sydney metro-preliminary reference concept of operations

8/12/2019 Sydney Metro-Preliminary Reference Concept of Operations

1/29

CBD Metro Integrated Metro Operations

Section 4 - Preliminary reference concept of

operationsDate: 19 May 2009

Author: Sydney MetroRevision: 1.0

Status: FinalConfidential

Disclaimer

This document, and all attachments to this document, including drawings, are "Information Documents" as defined in theInvitation for Expressions of Interest for the CBD Metro Integrated Metro Operations (IMO). Without limiting theprovisions of the Invitation for Expressions of Interest, by proceeding to use the documents, the recipient acknowledgesand agrees that:

a) The documents are subject to change, may not be exhaustive, may contain errors or omissions and may beinaccurate, or misleading.

b) It will not rely upon the documents and will make its own assessments of the information provided.

c) Sydney Metro will not be liable upon any claim the recipient may bring arising from or in connection with the

documents.


2/29

FINAL CONFIDENTIAL

PRELIMINARY REFERENCE CONCEPT OF OPERATIONS.DOC

Note: this document is an "Information Document" and is subject to the applicable

conditions of the Invitation for Expressions of Interest

Contents

1 Introduction 12 Customers of the CBD Metro 23 Customer experience on the CBD Metro 53.1 The CBD Metro operating philosophy 53.2 General approach 53.3 How the customer maintains knowledge of the metro? 53.4 Making the station experience a good one 63.5 The journey experience 93.6 Valuing customers after the journey 114 Metro operations 124.1 How are trains operated? 124.2 How do the stations operate? 195 Safety management system 226 System maintenance 237 Revenue 247.1 Fare collection 247.2 Minor commercial opportunities (including property lease, concessions and advertising) 258 Metro management 26


3/29


Section 4 - Preliminary reference concept of operations

Revision 1.0 1

FINAL CONFIDENTIAL


Note: this document is an "Information Document" and is subject to the applicable conditions of the

Invitation for Expressions of Interest

1 Introduction

This preliminary concept of operations is an indicative example of how the IMO Project Companycould operate the CBD Metro. The CBD Metro will have a particular focus on the customer. Thisdocument is not intended to be prescriptive.

This document is intended to give context to the Reference Design by describing how Sydney Metrocurrently envisages the assets will be used and maintained while providing insight into the customerexperience.

Customer focus is the driving factor of the CBD Metro philosophy and the preliminary concept ofoperations is firmly based on this philosophy. This in turn drives metro operations, maintenance andmanagement.

Specific requirements for the CBD Metro are provided in Section 2: Preliminary scope andperformance requirements.

This document is provided for information only and is not intended to be developed to form part of anyIMO Project Deed.

To the extent that there are any discrepancies between:

a. this document and the Preliminary scope and performance requirements, the requirements andstandards in the Preliminary scope and performance requirements will prevail; and

b. this document and the Preliminary Reference Design, the requirements and standards in thisdocument will prevail.


4/29

2 Revision 1.0 CBD Metro Integrated Metro OperationsSection 4 - Preliminary reference concept of operations

FINAL CONFIDENTIAL




2 Customers of the CBD Metro

The CBD Metro brings a totally new style of rail travel to Sydney. The CBD Metro will provide abroadly based seven days a week, peak and off-peak system that will, in addition to regular journeysto work, cater for a range of trip purposes, both regular and casual, across the week.

The higher off peak frequencies of metro compared with other public transport operators will help togenerate a much broader patronage profile with a less peaked weekday travel pattern. As the metronetwork expands, these higher frequencies across the various lines will, because of easy interchangebetween lines with minimum wait times, help to develop a network in which interchange is an acceptedpart of a passengers journey.

With turn up and go services extending well beyond the traditional peak periods, shoulder and off-peak travel for recreational, entertainment and other purposes will be encouraged. The enhanced level

of shoulder peak frequencies will also encourage spreading of the peak, thereby assisting in reducingpeak period congestion generally.

By maintaining a consistently high level of service, metro is well suited to cater for, and encourage, abroad range of users with differing travel needs.

2.1.1 Customer markets

The CBD Metro, as it develops into a wider metro network, will serve a range of different customermarkets. In this way, the metro will perform a number of functions and accommodate a number of keypassenger flows, thereby relieving and enhancing different sections of the transport network.

The CBD Metro will serve a range of different passenger markets including:

regular journey to work trips

regular education trips

recreational day trips

recreational/entertainment evening trips including special events

weekday shopping trips

weekend shopping trips

tourist trips

intra-CBD trips for business purposes

intra-CBD trips for non-business purposes.

A major contributor to the flow from Central is expected to be passengers transferring to and fromRailCorp services terminating in Sydney Terminal station and using the CBD Metro as the preferredmode for accessing the CBD, particularly the major employment sector around Martin Place andWynyard.


5/29



Revision 1.0 3

FINAL CONFIDENTIAL




Other significant flows include metro/rail transfers at Wynyard including people accessing jobs inPyrmont by transferring to the metro. There will be opportunities for metro/bus transfers at Wynyardalso with many peak hour bus services terminating (am) and originating (pm) from here.

At Rozelle it is anticipated that approximately 50% of citybound passengers on Victoria Road buseswould choose to interchange to the CBD Metro to reach the CBD while the remainder would continue

on buses to the city. Because of the travel time advantage of the CBD Metro over bus for journeys toWynyard, Martin Place and Central, those most likely to interchange to the CBD Metro will bepassengers heading for the northern or southern sectors of the CBD.

Significant interchange flows will include:

interchange between bus and the CBD Metro at Wynyard

interchange between bus and the CBD Metro at Central

interchange between rail and the CBD Metro at Central.

Some specific markets identified are as follows:

Table 2.1 CBD Metro customer markets

Market section Description

Rozelle: walk up At Rozelle, there will be more than 10,000 existing residents within walkingdistance of the CBD Metro. This significant walk up catchment reflects thedensely populated residential area around Rozelle. In addition, there are alsosome commercial and employment areas which will benefit from the CBDMetro.

Rozelle: Victoria Roadbuses

The CBD Metro provides the opportunity for bus passengers from the VictoriaRoad corridor from Drummoyne, Gladesville, Top Ryde and beyond, to transferat Rozelle to fast metro services to the CBD. The time benefit will be

particularly high for those travelling to the prime employment area of thenorthern CBD by avoiding lengthy and unreliable bus journey times alongGeorge Street.

This will provide a strong customer base to support services from the northernend of the CBD and substantially reduce the number of bus services required tooperate from Victoria Road through to the northern part of the CBD (therebyeasing congestion on the key bus corridors such as George Street). The scopeto reduce bus services comes from a combination of customers being able towalk directly to the metro station for a faster trip to the CBD, and some existingbus passengers changing from buses at Rozelle and joining the CBD Metro totravel the remainder of the distance to the CBD (where there are travel timeadvantages).

Buses will also feed the CBD Metro from the Balmain and Lilyfield areas to the

east and west of Rozelle station.

Pyrmont as an origin anddestination

Pyrmont will function both as a destination and origin station by virtue of itsemployment, entertainment and densely populated residential precincts. Forthe first time, there will be a direct public transport link between the northernpart of the CBD and Pyrmont.

Transfers to/from heavyRail from north of harbour

Some passengers on heavy rail services from north of the harbour may chooseto transfer at Wynyard to the CBD Metro, particularly as a convenient way toaccess the Martin Place precinct.

Transfer from busesto/from north of harbour

Passengers arriving on buses from north of the harbour will have the opportunity totransfer at Wynyard to the CBD Metro for a faster journey through the CBD than ispossible by bus. In peak periods, buses are currently timetabled to take up to 13


6/29


FINAL CONFIDENTIAL




Market section Description

minutes in the am peak and 20 minutes in the pm peak between Wynyard andCentral compared with the 5 minutes it will take by the CBD Metro.

East/south east buses The CBD Metro will provide opportunity for interchange at Martin Place and

Town Hall with bus services to/from the east and south east.Intra-CBD travel The CBD Metro will cater to intra-CBD business and tourism trips, including

trips between Central, Town Hall, Martin Place and Wynyard-Barangarooproviding faster and more reliable services than is currently available by bus.

Future ferry passengersto/from proposedBarangaroo ferry terminal

With the proposed development of a second CBD ferry hub at Wynyard-Barangaroo, the CBD Metro will be ideally suited to provide a fast direct linkdistributing arriving ferry passengers through the CBD.

Central Station Passengers from Inner West/South West buses

The CBD Metro will provide the opportunity for bus passengers from theInner West and South-west to transfer at Central to the CBD Metro for afaster journey to the northern end of the CBD and Pyrmont.

CityRail intercity passengers

These passengers will have a fast and frequent link to the CBD and

Pyrmont.

Future suburban terminating services

Similarly, passengers arriving on terminating suburban services will be ableto transfer to high frequency direct services to the central and northern partsof the CBD and Pyrmont.

Transfers off Cityrail services

Some passengers on through CityRail services, particularly those headingfor Pyrmont and Rozelle, may choose to interchange at Central to the CBDMetro.


7/29



Revision 1.0 5

FINAL CONFIDENTIAL




3 Customer experience on the CBD Metro

3.1 The CBD Metro operating philosophy

Our operating philosophy is based on the customer first, efficiency, ease of use, integration andsustainability.

Philosophy Principles

The customer first Customer needs drive processes and design starting with safe and reliableperformance; attractive and accessible product; excellent communication in normaloperation and strong continuity plan execution during disruption; continuousimprovement and prompt response to feedback.

Efficiency Waste is minimised, redundancy is by design; staffing is appropriate to demandand driven by need and a passion to do better; customer throughput is high andcapable of growth.

Ease of use Self service product supported by high quality customer interfaces which areintuitive, well explained and of standard design; queues minimised.

Integration Metro is integrated with community through ticketing, station design andinterchange; systems communicate with each other to improve customeroutcomes.

Sustainability Investment made on whole of life basis; business covers its operations andmaintenance costs; enhances community well being, minimises localenvironmental impacts while contributing toward overcoming global environmentalchallenges.

3.2 General approach

There are many different ways in which the metro will interface with its customers. Each touch point onthe journey should be predicted and a relevant process or procedure adopted. For the operation to bea success there will be a procedure for everything from handling lost property to disposal of waste.

The core operational concepts of the metro are set out below.

3.3 How the customer maintains knowledge of the metro?

It is critical for the CBD Metro to have relevant and up to date information available for the publicwhich will include:

current operating frequency per station and direction in real time.

scheduled train frequencies throughout the day.

information about anticipated service disruptions.


8/29


FINAL CONFIDENTIAL




real-time information in case of any unexpected service disruption.

information on planned additional services, for example for special events such as new yearcelebrations etc.

information on products available including ticketing and fares.

the means of buying metro tickets or products with a link to the Public Transport TicketingCorporation (PTTC) online retail system.

security and safety Information.

There will be various means to communicate with the customer to ensure maximum coverage andavailability of the most current information. These will include:

well designed and easy to use website(s) with links to other service providers to ensure the entiretravel journey is efficiently delivered.

existing Sydney journey planning and information sources and websites (e.g. 131500 information).

a 24 hour customer helpline with links to relevant information centres.

mobile/personal digital services (e.g. text messages will be sent to customers and staff for servicesupdates, GPS mapping).

information displayed at metro stations. This will be both electronic real time information and postednotices.

customer service staff at stations and on trains.

wayfinding signage for both metro and other transport modes.

The Sydney Metro website will have live links to the Transport Infoline 131500 to update information inrelation to service changes on other transport modes and will provide current information on metroservices.

The Sydney Metro website will have information on lost property, timetable, planned interruptions,special events, automatic fare collection (AFC) products (with the ability to purchase on line) and linksto other transport websites.

3.4 Making the station experience a good one

3.4.1 How does a customer buy fare media?

Sydney Metro will participate in Sydneys proposed integrated electronic ticketing system. This willallow customers to purchase fare media (smartcards) on line or through designated outlets. It isenvisaged that the IMO Project Company will also sell disposable single mode smartcards via ticketvending machines (TVMs).

Customers travelling on multi modal services may also obtain a smartcard from another operator thatis part of the integrated ticketing system and valid on metro services.

Smartcards can be topped up or have value added on line, at designated outlets and by automaticreload (direct debit/credit).


9/29



Revision 1.0 7

FINAL CONFIDENTIAL




Sydney Metro is open to the development of reusable smartcards containing popular metro productsfrom the TVMs, for example: a one day smartcard that is reusable and will have a minimal, nominated,refundable deposit.

3.4.2 How does a customer obtain travel information?

The customer can obtain information on timetables, special event arrangements and any serviceinterruption through the IMO Project Companys website and the Sydney Metro website (each withlinks to other services and operators) and the IMO Project Companys 24 hour customer helpline. Theservice provided by metro is a high frequency service and will be promoted as such. Information willbe displayed in prominent, well lit locations at all metro stations. These displays will be placed toensure minimal disruption for customer movements and avoid queuing.

Customer service staff will be available to assist customers with enquiries such as lost property andtimetable information.

Real time information will be displayed through electronic medium and updated automatically. Thisinformation will display the next three trains, destination and platform number plus the correct time.

3.4.3 Providing an inviting station environment

The metro will welcome all customers with valid smartcards. Disability will be no barrier. The metronetwork will provide equitable access for all customers, especially those customers who may bemobility, hearing and/or vision impaired or have a first language other than English.

Metro stations will be well appointed with prominent wayfinding signage from bus, rail, street level andelsewhere that will facilitate customer confidence in following direction signage. This will be for botharriving at or departing from metro stations and other integrated transport hubs or interchanges.

There will be a strong relationship between the metro and the broader urban area. With excellence instation design and architectural form supported by high levels of presentation and maintenance, metroentrances will be well lit and branded and due to the nature of an underground system, will havetransitional lighting to minimise discomfort to customers. Arrival points will be safe, secure and subjectto an appropriate level of surveillance.

The paid area of the concourse and the station platforms are to be designed as a fully gated secureenvironment in order to restrict access to those persons with a genuine intention to travel.

The station precinct including entries, concourse area (both paid and unpaid) and platforms will haveCCTV that has the capability to be monitored live.

Platforms will be open and uncluttered in order to present an unobstructed platform space that is well

lit and appealing to the customer, thereby creating perceptions of a clean, safe and secureenvironment.

Although there will be a strong self-service philosophy to metro services, customer service staff will bein attendance at all metro stations during opening hours.

3.4.4 How does a customer access toilets?

There will be a limited number of toilets provided in the paid area of the station concourse. There willbe one female, one male and one wheelchair accessible toilet with a baby change facility at eachlocation. Central may have two such facilities due to the CityRail/bus interchange environment of thislocation.


10/29


FINAL CONFIDENTIAL




It has been assumed that at stations where there is significant retail activity in close proximity to theunpaid concourse, toilet facilities will be available external to the station in addition to those in the paidarea of the station concourse.

Toilet facilities will be maintained in a clean and presentable condition through regular monitoring andcleaning.

3.4.5 What happens in the event of a customer incident?

In the event of a customer incident at a metro station there will be response and reporting proceduresin place to ensure the quickest and most efficient means to assess and respond to the incident.

Stations will have a customer service attendant on duty at all times while the station is open. Theattendants will be trained in first aid and will respond immediately to offer the level of support requireddepending on the type of incident.

Incidents will be reported immediately to the 000 emergency telephone number and the group stationcontrol room. The group station control room will ensure that the operational control centre (OCC) is

immediately advised if the incident is serious or if there is potential for train service disruption.

A manager responsible for customer service (termed manager of customer service) will ensure that allreports and occurrences are investigated and assessed and that recommendations are acted upon soas to minimise the possibility of a similar incident occurring.

Near misses are to be treated under the same reporting regime as a customer incident to ensurehazards are properly assessed and that appropriate preventive measures are implemented.

3.4.6 What happens if lifts, escalators or other equipment fail?

The customer service staff will be multi skilled and trained in the operation and first line maintenance

of equipment such as lifts, escalators and TVMs, and will have access to controls for this equipmentplus directional control for the setting of fare gates.

The first line for fault finding or maintenance that can be performed by the customer service staff willbe documented. All other faults and service requirements will be referred to the Operations ControlCentre for action.

If equipment is out of order for any significant period of time alternative arrangements will be put inplace and clear, concise signage posted so as to minimise any disruption to customers.

The maintenance manuals will have nominated levels of service, including Key PerformanceIndicators, to ensure faults are minimised and repairs are completed promptly.

3.4.7 What happens if train services are degraded?

In the event of degraded service, the customer service staff will be advised by either the group stationcontrol room or the Operations Control Centre (OCC) and ensure that customers are promptlyinformed of the degraded service and the alternative arrangements that are to apply.

This communication will include regular public address (PA) announcements, updated information viathe passenger information displays both on board trains and at station concourse and platform levels.


11/29



Revision 1.0 9

FINAL CONFIDENTIAL




Additionally, depending on the anticipated time for which services will be degraded, the websites willbe updated and the IMO Project Companys media and communications officer will inform and keepupdated all relevant stakeholders and media outlets.

There will be reciprocal arrangements in place with other transport providers to permit travel whenservices of a particular transport mode are significantly impacted.

3.4.8 Providing safe entry and exit from trains.

The platforms will have fully sealed platform screen doors that provide separation from moving trains.The platform screen doors will be controlled and work in conjunction with the train through thesignalling system. This will ensure that the platform screen doors and train doors are correctly alignedprior to opening and closing.

There will be door opening and door closing announcements and chimes to ensure that customersare given every opportunity to safely access the train or platform without incident. In the event of acustomer being caught in the doors, there will be an automatic re-opening of the doors as they detectan obstruction. An emergency door open control will also be provided.

The horizontal and vertical gap between the platforms and the train doors will be minimal, ensuringeasy and safe access while boarding or detraining.

Wheelchairs spaces will be clearly marked and conveniently placed.

3.4.9 Other station staff responsibilities

The role of customer service attendants is to provide a high level of service both directly to customersand to monitor and maintain all facilities that contribute to the efficiency of the metro service and addto the customer experience.

The primary role of a customer service attendant is to be visible to customers and observant andconscious of customer needs. Delivering a high level of customer service is essential to ensure theimage of the brand and maintain staff pride in the brand.

Additionally, spot cleaning, keeping toilets clean and provisioned during operating hours andresponding to unforseen incidents that occur are also a normal part of staff duties.

The customer service attendant role is a flexible one, which includes helping to manage the systemduring degraded operation.

3.5 The journey experience

3.5.1 Providing an inviting train environment

Train interiors will be open, inviting and allow free movement from car to car. This open view along theentire train contributes to an open, safe and secure environment from a customer and staffperspective.

Each car will have two designated areas that will accommodate wheelchairs, prams or luggage.Priority seating will be provided in each car adjacent to the doors.


12/29


FINAL CONFIDENTIAL




Trains will be easily cleanable and maintainable. All trains will be cleaned internally at least once everyday to ensure they are presentable when they enter service. The train exteriors will be maintained in aclean and presentable state through scheduled automated washes.

Train exteriors will be clean and presentable at all times with effective vandalism and graffitimanagement in place.

Customers on board a train will be able to contact the OCC in an emergency situation throughaccessing the help point communications module placed in each car. CCTV will be placed throughoutthe train including coverage of the help points with the capability to be monitored from the OCC in alive situation.

Next station is. announcements will be made after the departure from each station and prior to thearrival at each station and Doors opening. and Doors closing. announcements will be made ateach station.

The majority of metro services will have a customer service attendant on board to assist customerswith enquiries and provide information on the system and integrated services. Customer serviceattendant presence will be determined by customer need and any relevant risk factors.

Each car will have electronic display screens at each door which will display information that matchesthe voice announcements. This information will include:

next station

next station is.change here for

train destination

automated safety and general information (i.e. special events) at predetermined intervals

service pattern changes.

The OCC will have the capability to override the automated system and display additional oremergency information as deemed necessary.

3.5.2 What happens if there is an incident?

In the event of a customer incident on a metro train, customers will have the ability to contact thecustomer service attendant (if on board) or the OCC through the provision of a help point in each carthat is clearly visible and has instructions for use displayed that are clear and concise. This signagewill include an Emergency Only notice.

The customer service attendant will attend incidents if on board and make announcements in relation

to any impact on services or customers.

The customer service attendant will be trained in first aid and will respond immediately to offer thelevel of support required depending on the type of incident. The attendant will report the incidentimmediately to the 000 emergency number and the OCC for the deployment of the appropriateresponse i.e. Ambulance/Police/Emergency Services at the next station.

In the event that there is no customer service attendant on board, the help point communications willdefault to the OCC which will have the ability to communicate with the passengers via PAannouncements and manual operation of the electronic display screens. The OCC will have thecapability to monitor the train CCTV system in real time.


13/29



Revision 1.0 11

FINAL CONFIDENTIAL




Whether there is a customer service attendant on board or the system defaults to the OCC, it will bethe OCC that decides on any operational responses or changes.

There will be response and reporting procedures in place to ensure the quickest and most efficientmeans to address and assess the incident. The IMO Project Companys manager of customer servicewill ensure that all reports and occurrences are investigated and assessed and that recommendations

are acted upon so as to minimise the possibility of a similar incident occurring.

As far as reasonably practicable a customer service attendant will board the train at the next stationafter having been briefed by the OCC about the nature of the situation on the train.

3.6 Valuing customers after the journey

3.6.1 Close out of customer issues

Customers may from time to time wish to give feedback on their journey and the service provided.

Experience suggests that this could relate to a number of aspects of the entire journey experience. Aswell as prompting communication with customers, this feedback is a valuable source of managementinformation and will be captured effectively.

On the completion of a journey the customer will have the opportunity to contact a customer serviceattendant who will respond with relevant information or if this is not possible, will record the details ofthe customer and their feedback and forward this information to the manager of customer service.

The manager of customer service will ensure that the customer is contacted with a response within theprescribed times contained in the performance criteria for response times.

The customer will also have the opportunity to lodge a complaint or enquiry through the IMO ProjectCompanys website or by contacting the IMO Project Companys 24 hour help line.

Feedback on the metro service and journey experience may be lodged with the customer serviceattendant who will log the feedback in the system database.

All feedback must be recorded and a response provided unless the customer clearly communicatedthat a response was not required.

The IMO Project Companys manager of customer service will ensure that feedback is collated on adaily basis and assigned to the responsible person within the IMO Project Company. If remedialactions eventuated from the feedback these actions will be recorded.


14/29


FINAL CONFIDENTIAL




4 Metro operations

4.1 How are trains operated?

4.1.1 Metro control rooms

The CBD Metro will operate a three level structure in terms of operational control of the metro. Thesystem consists of:

an Operations Control Centre (OCC), located at Lilyfield Depot.

two group station control rooms (GSCR), located at Central and Wynyard.

six station control rooms (SCR), located at each individual station.

The OCC will provide a central overview of metro operations. Control staff will monitor automatic trainoperation (ATO), technical system health status as well as view CCTV footage of stations or trains.Central to the role is responding to operational incidents, disruptions and emergencies andimplementing continuity plans. In addition the OCC is responsible for the control of the traction supplyand for the implementation of safe possessions for maintenance workers.

The OCC will supervise all train movements including train movements under manual and automatictrain operation, both on the main line and within the depot area. This will also facilitate access to atleast one as required train at any time during the day which can be introduced to service by the OCCin the event of high demand or degraded operations. Movements under manual control in the depotarea, which are mainly confined to the maintenance area, will be carried out under the authority of a

depot supervisor supported by safety systems to protect maintenance workers and facilities.

Where the CBD Metro is expanded and the size of the fleet of trains is increased, a Depot ControlRoom (DCR) will be introduced as an integrated part of the OCC and be staffed by a depot controller.The depot controller will be responsible for all train movements within the depot area.

The GSCRs will perform the duties relating to all train movements and all systems directly linked tometro operations. The GSCRs will be responsible for all customer systems, such as automatic ticketgates, lighting, heating, ventilation, lifts, escalators and air conditioning etc.

The SCRs will allow the controller to assume local control in the event of degraded operations or formaintenance and training purposes. The SCRs are not staffed during normal operation and thesystems will be monitored remotely by the GSCRs.

4.1.2 How does the depot control operate?

There will be sections of the depot in which trains operate unattended under ATO and areas wheretrains will need to be manually operated. Those areas under automatic train operation will becontrolled from the OCC, whereas trains controlled manually within the depot under the supervisionand approval of the maintenance supervisor.

Areas with unattended operations are generally not accessible by staff and include the stabling andcleaning areas of the depot.


15/29



Revision 1.0 13

FINAL CONFIDENTIAL




Trains will be accessible for interior cleaning via cleaning platforms which, in turn, are accessible bysafe staff walkways having entry security control.

4.1.3 Backing up the OCC

The master control system (MCS) of the CBD Metro, which integrates all communications and controlsystems and links them to the individual control rooms, will allow assigning individual levels ofauthority to each control room.

In case of a failure of the OCC, one of the group station control rooms will take over this functionalitywhile the remaining GSCR will take over all responsibility for station controls.

Once the failure has been resolved, the operational responsibilities will be moved back to the OCC.However, this transfer may not be carried out during any peak period, in order to minimise thepotential operational impact of such a transfer.

4.1.4 How does a normal days service operate?

The primary timetable philosophy is for customers to turn up and go. This means that the maximumwait in the peak period is less than three minutes and less than five minutes in the offpeak period.

Figures 4.1 to 4.4 inclusive show the proposed service frequencies throughout a normal week. A flatoperating pattern is utilised, with services being doubled during the peak periods and a level operationat 5 minute headways applying for the remainder of the operating day. The shown headway of 2.5minutes is proposed to be used from 2031, with a minimum headway of 2.73 minutes to be used fromsystem opening in 2015. This will be reviewed based on emerging demand. Services may, inconjunction with other agencies, be planned to be augmented during special events.

Service frequencies could be further increased as demand increases over time to a future minimumheadway of 2 minutes with the system being capable of operating at 90 second headways for servicerecovery purposes.

Outside the normal train operating period (TOP) maintenance services can be operated during what iscalled a maintenance operating period (MOP), as shown in the figures below.


16/29


FINAL CONFIDENTIAL




Figure 4.1 Operating profile Monday to Thursday

2.5

5.3

0

H

eadway

[m

in]

5

Time

[h]5.4

5

9.3

0

16.0

0

19.0

0

24.0

0

MOP MOPTOP

7.0

0

6.4

5

Figure 4.2 Operating profile Friday

2.5

5.3

0

Headway

[min]

5

Time

[h]5.4

5

9.3

0

1

6.0

0

1

9.0

0

1

.00

MOP MOPTOP

7.0

0

6.4

5


17/29



Revision 1.0 15

FINAL CONFIDENTIAL




Figure 4.3 Operating Profile Saturday

2.5

5.3

0

Headway

[min]

5

Time

[h]5.4

5

1.0

0

MOP MOPTOP

Figure 4.4 Operating profile Sunday

2.5

6.0

0

Headway

[min]

5

Time

[h]24.0

0

MOP MOPTOP

6.1

5

The first service in the morning will leave the Lilyfield Depot and have an attendant who will determinethat the track is actually clear and is safe for operations. In addition, customer service staff may be on-board to prepare the stations for opening.

Subsequent trains will automatically be made ready by the OCC and fed into service towards Rozellewhere they will be turned to commence their initial customer service towards Central.

As the above figures show, the frequency of trains will change throughout the day.

Reducing service frequency after peaks and at the end of the day will be achieved by running a shortservice from Central to Pyrmont (for the train returning to the depot). When White Bay station is


18/29


FINAL CONFIDENTIAL




opened it will be the last stop for depot returning services. A customer service attendant at Pyrmont(or White Bay) will ensure that trains continuing to the depot will actually be empty.

Additional services will be added from the depot towards Rozelle and will start carrying customersafter turning.

To improve service robustness, an overlapping turnaround will be carried out at Rozelle during highfrequency peak hour operation. This means that there will always be one train stationary at Rozelleplatforms which will only depart once the following service has arrived. A similar approach may beadopted for Central metro station.

To ensure services leave their departure point on time, the departing route will be selectedapproximately 20s prior to departure to ensure delayed terminating services do not impact on thetimely departure of other services.

During degraded operations this additional train can be used to increase the operating frequency for alimited period of time to help recover to stable operating conditions.

In the evening the service will be closed down by operating alternating short services to Pyrmont again

which will then continue to the depot. The last train in the day will be a service to Rozelle and willreturn empty to the depot either using the crossover close to Pyrmont station or the bi-directionalsignalling facility on the line from Rozelle to the depot.

Once the final operating service has returned to the depot the system will be transferred to themaintenance operations period (MOP), which will allow any necessary work on the systems andinfrastructure to be carried out.

4.1.5 Operating 24 hour services (if required)

In the event that 24 hour operation is required, bi-directional single line operation can be put in placeon one of the tracks. This facilitates maintenance being undertaken on the other track.

Whole of line single track operation is expected to limit train intervals to approximately 20 minutes.This frequency can be improved by using two shuttle services, with passengers required to cross theplatform to board another service at Barangaroo-Wynyard to complete their journey (if continuing pastBarangaroo-Wynyard). This will allow services to operate at approximately 10 minute intervals. Suchan arrangement allows any half of each track to be closed and isolated while still being able to operatea service.

This philosophy also applies when the maintenance operating period needs to be extended on part ofthe line.

4.1.6 How will the CBD Metro respond to emergencies and events?The CBD Metro has to be able to react to any incidents that impact on metro operations safely and asquickly as possible. It is also important that normal services can be restored immediately after anincident has been dealt with to ensure any impact on metro customers is minimised.

What is a degraded event?Metro operations can encounter a number of events leading to service degradation. It will be the aimof the IMO Project Company to ensure that the impact of any such event on customers is minimised.Five types of train service degradation have been identified and individual mitigation strategies andoperational procedures will need to be developed for each of these. All customer-facing metro staffand staff involved with the operation of the system will be informed of the current train service


19/29



Revision 1.0 17

FINAL CONFIDENTIAL




degradation type and will be able to inform customers and other metro stakeholders of the impactsand any alternative arrangements.

Type of operation Description

Normal operations All trains are within 45 seconds of their planned schedule.

Delay Trains over 45 seconds behind schedule (degradation type 1).

Train cancellation Train has been more than one headway behind schedule and hastaken over the path of a later train (degradation type 2).

Reduced service All trains operating at headways longer than planned for the time of day(degradation type 3).

Shuttle service All or part of the system is operated on one track only with a singlevehicle performing a shuttle service between two stations (degradationtype 4).

Unplanned system closure No trains are operating during the Train Operating Period (degradationtype 5).

How does the metro deal with failed trains at stations or in tunnels?A number of failure scenarios resulting in the stranding of a train following a train or systems failurehave been identified and their impact on system operation determined. While the system will initiallynot need to operate at 30 trains per hour, the failure scenarios have been developed based on thishigh frequency, as the most challenging case for CBD Metro operations.

It is anticipated that failed trains will generally be pushed out by following trains.

How is normal service established after an incident?Once a safe level of system operation has been re-established and all required systems areoperational, the normal service level for the time of day will be resumed.

If the system has been operating at reduced frequency but no other restrictions have been imposed,frequency will be increased to the required level by introducing additional vehicles, generally from thedepot or by reducing the overlapping turnbacks. It will not be necessary to stop system operation inthis case.

If the system has been operating in shuttle mode, operations will have to be stopped before normalfrequency can be re-established. This will be achieved by evening out spacing between trains andpotentially feeding in new trains from the depot. The process will be supported by the ATO system.

Following a complete system closure, a similar process will apply depending on the position of thetrains in the system.

What are the likely causes of service degradation?Metros are one of the most reliable forms of public transport. Automatic operations add to thisreliability by the use of platform screen doors and the removal of variability of operations stemmingfrom human behaviour. Nevertheless, there will be impacts on operations both due to technologicalfaults and human interaction with the system. Potential causes include:

Vehicle failures, including doors

Platform screen door failures

Customers interfering with the service (mainly during boarding / alighting)


20/29


FINAL CONFIDENTIAL




Points failures

Signalling system faults

Traction system failures or faults

Power supply failure

Fire incident in a station

Fire incident on a train

Passenger illness

What are initial operational reaction strategies to such incidents?In addition to incident reaction and mitigation as part of the core metro operations, close workingrelationships with other agencies and entities must be developed and maintained to ensureappropriate responses to incidents.

These agencies and entities include:

Police

Fire and Rescue

Ambulance

Other public transport operators such as STA and RailCorp

In order for staff at the stations and in the control rooms to respond effectively and efficiently toincidents, staff training and exercises or drills will be essential. A number of likely incident scenarioshave been developed and will need to be updated and reviewed throughout the design and

operational life of the CBD Metro.

Training of metro staff will be carried out primarily at two major facilities:

at the OCC for training of control room staff including simulation of incidents involving or whichneed to be controlled by the operational control systems.

a basic train simulator to allow training of customer service attendants in responding to incidents onthe trains and in manual train operation.

In addition to on the job training of metro staff, evacuation exercises will be carried out at regularintervals involving all relevant emergency agencies as well as metro staff.

In terms of the operation of the metro itself, a number of requirements exist which partly stem fromcustomer service requirements, engineering considerations and from the operational aim to provide areliable and easily recoverable service. They include:

under normal operating conditions there should not be more than one metro train in a tunnelsection between two stations; an exception is the tunnel section between Pyrmont and Rozelle,where two trains are allowed in the tunnel section at any time, one ahead of and one after thelocation of the future station at White Bay.

a delay of 60 seconds is accepted before remedial action will be attempted. This means that theATO system will start to react automatically if:


21/29



Revision 1.0 19

FINAL CONFIDENTIAL




a train has stopped between stations and does not start again for more than 60 seconds forreasons other than those imposed by the ATO system itself.

a train does not leave a station more than 60 seconds after its scheduled departure for reasonsother than those imposed by the ATO system itself.

once the 60 second threshold has been reached, the ATO system will automatically hold trains

at platforms and allow moving trains to continue to the next platform only.

This procedure will ensure that the number of trains trapped between two stations is minimised whileat the same time reducing the level of bunching on the network and allowing a better start-up ofservices following the interruption. This will also facilitate better crowd management at stations.

It is anticipated that sufficient customer service attendants will be available so that a customer serviceattendant can board any metro train on the system (including in tunnels) within 10 minutes.

Generally this requirement can be achieved by customer service attendants boarding the rescue trainat the preceding station and travelling on this train to the failed train.

Should a rescue operation with another train not be possible, one or more customer serviceattendants will walk to the failed train along the tunnel either from a nearby metro station or from thedepot.

How does the operation support special events?The IMO Project Company will join other relevant agencies in planning for special events in the CBDor nearby areas to provide additional passenger capacity as required.

Being an unattended operation, additional trains can be added at low cost and, if necessary, quicklywithout the need to consider staff rostering issues.

Measures to provide increased services during special events can include:

The extension of peak hour services over longer time periods.

Providing higher staffing levels (similar to peak hour or higher) to enhance customer perceptions ofsafety and security.

Operating exceptionally high frequencies (up to 40 trains per hour) for short periods, providingsufficient trains are available.

Introducing short turnarounds instead of overlapping turns at the ends of the line, increasingfrequency with the same number of vehicles in service by eliminating the overlap.

4.2 How do the stations operate?

4.2.1 Where will station staff be located (during peak and off-peak periods)?

Customer service attendants will generally be positioned in the paid area of the concourse. They willhave a roving commission so that they can respond to intending CBD Metro customers who mayrequire assistance in the unpaid area of the concourse.

At least one staff member should be in attendance at stations 30 minutes prior to the first service anduntil 30 minutes after the last service. This will allow time for the orderly opening and closing of thestations.


22/29


FINAL CONFIDENTIAL




4.2.2 Duties performed by staff at stations

Customer service attendants at stations will be the frontline representatives of the CBD Metro and willhave a focus on making the journey on metro a seamless and efficient experience. This will beachieved by:

being accessible to customers at all times.

identifying customers that may need assistance.

providing information on services and products.

supporting the provision of information updates by manual operation of public address andpassenger display systems in times of degraded service.

performing regular cleaning inspections of the station concourses (paid and unpaid), public areasand platforms.

reporting and recording all incidents by the documented process.

ensuring a presence on platforms at identified peak periods.

ensuring the functionality of all equipment on a continual basis including critical items that supportcustomer and staff safety such as help points and CCTV camera and monitors.

supporting the security of passengers, the station and all equipment.

providing the first line maintenance activities to support station facilities which include:

escalators

lifts

TVMs

automatic ticket gates (including directional control settings).

4.2.3 Station control rooms

All stations in the CBD Metro will have a station control room equipped to assist metro staff inperforming the functions required to effectively manage a metro station and deliver quality customerservice. These include:

cleaning equipment and stores

chemical cupboard

battery/phone charge facility

communications to the operational control centre and the group station control room

documentation procedures, standards and policies

first aid box

controls for manual operation of public address and passenger display systems

manual fare gate directional controls


23/29



Revision 1.0 21

FINAL CONFIDENTIAL




short term storage area for lost property.

Note: This facility will also provide a place for refuge if there is a risk of personal safety to staff.

4.2.4 Group station control rooms

At Central and Barangaroo-Wynyard there will be a group station control room (GSCR). The intentionof these rooms is to support a group of stations in management and administration and other activitiesrequired to operate the metro system. A GSCR will also be equipped to perform critical trainoperations otherwise carried out at the Operations Control Centre if evacuation is ever required fromthat facility. The GSCRs will have a functional workstation for staff from the OCC in times of degradedservice.

The metro staff at the GSCRs will:

monitor station systems, including CCTV management for the stations under its control.

liaise with station staff and on-train customer service attendants.

arrange second line response to station systems faults and failures e.g. persons trapped in lift.

coordinate repairs and maintenance.

coordinate station activities.

be able to provide information to customers including via passenger display systems and acentralised station and train public address system.


24/29


FINAL CONFIDENTIAL




5 Safety management system

Without limiting the IMO Project Companys obligation to comply with all laws, it must be accreditedunder the Rail Safety Act 2008 (NSW). This includes a requirement that a safety management system(SMS) will be in place.

The SMS shown in Figure 5.1 represents a preliminary SMS developed by Sydney Metro on the basisof discussions with the Independent Transport Safety and Reliability Regulator. The Figure 8.1 IMOProject Company will be expected to develop its own SMS.

Figure 5.1 Preliminary SMS

1. Safety Policy

16. General Engineering and

Operational systems safetyrequirements

(Network Rules)

17. Process Control

18. Asset Management

6. Review of SMS

7. Safety Performance Measures

8. Safety Audit

9. Corrective

Action

23. Health and

Fitness

Management

25. Fatigue

Management

24. Drugs and

Alcohol

26. Rail safety

worker

competence

27. Resource availability

19 Safety Interface Coordination

RailCorp Other

21. Security Management

20. Management ofNotifiable Occurrences

ITSRR

22. Emergency

Management

NSW Fire Brigade

NSW Police

2. Governance and internal Control

3. Management responsibilities, accountabilities and authorities

4. Regulatory Compliance (System Safety and OH&S)

5. Documentation Control and Information Management

10. Management of Change

11. Consultation and 12. Internal communications

13. Risk Management (AS/NZS4360:2000), defined Risk Matrix, requirements for ALARP and SFAIRP

14. Human Factors

15. Procedure and Contract Management

Elements of the SMS not required to be developed by Sydney Metro

Elements of the SMS to be developed by Sydney Metro and

subsequently incorporated into the IMO SMS

Key:

SES


25/29



Revision 1.0 23

FINAL CONFIDENTIAL




6 System maintenance

CBD Metro systems and assets are anticipated to require planned and unplanned maintenanceactivities, these include:

Rolling stock

Stations, including maintenance of

lifts and escalators

platform screen doors (PSD)

automatic ticketing gates (ATG)

ticket vending machines (TVMs) and add value machines

lighting

other systems (control rooms, HVAC systems, fire detection, communications, customerinformation etc.)

Infrastructure

Traction system

High voltage supply system

Signalling system

Tunnel ventilation system

Lighting system

Emergency systems.

In addition to the maintenance activities, cleaning activities will focus on rolling stock, station areasand tunnel cleaning at regular intervals.


26/29


FINAL CONFIDENTIAL




7 Revenue

7.1 Fare collection

The CBD Metro will have a fully closed and secure Automatic Fare Collection system..

7.1.1 System

The Automatic Fare Collection system will utilise contactless smartcard technology. The AutomaticFare Collection system will be based on the system being procured by the PTTC on behalf of theNSW State Government.

The system is intended to be a paperless system with minimal cash transactions.

7.1.2 System supporting facilities

The CBD Metro will have a fully closed (gated) and secure system. All stations will have sufficient:

automatic fare gates

ticket vending machines

add value machines (if required)

administrative back office support

to cater for demand, or provision for future patronage growth.

7.1.3 Fare media

The fare collection regime will be based on reusable and disposable smartcards.

The system will accept valid smartcards issued through the PTTCs Electronic Ticketing System.

In addition, there will also be the option for the IMO Project Company to have disposable smartcardsthat could be distributed by TVMs and be either operator specific or agreed and shared betweenoperators eg RailCorp and Sydney Metro.

The hierarchy for distribution of smartcards will be as follows:

2. Internet purchase of registered smartcards, including automatic top up (via credit card or directdebit) triggered by minimum available value.

3. Purchase of registered smartcards via helpline, including automatic top up (via credit card)triggered by minimum available value.

4. Purchase of registered smartcards via licensed third party retailers.

5. Purchase of disposable smartcards from TVMs provided by the IMO Project Company, assisted bymembers of metro staff.

Add value machines will be installed in all stations, where this functionality is not covered by theinstalled TVMs.


27/29



Revision 1.0 25

FINAL CONFIDENTIAL




7.2 Minor commercial opportunities (including property lease,concessions and advertising)

To the extent to which Sydney Metro permits the IMO Project Company to engage in other commercialactivities the IMO Project Company will responsibly manage the leasing of available retail space,

concessions placed in the metro station area and advertising accounts.

7.2.1 Retail

Retail space available at CBD Metro stations and shall be operated under commercial arrangements.Retail outlets will meet relevant fire protection, health and hygiene and environmental standards.

The IMO Project Company must ensure that retail activities do not detract from the core business ofsupplying a safe, reliable and high frequency metro service.

7.2.2 Concessions

It is considered that concessions (automatic teller machines/public phones/vending machines) beconsistent across the metro and are placed to ensure no interruption to passengers accessing themetro system.

7.2.3 Advertising

Advertising is an acknowledged potential secondary revenue source for the IMO Project Company.Sydney Metro expects that the IMO Project Company will responsibly manage advertising in line withindustry and community standards.

The CBD Metro, due to the locality of the six stations, will offer significant opportunities to the IMO

Project Company to increase revenues through this medium.

Trains also offer a significant opportunity for advertising revenue. The intention however is not todetract from the safe operation of the services.


28/29


FINAL CONFIDENTIAL




8 Metro management

The management structure shown in Figure 8.1 is for reference purposes only and not intended to beprescriptive. Applicants will be expected to develop their individual organisational structure.

It is envisaged that the operating structure will be based on four functions all reporting to the IMOProject Company general manager.

The organisation chart below shows the management units and organisation structure of the IMOProject Company.

Figure 8.1 Reference organisational structure of metro operations

The overall operating philosophy is to provide an efficient level of resources to build a metro brand thatachieves its commercial objectives, and differentiates it from other rail services in the region. Highlyvisible staff is a key attribute to enhance the perceptions of security, and to provide a high level ofservice in Australias largest city.

The organisation structure is designed for clear lines of accountability and high levels of collaborationfor effective working relationships. The operations control centre (OCC) integrates key functions andfacilities for rapid communication and decisions among areas of responsibility.

The IMO Project Company may chose to contract out key roles as part of its business and operatingmodel. The management team is proposed to be based at the Lilyfield Depot site so that the operation

CBD Metro Reference Operations Management Structure

GeneralManager

Head of Safety &

Compliance

Head of

Service Delivery

Head of

Service Support

Metro

Operations Controller

Technical ControllerSenior Customer

Service Attendants

Customer

Service Attendants

Head of

Asset

Depot Manager

Maintenance Team

Infrastructure

Manager

Corridor Maintenance

Team incl. Stations

Station System

Controllers

Safety, Security and

Environment team

MarketingComms & Events

Management Team

Finance Contracts

Team

HR and training team

I.T.

Train Cleaning and

Presentation

shift working

position

outsourced

Senior Maintenance

Supervisor

Asset Engineer

* OCC AS OCC Admin Support

OCC

AS*


29/29



Revision 1.0 27

can be closely integrated, monitored and managed and that the frontline staff are easily able tointeract with their managers to engender strong team working. In times of disruption, managers will beable to quickly provide support.

8.1.2 Team duties and staffing executive team

The IMO Project Companys general manager will have four direct reports as follows:

Head of operations/service delivery funct ionResponsible for the overall management of all aspects of train service delivery on a daily basis via theOCC.

The role will be responsible for the management of customer facing staff and all aspects of customerservice, including customer service attendants.

Head of assetsThis role will be responsible for the availability, reliability, maintenance and presentation of the fleet,

including maintenance vehicles and infrastructure, including traction infrastructure, track, tunnels,stations, OCC, communications, train control and other systems.

Head of safety and complianceThis role is responsible for overall safety management and environmental management systems andongoing accreditation requirements.

Head of service supportResponsible for all corporate and shared service functions in the organisation including for examplemarketing and preparation for special events as well as secondary revenue operations.