1516 safety 0 0 10.79 454 6.6 155 31 2019–20 visits leadership 1491 safety 0 0 Research and development

Activity Status Partners and collaborators

Energy Dissipation Resistor (EDR) Replacement Project Ongoing Enotrac Engineering

Sydney trains is evaluating technologies to replace the existing life expired EDRs. The research and evaluation aims at optimising capture of regenerated energy from train braking for reuse in order to reduce maintenance costs and power consumption.

Currently there are two primary technologies that show promise but further research is required to ensure a systems engineering solution with optimal life cycle cost is developed.

Conducting research into broken rails, fracture Ongoing University of mechanics of rails and growth rates of defects in rails. Wollongong

Sydney Trains continued to work with University of Wollongong into research and analysis of broken rail failures on the network. Research into crack growth and fatigue failure continues with computer models and wheel rail interface parameters being developed to simulate fatigue in the Sydney Trains network.

Access to government information

Government Information (Public Access) Act 2009 (GIPA)

Table A: Number of applications by type of applicant and outcome

Type of applicant Access Access Access Info not Info Refuse to Refuse to Application granted granted refused held already deal with confirm/ withdrawn in full in part in full available application deny whether information is held Media 3 4 1 3 0 1 0 0

Members of 0 0 0 0 0 0 0 0 Parliament

Private sector 3 2 1 4 0 1 0 1 business

Not–for–profit 1 0 0 0 0 0 0 0 organisations or community groups

Members of the 13 1 0 5 0 1 0 0 public (application by legal representative)

Members of the 27 6 6 10 1 4 0 15 public (other)

More than one decision can be made in respect to a particular access application. If so, a recording is made in relation to each decision.

Appendices • 79 80 Sydney Trains Annual Report 19–20 Table C:Invalid applications made inrelation to eachsuchdecision. More thanonedecisioncanbemadeinrespect ofaparticular access application. Ifsoarecording is in clause4Scheduleto theAct) abouttheapplicant(thebeing anindividual). *A personalinformation application isanaccess application for personalinformation (asdefined Table B:Numberofapplications by typeofapplication andoutcome requested Type ofinformation Invalid applications that subsequently becamevalid applications Total numberofinvalid applications received Application contravenes restraint order (section 110oftheAct) the agency (section 43oftheAct) Application isfor excluded information of requirements (section 41 oftheAct) Application doesnotcomply withformal Reason for invalidity partly other applications and information personal that are partly applications Access applications) information personal (other than applications Access applications information Personal * granted Access Access in full 20 15 12 granted Access Access in part 9 2 2 refused Access Access in full 0 4 4 Info not held 15 4 3 available already Info 0 0 1 application Refuse to deal with 0 6 1 Number ofapplications deny whether information Refuse to confirm / is held 0 0 0 19 19 11 0 0 Application withdrawn 11 4 1 Table D: Conclusive presumptions of overriding public interest against disclosures: matters listed in Schedule 1 of the Act

Consideration category/type Number of times consideration used

Overriding secrecy laws 0

Cabinet information 1

Executive Council information 0

Contempt 0

Legal professional privilege 2

Excluded information 0

Documents affecting law enforcement and public safety 0

Transport safety 0

Adoption 0

Care and protection of children 0

Ministerial code of conduct 0

Aboriginal and environmental heritage 0

Information about complaints to Judicial Commission 0

Information about authorised transactions under Electricity 0 Network Assets (Authorised Transactions) Act 2015

Information about authorised transaction under Land and 0 Property Information NSW (Authorised Transaction) Act 2016

More than one public interest consideration may apply in relation to a particular access application and, if so, each consideration is to be recorded (but only once per application).

Table E: Other public interest consideration against disclosure: matters listed in table to section 14 of the Act

Consideration category/type Number of occasions when application was not successful

Responsible and effective government 6

Law enforcement and security 1

Individual rights, judicial processes and natural justice 17

Business interests of agencies and other persons 1

Environment, culture, economy and general matters 0

Secrecy provisions 0

Exempt documents under interstate 0 Freedom of Information legislation

More than one public interest consideration may apply in relation to a particular access application and, if so, each consideration is to be recorded (but only once per application)

Appendices • 81 82 Sydney Trains Annual Report 19–20 (by typeoftransfer) Table I:Applications transferred to otheragenciesunderDivision2ofPart 4oftheAct recommendation to vary orupholdtheoriginaldecisionhasbeenmade. recommendations to theoriginaldecisionmaker. The data inthiscaseindicates that a The Information Commissioner doesnothave theauthorityto vary decisions,butcanmade and outcome) Table G:Numberofapplications reviewed underPart 5oftheAct (by typeorreview Table H:Applications for review underPart 5oftheAct (by typeofapplicant) Table F:Timeliness Applicant–initiated transfer Agency–initiated transfer of access application relates (see section54oftheAct) Applications by personsto whominformation onthesubject Applications by access applicants Total Review by NCAT of Act under section 93 recommendation following Internal review Commissioner Review by Information Internal review Total Not decidedwithintime(deemed refusal) Decided after 35 days (by agreement withapplicant) (20 days plusany extensions) Decided withinthestatutory timeframes Decisions varied 0 0 2 1 1 Decisions upheld 0 0 5 2 1 Number ofapplications Number ofapplications Number ofapplications transferred for review 84 93 0 0 0 5 9 1 Total 0 5 2 2 1 Overseas travel

All overseas travel activities are conducted in an ethical and transparent manner and comply with the values, principles and articles in the Code of Ethics and Conduct for NSW Government sector employees and the NSW Procurement Policy Framework.

Sydney Trains had four officers undertake international travel during the year. The travel facilitated a range of business initiatives.

Officer title Travel period Destination Purpose of travel

Environment 13 Sept to 22 Sept Belgium To attend the Specialist, Noise 13th International Workshop on Railway Noise

Executive Director 23 Sept to 29 Sept Spain To attend the Engineering and Nova Phase 22 Maintenance Management meeting

Associate Director 19 Oct to 28 Oct UK To meet underwriters Financial Accounting for the placement of Management the annual liability Group Rail and property insurance renewal.

Executive Director 12 Nov to 16 Nov UK To attend the Planning and International Portfolio Delivery Suburban Rail Benchmarking Group Management meeting.

Legal Key legislation includes: • Anti–Discrimination Act 1977 • Building and Construction Industry Security Transport Administration Act 1988 of Payment Act 1999 Sydney Trains is a NSW Government • Civil Liability Act 2002 agency constituted under the Transport • Competition and Consumer Act 2010 (Cth) Administration Act 1988 (NSW). The Act states the common objectives and service delivery • Contaminated Land Management Act 1997 priorities of public transport agencies. • Disability Discrimination Act 1992 (Cth)

Sydney Trains is subject to a wide range of • Electricity Supply Act 1995 agency specific legislation across transport and • Environmental Planning and Assessment passenger operations; as well as complying Act 1979 with whole–of–government legislation, • Fair Work Act 2009 (Cth) which governs the operations of agencies. • Government Information (Public Access) Act 2009 • Government Sector Employment Act 2013 • Government Sector Finance Act 2018 • Heritage Act 1977 • Independent Commission Against Corruption Act 1988

Appendices • 83 84 Sydney Trains Annual Report 19–20 For theperiod1July2019 to 30June2020 on Sydney Trains Changes inactsandsubordinate legislation whichimposeheadlineobligations • • • • • • • • • 23 June2020 Treasury Laws Amendment(2018 Measures No. 4)Act 2019 April 2020 Treasury Laws Amendment(Combating IllegalPhoenixing)Act 2020 1 July2019 Treasury Laws Amendment (EnhancingWhistleblower Protections) Act 2019 Commonwealth Work HealthandSafety Amendment (Review) Act 2020 2020 (NSW) 26June2020 –Published (commenced on1July2020) Rail Safety National Law National Regulations (Fees andOtherMeasures) Variation Regulations (NSW) –Commenced on13March 2020 Rail Safety (Adoption ofNational Law) Amendment(DrugandAlcohol Testing) Regulation 2020 (NSW) –Commenced on2December 2019 Rail Safety National Law National Regulations (Application ofLaw) Variation Regulations 2019 Commenced on1July2019 Rail Safety National Law National Regulations (Fees) Variation Regulations 2019 (NSW) – on 1July2019 Rail Safety National Law National Regulations Variation Regulations 2019 (NSW) –Commenced on 1July2019 SafetyRail National Law (SouthAustralia) (Miscellaneous) AmendmentAct 2019 Landlord andTenant Act 1899 Government Sector Finance Act 2018 Commenced on21October 2019 Building andConstruction Industry Securityof Payment AmendmentAct 2018 New SouthWales includingappliedActs andRegulations Act 1992 Independent PricingandRegulatory Tribunal Act 1997 Protection of theEnvironment Operations Act 1998 Privacy andPersonal Information Protection FinancePublic andAudit Act 1983 Regulations 2017 Passenger Transport (General) Testing) Regulation 2020 Passenger Transport (DrugsandAlcohol Passenger Transport Act 1990 Ombudsman Act 1974 Industrial Relations Act 1996 (NSW) –Repealed on28June2020 (NSW) –Furtherprovisions commenced on1July2019 • • • • • • • • • Workplace Surveillance Act 2005 Compensation Act 1998 Workplace InjuryManagementandWorkers Workers Compensation Act 1987 Work HealthandSafety Act 2011 Transport Administration Act 1988 State Records Act 1998 Retail Leases Act 1994 SafetyRail National Law (NSW) Act 2012 SafetyRail (Adoption of National Law) (NSW) –commenced on10June2020 (Cth) –Further part-commenced on (Cth) –Commenced on1 (Cth) –Commenced (NSW) – – Commenced Significant judicial decisions affecting Privacy Act 2002 (HRIP Act) Sydney Trains’ the agency or users of its services current Privacy Management Plan, published on Sydney Trains’ website in August 2016, National Rail Safety Regulator v includes information about the development Sydney Trains [2019] NSWDC 453 of policies and practices to ensure compliance by Sydney Trains with the requirements of the This was a criminal law case against Sydney PPIP Act and the HRIP Act. This includes the Trains in relation to the Work Charge communication of those policies and practices (2018/183611) and the Preparation Charge to customers and employees of Sydney Trains, (2018/183633) that arose from a significant the procedures that Sydney Trains adopts in workplace incident in 2016. Sydney Trains relation to internal reviews under Part 5 of the pleaded guilty and was convicted under PPIP Act, and such other matters considered the Rail Safety National Law and ordered relevant in relation to privacy and the protection to pay fines in excess of $500,000. of personal information held by Sydney Trains.

Questions, compliments or complaints about the management of personal and health information should be initially directed to the Privacy and Personal Privacy Officer at Transport for NSW who will Information Protection direct the inquiry to the relevant agency. The Act 1998 privacy officer can be contacted as follows: The Privacy Officer Transport for NSW PO Box K659, Haymarket NSW 1240 Phone: 02 8202 Sydney Trains holds the following personal 3768 Email: [email protected] and health information about its customers: • personal and health information about Privacy Reviews customers who have been involved in incidents, such as falls on Sydney Trains’ During 2019-20, Sydney Trains did not receive property – the information is collected from any internal reviews of conduct relating to the customers to assist them during and after use, access or release of personal information. incidents • personal information about customers who have witnessed incidents on Sydney Trains’ property and provided their details to Sydney Trains • personal information about customers who have lost property on Sydney Trains’ fleet and other railway land • personal information about customers who provide feedback via the customer feedback line: 131 500 • personal information about customers who have been infringed for offences such as fair evasion.

Sydney Trains, along with the other agencies in the Transport cluster, has been working towards creating greater consistency in the management of personal information to achieve the best possible results for members of the public. This work is evidenced in the development of privacy management plans for each transport agency. The plans are designed to provide the highest standard of information regarding compliance with the information protection and health records principles in the Privacy and Personal Information Protection Act 1998 (PPIP Act) and the Health Records and Information

Appendices • 85 86 Sydney Trains Annual Report 19–20 disclosures Public interest Total numberof PIDfinalised interest contraventions Local government pecuniary contraventions Government information local government money waste ofpublicmoney or Serious andsubstantial Maladministration Corrupt conduct by category Number ofPIDreceived Total numberof PIDreceived All otherPID or otherlegalobligation are madeunderastatutory PID notcovered by above that to–day functions in performing theirday– PID madeby publicofficials by Sydney Trains Number ofPIDreceived to Sydney Trains Interest Disclosure (PID) who have madeaPublic Number ofpublicofficials Information requested Number 19 10 18 16 18 15 0 0 0 8 1 1 Grants to non–government community organisations

Sydney Trains did not pay any grants to non–government community organisations in the current year.

Payments to consultants

Consultant Category Project Costs ($)

KPMG Organisational review Develop strategic business 2,358,304 plans including proposed operating model options

Third Horizon Organisational review Review of enterprise 496,100 Consulting Pty Ltd reporting processes

KPMG Organisational review Development of logistics and 471,770 supply chain concept strategy

Deloitte Training Executive team leadership 322,071 development

Davidson Recruitment Management services Business continuity planning 287,707 Pty Ltd

EPS Eclat People Training Executive coaching 123,150 Solutions Pty Ltd

Bronici Consulting Training Assessment and development 96,762 Pty Ltd of training requirements and materials

Total contracts of $50,000 or more (7 contracts) 4,155,864

Total contracts of less than $50,000 (2 contracts) 54,078

Total expenditure for 2019–20 4,209,942

Appendices • 87 88 Sydney Trains Annual Report 19–20 Sydney Trains paidoneinterest payment of$28,700 inthecurrent financial year. Accounts paidontimewithineachquarter: Outstanding invoices by ageat theendofeachquarter: Payment ofaccounts on time(based$) Actual %accounts paid paid ontime $ amountofaccounts due for payment $ amountofaccounts paid ontime Actual %accounts paid ontime Number ofaccounts due for payment Number ofaccounts Small business suppliers on time(based$) Actual %accounts paid paid ontime $ amountofaccounts due for payment $ amountofaccounts paid ontime Actual %accounts paid ontime Number ofaccounts due for payment Number ofaccounts Suppliers Measure Jun–20 Mar–20 Dec–19 Sept–19 Small business suppliers Jun–20 Mar–20 Dec–19 Sept–19 Suppliers Quarter Current (i.e. within due 115.60 date) 115.87 55.54 63.63 0.48 0.26 0.75 $M 0.11

$767.70m $776.10m Sept–19 $9.60m $9.52m Less than 36,753 37,363 overdue 95.43 98.92 98.37 30 days 99.16 606 635 20.68 10.87 0.03 6.62 7.34 0.10 0.13 $M –

$622.53m $628.12m and 60days Between 30 Dec–19 $6.86m $6.93m 26,009 26,398 99.00 98.53 99.16 99.11 overdue 588 593 0.54 0.24 0.13 $M

– – – – –

and 90days Between 60 $507.85m $501.75m Mar–20 $4.17m $4.17m overdue 19,485 19,983 98.80 99.75 97.51 402 100 401 0.04 0.20 0.32 $M – – – – -

More than $680.32m $683.63m overdue 90 days Jun–20 $7.36m $7.36m 31,414 31,812 99.52 98.75 0.04 0.08 0.03 0.39 550 550 100 100 $M – – – –

Environmental Implementation of compliance price determination

During the reporting period, Sydney Trains did The NSW Government increased fares by not receive any penalty infringement notices, 1.9 per cent in line with the cost of living formal warning letters, clean–up or prevention with a $50 weekly Opal cap introduced from notices from the NSW Environment Protection 24 June 2019. The previous Independent Agency (EPA) for its Network Operations (EPL Pricing and Regulatory Tribunal (IPART) 12208), the Chullora Ballast Recycling Centre fare determination limits the average (EPL 7515) or the Bombo Quarry (EPL 79). adult fare increase to up to 4.2 per cent per annum (including inflation).

In February 2020, IPART recommended a fare increase on average of 5 per cent per Insurance management annum over the next four years commencing July 2020. The NSW Government has elected not to adopt the IPART recommendations, Sydney Trains has a comprehensive, instead implementing temporary discounts tailored insurance program in place as for off–peak travel to help manage social part of our risk management strategy. Our distancing measures as a result of COVID–19. insurance program is reviewed annually in consultation with our appointed insurance brokers to protect against insurable risks. These risks could affect: Annual report • our operations production costs • our legal liabilities to third parties • existing assets and those under construction. Sydney Trains Annual Report 2019–20. We transfer insurable risks by purchasing The estimated production cost including insurance through the commercial layout, design, proofreading and supply insurance market with established high res PDF and web accessible PDF. and financially stable insurers. Total: $6710.00 Investment management

The interest earned during the year was 0.80 per cent on funds held in the Westpac Treasury Banking system. This was below the benchmark cash investment rate of 1.14 per cent. Sydney Trains is mandated to hold surplus cash in the Westpac Treasury Banking system.

Appendices • 89 90 Sydney Trains Annual Report 19–20 Abbreviations and acronyms Abbreviations and acronyms • 91 92 Sydney Trains Annual Report 19–20 Abbreviations, acronyms anddefinitions WiSE TfNSW STEMC SP&I SPAD SPACE SMS ROC RFS RAP PMES PID OSI NRW NAIDOC MTS LTIFR LiDAR LED IVR FSSC ENABLED EAM EA CIFR COVID-19 CCTV CBD ATP ANZAC AFILS Acronyms Safety ManagementSystem Rail Operations Centre Rural Fire Service Reconciliation Action Plan People Matter Employee EngagementSurvey InterestPublic Disclosure Operational Safety Index National Reconciliation Week National AboriginesandIslandersDay ofObservation Committee Lost Time Injury Frequency Rate Light Detection andRanging Light EmittingDiode Interactive Voice Response Financial Sustainability Steering Committee Enhancing AbilitiesandLeveraging Diversity Enterprise Asset Management Enterprise Agreement Customer InjuryFrequency Rate Coronavirus disease Closed Circuit Television Central Business District Automatic Train Protection Australia &New Zealand Army Corp Audio Frequency InductionLoop System Women inSTEMC Employment Transport for New SouthWales Science, Technology, EngineeringandConstruction Strategy Portfolio andInvestment Signals Passed At Danger Safety PrideAccountability Collaboration Excellence Definitions

Greater Sydney The five districts defined by the Greater Sydney Commission are:

Eastern Bayside, Burwood, Canada Bay, Inner West, Randwick, Strathfield, the City of Sydney, Waverley, Woollahra

Northern Hornsby, Hunters Hill, Ku–ring–gai, Lane Cove, , Mosman, North Sydney, Ryde, Willoughby

Southern Canterbury–Bankstown, Georges River, Sutherland

Western Blue Mountains, Penrith, Hawkesbury, Camden, Campbelltown, Fairfield, Liverpool, Wollondilly

Central River City Blacktown, Cumberland, Parramatta, The Hills

Intercity Trains The train network operated by NSW Trains under the brand NSW TrainLink. It includes Blue Mountains, Central Coast and Newcastle, Hunter, South Coast and Southern Highlands Lines

Light Rail Lower capacity urban rail system, based on upgraded tramway technology. Light rail shares the road network and some pedestrian areas. Symbolised on way‑finding signs and maps by a capital L. Contracted to private operator Transdev Sydney.

Multi-modal A journey using more than one form of transport, eg train and light rail

NSW TrainLink The train service that operates outside of the Sydney Trains network. It includes trains and coaches.

Platform screen doors Used at some metro stations to screen the track from the platform. The platform screen doors line up and open simultaneously with the metro train doors.

Rail network or rail The rail infrastructure including tracks, sleepers, signals, stations and wires. May also be referred to as heavy rail.

SPACE behaviours The values Sydney Trains staff share and are at the core of everything we do.

Sydney Metro A fully–automated rail network system that operates separately to Sydney Trains. It is physically separated from main line and suburban railways. Sydney Metro does interface with both Sydney Trains and other transport modes e.g. buses. It is symbolised on way‑finding signs and maps by a capital M. Contracted to private operator Metro Trains Sydney (MTS)

Transport for New All transport agencies, including Sydney Trains and NSW TrainLink, are South Wales coordinated by TfNSW In the past, this department has been referred to as TNSW (Transport NSW), DoT (Department of Transport), MoT (Ministry of Transport) and NSWTI (NSW Transport and Infrastructure).

Abbreviations and acronyms • 93 Sydney Trains

PO BOX K349 Haymarket NSW 1238 www.transport.nsw.gov.au

© 2020

Users are welcome to copy, reproduce and distribute the information contained in this report for non–commercial purposes only, provided acknowledgement is given to Sydney Trains as the source.

ISBN 978-1-63684-435-0