Corporate Plan Sydney Trains - Transport for NSW
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Sydney Trains Corporate Plan 2020/21
Contents
Chief Executive’s message 5
Sydney Trains facts 6
Our network 8
Transport for NSW 10
Future Transport Strategy 2056 16
10 Year Blueprint 16
Working together with Transport for NSW 17
Legislative context 17
Our Plan 19
Priorities and commitments 20
Customer at the centre 23
Operational excellence every day 24
Sustainability is our future 25
Our commitment to people at the heart and safety at our core 29
2 Sydney Trains Corporate Plan 2020/21
Sydney Trains Corporate Plan 2020/21 3
Chief Executive’s message
“Our commitment is to deliver to
your expectations”
4 Sydney Trains Corporate Plan 2020/21
The plan for the next year is based on
three priorities – customer at the centre,
operational excellence every day and
sustainability is our future. These priorities
have been put in place to shape our future
planning in a way that will help realise
TfNSW’s Future Transport 2056 strategy. In
the near term, they will enable us to support
the outcomes, ambitions and strategic
priorities of the TfNSW 10 Year Blueprint.
They will be supported by our commitment
to people at the heart and safety at our core.
This takes place against a background
of budgetary constraints and capacity
challenges: Sydney Trains carries more
passengers than Australia’s other four
major urban rail operators combined. Pre-
COVID-19, we were expecting to exceed
500 million passenger journeys annually
within five years. This unparalleled growth
has been paused, and future trends are
Our Corporate Plan 2020-2021 provides the unclear, but we need to be prepared to
strategic context for the initiatives we will bounce back and play our part in increasing
undertake over the coming year, enabling the market share of public transport in
us to continue offering world class public Sydney. We also need to be prepared to
transport and enabling provision of freight meet and manage uncertainty and the
and third party services while ensuring challenges of change, as we have done in
we’re fit for the future. 2020.
Sydney Trains is at the hub of Australia’s I am confident that the steps outlined here
largest public transport system, and we will enable us to address these challenges
play a vital role in providing seamless and keep Sydney moving for the benefit of
memorable journeys for our customers, Greater Sydney and NSW this year, and for
shaping successful places across Greater many years to come.
Sydney and supporting a strong economy
and quality of life for our community. I look forward to working with everyone at
Sydney Trains as well as our partners and
This plan sets how we will build on the stakeholders to achieve this.
successes of 2019-2020 to support this role.
Highlights of the previous year included
co-locating the final teams to the new Rail
Operations Centre, giving us additional Suzanne Holden
capacity to improve network operations Acting Chief Executive
and incident response. We also collaborated Sydney Trains
closely with third party operators towards
integration of the Metro at Central Station
and Sydenham, and we took the first steps
towards becoming a digital railway. Our
customer satisfaction rating remained high
at 90 per cent and we exceeded our target
of 92 percent of customers on time within
five minutes.
Sydney Trains Corporate Plan 2020/21 5Sydney Trains facts
293 MI
ANNUAL PA
1.3 MIL. #
46,000 3,200
PASSENGER JOURNEYS TIMETABLED STOPS TIMETABLED SERVICES CU
Per Weekday Per Weekday Per Weekday
1000+ NUMBE
EIGHT-
11K 169 2,216 1,603km 921km
Workforce Stations Fleet Track maintained Electrified Tra
(budgeted positions) (incl. 4 on Airport Line) Electric & diesel cars (incl.NSW TrainLink) (Sydney Metro area o
(incl. 574 NSW TrainLink)
6 Sydney Trains Corporate Plan 2020/21*327+ million including NSW TrainLink patronage
Figure for 12 months to June 2020
#
Note passengers per weekday is pre-COVID-19
LLION *
ATRONAGE
56% 66% 38%
USTOMERS TRAVEL CUSTOMERS TRAVEL CUSTOMERS AGED
to and from work at least 4 days per week between 25-39 years
ER OF PASSENGERS ONE
-CAR TRAIN CAN CARRY
10K+ 1,536km 3.2B $39B
ack CCTV Overhead wiring Total cost of Assets under
only) Cameras maintained Maintained
(incl. NSW TrainLink) Operations Management
Sydney Trains Corporate Plan 2020/21 7Our network
Sydney Trains is the suburban passenger central underground core that covers 921 km
rail network servicing Greater Sydney, New of electrified track and serves 169 stations
South Wales, Australia. The network is a over eight lines.
hybrid urban-suburban rail system with a
Sydney rail network
Metro Trains
North Shore
Berowra
Mount Kuring-gai
To Central Coast &
Mount Colah
Newcastle Line
Richmond Richmond Asquith
Richmond
Northern T9 Hornsby
East Richmond
Normanhurst Waitara
Clarendon Wahroonga
Thornleigh
Warrawee
Windsor
Pennant Hills Turramurra
nd
Mulgrave Pymble
ou
g
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k
Gordon
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ow
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ll
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Cheltenham Killara
us
lla
lla
lly
er
st
lls
No
Ro
Ch
Ke
Be
Ca
Hi
Riverstone Gordon T9
Ta
Lindfield
Schofields Epping Roseville
Tallawong Chatswood
Quakers Hill Eastwood Artarmon
iv arie
de
rk
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sit
Pa
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Un qu
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Marayong St Leonards
ie
h
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M
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ac
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Crows Nest Waverton
sw
West Ryde
at
To Blue Western North Sydney
Ch
Mountains Line
Victoria Cross
Meadowbank Circular
n
Milsons Point
io
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Quay
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on ill
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Se kto
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Pl
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Rhodes
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ea
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Olympic Park
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Sydenham
em
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Fairfield
Regents Park Hurlstone Park Tempe Domestic Airport
Canterbury
Station Access Fee applies
T8 Airport
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ric ll
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ic
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Bexley North
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Carlton
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on
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Leumeah Cronulla
Loftus
Campbelltown Engadine
Macarthur Heathcote
South T8 Illawarra Waterfall
To Southern Highlands Line To South Coast Line
e
lin
d ge
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te ng
En han
of
In ha
rc
NORTH
c
er
op
t
In
St
Metro North West Line North Shore Inner West Bankstown Line Eastern Suburbs
Chatswood & Western Line & Leppington Line Liverpool & Illawarra Line
Tallawong North Shore Inner West Lidcombe Eastern Suburbs
Western Leppington City Illawarra Line under construction
Richmond City Cronulla
Check timetables and trip planners
for train services and connections
Cumberland Line Olympic Park Line Airport & South Line Northern Line
Leppington
Richmond
Olympic Park
Lidcombe
T8 Airport
South
T9 Northern
Gordon Visit transportnsw.info
City
Copyright © 2019 Transport for NSW 1909TMS-P-COR-A3P
8 Sydney Trains Corporate Plan 2020/21Sydney Trains Corporate Plan 2020/21 9
Transport for NSW Sydney Trains Corporate Plan 2020/21
Sydney Trains Corporate Plan 2020/21
ing custom
Building M
ov e
rs
on our
165 year
history
M
ov
in g train s
12 Sydney Trains Corporate Plan 2020/21NSW has
a vision
M
ith
Co
or
e
hig custo ers w
ns
nn
her m io
expectat tin
ec
g
ou
r cu
stomers’ whole lives
Sydney Trains Corporate Plan 2020/21 13Sydney Trains is
committed to the delivery
of the NSW Government’s
priorities for transport.
These have been outlined
in the Premier’s Priorities
and have been further
detailed by TfNSW in
partnership with all peer
transport operators.
14 Sydney Trains Corporate Plan 2020/21To deliver this Transport for NSW
has a plan
Transport for NSW is the lead agency of the Transport for NSW’s purpose is to make
NSW Transport cluster. Its role is to lead the New South Wales a better place to live,
development of a safe, efficient, integrated work and visit.
transport system.
Better
customer and community outcomes
40 year vision and strategy Future Transport 2056
10 year focus 10 Year Blueprint
Business plans
Aligned plans
(for divisions, agencies and teams, Outcome Business Plan)
Evolving Transport
A customer centred program of change
Transformation program
Operate and
Be smarter with Focus on our
work differently
taxpayers’ money people
together
Everyday delivery Core business
How we use things around here Our values and 5 ways of leading
Sydney Trains Corporate Plan 2020/21 15Future Transport Strategy 2056
Future Transport 2056 provides us with an
overarching vision.
Our mandate is to support the economic
development of the State, working to deliver
the NSW Government’s vision of integrated,
THE FUTURE OF TRANSPORT IN NSW
connected and liveable cities.
THE FUTURE OF TRANSPORT IN NSW
THE FUTURE OF TRANSPORT IN NSW
1. Customer focused
Customer experiences are
1. Customer focused THE FUTURE 2.OF TRANSPORT places IN NSW
seamless, interactive and
Successful
personalised, supported 3. A strong economy
by technology and data THE FUTURE OF TRANSPORT IN NSW
2. Successful
6. Sustainable
places The transport system
The liveability, is economically and
amenity and environmentally
economic success sustainable, affordable
of communities and
1. Customer focused 2. Successful places
for customers and
3. A strong economy
THE FUTURE OF TRANSPORT IN NSW 1. Customer focused 2.
supports emissions
Successful places reductions 3. A strong economy
The future
of transport
1. Customer focused 2. Successful places in NSW3. A strong economy
4. Safety and performance 5. Accessible Services 6. Sustainability 2. Successful
1. Customer focused 5. Accessible
places 3. A strong economy
economy services
The transport system Transport enables
powers NSW’s future everyone to get
$1.3 trillion economy the most out of life,
and enables wherever they live and
economic activity whatever their age,
across the state ability or personal
circumstances
Customer focused 2. Successful places 4. Safety and performance
3. A strong economy 5. Accessible Services 6. Sustainability
4. Safety and performance 4. Safety and
5. Accessible performance
Services 6. Sustainability
Every customer enjoys safe travel across
a high performing, efficient network
4. Safety and performance 5. Accessible Services 6. Sustainability
4. Safety and performance 5. Accessible Services 6. Sustainability
Future Transport’s six state-wide outcomes
Future Transport’s six state-wide outcomes
10 Year Blueprint
Safety and performance 5. Accessible Services 6. Sustainability
Connecting to the future outlines the near term to move us towards our long term
strategic direction of Transport. It sets out vision outlined in Future Transport 2056.
where we need to focus our efforts in the
16 Sydney Trains Corporate Plan 2020/21We work together with Transport
for NSW
Statutory obligation Premier’s priorities
Sydney Trains is a NSW Government In addition to the Transport outcomes, all
agency constituted under the Transport NSW public sector agencies contribute to
Administration Act (TAA) 1988. Sydney Trains the Premier’s Priority of a world class public
operates under a Rail Services Contract service.
with TfNSW in line with the Statement of
Expectations issued by TfNSW. The Premier has set social priorities for
the Government to measure and deliver
As a public transport operating agency, we in areas that need improvement. Sydney
share the common objectives stipulated in Trains continues to support best-practice
the TAA, reinforcing that the customer is at productivity, digital capability and drive
the centre of everything we do. diversity within the organisation in line with
the priorities set by the Premier.
Sydney Trains provides rail services in its
capacity as operator and maintainer under The Transport cluster operates in a newly
the Rail Services Contract with TfNSW. In integrated structure and environment. The
doing so, it must meet the requirements of operating model is organised around the
the Act. The principal objective of Sydney customer, better supporting integrated
Trains under the Act is to: Deliver safe, service delivery and giving greater focus
reliable, effective and efficient railway to the different transport needs of Greater
passenger and network access services Sydney and regional NSW.
(freight and third party passenger services)
in a financially responsible manner.
Transport for NSW operating model
Minister for Transport and Roads Minister for Regional Transport and Roads
Secretary of Transport Office of the Secretary
Customer Strategy Greater Sydney Regional and Outer P2P Connection
and Technology Metropolitan
Port Authority
Sydney Trains NSW Trainlink
Sydney Metro OTSI
State Transit Authority
RailCorp
Infrastructure and Place
An integrated model
Safety, Environment and Regulation focused on urban and
regional customers and the
communities where people
Corporate Services live and work
People and Culture
Sydney Trains Corporate Plan 2020/21 17Greater Sydney’s accountabilities are: Sydney Trains supports these by:
›› Integrated transport services for Greater ›› Operating passenger services
Sydney customers and communities ›› Maintaining the Sydney rail network
›› Customer, stakeholder and community ›› Managing fleet maintenance
engagement: Be the face of transport and
engage with customers, stakeholders and ›› Providing access to the network to
community around integrated transport freight operators and third party
choices passenger operators
›› Plan, build, maintain and operate the ›› Controlling services on the network
Greater Sydney transport network
›› Procuring and managing service assets
›› Working together: Work in partnership
with other transport divisions and across
government on strategy, planning,
delivery and operations
18 Sydney Trains Corporate Plan 2020/21And we have a plan aligned to
Transport for NSW
Our mission is to keep Sydney moving by delivering safe, clean, reliable,
customer-focused and efficient rail services
PRIORITIES
Operational
excellence Customer at Sustainability
every day the centre is our future
Operational excellence The customer continually Sustainability ensures
centres on the considered pervades our thinking our longevity so we
and thoughtful planning from planning to delivery – can continue to provide
of accessible, seamless, putting the customer first is increased services to
informed and safe journeys part of our DNA. customers across the
for our customers every day. network as the population
of NSW expands
exponentially.
COMMITMENTS
Safety at People at
our core the heart
We are committed to every The best attribute of
employee going home any organisation is high
safely at the end of each performing teams. We aim to
shift and every customer attract newcomers and keep
arriving safely at their people engaged and proud to
destination. be working for Sydney Trains.
Transport for NSW: Connecting the future
Connecting our Strong economy and Thriving people doing
Sydney Trains: Fit for the Future customers’ whole lives
Succesful places
quality of life meaningful work
Priorities
Operational excellence every day
Customer at the centre
Sustainability is our future
Commitments
Safety at our core
People at the heart
Sydney Trains Corporate Plan 2020/21 19Priorities and commitments Sydney Trains Corporate Plan 2020/21
Sydney Trains Corporate Plan 2020/21
Focused on getting
customers where they
need to go and providing
a safe, positive experience
through collaboration with
other areas of Greater
Sydney and TfNSW to
improve our customers’
end to end journey
experience.
22 Sydney Trains Corporate Plan 2020/21Customer at the centre
Public transport is the focus of the 30 minute We will utilise our information and incident
city as it is the only way large numbers of management systems at our Rail Operations
people can access major centres efficiently Centre and adopt best practice for ways of
and reliably, particularly as the number of working to minimise the impact of incidents
trips on the network increases. To achieve on customers.
the delivery of a 30 minute city, public
transport will need to take a greater role Our customers will experience improvements
in moving people around Sydney. TfNSW’s in punctuality as we respond promptly to
goal is to achieve this through investment in service disruptions and recover to operating
mass transit, improving service frequencies, to timetable.
prioritising public transport around centres
and improving walking and road base Sydney Trains will also enhance the flow of
connections to public transport and centres. real-time information to customers about
services during the day of operations.
Sydney Trains puts the customer at the
centre of everything we do. We are driven We will continue to work with TfNSW to
to deliver the best possible experiences and deliver more services for our customers
outcomes for our customers. We will actively and to align bus, train, ferry and light rail
engage our customers early and often to services to improve connectivity, work with
understand their needs and expectations. NSW TrainLink to deliver ongoing reliability
for intercity and regional customers, and
Our customers are people who use the build on our expertise to deliver operational
Sydney Trains network and services. We aim excellence across the Sydney Trains network.
to deliver the improvements in our services
that customers expect, while meeting the
growing levels of patronage year-on-year.
Our program of works during the year will
focus on reducing customer delay, making
our trains more reliable, reducing journey
times, and keeping abreast of changing
customer needs.
Key Deliverable Measuring Success
Customer Service Strategy Customer Satisfaction 90%
Customer Information Lost customer minutes
Increasing Network Capacity
›› Digital Systems
›› More Trains More Services
›› Sydney Metro
›› Sydney Growth Trains (Fleet)
Sydney Trains Corporate Plan 2020/21 23Operational excellence
every day
Through operational excellence we will Our operations will change as Sydney’s
manage our business and operational population grows – it’s predicted NSW will
processes systematically and invest in have more than 12 million residents by 2056.
developing the right culture. Our focus is on
driving our processes to consistently produce
customer-centric and sustainable outcomes,
delivering services that are reliable and
integrated with third-party operators such as
Sydney Metro and Light Rail and providing
effective paths for freight.
Key Deliverable Measuring Success
Rail Operations Centre Ways of Working Timetable delivery
Asset Performance & Reliability Program Peak (Service) Punctuality
Planning Technology – Enterprise Workforce
Management & Timetable Solution
IT Resilience & Cyber
Technology - Enabled Workforce
24 Sydney Trains Corporate Plan 2020/21Sustainability
is our future
Sydney Trains operates train services, Sydney Trains recognises the need to make
manages stations and crewing, undertakes well considered fiscal decisions given the
the maintenance of metropolitan rail responsibilities we have to the citizens
infrastructure, Sydney Trains and NSW Trains of NSW. We will adhere to the Transport
rolling stock and stations and delivers new for NSW six principles for financial
assets. Our rail network is the backbone of sustainability and have a strong focus on
the city’s public transport system, which financial responsibility.
connects the city’s skilled workforce with
high value employment land located
throughout the Global Economic Corridor.
Our financial stewardship with $39 billion
of assets under management and circa $3.2
billion in annual operating costs, we continue
to invest wisely on behalf of the people of
New South Wales, with whom we have a
collaborative relationship, providing the best
passenger and freight transport solutions
that serve a wide range of social and
economic outcomes.
Six principles for financial sustainability
Make Prioritise Be more Focus Smart Measure
the most of what we commercial effort in the financial benefits
our funds spend and right areas decisions
invest in
Reduce costs and Prioritise spend Be more Be more efficient Make sensible Ensure benefits
leverage assets and make commercial by and free up financial realisation
to generate investment better managing resources decisions approaches are in
revenue and choices that our costs and to focus on that focus on place to capture
funds to invest in will realise performance customer and value, justify the impact
driving customer efficiencies, and by making community expenditure of initiatives
and community whole of life real costs, outcomes by and decisions undertaken
outcomes benefits from our subsidies and leveraging data, and build trust
assets and for revenue more technology and with taxpayers,
our customers visible across the our capabilities industry and
organisation government
Sydney Trains Corporate Plan 2020/21 25Sustainably connecting our communities
We acknowledge that we have a legal have both beneficial and detrimental effects
and ethical responsibility to manage our on the environment. As a responsible public
environmental impacts. We also recognise organisation, we need to take account of
our obligation to address the community’s these current environmental drivers and
environmental concerns. Failure to do this respond to them appropriately.
can have not only environmental impacts,
but also, legal, health and safety, business We have identified six priority areas that
continuity, reputational and financial underpin the delivery of our vision.
consequences. Sydney Trains’ activities can
Business Integration, partnerships and innovation
• Embed environmental and sustainability • Develop external environment interfaces
management in all business planning and • Utilise innovative technology
operational and maintenance activities
• Develop internal partnerships through
communications and awareness
Biodiversity
• Develop long term plans for vegetation • Manage weeds in accordance with biosecurity
management and embed biodiversity duties
management into maintenance activities • Threatened Species are managed to enhance
• Provide easily accessible information on habitat and range on rail land
biodiversity assets and management
Resource efficiency
• Renewable energy to be supplied under bulk • Explore opportunities for improving water
electricity supply contract efficiency and reuse
• Increase the use of renewable energy • Explore opportunities for waste reduction and
technologies across the network reuse initiatives across the business
• Explore opportunities for improving energy • Integrate environment and sustainability into
efficiency across the business the procurement process
Heritage
• Improved understanding heritage approval • Improved outcomes for non-operational
processes heritage assets
• Co-ordinated heritage engagement program • Conservation Management Plans available
to improve the customer-experience for key sites
• Enhanced heritage data, GIS and asset
management systems
Community
• Improving liveability and customer experience • Providing access to Sydney Trains
with Sydney Trains places environmental, planning and performance
• Understand customer expectation in information
environment and sustainability
• Develop programs to meet customer needs and
promote Sydney Trains Environment Initiatives
Data and reporting
• Identify and prioritise data and reporting • Develop reporting framework from line to
needs Executive
• Develop agreed approach to data
management supporting business processes
and reporting
Key Deliverable Measuring Success
Fit for the Future Organisation Design Reduction in cost per car km
Environmental Strategy Energy Usage (target aligned to TfNSW
Energy Future Strategy)
Financial Sustainability Program/project benefits delivery
Fleet Strategy
Enterprise Portfolio Project Management Tool
26 Sydney Trains Corporate Plan 2020/21Artist’s impression of the
new north concourse (Central Station),
with feature canopy and
more open space
Sydney Trains Corporate Plan 2020/21 27Focused on supporting
our people to feel
empowered to deliver
outcomes
28 Sydney Trains Corporate Plan 2020/21Our commitment to people at
the heart and safety at our core
In order to deliver our plan and be ‘Fit for Sydney Trains has a long and proud history
the Future’ we need a highly trained and of adapting to meet the changing needs and
motivated workforce. We need a service expectations of our customers. Now more
and operational mindset and we need to than ever before, Sydney Trains is managing
enhance our people experience. even more change. The need for business
transformation is clear and we cannot wait till
Sydney Trains has a diverse workforce of 2056 – we must continue planning, preparing
more than 10,000 people. and delivering now. To achieve this we have
launched an ambitious change agenda to
Our people are at the heart of everything establish a mandate to improve the way we do
we do and will focus on attracting, retaining business so we’re best placed to deliver the 10
and growing our team capability and Year Blueprint and Future Transport 2056.
leadership competence so that we can meet
our priorities. To enable our vision we work within our
SPACE behaviours.
SPACE stands for:
Safety - Promoting the core belief that Collaboration - Promoting open
safety is our greatest priority and that all communication, working effectively
injuries are preventable across lines, accommodating different
perspectives and sharing ideas
Pride - Taking pride in your role, your
presentation and recognising your value Excellence - Striving for excellence;
within the organisation continuously acting to exceed your
own, the business and our customer
Accountability - Owning your actions expectations, and acting with a focus on
and being bold and pragmatic in decision- the optimum end result
making, while expecting the same of
your team
Safety Pride Accountability Collaboration Excellence
The safety and wellbeing of customers
and the general public remains at the core
of everything we do at Sydney Trains. We
will continue to support this commitment
through the delivery of significant work
programs, enhancing and maintaining
safety systems and promoting a positive
safety culture and practices through public
safety campaigns.
Sydney Trains Corporate Plan 2020/21 29Key Deliverable Measuring Success
Integrated People Plan Employee Engagement (People Matter
Engagement Survey)
Enterprise Agreement
Diversity (target aligns to Premier’s
Health & Wellbeing Program Priorities and TfNSW goals by 2025):
›› Women in leadership
Safety Culture Program ›› Employees with disability
›› Aboriginal people in senior leadership
Customer Safety roles
›› Aboriginal employees in
Rail Corridor Safety non-executive salary classes
Safety
Automatic Train Protection
›› Customer Injury Frequency Rate
›› Total Recordable Injury Frequency Rate
›› Worksite Protection Incident Frequency
Rate
30 Sydney Trains Corporate Plan 2020/21Deliver safe, reliable,
effective and efficient
railway passenger and
network access services
in a financially responsible
manner.
Sydney Trains Corporate Plan 2020/21 31Sydney Trains is a NSW Government Agency www.sydneytrains.nsw.gov.au 477 Pitt Street, Sydney NSW 2000 | PO Box K349 Haymarket NSW 1238 Disclaimer While all care is taken in producing this work, no responsibility is taken or warranty made with respect to the accuracy of any information, data or representation. The authors (including copyright owners) expressly disclaim all liability in respect of anything done or omitted to be done and the consequences upon reliance of the contents of this information. © Transport for New South Wales Users are welcome to copy, reproduce and distribute the information contained in this report for non-commercial purposes only, provided acknowledgement is given to Transport for NSW as the source.
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