Sydney Metro-Preliminary Reference Concept of Operations

CBD Metro Integrated Metro Operations
Section 4 - Preliminary reference concept of operations

Date: Author: Revision: Status: 19 May 2009 Sydney Metro 1.0 Final Confidential
Disclaimer This document, and all attachments to this document, including drawings, are "Information Documents" as defined in the Invitation for Expressions of Interest for the CBD Metro Integrated Metro Operations (IMO). Without limiting the provisions of the Invitation for Expressions of Interest, by proceeding to use the documents, the recipient acknowledges and agrees that: a) The documents are subject to change, may not be exhaustive, may contain errors or omissions and may be inaccurate, 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.
Contents
1 2 Introduction Customers of the CBD Metro 1 2 5 5 5 5 6 9 11 12 12 19 22 23 24 24 25 26
3 Customer experience on the CBD Metro 3.1 The CBD Metro operating philosophy 3.2 General approach 3.3 How the customer maintains knowledge of the metro? 3.4 Making the station experience a good one 3.5 The journey experience 3.6 Valuing customers after the journey 4 Metro operations 4.1 How are trains operated? 4.2 How do the stations operate? 5 6 Safety management system System maintenance
7 Revenue 7.1 Fare collection 7.2 Minor commercial opportunities (including property lease, concessions and advertising) 8 Metro management
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
CBD Metro Integrated Metro Operations Section 4 - Preliminary reference concept of operations
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Introduction
This preliminary concept of operations is an indicative example of how the IMO Project Company could operate the CBD Metro. The CBD Metro will have a particular focus on the customer. This document is not intended to be prescriptive. This document is intended to give context to the Reference Design by describing how Sydney Metro currently envisages the assets will be used and maintained while providing insight into the customer experience. Customer focus is the driving factor of the CBD Metro philosophy and the preliminary concept of operations is firmly based on this philosophy. This in turn drives metro operations, maintenance and management. Specific requirements for the CBD Metro are provided in Section 2: Preliminary scope and performance requirements. This document is provided for information only and is not intended to be developed to form part of any IMO Project Deed. To the extent that there are any discrepancies between: a. this document and the Preliminary scope and performance requirements, the requirements and standards in the Preliminary scope and performance requirements will prevail; and b. this document and the Preliminary Reference Design, the requirements and standards in this document will prevail.
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Customers of the CBD Metro
The CBD Metro brings a totally new style of rail travel to Sydney. The CBD Metro will provide a broadly based seven days a week, peak and off-peak system that will, in addition to regular journeys to 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 to generate a much broader patronage profile with a less peaked weekday travel pattern. As the metro network expands, these higher frequencies across the various lines will, because of easy interchange between lines with minimum wait times, help to develop a network in which interchange is an accepted part of a passengers journey. With turn up and go services extending well beyond the traditional peak periods, shoulder and offpeak 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 reducing peak period congestion generally. By maintaining a consistently high level of service, metro is well suited to cater for, and encourage, a broad 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 customer markets. In this way, the metro will perform a number of functions and accommodate a number of key passenger 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 from RailCorp services terminating in Sydney Terminal station and using the CBD Metro as the preferred mode for accessing the CBD, particularly the major employment sector around Martin Place and Wynyard.
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Other significant flows include metro/rail transfers at Wynyard including people accessing jobs in Pyrmont by transferring to the metro. There will be opportunities for metro/bus transfers at Wynyard also 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 buses would 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 to Wynyard, Martin Place and Central, those most likely to interchange to the CBD Metro will be passengers 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
Rozelle: walk up
Description
At Rozelle, there will be more than 10,000 existing residents within walking
distance of the CBD Metro. This significant walk up catchment reflects the densely populated residential area around Rozelle. In addition, there are also some commercial and employment areas which will benefit from the CBD Metro.
Rozelle: Victoria Road buses
The CBD Metro provides the opportunity for bus passengers from the Victoria
Road corridor from Drummoyne, Gladesville, Top Ryde and beyond, to transfer at Rozelle to fast metro services to the CBD. The time benefit will be particularly high for those travelling to the prime employment area of the northern CBD by avoiding lengthy and unreliable bus journey times along George Street. This will provide a strong customer base to support services from the northern end of the CBD and substantially reduce the number of bus services required to operate from Victoria Road through to the northern part of the CBD (thereby easing congestion on the key bus corridors such as George Street). The scope to reduce bus services comes from a combination of customers being able to walk directly to the metro station for a faster trip to the CBD, and some existing bus passengers changing from buses at Rozelle and joining the CBD Metro to travel the remainder of the distance to the CBD (where there are travel time advantages). 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 and destination
Pyrmont will function both as a destination and origin station by virtue of its
employment, entertainment and densely populated residential precincts. For the first time, there will be a direct public transport link between the northern part of the CBD and Pyrmont.
Transfers to/from heavy Rail from north of harbour Transfer from buses to/from north of harbour
Some passengers on heavy rail services from north of the harbour may choose
to transfer at Wynyard to the CBD Metro, particularly as a convenient way to access the Martin Place precinct.
Passengers arriving on buses from north of the harbour will have the opportunity to
transfer at Wynyard to the CBD Metro for a faster journey through the CBD than is possible by bus. In peak periods, buses are currently timetabled to take up to 13
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Market section
Description
minutes in the am peak and 20 minutes in the pm peak between Wynyard and Central compared with the 5 minutes it will take by the CBD Metro.
East/south east buses Intra-CBD travel
The CBD Metro will provide opportunity for interchange at Martin Place and
Town Hall with bus services to/from the east and south east.
The CBD Metro will cater to intra-CBD business and tourism trips, including
trips between Central, Town Hall, Martin Place and Wynyard-Barangaroo providing faster and more reliable services than is currently available by bus.
Future ferry passengers to/from proposed Barangaroo ferry terminal Central Station
With the proposed development of a second CBD ferry hub at WynyardBarangaroo, the CBD Metro will be ideally suited to provide a fast direct link distributing arriving ferry passengers through the CBD.
Passengers from Inner West/South West buses

The CBD Metro will provide the opportunity for bus passengers from the Inner West and South-west to transfer at Central to the CBD Metro for a faster 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 able to transfer to high frequency direct services to the central and northern parts of the CBD and Pyrmont. Transfers off Cityrail services Some passengers on through CityRail services, particularly those heading for Pyrmont and Rozelle, may choose to interchange at Central to the CBD Metro.
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3.1
Customer experience on the CBD Metro

The CBD Metro operating philosophy
Our operating philosophy is based on the customer first, efficiency, ease of use, integration and sustainability. Philosophy
The customer first
Principles
Customer needs drive processes and design starting with safe and reliable performance; attractive and accessible product; excellent communication in normal operation and strong continuity plan execution during disruption; continuous improvement and prompt response to feedback. Waste is minimised, redundancy is by design; staffing is appropriate to demand and driven by need and a passion to do better; customer throughput is high and capable of growth. Self service product supported by high quality customer interfaces which are intuitive, well explained and of standard design; queues minimised. Metro is integrated with community through ticketing, station design and interchange; systems communicate with each other to improve customer outcomes. Investment made on whole of life basis; business covers its operations and maintenance costs; enhances community well being, minimises local environmental impacts while contributing toward overcoming global environmental challenges.
Efficiency
Ease of use Integration
Sustainability
3.2
General approach
There are many different ways in which the metro will interface with its customers. Each touch point on the journey should be predicted and a relevant process or procedure adopted. For the operation to be a 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 public which will include: current operating frequency per station and direction in real time. scheduled train frequencies throughout the day. information about anticipated service disruptions.
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real-time information in case of any unexpected service disruption. information on planned additional services, for example for special events such as new year celebrations etc. information on products available including ticketing and fares. the means of buying metro tickets or products with a link to the Public Transport Ticketing Corporation (PTTC) online retail system. security and safety Information.
There will be various means to communicate with the customer to ensure maximum coverage and availability 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 entire travel 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 services updates, GPS mapping). information displayed at metro stations. This will be both electronic real time information and posted notices. 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 in relation to service changes on other transport modes and will provide current information on metro services. 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 links to other transport websites.
3.4
3.4.1
Making the station experience a good one

How does a customer buy fare media?
Sydney Metro will participate in Sydneys proposed integrated electronic ticketing system. This will allow customers to purchase fare media (smartcards) on line or through designated outlets. It is envisaged that the IMO Project Company will also sell disposable single mode smartcards via ticket vending machines (TVMs). Customers travelling on multi modal services may also obtain a smartcard from another operator that is 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 automatic reload (direct debit/credit).
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Sydney Metro is open to the development of reusable smartcards containing popular metro products from 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 service interruption through the IMO Project Companys website and the Sydney Metro website (each with links to other services and operators) and the IMO Project Companys 24 hour customer helpline. The service provided by metro is a high frequency service and will be promoted as such. Information will be displayed in prominent, well lit locations at all metro stations. These displays will be placed to ensure minimal disruption for customer movements and avoid queuing. Customer service staff will be available to assist customers with enquiries such as lost property and timetable information. Real time information will be displayed through electronic medium and updated automatically. This information 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 metro network will provide equitable access for all customers, especially those customers who may be mobility, 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 and elsewhere that will facilitate customer confidence in following direction signage. This will be for both arriving 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 in station design and architectural form supported by high levels of presentation and maintenance, metro entrances will be well lit and branded and due to the nature of an underground system, will have transitional lighting to minimise discomfort to customers. Arrival points will be safe, secure and subject to an appropriate level of surveillance. The paid area of the concourse and the station platforms are to be designed as a fully gated secure environment 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 have CCTV 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 secure environment. Although there will be a strong self-service philosophy to metro services, customer service staff will be in 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 will be one female, one male and one wheelchair accessible toilet with a baby change facility at each location. Central may have two such facilities due to the CityRail/bus interchange environment of this location.
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It has been assumed that at stations where there is significant retail activity in close proximity to the unpaid concourse, toilet facilities will be available external to the station in addition to those in the paid area of the station concourse. Toilet facilities will be maintained in a clean and presentable condition through regular monitoring and cleaning.
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 procedures in 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. The attendants will be trained in first aid and will respond immediately to offer the level of support required depending on the type of incident. Incidents will be reported immediately to the 000 emergency telephone number and the group station control 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 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. Near misses are to be treated under the same reporting regime as a customer incident to ensure hazards 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 equipment plus 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 will be documented. All other faults and service requirements will be referred to the Operations Control Centre for action. If equipment is out of order for any significant period of time alternative arrangements will be put in place and clear, concise signage posted so as to minimise any disruption to customers. The maintenance manuals will have nominated levels of service, including Key Performance Indicators, 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 station control room or the Operations Control Centre (OCC) and ensure that customers are promptly informed of the degraded service and the alternative arrangements that are to apply. This communication will include regular public address (PA) announcements, updated information via the passenger information displays both on board trains and at station concourse and platform levels.
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Additionally, depending on the anticipated time for which services will be degraded, the websites will be updated and the IMO Project Companys media and communications officer will inform and keep updated all relevant stakeholders and media outlets. There will be reciprocal arrangements in place with other transport providers to permit travel when services 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 the signalling system. This will ensure that the platform screen doors and train doors are correctly aligned prior to opening and closing. There will be door opening and door closing announcements and chimes to ensure that customers are given every opportunity to safely access the train or platform without incident. In the event of a customer being caught in the doors, there will be an automatic re-opening of the doors as they detect an 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, ensuring easy 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 customers and to monitor and maintain all facilities that contribute to the efficiency of the metro service and add to the customer experience. The primary role of a customer service attendant is to be visible to customers and observant and conscious of customer needs. Delivering a high level of customer service is essential to ensure the image of the brand and maintain staff pride in the brand. Additionally, spot cleaning, keeping toilets clean and provisioned during operating hours and responding 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 system during degraded operation.
3.5
3.5.1
The journey experience

Providing an inviting train environment
Train interiors will be open, inviting and allow free movement from car to car. This open view along the entire train contributes to an open, safe and secure environment from a customer and staff perspective. 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.
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Trains will be easily cleanable and maintainable. All trains will be cleaned internally at least once every day to ensure they are presentable when they enter service. The train exteriors will be maintained in a clean and presentable state through scheduled automated washes. Train exteriors will be clean and presentable at all times with effective vandalism and graffiti management in place. Customers on board a train will be able to contact the OCC in an emergency situation through accessing the help point communications module placed in each car. CCTV will be placed throughout the train including coverage of the help points with the capability to be monitored from the OCC in a live situation. Next station is. announcements will be made after the departure from each station and prior to the arrival at each station and Doors opening. and Doors closing. announcements will be made at each station. The majority of metro services will have a customer service attendant on board to assist customers with enquiries and provide information on the system and integrated services. Customer service attendant 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 matches the 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 or emergency 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 the customer service attendant (if on board) or the OCC through the provision of a help point in each car that is clearly visible and has instructions for use displayed that are clear and concise. This signage will 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 the level of support required depending on the type of incident. The attendant will report the incident immediately to the 000 emergency number and the OCC for the deployment of the appropriate response 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 will default to the OCC which will have the ability to communicate with the passengers via PA announcements and manual operation of the electronic display screens. The OCC will have the capability to monitor the train CCTV system in real time.
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Whether there is a customer service attendant on board or the system defaults to the OCC, it will be the OCC that decides on any operational responses or changes. There will be response and reporting procedures in place to ensure the quickest and most efficient means to address and assess the incident. The IMO Project Companys manager of customer service will 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 station after having been briefed by the OCC about the nature of the situation on the train.
3.6
3.6.1
Valuing customers after the journey

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. As well as prompting communication with customers, this feedback is a valuable source of management information and will be captured effectively. On the completion of a journey the customer will have the opportunity to contact a customer service attendant who will respond with relevant information or if this is not possible, will record the details of the 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 the prescribed 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 Project Companys 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 service attendant who will log the feedback in the system database. All feedback must be recorded and a response provided unless the customer clearly communicated that a response was not required. The IMO Project Companys manager of customer service will ensure that feedback is collated on a daily basis and assigned to the responsible person within the IMO Project Company. If remedial actions eventuated from the feedback these actions will be recorded.
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4.1
4.1.1
Metro operations
How are trains operated?
Metro control rooms
The CBD Metro will operate a three level structure in terms of operational control of the metro. The system 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 train operation (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 and implementing continuity plans. In addition the OCC is responsible for the control of the traction supply and for the implementation of safe possessions for maintenance workers. The OCC will supervise all train movements including train movements under manual and automatic train operation, both on the main line and within the depot area. This will also facilitate access to at least one as required train at any time during the day which can be introduced to service by the OCC in the event of high demand or degraded operations. Movements under manual control in the depot area, 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 Control Room (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 to metro operations. The GSCRs will be responsible for all customer systems, such as automatic ticket gates, 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 for maintenance and training purposes. The SCRs are not staffed during normal operation and the systems 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 where trains will need to be manually operated. Those areas under automatic train operation will be controlled from the OCC, whereas trains controlled manually within the depot under the supervision and approval of the maintenance supervisor. Areas with unattended operations are generally not accessible by staff and include the stabling and cleaning areas of the depot.
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Trains will be accessible for interior cleaning via cleaning platforms which, in turn, are accessible by safe 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 control systems and links them to the individual control rooms, will allow assigning individual levels of authority to each control room. In case of a failure of the OCC, one of the group station control rooms will take over this functionality while 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 the potential 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 maximum wait 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 flat operating pattern is utilised, with services being doubled during the peak periods and a level operation at 5 minute headways applying for the remainder of the operating day. The shown headway of 2.5 minutes is proposed to be used from 2031, with a minimum headway of 2.73 minutes to be used from system opening in 2015. This will be reviewed based on emerging demand. Services may, in conjunction 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 minimum headway of 2 minutes with the system being capable of operating at 90 second headways for service recovery purposes. Outside the normal train operating period (TOP) maintenance services can be operated during what is called a maintenance operating period (MOP), as shown in the figures below.
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Figure 4.1 Operating profile Monday to Thursday

Headway [min] 2.5 5
MOP
16.00 5.30 5.45 6.45 7.00 9.30
TOP
19.00 24.00
MOP
Time [h]
Figure 4.2 Operating profile Friday y

Headway [min] 2.5 5
MOP
16.00 5.30 5.45 6.45 7.00 9.30
TOP
19.00 1.00
MOP
Time [h]
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Figure 4.3 Operating Profile Saturday

Headway [min] 2.5 5
MOP
5.30 5.45
TOP
1.00
MOP
Time [h]
Figure 4.4 Operating profile Sunday

Headway [min] 2.5 5
MOP
6.00 6.15
TOP
24.00
MOP
Time [h]
The first service in the morning will leave the Lilyfield Depot and have an attendant who will determine that the track is actually clear and is safe for operations. In addition, customer service staff may be onboard to prepare the stations for opening. Subsequent trains will automatically be made ready by the OCC and fed into service towards Rozelle where 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 short service from Central to Pyrmont (for the train returning to the depot). When White Bay station is
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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 customers after turning. To improve service robustness, an overlapping turnaround will be carried out at Rozelle during high frequency peak hour operation. This means that there will always be one train stationary at Rozelle platforms which will only depart once the following service has arrived. A similar approach may be adopted for Central metro station. To ensure services leave their departure point on time, the departing route will be selected approximately 20s prior to departure to ensure delayed terminating services do not impact on the timely departure of other services. During degraded operations this additional train can be used to increase the operating frequency for a limited 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 will return empty to the depot either using the crossover close to Pyrmont station or the bi-directional signalling 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 the maintenance operations period (MOP), which will allow any necessary work on the systems and infrastructure 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 place on 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 the platform to board another service at Barangaroo-Wynyard to complete their journey (if continuing past Barangaroo-Wynyard). This will allow services to operate at approximately 10 minute intervals. Such an arrangement allows any half of each track to be closed and isolated while still being able to operate a service. This philosophy also applies when the maintenance operating period needs to be extended on part of the 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 as quickly as possible. It is also important that normal services can be restored immediately after an incident 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 aim of 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 and operational procedures will need to be developed for each of these. All customer-facing metro staff and staff involved with the operation of the system will be informed of the current train service
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degradation type and will be able to inform customers and other metro stakeholders of the impacts and any alternative arrangements.
Type of operation
Normal operations Delay Train cancellation Reduced service Shuttle service
Description
All trains are within 45 seconds of their planned schedule. Trains over 45 seconds behind schedule (degradation type 1). Train has been more than one headway behind schedule and has taken over the path of a later train (degradation type 2). All trains operating at headways longer than planned for the time of day (degradation type 3). All or part of the system is operated on one track only with a single vehicle performing a shuttle service between two stations (degradation type 4). No trains are operating during the Train Operating Period (degradation type 5).
Unplanned system closure
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 failure have been identified and their impact on system operation determined. While the system will initially not need to operate at 30 trains per hour, the failure scenarios have been developed based on this high 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 are operational, 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 the depot or by reducing the overlapping turnbacks. It will not be necessary to stop system operation in this case. If the system has been operating in shuttle mode, operations will have to be stopped before normal frequency can be re-established. This will be achieved by evening out spacing between trains and potentially 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 the trains 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 this reliability by the use of platform screen doors and the removal of variability of operations stemming from human behaviour. Nevertheless, there will be impacts on operations both due to technological faults 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)
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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 working relationships with other agencies and entities must be developed and maintained to ensure appropriate 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 to incidents, staff training and exercises or drills will be essential. A number of likely incident scenarios have 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 which need to be controlled by the operational control systems. a basic train simulator to allow training of customer service attendants in responding to incidents on the trains and in manual train operation.
In addition to on the job training of metro staff, evacuation exercises will be carried out at regular intervals 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 from customer service requirements, engineering considerations and from the operational aim to provide a reliable and easily recoverable service. They include: under normal operating conditions there should not be more than one metro train in a tunnel section 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 the location of the future station at White Bay. a delay of 60 seconds is accepted before remedial action will be attempted. This means that the ATO system will start to react automatically if:
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a train has stopped between stations and does not start again for more than 60 seconds for reasons 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 reasons other 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 while at the same time reducing the level of bunching on the network and allowing a better start-up of services 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 service attendant 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 train at 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 service attendants will walk to the failed train along the tunnel either from a nearby metro station or from the depot.
How does the operation support special events? The IMO Project Company will join other relevant agencies in planning for special events in the CBD or nearby areas to provide additional passenger capacity as required.
Being an unattended operation, additional trains can be added at low cost and, if necessary, quickly without 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 of safety and security. Operating exceptionally high frequencies (up to 40 trains per hour) for short periods, providing sufficient trains are available. Introducing short turnarounds instead of overlapping turns at the ends of the line, increasing frequency with the same number of vehicles in service by eliminating the overlap.
4.2
4.2.1
How do the stations operate?

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 will have a roving commission so that they can respond to intending CBD Metro customers who may require 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 and until 30 minutes after the last service. This will allow time for the orderly opening and closing of the stations.
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4.2.2
Duties performed by staff at stations
Customer service attendants at stations will be the frontline representatives of the CBD Metro and will have a focus on making the journey on metro a seamless and efficient experience. This will be achieved 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 and passenger display systems in times of degraded service. performing regular cleaning inspections of the station concourses (paid and unpaid), public areas and 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 support customer 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 in performing the functions required to effectively manage a metro station and deliver quality customer service. 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
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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 intention of these rooms is to support a group of stations in management and administration and other activities required to operate the metro system. A GSCR will also be equipped to perform critical train operations otherwise carried out at the Operations Control Centre if evacuation is ever required from that facility. The GSCRs will have a functional workstation for staff from the OCC in times of degraded service. 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 a centralised station and train public address system.
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Safety management system
Without limiting the IMO Project Companys obligation to comply with all laws, it must be accredited under 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 basis of discussions with the Independent Transport Safety and Reliability Regulator. The Figure 8.1 IMO Project Company will be expected to develop its own SMS.
Figure 5.1 Preliminary SMS

1. Safety Policy
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
27. Resource availability 23. Health and Fitness Management
7. Safety Performance Measures
24. Drugs and Alcohol 6. Review of SMS
9. Corrective Action
26. Rail safety worker competence
25. Fatigue Management
8. Safety Audit
18. Asset Management
19 Safety Interface Coordination 21. Security Management
16. General Engineering and Operational systems safety requirements (Network Rules)
RailCorp
Other
20. Management of Notifiable Occurrences 17. Process Control ITSRR Key: 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
22. Emergency Management
NSW Fire Brigade
NSW Police
SES
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System maintenance
CBD Metro systems and assets are anticipated to require planned and unplanned maintenance activities, 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, customer information 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 areas and tunnel cleaning at regular intervals.
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7
7.1
Revenue
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 Automatic Fare Collection system will be based on the system being procured by the PTTC on behalf of the NSW 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 smartcards that could be distributed by TVMs and be either operator specific or agreed and shared between operators 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 direct debit) 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 by members of metro staff. Add value machines will be installed in all stations, where this functionality is not covered by the installed TVMs.
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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 commercial activities 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 of supplying a safe, reliable and high frequency metro service.
7.2.2
Concessions
It is considered that concessions (automatic teller machines/public phones/vending machines) be consistent across the metro and are placed to ensure no interruption to passengers accessing the metro 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 with industry 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 to detract from the safe operation of the services.
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Metro management
The management structure shown in Figure 8.1 is for reference purposes only and not intended to be prescriptive. 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 IMO Project Company general manager. The organisation chart below shows the management units and organisation structure of the IMO Project Company.
Figure 8.1 Reference organisational structure of metro operations

CBD Metro Reference Operations Management Structure
General Manager
Head of Asset
Head of Service Delivery

Metro Operations Controller
OCC AS*
Head of Safety & Compliance

Safety, Security and Environment team
Head of Service Support

Marketing Comms & Events Management Team
Asset Engineer
Station System Controllers
Depot Manager
Infrastructure Manager
Technical Controller
Senior Customer Service Attendants
Finance Contracts Team
Senior Maintenance Supervisor
Corridor Maintenance Team incl. Stations
Customer Service Attendants
HR and training team
Maintenance Team
I.T.
Train Cleaning and Presentation
shift working position
* OCC AS OCC Admin Support
outsourced
The overall operating philosophy is to provide an efficient level of resources to build a metro brand that achieves its commercial objectives, and differentiates it from other rail services in the region. Highly visible staff is a key attribute to enhance the perceptions of security, and to provide a high level of service in Australias largest city. The organisation structure is designed for clear lines of accountability and high levels of collaboration for effective working relationships. The operations control centre (OCC) integrates key functions and facilities 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 operating model. The management team is proposed to be based at the Lilyfield Depot site so that the operation
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can be closely integrated, monitored and managed and that the frontline staff are easily able to interact with their managers to engender strong team working. In times of disruption, managers will be able 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 function Responsible for the overall management of all aspects of train service delivery on a daily basis via the OCC.
The role will be responsible for the management of customer facing staff and all aspects of customer service, including customer service attendants.
Head of assets This 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 compliance This role is responsible for overall safety management and environmental management systems and ongoing accreditation requirements. Head of service support Responsible for all corporate and shared service functions in the organisation including for example marketing and preparation for special events as well as secondary revenue operations.

Sydney Metro-Preliminary Reference Concept of Operations

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CBD Metro Integrated Metro Operations

Section 4 - Preliminary reference concept of operations

FINAL CONFIDENTIAL PRELIMINARY REFERENCE CONCEPT OF OPERATIONS.DOC

FINAL CONFIDENTIAL PRELIMINARY REFERENCE CONCEPT OF OPERATIONS.DOC

Customers of the CBD Metro

FINAL CONFIDENTIAL PRELIMINARY REFERENCE CONCEPT OF OPERATIONS.DOC

Some specific markets identified are as follows:

Table 2.1 CBD Metro customer markets

Rozelle: Victoria Road buses

Pyrmont as an origin and destination

FINAL CONFIDENTIAL PRELIMINARY REFERENCE CONCEPT OF OPERATIONS.DOC

East/south east buses Intra-CBD travel

Passengers from Inner West/South West buses

FINAL CONFIDENTIAL PRELIMINARY REFERENCE CONCEPT OF OPERATIONS.DOC

Customer experience on the CBD Metro

Ease of use Integration

How the customer maintains knowledge of the metro?

FINAL CONFIDENTIAL PRELIMINARY REFERENCE CONCEPT OF OPERATIONS.DOC

Making the station experience a good one

FINAL CONFIDENTIAL PRELIMINARY REFERENCE CONCEPT OF OPERATIONS.DOC

How does a customer obtain travel information?

Providing an inviting station environment

How does a customer access toilets?

FINAL CONFIDENTIAL PRELIMINARY REFERENCE CONCEPT OF OPERATIONS.DOC

What happens in the event of a customer incident?

What happens if lifts, escalators or other equipment fail?

What happens if train services are degraded?

FINAL CONFIDENTIAL PRELIMINARY REFERENCE CONCEPT OF OPERATIONS.DOC

Providing safe entry and exit from trains.

Other station staff responsibilities

The journey experience

FINAL CONFIDENTIAL PRELIMINARY REFERENCE CONCEPT OF OPERATIONS.DOC

What happens if there is an incident?

FINAL CONFIDENTIAL PRELIMINARY REFERENCE CONCEPT OF OPERATIONS.DOC

Valuing customers after the journey

FINAL CONFIDENTIAL PRELIMINARY REFERENCE CONCEPT OF OPERATIONS.DOC

How does the depot control operate?

FINAL CONFIDENTIAL PRELIMINARY REFERENCE CONCEPT OF OPERATIONS.DOC

Backing up the OCC

How does a normal days service operate?

FINAL CONFIDENTIAL PRELIMINARY REFERENCE CONCEPT OF OPERATIONS.DOC

Figure 4.1 Operating profile Monday to Thursday

Figure 4.2 Operating profile Friday y

FINAL CONFIDENTIAL PRELIMINARY REFERENCE CONCEPT OF OPERATIONS.DOC

Figure 4.3 Operating Profile Saturday

Figure 4.4 Operating profile Sunday

FINAL CONFIDENTIAL PRELIMINARY REFERENCE CONCEPT OF OPERATIONS.DOC

Operating 24 hour services (if required)

How will the CBD Metro respond to emergencies and events?

FINAL CONFIDENTIAL PRELIMINARY REFERENCE CONCEPT OF OPERATIONS.DOC

Unplanned system closure

FINAL CONFIDENTIAL PRELIMINARY REFERENCE CONCEPT OF OPERATIONS.DOC

FINAL CONFIDENTIAL PRELIMINARY REFERENCE CONCEPT OF OPERATIONS.DOC

How do the stations operate?

FINAL CONFIDENTIAL PRELIMINARY REFERENCE CONCEPT OF OPERATIONS.DOC

Duties performed by staff at stations

Station control rooms

FINAL CONFIDENTIAL PRELIMINARY REFERENCE CONCEPT OF OPERATIONS.DOC

short term storage area for lost property.

Group station control rooms

FINAL CONFIDENTIAL PRELIMINARY REFERENCE CONCEPT OF OPERATIONS.DOC

Safety management system

Figure 5.1 Preliminary SMS