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Corporate Plan 2020/21
Contents
Sydney Trains key statistics 4
Foreword 6
Chief Executive’s Message 10
Legislative context 14
Strategic alignment 18
Our customers 26
Our places 32
Our assets 36
Our people 42
2 Sydney Trains Corporate Plan 2020/21
Sydney Trains Corporate Plan 2020/21
3
361 MI
ANNUAL P
1.3 MIL. 46,000 3,200
PASSENGER JOURNEYS TIMETABLED STOPS TIMETABLED SERVICES
Per Weekday Per Weekday Per Weekday
1000+ NUMB
EIGHT
11K 175 2,216 1,617km 935
Workforce Stations Fleet Track maintained Electrified
(budgeted positions) (incl. 4 on Airport Line) Electric & diesel cars (incl.NSW TrainLink) (Sydney Metro
(incl. 574 NSW TrainLink)
4 Sydney Trains Corporate Plan 2020/21
*404+ million including
NSW TrainLink patronage
Figure for 12 months to March 2020
ILLION *
PATRONAGE
56% 66% 38%
CUSTOMERS TRAVEL CUSTOMERS TRAVEL CUSTOMERS AGED
to and from work at least 4 days per week between 25-39 years
BER OF PASSENGERS ONE
T-CAR TRAIN CAN CARRY
5km 10K+ 1,550km 3.2B $39B
d Track CCTV Overhead wiring Total cost of Assets under
o area only) Cameras maintained Maintained
(incl. NSW TrainLink) Operations Management
Sydney Trains Corporate Plan 2020/21
5
Foreword
Sydney Trains Corporate Plan 2020/21
Sydney Trains Corporate Plan 2020/21
This Corporate Plan
outlines how we intend to
approach the challenges
and opportunities for the
2020/21 financial year.
8 Sydney Trains Corporate Plan 2020/21
Since starting our transformation journey kept our focus on ensuring safety across
in 2013, we have achieved a lot including: the network and prioritising customer
service. We have also been working with
› Sydney Trains and NSW TrainLink Transport for NSW (TfNSW) to adjust
launched as two new agencies, services and stabilise our performance.
putting the customer at the centre
› Massive service uplift through the Sydney Trains has experienced seven
new timetable and continuing work years of considerable customer growth
on ensuring more rapid recovery which is expected to continue, reaching
from incidents 500+ million passenger journeys within
› A significant increase in our driver the next five years. Sydney Trains carries
and guard numbers while achieving more passengers than four Australian
urban rail operators combined. Our
greater gender diversity
compound growth has been more than
› Transformation of our customer
three times that of the next fastest
service and frontline operations growing operator Queensland Rail, and
resulting in a huge lift in our 1.5 times the patronage size of second
customer satisfaction ratings highest operator Metro Trains Melbourne
(based on figures available from annual
We have had great success in recent
reports of each of the Australian
years in completing major projects
railways).
ranging from Metro integration, to
opening the Rail Operations Centre
(ROC) and operating a fully air-
conditioned fleet. In doing so, we have
Annual Patronage of Australian Urban Railways: 2013/14 to 2018/19
400
%
350 5.6
Passenger journeys in millions
300
1.3%
250
200
150
100 -1.1%
1.5%
50
Queensland Rail WA PTA Metro Trains Melbourne Sydney Trains
Sydney Trains is supporting:
› the improvements and upgrades To deliver a rail system that meets
required to move toward becoming Sydney’s future public transportation
a digital railway needs, will continue to focus on
› timetable changes that will provide improving network performance, asset
additional capacity reliability and service recovery. In
› integration of third-party operators addition will continue our commercial
such as Sydney Metro, Light Rail focus to ensure long term financial
and buses. sustainability.
Sydney Trains Corporate Plan 2020/21
9
Chief Executive’s
message
“Our commitment is to
deliver to your expectations”
10 Sydney Trains Corporate Plan 2020/21Our Corporate Plan 2020-2021 provides the
strategic context for the initiatives we will take
over the coming year, enabling us to continue
offering world class public transport and freight
services while ensuring we’re fit for the future.
Sydney Trains is at the hub of Australia’s
largest public transport system, and we play a
vital role in providing seamless point-to-point
journeys for our customers, shaping successful
places across Greater Sydney and supporting
a strong economy and quality of life for our
community. This plan sets how we will build on
the successes of 2019-2020 to support this role.
These successes included welcoming the final
teams to work at the new Rail Operations
Centre, giving us additional capacity to improve
network operations and incident response.
We also collaborated 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% and we continued to work towards achieving our peak punctuality target of
remaining within 5 minutes of the timetable.
The 2019-2020 year also brought unprecedented challenges, requiring a new level of
dedication and resilience from everyone at Sydney Trains. Teams worked to protect our
customers, our people and our infrastructure over the Black Summer bushfire season of
record intensity and duration. The work enabled our customers and freight to continue
travelling safely across the network. The subsequent Coronavirus outbreak required
innovation and agility across the organisation to support the community in the fight to
slow the spread. We continued running our full timetable throughout, with only minor
adjustments, providing vital support for our essential workers.
The plan for the next year is based on five strategic pillars – safety at the core, people at
the heart, customer at the centre, operational excellence and sustainability (financial and
environmental).These pillars 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.
All of this takes place against the background of significant budgetary constraints and
ongoing increased patronage, with forecasts that we will be providing more than 500
million annual passenger journeys within five years.
I am confident that the steps outlined here will enable us to address these challenges and
keep Sydney moving for the benefit of Greater Sydney and NSW this year, and for many
years to come.
I look forward to working with everyone at Sydney Trains as well as our partners and
stakeholders to achieve this.
Stewart Mills
Acting Chief Executive
Sydney Trains
Sydney Trains Corporate Plan 2020/21
11Sydney Trains Executive Team
Stewart Mills
A/Chief Executive
Rita Capuzza Karen Tsiros
Business Manager Executive Support Officer
Suzanne Holden Hayden Donoghue Nev Nichols David Callahan Chadi Chalhoub Peter Crimp Meg Graham
Deputy Chief Executive and Executive Director Executive Director Executive Director A/Executive Director A/Executive Director Executive Director
Chief Customer Officer Train Crewing and Support Engineering and Strategy, Portfolio and Safety, Environment, Finance and Business People and Corporate
Maintenance Investment Quality and Risk, Group Rail Services, Group Rail Affairs, Group Rail
Jeanette (Jenny) Schepis Irene Petrakis Nicole Saville Julie Barraclough Dora Panagiotopoulos Lan Nguyen Katrina Manswato
Executive Officer Executive Officer A/Executive Officer Executive Officer Executive Officer Executive Officer A/Executive Officer
The Executive team manages the directorates across Sydney Trains.
Transport for NSW operating model
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 focussed onurban and
regional customers and the
communities where people
Corporate Services live and work
People and Culture
The Sydney Trains Chief Executive is on the Greater Sydney Executive which is part of
the TfNSW operating model shown above.
12 Sydney Trains Corporate Plan 2020/21Sydney Trains is the suburban passenger rail network Servicing Greater Sydney, New South Wales,
Australia. The network is a hybrid urban-suburban rail system with a central underground core that
covers 935 km of electrified track and serves 175 stations over eight lines.
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
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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
Sydney Trains Corporate Plan 2020/21
13Legislative context
Sydney Trains Corporate Plan 2020/21Sydney Trains Corporate Plan 2020/21
“Deliver safe, reliable,
effective and efficient rail,
passenger and network
access services in a
financially responsible
manner.”
16 Sydney Trains Corporate Plan 2020/21Our Statutory Obligations
Statutory 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
Administration Act (TAA) 1988. Sydney to the Premier’s Priority of a world class
Trains operates under a Rail Services public service.
Contract with TfNSW in line with the
Statement of Expectations issued by The Premier has set social priorities for
TfNSW. the Government to measure and deliver
in areas that need improvement. Sydney
As a public transport operating agency, Trains continues to support best-practice
we share the common objectives productivity, digital capability and drive
stipulated in the TAA, reinforcing that the diversity within the organisation in line
customer is at the centre of everything with the priorities set by the Premier.
we do.
Sydney Trains provides rail services in
its capacity as operator and maintainer
under the Rail Services Contract with
TfNSW. In doing so, it must meet the
requirements of the Act. The principal
objective of Sydney Trains under the Act
is to:
Deliver safe, reliable, effective and
efficient rail, passenger and network
access services in a financially responsible
manner.
Sydney Trains Corporate Plan 2020/21
17Strategic alignment
Sydney Trains Corporate Plan 2020/21Sydney Trains Corporate Plan 2020/21
Sydney Trains is
committed to the delivery
of the NSW Government’s
priorities for transport.
These have been outlined
in the Premier’s Priorities
and have been further
detailed by TfNSW in
partnership with all peer
transport operators.
20 Sydney Trains Corporate Plan 2020/21Strategic alignment
TfNSW is the lead agency for transport for all modes of transport. Transport for
within New South Wales and has primary NSW’s purpose is to make New South
responsibility for coordinating transport Wales a better place to live, work and
policy, funding allocations and planning visit.
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
TfNSW’s Future Transport Strategy 2056 sets the overarching vision and TfNSW’s 10
Year Blueprint sets out our desired outcomes, ambitions and strategic priorities for
the next 10 years. The strategy adopted by TfNSW is shown below:
Our strategy
Our mandate is to support the economic
development of the State, working to deliver
the NSW Government’s vision of integrated,
connected and liveable cities.
We commit to creating value for the people we
serve. We are playing our role in connecting our
customers’ whole lives, making successful places
for communities, supporting a strong economy and
quality of life for the people of NSW and ensuring
our people thrive doing meaningful work.
Sydney Trains Corporate Plan 2020/21
21This Corporate Plan covers the first planning horizon (next five years of our business
to 2025) and shows how our five Key Result Areas contribute to the Primary
Outcomes of the 10 Year Blueprint.
Sydney Trains Sydney Trains
Core values way Key Result Areas
of working
Customer at
the center
Operational
excellence
Pride
Safety Accountability Sustainability
(Financial & environmental)
Our values
Excellence Collaboration Safety at the core
People at the heart
Who we are and how we lead and Areas that need special focus
work everyday to deliver our outcomes
and ambitions
22 Sydney Trains Corporate Plan 2020/21Priority outcomes
For
customers
Public Transport Connecting our
active as:
Preferred choice customers’ whole
in Sydney & a lives
real option in
For the regions
communities
30 minute city
Successful places
Regional PT
day return
For the people
of NSW Transport fed
growth Strong economy
Reducing cost and quality of life
of tranport for
For the people taxpayers
of Transport
Transport is the
best place to
work in Australia Thriving people
doing meaningful
work
What we want to achieve by 2029 The end result of our efforts
Sydney Trains Corporate Plan 2020/21
23As part of Evolving Transport, Transport provide seamless transport options for
for NSW’s transformation program, our customers. This new model will put
Sydney Trains now sits alongside even greater emphasis on having the
roads, maritime, Metro and other third customer at the centre of everything
party public transport operators in an we do, engaging with our people - who
integrated model providing service are at the heart of Sydney Trains - and
across Greater Sydney. It’s a model delivering services for the greater good
that will further enhance our ability to of the Sydney region.
Our operating model
Our Transformation Program will A centralised governance structure
align our operating model to Evolving and centralised services will provide
Transport, and places the customer at cohesive transformation across the
the centre of our operations. This will business aligned to a single strategy with
drive financial sustainability, enhance and improved transparency, accountability
realign key areas, foster partnerships and and visibility. This integrated approach
collaboration with TfNSW, and ensure we will revolutionise the way Sydney Trains
are responsive and adaptable to meet operates.
future needs. We are also resetting our
culture of safety excellence through an
Enterprise Safety Culture Program of
Safety together – it starts with me.
Working ON Working IN Working ENABLING
the Business the Business WITH the the Business
Defining strategy Integrated service Business Functions and
and performance delivery Transformative activities that
measures, with Keeping our programs and support a
a clear focus on customers moving projects, leveraging high-performance
governance and technology and business
Delivering safer,
accountability. driving innovation.
efficient, faster
service providing a
better experience
for our customers.
24 Sydney Trains Corporate Plan 2020/21Sydney Trains Corporate Plan 2020/21
25Our customers
Sydney Trains Corporate Plan 2020/21Sydney 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.
28 Sydney Trains Corporate Plan 2020/21Connecting our customers
Public transport is the focus of the experiences and outcomes for our
30 minute city as it is the only way customers. We will actively engage our
large numbers of people can access customers early and often to understand
major centres efficiently and reliably, their needs and expectations.
particularly as the number of trips on Our customers are people who use the
the network increases. To achieve the Sydney Trains network and services. We
delivery of a 30 minute city, public aim to deliver the improvements in our
transport will need to take a greater services that customers expect, while
role in moving people around Sydney. meeting the growing levels of patronage
TfNSW’s goal is to achieve this through year-on-year.
investment in mass transit, improving
service frequencies, prioritising public Our program of works during the
transport around centres and improving year will focus on achieving our peak
walking and road base connections to punctuality target of 92% (within five
public transport and centres. minutes of timetable), making our
trains more reliable, reducing journey
Sydney Trains puts the customer at times, and keeping abreast of changing
the centre of everything we do. We customer needs.
are driven to deliver the best possible
Train centric Customer centric
‘moving trains’ ‘moving customers’
Customer Train
Staff
Staff
Train
Customer
Sydney Trains Corporate Plan 2020/21
29We will utilise our information and with NSW TrainLink to deliver ongoing
incident management systems at our reliability for intercity and regional
Rail Operations Centre and adopt best customers, and build on our expertise to
practice for ways of working to minimise deliver operational excellence across the
the impact of incidents on customers. Sydney Trains network.
Our customers will experience
improvements in punctuality as we The safety and wellbeing of customers
respond promptly to service disruptions and the general public remains at the
and recover to operating to timetable. heart of everything we do at Sydney
Trains. We will continue to support this
Sydney Trains will also provide easy- commitment through the delivery of
to-understand journeys for customers significant work programs, enhancing
by enhancing the flow of real-time and maintaining safety systems and
information to customers about services promoting a positive safety culture
during the day of operations including and practices through public safety
transport connectivity with other modes campaigns.
across Sydney.
We will continue to work with TfNSW to
deliver more services for our customers
and to align bus, train, ferry and light rail
services to improve connectivity, work
In 2020/21, our program of works that contribute to the outcome ‘For customers -
Connecting our Customers’ whole lives’ will include:
Transport Primary Outcome: Customer
Key Deliverable Sydney Trains Measure
Enhanced customer information Customer Satisfaction 90%
Rail Operations Centre – Ways of Customers on time 92%
Working - Front Line Incident Re-
sponse
Dwell management
Customer safety strategy
30 Sydney Trains Corporate Plan 2020/21Sydney Trains Corporate Plan 2020/21
31Successful places
Sydney Trains Corporate Plan 2020/21Sydney Trains Corporate Plan 2020/21
Focused on improving
our impact on
communities and
supporting social
inclusion and vibrancy.
34 Sydney Trains Corporate Plan 2020/21Successful places
A Metropolis of Three Cities is a vision help make their community a great place
for three, integrated and connected to be. At the heart of communities are
cities that will rebalance Greater Sydney places – where people come together to
– placing housing, jobs, infrastructure interact and transact, and travel to other
and services within easier reach of more communities. This outcome reflects our
residents, no matter where they live. impact on communities across NSW,
Members of communities want to feel supporting them to achieve their desired
confident that we are contributing to social, cultural and economic outcomes.
Norwest
A metropolis of three Blacktown
cities Greater Penrith Central River City
Chatswood
30 minute cities Eastern Harbour City
Sydney Olympic
Park
Western Parkland City Green Square
Sydney Airport
Kogarah
Deliveing connectivity Liverpool Port Botany
with networks
Campbelltown-
Macarthur
Source: Greater Sydney Commission
Central Station is a key transport hub in Sydney Trains is working to deliver extra
the NSW transport network. Over the next services and better infrastructure to build
decade, it will have an even greater role Australia’s most advanced rail network and
with CBD and South East Light Rail and accommodate future demand across the
Sydney Metro connecting with existing Sydney Trains network. This includes parts
suburban and intercity trains, buses of the NSW Government’s More Trains More
and the Inner West Light Rail. The NSW Services staged-programs, new timetables,
Government is developing a vision and plan infrastructure upgrades and enabling
for the Central Station precinct, focusing projects needed to successfully run more
on improving the interchange experience train services, the full integration of the
for our customers and better integrating Sydney Metro projects into our network.
Central with surrounding recreational,
business, residential and educational areas. Transport connects people and
communities, and provides access to
Sydney Trains is working to deliver jobs, social activities, family, and essential
additional services and better infrastructure services. That is why we are committed to
to build Australia’s most advanced rail making our passenger services accessible
network and accommodate future demand for everyone including customers with
across the Sydney Trains network. This a disability, those that use a wheelchair
includes parts of the NSW Government’s or mobility device, customers who are
More Trains More Services staged- elderly, who are travelling with a pram or
programs, new timetables, infrastructure luggage, and those with socioeconomic
upgrades and enabling projects needed to disadvantage.
successfully run more train services and the
full integration of the Sydney Metro projects
into our network.
Sydney Trains Corporate Plan 2020/21
35Putting the customer at the centre of everything we do underpins our approach to
accessibility. Sydney Trains will continue to support TfNSW to engage with customers
with a disability, elderly customers and those that travel with a pram or luggage to
understand their needs and ensure we plan our services and infrastructure to be
accessible to them.
In 2020/21 our program of works that contribute to having Successful Places will include:
Sustainably Connecting our Communities
Our Environmental Sustainability Strategy Key strategic themes are: Business
is to achieve our vision of being an Integration, Partnerships and Innovation,
environmentally sustainable railway with an Biodiversity, Resource Efficiency, Heritage,
environmentally responsible culture. Community, and Data and Reporting.
BUSINESS BIODIVERSITY RESOURCE
INTEGRATION, • Develop long term plans for EFFICIENCY
PARTNERSHIPS vegetation management • Renewable energy to
AND INNOVATION and embed biodiversity be supplied under bulk
management into electricity supply contract
• Embed environmental and
maintenance activities • Increase the use of
sustainability management
• Provide easily accessible renewable energy
in all business planning
information on biodiversity technologies across the
and operational and
assets and management network
maintenance activities
• Manage weeds in • Explore opportunities for
• Develop internal
accordance with improving energy efficiency
partnerships through
biosecurity duties across the business
communications and
• Threatened Species are • Explore opportunities for
awareness
managed to enhance improving water efficiency
• Develop external
habitat and range on rail and reuse
environment interfaces
land • Explore opportunities for
• Utilise innovative
technology waste reduction and reuse
initiatives across the
business
• Integrate environment
and sustainability into the
procurement process
36 Sydney Trains Corporate Plan 2020/21In 2020/21 our program of works that contribute to the outcome ‘For communities –
Successful Places’ will include:
Alignment of Trains with TfNSW’s Primary Outcome: For communities
- Successful Places
Key Deliverable Sydney Trains Measure
Sydney Trains Environmental Strategy Energy Usage (target aligned to fNSW
Energy Futures Strategy)
Noise action
HERITAGE COMMUNITY DATA AND REPORTING
• Improved understanding • Improving liveability and • Identify and prioritise data
heritage approval processes customer experience with and reporting needs
• Co-ordinated heritage Sydney Trains places • Develop agreed approach
engagement program to • Understand customer to data management
improve the customer- expectation in environment supporting business
experience and sustainability processes and reporting
• Enhanced heritage data, • Develop programs to • Develop reporting
GIS and asset management meet customer needs and framework from line to
systems promote Sydney Trains Executive
• Improved outcomes for Environment Initiatives
non-operational heritage • Providing access to Sydney
assets Trains environmental,
• Conservation Management planning and performance
Plans available for key sites information
Sydney Trains Corporate Plan 2020/21
37People of NSW
Sydney Trains Corporate Plan 2020/21Sydney Trains Corporate Plan 2020/21
Focused on driving
economic growth
and ensuring financial
sustainability for the
people of NSW
40 Sydney Trains Corporate Plan 2020/21Strong economy and
quality of life
Our business is changing as Sydney’s Our financial stewardship
population grows – it’s predicted NSW
will have more than 12 million residents by With $39 billion of assets under
2056. Such large population growth will management and circa $3.2 billion in
drive a massive increase in customers on annual operating costs, we continue to
our network, which is already in excess of invest wisely on behalf of the people of
1.4 million customers daily. If patronage New South Wales, with whom we have
growth experienced to 2019 is sustained a collaborative relationship, providing
then Sydney Trains could be moving more the best passenger and freight transport
than 500 million customers on the NSW solutions that serve a wide range of social
rail network within the next few years. and economic outcomes.
Sydney Trains operates train services, We will adhere to the following six
manages stations and crewing, undertakes principles for financial sustainability
the maintenance of metropolitan rail and have a strong focus on financial
infrastructure, Sydney Trains and NSW responsibility so that our corporate
Trains rolling stock and stations and overheads are lean, our workforce is agile,
delivers new assets. Our rail network is the and our investments in assets financially
backbone of the city’s public transport effective:
system, which connects the city’s skilled
workforce with high value employment
land located throughout the Global
Economic Corridor.
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
41In 2020/21, our program of works that contributes to the outcome ‘For the people of
NSW – Strong economy and quality of life’ includes:
Trains alignment with TfNSW’s Primary Outcome: People of NSW -
Strong economy and quality of life
Key Deliverable Sydney Trains Measure
Network Growth Program Customer Growth in line with TfNSW
projections
Financial Sustainability
Reduction in real Net Operating Cost
Fleet Strategy per Passenger Journey
IT Resilience
Integrated Engineering Services
Continuous Improvement Program
Asset Incident Prevention Program
42 Sydney Trains Corporate Plan 2020/21Sydney Trains Corporate Plan 2020/21
43People of Transport
Sydney Trains Corporate Plan 2020/21Sydney Trains Corporate Plan 2020/21
45Focused on supporting
our people to feel
empowered to deliver
outcomes
46 Sydney Trains Corporate Plan 2020/21Thriving people doing
meaningful work
Aligned to the TfNSW strategy of People the intent to treat the ecosystem not the
at the Heart, Customer at the Centre and individual, to build a culture of safety
the Greater Good, our focus is driven by excellence and improve environmental
the key issues in our business and with sustainability.
People at the heart Customer at the Centre Greater good
People at the heart Customer at the centre Greater good
Preparation Quality
& Planning
Safety Culture
System design
Risk Environment
& technology
Customer
Health & Wellbeing
Experience
Productivity improvement and simplified business improvement and strengthened
work practices will contribute to greater commercial practices. We will ensure
efficiency and support in a period compliance obligations and risks are
of significant growth. We will also appropriately managed.
focus on identifying opportunities for
We will seek a greater balance in
Our Areas of Focus
prioritising the services it provides Five priority areas of focus set the
(aligned to business needs) and direction for the 12 months
how it engages with the business, so People Plan
create experiences for it’s customers
and the people it supports
Adopt a service
and operational Simplify Deliver the
mindset process next wave
Grow our
People Enhance the
Enhance the people
Team
people experience experience
Capability
Work side-by-side
with you
Building our
foundation
Sydney Trains Corporate Plan 2020/21
47To enable striving towards our vision Excellence. These behaviours sit at the
we now work under a set of behaviours centre of everything we do at Sydney
called SPACE. The SPACE framework Trains and is in partnership with our
refers to our key behaviours: Safety, Code of Conduct to guide the work and
Pride, Accountability, Collaboration and responsibilities of our workforce.
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 the optimum end result
decision-making, while expecting the
same of your team
Safety Pride Accountability Collaboration Excellence
In 2020/21, our program of works that contribute to the outcome ‘For the people of
Transport – Striving people doing meaningful work’ will include:
Alignment with TfNSW’s Primary Outcome: People of Transport -
Thriving people doing meaningful work
Key Deliverable Sydney Trains Measure
Safety Culture Employee Engagement (People Matter
Engagement Survey)
Operating model
Diversity (targets aligned to Premier’s
Enterprise Workforce Management Priorities by 2025):
Talent Management › Women in senior leadership roles
› People with a disability
Leadership Capability representation in the workforce
› Aboriginal and Torres Strait
Islander representation in the total
workforce
48 Sydney Trains Corporate Plan 2020/21Sydney Trains Corporate Plan 2020/21
49Sydney 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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