Sydney Trains Corporate Plan - FY2018 - FY2019 image TBC - Transport for NSW
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FY2018 - FY2019
Sydney Trains Corporate Plan
e TBC
1
Contents
Sydney Trains highlights 4
Foreword6
Chief Executive’s Message 8
Legislative context 12
Strategic alignment 16
State Priorities 18
TFNSW Corporate Plan 2016-2021 18
Future Transport Strategy 2056 18
Safety20
Customer, accessibility and travel 24
People28
Business32
Assets36
Environment and the community 40
2 l Sydney Trains Corporate Plan 2018-2019 Sydney Trains Corporate Plan 2018-2019 l 3
360 MILLION
Sydney Trains highlights
ANNUAL PATRONAGE
1.2 MIL. 46,000 3,200 53% 64% 38%
PASSENGER JOURNEYS TIMETABLED STOPS TIMETABLED SERVICES CUSTOMERS TRAVEL CUSTOMERS TRAVEL CUSTOMERS AGED
Per Weekday Per Weekday Per Weekday to and from work at least 4 days between 25-39 years
per week
1000+ NUMBER OF PASSENGERS ONE
EIGHT-CAR TRAIN CAN CARRY
10K 30Million 178 2,191 1,643km 961km 10K+ 1,576km 2.7B $37B
Workforce Waratah Train Stations Fleet Track maintained Electrified Track CCTV Overhead wiring Total cost of Assets under
(budgeted positions) Capitalised Value (incl. 4 on Airport Line) Electric & diesel cars Cameras maintained
(incl. 574 NSW TrainLink)
(incl. NSW TrainLink) (Sydney Metro area only) Maintained
(incl. NSW TrainLink)
Operations Management
Sydney Trains Corporate Plan 2018-2019 l 5
Foreword
Sydney Trains Corporate Plan 2018-2019 l 7
Chief Executive’s message
I want to share with you Sydney Trains’ key areas of focus for the 2018-2019 financial year.
Sydney Trains’ mission is to keep Sydney moving by delivering safe, customer
focused, reliable and clean rail services and effective paths for freight. We will
continue to focus on providing our customers with a high quality service and
giving taxpayers value for money by operating as efficiently as we can.
Accelerated patronage growth is the most the full integration of the Sydney Metro
urgent challenge facing the network but projects into our network and the delivery
emerging challenges must also be understood of the Rail Operations Centre (ROC).
and addressed. In the past two years
population has grown at 2.1 per cent per This Corporate Plan explains how we will:
year, while patronage growth has more than
quadrupled to 7.1 per cent. Annual patronage • Maintain high levels of customer satisfaction
growth of around three per cent is likely • Maintain the safety and security of our
over the coming decade. This increased customers and colleagues
growth rate is likely to be driven by: • Increase the efficiency and cost-effectiveness
of the network
• increasing urban density around
• Maintain performance levels with a growing
railway stations
level of passenger and freight demand
• an improved rail product, including
• Operate in a financially sustainable manner.
newer trains, upgraded stations and
better information
• improving level of usage of passenger
Over the coming year, we will continue
rail services
to work with our colleagues across the
• cultural changes reducing travellers’ reliance Transport cluster to expand the capacity
on private cars. of our network to cater for the growing
demand, provide improved services to cater
Similar forces have been observed in other for customers’ expectations, and deliver
markets, particularly the United Kingdom – the Government’s plans for rail in NSW.
with similar implications for rail patronage.
The NSW Government is already investing
heavily in the rail system, ordering new
suburban and intercity trains, completing
Sydney Metro stages 1 and 2, and funding
a major uplift in service levels as part of
the More Trains More Services Program. Howard Collins OBE
Chief Executive
This Corporate Plan outlines the key priorities Sydney Trains
and initiatives that Sydney Trains will deliver
between 1 July 2018 and 30 June 2019. Given
the long lead times for infrastructure delivery
and fleet procurement, action is needed
now to enable delivery of required service
improvements. This includes parts of the
NSW Government’s $1.5 billion More Trains
More Services program, new timetables,
infrastructure upgrades and enabling projects
needed to successfully run more train services,
8 l Sydney Trains Corporate Plan 2018-2019 Sydney Trains Corporate Plan 2018-2019 l 9
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10 l Sydney Trains Corporate Plan 2018-2019 Sydney Trains Corporate Plan 2018-2019 l 11
Legislative context
Sydney Trains Corporate Plan 2018-2019 l 13
Legislative context
Sydney Trains is a NSW Government agency constituted under the Transport Administration Act
1988. Sydney Trains operates under a Rail Service Contract with Transport for NSW. The contract
stipulates the NSW Government’s expectations around service levels, and sets out how Sydney
Trains and Transport for NSW will work cooperatively to address service alterations, community
consultation, regular service reviews, performance standards and the handling of complaints.
The Transport Administration Act 1988 states the common objectives • Maintain reasonable priority
and service delivery priorities of public transport agencies: and certainty of access for
railway passenger services
(1) Public transport agencies are to (g) Environmental sustainability
exercise their functions in a manner To promote the delivery of transport • Promote and facilitate access to
that promotes the following objectives, services in an environmentally the part of the NSW rail network
which are the common objectives sustainable manner. vested in or owned by RailCorp
of public transport agencies:
(h) Social benefits • Be a successful business and, to that
To contribute to the delivery of end, to operate at least as efficiently
(a) Customer focus
social benefits for customers, as any comparable business and
To put the customer first and design
including greater inclusiveness, maximise the net worth of the State’s
the transport system around the needs
accessibility and quality of life. investment in Sydney Trains
and expectations of the customer.
(i) Safety • Exhibit a sense of social responsibility
(b) Economic development
To provide safe transport by having regard to the interests of
To enable the transport system to
services in accordance with a the community in which it operates
support the economic development
of the State (with a focus on safety regulatory framework.
• Conduct its operations in compliance
freight transport systems). with rail safety national law and
(2) Public transport agencies are to determine
their service delivery priorities having the principles of ecologically
(c) Planning and investment
regard to the Transport Secretary’s sustainable development as
To ensure that good planning
expectations for service delivery contained in section 6(2) of the
informs investment strategies.
established by a Statement of Expectations Protection of the Environment
(d) Coherence and integration issued annually to public transport Administration Act 1991 where its
To promote coherence and integration agencies by the Transport Secretary. activities affect the environment.
across all transport modes and
all stages of decision making. Sydney Trains provides rail services in
its capacity as operator and maintainer
(e) Performance and delivery under the Rail Services Contract with
To focus on performance and Transport for NSW. In doing so it must
service delivery, based on a strong meet the requirements of the Act.
purchaser-provider model with clear
accountabilities for outcomes. The principal objectives of Sydney
Trains under the Act are to:
(f) Efficiency
To achieve greater efficiency: • Deliver safe, reliable, effective
and efficient rail, passenger and
(i) in the delivery of transport network access services in a
infrastructure projects, and financially responsible manner
(ii) through improved coordination • Ensure that part of the NSW rail network
of freight, maritime and ports vested in or owned by RailCorp enables
operations, and their integration safe and reliable railway passenger
into the transport system, and and freight services and that these
are provided in an efficient, effective
(iii) by eliminating duplication of and financially responsible manner.
functions and resources, and
The other statutory objectives
(iv) by outsourcing the delivery of Sydney Trains are to:
of non-core services.
14 l Sydney Trains Corporate Plan 2018-2019 Sydney Trains Corporate Plan 2018-2019 l 15
Strategic alignment
Sydney Trains Corporate Plan 2018-2019 l 17Strategic alignment
Sydney Trains is committed to the delivery of the NSW Government’s priorities for
transport. These have been outlined in the State Priorities and have been further
detailed by Transport for NSW in partnership with all peer transport operators.
Transport for NSW is the lead agency for transport within New South
Wales and has primary responsibility for coordinating transport policy,
funding allocations and planning for all modes of transport.
Transport for NSW’s purpose is to make New South Wales a better place to live, do
business and visit by managing and shaping the future of the whole transport system.
State Priorities Future Transport Strategy 2056 Business - to improve efficiencies
across Sydney Trains
The State Priorities are 30 reforms The Future Transport Strategy is a 40
to grow the NSW economy, deliver year strategy, supported by plans for
Assets – to manage assets for Sydney
infrastructure, and improve health, education regional NSW and for Greater Sydney. It
Trains and NSW TrainLink by balancing
and other services across NSW. is the first transport plan in Australia to
cost, risk and performance
harness technology to improve customer
Through the State Priorities, Sydney Trains has and network outcomes, and it starts with
a direct responsibility for contributing towards Environment and the community – to
a long term vision for our communities.
maintaining or improving reliability of public implement our environment strategy
transport services over the next four years. and deliver a more effective approach
The Future Transport 2056 places the
to community engagement.
customer at the centre of everything we do.
Sydney Trains also contributes to the delivery
It outlines a vision, strategic directions and
of further priorities, which include:
customer outcomes, with infrastructure and
• Creating 150,000 new jobs by 2019 services plans underpinning the delivery
of these directions across the state.
• Key infrastructure projects to be delivered
on time
The vision is built on six outcomes:
• Expenditure growth to be less than
revenue growth
1. Customer Focused
• Improving customer satisfaction with key
2. Successful Places
government services, and
3. Growing the Economy
• Driving public sector diversity.
4. Safety and Performance
TfNSW Corporate Plan 2016- 5. Accessible Services
2021 (“Connecting NSW”) 6. Sustainability
The TfNSW Corporate Plan sets out Sydney Trains’ aims to keep Sydney moving by
the priorities, goals and success delivering safe, customer-focused, reliable and
indicators for developing the transport clean rail services and effective paths for freight.
system through to 2021.
The 2018-19 Sydney Trains Corporate
Three key strategic priorities have Plan has six themes:
been identified for the next five years,
addressing the unique challenges faced in Safety – to create and foster an
developing an integrated and customer- environment that improves safety
focused transport system including:
Customer, accessibility and travel – to
1. Transforming transport improve the customer experience with rail
2. Delivering every day transport services and run trains on time
3. Leading innovation.
People – to create an effective
Sydney Trains will contribute to each of the leadership culture and engaged,
three priorities through our Strategic Objectives. customer focused workforce
18 l Sydney Trains Corporate Plan 2018-2019 Sydney Trains Corporate Plan 2018-2019 l 19Safety
Sydney Trains Corporate Plan 2018-2019 l 21Safety
THEME
To create and foster an environment that improves safety
At Sydney Trains, safety is at the heart of everything we do for our
customers, and it is the responsibility of all our staff.
We will continue to drive improvement in the safety culture and practices of
our employees and contractors through our safety focus program.
In 2018-2019 we will focus on:
• Running a safe and secure railway, with safe • A range of programs aimed at reducing the
infrastructure, systems and practices for our frequency and severity of safety incidents,
customers, employees and contractors and enhancing the resilience of our network
• Maintaining a safe workplace through a through improved operational response
rigorous focus on ensuring safe practices, systems and strategic improvement
equipment and facilities are available for initiatives including safety culture, track
all staff worker safety, safety critical communications,
• Embedding a workforce safety culture planning for maintenance work, fatigue
exemplified by safe behaviours and attitudes management and a Signal Passed at Danger
(SPAD) mitigation strategy.
• Improved management of customer
movements during busy periods to improve • Maintaining safety and security through
their safety the ongoing and highly successful graffiti
removal and prevention strategy.
• Improved incident recovery management
and associated operational processes linked • Enhance lead and lag safety performance
to safety. metrics that matter.
• Building on our safety
Key initiatives for 2018-2019 competency framework
• Delivery of our new safety, health and Measuring success
environment incident reporting and
management system, Safety, Health, and By delivering these initiatives, Sydney
Environment Management (SHEM), which Trains will achieve improved results across
will deliver improved real-time reporting, occupational, customer and operational safety:
better analytical capability on the root
causes of incidents, and single-system • Reduced frequency and severity of
efficiencies across the spectrum of safety safety incidents
and environmental management processes. • Fewer staff lost time and medical
• Ongoing targeted initiatives to promote the treatment injuries
safest possible environment for customers • Reduced number of incidents leading
with reduced occurrence and severity of to delays
customer injuries and, in collaboration with • Fewer criminal offences by supporting NSW
Transport for NSW and Police Transport Police Transport Command Officers
Command, sustainable reduction in anti- • Fewer customer injuries.
social behaviour and criminal offences on our
• Working with NSW TrainLink to deliver a
network.
single approach to safety for intercity and
regional customers
• Successful adoption of an operationalised
and customer centric safety model
22 l Sydney Trains Corporate Plan 2018-2019 Sydney Trains Corporate Plan 2018-2019 l 23Customer accessibility
and travel
Sydney Trains Corporate Plan 2018-2019 l 25Customer, accessibility and travel
THEME
To improve the customer experience with rail transport services
and deliver customers to their destinations on time
Sydney Trains aims to deliver customer journey growth as measured through growing
patronage year-on-year by delivering high-quality services which attract new customers.
Sydney Trains puts the customer at the centre of everything we do. Our aim is to deliver consistent,
good quality customer service every day through visible and empowered staff, accurate and timely
information, a safe and secure journey and clean trains and stations. We focus on punctuality, making
our trains more reliable, reducing journey times, and keeping abreast of changing customer needs.
In 2018-2019 we will focus on:
• Getting customers to their destinations –– providing more effective on- • Working with Transport for NSW to deliver
on time by running safe and reliable train boarding and disembarking of our new timetables with more services for our
services with punctuality levels of 92% customers with mobility issues customers and to align bus, train, ferry and
or more –– understanding community light rail services to improve connectivity
• Continuing to focus on our people, using the demographics and aligning the service • Working with NSW TrainLink to deliver
Sydney Trains customer service principles: offering with community needs ongoing reliability for intercity and
–– first impressions count regional customers
–– ensuring a quality service for
–– friendly and ready to help customers of all cultures. • Building on our expertise to deliver
operational excellence across the Sydney
–– communicate clearly
• Improving incident and disruption Trains network
–– find a solution management by:
–– share your knowledge Measuring success
–– managing incidents through an integrated
–– work together Incident and Emergency Response Unit By delivering these initiatives,
–– delivering a state of the art Rail Sydney Trains will achieve:
• Assessing and improving the customer Operations Centre, scheduled to open
experience by: in 2018,with information and incident • Sustained high level of customer satisfaction
–– providing a customer experience management systems which will minimise • Punctuality above 92%
which is consistent, high quality and the impact of incidents on customers, and • Reduced number of incidents leading to
predictable through initiatives such customer delays
–– utilising alternative customer journey
as uplifting retail spaces, improving
plans to help customers make • Improved incident response and
wayfinding, and improving our stations
informed decisions about travel recovery times
–– monitoring and receiving timely, during periods of disruption • Improved customer journey times.
actionable assessment of the quality of
the customer-facing environment on • Providing improved information to
stations and trains through our Customer customers, through mobile apps, Sydney
Experience Management program Trains’ Twitter handles and improved station
–– deploying a customer service model passenger information screens, delivering
that is customer needs-focused fast and accurate information to inform and
give our customers choices
–– handling all customer complaints and
• Managing customer injury and illness
feedback equitably and objectively, using
by providing paramedic services at key
the insights gained to improve services
locations
–– ensuring we have the right people, at the
• Taking care of customers by providing public
right place and at the right time through
education programs on how to behave in
improved workforce management
the rail environment and support people
–– operating ticket gates to reduce with disabilities
the incidence of congestion at key
locations, especially at peak times
26 l Sydney Trains Corporate Plan 2018-2019 Sydney Trains Corporate Plan 2018-2019 l 27People
Sydney Trains Corporate Plan 2018-2019 l 29People
THEME
To create an effective leadership culture and
engaged, customer focused workforce
The quality of our staff and leaders are vital to Sydney Trains’ success. Sydney Trains is
committed to creating and maintaining an environment in which people can develop and
fulfil their potential. Building the capability and competence of our workforce to meet
current and future business objectives and ensuring our leaders demonstrate innovative
and efficient leadership and management practices is also key to our success
Core to this are our Sydney Trains SPACE behaviours. These behaviours define the
way we do things and are further underpinned by Transport for NSW’s core values
of customer focus, collaboration, integrity, safety and delivering solutions.
SPACE stands for:
• Safety - Promoting the core belief that safety • Empowering our managers to be • Refining our staff communications through a
is our greatest priority and that all injuries accountable and responsive in the day- refreshed intranet and feedback channels
are preventable to-day management and leadership of • Enhancing the visibility of leaders, and staff
• Pride - Taking pride in your role, your their teams understanding of Sydney Trains strategies
presentation and recognising your value • Ensuring competency and related safety • Implementing ERP systems to deliver greater
within the organisation risks are minimised and legislation is efficiency and support enhanced people
• Accountability - Owning your actions and complied with and the Safety Culture management processes
being bold and pragmatic in decision- Change programs are supported • Implement new performance management
making, while expecting the same of • Creating a culture of collaboration across processes and governance supporting the
your team Sydney Trains and with our transport cluster new Enterprise Agreements
• Collaboration - Promoting open partners, particularly Transport for NSW and • Increase Human Resources and
communication, working effectively across NSW TrainLink. This collaboration culture Organisational Development capability to
lines, accommodating different perspectives will help the organisation recognise and support business requirements and needs
and sharing ideas pursue initiatives that can add value and • Implement in each Directorate a new
• Excellence - Striving for excellence; deliver efficiencies leadership team planning and team
continuously acting to exceed your own, the building approach
Key initiatives for 2018-2019
business and our customer expectations, • Pilot Safety Culture program in Engineering
and acting with a focus on the optimum • Embedding our Diversity and Inclusion and Maintenance Division
end result action plan to promote a more sustainable, • Deliver new collaborative Activity Based
capable and innovative workforce, including Workspaces (ABW)
In 2018-2019 we will targeted recruitment and cadet programs,
continue to focus on: to reflect the multicultural nature of the Measuring success
• Improving service levels and community in which we operate
By delivering these initiatives
customer satisfaction by increased • Implementing initiatives to drive a positive, Sydney Trains will achieve:
employee engagement inclusive culture that is free from bullying
• Enabling innovation through capable leaders and harassment
A more diverse and inclusive workplace
invested in diversity and flexibility • Improving performance planning and with increased representation of female
• Delivering workforce planning and development for staff and managers leaders and Aboriginal employees
development to ensure that the right people with a focus on quality conversations
are in the right jobs at the right time and and accountability • Increased staff capability through investment
our key capital and transformation projects • Regular employee surveys to measure in their development
are delivered staff engagement and then development • Improved trends in staff survey results
• Developing the technical, operational of specific action plans based on the
• Improved staff retention and turnover rates
and leadership capability of our staff and survey feedback
and a reduction in recruitment timeframes
creating high performance teams • Implementing programs to enhance
• Reduction in absenteeism
employee health and wellbeing
30 l Sydney Trains Corporate Plan 2018-2019 Sydney Trains Corporate Plan 2018-2019 l 31Business
Sydney Trains Corporate Plan 2018-2019 l 33Business
THEME
To improve efficiencies across the business
In 2018-2019, Sydney Trains will seek to deliver increased efficiency to enable more customer-
focused investment in the network and the delivery of Transport for NSW strategic plans.
Targeted cost reduction, productivity improvement and simplified work practices will
contribute to greater efficiency and support growth. We will also focus on identifying
opportunities for business improvement and strengthened commercial practices.
We will ensure compliance obligations and risks are appropriately managed.
During the year we will setup and operationalise our Group Rail Services that will
lead and manage the shared business functions of both Sydney Trains and NSW
TrainLink. It will cover the following three business streams that are currently
functions of separate directorates in the two transport operating agencies:
1. Finance and Business Services
2. Safety, Environment and Risk
3. People and Corporate Affairs
Group Rail Services will include the amalgamation of key roles such as the Chief
Executive, Safety, Finance and HR across Sydney Trains and NSW TrainLink. As
a result of removing duplication, financial savings will be generated.
In 2018-2019 we will focus on: This will:
• Set up and operationalise Group • Encourage better decision- making
Rail Services • Improve access to accurate and timely
• Cost-effective operation, while information on all aspects of service
maintaining customer service levels to and operations
reduce government subsidy and the cost • Ensure compliance and control
to taxpayers • Reduce costs and improve processes
• Strategic sourcing and delivery to expand • Encourage improved delivery against
resource availability and better control costs implementation plans
over time • Single source of truth analytics
• Improved revenue protection by increasing • Increase efficiency and agility of
the visibility and effectiveness of Transport the workforce and define consistent
Officers and working with the Police collaboration outcomes
Transport Command to reduce fare evasion
• Strategic and risk management practices Key initiatives for 2018-2019:
which efficiently utilise resources through • Integration of support functions to provide
effective, integrated planning services to both Sydney Trains and
• Digital workflow and continuing to streamline NSW Trains
or remove inefficient processes • Improve performance through benchmarking
• Decentralising Sydney Trains office space and identifying best practice across the
from the CBD and adopting state-of-the-art rail industry and other sectors, both locally
agile working environments and internationally
• Using a thorough and systematic approach • Building on the recent implementation
to identifying and pursuing opportunities for of Enterprise Resource Planning (ERP)
efficiency improvements and Enterprise Asset Management
• Collaborating with key partners (EAM) systems, to further enhance
including TfNSW processes, information and analytics, and
• Removing bureaucracy and asset management.
improving the accessibility of relevant
Measuring success
management information.
By delivering these initiatives Sydney Trains will:
• Meet operating and capital budgets
• Reduce the cost of operations per
passenger journey
34 l Sydney Trains Corporate Plan 2018-2019 Sydney Trains Corporate Plan 2018-2019 l 35Assets
Sydney Trains Corporate Plan 2018-2019 l 37Assets
THEME
To provide effective asset management for Sydney Trains and
NSW TrainLink by balancing cost, risk and performance
As an operator, maintainer and deliverer of choice, Sydney Trains operates train
services, manages stations and crewing, undertakes the maintenance of metropolitan
rail infrastructure, rolling stock and stations, and delivers new assets.
In 2018-19 we will focus on: Key initiatives for 2018-19
• Brilliant Basics • Implement the Continuous Improvement
• Contributing to a safe, reliable and efficient Program for our Enterprise Asset
rail network Management system.
• Carrying out compliant, high quality routine • Continue to mature our asset management
network maintenance on all assets practices in accordance to our AS ISO55001:
• Maintaining passenger fleets for Sydney 2014 Asset Management System enabling
Trains and NSW TrainLink effective and efficient asset stewardship.
• Renewing infrastructure and undertaking • Align the engineering and maintenance
targeted work programs on our fleet to meet business to support future fleet
current and future network demand procurements such as the New Intercity Fleet
and Sydney Growth Trains.
• Aligning work practices to effective and
efficient asset management • Focus on developing and investing in
emerging technologies to be at the forefront
• Managing emergency response to
of asset maintenance practices.
ensure that impact on customer journeys
are minimised • Focus on building a flexible and agile
workforce, enabling effective maintenance
• Continuing to identify and remove redundant
practices through continued use of
assets, reduce complexity and improve asset
maintenance technologies
maintainability and quality
• Develop long term integrated work
• Renewing assets to meet current and future
programs to drive business efficiency
network demand
and effectiveness.
• Embedding current technologies to improve
• Ensuring readiness of our assets to support
maintenance efficiency through automation,
future timetables that will increase service
predictive analytics, field mobility and
capacity on the network.
remote monitoring.
• Continue modernising rail maintenance Measuring success
practices, by empowering our
people, optimising technologies and By delivering these initiatives
maximising efficiencies Sydney Trains will achieve:
• Working with Transport for NSW to deliver
• Improved network and people
major projects including More Trains
safety incidents
More Services, Sydney Metro Northwest,
handover of Epping Chatswood Rail Link • Reduced customer delays from
to Sydney Metro Northwest, work with asset-related incidents
Sydney Metro Northwest to deliver Sydney • Delivery of the effective assets stewardship
Yard access bridge, Sydney Metro City & • Improved reliability and availability of assets
Southwest, Sydney Growth Trains and New • Improved track possession planning to
Intercity Fleet. minimise the impact on our customers
• Increased services to meet demand of
Sydney Metro Northwest.
38 l Sydney Trains Corporate Plan 2018-2019 Sydney Trains Corporate Plan 2018-2019 l 39Environment and
community
Sydney Trains Corporate Plan 2018-2019 l 41Environment and the community
THEME
To implement our environment and sustainability strategy and
deliver a more effective approach to community engagement
Our key activity for 2018-2019 is to improve sustainable business performance by delivering
against the programs we have put in place in key areas such as noise, biodiversity, heritage
and energy and continue our work to identify climate change risks to rail infrastructure.
In 2018-2019 we will focus on: Measuring success
• Noise: continue working collaboratively By delivering these initiatives Sydney Trains will:
with our partners across the transport
cluster to identify practical and sustainable • Reduce impact from rail noise on
ways to reduce the impact of noise on the our stakeholders
community, our staff and our customers • Protect and enhance the environment
• Biodiversity: further developing our • Improve our ability to measure our
tools and capabilities for mapping and energy use while improving efficiency and
identifying environmentally sensitive sites reducing costs
to support protection and enhancement of • Improve our adaptation to the impacts
the environment of climate change on the network and
• Climate change: implementing the our operations
adaptation recommendations from our • Improve management and conservation of
Climate Change Risk Assessment work our heritage assets (fixed and movable)
into our operational processes, Continue
• Strengthen our relationships with the
working with Transport for NSW and the
communities in which we operate.
Asset Standards Authority to develop
and implement standards around ambient
environmental and climatic conditions and
associated planning for the design of future
rail infrastructure.
• Heritage: improving management and
conservation of our heritage assets across
Sydney Trains.
• Community: Sydney Trains will continue to
focus on our role in the communities we
serve. Working with councils to ensure quick
and coordinated responses to local matters,
and promoting our work to community
groups and stakeholders. A community
relations page is planned for the Sydney
Trains website. Engaging with outreach
and health workers to provide support for
homeless people on our network to access
community support services
• Energy and Carbon: actively pursuing
opportunities to improve our energy
efficiency and carbon performance.
Continuing to undertake energy efficient
LED lighting upgrades at our stations,
utilising solar photovoltaic (PV) systems
to provide a source of clean renewable
energy and investigating methods for better
measurement of energy consumption of our
rolling stock.
42 l Sydney Trains Corporate Plan 2018-2019 Sydney Trains Corporate Plan 2018-2019 l 43Sydney Trains is a NSW Government Agency W 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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