Rex May 2020

ISSUE 4 | 2020

W W W. R A I L E X P R E S S . C O M . A U

Diving into rail’s digital future

CREDIT: RAILGALLERY.COM.AU

The roll-out of digital train control systems in Australia’s largest city - SEE PAGE 31

The potential of digitalisation in rail

Implementing digital train control

Inland Rail opening rail-air intermodal

PAGE 36

PAGE 40

PAGE 44

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Contents Issue 04 2020

31

4

From the Editor

6

News up front

D I G I TA L I S AT I O N & S M A R T C I T I E S

34

31

Update on Sydney Trains’ Digital Systems Program

34

Keolis Downer uses digital to see ahead

36

Alstom’s vision for the digital rail future

38

Using data to drive service – Thales explains

40

An implementation perspective from GHD

38

S TA N D A R D S

42

The latest developments in iTrace

M A J O R P ROJ E CT S

44

Pacific National creating rail-air links

LIGHT RAIL

52

46

What made Canberra Light Rail so successful?

P O L I CY A N D A DVO CACY

48

Caroline Wilkie describes her plan for the ARA

S A F E TY & A S S U R A C E

ISSUE 4 | 2020

48

W W W. R A I L E X P R E S S . C O M . A U

Diving into rail’s digital future

The roll-out of digital train control systems in Australia’s largest city - SEE PAGE 31

COVER STORY How Sydney Trains is implementing its digital systems program.

RISSB confronting the issue of SPADs

I N D U S T R Y A S S O C I AT I O N S

52

ARA Column

54

ALC Column

CREDIT: RAILGALLERY.COM.AU

See page 31.

The potential of digitalisation in rail

Implementing digital train control

Inland Rail opening rail-air intermodal

PAGE 36

PAGE 40

PAGE 44

SUPPORTED BY:

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From the Editor Issue 04 2020 Published by:

Connor Pearce 11-15 Buckhurst St South Melbourne VIC 3205 T: 03 9690 8766 www.primecreativemedia.com.au

Publisher Christine Clancy E: christine.clancy@primecreative.com.au Chief Operating Officer Zelda Tupicoff E: zelda.tupicoff@primecreative.com.au Group Managing Editor (Northern) Syed Shah E: syed.shah@primecreative.com.au Assistant Editor Connor Pearce E: connor.pearce@primecreative.com.au Journalist Brittany Coles E: brittany.coles@primecreative.com.au Business Development Manager Oliver Probert T: 0435 946 869 E: oliver.probert@primecreative.com.au Client Success Manager Janine Clements E: janine.clements@primecreative.com.au Design Production Manager Michelle Weston E: michelle.weston@primecreative.com.au Art Director Blake Storey E: blake.storey@primecreative.com.au Design Kerry Pert, Madeline McCarty Subscriptions subscriptions@primecreative.com.au

www.RailExpress.com.au The Publisher reserves the right to alter or omit any article or advertisement submitted and requires indemnity from the advertisers and contributors against damages or liabilities that may arise from material published. © Copyright – No part of this publication may be reproduced, stored in a retrieval system or transmitted in any means electronic, mechanical, photocopying, recording or otherwise without the permission of the Publisher.

4 | ISSUE 4 2020 | RAIL EXPRESS

Assistant Editor - Rail Express

Rail continues in strength despite crisis

A

S THIS EDITION OF RAIL EXPRESS goes to print, Australia and New Zealand are facing the greatest period of uncertainty they have faced in the past 100 years.

The health and economic crises make it extremely difficult to predict what the world will be looking like as this edition makes its way to desks across Australasia. The COVID-19 pandemic needs no superlatives, and resultant health and social distancing measures have altered our work, social, and personal lives.

Equally, businesses are adapting to the economic uncertainty caused by these measures by adjusting opening hours, cutting back nonessential activities, or leveraging state and federal government support to continue doing business.

During these times, however, the rail industry has continued, and has proven itself as an essential service to Australia and New Zealand.

The freight network has been the backbone of Australia’s logistics networks and supply chains. As panic buying emptied supermarket shelves, rail operators stepped up to continue to provide the vital goods that are needed.

Furthermore, rail has continued to move goods for export, ensuring that the economy continues to operate.

While highways and main roads have emptied of their usual traffic, passenger and commuter trains have continued at their regular schedules. The urban and regional rail networks have continued to move those who cannot work from home, passengers who need essential supplies, and – most importantly – the front-

line health workers who are treating those affected by the crisis.

Additionally, one area that has not been shutdown is construction, and work on major rail infrastructure projects continues, with appropriate measures put in place to ensure the safety of workers and the community. The recognition that these projects are vital for our nations’ futures is perhaps no more clearly illustrated than in this time.

Just as the rail industry has kept Australia and New Zealand moving and in work while the crisis has hit, so too will it be vital once the rebuilding work begins.

Continued investment in upgrading rail networks in the cities and in-between centres must continue and could give the Australasian economy the boost it needs once the medical crisis is over.

Indeed, as the Level Crossing Removal Project has shown in Victoria, investment in rail pays off, even if it may not have the glamour of other projects. Distributed across suburban communities and with real, tangible impacts on the communities the rail lines serve, such a project could be the model for other jurisdictions looking to put people to work and get money flowing. Projects could include upgrades to regional freight rail lines or accessibility improvements at metropolitan stations, but what matters is that these are ready to be delivered from day one.

The rail industry should be applauded for the work it has done during such a testing time. connor.pearce@primecreative.com.au

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Rail must keep rolling during COVID-19 As the COVID-19 pandemic swept through Australia in March, disrupting social norms and carving a swathe through hospitality, arts, entertainment, tourism, and events businesses, the rail freight sector has continued to operate, providing the goods that Australia has so desperately needed.

Australia’s largest rail freight operators and infrastructure managers have worked alongside governments at both a state and federal level to ensure that rail lines are not impeded by border closures. On March 27, the Freight on Rail Group welcomed statements by Australian governments ensuring that rail freight services continue despite state border closures and shutdowns of non-essential services.

Chair of the Freight on Rail Group, Dean Dalla Valle highlighted that rail freight services are critical for the supply of domestic and imported goods such as food, medical supplies, cleaning products, and fuel.

“Paddock to port, pit to port, or manufacturing plant to port – essential rail freight services stretch across state borders, servicing finely-tuned supply chains across our continent,” he said.

The Freight on Rail Group is made up of nine rail freight businesses, Pacific National, the Australian Rail Track Corporation (ARTC), Aurizon, Qube, One Rail Australia, SCT Logistics, Arc Infrastructure, WatCo Australia, and Southern Shorthaul Railroad.

In collaboration with truck drivers working the so-called last mile of supply chains, rail services have hauled significant amounts of items in urgent need during the coronavirus (COVID-19) pandemic.

“A double-stacked 1,800-metre interstate goods train can haul 330 shipping containers, thereby helping to free-up hundreds of truck drivers each week to focus on delivering goods and products the remaining ‘last mile’ from warehouses to stores where consumers need shelves restocked,” said Dalla Valle.

“To put this in perspective, a single shipping container can hold approximately 25,000 toilet paper rolls, 55,000 food cans or 1,500 cases of beer.”

The statement by the Freight on Rail Group follows a meeting of the Transport and Infrastructure Council, made up of state, territory, and federal infrastructure and transport ministers, on Wednesday, March 25, which affirmed that freight movements are an essential service, and will continue to operate despite restrictions on activity around the country.

6 | ISSUE 4 2020 | RAIL EXPRESS

“We, Australia’s Transport and Infrastructure Ministers, wanted to reassure Australians that supporting freight movements and supply of goods to individuals, businesses and service providers is a high priority for all governments,” wrote the ministers in a joint communique.

While Queensland was the latest state to close its borders, following Western Australia, South Australia, the Northern Territory, and Tasmania, the ministers confirmed that these would not inhibit the efficient movement of freight across Australia.

“All jurisdictions where restrictions are in place have provided exemptions to these measures to ensure Australia’s supply chains are maintained,” wrote the ministers.

Australian Logistics Council CEO, Kirk Coningham, noted that any restrictions on rail freight could have a detrimental effect on supply chains.

“Our supply chains cannot afford to have rail freight being delayed at check points for hours if we want to keep essential goods flowing. The health and welfare of Australian communities needs to be our priority – and in order to ensure it, we have to keep food, clothing and medicines moving to the places they need to go,” he said.

“We now need states and territories to ensure that exemption is given practical effect, and make certain freight vehicles are not delayed for lengthy periods at border check points.”

Caroline Wilkie, CEO of the Australasian Railway Association, has also been in constant contact with state and federal transport and infrastructure ministers to ensure that freight lines remain open.

“The COVID-19 situation is unlike anything we have faced, but rail freight is providing the backbone to our nation’s supply chain during these challenging times. Our members are keeping freight moving, ensuring that essential goods such as canned food, toilet paper and cleaning products continue to get to where they need to be,” said Wilkie.

Freight operators have been putting in place extra social distancing measures and cleaning measures to ensure that freight vehicle operators cannot spread COVID-19.

With this in mind, delays at borders should be minimised, said Coningham.

“Those operating freight vehicles have rigorous restrictions around the number of hours they can work. Significant delays at border check points could end up producing

delays of 24-hours or more in the movement of freight,” he said.

All across their operations, freight operators are doing everything possible to mitigate any spread of COVID-19, and no infections have been reported within rail freight operations, at the time of publication.

Dalla Valle explained how these measures have been instituted.

“In recent weeks, rail freight operators have implemented strict hygiene protocols at depots, terminals and maintenance facilities, including social distancing, to protect the health of essential staff,” he said.

Matthew Roberts, rollingstock operations manager of CFCL Australia (CFCLA) also noted that extra practices are ensuring that freight operators keep goods moving.

“To mitigate the potential person to person contamination risk, workshop crews are being split into small teams and working hours are staggered with crews running two shifts instead of the normal day shift reducing person to person contact as far as possible. Cleaning of workshops has increased each day and between shifts and importantly cleaning locomotive cabs has been stepped up further as they pass through for servicing,” said Roberts.

“CFCLA is taking seriously the supply of goods and services necessary to the freight sector with the health and wellbeing of all Australians being paramount.”

In addition, Dalla Valle highlighted that rail operates with minimal interaction with other modes.

“Rail freight has the added benefit of operating within secure railway corridors and facilities prohibited to members of the general public.”

PASSENGER OPERATIONS CONTINUE State government agencies including Transport for NSW (TfNSW), Queensland Rail, Victoria Department of Transport (DoT), Transport Canberra, South Australian Public Transport Authority (SAPTA), Western Australia Public Transport Authority (PTA) are advising rail operators around the nation to take extra precautions and maintain good hygiene practices for both employees and passengers.

On Tuesday, March 17 the NSW government announced that part of the $2.3 billion economic stimulus, $250 million will be invested to employ additional cleaners of public infrastructure, which includes TfNSW’s external operators statewide.

A Pacific National train carrying essential goods.

Cleaning squads have been deployed across NSW trains, light rail, and the metro, particularly in high-traffic areas including Central, Town Hall, and Wynyard.

TfNSW is encouraging customers to use Opal and contactless payments where possible, to further reduce chances of community spread and safeguard staff.

Andrew Constance, NSW Minister for Transport said while staff have boosted maintenance and cleaning efforts on the network in response to COVID-19, customers need to take extra precautions too.

“For those services that do not offer contactless payment, we are advising all frontline staff to wash their hands and use hand sanitiser to limit the spread of viruses,” he said.

Jeroen Weimar, head of transport services Victoria said we’ve all got a part to play in responding to the significant challenge presented by COVID-19.

A Victorian DoT spokesperson said all operators on the state’s network have been asked to activate their increased cleaning protocols which will be rolled out in the coming days.

The increased cleaning measures mean all carriages on Metro Trains and V/Line trains will undergo nightly sanitation, and Melbourne’s trams will undergo a deep clean before each service.

A TransLink spokesperson said it is working behind the scenes in preparation and have plans in place to respond to any recommendations from Queensland Health.

Gold Coast trams have already moved to daily sanitised cleans, and Queensland Rail will boost dedicated cleaning staff, ramping up regular cleaning measures and beginning a new disinfecting process on South East Queensland

commuter trains from Tuesday, March 17.

Queensland Rail has stated in an update that it has strict maintenance and cleanliness standards for its trains and stations to ensure the comfort and safety of customers and employees.

SAPTA has also increased cleaning schedules and extra crew are being used across all modes with particular focus being given to hard surfaces such as handrails, validators and push buttons.

Stephan Knoll, SA Minister for Transport and Infrastructure said the safety of passengers and staff remains the highest priority.

“We are taking these additional measures to help protect South Australians who deliver and rely on public transport to get to work or go about their daily lives,” said Knoll.

Transport Canberra said there have been no changes made to public transport, and all governments are working together to ensure a national approach.

“We are implementing an increased cleaning regime on our light rail vehicles as well as at high-traffic areas such as stops and interchanges,” Transport Canberra stated.

Chris Steel, ACT Minister for Transport said the state government has engaged Robson Environmental to undertake a study to make any further recommendations on Transport Canberra’s cleaning practices.

Rita Saffioti, WA Transport Minister said along with other state transport agencies, Transperth trains have transitioned from getting a basic daily clean each night to a full daily sanitation.

“So far there is no evidence of community transmission in WA, and the increased cleaning regime is intended to reduce the risk – as much as practical – against potential exposure,” Saffioti said.

INFRASTRUCTURE WORKS AN “ESSENTIAL SERVICE” Major infrastructure projects are ensuring the safety of their staff while continuing to progress upgrades and significant works while COVID-19 mitigation measures close down other sectors.

The Cross River Rail Delivery Authority (CRRDA) is adhering government guidelines and advice by implementing new safety measures at its sites.

Segregated work zones, restricted access for non-essential workers, and a ban on non-essential access is enabling the 1,500 people working on the Cross River Rail project to continue.

Major works contractors are strengthening their own health and safety procedures while CRRDA office staff are working from home, or only attending the office when essential tasks cannot be completed remotely.

In Perth, construction on the Metronet project is continuing, business as usual, with no restrictions on works being conducted.

In Victoria, Corey Hannett, directorgeneral, Major Transport Infrastructure Authority, which delivers projects including the Level Crossing Removal Program, the Metro Tunnel project, and the Regional Rail Revival program, among others, told Rail Express that the Authority is ensuring that construction continues with no impact to projects.

“The construction sector is currently considered an essential service and we are working closely with industry partners, unions, employers and workers to protect both their safety and jobs,” said Hannett.

A safety team of 70 is ensuring workers and sites comply with social distancing requirements.

“Project sites have strict rules in place around social distancing, increased industrial cleaning, provisions of personal protective equipment,” said Hannett.

Additionally, an alliance of construction unions and employers’ groups have united to ensure that safe practices are adopted to keep construction sites open.

In New Zealand, works have been temporarily suspended on the City Rail Link project, however the delivery team is ensuring that when lockdown measures are lifted, teams can get back to work immediately.

“We are doing everything we can to ensure that we are well placed to come out of the blocks very fast when the restart call is given,” said CRL chief executive Sean Sweeney.

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Qube has awarded the contract to build four locomotives to UGL, part of the CIMIC Group.

The four locomotives will be built in Newcastle at UGL’s workshops there, said UGL’s managing director Jason Spears.

“These contracts extend our light rail capability alongside our Adelaide heavy rail presence and commence our relationship with Qube Logistics. UGL has a strong reputation for quality and safety and we look forward to exhibiting that through these manufacturing, maintenance and operations contracts.”

Qube has recently signed extensions to its freight rail logistics business. Late last year, the company announced that it had signed contracts with Shell Australia and BlueScope Steel. In its Half Year results announcement, Qube indicated that it would spend $73 million on new rollingstock and infrastructure to support the BlueScope contract.

Additionally, its Moorebank Logistics Park began rail operations with a major warehouse for retailer Target.

Further agreements for tenants at other sections of the Park are in the final stages

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Qube purchases four Australian-made locomotives

of being negotiated.

According to UGL, its base in Newcastle was key to the purchase by Qube.

“UGL’s long history of manufacturing is key to our success in Newcastle. We’re proud that UGL has had a presence in NSW for more

The locomotives will be part of a $73 million investment in rollingstock and infrastructure.

than 120 years, including a strong presence in Newcastle.”

The news follows the announcement that UGL, along with Transit Systems and John Holland will operate the Adelaide tram network from July 2020.

Rail the next step for economic stimulus: Committee for Sydney The Committee for Sydney has prioritised infrastructure investment as essential to the viability of Sydney and Australia.

Responding to the federal government’s fiscal stimulus package to address the COVID-19 pandemic, CEO of the Committee Getting started on major infrastructure projects could kickstart the Australian economy.

CREDIT: RAILGALLERY.COM.AU

for Sydney, Gabriel Metcalf wrote that infrastructure should be included in future rounds of stimulus. In particular, Metcalf highlighted the importance of rail projects.

“Medium-sized projects like More Trains, More Services in Sydney, or the level crossings program in Melbourne, deliver huge benefits to commuters and to the economy. Even some larger projects could begin construction within 12-18 months if funding were allocated (most importantly, the initial tunnelling packages for Metro West),” wrote Metcalf.

While Metcalf argued that infrastructure spending had fallen out of favour as the time it took to see projects to completion has increased, the early stages of an infrastructure project are as valuable to the wider economy as other forms of stimulus.

“The planning work counts as stimulus too.

The engineers, architects, and designers are also going to need jobs,” wrote Metcalf.

Other positives noted by the Committee

for Sydney included the long-term benefit of infrastructure, beyond the immediate crisis, and the value of infrastructure investment as a signal to improve business confidence.

While many infrastructure projects were listed in the Infrastructure Australia Priority List, the Committee for Sydney noted that other rail projects are also in need of investment.

These include, metro from Parramatta to Sydney Olympic Park, Kogarah, and Epping; expansion of Sydney Light Rail to Green Square; and fast rail from Sydney to Newcastle and Wollongong.

Mayor of Georges River Council Kevin Greene welcomed the comments from the Committee for Sydney, according to comments in the St George and Sutherland Shire Leader.

“Georges River Council warmly welcomes the support of this rail connection – it will completely transform the possibilities for Kogarah and fulfil the role envisaged for it in the GSC’s planning,” said Greene.

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Project i-TRACE

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Repairs and upgrades continue on North East Line following derailment The ARTC has progressed work on the rail line while cooperating with investigations.

Repairs to the North East Rail Line around Wallan were completed on Friday 28 February, with the first Melbourne-Brisbane freight service passing through at 2.50am Friday morning.

The Australian Rail Track Corporation (ARTC) will be implementing an interim 80 km/h speed limit on the line between Melbourne and Albury for all passenger and freight services.

An ARTC spokesperson said that crews are working to get the line back in shape.

“Teams of up to 70 people at a time have been working around the clock to make the rail line available for freight and passenger rail services,” the ARTC spokesperson said.

The Office of the National Rail Safety Regulator (ONRSR) has written to the corporation to request an additional independent review focused on track condition, which the ARTC said in a statement “we understand and support”.

The carriages of the train involved are being moved progressively back to Sydney, and rail works have included replacing 300 sleepers, laying 20 lengths of rail and 800 tonnes of ballast, as well as undertaking signalling works which are in their concluding stages.

John Fullerton, CEO of the ARTC visited the site on Thursday 27 February to thank rail

staff working to repair the extensive damage to the track.

“A week ago, we lost two much-loved members of the rail family. This accident devastated families, friends, and colleagues, as well as an industry that prides itself on safety, and everyone wants to understand what happened and what actions need to be taken to prevent it ever happening again,” Fullerton said.

“For ARTC, our focus has been four-fold for the past week: cooperating with investigations underway, supporting our staff and contractors, working alongside emergency services and NSW Transport to safely remove the train, and repairing the track so it is available again for use.

“I would like to take this opportunity to give my heartfelt thanks to the teams of staff who have worked hard in tragic circumstances to undertake these tasks.”

SPEED RESTRICTIONS WELCOMED Following the derailment, the Rail Tram and Bus Union (RTBU) wrote to the ARTC, Pacific National, V/Line and NSW Trains to request detailed information regarding plans for resuming services through Wallan.

ARTC advised the union on Thursday, February 27 that it would be imposing a

20km/h speed limit through Wallan. It also advised that the signalling infrastructure through Wallan was now operational.

Pacific National has advised the RTBU that it has imposed an 90km/h speed restriction between Seymour and Albury, and drivers are being instructed to adhere to an ARTC’s temporary speed restriction of 20km/h.

An RTBU spokesperson said the union’s Victorian branch has commenced discussions with V/Line, and the union’s NSW branch has also begun discussions with NSW Trains.

“At this point, we’re pleased that ARTC, PN, V/Line and NSW Trains are taking our concerns seriously. In particular, the companies have taken action on our concerns regarding track speed and signalling,” an RTBU spokesperson said.

The ONRSR has inspected the corridor and consented to the recommissioning of the track.

An ARTC spokesperson said services on the North East Rail Line resumed on Friday, February 28, with the first Melbourne-Brisbane freight service passing through at 2.50am on Friday morning.

An RTBU spokesperson said there are still more questions that need to be answered.

“It is important that all workers involved in services along the corridor are fully informed,

WWW.RAILEXPRESS.COM.AU | 11

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and are able to raise any safety-related concerns,” an RTBU spokesperson said.

On Monday, March 2, John Fullerton, ARTC CEO appeared before the Senate Standing Committee on Rural and Regional Affairs and Transport, Canberra to address ARTC’s response over the past eleven days following the XPT derailment.

“In terms of supporting staff and contractors, many of our staff personally knew the people who were killed in the accident, and many others were involved in the first response,” Fullerton said to the committee.

“We are very aware of the potential impact that this could have on staff, and have been widely advising those who need to, to access the services they need through our Employee Assistance Program. We have also been asking them to take care of one another.”

Fullerton said the industry collectively owes it to John Kennedy, the driver from Canberra, and Sam Meintanis, the pilot from Castlemaine, to work with the investigators to understand what happened and what actions need to be taken to prevent it ever happening again, as they were “two employees in our industry who went to work and never came home”.

ARTC senior managers rode in the cabs of freight and passenger trains between Albury and Melbourne in late February in order to assess the ride condition from the locomotive cab and to engage with train drivers.

“While this is something our management does regularly, it is even more important at this time,” Fullerton said.

COPPER WIRE STOLEN Fullerton is calling on any members of the community who have knowledge of or saw suspicious behaviour between Wallan and Donnybrook before 1am on Saturday 29th February to contact Crime Stoppers.

More than 2.4km of copper signalling wire was stolen by thieves between Wallan and Donnybrook in the early hours of Saturday morning, which resulted in 60-90-minute delays to all rail services.

Fullerton said it is disheartening that thieves would seek to take advantage of such a situation.

Between July 2017 to July 2019 there were 231 incidents of copper line wire theft along the ARTC rail corridor between Craigieburn in Victoria and Sydney.

This has resulted in hard costs of around $600,000 in rectification, but further cost and impacts via significant delays to train services, call out time for staff responding, additional driver and staffing hours, late freight deliveries, and costs to passenger customer time.

12 | ISSUE 4 2020 | RAIL EXPRESS

From these incidents, ARTC reported that 77 per cent resulted in train delays to the network.

ARTC stated that the focused area of theft in Victoria is between Craigieburn in Melbourne’s north to Chiltern, south of the VIC/NSW border.

52 per cent of the incidents occurred within a roughly 40km stretch of track north of Melbourne according to the ARTC. ONGOING WORK CONTINUES Major work continues part of the $235m North East Rail Line upgrade, including track quality improvements such as resurfacing and new ballast, and putting overhead wires underground to decrease the risk of line wire theft.

An ARTC spokesperson said site set up and establishment of the major contractor’s office commenced in December and works have started, commencing from Wodonga, moving south.

Ballast trains have been delivering ballast to various work sites for a number of weeks.

“In addition, a targeted track tamping program has been operating since October 2019 and 130km of tamping has been completed.

“Two track tamping machines are stationed in North East Victoria for ongoing use, achieving an average of around 5km of track tamping per day,” an ARTC spokesperson said.

The first 60-hour track closedown occurred over the weekend of March 14 to 16 From 6am, Saturday, March 14 to 6pm, Monday, March 16, 200 works contributing to more than 12 projects along the line were undertaken.

Known as a “possession” period, the work

Carriages and locomotives were lifted off the tracks and transported to Sydney.

is being delivered by major contractor John Holland.

A project office has been established by John Holland in Wangaratta, where 100 people are working full time.

An important focus of the $235m North East Rail line, being carried out by the ARTC is engaging with local businesses in the regions the rail line passes through, said ARTC general manager projects Victoria, Ed Walker.

“A key focus of the North East Rail Line upgrade is to ensure regional centres in North East Victoria directly benefit and more than 18 local businesses are already contracted to work on the multi-million-dollar project,” he said.

This focus has led to local contractors being able to invest in their business. Seymour-based contractor, Tenex Rail have bought new railway maintenance machines, and invest in their workforce, having been part of the North East Rail Line project since 2019. The company has invested almost $1m since beginning work on the project.

Due to the work on the line, coaches will replace Albury line trains for the entire journey from Saturday, March 14, to Monday, March 16.

Works around Seymour and Wallan will require the closure of level crossings in these areas and Walker cautioned residents to be careful while works are being undertaken.

“While every effort will be made to minimise disruptions – we would like to thank the community for its patience with us while these essential works are being delivered,” said Walker.

Work on the North East Line has been progressing since the major contract was awarded in late 2019.

We’re with you for the whole journey From ideation to decommissioning of assets, our local teams draw on our global experience to scope, plan and deliver projects across our clients’ asset lifecycle.

To start your project journey with GHD, visit: ghd.com/railways

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Alstom driverless trains decision overturned

by Federal Court train line system”, there was not a substitutable product manufactured in Australia.

Customs and the AAT said Alstom’s use of the substitutable goods was too specific and the AAT held that driver operated versus driverless trains was an issue of how the use was performed, as the tribunal found that the relevant use was transportation of passengers by train.

The Full Federal Court disagreed with the finding of the AAT, writing that the AAT merely identified the use of a “passenger train”.

Russell Wiese, customs and global trade partner at Hunt & Hunt Lawyers said Alstom sought a TCO over a particular type of passenger train.

“It was not just any train over which a TCO was sought. It was a driverless train with seven further specifications,” Wiese said.

“As the AAT took too wide an approach, the matter has been sent back to the AAT to be reheard.”

The Court made note of the fact that Customs had screened the TCO application and did not reject the wording as being too specific.

Alstom declined to comment as the matter is ongoing.

The court accepted the argument that there was no substitutable product.

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Alstom Transport Australia has won a decision in the Federal court allowing it to import driverless trains free of tariffs.

On March 17, the Federal Court of Australia overturned a decision by the Administrative Appeals Tribunal (AAT) that a driverless train can be put to the same use as a driver-operated train.

The Federal court hearing took place on 24 February. The court ordered that the appeal by Alstom be allowed and the matter be remitted to the Tribunal for re-determination according to law. This allows Alstom to avoid the tariff of five per cent on rollingstock imported into Australia.

The AAT had affirmed a decision made by the Comptroller-General of Customs to refuse an application made by Alstom for a Tariff Concession Order (TCO).

A TCO can be sought by a company which wishes to import a product where there are no substitutable goods manufactured in Australia.

Alstom sought the TCO to covered driverless trains with seven further specifications.

Alstom said that as the use of the imported goods was “to transport passengers on a high capacity, high frequency, driverless metropolitan

Plan identifies most suitable route for Newcastle light rail extension The NSW government has released a summary report of the strategic business case for the extension of the Newcastle Light Rail.

The summary concludes that the most suitable route for an extension would be from Newcastle Interchange to the John Hunter Hospital via Broadmeadow, however there is “no urgent need” to extend stage one, following from economic assessments of an extension.

The strategic business case for the extension of Newcastle Light Rail identified 17 corridors, with four priority corridors chosen for further investigation. The four priority radiate out to Wallsend, Mayfield, Charlestown, and John Hunter Hospital.

The route to John Hunter Hospital was preferred due to: the development of Broadmeadow and John Hunter Hospital; the

14 | ISSUE 4 2020 | RAIL EXPRESS

growth in employment; the economic potential of the corridor; and the potential to fast track the development of new housing.

“The preferred corridor has the potential for better employment growth, more housing and higher public transport usage than other potential routes,” said a Transport for NSW (TfNSW) spokesperson.

Despite these advantages, the strategic business case found that due to the pace of transformation in the Newcastle City Centre, dedicated bus corridors could be implemented in the shorter term, and then upgraded to light rail in the future.

“Transport will also investigate the initiatives identified in the 2018 Greater Newcastle Future Transport Plan, such as rapid bus and bus headstart initiatives, to deliver

improved transport services in the area,” the spokesperson said.

When conducting the economic analysis of the options, the report found that the route to John Hunter Hospital had a positive benefit cost ratio, however there were constructibility issues.

“Further investigations are needed to determine an alignment that is safe and technically feasible, particularly given the steep gradient between New Lambton and the John Hunter Hospital,” said the TfNSW spokesperson.

Operated by Keolis Downer, the existing light rail has been credited as reshaping the city centre in Newcastle and driving urban renewal along its route. Over a million passengers have used the service to date.

Keolis Downer is the leading multimodal transport operator in Australia. We are proud to partner with Governments and Transport Authorities to design, operate and maintain public transport and mobility services that are integrated and adapted to local needs.

With more than 4,000 employees and a presence in five states, Keolis Downer enables 250Â million passenger journeys per year. We operate and maintain the largest tram network in the world in Melbourne (Yarra Trams), the light rail network on the Gold Coast (G:link), and more than 1,200 buses in NSW, Western Australia, South Australia and Queensland. Since 2017 we have also been operating the integrated transport network in Newcastle that includes regular bus services, On Demand transport, ferries and from 2019 the new light rail.

www.keolisdowner.com.au

News

New South Wales

Rail in the Illawarra about to hit congestion deadline Sydney CBD, providing a 15 minute frequency for express services at Wollongong, North Wollongong, Thirroul and Helensburgh in the peaks, and an extra off peak service each hour between Wollongong and the Sydney CBD, meaning a train every 30 minutes.”

According to the spokesperson, extra services and timetable changes will not impact freight operators, who will have access to the same path capacity as they do currently.

Adam Zarth, executive director of the Illawarra Business Chamber, also expressed concern that rail lines are at their limit.

“The South Coast Line will reach freight capacity around 2030, which is why the South West Illawarra Rail Link presents as the only viable solution, which would additionally enable residents in the Illawarra and Wollondilly to access employment in Greater Sydney.”

One alternative is to recommence construction of the Maldon to Dombarton Railway, a single-track freight line between the Southern Highlands and Port Kembla. Although first commenced in 1983, construction was suspended in 1988. In 2014, TfNSW opened a Registration of Interest for private companies to build, operate, and maintain the line however, was not satisfied with either proponent.

Freight and passenger services are competing for space on the Illawarra line.

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Wollongong MP Paul Scully has called upon the NSW government to start improving freight and passenger rail to Port Kembla.

Scully’s comments come after Infrastructure Australia (IA) identified freight rail access to Port Kembla as a priority initiative, with an immediate time frame of 0-5 years.

IA noted that freight services can be held up for up to 11 hours due to priority being given to passenger services on the Illawarra Line. The report signals a need to improve the line and/ or the Moss Vale-Unanderra Line, or find an alternative rail alignment to the port.

Scully noted that with increased demand for passenger services on the Illawarra line, the NSW government needs to work urgently on increasing capacity.

“We are rapidly heading towards the deadline when passenger and freight services will have to compete for rapidly declining slots because of the congestion on the South Coast Line.”

A Transport for NSW (TfNSW) spokesperson said that as part of the More Trains, More Services program, short term changes will increase passenger services.

“Future service improvements for South Coast customers will include an extra peak hour service between Wollongong and the

The TfNSW website states that the rail link would require ongoing state government funding and that existing infrastructure is sufficient. However, Transport for NSW acknowledges that in the longer term greater capacity will be required.

“Today’s Infrastructure Australia report keeps telling us the same thing we have heard for years: the NSW government needs to flesh out how and how much funding it will commit to delivering on progressing the completion of the Maldon-Dombarton link,” said Scully.

“There is widespread support for both of these infrastructure projects in the Illawarra.

The only support lacking is from the Federal and NSW Governments.”

Council hopes to return express trains to Liverpool Express trains are being called to return to Liverpool on the Inner West Line in Sydney’s south-west.

Liverpool City Council in Greater Western Sydney is supporting the restoration from City to Liverpool via Regents Park.

The T2 Inner West Line’s City to Liverpool via Regents Park train service was removed in October 2013, followed by express services removed due to the Leppington Line via Granville no longer running fast trains to the City Circle in 2017.

Sydney Metro Southwest from Sydenham to Bankstown will replace the current City to Liverpool via T3 Bankstown Line in 2024.

Transport for NSW (TfNSW) are seeking feedback on proposed rail service options for train stations west of Bankstown once

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the South West Metro project is complete and operational.

Nathan Hagarty, a Liverpool City councillor proposed a motion on February 26 this year for the council to send a submission to TfNSW to vocalise its endorsement to option 2, the restoration of the City via Regents Park line as the council’s preferred option.

The council agreed to pass the motion and will also state in the submission that Option 2 be implemented, not in 2024 with the Metro opens, but as soon as the existing Bankstown line is closed.

A spokesperson for TfNSW said over the next ten years the More Trains, More Services program will roll out world class technology to transform the rail network.

More than $4.3 billion is being invested

in the More Trains, More Services program, which has already delivered more than 1700 additional weekly services across the rail network since 2017.

The next stages of More Trains, More Services will focus on delivering improvements for the T4 Illawarra, T8 Airport and South and the South Coast lines.

The program includes infrastructure improvements across the network. These include modifications to track, signalling, stabling facilities, and station platforms.

Liverpool City Council joins Strathfield Council, Auburn City Council/Cumberland Council, and Canterbury-Bankstown Council in supporting the restoration of the Inner West Line (City to Liverpool via Regents Park) train service.

News

Victoria

LCRP awards multimillion dollar contracts Two contracts have been announced to begin work on improving rail connections in south east Melbourne.

The Level Crossing Removal Project (LCRP) announced that the duplication of the Cranbourne Line between Cranbourne and Dandenong will be carried out by two alliances.

The first alliance will bring together McConnell Dowell, Arup, Mott MacDonald, and Metro Trains Melbourne, for the section of track between Dandenong and Lynbrook.

This contract will also involve the removal of the Greens Road level crossing in Dandenong South.

The second alliance will complete the track duplication between Lynbrooke and Cranbourne. This alliance comprises Laing O’Rouke, Jacobs, and Metro Trains Melbourne.

The grouping will also build a new Merinda Park station and increase the size of the car park at Lynbrooke Station.

Victorian Minister for Transport Infrastructure Jacinta Allan said that the work formed part of a larger suite of works.

“With 11 level crossings already removed along the Cranbourne line, we’re getting on with delivering better services to more people in Melbourne’s growing south-east.”

Works on the line duplication, new station, and level crossing removal will be completed by 2025 and allow for a future rail extension to Clyde. Services will be able to run up to every 10 minutes and once the Metro Tunnel is complete, new high-capacity trains will be able to transport 121,000 extra peak hour passengers per week on the Cranbourne and Pakenham lines.

“The Cranbourne Line Upgrade is just one of a suite of major road and rail projects easing congestion, improving safety and making journeys more reliable in the south-east,” said Member for Cranbourne Pauline Richards.

According to program director, Steve Brown, the authority has been looking to get started on these major works.

“These projects are a huge priority for us, and we’ve been working hard to make sure they can start as soon as possible.”

In a separate announcement, the Level Crossing Removal Authority advised that a level crossing in Melbourne’s major commercial and industrial area will be removed in mid 2020 with the construction contract signed.

The contract will be delivered by an alliance of Fulton Hogan and Metro Trains Melbourne.

Early works to begin the South Gippsland Highway, Dandenong South level crossing

Major works are being completed ahead of schedule.

removal are set to start soon.

The level crossing will be removed and replaced with a road bridge over the rail line.

Early works will include site establishment on South Gippsland Highway and underground services relocation.

Major works in mid-2020 will involved the construction of the new road bridge and the replacement of the busy intersection at South Gippsland Highway and Princes Highway with a fully signalised T-intersection.

An LCRP spokesperson said that the project will work to minimise local disruptions or community impacts while these works take place.

BRIDGE COMPLETED AHEAD OF SCHEDULE The LCRP team has installed major L-beams that make up a new rail bridge, with 60 per cent of the bridge now complete.

The Toorak Road level crossing in Kooyong will be removed six months ahead of schedule

by April this year.

Over the past few weeks, the team at the Toorak Road level crossing removal project have been installing 24 of the 40 L-beams that make up the new rail bridge.

The largest beams spanning Toorak Road are 31 metres long and weigh 128 tonnes.

The beams are lifted into place by two cranes weighing up to 550 tonnes and then stitched together to create the U-trough, which

the trains will travel on.

Each beam is made in Kilmore, Victoria and delivered overnight 87km to Toorak Road.

Project director Steve Brown told the Herald Sun the rail bridge was taking shape at record pace.

“We’ve installed more than half of it in under a week, and the project is on track to be finished six months ahead of schedule,” he said to the Herald Sun. Services on sections of the Glen Waverley line throughout March will not run and be replaced by buses, due to works at Toorak Road, Kooyong.

Following ongoing level crossing removals across Melbourne, Hurstbridge Station located in the city’s north-east has started construction on the $2.8 million project to upgrade commuter car parks.

Ace Infrastructure will build the government funded project which will include new and upgraded car park spaces along Graysharps Road west of Hurstbridge Station.

Other improvements coming up on the Hurstbridge line include a new station at Greensborough and the duplication of three kilometres of track between Greensborough and Eltham, and 1.5 kilometres between Diamond Creek and Wattle Glen.

Melburnians face a city- wide construction blitz this autumn, including major shutdowns of the Frankston and Upfield lines.

WWW.RAILEXPRESS.COM.AU | 17

News

Victoria

Review of rail freight project targets governance, planning for improvement freight trains at increased speeds. Upgraded lines also enhance safety across the network.

This means safer, more cost-efficient and reliable rail haulage services to port; hence regional producers and exporters benefit. By extension a significant workforce in regional Australia benefits, including train crews, primary producers, farm workers – the list is long.”

The Rail Freight Alliance (RFA), a grouping of regional councils in Victoria, said that it is essential that the project is completed.

“With Victoria’s freight task estimated to treble by 2051 the Andrews government owes it to industry and Victorians to fix and complete the Murray Basin Rail Project to its original scope, as promised, and now is the time to do it.” RFA chair councillor Anita Rank said.

Currently, the Victorian government is finalising an updated business case for the remainder of the project, said Minister for Transport Infrastructure, Jacinta Allan. Once completed, the revised business case will be submitted to the federal government for consideration, which had contributed funding to the initial stages.

“We’ve been disappointed with the performance of the previous contractor and the management of the project previously by V/Line and that’s why some time ago the project has moved across to be delivered by Rail Projects Victoria,” said Allan.

According to the DoT, the MBRP remains a “priority project”.

“The Murray Basin Rail Project has already delivered benefits for the freight industry, but we know that there is more work to be done. That’s why the Victorian government is working with the Commonwealth government to progress the business case,” said a DoT spokesperson.

In its report, the Auditor-General issued a number of recommendations, including that V/Line expedite finalisation of all unfinished works in Stage 2 of the MBRP, improve its contract management of major infrastructure projects, and expedite assessment of the temporary speed restrictions on the re-opened standard gauge line from Yelta to Ararat.

The Auditor-General also recommended that V/Line and the DoT both develop a sustainable funding approach for regional rail freight lines and improve network reliability and performance standards. The report highlighted the need to identify regional rail freight needs, and ensure compliance with project risk management processes for all major projects.

Both the DoT and V/Line accepted all the recommendations, and in an action plan the DoT noted that it would review the original MBRP business case by engaging with industry, and complete detailed modelling of the Murray Basin rail network. The DoT pointed to the recently formed Rail Freight Working group as a method by which government and industry will work together on rail freight infrastructure.

Work completed on the rail network to date includes updating the Mildura and Murrayville to Ouyen lines to standard gauge, as well as the Maryborough to Ararat line. A junction near Ararat station will have its signalling upgraded in the coming months.

Dalla Valle highlighted that work to build a staging area for standard-gauge freight trains at Maryborough could act as a “pressure valve”.

“The Murray Basin is the economic lifeblood of north-west Victoria, with regional rail veins pumping exports worth hundreds of millions into the state’s ports. Thousands of country and city jobs are supported by this freight and logistics ecosystem,” he said.

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The Victorian Auditor-General has delivered a withering critique of the governance and delivery of the stalled Murray Basin Rail Project (MBRP).

The MBRP, which promised to upgrade over 1,000 kilometres of rail track in regional Victoria to standard gauge, has been left unfinished as funds ran out and disputes between V/Line and the contractor, a McConnell Dowell and Martinus Rail joint venture, caused the project to spiral beyond its original budget.

The Victorian Auditor-General brought in V/Line and the Department of Transport for criticism, nothing that both projects “have not met scope, time, cost or quality expectations”.

Particularly concerning for the AuditorGeneral was the way that the project had been handled.

“From a project and program management perspective we identified deficient project planning, cost estimation and scoping by the Department of Transport’s (DoT) predecessor agencies. V/Line Corporation’s (V/Line) inadequate contract and project management has also contributed to project delays and cost overruns for the MBRP Stage 2 works,” wrote the Auditor-General.

Rail industry figures have encouraged both the Victorian and federal governments to continue with the project, with the many benefits flowing to hard hit areas, said Pacific National CEO, Dean Dalla Valle.

“Governments of all political persuasions must be acutely aware how vital regional exports are to the overall health of the nation’s economy. With the current coronavirus outbreak, domestic and international trade are facing significant headwinds, now is not the time to neglect key transport supply chains in Australia,” he said.

Rail Futures Institute president, John Hearsch, echoed these statements.

“Until the project can be brought to a successful conclusion the rail industry and its operators are being disadvantaged in terms of service and cost and that impacts their competitiveness.”

The current works have left the network with extensive speed restrictions and roundabout routings, with the objective of improving axle loads not met. Rectifying this would see significant benefit for regional communities said Dalla Valle.

“Upgraded rail lines result in operators like Pacific National being able to run heavier

Operators are keen for upgrades to the Murray Basin network to be completed.

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News

Victoria

Victorian rail projects required to use recycled materials Recycled materials will soon comprise a greater part of Victorian transport projects, as part of the Victorian government’s Recycled First policy.

The program will require future projects delivered by the Major Transport Infrastructure Authority to incorporate recycled materials, in an effort to create markets for recycled materials, divert resources from landfill, create local jobs, and make major infrastructure projects more sustainable.

“We’re paving a greener future for Victoria’s infrastructure, turning waste into vital materials for our huge transport agenda and getting rubbish out of landfills,” said Victorian Minister for Transport Infrastructure, Jacinta Allan.

Although recycled materials are already being widely used in road projects in Victoria, including on the M80 Ring Road, Monash Freeway, and South Gippsland Highway, the project will also apply to rail projects.

Examples of materials that could be reused

and meet current standards for road and rail projects include recycled aggregates, glass, plastic, timber, steel, ballast, crushed concrete, crushed brick, crumb rubber, reclaimed asphalt pavement and organics.

According to a statement from the Victorian government, those companies that wish to deliver major transport infrastructure projects will be demonstrate how they will prioritise recycled and reused materials while maintaining compliance and quality standards.

Victorian Minister for Energy, Environment and Climate Change, Lily D’Ambrosio, highlighted the benefits that such a policy would have.

“This is an important investment in the recycling industry. It ensures we recycle and re-use items on government projects, and keep waste out of landfill.”

Current transport projects will also be encouraged to look for uses for their own

waste and discarded materials. For example, soil excavated from the Metro Tunnel site in Parkville is now being used for pavement layers on roads in point Cook. The 14,000 tonnes of soil would have otherwise gone to landfill.

Allan noted that the project could lead to a mindset shift in the construction industry.

“Recycled First will boost the demand for reused materials right across our construction sector – driving innovation in sustainable materials and changing the way we think about waste products.”

Current projects that are being delivered by the Major Transport Infrastructure Authority include the Level Crossing Removal Project, and Rail Projects Victoria also sits under the authority, which covers the Regional Rail Revival, Metro Tunnel, Melbourne Airport rail link and Western Rail Plan projects.

RFI disagrees with Bellarine MP over Geelong fast rail The Rail Futures Institute (RFI) has disputed comments made by the Victorian Minister for Police and Minister for Water Lisa Neville, whose electorate covers the Bellarine Peninsula and outer Geelong.

In comments reported by the Geelong Advertiser, Neville said that the only way fast rail can be brought to Geelong would be via the Werribee corridor.

RFI president John Hearsch said that their alternative proposal for services via Wyndham Vale, would cut the current 50 minute journey down to 35 minutes with trains running at up to 200km/h.

Under the RFI proposal, fast trains from Geelong would share the route from Sunshine to the city via new high speed tunnels built as part of the Melbourne Airport Rail Link. The Victorian government is yet to make a decision as to whether dedicated tunnels from Sunshine to the CBD will be built or whether airport trains, as well as regional trains from Geelong would share the Melbourne Metro Tunnel.

Hearsch noted that a separate new tunnel between Clifton Hill, the CBD, Fishermans Bend

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and Newport, known as Melbourne Metro 2 would allow for high speed trains from Geelong to travel on the Werribee corridor.

“However, MM2 is a massive project with twin tunnels each 17 km in length, seven or eight large underground stations, and two under-river crossings including one near Newport under the main shipping channel.

Think of it as Melbourne Metro (MM1) doubled in scope, cost and time to construct. We have provisionally costed it at between $26 and $30 billion and consider it would take between 15 and 20 years to plan and construct from the time that government starts to fund it,” said Hearsch.

The Victorian government has not committed to funding Melbourne Metro 2, however it has been included on long-term planning projects.

Hearsch also called for a more immediate focus on electrifying the Regional Rail Link tracks from Southern Cross to Wyndham Value to enable higher capacity electric trains.

“Geelong Fast Trains and a connection at Sunshine for a 10-minute journey to Melbourne Airport could both be operational by 2028,” said

Hearsch. “This can only occur with a new tunnel under Melbourne’s inner west to unlock much needed capacity needed to provide quality rail services to regional Victoria and Melbourne’s west.”

Other bodies have joined concerted calls for the construction of a separate airport rail link, with the Committee for Melbourne chair, Scott Tanner, writing that plans for airport trains to use Melbourne Metro tunnels risk further exacerbating congestion issues.

Discussion over the route for fast trains from Geelong to Melbourne has come to a head.

News

Queensland

Construction to begin on stage 3A of Gold Coast Light Rail The route is continuing to extend further south.

Infrastructure Australia has announced Gold Coast Light Rail Stage 3A as a priority project in 2020 and major construction works are set to begin by mid-year.

The Infrastructure priority list (IPL) has recognised the largest number of infrastructure proposals of national significance on record.

In August last year, IA added Gold Coast Light Rail Stage 3A project to the Infrastructure Priority List as a Priority Project. This was confirmed on the in our latest edition of the Infrastructure Priority List on Wednesday, 26th February.

Infrastructure Australia said this project, known as Stage 3A, would replace existing bus services between Broadbeach South and Burleigh Heads with light rail services and implement a complementary urban renewal and economic development strategy in the corridor.

The strategic case depends on the project’s ability to shift travel from cars to light rail. $709 million in funding was locked in by the federal government in late November last year.

This follows the federal government’s increased investment by $157m, and the state government’s $351m and council’s $92m spend on the project.

Stage 3A is now progressing toward construction this year, with three proponents shortlisted to build the light rail extension to Burleigh Heads.

GoldlinQ, who currently operates the light rail, announced on February 3 that they will

now invite the three proponents to proceed to the request for tender phase.

GoldlinQ Chairman John Witheriff said each of the shortlisted tenderers was highly experienced construction contractors. GoldlinQ board met on Friday 31 January to complete the EOI phase and confirm the shortlist for tender.

“EOI submissions include leading Australian and international contractors and the responses were of a very high standard,” Witheriff said.

“The request for tender period will start immediately and continue for several months to ensure the successful contractor can deliver value for money and minimise disruption during construction.”

Witheriff said the request for tender phase would conclude in May 2020 with the intention of appointing a preferred contractor in the second half of 2020.

Stage 3A is due for completion in 2023.

ROUTE IDENTIFIED FOR STAGE 3B Stage 3B of the Gold Coast Light Rail project may travel along the Gold Coast Highway, as the results of the Queensland government’s Gold Coast Highway (Burleigh Heads to Tugun) Multimodal Corridor Study indicated this was the preferred route of the next stage of the project.

The proposed alignment will not conflict with the preserved heavy rail corridor to the airport, said Queensland Minister for Transport and Main Roads, Mark Bailey.

“The current preserved width of the heavy

rail corridor next to the M1 means we can’t accommodate future extensions of both light rail and heavy rail along that route,” said Bailey.

“Directing light rail along the highway protects the M1 rail corridor for its principal use as a future heavy rail connection to the airport.”

Queensland Premier, Annastacia Palaszczuk announced the plan for the future extension of the light rail at Gold Coast Airport on Saturday, March 7.

“I want the Southern Gold Coast to benefit from light rail just as the Northern Gold Coast has,” she said.

“Connecting light rail to the airport is also really important for a 2032 Olympics bid.”

While the final details of the route alignment are not confirmed, Bailey indicated that running the light rail down the highway would allow for greater patronage.

“The Gold Coast Highway route would travel close to where people already live, work and go to the beach and service popular destinations including the Burleigh Heads village, Palm Beach village, Currumbin Wildlife Sanctuary, Southern Cross University, Tugun, Bilinga and importantly the Gold Coast Airport,” he said.

Gold Coast City Council Mayor Tom Tate also welcomed the proposed route.

“This is great news confirming what we already knew and what the community has told us they want,” he said.

“Congratulations to the state government for undertaking this work now so that detailed planning can get underway as soon as possible.”

The proposed route alignment will be subject to community consultations. Previous suggestions that the light rail would pass through Palm Beach attracted community opposition.

CEO of Queensland Airports Limited, Chris Mills, highlighted that the route identified in the study is supported by the operator of the airport.

“We have long advocated for the light rail to the airport and our preference has been for it to follow the Gold Coast Highway. We are pleased to hear that is the direction that has been recommended by this study,” he said.

“About 6.5 million people come through Gold Coast Airport each year and the vast percentage are leisure travellers, so we need an efficient and easy public transport linkage that accommodates visitors to the city and local residents well into the future.”

WWW.RAILEXPRESS.COM.AU | 21

News

Queensland

Cross River Rail builder questioned Questions have been raised once again about one of the primary construction contractors for Queensland’s Cross River Rail project.

CPB Contractors, a subsidiary of CIMIC Group has been asked to prove why it should be allowed to continue working on the project.

The call came in the form of a show cause letter from the Queensland Building and Construction Commission (QBCC) to CPB Contractors after the company did not provide a Minimum Financial Requirement (MFR) report when its net tangible assets dropped below 20 per cent.

CPB Contractors has 21 days to provide the MFR report or QBCC will take regulatory action, which could include a number of options including the termination of the company’s construction licence.

CPB Contractors is part of the Pulse consortium, which is led by CIMIC Group companies. The Pulse consortium is

delivering the tunnel, stations, and development component of the Cross River Rail project. CPB Contractors is also part of the Unity consortium, which is delivering the rail, integration and systems works package. Combined, these works include four new underground stations, the tunnel from Dutton Park to Normanby, as well as operations systems and controls, signalling and communications and accessibility upgrades.

Last month, a new governance structure was announced for the project, partly due to concerns that disputes that occurred over the West Gate Tunnel in Victoria would spread to Queensland. The board of the Cross River Rail Delivery Authority were told that their terms would not be extended beyond April, a compliance unit will oversee contractor commitments, and the Authority will directly report to the Minister for Cross River Rail, Kate Jones.

CPB Contractors has been hauled before the QBCC.

“I want to ensure I have the right people with the right skills to deliver this project and hold CPB and Pulse Consortium to account,” said Jones at the time.

CIMIC Group, the QBCC and the Cross River Rail Delivery Authority declined to comment.

Queensland’s newest train fleet deployed to the Sunshine Coast line

The trains will operate on more than 40 existing weekly services.

On Monday, March 2, Queensland’s newest trains, the New Generation Rollingstock (NGR) fleet, were deployed to the Sunshine Coast line for the first time.

The NGR fleet has been deployed to Nambour on the Sunshine Coast to replace older train models to operate more than 40 existing weekly Sunshine Coast line services, Monday to Friday.

The final NGR train entered service for the Queensland Government in late January this year.

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Manufactured by Bombardier, the NGR trains have travelled over eight million in service kilometres, and 150,000 passenger journeys, since December 2017.

Maintenance of the fleet is being carried out by Bombardier at Wulkuraka, near Ipswich, for 32 years, where testing and commissioning has been occurring.

The NGR trains are 147 metres long and weigh 260 tonnes and have a total passenger capacity of approximately 964 people, including 454 seated and 510 standing

(depending on conditions).

Queensland Rail has also added an extra 32 weekly services to its South East Queensland (SEQ) timetable each week from March 2.

In addition, five services will extend on the SEQ timetable including extending an existing Caboolture service to start from Nambour at 5.38am weekdays, providing an additional morning peak train for customers between Nambour and Elimbah stations.

Queensland Rail said in a statement that the company has reviewed its operations across SEQ and have identified an opportunity to deliver these service improvements, within existing resources that are available.

“These changes will also reduce empty train running across the region by 1,460 kilometres per week, delivering extra services for our customers instead,” Queensland Rail said in a statement.

“These improvements will deliver the largest number of weekly train services ever offered across SEQ and follows the introduction of 462 extra weekly services and 200,000 extra seats to our timetable in 2019.”

Major works continue on Cross River Rail Throughout April, works progressed on the Cross River Rail project.

The CBGU joint venture, made up of CPB Contractors, BAM, Ghella, and UGL, is carrying out the design and construction works for the Roma Street, Albert Street and Boggo Road stations.

At Roma Street, works continued on the demolition of Hotel Jen, East and West Towers.

This involved the disconnection of utilities, scaffolding work, and structural demolition.

Additionally, the former coach terminal access ramp will be demolished during April and May 2020.

Tunnelling work at Roma Street is also taking place, with the establishment of the site progressing. Works include constructing the tunnel access shaft, installing an acoustic shed, and bringing in tunnelling plant and equipment.

At Albert Street, work increased during April

as piling began on the demolished Lot 1 site.

Excavation of the tunnel shaft began at Lot 2, and during this time piling finishes and an acoustic shed were constructed. These works involve traffic and footpath closures on Mary Street and Albert Street.

Excavation work in the heart of the Brisbane CBD will involve rock breaking, removal of excavated material, and ground stabilisation and retention work.

The underground Boggo Road station will be where the Cross River Rail project at its southern terminus connects to the existing rail network. During April, major works continued there as the excavation of the station box begins. Site office buildings were constructed onsite, along with internal roads and paths. Utility services were relocated and some pedestrian movements will be disrupted. The play equipment at Outlook Park will be moved closer to

Piling works were underway in April on Cross River Rail stations.

Dutton Park State School.

All work on the Cross River Rail project will follow Australian and Queensland government health advice in relation to coronavirus (COVID-19), however as an essential service, work will continue as planned.

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Rail a major component in $50bn Qld infrastructure spend

Spending on rail is forecast to remain strong.

Rail had the largest growth in funded infrastructure in Queensland in 2020, according to the Queensland Major Project Pipeline (QLDMPP) report.

A joint initiative of the Queensland Major Contractors Association (QMCA) and the Infrastructure Association of Queensland (IAQ), the report outlines the total pipeline of major infrastructure projects, adding up to over $50 billion of planned, funded, and in construction works.

QMCA CEO, Jon Davies was enthused about the pipeline.

“We are delighted to see significant growth in the pipeline, with works totalling $50.6bn scheduled between 2019/20 and 2023/24.”

While the largest sector is the resources and heavy industry sector, the $6.68bn worth of announced projects in that sector are not yet funded.

“However, there is still an element of risk around the total figure as $23.2bn of work is not funded at this stage. This is mostly down to planned resources and energy projects which take considerable time to plan, fund, and gain approval,” said Davies.

The rail project pipeline increased by $1.74bn in funded projects and $1.03bn in unfunded projects from the 2019 to 2020 version of the report, with multiple large rail projects in the state receiving funding.

“Overall there are reasons to be optimistic, with many major projects such as Inland Rail, Cross River Rail, Brisbane Metro, and upgrades to the M1, Bruce Highway, and essential water infrastructure developments beginning in earnest.”

Geographically, the projects in the QLDMPP report were largely concentrated in south-east Queensland, with 40 per cent of all funded work there.

Larger projects were receiving a greater share of funding and announcements, with 70 per cent of projects by 2023/24 being valued above $500 million.

Emerging challenges could include a skills shortage in the road and rail sectors, however opportunity could come in the form of the mooted 2032 SEQ Olympics bid, which would require projects such as faster rail links between Brisbane, the Gold Coast, Sunshine Coast, and Ipswich to be advanced prior to the games.

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News

Western Australia

Construction begins as local manufacturing comes under fire

The first sod has been turned at Belllevue.

Work has begun on the Bellevue manufacturing site, where Western Australia’s fleet of railcars will be built, tested, and maintained.

Part of the Metronet project, the $46 million facility will be where manufacturer Alstom will construct and maintain 246 C-series railcars, as well the replacement railcars for the Australind service.

Subiaco-based company, Firm Construction, will build the assembly and maintenance facility, as well as a high-voltage testing building. The 180m long building will include a railcar assembly area, offices, workshops and storage areas, two overhead cranes lifting 25t each, and a heavy maintenance railroad with a 10t capable crane.

“Today marks the start of the return of the railcar manufacturing industry to the Midland area,” said WA Premier Mark McGowan.

Under the terms of the agreement, 50 per cent of the total $1.25 billion contract will be delivered locally. The WA government estimates that 100 jobs will result from construction of the facility, with more jobs once production and maintenance begins.

“In a year from now, local workers will be standing in this very spot assembling Western Australia’s new Metronet railcars,” said McGowan.

The effects of the contract will also be felt more widely across the workforce.

“At the North Metropolitan TAFE campus,

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just down the road, our specialist Metronet Trade Training Centre will ensure local apprentices and trainees learn the skills for this important work,” said McGowan.

Once complete, the first of the C-series railcars are expected to run on the Perth network in 2022. Previously, railcars were manufactured in Midland up until 1994, when the Midland Railway Workshops closed down.

LOCAL MANUFACTURING CRITICISED Liza Harvey, leader of the opposition in Western Australia, has labelled railcar manufacturing as a practise from a bygone era.

In a speech to the state’s business community at the Business News Politics Breakfast on Wednesday morning, Harvey said “we don’t know the total cost to the state of the McGowan Government rail car experiment” and claimed that railcar manufacturing should not be a focus for WA. “What we will not do is heavily subsidise industries where the State has no comparative advantage, nor bring back industries from a bygone era,” Harvey said in her speech.

Harvey said the opposition has been trying to scrutinise the decision by the McGowan Labor government to determine if this decision delivers value for money given that this is a $1.3bn investment.

WA Transport Minister Rita Saffioti said that building railcars in WA was cheaper than other options.

“The cost of WA-made railcars is cheaper than the cost of the previous procurement of B-Series from Queensland that was ordered when she was deputy premier,” Saffioti said.

“The cost per railcar under the last order of B-Series trains was $4.05m, while the cost under the new C-Series contract is around $2.97m.”

The spokesperson from the office of Liza Harvey said Saffioti has refused on many occasions to provide any transparency regarding this contract.

“The minister has refused to provide any breakdown regarding the various cost elements of the contract such as the cost of maintenance,” she said.

“The minister has refused to table the contract or provide a business case.

“The Leader of the Opposition indicated that a future Liberal Government would not be subsidising uncompetitive industries however, we will not do what the current government does and create sovereign risk by ripping up contracts,” Harvey said.

Saffioti denied Harvey’s claims including a comment that WA’s facility was going to fit out trains from Victoria.

“Victoria builds its own trains – as do many modern economies around the world. WA will also be building its own trains,” she said.

Saffioti said train manufacturing involves modern skills that are easily transferable to other industries.

“The opposition leader’s embarrassing attack on WA workers shows the Liberal Party hasn’t moved on from their fundamental opposition to rail and local jobs,” she said.

“Our vision for WA is to build a modern train manufacturing and maintenance hub, that not only builds and maintains our public transport trains, but creates further opportunities for the freight, agricultural and mining industries.”

Saffioti said these industries are major users of rail and rollingstock, and the railcar contract provides growth opportunities throughout the state for manufacturing businesses in the supply chain.

“The question for Ms Harvey is: If Western Australia should not build our 246 C-series railcars, and six Australind railcars, then who should?”

PTA Radio Systems Replacement project falls victim to US-China trade war The consortium delivering the digital radio systems project in Perth has fallen apart.

An alliance of Huawei Australia and UGL (HUGL) won the contract to upgrade radio communications for Western Australia’s Public Transport Authority (PTA) in 2018, however on March 27, 2020 WA Minister for Transport Rita Saffioti announced that the current contract will no longer proceed.

The HUGL consortium fell victim to increasing trade restrictions placed on Chinese exports by the US government, with restrictions imposed in August 2019 cited by the WA government as the tipping point.

In 2017, the WA government announced the $120 million project, which would involve installing new towers and poles with digital-friendly infrastructure, to enable the replacement of the current analogue radio system with a digital one. This involved all

radio devices in trains, security vehicles, and handheld radios. Moving to a digital system would allow for data as well as audio to be transmitted by radio. Future Automatic Train Control systems, which PTA has aimed to install as part of the Metronet project, would utilise the digital radio systems.

Since the contract was awarded, the parties have had to grapple with restrictions placed on trade between the US and China.

Tariffs imposed on Chinese exports would increase the uncertainty around the cost of the project, timelines, and effectiveness of the final solution.

“It is extremely unfortunate that the state government’s project – which is limited to a radio network for train drivers and transit guards – has been caught up in the ongoing trade dispute between the US and China,” said Saffioti.

The WA government has indicated in a statement that it will continue with the project, although it will be delayed.

“Given the trade dispute, and the current economic and health crisis facing the world, the PTA has recommended a fresh approach for the radio replacement project,” said Saffioti.

“The PTA will continue its plans to deliver a new digital radio system for our expanding public transport system.”

Potential options include the withdrawal of Huawei Australia from the contract, or the termination of the contract as a whole.

The PTA will look to preserve current subcontract arrangements.

The Australian Communications and Media Authority has extended the deadline for the PTA to vacate the analogue radio spectrum to beyond 2021.

Freight and logistics councils streamline movement of goods The freight industries in Western Australia and South Australia have each joined together to provide an efficient source of information for freight operators during the coronavirus (COVID-19) crisis.

In WA, the Freight and Logistics Council of WA (FLCWA), along has formed the WA Supply Chain Covid Response Group. The group brings together the FLCWA, Northern Territory Road Transport Association, and Western Roads Federation to ensure the safety of workers and the continuing supply of essential goods.

Leading the group is Nicole Lockwood, chair of FLCWA, and the combined group is providing a single source of information to the WA and Northern Territory governments and agencies on behalf of the freight and logistics industries.

“We’re here to help any freight company who requires assistance in dealing with operational impacts due to COVID-19 and encourage them to get in contact with us,” said Lockwood.

Since its formation in March, the response group has been providing advice on the impact of border closures and supported the delivery of products such as hand sanitiser to the freight industry.

“Our key priority is the safety of all workforce involved to maintain the movement of food, medical supplies and general freight. I’d like to acknowledge the dedication from the front-line truck drivers, train drivers and Port workers in ensuring essential goods are kept flowing into Western Australia,” said Lockwood.

WA nrail etwork operator Arc Infrastructure has been planning for the COVID-19 pandemic since February to ensure that operations continue. Those who can work from home are doing so, and while regional depots and head office remain open, face-to-face meetings are limited unless business critical.

Arc Infrastructure has also implemented new control centres in the metro area, increasing the number of available train controllers, decentralising work locations, and making sure that expertise and qualifications are evenly spread across the network.

In South Australia, Minister for Trade and Investment, David Ridgway, has formed the Export Recovery Taskforce to support South Australian freight businesses overcome the economic effects of COVID-19.

“South Australia has an immense task

ahead of us, and the impacts of COVID-19 are being felt across all export sectors. We recognise the enormous economic and logistical issues challenging our industries, businesses and individuals right now as a result of the necessary restrictions on travel,” said Ridgway.

While international air freight has been restricted, ports and ship-borne freight remain operating. According to Evan Knapp, executive officer of the SA Freight Council, while the initial focus is on shipments via air, future discussions could incorporate impacts to goods shipped by rail, for example grain.

“Rail is still moving relatively well at this stage. Grain has been affected by the massive change in value of our currency which will have short term impacts, but in the longer term the currency depreciation will make Australian goods much more attractive in markets around the world.”

Knapp added that the SA Freight Council and others have reiterated to governments that rail workers and rail safety workers are essential workers and must be permitted to cross state borders to make urgent repairs to rail networks, when required.

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Australia and New Zealand’s significant pipeline of new and upgraded light, metro, regional, and heavy haul rail is generating local innovation and bringing cutting edge signalling technology to the region from international markets.

Signalling is a critical component in addressing the challenges that rail infrastructure builders and operators are seeking to overcome. To be able to move the large and growing number of people patronising rail networks in major cities, decades-old signalling systems are being upgraded. The new digital signalling systems promise to be able to move more trains, more frequently, and more safely than current standards.

While the promised improvements are great, and have been realised overseas, upgrading a core system such as signalling requires a range of skills, and not only technical ones.

Manufacturers and providers need to work with integrators and customers to ensure that the organisations these systems are being introduced into are ready for the changes to the way they work.

CONTACT OLIVER PROBERT

BUSINESS DEVELOPMENT MANAGER, RAIL EXPRESS 02 9439 7227 | 0435 946 869 OLIVER.PROBERT @ PRIMECREATIVE.COM.AU

Additionally, having the skills and expertise needed is another challenge the rail industry will need to solve, with signalling engineers one of the most in demand professions not only in the rail industry, but the workforce as a whole.

These issues highlight how the successful implementation of new technology requires a deft balancing of human, social, and technical factors.

Rail Express will be delving into these issues in July.

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News

South Australia

Consortium for Adelaide tram network announced The contracts for the operation of light rail services in Adelaide have been awarded to Torrens Connect.

Announced on March 10, Torrens Connect will operate Adelaide’s tram network from July.

Torrens Connect is a joint venture between Torrens Transit, UGL Rail Services, and John Holland.

The contract for the North South network combines bus and tram services, and according to Clint Feuerherdt, CEO of SeaLink Travel Group – owner of Torrens Transit – the integration will allow for better services.

“Between high frequency services, and integrated bus and tram outcomes, we will open up new destinations on the public transport network for customers,” he said.

According to Feuerherdt, bringing the modes together will allow for innovation in service delivery.

“The new tender has allowed us to bring in our global best practice experience, matched with our local market knowledge and history, to truly create a tailored series of network improvements for Adelaide.”

Partnered in the contract is UGL Rail Services, which in addition to its work in heavy rail and metro services, has contributed to light rail in Hong Kong.

“This contract extends our light rail operations and maintenance capability

The trams will be run by a private operator.

alongside our Adelaide heavy rail presence. We look forward to providing a safe and quality operation for the people of Adelaide,” said UGL managing director, Jason Spears.

For John Holland, the contract is the first multimodal contract in the company’s history, highlighted CEO Joe Barr.

“From operating the country’s first metro train in Sydney, to Canberra’s new light rail, John Holland has a proven record of putting the customer at the centre of everything we do.”

“The South Australian Public Transport Authority (SAPTA) has recognised our commitment to South Australians and we look forward to working with them over the coming

years to deliver improvements across the network,” said John Holland’s executive general manager – rail, Steve Butcher.

The SA government and Torrens Connect will deliver network improvements by the end of 2020.

“In the coming weeks we will be releasing details about the bus service improvements that will benefit South Australians ahead of a consultation period we will undertake,” said SA Transport Minister, Stephan Knoll.

“Now the contracts have been signed, we can begin working with the providers to deliver the best possible bus and tram network for South Australians.”

Girder installations over 70 per cent complete on Flinders Link Project The Flinders Link Project in South Australia has now completed 70 per cent of girder installations, with a total of 14 steel beam bridge girders being installed over the last three months.

A spokesperson from the SA Department of Planning, Transport and Infrastructure (DPTI) said construction works for the new Flinders Station is well underway.

The Australian and SA Governments are jointly funding the $141 million Flinders Link Project to construct a 650-metre extension of the current Tonsley rail line, including an elevated single track over Sturt Road, Laffers Triangle and Main South Road, linking Flinders Medical Centre and Flinders

University to the passenger rail network.

A DPTI spokesperson said the girders form the base of the bridge deck as part of the elevated rail bridge structure and 180 pre-cast concrete deck panels are installed on top of the 20 steel beam bridge girders. Concrete is then poured over the pre-cast concrete deck panels to complete the bridge deck.

Installation of the steel beam bridge girders across and adjacent Sturt Road were recently installed from 21st to 24th February.

Installation of the steel beam bridge girders across Laffer Drive will be occurring this month, whilst the remaining steel beam bridge girders will be installed within the construction areas over the coming weeks.

Following completion of the girder installation, pre-cast concrete deck panels and concrete pours the new railway tracks will be installed directly on top of the concrete deck along the elevated bridge and approaches in the second quarter of 2020.

Gateway South, a joint venture between Fulton Hogan and Laing O’Rourke was awarded the design and construct contract for the Flinders Link Project.

A DPTI spokesperson said there are approximately 88 suppliers and 59 subcontractors working on behalf of the project.

Design of the new Tonsley Station is progressing and the entire project is expected to be completed in the second half of 2020.

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News

ACT

ACT government to fund studies on light rail extensions

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Plans are underway for the light rail network to expand in Canberra.

Prefeasibility studies will be carried out on stages three and four of the Canberra Light Rail project, announced ACT Minister for Transport Chris Steel at the Australasian Railway Association’s Light Rail Conference in Canberra.

“We will examine the future light rail corridor including land use, the route alignment, and the stop options, to inform future government decision making,” said Steel.

The routes that the ACT government will be studying will be stage three, from Belconnen to the airport, and stage four from Woden to Tuggeranong. Stage three would provide an east-west link through Canberra, and stage four is an extension of the current line, which will terminate in Woden once

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stage 2B is complete.

“This funding commitment demonstrates our continued commitment to progress of our mission for a city-wide light rail network connecting Canberra with better public transport,” said Steel.

The announcement of prefeasibility studies follows the process which the ACT government followed for the first two stages of the Canberra Light Rail. Steel noted that alternative proposals for trackless trams or guided buses are an “unproven technology” and that total cost savings of such a system would be minimal or non-existent.

The announcement by Steel follows the wider transport network’s continued success, with the highest number of boardings since

the introduction of the MyWay ticketing system recorded in the week commencing February 17.

“It’s been a huge start to the year for public transport with more Canberrans using buses and light rail to get around the city to work, school and to travel to major events,” said Steel in a statement.

The ACT government attributed growth to the introduction of the light rail route, as well as rapid bus services.

At the ARA Light Rail conference, Steel highlighted that it was time for the federal government to increase support for faster rail between Canberra and Sydney.

“We believe it’s time for the federal government to get on board with faster rail,” he said.

News

New Zealand

$54b will be invested in New Zealand transport The New Zealand government will invest a record $54 billion (AUD$53.5bn) in land transport in the next decades.

The announcement is part of the government’s Draft Government Policy Statement (GPS) 2021. The GPS is how the government guides Waka Kotahi NZ Transport Agency to invest more than $4.5 billion a year raised through the National Land Transport Fund. It guides the agency to allocate funding towards rail and public transport.

Transport Minister Phil Twyford said this transport investment will make a real difference to New Zealand’s economic recovery.

“The Draft GPS 2021 signals that we will make a record investment in transport of $48bn on top of our $6.8bn from the NZ Upgrade Programme, which will help give the transport construction industry certainty during the current global economic headwinds.”

“Given how both rail and coastal shipping help take pressure off our roads and produce less emissions, we are looking to fund both in GPS 2021.”

Twyford said building alternative transport options is key to the government’s goal of net zero emissions by 2050.

The announcement follows the new Hamilton to Auckland passenger train service that has received funding through the NZ Transport Agency for five years.

From August 3 this year, the Te Huia service will consist of two morning trains from Hamilton, with two return evening trains each week day and a single return train on Saturday.

Twyford said the new service is part of a wider government vision to enable development along the HamiltonAuckland growth corridor.

“Our government is already investing $618 million to electrify the rail lines in South Auckland out to Pukekohe and build railway stations in Drury, which will support a whole new future town there,” he said.

The Ministry of Transport also has work underway to investigate options for rapid rail between Hamilton and Auckland.

The federal budget 2019 provided a $1bn

The funding hopes to reduce New Zealand’s carbon emissions.

funding boost to support a long overdue revitalisation of rail and work has already started on the $196m Wellington commuter rail upgrades.

The government is now seeking feedback from local government, the transport sector, community groups and the wider public on the draft GPS 2021.

Engagement on the draft GPS closes 27 April 2020.

KiwiRail grows revenue amid modal shift KiwiRail has increased its revenue for the half year ending on 31 December 2019, despite what group chief executive Greg Miller called a “difficult environment”.

“We are pleased we have held the revenue line in a difficult environment that included an economic downturn in multiple markets, along with natural events that damaged the

Despite a challenging year, KiwiRail had solid revenue growth.

network. Despite these challenges, we saw our import/export business grow by five per cent compared to the previous half year,” said Miller.

The reported revenue for HY20 was NZ$333.6 million ($319.3m), a three per cent improvement for this period.

Miller highlighted that rail in New Zealand, and KiwiRail in particular, was going through changes.

“KiwiRail is in a transitional phase that will allow it to play a critical part in an integrated transport system that will deliver long term benefits for New Zealand,” he said.

New Zealand has made large funding commitments to rail infrastructure in the country, to increase rail’s share of both passenger and freight movements. In February, the government announced over $100m in investment in Northland rail freight, this followed more than $200m in funding for services in Wellington and Auckland.

“This is a watershed year for KiwiRail, as we start the transformation of our business. The Government has made a huge commitment to rail, and the investment that is being made in our network and in our rolling stock will

position us well to meet the current and future demand of our customers,” said Miller.

Additionally, in the last year safety figures also improved, with the lowest number of collisions between vehicles and trains on record.

Work carried out in HY20 included the launch of the design for an intermodal freight hub in Palmerston North, work on double tracking the Hutt Valley Link, the arrival of 450 wagons as part of the rollingstock replacement project, and revitalisation of the Hillside workshops. KiwiRail has adopted the use of building information modelling (BIM) for horizontal construction for the first time, in the construction of the Trentham Underpass.

At the end of HY20, KiwiRail recorded a loss of $33.7m. Freight made up the bulk of the revenue, with $200.4m in revenue, while expenses included salaries and wages, materials and supplies, fuel and traction electricity, and incidents and insurance.

Downturns in volumes were driven by market conditions in forestry and domestic markets, as well as flooding at Rangitata and a landslide causing a line closure at Omoto.

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ISSUE 4 | 2020

W W W. R A I L E X P R E S S . C O M . A U

Diving into rail’s digital future

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The roll-out of digital train control systems in Australia’s largest city - SEE PAGE 31

The potential of digitalisation in rail

Implementing digital train control

Inland Rail opening rail-air intermodal

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Digitalisation & Smart Cities Sydney Trains

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New digital signalling systems will help Sydney Trains meet increased demand.

Digitalisation an enabler for network change Warwick Talbot, acting executive director, future network delivery at Sydney Trains explains how Sydney Trains is rolling out its Digital Systems Program and the key principles driving the project.

As a 40-year plan for NSW’s future, no one could accuse the Future Transport 2056 plan of not being ambitious. As part of a suite of plans, the strategy sets out the vision for how the people of greater Sydney and NSW will get around in the mid 21st century. At the core is the Sydney network, which will be the veins pumping people through the metropolis of three connected cities.

Riding the trains, metros, and light rail services of Sydney in 2056 will be forecasted 12 million residents of NSW, and the roughly 8 million Sydneysiders will be making greater use of the heavy rail network than they do now, with fewer trips made by private car. By 2056, the transport network will need to handle 28 million trips a day. In outlining his vision for the state, NSW Transport Minister Andrew Constance wrote that a key element of the plan is its use of technology.

“It is the first transport plan in Australia to harness technology to improve customer and network outcomes, and it starts with a long-term vision for our communities,” wrote Constance.

Already, the technological building blocks of this new network are being put in place, and while 2056 may seem far away, Sydney Trains has begun implementing the first stages of the Digital Systems Program to enable the city’s over 150 year old train network to meet the

demands of the city as it continues to grow.

The focus of the Digital Systems project is to enable this existing network to meet future demand, described Warwick Talbot, acting executive director, Future Network Delivery at Sydney Trains.

“The key driver is the demand that we forecast on our network and we need to increase capacity.”

Talbot noted that two key components of the network currently limit capacity; the signalling system and train dwell times.

Announced in 2018, the Digital Systems Program links these two components of the network together, along with a host of other improvements that come from moving from an analogue to digital train control system.

The system will upgrade the Sydney Trains suburban network to European Train Control System (ETCS) Level 2, and the regional network to ETCS Level 1. These measures will enable more trains to run more frequently throughout the Sydney network.

“When you digitise and go to a digital signalling system you then allow yourself to be able to regulate trains, so you can speed them up or slow them down as the demand changes throughout the course of the day,” said Talbot.

The Digital Systems Program has three main elements. The first involves the replacement of trackside signalling equipment with in-

cab train control technology. The second is implementing Automatic Train Operation (ATO), which enables faster and more consistent journey times. The third is a digital Traffic Management System for the entire network that can more effectively manage the network.

The ETCS technology is the digital signalling element of the project. Moving from the traditional coloured light signalling system will enable trains to move through the network at more frequent intervals. However, more frequent train services mean that each train must spend less time on the platform.

“If you get a higher throughput of trains, you then need to manage your dwell times at the stations,” said Talbot. “Particularly at the busy ones, you have to look at how to get people on and off the train quickly to shorten the time that the train is actually stationary on the platform.”

With three minutes in-between trains, dwell times will have to be reduced to less than a minute at busy points in the network. Here, the digital systems encounter the human element of rail services, said Talbot.

“There’s a number of different ways that we’ve been exploring the management of dwell time, by having additional people on the platform guiding the customers in the right places to allow people to get on and off faster, announcements, wayfinding, barriers to allow

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Digitalisation & Smart Cities

Sydney Trains has sought advice from other networks across the globe that have implemented the technology.

people to depart the platform easily, blocking off platforms when they get overcrowded to allow people to get off the platform.

We’re experimenting with all forms to try and optimise our ability to manage dwell at busy stations.”

Another factor driving the adoption of digital systems at Sydney Trains is the impetus to make the system safer. Digitalising elements of train control, signalling, and traffic management will allow for the system to respond faster to incidents, and remove some risks of human error.

“The second key driver for the project is the ability to make the system safer,” said Talbot.

“We can have a regulatory system whereby if for any reason a driver is incapacitated or cannot control the train then the train is automatically controlled. That provides a high level of safety for the driver and the passenger as it avoids a collision.”

While implementing a safe, efficient system is the priority, the adoption of digital systems is part of the wider technology-driven modernisation of the Sydney transport network and implementing a digital train control system is one step in that direction.

“Getting us to a digital railway allows us to then start to automate a lot of our previously manual functions,” said Talbot.

While Sydney Trains will not be going the way of Sydney Metro by having a fully driverless, centrally controlled system, the Digital Systems project can become an enabler for a wider variety of digital technologies.

THE IMPLEMENTATION OF THE DIGITAL SYSTEMS PROGRAM In adopting the Digital Systems strategy, Sydney Trains has taken a staged approach. With procurement now underway, the project began

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by consulting widely and learning from other projects around the world that have adopted digital train control systems.

Although the organisation has significant expertise in traditional signalling and train control, Sydney Trains knew that adopting a digital approach to train control would require significant outside knowledge.

“We acknowledged some time ago that we are not experts in this new digital railway and so we went and sought a great lot of expertise from railways that are already deploying or are in the process of deploying ETCS and we learnt a lot about the fact that we needed to take baby steps,” said Talbot.

This learning was applied in Sydney by undertaking a limited roll out. The first segments to have the technology rolled out will be two sections of the Illawarra line, one from Redfern to Bondi Junction, and another from Sutherland to Cronulla. The ETCS technology for each segment will be provided by a separate provider, for a particular reason, said Talbot.

“We looked at the roll out across the whole network and we wanted to try and reduce the time of that so therefore you needed more than one supplier, so if you’re looking at simplicity to gain the knowledge for implementation with two different suppliers then you need to find two discrete areas which they could try.”

There is also a commercial benefit for Sydney Trains by having two suppliers for the ETCS technology, however there will be only one supplier of the traffic management system.

“It gives you the commercial ability to ensure that you get the quality and timely delivery of project because you’ve got competition in there. We chose those two areas because we could make it discrete and we could get two suppliers in there to do the implementation of the ETCS system,” said Talbot.

By having two separate sections of the same line as test sites, the system can also simulate a staggered roll-out of the technology across the wider network.

“As we roll out you’ll always be going from a fitted area to a non-fitted area and vice-versa, so we needed that non fitted area partially because we needed to test our movement of how drivers behave between fitted and nonfitted areas without going into the middle of the city to do that,” said Talbot.

The tiered approach was also driven by the realities of ETCS implementation around the world. As the system is being adopted by multiple train systems at once, this places restrictions on what is possible at one time.

“While there might be eight companies around the world that supply and deliver these systems, they are being installed all over the world. In Europe it’s going gangbusters in installing, New Zealand, Africa, and the UK, around the world it’s being implemented and therefore you have to mindful there’s a limitation on skilled competent resources.”

PRINCIPLES OF THE PROJECT With this local and global contexts, Sydney Trains established a number of principles to drive the Digital Systems Program. One is ‘configure, not customise’.

“Everybody has learnt that overseas and once a system becomes specific, you’re then beholden and it’s a lot more costly to change in

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CREDIT: RAILGALLERY.COM.AU

Sydney Trains

A key principle of the project has been configure, don’t customise.

the future as technology and knowledge changes.”

The next principle was to ensure that the benefits of the system are apparent to customers as soon as possible. Instead of waiting to do one full and comprehensive roll out, segments of the project will come online earlier, enabling benefits to be felt earlier. This principle also drove the implementation of the traffic management system.

“We feel that our existing control system is not fully adaptable as a traffic management system in managing all facets of a railway, such as crewing, PA, communications, signalling, you name it, so having a traffic management system means you can handle incidents and do decision support functions to try and get back into operations from an incident as quickly as possible,” said Talbot.

Finally, from the perspective of Sydney Trains internally, the implementation of digital systems was as much a change to the business as a change to the technology, as Talbot highlighted.

“Because your business is run on the basis of a manual task business with humans carrying out the functions, now you’re moving to a more automated function, and therefore your business needs to throw out its whole rules and start with a new set of rules to be able to manage incidents, operations and maintenance.

“Everybody that we talked to overseas said ‘Pay as much attention to your change to your business as you would do to the implementation of the technologies’. So, we came to this model where to get things to be in harmony you need to make sure you have equal focus on people, technology, and processes.”

WAYS OF WORKING Such an understanding of the way that the Digital Systems Program would upend the nature of the Sydney Trains organisation led to Talbot coming to a realisation.

“We’re not changing the technology to suit the business; we’re changing the business to suit the technology.”

This meant that Sydney Trains went through an extensive identification and impact assessment of the Digital Systems Program on current programs, from asset maintenance to the skills and competencies of staff.

During the adoption phase, which could take up to 10 years, analogue and digital systems will have to operate side by side. This means that the systems and processes that come with digital technology will have to be in sync with current processes.

The work to conduct this change within Sydney Trains has been implemented collaboratively, with Sydney Trains and its implementation partners, including systems integrator Network Rail Consulting and partner organisations Acmena, The Go-Ahead Group, and Ineco. Talbot describes the resulting project team as an “integrated team environment”.

“It’s easier to get around to talk to people and also the working groups are easier to form when we need to have discussions on various topics and on top of that our governance structure that we’ve chosen is collaborative.”

Currently, the team are working towards finalising the procurement phase with the technology suppliers for the first two segments of the roll out.

“We went through a whole range of early contractor involvement and a collaborative tendering process with the shortlisted suppliers and now we’re towards the end of that,” said Talbot. “Final negotiations and contracts will be awarded shortly and then we’ll move into what we’re calling the integrated program design period (IPDP).”

Having the project team and suppliers working together aims to minimise detailed design reworking that needs to be done.

Once the suppliers are chosen, implementation of the system with the first deployments of in-cab signalling and a network-wide traffic management system is scheduled to complete in 2023.

Delivering integrated solutions DCWC is one of Australia’s leading providers of independent end-to-end project services. We have a national footprint, 50+ years’ experience, total independence and design driven thinking.

DCWC’s Infrastructure team is experienced in both consulting and construction with expertise across rail, road, water treatment, dams and marine sectors.

Our operational experience ensures we are responsive and proactive from concept through to delivery.

Through a holistic approach, we will provide valuable advice and assurance to ensure each project reaches its full potential.

Our value lies in our senior personnel’s skills and experience and our team’s ability to consider each project as a whole.

Infrastructure services includes:

Estimating and cost planning

Forensic claim analysis

Risk management and value engineering

Independent certification

Due diligence reporting

Contact: 03 8662 1111 info@dcwc.com.au dcwc.com.au

Digitalisation & Smart Cities Keolis Downer

Innovation in the world’s largest tram network Melbourne’s iconic tram network operates across 250km of double track. Xavier Leal from Keolis Downer shares Yarra Trams’ latest innovation strategy that is digitising the network’s 5,000 daily services.

An E-class tram in shared traffic conditions.

The world’s largest operational tram network has been transporting passengers in Melbourne for over one hundred years. Xavier Leal, manager of innovation and knowledge at Keolis Downer, acknowledges that operations throughout the urban tram network have considerably advanced since the first tram line was pulled by horses in 1884. As the operator of Yarra Trams, Keolis Downer has been investing in its digital strategy to prioritise data collection and improve passenger experience.

Leal has almost fifteen years of experience in strategy and innovation management. Since he joined Yarra Trams in two years ago, he has been driving forward innovations in the business that support enhanced passenger experience, operational effectiveness, and safety in the network.

Before his current role at Keolis Downer, Leal worked in the mobility and transport sectors in Europe. He has led a wide range of international projects that explored digital innovations and defining technology diffusion

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processes. His previous projects include developing innovative information and technology services, including T-TRANS and Collective Intelligence for Public Transport in European Cities (CIPTEC). Leal said Keolis Downer leverages its worldwide operational experience to explore innovations in smart cities through a digital mobility observatory.

Leal highlighted that it is important to note the difference between tram networks in Europe and Melbourne to understand how investment in processes will allow Melbourne to set an international benchmark for light rail infrastructure.

“Melbourne has a unique tram network.

Trams elsewhere don’t have the same challenges that we have here. Not only is it the world’s largest operational tram network with over 250km of track and more than 1,700 stops across the city, but 75 per cent of the network is shared with road vehicles,” Leal said.

This means trams do not have separated corridors on Melbourne roads and operate

amid buses, cars, cyclists, and pedestrians. This brings particular challenges with safety and operational performance, particularly travel times. Melbourne’s tram network could run more efficiently. To enhance network capability, Yarra Trams have used technology to enable faster services.

However, due to the nature of having assets distributed widely across the network, including the vehicles themselves, stations, and other monitoring points, there is the potential for the accumulation of digital data to support the more efficient operation of the network. Yarra Trams has recognised this, and is looking to digital innovation, with a number of projects deployed to target priorities including faster travel times, reduced disruptions, and customer safety. These initiatives include digitising asset management through real time-based platforms, to exploring crowdsourcing of data for safety and unplanned disruption management.

One project that Yarra Trams has trialled is

the on-board collection of image-based data on traffic. In developing the technology, Yarra Trams took a consultative and collaborative approach by incorporating feedback from multiple stakeholders which come into contact with the relatively open network.

The development team looked to how they could incorporate real time data on traffic volumes to maximise operational efficiency and passenger experience. However, solutions were not always going to come from within the organisation, and Yarra Trams looked for partners who could enable this digital data project.

“Effectively engaging with the innovation ecosystem is another critical success factor to maximise digital technologies,” Leal said.

Keolis Downer collaborated with the Australian Integrated Multimodal Ecosystem (AIMES) to procure Toshiba’s traffic sensing technology. Leal said the data collection and analysis system was based on image processing and deep learning technology in a smart transport cloud system. A trial of traffic sensing by on-board unit (OBU) based image processing technology took place in March 2019 with two C2 trams travelling on route 96 from Brunswick East to St Kilda Beach.

Leal said the trial tested the capability of the technology to detect various states of traffic by deploying image processing techniques and transmitting the results to a cloud system.

The OBU could detect traffic in terms of volume, vehicle queues, vulnerable road users, pedestrians and obstacles.

HD cameras captured real time traffic and processed and measured the information as it happened. The information collected from vehicle queue lengths waiting at red signal and pedestrian flow assessed traffic conditions to a degree, while also detecting obstacles and service adjustment.

The OBU system consists of three units, a

Images taken by trams are used to map pedestrians and crowds.

Keolis Downer operates and maintains the largest tram network in the world.

stereo camera, image processing hardware, and a signal divider. The OBU system sends detection results back to a central server.

These results include images that have been tagged with GPS data. The trail enabled Yarra Trams to obtain geographically precise data to illustrate issues in the network in real time, enabling faster responses and comparisons with historical data.

The digital data collected throughout this trial may allow traffic management and operation control staff to instantly evaluate risks as well as predict needed safety measures.

“It was a successful project,” said Leal.

“We assessed the system capabilities to detect traffic volumes, vehicle queue lengths at intersections, pedestrian crowd volume detection and estimation around tram infrastructure. Now we are discussing with Toshiba, government stakeholders, and Melbourne University researchers the next

steps to further evolve the system,” Leal said.

Leal is proud to pioneer the use of digital data to evaluate complex transport networks. He said it’s not uncommon for large networks such as the Melbourne tram network to experience unplanned disruptions, so managing data from Yarra Tram allows a clearer understanding of behaviour of motorists, pedestrians, and other vehicles which the network comes into contact with.

Leal said trams and light rail services are the lifeblood of Melbourne, as they are the primary mode of public transport for inner suburban residents. Globally, more than 200 cities are now recreating, building, or planning tram networks. If the Melbourne network were to be rebuilt today, it would cost more than $20 billion and take several decades to complete.

“It’s important to us to have a holistic approach to our digital strategy, that leverages Keolis’s expertise in mobility and digital technology with a robust data management platform that aligns with the Department of Transport’s systems and tools,” Leal said.

“We are increasingly gaining more data flowing from digital channels. From a passenger experience perspective, it is important for us to integrate reporting capabilities with analysis of inputs coming from diverse channels,” Lead said. He said the company expects these channels to grow and further diversify as new streams of data and incorporated into the network.

“We are committed to keep pushing for further integration of information and data to ensure the right actions are taken to enhance Melbourne’s dynamic network,” he said.

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Digitalisation & Smart Cities Alstom

Operations and control centres can be enhanced with real-time data.

The digital rail revolution As one of the leading providers of digital technology in the digital rail sector, Mark Coxon of Alstom explains what changes rail can expect to see in its digital future.

Since the beginning of the modern era, rail has been closely connected to each major industrial innovation. Initially, in the first industrial revolution, the use of steam to textile mills was almost as iconic as the steam-powered train engine, which became the symbol of increased productivity and modernisation during the 19th century.

In the next era, the adoption of hydrocarbons as a source for fuel also enabled the diesel train, able to haul large loads for transcontinental journeys.

Simultaneously, widespread electrification and the urbanisation of worldwide populations saw the adoption of electric, underground metro services that have kept crowded cities moving. Now, as the information revolution looks to set to be the next defining wave of innovation, train technology is leading the way in innovation.

Alstom is one of the early adopters of the digital wave in rail, and indeed has become one of the drivers. The significance of this shift is not lost on Mark Coxon, managing director of Alstom Australian and New Zealand.

“Digital Railways doesn’t have quite the romantic ring of the great train services of the past – the Orient Express, the Canadian Pacific or the Trans-Siberian. But digital is the next big wave in the railway sector, and train users can look forward to higher service standards, more timely information and even better ticket pricing,” he said.

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The two primary technologies that have come to define digital rail are digital train control and digital signalling. Although there is an array of other technologies, according to Coxon, these tools will have a fundamental impact on the evolution of rail during the current industrial revolution.

“Digital signalling and digital technologies in general will have a huge influence on the evolution of rail services. They are just the latest developments in an industry that has a great track record (pun intended) of technological innovation. From steam to

Upgrading train systems could become like upgrading the operating system on your phone.

diesel to electric power, the railroad’s evolving technologies have unleashed economic potential and social mobility wherever the rails were laid.”

Indeed, the new technologies exist in order to improve the usefulness of rail networks, rather than being a cosmetic add on.

“Today we are entering an age where digitalisation allows operators to have realtime information on train movements and analyse overall performance – ultimately reducing costs by streamlining processes and improving efficiency and reliability,” Coxon said.

UNLOCKING THE URBAN For many cities, including Australia’s urban centres, the efficiencies promised by digital rail could not come soon enough. Traditional signalling systems have reached the end of their useful life, while patronage continues to increase. Additionally, building new rail lines through cities is often not an option, and tunnelling underneath poses significant cost challenges. This has put pressure on existing technology, said Coxon.

“Railways have been part of the urban landscape for so long that networks in many countries have become extremely dense, especially on commuter lines in major cities, making it difficult and costly to implement major upgrading projects. Instead, the kind of improvements in efficiency that digital technology excels at can have massive operational impacts.”

Digital rail can also extend to find connections with other forms of transport, across heavy rail, metro, light rail and also bus and micro-mobility networks. Finding these efficiencies in the digital ecosystem can deliver major benefits to transport and city planners.

“Digital technologies hold out the promise of true transport integration, linking main-line rail services with other urban transportation modes, enhancing efficiency and passenger convenience,” said Coxon. “The introduction of Information and Communications Technologies (ICT), Intelligent Transport Systems and opendata/open-source transport applications are transforming urban transportation, optimising the efficiency of existing and new urban transport systems, at a cost much lower than building new infrastructure from the ground up.”

Within the railways themselves, the enhanced data and feedback gathered by digital sensors form a connected railway that can reduce costs and improve service delivery.

“New transport data collection technologies are also being deployed to provide information about delays, downtime, and predictive maintenance which could lead to huge improvements in service standards, safety, and unlocking the potential of railways. Passengers will also be able to make real-time decisions about their journeys based on the features that matter most to them such as reliability, safety, travel time, and cost,” said Coxon.

In addition, as governments and individuals increasingly identify a project’s sustainability as a key factor, adopting the digitalisation of railways can enable railway operators to reduce energy usage, improving air quality, while also delivering a seamless experience for the commuter.

“Enhanced safety, predictive maintenance,

Advances in digital railway technology have the potential to greatly benefit customers.

and automated driverless operation are all part of rail’s future,” said Coxon.

PUTTING THE PASSENGER FIRST Perhaps an even more fundamental shift will be occurring in the way that passengers interact with transport. Currently divided into discrete journeys often limited by transport mode, a connected digital railway can enable the rise of Mobility as a Service (MaaS). Via data-enabled apps, commuters can move through transit modes made as one seamless trip, with realtime information to smoothen the transition.

“From the passenger’s perspective, access through online apps to real-time information on travel times, potential service interruptions, ticket prices, seating arrangements and even on the least crowded places to wait on a station platform, will enhance convenience and reduce the stress of travel,” said Coxon.

Reducing disruptions also enables transit time to fit into the other rhythms of daily life, with enhanced services available onboard.

“Railways today offer a connected service all along the passenger journey with onboard Wi-Fi for internet and entertainment options. Passengers are able to experience these services using their own mobile devices –laptops, tablets and smartphones,” said Coxon. “This approach to train connectivity can unquestionably deliver a significantly improved passenger experience.”

These developments occur as part of a strategy of putting the individual first, rather than forcing the individual to comply with the requirements of the service.

SEIZING THE DIGITAL FUTURE However, just as digital rail offers solutions, there are challenges too, as

Coxon acknowledges.

“The path to digitalisation will not, of course, be entirely smooth.”

The benefits of digital rail require collaboration and coordination between companies, agencies, and organisations that have up until now existed in their own silos, with limited interaction. In addition, the skills and knowledge that is required to build and run a digital rail system is quite different to those needed in an analogue rail environment, although Coxon notes that these changes could have their own benefits.

“Despite the challenges, the railway sector’s move to digitalisation is clearly unstoppable. Digital technology in the railway sector will see a shift from the traditional emphasis on heavy engineering, to software and data handling skills. In the future, once the hardware is installed, upgrading a signalling system will no longer require hundreds of workers out on the tracks; it might be more like upgrading the software on your phone.”

Getting to this digitally enabled future may require some difficult transitioning, however through collaborating across industry lines, returns can be found.

“Rail operators should take this digitalisation opportunity to integrate different mobility options into their existing offering and consequently focus on value creation through innovation,” said Coxon.

“Without a doubt, it is the quiet efficiency of digital technology that will take rail systems and their passengers into a new age of rail travel that is safer, more convenient and comfortable, more economical, and more climate-friendly.”

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Digitalisation & Smart Cities Thales

Efficiency, safety, and reliability are the key metrics for digital rail systems.

The use of data in digital rail Nuno Guerra, who is leading Thales Australia’s Metro agenda, explains how the implementation of digital rail systems can benefit a network operator.

Australia’s major cities are growing at an exponential rate, and pressure is being placed on infrastructure and transportation services to improve operational efficiencies and the passenger experience. A digital revolution in smart-mobility is already occurring, allowing town planners to manage and capitalise on these pressures. Rail infrastructure will play a central role in this revolution, with disruptive technology enablers such as artificial intelligence (AI), big data analytics, the industrial internet of things (IIoT), and cloud computing driving its transformation.

In Australia, both Sydney and Melbourne are at the forefront of the rail revolution: Sydney announced the North West Metro in 2008 and the new CBD and South East sections of its Light Rail in 2014. Both projects are now complete and open to the public. Similarly, Melbourne has announced its Melbourne Airport Rail Link – a critical connection between Tullamarine Airport, the metro, and regional networks – and the Suburban Rail Loop, both scheduled to begin construction in 2022.

Rail networks are awash with data and, with projects like those we are seeing in Sydney and Melbourne, the potential for utilisation is immense. Though there are many assets that incorporate and utilise digital technologies, only a fraction of this data is captured and analysed to generate actionable insights and improvements for customers and efficiencies for operators. There is potential for operators to boost revenue by as much as 30 per cent by implementing data-driven decision-making capability into their networks.

COMPETITION When comparing the rail sector to the likes of road transportation, there has been

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an explosive growth of ride sharing apps and online booking platforms. The roads sector has successfully leveraged data and used technology to connect directly with the customer and as a result built a competitive edge. The rail sector, by comparison, has not capitalised on data at the same pace. However, the rail industry is at the threshold of a major transformation in this data revolution. The benefits of rail travel to the community are hard to dispute, with each passenger journey made by rail rather than road generating benefits for society of between $3.88 and $10.64 by reducing congestion, accidents, and carbon costs, according to the Value of Rail report produced by Deloitte Access Economics for the Australasian Railway Association.

WHAT ARE THE MAIN DIGITISATION AND SMART-MOBILITY PRIORITIES? The keys to success when it comes to digital revolution and smart-mobility, which are at the forefront of Thales’s development roadmap are safety and security, efficiency, and reliability. These shape our thinking in terms of what we aim to achieve in a smart network and address the five key digitisation priorities that are outlined below.

First and foremost, improvements in safety and security are paramount – Thales’s safety and mission critical systems such as signalling and supervision & control systems are digital and cyber secured by design by default, providing real-time data on congestion, occupancy, and security.

In relation to cyber-security, the digital railway presents a special challenge to traditional security measures due the deployed nature of the assets and their susceptibility to hackers. Thales has tackled

these issues using a two-technology approach –traditional IT network security and ‘edge’ security (referring to devices deployed in the field). Thales Cybersecure

by Design services focus on early threat detection and segmented networks to limit the access of direct connections outside the network. The ‘edge’ devices that make up the IIoT are manufactured under stringent security guidelines to ensure access points are not exploited, and reduce the risk of counterfeits and clones. Through limiting and securing access to these geographically scattered devices, organisations are also able to maintain tighter control and lower device maintenance and update costs. These technologies give operators confidence that their data and operations are safely expandable and secure.

The second priority is reducing maintenance and operational expenditure.

Unplanned shutdowns are a major problem for operators, accounting for hundreds of millions of lost revenue per year. Research has shown that the top cause of unreliability is external problems, followed by signalling and train issues. To counter this challenge, we can tap into existing data sources such as Communications-Based Train Control (CBTC) systems, axle counters and point machines and use big data analytics algorithms to detect abnormal behaviour and predict maintenance requirements. This is the primary function of Thales’ digital TIRIS solution - processing hundreds of terabytes of data to monitor, in real-time, equipment installed on-board trains and along thousands of kilometres of track.

The aim is a zero unplanned maintenance approach and customers have seen maintenance costs reduced by 30 per cent,

Thales’s TIRIS solution has been used on the Sydney Metro.

site visits down by 50 per cent and overall downtime reduced by 40 per cent.

Thirdly, digital systems must help increase capacity. Data on passenger journeys, train occupancy, and platform crowding has enormous potential when taken in isolation, however, when combined and processed using big data analytics and AI, greater potential can be unlocked. The Thales NAIA solution processes passenger data in nearreal time, allowing operators to discover and predict passenger behaviours, detect friction points in traffic flow and adapt staff and train services according to passenger demand. The flow-on benefits to train occupancy and capacity will have a distinct improvement on operational efficiency and customer satisfaction.

Asset availability presents the fourth priority. The ability to manage mobility across an entire city, and ensure availably and reliability of assets to meet passenger and freight demands is a critical challenge.

Network visibility and real-time asset management enables more effective tools to manage this challenge. Multimodal Operation Control Centres (OCCs) provide these tools by tapping into multiple data sources and the industrial internet of things to create an ‘intelligent infrastructure’.

Creating a dynamic visualisation of digitised assets across the network, enhancements to traditional systems such as signalling and interlocking systems will feed into this

framework, exceeding current capabilities to increase frequency of operations and reduce delays.

Finally, digitisation must improve the passenger experience. As evidenced above, these modular digital solutions will combine to benefit the passenger in many ways. Ready access to comprehensive data will enable operators to make informed decisions on operations and maintenance to better manage passenger flow, train occupancy and wait times. Similarly, the passenger will benefit directly by more accurate and real-time information on

congestion and delays. The Thales Central Control System (CCS), recently delivered on the Sydney Metro North West, is already providing this real-time information.

These disruptive technology enablers mean big change for the rail sector in Australia, and a leap forward for the smart-city architecture that is revolutionising our cities. Thales is at the forefront of this digital revolution, combining our global expertise in ground transformation with our data-driven digital service solutions to provide end-toend solutions for our customers.

Thales combines global experience in ground transportation with datadriven digital services.

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Digitalisation & Smart Cities GHD

Digital train control systems are being implemented on a number of railway projects in Australia.

Meeting the demand for safer, more efficient and capable railways While the potential for great advances due to digitalisation is possible, overcoming application and implementation factors involved takes smart engineering.

Although comprising a number of different, discrete technologies, digital train control systems represent one of the most significant changes in 100 years of rail signalling.

Older systems across Australia and New Zealand are undergoing a fundamental and wholescale shift as railway operators strive to maximise performance and capacity.

This presents a tremendous opportunity to improve rail capability and competitiveness across existing networks, extensions and new lines in both metro and mainline applications.

Replacing line-side multi-aspect colour light signalling with Digital Train Control (DTC) systems promises to bring improvements in line capacity, connections, reduce journey times and improve safety and performance, among an array of other benefits.

In Australia, there have been disparate drivers for the adoption of DTC, however increasingly these technologies enable significant innovation, both in freight operations, with Rio Tinto’s fully automated railway, and in passenger services with the fully automated Sydney Metro Northwest.

David Milburn, GHD Global Leader – Digital Train Control explains how transport organisations can maximise value from digital investments regardless of the specific rail technology and the context of its application.

Milburn has decades of experience in leading Train Control and Systems Engineering (SE)

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teams for major programs, and has been successfully applying SE techniques to railway projects since 1996. Milburn has worked on a range of signalling systems and related standards, specialising in transmission-based signalling such as ETCS and CBTC. “We help clients to become informed purchasers. Each technology has distinctive characteristics appropriate to different train control scenarios and our knowledge in both DTC and legacy signalling systems enables us to identity and manage risk in a safety critical environment.”

As an umbrella term, DTC includes systems such as Automatic Train Operation (ATO), Automatic Train Protection (ATP), European Train Control System (ETCS), and Communications Based Train Control (CBTC), among other variants. Each network will ultimately find a solution that fits best with their operation and funding highlighted Milburn.

“We provide agnostic solutions and advice to help clients find what best fits their particular needs and help them to navigate different products and different suppliers to get the most appropriate solutions.

“This involves selecting the right concept for their particular railway, and then providing technical leadership and project engineering to bring that into the physical infrastructure,” said Milburn.

David Milburn has over 25 years of railway engineering experience.

STARTING FROM SAFE While railways have had more than 100 years of history to determine the best practice for traditional lineside signalling, the relatively new status of DTC requires a risk-based approach to safety that works to identify and minimise any potential unplanned events.

“Most operators have spent decades working in a particular manner. The rules have been developed over a long period of time, often as a reaction to incidents and accidents and to accommodate a particular technology. One of the key challenges when you’re introducing new technology, is to identify and manage all the potential risks before day one of operation,” said Milburn.

GHD works with operators and suppliers to develop specifications and standards that can be applied in the implementation of DTC systems in Australia.

“We can work with clients to support them

in developing their concept of operations, how their system is going to work, provide analysis to make sure that they have got the right concept, and develop engineering rules, and operational rules to efficiently and safely manage the system and to meet the operational concept.”

While there will often be local variations in developing standards for train control systems, GHD can draw on its global network, in collaboration with partners, to define and implement DTC systems to meet the needs of a particular application.

Already, 42 cities run 64 fully automated metro lines, with the first mainlinepassenger with ATO over ETCS service on the Thameslink project in London, in March 2018.

In total, there are over 100,000 kilometres of ETCS equipped infrastructure around the world.

Taking lessons from these projects, GHD is advancing its approach to efficiently support the delivery of DTC systems projects in Australia.

To ensure that depth of knowledge can be applied to each project, GHD has worked to build up a talent pool of those who have hands-on knowledge of application and integration issues in other contexts where DTC has already been applied.

“Even when the technology is successfully deployed, in some cases it can’t actually be fully implemented because the railway administration hasn’t completed the necessary organisational and business change, or the training and competence of people,” said Milburn.

GLOBAL EXPERIENCE – LOCAL EXPERTISE Understanding both the human and technological side of DTC systems has led to recognition that having the right expertise is key to driving successful and transformational DTC systems. This is what GHD is providing in Australia, whether playing the role of an independent certifier, as GHD did in the Sydney Metro Northwest project, project management, business case development, or systems integration.

“The first part of that is creating a pool of resource and pool of expertise,” said Milburn. “A lot of clients are encountering this technology for the first time. They are working on projects without the comfort of having first hand previous experience but we are building a team of people who have successfully deployed these very specialist technologies.”

While train operators may have a wealth of expertise in traditional signalling technologies, DTC systems require a new set of competencies, both during installation and operational phases.

There is an acute skills shortage in Australia when it comes to DTC. GHD has been working to develop a local knowledge base and provide the necessary upskilling and support to signalling engineers in Australia. Where appropriate, GHD has recruited engineers with a proven track record on successfully completed overseas projects.

“We’re working hard to establish a training facility for digital train technologies, both for generic approaches and principles as well as more detailed competencies, and courses for maintenance and design.

“At the moment, there’s a huge gap between

the number of projects and the resources required in Australia,” said Milburn.

AVOIDING THE MISTAKES OF THE PAST With a number of DTC systems already in operation, each with their subtle different operational methodologies, and a number of projects in their early stages, the value of standardisation cannot be understated. This is vital to ensure that Australia does not repeat the mistakes made in the last century by having approaches unique to each state or operator.

Already, Milburn is seeing Australia head in this direction.

“We’ve seen a number of instances in Australia, where organisations have taken offthe-shelf ETCS technology, and then worked with the supplier to add additional functionality important to their respective needs,” said Milburn.

“For example, the introduction of ATO over ETCS, with the introduction of satellite positioning. These are all functions outside of the European standards at the moment but it would be hugely beneficial for the industry to work together to avoid significant and costly problems in the future”.

The establishment of ETCS was aimed at overcoming these issues in Europe, where, for example, trains on the Paris – Brussels – Cologne line traversed seven different train control systems, from more than 20 train control systems in the EU. “Australia now has the opportunity to standardise so that you have common competencies across state and organisational boundaries.”

There are various stages of automation in digital train control.

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Standards GS1

Let’s get moving 2019 was the year to get on board with Project i-TRACE. Bonnie Ryan from GS1 Australia highlights the importance of standardising the capture of data and is calling on the rail industry to get moving on digitalisation.

The Australian rail industry is preparing to digitalise the management of rail assets for increased efficiency around the network and to move more customers and freight in cities that are becoming more congested.

Bonnie Ryan, director of freight, logistics, and industrial sectors at GS1 Australia said the entire transport sector acknowledges that a critical focus should be on data regulation.

Rail operators and suppliers are increasingly appreciating the benefits that digitalisation brings and understanding the dangers of ignoring its possibilities.

GS1 barcode numbers issued by an authorised GS1 organisation are unique, accurate, and based on current global standards.

GS1 Australia works with key stakeholders in the Rail industry in order to improve supply chain management and the use of standards and processes both locally and globally.

Through an industry-wide initiative pioneered

by GS1 Australia and the Australasian Railway Association, Project i-TRACE is enhancing the digitalisation of operational processes.

THE YEAR TO GET MOVING 2019 was regarded as the year of implementation for Project i-TRACE. The traceability initiative firstly involves standardising the capture of data relating to all assets and materials in the rail industry, and by doing so, ensures a critical foundation upon which the rail industry can build

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its digital capabilities.

“Last year it was time to get on board, now we need to get moving,” Ryan said. Despite current restrictions and challenges in the current economic market, she said the industry is still active and bringing its business needs to the forefront of discussions. The ARA Project i-TRACE rail industry group is aiming to improve supply chain efficiency and visibility of operations by developing and adopting GS1 global standards. Ryan said the industry group is collaborating to determine how businesses can best navigate through the current climate and what further engagement and support is needed to help the rail suppliers adopt data capture technologies.

Communication is key, according to Ryan, in spreading the message that technologies including barcoding and RFID tagging will be fundamental components to a more efficient business and industry. The Project i-TRACE industry working group are further discussing how the industry is progressing with implementation. Ryan said measuring progress is underway. Operators will be surveying their suppliers in an effort to see where they are at with Project i-TRACE implementations. There is a need to instil a sense of urgency to action GS1 standards.

INDUSTRY ADOPTION Project i-TRACE has at its core a focus on traceability. Ryan said i-TRACE will be

implemented as an enabler for systems and is a very important part of the future of the rail business.

The Australian Transport and Infrastructure Council has affirmed the critical role the freight sector plays in providing essential supplies and services. Rail freight services stretch across state borders, servicing finely tuned supply chains across the nation and are the gateway to global markets. Ryan said it’s more critical than ever to review efficient supply chain management.

Ryan said for the rail, freight and logistics industry it has been business as usual, however unprecedented demand and restrictions to regular operations has allowed open-minded thinking towards better risk management and safety procedures. She said from conversations with executives in the rail sector, more companies are open to talking about technology initiatives that will help deliver business objectives in the long-term.

“We are engaged with all of Australia’s major rail operators. They all have representatives that sit on the Project i-TRACE industry work group and they’re all very committed to better control their assets, reduce costs and enhance productivity,” Ryan said. Major operators have different work to do than suppliers, as organising their systems to accept new data that they haven’t had before can be a challenge.

Ryan said that operators can learn from one another to see the benefit of enhanced digital

Including standard barcodes now will improve future projects.

capabilities, but they’re all at different stages and have internal processes and data systems to review first.

V/Line was one of the first to adopt and implement i-TRACE in its supply chain processes to help achieve improved productivity outcomes.

“V/Line was early to adopt GS1 standards and continue to see success, however I’m proud to say that all major operators also have their own plans and projects after rapid adoption last year,” Ryan said.

WHAT STAGE IS THE RAIL INDUSTRY AT? Ryan said the rail industry can learn from other sectors such as the retail and food industry, who are charging ahead with industry-wide standards, guidelines and solutions.

“Rail is different because movement of fast-consumer goods doesn’t apply. However, you don’t see pens and paper in major food retailers’ supply chains. Rail needs to build on its digital capabilities,” Ryan said.

With significant rail infrastructure investments earmarked for a range of projects across the country, embedding i-TRACE in the early construction phases in these projects is critical to delivering cost benefits over the life cycle of the asset, and avoiding the need to

retrofit digital capabilities at a later stage.

BUILDING RAIL’S INDUSTRY CAPABILITIES Ryan said rail is adopting technology including machine learning, artificial intelligence, and autonomous trains. She said the backend systems and data management needs to be as impressive as railway innovation.

Australasian rail industry manufacturers, suppliers and service providers want to see investments in infrastructure innovation and that will

improve the efficiency of the wider network.

Ryan said in order to deliver front-end innovation, having a good digital grounding will be critical to effectively exploiting these capabilities.

“The rail sector knows the importance of digital capabilities, and that’s why operators and suppliers are engaged in i-TRACE,” Ryan said.

She understands due to the scale of operations in the rail sector, the process of implementing global standards is a progressive working task.

“There will be a tipping point in a few years. i-TRACE will no longer be a project but will be business as usual,” Ryan said.

A critical steppingstone to build on rail’s digital capabilities will be building an appropriate digital framework.

Ryan adds not all data is equal, people can be sceptical about where it comes from and if it’s accurate so the only way to trust data is to have good governance and a framework so that you can measure data quality. The accuracy and validity of the data plays a crucial role in furthering downstream technological innovation.

“Having good governance, framework and set of standards in which to apply and adhere to gives the industry the platform to achieve success,” Ryan said.

Right now, Ryan is encouraging operators and suppliers to identify materials, register with GS1 and put the unique GS1 compliant codes on materials and products.

“That is essentially the first step, to begin the alignment of data,” Ryan said.

Ryan is proud to see rail working towards end to end traceability. i-TRACE benefits include improved maintenance and repair operations, reducing costs by automating operational procedures and improving traceability which is fundamental for through life support operations.

Rail suppliers are looking to standardise their labels.

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Major Projects Pacific National

Rail showcasing what’s possible in regional Australia Smart thinking between Pacific National and Wagner Corporation highlights the many possibilities of rail freight.

The benefits of Inland Rail will be spread across communities.

News broke in early March that two powerhouses of regional transport and logistics were coming together for potentially Australia’s only rail-air intermodal terminal.

Pacific National and Wagner Corporation are now deep into discussions for a major logistics hub at Wellcamp Business Park, just outside of Toowoomba.

The two companies are looking to build a 250ha logistics hub at the site next to the Toowoomba Wellcamp Airport, said Pacific National CEO, Dean Dalla Valle.

“The proposed 250-hectare Wellcamp Logistics Hub also has frontage to the future Melbourne to Brisbane Inland Rail project, allowing extensive future intermodal operations for freight to be transferred between trains, planes and trucks,” he said.

The future Wellcamp Logistics Hub would include 2.7 kilometres of frontage to the rail corridor, allowing for 1,800m long freight trains to operate.

Daily cargo jet flights operate from a fully

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licensed and bonded international air cargo terminal next door, and the site has the potential to process up to 350,000 shipping containers by 2030, and up to half a million by 2040. The airport in question, the Toowoomba Wellcamp Airport, is owned by the Wagner Corporation, and is an example of how that company has pedigree when it comes to innovative investing in regional logistics.

The family-owned property and infrastructure developer was behind the first, privately funded major airport, built on an old quarry site owned by the Wagner family.

Today, the airport connects Toowoomba and the surrounding Darling Downs region not only to domestic jet services, but also direct freight connections to Hong Kong with weekly flights operated by Cathay Pacific Cargo.

Building and operating an intermodal terminal next door, at the connected Wellcamp Business Park, allows for rail freight services along in the Inland Rail corridor to connect to global freight and logistics supply chains.

While such a connection between rail and freight would be new for Australia, it has been successfully adopted elsewhere. In Germany, the Leipzig-Halle airport forms logistics company DHL’s European hub, with plans for a network of high-speed rail spanning from the airport.

Despite being the 11th largest airport in Germany for passengers, the regional airport is the second largest in the country in terms of freight, and the 5th busiest in Europe.

Similarly, at the Paris Charles de Gaulle airport in France, two air-rail cargo interchanges allow for air cargo to be seamlessly transported from air to a highspeed rail network connecting France, Belgium, and the UK. Although both these projects have had a focus on moving mail and parcels, rather than bulk cargos, there is potential for rail to air freight playing a role in the movement of food and produce. Here, the Darling Downs can play its part as the food bowl of SouthEast Queensland, and a producer of foodstuffs

Pacific National is in discussion with Wagner Corporation for an intermodal hub next to Wellcamp airport.

improve supply chains, but lead to community benefits, highlighted Dalla Valle.

“Integrated with Inland Rail, a future Wellcamp Logistics Hub would help reduce road accidents and fatalities, traffic congestion, vehicle emissions, and road ‘wear and tear’,” he said.

“Picture this – at a minimum, a 1,800-metrelong freight train hauling shipping containers is equivalent to removing 140 B-double return truck trips from our roads.”

Freight rail delivering community benefits The Wellcamp Logistics Hub announcement is tangible evidence of the $13.3 billion in benefits that a new report estimates that Inland Rail will bring to regional communities along the alignment.

Prepared by consultancy EY on behalf of the Department of Infrastructure, Transport, Regional Development and Communications, the report identified the key role that intermodal hubs would play in Inland Rail’s delivery of billions of dollars of economic benefit back to regional communities over the next 50 years.

The report found two key growth pathways as a result of Inland Rail, Supply Chain Efficiencies and Value Chain Growth.

Prepared in 2019, the report accurately predicted the kinds of outcomes that the Wellcamp Business Park could deliver.

“Inland Rail may lead to a reorganisation of supply chains and fundamentally change how freight is moved in Australia,” write the authors of the report.

The findings, spread across the four regions of South-East Queensland, northern NSW, southern NSW and Victoria, point to how greater connectivity can benefit regional communities, said Deputy Prime Minister and Minister for Infrastructure, Transport and Regional Development Michael McCormack.

“Inland Rail gives these communities new ways to grow and rebuild with better

connections to interstate and international markets, new jobs and a stronger case for attracting public and private investment.”

Fullerton reiterated the importance of rail in exporting Australia’s commodities.

“Without freight trains, bulk exports like grain, meat, fresh and dry produce, cotton and coal cannot be efficiently hauled to ports, the gateways to global markets.”

While the Inland Rail project itself may be focused on ensuring that the rail corridor is built, to access the benefits of such a major infrastructure project, the links between Inland Rail and the communities it serves will be essential. Demonstrating this, the EY report found that in each of the regions studied, intermodal terminals opening from 0-10 years after the completion of the Inland Rail project will be part of the first wave of investment.

As nodes within the network, Fullerton highlighted the role that intermodal hubs will play.

“Intermodal freight hubs drive increased investment, growth and more jobs across regional Australia the added safety and environmental benefits of shifting more freight volumes from trucks to trains.”

These are then expected to lead to the development of industry hubs, which take advantage of the supply chain efficiencies offered by Inland Rail and congregate complementary businesses. In the case of the Darling Downs and South East Queensland, this could see grain and cotton being transported to the Wellcamp Logistics Hub, manufactured at the Wellcamp Business Park and then shipped by rail to other locations in Australia or via air to the globe.

As a comparative example, EY looked to the Santa Teresa Intermodal Facility in New Mexico, as an example of how an intermodal terminal can lead to the aggregation of businesses, not only in the transport and logistics sectors, but manufacturing and professional services.

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intended for export to growing markets in Hong Kong and Asia. As Australian Rail Track Corporation (ARTC) CEO John Fullerton outlined, locating intermodal freight and expert facilities close to where the food is being produced, allows for value adding in terms of advanced processing and packaging occurring locally, ensuring these benefits remain in the community.

“Inland Rail is a once in a lifetime project which will better link regional businesses to our fast-growing capital cities, farmers and producers to national and global markets, generate new opportunities for industries and regions and reduce large truck congestion on our roads.”

Inland rail leads to spark The initial idea for the project came from another transformative Pacific National intermodal terminal, 800 kilometres south. The idea of being the private developer behind an intermodal terminal came to John Wagner, non-executive chairman of the Wagner Corporation, when he saw what other projects were underway in Parkes.

“When Wagner Corporation attended the October 2019 opening of Pacific National’s logistics terminal in Parkes – also located on the Inland Rail alignment – it gave us an exciting picture of what could be achieved with future rail freight services at Wellcamp,” he said.

The potential for rail to improve communities was also highlighted by Fullerton.

“The growth opportunities are endless, with Inland Rail unlocking job security potential not seen in decades through strategic industry investment.”

Partly due to the region’s topography, Toowoomba and the Darling Downs region had lacked interstate rail freight connections and was thus unable to access the benefits of rail transportation. Not only will the future hub

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Light Rail

Making light rail work

A key advantage of the Canberra Light Rail was the focus on good design.

For successful rail transport projects, looking back on a project once it is complete can reveal insights into a project that were not apparent in the busy construction phase.

For the Canberra Light Rail project this was no different, as chief projects officer of Major Transport Canberra, Duncan Edghill, highlighted in a recent speech to delegates at the Australasian Railway Association (ARA) Light Rail 2020 conference.

With stage one being the largest infrastructure project ever undertaken by the ACT government, the light rail generated an intense community discussion throughout planning and construction phases, however now in operation, the city has taken to the service with gusto. With a year now under its belt, the initial case for the project has not only been met, but exceeded.

“As an example, in the first three weeks of 2020 versus the same period in 2019 there was an increase of over 10 per cent of public transport journeys taken across the ACT,” said Edghill.

“It’s quite a step change.”

Prior to the project, Canberra was only served by a bus network, even though trams were

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At the ARA’s Light Rail 2020 conference, chief projects officer of Major Projects Canberra Duncan Edghill outlined how the Canberra Light Rail has become part of the fabric of the city.

included in Walter Burley and Marion Mahoney Griffin’s plan for Canberra. Such a change in transport infrastructure meant that the project was focused upon by the local community and businesses, meaning that every decision of the project team was on full display. In addition, the project ran along a major road artery, leading it to intersect with many residents’ lives before operations began.

“When you’re building light rail and it’s spread out over many kilometres, everyone can see what you’re doing,” said Edghill. “As we move into future stages, we will need to give consideration to issues like, ‘How will this shade cloth that we’re putting up now look in two years?’ and how do we pay attention to things like controlling weeds?”

On a commercial side, with further stages planned for the future, being delivered as a public-private partnership meant that the eyes of the infrastructure business community were also on the strip of Northborne Avenue which the light rail would run down.

“The overall commercial focus was really a genuine desire to treat the project as a partnership and to be seen as a commercial and pragmatic partner,” said Edghill. “We want

Canberra to be the sort of place where you can come and do business with confidence and with a reasonable partner.

“Of course, in pretty much all big projects claims arise, but a real positive for both sides here was when we get to operations we cleared the deck of any outstanding commercial matters. Given the complexities of starting a light rail system for the first time it was really important that we focus on the important thing, which is getting the operations right rather than dealing with commercial issues [after the project opened].”

Another decision made at the beginning of the project came from the political side, but was instrumental in ensuring the project’s future success, said Edghill.

“The ACT government had resolved signal priorities for the light rail vehicles (LRVs) on an intersection basis. That was a decision that was taken in cabinet because it was a policy decision at the outset to provide LRVs with high levels of priority at intersections.”

Combined, these decisions led to a system that, now into its second year of operating, has surpassed initial hopes.

“Business case expectations have been exceeded across the public transport network system as a whole,” said Edghill. “It’s proof that, when it’s well thought through and wellintegrated into the broader public transport network, light rail works.”

PROJECT INTEGRATION KEY TO LIGHT RAIL SUCCESS When designing and building the light rail Stage 1, the delivery partners were also able to consider the wider impact that the project would have, and how to integrate these for the best outcome for the city as a whole.

“In Canberra’s case, the introduction of light rail actually led us to revisit the fundamental principles underpinning the entirety of the rest of the transport network,” said Edghill. “Before light rail we had a bus network where mode share is less than what we’ve targeted – long circuitous bus routes, sub optimal network frequency, a few very high capacities frequent routes and then a school bus system.”

In line with the opening of the light rail line from Gungahlin in the city’s north to the city centre, Transport Canberra redesigned the bus network to have higher frequency services on

DESIGN DRIVING OUTCOMES Having weathered the impact of construction, businesses are now embracing the light rail, said Edghill. Although not a scientific study of impacts, Edghill recounted examples of tea towels, paintings, and coasters now with the light rail imprinted upon them. For those that worked on the project, these are examples of where the project has gone beyond what could be quantified in the business case.

“People ask what makes me most proud to be involved in Light Rail stage one project? Is it the patronage, which is going gangbusters, the corridor development we’re seeing, is it delivering it on time and under budget? What is it that gives me the greatest satisfaction? All of these things are important of course but I think what actually struck me most is the fact that light rail has already become a shorthand for Canberra.”

Edghill puts this down to the nature of the project and its commitment to good design.

“The canopies are distinct to Canberra, the artwork is bespoke at each stop, the colour palette subtly speaks to Canberra institutions,

the LRV seat livery was designed by a local Indigenous artist, the dynamic lighting allows us to change the lighting to different colours in response to local events, and there’s a high quality of workmanship.”

While these features could be seen as optional extras, Edghill counselled that the design elements are what defines a light rail project well after construction has ended.

“We all avoided the temptation to engineer out the project’s design qualities and I think that’s a very important lesson,” he said.

“These projects obviously represent a very significant investment, and long after people stop thinking about the cost we’ll be thinking about the system and ultimately smart architectural design is a small part of the overall investment.”

In the end, Edghill says, the light rail project is not just about mobility.

“One of the most important things that we tried to keep in mind when embarking on the light rail project was recognising that it’s not only a transport project. Yes, light rail moves

people from A to B and that’s undoubtedly of great importance, but just as importantly it shapes how our city looks and shapes the development of the light rail corridor.

“No matter how successful patronage will be, there will always be more people looking at the system than using it. For that reason, the final design of the system is something that is particularly relevant.”

These design elements will be continued as the ACT government looks to the next stages of the light rail project. As Stage 2A progresses to the waterfront, stage 2B then continues to Woden, and with plans for further extensions on the East-West spine of the city, ensuring that the light rail project remains integrated, and well-designed will be key.

“Light rail is really about servicing the future development of the Acton waterfront and convention centre and other things that will come to the centre of Canberra in time,” said Edghill.

“The project is as much about urban regeneration as it is around transport.”

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key corridors. Edghill noted however that the process will never be without its critics.

“There are some key lessons to draw from this process; you can’t begin consultation early enough, you’re not going to please everyone, and you will have to make some tough decisions. There will be those who in time benefit from the system, but they’re not the ones who are going to be writing letters to the editor now.”

With an entirely redesigned bus network, comparing a before and after is not like for like, but Edghill is confident that the changes have had a positive impact.

“What we have seen, on an aggregate level, is public transport has risen across the network. We introduced six new high frequency bus routes at the same time light rail was introduced and the high-speed bus network has proven to be really popular.”

Outside of the transport network, the impact of a light rail project on the businesses along the route has been a key concern for other projects. In Canberra this was no different, and the light rail work coincided with a number of developments along Northbourne Avenue, causing disruption to nearby business owners.

“When you’re living in project world, it’s really easy to focus on your own project, but from the perspective of a business owner or a shop owner they don’t’ distinguish between your project and another project,” said Edghill.

“At Gungahlin the light rail project coincided with a number of other construction projects.”

Light rail has become part of the identity of Canberra.

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Policy & Advocacy

Growing a nation-building industry Fourteen days into her tenure as CEO of the ARA, Rail Express sat down with Caroline Wilkie for an exclusive interview – her first major interview since taking over from incoming chairman, Danny Broad.

In her opening address to the Australasian Railway Association’s (ARA) Light Rail 2020 conference, the new CEO of the ARA, Caroline Wilkie highlighted that the next 10 to 15 years would see the opening up of major opportunities across the rail sector.

In almost each major city in Australia, a new rail project will begin operating in this period. In Canberra, stage 2A of the light rail project is scheduled to open as early as 2023. In Melbourne, the Melbourne Metro tunnel is looking at completion in 2025. In Perth, the Metronet project’s components will start to come online from 2021. In Queensland, Cross River Rail is due to be completed in 2024, while on the Gold Coast, stage 3A of the Light Rail project could be up and running by 2023. Finally, in Sydney the next stage of the Sydney Metro is scheduled for opening in 2024.

While there will be many opportunities for ribbon cutting at each of these projects’ opening days, it will be ensuring that the continued benefit of each rail project extends from the construction into the operational phase that animates Wilkie as she makes her mark on the industry.

“Now is a good time to talk about what role rail will have into the future.”

Wilkie, who was for nine years the CEO of the Australian Airports Association (AAA), highlighted that she would be taking a collaborative approach to communicating these benefits and looking for future opportunities.

“If I’ve got to a media release or I’m banging on the door of a minister’s office, I certainly feel like I’ve not done the right thing,” said Wilkie.

To successfully advocate for an industry sector as the head of its representative association, Wilkie nominates three essential ingredients. Number one being research.

“Define the issue. A clear policy proposal backed by research should be the basis of your advocacy. If you can’t present the facts in a coherent narrative you’re not going to get very far.”

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The next step, highlighted Wilkie, was having a cohesive voice as an industry.

“The second thing is then having all the partners and stakeholders on board. There’s no point us advocating for an outcome on behalf of a third party if that third party isn’t saying the same thing,” said Wilkie.

This also extends to ensuring that the government department that she is working with is onboard to convince the key decision-maker.

“If you can’t get the department on your side – both at a state and federal level – they’re not going to write a favourable brief up to the minister,” said Wilkie, who has been closely involved with federal Minister

Wilkie has signalled she will take a collaborative approach to advocacy.

for Infrastructure, Transport and Regional Development and Deputy Prime Minister Michael McCormack’s office during her time at the AAA. “The minister is going to have a million and one things on his plate and if I’m coming in and saying one thing and the department is saying something opposite, we’re not going to get anywhere.”

The final element is understanding but not playing the politics, said Wilkie.

“Playing a straight bat is really important.

I know that there’s government and there’s opposition, but at the AAA I always made sure that we briefed both, to make sure that everyone is aware of our views. That has

been the ARA’s history as well, and I intend to maintain that bi-partisan approach.

“I will never attack the government in the media, it’s making sure that those in the departments that we talk to, state or federal level, and the ministers, state or federal, know that we’re positive partners and that we really want to engage with them in a constructive fashion.”

EXPERIENCE IN MAKING THINGS HAPPEN In her nine years at the AAA, Wilkie oversaw a number of initiatives, but in 2019 her efforts paid off in the form of an unprecedented $100 million fund for regional airports. The products of two years of lobbying, the funding vindicated Wilkie’s collaborative approach to advocacy.

“When we started the campaign, we knew it would take two years and we were right it took two years. We knew we were not going to get this budget cycle, but we could catch the next one if we do the right meetings, get the right messages out there, and generate the right noise and buzz.”

The effort was in the context of

infrastructure being devolved to local councils, who were unable to pay for the upkeep of expensive and underutilised assets. Wilkie recalled that essential to the campaign’s ultimate success was the range of voices engaged in the campaign.

“One of the greatest things we did was actually getting our members to be advocates for us, talking to their local member about why it was important and getting that local member to talk to the Deputy Prime Minister.”

The program’s ultimate success drew on these insights while also being realistic about what could be achieved within that timeframe.

“Too often you see some people saying, ‘We want this and that.’ But to be successful, you need to understand to the perspective of the Government of the day and the circumstances in which it is operating. You need to be collegiate in understanding the department’s mandate and its context, ” said Wilkie. “For example, there’s no point going to the Commonwealth this year and asking for additional expenditure, because we’re in a difficult period with the bushfires and coronavirus, so we’re planning conversations for next year.”

However, Wilkie’s experience at the AAA also highlighted that just as much as getting government to fund something or take an action, effective industry leadership can be just as much about ensuring a change does not happen.

In 2012, a proposal was put forward for airports to cover the cost of the presence of Australian Federal Police (AFP) at the facilities.

“It was a classic case of lobbying against a bad policy,” said Wilkie. “Sometimes the greatest achievement is making something not happen.”

Framing the issue as one of national security, and therefore the responsibility of the federal government, and getting other stakeholders on board, was to ensure this extra cost was not imposed on airports.

“I think the greatest traction we got in that campaign was arguing that if you want to charge us for that, we want KPIs, we want to have a say over the resourcing,” said Wilkie. “If we’re paying for it, then we want a say and you can well imagine the AFP saying ‘Absolutely not, this is a national security issue.’ This, of course, was our whole argument in the first place. We were able to get a lot of people in the community on board for this particular campaign.”

In other areas, Wilkie has found the value of research in effecting change. In late 2019, the Productivity Commission finalised a

Caroline Wilkie, ARA CEO.

report into the airport sector, which found that the current regulation of the sector was fit-for-purpose.

“We were engaging with the Productivity Commission on the facts because we took the view that as they are the greatest economic minds in the country, they will consider the case on its economic merits.

That was probably the best example in my time at the AAA of fact-based research and making sure that you got all your members to really be focused on that fact-based research.”

Wilkie sees reports such as the Value of Rail report, prepared for the ARA by Deloitte Access Economics as forming this evidence base for government decision-making, and is something that Wilkie will be looking to update further.

CONTRIBUTING TO THE GREATER GOOD With these experiences under her belt, Wilkie is aware of the differences between the airport and rail sector, one that she describes as “issues rich”.

“After my first 14 days it’s pretty clear to me that there are distinct groups in the membership, and they each have their distinct issues. I think we can clearly advocate for each of the sectors’ needs without conflicting with someone else.”

Rather than seeing these different sectors as competing Wilkie highlighted that in coming together, the sectors can improve outcomes for the industry as a whole.

“With any membership organisation you go on the principle of ‘do no harm’, as in with any policy I don’t want to advance one member at the expense of another member.

More broadly you want to do what’s best for

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Policy & Advocacy

on, is about workforce development and skills development. I think that promoting rail employment as something that’s not old fashioned, but modern and dynamic is important. The many environmental benefits of our industry lends itself to being promoted as a green alternative to enriching life. That modern perception will actually greatly impact making it an employer of choice and making younger people decide to work in rail.”

In these areas, Wilkie has been doing her own, firsthand research.

“I grew up in the Hills district in Sydney and now we have the North West Metro.

Over Christmas I took my son on it, just to go and ride it, because it was extraordinary.

Having grown up in Castle Hill, the best you could hope for was an occasional bus down to Parramatta. So for kids, the new Metro has opened up travel, and allowed people to engage with the city. With developments like that you’re seeing people have a legitimate choice and that’s the difference.”

As Wilkie moves into the role of CEO, Danny Broad will be chair of the ARA.

the industry as a whole.”

Apart from her experience heading the AAA, Wilkie has a deep knowledge of the role of industry associations and peak organisations from prior roles at the Tourism and Transport Forum and the Financial Planning Association.

“I love working in industry associations.

I enjoy the variety of the role as CEO and I love the advocating for the greater good,” she said.

“For all the work that I did at the AAA the thing that brought me the greatest joy was doing anything that helped people in regional communities, hence why I always say that getting that funding for regional communities is our proudest professional moment. It was a gut-wrenching decision to decide to leave but I had always looked very warmly on the ARA, I knew Danny Broad previously. I am excited about rail and I like the fact that it’s a nation-building industry. It still has that connection with the regions, and it’s obviously got a really exciting trajectory.”

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Less than a month into the job, Wilkie is already looking at where rail can have a greater presence in the national conversation.

“We’re looking at doing refresh on some of our statistics; what is the value of rail and why is it important, particularly after the summer bushfires the issues of climate change and emissions are very much front and centre in the policy debate.”

As Europe increases its spending on rail to reduce the carbon footprint of mobility, Wilkie sees the ARA as having a role to play in setting the agenda for a decarbonised economy.

“That’s an area where rail has an amazing story to tell about what it can do, not only in metro areas in terms of increasing use of passenger transport, but even in regional areas, and particularly in terms of freight.”

In other areas, Wilkie is hoping to continue the work already being done by the ARA. “The other area that’s a big focus for the ARA and which I will take the mantle up

NEXT STEPS Wilkie, who describes herself as “conservative” in her approach to association budgeting, stresses that the current ARA team and structure is key to the ongoing success of the association.

“Listening is going to be key in this period and then we’ll go to the ARA Board with a rough plan of how we can service the needs of the distinct groups within the rail industry.

Then can we ask for each of these issues what do we need to do? Do we start from basics, is it a research project, do we need to do a submission to government?”

More broadly, Wilkie notes that the role of the industry association is to find areas that can benefit the sector as a whole.

“I think for a body like the ARA, it’s not necessarily about advocating for build more, I see a role for us in trying to move the industry to do better and more with what we have. So, what are the vagaries of the national system that aren’t working for us as an industry, and where can we see productivity improvements? It’s not particularly sexy. I don’t know that anyone can cut a ribbon around it, but when you look at the productivity for the sector, that’s where we as the ARA can actually add the greatest value.

“That really comes back to what the role of the association is about, bringing together the voices of the sector, and putting their issues front and centre with the decision makers.

“As a collective voice, we can achieve things for industry.”

Safety & Assurance RISSB

The industry SPAD Group: Tackling a perennial issue through engagement and innovation RISSB is coordinating the industry-driven SPAD Working Group.

Data from the Office of the National Rail Safety Regulator (ONRSR) shows that in the 12 months from March 2019 to February 2020, there were over 1,200 reported signals passed at danger (SPADs), more than 500 of which involved the limit of authority being missed by train crew. While there has been a reduction in the number of technical SPADs reported when compared to the previous 12-month period, the number of human factor SPADs reported has seen little improvement.

Given the substantial safety risks presented

by SPAD incidents, the rail industry has created a SPAD Working Group. Originally established under the Australasian Railway Association (ARA) and led by Todd Bentley from Metro Trains Melbourne, the SPAD Group created a forum for rail managers, professionals to talk and share ideas. It initiated research projects to draw insights into this perennial issue and created an Australasian SPAD categorisation for reporting SPAD occurrences.

RISSB continues to co-ordinate this group, now led by Craig Dance from V/Line and industry representation is wider than ever, including members from New Zealand, covering heavy and light rail, freight and passenger operations.

The SPAD Group has instigated a number of research projects, led by associate professor Anjum Naweed from CQUniversity, many of which have been finalised with rich, practical industry outcomes.

Current projects include: Training the train controller – It may seem counterintuitive, but controllers and signallers can inadvertently influence and even increase the likelihood of a SPAD. This project involves 10 rail organisations and focuses on non-

RISSB is confronting a perennial issue in the rail industry.

technical skills training, an area that is seldom covered in adequate detail in current training approaches. A presentation on the outcomes of this project is planned for the RISSB Safety Conference in October this year.

SPAD pre-cursor behaviours – having initially collected over 200 SPAD reports from member rail organisations, more than 750 people subsequently completed a survey which examined a range of pre-cursor factors.

These are being analysed by looking at system factors in a number of ways, including psychometrics, mindfulness and attention, driver behaviour, and sleep and work schedules.

Relieving drivers – this new project is aiming to gain a better understanding of current practices associate with relieving drivers and determining their return to work. It will identify what known risks are being mitigated when relieving drivers, including the perceived effectiveness of

these mitigations, but also what unknown risks are being introduced, and how they may be controlled. Ten rail organisations are involved in this project.

The SPAD Group has also discussed a range of projects it proposes to examine in the next stream, including: 1. Pro-forma development for SPAD investigations (through RISSB – a spinoff from SPAD Pre-cursor Behaviour project); 2. SPAD risk and new technology and altered or new infrastructure; 3. Risk Triggered Commentary; 4. Mobile devices and distraction (update); and 5. Establishing and sharing an education library of SPAD information.

The SPAD Group provides a forum for the industry to share successes, learn about new SPAD initiatives, and focus on key areas to mitigate SPADs.

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Industry Associations ARA

A resilient freight network is key in times of uncertainty

In her column, CEO of the Australasian Railway Association Caroline Wilkie highlights that Australia’s rail freight sector is facing challenges during the COVID-19 pandemic but its importance now is greater than ever.

Australia’s population is forecast to double by 2070, reaching almost 45 million people. This growing population requires an increased allocation of goods, adding pressure on our existing freight networks to deliver. According to the National Freight and Supply Chain Strategy, Australia’s freight task is expected to grow by over 35 per cent between 2018 and 2040, an increase of 270 billion tonnes, bringing the total volume moved to just over 1,000 billion tonne-kilometres.

The role of rail freight is critical in meeting this future demand and maintaining our international competitiveness. The Value of Rail study commissioned by ARA in 2017 highlights that a one per cent improvement in freight productivity could generate $8-20 billion in savings to the national economy over 20 years. Rail freight provides a cost-effective, safe and environmentally sound solution for reducing congestion from heavy vehicles on urban, regional, and interstate roads. Just one freight train alone can take 110 trucks off our already congested roads and rail is 52 | ISSUE 4 2020 | RAIL EXPRESS

up to nine times safer than road freight.

In light of these significant benefits, the ARA is working with governments and industry on behalf of our members to get more freight on to rail, and to improve the efficiency and productivity of Australia’s rail freight supply chains.

Achieving modal shift to rail is critical to increasing economic growth, improving the liveability of our cities and supporting regional communities.

Delivery of the Inland Rail project is an important step in achieving this. This nation building project will see a 1,700km freight rail line directly connecting Melbourne and Brisbane, via Toowoomba, Parkes, and Albury. The route will utilise approximately 1,100 km of upgraded existing track and 600 km of new track in Queensland. Most importantly though, it will bypass the heavily congested Sydney network and bring rail freight travel times between Melbourne and Brisbane down from 33 hours to less than 24 hours. This is a game changer and will make rail freight much more competitive over long haulage routes.

In a period of economic uncertainty, the Inland Rail project is bringing a much needed boost to the economy. Construction is already underway on the Parkes to Narromine project and planning is well advanced on a number of other sections.

Approximately $747m has already been spent, with much of this spend being injected into rural communities.

Inland Rail has been in the public domain for over fifteen years. It is also one of the most heavily studied projects in recent Australian history, having been through an extensive consultation, planning, route analysis, engineering and costing process.

We are aware of issues that have been raised in relation to flooding of the Condamine crossing in Queensland.

Without a doubt, the project is receiving the best possible expert advice and can manage these issues using tested and proven mitigation measures. These issues need to be worked through carefully and collaboratively, but they should not delay the delivery of the project.

The delivery of Inland Rail is a start,

Australia’s growing population will require more freight on rail than ever before.

“The Value of Rail study commissioned by ARA in 2017 highlights that a one per cent improvement in freight productivity could generate $8-20 billion in savings to the national economy over 20 years.”

Caroline Wilkie, Australasian Railway Association CEO

but more must be done. Investment in rail freight delivers enormous benefits in the long term. Improved supply chain connectivity and productivity benefits the economy and the environment and helps provide resilience in the face of emergencies like to COVID-19 pandemic.

The current crisis has just reinforced the importance of a highly productive and efficient supply chain. This unprecedented event has challenged our supply chain like never before, but our rail freight members continue to ensure that essential goods such as canned food, toilet paper, and cleaning products are moving across the country and to customers.

When state border crossing restrictions came into force in later March, the ARA wrote to state and the Commonwealth transport minsters to ensure rail freight was considered an essential service and exempt from border restrictions.

However, the stark difference between road and rail freight regulation is never more apparent than it is during times like these. Regulation by the National Heavy Vehicle Regulator (NHVR) has a focus on both safety and productivity, whereas the Office of the National Rail Safety Regulator (ONRSR’s) remit is purely safety-related.

The ARA have long held the view that

we must take a national approach with all modes working together to deliver an integrated freight market. However, this approach can only work if all modes operate from a level playing field with equal treatment in terms of access pricing, government policies, and the role of productivity in regulation.

At the beginning of the COVID-19 pandemic, trucks were able to have curfews lifted to extend delivery windows in NSW and Queensland. However, due to the nature of our infrastructure and the shared tracks of passenger and rail networks, our industry does not have the same flexibility. As a result, we must look for other solutions to improve the productivity of rail freight.

Rail freight operators are committed to the highest levels of safety compliance but are routinely challenged by Rail

Safety National Law (RSNL) derogations that exist, most notably the differing fatigue management requirements in NSW and Queensland, and the different drug and alcohol management requirements in NSW. As I outlined in my March 2020 article, these inconsistent, state-based regulatory requirements go against the objective of national regulation and add costs to rail freight without any proven safety benefit.

The ARA believes that multiple layers of often conflicting regulation impacts rail freight productivity.

A modern, risk-based approach to rail safety that focuses on productivity will improve our supply chain resilience and unlock significant economic and environmental benefits for the whole country.

The COVID-19 pandemic has proven for the need for streamlined safety regulation in the rail freight sector.

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Industry Associations ALC

In a changed world, freight sector shows its agility The Australian Logistics Council’s CEO, Kirk Coningham, explains how the industry has been on the front foot during a time of crisis.

Australian Logistics Council CEO, Kirk Coningham.

Like every other industry, Australia’s freight and logistics sector has spent recent weeks grappling with the realities of doing business in a changed world.

While for many this has meant transitioning to working from home arrangements, contemplating shifts from bricks and mortar retail arrangements to online sales in retail, and a changed focus for hospitality businesses towards takeaway and delivery sales, the challenge for this sector is somewhat different.

The simple reality is this; those on the front line of Australia’s freight logistics industry can’t work from home. Our ports, stevedores, road, rail, and air freight operators are working tirelessly to keep supply chains flowing and make sure Australian communities can access the goods they need day-to-day.

As challenging as the COVID-19 crisis is, it would be far worse without the dedicated support and service offered by those working in Australia’s logistics industry.

All levels of government have made it clear that freight transport and logistics remain an essential service. In turn, this means that those who are working around the clock to support households and communities at this challenging time deserve the strongest levels

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of support and flexibility from governments and from the wider community.

In the difficult circumstances that all of us are currently enduring, the health and security of our workforce must remain paramount.

As instances of panic buying occurred in the early days of the COVID-19 event, it was distressing to hear instances of transport workers and in-store retail personnel being accosted by angry consumers.

The current situation is having an impact on the day-to-day lives of all Australians – and perhaps it is inevitable that this is causing frustration and irritation for some.

However, taking those frustrations out on delivery drivers or retail workers is completely unacceptable.

Far more positive has been the determined and collegiate way in which all parts of the supply chain have worked effectively to address challenges as they have arisen, to ensure that freight can continue getting to the places it needs to go, efficiently and safely.

This has included working to remove barriers that prevented overnight deliveries to supermarkets and retail outlets such as noise curfews that stopped heavy vehicle access and the use of loading docks. Industry worked quickly with state and territory governments around Australia to either remove these curfews or have their enforcement suspended for the duration of the COVID-19 crisis. This helped stock levels to recover and reduced the occurrence of panic buying.

The decision of several state and territory governments to effectively close their borders posed significant potential threats to the efficiency of freight movement on both road and rail.

Again, it was impressive to see the way that representatives of both modes set aside commercial considerations and worked collaboratively with industry groups to ensure restrictions on cross-border movement caused as little delay to freight movement as possible.

Perhaps the most difficult aspect of the COVID-19 situation is the uncertainty over its duration. Naturally, this causes anxiety in the community and makes business planning especially difficult.

However, what is certain is that in addition to ensuring the community can continue to access essential goods, the freight and logistics sector also has a vital role to play in providing economic opportunity.

Already, there is evidence of some pick-up in consumer demand and economic activity in China, which will remain a critical export market for Australia.

As we look to sustain Australian businesses and create employment opportunities, our freight sector will be essential in supporting our exporters’ efforts to get their goods into recovering markets. Governments and local communities must understand the importance of their task as part of Australia’s economic recovery, and provide every support possible to help our workforce achieve it.

Support and communication is critical as supply chains work together.

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