Corporate Plan Sydney Trains - Transport for NSW
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Sydney Trains Corporate Plan 2021-22
Table of Contents
Chief Executive’s message 5
Sydney Trains key facts 6
Our network 8
Transport for NSW 10
Contributing together as part of the Transport family 16
Priorities and commitments 20
Customer at the centre 23
Operational excellence every day 24
Sustainability is our future 26
Commitments to our people at the heart and safety at our core 28
2 Sydney Trains Corporate Plan 2021-22
Sydney Trains Corporate Plan 2021-22 3
We will put technological
innovation front and centre,
supporting our ongoing
operational excellence and
empowering our customers
with more information so
they are able to make the best
possible travel choices.
4 Sydney Trains Corporate Plan 2021-22
As part of Transport for NSW, our planning
is now focused on continuing to improve
our capacity to make NSW a better place
to live, work and visit by connecting people
and communities, and making journeys
safer, easier and more reliable.
In the following pages, you will see our
key deliverables for 2021-22 set out under
the Agency’s strategic priorities and
commitments: Operational Excellence Every
Day, Customer at the Centre, Sustainability
is our Future, Safety at the Core and People
at the Heart.
These deliverables have been shaped by our
ongoing work to transform Sydney Trains to
become a world-class digital railway.
Among other initiatives, it means that we
will continue to work closely with Metro,
Light Rail and other stakeholders to further
integrate the network, enabling smoother
I am pleased to present the Sydney Trains multimodal journeys for our customers.
2021-22 Corporate Plan, our primary We will put technological innovation
planning document for the 2021-22 year. front and centre, supporting our ongoing
In preparing this plan, we have taken on operational excellence and empowering our
the lessons learned over the last year customers with more information so they
as we worked to keep our customers are able to make the best possible
and employees safe, and our service travel choices.
running to a full timetable throughout the Most importantly, we will continue to build
emerging COVID-19 pandemic. We are on our strong safety record to provide
very proud there wasn’t a single instance world-class protection for both our
of transmission of the virus on the network customers and our employees.
during that time.
All of this is fundamental to our mission
Achieving a 94 per cent customer to keep Sydney moving by delivering safe,
satisfaction rating - our highest ever in clean, reliable, customer-focused and
November 2020, is further evidence of efficient rail services over 2021-22.
our successful response. This, and the
steady increase in patronage back towards
pre-COVID levels, show that the capacity
management, protective measures and
additional cleaning at our stations and
across our fleet, provided the safety and
reassurance our customers required.
Pete Church
Over the same period, we achieved new
records for punctuality and performance, Acting Chief Executive
accelerated our maintenance program and Sydney Trains
carried out landmark major works projects,
including the replacement of the timber rail
deck over the Sydney Harbour Bridge over
the first 10 days of 2021.
Sydney Trains Corporate Plan 2021-22 5
Sydney Trains key facts
As at February 2021
169 MI
ANNUAL P
1.5m
585,000 46,000
COVIDSafe CAPACITY* PASSENGER JOURNEYS TIMETABLED STOPS
86 marked green spots Per Weekday Per Weekday
per carriage (during COVID 19)
1000 +
11K 169 2,255 1,599km 899
Workforce Stations Fleet Track maintained Electrifie
(budgeted positions) (incl. 4 on Airport Line) Electric & diesel cars (incl. NSW TrainLink) (Sydney Train
(incl. 566 NSW TrainLink)
6 Sydney Trains Corporate Plan 2021-22
*187+ million including NSW TrainLink patronage
Figure for 12 months to Feb 2021
Feb 2021 demographics sourced from CXMP survey
#
49% safe loading as at Feb 2021
ILLION*
PATRONAGE
3,200 65% 39%
TIMETABLED SERVICES CUSTOMERS TRAVEL# CUSTOMERS TRAVEL#
Per Weekday to and from work at least 4 days Per Week
NUMBER OF PASSENGERS ONE
EIGHT-CAR TRAIN DESIGNED TO CARRY
(COVIDSafe design to carry an average of 688 passengers)
9km 10K+ 1,536km 3.2B $41B
ed Track CCTV Overhead wiring Total cost of Assets under
ns area only) Cameras maintained Maintained
(incl. NSW TrainLink) Operations Control
Sydney Trains Corporate Plan 2021-22 7
Our network
Sydney Trains is the suburban passenger central underground core that covers 899
rail network servicing Greater Sydney, New km of electrified track and serves
South Wales, Australia. The network is a 169 stations.
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
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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 2021-22
Sydney Trains Corporate Plan 2021-22 9
Transport Cluster 10 Sydney Trains Corporate Plan 2021-22
Sydney Trains Corporate Plan 2021-22 11
Transport Cluster
The Transport cluster operates in a newly integrated structure and environment. The
operating model is organised around the customer, better supporting integrated service
delivery and giving greater focus to the different transport needs of Greater Sydney and
regional NSW.
Transport’s operating model
Secretary of Transport Office of the Secretary
Point to Point
Customer Strategy Greater Sydney Regional and Outer Transport Commission
and Technology Metropolitan
Port Authority
Sydney Trains NSW Trainlink
Sydney Metro Office of Transport
Safety Investigation
State Transit Authority
Transport Asset Holding Entity
Infrastructure and Place
Customer division
Safety, Environment and Regulation Delivery division
Enabling division
Corporate Services
Regulation division
People and Culture
Greater Sydney’s accountabilities are: Sydney Trains supports these by:
• Integrating transport services for Greater • Operating passenger services
Sydney customers and communities • Maintaining the Sydney rail network
• Being the face of transport and engaging including expansions and integration with
with customers, stakeholders and Sydney Metro
community around integrated transport • Managing fleet maintenance
choices • Providing access to the network to
• Planning, building, maintaining and freight operators and third party
operating the Greater Sydney transport passenger operators
network • Controlling services and minimising
• Procuring and managing service assets unplanned disruption on the network
• Working together: Work in partnership
with other transport divisions and across
government on strategy, planning,
delivery and operations
12 Sydney Trains Corporate Plan 2021/22Transport Strategy and Plans
Transport for NSW is the lead agency of the NSW Transport cluster. Its role is to lead the
development of a safe, efficient, integrated transport system. Sydney Trains aligns and
contributes to the transport purpose via Transport’s 10-year Blueprint.
Commonwealth
Mandate Transport Administration Act 1988-Objectives
Drivers
Government NSW Government Premier’s charter letter -
Premiers Priorities
agenda key plocy priorities portfolio priorities
Greater Sydney
Future Transport Regional Plan State Infrastructure
Strategy 2056 a metropolis of three Strategy
cities
National Policy Framework for Land Transport Technology)
NSW Government
Greater Sydney Regional Plan
(e,g. National Freight and Supply Chain Strategy,
vision for Future Transport Strategy 2056
a metropolis of three cities
future of NSW
Commonwealth Plans and guidelines
Future Transport Strategy 2056
We’re making NSW a better place ot live, work and visit by connecting people
Purpose
and communities and making journeys safer, easier and more reliable
Transport’s 10 year Blueprint
Transport plans
Functional Plans
Division Plans (e.g. People Strategy, Financial
sustainability roadmap)
How we work Our values and our way of leading
together Empowering; Creative; Courages; Caring; Sustainable
What guides Our cultural aspirations
us each day e.g Customer at the centre,; People at the heart; For the greater good
Future Transport Strategy 2056
Future Transport 2056 provides us with a
long term overarching vision.
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.
Sydney Trains Corporate Plan 2021-22 13Transport’s 10 Year Blueprint
Connecting to the future outlines the strategic direction of Transport. It sets out where we
need to focus our efforts in the near term to move us towards our long term vision outlined
in Future Transport 2056.
To realise the vision, Transport has adopted The outcomes-based approach encourages
an outcomes-based approach. This helps us to focus on the difference we make and
us clearly demonstrate how our activities not just the inputs or processes over which
are aligned with the NSW Government’s we have control. Our success is about the
priorities and vision, as well as Transport’s impact we make in our key strategic areas,
strategic landscape. and we should measure and monitor the
tangible improvements to the quality of life
of the people we serve.
14 Sydney Trains Corporate Plan 2021-22Sydney Trains Corporate Plan 2021-22 15
Sydney Trains
Contributing together
as part of the
Transport family
16 Sydney Trains Corporate Plan 2021-22Sydney Trains Corporate Plan 2021-22 17
Sydney Trains Strategy on a Page
Sydney Trains has outlined its focus, supporting Transport’s strategy.
Sydney Trains Plan 2020-21 – 2024-25
N
IO
SS
U
C
IS
D
Our mission is to keep Sydney moving by delivering safe, clean,
R
FO
reliable, customer-focused and efficient rail services.
FT
RA
D
Our purpose to make
Priorities Operational excellence Customer Sustainability
NSW a better place to
every day at the centre is our future
live, work and visit
Key Performance • Timetable Delivery • Customer Satisfaction • Cost per car km
Our long term vision Indicators (KPIs) • Peak (Service) Punctuality • Lost Customer Minutes • Energy Usage
Future Transport 2056 • Program/project Benefits Delivery
‘connecting three cities’
10 Year Blueprint
Key Programs • ROC Ways of Working • Improve Customer Information • Fit for the Future Organisation
of Work • Enterprise Workforce Management • Customer Experience Promise Design
Connecting our • Timetable Solution • Network Growth • Financial Sustainability
customers’ whole lives • Cyber Resilience - Digital Systems • Depot & Maintenance Program
• Technology-Enabled Workforce - More Trains More Services • Enterprise Portfolio Project
Successful places • Cloud Transformation - Sydney Metro Management
Strong economy and
quality of life
Commitments
Safety People
Thriving people doing at our core at the heart
meaningful work
Key Performance • Customer Injury Frequency Rate • Engagement
Indicators (KPIs) • Total Recordable Injury Frequency Rate • Diversity
• Worksite Protection Incident Frequency Rate
Greater Sydney
Public Transport Mode • Customer Safety • Enterprise Safety Culture
Key Programs
Share from 38% to 43% of Work • Automatic Train Protection
by 2024
For more info please visit intranet.sydneytrains.nsw.gov.au/strategy
The Secretary for Transport has announced four key focus areas, which are:
1 running our essential daily services
2 putting the customer at the centre
3 delivering our infrastructure program
4 leveraging digital and innovation
These align with our strategic commitments:
• operational excellence underpins the running of our services
• the customer is at the centre of everything we do
• which includes supporting the Transport infrastructure program
• digital and innovation contribute to the realisation of all our strategic objectives.
18 Sydney Trains Corporate Plan 2021-22Contributing together as part of
the Transport family
Statutory obligations
Sydney Trains is a NSW Government agency constituted under the Transport
Administration Act (TAA) 1988.
Sydney Trains operates in line with the Statement of Expectations issued by TfNSW. It will
also operate in accord with the following agreements:
• Rail Operations Agreement An agreement between Sydney Trains and TfNSW
addressing passenger services and network control
• Track Access Agreement An agreement between Sydney Trains and the
Transport Asset Holding Entity (TAHE) providing
Sydney Train access to the NSW rail network
• Licensing, Agency and An agreement between Sydney Trains, TAHE
Maintenance Deed and TfNSW licensing assets to Sydney Trains and
addressing maintenance.
TAHE is a statutory State Owned Premier’s priorities
Corporation that holds rail property assets,
In addition to the Transport outcomes, all
rolling stock and rail infrastructure in the
NSW public sector agencies contribute to
Sydney metropolitan area and limited
the Premier’s Priority of a world class
country locations in the State of NSW. TAHE
public service.
makes these assets available to Sydney
Trains for their operations. It also provides The Premier has set social priorities for
rail infrastructure to other operators under the Government to measure and deliver
the terms of track access agreements. in areas that need improvement. Sydney
Trains continues to support best-practice
As a public transport operating agency, we
productivity, digital capability and drive
share the common objectives stipulated in
diversity within the organisation in line with
the TAA, reinforcing that the customer is at
the priorities set by the Premier.
the centre of everything we do.
The Transport cluster operates in a newly
The principal objective of Sydney Trains
integrated structure and environment. The
under the Act is to: Deliver safe, reliable,
operating model is organised around the
effective and efficient railway passenger and
customer, better supporting integrated
network access services (freight and third
service delivery and giving greater focus
party passenger services) in a financially
to the different transport needs of Greater
responsible manner.
Sydney and regional NSW.
As a rolling stock operator and rail
infrastructure manager under Rail Safety
National Law (NSW), Sydney Trains must
meet all relevant requirements of the Act.
Sydney Trains Corporate Plan 2021-22 19Priorities and
Commitments
20 Sydney Trains Corporate Plan 2021-22Sydney Trains Corporate Plan 2021-22 21
Priorities and Commitments
Our mission is to keep Sydney moving by delivering safe, clean, reliable, customer-
focused and efficient rail services
PRIORITIES
We must focus on our priorities to achieve our vision over the next three to five years.
They tackle head-on the most consequential and significant challenges facing us as an
enterprise.
The three priorities are what matter most and will serve as a mechanism to drive change.
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 of from planning to delivery – can continue to provide
accessible, seamless, putting the customer first increased services to
informed and safe journeys is part of our DNA. customers across the
for our customers network.
every day.
COMMITMENTS
A commitment is a foundation stone to support our customers and people to ensure we
can deliver on our priorities.
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.
22 Sydney Trains Corporate Plan 2021-22Operational excellence
every day
Operational excellence centres on the We create strong ways of thinking when
considered and thoughtful planning of presented with a problem, looking for long
accessible, seamless, informed and safe term sustainable solutions, always simplifying
journeys for our customers every day. It’s processes without compromising quality. We
about stabilising our operations to efficiently encourage innovative thinking, without the
and effectively execute services to get our fear of failure to implement new ways
customers to their destination on time. of working.
Planning is what drives our operational Considered planning allows us to deliver
excellence – we identify the issues, effectively operational excellence and great customer
utilise resources and fix the plans before it service. To make this work we need to use
impacts our customers through incidents on our resources and people effectively. All
the network. the parts need to work together, thinking
systematically as an enterprise.
We have a proactive not reactive view to
our operational excellence. We’re not about
.
being superheroes when things go wrong,
we’re about keeping the superhero suit in
the wardrobe and putting our plans and
expertise in place.
Key Deliverable Measuring Success
ROC Centre Ways of Working: Improve timetable delivery
Technologies and processes to enable the Rail
Operations Centre (ROC) to realise its purpose as
the network control hub of the business including Sustain punctuality
improved incident management, customer information
and reporting.
Enterprise Workforce Management:
Digital transformation of roster planning and
management to optimise staff utilisation, reduce safety
non-compliance risk and increase employee flexibility
through self-service and mobility.
Timetable Solution:
New timetable planning capabilities to deliver quality,
safe and reliable timetables that allow for ongoing
network capacity growth and new digital control
system demands.
Cyber Resilience:
Make our IT and OT computer systems and networks
more resistant to cyber threats. Improve our response
to cyber-attacks.
Technology - Enabled Workforce:
Upskill and equip Train Crew and their support staff
with mobile technology.
Cloud Transformation:
Build a highly resilient cloud platform, migrate key
applications and improve.
Sydney Trains Corporate Plan 2021-22 23Customer at
the centre
Customer at the centre is focused around In our commitment to put the customer
customer-centric thinking – shaping Sydney at the centre, we plan, analyse, innovate,
Trains to deliver the wants and needs of our collaborate and implement carefully
customers and stakeholders to ensure they formulated customer strategies.
have consistent, memorable, accessible,
seamless, informed and safe journeys that
get them to their destination on time.
We ‘think customer’ and are passionate
about our customers, truly believing the
customer comes first. We require all parts of
Sydney Trains to see the world through their
customer eyes. The customer continually
pervades our thinking from planning to
delivery – putting the customer first
is part of our DNA.
Key Deliverable Measuring Success
Improve Customer Information: Sustain customer satisfaction
Improve customer information channels – leverage
data and transition applications towards the target
state architecture to decrease future maintenance Reduce lost customer minutes
costs.
Customer Experience Promise:
Uplift the customer experience through a Sydney
Trains wide focus on customer service maturity.
Repeatable and consistency of service and refresh of
capability and presentation with a holistic focus on the
whole precinct and mode.
Network Growth: Coordination with
Transport-related programs:
• Digital Systems – modernise our signalling system
and train control technology, transforming our
railway to deliver up to 24 trains per hour.
• More Trains More Services – part of Future Transport
Strategy 2056 – designed to deliver benefits
for customers by implementing digital systems,
upgrading infrastructure and improving capacity.
• Sydney Metro – Support the delivery of Sydney
Metro City and Southwest which is currently being
built under Sydney Harbour. It will interface with
Sydney Trains at Chatswood, Martin Place, Central,
Sydenham, Bankstown and St Marys.
24 Sydney Trains Corporate Plan 2021-22Sydney Trains Corporate Plan 2021-22 25
Sustainability is
our future
Sustainability ensures our longevity as a Our sustainability lens looks at how we best
government agency delivering to the people use taxpayer dollars to run the enterprise, be
of NSW. We want to continue to provide an environmentally sustainable, and socially
services to customers across Greater Sydney. responsible organisation and have a single
source of truth for managing the portfolio
We are a critical part of NSW’s future in
of business and strategic projects in
providing the community the ability to keep
Sydney Trains.
moving around Greater Sydney to find better
ways to work and live. For our financial stewardship with $41 billion
of assets under management and circa $3.2
With a continuous improvement lens on
billion in annual operating costs, we will
everything we do, we will continue to get
continue to invest wisely on behalf of the
better at what we do by learning from past
people of New South Wales, with whom we
lessons.
have a collaborative relationship, providing
the best passenger and freight transport
solutions that serve a wide range of social
and economic outcomes.
Key Deliverable Measuring Success
Fit for the Future Organisation Design: Reduce unit cost
Embed a customer-centric operating model and
drive financial sustainability so we’re responsive and Increase energy efficiency
adaptive to future needs.
Improve benefits delivery
Financial Sustainability:
Apply a tight fiscal lens to every aspect of our
business to ensure we operate in a cost-effective way
while delivering services to our customers and the
communities we serve.
Depot & Maintenance Program:
Implement a revised fleet maintenance model
Enterprise Portfolio Project Management:
Single source of truth for all projects in Sydney
Trains – one software tool to manage scope,
schedule, risks, issues, benefits, actions, financials and
interdependencies.
26 Sydney Trains Corporate Plan 2021-22Sydney Trains Corporate Plan 2021-22 27
Our commitment to people at
the heart and safety at our core
We are committed to enhancing and
People at increasing the skills and capability of our
the heart people so that we have a workforce that
keeps pace with change into the future and
are able to prioritise safety.
Our people make the difference at Sydney
Trains. They are passionate about serving We encourage diversity, flexibility, inclusivity,
our customers and take enormous pride in creativity and innovation.
their work and our history. We respect and We want a fit for the future workforce that
value our people. is talented, agile and highly capable. One
Our focus is fixing and prioritising what that keeps pace with increasing customer
matters most to them. We are continuously demands and significant digital investment
seeking to improve their experience in their and technological change.
day-to-day work.
Safety at Our people demonstrate safe behaviours
and look out for one another. Our
the core people report safety concerns freely and
managers act on them. They understand
#safetytogetheritstartswithme.
We cannot put our customer at the centre,
ensure operational excellence and meet our We focus on enhancing the health and
regulation requirements without putting wellbeing of our people and delivering
safety at our core to protect the safety of programs and solutions together to keep
our employees, contractors and customers. them safe.
We are committed that every employee will We continue to work towards building a
go home safely at the end of each shift and more mature safety culture, enhanced safety
every customer will arrive safely at their leadership and training, and the ongoing
destination. Our leaders have regular safety improvement of our systems and processes.
interactions with our people about what is
in place to ensure safety at all times.
28 Sydney Trains Corporate Plan 2021-22Sydney Trains Corporate Plan 2021-22 29
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
Key Deliverable Measuring Success
Enterprise Safety Culture: Improve on employee engagement
Shift the enterprise safety culture of Sydney Trains and
NSW TrainLink from reactive/compliant to proactive/ Increase diversity and inclusion
generative on the Hudson Safety Culture Ladder.
Reduce safety incidents
Automatic Train Protection:
A train safety system designed for additional
customer and train crew safety through ceiling speed
supervision (prevents a train from travelling over
a predetermined speed limit) and brake-to-target
supervision (supervises the safe deceleration of a train
e.g. approaching a signal to stop, railway crossing
or worksite).
Customer Safety:
Pinpoint the main causes of customer injuries across
the network and propose preventative solutions.
30 Sydney Trains Corporate Plan 2021-22Sydney Trains Corporate Plan 2021-22 31
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