annual report 2011â12 - Parliament of New South Wales - NSW ...

ANNUAL 

REPORT 

2011–12

LETTER TO MINISTERS FROM DIRECTOR GENERAL 

The Hon. Gladys Berejiklian 

Minister for Transport 

The Hon. Duncan Gay 

Minister for Roads and Ports 

Parliament House 

Macquarie Street 

Sydney NSW 2000 

Dear Ministers 

I am pleased to submit for tabling in Parliament the Annual 

Report for the Department of Transport for the year ended 

30 June 2012. 

The report includes the Annual Report for Transport for 

NSW for the period from its constitution on 1 November 

2011 to 30 June 2012. Transport for NSW was created as a 

new integrated transport authority. It has assumed a range 

of functions previously performed by the Department of 

Transport and other transport agencies. 

This Annual Report has been prepared in accordance with 

the Annual Reports (Departments) Act 1985, in respect of the 

Department of Transport, and the Annual Reports (Statutory 

Bodies) Act 1984 in respect of Transport for NSW. Inclusion 

of the report in respect of Transport for NSW is authorised by 

section 3L of the Transport Administration Act 1988. 

Yours sincerely 

Les Wielinga | Director General 

Department of Transport

Contents 

Overview 2 

Director General’s Overview 2 

About us 4 

NSW 2021 5 

Vision and Values 6 

Interim Corporate Plan 7 

NSW Long Term Transport Master Plan 8 

Corporate Framework 9 

Management and structure 10 

How Transport has changed 13 

Operational performance 15 

Customer 17 

Travel 24 

Accessibility 28 

Asset 34 

Safety and Environment 37 

Business results 45 

Financial statements 50 

Appendices 249 

Index 319 

Contact details 322 

Index Appendices 

Financial statements 

Operational performance 

Overview

Overview 

Director General’s 

Overview 

A fresh start for transport 

The establishment of Transport for 

NSW (TfNSW) on 1 November 2011 

reflected a fundamental change to 

the way transport is planned and 

delivered in New South Wales. 

For the first time, we were 

able to take a completely 

integrated approach, bringing 

together all modes of transport 

to improve transport for 

customers across the State. 

We place the customer at the 

centre of everything we do. 

TfNSW is tasked with making the 

transport system work better 

now, and to deliver a transport 

system of the future to meet 

the needs of our customers. We 

must ensure the transport system 

supports the social and economic 

needs of New South Wales. 

In a short period of time we have 

built TfNSW and commenced 

major reform within the transport 

operating agencies that deliver 

rail, bus, ferry, road and maritime 

services to customers. 

A great deal of effort was spent 

on ensuring we had the right 

strategies, structures, processes, 

and most importantly, the right 

people in place. To begin delivering 

on our responsibilities, experts 

were recruited from across the 

transport cluster and externally. 

Our goal, to place the customer 

at the centre of everything we do, 

required insight into what customers 

need and expect from transport. 

We have asked and listened to 

customers, across every transport 

mode, and right across New 

South Wales. We are establishing 

processes to ensure ongoing 

dialogue with our customers. 

Monitoring and measuring of 

the attributes that customers 

value most are now being 

used as a means of driving 

service improvements in 

the areas that count. 

Similarly, consultation with the 

community and our customers 

has been central to the 

development of the NSW Long 

Term Transport Master Plan. 

To be finalised and released in 

late 2012, the Plan will provide 

a framework for transport 

policy and investment decisions 

over the next 20 years. 

The Plan will respond to key 

challenges such as population 

growth, job creation, land 

use needs and establishing a 

transport network that maximises 

benefits to the economy. 

2 

Transport for NSW Annual Report 2011–12

Overview 

We place the customer 

at the centre of 

everything we do. 

Within the reporting period, 

we moved ahead with major 

infrastructure projects such as 

the North West Rail Link and 

South West Rail Link, while 

through Sydney’s Rail Future, 

we have embarked on a major 

overhaul of the rail network. 

We have added extra rail, bus 

and NightRide bus services to 

each week’s schedules, enhanced 

real-time travel information for 

customers on the M4 and M7 

motorways, and established an 

agreement to widen the M5 West. 

We have also continued to 

upgrade major regional highways, 

with a focus on the Pacific and 

Princes Highways, and road 

infrastructure like Camden Valley 

Way and Richmond Road to 

support housing and employment 

growth in western Sydney. 

We have integrated Sydney’s light 

rail services into public transport 

ticketing, awarded the design and 

construction contract for the city’s 

Inner West Light Rail Extension, 

and will commence rolling out 

the Opal electronic ticketing 

system later in 2012, beginning 

with a trial on Sydney’s ferries. 

We have brought together in 

TfNSW all policy around licensing 

and registration of drivers and 

vehicles in NSW (both on road 

and on water), as well as the 

accreditation and licensing 

of operators of passenger 

services (including taxi, bus, 

rail, ferry and regional air). 

Pricing has been integrated 

for all modes of transport into 

TfNSW to ensure coherent 

policies for pricing in NSW. 

These are just a few of the 

achievements so far. It has 

been a tremendous start and 

our successes are a reflection 

of the professionalism, talent 

and skills we have across the 

NSW transport cluster. 

There remains much work to 

do. We will continue to improve 

transport services, reduce 

road congestion, build new 

infrastructure and improve freight 

movements across the State. 

We are committed to rising 

to the challenge of delivering 

a better transport system for 

customers, where all transport 

modes work together to meet 

our social and economic needs 

now, and into the future. 

Les Wielinga 

Director General 

Transport for NSW 

Overview 

3

About us 

The Department of Transport 


is the principal department 

in the transport cluster. 

It is the principal source of advice 

on portfolio matters, including 

the performance of agencies 

within the transport cluster, to 

the Minister for Transport and the 

Minister for Roads and Ports. 

This advisory role includes 

undertaking high-level 

policy functions. 


On 1 November Transport for NSW 

(TfNSW) was formally established 

and assumed co-ordination, funding 

allocation, policy and planning 

and other non-service delivery 

functions for the transport system. 

This followed the NSW 

Government’s announcement 

in April that a new, integrated 

authority would be established to 

ensure coordinated planning and 

policy across all modes of transport. 

TfNSW develops regulations, 

policies and legislation to ensure 

that transport is delivered to 

a high standard, community 

needs are met, assets and 

public money are protected, 

environmental impact is minimised, 

and the community is safe. 

The transferring of policy and 

planning enables operators of 

transport services to focus on 

providing the highest standard 

services to their customers. 

Transport providers include 

RailCorp, the State Transit 

Authority, Roads and Maritime 

Services, Sydney Ferries, private 

bus and light rail operators. 

TfNSW manages a multi-billion 

dollar transport budget. In 

partnership with the transport 

operating agencies, it manages 

almost $91 billion in assets, one 

of Australia’s largest portfolios. 

It funds public bus, rail, roads, ferry 

and community transport services 

and related infrastructure. It also 

funds concession schemes such 

as the School Student Transport 

Scheme, the Private Vehicle 

Conveyance Scheme and the Taxi 

Transport Subsidy Scheme. 

A detailed account of the change 

that occurred in NSW transport 

management during 2011-12 can 

be found in “How Transport has 

changed” on page 13. 

What TfNSW does: 

› Planning for both public and private transport, including road, rail, buses, taxis, ferries, light rail, 

cycling, walking, community transport services, regional air services and freight movement 

› Funding for these transport modes 

› Moving people safely, moving freight efficiently, providing transport infrastructure, 

licensing public transport drivers and accrediting operators. 

4 


NSW 2021 

NSW 2021 is the NSW Government’s 

10 year strategic business plan. 

Released in September 2011, it 

sets priority areas for action and 

guides NSW resource allocation in 

conjunction with the State Budget. 

The Government has committed 

through NSW 2021 to deliver an 

efficient and effective transport 

system that reduces the time it takes 

to travel around Sydney and across 

NSW, delivering significant benefits 

to the community and business. 

Transport for NSW is the lead agency 

for delivering on the following 

NSW 2021 goals and measures: 

Goal 7 – Reduce travel times 

(private and public transport) 

• Coverage of real time 

information on motorways 

• AM and PM peak hour travel 

speeds in kilometres per hour 

on 100 road corridors 

• Average unplanned incident 

clearance time on principal 

transport routes for 98 

per cent of incidents 

• Number of major incidents 

that take longer than 

four hours to clear 

• Increase in the frequency of 

services as evidenced by revised 

public transport timetables 

• Number of services that meet 

scheduled travel times. 

Goal 8 – Grow patronage on public 

transport by making it a more 

attractive choice 

• Percentage of peak CityRail trains 

arriving at Central Station within 

five minutes of scheduled time 

for suburban services and within 

six minutes for intercity services 

• Percentage of timetabled bus 

services in the Sydney area which 

commenced their trip on time 

• Percentage of actual ferry 

services operated by Sydney 

Ferries which commenced 

their trip on time 

• Proportion of peak hour 

journey by public transport 

across various regions 

• Proportion of journeys to work 

by public transport in the 

Sydney Metropolitan Region 

• Modal share of bicycle trips made 

in the Greater Sydney region, 

at a local and district level 

• Modal share of walking trips made 

in the Greater Sydney region, 

at a local and district level. 

Goal 9 – Improve customer 

experience with public transport 

services 

• Customer Scorecard measures 

under development 

• Percentage of public transport 

services with accessible 

and accurate real time 

traveller information. 

Goal 10 – Improve road safety 

• Number of fatalities per 

100,000 population. 

TfNSW also contributes to: 

Goal 19 – Invest in critical 

infrastructure 

• Percentage of State Roads 

with a ‘good’ road smoothness 

where surface ‘roughness’ is 

less than 4.2 IRI (International 

Roughness Index) 

• Total proportion of containers 

transported by rail through 

Port Botany, including import, 

export and empty containers 

• Proportion of import, export and 

empty containers transported 

by rail through Port of 

Newcastle and Port Kembla. 

Implementing NSW 2021 

There are various mechanisms to 

support the implementation of NSW 

2021. Localised plans are being 

put in place through an extensive 

consultation process to help TfNSW 

focus on the transport outcomes 

that matter most in different 

communities. Baseline reporting 

has been established to outline 

how success will be measured. 

TfNSW planning and performance 

management systems ensure 

that it and its people are 

accountable for delivering on 

specific components of the plan. 

Performance is publicly reported 

online so the NSW community can 

track TfNSW’s progress, and tabled 

in NSW Parliament in an annual 

NSW 2021 performance report. 

These processes ensure that TfNSW 

is clear about how it is contributing 

to the NSW Government’s vision for 

transport, and there is transparency 

in the way that TfNSW measures 

and reports its performance. 

NSW 2021 will be reviewed 

periodically in consultation with 

the community, and TfNSW 

will work to improve its targets 

over time as more accurate 

and nationally comparable 

measures become available. 

Overview 

Overview 

5

Vision and Values 

Vision 

A transport system that maximises benefits for 

the community and the economy. 

Values 

Our values are the qualities that 

reflect what we stand for as an 

agency. They underpin everything 

we do, the way we interact with 

each other, the community and 

our partners in business. They 

are the way we work to deliver 

customer-focused services and 

integrated transport solutions. 

Integrity 

We are committed to 

working honestly, ethically, 

transparently and fairly. 

We will ensure that we consistently 

work with integrity and honesty, and 

understand that everything we do 

is in the interests of the NSW public. 

We will hold ourselves accountable 

to our code of conduct and ethics. 

Accountability 

We seek to achieve the best 

possible use of our resources, 

and take responsibility for 

our decisions and actions. 

We will be held to account for 

the way we conduct ourselves 

and our business. We will 

ensure that honesty and 

accountability are at the core 

of our actions and decisions, 

and all aspects of our work. 

Responsiveness 

We are responsive to, and 

proactively seek to address 

the needs of the NSW 

community. We are dedicated 

to improvement and delivering 

customer focused services. 

Our responsiveness to the needs 

of the community will be a critical 

part of delivering our results. We 

will maintain commitment to our 

customers across the agency 

– in the way we work each day, 

deliver projects and measure our 

progress. We aim to improve the 

transport experience in NSW 

by continually monitoring and 

improving our performance. 

Teamwork 

We work together in dynamic, 

integrated teams and partnerships 

to deliver high quality 

transport results for NSW. 

We are committed to establishing 

and working in true partnerships. 

This will be demonstrated through 

collaboration, consultation and 

cooperation across communities, 

government, business and internally. 

Commitment to teamwork will 

help us realise a greater level of 

transport integration in NSW. 

Safety 

We are committed to the safety, 

wellbeing and security of the NSW 

community and our employees. 

Safety is a critical focus for our 

agency, for the NSW public and 

for our colleagues. Truly valuing 

safety means developing policies 

and upholding practices that reduce 

the risk to individuals and minimise 

the impact when incidents occur. 

6 


Interim Corporate Plan 

Overview 

Transport for NSW launched an 

Interim Corporate Plan in December 

as a fundamental part of the fresh 

start for transport in NSW. 

It was developed to fully reflect 

TfNSW being established 

with a unique, unprecedented 

opportunity to create a better 

and more integrated transport 

system, fundamentally 

designed around the needs 

and expectations of customers, 

communities and the economy. 

The Interim Corporate Plan, A 

new beginning, acknowledges 

that a transport system shaped 

by customer requirements is 

essential to ensuring that the 

needs of the community and 

economy are being met. 

The document has played a role 

in ensuring that customer needs 

are a driving force in TfNSW’s 

planning, policy, decision-making, 

activities and operations. 

The plan established priorities to be 

achieved in the first part of 2012: 

• deliver on near-term 

commitments 

• plan and shape our future 

• enable and engage our teams 

• put the customer at the 

centre of everything we do. 

The Interim Corporate Plan guided 

TfNSW’s actions while a five 

year corporate plan was being 

developed. This will provide a 

more detailed picture of its vision 

for transport, and the strategic 

direction of the organisation 

and the transport cluster. 

The Corporate Plan 2012–17, 

Connections, was launched in 

August 2012. 

Overview 

7

NSW Long Term 

Transport Master Plan 

The Long Term Transport Master 

Plan will outline a clear direction for 

transport in NSW over the next 20 

years. It will build on investments 

in roads and transport by the NSW 

Government of a record $13.1 billion 

in its 2011-12 budget and $13.2 billion 

in 2012-13. 

It will identify the role of each 

transport mode in meeting future 

transport needs, including rail, 

road, buses, ferries, cycling, and 

walking. The Plan will also help 

develop a freight network that 

maximises benefits to the economy. 

Transport for NSW extensively 

consulted customers, 

communities, government, 

industry, transport specialists 

and operators in advisory groups 

set up to gather contributions 

to development of the Plan. 

More than 1,200 responses 

were received to a discussion 

paper released in February. 

More than 1000 stakeholders 

attended 14 community forums 

in regional areas and in Sydney 

between February and May. 

A draft NSW Long Term Transport 

Master Plan will be released for 

comment in September 2012. 


TfNSW 

The NSW Long Term Transport Master Plan 

Links to National Strategies and Plans 

Integrated Modal 

Strategies 

Interchange Strategy 

Modal Strategies 

Sydney 

Rail’s Future 

Road Strategy 

Bus Strategy 

Light Rail 

Strategy 

Ferry Strategy 

Sydney 

Transport Plans 

Corridor Strategy 

City Access 

Strategies 

Regional 


Western 

Central West 

Murray- 

Murrumbidgee 

Southern 

New England 

Northern Rivers 

Hunter 

Freight 


NSW Freight and 

Ports Strategy 

Regional, interstate 

and international 

connections 

Major Airports 

NSW Roads 

Strategy 

CountryLink 

Strategy 

Integration with infrastructure, land use planning 

Cycling 

Strategy 

Mid North Coast 

Pedestrian 

Strategy 

Central Coast 

Illawarra 

Customer Services Strategy 

8 


Corporate Framework 

The Results in Transport for NSW’s 

Corporate Framework are the high 

level outcomes that the Department 

of Transport, Transport for NSW 

and the transport cluster deliver for 


They provide a basis for integrated 

planning and performance 

processes, strategy development 

and risk management. Performance 

against these Results drive 

business and measure success. 

Community Results 

• Customer – The customer is at 

the centre of everything we do. 

• Travel – The movement of people 

and goods is efficient and reliable. 

• Accessibility – The availability 

of transport options is aligned 

to the needs of the community 

and the economy. 

• Asset – Transport infrastructure 

meets acceptable standards. 

Business Results 

• The community, partners and 

stakeholders are consulted and 

informed about transport issues. 

• Effective governance is in place to 

deliver our results and services. 

• Value for money is delivered 

within the integrated budget. 

• Occupational Health and Safety 

is strengthened. 

• Workforce commitment 

Overview 

• Safety – The safety and security of 

and capability is supported 

the transport system is maximised. 

and developed. 

• Environment – The impact of 

transport on the environment 

is minimised. 

GOVERNMENT PRIORITIES 

TfNSW Legislation NSW 2021 

Commonwealth priorities 

e.g. COAG* and 

Infrastructure Australia 

LONG TERM STRATEGIC PLANNING 

Long Term Transport 

Master Plan 

Freight and Ports 

Strategy 

Metropolitan and regional 

land use strategies 

Modal strategies and 

regional plans 

CORPORATE PLANNING AND RESOURCE ALLOCATION 

TfNSW Corporate Plan 

(5 years) 

Results and Services Plan 

(1+4 years) 

Total Asset Management 

(10 years) 

OPERATIONAL AND SERVICE PLANNING 

Business Plans 

Operating Agency 

corporate plans 

Service agreements 

(Contracts, MOUs,^ 

Statements of Intent) 

Corporate controls 

(Transport wide policies. 

Chief Executive reviews) 

INDIVIDUAL ACCOUNTABILITY 

Senior Service 

performance reviews 

(Management) 

Individual 


(Staff) 

*Council of Australian Governments 

^Memorandum of Understanding 

Overview 

9

Management and structure 

Gladys Berejiklian 

Minister for Transport 

Duncan Gay 


Transport 

Advisory Board 

TRANSPORT FOR NSW 

Les Wielinga 


SUPPORT DIVISIONS 

Finance, Audit 

and Strategy 

CORE DIVISIONS 

Customer Experience Planning and Programs Transport Projects 

Human Resources and 

Business Services 

PROJECT OFFICE 

Freight and Regional 

Development 

Policy and Regulation 

Transport Services 

North West Rail Link 

Sydney Ports 

Corporation 

Sydney Ferry Operator 

Roads and Maritime 

Services 

Newcastle Port 

Corporation 

Private bus operators 

RailCorp 

Port Kembla 

Port Corporation 

Light Rail Operator 

State Transit Authority 

PORT CORPORATIONS 

PRIVATE OPERATORS 

OPERATING AGENCIES 

Service Providers 



Customer 

Experience 


Development 

Planning and 

Programs 

Policy and 

Regulation 

Transport 

Projects 

Transport 

Services 

Tony Braxton-Smith, DDG 

Rachel Johnson, DDG 

Carolyn McNally, DDG 

Tim Reardon, DDG 

Chris Lock, DDG 

Fergus Gammie, DDG 

Customer Insight 

and Service 

Improvement 

Freight, Strategy, 

Policy and Industry 

Relations 

Bureau of 

Transport 

Statistics 

Efficiency and 

Effectiveness 

Project 

Development 

Service 

Planning 

Marketing and 

Communication 

Freight Network 

Efficiency and 

Regulation 

Transport 

Planning 

National and 

Priority Initiatives 

Project 

Delivery 

Service 

Procurement and 

Performance 

Customer 

Service 

Investment 

Programs 

Centre for 

Road Safety 

Trains, Buses 

and Ferries 

Service 

Coordination 

Strategic 

Coordination and 

Customer Relations 

Office of 

Boating Safety 

Technical 

Services 

Ticketing 

Services 

Timetable 

Development 

Transport 

Management 

Centre 

10 


Job Descriptions 


• Provide overarching leadership 

in the development, coordination 

and implementation of the NSW 

Government’s transport plans 

and their associated policies, 

reforms, projects and services 

• Lead, advise and direct Transport 

for NSW and operating agencies 

on the strategic direction of 

their organisation, the direction 

of reform, investment and the 

resolution of commercial, customer 

service and performance issues 

• Promote the overall safety 

and security of the NSW 

transport system 

• Oversee the planning, maintenance 

and delivery of transport 

infrastructure and services to the 

benefit of the people of NSW 

and to support the social and 

economic needs of the State 

• Guide the prioritisation, 

procurement and delivery 

of integrated solutions for 

transport infrastructure across 

NSW to cater for population 

and economic challenges and 

to build a sustainable future 

• Provide expert advice to the 

Premier and Portfolio Ministers 

on strategies and policies to 

further the objectives of the 

Government for the delivery 

of transport services. 

Deputy Director General 

Customer Experience 

• Build the evidence base of 

customer and stakeholder insights 

to inform customer-centric policy, 

planning and service delivery 

• Establish customer-based 

performance standards 

and measures based on 

customer insights 

• Direct communications programs 

to engage with customers, 

stakeholders and staff 

• Develop and implement transport 

brand strategies that reflect 

the core value proposition of 

transport products and services 

• Coordinate the provision of advice 

to Ministers to enable them to 

fulfil Parliamentary obligations 

and respond to correspondence 

• Analyse trends in customer 

feedback to inform thinking 

about service improvements 

• Manage the systems that give 

customers the information they 

need to access and navigate 

the transport system 

• Sponsor and provide guidance 

on key service improvement 

programs and major projects 

across the transport cluster. 


Planning and Programs 

• Identify transport needs and 

develop strategic transport 

plans including the Long Term 

Transport Master Plan, Regional 

Transport Plans, city access 

strategies and modal strategies 

• Deliver an integrated approach 

to transport planning, funding 

and delivery in NSW 

• Ensure the customer experience 

is central to transport planning 

and program outcomes 

• Determine investment priorities for 

transport infrastructure including 

the Transport Access Program 

• Collect, analyse and present 

transport statistics and 

conduct modelling to provide 

an evidence-base to support 

effective decision-making. 


Transport Projects 

• Drive the planning, construction 

and delivery of current 

infrastructure projects 

• Promote safety in all aspects 

of infrastructure delivery 

• Employ sustainable practices, 

innovation and excellence 

in design and delivery 

of a quality product 

• Ensure value for money for 

stakeholders through the 

effective and efficient delivery 

of transport infrastructure 

• Ensure best practice business 

systems exceed customer and 

stakeholder expectations. 



• Drive customer focused strategic 

policy for the transport portfolio 

• Shape NSW’s contribution to 

the national transport agenda 

• Drive integration and 

simplification of regulatory 

and legislative instruments 

• Engage with industry and key 

stakeholders on policy reforms 

• Deliver policy reforms to improve 

services, access and safety 

for customers and industry. 



Development 

• Develop a NSW Freight 

and Ports Strategy 

• Develop strategic planning for 

key freight precincts including 

ports and intermodal terminals to 

support regional development 

• Identify private sector 

investment opportunities 

• Develop a freight evidence base 

• Monitor and benchmark 

freight performance 

• Establish relationships with 

key industry stakeholders 

Overview 

Overview 

11

• Provide a central point of 

contact for freight customers 

and the freight industry to 

raise issues and concerns 

• Develop freight policy 

and manage reform 

• Ensure that State marine 

pollution response 

arrangements are effective 

• Regulate the port safety 

operating framework 

• Identify the urban and 

regional freight network 

• Ensure that economic analysis 

supports freight business cases 

and funding submissions 

• Provide expert advice on the 

regulation for freight movements 

of dangerous goods, and 

of emissions and noise 

• Establish a Bureau of 

Freight Statistics 

• Review port access arrangements 

• Coordinate key commodity chains. 



• Develop and improve service plans 

for rail, bus and ferry services, 

including timetable specification 

• Develop the rail Standard 

Working Timetable for 

passengers and freight 

• Coordinate service plan delivery 

and timetable integration 

across all transport modes 

• Purchase rail, bus, ferry and 

light rail services and develop 

associated contracts 

• Develop community transport 

agreements and strategies 

• Develop agreements with 

transport agencies and other 

government departments 

to enable close working 

relationships and delivery of 

the NSW Government’s goals 

for the transport sector 

• Manage and monitor contract/ 

agreement compliance 

• Benchmark and drive 

improvements in service 

performance 

• Coordinate service activities 

such as incident management, 

special events, security and 

emergency management, 

interchange/precinct 

management and transport 

operational improvements 

• Manage ticketing services, 

including purchase of integrated 

electronic ticketing services, 

management of passes, 

concessions and subsidy schemes, 

and revenue protection strategies 

• Manage the country rail network. 

Chief Financial Officer 

• Provide strategic finance 

services across the portfolio 

• Ensure priority programs 

and projects are resourced, 

funded and supported 

• Deliver ongoing day to day 

finance and services so that 

the core divisions can deliver 

their business objectives 

• Set the TfNSW corporate 

planning strategy and measure 

its performance against results 

• Strategic and business planning 

• Develop best practice audit 

and risk processes that focus 

on improving performance. 

Executive Director 

Human Resource and 

Business Services 

• Lead business and commercial 

management of human 

resources, ICT and legal services 

across the transport cluster 

• Drive organisational efficiency 

through the development, 

implementation and continuous 

improvement of business 

systems and processes for 

the best provision of services, 

systems and projects 

• Drive a wide range of strategic 

projects and initiatives to 

continue to progress the overall 

reform agenda to maximise 

operational effectiveness and 

efficiency across the cluster 

• Drive the reform of internal 

legal services in the portfolio to 

improve efficiencies and value 

for money including the provision 

of external expert legal services 

by a portfolio-wide legal panel 

• Provide strategic HR program 

across the cluster 

• Lead consolidation and 

optimisation of the provision 

of shared services to the 

transport cluster that ensures 

compliance and supports 

core business outcomes 

• Ensuring the capability of the 

workforce to meet organisational 

demands and requirements 

• Lead the implementation of 

governance frameworks for 

Transport for NSW and the 

operating agencies to comply with 

best practice risk management 

and legislative requirements. 

Project Director 


• Lead the development of the 

North West Rail Link, including: 

–project definition 

– customer product requirements 

–identification of delivery strategy 

– tender and award of major 

construction contracts 

– planning approvals 

–land acquisition 

– construction and delivery 

of an integrated transport 

and land use product. 

12 


How Transport 

has changed 

It has been a year of 

landmark change in transport 

management in NSW. 

A reform of RailCorp was 

announced in May, with new 

specialist organisations to 

Both divisions then have roles 

in delivering some of the 

services, policy and performance 

Overview 

In April 2011 the Minister for 

Transport and Minister for Roads 

be formed to meet different 

customer needs. 

targets that will ensure TfNSW 

achieves its results. 

and Ports announced that for 

Sydney Trains will serve customers 

Planning and Programs Division 

the first time an integrated 

who need quick, frequent and 

and Policy and Regulation Division 

transport planning agency 

reliable trains in the greater 

develop TfNSW’s program of 

would be established in NSW. 

Sydney suburban area. NSW 

works and establish customer- 

Eight months later, on 1 November, 

Transport for NSW came into 

being. It became responsible for 

the coordinated planning and 

delivery of transport services 

Trains will serve intercity, regional 

and country customers who 

travel longer distances and 

need comfortable and reliable 

services with on-board facilities. 

focused policy solutions to address 

strategic transport challenges. 

Both divisions consider TfNSW’s 

government priorities and 

commitments, its relationship 

across all modes. Its prime focus 

In May, Harbour City Ferries won 

and agreements with the 

was putting customers first, 

a contract to operate Sydney 

Commonwealth Government 

ensuring the transport system 

Ferries, with the transition to taking 

and the evidence base gathered 

is designed around their needs 

over management occurring in 

by the Customer Experience 

and expectations. Although on 

July 2012. Prime responsibilities 

and Freight and Regional 

1 November there was a significant 

for the operator are to improve 

Development divisions. 

transfer of functions to TfNSW, the 

Department of Transport continues 

to exist. Through it, TfNSW provides 

policy advice to the Ministers. 

the customer experience for the 

14 million trips carried out on ferries 

each year, with better services 

provided at less cost to taxpayers. 

They also examine information 

that includes planning and land 

use policy; future transport 

and demographic demands; 

TfNSW now leads planning and 

TfNSW’s business model is 

environmental, accessibility 

investment to ensure good planning 

based on the structure of its 

and safety standards; as well as 

informs investment strategies. This 

core Divisions and their roles 

available funding and current 

enables the transport agencies 

in delivering the objectives of 

use of the transport system. 

to concentrate on delivering 

quality services to customers. 

the transport system in NSW. 

Customer Experience Division and 

The key focus of Transport Projects 

Division and Transport Services 

Roads and Maritime Services 

Freight and Regional Development 

Division is to ensure that the 

(RMS) was also established on 1 

Division engage with customers 

plans and program of works are 

November, replacing the Roads 

and key representative groups. 

delivered by either contracting or 

and Traffic Authority and NSW 

Maritime. RMS focuses on service 

delivery, including building and 

maintaining road infrastructure and 

managing compliance and safety 

on NSW roads and waterways. 

They gain insight and build an 

evidence base about customers that 

informs TfNSW’s understanding 

of their expectations, perceptions 

and satisfaction with its services. 

This information becomes the 

procuring services from operating 

agencies or private service 

providers, or by delivering the 

project or service themselves. 

basis for plans and strategies to 

put the customer at the centre 

of everything TfNSW does. 

Overview 

13

These divisions establish 

the standards, performance 

measurement and controls 

that deliver high quality and 

consistent models for delivering 

TfNSW’s outcomes. 

Where a significant project is to 

be delivered over a long period 

of time, a separate program or 

project office can be established 

to focus resources and effort on 

successful delivery. An example 

is the North West Rail Link. 

Two support divisions, Finance, 

Audit and Strategy and Human 

Resources and Business 

Services, deliver effective 

business systems, governance 

and processes that enable the 

organisations to function and 

focus on what must be delivered. 

These include efficient and effective 

human resources, business services, 

financial management, strategy 

and performance measurement, 

workplace safety, and legal services. 

TfNSW has continued to increase 

its expertise and improve its 

capability to deliver integrated 

transport services across NSW. 

This has been done by establishing 

business areas whose functions 

match organisational goals. 

Each included expertise added 

from across the transport sector. 

Examples are: 

• The North West Rail Link Project 

office. The North West Rail Link 

is a priority public transport 

infrastructure task for the NSW 

Government that will deliver travel 

improvements for communities 

in north west Sydney, providing 

access to jobs and services. 

• The Office of Boating Safety and 

Maritime Affairs (November). 

It develops recreational and 

commercial boating safety 

policy, maritime property 

policy and infrastructure and 

waterways management policy. 

• The RMS Roads Licensing and 

Registration Branch (November). 

Its work involves developing 

and implementing strategic 

driver and vehicle policies 

and related legislation. 

• The Bureau of Transport Statistics 

(November). It provides the NSW 

Government and the community 

access to independent evidence, 

analysis and advice to support the 

development of transport policy, 

plans, infrastructure and services. 

• The Centre for Road Safety 

(November). It develops best 

practice, evidence-based policies 

and strategies to improve road 

safety and reduce fatalities and 

serious injuries on NSW roads. 

• The RailCorp Timetable 

Development and Integration 

Unit (February). It allows 

TfNSW to better coordinate all 

transport timetables and improve 

customer service. The team is 

responsible for developing the 

Rail Standard Working Timetable. 

• Metro Transport Sydney 

(March). This company owned 

Sydney’s light rail and monorail. 

Its purchase by the NSW 

Government will enable TfNSW 

to more efficiently plan and 

integrate public transport and 

traffic in central Sydney. 

• The Transport Construction 

Authority (April). The transfer of 

more than 250 TCA employees to 

the Transport Projects Division is a 

significant step toward delivering 

integrated transport networks. 

• The Waratah train project team 

(May). The Waratah Public 

Private Partnership is Australia’s 

largest single trains procurement 

project. There will be 78 new 

air-conditioned Waratah trains. 

A further two expert 

transport groups joined 

TfNSW from 1 July 2012: 

• The Public Transport Ticketing 

Corporation. It will design and 

develop the new electronic Opal 

ticketing system customers will 

use on trains, buses, ferries and 

light rail. Trials are scheduled 

to begin in late 2012. 

• The Country Rail Infrastructure 

Authority. It is responsible for 

delivering safe and reliable 

passenger and freight services 

on the country rail network and 

managing its infrastructure. 

14 


Operational 

performance 


Operational performance reports on Community 

Results outlined in the Interim Corporate Plan. 

Results are the high level outcomes for Transport for 

NSW and the transport cluster. The following Results 

areas are reported on: 

Customer 17 

The customer is at the centre of everything done by the NSW 

transport cluster. 

Travel 24 

The movement of people and goods is efficient and reliable. 

Accessibility 28 

The availability of transport options is aligned to the needs of 


Asset 34 

Transport infrastructure meets acceptable standards. 

Safety and Environment 37 

The safety and security of the transport system is maximised. 

The impact of transport on the environment is minimised. 


15

Background 

This Performance report for 2011-12 

for the Department of Transport 

and Transport for NSW is made 

against the Result areas of TfNSW’s 

Interim Corporate Plan. 


is the principal department 

in the transport cluster. 

It is the principal source of advice 

on portfolio matters, including the 

performance of agencies within the 

transport cluster, to the Minister for 

Transport and Minister for Roads 

and Ports. 

This advisory role includes 

undertaking high-level 

policy functions. 

From 1 July to 31 October 2011, the 

department continued its primary 

responsibility for transport policy, 

planning and coordination, while 

overseeing infrastructure delivery 

and asset management. 

At the same time, it was preparing 

for 1 November, when most of 

these tasks would be taken over by 

TfNSW. This involved identifying 

functions and people within NSW 

Government transport-related 

agencies – including the department 

itself – that should be moved to the 

new, integrated transport authority. 

At the same time, the operational 

framework of TfNSW was decided 

so that it would deliver NSW 

Government objectives. To reinforce 

this, work began on an Interim 

Corporate Plan, completed by 

TfNSW when it was formed, to 

introduce staff to the key people, 

structures and processes of 

the new entity. 


was responsible for considering 

options for the integrated transport 

authority including the operating 

model, legislative framework, 

functional alignment and human 

resources required to have TfNSW 

up and running on 1 November. 

Establishing Transport for NSW 

A considerable focus of the first 

eight months of Transport for NSW 

was ensuring that it had the right 

people, structures and processes in 

place to meet its long term goals. 

A transition team was established 

in July 2011 to assist progression 

towards the new organisation. 

This team, consisting of managers 

from across the transport portfolio, 

was tasked with carrying out a key 

leadership and communications 

role during the transition period. 

Many staff transferred into the 

new organisation from operating 

agencies within the transport 

cluster. While these staff 

movements took place, they were 

being complemented by targeted 

recruitment of specialists from 

outside the transport cluster. 

The organisational structure 

of TfNSW and divisional 

responsibilities and goals 

were finalised as staffing 

of divisions continued. 

At the same time, TfNSW 

developed its Interim Corporate 

Plan, which was released in 

December. A five year Corporate 

Plan was published in August 2012. 

The following section on 

Operational performance reports 

on Community results outlined 

in the Interim Corporate Plan. 

Results are the high level outcomes 

for Transport for NSW and the 

transport cluster. The following 

Results areas are reported on: 

• Customer 

• Travel 

• Accessibility 

• Asset 

• Safety and Environment 

16 


Operational 

performance 


Customer 

The customer is at the centre of everything done by 

the NSW transport cluster 

Meeting this Result is fundamental to ensuring that the 

transport system and all other Results are aligned to what 

customers expect from transport. 

Customers are to be listened to: the information, intelligence 

and insights will build the evidence base needed to ensure that 

their needs, preferences and expectations are understood. This 

is shaping everything that is done by the NSW transport cluster. 

Operational performance Customer 

17

Customer 

The customer at 

the centre 

Transport for NSW is focused on 

delivering a customer experience 

that better meets the needs of the 

people and businesses that rely on 

the transport systems and supply 

chains it permits. Delivering results 

for customers is a fundamental 

objective for the transport system. 

Laying the foundations 

for customer-focused 

decisions and actions 

By establishing TfNSW and defining 

the role of its Customer Experience 

Division, the NSW Government 

established the organisational 

framework to place the customer 

at the centre of transport planning, 

policy and service delivery. 

The role of the division is to: 

• build the evidence base 

of insights on customer 

needs and preferences 

• guide TfNSW to ensure 

that transport policy, 

investment and services are 

based on the customer 

• shape public transport to 

be a more attractive option 

for people by making it 

seamless and easy to use 

• act as the advocate for 

customers in the operations 

of the transport agencies. 

Working collaboratively across 

the transport cluster, the division 

provides TfNSW and service 

delivery agencies with a clear 

perspective of customers’ needs 

and gives guidance on how to 

deliver improved outcomes. 

Understanding Customer 

Value Propositions 

To gain a clear understanding of 

what public transport customers 

need and expect, and what 

they value in the transport 

services offered, comprehensive 

customer insights research 

has been completed. 

A picture of customer needs was 

built by walking in their shoes 

through typical journeys, and 

asking customers in research 

groups to identify the key service 

attributes they value at each 

stage and what matters most. 

From this, the needs and preferences 

of customers were profiled, and 

a clear picture developed of 

the service that will meet their 

needs and expectations. 

TfNSW’s research showed there are 

four distinct “customer needs-sets” 

for public transport. Customers who 

use transport services generally 

place most emphasis on one of these 

four needs-sets. The elements of 

the service offered that satisfy these 

needs become the essence of four 

Customer Value Propositions around 

which the public transport services 

offered are being shaped. A focus 

on improving how TfNSW delivers 

its Customer Value Propositions 

will drive results for customers. 

The Four Core Customer 

Value Propositions: 

A summary 

Timeliness: Services that run 

frequently, keep to their schedule 

and help customers get from 

A to B in a timely manner. 

Systems and Efficiency: 

A service that offers integrated 

tickets, efficient connections and 

effectively uses technology to 

make the journey more efficient 

and keeps customers updated. 

Reassurance: A safe, clean 

environment on board and adequate 

shelter, lighting and personal 

security features in and around 

stations, stops and interchanges. 

Comfort: Services with easy access 

to stations and vehicles. On board, 

a clean, pleasant environment, 

with temperature controls, 

sufficient personal space and a 

comfortable seat when needed. 

18 


The insights gained from researching 

the Customer Value Propositions 

are now being applied to develop 

A new Customer 

Scorecard 

A feasibility study was completed 

for the commencement of a daily 

return service between Bathurst and 

detailed plans for service 

enhancements as well as guiding 

the design blueprints for the future 

of each mode of transport service. 

To measure the progress and effect 

of future actions to improve results 

for customers, the framework of a 

new Customer Scorecard is being 

Central, with stops at Lithgow, Mt 

Victoria and Katoomba. It has since 

been announced that this service 

will commence in October 2012. 

The extensive body of evidence 

gathered in this project, with other 

customer insights, is also being used 

to inform TfNSW’s decision-making 

on a number of transport programs 

and initiatives. Insights have been 

used to inform thinking on the Long 

Term Transport Master Plan, the 

developed. This will enable the 

Bureau of Transport Statistics to 

gather and publish an enhanced 

set of customer ratings of transport 

services. Field work programs 

were designed and commissioned, 

fulfilling another commitment of the 

NSW Government’s NSW 2021 plan. 

Transport for NSW introduced 

additional bus services under 

its Growth Bus Program, which 

provided another 64 new buses. 

New bus services have been 

introduced to areas previously 

without public transport. More 

services were added in key 


Fixing the Trains program, Sydney’s 

employment areas in the north- 

Rail Future, the North West Rail Link, 

west and south-west of Sydney to 

the performance framework in new 

bus services contracts, the Light 

Rail Strategy and the preparations 

for rolling out the Opal electronic 

ticketing system for public transport. 

The customer insights work is 

also used to inform targeted 

and prioritised development of 

service standards and service 

delivery improvement initiatives. 

Rail and bus service 

enhancements 

During 2011-2012, TfNSW delivered a 

number of immediate improvements 

to current services, as well as 

advancing preparations for future 

enhancements that will deliver 

better customer outcomes. 

The first Waratah train entered 

revenue service on 1 July 2011, 

followed by another nine by 30 

support an increased shift by the 

community to public transport, by: 

• introducing or extending 

bus services in new growth 

areas in north-west and 

south-west Sydney; and 

• improving bus links to the 

key employment areas of 

Parramatta, Liverpool, Macquarie 

Park, the Western Sydney 

Employment area, North 

Sydney and the Sydney CBD. 

June 2012. Another 11 four-carriage 

Oscar trains entered service on 

the South Coast and Central 

Coast. The new trains enabled 

TfNSW to introduce rail passenger 

timetable enhancements in October, 

January, March and June. This also 

increases the total number of trains 

in service, easing crowding and 

providing greater levels of comfort 

and amenity for customers. 

TfNSW developed detailed plans 

for coordinated bus and rail 

timetable changes that will result 

in the introduction of more new 

rail services from October 2012, 

and a number of improvements 

in the connecting bus services. 

For the longer term, TfNSW 

defined the service principles and 

completed detailed specifications 

to enable a fundamental revision 

of timetables in 2013. 


19

Quiet carriages 

Quiet carriages have now become 

a permanent feature for intercity 

train customers on the Newcastle 

and Central Coast Line after 

a successful three-month trial 

and strong commuter support 

for this new service feature. 

The first and last carriages of six and 

eight car trains (and the last carriage 

on four-car trains) are designated 

as quiet zones in which customers 

are asked to not talk loudly, play 

loud music or use mobile phones. 

Almost 90 per cent of respondents 

to a TfNSW survey on the quiet 

carriages trial said travelling in them 

had improved their overall travel 

experience. No less than 98 per cent 

of quiet carriage customers said they 

intended to continue using them. 

Similar three months quiet carriages 

trials were launched on 1 June on 

intercity trains on the South Coast 

Line between Kiama and Central 

and the Blue Mountains Line 

between Lithgow and Central. 

Franchising Sydney 

Ferries 

TfNSW led the NSW Government’s 

franchising of Sydney Ferries, 

with the operator to improve 

the customer experience. The 

service contract was awarded 

to Harbour City Ferries, to take 

effect in July 2012. It will work 

with TfNSW on a comprehensive 

review of the ferry network, in 

turn informing development of 

a fleet strategy for the mediumterm, 

and a service improvement 

plan for the nearer-term. 

A new Manly – North Sydney 

– Darling Harbour service 

was introduced. It is operated 

on a deregulated basis by 

Manly Fast Ferries. 

Sydney Light Rail 

integrated into 

MyZone fares 

The Sydney Light Rail was 

integrated into the metropolitan 

multi-transport mode MyZone fares 

structure. This allows customers 

to use light rail services with 

MyMulti, Pensioner Excursion and 

Family Funday-Sunday tickets. 

The initiative proved immediately 

successful, with 1,925,093 MyZone 

trips made in 2011-12, or almost 

half of patronage. Light rail use 

grew 44 per cent in the year. 

Fixing the Trains 

Following an extensive review, a 

new operating model for rail services 

was announced in May 2012 with the 

aim of positioning rail operators to 

become more customer-focussed 

and drive performance to 

world-class standards. 

To deliver these outcomes, two 

new organisations will be created 

from July 2013: Sydney Trains for 

customers of the suburban network 

and NSW Trains for intercity 

and regional customers. This 

new business model recognises 

the best rail operators in the 

world are focused on the unique 

needs of their passengers. 

Cleaning standards 

As a first step to Fixing the Trains, 

new cleanliness standards based 

on customer expectations have 

been developed and are now being 

implemented. Quality assurance 

inspections reflecting the new 

standards have been implemented. 

Rubbish bins have been reintroduced 

at stations to reduce the amount of 

litter on the system. An accelerated 

program of patch painting and 

special cleaning commenced to 

rectify damage caused by vandals to 

carriage interiors. Additional roving 

teams of cleaners now provide 

greater coverage of the network 

during service hours. A process to 

reform the management of cleaning 

services delivery on the rail network 

was commenced that will bring 

further improvement in 2012-13. 

Establishing the Police 

Transport Command 

Customer insights indicate that 

users of the public transport system 

will feel safer with a greater police 

presence. The establishment of a 

Police Transport Command will 

allow the NSW Police to work more 

closely with the community to target 

antisocial and criminal behaviour on 

the transport system. The presence 

of NSW Police on the transport 

system will make using transport 

safer and more attractive particularly 

for travel out of peak periods. 

20 


Poster image used to promote the new Google Maps public transport service. 


Disruption 

communications 

Clear, accurate information is 

important to customers on 

occasions when services are 

not running to schedule. A 

detailed study was completed 

based on investigation into 

customer information needs and 

preferences during disruptions 

and the current systems used 

to keep customers informed. 

New standards have been developed 

and are in use by the Transport 

Management Centre and transport 

agencies to deliver more consistent 

messages to customers regardless 

of when and how they are delivered. 

The study provides the way 

forward for further improvements 

to systems and processes that will 

be implemented during 2012-13. 

Preparing for the 

launch of Opal 

Work progressed on developing 

and testing the new integrated 

public transport electronic ticketing 

system that will be rolled out from 

late 2012. The system was named 

Opal, the trademarks registration 

processes have commenced 

and all design elements finalised. 

An extensive customer insights 

review of the new ticketing system 

examined experiences and best 

practice from other jurisdictions. 

The insights work has informed 

the way the new system will be 

set up, the way customers will 

acquire, top up and use the Opal 

card, and how customers will be 

brought onto the Opal ticketing 

system during the program rollout. 

Partnering with Google 

A new commercial agreement 

with Google was finalised in early 

2012. This was followed by several 

months of effort to put TfNSW 

public transport data into a format 

suitable for the world’s most popular 

location tool, Google Maps. 

From July 2012, customers will 

be able to use Google Maps to 

search for travel directions and trip 

options for CityRail, bus services, 

ferries and light rail. This new 

service complements the TfNSW 

Transport Info 131500 website, 

which receives more than 2.5 

million visits every month. Public 

transport information on Google 

Maps will be updated weekly. 

TfNSW’s public transport data in the 

new GTFS (General Transport Feed 

Specification) format that is used 

by Google will be available to other 

third party application developers. 


21

Meeting growing 

demand for public 

transport information 

More than 37 million requests for 

transport information were received 

as customers planned trips, checked 

timetables, viewed routes and 

accessed ticket information. This is 

an increase of 18.5 per cent over the 

previous year, principally on-line. 

Every second there were 1.18 

requests for trip planning 

information from the Transport Info 

131500 service. The 131500 website 

alone handled more than 31 million 

information transactions and 

produced more than 50 million trip 

plans and maps for customers. More 

than 118,000 people downloaded 

the Android and iPhone Transport 

Info application. They executed 

more than 3.8 million trip plans. 

The Transport Info 131500 service 

includes the www.131500.com. 

au website, mobile website 

mobile.131500.com.au, Android 

and iPhone applications, Interactive 

Voice Recognition service and the 

131500 call centre. Customers also 

view current service information 

from Transport Info 131500 

Twitter accounts @131500trains, 

@131500buses and @131500ferries. 

There are more than 12,000 

followers of the Twitter accounts. 

Further improvements to customer 

information are being made through: 

• Continued support of third party 

information sharing through the 

supply of weekly public transport 

data through the Public Transport 

Data Exchange program. The 

program supports more than 100 

subscribers who have used the 

data TfNSW supplies to produce 

public transport websites, mobile 

websites and applications 

• Consolidating public transport 

information from Sydney 

Ferries into Transport 

Info 131500 to provide a 

one-stop-shop for customers 

It remains a priority for TfNSW 

to use new technologies to make 

public transport information more 

widely available, especially as more 

people are turning to the internet for 

information. A major review of the 

future customer information strategy 

was completed. It will inform the 

development of further initiatives 

to meet the growing demand for 

public transport information. 

Customer information requests (Transport Info application introduced 2010) 

2009–10 2010–11 2011–12 

Transport Info 131500 requests for public transport information 

131500 website visits (sessions) 18,957,629 

IVR and calls to call centre 3,916,197 

Total 22,873,826 

Transport Info 131500 requests for public transport information 

131500 website sessions 27,718,301 31,213,771 

Mobile website sessions 195,804 233,455 

iPhone and Android app usage 309,480 3,825,586 

IVR calls resolved for public transport information 678,040 772,664 

Calls to call centre 1,503,349 1,280,186 

Total 30,404,974 37,325,662 

Transport Info 131500 feedback 

Feedback emails 33,119 31,451 

Feedback calls to call centre 90,658 96,059 

Total 123,777 127,510 

22 


Responding to customer 

feedback 

Transport Info 131500 responded 

to more than 127,500 complaints, 

compliments and other items of 

customer feedback. This customer 

interaction delivers invaluable 

information which is used to 

continuously improve and deliver 

quality and timely information. 

Enhanced systems and processes 

were developed for addressing 

customer correspondence 

and responding to issues 

that customers raise. 

Emergency responses 

TfNSW assisted the NSW 

Government’s responses to 

floods in New South Wales in the 

first quarter of 2012, especially 

with evacuations of affected 

individuals and communities. 

It provided logistical support to 

the State Emergency Service in 

resupplying flood isolated towns by 

chartered aircraft and transporting 

essential goods and equipment 

by road. TfNSW also coordinated 

bus and rail services to convey 

people to evacuation centres. 

Focus on: NSW transport 2011-12 

• Transport contributes $20.2 billion to NSW’s Gross 

State Product. It employs 194,900 people. 

• CityRail used 1793 carriages to provide 303.5 million 

passenger journeys across a 307 station network. 

• State Transit and private operator-provided buses carried 

221.5 million passengers on some 5 million timetabled trips. 

This did not include the School Student Transport Scheme. 

• Sydney Ferries’ passenger numbers grew to 14.768 million, 

up 1.8 per cent. On-time running was 98.8 per cent, up from 

98.5 per cent. Sydney Ferries offered customers travel on 

31 vessels to 40 destinations over 20 hours each day. 

• Sydney’s light rail network carried 3.7 million passengers. 

• CountryLink carried 1.9 million passengers on its rail 

services linking more than 365 destinations in NSW, 

Queensland, the ACT and Victoria. It also provides coach 

services in regional areas to complement rail services. 

• Registration and licensing services were provided to 

around 4.89 million licence holders who used the 5.59 

million vehicles registered in NSW. There were 22.3 

million licensing and registration related transactions. 

• In 2011-12, almost 2,082,600 passengers travelled on airline 

services linking Sydney Kingsford Smith Airport and NSW 

regional centres. In 2011, it handled 11,744 699 international 

and almost 24.5 million domestic and regional passengers. 

• The Transport Info 131500 website received more than 

2.5 million visits every month. The Sydney Bus real 

time customer information service, the SMS-delivered 

0488 TXT, delivered almost 10 million messages. 

• The Transport Management Centre’s Live Traffic 

NSW website received more than four million visits 

in 2011/12. A Live Traffic NSW iPhone application 

was downloaded by 234,000 customers. 


• In NSW the annual freight transport task reached: 

road 64 billion tonne/kms; rail 23 billion tonne/ 

kms: and shipping 6 billion tonne/kms. 

• The latest data show 95.6 million tonnes of cargo were loaded 

and loaded at the Port of Newcastle, 25.3 million tonnes at 

the Port of Sydney and 24 million tonnes at Port Kembla. 

• The NSW road network was 18,028 km of State roads, 163 

km of privately-funded toll roads and 2946 km of regional 

and local roads in unincorporated areas of NSW. 


23

Operational 

performance 

Travel 

24 

Transport for NSW Annual Report 2011–12 

The movement of people and goods is 

efficient and reliable 

Transport is about the reliable movement of people and goods 

from one location to another. This Result is about minimising 

travel time for as many people and goods as possible. This 

is done by providing infrastructure, operating services, and 

supporting the productive use of the transport system for both 

social and economic benefits.

Travel 

Waratah train fleet 

Sydney’s new Waratah train 

fleet is the next generation of 

suburban passenger trains, 

designed to provide customers 

with improved comfort, security, 

safety and accessibility. 

Rail Clearways Program 

The NSW Government’s Rail 

Clearways Program aims to provide 

more reliable public transport by 

improving the capacity of Sydney’s 

metropolitan rail network. 

The program involves building 

The quadruplication will benefit 

East Hills Line commuters by 

providing increased reliability and 

improved services by separating allstops 

and the express services. The 

second pair of rail tracks will also 

supply future capacity for services 

from the South West Rail Link. 

The NSW Government’s Rolling 

Stock Public Private Partnership 

contract between RailCorp and 

Reliance Rail was established 

in 2006 to build and maintain 

626 new Waratah carriages. 

This is the largest single 

procurement of trains in Australian 

history. It will replace about half 

of CityRail’s current fleet. 

additional tracks, platforms, 

turnbacks for turning around 

trains and train stabling facilities. 

When completed, bottlenecks 

and junctions will be removed and 

sharing of critical infrastructure and 

train paths significantly reduced. 

It will mean that an incident on 

one part of the network will have 

a limited effect on other services. 

Significant achievements of the 

reporting period as work continued 

on the Kingsgrove to Revesby 

section of the project included: 

• improved pedestrian and 

passenger movement facilities 

at Revesby, Padstow, Narwee, 

Riverwood and Beverly 

Hills stations. Streetscape 

improvements were handed 


The project will deliver: 

• 78 eight car sets (626 carriages) 

including maintenance for 

30 years. There is an option 

to extend the contract to 

include another 20 sets 

• A new maintenance 

facility at Auburn 

• Four crew training simulators 

at the Petersham Learning 

& Development Centre. 

TfNSW is responsible for 

delivering the program’s three 

remaining projects: 

• Kingsgrove to Revesby 

Quadruplication 

• Liverpool Turnback 

• Macarthur station Upgrade 

and Interchange. 

Kingsgrove to Revesby track 

quadruplication 

to local councils 

• an improved public car park at 

Riverwood station was handed 

to Hurstville City Council. A 

reserve at Narwee used as a 

worksite during construction 

was rehabilitated and returned 

to Canterbury City Council 

• substantial large scale civil 

construction – track building and 

overhead wiring – is expected 

to be completed in July 2012. 

Waratah trains now operate on 

the CityRail network’s Airport and 

East Hills, South and Northern lines 

and on weekend Olympic Park 

shuttle services. As they become 

available, Waratah trains will be 

added to the Bankstown, Western, 

North Shore and Inner West lines. 

The largest project in the Rail 

Clearways Program involves 

building a second pair of rail tracks 

between Kingsgrove and Revesby. 

Associated works are modifications 

to road and rail bridges along 

the line, changes to Revesby 

station’s concourse, and installation 

of new overhead wiring and 

Liverpool Turnback 

An additional track, remodelling 

of terminating facilities at the 

Liverpool train stabling yard, a 

new platform and an extension 

of the existing concourse at 

Liverpool station are elements of 

the Liverpool turnback project. 

associated civil and rail system 

works to form a dedicated 

Campbelltown Express Line. 

Operational performance Travel 

25

Commuter benefits are expected 

to include better on-time running 

of rail services and capacity 

increases to accommodate 

future local transport demand. 

Extensions to Liverpool station 

concourse and footbridge began 

in the latter part of 2011-12. 

Macarthur Station upgrade 

and interchange 

The upgrading of Macarthur Station 

is being delivered in two stages. 

Detailed design development 

continued for its final stage 

which involved both a fourth 

platform and track works for an 

improved train turnback facility. 

The Public Transport 

Information and Priority 

System 

The Public Transport Information 

and Priority System (PTIPS), is a 

$50 million project that monitors 

on-time running of bus services in 

real time. The system was initially 

installed in August 2009 on all State 

Transit’s fleet of more than 2,300 

buses. This year it was expanded 

to another 800 contracted buses 

operating in metropolitan and 

outer metropolitan areas. 

PTIPS uses satellites to identify 

late running buses and when 

necessary, communicates with 

Roads and Maritime Services’ 

traffic management system via 

a global positioning system to 

obtain priority at traffic lights. 

PTIPS can provide real time 

information to passengers over 

mobile communication networks, 

at bus stops and at interchanges. 

Focus on: Transport Management Centre 

TfNSW’s Transport Management Centre monitors and manages 

the NSW road network 24 hours a day, 365 days a year. 

The year’s achievements included: 

• The Transport Operations Room responded to more than 

230,000 calls to the 131700 incident reporting hotline. 

• The Live Traffic NSW website had more than four 

million visits. It was upgraded several times, with 

customer feedback driving many of these. 

• Following customer demand, a Live Traffic NSW iPhone 

application and mobile site was launched. During the year the 

iPhone application was downloaded by 234,000 customers. 

• The target for unplanned incident clearance times on principal 

transport routes is within an average 40 minutes. The result 

in 2011-12 was 38.36 minutes, down from 39.98 in 2010-11. 

• More than 25,000 road occupancy licences were issued across 

Sydney. These permitted major infrastructure upgrading, such 

as on the Sydney Harbour Bridge and the M2 Motorway. 

• A coordinated response was provided to more than 568 

disruptions to public transport services, including ticket 

recognition on alternative transport. Service information updates 

were delivered by various channels, including social media. 

• Five bus marshals were introduced to improve bus service 

reliability in the Sydney CBD during weekday commuter 

peaks. Initial results included shorter bus queues on 

the Sydney Harbour Bridge and across intersections 

and faster removal of illegally parked vehicles. 

• Area Transport Coordinators were introduced to help 

customers move between different transport modes, for 

example from trains to buses, during major service disruptions. 

More than 50 groups and a total 1200 visitors including traffic 

and transport professionals, community groups and schools 

toured the Transport Management Centre in 2011–12. 

26 


Central Sydney 

Traffic and Transport 

Committee 

Green Light Day 

The inaugural ‘Green Light’ 

Transport and Logistics Day was 

Corridor studies 

TfNSW continued to develop 

corridor strategies for the State 

A State Government-City of Sydney 

committee was announced in 

March to coordinate transport and 

traffic planning in Sydney’s CBD. 

held in August 2011 to support 

and promote careers in the 

transport and logistics industry. 

More than 230 students from 

road network. These are to 

consider safety, traffic, asset 

and development issues relating 

to specific road corridors. 

The committee’s objective is to 

centralise traffic and transport 

decision making. It will coordinate 

the work of a number of existing 

transport working groups 

and committees on which the 

NSW Government and the 

Council are represented. 

Chaired by TfNSW, the committee 

will have a further three Statenominated 

members and three 

members nominated by the 

City of Sydney Council. 

23 schools took part in four 

events across Sydney. 

It was launched at the MLC Centre in 

Martin Place. This was attended by 

students, teachers, and government, 

along with industry representatives 

from 25 state, national and 

international organisations. 

Open days were held at Axima 

Logistics at Smithfield, the RAAF 

Base at Richmond and the Qantas 

Centre of Service Excellence at 

Alexandria with the support of local 

The aim is to improve road 

management over the 

short and long terms. 

The process has been adopted 

by TfNSW as an approach to 

the challenge of managing and 

maximising the benefits for 

the community of large and 

complex transport systems. 

Network and corridor planning aims 

to identify existing and anticipated 

performance issues, determine 

relative work priorities and develop 


Members of Parliament, TAFE and 

appropriate strategies to address 

the Australian Trucking Association. 

them over the longer term. 

Road Freight Hierarchy 

Students gained valuable insight 

from industry members about the 

The Metropolitan Road Freight 

work done in transport and logistics. 

Hierarchy was developed in 

response to a request by the 

Road Freight Advisory Council 

to improve access for higher 

Positive feedback has led to a 

second Green Light Day planned to 

be held in 2012. 

mass limit vehicles in NSW. 

The subsequent work defined 

a road freight hierarchy for the 

State road network in NSW. This 

will help identify and prioritise 

initiatives to support road freight. 

Road Supply Chain 

Study Executive 

Summary Report 

It recognises needs of the 

freight industry and helps 

improve the management and 

TfNSW completed a 

state-wide study of regional 

road freight movements. 

development of the road system. 

The Road Supply Chain Executive 

Summary Report identified 

freight supply chains, inter- and 

intra-State freight movements 

and forecasts demand to 2031. 

The results are being used 

to improve long term road 

network planning. 

Operational performance Travel 

27

Operational 

performance 

Accessibility 

28 


The availability of transport options is aligned to the 

needs of the community and the economy 

This Result is about providing transport that is accessible to all 

users, when and where it is needed. This Result relates to every 

type of user, including customers who have higher mobility 

needs. It also relates to the location and frequency of transport 

services, to ensure that transport is aligned to current and 

proposed land use and travel patterns.

Accessibility 

South West Rail Link 

The South West Rail Link is 

designed to meet the predicted 

population growth in southwest 

Sydney and increased 

passenger numbers on the 

metropolitan rail network. 

The link will provide new rail 

services to the growing south-west 

region, additional services on the 

East Hills Line and train stabling 

to support the Airport and East 

Hills Line, South Line, Bankstown 

Line and Inner West Line. 

Supporting projects include Auburn 

train stabling and an airport line 

power upgrade by RailCorp. The 

new train stabling north-west of 

Auburn station will cater for the 

expected increase in demand 

for train services in Sydney’s 

inner-west and south-west. 

Stage one of the project includes 

accommodation for up to 11 

eight-car trains, staff amenities 

and offices, and noise mitigation. 

Stage two, including stabling for 

five more eight-car trains, will be 

delivered when demand dictates. 

Worksites were set up in June 

2012. Preparatory works such as 

geotechnical investigations and 

surveying have also commenced. 

The work by contractor John 

Holland covers design and 

construction. Services are 

expected to begin in early 2014. 

Light rail will play an important 

part in meeting the city’s 

future transport needs. 

In March TfNSW purchased 

Sydney’s light rail and monorail 

owner, Metro Transport Sydney, 


The project comprises: 

for $19.8 million. This was to 

enable efficient delivery of 

Glenfield transport interchange 

This is a major upgrade to Glenfield 

Station including lifts, a multi-storey 

commuter car park (completed), 

more parking spaces at Seddon 

Park (completed), an upgrade 

of the bus-rail interchange in 

Railway Parade, a rail flyover 

to the north of the station, and 

rail and road modifications. 

Glenfield to Leppington rail line 

This includes 11.4 kilometres of 

new twin track from Glenfield 

to Leppington. It is in the early 

stages of construction. 

It also includes a new station and 

commuter car park at Edmondson 

Park, a new station and commuter 

car park at Leppington and a new 

train stabling facility to the west of 

Leppington station in Rossmore. 

The new line is expected be 

integrated into the existing rail 

network in 2016. 

Inner West Light Rail 

contract award 

A $176 million contract has been 

awarded to build Sydney’s Inner 

West Light Rail Extension. 

The work includes: 

• a 5.6 km extension of the existing 

light rail between Central and 

Lilyfield to Dulwich Hill, using the 

former Rozelle rail freight corridor 

• nine new light rail stops: 

Leichhardt North, Hawthorne, 

Marion, Taverners Hill, 

Lewisham West, Waratah Mills, 

Arlington, Dulwich Grove and 

Dulwich Hill Interchange 

• real-time passenger information 

at the new and existing stops 

• new access paths and 

facilities for switching 

between transport modes 

• kiss-and-ride parking and 

accessible parking spaces 

future light rail extensions and 

removal of the monorail to 

accommodate a new convention 

centre at Darling Harbour. 

In addition to delivering the Inner 

West Light Rail Extension, TfNSW 

– which is now responsible for the 

light rail system – is investigating 

the feasibility of extending light rail 

through the Sydney central business 

district to the University of NSW 

and to the University of Sydney. 

This is part of a Sydney Light 

Rail Strategic Plan, which is 

being developed with industry 

experts and local stakeholders. 

A dedicated TfNSW light rail 

program team has been established 

to bring light rail work into a single 

Sydney Light Rail Program. 

• protecting flora and fauna 

along the rail corridor. 

Operational performance Accessibility 

29

Focus on: North West Rail Link 

The North West Rail Link will make high 

frequency public transport available 

for the first time to people living in one 

of Sydney’s fastest growing areas. 

Eight new railway stations are planned for the 

North West Rail Link: Cherrybrook, Castle Hill, 

Showground, Norwest (all underground), Bella 

Vista, Kellyville, Rouse Hill and Cudgegong Road. 

Car parking will be provided for 4000 commuters. 

The 36 kilometre line, from Cudgegong 

Road at Rouse Hill, will include the existing 13 

kilometres from Epping to Chatswood. New 

single deck trains will be used on the line. 

Trains will operate on a 4km elevated skytrain 

line between Bella Vista and Rouse Hill. 

Major tunnelling is to begin in 2014. 

When operational, customers will be able to 

catch a train every five minutes in peak times. 

The new line will support more than 16,200 

jobs during construction and add about 

$25 billion to the NSW economy. 

The North West Rail Link is the first of new 

Sydney rapid transit services to be constructed 

under the Sydney’s Rail Future blueprint. 

The customer-focused transport strategy 

will modernise and improve the rail system 

across Sydney over the next 20 years. 

Introduction of rapid transit will deliver more 

trains and more choice for customers. 

Developed as a core component of the 

NSW Long Term Transport Master Plan, it 

will create the largest Sydney rail network 

capacity increase for 80 years. 

Until a second harbour crossing is built, the 

North West Rail Line will operate as a high 

frequency service between Rouse Hill and 

Chatswood. When the crossing is completed, 

the new rapid transit system will be extended 

to the city and eventually linked to southern 

lines, including Bankstown and Illawarra. 

The NSW Government is also moving to 

ensure the future availability of public 

transport in Sydney’s north-west by 

securing an additional land corridor. 

It is expected that more than 200,000 

people will move into the North West Growth 

Centre over the next 25 to 30 years – or 

some 70,000 new houses in the Riverstone, 

Schofields and Marsden Park areas. 

30 


Barangaroo Integrated 

Transport Plan 

Transport Access 

Program 

Port Botany and 

Sydney Airport 

Barangaroo is a $6 billion Sydney 

A large scale 2011-12 to 2014-15 

In November, the NSW 

Harbour headland development. It 

Transport Access Program is being 

Government submitted a funding 

will accommodate 23,000 residents 

developed by TfNSW. The program 

request developed by TfNSW to 

and workers, along with an 

delivers accessible, modern, 

Infrastructure Australia to develop 

estimated 12 million visitors a year. 

secure and integrated transport 

a Port Botany and Sydney Airport 

A Barangaroo Transport 

Taskforce was established 

in August 2011 to oversee 

development of a Barangaroo 

infrastructure where it is needed 

most. This includes station upgrades, 

improving interchanges, ferry wharf 

upgrades and commuter car parks. 

Transport Improvement Plan. 

Sydney Airport, Australia’s largest, 

handles 46 per cent of international 

and 23 per cent of domestic air 

Integrated Transport Plan. 

In April the NSW Government 

passenger journeys and 50 per 

Membership includes Lend Lease, 

City of Sydney, Barangaroo 

Delivery Authority, Infrastructure 

NSW, Department of Premier and 

Cabinet, and the Department of 

Planning and Infrastructure. TfNSW 

leads development of the Plan in 

consultation with the Taskforce. 

The Plan provides a framework 

for delivering transport 

services and infrastructure to 

Barangaroo to meet future 

travel demand forecasts. 

allocated more than $100 

million in the first round to fund 

improvements across the rail, 

bus and ferry networks at 35 

city and regional locations. 

In May the Government announced 

a further allocation of $170 

million from Transport Access 

Program funds to build nine new 

commuter car parks to provide 

more than 1,200 additional car 

spaces on the CityRail network. 

TfNSW has begun planning 

approval, land acquisition 

and design development 

for the program. 

cent of international air freight. 

Port Botany, Australia’s second 

largest container port, handles 

about one-third of containerised 

freight into and out of Australia. 

Infrastructure Australia called last 

year for projects to be assessed for 

the national infrastructure pipeline 

and possible budget consideration. 

The NSW Government submission to 

develop the precinct improvement 

plan sought funding from the 

Commonwealth Government for the 

development of a comprehensive 

action plan for both road and rail. 


Wynyard Walk 

construction begins 

The program will provide: 

• stations accessible to people 

A strong partnership approach 

was emphasised to address 

land transport needs of the 

Work continued on improving 

pedestrian access linking 

with disabilities, the ageing 

and parents with prams 

precinct, from early planning 

through to delivery. 

Wynyard station, the developing 

Sydney CBD western corridor 

and the Barangaroo precinct. 

• modern buildings and facilities for 

all transport modes that meet the 

needs of a growing population 

The envisaged plan would enable 

integrated rail and road plans to 

be developed that are consistent 

It will allow pedestrians to get 

from the Wynyard transport 

hub to Barangaroo in about 

six minutes, avoiding steep 

inclines and road crossings. 

Major works for Wynyard Walk 

are expected to begin late in 2012 

and be completed by late 2015, 

coinciding with Barangaroo office 

space becoming available. 

• modern interchanges that 

support an integrated network 

and allow seamless transfers 

between all transport modes 

• greater safety, including extra 

lighting, help points, fences 

and security for car parks 

and interchanges, stations, 

bus stops and wharves 

• improved signage so 

customers can more easily 

use public transport and 

transfer between modes. 

with Port and Airport masterplans 

and meet the needs of the 

gateways over the next 25-30 

years. The approach would also 

identify the financing strategies 

and delivery methodology. 

In June the initiative was included 

in the national infrastructure 

priority list and recommended for 

project development funding. 

A decision from the 

Commonwealth on the funding 

mechanism is awaited. 


31

Disability Action Plan 

The current Disability Action 

Plan runs from 2007 to 2012. 

TfNSW is developing a new 

Disability Action Plan 2012-2017 

for the transport cluster. 

Review of the NSW 

Mobility Parking Scheme 

A review of the NSW Mobility Parking 

Scheme commenced in May 2012. 

An Independent Advisory 

Committee, with members 

from disability groups, health 

practitioners, road users and the 

wider community, was established 

in February. It is chaired by an 

independent consultant. 

The committee is to review the 

existing scheme and identify 

improvements to the integrity 

of disability parking in NSW 

and increase the community 

participation of people with 

mobility disabilities. 

A discussion paper and an online 

survey have been developed for 

public consultations. Six public 

forums and various meetings 

with stakeholders have been 

conducted across NSW. 

A report to the Minister for Transport 

is expected in November 2012. 

Community transport 

TfNSW continued to manage a 

$52 million Home and Community 

Care Transport program and the 

Community Transport Program 

to improve transport access for 

disadvantaged people in NSW. 

These include isolated families, 

the frail aged, younger people 

with disabilities and their 

carers. Community transport 

provides access to recreation, 

shopping, medical care, social 

services and social contact. 

The NSW Government has increased 

funding for the Community Transport 

Program by $12 million over four 

years. This represents a 100 per cent 

funding increase over the period. 

Regional Transport 

Coordination Program 

TfNSW administers the Regional 

Transport Coordination 

Program, which works through 11 

coordinators to reduce transport 

disadvantage and help solve 

access and mobility problems. 

The program delivered 69 projects 

that included driver licensing 

programs for Aboriginal people, 

isolated communities feeder 

bus services, domestic violence 

transport to safety, bus route 

variations and car pooling. 

New wheelchair 

accessible buses 

All new route buses purchased 

by bus operators in metropolitan 

and outer metropolitan areas are 

required to be air-conditioned 

and have a low floor and step-less 

entry to allow easy access by the 

elderly, people with a disability 

and passengers in wheelchairs. 

TfNSW in 2011-12 funded the 

purchase of additional buses 

to meet patronage growth: 34 

for Sydney metropolitan bus 

contract regions and 34 for 

outer metropolitan bus contract 

regions in Newcastle, Wollongong, 

Central Coast, Blue Mountains, 

and the Lower Hunter. 

Ageing buses were also replaced: 

101 in metropolitan Sydney bus 

contract regions; and 66 for 

outer metropolitan bus contract 

regions in Newcastle, Wollongong, 

Central Coast, Blue Mountains, 

and the Lower Hunter. 

Rail Access review 

TfNSW began a review of the 

NSW Rail Access regime. This 

provides the regulatory basis 

for rail operators to access the 

NSW rail network controlled 

by the NSW Government. 

The review will assess the regime to 

ensure that it continues to facilitate 

efficient use of the network. 

32 


Vehicle registration 

initiatives 

A range of options are being 

developed for improving the 

NSW vehicle registration 

system as part of a light vehicle 

registration policy review. 

These options will include more 

flexible and equitable registration 

charging models, payment 

arrangements and registration 

terms. A public discussion paper 

will be released by the end of 2012. 

Transport concessions 

An estimated 120 million subsidised 

school student journeys were 

provided on rail, bus, ferry and long 

distance coach services under the 

School Student Transport Scheme. 

A conveyance subsidy was also 

available for school students in 

private vehicles in areas without 

ready access to public transport. 

The estimated value of the 

concession in 2011–12 was more than 

$550 million. 

Country Passenger 

Transport Infrastructure 

Grants Scheme 

TfNSW’s Country Passenger 

Transport Infrastructure Grants 

Scheme provides grants annually 

to eligible rural areas to construct 

or upgrade public passenger 

transport infrastructure, including 

interchanges, bus stops, taxi 

shelters, lighting, and signage. 

More than $1.47 million was 

provided for 37 projects across 

Northern Beaches 

Bus Rapid Transit 

pre-feasibility study 

A Northern Beaches Bus Rapid 

Transit (BRT) study was made in 

response to a commitment by the 

NSW Government to examine the 

feasibility of introducing a BRT 

The Taxi Transport Subsidy 

Scheme provides a 50 per cent 

subsidy, or up to $30 per trip, 

to people unable to use public 

transport because of a qualifying 

severe and permanent disability. 

More than 72,000 people were 

registered under the scheme 

in 2011-12. Almost 2.1 million 

subsided journeys were provided 

at a cost of more $26 million. 

NSW. These are detailed in 

Appendix 26. 

Casino to Murwillumbah 

transport study 

A Casino to Murwillumbah 

transport study is investigating 

current and future transport needs 

of people living and working 


on a north-south corridor within 

Sydney’s northern beaches. 

Two corridors were assessed: a 

north-south corridor from Mona 

Vale to the Sydney CBD, primarily 

along Pittwater Road and Military 

Road, and an east-west corridor 

from Dee Why to the Chatswood 

The Wheelchair Accessible Taxi 

Driver Incentive Scheme pays 

taxi drivers trained to assist 

Taxi Transport Subsidy Scheme 

participants an incentive to improve 

the accessibility, reliability and 

response times for those who 

require a wheelchair for travel. 

in the region and the potential 

for transport connections to 

the South East Queensland 

public transport network. 

The study includes the 

feasibility, benefits and costs 

of reinstating services on the 

Casino-Murwillumbah Rail Line, 

CBD following Warringah Road. 

TfNSW revised payment processes 

which were cancelled in 2004. 

The results of the study are to be 

released for comment in July 2012. 

Further detailed analysis will 

be completed when comments 

are received. 

for both schemes to deliver faster 

settlement of accounts. Payments 

which previously could take 90 

or more days are now remitted 

within 10 days of the close of the 

monthly processing period. 

The Casino-Murwillumbah study 

team is working closely with 

local community members and 

organisations which are contributing 

through consultations for the NSW 

Long Term Transport Master Plan. 

The study will be completed 

in late 2012. The outcomes will 

inform development of a Northern 

Rivers Regional Transport Plan. 


33

Operational 

performance 

Asset 

34 


Transport infrastructure meets acceptable standards 

Well maintained assets have implications for the safety, 

reliability and customer perceptions of the transport system. 

TfNSW protects the condition and long-term value of assets, as 

well as determining the assets needed to meet future demand.

Asset 

Asset enhancements 

TfNSW is working with the 

Commonwealth on four major 

projects that will assist a shift 

from road to rail and boost 

productivity and economic activity. 

It is a jointly funded Commonwealth 

and NSW Government project, with 

an estimated cost of $1.1 billion. 

The Commonwealth will contribute 

$816 million for three projects on 

the RailCorp network between 

Strathfield and Newcastle, with 

It is estimated that within 15 years 

the project will take 200,000 

heavy vehicles off the road each 

year, cut annual diesel fuel use 

by about 40 million litres and 

reduce yearly greenhouse gas 

emission by 100,000 tonnes. 

The Northern Sydney Freight 

Corridor Program will reduce the 

potential for delays on the rail 

network caused by freight and 

passenger trains sharing tracks 

between North Strathfield in Sydney 

and Broadmeadow, Newcastle. 

another $24 million allocated to 

a project on the Australian Rail 

Track Corporation network at 

Hexham. The NSW Government 

will invest $214 million. 

The program will include grade 

separation and additional track, 

and passing loops for additional 

TfNSW became responsible from 

1 April 2012 for delivering three of 

the four elements of the project: 

at North Strathfield, Epping to 

Thornleigh and at Gosford. The 

Australian Rail Track Corporation 

is responsible for delivering 

the Hexham component. 


network capacity to meet the 

needs of freight and passenger 

trains. The outcomes will be a 

more efficient freight rail network, 

and more frequent passenger 

services on the main North Line. 

Focus on: Pacific Highway upgrade 

TfNSW assisted preparation of the NSW Government’s 

submission last November for a further commitment from the 

Commonwealth to the upgrading of the Pacific Highway. 

The highway is part of the National Land Transport Network. 

The NSW and Commonwealth Governments have been jointly 

funding its upgrading since 1996. This includes providing a four 

lane divided road from the F3 Freeway near Hexham, north of 

Newcastle, to the Queensland border. 

Following the submission, the Commonwealth and 

NSW Governments committed an additional $3.08 billion 

to the project. 

TfNSW has developed a Memorandum of Understanding 

to formalise the agreement between the two governments. 

It covers the funding and sequencing of projects. 

Operational performance Asset 

35

Since 1 April, achievements included: 

• Approving concept designs for 

North Strathfield rail underpass, 

Gosford passing loops and Epping 

to Thornleigh third track projects 

• Preparing environmental 

impact assessment documents 

for each of these projects 

• Beginning public exhibition 

of the environmental impact 

assessment for the North 

Strathfield Rail underpass and the 

Gosford passing loops projects. 

Community consultation 

will continue during the 

delivery of the project. 

The Southern Sydney Freight 

Line (SSFL) will be a dedicated, 

36 km freight line between 

Birrong and Macarthur in southern 

Sydney. A third track in the rail 

corridor for freight trains will allow 

passenger and freight services 

to operate independently. 

The SSFL will improve the efficiency 

and cost-effectiveness of rail 

freight services along the North- 

South Rail Corridor between 

Melbourne, Sydney and Brisbane. 

TfNSW worked with the Australian 

Rail Track Corporation for the 

legal and physical transfer to it 

of the SSFL during 2012. Stage 1 

from Enfield West to Leightonfield 

was commissioned in June, 

while Stage 2 from Leightonfield 

to Macarthur will commence 

operations in early 2013. 

The Metropolitan Freight Network 

(MFN) is a network of around 80 

km of dedicated freight rail track 

within RailCorp’s metropolitan 

network. It connects freight 

trains from Chullora to Sefton 

Park, Chullora to Port Botany, 

Chullora to North Strathfield, 

and Rosehill to Sandown. 

Resulting from a 2004 NSW and 

Commonwealth Government 

agreement, the MFN is being 

transferred to the Australian 

Rail Track Corporation to assist 

completion of the SSFL. This will 

be finalised in August 2012. 

The MFN is a key element in 

delivering the NSW Government’s 

objective of doubling the proportion 

of container freight moved by rail 

through NSW ports by 2020. 

TfNSW has continued to work 

closely with the Commonwealth 

and the private sector to develop 

an Intermodal Freight precinct at 

Moorebank in western Sydney. 

In April the Commonwealth 

announced it would proceed with 

the project at Moorebank and called 

for tenders from the private sector 

to design, build and operate it. 

The terminal will commence port 

shuttle operations by mid-2017. 

36 


Operational 

performance 


Safety and 

Environment 

The safety and security of the transport 

system is maximised 

This Result covers the safety of the road network, public 

transport and waterways. The Result is broader than just 

the safety of transport; it is also about the security of the 

transport system. 

The impact of transport on the environment 

is minimised 

We promote a transport system that meets our present social 

and economic needs without compromising the quality of life 

of future generations. An important part of this is minimising 

the impact of transport on our natural environment now, 

and into the future. 

Operational performance Safety and Environment 

37

Safety and Environment 

NSW Speed Camera 

Strategy 

A NSW Speed Camera Strategy 

announced in June 2012 will 

see money raised from cameradetected 

speeding, red-light and 

point-to-point traffic offences 

spent on road safety programs. 

The mobile speed camera 

program is being expanded from 

six vehicles moving between 

142 locations for 930 hours of 

enforcement per month to about 

45 mobile speed camera vehicles 

using about 2500 locations for 

7000 hours of enforcement per 

month. The new program will be 

fully operational by July 2013. 

TfNSW and the NSW Police Force 

have identified 500 new high risk 

locations to be scrutinised with the 

current six mobile speed cameras. 

Increased visibility of speed camera 

monitoring will be provided with 

new signs which read ‘Mobile Speed 

Camera Vehicle Ahead’ instead of 

‘Safety Camera Vehicle Ahead.’ 

There will be two sign warnings, 

at 250m and 50m, as motorists 

approach a mobile speed 

camera vehicle. There will 

also be another sign after the 

vehicle passes it, reading, “Your 

Speed Has Been Checked.” 

Red light speed camera locations 

will be increased from 91 to 

200 intersections by the end 

of 2014, along with changes in 

warning signs for drivers. 

P Drivers Project 

The P Drivers Project, launched 

in October, is a large scale trial of 

a new young drivers education 

program. More than 27,000 new 

provisional drivers in Victoria 

and NSW are involved. 

It aims to achieve measurable 

reductions in the number of 

novice driver crashes. 

The project is a partnership of 

the Commonwealth, NSW and 

Victorian Governments and industry 

stakeholders that include NRMA 

Insurance, the Royal Automobile 

Club of Victoria and the Federal 

Chamber of Automotive Industries. 

Participants can take part in an 

eight hour educational program 

developed by professional 

behaviour change and road safety 

experts on young drivers. Over 

a number of sessions it includes 

face-to-face group discussions 

and an on-road coaching session. 

Its focus is on program delivery 

and implementation in regional 

areas, and to disadvantaged 

provisional drivers. 

About 9,000 NSW new 

provisional drivers had taken part 

in the program by June 30. 

Some 1,000 of the NSW provisional 

drivers are involved in a trial in 

four regions: Tamworth/Armidale, 

Lismore/Tweed Heads, Dubbo/ 

Forbes and Western Sydney. 

The program will continue 

throughout 2012, and is expected 

to end in the second half of 2013. 

Road safety campaigns 

Better coordination of marketing 

activities across all transport 

agencies by TfNSW enables 

improved targeting of key 

audiences for road safety messages 

through integrated campaign 

activities and new forms of media. 

This year TfNSW’s Customer 

Experience division took 

responsibility for developing 

and implementing the Centre 

for Road Safety’s program of 

road safety campaigns. 

Research and the development 

continued of a new drink driving 

campaign. It targets young men, 

who are overrepresented in alcoholrelated 

crashes and fatalities. 

The campaign will encourage 

those who decide to drink to 

choose a plan B instead of 

driving. The “Plan B” campaign 

is scheduled to be launched 

across NSW in August 2012. 

A REMINDER TO 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

38 


NSW speed zones 

reviewed 

A State-wide audit of speed zones 

was conducted. It was aimed 

at providing a simpler speed 

limit regime with fewer speed 

zone changes to make speed 

compliance easier for road users. 

As a result, there are 37 fewer 

speed zones across NSW, 

allowing drivers to concentrate 

on the road, not speed signs. 

Additionally, a revised NSW Speed 

Zoning Guidelines was released 

in September. It includes a routebased 

approach to assessing 

speed limits, ensuring greater 

consistency in speed zoning. 

Focus on: Police security on 

public transport 

The NSW Police Force began taking over security for public 

transport network under a new Police Transport Command. 

The command will see 610 police officers allocated to patrol 

trains, buses and ferries. This will enable transit officers to focus 

on detecting fare evasion and minor compliance offences. 

Their patrols will also be extended to buses and ferries. 

More than 300 existing police officers currently attached 

to the Commuter Crime Unit were made immediately 

available to the Police Transport Command; recruitment to 

the projected 610 should be completed by end of 2014. 

The Police Transport Command will allow police to work 

more closely with the community to target transport system 

areas where anti-social and criminal behaviour occurs. 

Commuters often identify safety as a major concern. 


Expansion of 

flashing lights 

Flashing lights were installed 

in 140 school zones to improve 

safety for children. 

In May, additional funding of 

$4 million over four years was 

announced to permit lights 

to be installed at 160 country 

regional school zones. There is 

already a four-year, $13 million 

NSW Government commitment 

to install more flashing warning 

lights near schools. 

At 30 June, more than 870 

school zones covering 1030 of 

the state’s 3,154 schools had 

flashing lights installed. Some 

school zones provide coverage 

for a number of schools that are 

in close proximity to each other. 

The greater police presence will complement security 

measures across the rail network alone of 9300 closed circuit 

television (CCTV) cameras, 750 CCTV-visible customer 

help points that allow direct communication with CityRail 

staff, and 7000 safety-enhancing high intensity lights. 

During the year, the NSW Government created a $40 million 

Park and Travel Safety Fund to further improve CCTV on 

station platforms, on trains and in car parks, improve lighting 

in and around train stations, and increase help point reliability. 


39

Company vehicle traffic 

infringements 

Figure 1 – Fatalities, NSW, 12 Months Ending June 1944-45 to 2011-12 

1500 

Further enhancements were made 

1250 

1337 (81-82) 

to the process allowing companies 

to nominate drivers of their vehicles 

who committed driving offences. 

The changes are to ensure 

that fines and demerit points 

are correctly allocated. 

To discourage non-disclosure 

Number of Fatalities 

1000 

750 

500 

250 

368 (44-45) 

396 (11-12p) 

376 (07-08) 

367 (10-11p) 

of offenders, financial penalties 

for companies have been 

increased to five times those that 

would apply to an individual. 

0 

1945 

1948 

1951 

1954 

1957 

1960 

1963 

1966 

1969 

1972 

1975 

1978 

1981 

1984 

1987 

12 Months Ending 30 June 

1990 

1993 

1996 

1999 

2002 

2005 

2008 

2011p 

Fair Go for Safe Drivers 

Half price licences were 

announced for NSW motorists 

with a good driving record for 

five years – and about 2.1 million 

of 4.3 million unrestricted licence 

holders are eligible. It will come 

into effect on 1 July 2012. 

The scheme applies to renewals 

of unrestricted driver licences: 

annual (full price $52), three years 

($122) and five years ($162). 

Provisional licence holders will 

also be eligible for the discount. 

However, time without relevant 

offences while holding a P1 or P2 

licence will count towards the fiveyear 

eligibility period once holders 

progress to an unrestricted licence. 

Each year, hundreds of people are 

killed on NSW roads due to unsafe 

driving behaviour. The scheme 

is regarded as a practical way to 

reward people with good driving 

records and encourage better 

driving behaviour in others. 

A similar scheme has been 

operating successfully in Victoria 

since 2006. It offers a 25 per 

cent licence fee reduction. 

Safer Roads NSW 

website 

A website dedicated to giving 

the community a voice about 

road safety initiatives, including 

speed zones, speed signs 

and speed cameras, became 

operational in July 2011. 

One of the capabilities of the 

Safer Roads NSW website 

enables customers to suggest 

locations for speed cameras. 

As at 30 June, there had been 

36,413 visits to the website, with 

3,295 submissions to “Have 

Your Say on Speed Limits”, 113 

suggestions for speed camera 

locations and 1,107 subscribers 

to email notifications about 

permanent speed limit changes. 

Subsequent information 

enhancements about speeding 

have been made available to 

the customers of this website as 

fact sheets and email updates. 

Road fatalities 

Provisional data for 2011-12 

indicate that there were 396 

fatalities, 8 per cent more than 

the provisional figure for 2010-11, 

but the third lowest number for 

a financial year since 1944-45. 

Analysis of the provisional fatal 

crash data for the financial year 

ending 30 June 2012 revealed that: 

• Speeding was a factor in around 

38 per cent of fatalities 

• At least 12 per cent of 

fatalities were the result of 

a crash involving a driver or 

rider with a blood alcohol 

level above the legal limit 

• At least 13 per cent of people 

killed in motor vehicles were not 

wearing available restraints 

• Driver fatigue contributed to 

about 18 per cent of fatalities 

• At least 14 per cent of 

motorcyclists killed were 

not wearing helmets. 

Motorcyclists accounted for 

15 per cent of fatalities. 

40 


Figure 2 – Trends in Road Fatalities NSW vs Rest of Australia 

more than 230,000 enhanced 

600 

1200 

enforcement hours in NSW. This 

included new operations on Sydney 

Number of Fatalities in NSW 

550 

500 

450 

400 

350 

NSW 

Rest of Australia 

21% decrease 

since 2002 

32% decrease 

since 2002 

1100 

1000 

900 

800 

Number of Fatalities in Rest of Australia 

motorways and major highways. 

There was also continued significant 

investment in the NSW Road Safety 

Education in Schools program. A 

highlight was the release of the early 

childhood resource, “Road Safety: 

a Guide for Parents and Carers of 

Children 0-5 years.” It particularly 

focuses on driveway safety. 

300 

700 

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 prov 

Year 

Since 2002 fatalities have 

decreased in NSW by 32 per cent. 

In the same period, fatalities for 

the rest of Australia decreased 

by 21 per cent. Compared to 

the road toll improvements 

for the rest of Australia, it is 

estimated that NSW has saved 

an extra 530 lives since 2002. 

With 376 recorded fatalities in the 

2011 calendar year (provisional 

figure as at 1 January 2012), NSW 

achieved the second lowest annual 

figure since 1944 (371 fatalities). 

The lowest annual figure since 1944 

occurred in 2008 (374 fatalities). 

However, the road toll deteriorated 

during the first half of 2012. 

In the year ending June 2012, 

provisional data indicated that 

there were 396 fatalities on 

NSW roads. This was the third 

lowest financial year outcome 

since 1944/45 (368 fatalities). 

The NSW fatality rate per 

100,000 population in 2011 was 5.1 

(provisional figure), down from 5.7 in 

2010, the lowest figure since records 

began in 1908. This figure compares 

favourably with the rate for the 

whole of Australia, which was 5.7 

fatalities per 100,000 population. 

International comparisons show 

NSW ahead of Organisation 

for Economic Cooperation and 

Development countries such as 

France (6.4 fatalities per 100,000 

population), Italy (6.8), New 

Zealand (8.6) and the United States 

(10.7), but still behind the leaders: 

Sweden (2.8), United Kingdom 

(3.1) and the Netherlands (3.2). 

The NSW’s Government’s NSW 2021 

plan outlines a primary road 

safety target of 4.3 per 100,000 

population by 2016. The draft NSW 

Road Safety Strategy outlines 

targets based on the National 

Road Safety Strategy objective 

of a 30 per cent reduction in the 

number of fatalities and serious 

injuries from 2008 to 2010 baseline 

levels to be achieved by 2021. 

Based on expected population 

growth and a 30 per cent reduction 

in fatalities, the specific objective 

under the draft NSW strategy 

is to achieve 3.2 fatalities per 

100,000 population by 2021. 

Road safety investment 

More than $200 million was 

spent in 2011-12 on improving 

road safety in NSW. 

High visibility police enforcement 

operations delivered some 

750,000 baseline hours and 

TfNSW works with councils across 

NSW to deliver the NSW Local 

Government Road Safety Program. 

In 2011-12, 73 councils participated in 

the program, which is administered 

by Roads and Maritime Services. 

It supports Road Safety Officers 

implementing road safety programs 

in their local areas. Projects are 

based on roads safety crash 

data and Police intelligence. 

Vehicle sanctions scheme 

A new vehicle sanction scheme 

was developed by TfNSW to help 

combat anti-social ‘car hoon’ 

behaviour on NSW roads. 

The scheme, which was to 

commence on 1 July 2012, allows 

police to confiscate the number 

plates of a vehicle involved in highrange 

speeding, police pursuits, 

street racing and burnouts. 

When an offence is detected 

by police and the driver is the 

offending operator, they may 

elect to impound the vehicle – a 

longstanding practice – or they can 

choose to confiscate the number 

plates for up to three months. 

In addition, when the offending 

driver is not the owner of 

the vehicle, the vehicle’s 

registration may be suspended 

for up to three months. 



41

Road Toll Response 

Package 

In 2011–12 TfNSW continued to 

implement the five years NSW 

Road Toll Response Package. 

It began in 2010 to address a 

rise in the 2009 road toll. 

Activities included: 

• An engineering works program 

for 38 NSW speed camera sites. 

After reviews, some are being 

turned off, others are to operate 

in warning modes, while other 

road safety measures will be 

used at other sites. This program 

will be delivered in 2012–13 

• A road safety infrastructure 

program. This included 

pedestrian fencing, safety 

barriers, audio tactile delineation, 

shoulder widening and safety 

improvements on local 

government managed roads 

• Development of the 2012–13 

road safety engineering 

works program. 

Safer Drivers Course 

A Safer Drivers Course is being 

developed to improve road safety 

for learner drivers. It is intended that 

those who complete the course will 

receive a reduction in the number 

of learner driver log book hours. 

A board of independent road 

safety experts was established 

to oversee course development, 

to specify its curriculum and how 

it will be delivered. It includes 

the NSW Police Force, Motor 

Accidents Authority, Youthsafe, 

the Department of Education and 

Communities, the Board of Studies, 

TAFE, the Insurance Council of 

Australia, Aboriginal Affairs NSW, 

Bryden Compensation Lawyers 

and consultancy RCSC Services. 

An advisory panel was 

also established to make 

recommendations to the board 

on course design. Its membership 

includes the NRMA, the Youth 

Action and Policy Association 

NSW, the NSW Youth Advisory 

Council, the University of NSW’s 

Transport and Road Safety 

Research Unit, the Australian 

Driver Training Association, the 

NSW Driver Training Association, 

Honda Australia Roadcraft Training 

and community representatives. 

“Yarn Busters: 

No Gammin” 

A new Aboriginal road safety DVD 

titled “Yarn Busters: No Gammin” 

was developed for use during 

NAIDOC Week in July, 2012. 

In NSW, Aboriginal people are 

about 1.4 times more likely to be 

seriously injured in a road crash than 

non-Aboriginal people. The DVD 

is designed to increase awareness 

amongst Aboriginal communities 

about the benefits of seatbelts, 

child restraints and the issues to 

consider when purchasing a vehicle. 

“Yarn Busters” explores: 

• whether the flashiest 

cars are the safest 

• the theory that “you’ll be 

right” without a seatbelt 

• why children need to be 

seated in the correct child 

safety seat to protect them. 

The DVD supports several TfNSW 

Aboriginal educational programs. 

These include “Helping Learner 

Drivers Become Safer Drivers” 

workshops for supervisors of 

learner drivers and TAFE programs 

at Mt Druitt, Wagga Wagga, 

Griffith, Nowra, Wellington, 

Campbelltown and Kempsey. 

School Bus Safety 

Community Advisory 

Committee 

The School Bus Safety Community 

Advisory Committee continued its 

review of regional school bus safety. 

The committee is independently 

chaired by Carolyn Walsh, a 

Commissioner of the Australian 

Transport Safety Bureau. There 

are representatives of BUS Action 

Group, NSW Country Mayors 

Association, Isolated Children’s 

Parents’ Association, Coffs Harbour 

Health Campus, NSW Centre for 

Road Safety, NRMA Motoring 

and Services, BusNSW, Council 

of Catholic School Parents NSW/ 

ACT, Federation of Parents and 

Citizens’ Associations of NSW, NSW 

Parents’ Council Inc, and TfNSW. 

Its terms of reference are to assess 

school bus safety in regional and 

rural NSW, consider the full range 

of school bus safety measures, and 

recommend the most effective ways 

to make school bus travel as safe 

as possible, including consideration 

of seatbelts in school buses. 

The committee’s final report 

is expected in 2012-13. 

Future challenges 

The NSW road toll trend has 

decreased in recent years, 

but strong commitment is 

required to continue this. The 

integration of the Centre for 

Road Safety into TfNSW brings 

opportunities through working 

closely with transport planning. 

Key road safety challenges include: 

• Speeding, which contributes 

to more than 40 per cent 

of the annual road toll 

42 


National Rail Safety 

Regulator 

All Australia’s governments agreed 

in August to establish a National 

Rail Safety Regulator (NRSR). 

This reform of rail safety regulation 

and investigation is expected 

to be operational in January 

2013. Relevant legislation will 

be introduced into the NSW 

Parliament by the end of 2012. 

• The NSW population is ageing 

and will require new initiatives 

to improve its safety. A TfNSW 

Older Drivers Taskforce is 

reviewing current arrangements 

• A strong focus on improved 

data to measure serious 

road related injuries. These 

will inform development of 

further countermeasures 

• Developing initiatives to improve 

the safety of vulnerable road 

users including pedestrians, 

cyclist and motorcyclists. 

Key aims in 2012-13 to further 

improve road safety include: 

Ports safety 

TfNSW regulates safety in NSW 

ports, with port corporations 

required to ensure port safety 

functions are carried out. 

Functions which are provided 

include navigation aids, vessel 

traffic control, pilotage services, 

dredging, emergency environment 

protection services for dealing 

with pollution incidents and the 

investigation of marine incidents. 

TfNSW sets standards for training 

and health requirements for 

safety critical workers in NSW 

ports, such as marine pilots. 

Under the NRSR, rail operators 

will be able to obtain national 

accreditation instead of having 

to apply for it in each State 

and Territory, providing more 

consistency for the industry. A 

single national regulator will allow 

the rail industry to concentrate 

on operating efficient businesses 

with good safety outcomes. 

National Heavy Vehicle 

Regulator 

In 2009 the Council of Australian 

Governments agreed to establish 

a single National Heavy Vehicle 

Regulator to administer a 

national heavy vehicle law 

across Australia. This is to 

improve safety, reduce costs and 

regulatory burden for industry. 


• Greater engagement with key 

stakeholders and the community 

on road safety issues 

• Development of the NSW Road 

Safety Strategy 2012 to 2021 

• Finalisation of the Motorcycle 

Safety Strategy 

• Implementation of initiatives to 

improve young driver safety 

New website for 

boating safety 

A new website designed 

to improve awareness and 

understanding of laws that require 

people to wear lifejackets was 

launched in December 2011. 

The Intergovernmental Agreement 

on Heavy Vehicle Regulatory 

Reform was signed by the 

NSW Premier in August. 

Transport Ministers have endorsed 

the draft Heavy Vehicle National 

Law (HVNL) which establishes 

the regulator. Work continues on 

finalising the second HVNL bill, 

which will consolidate remaining 

policy and legislative issues. 

• Continued implementation 

of targeted safety works 

on NSW roads. 

The National Heavy Vehicle 

Regulator is expected to be 

operation in January 2013. 


43

National Maritime 

Safety Regulator 

A national system for commercial 

vessel safety regulation is being 

established. Businesses will be able 

to access a national pool of qualified 

crew able to work in any State or 

Territory. The new national system 

will allow for the seamless transfer 

of vessels and crew between 

jurisdictions and reduce costs 

particularly for those businesses 

based in multiple jurisdictions. 

Progress this year included: 

• Signing of the Intergovernmental 

Agreement on Commercial 

Vessel Safety Reform. 

• Approval of the Marine Safety 

(Domestic Commercial 

Vessels) National Law. 

The Bill was introduced into 

the Commonwealth Parliament 

in June. The national law will 

replace 50 pieces of State 

and Territory legislation and 

combine eight commercial vessel 

regulatory systems into one. 

Complementary NSW legislation 

will be introduced in the 2012 Spring 

Sitting of Parliament. The national 

system is to begin in January 2013. 

Planning and 

construction 

environmental 

management 

Environmental management is 

integral to all TfNSW’s infrastructure 

planning and construction. 

Guidance is provided by four 

documents: the Guide for Planning 

and Environmental Approvals, 

Environmental Management 

System, Sustainability Targets and 

Sustainable Design Guidelines. 

A planning and environment 

team provides support 

throughout project lifecycles. 

It also works with TfNSW partners 

to develop sustainable solutions 

and ensure that construction 

properly considers the environment. 

Importantly, it works to ensure 

that completed projects include 

a positive environmental legacy. 

Sustainable procurement initiatives 

encourage industry, materials 

suppliers and construction 

contractors to explore 

more sustainable materials, 

manufacturing and construction. 

This includes geopolymer 

concrete (which re-uses waste 

products like fly ash and slag), 

reductions in the quantity of 

cement in concrete applications, 

cuts in diesel use across plant and 

equipment and applying water 

sensitive urban design principles. 

Environment and 

Sustainability Policy 

Framework 

Progress was made towards 

minimising transport’s impact 

on the environment. 

A Transport Environment and 

Sustainability Policy Framework 

builds on the previous individual 

environmental efforts across 

the transport portfolio. It 

comprises objectives, actions 

and targets and is underpinned 

by legislation and policies. 

The aim of the Framework is 

to establish an approach for 

environmental reporting and 

targets for performance across 

the transport portfolio by 2013. 

Marine environmental 

management 

The Marine Pollution Bill 2011 (NSW) 

was passed by the Legislative 

Assembly in March. It delivers a 

number of significant environmental 

management improvements: 

• The legislation now reflects 

Australia’s international 

obligations under the International 

Convention for the Prevention of 

Pollution from Ships, or MARPOL 

• Coverage is extended to pollution 

by oil, chemicals, garbage and 

sewage from both operational 

and accidental causes 

• The NSW Government 

can now respond more 

effectively to potential marine 

pollution issues from ships 

• The Minister can now issue 

verbal directions to prevent 

pollution from ships, while 

authorised officers are now 

able to enter premises to take 

preventative or cleanup actions. 

Hybrid bus trial 

TfNSW, with the support of the 

Office of Environment and Heritage 

and the State Transit Authority, 

completed a 12 month trial of a 

hybrid buses. The bus’ power 

train comprises a Cummins 3.5 

litre six cylinder engine and a 130 

kilowatt electric motor connected 

in series The diesel engine 

generates energy which powers 

the battery, while the battery is 

used to power the electric motor 

which drives the wheels. The final 

report is expected in August 2012. 

44 


Operational 

performance 


Business results 

Effective governance is in place to deliver Results 

These results capture a range of outcomes that describe what 

we aim to achieve in terms of how we do business. They drive 

good business practices relating to the transport cluster, its 

workforce, financial management and the safety of those 

working in transport. 

Operational performance Business results 

45

Business results 

The community, partners 

and stakeholders are 

consulted and informed 

about transport issues 

Freight industry 

one-stop-shop 

A one-stop-shop was created 

within TfNSW to allow freight 

customers and the freight industry 

to raise issues and concerns. 

Several reference groups were 

set up to establish relationships 

with key industry stakeholders to 

enable ongoing dialogue and for 

input to the NSW Government’s 

Freight and Ports Strategy. 

Consultations were held across 

15 supply chains: building and 

construction materials, wool, steel, 

bulk liquids and gases, timber 

and paper, meat and livestock, 

motor vehicles, retail, grain, cotton, 

coal, minerals, perishables and 

horticulture, waste and wine. 

Freight reference groups 

A transport specialist reference 

group was also consulted. It 

comprises freight transport experts, 

academics, consultants and 

representatives of industry bodies 

such as Shipping Australia, the 

Australian Trucking Association and 

the Australian Logistics Council. It 

discusses freight challenges across 

rail, air, road and sea modes as well 

as how to enhance cooperation 

between government and industry. 

A NSW local government reference 

group is also consulted on issues 

such as heavy vehicle access, 

vehicle mass limits on local roads, 

and livestock loading regulations. 

The Local Government 

Representatives Reference Group 

consists of members from the 

Regional Organisation of Councils, 

the Local Government Association 

of NSW, the Shires Association of 

NSW, regional council members and 

Roads and Maritime Services staff. 

Communications with the 

community 

TfNSW regards communication 

with the community as essential, 

particularly when construction of 

transport infrastructure is involved. 

Communications relating to 

construction included 78,040 

project updates, 11 community 

information sessions, three 

community liaison group meetings, 

31 stakeholder meetings, 721 

door knocks and 90 surveys. 

A Project Infoline is available, as 

well as a 24-hour Construction 

Response Line to respond 

to community concerns. 

Cowra Lines Ministerial 

Taskforce 

TfNSW works with industry 

to address issues which affect 

productivity and jobs, particularly 

in the regional economy. 

An example is involvement in the 

Cowra Lines Ministerial Taskforce 

investigating revival of rail services 

between Demondrille and Blayney. 

After a report to the Minister for 

Roads and Ports that indicated 

there is the potential for the 

revival of services subject to 

contractual commitments for 

use, TfNSW is working with 

State and local government to 

maximise private sector interest 

in operating services on the line. 

Value for money 

Legal Services Panel 

The NSW Government in August 

endorsed legal services reforms 

across the public sector to reduce 

costs and improve efficiencies. 

An invitation to tender for a 

TfNSW Legal Services Panel 

was released in March. 

It establishes a single, centralised 

legal services panel to service 

the external legal needs of 

eligible agencies within the 

transport portfolio, including 

TfNSW, Department of Transport, 

RailCorp, Roads and Maritime 

Services, State Transit Authority 

and other government agencies 

across the NSW public sector. 

The legal services panel will be 

available from August 2012. 

The new structure, which includes 

a Group Corporate Counsel 

based in TfNSW, will allow for 

greater coordination of legal 

services and a more integrated 

approach to the legal requirements 

of the transport agencies. 

46 


Review of GIPA functions 

All NSW Government 

agencies must comply with 

the Government Information 

(Public Access) Act 2009 (GIPA 

Act) and privacy legislation. 

Transport cluster agencies have 

maintained GIPA/Privacy units 

of varying size and seniority, 

depending on the volume and 

complexity of applications. A review 

has begun of the best structure, 

policy and process for managing 

the obligations of the transport 

cluster under the GIPA Act. 

Bus Procurement Panel 

A Bus Procurement Panel 

was established by TfNSW 

to maximise value for money 

through volume purchasing and 

consistent bus specifications. 

Contracts were signed in February 

with 10 prime contractors. 

Focus on: Transport Shared Services 

TfNSW delivers operational shared services for the 

transport cluster. These include finance, payroll, human 

resources, information technology, procurement, records 

and information management, workers compensation, 

facilities, fleet management and property management. 

Some of the service delivery achievements were: 

• RailCorp’s level of customer satisfaction with business 

services provided rose from 85 per cent in 2010-11 to 

92 per cent. More than 350 RailCorp customers were 

surveyed about satisfaction with: standard of service, 

knowledgeability of staff, their professionalism, timeliness 

and courtesy and their ability to meet customer expectations. 

The survey covered services such as facilities, finance, 

information and records management, fleet management, 

payroll, procurement and workers compensation. 

• processing 442,660 supplier invoices. 

• handling 15,620 workers compensation claims. 

• recruiting 2203 positions. 

• responding to more than 194,000 information 

technology helpdesk inquiries. 


Streamlining supplier 

relationships 

TfNSW is committed to work 

with suppliers to improve 

communication, information 

sharing and payment performance. 

This is being done by: 

• more suppliers can trade 

electronically with RailCorp. In 

2011-12, 70 per cent of invoices 

were received electronically, up 

21.9 per cent on the previous year 

• forums, a help desk and electronic 

communication streamlining 

procurement to payment 

• suppliers regularly become 

involved in procurement panels, 

and electronic information 

interfaces, training and 

ongoing support improving 

communications, catalogues, 

purchase orders and invoicing. 


47

Workforce is supported 

and developed 

Occupational Health 

and Safety 

Occupational Health and Safety 

support for the establishment 

of TfNSW began in April 2011. A 

staged implementation ensured 

that it was operational when 

staff began joining the new 

organisation from 1 November. 

Consent Award approved 

The Transport for NSW Award, 

a consent award covering 

TfNSW employees, was 

approved by the Industrial 

Relations Commission in May. 

It covers conditions of employment 

including rates of pay, scheduled 

pay increases, leave provisions, 

and other benefits and the 

inclusion of a flexible working 

hours arrangement for a 19 day 

month in lieu of a 9 day fortnight. 

In particular the award excludes 

positions above $122,000 per 

annum, with positions with 

higher salaries being included 

in the Senior Service covered 

by contractual arrangements. 

A complementary policy and 

procedures framework will 

support the consent award. 

Staff inductions 

Welcome days are held for 

both CBD and regionally-based 

employees. Information presented 

has included TfNSW’s Interim 

Corporate Plan, workplace safety, 

working conditions and building 

a customer-focused culture. 

Corporate and Shared 

Services Reform 

Reform of corporate and shared 

services across the transport 

cluster began in January. It is 

focusing on four areas: Corporate 

Services, Shared Services, 

Enterprise Resource Planning 

and Early Benefits Projects. 

Capability reviews of corporate 

functions were carried out in 

January to establish common 

structures across the transport 

cluster. These would enable 

TfNSW to deliver efficient 

corporate services support 

to the operating agencies. 

New structures were developed for 

information and communications 

technology (ICT), human resources, 

finance, and legal and governance 

across the cluster, and audit 

and risk and safety and quality 

within TfNSW. Recruitment for 

them began in June 2012. 

Several projects are expected to 

deliver early benefits: consolidation 

of ICT licence contracts, data 

centres, use of print services, 

procurement processes and 

motor vehicle management. 

An overall objective of the review 

was to design an operating model 

that would optimise delivery of 

services, consolidate and remove 

duplication of functions and better 

support staff on the front line. 

Transport Shared Services 

In 2011–12 TfNSW assumed 

management responsibilities for 

Transport Shared Services. 

Changes implemented 

already include: 

• Contribution to RailCorp’s Auto 

Logbook project to automate 

recording of trip data, realising 

cost savings through better use 

of fleet, automated reporting of 

fringe benefit tax and fuel tax 

credits, and providing drivers with 

satellite navigation and Bluetooth 

• A renewed master computer 

services contract delivers a 5 per 

cent cost saving, while enhancing 

RailCorp’s information capabilities 

48 


• TfNSW’s payroll system 

was established and more 

than 1100 staff from other 

systems transitioned to it 

• An integrated agency data 

management network 

that enables TfNSW to 

operate as one entity 

• Procurement systems and 

accounts payable of four 

portfolio agencies were 

integrated into TfNSW systems. 

Governance 

Investment Portfolio 

Management 

A program began to deliver best 

practice portfolio management 

techniques to support investment 

decisions made across the 

transport cluster. It will be 

implemented by the end of 2012. 

It includes: 

• techniques to support the annual 

investment planning cycle, which 

produces outputs such as the 

Transport Investment Plan, Total 

Asset Management Plan and 

transport budget submissions 

• ensuring maximum use of currentyear 

funds and management 

visibility of portfolio performance 

• governance and assurance 

practices that support 

investment decision making 

and staged release of funds 

during programs and projects. 

Strategic Freight Model 

The first NSW-wide Strategic 

Freight Model now being developed 

will be based on consistent, reliable 

data sources that include Roads 

and Maritime Services, Bureau of 

Transport Statistics and Bureau 

of Infrastructure, Transport 

and Regional Economics. 

The model will overcome previous 

inconsistent and unreliable 

freight data, and will enable 

testing of different scenarios 

for better decision making 

relating to NSW freight network 

planning and investments. 

Transport Enterprise 

Resource Program 

The Transport Enterprise Resource 

Program is a multiyear project 

that will standardise the way that 

the transport cluster performs 

back office business functions. 

These include human resources 

management, payroll and 

finance and procurement, on a 

standard information technology 

platform. The initiative covers the 

design of standard processes, 

communication and training and the 

implementation of the enterprise 

application software, SAP. 

The project commenced in 

late 2011-12 with a small team. 

Initially it will determine the 

approach for the program. 

It will also determine how the 

transport cluster could align the 

standard processes with whole of 

government standards which are 

being developed by the Department 

of Finance and Services. 



49

Financial 

statements 

50 


Financial performance summary 

During 2011-12 the Department of Transport (DoT) and Transport for NSW (TfNSW), which commenced on 

1 November 2011, funded transport services and infrastructure provided by Government-owned and private 

sector entities to achieve equitable transport outcomes for the community of New South Wales. 

In 2011-12 DoT and TfNSW were responsible for a State budget allocation for transport of almost $9.7 billion. 

2011-12 Operating Result 

The entity’s Net result in 2011-12 

2011-12 Balance Sheet 

The Balance Sheet as at 30 June 

2011-12 Consolidated 

Fund Allocations 

was $277.9 million, $222.9 million 

higher than the 2010-11 amount of 

$55.0 million. This increase mainly 

reflects additional consolidated 

fund allocations for capital projects, 

including property acquisitions 

for the North West Rail Link and 

parking space levy funds received 

in 2011-12 that will be available 

for use in subsequent years. 

Total expenses also increased 

in 2011-12 to $9,973.5 million, 

compared to $8,715.4 million 

in 2010-11. This increase was 

primarily due to additional 

grants & subsidies and transport 

operator contract payments. 

Grants, subsidies and service 

contract payments were the major 

expense items in 2011-12. This 

expenditure included $4,434.3 

million for the roads program; 

$120.1 million provided to Sydney 

Ferries and $3,232.1 million for rail 

improvements, maintenance and 

services provided to RailCorp, the 

2012 disclosed total assets of 

$2343.7 million. These assets 

included the net book value of 

new additional and replacement 

buses ($958.4 million) funded 

under the metropolitan and 

outer metropolitan bus system 

contracts and $318.1 million 

in land and buildings, mainly 

properties acquired for future 

transport corridors. In addition, 

assets were transferred to TfNSW 

from the former Public Transport 

Ticketing Corporation and Sydney 

Metro prior to 30 June 2012. 

The disclosure of the lease 

arrangements for additional new 

buses, the property acquisitions 

for the North West Rail Link and 

the transfer of assets from PTTC 

and Sydney Metro contributed 

to a total increase of $1119.0 

million in the value of the total 

assets as at 30 June 2012, as 

compared to 30 June 2011. 

During 2011-12 TfNSW also 

An initial recurrent budget 

allocation of $9,712.2 million 

was provided for transport for 

2011-12. However, adjustments 

to the allocation mainly relating 

to changes in the timing of 

Commonwealth funding for roads, 

saw the recurrent budget allocation 

reduced to $9,378.8 million. 

After allowing for the reduced 

requirements for grants and 

subsidies payments, the total 

adjusted allocation of $9,378.8 

million was used in meeting 

the DoT and TfNSW recurrent 

expenditure, including grants 

and subsidies and transport 

operator contract payments. 

$267.5 million of the capital 

allocation was used in 2011-12. This 

amount was mainly used to fund 

the extension of the Light Rail, 

North West Rail Link property 

acquisitions and improvements in 

management information systems. 


former Transport Construction 

incorporated ACN 156 211 906 Pty 

Authority and the former Country 

Rail Infrastructure Authority. An 

Ltd, a proprietary limited liability 

company which subsequently 

Financial Management 

amount of $916.8 million was 

also provided to the State Transit 

Authority and private transport 

operators under the Metropolitan 

and Outer Metropolitan Bus 

System Contracts, with a further 

$374.5 million provided for 

bus services in rural & regional 

areas of New South Wales. 

acquired all the shares of the Metro 

Transport Sydney Pty Ltd group, the 

owners of the monorail and existing 

light rail networks in Sydney. 

DoT and TfNSW net assets totalled 

$603.7 million as at 30 June 2012. 

During the financial year DoT and 

TfNSW continued to maintain and 

further improve control over the 

financial aspects of core business 

operations and related projects 

to ensure that the entity was 

successfully able to operate within 

the budget allocation for 2011-12. 


51

2011-12 Consolidated 

Financial Statements 

In 2011-12 DoT again prepared 

consolidated financial statements 

for the following agencies 

and their special purposes 

entities or divisions: 

• TfNSW 

• Transport Service 

• Rail Corporation 

• Roads and Maritime Services 

and its division (including 

the Roads & Traffic Authority 

up to 31 October 2011) 

• Transport Construction Authority 

• Country Rail Infrastructure 

Authority 

• State Transit Authority 

and its division 

• Sydney Ferries 

• Public Transport Ticketing 

Corporation 

• Sydney Metro 

• ACN 156 211 906 Pty Ltd and 

its wholly owned subsidiaries 

Transport Construction Authority 

creased operations on 30 March 

2012, with the roles, functions, 

assets, rights and liabilities 

transferred to TfNSW. 

The consolidated financial 

statements net result in 2011-12 

amounted to $1,585.0 million, with 

total comprehensive income for the 

year totalling almost $161.9 million. 

Total assets in the consolidated 

financial statements as at 30 

June 2012 amounted to $97,557.5 

million, with net assets totalling 

$88,729.6 million. The assets 

mainly consist of road and rail 

infrastructure ($86,215.4 million) 

and also include rail rollingstock 

($2,938.3 million), bus related 

assets ($1,088.5 million), and land 

and buildings ($3,347.7 million). 

The sources and applications of 

funds for the consolidated entity 

for 2011-12 are provided below: 

Source of funds 

Recurrent and Capital appropriation 

$9.7 billion (75%) 

Sale of goods and services 

$1.5 billion (12%) 

Farebox revenue 

$1.1 billion (9%) 

Other revenue and use of cash balance 

$0.5 billion (4%) 

Application of funds 

Purchases of property, plant, 

equipment and other assets 

$4.9 billion (38%) 

Net repayment of borrowings 

$0.5 billion (4%) 

Other operating expenses 

$1.6 billion (12%) 

Employee related 

$2.6 billion (21%) 

Grants, subsidies and 

service contract payment 

$1.7 billion (14%) 

Maintenance 

$1.5 billion (11%) 

52 


Department of Transport 



53

54 




55


Statement of comprehensive income 

for the year ended 30 June 2012 

Consolidated 

Parent 

Actual 

2012 

Actual 

2011 

Actual 

2012 

Actual 

2011 

Notes $'000 $'000 $'000 $'000 

Expenses excluding losses 

Operating expenses 

Employee related expenses 2(a) 2,946,339 2,538,274 63,260 65,002 

Personnel service expense 2(b) - - 34,146 57,801 

Other operating expenses 2(c) 1,231,914 1,068,439 33,456 106,794 

Maintenance 2(d) 1,465,684 1,408,033 104 626 

Depreciation and amortisation 2(e) 1,994,255 1,886,614 16,235 41,338 

Grants and subsidies 2(f) 552,356 497,299 2,417,142 7,286,446 

Finance costs 2(g) 205,808 177,247 21,398 55,527 

Other expenses 2(h) 854,469 822,774 413,450 1,101,882 

Total expenses excluding losses 9,250,825 8,398,680 2,999,191 8,715,416 

Less: 

Revenue 

Recurrent appropriations 3(a) 9,378,797 8,595,254 2,905,834 8,595,254 

Capital appropriations 3(b) 267,543 3,979 - 3,979 

Sale of goods and services 3(c) 1,887,094 1,596,243 1,069 22,371 

Investment revenue 3(d) 164,655 127,424 2,682 6,059 

Other revenue 3(e) 197,317 162,762 1,285 - 

Retained taxes, fees and fines 3(f) 54,652 20,589 1,147 2,160 

Grants and contributions 3(g) 275,229 188,468 38,184 80,723 

Acceptance by the Crown Entity of employee benefits 

and other liabilities 3(h) 15,200 3,323 3,437 2,579 

Personnel service revenue 3(i) - - 72,589 57,801 

Total Revenue 12,240,487 10,698,042 3,026,227 8,770,926 

Gain / (loss) on disposal 4 2,261 5,917 - - 

Other gains/(losses) 5 (1,406,921) (243,237) (7) (500) 

Net result 

1,585,002 2,062,042 27,029 55,010 

Other comprehensive income 

Net losses in commodity swaps and foreign exchange (3,495) 1,951 - - 

Net (decrease)/increase in asset revaluation reserve 13 (464,850) 4,029,307 - - 

Actuarial losses on defined benefit superannuation 

schemes 20 (965,367) (27,677) - - 

Other 10,585 1,535 - - 

Total other comprehensive income for the year (1,423,127) 4,005,116 - - 

TOTAL COMPREHENSIVE INCOME FOR THE 

YEAR 161,875 6,067,158 27,029 55,010 

The accompanying notes form part of these financial statements. 

56 



Statement of financial position 

as at 30 June 2012 

ASSETS 

Consolidated 

Parent 

Actual 

2012 

Actual 

2011 

Actual 

2012 

Actual 

2011 

Notes $'000 $'000 $'000 $'000 

Current assets 

Cash and cash equivalents 7 837,470 1,106,128 93,856 70,118 

Receivables 8 582,134 347,868 258 124,929 

Inventories 9 55,064 63,951 - - 

Financial assets at fair value 10 48,894 3,743 - - 

Non-current assets held for sale 11 68,320 52,726 - - 

Total current assets 1,591,882 1,574,416 94,114 195,047 

Non-current assets 

Receivables 8 56,878 45,033 - - 

Inventories 9 32,347 28,878 - - 

Financial assets at fair value 10 28 992 - - 

Other financial assets 12 145,013 122,004 - 585 

Property plant and equipment 13 

Land and buildings 13 3,347,776 3,646,792 - 55,606 

Infrastructure systems 13 86,215,411 83,517,469 - 38,398 

Plant and equipment 13 4,499,595 4,240,991 - 884,370 

Property, plant and equipment 13 94,062,782 91,405,252 - 978,374 

Investment property 14 129,466 - - - 

Intangible assets 15 552,942 310,426 - 17,938 

Other assets 16 888,752 767,926 - 32,707 

Deferred tax asset 17 97,417 74,579 - - 

Total non-current assets 95,965,625 92,755,090 - 1,029,604 

Total assets 97,557,507 94,329,506 94,114 1,224,651 

LIABILITIES 

Current liabilities 

Payables 18 1,724,926 1,395,009 89,395 158,402 

Borrowings 19 243,592 712,688 - 44,942 

Employee benefits 20 877,085 881,188 4,719 6,596 

Other provisions 21 54,655 60,655 - - 

Other 22 211,472 166,352 - 2,784 

Financial liabilities at fair value 23 13,811 14,209 - - 

Total current liabilities 3,125,541 3,230,101 94,114 212,724 


Non-current liabilities 

Borrowings 19 2,584,207 2,276,447 - 836,869 

Employee benefits 20 2,402,834 1,188,603 - - 

Other provisions 21 91,767 78,171 - - 

Other 22 553,382 341,857 - 45 

Financial liabilities at fair value 23 2,355 2,389 - - 

Deferred tax liability 24 67,792 64,002 - - 

Total non-current liabilities 5,702,337 3,951,469 - 836,914 

Total liabilities 8,827,878 7,181,570 94,114 1,049,638 

Net assets 88,729,629 87,147,936 - 175,013 

EQUITY 

Reserves 10,867,870 39,840,671 - - 

Accumulated funds 77,861,759 47,307,265 - 175,013 

Total Equity 88,729,629 87,147,936 - 175,013 



57


Statement of changes in equity 


Hedging 

Consolidated 

Accumulated 

Funds 

Assets 

Revaluation 

Surplus 

Gains & 

Losses 

Reserves Total 

Notes $'000 $'000 $'000 $'000 

Balance at 1 July 2011 47,307,265 39,852,534 (11,863) 87,147,936 

Net result for the year 1,585,002 - - 1,585,002 

Other comprehensive income: 

Net gains in hedging contracts - - (3,495) (3,495) 

Net (decrease)/increase in asset revaluation 

reserve 13 - (464,850) - (464,850) 

Actuarial losses on defined benefit superannuation 

schemes 20 (965,367) - - (965,367) 

Other 18,400 (7,815) - 10,585 

Total other comprehensive income (946,967) (472,665) (3,495) (1,423,127) 

Total comprehensive income for the year 638,035 (472,665) (3,495) 161,875 

Transaction with owners in their capacity as 

owners 

Increase in net assets from equity transfers 31 1,419,818 - - 1,419,818 

Transfers to / from reserves to accumulated funds 28,496,641 (28,496,641) - - 

Balance at 30 June 2012 77,861,759 10,883,228 (15,358) 88,729,629 

Parent entity at 1 July 2010 64,044 - - 64,044 

Equity of controlled entities at 1 July 2010 44,890,710 35,934,570 (13,814) 80,811,466 

Net result for the year 2,062,042 - - 2,062,042 

Other comprehensive income: 

Net gains in hedging contracts - - 1,951 1,951 

Transfers to / (from) reserves to accumulated 

funds 112,228 (112,228) - - 

Net increase in asset revaluation reserve 13 - 4,029,307 - 4,029,307 

Actuarial gains/(losses) on defined benefit 

superannuation schemes 20 (27,677) - - (27,677) 

Others 650 885 - 1,535 

Total other comprehensive income 85,201 3,917,964 1,951 4,005,116 

Total comprehensive income for the year 2,147,243 3,917,964 1,951 6,067,158 


owners 

Increase in net assets from equity transfers 31 205,268 - - 205,268 

Balance at 30 June 2011 47,307,265 39,852,534 (11,863) 87,147,936 

58 





Hedging 

Parent 

Accumulated 

Funds 

Assets 

Revaluation 

Surplus 

Gains & 

Losses 

Reserves Total 

Notes $'000 $'000 $'000 $'000 

Balance at 1 July 2011 175,013 - - 175,013 

Net result for the year 27,029 - - 27,029 

Other comprehensive income - - - - 

Total other comprehensive income - - - - 

Total comprehensive income for the year 27,029 - - 27,029 


owners 

Increase in net assets from equity transfers 31 (202,042) - - (202,042) 

Balance at 30 June 2012 - - - - 

Balance at 1 July 2010 64,044 - - 64,044 

Net result for the year 55,010 - - 55,010 

Other comprehensive income - - - - 

Total other comprehensive income - - - - 

Total comprehensive income for the year 55,010 - - 55,010 


owners 

Increase in net assets from equity transfers 31 55,959 - - 55,959 

Balance at 30 June 2011 175,013 - - 175,013 



59


Statement of cash flows 


Consolidated 

Parent 

Actual 

2012 

Actual 

2011 

Actual 

2012 

Actual 

2011 

Notes $'000 $'000 $'000 $'000 

CASH FLOWS FROM OPERATING ACTIVITIES 

Payments 

Employee related (2,625,058) (2,369,163) (95,753) (50,879) 

Grants and subsidies (854,831) (464,658) (2,439,902) (7,311,185) 

Finance costs (187,602) (154,884) (21,390) (55,508) 

Other (3,801,037) (4,067,117) (530,130) (1,218,901) 

Total Payments (7,468,528) (7,055,822) (3,087,175) (8,636,473) 

Receipts 

Recurrent appropriation 9,378,797 8,598,038 2,905,834 8,598,038 

Capital appropriation (excluding equity appropriations) 269,813 3,979 - 3,979 

Cash transfers to the Consolidated Fund - (3,796) (2,784) (3,796) 

Sale of goods and services including GST refunds 2,700,068 2,401,836 266,823 168,626 

Retained taxes, fees and fines 14,313 10,949 1,147 2,160 

Interest received 82,211 87,877 3,056 5,186 

Total Receipts 12,445,202 11,098,883 3,174,076 8,774,193 

NET CASH INFLOWS FROM OPERATING ACTIVITIES 28 4,976,674 4,043,061 86,901 137,720 

CASH FLOWS FROM INVESTING ACTIVITIES 

Proceeds from sale of property, plant and equipment 40,825 38,049 - - 

Purchases of property, plant and equipment and intangible 

assets (4,852,345) (4,561,024) (21,026) (87,078) 

Advances made (472) (12,000) (12) (66) 

NET CASH OUTFLOWS FROM INVESTING ACTIVITIES (4,811,992) (4,534,975) (21,038) (87,144) 

CASH FLOWS FROM FINANCING ACTIVITIES 

Proceeds from borrowings and advances 3,202,334 3,159,622 - - 

Repayment of borrowings and advances (3,689,000) (2,718,858) - - 

NET CASH INFLOWS FROM FINANCING ACTIVITIES (486,666) 440,764 - - 

NET (DECREASE) / INCREASE IN CASH (321,984) (51,150) 65,863 50,576 

Opening cash and cash equivalents 1,106,128 19,542 70,118 19,542 

Cash and cash equivalents transferred in as a result of 

administrative restructure 101,432 1,137,736 (42,125) - 

CLOSING CASH AND CASH EQUIVALENTS 7 885,576 1,106,128 93,856 70,118 


60 



Service group statements 


Consolidated 

Rail 

services * 

Buses and related 

services * 

Roads and maritime 

services * 

Ferry 

services * 

Integrated transport 

services * 

Inter-services 

elimination Total 

2012 2011 2012 2011 2012 2011 2012 2011 2012 2011 2012 2011 2012 2011 

REPORTING ENTITY'S EXPENSES AND 

INCOME $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 



! Employee related expenses 1,641,644 1,436,062 436,784 421,298 662,893 587,397 92,892 67,034 73,159 126,912 38,967 (100,429) 2,946,339 2,538,274 

! Personnel service expense 51,157 - - - 92,142 - - - 166,105 - (309,404) - - - 

! Other operating expenses 567,345 457,454 130,958 121,893 458,229 457,941 29,450 27,848 157,830 108,538 (111,898) (105,235) 1,231,914 1,068,439 

! Maintenance 719,560 732,482 50,212 50,189 686,421 615,251 8,727 9,482 1,550 629 (786) - 1,465,684 1,408,033 

Depreciation and amortisation 986,043 948,440 78,961 29,224 904,851 849,154 21,317 18,291 3,083 23,777 - 17,728 1,994,255 1,886,614 

Grants and subsidies - 11,434 100,266 97,198 413,478 373,538 - - 7,832,811 7,189,248 (7,794,199) (7,174,119) 552,356 497,299 

Finance costs 41,801 27,479 89,422 20,896 88,976 89,131 473 190 10,485 39,551 (25,349) - 205,808 177,247 

Other expenses 786 43,086 793,922 779,568 - - - - 13,150 - 46,611 120 854,469 822,774 

Total expenses excluding losses 4,008,336 3,656,437 1,680,525 1,520,266 3,306,990 2,972,412 152,859 122,845 8,258,173 7,488,655 (8,156,058) (7,361,935) 9,250,825 8,398,680 

Revenue 

Government contributions 3,232,985 2,839,094 1,318,328 1,182,492 4,432,069 4,240,791 120,086 84,622 8,320,603 7,416,515 (7,762,531) (7,160,958) 9,661,540 8,602,556 

Sale of goods and services 1,193,061 941,305 319,017 296,541 513,851 409,682 42,219 41,334 150,771 71,557 (331,825) (164,176) 1,887,094 1,596,243 

Investment revenue 69,347 82,067 869 536 82,974 38,403 560 203 10,905 6,215 - - 164,655 127,424 

Retained taxes, fees and fines 8,528 7,331 1,038 694 42,907 10,395 14 9 2,165 2,160 - - 54,652 20,589 

Grants and contributions 79,521 4,579 48,682 48,601 185,083 141,645 - - 32,837 29,577 (70,894) (35,934) 275,229 188,468 

Other revenue 4,733 4,423 - - 192,586 158,339 - - 3,802 - (3,804) - 197,317 162,762 

Total Revenue 4,588,175 3,878,799 1,687,934 1,528,864 5,449,470 4,999,255 162,879 126,168 8,521,083 7,526,024 (8,169,054) (7,361,068) 12,240,487 10,698,042 

Gain / (loss) on disposal 1,310 (64) (480) (854) 1,672 6,887 (202) - (39) (52) - - 2,261 5,917 

Other gains / (losses) (432,685) (126,713) (4,077) (3,711) (970,150) (111,660) - (653) 7 (500) (16) - (1,406,921) (243,237) 

NET RESULT FOR THE YEAR 148,464 95,585 2,852 4,033 1,174,002 1,922,070 9,818 2,670 262,878 36,817 (13,012) 867 1,585,002 2,062,042 

Other Comprehensive Income 

Increase / (decrease) in assets revaluation 

reserve 65,919 4,619,288 31,842 1,696 (562,611) (591,677) - - - - - - (464,850) 4,029,307 

Other - mainly actuarial superannuation 

losses (348,577) (18,980) (50,540) (3,656) (549,686) (1,682) (9,466) 127 (8) - - - (958,277) (24,191) 

Total Other Comprehensive Income (282,658) 4,600,308 (18,698) (1,960) (1,112,297) (593,359) (9,466) 127 (8) - - - (1,423,127) 4,005,116 

TOTAL COMPREHENSIVE INCOME (134,194) 4,695,893 (15,846) 2,073 61,705 1,328,711 352 2,797 262,870 36,817 (13,012) 867 161,875 6,067,158 



61




Rail 

services * 


services * 


services * 

Ferry 

services * 


services * 



2012 2011 2012 2011 2012 2011 2012 2011 2012 2011 2012 2011 2012 2011 

ADMINISTERED EXPENSES AND 

INCOME $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 

Administered Expenses 

Transfer payments - - - - - - - - - - - - - - 

Other - - - - - - - - - - - - - - 

Total Administered Expenses - - - - - - - - - - - - - - 

Administered Income 

Private Transport Operators' Fees - - - - - - - - 29,980 24,189 - - 29,980 24,189 

Port Cargo Access Charges - - - - - - - - 16,229 15,210 - - 16,229 15,210 

Taxes, fees and fines - - - - 2,680,989 2,545,122 - - 355 265 - - 2,681,344 2,545,387 

Other - - - - 36,901 39,687 - - - - - - 36,901 39,687 

Total Administered Incomes - - - - 2,717,890 2,584,809 - - 46,564 39,664 - - 2,764,454 2,624,473 

Administered Income less Expenses - - - - 2,717,890 2,584,809 - - 46,564 39,664 - - 2,764,454 2,624,473 

Administered assets and liabilities are disclosed in Note 30. 

62 





Consolidated 

Rail 

services * 


services * 


services * 

Ferry 

services * 


services * 



2012 2011 2012 2011 2012 2011 2012 2011 2012 2011 2012 2011 2012 2011 

REPORTING ENTITY'S ASSETS AND 

LIABILITIES $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 

Current Assets 

Cash and cash equivalents 118,355 717,281 18,237 13,356 356,671 296,650 15,097 3,432 329,110 72,411 - 2,998 837,470 1,106,128 

Receivables 200,219 204,901 13,820 14,060 329,691 145,784 29,463 2,749 354,371 127,662 (345,430) (147,288) 582,134 347,868 

Inventories 35,107 34,193 8,152 9,453 11,805 12,498 - 7,807 - - - - 55,064 63,951 

Financial assets at fair value 788 3,743 - - 48,106 - - - - - - - 48,894 3,743 

Non-current assets held for sale 1,754 7,801 406 456 22,525 44,469 34,350 - 9,285 - - - 68,320 52,726 

Total current assets 356,223 967,919 40,615 37,325 768,798 499,401 78,910 13,988 692,766 200,073 (345,430) (144,290) 1,591,882 1,574,416 

Non-current Assets 

Receivables 50,698 44,854 13 - 6,167 - - - - - - 179 56,878 45,033 

Inventories 32,347 28,878 - - - - - - - - - - 32,347 28,878 

Financial assets at fair value 28 992 - - - - - - - - - - 28 992 

Property plant and equipment 28,158,346 27,245,818 1,382,582 1,313,015 64,446,711 62,686,636 71,550 101,642 3,593 58,319 - (178) 94,062,782 91,405,252 

Other financial assets - - - - 144,342 121,419 - - 671 585 - - 145,013 122,004 

Intangible Assets 242,770 173,468 2,383 2,726 136,447 45,876 - 4,938 171,342 83,418 - - 552,942 310,426 

Other assets 70,095 102,684 - - 818,657 665,242 - - - - - - 888,752 767,926 

Deferred tax asset - - 97,417 74,579 - - - - - - - - 97,417 74,579 

Investment property - - - - 129,466 - - - - - - - 129,466 - 

Total non-current assets 28,554,284 27,596,694 1,482,395 1,390,320 65,681,790 63,519,173 71,550 106,580 175,606 142,322 - 1 95,965,625 92,755,090 

TOTAL ASSETS 28,910,507 28,564,613 1,523,010 1,427,645 66,450,588 64,018,574 150,460 120,568 868,372 342,395 (345,430) (144,289) 97,557,507 94,329,506 



63




Rail 

services * 


services * 


services * 

Ferry 

services * 


services * 



2012 2011 2012 2011 2012 2011 2012 2011 2012 2011 2012 2011 2012 2011 

$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 


Payables 689,472 571,735 56,072 55,787 894,886 730,377 5,604 6,506 413,446 172,939 (334,554) (142,335) 1,724,926 1,395,009 

Borrowings 13,663 428,135 48,447 43,813 70,737 136,121 - - 110,745 104,619 - - 243,592 712,688 

Employee benefits 615,139 477,672 100,863 93,310 85,610 279,909 59,833 23,701 15,640 6,596 - - 877,085 881,188 

Other provisions 38,404 52,377 10,619 7,136 5,356 748 276 394 - - - - 54,655 60,655 

Other 22,252 20,280 3,652 5,406 183,298 137,754 - 128 2,270 2,784 - - 211,472 166,352 

Financial liabilities at fair value 13,811 14,209 - - - - - - - - - - 13,811 14,209 

Total current liabilities 1,392,741 1,564,408 219,653 205,452 1,239,887 1,284,909 65,713 30,729 542,101 286,938 (334,554) (142,335) 3,125,541 3,230,101 


Borrowings 599,266 379,909 788,672 760,205 1,043,163 1,067,029 - 4,000 153,106 65,304 - - 2,584,207 2,276,447 

Employee benefits 742,310 400,325 215,382 154,866 1,445,142 632,005 - 1,407 - - - - 2,402,834 1,188,603 

Other provisions 81,060 65,229 161 153 10,440 12,646 106 143 - - - - 91,767 78,171 

Other - - - - 553,337 341,812 - - 45 45 - - 553,382 341,857 

Deferred tax liability - - 67,792 64,002 - - - - - - - - 67,792 64,002 

Fiinancial liabilities at fair value 2,355 2,389 - - - - - - - - - - 2,355 2,389 

Total non-current liabilities 1,424,991 847,852 1,072,007 979,226 3,052,082 2,053,492 106 5,550 153,151 65,349 - - 5,702,337 3,951,469 

TOTAL LIABILITIES 2,817,732 2,412,260 1,291,660 1,184,678 4,291,969 3,338,401 65,819 36,279 695,252 352,287 (334,554) (142,335) 8,827,878 7,181,570 

NET ASSETS / (LIABILITIES) 26,092,775 26,152,353 231,350 242,967 62,158,619 60,680,173 84,641 84,289 173,120 (9,892) (10,876) (1,954) 88,729,629 87,147,936 

The inter-services eliminations represent the net effect of the consolidation adjustments that impact on both the 

Statement of Comprehensive Income and Statement of Financial position. 

* The purpose of each service group is summarised in Note 1(s). 

* Roads and Maritime Services figures for 2010-11 relate only to the former Roads and Traffic Authority as the former 

Maritime Services Authority became part of the group on 1 November 2011 (Note 1 (a)) 

64 



Summary of compliance with financial directives 


Department of Transport and Transport for NSW 2012 2011 

Recurrent 

Appropriation 

Expenditure / 

Net Claim on 

Consolidated 

Fund 

Capital 

Appropriation 

Expenditure / 

Net Claim on 

Consolidated 

Fund 

Recurrent 

Appropriation 

Expenditure / 

Net Claim on 

Consolidated 

Fund 

Capital 

Appropriation 

Expenditure / 

Net Claim on 

Consolidated 

Fund 

$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 

ORIGINAL BUDGET APPROPRIATION / EXPENDITURE 

! Appropriation Act 9,712,165 9,367,474 218,595 216,325 8,964,222 8,961,438 3,979 3,979 

9,712,165 9,367,474 218,595 216,325 8,964,222 8,961,438 3,979 3,979 

OTHER APPROPRIATIONS / EXPENDITURE 

! Treasurer's Advance - - 47,218 47,218 - - - - 

! Transfers to / from another agency (s33 of the Appropriation Act) 19,256 11,323 4,000 4,000 86,462 86,462 - - 

! Under expenditure on protected items - - - - (507,262) (507,262) - - 

! Over expenditure - - - - 54,617 54,616 - - 

19,256 11,323 51,218 51,218 (366,183) (366,184) - - 

Total Appropriations / Expenditure / Net Claim on Consolidated 

Fund (includes transfer payments) 9,731,421 9,378,797 269,813 267,543 8,598,039 8,595,254 3,979 3,979 

Amount draw down against Appropriation 9,378,797 269,813 8,598,038 3,979 

Liability to Consolidated Fund (Note 22) - (2,270) (2,784) - 

The Summary of Compliance is based on the assumption that Consolidated Fund moneys are spent first (except where otherwise identified or prescribed). Liability to Consolidated Fund represents the difference between the 

"Amount Drawn Down against Appropriation" and the "Total Expenditure/Net Claim on Consolidated Fund". In 2011-12 NSW Treasury paid the Consolidated Fund allocations to the Department of Transport and Transport for 

New South Wales. Accordingly this statement summarises the compliance with financial directives by these two entities. 



65


Notes to the financial statements 


1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES 

(a) 

Department of Transport - Reporting entity 

The Department of Transport is a NSW Government entity. The Department is a not-for-profit entity as profit is 

not its principal objective and it has no cash generating units. The reporting entity is consolidated as part of the 

NSW Total State Sector Accounts. 

As a result of amendments to the Transport Administration Act 1988 (The Act) the following changes were made 

to the controlled entities in the Department of Transport group: 

Transport for NSW was established on 1 November 2011 as a statutory corporation to take over the roles and 

functions previously carried on by the Department of Transport including the planning, procurement, delivery 

and coordination of transport services and infrastructure in NSW. Transport for NSW (through the Director 

General of the Department of Transport) may, for the purpose of exercising its functions, give directions to the 

following transport entities – Railcorp, Roads and Maritime Services, State Transit Authority, Sydney Ferries, 

Transport Construction Authority, and Country Rail Infrastructure Authority. 

Transport Service of New South Wales was established on 1 November 2011 as an agency to employ staff and 

to provide personnel services to Transport for NSW which cannot directly employ staff. 

Transport Construction Authority was abolished as a statutory authority with effect from 31 March 2012 and its 

functions and roles transferred to Transport for NSW. 

The Roads and Traffic Authority and Maritime Authority of NSW were abolished on 1 November 2011 and their 

functions and roles transferred to the Roads and Maritime Services. 

Country Rail Infrastructure Authority and Public Transport Ticketing Corporation were abolished on 1 July 2012 

and their functions and roles transferred to Transport for NSW. 

On 12 March 2012, Transport for NSW, with the approval of the NSW Treasurer and the Minister for Transport, 

incorporated ACN 156 211 906 Pty Ltd, a proprietary limited liability company under Australian Corporations 

Law. Transport for NSW, as the sole shareholder, subscribed $19.8m to the issued share capital of ACN 156 

211 906 Pty Ltd which used the funds raised to buy out the shareholders and bond holders of Metro Transport 

Sydney Pty Ltd group (comprising Sydney Light Rail Co Pty Ltd, Metro Transport Security Co Pty Ltd, Pyrmont 

Light Rail Co Ltd, SLR Corporate Development Pty Ltd and Light Rail Construction Co Pty Ltd) the owners of the 

monorail and light rail in Sydney. 

The Act states that the affairs of Transport for NSW are to be managed and controlled by the Director General. 

The Director General is defined as the Director General of the Department of Transport. Consistent with the 

Director General’s power of direction it is considered that the Department of Transport has control for the 

purposes of preparing consolidated financial statements for the following agencies and special purpose entities 

or divisions: 

! Transport for NSW (from 1 November 2011) 

! Transport Service of New South Wales (from 1 November 2011) 

! Country Rail Infrastructure Authority 

! Transport Construction Authority 

! Roads and Maritime Services (from 1 November 2011) 

! Roads and Traffic Authority (until 31 October 2011) 

! Sydney Ferries 

! State Transit Authority 

! Rail Corporation New South Wales 

! Public Transport Ticketing Corporation 

! Sydney Metro 

! ACN 156 211 906 Pty Ltd 

! Metro Transport Sydney Pty Ltd 

! Sydney Light Rail Co Pty Ltd 

! Metro Transport Security Co Pty Ltd 

! Pyrmont Light Rail Co Ltd 

! SLR Corporate Development Pty Ltd 

! Light Rail Construction Co Pty Ltd 

66 





1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (cont'd) 

(a) 

Department of Transport - Reporting entity (cont'd) 

These consolidated financial statements were authorised for issue by the Director General on XXX October 

2012. 

(b) 

Principles of consolidation 

The consolidated financial statements comprise the financial statements of the parent entity and its controlled 

entities, after elimination of all inter-entity transactions and balances. The controlled entities are consolidated 

from the date the parent entity obtained control and until such time as control passes. 

The financial statements of the controlled entities are prepared for the same reporting period as the parent 

entity, using generally consistent accounting practices. As a result no adjustments were required for any 

material dissimilar accounting policies. 

(c) 

Basis of preparation 

The consolidated financial statements are general purpose financial statements which have been prepared in 

accordance with: 

! applicable Australian Accounting Standards (which include Australian Accounting Interpretations); 

! the requirements of the Public Finance and Audit Act 1983 and Regulation; and 

! the Financial Reporting Directions published in the Financial Reporting Code for NSW General 

Government Sector Entities or issued by the Treasurer. 

(d) 

Property, plant and equipment, investment property, assets (or disposal groups) held for sale and financial 

assets at "fair value through profit or loss" and available for sale are measured at fair value. Other financial 

report items are prepared in accordance with the historical cost convention. 

All amounts are rounded to the nearest one thousand dollars and are expressed in Australian currency. 

Critical accounting estimates, judgements and assumptions 

In the application of accounting standards and the Financial Reporting Code for NSW General Government 

Sector Entities (the Code), management is required to make judgements, estimates and assumptions about the 

carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and 

associated assumptions are based on historical experience and various factors that are believed to be 

reasonable under the current set of circumstances. Actual results may differ from these estimates. 


Management evaluates these judgements, estimates and assumptions on an ongoing basis. Revisions to 

estimates are recognised in the period in which the estimate is revised if the revision effects only that period or 

in the period of the revision and future periods if the revision effects both current and future periods. 

Significant judgements, estimates and assumptions made by management in the preparation of the 

consolidated financial statements are outlined below: 

Property, plant and equipment - Note 1 (o) (iii) and (vi), and Note 13. 

Other assets note 1(o)(xxiv) and note 16. 

Employee benefits note 1(p)(iii) and note 20. 

Commitments - Rollingstock Public Private Partnership note 25. 


67





(e) 

Statement of compliance 

The financial statements and notes comply with Australian Accounting Standards, which include Australian 

Accounting Interpretations. 

Changes in presentation and classification. 

The revised Financial Reporting Code for NSW General Government Sector Entities which was issued in March 

2012 mandated changes to the presentation and classification of certain items in the consolidated financial 

statements. The key mandated changes are: 

Statement of Comprehensive Income: 

! Recurrent and capital appropriations and employees benefits and other liabilities assumed by the Crown 

Entity previously reported under Government Contributions are to be reported under revenue. 

! The separate disclosure of “Personnel Services” expenses and revenue on the face of the Statement of 

Comprehensive Income where employment arrangements exist between two entities. 

! The term “net cost of services” being the excess of expenses over revenue is no longer to be calculated 

and disclosed in the Statement of Comprehensive Income. 

! The budget amounts disclosed comprises the original budgeted financial statements approved by NSW 

Parliament adjusted for S24 of the Public Finance and Audit Act 1983 (allocations adjustments for transfer 

of functions between departments). Other amendments made to the budget are not reflected in the budget 

amounts. 

! The term “surplus for the year” has been replaced by “net result”. 

These changes do not impact on the financial performance of the reporting entity in that the net result for the 

year should not be different from the net result for the year as was previously calculated. The presentation of 

financial information for comparative year 2010-11 has been changed in line with the current year’s mandated 

presentation. The above changes also impact on the Statement of Cash Flows and the note Reconciliation of 

Cash Flows from Operating Activities to Net Result. Other minor changes relate to the omission of note 

disclosures for individually significant items, administered income - debts written off, administered income - 

schedule of uncollected amounts and other expenditure commitments. 

Exemption from the Financial Reporting Code 

On 29 June 2011 the reporting entity was granted exemption by the Treasurer of NSW under S 45E of the Public 

Finance and Audit Act 1983 from complying fully with the requirements of the Code. The exemption relates to 

the separate disclosure of maintenance expenses in the Statement of Comprehensive Income and liabilities for 

employees' benefits in the Statement of Financial Position on the basis of their materiality and greater 

transparency. This exemption does not impact on the financial performance of the reporting entity. 

On 1 August 2012 the reporting entity was granted a further exemption from the requirement to include the 

Budget column in the primary consolidated financial statements (Note 27 and 31). 

Exemption from preparing Transport for NSW consolidated financial statements 

The Treasurer of NSW on 14 March 2012 granted an exemption to Transport for NSW, a controlled entity of the 

Department of Transport, from preparing consolidated financial statements on the basis that its controlled 

entities are included in the Department of Transport consolidated financial statements (Note 1(a) above). 

(f) 

Administered activities 

The reporting entity administers, but does not control, certain activities on behalf of the Crown Entity. It is 

accountable for the transactions relating to those administered activities but does not have the discretion, for 

example, to deploy the resources for the achievement of the reporting entity’s own objectives. 

Transactions and balances relating to the administered activities are not recognised as the reporting entity’s 

income, expenses, assets and liabilities, but are disclosed in note 30 

Where appropriate the accrual basis of accounting and applicable accounting standards have been adopted for 

the reporting of the administered activities. 

68 






(g) 

Employee related expenses 

Employee related expenses includes salaries, wages, leave entitlements, superannuation, workers’ 

compensation insurance premium, payroll tax, fringe benefits tax and redundancies. 

For further details on the recognition and measurement of employee related expenses refer to Employee 

Benefits note 1(p)(iii). 

Some employee-related expenses are included in the construction costs of certain non-physical assets and are, 

therefore, not included in employee related expenses. 

Personnel services 

In addition to permanent staff, whose cost is included in employee related expenses, the parent entity also 

engages staff from group entities on a fee for services basis. The cost of these seconded staff is recognised as 

fee for personnel service in the Statement of Comprehensive Income. Refer to note2(b). 

(h) 

Other operating expenses and maintenance 

Other operating expenses generally represent the day-to-day running costs incurred in the normal operations of 

the reporting entity. The recognition and measurement policy for non-employee provision expenses is detailed 

below in note 1(p)(iv). 

Maintenance costs relate principally to rail, road and maritime infrastructure systems and do not include 

employee-related expenses (refer also to Note 1(o)(ix). 

(i) 

(j) 

Grants and subsidies 

Grants and subsidies generally comprise contributions in cash or in kind to various local government authorities 

and not-for-profit community organisations. The contributions include transfers of roads and bridges, cash 

grants for road maintenance and the provision of transport services. The grants and subsidies are expensed on 

the transfer of the cash or assets. The transferred assets are measured at their fair value and transferred for nil 

consideration. 

Borrowing costs 


(k) 

(l) 

Borrowing costs comprise mainly interest on borrowings, finance lease interest charges and the unwinding of 

discounts on non-employee provisions. In accordance with Treasury’s Mandate for the not-for-profit general 

government sector agencies, borrowing costs are expensed and recognised in the Statement of Comprehensive 

Income in the period in which they are incurred. This also includes any borrowing costs that relate to qualifying 

assets. 

Insurance 

The reporting entity arranges insurance cover through the NSW Treasury Managed Fund and private insurance 

companies. Some group entities hold a group self insurer’s licence with Work Cover Authority to self insure 

workers’ compensation. The cost of insurance is expensed in the period to which the insurance cover relates. 

Other expenses 

Other expenses include payments to bus operators for the provision of bus services in the metropolitan, regional 

and rural areas of New South Wales. These payments are made at the end of the month for services provided in 

that month and are expensed as incurred. 


69





(m) 

Accounting for the Goods and Services Tax (GST) and Income Tax Expense 

Income, expenses and assets are recognised net of the amount of GST, except that: 

! the amount of GST incurred by the reporting entity as a purchaser that is not recoverable from the 

Australian Taxation Office is recognised as part of the cost of acquisition of an asset or as part of an item 

of expense and 

! receivables and payables are stated with the amount of GST included. 

Cash flows are included in the Statement of Cash Flows on a gross basis. However, the GST components of 

cash flows arising from investing and financing activities which is recoverable from, or payable to, the Australian 

Taxation Office are classified as operating cash flows. 

State Transit Authority (STA) is the only group for-profit entity that is subject to the National Tax Equivalent 

Regime under which it is required to pay taxation equivalent to the NSW Government. The proprietary 

companies listed in Note 1(a) are subject to NSW Income Tax regime (Accounting Profit Model). 

Tax effect accounting is applied using the balance sheet method. The income tax expense or benefit for the year 

is the tax payable on the STA's current year's taxable profit, adjusted by changes in deferred tax assets and 

liabilities attributable to amounts recognised as assets or liabilities and any unused tax losses. 

The income tax expense for the year is $3.057m (2010-11 $2.478m) and is included in other expenses (Note 

2(h)). 

Deferred tax assets are recognised for the carry forward of unused tax losses to the extent that it is probable that 

future taxable profit will be available against which the unused tax losses can be utilised. 

Deferred tax assets and liabilities are recognised for temporary differences between the assets and liabilities for 

accounting purposes and the tax bases of those assets and liabilities (Note 17 and 24). 

(n) 

Income recognition 

Income is recognised and measured at the fair value of the consideration or contribution received or receivable 

to the extent that it is probable that the economic benefits will flow to the reporting entity and the income can be 

reliably measured. The following specific criteria must also be met before income is recognised: 

(i) 

Parliamentary appropriations and contributions 

Parliamentary appropriations and contributions are generally recognised as income when the reporting 

entity obtains control over the assets comprising the appropriations/contributions. Control over 

appropriations/contributions is normally obtained upon the receipt of cash. At 30 June unspent 

appropriations are recognised as liabilities rather than income, as the authority to spend the money lapses 

and the unspent amount must be repaid to the Consolidated Fund in the next financial year. The liability is 

disclosed under Other Liabilities (Note 22). 

(ii) 


Revenue from the sale of goods is recognised as revenue when the reporting entity transfers the significant 

risks and rewards of ownership of the assets. 

Revenue from the provision of services (including passenger transport services) is recognised as revenue 

when the service is provided or by reference to the stage of completion. 

(iii) 

Retained taxes, fines and fees 

Retained taxes, fines and fees are recognised when the cash is received. 

70 






(n) 

Income recognition (cont'd) 

(iv) 

Investment revenue 

Interest revenue on cash and cash equivalents and financial assets at fair value through profit or loss are 

recognised in accordance with AASB 139 Financial Instruments: Recognition and Measurement. Rental 

revenue is recognised in accordance with AASB 117 Leases on a straight-line basis over the lease term. 

Royalty revenue is recognised in accordance with AASB 118 Revenue on an accrual basis in accordance 

with the substance of the relevant agreement. 

(v) Grants and contributions receivable 

Grants and contributions comprising mainly cash and in kind contributions are recognised as revenues 

when control passes to the reporting entity and the contractual obligations have been satisfied. In kind 

contributions (e.g. roads and bridges from local councils) are measured at fair value on transfer and 

recognised as property, plant and equipment (note 1(o)(ii)). 

(vi) Other revenue 

Other revenue includes mainly the value of the emerging rights to receive private sector provided 

infrastructure. The non-cash revenue is also recognised as an asset (note 1(o)(xxiv)). 

(o) 

Assets 

(i) Property, plant and equipment 

(ii) 

Property, plant and equipment comprise land and buildings, plant and equipment (rolling stock, buses, 

ferries and general plant and equipment) and infrastructure systems (rail, road and maritime infrastructure 

including related land and buildings). 

Capitalisation and initial recognition 

The cost method of accounting is used for the initial recording of all acquisitions of assets controlled by 

the reporting entity in accordance with AASB 116 Property, Plant and Equipment. Cost is the amount of 

cash or cash equivalents paid or the fair value of the other consideration given to acquire the asset at the 

time of its acquisition or construction or, where applicable, the amount attributed to that asset when 

initially recognised in accordance with the requirements of other Australian Accounting Standards. 


Assets acquired at no cost, or for nominal consideration, are initially recognised at their fair value at the 

date of acquisition. The Roads and Maritime Services as the owner of major NSW ports recognises costs 

incurred by the port corporations in NSW in dredging of channels (harbour deepening) as an asset. A 

corresponding amount is also reported as income received in advance under liabilities and amortised 

over a period of 99 years. 

Fair value is the amount for which an asset could be exchanged between knowledgeable, willing parties in 

an arm's length transaction. 

Where payment for an asset is deferred beyond normal credit terms, its cost is the cash price equivalent, 

i.e. deferred payment amount is effectively discounted at an asset-specific rate. 

The cost of assets constructed for own use includes the purchase cost, other directly attributable costs 

and the initial estimate of dismantling and restoration costs. Borrowing costs on qualifying assets are 

expensed as per note 1(j). 

Under certain long-term lease agreements where development has been carried out by the private sector, 

Roads and Maritime Services may take control of various wharf constructions after 99 years. Due to the 

length of time until control may be achieved, they are currently recorded at $1. In addition, certain wetland 

leases may be returning to Roads and Maritime Services in a relatively short period of time. These assets 

have been independently valued and are stated at fair value in the Statement of Financial Position. 


71





(o) 

Assets (cont'd) 

(ii) 

Capitalisation and initial recognition (cont'd) 

Generally property, plant and equipment and intangible assets with a greater value than $5,000 are 

capitalised except for computer equipment which is normally capitalised irrespective of the $5,000 

threshold where it is considered to be part of a network of assets. 

(iii) 

Valuation of property, plant and equipment 

Subsequent to initial recognition, property, plant and equipment are valued in accordance with the 

''Valuation of Physical Non-Current Assets at Fair Value'' Policy and Guidelines Paper (TPP 07-1). This 

policy adopts fair value in accordance with AASB 116 Property, Plant and Equipment and AASB 140 

Investment Property. 

Property, plant and equipment is measured on the basis of the fair value of its existing use basis, where 

there are no feasible alternative uses in the existing natural, legal, financial and socio-political 

environment. However, in the limited circumstances where there are feasible alternative uses, assets are 

valued at their highest and best use. 

Fair value of property, plant and equipment is determined based on the best available market evidence, 

including current market selling prices for the same or similar assets. Market evidence is available and 

used for the following major items of property, plant and equipment: 

! Land under roads valued at existing use, based on an en globo valuation approach or proxy such 

as open space land; 

! Land under trackwork valued at existing use (adjacent land use values); 

! Non-specialised land and buildings, which include commercial and general purpose buildings for 

which there is a secondary market. 

Where there is no available market evidence, the asset’s fair value is measured at its market buying price, 

the best indicator of which is depreciated replacement cost. 

The depreciated replacement cost method is used to revalue specialised buildings (designed for a specific 

limited purpose), trackwork and rail infrastructure systems, road infrastructure systems, maritime 

infrastructure systems, buses, ferries and certain plant and equipment. Depreciated replacement cost for 

these types of assets is based on the “incremental optimised replacement cost”. Optimised replacement 

cost is the minimum cost, in the normal course of business, to replace the existing asset with a 

technologically modern equivalent asset with the same economic benefits, adjusting for any overdesign, 

overcapacity and redundant components. Incremental optimisation means that optimisation is limited to 

the extent that optimisation can occur in the normal course of business using commercially available 

technology. 

Non-specialised assets such as computer and office equipment with short useful lives are measured at 

depreciated historical cost, as a surrogate for fair value. 

(iv) 

Revaluation of property, plant and equipment 

The entities in the group revalue each class of property, plant and equipment at least every five years or 

with sufficient regularity to ensure that the carrying amount of each asset in the class does not differ 

materially from its fair value at reporting date. Revaluations are performed by independent and / or inhouse 

professionally qualified valuers. 

Non-specialised assets with short useful lives are measured at depreciated historical cost, as a surrogate 

for fair value. This is because any difference between fair value and depreciated historical cost is unlikely 

to be material. 

When revaluing non-current assets by reference to current prices for assets newer than those being 

revalued (adjusted to reflect the present condition of the assets), the gross amount and the related 

accumulated depreciation are separately restated. 

72 






(o) 


(iv) 

Revaluation of property, plant and equipment (cont'd) 

For other assets, any balances of accumulated depreciation at the revaluation date in respect of those 

assets are credited to the asset accounts to which they relate. The net asset accounts are then increased 

or decreased by the revaluation increments or decrements. 

Revaluation increments are credited directly to the asset revaluation reserve, except that, to the extent that 

an increment reverses a revaluation decrement in respect of that class of asset previously recognised as 

an expense in the net result, the increment is recognised immediately as revenue in the net result. 

Revaluation decrements are recognised immediately as expenses in the net result, except that, to the 

extent that a credit balance exists in the asset revaluation reserve in respect of the same class of assets, 

they are debited directly to the asset revaluation reserve. 

As a not-for-profit reporting entity, revaluation increments and decrements are offset against one another 

within a class of non-current assets, but not otherwise. 

Where an asset that has previously been revalued is disposed of, any balance remaining in the asset 

revaluation reserve in respect of that asset is transferred to accumulated funds. 

(v) 

Impairment of property, plant and equipment 

(vi) 

As a not-for-profit reporting entity with no cash generating units, the reporting entity is effectively 

exempted from AASB 136 Impairment of Assets and impairment testing. This is because AASB 136 

modifies the recoverable amount test to the higher of fair value less costs to sell and depreciated 

replacement cost. This means that, for an asset already measured at fair value, impairment can only arise 

if selling costs are material. Selling costs are regarded as immaterial. 

Notwithstanding the exemption, the reporting entity generally reviews the carrying values of major assets 

for objective evidence of impairment. Where such an indication exists, an estimate of the recoverable 

amount is made. An impairment loss is recognised in the Statement of Comprehensive Income when the 

carrying amount of an asset exceeds its recoverable amount unless the asset has been revalued in which 

case the impairment loss is treated as a revaluation decrease. When the impairment subsequently 

reverses, the carrying amount of the asset is increased to the revised estimate of its recoverable amount, 

but only to the extent that the asset’s carrying amount does not exceed the carrying amount that would 

have been determined, net of depreciation or amortisation, if no impairment loss had been recognised. 

Depreciation of property, plant and equipment 


Except for certain heritage assets, depreciation is provided for on a straight-line basis for all depreciable 

assets so as to write off the depreciable amount of each asset as it is consumed over its useful life to the 

reporting entity. 

All material separately identifiable components of assets are depreciated over their shorter useful lives. A 

component is accounted for separately if it has a useful life materially different from that of the prime 

asset and, therefore, requires separate replacement during the life of the prime asset; is material enough 

to justify separate tracking; and is capable of having a reliable value attributed to it. A dedicated spare 

part does not normally have a useful life of its own. 

Certain heritage assets including original artworks and collections and heritage buildings may not have a 

limited useful life because appropriate curatorial and preservation policies are adopted. The decision not 

to recognise depreciation for these assets is reviewed annually. 


73





(o) 


(vi) 

Depreciation of property, plant and equipment (cont'd) 

Land is not a depreciable asset. Buildings which have been acquired for future transport infrastructure are 

not depreciated as these assets are not purchased to generate revenue and are ultimately demolished for 

transport infrastructure projects. The expected useful lives of property, plant and equipment for 

depreciation purposes are as follows: 

Depreciation Rates 

Rail systems 

Road systems 

Maritime systems 

Rollingstock 

Buildings 

Buses 

Ferries 

Plant and equipment 

Finance leased buses 

Useful Lives 

10-100 years 

15-100 years 

5-40 years 

32-35 years 

5-200 years 

15-20 years 

15-40 years 

3-30 years 

15 years 

The assets residual values, useful lives and depreciation methods are reviewed, and adjusted, if 

approrpriate, at each financial year end. 

(vii) 

Major inspection costs 

When each major inspection is performed, the labour cost of performing major inspections for faults is 

recognised in the carrying amount of an asset as a replacement of a part, if the recognition criteria are 

satisfied. Any remaining carrying amount of the cost of the previous inspection (as distinct from physical 

parts) is derecognised. 

(viii) 

Restoration costs 

The estimated cost of dismantling and removing an asset and restoring the site is included in the cost of 

an asset, to the extent it is recognised as a liability. If the effect of the time value of money is material, 

these costs are discounted at the appropriate market yields on government bonds. 

(ix) 

Maintenance 

Day-to-day servicing costs or maintenance are charged as expenses as incurred, except where they relate 

to the replacement of a part or a component of an asset, in which case the costs are capitalised and 

depreciated. 

(x) 

Leased assets 

As lessee 

A distinction is made between finance leases which effectively transfer from the lessor to the lessee 

substantially all the risks and benefits incidental to ownership of the leased assets, and operating leases 

under which the lessor effectively retains all such risks and benefits. 

Where a non-current asset is acquired by means of a finance lease, the asset is recognised at its fair 

value at the commencement of the lease term. The corresponding liability is established at the same 

amount. Lease payments are allocated between the principal component and the interest expense. 

Under the Metropolitan and Outer Metropolitan Bus System Contracts, payments to bus operators for the 

acquisition of new buses are considered to be in the nature of finance leases and are recognised in 

accordance with AASB 117 Leases. 

74 






(o) 


(x) 

Leased assets (cont'd) 

The leased asset is amortised on a straight line basis or on a systematic basis over the term of the lease 

or, where it is likely that the reporting entity will obtain ownership of the asset, the useful life of the asset 

to the reporting entity. 

Operating lease payments are charged to the Statement of Comprehensive Income in the periods in which 

they are incurred. 

As lessor 

The reporting entity,as the lessor, classifies its long term land leases (typically where the initial lease term 

exceeds 50 years), as finance leases if it transfers to the lessee substantially all the risks and rewards 

incidental to ownership of the land. The leased assets are recognised as current and non-current 

receivables at amounts equal to the net investment in the leases. 

The lease receipt is recognised in two components, one as a reduction of the lease receivables and the 

other as a finance income. The finance income is calculated relevant to the term of the lease. 

(xi) 

Derecognition 

An item of property, plant and equipment is derecognised upon disposal or when no further future 

economic benefits are expected from its use or disposal. Gains and losses on disposals are determined 

by comparing the proceeds with the carrying amount of the asset and are included in the Statement of 

Comprehensive Income. 

(xii) 

Where an asset that has previously been revalued is disposed of, any balance remaining in the asset 

revaluation reserve in respect of that asset is transferred to accumulated funds. 

Intangible assets 

Intangible assets are recognised only if it is probable that future economic benefits will flow to the 

reporting entity and the cost of the asset can be measured reliably. Intangible assets are measured 

initially at cost which includes the purchase price and any costs directly attributable to preparing the asset 

for its intended use. Where an asset is acquired at no or nominal cost, the cost is its fair value as at the 

date of acquisition. 


All research costs are expensed. Development costs are only capitalised when certain criteria are met. 

The useful lives of intangible assets are assessed to be finite. 

Intangible assets are subsequently measured at fair value only if there is an active market. As there is no 

active market for the reporting entity’s intangible assets, the assets are carried at cost less any 

accumulated amortisation. 

The reporting entity’s intangible assets comprise principally information technology systems which are 

amortised using the straight line method over periods ranging from 2 years to 10 years. 

Intangible assets are tested for impairment where an indicator of impairment exists. If the recoverable 

amount is less than its carrying amount the carrying amount is reduced to recoverable amount and the 

reduction is recognised as an impairment loss. 


75





(o) 


(xiii) 

Cash and cash equivalents 

Cash and cash equivalents in the Statement of Financial Position comprise cash at bank and in hand and 

NSW Treasury Corporation short-term deposits. These deposits have an original maturity of three months 

or less, are readily convertible to known amounts of cash and are subject to an insignificant risk of 

changes in value. The NSW Treasury Corporation short-term deposits are designated at fair value through 

the profit and loss. The movement in the fair value of these deposits is reported as investment revenue. 

For the purposes of the Statement of Cash Flows, cash and cash equivalents consist of cash and cash 

equivalents as defined above and all TCorp Hour Glass investment facilities including deposits classified 

as financial assets at fair value through profit and loss. 

(xiv) 

Inventories 

Generally inventories are held for distribution (consumed in the ordinary activities of the reporting entity) 

or for sale. Inventories held for distribution are valued at the lower of current replacement cost or cost; 

inventories held for sale are valued at the lower of cost and net realisable value. Costs are assigned to 

inventory using the weighted average, First-In-First-Out or specific identification methods depending on 

the nature of the inventory. 

The cost of inventories comprises all costs of purchase, costs of conversion and other costs incurred in 

bringing the inventories to their present location and condition. 

Current replacement cost is the cost the reporting entity would incur to acquire the asset. 

Net realisable value is the estimated selling price in the ordinary course of business less the estimated 

costs of completion and the estimated costs necessary to make the sale. 

(xv) 

Loans and receivables 

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not 

quoted in an active market. These financial assets are recognised initially at fair value, usually based on 

the transaction cost or face value. Subsequent measurement is at amortised cost using the effective 

interest method, less an allowance for any impairment of receivables. Any changes are recognised in the 

net result for the year when impaired, derecognised or through the amortisation process. 

Short-term receivables with no stated interest rate are measured at the original invoice amount where the 

effect of discounting is immaterial. 

(xvi) 

Other financial assets 

Other financial assets comprise receivables, loan to the Sydney Harbour Tunnel and promissory notes 

issued by the operators of private sector provided infrastructure assets. These assets are measured at 

amortised cost using the effective interest rate method. 

(xvii) 

Investment properties 

Initially, investment properties are measured at cost including transaction costs. Subsequent to initial 

recognition, investment properties are revalued annually and stated at fair value, which is based on 

active market prices, adjusted if necessary for any difference in the nature, location or condition of the 

specific asset at the reporting date. Gains and losses arising from changes in the fair value of 

investment properties are included in the Statement of Comprehensive Income in the year in which 

they arise. 

Investment properties are derecognised when they have either been disposed of or when the 

investment property is permanently withdrawn from use and no future benefit is expected from its 

disposal. Any gains and or losses on the derecognition of an investment property are recognised in 

the Statement of Comprehensive Income in the year of derecognition. 

76 






(o) 


(xvii) 

Investment properties (cont'd) 

Transfers are made to and from investment property when, and only when, there is a change in use. 

Where properties are transferred from investment property, the deemed cost for subsequent 

accounting is its fair value at the date of change in use. 

Rental income and operating expenses from investment property are reported within revenue and other 

expenses respectively. 

(xviii) Business combinations 

The reporting entity applies the acquisition method in accounting for business combinations. 

The consideration transferred by the reporting entity to obtain control of a subsidiary is calculated as 

the sum of the acquisition-date fair values of assets transferred and liabilities incurred, which includes 

the fair value of any asset or liability arising from a contingent consideration arrangement. Acquisition 

costs are expensed as incurred. 

The reporting entity recognises identifiable assets acquired and liabilities assumed in a business 

combination regardless of whether they have been previously recognised in the acquiree's financial 

statements prior to the acquisition. Assets acquired and liabilities assumed are generally measured at 

their acquisition-date fair values. 

(xix) 

Goodwill is stated after separate recognition of identifiable intangible assets. It is calculated as the 

excess of the sum of (a) fair value of consideration transferred and (b) the recognised amount of any 

non-controlling interest in the acquiree, over the acquisition-date fair values of identifiable net assets. If 

the fair values of identifiable net assets exceed the sum calculated above, the excess amount (ie gain 

on a bargain purchase) is recognised in profit or loss immediately. 

Goodwill acquired in a business combination is not amortised. Instead, it is tested for impairment 

annually or more frequently if events or changes in circumstances indicate that it might be impaired, 

and is carried at cost less accumulated impairment losses. 

Goodwill 


(xx) 

Goodwill represents the future economic benefits arising from a business combination that are not 

individually identified and separately recognised. See Note 1(o)(xviii) for information on how goodwill is 

initially determined and carried in the Statement of Financial Position. 

Investments 

Investments are initially recognised at fair value plus, in the case of investments not at fair value through 

profit or loss, transaction costs. The reporting entity determines the classification of its financial assets 

after initial recognition and, when allowed and appropriate, re-evaluates this at each financial year end. 

! Fair value through profit or loss - The reporting entity subsequently measures investments 

classified as ''held for trading'' or designated upon initial recognition ''at fair value through profit or 

loss'' at fair value. Financial assets are classified as ''held for trading'' if they are acquired for the 

purpose of selling in the near term. Derivatives are also classified as held for trading (Note 10). 

Gains or losses on these assets are recognised in the net result for the year. 

The NSW TCorp Hour-Glass Investment Facilities are designated at fair value through profit or loss 

using the second leg of the fair value option i.e. these financial assets are managed and their 

performance is evaluated on a fair value basis, in accordance with a documented risk management 

strategy, and information about these assets is provided internally on that basis to the key 

management personnel. 

The movement in the fair value of the NSW TCorp Hour-Glass Investment Facilities incorporates 

distributions received as well as unrealised movements in fair value and is reported in the line item 

investment revenue. 


77





(o) 


(xx) 

Investments (cont'd) 

! Held-to-maturity investments - Non-derivative financial assets with fixed or determinable payments 

and fixed maturity that the reporting entity has the positive intention and ability to hold to maturity are 

classified as “held-to-maturity”. These investments are measured at amortised cost using the 

effective interest method. Changes are recognised in the net result for the year when impaired, 

derecognised or though the amortisation process. 

! Available-for-sale investments - Any residual investments that do not fall into any other category 

are accounted for as available-for-sale investments and measured at fair value in other 

comprehensive income until disposed or impaired, at which time the cumulative gain or loss 

previously recognised in other comprehensive income is recognised in the net result for the year. 

However, interest calculated using the effective interest method and dividends are recognised in the 

net result for the year. 

Purchases or sales of investments under contract that require delivery of the asset within the timeframe 

established by convention or regulation are recognised on the trade date, i.e. the date the reporting entity 

commits to purchase or sell the asset. 

The fair value of investments that are traded at fair value in an active market is determined by reference to 

quoted current bid prices at the close of business on the Statement of Financial Position date. 

Unquoted investment in subsidiaries incorporated as proprietary companies are stated at cost less 

accumulated impairment in the parent entity's Statement of Financial Position. The investment is subject 

to at least annual reviews for impairment. 

(xxi) 

Impairment of financial assets 

All financial assets, except those measured at fair value through profit and loss, are subject to an annual 

review for impairment. An allowance for impairment is established when there is objective evidence that 

the reporting entity will not be able to collect all amounts due. 

For financial assets carried at amortised cost, the amount of the allowance is the difference between the 

asset's carrying amount and the present value of estimated future cash flows, discounted at the effective 

interest rate. The amount of the impairment loss is recognised in the net result for the year. 

When an available-for-sale financial asset is impaired, the amount of the cumulative loss is removed from 

equity and recognised in the net result for the year, based on the difference between the acquisition cost 

(net of any principal repayment and amortisation) and current fair value, less any impairment loss 

previously recognised in the net result for the year. 

Any reversals of impairment losses are reversed through the net result for the year, where there is 

objective evidence, except reversals of impairment losses on an investment in an equity instrument 

classified as available-for-sale must be made through the reserve. Reversals of impairment losses of 

financial assets carried at amortised cost cannot result in a carrying amount that exceeds what the 

carrying amount would have been had there not been an impairment loss. 

(xxii) 

Derecognition of financial assets and financial liabilities 

A financial asset is derecognised when the contractual rights to the cash flows from the financial assets 

expire; or if the reporting entity transfers the financial asset: 

! where substantially all the risks and rewards have been transferred; or 

! where the reporting entity has not transferred substantially all the risks and rewards, if the reporting 

entity has not retained control. 

Where the reporting entity has neither transferred nor retained substantially all the risks and rewards or 

transferred control, the asset is recognised to the extent of the reporting entity's continuing involvement in 

the asset. 

78 






(o) 


(xxii) 

Derecognition of financial assets and financial liabilities (cont'd) 

A financial liability is derecognised when the obligation specified in the contract is discharged or cancelled 

or expires. 

(xxiii) Non-current assets (or disposal group) held for sale 

Certain non-current assets (or disposal groups) are classified as held for sale, where their carrying 

amount will be recovered principally through a sale transaction, not through continuing use. 

Non-current assets (or disposal groups) held for sale are recognised at the lower of carrying amount and 

fair value less costs to sell, in accordance with AASB 5 Non-Current Assets held for Sale and 

Discontinued Operations. These assets are not depreciated while they are classified as held for sale. 

(xxiv) Other assets - Private sector provided infrastructure 

In these private sector provided infrastructure arrangements, the grantor (the reporting entity) gives the 

service concession in exchange for the right to receive the infrastructure from the operator (private sector 

entity) at the end of the concession period. The operator is required to design, finance and build the 

infrastructure and use it to provide services directly to the public during the concession period. The 

operator is permitted to charge the public for the services it provides. The service concession arrangement 

infrastructure is operator-controlled during the concession period and grantor-controlled thereafter. 

(p) 

In the absence of a specific Australian Accounting Standard, Treasury Policy and Guidelines Paper 

Accounting for Privately Financed Projects (TP 06-8) applies. This policy requires the reporting entity to 

initially determine the estimated written down replacement cost by reference to the project’s historical cost 

escalated by a construction index and the system’s estimated working life. The estimated written down 

replacement cost is then allocated on a systematic basis over the concession period using the annuity 

method and the government bond rate at the commencement of the project. During the concession 

period, the reporting entity recognises the annual value of the right to receive the infrastructure as an 

asset and as revenue (note 1(n)((vi)). 

Liabilities 

(i) Payables 


These amounts represent liabilities for goods and services provided to the reporting entity and other 

amounts. Payables are recognised initially at fair value, usually based on the transaction cost or face 

value. Subsequent measurement is at amortised cost using the effective interest method. Short-term 

payables with no stated interest rate are measured at the original invoice amount where the effect of 

discounting is immaterial. 

(ii) 

Borrowings 

Borrowings are not held for trading or designated at fair value through profit or loss. Borrowings are 

initially measured at the fair value of the consideration received. Any difference between the proceeds and 

the redemption amount (premium or discount) is recognised in the net result over the period of the 

borrowings using the effective interest method. 

The finance lease liability is determined in accordance with AASB 117 Leases. 

Borrowings are removed from the Statement of Financial Position when the obligation specified in the 

contract is discharged, cancelled or expired. The difference between the carrying amount of a financial 

liability that has been extinguished or transferred to another party and the consideration paid is recognised 

in profit or loss as other income or finance costs. 

Borrowings are classified as current liabilities unless the reporting entity has an unconditional right to 

defer settlement of the liability for at least 12 months after the reporting date. 


79





(p) 

Liabilities (cont'd) 

(iii) 

Employee benefits 

(a) 

Salaries and wages, annual leave, sick leave and on-costs 

Liabilities for salaries and wages (including non-monetary benefits), annual leave and paid sick leave 

that fall due wholly within 12 months of the reporting date are recognised and measured in respect of 

employees' services up to the reporting date at undiscounted amounts based on the amounts 

expected to be paid when the liabilities are settled. 

Long-term annual leave that is not expected to be taken within twelve months is measured at present 

value in accordance with AASB 119 Employee Benefits. Market yields on government bonds are used 

to discount long-term annual leave. 

Unused non-vesting sick leave does not give rise to a liability as it is not considered probable that 

sick leave taken in the future will be greater than the benefits accrued in the future. 

The outstanding amounts of payroll tax, workers' compensation insurance premiums and fringe 

benefits tax, which are consequential to employment, are recognised as liabilities and expenses 

where the employee benefits to which they relate have been recognised. 

(b) 

Long service leave and superannuation 

A liability for long service leave is measured in accordance with AASB 119 Employee Benefits. at the 

present value of future payments anticipated for the employee services that the reporting entity has 

taken at the reporting date. An actuary calculates this using: 

! expected future wage and salary levels; 

! experience of employee departures; and 

! periods of service. 

Estimated future cash outflows are discounted using market yields at the reporting date that closely 

match the term of maturity of government bonds. 

Apart from the parent entity, Transport Service of New South Wales and Country Rail Infrastructure 

Corporation, the controlled entities are responsible for funding their employees' accrued long service 

leave entitlements which are reported under employee benefits. However, in the case of the parent 

entity, the long service leave liabilities are assumed by the Crown Entity and accordingly are 

recognised in the Statement of Comprehensive Income as "Acceptance by the Crown Entity of 

employee benefits and other liabilities". 

In the case of defined benefit plans (SASS, SANCSS and SSS), the unfunded superannuation liability 

is recognised in accordance with AASB 119 Employee Benefits. It is measured as the difference 

between the present value of members' accrued benefits (as determined by actuaries) as at reporting 

date and the estimated net market value of the superannuation scheme's assets at that date. 

For those group entities that are responsible for funding their accrued superannuation liabilities, 

superannuation expense recognised in the Statement of Comprehensive Income comprises: 

! For defined contribution plans, the contribution payable for the period; and 

! For defined benefit plan, the expense as determined by the actuaries. 

In the case of the parent entity, the superannuation expense recognised in the Statement of 

Comprehensive Income comprises: 

! For defined contribution plans, the contribution payable for the period; and 

! For defined benefit plans, the superannuation expense is a multiple of the employees' 

superannuation contributions as specified in the Treasury Circular "Accounting for 

Superannuation" (TC 11/04). 

80 






(p) 

Liabilities (cont'd) 

(iii) 

Employee benefits (cont'd) 

The parent entity's defined benefit plan superannuation expense is assumed by the Crown. The parent 

entity accounts for the liability as having been extinguished resulting in the amount assumed being shown 

as part of the non-monetary revenue item described as "Acceptance by the Crown Entity of the employee 

benefits and other liabilities". 

(iv) 

Other provisions 

Other provisions exist when the reporting entity has a present legal or constructive obligation as a result of 

a past event; it is probable that an outflow of resources will be required to settle the obligation; and a 

reliable estimate can be made of the amount of the obligation. 

Any provisions for restructuring are recognised only when the reporting entity has a detailed formal plan 

and it has raised a valid expectation in those affected by the restructuring that it will carry out the 

restructuring by starting to implement the plan or announcing its main features to those affected. 

If the effect of the time value of money is material, provisions are discounted at a pre-tax rate that reflects 

the current market assessments of the time value of money and the risks specific to the liability. 

(q) 

Equity and reserves 

(i) Asset revaluation reserve 

The asset revaluation reserve is used to record increments and decrements on the revaluation of non-current 

assets. This accords with the reporting entity’s policy on the revaluation of property, plant and equipment as 

discussed in note (1)(o)(iii) and (iv). 

(ii) Accumulated funds 

The category "Accumulated Funds" includes all current and prior period retained funds. 

(iii) Contributed equity 

Contributed equity represents generally assets less liabilities transferred to the reporting entity by the NSW 

Government. 


(iv) Reserves 

Separate reserve accounts are recognised in the financial statements only if such accounts are required by 

specific legislation or Australian Accounting Standards (e.g. hedging gains and losses). 

(v) Equity transfers 

Equity transfers represent the transfer of net assets between agencies as a result of an administrative 

restructure, transfers of programs / functions and parts thereof between NSW public sector agencies and 

"equity appropriations". These equity transfers are designated or required by Accounting Standards to be 

treated as contributions by owners and recognised as an adjustment to "Accumulated Funds". This treatment 

is consistent with AASB 1004 Contributions and Australian Interpretation 1038 Contributions by Owners 

made to Wholly-owned public Sector Entities. 

Transfers arising from an administrative restructure involving not-for-profit and for-profit government entities 

are recognised at the amount at which the assets and liabilities were recognised by the transferor 

immediately prior to the restructure. Subject to below, in most instances this will approximate fair value. 

All other equity transfers are recognised at fair value, except for intangibles. Where an intangible has been 

recognised at (amortised) cost by the transferor because there is no active market, the transferee agency 

recognises the asset at the transferor's carrying amount. Where the transferor is prohibited from recognising 

internally generated intangibles, the transferee agency does not recognise that asset. 


81





(r) 

Budgeted amounts 

For the parent entity only, the budgeted amounts are drawn from the original budgeted financial statements 

presented to Parliament in respect of the reporting period as adjusted for S24 of the Public Finance and Audit 

Act 1983 (allocations adjustments for transfer of functions between departments). Other amendments made to 

the budget are not reflected in the budget amounts. 

(s) 

Disaggregation of financial information by main activities of the reporting entity 

In accordance with the Code the reporting entity has disaggregated expenses and revenue and assets and 

liabilities by its main activities. The reporting entity’s main activities comprise: 

Rail Services 

Road Transport Services 

(mainly Bus Services) 

Roads Traffic and 

Maritime Services 

Ferry Services 

Integrated Transport 

Services 

- Rail Corporation 

- Country Rail Infrastructure Authority 

- Transport Construction Authority 

- Sydney Metro 

- Light Rail and Monorail 

- State Transit Authority 

- Department of Transport and Transport for New South Wales contributions for 

bus transport services in the Sydney metropolitan area and rural and regional 

areas 

- Roads and Maritime Services 

- Sydney Ferries 

- Private ferries 

- Department of Transport 

- Transport for New South Wales 

- Transport Service of New South Wales 

Integrated Transport Services Activity is responsible for: 

(a) policy formulation, 

(b) program and contract management, 

(c) passenger transport compliance and regulation, 

(d) transport project development and 

(e) opal electronic transport ticketing project. 

The expenses, revenue, assets and liabilities were allocated to these major activities on an actual basis using 

the financial statements of the parent entity and its controlled entities. 

82 






(t) 

New Australian Accounting Standards issued but not effective 

At reporting date all the new and revised Standards and Interpretations issued by the Australian Accounting 

Standards Board ("the AASB") that are relevant to group operations and effective for the current annual 

reporting period have been adopted. 

Australian Accounting Standards and Interpretations that have recently been issued or amended but are not yet 

effective have not been adopted for the financial reporting period ended 30 June 2012 in accordance with 

Treasury mandated policy. The group’s assessment of the impact of these new standards and interpretations is 

set out below: 

Standard Summary of key requirements / changes Effective date 

Impact on Reporting 

Entity’s Financial 

Statements 

AASB 9 Financial 

Instruments and AASB 

2010-7 Amendments to 

Australian Accounting 

Standards arising from 

AASB 9 

AASB 9 introduces new requirements for 

the classification, measurement and 

derecognition of financial assets and 

financial liabilities. 

The IASB has 

deferred the 

effective date 

of this standard 

to 1 January 

2015. It is 

expected that 

AASB will also 

make a similar 

amendment 

The impact on the 

consolidated financial 

statements is not 

expected to be 

significant. 

AASB 10 Consolidated 


AASB 11 Joint 

Arrangements 

AASB 10 introduces a new principles-based 

control model and requires the parent entity 

to present consolidated financial 

statements as those of a single economic 

entity. 

AASB 11 aligns more closely the 

accounting by investors with their rights 

and obligations in the joint venture. The 

standard requires the use of equity 

accounting method. 

1 January 2013 The impact on the 




significant. 





significant due to the 

absence of material 

joint arrangements. 


AASB 12 Disclosure of 

Interests in other Entities 

AASB 12 introduces new disclosures about 

the nature and financial effects of an 

entity’s investment in other entities. 

1 January 2013 The standard may 

impact on the type of 

information disclosed. 

AASB 13 Fair Value 

Measurement and AASB 

2011-8. 

AASB 2011-9 

Amendments to 


Standards – Presentation 

of Items of Other 

Comprehensive 

The Standard defines fair value, 

establishes a single framework or guidance 

for the measuring of fair value and requires 

enhanced disclosures about fair value 

measurements. 

The main change is that, in the Statement 

of Comprehensive Income, the “Other 

Comprehensive Income” section will need 

to be presented in two sub-sections, based 

on whether the items may be recycled to 

net result in the future. 

1 January 2013 It is not possible at 

this stage to quantify 

the impact on the 

carrying amounts of 

the Group's revalued 

assets. 

1 July 2012 Impact on the 

financial statements is 

not significant. 


83





(t) 

New Australian Accounting Standards issued but not effective (cont'd) 

Standard Summary of key requirements / changes Effective date 

Impact on Reporting 

Entity’s Financial 

Statements 

AASB 119 Employee 

Benefits AASB 2011-10 

and AASB 2011-11 

This Standard will mainly impact the 

accounting for defined benefit pension 

schemes. 

1 January 2013 

with 

retrospective 

implementation 

. 

It is not possible at 

this stage to 

determine the impact 

of this new Standard 

on the consolidated 

financial statements. 

AASB 127 Separate 


AASB 128 Investments in 

Associates and Joint 

ventures 

AASB 1053 and AASB 

2010-2 regarding 

differential reporting 

AASB 2010-8 regarding 

deferred tax 

The new Standard prescribes the 

accounting and disclosure requirements for 

investments in subsidiaries, joint ventures 

and associates when an entity prepares 

separate financial statements (in addition to 

consolidated financial statements). 

This Standard prescribes the accounting for 

investments in associates and defines 

“significant influence”. 

AASB 1053 requires entities that prepare 

general purpose financial statements to 

adopt Tier 1 (full compliance with AASB) or 

Tier 2 (Reduced Disclosure Requirements). 

The amendments in AASB 2010-8 relate to 

the measurement of deferred tax assets 

and deferred tax liabilities that arise from 

investment property being measured at fair 

value. 





significant. 





significant. 

1 January 2013 NSW Treasury 

expects all public 

sector entities to 

prepare accounts in 

accordance with Tier 1 

requirements. 

1 January 2012 No impact on the 

reporting entity’s 

financial statements 

as the controlled entity 

that owns investment 

properties is not 

subject to tax regime. 

AASB 2010-10 regarding 

removal of fixed dates for 

first time adopters 

AASB 2011-3 

Amendments to 


Standards – Orderly 

Adoption of Changes to 

the ABS GFS Manual and 

Related Amendments 

(AASB 1049) 

AASB 2010-10 amendments affect AASB 1 

First Time Adoption of Australian 

Accounting Standards and provide relief for 

first-time adopters of Australian Accounting 

Standards. 

AASB 1049 aims to harmonise the 

Government Finance Statistics (GFS) and 

general purpose financial statements. 





significant. 

1 July 2012 The impact on the 

reporting entity’s 



insignificant. 

84 





2 EXPENSES EXCLUDING LOSSES 

(a) Employee related expenses 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Salaries and wages (including recreation leave) 2,223,659 2,027,383 44,076 47,690 

Superannuation - defined benefit plans 16,011 16,855 1,026 1,036 

Superannuation - defined contribution plans 140,007 127,791 3,323 2,684 

Long service leave 139,209 65,504 2,355 1,486 

Workers' compensation insurance 41,334 50,478 183 148 

Payroll tax and fringe benefit tax 128,025 117,801 2,732 2,663 

Redundancy Payments 124,341 5,906 2,284 - 

Other 27,162 998 93 239 

Skilled Hire Contractors 106,591 125,558 7,188 9,056 

2,946,339 2,538,274 63,260 65,002 

Employee related costs of $398m (2011: $388m) (parent entity: nil) have been capitalised in property, plant and 

equipment and intangible assets (computer systems) and are excluded from the above. 

(b) Personnel service expense 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Fees for Personnel Services - - 34,146 57,801 

- - 34,146 57,801 

Personnel service expense comprises fees charged to the parent entity for personnel services provided by various 

controlled entities. 



85




2 EXPENSES EXCLUDING LOSSES (cont'd) 

(c) Other operating expenses include the following: 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Auditor's remuneration - audit of the financial reports 2,935 2,214 60 191 

Bad and doubtful debts 72 149 - - 

Cashback Refund M4/M5 67,486 64,638 - - 

Communications 42,969 47,285 637 1,879 

Consultancy costs 15,364 9,709 411 2,956 

Contractors 212,735 165,295 14,767 62,679 

Electricity and gas 89,115 78,196 28 397 

Fleet hire & leasing charges including access fees 52,237 32,351 141 284 

Fuel Costs 98,749 89,191 31 67 

General expenses 172,274 123,912 4,227 7,993 

Information technology (Computer expenses) 104,574 94,656 1,456 3,771 

Insurance 53,184 46,790 173 509 

Internal audit 661 424 17 71 

Land and buildings remediation 6,842 5,684 - - 

Legal costs 37,567 22,076 2,303 3,363 

Office expenses 59,965 62,285 4,962 9,348 

Payments to councils and external bodies 14,736 31,425 - - 

Rental expense relating to operating leases 90,650 88,221 3,201 10,297 

Security costs 34,430 39,218 836 2,589 

Sydney Harbour Tunnel operating expenses 32,362 31,357 - - 

Taxes, rates and related charges 3,763 4,498 - - 

Travel 10,966 9,919 206 400 

Tripartite agreement payment - 11,820 - - 

Derecognition and write off of assets - 3,224 - - 

Materials 28,278 3,902 - - 

1,231,914 1,068,439 33,456 106,794 

General expenses of $172m (2011: $124m) includes bus services for rail replacement, public liability claims, merchant 

and bank fees, vehicles number plates and occupational health and safety expenses. 

(d) Maintenance 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Maintenance - general 25,001 30,208 104 626 

Maintenance - buses and ferries 47,989 49,114 - - 

Maintenance - rail infrastructure systems 422,149 402,297 - - 

Maintenance - trains 296,114 329,040 - - 

Maintenance - road infrastructure systems 664,202 597,374 - - 

Maintenance - maritime infrastructure systems 10,229 - - - 

1,465,684 1,408,033 104 626 

Reconciliation - Total maintenance 

Maintenance expense - contracted labour and other (nonemployee 

related), as above 1,465,684 1,408,033 104 626 

Employee related maintenance expense included in Note 

2(a) 551,691 513,675 - - 

Total maintenance expense included in Note 2(a) + 2(d) 2,017,375 1,921,708 104 626 

86 






(e) Depreciation and amortisation expense 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Depreciation (Note 13) 

Infrastructure systems: 

Depreciation - Maritime systems 6,641 - - - 

Depreciation - Road systems 849,936 817,215 - - 

Depreciation - Rail systems 744,528 682,924 - - 

Buildings: 

Depreciation - Buildings 28,319 17,676 3 14 

Plant and equipment: 

Depreciation - Rolling stock 172,867 186,036 - - 

Depreciation - Ferries 16,255 13,510 - - 

Depreciation - Buses 39,418 34,743 - - 

Depreciation - Plant and equipment 68,976 72,181 293 707 

Total Depreciation 1,926,940 1,824,285 296 721 

Amortisation 

Amortisation - Computer systems (Note 15) 41,921 41,877 720 2,437 

Amortisation - Finance Leased Buses (Note 13) 25,394 20,452 15,219 38,180 

1,994,255 1,886,614 16,235 41,338 

(f) Grants and subsidies 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Taxi transport subsidy scheme 26,080 25,715 8,515 25,715 

Community transport groups 53,041 51,414 23,643 51,414 

Private vehicle conveyance 21,145 20,069 9,907 20,069 

Rail Corporation - - 790,881 2,499,622 

Country Rail Infrastructure Authority - - 55,143 173,608 

Sydney Ferries - - 33,305 84,989 

Carparks and interchanges 8,322 15,378 1,251 15,297 

Transport Construction Authority - - - 160,443 

Roads and Maritime Services - - 1,484,615 4,240,791 

Grants under road safety program 12,753 19,177 - - 

Grants to local councils – maintenance of transport 

infrastructure 379,514 310,345 22 1,363 

Grants to local councils – transfer of roads and bridges 25,066 45,379 - - 

Other 26,435 9,822 9,860 13,135 

552,356 497,299 2,417,142 7,286,446 


The parent entity and Transport for NSW paid grants and subsidies to various transport entities in 2011-12. These payments 

were eliminated on consolidation in accordance with Note 1(b). 


87





(g) Finance costs 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Finance lease interest charges 119,870 97,470 21,390 55,508 

Interest expense on NSW TCorp borrowings 72,329 72,054 - - 

Interest expense on non current provisions and liabilities 

(Note 21) 6,541 5,774 - - 

Debt guarantee 80 583 - - 

Finance costs - others 6,988 1,366 8 19 

205,808 177,247 21,398 55,527 

(h) Other expenses 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Service costs – metropolitan and outer metropolitan bus 

operators 457,915 416,056 266,526 740,849 

Major events - hire of bus and rail services 5,053 7,632 1,822 7,632 

Service costs – rural and regional private bus operators 374,508 353,401 123,729 353,401 

Project costs expensed 13,936 43,207 21,373 - 

Income tax expense (note 1(m)) 3,057 2,478 - - 

854,469 822,774 413,450 1,101,882 

3 REVENUE 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

(a) Appropriations 

Recurrent appropriations 

Total recurrent drawdowns from NSW Treasury (per 

Summary of Compliance with Financial Directives) 9,378,797 8,598,038 2,905,834 8,598,038 

Less: Liability to Consolidated Fund (per Summary of 

Compliance with Financial Directives) (Note 22) - 2,784 - 2,784 

Recurrent appropriations (per Statement of 

Comprehensive Income) 9,378,797 8,595,254 2,905,834 8,595,254 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

(b) Appropriations 

Capital appropriations 

Total capital drawdowns from NSW Treasury (per Summary 

of Compliance with Financial Directives) 269,813 3,979 - 3,979 


Compliance with Financial Directives) (Note 22) 2,270 - - - 

Capital appropriations (per Statement of Comprehensive 

Income) 267,543 3,979 - 3,979 

88 





3 REVENUE (cont'd) 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

(c) Sale of goods and services 

Passenger service revenue 1,096,956 1,008,898 - - 

Toll revenue including E-Tag 137,415 138,641 - - 

Access fees 67,492 77,906 - - 

Number plates 93,771 86,626 - - 

Works & services including construction contract revenue 120,541 44,989 - - 

Third party insurance data access charges 17,901 16,769 - - 

Advertising 46,770 44,706 - - 

Publications 7,012 7,108 - - 

Fees for services rendered including salary recoupments 69,842 29,738 713 16,054 

Other 229,394 140,862 356 6,317 

1,887,094 1,596,243 1,069 22,371 

Other revenue of $229m (2011: $141m) includes vehicle related fees, commissions, tours, catering, leases, sale of 

scrap, sale of products and the early repayment of third party contract contributions on the transfer of the inland route 

to Australian Rail and Track Corporation. 

(d) Investment revenue 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Rents 104,738 61,854 466 370 

TCorp Hour-Glass Investment Facilities designated at fair 

value through profit or loss 41,834 54,150 - - 

Interest revenue from financial assets not at fair value 

through profit or loss 10,583 11,420 2,216 5,689 

Interest on finance lease receivables 7,500 - - - 

164,655 127,424 2,682 6,059 

Rental income related to: (a) property which is held mainly to earn rental income ($9m) and for capital appreciation 

(loss - $3m). This property is reported as investment property (note 14) in the Statement of Financial Position and (b) 

other properties which are primarily held to support the core transport functions of the reporting entity. The leasing of 

parts of these properties ($96m) is, therefore, incidental to the core function of the reporting entity. Accordingly these 

properties are reported as property, plant and equipment (Note 13) in the Statement of Financial Position. 


(e) Other revenue 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Value of emerging interests of Private Sector Provided 

Infrastructure (Notes 1(o)(xxiv) and 16) 158,146 142,449 1,285 - 

Amortisation of deferred revenue on Private Sector 

Provided Infrastructure 12,179 12,179 - - 

M2 and Eastern Distributor promissory notes 15,806 1,489 - - 

Value of emerging interests in Sydney Harbour Tunnel 

Loan 7,116 6,645 - - 

Value of other emerging interests 4,070 - - - 

197,317 162,762 1,285 - 


89




3 REVENUE (cont'd) 

(f) Retained taxes, fees and fines 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Taxi operators accreditation renewal fees 2,165 2,160 1,147 2,160 

Fees earned from maritime infrastructure assets 30,112 - - - 

Fines 22,375 18,429 - - 

54,652 20,589 1,147 2,160 

The reporting entity collects taxi operators' accreditation fees which can only be used to fund taxi industry related 

operations and initiatives. 

(g) Grants and contributions 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Community transport grants 48,682 48,601 20,933 48,601 

NSW Government agencies - others (Non-transport) 12,981 20,858 - - 

Private firms and individuals 62,884 12,343 - - 

Transport entities - - 17,251 32,122 

Local councils 3,018 103,599 - - 

Other government agencies - inter-state and 

Commonwealth Government 147,664 3,067 - - 

275,229 188,468 38,184 80,723 

Community transport grants of $49m (2011: $49m) represent grants received from the Department of Family and 

Community Services, Ageing, Disability and Home Care for the Community Transport Group funding scheme. 

Local councils grants of $3m (2011: $104m) include roads and bridges transferred (fair value - $3m (2011: $98m)) to 

the reporting entity. 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

(h) Acceptance by the Crown Entity of employee benefits 

and other liabilities 

Superannuation - defined benefit 2,875 1,780 1,026 1,036 

Long service leave 12,236 1,486 2,355 1,486 

Payroll tax 89 57 56 57 

15,200 3,323 3,437 2,579 

(i) Personnel service revenue 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Fees for personnel services provided - - 72,589 57,801 

- - 72,589 57,801 

90 





4 GAIN/(LOSS) ON DISPOSAL OF PROPERTY, PLANT AND EQUIPMENT 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Proceeds from disposal including credit sales 42,965 47,712 - - 

Written down value of assets disposed (40,704) (41,795) - - 

Net gain on disposal of property, plant and equipment 2,261 5,917 - - 

5 OTHER GAINS / (LOSSES) 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Property, plant and equipment 

Bargain purchase gain on acquisition of MTS Group 57,781 - - - 

Revaluation decrement (796,975) (13,272) - (500) 

Impairment (969) (513) - - 

Write offs and asset transfers free of charge (658,068) (230,401) (7) - 

(1,398,231) (244,186) (7) (500) 

Receivables 

Decrease in allowance recognised in net result (Note 

8) (5,790) 1,279 - - 

Write offs (77) (188) - - 

(5,867) 1,091 - - 

Other 

Investment property fair value gains / (losses) (Note 14) (2,823) - - - 

Total (2,823) - - - 

Losses on sale of units (NSW TCorp - short term 

deposits) - (142) - - 

- (142) - - 


(1,406,921) (243,237) (7) (500) 

In 2011-12 the land under the roads revaluation model was reviewed and amended resulting in a revaluation 

decrement of $2.7bn of which $1.9bn was charged to asset revaluation reserve to offset previously recognised 

increments. The residual revaluation decrements of $792m was recognised as a revaluation decrement in the 

Statement of Comprehensive Income. 

The amount of $658m includes the transfer of part of the NSW rural rail network ($327m) to Australian Track Rail 

Corporation for nil consideration and the write down of assets which had reached the end of their technical working 

lives. 

6 CONDITIONS ON CONTRIBUTIONS 

The reporting entity collects taxi operators' accreditation fees and receives grants and contributions whose usage is 

restricted by requirements of the grantors. The reporting entity has complied in full with the externally-imposed 

requirements in the year under review. 


91




7 CASH AND CASH EQUIVALENTS 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Cash at bank and on hand 146,638 101,562 93,856 70,118 

Short-term deposits with NSW TCorp 594,293 917,963 - - 

Public revenue bank account 36,265 29,454 - - 

Security deposits 60,274 57,149 - - 

837,470 1,106,128 93,856 70,118 

For the purposes of the Statement of Cash Flows, cash and cash equivalents include cash at bank, cash on hand, 

and all investments with NSW TCorp. 

Cash and cash equivalent assets recognised in the Statement of Financial Position are reconciled at the end of the 

financial year to the Statement of Cash Flows as follows: 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Cash and cash equivalents (per Statement of Financial 

Position) 837,470 1,106,128 93,856 70,118 

Financial assets at fair value (Note 10) 48,106 - - - 

Closing cash and cash equivalents (per Statement of Cash 

Flows) 885,576 1,106,128 93,856 70,118 

Refer Note 32 for details regarding credit risk, liquidity risk, and market risk arising from financial instruments. 

Credit standby arrangements and loan facilities with NSW TCorp 

Details of credit standby arrangements available to and used by the reporting entity are provided under Financial 

Instruments (Note 32(c)). 

Restricted cash and cash equivalents 

Cash and cash equivalent assets include restricted cash of $104m (2011: $33m) (parent entity: $94m (2011: $33m)) 

which can only be used for specific purposes and are, therefore, not available to fund the ongoing operations of the 

reporting entity. 

8 RECEIVABLES 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Current Receivables 

Sale of goods and services 156,773 64,262 258 14,792 

Retained taxes, fees and fines 4,737 7,757 - - 

Goods and Services Tax recoverable 110,595 102,444 - 9,623 

Prepayments 29,624 25,513 - - 

Income receivable 97,981 122,310 - 97,581 

Other debtors 160,719 27,899 - 2 

Investment income receivable 3,617 3,222 - 2,957 

Finance leases 28,817 604 - - 

592,863 354,011 258 124,955 

Less: Allowance for impairment 10,729 6,143 - 26 

582,134 347,868 258 124,929 

92 





8 RECEIVABLES (cont'd) 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Movement in the allowance for impairment: 

Balance at 1 July 6,143 7,585 26 26 

Transfer of provision on administrative restructure 1,267 - (26) - 

Increase/(Decrease) in allowance recognised in net result 

(Note 5) 5,790 (1,279) - - 

Bad debts written off (2,471) (163) - - 

Balance at 30 June 10,729 6,143 - 26 

Non-current Receivables 

Finance leases 30,820 28,599 - - 

Other receivables 26,058 16,434 - - 

56,878 45,033 - - 

Details regarding credit risk, liquidity risk and market risk, including financial assets that are either past due or 

impaired, are disclosed in Note 32. 

9 INVENTORIES 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Current Inventories 

Materials, spare parts and other stores 59,663 68,147 - - 

Work in progress 1,088 800 - - 

Less: Provision for obsolescence (5,687) (4,996) - - 

55,064 63,951 - - 

Non-current Inventories 

Materials, spare parts and other stores 32,347 28,878 - - 

32,347 28,878 - - 


10 FINANCIAL ASSETS AT FAIR VALUE 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Current 

Financial assets held for trading 

Derivative financial instruments 788 3,743 - - 

Financial assets at fair value through profit or loss 

Tcorp - Hour-Glass investment facilities (note 7) 48,106 - - - 

48,894 3,743 - - 

Non-current 

Financial assets held for trading 

Derivative financial instruments 28 992 - - 

Total 28 992 - - 


93




10 FINANCIAL ASSETS AT FAIR VALUE (cont'd) 

Refer to Note 32 for further information regarding credit risk, liquidity risk, and market risk arising from financial 

instruments. 

Railcorp is the only group entity that uses derivative financial instruments. The activity is carried in accordance with 

Railcorp Treasury Management Policy which establishes a prudential framework covering policies, best practice, 

internal controls and reporting systems for the management of financial risk within Railcorp's operations. The policy 

covers specific areas such as foreign exchange risk, interest rate risks, commodity risk, credit risk, use of derivative 

financial instruments and investment of excess funds. The reporting entity has derivative financial instruments as an 

asset and liability. 

This Policy complies strictly with the internal policies and guidelines within the broad framework of the NSW 

"Treasury Management Policy" (TPP07 7). Accounting for Treasury instruments is in accordance with NSW Treasury 

Accounting Policy, "Accounting for Financial Instruments" (TPP08 1). Treasury instruments approved for the 

management of financial risk are in accordance with the Public Authorities (Financial Arrangements) Act 1987. 

Derivative financial instruments are used to hedge against exposures to foreign currency risk on overseas purchase 

commitments and on commodity price risk on forecast distillate and electricity purchases (where applicable). 

Forward foreign exchange contracts are used to hedge against currency risk on firm commitments for the purchase 

of goods or services from overseas suppliers. These contracts entail a right to receive a fixed amount of foreign 

currency at a specified future date, which is offset by an obligation to pay a fixed amount of domestic currency at that 

time. 

11 NON-CURRENT ASSETS (OR DISPOSAL GROUPS) HELD FOR SALE 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Non-current Assets held for sale 

Land and buildings 49,973 50,941 - - 

Plant and equipment 9,873 1,329 - - 

Infrastructure systems 8,068 - - - 

Buses 406 456 - - 

Total 68,320 52,726 - - 

The assets held for sale relate to property, plant and equipment that have been determined as being surplus to needs. 

In such case sales are expected to be realised within the next reporting period. 

12 OTHER FINANCIAL ASSETS 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Non-current Other financial assets 

Interest free advances to taxi operators (1) 671 585 - 585 

Loan to Sydney Harbour Tunnel Company (2) 111,547 104,431 - - 

Promissory Notes (3) 32,795 16,988 - - 

145,013 122,004 - 585 

Refer to Note 32 for further information regarding credit risk, liquidity risk, and market risk arising from financial 

instruments. 

1 

The reporting entity provides repayable interest-free loans to assist taxi operators (in rural and regional NSW) to 

make taxis wheel-chair accessible. The reporting entity holds bills of sale as security for these advances and has 

recorded its financial interests in the vehicles in the Register of Encumbered Vehicles. 

2 

This loan is considered to be part of the reporting entity's interest in the Sydney Harbour Tunnel and as at 30 June 

2012 has been valued on a net present value (NPV) basis. The loan is due for repayment on 31 December 2022. 

3 

Promissory notes relate to amounts receivable under the Private Sector Road Toll agreement in respect of the M2 

Motorway and Eastern Distributor. The promissory notes are redeemable at the earlier of the achievement of certain 

Internal Rate of Return (IRR) or the end of the respective concession period. The promissory notes are valued on a 

net present value (NPV) basis as at 30 June 2012. 

94 





13 PROPERTY, PLANT AND EQUIPMENT 

Land and 

buildings Road systems 

Infrastructure Systems Plant and Equipment 

Rail 

systems 

Maritime 

systems Total 

Plant and 

equipment 

Finance leased 

buses Rolling stock Buses Ferries Total 

Total Property, 

Plant & 

Equipment 

$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 

Consolidated 

At 1 July 2011 

At cost - - - - - - 529,709 - - - 529,709 529,709 

Accumulated amortisation and 

impairment - - - - - - (49,912) - - - (49,912) (49,912) 

At fair value 3,763,738 79,045,328 38,532,090 - 117,577,418 998,421 - 6,991,749 1,077,163 231,391 9,298,724 130,639,880 

Accumulated depreciation and 

impairment (116,946) (19,799,603) (14,260,346) - (34,059,949) (525,315) - (4,324,386) (512,053) (175,776) (5,537,530) (39,714,425) 

Net carrying amount 3,646,792 59,245,725 24,271,744 - 83,517,469 473,106 479,797 2,667,363 565,110 55,615 4,240,991 91,405,252 

At 30 June 2012 

At cost - - - - - - 584,509 - - - 584,509 584,509 

Accumulated amortisation and 

impairment - - - - - - (75,307) - - - (75,307) (75,307) 

At fair value 3,492,067 81,827,506 38,677,563 1,522,569 122,027,638 990,716 - 7,452,015 1,057,608 240,190 9,740,529 135,260,234 

Accumulated depreciation and 

impairment (144,291) (21,646,606) (14,025,338) (140,283) (35,812,227) (566,093) - (4,513,734) (478,334) (191,975) (5,750,136) (41,706,654) 

Net carrying amount 3,347,776 60,180,900 24,652,225 1,382,286 86,215,411 424,623 509,202 2,938,281 579,274 48,215 4,499,595 94,062,782 



95




13 PROPERTY, PLANT AND EQUIPMENT (cont'd) 

Consolidated - reconciliation 

A reconciliation of the carrying amount of each class of property, plant and equipment at the beginning and end of the current reporting period is set out below. 

Land and 



Rail 

systems 

Maritime 

systems Total 

Plant and 

equipment 


buses 

Rolling 

stock Buses Ferries Total 


Plant & 

Equipment 

$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 

Year ended 30 June 2012 

Net carrying amount at 

beginning of the year 3,646,792 59,245,725 24,271,744 - 83,517,469 473,106 479,797 2,667,363 565,110 55,615 4,240,991 91,405,252 

Additions 553,950 2,597,788 1,255,956 19,737 3,873,481 64,571 54,799 430,575 125,085 8,943 683,973 5,111,404 

Transfers to and from other 

transport entities 1,909 - 4,141 - 4,141 (3,578) - - - - (3,578) 2,472 

Acquisition on business 

combinations - - 4,887 - 4,887 - - - - - - 4,887 

Net revaluation increment less 

revaluation decrements * (877,148) 148,665 343,717 - 492,382 1,898 - 13,210 - - 15,108 (369,658) 

Disposals (2,924) (186,546) (159,600) (7,427) (353,573) (6,154) - - (745) (88) (6,987) (363,484) 

Reclassifications ( refer to 

note below) (54,336) 53,103 (739) (1,048) 51,316 (56,025) - - (70,758) - (126,783) (129,803) 

Depreciation and amortisation 

expense (Note 2(e)) (28,319) (849,936) (744,528) (6,641) (1,601,105) (68,976) (25,394) (172,867) (39,418) (16,255) (322,910) (1,952,334) 

Impairment losses (7,025) (791,309) 6,047 - (785,262) - - - - - - (792,287) 

Transfer to and from other 

non-transport entities (refer to 

note below) 114,877 (36,590) (329,400) 1,377,665 1,011,675 19,781 - - - - 19,781 1,146,333 

Net carrying amount at end of 

year 3,347,776 60,180,900 24,652,225 1,382,286 86,215,411 424,623 509,202 2,938,281 579,274 48,215 4,499,595 94,062,782 

The reclassifications comprise mainly transfer of plant and equipment to intangible assets and new buses put in service. 

The transfer to and from other non-transport entities include mainly the transfer of the property, plant and equipment of the former Maritime 

Services Authority to Roads and Maritime Services on 1 November 2011 (Note 31). 

The revaluation decrement ($369.6m) is included in the statement of comprehensive income under other comprehensive income 

($464.8m). 

96 






Consolidated - reconciliation 

A reconciliation of the carrying amount of each class of property, plant and equipment at the beginning and end of the previous reporting period is set out below. 

Land and 



Rail 

systems 

Maritime 

systems Total 

Plant and 

equipment 


buses Rolling stock Buses Ferries Total 


Plant & 

Equipment 

$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 


Net carrying amount at start of 

year 3,439,893 58,225,145 18,925,562 - 77,150,707 470,707 368,015 2,647,476 465,845 58,115 4,010,158 84,600,758 

Additions 225,356 2,349,963 1,545,169 - 3,895,132 82,596 132,234 205,923 137,042 12,339 570,134 4,690,622 

Transfers to and from owners 

(Note 31) (30,596) 193,780 42,084 - 235,864 - - - - - - 205,268 

Roads and bridges transferred 

to and from local councils 

(Notes 2(f) and 3(g)) - 52,926 - - 52,926 - - - - - - 52,926 

Net revaluation increment less 

revaluation decrements * 96,014 (697,130) 4,609,492 - 3,912,362 (127) - - (2,012) - (2,139) 4,006,237 

Disposals (36,525) (96,346) (120,641) - (216,987) (23,392) - - (746) (1,329) (25,467) (278,979) 

Assets held for sale 4,995 - (5,698) - (5,698) (817) - - (276) - (1,093) (1,796) 

Reclassification and transfers 

to intangible assets(Note 15) (34,669) 34,602 (41,300) - (6,698) 16,320 - - - - 16,320 (25,047) 

Depreciation and amortisation 

expense (Note 2(e)) (17,676) (817,215) (682,924) - (1,500,139) (72,181) (20,452) (186,036) (34,743) (13,510) (326,922) (1,844,737) 

Net carrying amount at end of 

year 3,646,792 59,245,725 24,271,744 - 83,517,469 473,106 479,797 2,667,363 565,110 55,615 4,240,991 91,405,252 

* Net revaluation is recognised in both the net result (Note 5) and the other comprehensive income. 



97





Parent 

Land and 

buildings 

Infrastructure Plant and Equipment 

Rail 

systems Total 

Plant and 

equipment 

Finance 

leased 

buses Total 

Total 

Property, 

Plant & 

Equipment 

$'000 $'000 $'000 $'000 $'000 $'000 $'000 

At 1 July 2011 

At cost - - - - 974,053 974,053 974,053 

Accumulated amortisation and impairment - - - - (92,243) (92,243) (92,243) 

At fair value 59,177 38,398 38,398 5,651 - 5,651 103,226 

Accumulated depreciation and impairment (3,571) - - (3,091) - (3,091) (6,662) 

Net carrying amount 55,606 38,398 38,398 2,560 881,810 884,370 978,374 

At 30 June 2012 

At cost - - - - - - - 

Accumulated amortisation and impairment - - - - - - - 

At fair value - - - - - - - 

Accumulated depreciation and impairment - - - - - - - 

Net carrying amount - - - - - - - 

98 






Parent - reconciliation 

A reconciliation of the carrying amount of each class of property, plant and equipment at the beginning and end of the 

current reporting period is set out below. 

Land and 

buildings 

Infrastructure Plant and Equipment 

Rail 

systems Total 

Plant and 

equipment 

Finance 

leased 

buses Total 

Total 

Property, 

Plant & 

Equipment 

$'000 $'000 $'000 $'000 $'000 $'000 $'000 


Net carrying amount at beginning of the year 55,606 38,398 38,398 2,560 881,810 884,370 978,374 

Additions 414 3,450 3,450 126 41,321 41,447 45,311 

Revaluation decrements - - - - - - - 

Depreciation / amortisation expense (Note2(e)) (3) - - (293) (15,219) (15,512) (15,515) 

Disposals - - - (5) - (5) (5) 

Transfers to and from owners (Note 31) (56,017) (41,848) (41,848) (2,388) (907,912) (910,300) (1,008,165) 

Net carrying amount at end of year - - - - - - - 


Net carrying amount at beginning of the year 199 1,479 1,479 1,694 622,071 623,765 625,443 

Additions 949 36,919 36,919 1,056 297,919 298,975 336,843 

Acquisitions through administrative 

restructures 54,972 - - 517 - 517 55,489 

Net revaluation increment less revaluation 

decrements (500) - - - - - (500) 

Depreciation / amortisation expense(Note2(e)) (14) - - (707) (38,180) (38,887) (38,901) 

Net carrying amount at end of year 55,606 38,398 38,398 2,560 881,810 884,370 978,374 



99




14 INVESTMENT PROPERTY 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Transactions with owners as owners 132,289 - - - 

Net gain / (loss) from fair value adjustment (Note 5) (2,823) - - - 

Closing balance as at 30 June - fair value 129,466 - - - 

Investment properties are valued annually at fair value by an independent, professionally qualified valuer. 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

The following amounts have been recognised in net 

result for the year: 

Rental Income (Note 3(d)) 8,731 - - - 

Direct operating expenses arising from investment 

properties that generated rental income (Note 2(c)) 1,742 - - - 

Direct operating expenses that did not generate rental 

income - - - - 

15 INTANGIBLE ASSETS 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Intangible assets - computer systems 

Cost (gross carrying amount) 797,294 585,993 - 34,901 

Accumulated amortisation and impairment (244,352) (275,567) - (16,963) 

Net carrying amount at fair value 552,942 310,426 - 17,938 

Net carrying amount at beginning of the year 310,426 214,792 17,938 10,733 

Additions 230,504 115,639 1,815 9,642 

Reclassifications from plant and equipment (Note 13) 58,477 25,047 - - 

Amortisation expense (Note 2(e)) (41,921) (41,877) (720) (2,437) 

Acquisitions through administrative restructure 860 - (19,033) - 

Disposals and write offs (5,404) (3,175) - - 

Net carrying amount at end of year 552,942 310,426 - 17,938 

100 





16 OTHER ASSETS 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Non-current Other Assets 

Right to receive privately financed transport infrastructure 

(see below for movements) 858,880 733,439 - 32,707 

Milestone advances under rollingstock Public Private 

Partnerships (PPP) contract 29,872 34,487 - - 

888,752 767,926 - 32,707 

Movement in right to receive privately financed 

transport infrastructure 

Net carrying amount at beginning of the year 733,439 590,990 32,707 32,707 

Period increment - emerging right to receive (Note 3(e)) 158,146 142,449 1,285 - 

Transactions with owners as owners - transfer to TfNSW - - (33,992) - 

Revaluation decrement (32,705) - - - 

Net carrying amount at end of year 858,880 733,439 - 32,707 

17 DEFERRED TAX ASSET 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Non-current Deferred tax asset 

Deferred tax asset(Note 1(m)) 97,417 74,579 - - 

97,417 74,579 - - 

18 PAYABLES 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 


Current payables 

Accrued salaries, wages and on-costs 66,418 66,517 601 3,587 

Trade Creditors 414,799 282,834 88,625 4,601 

Interest 22,330 40,641 - - 

Accruals 1,171,905 941,626 169 150,214 

Other creditors 49,474 63,391 - - 

1,724,926 1,395,009 89,395 158,402 

Details regarding credit risk, liquidity risk and market risk, including a maturity analysis of the above payables, are 

disclosed in Note 32. 


101




19 BORROWINGS 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Current Borrowings 

Secured 

NSW Treasury advances repayable 2,011 1,898 - - 

NSW TCorp borrowings 88,184 510,854 - - 

NSW TCorp - Come and Go Facility 38,250 138,148 - - 

Finance leases (Note 25) 114,656 61,392 - 44,942 

Other loans and deposits 491 396 - - 

243,592 712,688 - 44,942 

Non-current Borrowings 

Secured 

NSW Treasury advances repayable 6,337 8,348 - - 

NSW TCorp borrowings 1,081,420 968,242 - - 

Finance leases (Note 25) 1,496,079 1,299,025 - 836,869 

Other loans and deposits 371 832 - - 

2,584,207 2,276,447 - 836,869 

Repayment of Borrowings 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Not later than one year 243,592 712,688 - 44,942 

Between one and five years 1,169,511 1,093,342 - 214,569 

Later than five years 1,414,696 1,183,105 - 622,300 

Total borrowings at amortised cost 2,827,799 2,989,135 - 881,811 

Details regarding credit risk, liquidity risk and market risk, including a maturity analysis of the above payables, are 

disclosed in Note 32. 

102 





20 EMPLOYEE BENEFITS 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Current Employee benefits 

Recreation leave 290,062 286,001 3,724 5,648 

Long service leave 407,731 534,524 - - 

Workers compensation insurance 24,850 24,162 107 105 

Payroll tax 4,212 3,458 553 689 

Fringe benefits tax 131 66 45 36 

Public holidays 24,175 21,696 - - 

Superannuation 21,854 11,154 290 118 

Severance payments/redundancies 104,070 127 - - 

877,085 881,188 4,719 6,596 

Non-current Employee benefits 

Recreation leave 1,334 - - - 

Long service leave 292,085 47,777 - - 

Payroll tax 703 1 - - 

Workers compensation insurance 117,174 111,856 - - 

Superannuation 1,991,538 1,028,969 - - 

2,402,834 1,188,603 - - 

Defined-benefit superannuation overview 

Employer contributions are made to three defined-benefit superannuation schemes administered by the SAS Trustee 

Corporation (STC): The State Authorities Superannuation Scheme (SASS), the State Authorities Non-Contributory 

Superannuation Scheme (SANCSS) and the State Superannuation Scheme (SSS), which together form the Pooled 

Fund. Each scheme is closed to new members and its investments are held in trust by the Pooled Fund. At least a 

component of the final benefit is derived from a multiple of members' salary and years of membership. All Fund 

assets are invested by SAS Trustee Corporation at arm’s length through independent fund managers. 


An under funded scheme is recognised as a provision and an overfunded scheme is recognised as an asset. Details 

of both provisions and assets are given below. 

! Recognised liability or asset at reporting date comprised the following: 

Minor 

Year ended 30 June 2012 SASS SANCSS SSS superannuation Total 

$'000 $'000 $'000 $'000 $'000 

Under funded schemes 

Accrued liability 2,663,002 305,254 1,545,199 - 4,513,455 

Estimated reserve account balance (1,736,408) (192,740) (573,511) - (2,502,659) 

Under funded schemes at the end of the 

year 926,594 112,514 971,688 - 2,010,796 

Future service liability 170,771 86,753 36,368 - 293,892 

The superannuation liabilities of $2.013bn comprises superannuation defined benefits liabilities of $2.011bn (see 

table above) and superannuation defined contribution liabilities of approximately $3m. 


103




20 EMPLOYEE BENEFITS (cont'd) 

Year ended 30 June 2011 SASS SANCSS SSS 

Minor 

superannuation Total 

$'000 $'000 $'000 $'000 $'000 

Under funded schemes 

Accrued liability 2,343,515 274,856 1,075,429 226 3,694,026 

Estimated reserve account balance (1,859,529) (219,281) (575,093) - (2,653,903) 

Under funded schemes at the end of the 

year 483,986 55,575 500,336 226 1,040,123 

Future service liability (166,801) (85,451) (30,861) - (283,113) 

The Future Service Liability (FSL) does not have to be recognised by an employer. It is only used to determine if an 

asset ceiling limit should be imposed. Any prepaid superannuation asset recognised cannot exceed the total of any 

unrecognised past service cost and the present value of any economic benefits that may be available in the form of 

refunds from the plan or reductions in future contributions to the plan. Where the “surplus in excess of recovery” is 

zero, no asset ceiling limit is imposed. 

! Number of members in superannuation schemes 

Year ended 30 June 2012 SASS SANCSS SSS Total 

No. No. No. No. 

Contributors 5,794 6,234 439 12,467 

Deferred benefits - - 54 54 

Pensioners 529 - 1,172 1,701 

Pensions fully commuted - - 507 507 

6,323 6,234 2,172 14,729 


No. No. No. No. 

Contributors 6,197 6,655 458 13,310 

Deferred benefits - - 60 60 

Pensioners 441 - 1,111 1,552 

Pensions fully commuted - - 507 507 

6,638 6,655 2,136 15,429 

104 






! Reconciliation of the present value of the defined benefit obligation 


$'000 $'000 $'000 $'000 

Present value of defined benefit obligations at the beginning 

of the year 2,360,997 278,682 1,134,248 3,773,927 

Current service costs 35,293 12,083 5,151 52,527 

Interest cost 119,298 13,911 58,717 191,926 

Contributions by Fund participants 25,708 - 6,962 32,670 

Actuarial losses / (gains) 327,053 36,444 397,582 761,079 

Benefits paid (205,347) (35,866) (57,461) (298,674) 

Present value of defined benefit obligations at the end of 

the year 2,663,002 305,254 1,545,199 4,513,455 


$'000 $'000 $'000 $'000 

Fair value of Fund assets at the beginning of the year 1,877,314 223,488 617,004 2,717,806 

Expected return on Fund assets 153,666 18,126 51,229 223,021 

Actuarial gains / (losses) (137,068) (18,045) (45,950) (201,063) 

Employer contributions 22,137 5,037 1,727 28,901 


Benefits paid (205,347) (35,866) (57,461) (298,674) 

Fair value of Fund assets at the end of the year 1,736,408 192,740 573,511 2,502,659 


$'000 $'000 $'000 $'000 


Present value of defined benefit obligations at the beginning 

of the year 2,279,466 267,508 1,059,710 3,606,684 


Interest cost 113,312 13,135 53,806 180,253 

Contributions by fund participants 25,439 - 6,888 32,327 

Actuarial gains / (losses) 38,349 (5,861) (6,223) 26,265 

Benefits paid (150,129) (11,806) (44,167) (206,102) 

Present value of defined benefit obligations at the end of 

the year 2,343,515 274,856 1,075,429 3,693,800 


$'000 $'000 $'000 $'000 

Fair value of Fund assets at the beginning of the year 1,818,810 208,893 566,067 2,593,770 

Expected return on fund assets 149,517 17,013 47,099 213,629 

Actuarial gains / (losses) (203) 149 (1,391) (1,445) 

Employer contributions 16,095 5,032 597 21,724 


Benefits paid (150,129) (11,806) (44,167) (206,102) 



105





! Reconciliation of the assets and liabilities recognised in the Statement of Financial Position 


$'000 $'000 $'000 $'000 

Fair value of partly funded defined benefit obligations at the 

end of year 2,663,002 305,254 1,545,199 4,513,455 

Fair value of Fund assets at the end of the year (1,736,408) (192,740) (573,511) (2,502,659) 

Net Liability recognised in the Statement of Financial 

Position at end of year 926,594 112,514 971,688 2,010,796 


$'000 $'000 $'000 $'000 

Fair value of partly funded defined benefit obligations at the 

end of year (2,343,515) (274,856) (1,075,429) (3,693,800) 


Net Liability recognised in Statement of Financial 

Position at end of year (483,986) (55,575) (500,336) (1,039,897) 

! Expense recognised in the Statement of Comprehensive Income 


$'000 $'000 $'000 $'000 

Components recognised as expenses 


Interest cost 119,298 13,911 58,717 191,926 

Expected return on Fund assets (net expenses) (153,666) (18,121) (51,229) (223,016) 

Superannuation expense for the year 925 7,873 12,639 21,437 


$'000 $'000 $'000 $'000 


Interest cost 113,312 13,135 53,806 180,253 

Expected return on Fund assets (net expenses) (149,517) (17,013) (47,099) (213,629) 

Superannuation expense for the year 873 8,002 12,122 20,997 

The superannuation expense of $16m (2011: $17m) in Note 2(a) comprises the expense of $21m (2011: $21m) as 

per this table, the parent entity's superannuation expense of $3m (2011: $1m) assumed by the Crown less capitalised 

superannuation of approximately $8m (2011: $5m). 

! Amount recognised in Other Comprehensive Income 


$'000 $'000 $'000 $'000 

Actuarial losses / (gains) recognised in the year 464,121 54,490 443,531 962,142 


$'000 $'000 $'000 $'000 

Actuarial (gains) / losses recognised in year 38,551 (6,009) (4,865) 27,677 

106 






! Fund Assets 

2012 2011 

% % 

Australian equities 28 33 

Overseas equities 24 30 

Australian fixed interest securities 5 6 

Overseas fixed interest securities 2 3 

Property 9 10 

Cash 19 5 

Other 13 13 

100 100 

! Fair value of Fund Assets 

All Fund assets are invested by SAS Trustee Corporation (STC) at arm’s length through independent fund managers. 

! Expected rate of return on assets 

The expected return on assets assumption is determined by weighting the expected long-term return for each asset 

class by the target allocation of assets to each class. The returns used for each class are net of investment tax and 

investment fees. 


$'000 $'000 $'000 $'000 

Actual return on Fund assets 956 72 77 1,105 

956 72 77 1,105 


$'000 $'000 $'000 $'000 


Actual return on Fund assets 151,698 17,161 46,881 215,740 

151,698 17,161 46,881 215,740 

! Valuation method and principal actuarial assumptions at the Statement of Financial Position date 

(a) Valuation method 

The Project Unit Credit (PUC) valuation method was used to determine the present value of the defined benefit 

obligations and the related current service costs. This method sees each period of service as giving rise to an 

additional unit of benefit entitlement and measures each unit separately to build up the final obligation. 

(b) Economic assumptions 

2012 2011 

% p.a. % p.a. 

Salary increase rate (excluding promotional increases) 2.5 3.5 

Rate of CPI increase 2.5 2.5 

Expected rate of return on assets 8.6 8.6 

Discount rate 3.1 5.3 

(c) Demographic assumptions 

The demographic assumptions at 30 June 2012 are those that were used in the 2009 triennial actuarial valuation. 

The triennial review report is available from the NSW Treasury website. 


107





! Funding arrangements for employer contributions 

(a) Deficit 

The following is a summary of the financial position of the Fund calculated in accordance with AASB 25. 


$'000 $'000 $'000 $'000 

Accrued benefits 2,135,184 257,202 847,217 3,239,603 

Net market value of Fund assets (1,757,555) (194,169) (577,056) (2,528,780) 

Net deficit / (surplus) 377,629 63,033 270,161 710,823 


$'000 $'000 $'000 $'000 

Accrued benefits 2,094,096 249,547 772,168 3,115,811 

Net market value of Fund assets (1,859,529) (219,281) (575,093) (2,653,903) 

Net deficit 234,567 30,266 197,075 461,908 

(b) 

Contributions recommendations 


% p.a. % p.a. % p.a. 

Recommended contributions rates for the reporting entity were: 9 9 9 

9 9 9 


% p.a. %p.a. %p.a. 

Recommended contributions rates for the reporting entity were: 9 9 9 

9 9 9 

(c) Funding method 

The method used to determine the employer contribution recommendations at the last actuarial review was the 

Aggregate Funding method, the employer contribution rate is determined so that sufficient assets will be available to 

meet benefit payments to existing members, taking into account the current value of assets and future contributions. 

(d) Economic assumptions 

2012 2011 

% p.a. % p.a. 

Weighted average assumptions adopted for the last actuarial review 

Expected rate of return on Fund assets backing current pension liabilities 8.3 8.3 

Expected rate of return on Fund assets backing other liabilities 7.3 7.3 

Expected salary increase rate 4.0 4.0 

Expected rate of CPI increase 2.5 2.5 

! Nature of asset / liability 

If a surplus exists in the employer’s interest in the Fund, the employer may be able to take advantage of it in the form 

of a reduction in the required contribution rate, depending on the advice of the Fund’s actuary. 

Where a deficiency exists, the employer is responsible for any difference between the employer’s share of fund 

assets and the defined benefit obligations. 

108 





21 OTHER PROVISIONS 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Current Other provisions 

Airport Line asset replacement 1,340 719 - - 

Ballast disposal 5,684 14,562 - - 


Land tax and related charges - 511 - - 

Lease make good costs 5,356 3,522 - - 

Legal and related claims 10,544 12,660 - - 

Property reimbursement claims 30 600 - - 

Marine damage claims 2 23 - - 

Marine hull damage 46 214 - - 

Public liability claims 7,350 4,751 - - 

Quarry restoration 1,717 - - - 

Other 10,619 7,962 - - 

54,655 60,655 - - 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Non-current other provisions 

Airport Line asset replacement 8,128 7,955 - - 

Ballast disposal 12,522 - - - 


Lease make good costs 13,815 12,646 - - 

Marine damage claims 2 23 - - 

Marine hull damage 12 54 - - 

Public liability claims 92 4,052 - - 

Other 3,763 4,234 - - 

91,767 78,171 - - 

Movements in other provisions 


Movements in each class of provision during the financial year, other than employee benefits are set out below: 

Consolidated 

Airport Line 

asset 

replacement 

Ballast 

disposal 

Land and 

buildings 

remediation 

Legal and 

related 

claims 

Lease make 

good Others Total 

$'000 $'000 $'000 $'000 $'000 $'000 $'000 

2012 

Carrying amount at the 

beginning of year 8,674 14,562 64,338 12,660 16,915 21,677 138,826 

Increase in provisions - 8,325 6,665 6,546 2,462 7,639 31,637 

Amounts used (272) (3,194) (6,342) (6,709) - (5,917) (22,434) 

Unused amounts reversed - (748) - (1,952) - (789) (3,489) 

Interest expense (refer to note 

below) 1,067 (739) 739 - (206) 1,022 1,883 

Carrying amount at end of 

financial year 9,469 18,206 65,400 10,545 19,171 23,632 146,423 

The interest expense ($6.5m) in finance costs (Note 2(g)) comprises interest expense on the above provisions ($1.9m) and 

on workers' compensation provision ($4.6m). 


109




21 OTHER PROVISIONS (cont'd) 

Airport Line asset replacement 

The provision $9m (2010-11 $9m) recognises the reporting entity's contractual obligation to fund the replacement of 

major track and tunnel assets of the Airport Line by the line's maintenance contractor during the term of the 

contractor to 2030. Any unused balance of the provision remaining in 2030 will be shared equally with the 

maintenance contractor. 

The liability at year end is the unused portion of the contractually specified maximum amount to be provided. The 

quantum and timing of payments are inherently uncertain as they are based on unpredictable future claims by the 

maintenance contractor. The provision has been discounted to a present value that reflects the time value of money. 

Ballast disposal 

The provision $18m (2010-11 $15m) recognises the reporting entity's legal obligation in relation to the disposal of 

non recyclable landfill and materials arising from ballast recycling operations. 

The liability was assessed at 30 April 2012 by management after investigation of stockpiles at the Chullora site. The 

liability is inherently uncertain due to the quantum and timing of future disposals. 

Land and buildings remediation 

The provision $65m (2010-11 $64m) comprises remediation of asbestos $32m (2010-11 $32m) and of contaminated 

land $33m (2010-11 $32m). In response to the identification of asbestos contamination in a railway station in March 

2006, the reporting entity initiated during 2005 / 06 a program of hazardous materials surveys to identify the full 

extent of contamination and remedial action required in stations. During 2006 / 07 the program was extended to 

encompass other hazardous materials and operational buildings including signal boxes, depots and maintenance 

centres as well as rolling stock. 

RailCorp will undertake incident management and remediation funded by this provision out to 30 June 2017. 

Legal claims 

This provision recognises claims against the reporting entity arising from prosecutions or fines in relation to 

legislative or contractual breaches or other matters. The liability at year end was assessed by management by 

reviewing individual claims. The liability is inherently uncertain due to disputes over the existence or quantum of 

individual claims. 

Others 

Others include provisions for various items such as public liability, income tax provision etc. The liability at period 

end was assessed by management and is inherently uncertain due to disputes over the existence or quantum of 

individual claims. 

22 OTHER LIABILITIES 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Current Other liabilities 

Liability to Consolidated Fund (Note 3 (a) and b)) 2,270 2,784 - 2,784 

Statutory creditors 20,845 17,788 - - 

Sydney Harbour Tunnel tax liabilities 1,919 1,876 - - 

Holding accounts 99,428 90,748 - - 

Lease incentive 1,886 2,297 - - 

Deferred revenue - Private sector provided infrastructure 

reimbursement 12,179 12,179 - - 

Income received in advance 72,945 38,680 - - 

211,472 166,352 - 2,784 

110 





22 OTHER LIABILITIES (cont'd) 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Non-current Other liabilities 

Sydney Harbour Tunnel tax liabilities 23,688 23,018 - - 

Deferred revenue - Private sector provided infrastructure 

reimbursement 283,756 295,935 - - 

Unearned rent on M4 and M5 motorways 6,898 7,578 - - 

Income received in advance 238,995 15,281 - - 

Other 45 45 - 45 

553,382 341,857 - 45 

23 FINANCIAL LIABILITIES AT FAIR VALUE 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Current derivative financial instruments 

Derivative financial instruments 13,811 14,209 - - 

13,811 14,209 - - 

Non-current derivative financial instruments 

Derivative financial instruments 2,355 2,389 - - 

2,355 2,389 - - 

Refer to note 10 above. 

24 DEFERRED TAX LIABILITY 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 


Non-current deferred tax liability 

Deferred tax liability (Note 1(m)) 67,792 64,002 - - 

67,792 64,002 - - 

25 COMMITMENTS FOR EXPENDITURE 

(a) Capital Commitments 

Aggregate capital expenditure for the acquisition of property, plant and equipment contracted for at reporting date and 

not provided for: 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Not later than one year 1,609,060 3,013,773 - 1,754 

Later than one year and not later than five years 1,898,094 2,904,420 - - 

Later than five years - 85,653 - - 

Total (including GST) 3,507,154 6,003,846 - 1,754 


111




25 COMMITMENTS FOR EXPENDITURE (cont'd) 

(b) Operating Lease Commitments 

Future non-cancellable operating lease rentals not provided for and payable 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 


Later than one year and not later than five years 219,626 298,165 - 27,411 

Later than five years 59,829 136,953 - - 

Total (including GST) 434,796 625,345 - 38,104 

Operating leases include office accommodation and plant and equipment. 

Input tax on all commitments estimated at $358m (2011: $602m) (parent entity: $Nil (2011: $3m)) will be recouped 

from the Australian Taxation Office. 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

(c) Finance Lease Commitments 

Minimum lease payment commitments in relation to finance leases payable as follows: 



Later than five years 2,212,459 1,695,402 - 812,250 

Minimum lease payments 3,066,131 2,471,755 - 1,337,146 

Less: future finance charges 1,455,396 1,111,338 - 455,335 

Present value of minimum lease payments 1,610,735 1,360,417 - 881,811 

The present value of finance lease commitments is as follows: 



Later than five years 1,099,177 953,241 - 622,299 

1,610,735 1,360,417 - 881,811 

Classified as: 

Current borrowings(Note 19) 114,656 61,392 - 44,942 

Non-current borrowings (Note 19) 1,496,079 1,299,025 - 836,869 

1,610,735 1,360,417 - 881,811 

(d) Other Public and Private Partnerships contract commitments 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Not later than one year 107,018 20,388 - - 

Later than one year and not later than five years 843,161 823,911 - - 

Later than five years 7,372,332 8,106,135 - - 

Total (including GST) 8,322,511 8,950,434 - - 

112 





26 CONTINGENT LIABILITIES AND CONTINGENT ASSETS 

The parent entity had no contingent liabilities as at 30 June 2012 (2010-11 nil). The reporting entity had contingent 

liabilities and contingent assets at 30 June 2012 in respect of: 

(i) Public Private Partnership arrangements 

Rail Corporation has certain obligations under the contract for the Rollingstock Public Private Partnership (PPP) and 

the NSW Government guarantees the performance of those obligations. However, there is no expectation that those 

guarantees will ever be exercised. 

The Roads and Maritime Services has certain obligations under contracts with private sector parties with the 

performance of these obligations guaranteed by the NSW Government. The current guarantees outstanding are for 

the Sydney Harbour Tunnel, the M2 Motorway, the Eastern Distributor, the Cross City Tunnel, the Western Sydney 

Orbital and the Lane Cove Tunnel. There is no reason to believe that these guarantees are ever to be exercised. 

(ii) Court actions 

The 2010-11 consolidated financial statements reported that the Public Transport Ticketing Corporation and the 

contractor of the former Tcard project were involved in a court case. In February 2012 the matter was settled out of 

court. Under the settlement terms the Corporation retained previously recovered amounts ($27m)and received an 

additional cash payment ($5m). All pending court cases were discontinued. 

(iii) Others 

The Roads and Maritime Services has a number of contractual and compulsory property acquisition disputes with an 

estimated contingent liability of $87m (2010-11 $109m). 

Rail Corporation, by virtue of its operations, has a range of possible contamination in land and buildings. Rail 

Corporation is engaged in an ongoing process of identifying necessary remediation of land and buildings the final 

amount of which is contingent on further investigation and cannot be accurately calculated at the date of preparation 

of these financial statements. Rail Corporation has provided for land and buildings remediation where there is a legal 

or constructive obligation to undertake remediation and the cost of which can be reliably estimated. 

In addition there are various claims for contractual damages occurring through the ordinary course of business 

existed at balance date. The existence or quantum of each claim is usually disputed and the outcome cannot be 

measured reliably. 

(iv) Guarantees and performance bonds 


At reporting date the reporting entity holds guarantees and performance bonds totalling $95m (2010-11 $159m). 

(v) Sydney Metro projects 

At the time of the Government 's decision to stop work on its metro projects, Sydney Metro had initiated a structured 

property acquisition programme for Metro Network Stage 1. Whilst seven properties had been acquired, a number of 

other properties and associated leaseholds had reached varying stages of acquisition at the time of Sydney Metro 

ceasing negotiations. As part of its February 2010 decision, the NSW Premier announced that, in cases where the 

acquisition of properties was not completed, the NSW Government would put processes in place to assist property 

owners and tenants who had incurred legal, valuation and other costs relating to property acquisition. 

A detailed assessment process was approved by the NSW Government to assess cost reimbursement claims from 

affected parties, applying assessment principles consistent with the Land Acquisition (Just Terms Compensation) 

Act. As at 30 June 2012, 81 claims totalling $12.74m had been finalised. A provision of $0.03m to cover a further 

claim that has certainty about the settlement amount has been included in Sydney Metro's financial statements 

(2011: $.6m). In addition to these items, Sydney Metro has received a further 2 claims for which no provision has 

been made since the amounts that may become payable cannot be estimated reliably. These claims are expected to 

be resolved during the next reporting period. 

Whilst a significant number of affected parties have already lodged claims, under the relevant legislation remaining 

directly affected property and leasehold owners have up to 3 years from the rescission of the acquisition notice to 

lodge a claim. 


113




27 BUDGET REVIEW OF THE PARENT ENTITY AND TRANSPORT FOR NEW SOUTH WALES 

The budget review is for the Department of Transport, Transport for New South Wales and Transport Service of New South Wales as the 

financial performance of these entities is aggregated for Treasury reporting purposes. The aggregated financial performance of these 

entities is shown in Note 31. 

Net result 

The actual net result for the 12 months ended 30 June 2012 was $277.9m compared to the budget of $216.3m, an 

under spending of $61.6m mainly due to higher revenue partly offset by the increase in the costs of operating 

Transport for NSW. The result was significantly impacted by the administrative restructure which included the 

transfer of a number of functions to Transport for NSW from the various transport operating agencies. 

Employee related expenses and other operating expenses were in total $131.6m higher than budget due to the 

transfer of certain functions to Transport for NSW from various transport operating agencies. 

Grants and subsidies were $282.3m lower than budget. This was mainly due to lower than expected 

Commonwealth funding for Roads and Maritime Services and the transfer of Sydney Light Rail Extension expenditure 

to capital. 

Other expenses were $307.6m higher than budget mainly due to expenditure incurred in relation to infrastructure 

projects including North West Rail Link, South West Rail Link and other rail projects. 

Sale of goods and services revenue was $309.9m higher than budget mainly due to recoupment from RailCorp for 

expenditure related to infrastructure projects including North West Rail Link, South West Rail Link and other rail 

projets. 

Recurrent appropriations were $333.4m lower than budget. This was mainly due to the lower than expected 

Commonwealth funding for Roads and Martime Services and the transfer of Sydney Light Rail Exention expenditure 

to capital. 

Capital appropriations were $48.9m higher than budget mainly due to the transfer of Sydney Light Rail Extension 

expenditure to capital. 

Assets and liabilities 

The main variations in the Statement of Financial Position are set out below: 

Total Assets were higher than budget by $758.3m mainly due to the transfer of assets including cash, work in 

progress and properties to Transport for NSW from other transport entities including Transport Construction Authority 

and the Public Transport Ticketing Corporation. 

Total Liabilities were higher than the budget by $545.9m mainly due to the transfer of liabilities in particular 

borrowings to Transport for NSW from other transport entities uncluding the Transport onstruction Authority and the 

Public Transport Ticketing Corporation. 

Cash flows 

The closing cash balance was $260.8m higher than budget. This was mainly due to administrative restructures 

involving a number of transport entities. 

A variation was also evidenced in total payments of $161.4m which was mainly due to higher grants and subsidies 

($91.4m) and other payments ($73.4m). 

There was also a variation in total receipts of $197.7m which was mainly due to an increase in revenue from sales of 

goods and services ($477.1m), which was partly offset by a decrease in the recurrent and capital appropriation 

($284.4m). 

114 





28 RECONCILIATION OF CASH FLOWS FROM OPERATING ACTIVITIES TO NET RESULT 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Net cash inflows from operating activities 4,976,674 4,043,061 86,901 137,720 

Depreciation and amortisation (1,994,255) (1,886,614) (16,235) (41,339) 

Non-cash revenue and expenses 270,792 196,584 1,285 (330) 

Derecognition, impairment and write off assets (658,068) (234,600) - - 

Revaluation decrement of assets (799,798) (13,272) - (500) 

(Decrease) / increase in receivables, inventories and other 

assets 405,469 (104,132) 912 92,812 

Increase / (decrease) in creditors and provisions (615,812) 61,015 (45,834) (133,353) 

Net result 1,585,002 2,062,042 27,029 55,010 

29 NON-CASH FINANCING AND INVESTING ACTIVITIES 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Non-cash investing activities 

Acquisition of assets free of charge (transactions with 

owners as owners) 1,332,612 205,266 (1,008,165) 55,959 

Plant and equipment acquired by finance lease 397,784 111,782 41,321 259,739 

Roads transferred from councils 2,027 98,305 - - 

Roads transferred to councils (25,066) (45,379) - - 

Value of emerging interests in Private Sector Provided 

Infrastructure 161,949 142,449 1,285 - 

Non-cash financing activities 

Financial lease liabilities in respect of the acquisition of 

property, plant and equipment (397,784) (111,782) (907,912) (259,739) 

Employee entitlements and liabilities assumed by the Crown 

Entity (8,109) (3,323) (3,437) (2,579) 

Borrowings transferred from a non-transport entity (47,706) - - - 

1,415,707 397,318 (1,876,908) 53,380 


30 ADMINISTERED ASSETS AND LIABILITIES 

Consolidated 

Parent 

2012 2011 2012 2011 

$'000 $'000 $'000 $'000 

Administered Assets 

Cash 26,643 20,930 - 330 

Total Administered Assets 26,643 20,930 - 330 

Administered Liabilities 

Payables 305,707 315,803 - 330 

Total Administered Liabilities 305,707 315,803 - 330 


115




31 ADMINISTRATIVE RESTRUCTURE 

On 1 November 2011 the Department of Transport (the parent entity) transferred its functions, roles, assets and 

liabilities at fair value to Transport for NSW (Note 1(a)). At the same time Transport Service of New South Wales 

was established to provide personnel services to Transport for NSW. 

The tables below provide an overview of the aggregated financial position of the Department of Transport (the parent 

entity), Transport for NSW and Transport Service of New South Wales. Transactions between the entities have been 

eliminated for the purpose of these tables. 

Aggregated Statement of Comprehensive Income for the above entities showing actuals and budget for the 

year ended 30 June 2012: 

DoT/TfNSW/ 

TS Actual Budget 

2012 2012 

$'000 $'000 



Employee related expenses 237,941 201,967 

Other operating expenses 150,702 55,082 

Maintenance 1,271 - 

Depreciation and amortisation 50,913 52,453 

Grants and subsidies 7,933,077 8,215,430 

Finance costs 64,896 66,063 

Other expenses 1,511,077 1,203,441 

Total expenses excluding losses 9,949,877 9,794,436 

Less: 

Revenue 

Recurrent appropriations 9,378,797 9,712,165 

Capital appropriations 267,543 218,595 

Sale of goods and services 330,706 20,740 

Investment revenue 10,726 5,736 

Retained taxes, fees and fines 2,165 2,042 

Grants and contributions 65,932 45,406 

Acceptance by the Crown Entity of employee benefits and other liabilities 8,110 2,390 

Personnel service revenue 159,992 - 

Other revenue 3,804 3,696 

Total Revenue 10,227,775 10,010,770 

Gain / (loss) on disposal (7) - 

Net result 277,891 216,334 

DOT = Department of Transport 

TfNSW = Transport for NSW 

TS = Transport Service of New South Wales 

116 





31 ADMINISTRATIVE RESTRUCTURE (cont'd) 

Aggregated Statement of Financial Position for the above entities showing actuals and budget as at 30 June 

2012 

ASSETS 

DoT/TNSW/ 

TS Actual 

2012 

$'000 

Budget 

2012 

$'000 


Cash and cash equivalents 329,109 68,350 

Receivables 354,370 83,757 

Non-current assets held for sale 9,285 - 

Total current assets 692,764 152,107 


Other financial assets 21,076 365 

Property plant and equipment 1,335,794 1,295,684 

Intangible assets 171,341 14,624 

Other assets 36,511 36,402 

Total non-current assets 1,564,722 1,347,075 

Total assets 2,257,486 1,499,182 

LIABILITIES 


Payables 413,442 122,184 

Borrowings 171,693 30,000 

Employee benefits 15,641 4,294 

Other 2,270 - 

Total current liabilities 603,046 156,478 


Borrowings 1,050,648 951,312 

Other 45 45 

Total non-current liabilities 1,050,693 951,357 

Total liabilities 1,653,739 1,107,835 

Net assets 603,747 391,347 


EQUITY 

Acumulated funds 603,747 391,347 

Total equity 603,747 391,347 


117





Aggregated Statement of Cash Flows for the above entities showing actuals and budget as at 30 June 2012 

Cash flows from operating activities 

DoT/TNSW/ 

TS Actual 

2012 

$'000 

Budget 

2012 

$'000 

Payments 

Employee related/Personnel service expenses (217,339) (203,834) 

Grants and subsidies (8,286,130) (8,194,745) 

Finance costs (64,888) (66,063) 

Bus payments (1,205,999) (1,221,715) 

Other (253,461) (180,086) 

Total Payments (10,027,817) (9,866,443) 

Receipts 

Recurrent appropriation 9,378,797 9,712,165 

Capital appropriation 267,543 218,595 

Cash transfers to the Consolidated Fund (514) (2,784) 

Sales of goods and services/Personnel services 625,294 148,220 

Grants and contributions 49,010 47,458 

Retained taxes, fees and fines 2,165 2,101 

Interest received 7,023 5,867 

Total Receipts 10,329,318 10,131,622 

Net cash inflows from operating activities 301,501 265,179 

Cash flows from investing activities 

Purchases of land and buildings, plant and equipment and infrastructure systems (247,067) (218,595) 

Purchase of finance leased assets (48,003) (48,352) 

Advances made (472) - 

Purchases of investments (20,004) - 

Net cash outflows from investing activities (315,546) (266,947) 

Net (decrease)/increase in cash (14,045) (1,768) 

Opening cash and cash equivalents 70,118 70,118 

Cash transfer in through administrative restructure 273,036 - 

Closing cash balance 329,109 68,350 

118 






As disclosed in Note 1 (a) above the Roads and Maritime Services took over the functions, roles, assets and liabilities 

of the former Roads and Traffic Authority and the Maritime Services Authority. Details of the assets and liabilities 

transferred (under this administrative restructure) are provided in the table below. 

Consolidated 

Parent 

2012 2011 2012 2011 

Transfer in 

$'000 

Transfer in 

$'000 

Transfer out 

$'000 

Transfer in 

$'000 

Assets 


Cash and cash equivalents 57,398 - 42,125 - 

Trade and other receivables 32,652 - 125,662 470 

Inventories 155 - - - 

Financial assets at fair value through profit or loss 43,239 - - - 

Total current assets 133,444 - 167,787 470 


Trade and other receivables 6,552 - 557 - 

Property, plant and equipment 1,510,171 205,268 1,008,322 55,489 

Investment property 132,289 - - - 

Intangible assets 860 - 18,876 - 

Other assets - - 33,992 - 

Total non-current assets 1,649,872 205,268 1,061,747 55,489 

Total assets 1,783,316 205,268 1,229,534 55,959 

Liabilities 


Trade and other payables 49,095 - 119,535 - 

Interest bearing borrowings 22,576 - 47,704 - 

Provisions 20,414 - - - 

Total current liabilities 92,085 - 167,239 - 


Trade and other payables 243,000 - 45 - 

Interest bearing borrowings 25,130 - 860,208 - 

Provisions 3,283 - - - 

Total non-current liabilities 271,413 - 860,253 - 


Total liabilities 363,498 - 1,027,492 - 

Net assets transferred to the Transport Group 1,419,818 205,268 202,042 55,959 

Transfers in 2012 comprise mainly transfers of net assets from the former Maritime Services Authority of NSW 

($1.4bn) and sundry transfers ($3.6m). Parent transfers out in 2012 comprise mainly transfer of net assets from 

Department of Transport to Transport for NSW. 


119




32 FINANCIAL INSTRUMENTS 

The reporting entity’s principal financial instruments are outlined below. These financial instruments arise directly 

from the reporting entities operations or are required to finance the reporting entity’s operations. 

The reporting entity does not enter into trade financial instruments, including derivative financial instruments, for 

speculative purposes. Derivatives are exclusively used for hedging purposes. 

The operational activities of the reporting entity expose it to a variety of financial risks: credit risk, liquidity risk and 

market risk (including interest rate risk currency risk, and commodity price risk in respect of distillate and electricity 

purchases). The main risks arising from these financial instruments are outlined below together with the reporting 

entity’s objectives, policies and processes for measuring and managing risk. 

Methods used to measure risk include sensitivity analysis in the case of interest rate, foreign exchange and other 

commodity price risks, and an ageing analysis for credit risk. Further quantitative and qualitative disclosures are 

included throughout these financial statements. 

The Director General and each of the Chief Executives of the controlled entities have overall responsibility for the 

establishment and oversight of risk management and review and determine policies for managing each of these 

risks. Risk management policies are established to identify and analyse the risks faced by the reporting entity, to set 

limits and to monitor risks. Compliance with these policies is reviewed by internal audit. 

(a) 

Financial instrument categories 

Financial Assets Note Category Carrying 

Amount 

Carrying 

Amount 

Consolidated 2012 2011 

$'000 $'000 

Class: 

Cash and cash equivalents 7 N/A 837,466 1,106,128 

Receivables 1 8 Loans and receivables (at amortised cost) 486,720 222,784 

Financial assets at fair value 10 At fair value through profit or loss - designated 

48,106 - 

upon initial recognition 

Other financial assets 12 Loans and receivables (at amortised cost) 145,013 122,005 

Financial assets at fair value Fair value through profit or loss - held for trading 816 4,735 

1,518,121 1,455,652 

Financial Liabilities Note Category Carrying 

Amount 

Carrying 

Amount 

Consolidated 2012 2011 

$'000 $'000 

Class: 

Payables 2 18-22 Financial liabilities measured at amortised cost 1,850,302 1,441,860 

Borrowings 19 Financial liabilities measured at amortised cost 2,827,798 2,989,135 

Financial liabilities at fair 

Fair value through profit or loss - held for trading 16,166 16,598 

value 

4,694,266 4,447,593 

120 





32 FINANCIAL INSTRUMENTS (cont'd) 

Financial Assets Note Category Carrying 

Amount 

Carrying 

Amount 

Parent 2012 2011 

$'000 $'000 

Class: 

Cash and cash equivalents 7 N/A 93,856 70,118 

Receivables 1 8 Loans and receivables (at amortised cost) 258 110,670 

Other financial assets 12 Loans and receivables (at amortised cost) - 586 

94,114 181,374 

Financial Liabilities Note Category Carrying 

Amount 

Carrying 

Amount 

Parent 2012 2011 

$'000 $'000 

Class: 

Payables 2 18 Financial liabilities measured at amortised cost 89,397 158,439 

Borrowings 19 Financial liabilities measured at amortised cost - 881,810 

89,397 1,040,249 

1 Excludes statutory receivables and prepayments (i.e. not within scope of AASB 7) 

2 Excludes statutory payables and unearned revenue (i.e. not within scope of AASB 7) 

(b) 

Credit Risk 

Credit Risk arises where a debtor or counterparty does not complete their obligations, resulting in financial risk to the 

Reporting Entity. 

Credit risk can arise from financial assets of the reporting entity, including cash and cash equivalents, derivative 

financial instruments, deposits with banks and NSW TCorp, as well as credit exposure to customers, including 

outstanding receivables and committed transactions. The reporting entity holds bank guarantees for significant 

customers as well as property bonds for some leased premises. The reporting entity has not granted any financial 

guarantees. 

Credit risk policy is aimed at minimising the potential for counter party default. 


Credit risk associated with the reporting entity’s financial assets, other than receivables, is managed through the 

sound selection of counterparties and establishment of minimum credit rating standards. All debt management and 

investment activities are undertaken with NSW TCorp, which is guaranteed by the NSW Government. 

Credit risk impacts on the following financial instruments which are discussed below: 

Cash 

Cash comprises cash on hand and bank balances within the NSW Treasury Banking System. Interest is earned on 

daily bank balances at the monthly average NSW TCorp 11am unofficial cash rate, adjusted for a management fee to 

NSW Treasury. 

Receivables - trade debtors 

All trade debtors are recognised as amounts receivable at balance date. Collectibility of trade debtors is reviewed on 

an ongoing basis. Procedures as established in the Treasurer’s Directions are followed to recover outstanding 

amounts, including letters of demand. Debts which are known to be uncollectible are written off. An allowance for 

impairment is raised when there is objective evidence that the reporting entity will not be able to collect all amounts 

due. This evidence includes past experience, and current and expected changes in economic conditions and debtor 

credit ratings. No interest is earned on trade debtors. Sales are generally made on 30 day terms. 

The reporting entity is not materially exposed to concentrations of credit risk to a single trade debtor or group of 

debtors. Based on past experience, debtors that are not past due (2012: $393m; 2011: $183m; parent entity 2012: 

$nil; 2011: $100m) and not more than 3 months overdue (2012: $49m; 2011: $21m; parent entity - $nil; 2011: $2m) 

are not considered impaired. These debtors represent 97% (2011: 94%) of the total trade debtors. 


121





The only financial assets that are past due or impaired are ''sales of goods and services'' in the ''receivables'' category 

of the statement of financial position. 

Total 1,2 

$'000 

Past due but not 

impaired 1,2 

$'000 

Considered 

impaired 1,2 

$'000 

Consolidated 

2012 

< 3 months overdue 49,304 48,634 670 

3 months – 6 months overdue 9,942 9,040 902 

> 6 months overdue 11,723 6,924 4,799 

70,969 64,598 6,371 

Total 1,2 

$'000 


impaired 1,2 

$'000 

Considered 

impaired 1,2 

$'000 

Consolidated 

2011 


3 months – 6 months overdue 10,041 9,088 953 

> 6 months overdue 8,630 4,016 4,614 

39,752 33,634 6,118 

Total 1,2 

$'000 


impaired 1,2 

$'000 

Considered 

impaired 1,2 

$'000 

Parent 

2012 

< 3 months overdue - - - 

3 months – 6 months overdue - - - 

> 6 months overdue - - - 

- - - 

Total 1,2 

$'000 


impaired 1,2 

$'000 

Considered 

impaired 1,2 

$'000 

Parent 

2011 

< 3 months overdue 1,722 1,722 - 

3 months – 6 months overdue 7,952 7,952 - 

> 6 months overdue 1,135 1,135 - 

10,809 10,809 - 

1 

Each column in the table reports ''gross receivables''. 

2 

The aging analysis excludes receivables that are not past due and not impaired. Therefore the total will not reconcile 

to the receivables total recognised in the Statement of Financial Position. 

122 






Derivatives 

Only two entities have undertaken both forward exchange currency swaps and commodity swaps, being Rail 

Corporation and the State Transit Authority. The risks associated with these arrangements are mitigated by only 

entering into arrangements with reputable, well established financial institutions with high level credit ratings. 

The reporting entity held derivative financial assets $.816m (2010-11: $4.735m) and derivative financial liabilities 

$16.166m (2010-11: $16.598m). Further details on derivates are provided in Notes 10 and 23. 

Other financial assets 

The repayment of the Sydney Harbour Tunnel loan ranks behind all creditors to be paid. Redemption of the M2 and 

Eastern Distributor promissory notes is dependent upon counterparties generating sufficient cash flows to enable the 

face value to be repaid. 

(c) 

Liquidity risk 

Liquidity Risk is the risk that the reporting entity will be unable to meet its payment obligations when they fall due. 

The reporting entity continuously manages risk through monitoring future cash flows and maturities planning to 

ensure adequate holding of high quality liquid assets. The objective is to maintain a balance between continuity of 

funding and flexibility through the use of overdrafts, loans and other advances. 

The reporting entity has access to credit facilities with NSW TCorp of $1,838 million (2011: $1,834 million) of which 

$389 million (2011: $787 million) had been used at reporting date. 



123





Maturity Analysis and interest rate exposure of financial liabilities 

Weighted 

Average 

Effective Int. 

Rate 

Nominal Amount 

$'000 

Fixed Interest 

Rate 

$'000 

Interest Rate Exposure Maturity Dates 

Variable Interest 

Rate 

$'000 

Non-interest 

bearing 

$'000 

Consolidated 

2012 

Payables: 

Trade creditors and accruals - 1,867,356 - - 1,867,356 1,844,303 4,047 19,006 

Borrowings: 

NSW TCorp borrowings and 

finance leases 6.80 2,827,398 2,563,548 263,850 - 244,478 1,169,512 1,413,408 

Derivatives: - 16,166 - - 16,166 16,166 - - 

4,710,920 2,563,548 263,850 1,883,522 2,104,947 1,173,559 1,432,414 

< 1 yr 

$'000 

1-5 yrs 

$'000 

> 5 yrs 

$'000 

Consolidated 

2011 

Payables: 

Trade creditors and accruals - 1,442,034 - - 1,442,034 1,418,800 5,375 17,859 


finance leases 6.14 3,982,924 3,476,361 506,563 - 802,290 1,355,603 1,825,031 

5,424,958 3,476,361 506,563 1,442,034 2,221,090 1,360,978 1,842,890 

124 






Interest Rate Exposure Maturity Dates 

Weighted 

Average 

Effective Int. 

Rate 

Nominal Amount 

$'000 

Fixed Interest 

Rate 

$'000 

Variable Interest 

Rate 

$'000 

Non-interest 

bearing 

$'000 

Parent 

2012 

Payables: 

Trade creditors and accruals - 89,397 - - 89,397 89,397 - - 

Borrowings: 


- - - - - - - - 

finance leases 

89,397 - - 89,397 89,397 - - 

< 1 yr 

$'000 

1-5 yrs 

$'000 

> 5 yrs 

$'000 

Parent 

2011 

Payables: 

Trade creditors and accruals - 158,402 - - 158,402 158,402 - - 

Borrowings: 


7.37 881,810 881,810 - - 44,942 214,570 622,298 

finance leases 

1,040,212 881,810 - 158,402 203,344 214,570 622,298 



125





(d) 

Market risk 

Market risk relates to fluctuations in the fair value of future cash flows of financial instruments because of changes in 

market prices. This applies to the reporting entity’s foreign exchange, interest rate and commodity price hedging 

instruments. 

Sensitivity analysis on market risk is based on a reasonably possible price variability taking into account the 

economic environment in which the reporting entity’s operates and the time frame for assessment, that is, until the 

end of the next reporting period. The sensitivity analysis is based on financial instruments held at the balance date. 

The analysis assumes that all other variables remain constant. 

The effect on profit and equity due to a reasonably possible change in risk variable is outlined in the information 

provided below, for interest rate risk and other price risk including currency movements. A reasonably possible 

change in risk variable has been determined after taking into account the economic environment in which the 

reporting entity operates and the time frame for the assessment (i.e. until the end of the next annual reporting period). 

The sensitivity analysis is based on risk exposures in existence at the balance date. The analysis is performed on the 

same basis for 2010 and assumes that all other variables remain constant. 

The reporting entity is exposed to market risks in respective of 

(i) 

Interest rate risk 

Exposure to interest rate risk arises primarily through the reporting entity’s interest bearing liabilities. This risk is 

minimised by undertaking mainly fixed rate borrowings, primarily with NSW Treasury Corporation (NSW TCorp). 

The reporting entity’s s exposure to interest rate risk is set out in the table below. 

Impact of 1% Decrease Impact of 1% Increase 

Profit Equity Profit Equity 

Consolidated 

Carrying 

Amount $'000 $'000 $'000 $'000 

2012 

Financial assets: 

Cash and cash equivalents 837,466 (6,661) (6,661) 6,661 6,661 

Receivables 486,720 - - - - 

Other financial assets 145,013 - - - - 

Financial assets at fair value 48,922 (477) (477) 477 477 

Financial liabilities: 

Payables (1,850,302) - - - - 

Borrowings (2,827,798) 17,789 17,789 (17,789) (17,789) 

Financial liabilities at fair value (16,166) - - - - 

Net financial liabilities (3,176,145) 10,651 10,651 (10,651) (10,651) 

2011 


Cash and cash equivalents 1,106,128 (11,323) (11,323) 11,323 11,323 

Receivables 222,784 - - - - 


Financial assets at fair value 4,735 - - - - 


Payables (1,441,860) - - - - 

Borrowings (2,989,135) 7,058 7,058 (7,058) (7,058) 

Financial liabilities at fair value (16,598) - - - - 

Net financial liabilities (2,991,941) (4,265) (4,265) 4,265 4,265 

126 






Impact of 1% Increase Impact of 1% Decrease 

Profit Equity Profit Equity 

Parent 

Carrying 

Amount $'000 $'000 $'000 $'000 

2012 


Cash and cash equivalents 93,856 (562) (562) 562 562 

Receivables 258 - - - - 

Other financial assets - - - - - 


Payables (89,397) - - - - 

Borrowings - - - - - 

Net financial assets 4,717 (562) (562) 562 562 

2011 



Receivables 110,670 - - - - 

Other financial assets 586 - - - - 


Payables (158,439) - - - - 

Borrowings (881,810) - - - - 

Net financial liabilities (858,881) (1,384) (1,384) 1,384 1,384 

(ii) 

Other price risk - NSW TCorp Hour-Glass facilities 

Exposure to other price risk primarily arises through the investment in the NSW TCorp Hour-Glass Investment 

facilities which are held for strategic rather than trading purposes. The reporting entity has no direct equity 

investments and holds units in the following Hour-Glass Investment Trusts: 

Facility Investment Sectors Investment 

2012 2011 

Horizon 

$'000 

$'000 

Consolidated 

Cash facility Cash, money market instruments Up to 1.5 years 594,293 917,963 

Strategic Cash Cash, money market and other interest 1.5 years to 3 years 4,929 - 

facility 

rates instruments 

Medium-term 

growth facility 

Cash, money market instruments, 

Australian bonds, listed property, and 

3 years to 7 years 32,167 - 

Long-term growth 

facility 

Australian and International shares 

Cash, money market instruments, 

Australian bonds, listed property, and 

Australian and International shares 

7 years and over 11,010 - 


The unit price of each facility is equal to the total fair value of the net assets held by the facility divided by the total 

number of units on issue for that facility. Unit prices are calculated and published daily. 

NSW TCorp is the trustee for each of the above facilities and is required to act in the best interest of the unit holders 

and to administer the trusts in accordance with the trust deeds. As trustee, NSW TCorp has appointed external 

managers to manage the performance and risks of each facility in accordance with a mandate agreed by the parties. 

However, NSW TCorp acts as manager for part of the Cash Facility. A significant portion of the administration of the 

facilities is outsourced to an external custodian. 

Investment in the Hour-Glass facilities limits the reporting entity’s exposure to risk, as it allows diversification across 

a pool of funds with different investment horizons and a mix of investments. 

NSW TCorp provides sensitivity analysis information for each of the Investment facilities, using historically based 

volatility information. The NSW TCorp Hour-Glass Investment facilities are designated at fair value through profit and 

loss and, therefore, any change in unit price impacts directly on net result (rather than equity). A reasonably possible 

change is based on the percentage change in unit price (as advised by NSW TCorp) multiplied by the redemption 

value as at 30 June each year. 


127





The impact on the net result as a result of changes in the unit prices of the investments is not considered to be 

material. 

(e) 

Fair value compared to carrying amount 

Financial instruments are generally recognised at cost, with the exception of the NSW TCorp Hour-Glass facilities 

and derivatives, which are measured at fair value through profit or loss. As discussed, the value of the Hour-Glass 

Investments is based on the reporting entity’s share of the value of the underlying assets of the facility, based on the 

market value. All of the Hour-Glass facilities are valued using “redemption” pricing. 

The fair value of financial instruments approximates their carrying amounts as disclosed in the Statement of 

Financial Position at reporting date. 

(f) Fair value recognised in the Statements of Financial Position 

The reporting entity uses the following hierarchy for disclosing the fair value of financial instruments by valuation 

technique: 

! Level 1 - Derived from quoted prices in active markets for identical assets / liabilities. 

! Level 2 - Derived from inputs other than quoted prices that are observable directly or indirectly. 

! Level 3 - Derived from valuation techniques that include inputs for the asset / liability not based on observable 

market data (unobservable inputs). 

Consolidated - 2012 

Level 1 Level 2 Level 3 Total 

$'000 $'000 $'000 $'000 

Financial assets at fair value 

Derivatives - 816 - 816 

NSW TCorp Hour-Glass Investment Facility - 642,399 - 642,399 

Financial libilities at fair value - - - - 

Derivatives - (16,166) - (16,166) 

- 627,049 - 627,049 

Consolidated - 2011 

Financial assets at fair value 

Derivatives - 4,735 - 4,735 

NSW TCorp Hour-Glass Investment Facility - 917,963 - 917,963 

Financial libilities at fair value - - - - 

Derivatives - (16,958) - (16,958) 

- 905,740 - 905,740 

128 





33 AFTER BALANCE DATE EVENTS 

Country Rail Infrastructure Authority and Public Transport Ticketing Corporation ceased operations on 1 July 2012 

and their roles, functions, assets and liabilities were transferred to Transport for NSW. 

The NSW Government has awarded the contract for the operations of the Sydney Ferries to a private operator with 

effect from 28 July 2012. The contract will run for 7 years with the NSW Government retaining ownership of the 

Sydney Ferries vessels and Balmain shipyard. Transport for NSW will be responsible for fares control and setting 

service levels for the new operator. Further details on this contract can be found in Note 18 in the 2011-12 financial 

statements of Sydney Ferries 

RailCorp entered a lease on 5 August 2012 transferring the management and operation of the Sydney Metropolitan 

Freight Network to Australian Rail Track Corporation Limited until 2064. It will result in the de-recognition by RailCorp 

of associated land and Infrastructure assets with a written down value of approximately $150m in financial year 2012- 

13. 

End of audited financial statements 



129


130 




131

132 




For the period from 1 November 2011 to 30 June 2012 

2012 

Notes $’000 



Personnel service expenses 2(a) 164,255 

Other operating expenses 2(b) 117,246 

Maintenance 2(c) 1,167 

Depreciation and amortisation 2(d) 34,678 

Grants and subsidies 2(e) 5,515,935 

Finance costs 2(f) 43,498 

Other expenses 2(g) 1,097,627 

Total Expenses excluding losses 6,974,406 

Revenue 

Recurrent appropriations 3(a) 6,472,963 

Capital appropriations 3(b) 267,543 

Sale of goods and services 3(c) 329,637 

Investment revenue 3(d) 8,044 

Shared services revenue 3(e) 108,706 

Retained taxes, fees and fines 3(f) 1,018 

Grants and contributions 3(g) 27,748 

Resources received free of charge 3(h) 7,090 

Other revenue 3(i) 2,519 

Total Revenue 7,225,268 


Net result 250,862 

Other comprehensive income - 

Total comprehensive income for the period 250,862 



133




Actual 

2012 

Notes $’000 

ASSETS 


Cash and cash equivalents 6 234,762 

Receivables 7 440,809 

Non-current assets for sale 8 9,285 

Total current assets 684,856 

Non - current assets 

Other financial assets 9 21,076 


Land and buildings 10 318,068 

Infrastructure systems 10 55,638 

Plant and equipment 10 962,088 

Property, plant and equipment 1,335,794 

Intangibles 11 171,341 

Other assets 12 36,511 

Total non - current assets 1,564,722 

Total assets 2,249,578 

LIABILITIES 


Payables 13 421,175 

Borrowings 14 171,693 

Other 15 2,270 

Total current liabilities 595,138 

Non - current liabilities 

Borrowings 14 1,050,648 

Other 15 45 

Total non - current liabilities 1,050,693 

Total liabilities 1,645,831 

Net assets 603,747 

EQUITY 

Accumulated funds 603,747 

Total Equity 603,747 


134 





Accumulated 

Funds 

Notes $’000 

Balance at 1 November 2011 - 

Net result for the period 250,862 

Other comprehensive income - 

Total other comprehensive income - 

Total comprehensive income for the period 250,862 

Transactions with owners in their capacity as owners 

Increase / (decrease) in net assets from equity transfers 21 352,885 

Balance at 30 June 2012 603,747 




135




Actual 

2012 

Notes $’000 


Payments 

Personnel services fees (142,572) 

Grants and subsidies (5,846,228) 

Finance costs (43,498) 

Bus contract payments (813,921) 

Other (115,409) 

Total Payments (6,961,628) 

Receipts 

Recurrent appropriations 6,472,963 

Capital appropriations 269,813 

Sale of goods and services 400,057 

Grants and contributions 27,919 

Retained taxes, fees and fines 1,018 

Interest received 3,967 

Total Receipts 7,175,737 

Net cash inflows from operating activities 19 214,109 


Purchases of land and buildings, plant and equipment 

and infrastructure systems (241,260) 

Purchase of finance leased assets (32,784) 

Advances made (460) 

Purchases of investments (20,004) 

Net cash outflows from investing activities (294,508) 

Net (decrease)/ increase in cash (80,399) 

Cash transferred as a result of administrative restructure 21 315,161 

Closing cash and cash equivalents 6 234,762 


136 





Transport Infrastructure* Integrated Transport* Integrated Transport* Non Attributable** Total 

& Development Service Delivery Planning & Management 

Expenses and Income 2012 2012 2012 2012 2012 

$’000 $’000 $’000 $’000 $’000 



Personnel service expense 23,797 91,556 48,902 - 164,255 

Other operating expenses 16,985 65,355 34,906 - 117,246 

Maintenance 168 652 347 - 1,167 

Depreciation and amortisation 632 33,415 631 - 34,678 

Grants and subsidies 2,649,105 1,614,844 1,251,986 - 5,515,935 

Finance costs - 43,498 - - 43,498 

Other expenses 304,924 792,703 - - 1,097,627 

Total Expenses excluding losses 2,995,611 2,642,023 1,336,772 - 6,974,406 

Revenue 

Recurrent appropriations - - - 6,472,963 6,472,963 

Capital appropriations - - - 267,543 267,543 

Sale of goods and services 67,015 164,950 97,672 - 329,637 

Investment revenue 1,635 4,025 2,384 - 8,044 

Shared services revenue 22,100 54,396 32,210 - 108,706 

Retained taxes, fees and fines - 1,018 - - 1,018 

Grants and contributions 5,641 13,885 8,222 - 27,748 

Resources received free of charge 1,441 3,548 2,101 - 7,090 

Other revenue 512 1,261 746 - 2,519 

Total Revenue 98,344 243,083 143,335 6,740,506 7,225,268 

Net result (2,897,267) (2,398,940) (1,193,437) 6,740,506 250,862 

Total Other comprehensive income - - - - - 

Total comprehensive income for the period (2,897,267) (2,398,940) (1,193,437) 6,740,506 250,862 

* The names and purposes of each service group are summarised in Note 5. 

** Appropriations are made on an entity basis and not to individual service groups. Consequently, appropriations are included in the "Not Attributable" column. 



137




Transport Infrastructure* Integrated Transport* Integrated Transport* 

Assets and Liabilities & Development Service Delivery Planning & Management Not Attributable Total 

$’000 $’000 $’000 $’000 $’000 


Cash and cash equivalents 228,698 4,360 1,704 - 234,762 

Receivables 388,827 51,427 555 - 440,809 

Non -current assets for sale 9,285 - - - 9,285 

Total current assets 626,810 55,787 2,259 684,856 


Other financial assets 20,004 671 401 - 21,076 


Land and buildings 315,967 1,050 1,051 - 318,068 

Infrastructure systems 55,638 - - - 55,638 

Plant and equipment 1,198 959,691 1,199 - 962,088 

Property, plant and equipment 372,803 960,741 2,250 - 1,335,794 

Intangibles 154,684 8,328 8,329 171,341 

Other assets 36,511 - - - 36,511 

Total non - current assets 584,002 969,740 10,980 - 1,564,722 

Total assets 1,210,812 1,025,527 13,239 - 2,249,578 


Payables 296,212 111,311 13,652 - 421,175 

Borrowings - 171,693 - - 171,693 

Other - - - 2,270 2,270 

Total current liabilities 296,212 283,004 13,652 2,270 595,138 


Borrowings - 1,050,648 - - 1,050,648 

Other - 45 - - 45 

Total non - current liabilities - 1,050,693 - - 1,050,693 

Total liabilities 296,212 1,333,697 13,652 2,270 1,645,831 

Net assets 914,600 (308,170) (413) (2,270) 603,747 


138 





Transport Infrastructure* Integrated Transport* Integrated Transport* 

Administered expenses and income & Development Service Delivery Planning & Management Not Attributable Total 

$’000 $’000 $’000 $’000 $’000 

Administered expenses 

Transfer of taxes, fees and fines 

to the Crown Entity - - - 19,357 19,357 

Total administered expenses - - - 19,357 19,357 

Administered income 

Consolidated Fund 

Taxes, fees and fines - - - 19,627 19,627 

Total administered income - - - 19,627 19,627 

Administered income less expenses - - - 270 270 


Administered assets and liabilities are disclosed in Note 20. 



139


Summary of compliance with financial directives 


Expenditure/ 

Expenditure/ 

net Claim on 

net Claim on 

Recurrent Consolidated Capital Consolidated 

Appropriation Fund Appropriation Fund 

$'000 $'000 $'000 $'000 

Original Budget Appropriation/ 

Expenditure 

- S 24 PF&AA - transfers of functions between entities 6,931,712 6,461,640 218,595 216,325 

6,931,712 6,461,640 218,595 216,325 

OTHER APPROPRIATIONS/ 

EXPENDITURE 

- Treasurer's advance - - 47,218 47,218 

- Transfers to/from another entity 

(S 33 of the Appropriation Act) 19,256 11,323 4,000 4,000 

19,256 11,323 51,218 51,218 

Total Appropriation/Expenditure/ 

Net Claim on Consolidated Fund 6,950,968 6,472,963 269,813 267,543 

Drawdown against Appropriations 6,472,963 269,813 

(Notes 3(a),(b)) 6,472,963 269,813 

Liability to Consolidated Fund (note 15) - 2,270 

The Summary of Compliance is based on the assumption that Consolidated Fund moneys are spent first (except 

where otherwise identified or prescribed). Liability to Consolidated Fund represents the difference between the 

"Amount Drawn Down against Appropriation" and the "Total Expenditure/Net Claim on Consolidated Fund". 

140 





1. Summary of significant accounting policies 

a) Transport for NSW – Reporting entity 

Transport for NSW was established on 1 November 2011 as a statutory authority to take over 

the roles and functions previously carried on by the Department of Transport including the 

planning, procurement, delivery and coordination of transport services and infrastructure in 

NSW. Transport for NSW (through the Director General of the Department of Transport) may, 

for the purpose of exercising its functions, give directions to the following transport entities – 

RailCorp, Roads and Maritime Services, State Transit Authority, Sydney Ferries, Transport 

Construction Authority, and Country Rail Infrastructure Authority. 

As a result of other amendments to the Transport Administration Act 1988 the following other 

changes were made to the Department of Transport group: 

The Transport Service of New South Wales was established on 1 November 2011 as an 

agency to employ staff and to provide personnel services to Transport for NSW which cannot 

directly employ staff. 

Transport Construction Authority was abolished as a statutory authority with effect from 31 

March 2012 and its functions and roles transferred to Transport for NSW. 

Public Transport Ticketing Corporation was abolished on 1 July 2012 and its functions and 

roles were transferred to Transport for NSW. 

On 12 March 2012, Transport for NSW, with the approval of the NSW Treasurer and the 

Minister for Transport, incorporated ACN 156 211 906 Pty Ltd, a proprietary limited liability 

company under Australian Corporations Law. Transport for NSW as the sole shareholder, 

subscribed $19.8m to the issued share capital of ACN 156 211 906 Pty Ltd which used the 

funds raised to buy out the shareholders and bond holders of Metro Transport Sydney Pty Ltd 

group (comprising Sydney Light Rail Co Pty Ltd, Metro Transport Security Co Pty Ltd, Pyrmont 

Light Rail Co Ltd, SLR Corporate Development Pty Ltd and Light Rail Construction Co Pty Ltd) 

the owners of the monorail and light rail in Sydney. 


The Transport Administration Act 1988 states that the affairs of Transport for NSW are to be 

managed and controlled by the Director General of the Department of Transport. Consistent 

with the Director General’s power of direction it is considered that the Transport for NSW has 

control for the purposes of preparing consolidated financial statements for the following 

agencies and special purpose entities or divisions: 

Transport Service of New South Wales 

Country Rail Infrastructure Authority (ceased operations on 1 July 2012) 

Transport Construction Authority (ceased operations on 31 March 2012) 


Sydney Ferries 


Railcorp 

Public Transport Ticketing Corporation (ceased operations on 1 July 2012) 

Sydney Metro 

ACN 156 211 906 Pty Ltd 

Metro Transport Sydney Pty Ltd 

Sydney Light Rail Co Pty Ltd 


141




1. Summary of significant accounting policies (cont’d) 

a) Transport for NSW – Reporting entity (cont’d) 

 

 

 

 

Metro Transport Security Co Pty Ltd 

Pyrmont Light Rail Co Ltd 

SLR Corporate Development Pty Ltd 

Light Rail Construction Co Pty Ltd 

The Treasurer of NSW on 14 March 2012 granted an exemption to Transport for NSW, a 

controlled entity of the Department of Transport from preparing consolidated financial 

statements on the basis that the Department of Transport, as the ultimate parent entity, 

produces consolidated financial statements. These financial statements are for the Transport 

for NSW parent entity only. 

Transport for NSW is a not-for-profit organisation. 

The financial statements of Transport for NSW for the period from 1 November 2011 to 30 

June 2012 were authorised for issue by the Director General on 10 October 2012. 

b) Basis of preparation 

The financial statements are general purpose financial statements which have been prepared 

in accordance with: 

Applicable Australian Accounting Standards (which include Australian Accounting 

interpretations); 

The requirements of the Public Finance and Audit Act 1983 and Regulation; and 

The Financial Reporting Directions published in the Financial Reporting Code for 

NSW General Government Sector Entities or issued by the Treasurer under section 9(2)(n) of 

the Act. 

Property, plant and equipment, investment property, assets (or disposal groups) held for sale 

and financial assets at “fair value through profit or loss” and available for sale are measured at 

fair value. Other financial report items are prepared in accordance with historical cost 

convention. 

All amounts are rounded to the nearest one thousand dollars and are expressed in Australian 

currency. 

c) Critical accounting estimates, judgement and assumptions 

In the application of accounting standards and the Financial Reporting Code for NSW General 

Government Sector Entities (the Code), management is required to make judgements, 

estimates and assumptions about the carrying values of assets and liabilities that are not 

readily apparent from other sources. The estimates and associated assumptions are based on 

historical experience and various factors that are believed to be reasonable under the current 

set of circumstances. Actual results may differ from these estimates. 

142 






c) Critical accounting estimates, judgement and assumptions (cont’d) 

Management evaluates these judgements, estimates and assumptions on an ongoing basis. 

Revisions to estimates are recognised in the period in which the estimate is revised if the 

revision affects only that period or in the period of the revision and future periods if the revision 

affects both current and future periods. 

The judgements, key assumptions and estimates management has made are disclosed in the 

relevant notes to the financial statements. 

d) Statement of compliance 

The financial statements and notes comply with Australian Accounting Standards, which 

include Australian Accounting Interpretations. As this is the first year of operations these 

financial statements do not include comparative figures. 

e) Administered activities 

Transport for NSW administers, but does not control, certain activities on behalf of the Crown 

Entity. It is accountable for the transactions relating to those administered activities but does 

not have discretion, for example, to deploy the resources for the achievement of Transport for 

NSW’s own objectives. 

Transactions and balances relating to the administered activities are not recognised as 

Transport for NSW’s income, expenses, assets and liabilities, but disclosed in the 

accompanying schedules as “Administered income”, “Administered expenses”, “Administered 

assets” and “Administered liabilities”. 

f) Personnel services 


Transport for NSW cannot directly employ staff. The personnel services are provided by the 

Transport Service of New South Wales, Department of Transport and various transport 

agencies until all staff have been transferred to the Transport Service of New South Wales. As 

a result, Transport for NSW reports personnel service expenses, not employee related 

expenses. 

Personnel service expenses include salaries, wages, leave entitlements, superannuation, 

workers’ compensation insurance premium, payroll tax, fringe benefits tax and redundancies. 

For further details on the recognition and measurement of personnel service expenses refer to 

Note 2(a) 

Some personnel service expenses are included in the construction costs of intangible assets 

and rail infrastructure system and are, therefore, not included in the personnel service 

expenses. 


143





g) Other operating expenses and maintenance 

Other operating expenses generally represent the day-to-day running costs incurred in the 

normal operations of Transport for NSW. 

Maintenance costs relate principally to interchanges and do not include personnel service 

expenses. 

h) Grants and subsidies 

Grants and subsidies generally comprise contributions in cash or in kind to transport services 

providers and various local government authorities and not-for-profit community organisations. 

i) Finance costs 

Finance costs comprise mainly interest on borrowings and finance lease interest charges. In 

accordance with Treasury’s mandate for the not-for-profit general government sector agencies, 

finance costs are expressed and recognised in the Statement of comprehensive income in the 

period in which they are incurred. This also includes any finance costs that relate to qualifying 

assets. 

j) Insurance 

Transport for NSW arranges insurance cover through the NSW Treasury Managed Fund. The 

cost of insurance is expensed in the period to which the insurance cover relates. 

k) Other expenses 

Other expenses include payments to bus operators for the provision of bus services in the 

metropolitan, regional and rural areas of New South Wales. These payments are made at the 

end of the month for services provided in that month and are expensed as incurred. 

l) Accounting for the Goods and Services Tax (GST) 

Income, expenses and assets are recognised net of the amount of GST, except that: 

 

 

the amount of GST incurred by Transport for NSW as a purchaser that is not recoverable 

from the Australian Taxation Office is recognised as part of the cost of acquisition of an 

asset or as part of an item of expense and 

receivables and payables are stated with the amount of GST included. 

Cash flows are included in the Statement of cash flows on a gross basis. However, the GST 

components of cash flows arising from investing and financing activities which is recoverable 

from, or payable to, the Australian Taxation Office are classified as operating cash flows. 

144 






m) Income recognition 

Income is recognised and measured at the fair value of the consideration or contribution 

received or receivable to the extent that it is probable that the economic benefit will flow to 

Transport for NSW and the income can be reliably measured. The following specific criteria 

must also be met before income is recognised: 

(i) 

Parliamentary appropriations and contributions 

Parliamentary appropriations and contributions from other bodies (including grants and 

contributions) are generally recognised as income when Transport for NSW obtains control 

over the assets comprising the appropriations/ contributions. Control over appropriations/ 

contributions are normally obtained upon the receipt of cash. At 30 June unspent 

appropriations are recognised as liabilities rather than income, as the authority to spend the 

money lapses and the unspent amount must be repaid to the Consolidated Fund. The liability 

is disclosed in note 15 as part of “Current liabilities – Other”. The amount will be repaid and the 

liability will be extinguished next financial year. Any liability in respect of transfer payments is 

disclosed in Note 20 “Administered assets and liabilities”. 

(ii) 


Revenue from the sale of goods is recognised as revenue when Transport for NSW transfers 

the significant risks and rewards of ownership of the assets. 

Revenue from the provision of services (including passenger transport services) is recognised 

as revenue when the service is provided or by reference to the stage of completion. 

(iii) 

Retained taxes, fines and fees 


Retained taxes, fines and fees are recognised when cash is received. 

(iv) 


Interest revenue on cash and cash equivalents is recognised using the effective interest 

method as set out AASB 139 Financial Instruments: Recognition and Measurement. Rental 

revenue is recognised in accordance with AASB 117 Leases on a straight line basis over the 

lease term. Royalty revenue is recognised in accordance with AASB 118 Revenue on an 

accrual basis in accordance with the substance of the relevant agreement. 

(v) 

Shared services revenue 

Shared services revenue represents revenue for the provision of shared services to various 

transport operating entities. 

(vi) 

Other revenue 

Other revenue comprises the value of the emerging rights to receive private sector provided 

infrastructure. The non-cash revenue is also recognised as an asset (Note 12). 


145





n) Property, plant and equipment 

(i) 


Property, plant and equipment comprise land and buildings, plant and equipment (general 

plant and equipment and finance lease assets) and infrastructure systems (rail infrastructure 

including related land and buildings 

(ii) 


The cost method of accounting is used for the initial recording of all acquisitions of assets 

controlled by Transport for NSW in accordance with AASB 116 Property, Plant and Equipment. 

Cost is the amount of cash or cash equivalents paid or the fair value of the other consideration 

given to acquire the asset at the time of its acquisition or construction or, where applicable, the 

amount attributed to that asset when initially recognised in accordance with the requirements 

of other Australian Accounting Standards. 

Assets acquired at no cost, or for nominal consideration, are initially recognised at their fair 

value at the date of acquisition. 

Fair value is the amount for which an asset cold be exchanged between knowledgeable, willing 

parties in an arm’s length transaction. 

Where payment for an asset is deferred beyond normal credit terms, its cost is the cash price 

equivalent, i.e. deferred payment amount is effectively discounted at an asset- specific rate. 

The cost of assets constructed for own use includes the purchase cost, other directly 

attributable costs and the initial estimates of dismantling and restoration costs. 

Generally property, plant and equipment and intangible assets with a greater value than 

$5,000 are capitalised except for computer equipment which is normally capitalised 

irrespective of the $5,000 threshold where it is considered to be part of a network of assets. 

(iii) 

Valuation of property, plant and equipment 

Subsequent to initial recognition, property, plant and equipment assets are valued in 

accordance with the “Valuation of Physical Non – Current Assets at Fair Value” Policy and 

Guidelines paper (TPP 07-1). This policy adopts fair value in accordance with AASB 116 

Property, Plant and Equipment and AASB 140 Investment Property. 

There has been no revaluation to date. 

Property, plant and equipment is measured on its existing use, where there are no feasible 

alternative uses in the existing natural, legal, financial and socio – political environment. 

However, in the limited circumstances where there are feasible alternative uses, assets are 

valued at their highest and best use. 

146 






n) Property, plant and equipment (cont’d) 

(iv) 


Fair value of property, plant and equipment is determined based on the best available market 

evidence, including current market selling prices for the same or similar assets. Market 

evidence is available and used for non-specialised land and buildings, which include 

commercial and general purpose buildings for which there is a secondary market. 

Where there is no available market evidence, the asset’s fair value is measured at its market 

buying price, the best indicator of which is depreciated replacement cost. 

The depreciated replacement cost is used to revalue specialised buildings (designed for a 

specific limited purpose), trackwork and rail infrastructure systems, buses and certain plant and 

equipment. Depreciated replacement cost for these types of assets is based on “incremental 

optimised replacement cost”. Optimised replacement cost is the minimum cost, in the normal 

course of business, to replace the existing asset with a technologically modern equivalent 

asset with the same economic benefits, adjusting for any overdesign, overcapacity and 

redundant components. Incremental optimisation is limited to the extent that optimisation can 

occur in the normal course of business with commercially available technology. 

Non-specialised assets such as computer and office equipment with short useful lives are 

measured at depreciated historical cost, as a surrogate for fair value. 

Transport for NSW revalues each class of property, plant and equipment at least every five 

years or with sufficient regularity to ensure that the carrying amount of each asset in the class 

does not differ materially from its fair value at reporting date. Revaluations are performed by 

independent and/ or in-house professionally qualified valuers. 


Non-specialised assets with short useful lives are measured at depreciated historical cost, as a 

surrogate for fair value. This is because any difference between fair value and depreciated 

historical cost is unlikely to be material. 

When revaluing non- current assets by reference to current prices for assets newer than those 

being revalued (adjusted to reflect the present condition of the assets), the gross amount and 

the related accumulated depreciation are separately restated. 

For other assets, any balances of accumulated depreciation at the revaluation date in respect 

of those assets are credited to the asset accounts to which they relate. The net asset accounts 

are then increased or decreased by the revaluation increments or decrements. 

Revaluation increments are credited directly to the asset revaluation reserve, except that, to 

the extent that an increment reverses a revaluation decrement in respect of that class of asset 

previously recognised as an expense in the net result, the increment is recognised immediately 

as revenue in the net result. 

Revaluation decrements are recognised immediately as expenses in the net result, except 

that, to the extent that a credit balance exits in the asset revaluation reserve in respect of the 

same class of assets, they are debited directly to the asset revaluation reserve. 


147






(iv) 

Revaluation of property, plant and equipment (cont’d) 

As a not-for-profit reporting entity, revaluation increments and decrements are offset against 

one another within a class of non-current assets, but not otherwise. 

Where an asset that has previously been revalued is disposed of, any balance remaining in 

the asset revaluation reserve in respect of that asset is transferred to accumulated funds. 

(v) 

Impairment of property, plant and equipment 

As a not-for-profit reporting entity with no cash generating units, Transport for NSW is 

effectively exempted from AASB 136 Impairment of Assets and impairment testing. This is 

because AASB 136 modifies the recoverable amount test to the higher of fair value less cost 

to sell and depreciated replacement cost. This means that, for an asset already measured at 

fair value, impairment can only arise if selling costs are material. Selling costs are regarded as 

immaterial. 

(vi) 


Except for finance leased assets, depreciation is provided for on a straight-line basis for all 

depreciable assets so as to write off the depreciable amount of each asset as it is consumed 

over its useful life to Transport for NSW. Finance leased assets are amortised on a systematic 

basis over their useful life (15 years) in accordance with the terms of the lease agreements. 

Land is not a depreciable asset. Buildings which have been acquired for future transport 

infrastructure are not depreciated as these assets are not purchased to generate revenue and 

are ultimately demolished for transport infrastructure projects. The expected useful lives of 

property, plant and equipment for depreciation purposes are as follows: 

Depreciation Rates 

Useful Lives 

Plant and equipment 

3- 30 years 

Finance leased buses 

15 years 

Rail infrastructure system 

10 -100 years 

The asset residual values, useful lives and depreciation methods are reviewed, and adjusted, 

if appropriate, at each financial year end. 

(vii) 

Major inspection costs 

When each major inspection is performed, the labour cost of performing major inspections for 

faults is recognised in the carrying amount of an asset as a replacement of a part, if the 

recognition criteria are satisfied. Any remaining carrying amount of the cost of the previous 

inspection (as distinct from physical parts) is derecognised. 

(viii) 

Restoration costs 

The estimated cost of dismantling and removing an asset and restoring the site is included in 

the cost of an asset, to the extent it is recognised as a liability. If the effect of the time value of 

148 







(viii) 

Restoration costs (cont’d) 

money is material, these costs are discounted at the appropriate market yields on government 

bonds. 

(ix) 

Maintenance 

Day-to-day servicing costs or maintenance are charged as expenses as incurred, except 

where they relate to the replacement of a part or a component of an asset, in which case the 

costs are capitalised and depreciated. 

(x) 

Leased assets 

A distinction is made between finance leases which effectively transfer from the lessor to the 

lessee substantially all the risks and benefits incidental to ownership of the leased assets, and 

operating leases under which the lessor effectively retains all such risks and benefits. 

Where a non – current asset is acquired by means of a finance lease, the asset is recognised 

at its fair value at the commencement of the lease term. The corresponding liability is 

established at the same amount. Lease payments are allocated between the principal 

component and the interest expense. 

Under the Metropolitan and Outer Metropolitan Bus System Contracts, payments to bus 

operators for the acquisition of new buses are considered to be in the nature of finance leases 

and are recognised in accordance with AASB 117 Leases. 

The leased asset is amortised on a straight line basis or on a systematic basis over the term of 

the lease or, where it is likely that the reporting entity will obtain ownership of the asset, the 

useful life of the asset to Transport for NSW. 


Operating lease payments are charged to the Statement of comprehensive income in the 

periods in which they are incurred. 

(xi) 

Derecognition 

An item of property, plant and equipment is derecognised upon disposal or when no further 

future economic benefits are expected from its use or disposal. Gains and losses on disposal 

are determined by comparing the proceeds with the carrying amount of the asset and are 

included in the Statement of comprehensive income. 

o) Intangible assets 

Intangible assets are recognised only if it is possible that future economic benefits will flow to 

Transport for NSW and the cost of the asset can be measured reliably. Intangible assets are 

measured initially at cost which includes the purchase price and any costs directly attributable 

to preparing the asset for its intended use. Where an asset is acquired at no or nominal cost, 

the cost is its fair value as at the date of acquisition. 


149





o) Intangible assets (cont’d) 

All research costs are expensed. Development costs are only capitalised when certain criteria 

are met. 

The usefully lives of intangible assets are assessed to be finite. 

Intangible assets are subsequently measured at fair value only if there is an active market. As 

there is no active market for Transport for NSW’s intangible assets, the assets are carried at 

cost less any accumulated amortisation. 

Transport for NSW’s intangible assets comprise principally information technology systems 

which are amortised using the straight line method over periods ranging from 2 to 10 years. 

Intangible assets are tested for impairment where an indicator of impairment exists. If the 

recoverable amount is less than its carrying amount the carrying amount is reduced to 

recoverable amount and the reduction is recognised as an impairment loss. 

p) Cash and cash equivalents 

Cash and cash equivalents in the Statement of Financial Position comprises cash at bank and 

in hand and NSW Treasury Corporation short-term deposits. These deposits have an original 

maturity of three months or less, are readily convertible to known amounts of cash and are 

subject to an insignificant risk of change in value. The NSW Treasury Corporation short-term 

deposits are designated at fair value through the profit and loss. The movement in the fair 

value of these deposits is reported under investment revenue. 

For the purposes of the Statement of cash flows, cash and cash equivalents consist of cash 

and cash equivalents as defined above. 

q) Loans and Receivables 

Loans and receivables are non derivative financial assets with fixed or determined payments 

that are not quoted in an active market. These financial assets are recognised initially at fair 

value, usually based on the transaction cost or face value. Subsequent measurement is at 

amortised cost using the effective interest method, less an allowance for any impairment of 

receivables. Any changes are recognised in the net result for the period when impaired, 

derecognised or through the amortisation process. 

Short-term receivables with no stated interest rate are measured at the original invoice amount 

where the effect of discounting is immaterial. 

150 






r) Investments 

Investments comprise deposits in Treasury Corporation investment accounts and shares in 

subsidiaries. Investments are valued at their market value which is assessed on an annual 

basis. 

Investments are initially recognised at fair value plus, in the case of investments not at fair 

value through profit and loss, transaction costs. Transport for NSW determines the 

classification of its financial assets after initial recognition and, when allowed and appropriate, 

re-evaluates this at each financial year end. 

(i) 

Fair value through profit and loss: Transport for NSW subsequently measures investment 

classified as “held for trading” or designated upon initial recognition “at fair value through 

profit and loss” at fair value. Financial assets are classified as “held for trading” if they are 

acquired for the purpose of selling in the near term. Derivatives are also classified as held 

for trading. Gains or losses on these assets are recognised in the net result for the period. 

(ii) Held-to-maturity investments: Non derivative financial investments with fixed or 

determinable payments and fixed maturity that Transport for NSW has the positive 

intention and ability to hold to maturity are classified as “held to maturity”. These 

investments are measured at amortised cost using the effective interest rate method. 

Changes are recognised in the net result for the period when impaired, derecognised or 

through the amortisation process. 

(iii) Available-for-sale investments: Any residual investments that do not fall into any other 

category are accounted for as available-for-sale investments and measured at fair value in 

other comprehensive income until disposed or impaired, at which time the cumulative gain 

or loss previously recognised in other comprehensive income is recognised in the net 

result for the period. However, interest calculated using the effective interest method and 

dividends are recognised in the net result for the period. 


Purchases or sales of investment under contract that require delivery of the asset within the 

timeframe established by convention or regulation are recognised on the trade date, i.e. the 

date Transport for NSW commits to purchase or sell the asset. 

The fair value of investments that are traded at fair value in an active market is determined by 

reference to quoted current bid prices at the close of business on the Statement of financial 

position date. 

Unquoted investment in subsidiaries incorporated as proprietary companies are stated at cost 

less accumulated impairment in the parent entity's Statement of Financial Position. The 

investment is subject to at least annual reviews for impairment. 

s) Impairment of financial assets 

All financial assets, except those measured at fair value through profit and loss, are subject to 

an annual review for impairment. An allowance for impairment is established when there is 

objective evidence that Transport for NSW will not be able to collect all amounts due. 


151





s) Impairment of financial assets (cont’d) 

For financial assets carried at amortised cost, the amount of the allowance is the difference 

between the asset’s carrying amount and the present value of estimated future cash flows, 

discounted at the effective interest rate. The amount of the impairment loss is recognised in 

the net result for the period. 

When an available for sale financial asset is impaired, the amount of the cumulative loss is 

removed from equity and recognised in the net result for the period, based on the difference 

between the acquisition cost (net of any principal repayment and amortisation) and current fair 

value, less any impairment loss previously recognised in the net result for the period. 

Any reversals of impairment losses are reversed through the net result for the period, where 

there is objective evidence, except reversals of impairment losses on an investment in an 

equity instrument classified as available - for - sale must be made through the reserve. 

Reversals of impairment losses of financial assets carried at amortised cost cannot result in a 

carrying amount that exceeds what the carrying amount would have been had there not been 

an impairment loss. 

t) Derecognition of Financial Assets and Financial Liabilities 

A financial asset is derecognised when the contractual rights to the cash flows from the 

financial assets expire; or if Transport for NSW transfers the financial assets: 

 

 

where substantially all the risks and rewards have been transferred; or 

where Transport for NSW has not transferred substantially all the risks and rewards, if 

the reporting entity has not retained control. 

Where Transport for NSW has neither transferred nor retained substantially all the risk and 

rewards or transferred control, the asset is recognised to the extent of Transport for NSW’s 

continuing involvement in the asset. 

A financial liability is derecognised when the obligation specified in the contract is discharged 

or cancelled or expires. 

u) Non-current assets (or disposal groups) held for sale 

Certain non-current assets (or disposal groups) are classified as held for sale, where their 

carrying amount will be recovered principally through a sale transaction, not through continuing 

use. 

Non-current assets (or disposal groups) held for sale are recognised at the lower of carrying 

amount and fair value less costs to sell, in accordance with AASB 5 Non- Current Assets held 

for Sale and Discontinued Operations. These assets are not depreciated while they are 

classified as held for sale. 

152 






v) Other assets – Private sector provided infrastructure 

In these private sector provided infrastructure arrangements, the grantor (Transport for NSW) 

gives the service concession in exchange for the right to receive the infrastructure from the 

operator (private sector entity) at the end of the concession period. The operator is required to 

design, finance and build the infrastructure and use it to provide services directly to the public 

during the concession period. The operator is permitted to charge the public for the services it 

provides. The services concession arrangement infrastructure is operator – controlled during 

the concession period and grantor- controlled thereafter. 

In the absence of a specified Australian Accounting Standard, Treasury Policy and Guidelines 

Paper Accounting for Privately Financed Projects (TP06-08) applies. The policy requires 

Transport for NSW to initially determine the estimated written down replacement cost by 

reference to the project’s historical cost escalated by a construction index and the system’s 

estimated working life. The estimated written down replacement cost is then allocated on a 

systematic basis over the concession period using the annuity method and the government 

bond rate at the commencement of the project. During the concession period, the reporting 

entity recognises the annual value of the right to receive the infrastructure as an asset and 

revenue (Note 3(i) and Note (12)). 

w) Liabilities 

(i) Payables 

These amounts represent liabilities for goods and services provided to Transport for NSW and 

other amounts. Payables are recognised initially at fair value, usually based on the transaction 

cost or face value. Subsequent measurement is at amortised cost using the effective interest 

method. Short – term payables with no stated interest rate are measured at the original invoice 

amount where the effect of discounting is immaterial. 


(ii) Borrowings 

Borrowings are not held for trading or designated at fair value through profit or loss. 

Borrowings are initially measured at the fair value of the consideration received. Any difference 

between the proceeds and the redemption amount (premium or discount) is recognised in the 

net result over the period of the borrowings using the effective interest method. 

The finance lease liability is determined in accordance with AASB 117 Leases. 

Borrowings are removed from the Statement of Financial Position when the obligation 

specified in the contract is discharged, cancelled or expired. The difference between the 

carrying amount of a financial liability that has been extinguished or transferred to another 

party and the consideration paid is recognised in profit or loss as other income or finance 

costs. 

Borrowings are classified as current liabilities unless the reporting entity has an unconditional 

right to deter settlement of the liability for at least 12 months after the reporting date. 


153





w) Liabilities (cont’d) 

(iii) 

Other provisions 

Other provisions exist when Transport for NSW has a present legal or constructive obligation 

as a result of a past event; it is probable that an outflow of resources will be required to settle 

the obligation; and a reliable estimate can be made of the amount of the obligation. 

Any provisions for restructuring are recognised only when Transport for NSW has a detailed 

formal plan and it has raised a valid expectation in those affected by the restructuring by 

starting to implement the plan or announcing its main features to those affected. 

If the effect of the time value of money is material, provisions are discounted at a pre- tax rate 

that reflects the current market assessments of the time value of money and risk specific to the 

liability. 

x) Equity and reserve 

(i) 

Asset revaluation reserve 

The asset revaluation reserve is used to record increments and decrements on the revaluation 

of non-current assets. This accords with Transport for NSW’s policy on the revaluation of 

property, plant and equipment as discussed in note 1(n)(iv). 

(ii) 

Accumulated funds 

The category “Accumulated Funds” includes all current and prior period retained funds. 

(iii) 

Equity transfer 

Equity transfers represent the transfer of net assets between agencies as a result of an 

administrative restructure, transfers of programs / functions and parts thereof between NSW 

public sector agencies and "equity appropriations". These equity transfers are designated or 

required by Accounting Standards to be treated as contributions by owners and recognised as 

an adjustment to "Accumulated Funds". This treatment is consistent with AASB 1004 

Contributions and Australian Interpretation 1038 Contributions by Owners made to 

Wholly-owned public Sector Entities. 

Transfers arising from an administrative restructure involving not-for-profit and for-profit 

government departments are recognised at the amount at which the assets and liabilities were 

recognised by the transferor immediately prior to the restructure. Subject to below, in most 

instances this will approximate fair value. 

All other equity transfers are recognised at fair value, except for intangibles. Where an 

intangible has been recognised at (amortised) cost by the transferor because there is no active 

market, the agency recognises the asset at the transferor’s carrying amount. Where the 

transferor is prohibited from recognising internally generated intangibles, the transferee 

agencies does not recognise that asset. 

154 






y) Budgeted amounts 

NSW Treasury granted approval for Transport for NSW not to disclose the budgeted amounts 

on the basis that Transport for NSW, established on 1 November 2011, did not operate the full 

financial year to 30 June 2012. 

The budget review (Note 18) includes the full year results and budgets for the Department of 

Transport, Transport for NSW and the Transport Service of New South Wales, as this allows 

better transparency and meaningful disclosure of the performance of the Department of 

Transport, Transport for NSW and the Transport Service of New South Wales. 

In general, the budgeted amounts reflect the budget figures disclosed in the NSW Budget 

Papers as adjusted for S24 of the Public Finance and Audit Act 1983 (allocations adjustments 

for transfer of functions between Departments). Other amendments made to the budget are 

not reflected in the budget amounts. 

z) Service Groups costing 

Service Groups costs comprise direct costs and indirect costs. Direct and indirect costs include 

employee related expenses, depreciation and amortisation, grants and subsidies, finance 

charges and operating expenses. Direct costs relate to those activities that contribute 

specifically to the service delivery of one of the Service Groups. Indirect costs relate to those 

general activities that benefit all Service Groups. Indirect costs are allocated across the three 

service groups on a pro-rata basis having regard to the direct allocations to each service 

groups with this method considered to be both systematic and rational and is applied 

consistently to all costs having similar characteristics. 

Assets and liabilities that could be attributed to one of the service groups were allocated to that 

service group. The other assets and liabilities are allocated across the three service groups on 

a pro-rata basis having regard to the direct allocations to each service groups with this method 

considered to be both systematic and rational and is applied consistently to all assets and 

liabilities having similar characteristics. 


aa) 

New Australian Accounting Standards issued but not effective 

At reporting date all the new and revised Standards and Interpretations issued by the 

Australian Accounting Standards Board (“the AASB”) that are relevant to Transport for NSW 

and effective for the current annual reporting period have been adopted. 

Early adoption of new or revised Australian Accounting Standards and Interpretations that 

have recently been issued or amended but are not yet effective have not been adopted for the 

financial reporting period ended 30 June 2012. Transport for NSW’s assessment of the impact 

of these new standards and interpretations is set out below: 


155





aa )New Australian Accounting Standards issued but not effective (cont’d) 

Applicable to annual 

Standard Summary of key 

requirements/changes 

reporting periods 

beginning on or after 

Impact on financial 

statements 


Instruments and 

AASB 2010-7 

Amendments to 

Australian 

Accounting 

Standards arising 

from AASB 9 

AASB 9 introduces new requirements 

for the classification, measurement 

and derecognition of financial assets 

and financial liabilities. 

The IASB has 

deferred the effective 

date of this standard 

to 1 January 2015. It is 

expected that AASB 

will also make a 

similar amendment. 

Impact on the 


not expected to be 

significant. 

AASB 12 

Disclosure of 

Interests in other 

Entities 

AASB 127 

Separate 

Financial 

Statements 

AASB 128 

Investments in 

Associates and 

Joint ventures 

AASB 13 Fair 

Value 

Measurement 

and AASB 2011- 

8. 

AASB 1053 and 

AASB 2010-2 

regarding 

differential 

reporting 

AASB 2011-9 

Amendments to 

Australian 

Accounting 

Standards – 

Presentation of 

Items of Other 

Comprehensive 

AASB 12 introduces new disclosures 

about the nature and financial effects 

of an entity’s investment in other 

entities. 

The new standard prescribes the 

accounting and disclosure 

requirements for investments in 

subsidiaries, joint ventures and 

associates when an entity prepares 

separate financial statements (in 

addition to consolidated financial 

statements). 

This Standard prescribes the 

accounting for investments in 

associates and defines “significant 

influence”. 


establishes a single framework or 

guidance for the measuring of fair 

value and requires enhanced 

disclosures about fair value 

measurements. 

AASB 1053 requires entities that 

prepare general purpose financial 

statements to adopt Tier 1 (full 

compliance with AASB) or Tier 2 

(Reduced Disclosure Requirements). 

The main change is that, in the 

Statement of Comprehensive Income, 

the “Other Comprehensive Income” 

section will need to be presented in 

two sub-sections, based on whether 

the items may be recycled to net result 

in the future. 

1 January 2013 May impact on the 

type of information 

disclosed. 

1 January 2013 Impact on the 






1 January 2013 It is not possible at this 

stage to quantify the 

impact on the carrying 

amounts of the 

revalued assets. 

TfNSW prepares 

general purpose 


that comply with the 

AASB. 




156 





2. Expenses excluding losses 

2012 

$’000 

(a) 

Personnel service expenses 

Salaries (including recreation leave) 133,584 

Superannuation - Defined benefits plan 1,249 

Superannuation - Defined contribution plan 3,615 

Long service leave 5,841 

Workers’ compensation insurance 154 

Payroll tax and fringe benefit tax 2,948 

Redundancies 1,425 

Other employee expenses 226 

Skill hire contractors 15,213 

Fee for Personnel Services - 

164,255 

Personnel service costs of $0.6m have been capitalised in rail infrastructure system and 

intangible assets (computer systems) and are excluded from the above. 

(b) 

Other operating expenses including the following: 

Consultants 5,536 

Project Contractors 15,063 

Contractors 37,778 

Electricity 169 

External Audit fees - for audit of the 

annual financial statements 240 

Fleet hire and leasing charges including 

contingent rents and rail access fees 121 

Fuel costs 41 

Information technology 5,755 

Insurance - other than workers compensation insurance 354 

Internal audit fees 26 

Legal services 5,519 

Office expenses 29,463 

Property rent and other related expenses 5,547 

Security costs 1,984 

Telecommunications 1,982 

Travel expenses - domestic and international 391 

General expenses 7,277 


117,246 

(c) 

Maintenance 

Maintenance 1,167 

1,167 

Maintenance expenses of $1.2m do not include staff costs. 


157




2. Expenses excluding losses (Cont’d) 

2012 

$’000 

(d) 

Depreciation and Amortisation 

Depreciation 

Depreciation - Buildings (note 10) 12 

Depreciation - Plant and equipment (note 10) 644 

656 

Amortisation 

Amortisation - Finance leased buses (note 10) 32,783 

Amortisation - Computer systems (note 11) 1,239 

34,022 

(e) 

Grants and subsidies 

34,678 

Taxi transport subsidy scheme 17,565 

Community transport groups 29,398 

Private vehicle conveyance 11,238 

Rail Corporation 2,259,175 

Country Rail Infrastructure Authority 110,186 

Sydney Ferries 86,781 

Carparks and interchanges 12,989 

Transport Construction Authority 16,700 

Roads and Maritime Services (including the former RTA) 2,949,660 

Grants to councils - maintenance of transport infrastructure 6,405 

Others 15,838 

(f) 

Finance costs 

5,515,935 

Finance lease interest charges 43,482 

Finance costs - other 16 

(g) 

Other expenses 

43,498 

Bus contract payments - metropolitan and outer metro bus operators 537,347 

Major events - hire of bus and rail services 4,577 

Bus contract payments - rural and regional bus operators 250,779 

Infrastructure projects 304,924 

1,097,627 

158 





3. Revenue 

2012 

$’000 

(a) 

Recurrent Appropriations 

Total recurrent drawdowns from NSW Treasury (per 

Summary of compliance with financial directives) 6,472,963 


compliance with financial directives) - 

6,472,963 

Comprising: 

Recurrent appropriations (per Statement of comprehensive 

income) 6,472,963 

6,472,963 

(b) 

Capital Appropriations 

Total capital drawdowns from NSW Treasury (per 

Summary of compliance with financial directives) 269,813 


compliance with financial directives) (note 15) (2,270) 

267,543 

Comprising: 

Capital appropriations (per Statement of comprehensive 

income) 267,543 

267,543 

(c) Sale of goods and services 

Recoupment of project costs 323,713 

Fees for services rendered 1,512 

Major events revenue 3,920 

Other 492 


(d) 


329,637 

Rents 2,682 

Interest on financial assets at fair value through profit or loss ( Tcorp Deposits) 1,309 

Interest on bank balance 4,053 

(e) 

Shared services revenue 

8,044 

Shared services revenue 108,706 

108,706 

Shared services revenue comprises fees charged by the entity for the provision of shared 

services to other transport entities. 


159




3. Revenue (cont’d) 

2012 

$’000 

(f) 

Retained taxes, fees and fines 

Taxi operators' accreditation renewal fees 1,018 

1,018 

Transport for NSW collects taxi operators' accreditation fees which can only be used to fund 

taxi industry related operations and initiatives. 

(g) 

Grants and contributions 

Community transport groups 27,748 

27,748 

Transport for NSW received $27.7m in grants from the Department of Aging Disability and 

Home Care for the Community Transport Group funding scheme. 

(h) 

Resources received free of charge 

Resources received free of charge represents acceptance by the Crown Entity of employee 

benefits and other liabilities. 

Personnel services - Superannuation - defined benefit 1,249 

Personnel services - Long service leave 5,841 

(i) 

Other revenue 

7,090 

Emerging interests - Private Sector Provided 

Infrastructure (Note 12) 2,519 

4. Conditions on contributions 

2,519 

Transport for NSW collects taxi operators' accreditation fees and receives grants and 

contributions whose usage is restricted by requirements of the grantors. Transport for NSW 

has complied in full with the externally-imposed requirements in the period under review. 

160 





5. Service groups of Transport for NSW 

Transport for NSW has three service groups namely: 

Transport Infrastructure and Development: 

Description: This service group covers developing and building new infrastructure along with 

enhancing the existing transport system and the road network. 

Integrated Transport Service Delivery 

Description: This service group covers the delivery of a range of transport services, from 

operation, coordination and regulation of public transport, to transport service contracts, 

pricing and ticketing and customer information services. This also includes delivering more 

specialised services to better connect local communities and helping disadvantaged groups. 

This service group seeks to implement initiatives to increase safe road use behaviour to 

ensure that drivers and riders are eligible, competent and identified, vehicles are roadworthy 

and meet emissions standards and a high standard of customer service is maintained. 

Integrated Transport Planning and Management 

Description: This service group covers planning for integration between transport modes to 

deliver a more efficient and reliable customer experience. It also includes the development of 

strategic policy to influence land use planning, coordinates strategies to address future growth 

and transport demands of the community and industry. This service group also seeks to 

ensure safe, reliable movements of people and goods on the arterial road network and 

manage the primary arterial network to retain the value and quality of the infrastructure as a 

long term renewable asset. 

2012 

$'000 

6. Cash and cash equivalents 


Cash at bank and on hand 14,958 

NSW TCorp Investment - Cash Facility 219,804 

Total cash and cash equivalents 234,762 

For the purposes of the Statement of cash flows, cash and cash equivalents include cash at 

bank, cash on hand, and NSW TCorp Investment Cash Facility 

Cash and cash equivalent assets recognised in the Statement of financial position are 

reconciled at the end of the financial period to the Statement of cash flows as follows: 

Cash and cash equivalents (per Statement of financial position) 234,762 

Closing cash and cash equivalents (per Statement of cash flows) 234,762 

Refer Note 22 for details regarding credit risk, liquidity risk, and market risk arising from 

financial instruments. 

Restricted cash and cash equivalents 

Cash and cash equivalent assets include restricted cash of $9.8m which can only be used for 


161




specific purposes and are, therefore, not available to fund the ongoing operations of Transport 

for NSW. 

2012 

$'000 

7. Receivables 

Sale of goods and services 221,756 

Goods and Services Tax recoverable 9,973 

Prepayments 88 

Income receivable 205,503 

Investment Income receivable 3,512 

Other debtors 3 

440,835 

Less: Allowance for impairment (26) 

440,809 

Movement in the allowance for impairment 

Balance transferred in through administrative restructure (26) 

Decrease in allowance recognised in net result - 

Balance at 30 June (26) 

Details regarding credit risk, liquidity risk and market risk, including financial assets that are 

either past due or impaired, are disclosed in Note 22. 

8. Non-current assets held for sale 

Non-current assets held for sale comprise land and buildings transferred from Transport 

Construction Authority as part of the administrative restructure. These assets are not required 

for any future transport infrastructure projects and accordingly are earmarked for sale in 2012- 

13. The land and buildings were valued at fair value on 31 March 2012 prior to being 

transferred to Transport for NSW and they are part of the Integrated transport infrastructure 

and development service group. 

Land and buildings held for sale 9,285 

9. Other financial assets 

9,285 

Interest free advances to taxi operators 671 

Investment in A.C.N. 156 211 906 Pty Ltd 20,004 

Loan to A.C.N. 156 211 906 Pty Ltd 401 

21,076 

162 





9. Financial assets (cont’d) 

Interest free advances to taxi operators: 

Transport for NSW provides repayable interest-free advances to assist taxi operators (in rural 

and regional NSW) to make their taxi wheel-chair accessible. Transport for NSW holds bills of 

sale as security for these advances and has recorded its financial interests in the vehicles in 

the Register of Encumbered vehicles. 

Investment in and loans to A.C.N. 156 211 906 Pty Ltd: 

A.C.N. 156 211 906 Pty Ltd is a for-profit proprietary company limited by shares and domiciled 

in Australia. The company was incorporated on 12 March 2012 and is fully owned subsidiary 

of Transport for NSW. 

On 23 March 2012 Transport for NSW, acting on behalf of A.C.N. 156 211 906 Pty Ltd, paid 

$19.738m for the 100% acquisition of Metro Transport Sydney Pty Ltd and its Group, the 

owners of the Light Rail and Monorail Systems in Sydney (Note 9). A.C.N. 156 211 906 Pty 

Ltd issued 20m shares of $1 each fully paid to Transport for NSW to fund this 

acquisition($19.738m) and related stamp duty costs ($0.266m). 

On 1 June 2012, Transport for NSW provided a short term interest bearing loan to A.C.N. 156 

211 906 Pty Ltd. The loan is due for repayment on 31 July 2012. 

Refer to Note 22 for further information regarding credit risk, liquidity risk, and market risk 

arising from financial instruments. 

10. Property, plant and equipment 

Land and 

buildings 

Rail 

infrastructure 

system 

Plant and Equipment 

Finance 

Plant and 

leased 

equipment 

buses 

Total 


Plant & 

Equipment 

$’000 $’000 $’000 $’000 $’000 $’000 


At 30 June 2012 

At cost - 55,638 - 991,275 991,275 1,046,913 

Accumulated amortisation and impairment - - - (32,783) (32,783) (32,783) 

At fair value 318,080 - 4,240 - 4,240 322,320 

Accumulated depreciation and impairment (12) - (644) - (644) (656) 

Net carrying amount 318,068 55,638 3,596 958,492 962,088 1,335,794 

Reconciliation 

Period ended 30 June 2012 


restructure (note 21) 99,376 41,848 2,546 907,911 910,457 1,051,681 

Additions 218,704 13,790 1,694 83,364 85,058 317,552 

Depreciation/ amortisation expenses (Note 2(d) (12) - (644) (32,783) (33,427) (33,439) 

Net carrying amount at end of the period 318,068 55,638 3,596 958,492 962,088 1,335,794 

Transport for NSW’s rail infrastructure system is under construction and as a result, the 

depreciation for rail infrastructure system is nil for the period ended 30 June 2012. 


163




2012 

$’000 

11. Intangible assets 

At cost (gross carrying amount) 172,580 

Accumulated amortisation and impairment (1,239) 

Net carrying amount at fair value 171,341 

Reconciliation 

Acquisitions through administrative restructure (Note 21) 165,509 

Additions 7,071 

Amortisation expenses (Note 2(d) (1,239) 

Net carrying amount at end of the period 171,341 

12. Other assets- Private sector provided infrastructure 

Emerging interest in Ultimo Pyrmont Light Rail 


restructure (Note 21) 33,992 

Emerging interest in the period (note 3(i)) 2,519 

Net carrying amount at end of the period 36,511 

13. Payables 

Accrued salaries, wages and on-costs 103 

Trade Creditors 7,633 

Accruals 403,212 

Other creditors 10,227 

421,175 

Details regarding credit risk, liquidity risk and market risk, including a maturity analysis of the 

above payables, are disclosed in Note 22. 

164 





14. Borrowings 

2012 

$’000 

Current Borrowings 

NSW TCorp borrowings 110,745 

Finance leases 60,948 

Borrowings - current 171,693 

Non-current borrowings 

NSW TCorp borrowings 153,104 

Finance leases 897,544 

Borrowings - non-current 1,050,648 

Repayment of Borrowings 

Not later than one year 171,693 

Between one and five years 270,492 

Later than five years 780,156 

Total borrowings at amortised costs 1,222,341 

Details regarding credit risk, liquidity risk and market risk, including a maturity analysis of the 

above payables, are disclosed in Note 22. 

15. Other liabilities 


Current Other liabilities 

Liability to Consolidated Fund (note 3(b)) 2,270 

2,270 

Non- current Other liabilities 

Security deposit 45 

45 


165




16. Commitments for expenditure 

(a) 

Capital Commitments 

Aggregate capital expenditure for the acquisition of property, plant and equipment contracted 

for at reporting date and not provided for: 

2012 

$'000 


Later than one year and not later than five years 90,743 

Total (including GST) 205,796 

(b) 

Operating lease commitments 



Total (including GST) 39,175 

(c) Finance lease commitments 

Minimum lease payments commitments 




Minimum lease payments 1,401,291 

Less: Future finance charges (442,799) 

Present value of minimum lease payments 958,492 

The present value of finance lease commitments is as follows: 




958,492 

Classified as: 

Current borrowings (Note 14) 60,948 

Non-current borrowings (Note 14) 897,544 

958,492 

Future non-cancellable operating lease rentals not provided for and payable. 

Operating leases include office accommodation and plant and equipment. 

166 





Input tax on all commitments estimated at $22.2m will be recouped from the Australian 

Taxation Office. 

17. Contingent liabilities and contingent assets 

In the ordinary course of business, contract disputes have been notified to and by Transport 

for NSW in relation to its construction activities. As the outcomes of these disputes remain 

uncertain, it is not practicable to estimate any potential financial effect from these disputes. 

Apart from the contract disputes mentioned above, Transport for NSW does not have any 

contingent liability or contingent asset that would significantly impact on the state of affairs of 

Transport for NSW or have a material effect on these financial statements. 

Guarantees and performance bonds 

At reporting date Transport for NSW holds guarantees and performance bonds totalling 

$95.2m. 

18. Budget review 

As previously mentioned in Note 1(y) the budget review includes the full year results and 

budgets for the Department of Transport, Transport for NSW and the Transport Service of 

New South Wales, as this allows better transparency and meaningful disclosure of the 

performance of the three entities. 

Department of Transport, Transport for NSW and Transport Service of New South Wales 

Combined Statement of comprehensive income 


DoT TS TfNSW Interagency Total 

Actual Actual Actual eliminations Actual Budget 

2012 2012 2012 2012 2012 2012 

$’000 $’000 $’000 $’000 $’000 $’000 



Employee related /personnel service expenses 97,406 40,465 164,255 (64,185) 237,941 201,967 

Other operating expenses 33,456 - 117,246 150,702 55,082 

Maintenance 104 - 1,167 1,271 - 

Depreciation and amortisation 16,235 - 34,678 50,913 52,453 

Grants and subsidies 2,417,142 - 5,515,935 7,933,077 8,215,430 

Finance costs 21,398 - 43,498 64,896 66,063 

Other expenses 413,450 - 1,097,627 1,511,077 1,203,441 

Total Expenses excluding losses 2,999,191 40,465 6,974,406 (64,185) 9,949,877 9,794,436 


Revenue 

Recurrent appropriations 2,905,834 - 6,472,963 9,378,797 9,712,165 

Capital appropriations - - 267,543 267,543 218,595 

Sale of goods and services 1,069 - 329,637 330,706 20,740 

Investment revenue 2,682 - 8,044 10,726 5,736 

Personnel service/shared services revenue 72,589 35,792 108,706 (57,095) 159,992 - 

Retained taxes, fees and fines 1,147 - 1,018 2,165 2,042 

Grants and contributions 38,184 - 27,748 65,932 45,406 

Non cash employee entitlements assumed by Crown 3,437 4,673 7,090 (7,090) 8,110 2,390 

Other revenue 1,285 - 2,519 3,804 3,696 

Total Revenue 3,026,227 40,465 7,225,268 (64,185) 10,227,775 10,010,770 

(Loss)/Gain on disposal (7) - - (7) - 

Net result 27,029 - 250,862 - 277,891 216,334 

Total other comprehensive income for the year - - - - - - 

Total comprehensive income for the year 27,029 - 250,862 - 277,891 216,334 

Notes: 


167




DoT: Department of Transport 

TS: Transport Service of New South Wales 

TfNSW: Transport for NSW 

18. Budget review (Cont’d) 

Net result 

The actual net result for the 12 months ended 30 June 2012 was $277.9m compared to the 

budget of $216.3m, an under spending of $61.6m mainly due to higher revenue partly offset 

by the increase in the costs of operating Transport for NSW. The result was significantly 

impacted by the administrative restructure which included the transfer of a number of functions 

to Transport for NSW from the various transport operating agencies. 

Contributing to this variation were the following: 

 

 

 

 

 

 

Employee related and other operating expenses were in total $131.6m higher than budget 

due to the transfer of certain functions to Transport for NSW from various transport 

operating agencies. 

Grants and subsidies were $282.3m lower than budget. This was mainly due to lower than 

expected Commonwealth funding for Roads and Maritime Services and the transfer of 

Sydney Light Rail Extension expenditure to capital. 

Other expenses were $307.6m higher than budget mainly due to expenditure incurred in 

relation to infrastructure projects including North West Rail Link, South West Rail Link and 

other rail projects. 

Sale of goods and services revenue was $309.9m higher than budget mainly due to 

recoupment from RailCorp for expenditure incurred in relation to infrastructure projects 

including North West Rail Link, South West Rail Link and other rail projects. 

The recurrent appropriations were $333.4m lower than budget. This was mainly due to 

lower than expected Commonwealth funding for Roads and Maritime Services and the 

transfer of Sydney Light Rail Extension expenditure to capital. 

The capital appropriations were $48.9m higher than budget mainly due to transfer of 

Sydney Light Rail Extension expenditure to capital. 

168 







Combined Statement of financial position 




2012 2012 2012 2012 2012 2012 

$’000 $’000 $’000 $’000 $’000 $’000 

ASSETS 


Cash and cash equivalents 93,856 491 234,762 329,109 68,350 

Receivables 258 11,995 440,809 (98,692) 354,370 83,757 

Non-current assets for sale - - 9,285 9,285 - 

Total current assets 94,114 12,486 684,856 (98,692) 692,764 152,107 


Other financial assets - - 21,076 21,076 365 


Land and buildings - - 318,068 318,068 228,602 

Infrastructure systems - - 55,638 55,638 83,398 

Plant and equipment - - 962,088 962,088 983,684 

Property, plant and equipment - - 1,335,794 1,335,794 1,295,684 

Intangibles - - 171,341 171,341 14,624 

Other assets - - 36,511 36,511 36,402 

Total non-current assets - - 1,564,722 - 1,564,722 1,347,075 

Total assets 94,114 12,486 2,249,578 (98,692) 2,257,486 1,499,182 

LIABILITIES 


Payables 89,395 1,564 421,175 (98,692) 413,442 122,184 

Provisions 4,719 10,922 - 15,641 4,294 

Borrowings - - 171,693 171,693 30,000 

Other 2,270 2,270 - 

Total current liabilities 94,114 12,486 595,138 (98,692) 603,046 156,478 



Borrowings - - 1,050,648 1,050,648 951,312 

Other - - 45 45 45 

Total non-current liabilities - - 1,050,693 - 1,050,693 951,357 

Total liabilities 94,114 12,486 1,645,831 (98,692) 1,653,739 1,107,835 

Net assets - - 603,747 - 603,747 391,347 

EQUITY 

Accumulated funds - - 603,747 603,747 391,347 

Total Equity - - 603,747 - 603,747 391,347 

Notes: 



TfNSW: Transport for NSW. 


169





Assets and liabilities 

The main variations in the Statement of financial position are set out below: 

The main reason for the increase in assets ($758.3m) and liabilities ($545.9m) was the 

administrative restructure, involving a number of transport entities including the Transport 

Construction Authority and the Public Transport Ticketing Corporation. 

170 






Cash flows 


Combined Statement of cash flows 




2012 2012 2012 2012 2012 2012 

$’000 $’000 $’000 $’000 $’000 $’000 


Payments 

Employee related/Personnel service expenses (95,753) (36,109) (142,572) 57,095 (217,339) (203,834) 

Grants and subsidies (2,439,902) - (5,846,228) (8,286,130) (8,194,745) 

Finance costs (21,390) - (43,498) (64,888) (66,063) 

Bus payments (392,078) - (813,921) (1,205,999) (1,221,715) 

Other (138,052) - (115,409) (253,461) (180,086) 

Total Payments (3,087,175) (36,109) (6,961,628) 57,095 (10,027,817) (9,866,443) 

Receipts 

Recurrent appropriation 2,905,834 - 6,472,963 9,378,797 9,712,165 

Capital appropriation - - 267,543 267,543 218,595 

Cash transfers to the Consolidated Fund (2,784) - 2,270 (514) (2,784) 

Sales of goods and services/ Personnel services 245,732 36,600 400,057 (57,095) 625,294 148,220 

Grants and contributions 21,091 27,919 49,010 47,458 

Retained taxes, fees and fines 1,147 - 1,018 2,165 2,101 

Interest received 3,056 - 3,967 7,023 5,867 

Total Receipts 3,174,076 36,600 7,175,737 (57,095) 10,329,318 10,131,622 

Net cash inflows from operating activities 86,901 491 214,109 - 301,501 265,179 


Purchases of land and buildings, plant and equipment 

and infrastructure systems (5,807) - (241,260) (247,067) (218,595) 

Purchase of finance leased assets (15,219) - (32,784) (48,003) (48,352) 

Advances made (12) - (460) (472) - 

Purchases of investments - - (20,004) (20,004) - 

Net cash outflows from investing activities (21,038) - (294,508) - (315,546) (266,947) 


Net (decrease)/ increase in cash 65,863 491 (80,399) (14,045) (1,768) 

Opening cash and cash equivalents 70,118 - - 70,118 70,118 

Cash transfer in through administrative restructure (42,125) - 315,161 273,036 - 

Closing Cash balance 93,856 491 234,762 - 329,109 68,350 

Notes: 



TfNSW: Transport for NSW. 


171





Cashflows 

The closing cash balance was $260.8m higher than budget. This was mainly due to 

administrative restructures involving a number of other transport entities. 

A variation was also evidenced in total payments of $161.4m, with was mainly due to 

increased grants and subsidies ($91.4m) and other payments ($73.4m). 

There was also a variation in total receipt of $197.7m, which was mainly due to an increase in 

revenue from sales of goods and services ($477.1m), which was partly offset by a decrease in 

the recurrent and capital appropriation ($284.4m). 

19. Reconciliation of cash flows from operating activities to net result 

2012 

$’000 

Net cash inflow from operating activities 214,109 

Non -cash revenue 2,519 

Depreciation and amortisation (34,678) 

Increase/(Decrease) in receivables 253,470 

(Increase)/Decrease in creditors (184,558) 

Net Result 250,862 

20. Administered assets and liabilities 

Administered assets 

Cash 270 

Total administered assets 270 

Administered liabilities 

Cash 270 

Total administered liabilities 270 

172 





21. Administrative restructure 

Net assets and liabilities transferred to Transport for NSW were as follows: 

Depart. of 

Transport 

Transport 

Construction 

Authority 

RailCorp 

Depart. of Land 

& Infrastructure 

Public Transport 

Ticketing 

Corporation 

Sydney Metro 

ASSETS $’000 $’000 $’000 $’000 $’000 $’000 $’000 


Cash and cash equivalents 42,125 168,165 (105,851) - 1,854 208,868 315,161 

Receivables 125,662 53,662 - - 6,255 - 185,579 

Non-current assets held for sale (note 8) - 9,285 - - - - 9,285 

Total current assets 167,787 231,112 (105,851) - 8,109 208,868 510,025 

Total 

2012 


Financial assets 572 - - - - 572 

Property, plant and equipment - 

Land and buildings 56,017 43,359 - - - 99,376 

Infrastructure systems 41,848 823,209 (828,853) 5,644 - - 41,848 

Plant and equipment 910,457 - - - - - 910,457 

Property, plant and equipment (note 10) 1,008,322 866,568 (828,853) 5,644 - - 1,051,681 

Intangibles (note 11) 18,876 - - - 146,633 - 165,509 

Other assets (note 12) 33,992 - - - - - 33,992 

Total non - current assets 1,061,762 866,568 (828,853) 5,644 146,633 - 1,251,754 

Total assets 1,229,549 1,097,680 (934,704) 5,644 154,742 208,868 1,761,779 

LIABILITIES 


Payables 119,535 93,597 - - 23,956 - 237,088 

Borrowings 47,704 - - - 110,745 - 158,449 

Total current liabilities 167,239 93,597 - - 134,701 - 395,537 


Borrowings 860,208 - - - 153,104 - 1,013,312 

Other 45 - - - - - 45 

Total non - current liabilities 860,253 - - - 153,104 - 1,013,357 

Total liabilities 1,027,492 93,597 - - 287,805 - 1,408,894 

Net assets 202,057 1,004,083 (934,704) 5,644 (133,063) 208,868 352,885 



173




22. Financial instruments 

Transport for NSW’s principal financial instruments are outlined below. These financial 

instruments are required to finance Transport for NSW’s operations. 

Transport for NSW does not enter into or trade financial instruments, including derivative 

financial instruments, for speculative purposes. 

The operational activities of Transport for NSW expose it to a variety of financial risks: credit 

risk, liquidity risk and market risk (including interest rate risk and currency risk). The main risks 

arising from these financial instruments are outlined below together with Transport for NSW’s 

objectives, policies and processes for measuring and managing risk. 

Methods used to measure risk include sensitivity analysis in the case of interest rate, foreign 

exchange and other commodity price risks, and an ageing analysis for credit risk. Further 

quantitative and qualitative disclosures are included throughout these financial statements. 

The Director General of the Transport for NSW has overall responsibility for the establishment 

and oversight of risk management and review and determine policies for managing each of 

these risks. Risk management policies are established to identify and analyse the risks faced by 

the reporting entity, to set limits and to monitor risks. Compliance with these policies is reviewed 

by internal audit. 

(a) Financial instrument categories 

2012 

$'000 

Financial Assets Notes Category Carrying Amount 

Class: 

Cash and cash equivalents 6 N/A 234,762 

Receivables 7 Loans and receivables (at amortised cost) 418,384 

Other financial assets 9 Loans and receivables (at amortised cost) 21,076 

674,222 

174 





22. Financial instruments (cont’d) 

(a) Financial instrument categories (cont’d) 

2012 

$'000 

Financial Liabilities Notes Category Carrying Amount 

Class: 

Payables 13 Financial liabilities measured at 

amortised cost 421,175 

Borrowings 14 Financial liabilities measured at 1,222,341 

amortised cost 

1,643,516 

During the period from 1 November to 30 June 2012, there were no defaults on any loans 

payable. 

(b) Credit risk 

Credit Risk arises where a debtor or counterparty does not complete their obligations, resulting 

in financial loss to Transport for NSW. 

Credit risk can arise from financial assets of the reporting entity, including cash and cash 

equivalents, deposits with banks and NSW TCorp, as well as credit exposure to customers, 

including outstanding receivables and committed transactions. Transport for NSW holds bank 

guarantees for significant customers as well as property bonds for some leased premises. 

Transport for NSW has not granted any financial guarantees. 

Credit risk policy is aimed at minimising the potential for counter party default. 


Credit risk associated with Transport for NSW’s financial assets, other than receivables, is 

managed through the sound selection of counterparties and establishment of minimum credit 

rating standards. All debt management and investment activities are undertaken with NSW 

TCorp, which is guaranteed by the NSW Government. 

Credit risk impacts on the following financial instruments which are discussed below: 

Cash 

Cash comprises cash on hand and bank balances within the NSW Treasury Banking System. 

Interest is earned on daily bank balances at the monthly average NSW TCorp 11am unofficial 

cash rate, adjusted for a management fee to NSW Treasury. 


175





(b) Credit risk (cont’d) 

Receivables - trade debtors 

All trade debtors are recognised as amounts receivable at balance date. Collectability of trade 

debtors is reviewed on an ongoing basis. Procedures as established in the Treasurer’s 

Directions are followed to recover outstanding amounts, including letters of demand. Debts 

which are known to be uncollectible are written off. An allowance for impairment is raised when 

there is objective evidence that the reporting entity will not be able to collect all amounts due. 

This evidence includes past experience, and current and expected changes in economic 

conditions and debtor credit ratings. No interest is earned on trade debtors. Sales are generally 

made on 30 day terms. 

Transport for NSW is not materially exposed to concentrations of credit risk to a single trade 

debtor or group of debtors. Debtors that are not past due ($115.4m) are not considered 

impaired. $0.6m was considered impaired for debtors not more than 6 months overdue 

($17.5m). 

The only financial assets that are past due or impaired are ''sales of goods and services'' in the 

''receivables'' category of the statement of financial position. 

Past due but Considered 

Total 1,2 not impaired Impaired 

2012 $'000 $'000 $'000 


3 months - 6 months overdue 1,983 1,810 173 

17,532 16,931 601 

1 Each column in the table reports ''gross receivables''. 

2 The aging analysis excludes receivables that are not past due and not impaired. Therefore the total will not reconcile to the receivables 

total recognised in the Statement of Financial Position. 

(c) Liquidity risk 

Liquidity Risk is the risk that Transport for NSW will be unable to meet its payment obligations 

when they fall due. Transport for NSW continuously manages risk through monitoring future 

cash flows and maturities planning to ensure adequate holding of high quality liquid assets. The 

objective is to maintain a balance between continuity of funding and flexibility through the use of 

overdrafts, loans and other advances. 

Transport for NSW has access to credit facilities with NSW TCorp of $308m of which $263.8m 

had been used at reporting date. 

176 






(c) Liquidity risk (cont’d) 

Maturity analysis and interest rate exposure of financial liabilities 

Interest Rate Exposure 

Maturity Dates 

Weighted Fixed Variable Non- 

Average Nominal Interest Interest Interest 

Effective Int. Amount Rate Rate bearing 5 years 

2012 Rate $'000 $'000 $'000 $'000 $'000 $'000 $'000 

Payables: 

Accrued salaries, wages and on-costs - 103 - - 103 103 - - 

Trade creditors - 7,633 - - 7,633 7,633 - - 

Accrued expenses - 403,212 - - 403,212 403,212 - - 

Other current payables - 10,227 - - 10,227 10,227 - - 

Borrowings: 

Come and Go facility - Litigation 4.60% 32,100 - 32,100 - 32,100 - - 

Come and Go facility -Other 4.62% 6,150 - 6,150 - 6,150 - - 

TCorp borrowings - short term 4.62% 72,495 - 72,495 - 72,495 - - 

TCorp borrowings - long term 5.26% 235,497 235,497 - - - 24,814 210,683 

Finance leases - 958,492 958,492 - - 60,948 250,207 647,337 

1,725,909 1,193,989 110,745 421,175 592,868 275,021 858,020 

(d) Market risk 

Market risk relates to fluctuations in the fair value of future cash flows of financial instruments 

because of changes in market prices. Transport for NSW’s exposures to market risk are 

primarily through interest rate risk on Transport for NSW’s borrowings and other price risks 

associated with the movement in the unit price of the Hour Glass Investment Facilities. 

The effect on net result and equity due to a reasonably possible change in risk variable is 

outlined in the information provided below, for interest rate risk and other price risk including 

currency movements. A reasonably possible change in risk variable has been determined after 

taking into account the economic environment in which Transport for NSW operates and the 

time frame for the assessment (i.e. until the end of the next annual reporting period). The 

sensitivity analysis is based on risk exposures in existence at the balance date. The analysis 

assumes that all other variables remain constant 


Transport for NSW is exposed to market risks in respective of Interest rate risk on the Transport 

for NSW’s borrowings. Transport for NSW has no exposure to foreign currency risk and does 

not enter into commodity contracts. 

Exposure to interest rate risk arises primarily through Transport for NSW’s interest bearing 

liabilities. This risk is minimised by undertaking mainly fixed rate borrowings, primarily with NSW 

Treasury Corporation (NSW TCorp). 


177





(d) Market risk (cont’d) 

(i) Interest rate risk 

Exposure to interest rate risk arises primarily through Transport for NSW’s interest bearing 

liabilities. This risk is minimised by undertaking mainly fixed rate borrowings, primarily with NSW 

Treasury Corporation (NSW TCorp). 

Transport for NSW’s s exposure to interest rate risk is set out in the table below. 

-1% 1% 

Carrying amount Profit Equity Profit Equity 

$'000 $'000 $'000 $'000 $'000 

2012 

Financial assets 


Receivables 418,384 - - - - 


Financial liabilities 

Payables 421,175 - - - - 

Financial liabilities at amortised cost 1,222,341 384 384 (384) (384) 

(ii) Other price risk – TCorp Hour-Glass facilities 

Exposure to other price risk primarily arises through the investment in the TCorp Hour-Glass 

Cash Facility, which is held for up to 1.5 years. 

The unit price of each facility is equal to the total fair value of the net assets held by the facility 

divided by the number of units on issues for that facility. United prices are calculated and 

published daily. 

NSW TCorp is trustee for each of the above facilities and is required to act in the best interest 

of the unit holders and to administer the trusts in accordance with the trust deeds. As trustee, 

TCorp has appointed external managers to manage the performance and risks of each facility 

in accordance with a mandate agreed by the parties. However, TCorp acts as manager for part 

of the Cash and Strategic Cash Facilities and also manages the Australian Bond portfolio. A 

significant portion of the administration of the facilities is outsourced to an external custodian. 

Investment in the Hour-Glass facilities limits Transport for NSW’s exposure to risk, as it allows 

diversification across a pool of funds with different investment horizons and a mix of 

investments. 

NSW TCorp provides sensitivity analysis information for each of the investment facilities, using 

historically based volatility information. The NSW TCorp Hour-Glass Investment facilities are 

designed at fair value through profit and loss and, therefore, any change in unit price impacts 

directly on the result (rather than equity). A reasonably possible change is based on the 

percentage change in unit price (as advised by NSW TCorp) multiplied by the redemption value 

as at 30 June each year for each facility. 

Given that the TCorp Hour-Glass Cash Facility is held for a short period of time, the impact on 

any price changes on the net result would be immaterial. 

178 






(d) Market risk (cont’d) 

(ii) Other price risk – TCorp Hour-Glass facilities (cont’d) 

Transport for NSW has assessed the fair value of its financial instruments on the basis of 

inputs other than quoted prices that are observed directly or indirectly (Level 2) with TCorp 

Hour-Glass Cash Facility disclosed at $219.8m. 

23. After balance date events 

Under the Transport Administration Amendment Act 2011, Country Rail Infrastructure Authority 

(CRIA) ceased to operate on 1 July 2012 with all the assets, rights, liabilities and functions of 

CRIA (net assets of $1,819.7m) transferred to Transport for NSW. In addition, the Public 

Transport Ticketing Corporation also ceased to exist on 1 July 2012 with its responsibilities and 

functions also transferred to Transport for NSW. 

The NSW Government has awarded the contract for the operations of the Sydney Ferries to a 

private operator with effect from 28 July 2012. The contract will run for 7 years with the NSW 

Government retaining ownership of the Sydney Ferries vessels and Balmain shipyard. Transport 

for NSW will be responsible for fares control and setting service levels for the new operator. 

Further details on this contract can be found in Note 18 in the 2011-12 financial statements of 

Sydney Ferries. 




179

Transport Service of New South Wales 

180 




181

182 




183

184 




185

186 




187

188 




189

190 




191

192 




193

194 




195

196 


A.C.N. 156 211 906 Pty Ltd 



197

198 


A.C.N. 156 211 906 Pty Ltd 


For the period from 12 March 2012 to 30 June 2012 


This statement should be read in conjunction with the notes to the financial statements. 

1 


199

A.C.N. 156 211 906 Pty Ltd 


As at 30 June 2012 


200 


A.C.N. 156 211 906 Pty Ltd 






201

A.C.N. 156 211 906 Pty Ltd 




202 


1. Corporate Information 

A.C.N. 156 211 906 Pty Ltd 



A.C.N. 156 211 906 Pty Ltd (the parent company) is a for-profit proprietary company limited by 

shares and domiciled in Australia. The company was incorporated on 12 March 2012 and is fully 

owned subsidiary of Transport for NSW, a general government sector agency of the NSW 

Government. The company’s ultimate parent is the NSW Government and it is consolidated as 

part of the Total State Sector Accounts. The registered address of the company is Level 6, 16-18 

Lee Street Chippendale NSW 2008. 

On 23 March 2012 Transport for NSW, acting on behalf of A.C.N. 156 211 906 Pty Ltd, paid 

$19.738m for the 100% acquisition of Metro Transport Sydney Pty Ltd and its Group, the owners 

of the Light Rail and Monorail Systems in Sydney (Note 9). A.C.N. 156 211 906 Pty Ltd issued 

20m shares of $1 each fully paid to Transport for NSW to fund this acquisition and related stamp 

duty costs (Notes 9 and 16). 

As a result of this acquisition the principal activities of A.C.N. 156 211 906 Pty Ltd and its wholly 

owned subsidiaries (the Group) comprise the operations and management of the Light Rail and 

Monorail Systems in Sydney. The Group comprises: 

The parent entity: 

A.C.N. 156 211 906 Pty Ltd 

The subsidiaries: 

Metro Transport Sydney Pty Ltd 

Sydney Light Rail Co Pty Ltd 

Pyrmont Light Rail Co Ltd 

SLR Corporate Development Pty Ltd 

Light Rail Construction Co Pty Ltd 

Metro Transport Security Co Pty Ltd 

The consolidated financial statements cover the period from 12 March 2012 to 30 June 2012 and 

were approved and authorised for issue by the board of directors on 10 October 2012. 


2. Summary of Accounting Policies 

(a) Basis of preparation 

The consolidated financial statements are general purpose financial statements prepared on an 

accruals basis and in accordance with applicable Australian Accounting Standards, Australian 

Accounting Interpretations, other authoritative pronouncements of the Australian Accounting 

Standards Board, the requirements of the Public Finance and Audit Act 1983 and Public Finance 

and Audit Regulation 2010. 

The consolidated financial statements have been prepared on the basis of historical cost except 

for property, plant and equipment. The methods used to measure the fair values of these assets 

are discussed in Note 2 (n). 

The financial statements are presented in Australian dollars, which is the Group’s functional 

currency. All values are rounded to the nearest thousand dollars ($’000) unless otherwise stated. 


203

A.C.N. 156 211 906 Pty Ltd 



2. Summary of Accounting Policies (Cont’d) 

(b) Statement of Compliance 

The consolidated general purpose financial statements of the Group have been prepared in 

accordance with the requirements of Australian Accounting Standards and other authoritative 

pronouncements of the Australian Accounting Standards Board. 

(c) Basis of consolidation 

The Group financial statements consolidate those of the parent entity and all of its subsidiary 

companies (Note 1 above) for the period from 12 March 2012 to 30 June 2012. Subsidiary 

companies are all the entities which the Group has the power to control the financial and 

operating policies. The Group obtains and exercises control through 100% ownership of the 

voting rights and the power to appoint the board of directors. All subsidiaries have a reporting 

date 30 June. 

All transactions and balances between the Group companies are eliminated on consolidation. 

Amounts reported in the financial statements have been adjusted where necessary to ensure 

consistency with the accounting policies adopted by the Group. 

(d) Significant accounting judgements, estimates and assumptions 

In the application of accounting standards, management is required to make judgements, 

estimates and assumptions about the carrying values of assets and liabilities that are not readily 

apparent from other sources. The estimates and associated assumptions are based on historical 

experience and various factors that are believed to be reasonable under the current set of 

circumstances. Actual results may differ from these estimates. 

Management evaluates these judgements, estimates and assumptions on an ongoing basis. 

Revisions to estimates are recognised in the period in which the estimate is revised if the revision 

affects only that period or in the period of the revision and future periods if the revision effects 

both current and future periods. 

Significant judgements, estimates and assumptions made by management in the preparation of 

the consolidated financial statements and included in the appropriate notes are outlined below: 

Business combinations: 

Management uses valuation techniques in determining the fair value of the various elements 

of a business combination (Note 2(e) and Note 9). Valuation uncertainty relates to cost 

estimations and assumptions about the condition of the assets. 

Impairment: 

In assessing impairment, management estimates the recoverable amount of each asset or 

cash generating units based on expected future cash flows and uses an interest rate to 

discount them. Estimation uncertainty relates to assumptions about future operating results 

and the determination of a suitable discount rate. 

204 


A.C.N. 156 211 906 Pty Ltd 



2. Summary of Accounting Policies (cont’d) 

(d) Significant accounting judgements, estimates and assumptions (Cont’d) 

Useful lives of depreciable assets: 

Management reviews its estimate of the useful lives of depreciable assets at each reporting 

date, based on the expected utility of the asset. Uncertainties in these estimates relate to 

economic useful life of the assets. 

(e) Business combinations 

The Group applies the acquisition method in accounting for business combinations. The 

consideration transferred by the Group to obtain control of a subsidiary is calculated as the sum of 

the acquisition-date fair values of assets transferred and liabilities incurred, which includes the fair 

value of any asset or liability arising from a contingent consideration arrangement. Acquisition 

costs are expensed as incurred. 

The reporting entity recognises identifiable assets acquired and liabilities assumed in a business 

combination regardless of whether they have been previously recognised in the acquiree's 

financial statements prior to the acquisition. Assets acquired and liabilities assumed are generally 

measured at their acquisition-date fair values. Management engaged external professional 

advisors to advise on the fair value of the net assets acquired. 

Goodwill is stated after separate recognition of identifiable intangible assets. It is calculated as the 

excess of the sum of (a) fair value of consideration transferred and (b) the recognised amount of 

any non-controlling interest in the acquiree, over the acquisition-date fair values of identifiable net 

assets. If the fair values of identifiable net assets exceed the sum calculated above, the excess 

amount (i.e. gain on a bargain purchase) is recognised in profit or loss immediately. 


Goodwill acquired in a business combination is not amortised. Instead, it is tested for impairment 

annually or more frequently if events or changes in circumstances indicate that it might be 

impaired, and is carried at cost less accumulated impairment losses. 

(f) Revenue 

Revenue is recognised when the Group is legally entitled to the income and the amount can be 

quantified with reasonable accuracy. Revenues are recognised net of the amounts of goods and 

services tax (GST) payable to the Australian Taxation Office. The Group’s principal sources of 

revenue are: 

(i) Rendering of services 

The Group’s primary source of revenue is the sale of fares to passengers using the Light Rail and 

Monorail systems in Sydney. Revenue from the provision of this service is recognised as revenue 

when the cash consideration is received or receivable. 

(ii) Sale of advertising space 

Revenue from sale of advertising space is recognised as revenue when the service is provided. 


205

A.C.N. 156 211 906 Pty Ltd 




(f) Revenue (cont’d) 

Fees for the provision of services received but not earned in the period are recognised as income 

in advance under current liabilities (Note 15). 

(g) Expenses 

Operating expenses comprise management fees payable to the operator of the Light Rail and 

Monorail systems, depreciation, employee entitlements, maintenance and administration and 

marketing expenses. Operating expenses are recognised in profit or loss on an accrual basis as 

services are utilised. 

(h) Insurance 

The Group arranges insurance cover for property, public liability, workers’ compensation through 

a private insurance company. 

(i) Taxation 

Tax equivalent 

As a NSW Government owned Group, the Group is exempt from paying Commonwealth 

income tax on profits. However, the for-profit Group is subject to the NSW Tax Equivalent 

regime so that tax at prevailing rate of company income tax (30% for 2011-12) is payable on 

the accounting profit earned to the NSW Office of State Revenue. Under this tax equivalent 

regime deferred tax assets and liabilities are not recognised in the financial statements. 

Goods and Services Tax (GST) 

Revenues, expenses and assets are recognised net of the amount of GST except where the 

amount of GST incurred is not recoverable from the Australian Taxation Office, in which case 

it is recognised as part of the cost of acquisition of an asset or as part of an item of expense. 

Receivables and payables are recognised inclusive of GST. The net amount of GST 

recoverable from or payable to the Australian Taxation Office is included as part of 

receivables or payables. 

Cash flows are included in the statement of cash flows on a gross basis inclusive of GST. The 

GST component of cash flows arising from investing and financing activities which is 

recoverable from or payable to the Australian Taxation Office is classified as operating cash 

flows. 

(j) Cash and cash equivalents 

Cash and cash equivalents in the statement of financial position comprise cash at bank and in 

hand and short-term deposits with an original maturity of three months or less. For the purposes 

of the statement of cash flows, cash and cash equivalents consist of cash and cash equivalents 

as defined above. 

206 


A.C.N. 156 211 906 Pty Ltd 




(k) Trade and other receivables 

Trade receivables, which comprise amounts due from sales of goods and from services provided 

to customers, are recognised and carried at original invoice amount less an allowance for any 

uncollectible amounts. Normal terms of settlement are 30 days. The carrying amount of the 

receivable is deemed to reflect fair value. 

An allowance for impairment is made when there is objective evidence that the Group will not be 

able to collect the debts. Bad debts are written off when identified. 

(l) Investments in and receivables from subsidiaries 

Investments in and receivables from subsidiaries are stated at cost less an allowance for 

impairment. Cost is the fair value of the consideration paid for the purchase of the interests in the 

subsidiaries. Consideration is generally cash paid. 

(m) Inventory 

Inventory of spare parts used for asset maintenance is valued at lower of cost and net realisable 

value. 

(n) Property, plant and equipment 

Property, plant and equipment relate mainly to the Light Rail and Monorail systems in Sydney and 

comprise mainly rolling stock and related plant and equipment (rail infrastructure assets). 


The cost method of accounting is used for the initial recording of all acquisitions of assets 

controlled by the Group in accordance with AASB 116 Property, Plant and Equipment. Cost is the 

amount of cash or cash equivalents paid or the fair value of the other consideration given to 

acquire the asset at the time of its acquisition or construction or, where applicable, the amount 

attributed to that asset when initially recognised in accordance with the requirements of other 

Australian Accounting Standards. 


Assets acquired at no cost or for a nominal consideration are initially recognised at their fair value 

at the date of acquisition. 

Fair value is determined by reference to market-based evidence, which is the amount for which 

the assets could be exchanged between a knowledgeable willing buyer and a knowledgeable 

willing seller in an arm’s length transaction as at the valuation date. 

Where payment for an asset is deferred beyond normal credit terms, its cost is the cash price 

equivalent, i.e. deferred payment amount is effectively discounted at an asset-specific rate. 

The cost of assets constructed for own use includes the purchase cost, other directly attributable 

costs and the initial estimate of dismantling and restoration costs. Borrowing costs on qualifying 

assets are capitalised during the construction period. 


207

A.C.N. 156 211 906 Pty Ltd 




(n) Property, plant and equipment (cont’d) 

Property, plant and equipment and intangible assets with a greater value than $300 are assessed 

on a case-by-case basis to determine whether the expenditure should be capitalised or not. 

Subsequent valuation of property, plant and equipment 

Following initial recognition at cost, rail infrastructure assets carried at a revalued amount which is 

the fair value at the date of the revaluation less any subsequent accumulated depreciation and 

any subsequent accumulated impairment losses. 

In the absence of market-based evidence of the fair value, the Group uses the income approach 

to estimate the fair value of property, plant and equipment. 

Buildings and plant and equipment with short working lives are measured at depreciated historical 

cost as a surrogate for fair value. 


The Group revalues property, plant and equipment at least every five years or with sufficient 

regularity to ensure that the carrying amount of each asset in the class does not differ materially 

from its fair value at reporting date. Revaluations are performed by independent and / or in-house 

professionally qualified valuers. 

Rail infrastructure assets which include mainly rolling stock and related plant and equipment are 

treated as one class of assets for the purpose of these financial statements. Revaluation 

increments are credited directly to the asset revaluation reserve, except to the extent that, where 

an increment reverses a revaluation decrement for an asset previously recognised as a loss in the 

statement of comprehensive income, the increment is recognised as a gain in the statement of 

comprehensive income. 

Revaluation decrements are recognised immediately in the statement of comprehensive income, 

except that they are debited directly to the asset revaluation reserve to the extent that a credit 

exists in the asset revaluation reserve in respect of the asset. 

Where an asset that has previously been revalued is disposed of, any balance remaining in the 

asset revaluation reserve in respect of that asset is transferred to equity. 


All material separately identifiable components of assets are depreciated over their shorter useful 

lives. A component is accounted for separately if it has a useful life materially different from that of 

the prime asset and, therefore, requires separate replacement during the life of the prime asset; is 

material enough to justify separate tracking; and is capable of having a reliable value attributed to 

it. A dedicated spare part does not normally have a useful life of its own. 

Items of property, plant and equipment are depreciated over their useful lives to the Group 

commencing from the time the asset is held ready for use. Depreciation is calculated on a straight 

line basis over the expected useful economic lives of the assets as follows: 

% 

Rail Infrastructure assets 6.15 

The assets residual values, useful lives and depreciation methods are reviewed, and adjusted, if 

appropriate, at each financial year end. 

208 


A.C.N. 156 211 906 Pty Ltd 




(n) Property, plant and equipment (cont’d) 

Impairment 

The carrying values of property, plant and equipment are reviewed for impairment at each 

reporting date, with recoverable amount being estimated when events or changes in 

circumstances indicate that the carrying value may be impaired. 

For impairment assessment purposes, assets are grouped at the lowest levels for which there are 

largely independent cash inflows (cash-generating units). The Light Rail and Monorail are the 

main cash generating units of the Group. 

An impairment loss is recognised for the amount by which the asset’s or cash-generating unit's 

carrying amount exceeds its recoverable amount, which is the higher of fair value less costs to 

sell and value-in-use. To determine the value-in-use, management estimates expected future 

cash flows from each cash-generating unit and determines a suitable interest rate in order to 

calculate the present value of those cash flows. The data used for impairment testing procedures 

are directly linked to the Group's latest approved budget adjusted as necessary to exclude the 

effects of future reorganisations and asset enhancements. 

Discount factors are determined individually for each cash-generating unit and reflect 

management’s assessment of respective risk profiles, such as market and asset-specific risks 

factors. 

Impairment losses for cash-generating units reduce first the carrying amount of any goodwill 

allocated to that cash-generating unit. Any remaining impairment loss is charged pro rata to the 

other assets in the cash-generating unit. With the exception of goodwill, all assets are 

subsequently reassessed for indications that an impairment loss previously recognised may no 

longer exist. An impairment charge is reversed if the cash-generating unit’s recoverable amount 

exceeds its carrying amount. 


Derecognition and disposal 

An item of property, plant and equipment is derecognised upon disposal when the item is no 

longer used in the operations of the Group or when it has no sale value. Any gain or loss arising 

on derecognition of the asset (calculated as the difference between the net disposal proceeds and 

the carrying amount of the asset) is included in profit or loss in the year the asset is derecognised. 

Any part of the asset revaluation reserve attributable to the asset disposed of or derecognised is 

transferred to retained earnings at the date of disposal. 

(o) Intangible assets 

The Group recognises intangible assets only if it is probable that future economic benefits will flow 

to the Group and the cost of the asset can be measured reliably. Intangible assets are measured 

at cost less accumulated amortisation and accumulated impairment losses. Where the asset is 

acquired at no or nominal cost, the cost is its fair value as at the date of acquisition. The Group’s 

intangible asset relates to the right to extend and operate the Inner West Light Rail Line. This 

intangible asset will be amortised using the straight-line method over the period the future 

economic benefits from the asset are consumed by the Group. The assets are reviewed for 

impairment at each reporting date. 


209

A.C.N. 156 211 906 Pty Ltd 




(p) Trade and other payables 

Trade payables and other payables represent liabilities for goods and services provided to the 

Group prior to the end of the financial year that are unpaid. Payables are generally short-term and 

are recognised at fair value, usually based on the transaction cost or face value. 

(q) Borrowings 

Borrowings are not held for trading or designated at fair value through profit or loss. Borrowings 

are initially measured at the fair value of the consideration received. Borrowings are subsequently 

measured at amortised cost using the effective interest method. 

Borrowings are removed from the statement of financial position when the obligation specified in 

the contract is discharged, cancelled or expired. The difference between the carrying amount of 

the borrowings that has been extinguished or transferred to another party and the consideration 

paid is recognised in the profit or loss as other income or finance costs. 

Borrowings are classified as current liabilities unless the Group has an unconditional right to defer 

settlement of the liability for at least 12 months after the reporting date. 

(r) Employee benefits 

Employee benefits comprise wages and salaries, annual, non-accumulating sick and long service 

leave, and contributions to defined contributions superannuation plans. 

Liabilities for salaries and wages (including non-monetary benefits), annual leave and paid sick 

leave that fall due wholly within twelve months of the reporting date are recognised and measured 

in respect of employees’ service up to the reporting date at undiscounted amounts based on the 

amounts expected to be paid when the liabilities are settled. 

Long-term annual leave that is not expected to be taken within twelve months is measured at 

present value. Market yields on government bonds are used to discount long-term annual leave. 

The liability for long service leave is recognised in the provision for employee benefits and 

measured as the present value of expected future payments to be made in respect of services 

provided by employees up to the reporting date using the projected unit credit method. 

The Group pays contributions to certain defined contribution superannuation plans. Contributions 

are recognised in the statement of comprehensive income when they are due. The Group has no 

obligation to make further contributions to these plans if the plans do not hold sufficient assets to 

pay all employee benefits relating to employee service in current and prior periods. 

(s) Provisions 

Provisions for legal disputes, onerous contracts or other claims are recognised when the Group 

has a present legal or constructive obligation as a result of a past event, it is probable that an 

outflow of economic resources will be required from the Group and amounts can be estimated 

reliably. Timing or amount of the outflow may still be uncertain. 

210 


A.C.N. 156 211 906 Pty Ltd 




(s) Provisions (cont’d) 

Restructuring provisions are recognised only if a detailed formal plan for the restructuring has 

been developed and implemented, or management has at least announced the plan’s main 

features to those affected by it. Provisions are not recognised for future operating losses. 

Provisions are measured at the estimated expenditure required to settle the present obligation, 

based on the most reliable evidence available at the reporting date, including the risks and 

uncertainties associated with the present obligation. Provisions are discounted to their present 

values, where the time value of money is material. 

Any reimbursement that the Group can be virtually certain to collect from a third party with respect 

to the obligation is recognised as a separate asset. However, this asset may not exceed the 

amount of the related provision. 

In those cases where the possible outflow of economic resources as a result of present 

obligations is considered improbable or remote, no liability is recognised. 

(t) Equity and reserves 

The components of equity and reserves include: 

Share capital represents the fair value of shares that have been issued to Transport for NSW. 

Any transaction costs such as stamp duty associated with the issuing of shares are deducted 

from share capital. 

Retained earnings include all current and prior period retained earnings. 

Revaluation reserve comprises gains and losses from revaluation of property, plant and 

equipment (mainly rail infrastructure assets). 


Dividend distributions payable to equity shareholders are included in other liabilities when the 

dividends have been approved in a general meeting prior to the reporting date. 

All transactions with owners are recorded separately within equity. 


211

A.C.N. 156 211 906 Pty Ltd 




(u) New Australian Accounting Standards issued but not effective 

At the date of authorisation of these financial statements, certain new standards, amendments 

and interpretations to existing standards have been published but are not yet effective and have 

not been adopted early by the Group. Management anticipates that all of the relevant 

pronouncements will be adopted in the Group’s accounting policies for the first period after the 

effective date of the pronouncement. The Group’s assessment of the impact of these new 

standards and interpretations is set out below: 

Standard 

Summary of key 





Impact on Group 



Instruments and 

AASB 2010-7 

Amendments to 

Australian 

Accounting 

Standards arising 

from AASB 9 

AASB 9 introduces new requirements 

for the classification, measurement and 

derecognition of financial assets and 

financial liabilities. 

The IASB has deferred 

the effective date of 

this standard to 1 

January 2015. It is 

expected that AASB 

will also make a 

similar amendment. 

Impact on the 




significant. 

AASB 10 

Consolidated 

Financial 

Statements 

AASB 11 Joint 

Arrangements 

AASB 12 

Disclosure of 

Interests in other 

Entities 

AASB 127 

Separate 

Financial 

Statements 

AASB 10 introduces a new principlesbased 

control model and requires the 

parent entity to present consolidated 

financial statements as those of a 

single economic entity. 

AASB 11 aligns more closely the 

accounting by investors with their 

rights and obligations in the joint 

venture. The standard requires the use 

of equity accounting method. 

AASB 12 introduces new disclosures 

about the nature and financial effects 

of an entity’s investment in other 

entities. 

The new standard prescribes the 

accounting and disclosure 

requirements for investments in 

subsidiaries, joint ventures and 

associates when an entity prepares 

separate financial statements (in 

addition to consolidated financial 

statements). 




significant. 




significant. 

1 January 2013 May impact on the type 

of information 

disclosed. 




significant. 

212 


A.C.N. 156 211 906 Pty Ltd 




Standard 

Summary of key 





Impact on Group 


AASB 128 

Investments in 

Associates and 

Joint ventures 

AASB 13 Fair 

Value 

Measurement 

and AASB 2011- 

8. 

This Standard prescribes the 

accounting for investments in 

associates and defines “significant 

influence”. 


establishes a single framework or 

guidance for the measuring of fair 

value and requires enhanced 

disclosures about fair value 

measurements. 


Group’s financial 


significant. 

1 January 2013 It is not possible at this 

stage to quantify the 

impact on the carrying 

amounts of the Group’s 

revalued assets. 

AASB 119 

Employee 

Benefits AASB 

2011-10 and 

AASB 2011-11 

AASB 1053 and 

AASB 2010-2 

regarding 

differential 

reporting 

This Standard will mainly impact the 

accounting for defined benefit pension 

schemes. 

. 

AASB 1053 requires entities that 

prepare general purpose financial 

statements to adopt Tier 1 (full 

compliance with AASB) or Tier 2 

(Reduced Disclosure Requirements). 

1 January 2013 with 

retrospective. 

Not applicable to the 

Group as it does not 

have defined benefits 

superannuation plans. 

Group prepares 

general purpose 


that comply with the 

AASB. 


AASB 2010-8 

regarding 

deferred tax 

The amendments in AASB 2010-8 

relate to the measurement of deferred 

tax assets and deferred tax liabilities 

that arise from investment property 

being measured at fair value 

Not applicable to 

Group as it is subject 

to the NSW Tax 

Equivalent Regime 

(Accounting Profit 

Model). 

AASB 2010-10 

regarding 

removal of fixed 

dates for first time 

adopters 

AASB 2011-9 

Amendments to 

Australian 

Accounting 

Standards – 

Presentation of 

Items of Other 

Comprehensive 

Income 

AASB 2010-10 amendments affect 

AASB 1 First Time Adoption of 

Australian Accounting Standards and 

provide relief for first-time adopters of 

Australian Accounting Standards. 

The main change is that, in the 

Statement of Comprehensive Income, 

the “Other Comprehensive Income” 

section will need to be presented in 

two sub-sections, based on whether 

the items may be recycled to net result 

in the future. 

1 January 2013 Not applicable to 

Group 




significant. 


213

A.C.N. 156 211 906 Pty Ltd 



3. Expenses 

Expenses consist of: 

214 


A.C.N. 156 211 906 Pty Ltd 



4. Tax Equivalent expense 

5. Cash and cash equivalents 


6. . Trade and other receivables 

Impairment allowances recognised at the reporting date have been determined after a review of 

amounts outstanding. The movement in the allowance for impairment in respect of trade debtors 

during the period was as follows: 


215

A.C.N. 156 211 906 Pty Ltd 



6. . Trade and other receivables (cont’d) 

Details regarding credit risk, liquidity risk and market risk including financial assets that are either 

past due or impaired are disclosed in Note 21. 

7. Other financial assets 

Other financial assets comprise the parent entity’s investment in Metro Transport Sydney Pty Ltd 

Group and are reported as follows: 

Current at cost: 

The short-term interest bearing loan is repayable on 31 July 2012. 

Non-current at cost: 

Non-current other financial assets represent the fair value consideration ($19.7m) paid by A.C.N. 

156 211 906 Pty Ltd for the acquisition of Metro Transport Sydney Pty Ltd and its Group (Notes 1 

and 9). 

The non-current other financial assets are unsecured and are stated at cost less provision for 

impairment. At balance date there were no indicators that the other financial assets were impaired 

which would have required an impairment loss to be recognised in the profit or loss. 

Details regarding credit risk, liquidity risk and market risk including financial assets that are either 

past due or impaired are disclosed in Note 21. 

8. Inventory 

216 


9. Business combination 

A.C.N. 156 211 906 Pty Ltd 



On 23 March 2012, A.C.N. 156 211 906 Pty Ltd acquired control of the Metro Transport Sydney 

Pty Ltd group, a NSW based group that owned the Monorail and Light Rail Systems in Sydney. 

The primary reason for the business combination was to gain right to proceed with the 

development of the Light Rail system in the inner western extension. 

Transport for NSW, acting on behalf of the company, paid $19.7m to the owners of Metro 

Transport Sydney Pty Ltd group. Details of the recognised assets and liabilities of the Metro 

Transport Sydney Pty Ltd group at 23 March 2012, the date of acquisition were as follows: 



217

9. Business combination (cont’d) 

A.C.N. 156 211 906 Pty Ltd 



The following table summarises the revenue and loss of the Metro Transport Sydney Pty Ltd 

group for the period from 1 July 2011 to 23 March 2012 (the acquisition date) and for 2011-12 as 

if the acquisition took place on 1 July 2011. 

10. Property, plant and equipment 

Details of the Group’s property, plant and equipment and their carrying amounts are as follows: 

The above table relates to the Group subsidiaries as the parent entity did not own any property, 

plant and equipment at balance date. Rail infrastructure assets include mainly rolling stock and 

related plant and equipment.. 

On 22 June, 2012, the NSW Government announced the closure of the monorail on 30 June 2013 

and subsequent removal of the infrastructure to accommodate the new convention centre at 

Darling Harbour. Based on an independent valuation commissioned in March 2012, management 

does not consider that the carrying amount of the monorail infrastructure exceeds its recoverable 

amount at balance date and consequently no impairment charge has been recorded. 

218 


A.C.N. 156 211 906 Pty Ltd 



11. Intangible assets 

12. Trade and other payables 

Details regarding credit risk, liquidity risk and market risk including maturity analysis of the above 

payables are disclosed in Note 21. 

13. Borrowings 


Transport for NSW, on behalf of A.C.N. 156 211 906 Pty Ltd, provided a short-term interest 

bearing loan to Metro Transport Sydney Pty Ltd for working capital purposes. The loan is 

repayable to Transport for NSW on 31 July 2012. 

Details regarding credit risk, liquidity risk and market risk including maturity analysis of the above 

borrowings are disclosed in Note 21. 

14. Employee benefits 

The Group has no liability for superannuation obligations apart from making the periodic statutory 

and contractual employer’s contributions to superannuation defined contribution plans. 


219

A.C.N. 156 211 906 Pty Ltd 



15. Other liabilities 

16. Share capital 

17. Reconciliation of cash flows from operating activities 

220 


A.C.N. 156 211 906 Pty Ltd 



17. Reconciliation of cash flows from operating activities (cont’d) 

18. Segment reporting 

The Group operates in one segment – transport service, and, therefore, there is no need to 

prepare separate segment reporting. 

19. Contingent assets and contingent liabilities 

At balance date the Group did not have any material contingent assets or contingent liabilities. 

On 22 June, 2012, the NSW Government announced the closure of the monorail on 30 June 2013 

and subsequent removal of the infrastructure to accommodate the new convention centre at 

Darling Harbour. As a result the Group may have a contingent liability as at 30 June 2012 in 

respect of the decommissioning and removal of the Monorail. At this stage the financial impact of 

this decision cannot be quantified. 


20. Commitments 

At balance date the Group did not have any material commitments. 

21. Financial Instruments 

(a) Financial risk management – objectives and policies 

The Group’s financial instruments comprise cash and cash equivalents, trade and other 

receivables, trade and other payables and borrowings. 

The Group board of directors has overall responsibility for risk management, including risks 

associated with financial instruments. Risk management policies are established to identify and 

analyse the risks associated with the Group’s financial instruments, to set appropriate risk limits 

and controls and to monitor the risks and adherence to limits. 

The Group’s current exposure to liquidity risk, credit risk and market price risk are insignificant as 

detailed below Accordingly the Group does not use derivative instruments to manage risks 

associated with its financial instruments. 


221

A.C.N. 156 211 906 Pty Ltd 



21. Financial Instruments (cont’d) 

This note presents information about the Group’s exposure to liquidity, credit and market price 

risk and its objectives, policies and processes for measuring and managing risk. Further 

quantitative disclosures are included throughout these financial statements. 

(b) Financial Instruments categories: 

(c) Liquidity risk 

Liquidity risk is the risk that the Group will not be able to fund its obligations as they fall due. 

The Group manages liquidity risk by monitoring forecast cash flows and ensuring that adequate 

liquid funds are available to meet normal operating expenses. Where the forecast cash flows 

have identified a liquidity shortfall, the Group board submits a funding request to Transport for 

NSW, as the sole shareholder, for bridging finance to meet this shortfall. 

(d) Credit risk 

Credit risk is the risk of financial loss to the Group if a customer or counterparty to a financial 

instrument fails to meet its contractual obligations. 

The Group manages credit risk by monitoring regularly its trade and other receivables. The 

Group’s credit risk is minimal on the basis of materiality of the Group’s trade and other 

receivables. The Group does not carry “past due” or impaired debtors at balance date. 

(e) Market price risk 

Market price risk is the risk that changes in market prices such as interest rates, foreign exchange 

rates, and equity prices will affect the Group’s income or the value of its holdings of financial 

instruments. 

The Group is not exposed to changes in market prices that will affect the Group’s financial 

performance as detailed below: 

222 


21. Financial Instruments (cont’d) 

(i) Interest rate risk 

A.C.N. 156 211 906 Pty Ltd 



Interest rate risk refers to the risk that the value of financial instruments or cash flows associated 

with the instrument will fluctuate due to changes in market interest rates. 

The Group has no material exposure to interest rate fluctuations on its cash at bank and cash on 

deposit. It does not have a material risk in relation to its interest-bearing loans. 

Sensitivity analysis: A change of 1% in interest rates at the reporting date would, with all other 

variables held constant, would have minimal impact on the Group’s profits. 

(ii) Currency risks 

Currency risk is the risk that the fair value or future cash flows of a financial instrument will 

fluctuate because of changes in foreign exchange rates. 

The Group has no material exposure to currency risks because it sources its goods and services 

in Australia. 

(iii) Equity price risk 

Equity price risk arises from fluctuations in the market values of available-for-sale securities. 

The Group does not hold available-for-sale securities and, therefore, has no exposure to equity 

price risks. 

22. Related parties and related-party transactions 

(a) Directors’ compensation 

The directors who are all officers of the Transport for NSW, act in an honorary capacity and 

receive no compensation for their services or reimbursement of incidental expenses. 


(b) Transactions with director related entities and economic dependency 

All transactions between the Group and director related entities are disclosed in Note 7 above. 

The Group is dependent on the ongoing strategic, financial, and technical support of Transport for 

NSW to ensure the continuance of its operations. The directors of A.C.N. 156 211 906 Pty Ltd are 

also officers of Transport for NSW. 

(c) Key management personnel compensation 

Mr K. Warrell is the Chief Executive of the Metro Transport Sydney Pty Ltd and its Group. The 

compensation paid to Mr K Warrell was $68K. 

23. After balance date events 

No adjusting or significant non-adjusting events have occurred between the reporting date and 

the date of authorisation. 



223

224 


Sydney Metro 



225

226 




227

228 




229

230 




231

232 




233

234 




235

236 




237

238 




239

240 




241

242 




243

244 




245

246 




247

248 


Appendices 

Appendices 

Appendices 

249

Contents 

Appendix 1: 

Appendix 2: 

Appendix 3: 

Acts administered by the 

Minister for Transport and the 

Minister for Roads and Ports. 251 

Government Information (Public 

Access) Act 2009 254 

Privacy and Personal 

Information Protection Act 1998 257 

Appendix 17: Human Resources 295 

Appendix 18: Equal Employment Opportunity 

(EEO) 297 

Appendix 19: Occupational Health and Safety 

(OHS) 305 

Appendix 20: Disability Plan 306 

Appendix 4: 

Public Information Disclosures 

Act 1994 258 

Appendix 21: 

Multicultural Policies and 

Services Program 308 

Appendix 5: Management and structure, 

including Executive 

Performance Statements 259 

Appendix 6: Management and activities 276 

Appendix 22: Agreements with the 

Community Relations Commission 309 

Appendix 23: Implementation of price 

determinations 310 

Appendix 7: 

Response to matters raised by 

Auditor General 289 

Appendix 24: Payment of accounts 311 

Appendix 25: Time for payment of accounts 311 

Appendix 8: After balance date events 289 

Appendix 9: Exemptions from the Financial 

Reporting Code 289 

Appendix 10: Major assets 290 

Appendix 11: Land disposals 290 

Appendix 12: Disclosure of controlled entities 290 

Appendix 13: Disclosure of subsidiaries 290 

Appendix 14: Internal audit and risk 

management disclosure 291 

Appendix 15: Risk management and insurance 293 

Appendix 16: Credit card certification by the 

Director General 294 

Appendix 26: Grants to non-government 

community organisations 313 

Appendix 27: Overseas travel by TfNSW officers 317 

Appendix 28: Payments to consultants 318 

Appendix 29: Research and development 319 

Appendix 30: Waste Reduction 320 

Appendix 31: Bus contract region map 321 

Appendix 32: CityRail network map 322 

Appendix 33: CountryLink network map 323 

Appendix 34: Sydney Ferries network map 324 

Appendix 35: Regional air services map 324 

250 


Appendix 1: Acts administered by the Minister for 

Transport and the Minister for Roads and Ports. 

This appendix also includes legislative change and significant judicial decisions. 

The following Acts are allocated to the Minister for Transport as at 20 June 2012* 

• Air Navigation Act 1938 

• Air Transport Act 1964 

• Broken Hill to South Australian 

Border Railway Agreement 

Act 1968 

• City of Sydney Act 1988 

(Part 4A and Schedule 2 only 

– administered jointly with the 

Minister for Roads and Ports) 

• Civil Aviation (Carriers’ Liability) 

Act 1967 

• National Rail Corporation 

(Agreement) Act 1991 

• Parking Space Levy Act 2009 

• Passenger Transport Act 1990 

• Rail Safety Act 2008 

• Railway Construction (Maldon to 

Port Kembla) Act 1983 

• Transport Administration Act 1988 

(except Parts administered by the 


* The Glenreagh to Dorrigo Railway (Closure) Act 1993 was repealed with effect from 6 January 2012. 

Changes in Acts administered by the Minister for Transport 2011 – 2012 

Statute Law (Miscellaneous 

• establish the Transport Service 

Transport Legislation 

Provisions) Act 2011 

as the employment entity 

Amendment Act 2011 

Relevant provisions 

commenced on 08.07.2011 

Amendments in the way of 

for certain transport staff 

• alter provisions for the 

transfer of staff between 

public transport agencies 

Parts of the Act commenced on 

30.03.2012 amended the Transport 

Administration Act 1988 to: 

statute law revision to: 

Transport Administration Act 1988 

Addition of Schedule 10 

Transferred provisions – 

Tocumwal Railway Extension Act 

1906 on repeal of that Act: 

• amend the obligation of a railway 

network controller to give priority 

to railway passenger services 

• make consequential amendments 


Provisions) Act (No 2) 2011 

• provide for the functions of 

Transport for NSW to include the 

responsibility of determining the 

Standard Working Timetable for 

the delivery of transport services 

by public transport agencies 

for all modes of transport in the 

metropolitan rail area; and 

Transport Legislation 

Amendment Act 2011 

Parts of the Act commenced 

Commenced on 06.01.2012 

Amendments to effect 


• abolish the Transport 

Construction Authority and 

to transfer its functions 

to Transport for NSW. 

Appendices 

on 01.11.2011 to amend the 

Transport Administration Act 

1988 and other legislation to: 

• Specify the common objectives 

and service delivery priorities 

of public transport agencies 

• establish Transport for NSW and 


and confer functions on them 

• Transport Administration Act 

1988 – update references 

to the NSW Police Force 

• Glenreagh to Dorrigo Railway 

(Closure) Act 1993 –repeal 

the Act. 

City of Sydney Act 1988 

(Part 4A and Schedule 2 only 

– administered jointly with the 


The City of Sydney Amendment 

(Central Sydney Traffic and 

Transport Committee) Act 2012 

inserted a new Part in the City 

of Sydney Act 1988 establishing 

Appendices 

251

a Central Sydney Traffic and 

Transport Committee consisting 

of representatives of the State 

government and the Sydney City 

Council to provide for effective 

co-ordination of transport and 

traffic management in the Sydney 

Central Business District. 

Part 4A and Schedule 2 


except new sections 51L, 51M, 

and 51N containing notification 

and consultation requirements 

which will commence on a 

date to be proclaimed. 

Changes in subordinate legislation administered by the Minister for Transport 2011 – 2012 


Provisions) Act 2011 

Relevant provisions 


Amendments in the way of 


Passenger Transport 

Regulation 2007 

To update a reference to the 

Institute of Public Accountants 

and updates a reference to a 

certificate issued by that body. 

Passenger Transport 

Amendment (Authorised 

Persons) Regulation 2011 


Amended the Passenger Transport 

Regulation 2007 to prescribe 

persons employed in the Roads 

and Maritime Services Division 

of the Government Service as 

persons to whom functions 

under the Passenger Transport 

Act 1990 may be delegated. 

Passenger Transport Amendment 

(Taxi Fare Pre-payment 

Trial) Regulation 2011 


Amended the Passenger 

Transport Regulation 2007 to: 

• provide for a trial for 12 months 

of a taxi pre-payment scheme 

for taxi-cabs for which a 

booking service is provided 

by Central Coast Taxis, 

• provide for offences, and 

penalty notices for offences, 

relating to payment of fares and 

deposits and the provision of 

information under that scheme. 


Provisions) Act (No 2) 2011 


Amendments to effect 


• Transport Administration (Staff) 

Regulation 2005 – to remove 

redundant provisions relating 

to the State Rail Authority 

Transport Administration 

(General) Amendment (Light 

Rail) Regulation 2012 


Declared, for the purposes of 

the Transport Administration 

Act 1988, an extension of the 

route of the light rail system 

consisting generally of a section 

of the Rozelle freight rail corridor 

(from Balmain Road, Lilyfield, to 

Dulwich Hill railway station). 

Significant judicial decisions 

AJO v Director General, Department of Transport [2012] NSWADT 101 

This matter was an appeal to 

the Administrative Decisions 

Tribunal from a decision of the 

Director General to suspend and 

subsequently cancel the authority 

to drive a bus issued to “AJO” under 

the Passenger Transport Act 1990. 

The relevant events took 

place on a school bus and the 

ADT made a non-publication 

order which prevents the 

disclosure of information that 

may identify the driver or the 

school children involved. 

The ADT reviewed the law on the 

suspension/cancellation criterion of 

“fit and proper person” in relation 

to authorities issued to drivers 

public passenger vehicles under 

the Passenger Transport Act 1990. 

It also considered the operation 

of the Guidelines for Managing 

School Student Behaviour on Buses 

issued under clause 99 of the 

Passenger Transport Regulations 

2007, offences relevant to drivers of 

buses and the published policy on 

use of hand-held mobile phones by 

drivers of public passenger vehicles. 

The original decisions were 

affirmed by the ADT. 

252 


Director General, Transport NSW v AIC (GD) [2011] NSWADTAP 65 

This matter was an appeal from 

a decision of the Administrative 

Decisions Tribunal concerning the 

suspension of a taxi driver authority 

under section 33F of the Passenger 

Transport Act 1990 after the holder 

“AIC” had been charged with two 

counts of indecent assault of a child. 

The ADT originally granted a stay of 

the suspension decision and after 

a hearing set that decision aside. 

The Appeal Panel found that the 

ADT had made errors of law and 

reinstated the original decision 

to suspend the driver’s authority. 

In particular it emphasised 

the relevance of the public 

safety objective of passenger 

transport regulation to the 

exercise of suspension powers. 

The charges against the driver 

were dismissed before the Appeal 

Panel published its reasons. A 

non-publication order prevents 

the disclosure of information 

that may identify the driver. 

Acts administered by the Minister for Roads and Ports 

The following Acts are allocated to the Minister for Roads and Ports as at 30 June 2012. 


City of Sydney Act 1988 

(Part 4A and Schedule 2 only – administered jointly with the Minister for Transport) 

Driving Instructors Act 1992 

Marine Pollution Act 1987 

Marine Pollution Act 2012 

Marine Safety Act 1998 

Marine Safety Legislation (Lakes Hume and Mulwala) Act 2001 

Maritime Services Act 1935 

Motor Vehicles Taxation Act 1988 

Navigation Act 1901 

Photo Card Act 2005 

Ports and Maritime Administration Act 1995 

Recreation Vehicles Act 1983 

(Parts 4 and 6 only – remainder, the Minister for the Environment) 

Road Transport (Driver Licensing) Act 1998 

Road Transport (General) Act 2005 

Road Transport (Safety and Traffic Management) Act 1999 

Road Transport (Vehicle Registration) Act 1997 

Roads Act 1993 

(except parts, the Minister for Primary Industries, parts, the Minister for the Environment, and parts, the Minister for 

Local Government) 

Sydney Harbour Tunnel (Private Joint Venture) Act 1987 

Appendices 

Tow Truck Industry Act 1998 

Transport Administration Act 1988, 

(Parts only – remainder the Minister for Transport) 

Changes in Acts administered by the Minister for Roads and Ports 2011 – 2012 

Details of changes to legislation administered by the Minister for Roads and Ports 

are included in the annual report of Roads and Maritime Services. 

Appendices 

253

Appendix 2: Government Information (Public Access) Act 2009 

1. Review of proactive release program – Clause 7(a) 

Under section 7 of the Government 

Information (Public Access) 

Act 2009, (GIPAA), agencies 

must review their programs 

for the release of government 

information to identify the kinds 

of information that can be made 

publicly available. This review 

must be done at least annually. 

The establishment of Transport for 

NSW on 1 November resulted in 

several transport-related agencies 

being transferred to it. As a result of 

these changes, TfNSW is reviewing 

all the information it holds. The 

review is also examining public 

ease of access to information. 

2. Number of access applications received – Clause 7(b) 

During the reporting period, TfNSW received 74 access applications (including 

withdrawn applications but not invalid applications). 

3. Number of refused applications for Schedule 1 information – Clause 7(c) 

TfNSW refused 10 access applications because the information requested was information referred to in 

Schedule 1 to the GIPA Act. Of those applications, seven were refused in full, and three were refused in part. 

4. Statistical information about access applications – Clause 7(d) and Schedule 2 

Table A: Number of applications by type of applicant and outcome* 

Refuse to 

confirm/deny 

Access 

Access 

Access 

Information 

Refuse to 

whether 

granted 

granted 

refused 

Information 

already 

deal with 

information 

Application 

in full 

in part 

in full 

not held 

available 

application 

is held 

withdrawn 

Media 12 4 10 4 1 5 0 1 

Members of 

Parliament 

Private sector 

business 

Not for profit 

organisations 

or community 

groups 

Members of 

the public 

(application 

by legal 

representative) 

Members of the 

public (other) 

1 1 2 2 0 1 0 0 

0 0 1 0 0 0 0 0 

1 0 0 0 0 0 0 1 

0 2 0 1 0 0 0 0 

4 2 2 0 0 2 0 0 

* More than one decision can be made in respect of a particular access application. If so, a recording 

must be made in relation to each such decision. This also applies to Table B. 

254 


Table B: Number of applications by type of application and outcome 

Refuse to 

confirm/deny 

Access 

Access 

Access 

Information 

Refuse to 

whether 

granted 

granted 

refused 

Information 

already 

deal with 

information 

Application 

in full 

in part 

in full 

not held 

available 

application 

is held 

withdrawn 

Personal information 

applications* 

Access applications 

(other than personal 

information 

applications) 

Access applications 

that are partly 

personal information 

applications and 

partly other 

2 2 1 1 0 1 0 0 

16 7 14 6 1 6 0 2 

0 0 0 0 0 0 0 0 

* A personal information application is an access application for personal information (as defined in clause 4 of Schedule 4 to the Act) 

about the applicant (the applicant being an individual). The total number of decisions in Table B should be the same as Table A. 

Table C: Invalid applications 

Reason for invalidity 

Number of applications 

Application does not comply with formal requirements (section 41 of the Act) 5 

Application is for excluded information of the agency (section 43 of the Act) 0 

Application contravenes restraint order (section 110 of the Act) 0 

Total number of invalid applications received 5 

Invalid applications that subsequently became valid applications 5 

Table D: Conclusive presumption of overriding public interest against disclosure: 

matters listed in Schedule 1 of the Act 

Number of times consideration used* 

Overriding secrecy laws 0 

Cabinet information 8 

Executive Council information 0 

Contempt 2 

Legal professional privilege 0 

Excluded information 0 

Documents affecting law enforcement and public safety 0 

Transport safety 0 

Appendices 

Adoption 0 

Care and protection of children 0 

Ministerial code of conduct 0 

Aboriginal and environmental heritage 0 

* More than one public interest consideration may apply in relation to a particular access application and, if so, each 

such consideration is to be recorded (but only once per application). This also applies in relation to Table E. 

Appendices 

255

Table E: Other public interest considerations against disclosure: 

matters listed in table to section 14 of the Act 

Number of occasions when 

application not successful 

Responsible and effective government 10 

Law enforcement and security 1 

Individual rights, judicial processes and natural justice 6 

Business interests of agencies and other persons 4 

Environment, culture, economy and general matters 2 

Secrecy provisions 0 

Exempt documents under interstate Freedom of Information legislation 0 

Table F: Timeliness 

Number of applications 

Decided within the statutory timeframe (20 days plus any extensions) 55 

Decided after 35 days (by agreement with applicant) 0 

Not decided within time (deemed refusal) 2 

Total 57 

Table G: Number of applications reviewed under Part 5 of the Act (by type of review and outcome) 

Decision varied Decision upheld Total 

Internal review 4 0 4 

Review by Information Commissioner* 0 0 0 

Internal review following recommendation under section 93 of Act 1 0 1 

Review by ADT 0 0 0 

Total 5 0 5 

* The Information Commissioner does not have the authority to vary decisions, but can make recommendations to the original 

decision-maker. The data in this case indicates that a recommendation to vary or uphold the original decision has been made. 

Table H: Applications for review under Part 5 of the Act (by type of applicant) 

Number of applications for review 

Applications by access applicants 5 

Applications by persons to whom information the subject of access application 

relates (see section 54 of the Act) 

0 

State Aviation Working Group 

For the purposes of the GIPA Act, TfNSW is the parent of the State Aviation Working Group. 

TfNSW’s review of its proactively released information will include that held by the State Aviation Working Group. 

256 


Number of access applications received – Clause 7(b) 

During the reporting period, the State Aviation Working Group received no formal access applications. 

Accessing and amending documents 

Documents may be accessed in 

several ways, including via the 

internet at transport.nsw.gov.au. 

Applications under the GIPA Act 

and privacy enquiries should be 

directed to the Information Unit at: 

Telephone: (02) 8202 2200 

Email: gipa@transport.nsw.gov.au 

Or in writing to: 

Manager of Government 

Information and Privacy 


PO Box K659 

Haymarket NSW 1240 

Appendix 3: Privacy and Personal Information Protection Act 1998 

Clause 6 of the Annual Reports (Department) Regulation 2010 requires NSW Government Agencies 

to report on privacy compliance issues and to provide statistical details of any review carried 

out under Part 5 of the Privacy and Personal Information Protection Act 1998 (PPIPA). 

Privacy Management Plan 

In compliance with the requirements 

of the PPIPA and the Health 

Records and Information Act 2002, 

TfNSW has a Privacy Management 

Plan and has appointed a 

designated Privacy Officer. 

The Privacy Management Plan 

(PMP) is being reviewed and will be 

updated in 2012-2013. The Privacy 

Management Plan can be found on 

the website at transport.nsw.gov.au. 

The Privacy Officer can be 

contacted by telephone 

on 8202 3768. 

Privacy Reviews 

During 2011-12 TfNSW was not 

involved in any reviews of conduct 

relating to the use, access or 

release of personal information. 

Appendices 

Appendices 

257

Appendix 4: Public Interest Disclosures Act 1994 

The Public Interest Disclosures 

Act 1994 sets out the system 

by which people working within 

the NSW public sector can 

receive special protections when 

making complaints about the 

functioning of the public sector. 

Statistical information on PIDs 

They can make a Public Interest 

Disclosure about maladministration, 

corrupt conduct, serious and 

substantial waste, and a failure 

to properly fulfil functions under 

the Government Information 

(Public Access) Act 2009. 

In TfNSW the public interest 

disclosures process is detailed 

in a Public Interest Disclosures 

Policies and Procedures document 

available on the Conduct and 

Ethics page on its Intranet. 

Jan 2012 – June 2012 

Number of public officials who made PIDs 5 

Number of PIDs received 3 

Of PIDs received, number primarily about: 

Corrupt conduct 2 

Maladministration 1 

Serious and substantial waste 0 

Government information contravention 0 

Local government pecuniary interest contravention 0 

Number of PIDs finalised 1 

Note: The number of PIDs finalised only refers to PIDs that have been received since 1 January 2012. 

Commentary on PID obligations 

Internal reporting policy 

The Public Interest Disclosures Policy 

and Procedures (policy document) 

for TfNSW was launched when it 

was established on 1 November. 

Making staff aware of 

PID obligations 

The Director General approved 

the launch of the policy document 

for the Department of Transport 

in September 2011. This was 

communicated to all staff in an 

email from the Director General 

on 30 September 2011. 

In September 2011 the Director 

General, after interagency 

consultation, provided advice to all 

Transport Chief Executives on how 

public interest disclosures policies 

within agencies were to be aligned. 

This was to ensure that statistical 

information to be provided by 

transport agencies to the NSW 

Ombudsman and in annual 

reports would be compatible. 

When TfNSW came into being, the 

policy document was relaunched 

for the new agency. It was 

communicated by the Director 

General to staff through an 

intranet message in November. 

The policy document is on 

TfNSW’s intranet under a Conduct 

and Ethics page, where internal 

reporting hotlines and the Code 

of Conduct are also located. This 

page provides information on the 

significance and purpose of the Act. 

The policy document is also 

referred to in Transport for 

NSW’s Code of Conduct and the 

Statement of Business Ethics. 

The Code of Conduct, which refers 

to the Public Interest Disclosures 

Act 1994, is a key document 

presented to staff during inductions. 

The Statement of Business 

Ethics is a key compliance 

document in Transport for NSW’s 

supplier contracts. A mail-out 

of the Statement of Business 

Ethics to all Transport for NSW 

vendors is being planned. 

TfNSW’s Senior Service 

Performance Agreements and 

Executive Performance Agreements 

include a requirement for senior 

officers to ensure that their staffs 

“are aware of the protections 

available under the Public 

Interest Disclosures Act 1994.” 

As part of TfNSW’s 2011-12 

corruption control activities, training 

and presentation sessions have 

been provided to staff and senior 

officers on corruption awareness. 

This included information about 

the Public Interests Disclosures 

Act 1994 and its protections. More 

training will be held in 2012-13. 

258 


Appendix 5: Management and structure, including 

Executive Performance Statements 

Names, offices and qualifications of principal officers as at 30 June 2012. 

Department of Transport Senior Executive Service 

Name Position SES Level Qualifications 

Les Wielinga Director General 8 BE (civil), Grad Dip Mgmt (Technology Management) 

TfNSW Transport Executive 

Senior Service 

Name 

Position 

Level 

Qualifications 

Rodd Staples 

Tony Braxton-Smith 

Carolyn McNally 

Chris Lock 

Rachel Johnson 

Tim Reardon 

Fergus Gammie 

Fran McPherson 

PSM 

Arthur Diakos 

Project Director North West 

Rail Link 


Customer Experience 

Deputy Director General, 

Planning and Programs 


Transport Projects 



Development 





Executive Director Human 

Resources and Business 

Services 


Finance, Audit and Strategy 

6 Bachelor of Engineering (Civil), Masters of 

Finance (Business) 

6 Masters of Business Administration 

6 Bachelor of Arts (Sociology & English 

Literature) 

6 Bachelor of Science (Honours) Building 

Economics & Measurement 

6 Certificate in Education (Math & Science), BSc 

(Honors) Aeronautical Engineering Science 

6 Bachelor of Technology (Engineering & 

Management); Graduate Certificate in Natural 

Resources; Diploma of Engineering (Civil); 

Business Management Certificate, AIM; 

Company Directors Diploma, AICD 

6 Bachelor of Arts, Executive Certificate in 

Management 

6 Executive Management Certificate at 

University of Technology, FAIM Graduate 

studies in Public Sector Management 

6 Bachelor of Business (Accounting Major & 

Finance Sub-major), FCPA 

Performance and Numbers of Executive Officers 

The total number of Transport Senior Service employees with remuneration equal to or exceeding Senior Executive 

Service (SES) Level 1 (total remuneration package $159,000) as at 30 June 2012 was 214. 

Appendices 

Of the 214 employees, there are 42 women (19.63%). 

As shown below, there was a total of 49 individuals in receipt of remuneration equal to or exceeding SES Level 5 

throughout the reporting period. 

With the establishment of Transport for NSW on 1 November 2011, no comparison to the previous reporting period 

is provided. 

Appendices 

259

Executive performance statements 


Name: 

Les Wielinga 

Position – Dual responsibility: 

Director General, DoT 

Chief Executive, TfNSW 

Level: Senior Executive Service Level 8 

Period: 1 July 2011 to 30 June 2012 

Total annual remuneration package: $507,563 

Significant achievements 1 November 2011 to 30 June 2012 

• Provide overarching leadership 

in the development, coordination 

and implementation of the NSW 

Government’s transport plans 

and their associated policies, 

reforms, projects and services. 

• Lead, advise and direct Transport 

for NSW and operating 

agencies on the strategic 

direction of their organisation, 

the direction of reform, 

investment and the resolution of 

commercial, customer service 

and performance issues. 

• Promote the overall safety 

and security of the NSW 

transport system. 

• Oversee the planning, 

maintenance and delivery 


and services to the benefit 

of the people of NSW and 

to support the social and 

economic needs of the State. 

• Guide the prioritisation, 

procurement and delivery 

of integrated solutions for 

transport infrastructure across 

NSW to cater for population 

and economic challenges and 

to build a sustainable future. 

• Provide expert advice to the 

Premier and Portfolio Ministers 

on strategies and policies to 

further the objectives of the 

Government for the delivery 

of transport services. 

Deputy Directors General 

Name: 

Rachel Johnson 

Position: 

Deputy Director General Freight & Regional Management 

Level: Transport Senior Service Level 6 

Period: 1 November 2011 to 30 June 2012 



• Established the Division 

as a one-stop-stop for 

industry to raise issues 

• Completed the first draft of the 

NSW Freight and Ports strategy 

• Established the Bureau 

of Freight Statistics 

• Established the NSW 

Freight Advisory Council 

• Represented TfNSW in the 

Pembroke and Belmore 

projects for Port refinancing 

• Oversaw the passing of 

the Marine Pollution Bill 

• Finalised the Metropolitan Freight 

Network and Southern Sydney 

Freight Line lease/licence 

• Negotiated significant 

improvements to and signing 

of the memorandum of 

understanding for the Northern 

Sydney Freight Corridor (NSFC) 

• Instigated substantial progress 

in developing an enhanced 

model for the delivery of port 

safety for implementation 

• Successfully consolidated freight 

functions which previously 

resided across Government 

• Brokered agreement on the 

contractual framework between 

NSW and the Commonwealth 

to give legal enforceability 

to the NSFC MOU 

260 


• Instigated substantial progress 

on the development of 

legislation and standards 

for NSW ports, vessel traffic 

services and dangerous goods 

• Undertook extensive engagement 

with the freight industry as 

part of the development of the 

Freight and Ports Strategy 

• Oversaw the embedding of 

Marine Incident Communications 

into the TfNSW incident 

communications network 

• Progressed Moorebank 

Intermodal proposals 

• Provided advice to informing 

the Independent Pricing and 

Regulatory Tribunal review of 

grain freight line access charges 

• Finalised the Cowra Lines 

Ministerial Taskforce and worked 

with Councils to develop a 

market testing process 

• Progressed rail requirements 

associated with the 

proposed Cobbora coal 

mine in central NSW. 

Name: 

Fergus Gammie 

Position: 

Deputy Director General Transport Services 





• Led the establishment of the 

Transport Services Division, 

including transition of timetable 

development, country rail 

contracts, ticketing and transport 

management to TfNSW 

• Led delivery of service 

planning, service procurement, 

ticketing, and community 

transport functions 

• Chairperson of companies 

associated to Light 

Rail and Monorail 

• Established business 

improvement projects for 

ticketing services and passes and 

schemes to improve customer 

service and value for money 

• Led process of franchising 

Sydney Ferries and transition 

to new operator 

• Managed transport 

response to NSW floods 

• Led development of the Opal 

electronic ticketing system. 

Name: 

Carolyn McNally 

Position: 

Deputy Director General Planning & Programs 

Level: Transport Senior Services Level 6 




• Established the Planning 

• Successfully launched and led a 

and Programs Division. It is 

12 month extensive consultation 

responsible for developing an 

process across NSW to develop a 

integrated program of works 

Long Term Transport Master Plan. 

and services by consolidating 

• Established four Advisory Groups 

transport planning and 

representing customers and 

determining investment 

community, local government, 

priorities that are supported 

industry and transport specialists 

by a strong evidence base 

to inform the NSW Long Term 


• Assisted with the preparation 

of the Barangaroo Integrated 

Transport Plan. This plan 

provides a framework for 

future transport services and 

infrastructure to support the 

Barangaroo development 

including public transport, 

walking and cycling to the site 

Appendices 

Appendices 

261

• Initiated a study to evaluate 

the current and future 

transport needs of people 

living in the Casino to 

Murwillumbah rail corridor 

• Managed development of 

Sydney’s Rail Future. Released in 

June 2012, the strategy outlines 

a long term transformation 

to increase the capacity of 

Sydney’s rail network. It is an 

integral part of the NSW Long 

Term Transport Master Plan 

• Oversaw progressive 

implementation of a new, $770 

million Transport Access Program. 

It will deliver interchanges, 

additional commuter car parking 

and safety improvements 

at stations and car parks 

• Led development of priority 

projects submitted by the NSW 

Government to Infrastructure 

Australia for funding 

consideration. They include 

Pacific Highway upgrading, 

North West Rail Link and Port 

Botany and the Sydney Airport 

Transport Improvement Plan 

• Oversaw the first Public Transport 

User’s Satisfaction Survey, 

which measured customer 

satisfaction with train, bus and 

ferry services in Sydney 

• Led the Bureau of Transport 

Statistics focus on providing 

freely available, accessible, 

accurate and credible transport 

data and forecasts on the website 

www.bts.nsw.gov.au/website. 

Name: 

Christopher Lock 

Position: 

Deputy Director General Transport Projects 





• Established Transport Projects 

Division as the deliverer of choice 

for transport infrastructure 

and strategic assets 

• Oversaw the delivery of programs 

including Rail Clearways 

Program, South West Rail Link, 

Transport Access Program, 

Northern Sydney Freight Corridor 

Program, Asset Divestment 

Program, Wynyard Walk and 

Sydney Light Rail Program 

• Actively promoted safety across 

the industry and achieved a 

12-month rolling average lost 

time injury frequency rate 

of 0.3 at 30 June 2012 

• Developed strong relationships 

and supporting processes with 

other divisions of TfNSW and 

with other transport entities 

• Supported RailCorp reform 

and assisted with the 

establishment of a single, 

separate Design Authority 

• Established the Waratah project 

and other transitioned projects 

from RailCorp within Transport 

Projects governance framework 

• Developed the capability to 

procure and deliver train, bus, 

ferry transport systems 

• Supported the capture, 

dissemination and implementation 

of knowledge transfer across 

Transport Projects Division 

• Developed industry engagement 

and confidence in delivery 


and strategic assets 

• Oversaw the recruitment, 

retention and development 

of the people that enable the 

vision for Transport Projects. 

262 


Name: 

Anthony Braxton-Smith 

Position: 

Deputy Director General Customer Experience 





• Customer Value Propositions 

(CVPs) for each of the public 

transport modes were researched 

to provide the evidence base 

of customers’ needs and 

preferences. CVPs were used 

to inform the RailCorp Reform 

program, the Bus Contract 

KPIs, the Light Rail program, 

the Long Term Transport Master 

Plan, North West Rail Link, Rail 

Futures and other initiatives 

• The framework for a new 

Customer Scorecard was 

designed, with supporting 

processes to enable an enhance 

set of customer ratings of 

transport performance to 

be produced by the Bureau 

of Transport Statistics 

• An in-depth review was 

completed of the current 

internal systems communication 

of information in disruptions. 

Supported by customer 

research, a program was 

developed to enhance 

disruptions communications. 

Implementation commenced and 

work will continue in 2012-13 

• New standards were developed 

for station and train cleanliness, 

and provided to RailCorp, 

along with a suite of short-term 

initiatives (like reintroduction 

of bins) to improve cleaning 

standards on the rail network 

• A new drink-driving advertising 

campaign was developed, and 

10 other road safety campaigns 

integrated into a coordinated 

program for 2012-2013. A uniform 

look and feel was created, and 

the media buying plan integrated 

• An audit of existing brands within 

the portfolio was completed. 

Interim standards for corporate 

document presentation were 

developed and applied 

• A new systems architecture 

was developed for addressing 

correspondence, and 

responding to the issues 

raised by constituents 

• An agreement was brokered with 

Google for the inclusion of public 

transport information on Google 

Maps, and its implementation fasttracked 

for delivery in July 2012 

• Customer insights were 

generated to validate the 

design review, product and 

pricing for the Opal integrated 

electronic transport ticketing 

card. The brand was developed 

and registration progressed. 

Name: 

Timothy Reardon 

Position: 

Deputy Director General Policy & Regulation 





• Established the Policy and 

• Delivered changes to improve 

Regulation Division to lead the 

transport services in NSW 

development of customerfocused 

policy for the transport, taxi licences for 2012-13 

including the release of 

roads and maritime portfolio 

and commencement of 

the tender process for new 

• Commenced reviews of legislation 

airline licences for 2013-18 

and regulations to deliver service 

improvement and reduce red 

• Developed a new Maritime Policy 

tape (the Passenger Transport 

Agenda to guide boating safety, 

Act, Passenger Transport 

waterways access and reduce red 

Regulations and Consolidation 

tape within maritime services 

of Road Transport legislation) 

• Commenced a pre-pay taxi fares 

trial on the Central Coast and a 

three-month cross border bus 

trial between NSW and ACT 

• Developed pricing and fare 

principles as well as fare changes 

across Transport including a 50% 

discount on licence renewals 

as an incentive for safe drivers; 

fares and pricing changes 

for CityRail trains, rural and 

regional buses, Government 

and private ferries, and taxis 

Appendices 

Appendices 

263

• Commenced reviews of rail, road 

and wharf access to improve 

wharf access on Sydney Harbour, 

increase dedicated freight access 

on rail and introduce B-Triple 

access on key freight routes 

• Delivered a range of road 

safety initiatives including 

the implementation of NSW 

actions that support the 

National Road Safety Strategy 

• Continued implementation of 

the road toll response package 

• Completed recommendations 

from the Auditor-General’s 

Performance Audit into 

speed cameras in NSW and 

completed the Top 100 speed 

zone review across NSW 

• Developed the NSW Road 

Safety Strategy and NSW Speed 

Camera Strategy including the 

hypothecation of fine revenues to 

a Community Road Safety Fund 

• Continued the roll out of flashing 

lights at schools with an additional 

$4 million for country schools. 

Name: 

Frances McPherson 

Position: 

Executive Director Business & Human Resources 


Period: 27 January 2012 to 30 June 2012 


Significant achievements 17 February 2012 to 30 June 2012 

• Responsible for TfNSW 

information and communication 

technology, Legal, Transport 

Shared Services and Human 

Resources functions 

• Responsible for the planning and 

negotiations to establish the six 

core divisions within TfNSW 

• Transition to TfNSW of the 

Country Rail Infrastructure 

Authority and the Transport 

Construction Authority. 

• The implementation of a new 

Transport Service Award and 

Agreement, the creation of a 

new classification structure 

including a new Transport 

Senior Service structure 

• Responsible for realising 

efficiency savings identified 

within the business case 

for creating TfNSW 

• Filling of over 800 positions 

• Publishing of a suite of 

human resources policies 

• Responsible for the design, 

planning and implementation 

for delivery of the TfNSW 

Corporate and Shared Services 

Reform Program across 

all transport agencies 


Transport Corporate Shared 

Services Reform Program 

Management Office and formal 

program governance reporting 

structure for the Director General 

• Led the initial consolidation 

of the ICT contracts benefit 

stream with savings exceeding 

business case requirements. 

264 


Name: 

Arthur Diakos 

Position: 





Significant achievements 1 November 2012 to June 2012 

• Provided effective and 

strategically focused financial 

and budgetary management 

advice and reporting 

• Established strategic finance, 

audit and risk and business 

strategy functions 

• Directed the development of 

risk based corporate internal 

audit program, enterprise 

risk framework and fraud and 

corruption preventative program 

• Established corporate financial 

and budgetary policies, systems 

and procedures, including 

improved corporate financial and 

budgetary reporting, allocation 

and governance framework 

• Directed the development 

of Transport revenue and 

funding strategy 

• Established system based 

executive management reporting 

systems, facilitating effective key 

result and performance indicator 

based financial and resource 

monitoring and reporting 

• Directed the preparation and 

submission of the Transport 

consolidated statutory accounts 

• Participated in the development 

of budget efficiency strategies 

and provided effective 

monitoring systems and reporting 

against established targets 

• Participated in the development 

and delivery of corporate and 

shared services efficiency 

review and the wider 

Transport reform programs 

• Sound consolidated financial 

and budget results achieved 

across Transport. 

Name: 

Rodd Staples 

Positions: 

Deputy Director General Transport Infrastructure 

Project Director North West Rail Link Project 


Period: 1 July 2011 to 30 June 2012 


Significant achievements 2 March 2012 to June 2012 

• Leadership of international 

• Led the development of the 

• Achieved all key NWRL 

Industry Engagement Process 

delivery strategy for NWRL 

milestones, including exhibition 

to determine preferred 

delivery strategy for the 


as Sydney’s first single deck 

rapid transit service in line 

with Sydney’s Rail Future 

of the first project Environmental 

Impact Statement and the release 

of Expressions of Interest for the 

first major construction contract. 

Appendices 

Appendices 

265

Name: 

Terence Brown 

Position: 

Principal Manager Metro Rail Contracts Road Agreements 





• Establishment of the new 

transport security model 

• Development of the TfNSW 

cross-modal revenue 

protection framework 

• Project managed development 

of a new rail services contract 

• Project managed the 

development of the TfNSW/ 

Roads and Maritime 

Services Statement of Intent 

services agreement 

• Managed the contract under 

which light rail services are 

provided in Sydney. 

Name: 

Craig Dunn 

Position: 

Principal Manager Bus & Ferry Contracts 




Significant achievements 20 January 2012 to 30 June 2012 

• Managed the Bus and 

Ferry Services Contract 

function within budget 

• Established for the first time 

a bus procurement panel 

• Oversaw the continued rollout 

of the Passenger Transport 

Information Priority System 

(PTIPS) and continued 

growth in the use of the 

SMS Next Bus facility 

• Extended the Liverpool to 

Parramatta (T80) contract with 

the State Transit Authority 

• Assisted development of new 

bus contracts for metropolitan 

Sydney which are to be released 

for tender in July 2012. 

Name: 

Gregory Ellis 

Position: 

General Manager Electronic Ticketing Systems 


Period: 19 March 2012 to 30 June 2012 


Significant achievements 19 March 2012 to 30 June 2012 

• Dissolved the Public Transport 

Ticketing Corporation 

• Undertook system design review 

• Preparatory works for equipment 

installation for rail, bus and ferry 

• Led Bus Driver Console 

replacement program. 

266 


Name: 

John Karaboulis 

Position: 

Executive General Manager Service Procurement & Performance 






Police Transport Command 

and the Safe and Secure 

model for Public Transport 

• Led the successful transition 

of the Timetable Development 

function from RailCorp to 

TfNSW. Also led the abolition of 

the Country Rail Infrastructure 

Authority and commencement 

of the Country Rail Contracts 

unit within TfNSW 

• Developed and implemented 

the new Sydney Metropolitan 

Bus Contract procurement 

process, and the new Bus 

Procurement Panel 

• Oversaw the development 

of the Rail Services Contract 

and the development and 

implementation of the 

Statement of Intent with RMS 

• Managed the successful 

transition to the new Ferry 

operator – Harbour City 

Ferries on 28 July 2012. 

Name: 

Kenneth Roughley 

Position: 

General Manager Ticketing Program 


Period: 1 February 2012 to 30 June 2012 



• Responsible for preparatory 

works for co-location and 

amalgamation of the RailCorp, 

State Transit Authority and 

TfNSW Schemes to integrate 

ticketing services, schemes 

and concessions functions 

• Completion of systems and 

process reviews for passes and 

schemes and ticketing services to 

identify customer experience and 

value for money improvements. 

Name: 

Rita Harding 

Position: 

General Manager Marketing and Communications 





• Designed and developed a new 

drink driving campaign – Plan B 

• Planned and scheduled the 

program to rollout nine existing 

Road Safety campaigns for 

the 2012/13 financial year 

• Designed and launched a 

program to support the 

Government decision to 

introduce new speed and 

safety camera initiatives 

• Reviewed and audited the existing 

sponsorship programs across 

the transport cluster to inform 

development of a new policy 

• Planned and developed the 

2012/13 marketing program 

which will leverage TfNSW’s 

sponsorship of Cricket NSW 

• Developed standard media 

protocols and practices 

which are now applied across 

the transport cluster 

• Reviewed existing crisis 

communication frameworks, 

protocols and practices to 

establish common standard 

across the transport cluster 

• Established the Marketing and 

Communication team for TfNSW. 

Appendices 

Appendices 

267

Name: 

Catherine Foy 

Position: 

General Manager Customer Service 


Period: 20 December 2011 to 30 June 2012 



• Completed detailed review 

of the Integrated Transport 

Information Systems program 

to align customer information 

projects to the needs and 

preferences of the customer 

• Developed the project plan to 

deliver the Google Transit project 

on time and to budget (with the 

project launched 25th July 2012) 

• Managed a variety of 

communications channels 

that answered more than 30 

million inquiries from customers 

seeking transport information 

• Completed customer research 

to help shape customer 

elements of the Opal 

electronic ticketing project 

• Established Customer Services 

Team and recruit key positions 

and establishing a new program 

management office in line with 

the operating model for the 

Customer Experience Division 

• Supported major projects by 

shaping them to customer 

requirements, including Opal, 

light rail and Wynyard Walk. 

Name: 

Paul Passmore 

Position: 

General Manager Customer Insight Service Improvement 

Level: Transport Senior Service 4 




• Led the definition of customer 

value propositions for public 

transport including heavy rail, 

bus, light rail and ferries 

• Led development of the 

customer scorecard construct 

for public transport 

• Led the Customer Experience 

contribution to the Long Term 


• Led development of new 

customer cleaning standards for 

rail and associated measurement 

of current state performance 

• Led a review program to 

identify near term improvement 

opportunities for disruption 

communications and 

develop new disruption 

communication standards. 

Name: 

Martin Berry 

Position: 

General Manager Investment Programs 





• Developed the Transport Access 

Program to implement transport 

works to improve station and 

wharf facilities for customers 


an Investment and Governance 

Framework across the transport 

cluster providing policy, systems 

and guidance documentation. 

This ensures alignment to the 

corporate strategic objectives 

• Implemented the TfNSW 

assurance process to assess and 

analyse prospective programs 

potential for investment 

• Established a Portfolio 

Management Office to 

implement best practice portfolio 

management tools and systems. 

268 


Name: 

Stephen Enticott 

Position: 

General Manager Transport Planning 





• Promoted development of 

integrated transport planning 

outcomes by creating in-house, 

multimodal project planning 

teams that collaborate with 

other areas of TfNSW 

• Developed professional 

relationships with the Department 

of Planning and Infrastructure 

and the City of Sydney 

• Established teams to develop 

Regional Access Plans and City 

Access Strategies as part of the 

Long Term Transport Master Plan 

• Managed planning of projects 

such as the Northern Beaches Bus 

Rapid Transit Prefeasibility Report, 

the Barangaroo Integrated 

Transport Plan, the Sydney City 

Access Strategy, the Sydney Light 

Rail Studies and the Strategic 

Transit Network Plan for Sydney 

• Chaired the monthly Sydney 

Airport Working Group seeking 

to promote improved access 

to the Airport through the 

coordination of planning initiatives 

• Advanced the promotion of the 

active travel mode by recruiting 

experienced team managers 

dedicated to progressing 

walking and cycling planning. 

Name: 

Patrick Fernandez 

Position: 

Principal Manager Services & Asset Investment 





• Determined the funding required 

for capital and maintenance 

programs across in the 

transport cluster and managed 

consideration of them in the 

2012-13 Budget Papers 

• Assisted development of a 

Transport Investment Plan as 

the single source of information 

for investments in physical 

assets and services by TfNSW 

and the transport agencies 

over a 10-year period 

• Established a team with the 

required skills and expertise to 

implement the TfNSW investment 

portfolio management framework, 

including the identification 

and prioritisation of programs 

for investment in transport. 

Name: 

Samuel Lackey 

Position: 

Principal Manager Investment Strategy 




Appendices 


• Managed financing and legal 

aspects of the widening the 

scope of Sydney motorway 

public private partnerships 

• Completed financial credit 

analyses of companies doing 

business with TfNSW 

• Prepared a financial model 

and briefing paper on toll 

standardisation on the 

Sydney motorway network 

• Evaluated funding mechanisms, 

availability and options 

for transport projects 

• Provided investment, funding and 

economic advice on transport 

public private partnerships 

• Awarded First Prize by 

Infrastructure Partnerships 

Australia for Best Public 

Private Partnership in Australia 

for financial work on M2 

Motorway Widening. 

Appendices 

269

Name: 

Helen Vickers 

Position: 

Corporate Counsel, Legal Services 


Period: 1 June 2012 to 30 June 2012 


Significant achievements 1 May 2012 to 30 June 2012 

• Responsible for legal 

services for TfNSW 

• Responsible for restructuring 

transport portfolio 

in-house legal services 

• Established transport portfolio 

external legal panel. 

Name: 

Andrew Barè 

Position: 

Project Director Wynyard Walk 


Period: 1 May 2012 to 30 June 2012 


Significant achievements 1 May 2012 to 30 June 2012 

• Managed the delivery of the 

Wynyard Walk project. 

Name: 

Kathryn Barnes 

Position: 

Project Director 


Period: 23 May 2012 to 30 June 2012 


Significant achievements 4 June 2012 to 30 June 2012 

• Managed the transfer of 

accountability for 10 RailCorp 

capital works projects and the 

assignment of 150 RailCorp 

project staff (employees/ 

contractors) to the Transport 

Projects Division of TfNSW 

• Managed the development 

of the Memorandums of 

Understanding between RailCorp 

and Transport Projects Division. 

270 


Name: 

Anthony Wing 

Position: 

General Manager Efficiency & Effectiveness 





• Efficient and effective transport 

services in NSW, including release 

of taxi licences for 2012-13, 

commencement of the tender 

process for new airline licences 

for 2013-18 and advising on policy 

for efficient and effective public 

transport and roads reform 

• Prices, fares, concessions and 

fare regulation for transport, 

including the development of 

fares and fare structures for 

the introduction of the new 

electronic ticketing system, Opal 

• Driver licensing initiatives 

for effective road safety 

outcomes, including: 

• a 50 per cent discount on 

licence renewals as an incentive 

for safe drivers (received by 

more than 46,000 customers 

in the first two months) 

• new laws to prevent drivers 

of company vehicles who 

commit traffic offences from 

avoiding demerit points, and 

• a major trial of a world-leading 

behaviour change program 

to improve safety for young 

P plate drivers, known as 

MyLiveTribe to participants 

• Reducing red tape and making 

life easier for transport customers, 

including abolishing registration 

labels for 5.5 million cars and 

light vehicles in NSW from 2013 

• Co-ordinating transport 

compliance with disability 

legislation and the existing 

2007-2012 Disability Plan; and 

commencing work on a new 

five year Disability Action Plan 

for the transport cluster. 

Name: 

Kim Crestani 

Position: 

Principal Manager, Architecture and Station Precincts 


Period: 13 April 2012 to 30 June 2012 


Significant achievements 13 April 2012 to 30 June 2012 

• Developed landscape and 

urban design vision for skytrain 

component of North West 

Rail Link (NWRL) project 

• Coordinated station precinct 

design for North West Rail Link. 

Name: 

Thomas Gellibrand 

Position: 

Deputy Project Director, Customer Strategy and Planning 




Appendices 


• Completed development and 

exhibition of NWRL Environment 

Impact Statement 1 

• Identified strategic opportunities 

for development of residual lands 


strategic land use planning 

process for new NWRL 

station catchments 

• Developed business case 

for North West Rail Link. 

Appendices 

271

Name: 

Warwick Proctor 

Position: 

Deputy Project Director, Governance and Controls 


Period: 2 March 2012 to 30 June 2012 



• Established unified 

governance and controls 

team spanning a number of 

critical project functions 

• Commissioned strategic 

review of safety management 

for the NWRL project 

• Initiated development of 

integrated management system 

• Facilitated major project 

peer review. 

Name: 

Colin Rudd 

Position: 

Deputy Project Director Project Delivery 




Significant achievements 16 April 2012 to 30 June 2012 

• Finalised the procurement 

strategy for North West Rail Link 

• Completed the peer review of 

the NWRL delivery strategy 

• Completed major land 

acquisitions for NWRL 

• Completed call for Expressions 

of Interest for tunnelling 

contract for NWRL. 

Personnel transferred from Transport Construction Authority from 1 April 2012 

Details of the remuneration and performance of Transport Construction Authority officers for the period 1 July 2011-31 

March 2012, before they transferred to Transport for NSW’s Transport Projects Division, may be found in the Authority’s 

final annual report. 

Name: 

Michael Barnfield 

Position: 

Deputy Project Director 




Name: 

Glenn Bentley 

Position: 

Project Director Clearways / Auburn Stabling 




272 


Name: 

Bevan Brown 

Position: 

Technical Director Commercial 




Name: 

David Dalton 

Position: 

Principal Manager Engineering Services 




Name: 

David Gainsford 

Position: 

Technical Director Planning and Environment Services 




Name: 

Craig Gillman 

Position: 

Technical Director Program Management Office 




Name: 

Darren Hayward 

Position: 

Deputy Project Director 




Name: 

Michael Hickey 

Position: 

Principal Manager Reliability and Operational Readiness 




Appendices 

Appendices 

273

Name: 

Graham Jackson 

Position: 

Technical Director Safety and Quality 




Name: 

Scott Lyall 

Position: 

Director Project Delivery 




Name: 

Michael Magney 

Position: 

Director Project Development 




Name: 

Stephen Pascall 

Position: 

Project Director South West Rail Link 




Name: 

David Roberts 

Position: 

Chief Engineer 




Name: 

John Templeman 

Position: 

Project Director Transport Access Program 




274 


Name: 

Anand Thomas 

Position: 

Project Director Clearways / Auburn Stabling 




Name: 

Geoffrey Walker 

Position: 

Principal Manager Engineering Assurance 




Name: 

Martin Walsh 

Position: 

Project Director Light Rail 




Name: 

Peter Whelan 

Position: 

Technical Director Project Communication 




Name: 

James White 

Position: 

Technical Director, Project Property Services 




Other Department of Transport officers 

Several senior Department of Transport officers whose Executive levels met the reporting requirement separated from 

the organisation soon after the financial year began. 

They were: Matthew Browne, Joanna Quilty, Elizabeth Zealand, Peter Scarlett and Louise Hicks. 

Appendices 

Appendices 

275

Appendix 6: Management and activities 

NSW 2021 is the Government’s 

10-year plan to make NSW number 

one. It guides policy and decision 

making in conjunction with the 

budget process, and outlines how 

government agencies will deliver 

on priorities for local communities 

and regions across NSW. 

NSW 2021 clearly establishes the 

Government’s focus in delivering 

an integrated, customer-focused 

transport system and provides 

Transport for NSW with guidance 

in delivering on these priorities. 

The NSW Government has set 

up public reporting with a 2011 

baseline report (http://2021. 

nsw.gov.au/sites/default/files/ 

pdf/120208_NSW_2021_Baseline. 

pdf) and the publication of regular 

progress reports. The Transport 

progress report can be accessed 

at: http://2021.nsw.gov.au/sites/ 

default/files/pdf/09_Transport.pdf. 

The following table gives an 

overview of performance indicators. 

• Targets: these were either 

carried over from the former 

State Plan (2016) or developed 

in the new NSW 2021 plan for 

a later date (e.g. for 2020). 

• Missing targets: these are either 

being developed or have not been 

approved for publication yet. 

Performance indicator 09/10 10/11 11/12 


target (by) 

Public transport 

Customer Satisfaction (%) 

Trains n/a 81 - n/a 

Ferries n/a 96 - n/a 

Buses n/a 86 - n/a 

All public transport n/a 85 - n/a 

Passenger journeys (m) 

CityRail 289.1 294.5 303.6 n/a 

CountryLink 1.81 1.89 2.0 n/a 

Sydney Ferries 14.3 14.5 14.8 n/a 

Metropolitan buses – STA 153.6 153.7 154.1 n/a 

Metropolitan buses – PBO 41.2 45.0 49.3 n/a 

Outer metropolitan buses 15.0 15.6 16.0 

Light Rail 2.8 2.7 3.9 n/a 

Passenger journeys growth (%) 

CityRail -1.1 1.8 3.1 n/a 



Metropolitan buses – STA -2.1 0.1 0.3 n/a 


Outer metropolitan buses -0.2 3.4 2.8 

Light Rail 3.6 -1.3 43.9 n/a 

On-time running (%) 

CityRail 95.9 94.6 93.4* 92 

CountryLink 74.8 72.7 62.1* n/a 

Sydney Ferries* 98.1 98.5 98.8 98.5 

Metropolitan buses – STA** n/a 91.2 90.8 95 

Metropolitan buses – PBO** n/a 91.5 93.2 95 

276 


Performance indicator 09/10 10/11 11/12 


target (by) 

Complaints (per 100,000 passenger journeys) 

CityRail 7.6 7.2 7.7 n/a 



Metropolitan buses – STA 18.3 18.5 17.3 n/a 


Outer metropolitan buses 24.1 25.8 24.0 n/a 

Peak hour journeys to/from work by public transport (%) 

Sydney CBD 76.5 74.3 - 80 (2016) 

Parramatta CBD 39.6 40.4 - 50 (2016) 

Newcastle CBD 14.5 15.7 - 20 (2016) 

Wollongong CBD 8.7 8.2 - 15 (2016) 

Liverpool CBD 15.7 14.4 - 20 (2016) 

Penrith CBD 20.2 21.3 - 25 (2016) 

Journeys to/from work by public transport within Greater Sydney 

Metro (%) 

23.9 22.4 - 28 (2016) 

Sustainable modes 

Bicycle trips at the local/district level within Greater Sydney Metro 

(%) 

Walking trips at the local/district level within Greater Sydney Metro 

(%) 

1.9 2.2 - 2.5 (2016) 

22.5 22.5 - 25 (2016) 

Roads 

Road fatalities 

Total 445 367* 396* 341 (2016) 

Per 100,000 population 6.3 5.1* 5.5* 4.3 (2016) 

Per 100m VKT 0.67 0.55* 0.58* 0.43 (2016) 

Incident clearance time on principal transport routes for 98% of 

incidents (mins) 

n/a 39.98 38.36 40 

State roads that meet national road smoothness standard (%) 91.5 91.2 - 93 (2016) 

Freight 

Freight movements by rail through NSW ports (%) 18.8 14.0 14.5 28 (2020) 

Notes: 

- Data were not available at the time of print 

* Figures are provisional 

** Measured at commencement of trip 

STA: State Transit Authority 

PBO: privately-owned bus operators 

VKT: vehicle kilometres travelled 

Appendices 

The nature and extent of performance review practices and of improvements in organisational 

achievements as assessed by both internal and external performance reviews 

Appendices 

277

External performance reviews 

TfNSW is performance-focused, 

where individuals and teams 

are accountable for delivering 

outcomes. It measures performance 

at all levels, based on how 

effectively TfNSW contributes 

to what it must deliver for 

customers and the community. 

Enhancing performance 

measurement capability is an 

ongoing priority. While many 

performance indicators are 

already measured and monitored, 

including the targets outlined 

in NSW 2021, TfNSW will 

continue to develop ways of 

demonstrating the achievement 

of outcomes and strategies in 

its performance frameworks. 

The performance of TfNSW’s 

service providers is also 

important, not only because 

TfNSW provides funding, but 

because often the providers are 

responsible for service interactions 

with TfNSW’s customers. 

Statements of Expectations, 

Statements of Intent and 

service contracts are some of 

the mechanisms used to drive 

performance with TfNSW’s 

service providers and to make 

sure all are working together. 

TfNSW measures the performance 

of its service providers 

according to the transactional 

elements of service contracts 

as well as their contribution to 

organisational outcomes. 

An integrated performance 

reporting structure provides 

comprehensive information on 

transport cluster-wide performance 

to support government 

objectives in integrated planning, 

strategic decision making 

and resource allocation. 

TfNSW’s formal performance 

management tools include: 

NSW 2021 Performance Reports 

– a report to Cabinet of the 

transport cluster’s contribution to 

achieving the goals of NSW 2021. 

Executive Dashboard Reporting 

System – a regular report to 

the Executive on the status of 

a range of high-level corporate 

performance indicators. 

Director General performance 

meetings – regular forums between 

the Director General and each 

member of the Executive and the 

respective senior management 

team. This is to discuss the 

performance of each Division 

against agreed strategies, 

initiatives and risk mitigation. 

Individual performance reviews – 

a formal agreement between the 

Director General and each member 

of the Executive that defines 

responsibilities and deliverables. The 

actions outlined in these reviews 

are delivered through the business 

planning process. Performance 

reviews also reflect the personal 

contribution of individuals to the 

organisation achieving its goals. 

TfNSW manages performance in an ongoing performance cycle. It has the following phases and key elements: 

Plan Commit Monitor and act Review 

• Purpose and values 

• Senior Service and individual 

• Regular performance 

• Mid and full year 

• Direction setting 


meetings 

performance reports 

• Resource allocation 

decision making 

• Business plans 

• Budget Papers 

• NSW 2021 reporting 

• Business planning process 

• Mid and full year 

business plan reports 

• Annual Report 

278 


Internal reviews 

During the year the Internal 

Audit function undertook 

reviews that facilitated 

improvement in the areas of: 

• construction cost benchmarking 

• electronic ticketing system 

program management 

• human resource and payroll 

• data and transaction process 

change management 

• information security management 

• Rail Link integrated office 


• corporate performance 

management 

• intermodal interchanges 


• infrastructure portfolio and 


• shared services transaction 

processing, analysis and control. 

Benefits achieved as a result of the 

reviews included improvements 

to how management: 

• framed and applied corporate 

strategies, policies and regulations 

• governed corporate 

accountabilities 

• managed infrastructure asset 

portfolios, programs and projects 

• optimised operational 

performance 

• procured and managed the 

supply of goods, services 

and human resources. 

All management action plans arising 

from reviews were undertaken by 

the Internal Audit function were 

reported to and monitored by the 

Director General and oversighted 

by the Audit and Risk Committee. 

No external performance 

reviews where undertaken 

by the Auditor General. 

Transport infrastructure funding 

The 2011-12 New South Wales State Budget announced the beginning of a record infrastructure investment program 

worth over $62.6 billion over the four years to 2014-15. In 2011-12 the total NSW State infrastructure investment 

was budgeted at $15.3 billion with 41.3 per cent, or $6.32 billion, for improving transport infrastructure. 

Major transport funding allocated in 2011-12 included: 

• $3.2 billion for roads, including 

• $119 million for 261 new buses 

The arrangements establishing 

$1 billion for work on the Pacific 

for the State Transit Authority 

the new integrated transport 

Highway, $250 million for work 

and private operators. 

authority, Transport for NSW, will 

on the Hume Highway and 

$570 million to continue work 

on the Hunter Expressway. 

• $2.2 billion for rail projects, 

including $198 million for work 

on the Rail Clearways program, 

improve the delivery of public 

transport services and associated 

major infrastructure projects. 

• $222 million for land acquisition 

$292 million for the South West 

TfNSW also provides a single 

for the North West Rail Link. 

Rail Link, $130 million toward the 

focus for annual reporting on 

This is in addition to 

acquisition of Outer Suburban 

infrastructure outcomes and 

• $92 million of spending in 

the Public Trading Enterprise 

sector to start the project. 

Rail Carriages – Tranche 3, 

and $92 million to start North 

West Rail Link, in addition to 

$222 million of spending in the 

General Government sector 

to secure the rail corridor. 

achievements each financial year. 

Appendices 

Appendices 

279

Previous 

year’s 

Announced 

Announced 

Exp in 

expenditure 

Completion 

Est tot cost 

2011-12 

to Jun 2011 

Location 

Status 

date 

$000 

$000 

$000 

Roads & Traffic Authority of NSW 

Sydney 

Alfords Point Bridge, Northern 

Approach, Widen to 4 Lanes 

Alfords Point Road, Brushwood 

Drive to Brushwood Drive to 

Georges River (Planning) 

Anzac Bridge Structural 

Upgrades 

Bringelly Road, Camden Valley 

Way to The Northern Road 

(Planning) 

Bus Priority on Strategic 

Corridors 

Camden Valley Way, Bernera 

Road to Cowpasture Road, 

Widen to 4 Lanes 

Padstow Heights Completed 2011 42,000 8,396 30,898 

Alfords Point NA NA 789 251 

Pyrmont 2015 60,000 23,186 8,025 

Bringelly NA NA 1,890 3,271 

Various Completed 2012 295,000 31,700 265,300 

Edmondson Park Completed 2011 48,000 2,468 42,881 

Camden Valley Way, 

Cowpasture Road to Cobbitty 

Road, Widen to 4 Lanes 

(Planning and Preconstruction) 

Leppington – 

Harringon Park 

NA NA 16,860 22,561 

Campbelltown Road, Camden 

Valley Way to Zouch Road, 

Ingleburn (Planning) 

Erskine Park Link Road, Old 

Wallgrove Road to Lenore Lane 

Ingleburn NA NA 851 806 

Eastern Creek 2013 48,000 6,582 6,893 

F5 Widening, Brooks Road to 

Narellan Road (Federal Funded) 

Ingleburn – 

Campbelltown 

Completed 2011 116,000 24,759 85,825 

General Holmes Drive, Remove 

Rail Level Crossing (Planning, 

Federal Funded) 

Heathcote Road, Deadman’s 

Creek Bridge Upgrade 

Hoxton Park Road, Banks Road 

to Cowpasture Road, Widen to 

4 Lanes 

Mascot NA NA 312 1,925 

Sandy Point 2016 NA 649 14 

Hoxton Park Completed 2011 62,000 6,789 54,247 

M2 Enhancements, Windsor 

Road to Lane Cove Road (State 

and Private Sector Funded)* 

M5 Widening, King Georges Road 

to Camden Valley Way (Planning 

and Preconstruction, State and 

Private Sector Funded)* 

Baulkham Hills – 

Macquarie Park 

Beverly Hills – 

Prestons 

2013 550,000 3,759 12,277 

2014 400,000 966 19,693 

280 


Previous 

year’s 

Announced 

Announced 

Exp in 

expenditure 

Completion 

Est tot cost 

2011-12 

to Jun 2011 

Location 

Status 

date 

$000 

$000 

$000 

Mona Vale Road, McCarrs Creek 

Road to Powder Works Road 

(Planning) 

Ingleside NA NA 724 836 

Narellan Road, Camden Valley 

Way to F5 Freeway (Planning) 

Narellan – 

Campbelltown 

NA NA 435 470 

Network Management (Pinch 

Point Strategy) 

Old Wallgrove Road, M7 to 

Erskine Park Link Road (Planning) 

Richmond Road, Bells Creek to 

Grange Avenue (Planning) 

Richmond Bridge Congestion 

Study (Planning, Federal 

Funded) 

Schofields Road, Windsor Road 

to Tallawong Road, Widen 

to 4 Lanes (Planning and 

Preconstruction) 

Schofields Road, New Rail 

Bridge for Future Westerly 

Extension of Schofields Road 

Schofields Road, Tallawong 

Road to Richmond Road 

(Planning) 

Showground Road, Old 

Northern Road to Carrington 

Road (Planning) 

The Northern Road, Camden 

Valley Way to Bringelly Road 

(Planning) 


Eastern Creek NA NA 1,064 665 

Marsden Park NA NA 948 730 

Richmond NA NA 1,065 82 

Rouse Hill 2014 65,000 4,476 9,050 

Schofields Completed 2011 13,000 10,316 2,169 

Schofields NA NA 4,980 2,849 

Castle Hill NA NA 420 909 

Oran Park NA NA 5,074 2,298 

Werrington Arterial Stage 1, M4 

Motorway to Great Western 

Highway (Planning, State and 


Windsor Bridge over 

Hawkesbury River Replacement 

Claremont 

NA NA 437 54 

Meadows 

Windsor NA NA 3,023 2,136 

Appendices 

Great Western Highway 

Woodford to Hazelbrook, 

Station Street to Ferguson 

Avenue, Widen to 4 Lanes 

(State and Federal Funded) 

Woodford, 

Hazelbrook 

2014 175,000 25,271 92,745 

Lawson, Ferguson Avenue to 

Ridge Street, Widen to 4 Lanes 

Lawson 2012 220,000 40,701 163,232 

Appendices 

281

Previous 

year’s 

Announced 

Announced 

Exp in 

expenditure 

Completion 

Est tot cost 

2011-12 

to Jun 2011 

Location 

Status 

date 

$000 

$000 

$000 

Bullaburra, Ridge Street to 

Genevieve Road, Widen to 4 

Lanes 

Bullaburra 2015 NA** 2,112 9,285 

Bullaburra to Wentworth Falls, 

Genevieve Road to Tableland 

Road, Widen to 4 Lanes 

Bullaburra, 

Wentworth Falls 

2014 85,000 12,458 14,035 

Wentworth Falls East, Tableland 

Road to Station Street, Widen 

to 4 Lanes (State and Federal 

Funded) 

Wentworth Falls 2012 115,000 23,644 85,543 

Mount Victoria to Lithgow 

(State And Federal Funded) 

Mt Victoria, 

Hartley 

NA NA 17,784 18,748 

Kelso, Ashworth Drive to 

Stockland Drive, Widen to 4 

Lanes (Planning) 

Kelso NA NA 2,687 1,906 

Hume Highway 

Tarcutta Bypass, Dual 

Carriageways (Federal Funded) 

Holbrook Bypass, Dual 

Carriageways (State and 


Woomargama Bypass, Dual 


Tarcutta Completed 2011 290,000 58,314 204,969 

Holbrook 2013 247,000 79,065 28,028 

Woomargama Completed 2011 265,000 53,155 179,845 

Pacific Highway 

Bulahdelah Upgrade, Dual 



Herons Creek to Stills Road 


Bulahdelah 2013 315,000 62,580 143,565 

Herons Creek 2013 60,000 12,387 12,404 

Oxley Highway to Kempsey 

(Planning and Preconstruction, 

State and Federal Funded) 

Port Macquarie – 

Kempsey 

NA NA 23,611 19,528 

Kempsey Bypass, Dual 


Frederickton to Eungai 



Kempsey 2013 618,000 303,958 176,461 

Clybucca 2016 NA** 14,759 2,196 

Warrell Creek to Urunga 



Nambucca 

Heads 

NA NA 18,672 42,945 

Coffs Harbour Bypass (Planning, 


Coffs Harbour (Sapphire) to 

Woolgoolga, Dual Carriageways 


Coffs Harbour NA NA 3,807 40,132 

Woolgoolga 2014 705,000 147,785 259,861 

282 


Previous 

year’s 

Announced 

Announced 

Exp in 

expenditure 

Completion 

Est tot cost 

2011-12 

to Jun 2011 

Location 

Status 

date 

$000 

$000 

$000 

Woolgoolga to Ballina (Planning 

and Preconstruction, State and 


Glenugie Upgrade, Dual 



Devils Pulpit Upgrade, Dual 



Ballina Bypass, Dual 



Tintenbar to Ewingsdale Dual 



Banora Point Upgrade, including 

Sexton Hill (State and Federal 

Funded) 

Grafton, Maclean NA NA 57,862 72,719 

Glenugie Completed 2011 60,000 15,752 46,807 

Tabbimoble Completed 2012 640,000 39,894 592,472 

Ballina 2014 862,000 54,738 115,880 

Bangalow 2014 862,000 54,738 115,880 

Banora Point Completed 2012 359,000 124,031 195,784 

Princes Highway 

Gerringong Upgrade, Mount 

Pleasant to Toolijooa Road 

Foxground and Berry Bypasses 


Gerringong 2015 310,000 31,267 11,776 

Berry NA NA 17,821 27,276 

Berry to Bomaderry Upgrade 

(Planning) 

Berry, 

Bomaderry 

NA NA 493 1,099 

South Nowra Duplication, 

Kinghorne Street to Forest Road 

Nowra 2014 62,000 9,403 6,757 

Victoria Creek Realignment Central Tilba 2013 40,000 13,738 4,437 

Dignams Creek Realignment 

(Planning) 

Dignams Creek NA NA 769 3,156 

Bega Bypass (State and Federal 

Funded) 

Illawarra 

Picton Road Road Safety 

Treatments 

Bega 2014 60,000 4,157 5,365 

Wilton – Mount 

2013 43,600 9,100 21,200 

Keira 

Appendices 

Central Coast 

Central Coast Highway, Brisbane 

Water Drive, Manns Road 

Intersection Upgrade (Planning 

and Preconstruction) 

Central Coast Highway, Carlton 

Road to Matcham Road, Widen 

to 4 Lanes 

West Gosford NA NA 18,473 43,197 

Erina Heights 2012 75,000 14,693 55,018 

Appendices 

283

Previous 

year’s 

Announced 

Announced 

Exp in 

expenditure 

Completion 

Est tot cost 

2011-12 

to Jun 2011 

Location 

Status 

date 

$000 

$000 

$000 

Central Coast Highway, 

Matcham Road to Ocean View 

Drive, Widen to 4 Lanes 

Central Coast Highway, 

Wisemans Ferry Road 

Intersection Upgrade (Planning 

and Preconstruction) 

F3 Freeway, Wyong Road 

Interchange Upgrade 

Pacific Highway, Wyong Town 

Centre Upgrade (Planning) 

Pacific Highway, Wyong Road 

Intersection Upgrade (Planning) 

Pacific Highway, Lisarow to 

Ourimbah, Railway Crescent to 

Glen Road, Widen to 4 Lanes 

(Planning) 

Pacific Highway, Narara to 

Lisarow Upgrade, Manns Road 

to Railway Crescent (Planning) 

Wamberal 2013 80,000 22,875 29,641 

Kariong 2013 13,000 2,970 614 

Tuggerah 2013 18,000 1,575 1,292 

Wyong NA NA 668 2,138 

Tuggerah NA NA 1,195 357 

Lisarow NA NA 3,267 7,924 

Narara – Lisarow NA NA 2,049 6,505 

Terrigal Drive Improvements Erina – Terrigal NA NA 1,971 5,720 

Hunter 

(F3 to Branxton) (State and 


Hunter Expressway Ancillary 

Works, F3 to Broadmeadow 


Seahampton – 

Branxton 

Wallsend – 

Broadmeadow 

2013 1,700,000 509,514 388,107 

2013 NA** 8,832 2,632 

Limeburners Creek Road, 

Upgrade of Williams River 

Bridge 

Newcastle Inner Bypass, 

Shortland to Sandgate 

New England Highway, Scone 

Level Crossing Study (Planning, 


Paterson Road, Upgrade of 

Dunmore Bridge 

Thornton Railway Bridge 

North Coast 

Clarence Town 2014 NA 646 3,207 

Sandgate 2013 133,000 22,993 36,936 

Scone NA NA 731 66 

Woodville 2013 13,800 4,358 5,751 

Thornton 2012 20,000 13,745 2,686 

North Coast 

Oxley Highway, Upgrade from 

Wrights Road to the Pacific 

Highway 

Port Macquarie Completed 2011 115,000 30,999 76,969 

284 


Previous 

year’s 

Announced 

Announced 

Exp in 

expenditure 

Completion 

Est tot cost 

2011-12 

to Jun 2011 

Location 

Status 

date 

$000 

$000 

$000 

Summerland Way, Additional 

Crossing of the Clarence River 

at Grafton (Planning) 

Waterfall Way, Replacement of 

Burdett Park Creek Culvert 

Grafton NA NA 4,921 5,834 

Fernmount 2013 NA 1,105 266 

South Western NSW 

Barton Highway, Safety 

Improvements, Gounyan Curve 

Realignment (Federal Funded) 

Olympic Highway, Kapooka 

Bridge and Approaches 

(Planning) 

Murrumbateman Completed 2012 22,000 7,909 12,669 

Kapooka NA NA 1,804 471 

Western NSW 

Kamilaroi Highway, 

Replacement of Bridge over 

Bogan River 

Newell Highway Overtaking 

Lanes 

Orange – Parkes Road, 

Replacement of Boree Creek 

Bridge 

Beemery 2013 7,300 2,119 2,034 

Various 2014 NA 629 0 

Boree Completed 2012 7,100 3,590 3,231 

Country Rail Infrastructure Authority 

New Works 

Bridge Renewals Various Complete 2012 10,325 7,011 0 

Concrete Resleepering Various Complete 2012 1,804 1,120 0 

Conversion to Welded Track Various Complete 2012 3,665 1,983 0 

Level Crossing Safety 

Improvements 

Wimbledon Complete 2011 750 770 0 

Level Crossing Surface Upgrade Various Complete 2012 915 820 0 

Signalling System Upgrade Various Complete 2011 1,500 3,305 0 

Steel Resleepering Various Complete 2012 55,677 44,742 0 

Work-In-Progress 

Signalling and Train Control 

Systems 

Various Complete 2012 29,630 1,019 28,982 

Appendices 

Sydney Ferries 


Circular Quay and Manly 

Hydraulic Ramp Replacement 

Sydney 2013 5,050 562 0 


Balmain Western Corner 

Storage Upgrade 

Balmain 2012 530 0 1815 

Appendices 

285

Previous 

year’s 

Announced 

Announced 

Exp in 

expenditure 

Completion 

Est tot cost 

2011-12 

to Jun 2011 

Location 

Status 

date 

$000 

$000 

$000 

Ferry Operations and Customer 

Information System 

Gangway Repairs and 

Replacement 

Upgrade of CCTV Wharf 

Infrastructure 

Various 2013 13,662 1,589 642 

Various 2019 1,029 0 189 

Various 2019 1,453 0 4 

Maritime Authority of NSW 


Rozelle Bay Precinct 

Refurbishment 

Wharf Upgrades – New 

Commitment 

Rozelle 2015 2,140 88 0 

Various 2015 7,500 0 0 


Blackwattle Bay Foreshore 

Development 

Charter Vessel Wharves – 

Upgrade Program 

Circular Quay Southern 

Promenade 

Commuter Wharves – Upgrade 

Program 

Glebe Completed 2012 550 103 460 

Various 2015 6,425 1,781 2,575 

Sydney 2015 4,645 87 580 

Various 2016 90,000 11,868 17,654 



Depot Facilities Various 2015 8,000 249 - 

Equipment for Depots Various 2013 600 1 - 

Northern Region Capacity 

Upgrade 

Brookvale 2013 750 269 - 

Safety Systems on Buses Various 2013 1,275 50 - 

Security Systems on Buses Various Completed 2012 1,200 1302 - 


Depot Facilities Various 2015 1,300 338 78 

Depot Redevelopment Waverley Completed 2012 400 166 234 

PTIPS Bus Communications 

Upgrade 

Recommissioning of Tempe 

Depot 

Various Completed 2012 1,600 767 833 

Tempe Completed 2012 17,400 4,983 12,417 

Safety Systems at Depots Various Completed 2012 300 159 89 

286 


Previous 

year’s 

Announced 

Announced 

Exp in 

expenditure 

Completion 

Est tot cost 

2011-12 

to Jun 2011 

Location 

Status 

date 

$000 

$000 

$000 

Rail Corporation NSW 


Easy Access Station Upgrades – 

Additional Program 

Various 2015 60,000 0 0 

North West Rail Link Various NA 155,768 900 


Assets and Facilities Safety and 

Security 

Various 2017 6,123 94,436 

Automatic Train Protection* Various 2020 27,349 48,276 

Business Support Systems Various 2017 34,015 124,185 

Clearways Various 2014 2,019,505 216,439 1,599,658 

Digital Train Radio Various 2016 37,723 61,198 

Easy Access Station Upgrades Various 2016 22,252 181,041 

Emu Plains Stabling Emu Plains 2017 4,542 26,118 

Hurstville Station Upgrade Hurstville 2014 34,900 3,831 17,279 

Information Communications 

Technology Support Systems 

Internal Emergency Door 

Release* 

Various 2016 5,320 47,659 

Various 2015 51,730 2,026 9,183 

Level Crossing Upgrades Various 2017 3,214 18,235 

Lidcombe to Granville – Corridor 

Upgrade* 

Various 2019 36,015 32,594 

Mechanised Track Patrol Various 2016 38,810 992 11,185 

Network Communications 

Systems** 

Oatley Sutherland Resignalling 

and Overhead Wiring 

Outer Suburban Cars – 

Tranche 3 

Various 2017 13,836 43,994 


Various 2013 473,800 136,354 295,106 

Park and Travel Safety Various 2015 8,937 37,579 

Passenger Information Various 2017 7,707 64,270 

Plant and Equipment 

Acquisitions** 

Various 2017 7,234 59,131 

Appendices 

Power Supply Various 2017 74,171 288,809 

Rail Heritage Portfolio Various Completed 2016 34,885 191 33,884 

Rollingstock Upgrades Various 2017 9,426 88,427 

Signalling Improvements Various 2017 92 27,551 

Southern Sydney Freight Line – 

ARTC Interface 

Stabling Upgrades Preliminary 

Works 

Various 2013 74,635 18,215 42,170 

Various 2017 3,699 9,817 

Appendices 

287

Previous 

year’s 

Announced 

Announced 

Exp in 

expenditure 

Completion 

Est tot cost 

2011-12 

to Jun 2011 

Location 

Status 

date 

$000 

$000 

$000 

Station Development and 

Upgrades 

Waratah Rollingstock – 

Enabling and Ancillary Works – 

Implementation 

Wayside Protection Systems 

Upgrade 

Various 2016 41,967 160,214 

Various 2014 107,263 420,811 


Wollongong Stabling Wollongong 2013 5,248 11,126 

Wynyard Walk Sydney 2015 18,822 9,694 

Transport Construction Authority 


Commuter Car Park Program Various 2012 242,400 10,117 217,738 

Commuter Car Park and 

Interchange Program 

Epping to Chatswood Rail Link – 

Finalisation 

Various 2013 80,473 19,596 19,604 

Various 2012 2,332,000 924 2,302,536 

South West Rail Link Various 2017 2,122,255 313,833 391,066 



104 Replacement Buses for 

Private Operators 

Various 2012 46,259 40,378 0 

64 Growth Buses Various 2012 28,563 12,199 0 

93 Replacement Buses for State 

Transit Authority 

Various 2012 43,989 45,326 0 

Bus Depots Various 2012 45,000 445 0 

North West Rail Link – Land 

Acquisition 

Various 2012 222,000 278,069 0 

Works-In-Progress 

Finalisation of Payments for 41 

Buses Delivered 2010-11 

Various 2012 29,043 29,043 0 

Note: TfNSW makes contract payments to bus operators for bus services that include payments to finance the cost of 

agreed buses purchased. The ‘actual expenditure’ noted in the table represents the capital value of the buses purchased 

under these arrangements. 

288 


Appendix 7: Response to matters raised by Auditor General 

The Auditor General in the 

Statutory Audit Reports for the 

year ended 30 June 2012 has 

raised no matters of significance. 

Appendix 8: After balance date events 

The Country Rail Infrastructure 

Authority and Public Transport 

Ticketing Corporation ceased 

operations on 1 July 2012, with 

their roles, functions, assets and 

liabilities transferred to TfNSW. 

The NSW Government awarded 

the contract for the operation 

of ferries in Sydney to a private 

operator with effect from 28 July 

2012. The contract will run for seven 

years with the NSW Government 

retaining ownership of the ferry 

vessels and the Balmain Shipyard. 

TfNSW will be responsible for 

fares control and setting service 

levels for the new operator. 

Appendix 9: Exemptions from the Financial Reporting Code 

In 2011-12 the Treasurer under 

section 45E of the Public Finance 

& Audit Act 1983 approved 

exemptions from fully complying 

with the Financial Reporting 

Code. The exemptions included: 

• Budget information is not 

required for the Department 

of Transport’s consolidated 


• Inclusion of a separate line 

item for ‘maintenance’ in the 

Department’s consolidated 

statement of comprehensive 

income, on the condition that 

‘employee related maintenance 

expenses’ continue to be included 

as part of ‘employee related 

expenses’ in the statement of 

comprehensive income, with 

a separate reconciliation to 

‘total maintenance’, including 

‘employee related maintenance’ 

in the notes, as required by TPP 

10-1 and TPP 06-6 Guidelines for 

Capitalisation of Expenditure on 

Property, Plant and Equipment 

• TfNSW is not required to 

prepare consolidated financial 

statements on the basis that its 

controlled entities are included 

in the Department of Transport’s 

consolidated financial statements. 

Appendices 

Appendices 

289

Appendix 10: Major assets 

The entity’s physical assets 

consist of office leasehold fit-outs, 

computer equipment and systems 

and office furniture. TfNSW leases 

its motor vehicles and office space. 

In addition, TfNSW also reports in 

its financial statements the NSW 

Government’s emerging interest in 

the Ultimo Pyrmont Light Rail, the 

work-in-progress on the extension 

of the existing Light Rail system, 

property acquisitions for transport 

corridors and the funding of new 

buses under the Metropolitan 

and Outer Metropolitan Bus 

System Contracts. These new bus 

assets are brought to account as 

deemed finance leased assets. 

Appendix 11: Land disposals 

There was no disposal of land during the reporting period. 

Appendix 12: Disclosure of controlled entities 


for the purpose of financial 

reporting had the following 

controlled entities for which it 

prepared consolidated financial 

statements as at 30 June 2012: 

• Transport for NSW 

• Transport Service 

• Rail Corporation 

• Roads and Maritime Services 

& Divisions (including the 

Roads & Traffic Authority 

up to 31 October 2011) 

• Transport Construction Authority 

• Country Rail Infrastructure 

Authority 

• State Transit Authority 

and its division 

• Sydney Ferries 

• Public Transport Ticketing 

Corporation 

• Sydney Metro 

• ACN 156 211 906 Pty Ltd and 

its wholly owned subsidiaries. 

The Transport Construction 

Authority ceased operations on 

30 March 2012, with the roles, 

functions, assets and liabilities 

transferred to TfNSW. 

Each of the entities provides 

transport services and while the 

consolidated financial statements 

provide the financial results 

of the group, each entity will 

also prepare separate financial 

statements as at 30 June 2012. 

Appendix 13: Disclosure of subsidiaries 

ACN 156 211 906 Pty Ltd, a 

proprietary limited liability 

company, is a wholly owned 

subsidiary of Transport for NSW. 

Transport for NSW incorporated 

ACN 156 211 906 Pty Ltd on 12 

March 2012, with the company 

subsequently acquiring all the 

shares of the Metro Transport 

Sydney Pty Ltd group, the owners 

of the monorail and existing 

light rail networks in Sydney. 

290 


Appendix 14: Internal audit and risk management disclosure 

Appendices 

Appendices 

291

292 


Appendix 15: Risk management and insurance 

Risk management 

Risk can be considered to be the 

• determine whether the 

Transport for NSW has a Risk 

Management Policy that commits 

it to managing risk as a strategic 

business objective and adopting 

a risk-based approach consistent 

with the Australian Standard for 

Risk Management. The Policy 

recognises that the diligent 

management of risk increases the 

likelihood of TfNSW’s success, 

and reduces both the probability 

of failure and the uncertainty of 

achieving its overall objectives. 

effect of uncertainty on objectives. 

It is often expressed in terms of a 

combination of the consequences 

of an event and the associated 

likelihood. Consequence is the 

level of impact associated with 

the realisation of the risk, and 

addresses the key categories of 

safety, environment, reputation 

and financial. Likelihood is the 

level of possibility that the risk 

will occur. TfNSW maintains a 

register of risks that supports 

the management of risk. 

procedures adopted and 

information gathered for 

undertaking the assessment 

were appropriate 

• determine whether improved 

knowledge would have helped 

to reach better decisions and 

identify what lessons could be 

learned for future assessments 

and management of risks. 

The Executive Strategy Committee 

also provides strategic leadership 

and assurance in risk management, 

Supporting the Policy is TfNSW’s 

Risk Management Standard, which 

aims to establish a comprehensive, 

integrated and systematic 

approach to managing risk by: 

To guide its management response 

to risk, it uses a risk-ranking 

framework to assign ratings 

and prioritise the response to 

individual risks. TfNSW’s Risk 

including identifying, monitoring, 

and reviewing opportunities 

to continually improve risk 

management performance. 

• requiring that risks are identified, 

analysed, evaluated and treated 

• building management awareness 

of risk and ensuring that risk 

is integrated into business 

actions and decision making 

• creating an environment where 

all employees understand 

and manage risks for which 

they are responsible 

• establishing the processes for 

formally documenting and 

reviewing risks, along with the 

key mitigating controls and tasks, 

and reporting on the process to 

management on a regular basis 

• providing an assurance 

framework for the executive 

management and stakeholders. 

Tolerance table provides a means 

of assigning a risk rating of low, 

medium, high or severe. The Risk 

Tolerance rating provides guidance 

on whether the risk level is such 

that it requires further treatment 

activities. The expected risk 

management response required 

should apply to most situations. 

Risk management is a continual 

process and part of the day-today 

management of TfNSW’s 

business. Reports of risk 

management information are 

received and reviewed by the 

Executive Strategy Committee. It 

receives and reviews reports of 

risk management information to: 

• ensure that risks are effectively 

identified and assessed and 

that appropriate controls 

Insurance 

TfNSW is now responsible for 

coordinated planning and delivery 

of transport services and projects. 

It is committed to develop an ongoing 

risk management culture in 

response to the increasing variety 

of risks due to the expanding 

roles of the organisation. 

Because it is exposed to additional 

risks, TfNSW has arranged adequate 

insurance protection against 

unforseen costs that may arise from 

claims associated with insured risks. 

Such risks can directly affect 

the day to day operations which 

can result in non-provision of 

service, increasing expenses 

and loss of revenues. 

Appendices 

and responses are in place 

• determine whether the 

measures adopted resulted 

in what was intended 

Appendices 

293

TfNSW has various types of 

insurance cover for staff, property 

and liability, with the Treasury 

Managed Fund (TMF) being the 

main insurance provider. TMF is 

a self-insurance scheme covering 

all the insurable risks of the 

participating government agencies. 

Through this scheme, TfNSW is 

transferring risk to the TMF for a 

premium to cover a specified limit 

defined in the contract of coverage. 

Insurance coverage includes: 

• Workers compensation – covers 

against work place injury or 

accidents. The QBE insurance 

company is selected by TMF to 

manage workers compensation 

insurance for TfNSW 

• General Insurance – A GIO policy 

provides protection against the 

legal liability (public liability 

and professional indemnity), 

indemnity for board members, 

directors and officers 

• Property loss/damage – GIO 

property insurance provides 

cover to all building and 

contents owned by TfNSW and 

acquired registered properties 

• Motor vehicle (commercial 

auto insurance) 

• Miscellaneous insurance – 

covers personal accident for 

non-workers compensation, 

overseas travel, fidelity, personal 

effects (baggage, tools of 

trade and field equipment). 

The former Transport Construction 

Authority, now TfNSW’s 

Transport Projects Division, 

is also insured under TMF for 

non-construction cover. 

A principal arranged insurance 

program is in place to provide 

material damage and third 

party liability cover for major 

construction contracts such as the 

Epping to Chatswood Rail Link, 

Chatswood Transport Interchange 

and North West Rail Link. 

TfNSW has been working closely 

with TMF to identify liability gap or 

any residual risks to which TfNSW 

is exposed, and which need to be 

covered by insurance. This review 

will also enable removal of no longer 

required insurance coverage. 

The NSW Government now requires 

mandatory membership in TMF 

and mandatory Principal Arranged 

Insurance for all major capital works. 

A review began of the insurances 

of NSW transport agencies. 

This is part of the integration 

of transport. The benefits will 

be savings delivered through 

efficiencies and economies of scale. 

Appendix 16: Credit card certification by the Director General 

294 


Appendix 17: Human Resources 

In 2011 a small interim Human 

Resources management team 

of professionals from across the 

transport portfolio was created to 

help establish TfNSW. It worked 

with functional teams to set 

up the Customer Experience, 

Planning and Programs, Transport 

Projects, Freight and Regional 

Development, Policy and Regulation 

and Transport Services divisions. 

The Human Resources 

team’s expertise: 

• supported the functional 

teams to design to design the 

organisation of the core divisions, 

including the setting of skill 

and capability specifications 

• helped develop and apply 

the principles for matching 

existing staff to positions 

• assisted recruitment, induction 

and career transition of staff, 

ensuring alignment of capability 

to the new positions; and 

• provided continuing skilled 

human resources support 

to the new divisions. 

Following the set up of the core 

divisions, the following were 

incorporated into TfNSW: 

• The Waratah (train) Public 

Private Partnership program, 

the Centre for Road Safety, 

the Transport Construction 

Authority, RailCorp’s Timetable 

Development and Integration 

unit, the Office of Boating 

Safety and Maritime Affairs, 

the former Roads and Traffic 

Authority’s Roads Licensing and 

Registration branch, and the 

Bureau of Transport Statistics. 

Industrial Relations 

The Transport for NSW Award, a 

consent award covering TfNSW 

employees was lodged by TfNSW 

and the combined unions, was 

approved by the Industrial Relations 

Commission in May 2012. 

The provisions of the award 

are effective from 1 November 

2011 and expire on 31 October 

2013. The Award followed 

extensive TfNSW and union 

negotiation on the conditions of 

employment, including rates of 

pay, scheduled pay increases, leave 

provisions and other benefits. 

Policy and procedures 

Transport for NSW has established 

an effective human resources 

policy framework to support 

the new Transport Service and 

Senior Service to deliver improved 

customer-focused transport 

services. This framework, 

which has been the subject of 

consultation with Unions NSW, 

will facilitate the achievement 

of TfNSW’s corporate plan. 

Corporate Services Review 

The interim human resources group 

played a central role in developing 

and implementing the human 

resources principles and processes 

for the transport portfolio-wide 

Corporate Services Review. This 

was part of a Corporate and 

Shared Services Reform Program. 

The Corporate Services Review 

aims to create efficient, effective 

and service-oriented corporate 

approach across the transport 

portfolio. A key strategy for 

obtaining that efficiency is 

standardising roles where possible 

and focussing on improving 

capability in the functional 

areas of human resources, 

information and communications 

technology, legal and finance. 

Recruitment 

More than 800 positions were 

recruited for TfNSW structure 

through the following methods: 

Recruited 

No. 

Direct Appointments 537 

Expression of Interest 83 

Advertised 191 

Total 811 

Note: the above figure differs from 

the Public Service Commission 

workforce profile headcount 

(i.e. people on board) of 740 

as these numbers reflect the 

TfNSW recruitment process. 

Appendices 

Appendices 

295

Remuneration Level of Substantive Position 

Award Staff 

Salary Male Female Total 

< $50,000 0 0 0 

$50,001 – $75,000 29 89 118 

$75,001 – $100,000 88 96 184 

$100,001 – $125,000 92 72 164 

$125,001 – $150,000 20 8 28 

$150,001 > 1 0 1 

TOTAL 230 265 495 

Transport Senior Service 

Grade Level Male Female Total 

Level 1 110 24 134 

Level 2 17 4 21 

Level 3 26 9 35 

Level 4 15 3 18 

Level 5 6 2 8 

Level 6 6 3 9 

TOTAL 180 45 225 

SES administration 

The Statutory and Other Offices 

Remuneration Tribunal awarded 

Chief Executive Officers and 

Senior Executive Service Officers 

an increase of 2.5 per cent in 

remuneration packages. 

This was applied in accordance 

with the Tribunal’s determination 

and instructions, along with 

the Department of Premier 

and Cabinet guidelines. 

The applying of variances to 

remuneration was considered 

in light of the individual officer’s 

performance. This consideration 

included alignment of their 

performance against their 

performance agreement, which 

related directly to the overall 

organisational goals and objectives. 

Payroll services 

In line with government policy, 

a transport shared services 

framework was developed to 

provide payroll services. Transport 

Shared Services (TSS) now provides 

standardised transaction processing 

and value adding services 

across the transport portfolio. 

Development opportunities 

During the transition to the 

new organisational structure, 

development opportunities 

continued to be made available 

to staff across the transport 

portfolio. Many have arisen from 

portfolio staff having had the 

occasion to work collaboratively 

in an interagency basis. 

Financial assistance and 

study time 

TfNSW continues to provide staff 

with access to financial assistance 

for undertaking independent 

studies that have a relevance to 

their employment and/or career. 

Further to this staff are provided 

with access to study time as 

provided under the Transport 

for New South Wales Award. 

Recruitment 

TfNSW continues to recruit. Most 

recruitment to establish it was 

completed in December 2011. 

New governance and structural 

arrangements were developed 

in early 2012 to help create 

efficient, effective and serviceoriented 

Corporate and Shared 

Services across the transport 

cluster. Recruitment to fill roles 

in them began in June 2012. 

Industrial relations policies 

and practices 

TfNSW industrial relations 

policies and procedures align 

with the requirements of the 

central agencies for public 

service departments. 

Communication and 

consultation 

TfNSW has a consultative 

mechanism in place through the 

Joint Consultative Committee in 

accordance with the Department 

of Premier and Cabinet 

Consultative Arrangements. 

296 


Movement in salaries, wages 

and allowances 

Staff employed under the provisions 

of the Transport Service of 

New South Wales Salaries and 

Conditions of Employment Award 

2011 were entitled to a 2.5 per 

cent increase in remuneration 

effective from 1 July 2011. 

Industrial Relations 

Commission 

During the reporting period 

there were two industrial 

disputes notified to the Industrial 

Commission of NSW. Neither 

dispute involved any bans, 

limitations or stoppage of work. 

Appendix 18: Equal Employment Opportunity (EEO) 

The Equal Employment 

Opportunity information reported 

for 2011-12 for the Department 

of Transport (full year period) 

and TfNSW (1 November 2011 – 

30 June 2012 only) is affected 

by two significant factors. 

There was a large transfer of 

staff from the Department of 

Transport to TfNSW during the 

year, with very few intakes, while 

TfNSW’s profile was affected by 

it being a new organisation. 

It is expected that a more 

consistent profile of EEO within 

TfNSW will be reported in 

the 2012-13 annual report. 

Workforce Profile 

Cluster 

Reporting Entity 

Transport 


Trends in the Representation of EEO Groups 

EEO Group Benchmark/Target 2010 2011 2012 

Women 50% 53.5% 53.0% 46.2% 

Aboriginal People and Torres Strait Islanders 2.6% 1.1% 0.9% 0.0% 

People whose First Language Spoken as a Child was not English 19.0% 23.8% 20.4% 23.9% 

People with a Disability N/A 4.8% 4.9% 5.0% 

People with a Disability Requiring Work-Related Adjustment 1.5% 1.7% 1.4% 1.6% 

Trends in the Distribution of EEO Groups 


Women 100 86 86 89 

Aboriginal People and Torres Strait Islanders 100 N/A N/A N/A 

People whose First Language Spoken as a Child was not English 100 97 97 90 

People with a Disability 100 N/A 92 N/A 

People with a Disability Requiring Work-Related Adjustment 100 N/A N/A N/A 

Appendices 

Note 1: A Distribution Index of 100 indicates that the centre of the distribution of the EEO group across salary levels 

is equivalent to that of other staff. Values less than 100 mean that the EEO group tends to be more concentrated at 

lower salary levels than is the case for other staff. The more pronounced this tendency is, the lower the index will be. In 

some cases the index may be more than 100, indicating that the EEO group is less concentrated at lower salary levels. 

Note 2: The Distribution Index is not calculated where EEO group or non-EEO group numbers are less than 20. 

Appendices 

297

Workforce Profile 

Cluster 

Transport 

Reporting Entity 


Trends in the Representation of EEO Groups 


Women 50% N/A N/A 42.7% 

Aboriginal People and Torres Strait Islanders 2.6% N/A N/A 0.3% 

People whose First Language Spoken as a Child was not English 19.0% N/A N/A 23.3% 

People with a Disability N/A N/A N/A 4.8% 

People with a Disability Requiring Work-Related Adjustment 1.5% N/A N/A 0.0% 

Trends in the Distribution of EEO Groups 


Women 100 N/A N/A 86 

Aboriginal People and Torres Strait Islanders 100 N/A N/A N/A 

People whose First Language Spoken as a Child was not English 100 N/A N/A 98 

People with a Disability 100 N/A N/A 99 

People with a Disability Requiring Work-Related Adjustment 100 N/A N/A N/A 

Note 1: A Distribution Index of 100 indicates that the centre of the distribution of the EEO group across salary levels 

is equivalent to that of other staff. Values less than 100 mean that the EEO group tends to be more concentrated at 

lower salary levels than is the case for other staff. The more pronounced this tendency is, the lower the index will be. In 

some cases the index may be more than 100, indicating that the EEO group is less concentrated at lower salary levels. 

Note 2: The Distribution Index is not calculated where EEO group or non-EEO group numbers are less than 20. 

It should be noted that Transport 

for NSW began operations 

on 1 November 2011. 

As an EEO initiative, TfNSW is 

taking part with the Public Service 

Commission in research to identify 

systemic barriers to recruiting, 

developing and retaining employees 

with disability in the NSW public 

sector. The research is an action 

identified in EmployABILITY, the 

strategy to increase employment 

opportunities for people with 

disability in the NSW public sector. 

NSW public sector workforce 

data show a steady decline in the 

representation of people with 

disability, although the extent to 

which this is also a function of 

under-reporting remains unclear. 

The project involves detailed 

interviews with a range of 

employees with disability enquiring 

into factors that attracted them 

to TfNSW, their experiences 

and career intentions and any 

barriers they have identified 

to their development. 

The research will provide the basis 

for the next stage of TfNSW’s 

disability employment strategy. 

298 


Appendix 19: Occupational Health and Safety (OHS) 

The occupational health and 

safety of the large number 

of staff who began joining 

TfNSW from 1 November was 

underpinned by foundations 

laid from the previous April. 

An initial Safety Working Group 

addressed anticipated safety needs. 

An interim OHS management 

system was produced to guide 

staff in health and safety matters. 

This was incorporated in TfNSW’s 

new Safety Management System. 

A TfNSW Consultation Work 

Health and Safety Committee was 

established to provide an effective 

avenue for developing improved 

health and safety outcomes for 

staff. It does so by identifying and 

suggesting controls of workplace 

hazards and risks. Its membership 

represents the diversity and 

geographic makeup of TfNSW. 

Key performance indicators 

for safety were developed 

to ensure effective safety 

inspections, assessment of 

risks and consultation. 

A register of audits and inspections 

and their results was established. 

Scheduled audits and inspections 

were made of all offices, including 

those of the North West Rail 

Link project. Results were tabled 

at consultative meetings with 

hazards recorded in a safety risk 

register. Potentially hazardous 

substances are included in 

a safety data register. 

Safety is integral to staff induction. 

Training in provisions of the 

Work Health and Safety Act and 

Regulations 2011 was delivered 

to project teams. A new safety 

policy provides guidance towards 

building a culture of working safely. 

Its message is: “Safety is a core 

value and a key contributor to the 

success of Transport for NSW.” 

A new return-to-work program 

was released in May after extensive 

staff consultation. This permits 

managed returns to work for 

staff recovering from injury or 

significant illness. A team manages 

this and workers compensation 

cases for both TfNSW and 

Roads and Maritime Services. 

An offer of flu vaccinations 

was taken up by 502 staff. 

Ergonomic assessments offered 

to staff, along with regular office 

inspections and replacement 

of older chairs. Office-based 

risks have been reduced 

The Working Together Workplace 

Health & Safety and Injury 

Management Strategy 2011-2012 

audit was completed in January 

and submitted to NSW WorkCover. 

TfNSW’s OHS Consultation 

Committee members raised funds 

for charity by involvement in the 

Wollongong to Sydney bike ride and 

the JP Morgan corporate fun run. 

Occupational Health and Safety 2011-12 

No. of reported work-related injuries 27 

No. of reported journey time injuries 9 

No. of reported work related illnesses 0 

Total weeks lost due to workplace-related injuries or illness 26 

Total weeks lost due to journey injuries 0 

No. of workers compensation claims 8 

No. of prosecutions reported 0 

Prosecutions under the Act 0 

Appendices 

No. of audits and safety inspections 51 

Percentage of identified safety hazards closed 96% 

Percentage of planned Work Health and Safety consultation meetings held 100% 

Appendices 

299

Appendix 20: Disability Plan 

Outcome areas Targets Actual Performance 

Identifying and removing 

barriers to services for 

people with a disability 

Providing information in a 

range of formats that are 

accessible to people with 

a disability 

Ensure a disability awareness module is 

included in employee induction programs 

and promote general staff awareness of 

disability and access issues. 

Review communication channels 

suitable for persons with a disability and 

incorporate the results of the review in 

the development of a new integrated 

customer relations management system. 

Increase the availability of Wheelchair 

Accessible Taxis. 

Provide hearing loops in infrastructure 

(where required) 

Ensure implementation of new information 

systems across a range of modes and 

transport tasks improves information 

accessibility for people with disabilities. 

Improve destination signage and voice 

announcements on rail stations. 

Disability awareness modules for induction 

programs have been implemented by all 

transport agencies. 

A centralised complaints system is in 

place through the 131 500 Transport 

Infoline by telephone (131 500); TTY 

telephone (1800 637 500) and website 

(www.131500.com.au). 

As at 1 June 2012, there were 842 

accessible taxis in NSW, an increase of 3.1% 

from 2011. In May 2012, the gap in response 

times between standard and WATs was 

3.85 minutes. 

Partially achieved. Information help points 

including hearing loops are being trialled 

at three CityRail stations 

Information on all public transport services 

is available on the Transport Info 131 

500, including call centre, website and 

TTY facility. 

The 131 500 Transport Infoline website 

complies with Web Content Accessibility 

Guidelines issued by Office of Information 

Technology. 

Partially achieved. 

300 


Outcome areas Targets Actual Performance 

Making government 

buildings and facilities 

physically accessible to 

people with a disability 

Assisting people with a 

disability to participate in 

public consultations and 

apply for, and participate 

in, government advisory 

boards and committees 

Compliance with DDA Transport Access 

Standards. 

Review pedestrian strategies and State 

Road network standards to improve 

the quality of the road environment for 

pedestrians with mobility impairments. 

Undertake access audits as part of Asset 

Management Plans and make changes 

where necessary. 

Provide access to portable boarding 

ramps on all CityRail station platforms 

Examine access for people with disabilities 

at pedestrian level crossings. 

All new transport infrastructure projects to 

have accessible destination signage and/or 

voice announcements. 

Ensure consultation is carried out 

with the disability community for the 

consideration of information, infrastructure 

and other initiatives being progressed by 

transport agencies. 

Increased percentage of public transport 

services are accessible. 

All new infrastructure works comply with 

the relevant disability standards. 

All new infrastructure works comply with 

the relevant disability standards. 

All corporate offices are accessible. 

Achieved. 

Pedestrian level crossing design standards 

have been amended following consultation 

with and tests by disability peak groups of 

an improved design. 

Achieved. 

Liverpool- Parramatta Transitway 

incorporates electronic destination 

signage and Transitway buses have 

hearing loops installed at shops. 

Establishment of the Accessible Transport 

Consultative Group, with representatives 

from Government, peak disability groups 

and industry. 

Using government 

decision-making, 

programs and operations 

to influence other agencies 

and sectors to improve 

community participation 

and quality of life for 

Use contracts and incentives to increase 

accessible transport by private operators. 

Introduction of new bus contracts that 

require compliance with DDA Transport 

Standards and preparation of Action Plans. 

A range of incentives are in place to 

increase the number wheelchair accessible 

taxis, particularly in non-metropolitan areas. 

people with a disability Ensure that all new retail concessions Achieved. 

at railway stations, ferry wharves and 

transport interchanges are accessible. 

Transport for NSW is currently developing a new Disability Action Plan for 2012-2017 in consultation 

with disability stakeholders. The Plan is expected to be released in December 2012. 

Appendices 

Appendices 

301

Appendix 21: Multicultural Policies and Services Program 

Transport for NSW recognises that it operates in a culturally, linguistically and religiously diverse environment. 

Established in November, TfNSW is working with the Community Relations Commission (CRC) to 

develop a Multicultural Plan that reflects the revised CRC Multicultural Policies and Services Program. 

It will further refine the transport portfolio’s existing multicultural programs and activities. 

The operating agencies RailCorp, 

Roads & Maritime Services, State 

Transit Authority, and Sydney 

Ferries are statutory bodies under 

the Public Finance and Audit Act, 

and as such are required to submit 

a yearly report under the Annual 

Reports (Statutory Bodies) Act 

and Regulations 2010. They will 

report their multicultural policies 

and services programs in them. 

Significant activities in 2011-2012 

by TfNSW that contributed to 

multicultural outcomes included: 

Communications 

Access continued to be available 

to a large variety of road safety 

community education resources 

in multiple languages. These 

included school road safety 

resources, and brochures, flyers, 

posters and CDs on safety issues 

such as pedestrian safety, seat 

belt restraints and learner driver 

workshops, available in more than 

25 languages other than English. 

Part of the Take it Easy campaign, 

specifically promoting personal 

water craft safety in southern 

Sydney waterways, was directed 

to many linguistically and 

culturally diverse groups through 

the multicultural media, social 

networking sites and community 

engagement events. It is part of a 

wider program to promote safe and 

responsible boating in the NSW 

personal watercraft community. The 

campaign ran during 2011-12 and will 

continue in 2012-13. It won the 2011 

Austswim NSW Water Safety Award 

for a community education project. 

Access and equity 

TfNSW continued to encourage use 

of the Australian Government’s 131 

450 Translating and Interpreting 

Service. This telephone service 

is promoted in community 

languages on the TfNSW website, 

and in community notifications, 

newsletters and other publications. 

The Transport Info service at 

www.131500.com.au is a multimodal 

website, supported by 

TfNSW and its operating agencies, 

with trip planner instructions 

available in 10 languages other than 

English. The service also encourages 

the use of the 131 450 phone 

Translating and Interpreting Service. 

Consultation and feedback 

TfNSW consults its communities 

through methods such as 

information sessions and liaison 

groups, and employs interpreters 

to assist those who do not speak 

English as a first language. 

Multicultural stakeholders and peak 

organisations were consulted on 

matters such as service changes 

caused by bus reform in Sydney. 

TfNSW has feedback mechanisms 

through its Transport Info 

131500 service and dedicated 

1800 numbers for enquiries and 

complaints. Examples are the 

Project Infoline 1800 684 490 

and the Construction Response 

Line 1800 775 465. Customers 

and stakeholders using these 

mechanisms are also able to 

use the 131 450 Translating 

and Interpreting Service. 

Social & economic 

development 

The TfNSW Regional Transport 

Coordination program funds nonrecurrent 

projects with partner 

agencies to address access and 

mobility problems at local level. 

Current projects with a specific 

multicultural focus include: 

The Multicultural Community 

Transport Trial 

TfNSW is administering funding for 

this trial project in the Bankstown, 

Liverpool and Fairfield Local 

Government Areas (LGA) to 

develop an information bridge 

between local community 

transport providers and culturally 

and linguistically diverse (CALD) 

residents who are unable to 

carry out the activities of daily 

living, and their carers. Language 

groups include Cantonese, 

Arabic, Vietnamese, Italian and 

Spanish. Bilingual staff share 

information on cultural norms 

and languages to assist transport 

providers better connect with 

these community members. 

Wagga Wagga Learner 

Driver Program 

This program provides low 

cost options for vulnerable and 

disadvantaged young people aged 

17 to 25 to achieve the 120 hours 

required to attain a driver licence. 

Wagga Wagga has a migrant 

resettlement program, and TfNSW 

strongly engages with this group 

to provide access to the program. 

302 


Transport Pathways to 

Good Dental Health 

This project began in May and 

provides access to transport options 

for socially and economically 

disadvantaged groups in Wagga 

Wagga. It particularly targets young 

people up to 25 years to access 

dental or oral health care services. 

Children from an African migrant 

resettlement program are being 

assisted through this program. 

Strategic Community Assistance 

to Refugee Families 

TfNSW funded this project, which 

began in January, to transport 

students from CALD backgrounds 

in the Wollongong LGA to a SCARF 

homework centre in Wollongong, 

assisting them to complete school. 

Kooringal Kids Transport 

Connections 

This program provides transport 

for 5-12 years old children from 

social housing areas of Wagga 

Wagga to access community and 

recreational facilities, improving 

social inclusion. Since this initiative 

commenced in July 2011 it has 

assisted 11 families, including two 

from African backgrounds. 

Appendix 22: Agreements with the Community Relations Commission 

There has been no requirement for an agreement specified by the Community Relations Commission. 

Appendices 

Appendices 

303

Appendix 23: Implementation of price determinations 

The Independent Pricing and 

Regulatory Tribunal, IPART, 

determines maximum fares 

for the following services: 

• CityRail 

• Buses 

• Sydney Ferries and 

Stockton Ferry. 

TfNSW determines maximum 

fares for private ferry and 

taxi services based on 

recommendations from IPART. 

CityRail 

In January 2012, the NSW 

Government increased CityRail 

fares by an average of 5.4 per 

cent line with cost of living 

increases for 2010 and 2011. This 

was less than the 10.6 per cent 

increase allowable under IPART’s 

maximum fare determination. 

Buses 

In January 2012, the NSW 

Government increased Sydney, 

Newcastle, Wollongong, the 

Central Coast, and the Hunter 

bus fares by an average of 5.4 

per cent line with cost of living 

increases for 2010 and 2011. 

In December 2011, IPART increased 

maximum fares for country town 

bus services by an average of 2.4 

per cent and reduced maximum 

fares for rural services by an 

average of 8 per cent. IPART’s 

determination means that the 

maximum fares for country town 

and rural bus services are now the 

same. The new determination came 

into effect on 1 January 2012. 

Sydney Ferries and 

Stockton Ferry 

In January 2012, the Government 

increased Sydney Ferries 

fares by an average of 5.4 per 

cent line with cost of living 

increases for 2010 and 2011. 

In January 2012, the Government 

increased Stockton Ferry fares by 

4.3 per cent in line with IPART’s 

determination of maximum fares. 

Taxis 

In July 2011, maximum fares for 

urban taxis were increased by 3.5 

per cent. For country taxis they rose 

3.6 per cent. Both increases were in 

line with IPART’s recommendations. 

Private Ferries 

In December 2011, maximum 

fares for slow ferry services 

increased by up to 6.1 per cent 

and for fast ferry services fares 

increased by up to 4.5 per cent. 

These increases were consistent 

with IPART’s recommendations. 

304 


Appendix 24: Payment of accounts 

Payment of Accounts – Part A 

Quarter 

0–30 

$’000 

30–60 

$’000 

60–90 

$’000 

90+ 

$’000 

Total 

$’000 

Payment of Accounts 

September 184,225 8,388 1,518 1,325 195,456 

December 495,178 11,086 2,035 2,007 510,306 

March 1,724,350 40,871 7,177 2,708 1,775,106 

June 2,357,592 49,283 20,672 11,757 2,439,304 

Payment of Accounts – Part B 

Quarter Sept Dec Mar Jun 

Payment of Accounts 

Dollar amount of accounts due for payment ($'000) 195,456 510,306 1,775,106 2,439,304 

Dollar amount of accounts paid on time ($'000) 184,225 495,178 1,724,350 2,357,592 

Actual percentage of accounts paid on time (based on $) 94% 97% 97% 97% 

Target 95% 95% 95% 95% 

Time for payment of accounts 

Quarter Sept Dec Mar Jun 

Number of payments for interest on overdue accounts - - - - 

Interest paid on overdue accounts - - - - 

Appendix 25: Time for payment of accounts 

Payments to small business suppliers 

Aged Analysis at the end of each quarter – TfNSW / DOT 

Current (ie within 

due date) 

$’000 

Less than 30 

days overdue 

$’000 

Between 30 and 

60 days overdue 

$’000 

Between 61 and 

90 days overdue 

$’000 

More than 90 

days overdue 

$’000 

All suppliers 

September 184,225 8,388 1,518 592 733 

Appendices 

December 495,178 11,086 2,035 1,157 850 

March 1,724,350 40,871 7,177 1,604 1,104 

June 2,357,592 49,283 20,672 3,486 8,271 

Small business suppliers 

September 5 

December 751 290 46 

March 1,741 571 96 1 25 

June 2,733 479 150 72 12 

Appendices 

305


Measure Sept Dec Mar Jun 

All suppliers 

Number of accounts due for payment 4,970 4,307 5,849 8,917 

Number of accounts paid on time 4,159 3,376 4,044 6,040 

Actual percentage of accounts paid on time (based on 

number of accounts) 

84% 78% 69% 68% 

Dollar amount of accounts due for payment ($'000) 195,456 510,306 1,775,106 2,439,304 

Dollar amount of accounts paid on time ($'000) 184,225 495,178 1,724,350 2,357,592 

Actual percentage of accounts paid on time (based on $) 94% 97% 97% 97% 

Number of payments for interest on overdue accounts – – – – 

Interest paid on overdue accounts – – – – 

Notes: 

1) Number of accounts paid on time is based on invoice date 

2) Significant increase from 3rd quarter in both numbers and $ due to Transport Construction Authority being 

incorporated into TfNSW from April 2010 


Measure Sept Dec Mar Jun 

Small business suppliers 

Number of accounts due for payment to small businesses 2 144 479 775 

Number of accounts due to small businesses paid on time 2 121 352 547 

Actual percentage of small business accounts paid on 

time (based on number of accounts) 

Dollar amount of accounts due for payment to small 

businesses ($'000) 

Dollar amount of accounts due to small businesses paid 

on time ($'000) 

Actual percentage of small business accounts paid on 

time (based on $) 

Number of payments to small businesses for interest on 

overdue accounts 

100% 84% 73% 71% 

5 1,087 2,434 3,446 

5 751 1,741 2,733 

100% 69% 72% 79% 

– – – – 

Interest paid to small businesses on overdue accounts – – – – 

306 


Appendix 26: Grants to non-government community organisations 

These funds were provided 

for Home and Community 

Care (HACC) and Community 

Transport Providers (CTP). 

HACC services in NSW, including 

transport, provide support to frail 

older people, younger people with 

a disability and their carers. Some 

HACC services are mostly for, or 

may give priority to, special 

needs groups who find it more 

difficult than most to access 

services. These groups include: 

• people from culturally and 

linguistically diverse backgrounds 

• Aboriginal and Torres 

Strait Islander people 

• people with dementia 

• financially disadvantaged people 

• people living in remote 

or isolated areas 

CTP aims to address transport 

disadvantage at the local 

level, primarily by promoting 

efficient use of a community’s 

existing transport resources. 

Transport disadvantage is defined 

as a circumstance or set of 

circumstances that leaves those 

that are affected by it with limited or 

no access to private transport. They 

have difficulty in gaining access to 

conventional transport systems. 

HACC and CTP Payments to Non-Government Community Transport Providers – Fiscal Year 2011-12 

Community Transport Service Provider $ HACC $ CTP $ Total 

Accessible Bridge Service Inc 228,723 0 228,723 

Awabakal Newcastle Aboriginal Cooperative Ltd 200,958 0 200,958 

Bankstown Canterbury Community Transport Inc 1,338,509 0 1,338,509 

Auburn Community Transport (Baptist Community Services 

– NSW and ACT) 

Wagga Community Transport (Baptist Community Services 

– NSW and ACT) 

272,636 72,072 344,708 

259,371 0 259,371 

Bathurst Community Transport Group Inc 425,551 77,907 503,457 

Batlow Community Transport (Valmar Support Services Ltd) 72,176 30,308 102,484 

Bega Valley Community Transport Service Inc 254,859 38,429 293,288 

Blacktown Community Transport Inc 1,096,594 54,938 1,151,532 

Blind and Vision Impaired Support Group (NSW Far North Coast) Inc 0 8,974 8,974 

Aboriginal Culture & Resource Centre (ACRC) Blue Mountains 53,401 0 53,401 

Bungree Aboriginal Association Inc 149,760 0 149,760 

Orange Community Transport (CareWest Inc) 235,411 0 235,411 

Cessnock Community Transport Inc 248,731 177,418 426,149 

Clarence Community Transport Inc 1,060,530 94,058 1,154,588 

Coalfields Neighbour Aid and Transport Service Inc 258,888 0 258,888 

Coastwide Community Transport Ltd 1,440,745 40,263 1,481,007 

Coffs Harbour, Bellingen and Nambucca Community Transport Inc 1,287,693 149,514 1,437,207 

Appendices 

Community Transport (Central Coast) Inc 1,356,173 32,368 1,388,541 

Community Transport Warren Inc 91,628 0 91,628 

Community Wheels Inc 1,058,820 130,342 1,189,162 

Cowra Information and Neighbourhood Centre Inc 104,485 54,774 159,259 

Disabled Alternative Road Travel Service 335,184 0 335,184 

Community Transport Port Stephens Ltd 517,219 96,452 613,671 

Dubbo Neighbourhood Centre Inc 331,488 14,354 345,843 

Dungog and District Neighbourcare Inc 209,372 11,499 220,871 

Far West HACC Services Inc 130,809 33,917 164,727 

Appendices 

307


Gandangara Transport Services Ltd 542,193 0 542,193 

GREAT Community Transport Inc 1,057,381 124,501 1,181,882 

Gwydir HACC Services Inc 222,661 21,458 244,119 

Hastings Macleay Community Transport Service Inc 1,125,464 15,784 1,141,248 

Holdsworth Street Community Centre Inc 317,787 0 317,787 

Hornsby Ku-ring-gai Community Aged/Disabled Transport Service Inc 935,759 0 935,759 

Inner West Community Transport Inc 889,883 0 889,883 

Deniliquin and Griffith Community Transport (Intereach Ltd) 479,344 75,092 554,436 

Inverell HACC Services Inc 183,671 17,733 201,404 

Kalianna Enterprises Inc 545,851 27,582 573,434 

Lake Cargelligo and District Care for the Aged Association Inc 122,219 20,388 142,607 

Lane Cove Meeting House Association Inc 48,417 0 48,417 

Leichhardt Community Transport Group Inc 908,197 70,844 979,041 

Liverpool District Combined Senior Citizens Progress Association Inc 0 31,661 31,661 

Lockhart and District Community Services Inc 76,166 22,699 98,865 

Lower North Shore Community Transport Inc 569,387 39,794 609,181 

Maitland Community Care Services Inc 546,347 72,726 619,073 

Manly-Warringah Pittwater Community Transport Inc 660,564 43,535 704,100 

Manning Valley and Area Community Transport Group Inc 1,051,632 131,668 1,183,300 

Lake Macquarie Community Transport (Mercy Community Services) 1,125,396 92,204 1,217,599 

Murrumburrah Harden Flexible Care Services Inc 115,183 15,760 130,943 

Narrabri Home and Community Care Inc 140,030 0 140,030 

Newcastle Community Transport Group Inc 774,638 0 774,638 

Northern Illawarra Neighbour Aid Inc 89,210 16,612 105,823 

Northern Rivers Community Transport Inc 1,239,060 92,593 1,331,653 

Northern Rivers Public Transport Development Program 0 91,553 91,553 

Ourcare Services Ltd 270,453 0 270,453 

Oxley Community Transport Service Inc 427,828 116,305 544,133 

Parkes and District Neighbourhood and Information Centre Inc 320,197 58,578 378,775 

Peak Hill Community Bus Committee Inc 34,265 0 34,265 

Peppercorn Services Inc 439,058 176,698 615,756 

Randwick Waverley Community Transport Group Inc 998,698 0 998,698 

Ryde-Hunters Hill Community Transport Association Inc 544,276 0 544,276 

Rylstone District Care and Transport 99,925 0 99,925 

Scotland Island Residents Association Inc 0 28,860 28,860 

Shoalhaven Community Transport Service Inc 801,114 178,053 979,167 

South East Neighbourhood Centre (Botany) 277,326 0 277,326 

South East Sydney Community Transport Inc 1,002,310 76,916 1,079,227 

Southern Highlands Community Transport Inc 743,048 83,948 826,996 

South West Community Transport Inc 2,737,806 24,376 2,762,183 

St George Community Transport Project Inc 1,156,365 46,007 1,202,372 

Sutherland Shire Community Transport Inc 1,053,617 34,704 1,088,322 

Tenterfield HACC Committee Inc 226,063 226,063 

308 



TransCare Hunter Ltd 393,906 141,187 535,094 

Translinc Inc 224,409 36,341 260,749 

Tweed, Byron and Ballina Community Transport Inc 1,685,280 80,766 1,766,046 

Upper Clarence Valley Health and Welfare Council Inc 1,689 0 1,689 

Weddin Community Services Inc 102,935 29,906 132,841 

Western Region Community Transport Forum Inc 25,844 0 25,844 

Western Sydney Community Forum 0 165,632 165,632 

Wyalong and District Community Transport Group Inc 121,156 0 121,156 

Young Community Transport Service Inc 131,637 25,965 157,602 

$ TOTAL 40,605,364 3,446,016 44,051,379 

Country Passenger Transport Infrastructure Grants 

This scheme provides funding to improve the amenity of passenger transport 

infrastructure in rural, regional and remote communities of NSW. 

LGA 

State 

electorate Proponent Project description Towns 

Grant 

approved 

Upper Hunter Upper Hunter Scone 

Neighbourhood 

Resource Centre 

Solar transport lighting 

at bus interchange and 

signage Scone Railway 

Station Susan St Scone 

Scone $17,708 

Murrumbidgee Murrumbidgee Murrumbidgee 

Shire Council 

2 bus stop shelters Darlington 

Point, Waddi; 

Coleambally 

$125,000 

Narrandera Murrumbidgee Narrandera Shire 

Council 

Construction of amenities 

– Yapunyah Street 

Barellan 

Barellan $50,000 

Cabonne Dubbo Cabonne Council Memorial Park 

Canowindra Country Link 

Bus Stop 

Canowindra $23,200 

Northern 

Tweed 

Transit Australia 

Tweed Shire passenger 

Tweed Heads; 

$9,720 

Rivers 

Group (Surfside 

timetable and bus stop 

Pottsville; 

Buslines) 

network map facilities 

Murwillumbah 

Cowra Burrinjuck Cowra Shire 

Council 

Uralla 

Northern Uralla Shire 

Tablelands Council 

CHART Cowra Hail and 

Ride Terminals 

19 J poles and 9 seats 

project 

Cowra $34,000 

Uralla $31,330 

Appendices 

Gwydir 

Northern 

Gwydir State 

Warialda Rail CountryLink 

Warialda $6,000 

Tablelands 

Council 

bus stop lighting 

improvement 

Young Burrinjuck Young Shire 

Council 

Walgett Barwon Walgett Shire 

Council 

Berrigan Murray Darling Berrigan Shire 

Council 

Lynch St passenger 

shelter and improvements 

Taxi shelter at Walgett 

CBD 

Finley bus stop relocation 

and upgrade 

Young $48,200 

Walgett $14,409 

Finley $12,400 

Appendices 

309

LGA 

State 


Grant 

approved 

Port Stephens Port Stephens Lions Club of 

Bus shelter modification – 

Salamander 

$7,500 

Soldiers Point 

disabled 

Bay; Anna Bay; 

One Mile; Salt 

Ash; Soldiers Pt; 

Corlette; Shoal Bay; 

Bobs Farm 

Mid Western Bathurst Mid Western 

Regional Council 

Narrabri Barwon Narrabri Shire 

Council 

Ilford rest stop amenities Ilford $35,000 

Pilliga bus shelter Pilliga $43,000 

Warren Barwon Warren Shire 

Council 

Lismore Lismore Lismore City 

Council 

Warren Shire bus shelter 

enhancements 

Installation of new 

community shelter 

complying with disability 

standards for accessible 

public transport 

Warren Nevertire $8,600 

Lismore $28,975 

Liverpool 

Upper Hunter 

Liverpool Plains 

Quirindi community public 

Willow Tree 

$14,040 

Plains 

Shire Council 

transport infrastructure 

Quirindi 

Port Stephens Port Stephens Port Stephens 

DDA-compliant public 

Raymond Terrace; 

$160,000 

Council 

transport Infrastructure 

Medowie; Corlette; 

Nelson Bay 

Wingecarribee 

Goulburn; 

Wingecarribee 

Wingecarribee public 

Robertson; New 

$196,000 

Kiama 

Shire Council 

transport access 

Berrima; Exeter; 

improvement program 

Colo Vale; Hill Top; 

Berrima Village; 

Mittagong 

Yass Valley Burrinjuck Yass Valley 

Council 

Country passenger bus 

stop 

Yass $ 20,686 

Eurobadalla Bega Eurobadalla Shire 

Council 

Bus shelter, The Manor Catalina $ 15,000 

Bus shelter, southbound, Denhams Beach $ 20,000 

Denhams Beach 

Bus shelter, southbound, 

Bodalla 

Bus shelter, northbound, 

Bodalla 

Bodalla $ 20,000 

Bodalla $ 20,000 

Port 

Port Macquarie 

Port Macquarie- 

Accessible bus shelters 

Laurieton; 

$ 120,000 

Macquarie 

Hastings Council 

Wauchope; Pt 

Macquarie; Lake 

Cathie; North 

Haven 

Cessnock Cessnock Cessnock City 

Cessnock public transport 

North Rothbury; 

$ 109,632 

Council 

improvements program 

Heddon Greta; 

Kurri, Branxton; 

East Branxton; 

Abermain; 

Quorrobolong; 

Neath; Weston 

310 


LGA 

State 


Grant 

approved 

Dubbo Dubbo Dubbo City 

Council 

Installation of a bus 

stop in Darling St near 

intersection of Talbragar 

St 

Installation of a bus stop in 

Jack William Dr 

Installation of a bus stop in 

Myall St near intersection 

of Websdale Dr 

Upgrade three existing 

bus shelters to meet 

disability access standards 

Dubbo $ 33,250 

Dubbo $ 29,000 

Dubbo $ 29,000 

Dubbo $ 32,000 

Greater Taree Myall Lakes Greater Taree City 

Council 

Krambach bus shelter Krambach $ 17,600 

Greater Taree Myall Lakes Greater Taree City 

J poles and related 

Tinonee; Burrell 

$ 2,850 

Council 

equipment 

Creek 

Kiama Kiama Kiama Municipal 

Council 

Passenger amenity 

upgrades, Kiama 

Kiama Gerringong $ 63,000 

Bogan Barwon Bogan Shire 

Council 

Kempsey Oxley Kempsey Shire 

Council 

Vanges Park bus shelter Nyngan $ 18,500 

York St, CBD taxi rank Kempsey $ 40,000 

Bus shelter, Gordon Young South West Rocks $ 10,200 

Dr, South West Rocks 

Bus shelter, Crescent 

Head CBD 

Crescent Head $ 10,200 

TOTAL $ 1,476,000 

Appendix 27: Overseas travel by TfNSW officers 

Officer Name Date Destination Purpose 

Rachel Johnson 18-20 November New Zealand In capacity as NSW Marine Pollution Controller 

to assist response to the oil spill near Tauranga 

Harbour by the vessel Rena. 

Shayne Wilde 18-20 November New Zealand To assist response to the oil spill near Tauranga 

Harbour by the vessel Rena. 

Appendices 

Keith Simmons, Principal 

Manager Safer Vehicles 

Brendan Nugent 

14 – 16 March Wellington, 

New Zealand 

Mexico City, 

Mexico 

To attend Australian New Car Assessment Program 

(ANCAP) board meeting 

To attend World Road Association Congress to 

present papers and chair sessions 

Brendan Nugent Paris, France Chair of Technical Committee for the World 

Road Association 

Appendices 

311

Appendix 28: Payments to consultants 

Consultants over $50,000 

Name of Consultant Purpose $'000 

Ernst & Young Long Term Master Plan 805 

Deloitte Touche Tohmatsu Franchising Sydney Ferries 794 

Hyder Consulting Pty Ltd Modelling Framework for NSW Freight Strategy 390 

Booz & Company (Aust) Pty Ltd Transport Corridor Strategy for Sydney 370 

Deloitte Touche Tohmatsu Advice on strategic commercial issues 311 

Price Waterhouse Coopers Plan & Governance Framework 254 

Capgemini Australia Pty Ltd TfNSW Integration project 168 

Capgemini Australia Pty Ltd Reform of Corporate Shared Services 115 

Deloitte Touche Tohmatsu Freight Strategy Support 159 

Booz & Company (Aust) Pty Ltd Revenue Strategy Development 151 

Lek Consulting Consulting Services Port Botany 136 

The Boston Consulting Group Pty Ltd NSW Transport & Ticketing 135 

Evans & Peck Pty Ltd Transport Cluster Review 135 

P & L IT Business Advice Pty Ltd Franchising Sydney Ferries Project 122 

Booz & Company (Aust) Pty Ltd Revenue Protection Framework 113 

Ernst & Young Customer Experience Railcorp Reform 112 

Monash University Road Safety Strategy Modelling 107 

Booz & Company (Aust) Pty Ltd Change Manage Support 104 

ILX Group Speed Management Strategy 101 

HP Autonomy Speed Management Strategy 100 

IPSOS Public Affairs Pty Ltd National Motorcycle Research Study 92 

Taylor Nelson Sofres Australia Pty Segmentation Study 92 

Price Waterhouse Coopers Advice for Sydney Annual Taxi Licence determination 85 

KPMG Advisory services to Department of Transport 84 

UXC Connect T/A Preparation Of TfNSW ICT Strategy 75 

Ernst & Young CRSC System Architecture 71 

Manidis Roberts Pty Ltd North West Rail Link planning overview 67 

P & L IT Business Advice Pty Ltd Strategic IT advice and development 62 

Capgemini Australia Pty Ltd Information & Communication Technology Strategy 58 

Manidis Roberts Pty Ltd DoT Strategic Alignment 55 

Rare Consulting Pty Ltd Strategy for Rail Freight in NSW 52 

5,476 

Consultants under $50,000 

$'000 

25 engagements 503 

Total payments to consultants in 2011-12 5,979 

312 


Appendix 29: Research and development 

Primary Research 

• Household Travel Survey 2011–12 

– This continuous survey by 

TfNSW’s Bureau of Transport 

Statistics provides comprehensive 

information on the travel 

patterns of residents of Sydney, 

Newcastle and the Illawarra. 

It informs transport planning 

and policy and monitors the 

strategic NSW 2021 targets for 

public transport mode share. 

• Sydney Cycling Survey 2011 

– TfNSW and Roads and 

Maritime Services measured 

cycling activity (mode share) 

against the NSW 2021 target. 

The survey also collected 

information on community 

cycling participation and its 

attitudes about toward cycling. 

• Rail barrier counts for CBD 

Stations 2012 – The annual 

barrier count of CBD stations 

was conducted in May. The 

data collected is an important 

input to rail patronage 

estimates, for strategic rail 

planning and timetabling. 

Model Development 

• Public Transport Project Model – 

This was developed to estimate 

public transport patronage for 

project evaluation. It has been 

used extensively to provide 

patronage forecasts for the 

North West Rail Link and Sydney 

Strategic Light Rail Plan projects, 

Long Term Transport Master 

Plan, Rail Strategy and Bus Plan. 

Other Research 

• Transport market surveys for 

the North West Rail Link, Light 

Rail and Wynyard Master Plan: 

modelling to estimate likely 

demand for each project. 

• Sydney CBD shuttle service 

customer surveys and passenger 

counts: On-board customer 

surveys and passenger counts 

collected information about trip 

characteristics and customer 

profiles to inform service reviews. 

Publications and 

statistical products 

• 2011 Transport Customer Survey, 

Customer Satisfaction with 

Public Transport Services 

Papers to Australasian 

Transport Research Forum: 

• Extending the Sydney Strategic 

Model to represent toll road 

and park-and-ride choices 

• An empirical assessment of 

teleworking using Sydney 

Household Travel Survey data 

• Forecasting car ownership 

in the Sydney area 

• Prediction of vehicle 

kilometres travelled: A multilevel 

modelling approach 

• Detailed analysis of the travel 

patterns of rail users in Sydney. 

• Strategic Travel Model (STM) – 

TfNSW continued to improve 

STM as part of better meeting 

customer needs. The work 

involved updating parameters 

to separately model park and 

ride, kiss and ride access, and 

bus and walk modes to rail. 

• Population Segmentation 

Forecasting Model – Forecasting 

models were developed to inform 

the STM. This allows long-term 

small area population forecasts to 

be segmented by selected sociodemographic 

characteristics. 

• 2009/10 Household Travel Survey 

Summary Report, released in 2011 

• 2010/11 Household Travel 

Survey – Key Indicators for 

Sydney, released in 2012 

• Detailed tables and 

graphs from the 2010/11 

Household Travel Survey 

• Summary transport statistics 

by Local Government Area. 

Appendices 

Appendices 

313

Appendix 30: Waste Reduction 

Transport for NSW has a range 

of programs to ensure it meets 

requirements of the NSW Waste 

Reduction and Purchasing Policy. 

In TfNSW’s construction projects, 

sustainable procurement initiatives 

encourage industry, materials 

suppliers and construction 

contractors to explore 

more sustainable materials, 

manufacture and construction. 

This includes use of geopolymer 

concrete (which re-uses waste 

products like fly ash and slag), 

reductions in the quantity of 

cement in concrete applications, 

cuts in diesel use across plant and 

equipment and applying water 

sensitive urban design principles. 

In its offices, all photocopy and 

printing material purchased 

for general use is made up of 

100 per cent recycled content, 

exceeding the quantity mandated 

by government. Stationery 

procurement is centralised to ensure 

sustainable products are purchased. 

TfNSW is also required to 

purchase products with recyclable 

content where possible. There 

is no requirement on the grade 

of recyclability, but it makes 

this grade as high as possible 

without compromising cost, 

efficiency and quality. 

Several types of recycling bins 

are present throughout offices, 

including co-mingle bins in 

kitchen, to ensure that staff have 

many options when disposing 

of recyclable material. 

The National Australian Built 

Environment Rating System 

(NABERS) assists owners and 

tenants to reduce energy use, 

reduce energy costs and reduce 

greenhouse emissions. TfNSW’s 

headquarters office at Lee 

Street, Sydney, has increased 

its rating 3.5 stars to 4.5 stars 

from 2010-2012. It continuously 

looks at ways to improve 

NABERS ratings for all offices. 

Equipment and furniture is 

re-assigned whenever possible 

to reduce the need to purchase 

new replacements. Excess-torequirement 

workstations are kept 

for future use, while redundant 

components are scrapped. Surplus 

furniture is made available to 

other government agencies. 

Recycling of mobile phone and 

toner cartridges continues. 

314 


Appendix 31: Bus contract region map 

Wollangambe 

National Park 

Bilpin 

The Devils Wilderness 

OMBSC Region 8 - 

Blue Mountains - 

Blue Mountains Bus Co. 

Lawson 

8 

Mountain Lagoon 

Colo Heights 

Upper Colo 

Kurrajong 

Richmond 

Castlereagh 

Springwood 

Cranebrook 

Marsden Park 

Yellow Rock 

Llandilo Shanes Park 

Werombi 

Winmalee 

Orangeville 

Yarramundi 

Warrimoo 

Grose Vale 

Theresa Park 

Kurmond 

Grose Wold 

North Richmond 

Agnes Banks 

Tennyson 

Wheeny Creek 

Londonderry 

Cobbitty 

Oran Park 

Blaxlands Ridge 

East Kurrajong 

Glossodia 

Colo 

Freemans Reach 

Leppington 

Wilberforce 

Denham Court 

Varroville 

Webbs Creek 

Lower Portland 

Ebenezer 

Pitt Town 

Glenfield 

Cattai 

Maraylya 

Scheyville 

Oakville 

Nelson 

Vineyard 

Box Hill 

Riverstone 

Minto 

Sackville North 

Rouse Hill 

Schofields 

Ingleburn 

Wrights Creek 

Palm Grove Ourimbah 

Mangrove Mountain 

OMBSC Region 6 – 

Peats Ridge 

Central Coast – 

Lower Macdonald Busways Central 

Coast Pty Ltd 

Lisarow 

Somersby 

Leets Vale 

Maroota 

South Maroota 

Glenorie 

Kenthurst 

Kellyville 

Castle Hill 

Menai 

Gunderman 

Laughtondale 

Dural 

Sutherland 

Arcadia 

Galston 

Illawong 

Canoelands 

Fiddletown 

Hornsby 

Oatley 

Upper Mangrove 

Berrilee 

Spencer 

Berowra 

Wahroonga 

Hurstville 

Glenworth Valley 

Calga 

Bar Point 

Wondabyne 

Cowan 

Mount White 

St Ives 

Botany Bay 

Kurnell 

Brooklyn 

Ku-ring-gai Chase 

Pymble 

Frenchs Forest 

Woodford 

Blaxland 

Penrith 

Baulkham Hills 

Gordon 

Blacktown 

Kingswood 

Seven Hills 

Epping 

Lindfield 

Mount Druitt 

Eastwood 

Chatswood 

Blue Mountains National Park 

St Clair 

Orchard Hills 

Eastern Creek 

Prospect 

Erskine Park 

Parramatta 

7 Ryde 

Mulgoa 

Rosehill 

North Sydney 

Kemps Creek 

Wetherill Park 

Olympic Park 

Horsley Park 

Smithfield 

Auburn 

Strathfield 

Luddenham 

Badgerys Creek 3 

Fairfield 

Town Hall 

Wallacia 

Cecil Hills 

Cecil Park 

13 Yagoona 

6 

Central 

Greenacre 

Bankstown 

Liverpool 

9 

Greendale 

Austral 

Moorebank 

Mascot 

Silverdale 

Maroubra 

KSA 

Bringelly Rossmore 

Prestons 

Milperra 5 

Casula 

Bexley 

2 

1 

Cornwallis 

Raby 

4 

10 

12 

6 

14 

Belrose 

Woy Woy 

Patonga 

Bondi 

Coogee 

Gosford 

Tascott 

Kariong 

Ingleside 

8 

Collaroy 

Narara 

Manly 

Green P 

Box Head 

Avalon 

Wyom 

7 

Saratoga 

Mona Vale 

Nattai 

15 

Oakdale 

The Oaks 

Mount Hunter 

Cawdor 

Campbelltown 

Spring Farm 

Kentlyn 

Holsworthy 

Engadine 

Heathcote 

11 

Royal National Park 

Cronulla 

Lakesland 

Thirlmere 

Menangle 

Razorback 

Douglas Park 

Picton 

Tahmoor 

Pheasants Nest 

Wilton 

Gilead Wedderburn 

Appin 

Woronora Dam 

Darkes Forest 

Helensburgh 

9 

Otford 

Lilyvale 

OMBSC Region 9 – 

North Wollongong – 

Northern Wollongong 

Area Management Pty Ltd 

Appendices 

Wattle Ridge 

Cataract 

Balmoral 

Thirroul 

Metropolitan Bus Services Contract Regions August 2012 

MBSC Region 1 – Area 1 Management Company Pty Ltd 

MBSC Region 2 – Area 2 Management Company Pty Ltd 

MBSC Region 3 - Area 3 Management Company Pty Ltd 

MBSC Region 4 - Hillsbus Co Pty Ltd 

MBSC Region 5 - Punchbowl Bus Company Pty Ltd 

MBSC Region 6 - (South) - Sydney Buses - STA 

MBSC Region 7 - (West) - Sydney Buses - STA 

MBSC Region 8 - (North) - Sydney Buses - STA 

MBSC Region 9 - (East) - Sydney Buses - STA 

MBSC Region 10 - Veolia Transport NSW Pty Ltd 

MBSC Region 11 - Veolia Transport South Pty Ltd 

MBSC Region 12 - Transdev NSW Pty Ltd 

MBSC Region 13 - Veolia Transport NSW Pty Ltd 

MBSC Region 14 - Forest Coach Lines Pty Ltd 

MBSC Region 15 - Busways Campbelltown Pty Ltd 

Bulli 

. 

2.5 0 5 10 

Km 

Produced by TfNSW, Bureau of Transport 

Statistics Req11/257, Date 10/09/2012 

Appendices 

315

Appendix 32: CityRail network map 

Map full network grid 440x317 (A3 oversize) welcome aboard April 2011 

CityRail network 

Includes South West rail link - under construction 

Bathurst 

Kelso 

Raglan 

Yetholme 

Meadow Flat 

Mount Lambie 

Wallerawang 

Lithgow 

Zig Zag 

Bell 

Mount Victoria 

Blackheath 

Medlow Bath 

Katoomba 

Leura 

Wentworth Falls 

Bullaburra 

Lawson 

Hazelbrook 

Woodford 

Linden 

Faulconbridge 

Springwood 

Valley Heights 

Warrimoo 

Blaxland 

Glenbrook 

Lapstone 

Kingswood 

Emu Plains 

Penrith 

CityRail suburban train lines 

Eastern Suburbs & Illawarra Line 

Bankstown Line 

Inner West Line 

Cumberland Line 

Airport & East Hills Line 

Peak hours only 

South Line 

North Shore & Western Line 

Peak hours only 

Northern Line 

Carlingford Line 

Olympic Park Sprint 

and special event services 

CityRail intercity train lines 

South Coast Line 

Weekends and selected weekday services 

Southern Highlands Line 

Blue Mountains Line 

Newcastle & Central Coast Line 

CityRail regional train line 

Hunter Line 

CityRail bus services 

South Coast to Southern 

Highlands and 

Bowral to Picton (Loop Line) 

Bathurst to Lithgow* 

Toronto to Fassifern 

* Bookings are essential for this service. 

For reservations, please phone 13 22 32. 

Tram line 

Lilyfield Line 

Operated by Metro Transport Sydney. 

Separate fares apply. 

Transport interchanges 

Interchange between CityRail services 

Bus (including bus transitways) 

Ferry wharf near station 

Monorail stop near station 

Tram 

Coach 

Sydney Airport 

Car park near station 

Stations with wheelchair access 

Wheelchair access 

(staffed for all train services) 

Richmond 

East Richmond 

Werrington 

Clarendon 

St Marys 

Windsor 

Mulgrave 

Mount Druitt 

Vineyard 

Riverstone 

Schofields 

Rooty Hill 

Doonside 

Leppington 

Edmondson Park 

South West rail link 

under construction 

Macquarie Fields 

Thirlmere 

Couridjah 

Wheelchair access 

Bowral 

(not staffed for all train services) 

Burradoo 

Assisted access (May be accessible 

Moss Vale 

with help from a friend or carer. 

Please check prior to travel.) 

Exeter 

Bundanoon 

© Copyright RailCorp April 2011 

Penrose 

Wingello 

Tallong 

Marulan 

Goulburn 

Quakers Hill 

Marayong 

Granville 

Carramar 

Villawood 

Leightonfield 

Chester Hill 

Sefton Auburn 

Lidcombe 

Birrong 

Holsworthy 

Yagoona 

Flemington 

East Hills 

Bankstown 

Homebush 

Panania 

Punchbowl 

Strathfield 

Revesby 

Wiley Park 

Burwood 

Croydon 

Padstow 

Lakemba 

Ashfield 

Belmore 

Summer Hill 

Riverwood 

Lewisham 

Campsie 

Narwee 

Petersham 

Canterbury 

Stanmore 

Beverly Hills 

Newtown 

Hurlstone Park 

Kingsgrove 

Macdonaldtown 

Dulwich Hill 

Bexley North 

Marrickville 

Bardwell Park 

Turrella 

Kirrawee 

Gymea 

Miranda 

Caringbah 

Woolooware 

Cronulla 

Seven Hills 

Toongabbie 

Cabramatta 

Warwick Farm 

Liverpool 

Glenfield 

Leumeah 

Campbelltown 

Buxton 

Balmoral 

Hill Top 

Colo Vale 

Pendle Hill 

Wentworthville 

Westmead 

Parramatta 

Casula 

Macarthur 

Mittagong 

Guildford 

Yennora 

Fairfield 

Canley Vale 

Ingleburn 

Minto 

Blacktown 

Tahmoor 

Bargo 

Yerrinbool 

Harris Park 

Merrylands 

Menangle Park 

Menangle 

Douglas Park 

Picton 

Carlingford 

Telopea 

Dundas 

Rydalmere 

Camellia 

Rosehill 

Some Southern Highlands services 

operate directly to and from Central. 

Burrawang 

Clyde 

Olympic 

Park 

Berala 

Regents Park 

Scone 

Meadowbank 

Rhodes 

Concord West 

North Strathfield 

Sutherland 

Gerringong 

Berry 

Bomaderry (Nowra) 

Lochinvar 

Greta 

Gosford 

Point Clare 

Tascott 

Koolewong 

Berowra 

Woy Woy 

Mount Kuring-gai 

Hornsby Mount Colah 

Hawkesbury River 

Asquith 

Normanhurst 

Waitara 

Thornleigh 

Wahroonga 

Warrawee 

Pennant Hills 

Turramurra 

Beecroft 

Pymble 

Gordon 

Killara 

Cheltenham 

Lindfield 

Roseville 

Epping 

Chatswood 

Artarmon 

St Leonards 

Wollstonecraft 

Eastwood 

Waverton 

Sydney Harbour 

North Sydney 

Denistone 

Milsons Point 

Circular Quay 

Robertson 

West Ryde 

Aberdeen 

Muswellbrook 

Singleton 

Branxton 

Macquarie 

University 

Dungog 

Wirragulla 

Wallarobba 

Hilldale 

Martins Creek 

Paterson 

Mindaribba 

Telarah 

Macquarie Park 

North Ryde 

Cowan 

Lilyfield 

Rozelle Bay 

Jubilee Park 

Glebe 

Wentworth Park 

Fish Market 

John St Square 

Star City 

Pyrmont Bay 

Convention 

Exhibition Centre 

Paddy’s Mkt 

Capitol 

Square 

Tempe 

Wolli Creek 

Arncliffe 

Banksia 

Rockdale 

Kogarah 

Carlton 

Allawah 

Hurstville 

Penshurst 

Mortdale 

Oatley 

Como 

Jannali 

Wondabyne 

Hawkesbury River 

St Peters 

Loftus 

Engadine 

Heathcote 

Waterfall 

Helensburgh 

Otford 

Stanwell Park 

Coalcliff 

Scarborough 

Wombarra 

Coledale 

Austinmer 

Thirroul 

Bulli 

Woonona 

Bellambi 

Corrimal 

Towradgi 

Fairy Meadow 

North Wollongong 

Wollongong 

Coniston 

Maitland 

High Street 

East Maitland 

Dora Creek 

Redfern 

Erskineville 

Unanderra 

Kembla Grange Racecourse 

Dapto 

Albion Park 

Oak Flats 

Dunmore (Shellharbour) 

Minnamurra 

Bombo 

Kiama 

Metford 

Victoria Street 

Awaba 

Morisset 

Wyee 

Warnervale 

Wyong 

Tuggerah 

Ourimbah 

Lisarow 

Niagara Park 

Narara 

Sydenham 

Wynyard 

Central 

Town 

Hall 

Lysaghts 

Cringila 

Port Kembla North 

Port Kembla 

Thornton 

Beresfield 

Tarro 

Hexham 

Sandgate 

Green Square 

Mascot 

International 

Airport 

Fassifern 

Booragul 

Teralba 

Cockle 

Creek 

Blackalls 

Park 

Toronto 

Martin Place 

St James 

Domestic Airport 

Warabrook (University) 

Waratah 

City 

Circle 

Botany Bay 

Cardiff 

Kotara 

Adamstown 

Broadmeadow 

Museum 

N 

Station access 

fee applies at 

these stations 

www.cityrail.info 

Transport Info 131 500 

Hamilton 

Wickham 

Civic 

Newcastle 

Kings Cross 

Edgecliff 

Bondi 

Junction 

316 


Appendix 33: CountryLink network map 

CountryLink 

train and coach 

network 

WA 

NT 

SA 

Qld 

NSW 

Vic 

T 

CountryLink services, facilities and bookings 

CountryLink train services 

Interchanges and station facilities 

North Coast train services 

Interchange between CountryLink services 

North Western train services 

Car park at station 

Western train services 

Stations with wheelchair access 

Southern train services 

Assisted access 

(May be accessible with help from a friend 

CountryLink coach services 

or carer. Please check prior to travel.) 

North Coast coach services 

CountryLink bookings 

North Western coach services 

isit www.countrylink.info 

Western coach services 

 

Southern coach services 

 

or licensed travel agent. 

All CountryLink coach services are wheelchair 

accessible (with 48 hours’ notice to CountryLink) 

Tenterfield 

Bolivia 

Deepwater 

Roma Street (Brisbane) 

Queensland 

New 

South 

Wales 

Kyogle 

Casino 

Mooball 


Goonellabah 

Wollongbar 

Alstonville 

Murwillumbah 

Woodburn 

Beenleigh 

Burringbar 

Lismore 

Bexhill 

Clunes 

Binna Burra 

Bangalow 

Eltham 

Robina 

Woombah 

Gold Coast 

Surfers Paradise 

Burleigh Heads 

Palm Beach 

Tweed Heads 

South Tweed Heads 

Chinderah 

Kingscliff 

Bogangar 

Hastings Point 

Pottsville 

Billinudgel turnoff 

Ocean Shores turnoff 

Brunswick Heads 

Mullumbimby 

Byron Bay 

Suffolk Park 

Lennox Head 

Ballina 

Ballina West 

Wardell 

Broadwater 

Evans Head 

Iluka 

Broken Hill 

Upper West 

Lower West 

Wilcannia 

Menindee 

Emmdale 

Darnick 

Bourke 

Cobar 

Griffith 

Ivanhoe 

Euabalong 

Lake Cargelligo 

Tullibigeal 

Byrock 

Boppy Mountain 

Euabalong West 

Ungarie 

West Wyalong 

Hermidale 

Condobolin 

Wyalong 

Barmedman 

Brewarrina 

Gongolgon 

Coolabah 

Girilambone 

Nyngan 

Derriwong 

Ootha 

Yarrabandai 

Bogan Gate 

Yenda 

Binya 

Barellan 

Ardlethan 

Beckom 

Ariah Park 

Forbes 

Nevertire 

Alectown 

Grenfell 

Trangie 

Peak Hill 

Parkes 

Warren 

Narromine 

Tomingley 

Eugowra 

Bumbaldry 

Temora 

Stockinbingal 

Walgett 

Coonamble 

Central West 

Manildra 

Cudal 

Canowindra 

Cowra 

Koorawatha 

Lightning Ridge 

Gulargambone 

Gilgandra 

Dubbo 

Bendick Murrell 

Young 

Eumungerie 

Geurie 

Wellington 

Molong 

Carcoar 

Mandurama 

Lyndhurst 

Woodstock 

Harden 

Stuart Town 

Yass Junction 

North West 

Burren Junction 

Baradine 

Coonabarabran 

Orange 

Blayney 

Lucknow 

Spring Hill 

Wee Waa 

Mendooran 

Millthorpe 

Bathurst 

Moree 

Bellata 

Narrabri 

Binnaway 

Dunedoo 

Craboon Junction 

Gulgong 

Central 

Tablelands 

Kelso 

Tarana 

Southern 

Tablelands 

Boggabri 

Mudgee Town 

Raglan 

Gunning 

Mudgee Station 

Yetholme 

Gunnedah 

Rydal 

Biniguy 

Ilford 

Running Stream 

Capertee 

Ben Bullen 

Cullen Bullen 

Portland East 

Portland 

Meadow Flat 

Coolah 

Mt Lambie 

Warialda Rail 

Bingara 

Cobbadah 

Barraba 

Upper Manilla 

Manilla 

Lue 

Oberon 

Hampton 

Good Forest 

Hartley 

Little Hartley 

Attunga 

Gravesend 

Rylstone 

Rylstone Hospital 

Kandos 

Charbon 

Clandulla 

Bundanoon 

Warialda 

Wallerawang 

Werris Creek 

Quirindi 

Willow Tree 

Murrurundi 

Scone 

Delungra 

Aberdeen 

Singleton 

Lithgow 

Mt Russell 

turnoff 

Kootingal 

Tamworth 

Muswellbrook 

Mt Victoria 

Campbelltown 

Mittagong 

Bowral 

Moss Vale 

Goulburn 

Exeter 

Gilgai 

Tingha 

Bundarra 

Yarrowyck 

Maitland 

Inverell 

Uralla 

Dungog 

Hunter 

Dundee 

Glen Innes 

Glencoe 

Llangothlin 

Guyra 

Armidale 

Walcha 

Walcha Road 

Katoomba 

Penrith 

Blacktown 

Parramatta 

Gloucester 

Allworth turnoff 

Burrawang 

Robertson 

Limeburners 

Creek 

Illawarra 

Northern 

Tablelands 

Stroud 

Booral 

Wingham 


Fassifern 

Wyong 

Strathfield 

Gosford 

Hornsby 

Gibraltar Range 

Jackadgery 

Belbora 

Stratford 

Craven 

Wards River 

Stroud Road 

Karuah 

Raymond Terrace 

Broadmeadow 

Dapto 

Albion Park 

Wollongong 

Central 

Coast 

Port Kembla 

Lake Illawarra 

Wauchope 

Kendall 

Mt George 

turnoff 

Burrell Creek 

Krambach 

Nerong 

Bulahdelah 

Tea Gardens turnoff 

Central 

(Sydney) 

Tuncurry 

Cowper 

Ulmarra 

Grafton 

Taree 

Coffs Harbour 

Sawtell 

Urunga 

Nambucca Heads 

Macksville 

Eungai 

Kempsey 

North Coast 

Port Hunter 

Sydney Harbour 

Botany Bay 

Maclean 

Tyndale 

Hallidays Point turnoff 

Bungwahl 

Forster 

Forster Keys 

Tiona Park 

Pacific Palms 

Tea Gardens 

Hawks Nest 

Port Stephens 

Chatsworth Island 

Port Macquarie 

Smiths Lake turnoff 

Palmers Island 

Yamba West 

Yamba 

Hastings River 

Clarence River 

 

Sunraysia 

Mildura 

Robinvale 

Buronga 

Victoria 

Euston 

New South Wales 

Mathoura 

Moama 

Echuca 

Tocumwal 

Barooga 

Leeton 

Riverina 

Port Phillip Bay 

Narrandera 

Balranald 

Hay 

Carrathool turnoff 

Darlington Point 

Whitton 

Deniliquin 

Blighty 

Yanco 

Finley 

Jerilderie 

Grong Grong 

Urana 

Cobram 

Matong 

Yarrawonga 

Mulwala 

Ganmain 

Lockhart 

Corowa 

Howlong 

Berrigan 

Albury 

Wangaratta 

Benalla 

Coolamon 

The Rock 

Henty 

Culcairn 

Junee 

Tumblong 

Wagga Wagga 

Southern Cross (Melbourne) 


West 

Slopes 

Wallendbeen 

Cootamundra 

Muttama 

Coolac 

Gundagai 

Tumut 

Adelong 

Wondalga 

Batlow 

Laurel Hill 

Tumbarumba 

Victoria 

Galong 

Binalong 

Bowning 

Snowy 

Mountains 

Yass 

Murrumbateman 

Canberra Civic 

New South Wales 

Bibbenluke 

Bombala 

ACT 

Canberra 

Queanbeyan 

Canberra Hospital 

Michelago 

Bredbo 

Cooma 

Nimmitabel 

Tarago 

Bungendore 

Canberra John James Hospital 

Bemboka 

Bega 

Wolumla 

Merimbula 

Pambula 

Eden 


Coast 

Twofold Bay 

Batemans Bay 

Jervis Bay 

N 

Appendices 

www.countrylink.info 

 

 

Map not to scale 

Appendices 

317

Appendix 34: Sydney Ferries network map 

Appendix 35: Regional air services map 

Queensland 

Lismore 

Ballina 

Moree 

Narrabri 

Armidale 

Grafton 

Coffs 

Harbour 

South Australia 

Broken Hill 

Cobar 

Dubbo 

Mudgee 

Tamworth 


(Williamtown) 

Lord 

Port Howe 

Macquarie Island 

Taree 

Parkes 

Orange 

Bathurst 

Griffith 

Sydney 

Narrandera 

Wagga Wagga 

Albury 

Victoria 

Queanbeyan 

(Canberra) 

ACT 

Cooma 

Moruya 

Merimbula 

318 


Index 

Index 

Index 

319

Index 

This index lists the legislative requirements set out in the NSW Treasury checklist for public 

sector annual reporting, and the pages on which the relevant information can be found. 

A 

Access (contact details) 322 

Activities 4 

After balance date events 289 

Agreements with Community 

Relations Commission 303 

Aims and objectives 4, 6 

Annual Report production cost 322 

B 

E 

Equal Employment Opportunity 297 

Executive officers 259 

Executive performance 260 

Exemptions from the Financial 

Reporting Code 289 

F 

2011-12 Financial Statements 50 

Funds granted to non-government 

community organisations 307 

I 

Identification of audited 

financial statements 55 

Implementation of price 

determinations 304 

Independent Auditor’s Report 50 

Index 320 

Internal Audit and Risk 

Management Statement 291 

J 

C 

Charter 6, 7 

Consultants 312 

Credit card certification 294 

D 

Disclosure of Controlled Entities 290 

Disclosure of Subsidiaries 290 

G 

Government Information 

(Public Access) Act 254 

H 

Human Resources 295 

K 

L 

Land values and disposals 290 

Legal changes 251, 252 

Letter of Submission 

inside front cover 

M 

Management and activities 276 

Management – executive 

and qualifications 259 

Multicultural policies and 

services program 302 

320 


N 

S 

Summary review of operations 4 

X 

O 

Occupational health and safety 299 

Organisation structure 10 

P 

Payment of accounts 305 

Promotion (Overseas visits 

by TfNSW officers) 311 

Privacy and Personal Information 

Protection Act 1998 257 

Public Interest Disclosures (Public 

Interest Disclosures Act 1994) 258 

T 

Table of Contents inside front cover 

Time for payment of accounts 305 

U 

V 

Y 

Z 

Q 

W 

Waste 314 

Works in progress included in 

Projects listings pp 280–288 

R 

Research and development 313 

Response to matters raised by 

the Auditor General 289 

Review of operations 15–49 

Risk Management 293 

Index 

Index 

321

Contact details 

Transport Info 131500 

www.131500.com.au 

24 hour traffic information line 132701 

Incident reporting hotline 131700 

www.livetraffic.com 

Head office 

18 Lee Street, 

Chippendale NSW 2008 

PO Box K659, Haymarket NSW 1240 

Ph: 02 8202 2200 

Fax: 02 8202 2209 

Parramatta Office 

Level 6, 16-18 Wentworth Street, 

Parramatta NSW 2150 

Locked Bag 5085, 

Parramatta NSW 2124 

Ph: 02 8836 3100 02 

Fax: 8836 3151 

Newcastle Office 

Ground Floor, 239 King Street, 

Newcastle NSW 2300 

PO Box 871, Newcastle NSW 2300 

Toll Free: 1800 049 983 

Ph: 02 4929 7006 

Fax: 02 4929 6288 

Wollongong Office 

280 Keira Street, 

Wollongong NSW 2500 

PO Box 5215, 


Toll free: 1800 049 961 

Ph: 02 8265 6600 

Fax: 02 8265 6633 

Transport Management Centre 

25 Garden Street, 

Eveleigh NSW 2015 

PO Box 1625, 

Strawberry Hills NSW 2012 

Ph: 02 8396 1400 

Bureau of Transport Statistics 

18 Lee St Chippendale NSW 2008 

PO Box K659 Haymarket NSW 1240 

Ph: 02 8202 3868 

Fax: 02 8202 3890 

To minimise environmental and financial costs, Transport for NSW does not produce paper copies of its annual report. 

The annual report is available on Transport for NSW’s internet home page www.transport.nsw.gov.au under the 

About Us tab. 

The cost of producing this annual report was $41,422.47. 

322 


Local and 

Community Transport 

Regional Coordinators 

Central Coast 

PO Box 1327, Gosford NSW 2250 

Ph: 02 4337 2313 

Fax: 02 4324 2698 

Central West 

Level 2, 140 William St, 

Bathurst NSW 2795 

Ph: 02 6339 4910 

Fax: 02 6339 4949 

Far West 

c/- NSW Industry & Investment, 

Ground Floor, 

PO Box 786, Broken Hill NSW 2880 

Ph: 08 8087 7050 

Fax: 08 8088 5100 

Hunter 

239 King Street, 

Newcastle NSW 2300 

Ph: 0408 679 202 

Fax: 02 4929 6288 

Illawarra 

Level 5, 280 Keira Street, 


Ph: 02 8265 6624 

Fax: 02 8265 6633 

Mid North Coast 

PO Box 505, 

Coffs Harbour NSW 2450 

Ph: 02 6648 7231 

Fax: 02 6650 9982 

New England/North West 

PO Box 494, Armidale NSW 2350 

Ph: 02 6773 7015 

Fax: 02 6772 2336 


Aboriginal Project and 

Liaison Officer 

PO Box 693, Lismore NSW 2480 

Ph: 02 6621 9424 

Fax: 02 6621 2006 

Orana 

c/- Communities, 

Sport and Recreation 

PO Box 2913, Dubbo NSW 2830 

Ph: 02 6884 6626 

Fax: 02 6884 7812 

Riverina/Murray 

Premier’s Department 

PO Box 2460, 

Wagga Wagga NSW 2650 

Ph: 02 6926 8620 

Fax: 02 6921 4654 

South East 

Premiers Department Office 

PO Box 1594 

Queanbeyan 2620 

Ph: 02 6229 7811 

Fax: 02 6229 7801 

For more information about 

this annual report: 



PO Box K659 

Haymarket NSW 1240 

Ph: 02 8202 2200

© Transport for New South Wales 2012 

For further enquiries 

transport.nsw.gov.au | 131 500 

Pub. 09.261 

ISBN 978-1-922030-27-6

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