C M Y CM MY CY CMY K - :::|:: Welcome to Metrorail :::::: Plan.pdf · C M Y CM MY CY CMY K SARCC BUSINESS PLAN 2008/09 - 2010/11 Table of Contents 1 SARCC Business Strategy 2 Vision

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SARCC BUSINESS PLAN 2008/09 - 2010/11SARCC BUSINESS PLAN 2008/09 - 2010/11

Table of Contents

1 SARCC Business Strategy

2 Vision

2.1 Mission

2.2 Corporate Values

3 Passenger Rail Company

4 Corporate Objectives

4.1 Major Initiatives going forward

4.1.1 Creation of a platform for future growth

5 Metrorail Operations

6 Shosholoza Meyl

7 Intersite Property Management Services

8 Financial Plan

8.1 MTEF Allocation

8.2 Budget

8.3 Capital Investment

8.3.1 Capital Allocation: 2008/09 – 2010/11

8.3.2 2010 PROJECTS

9 Risk management and fraud prevention plan

10 Summary of Key Projects

11 Key Performance Indicators


SARCC BUSINESS PLAN 2008/09 - 2010/11

1


1. SARCC Business Strategy

Our strategy can be explained in the following way:

“Transforming and Positioning Passenger Rail to form

the basis of Integrated Mass Rapid Public Transport

Networks in South Africa”

In other words, we aim to change our organisation into one

that is the foundation of all Integrated Mass Transport

services in South Africa.

This aim depends on what we call our strategic focus. This

can be set out in the following way:

SARCC is the rail passenger transport company of

South Africa.

Our main business is transporting people. The most

important part of our business is, naturally, rail commuter

services. How can we succeed in this business? The

answer lies in two words - service delivery. By this we

mean meeting passengers’ needs in terms of speed,

safety, convenience and reliability. This strategy is

directly based on the National Passenger Rail Plan,

which aims to focus resources on “priority corridors”.

Our strategy is to provide integrated, efficient transport

for the South African public. We are transforming the

SARCC into a safe, reliable and hygienic provider of rail

passenger services that meets passenger demands.



2


2. Vision

A provider of integrated public transport solutions.

2.1 Mission

To ensure efficient movement of people through safe,

reliable, clean, affordable rail passenger services and

to develop the country’s rail network in the interest of

all South Africans.

2.2 Corporate Values

The corporate values of the National Passenger Rail

Company are:

Excellence in service;

Customer focus;

Probity;

Safety and

Communication.

How do we obtain these values? The company uses what

is known as a “Change Management program” in order to

encourage all our staff, passengers and stakeholders to see

these values as a way of life. Change Management seeks

to change behaviour in order to ensure that we are an

organisation with a positive culture. This is based on

accountability to the public, teamwork, ownership and

enthusiasm in the delivery of services.

3. Passenger Rail Company

With the incorporation of Shosholoza Meyl the Passenger

Rail Company will have two divisions and one subsidiary.

The necessary changes to legislation to facilitate the transfer

of Shosholoza Meyl are already in progress. They will be

completed in the 2008/09 financial year. The SARCC is

changing into a strategic rail passenger business, with rail

and property assets. Our goals are clear: We will focus on

the turnaround phase and aim to achieve the following:

Manage rail transport demand on behalf of government

and drive key objectives in terms of integrated, efficient,

affordable and safe transport.

Manage assets through investment in rail infrastructure,

rolling stock fleet and operations.

Operate rail transport services.

Provide integrated business systems (IT, Finance, HR,

Risk Management etc.);

Ensure efficient operations and

Play a key integration role in public transport.



4. Corporate Objectives

We have a mandate to fulfill and in order to do this we need

to continue to be guided by the following six strategic

objectives:

i. Boost Revenue

How do you ensure that the business remains

sustainable? Among the key actions to achieve this

objective is to improve services, reduce non-payment

of fares and re-balance our fare structure.

ii. Increase the number of passengers

The main objective here is to keep the passengers

we already have and in the longer term to get more

passengers to use our services. The Corporation

has plans in the medium to long term to capture key

strategic corridors. We will introduce new rail services

in these areas.iii. Invest in Human Capital

People are the power behind our Business – the

most important part of our company - and specific

focus areas here are:

Organisational Culture

People relationships and Harmony

Development and Empowerment

Reward of superior performance

Corporate social responsibility

Welfare and Safety

Customer service

3


Ministerof

Transport

Borad of Control

New PassengerRail Entity(PAXCO)

Subsidiary



iv. Customer Focused Improvements

The aim of this objective is to provide commuters

with reliability, convenience, speed, communication,

compliance, safety and security and improved

efficiencies.

v. Making the most of our Asset Value

How do we make the most of the assets we have?

In order to ensure that we do this, we will focus on

investment in infrastructure assets based on the Rail

Plan priorities. In addition, we will find the value in

our rail properties and implement our programme to

improve the condition of our rolling stock. The aim

is to improve and strengthen the balance sheet as

well as to increase internal resources for rail

operations. This is done by re-looking at the role of

Intersite to focus on the development of stations and

property. This must be done in a way that supports

increased usage of rail services and in the long term

brings in the necessary resources to finance rail

infrastructure needs.

vi. Strengthening Corporate Governance

In this regard we aim to ensure that the Board and

its committees function properly. We will focus on

addressing risk management and effective internal

controls.

4.1 Major Initiatives going forward

The major initiatives for 2008/09 Financial Year are focused

on:

Incorporation of Shosholoza Meyl. This will require

initiatives at Head Office to effectively and speedily

incorporate Shosholoza Meyl into the business;

Intensifying the Corporation’s maintenance

programmes. Here we will look specifically at

preventative maintenance to improve reliability and

availability of Rolling Stock and Infrastructure to

improve service delivery;

4



5


Directing resources according to the Rail Plan

prioritisation to priority A and B corridors with reduced

service levels for C and D corridors;

Effective management of our property portfolio.

The role of Intersite is to focus on development of

rail property. We want our properties to be beneficial

to the company and the people we serve. We aim

to bring in funds for rail and upgrade stations, in

order to improve passenger experience. The SARCC

(Metrorail) will be responsible for total station

management, including all contracts related to

security, horticulture and cleaning.

Improving operational efficiencies, which will require:

Cutting down on operational costs and wastage.

Improvement in efficiencies and cost saving

through stricter implementation of the supply

chain management policy,

Fighting fraud and corruption throughout the

Corporation and

Efficiencies in Human Resource costs.

Strengthening the Corporation’s Human Resource

development capacity. It is vital to build skills and

capacity in the engineering disciplines as well as in

management. A further aim is to enable the company

to perform minimum maintenance functions such as

general overhauls in – house over the medium to

long term.

Connecting various transport services, including

municipal bus services, and integrating ticketing.

These measures will improve the service to

commuters and thereby increase the number of

passengers.

4.1.1 Creation of a platform for future growth

The focus of the strategy in the short term will remain on

improving service delivery while at the same time creating

the platform for future growth. While we do not plan major

extensions to the current network in the short term, we do

plan to improve the efficiency and coverage of the current

network. This will be done through limited extensions, slip

links and the introduction of new services. Among the key

cross cutting strategic programmes to be initiated, to

reposition passenger rail during the 2008/09 – 2010/11

MTEF period, are the following:

Improved Service Levels in Priority Rail Corridors

The National Passenger Rail Plan process presented us

with a list of existing and planned corridors. During 2008/09

and onwards, we will focus resources on these corridors to

improve service delivery. This applies mostly to priority A

and B corridors.



Fleet Recapitalisation

A study of the age profile of the current fleet indicates that

the refurbishment and upgrading of the fleet could address

the current problem of train set availability. The shortage of

rolling stock is already harming the delivery of efficient and

reliable passenger services. The SARCC will therefore

embark on an initiative to improve its fleet in order to meet

current and future demands.

New and Extension of Rail Services:

While the focus in the first phase is on stabilising the business,

it is essential that certain interventions are made at this early

stage to strengthen the long term business of the SARCC.

Slip links and other actions will improve the efficiency of the

rail network and significantly reduce travel times for

passengers.

Through the provision of passenger rail services, where

infrastructure is in good condition, and availability of rolling

stock and drivers is adequate, new service extensions will

contribute to increased passenger numbers and fare income

in the short-term. With this in mind, we will focus on the

planning and implementation, subject to special funding

arrangements, of the following additions to services in

2008/09 - 2010/11:

Cape Town International Airport Link

Bridge City Rail Link in KwaZulu Natal

Capacity enhancement Eerste Fabrieke to Greenview

in Tshwane

Integration with the Gautrain Rapid Rail Link

The following projects are planned for the period after

2011/12:

Moloto Rail Corridor

Hammanskraal Commuter Rail Service

Motherwell Commuter Line

Passenger Services to Rustenburg and Sun City

Artist’s Impression of CTIA entrance and stationat airport

Bridge City: Artists Impression Bridge City: Construction Site



5. Metrorail Operations

The Metrorail Operations

Division is sub divided into five

Metrorail Regions. They all

have several governance and

support functions. These enable us to comply with regulatory

and operational safety requirements, to manage trains,

station and network operations as well as the related logistics

and benchmarking of services. The Metrorail rail network

covers more than 15% of South Africa’s Rail Network and

operates more than 470 stations. Metrorail runs more than

2.2 million passenger trips every weekday.

The Business Plan for Metrorail therefore focuses on

stabilisation and improvement objectives with specific

emphasis on:

Stabilising the reliability of our train service by

designing and implementing a preventative

maintenance programme for rolling stock.

A centralised nerve centre for Gauteng that includes

signalling and Central Traffic Control;

Consolidation of the Gauteng Region;

Total station management, including the areas

previously managed by Intersite;

Logistics and benchmarking to develop and drive

key operational efficiency measures;

Integrating Train Operations and Rolling Stock

under Technical Operations;

Moving ISO 9000 into the next stage by focusing on

the improvement of service delivery to addres

predictability and punctuality issues of the train

service;

Continuous improvement of the Safety Management

System and incorporation with the ISO 9000 system

into the Integrated Management System;

Driving inter-modalism through the development of

the AFCC ticketing and access control system;

Improving protection services through prioritisation

and sequencing of areas that will lead to improvement

of service delivery;

Focusing on priority corridors in terms of the

resourcing and implementation of the

National Rail Plan.

Effective Revenue Management.

The accelerated turnaround strategy of the business is about

halting the decline in services. The above initiatives and

programmes plan to improve the following targets at the

end of the stabilisation phase:

Train availability at 96%

50 stations upgraded

Predictable service at 90%

Technical and engineering posts filled at 95%

Customer satisfaction level at 75%

Organic fare revenue increase by 5%

Safety level improvement of 30%

Crime levels reduced by 15%

Integrated management system in place

Unqualified ISO audits.



8

6. Shosholoza Meyl

The planned incorporation of

Shosholoza Meyl will broaden

the mandate of SARCC. It will

change the company from an

urban-based commuter rail service to a fully-fledged

rail passenger organisation. Shosholoza Meyl presents both

the SARCC and government with possibilities for better

mobility for the South African public. This involves the

provision of transport within and between provinces and

includes regional passenger movement and tourism.

The key focus of Shosholoza Meyl will be to improve its

tourism market to facilitate a better service for the sitter or

economy class. A more focused approach per route and

product will be done to ensure a specific service for each

market, depending on their needs.

The key focus areas for Shosholoza Meyl in 2008/09 will be

to:

Conclude the sale of business agreement with

Transnet Limited;

Ensure the transfer of key assets such as locomotives

and properties to improve the ability to improve

service delivery;

Review services offered by Shosholoza Meyl in line

with the Rural Rail Plan, as well as within the limits

of the funding provided;

Drive operational efficiencies through contract

management and synergies with the Metrorail

business in terms of station cleaning, security services

etc. and

Determine the feasibility of regional services such

as services between Johannesburg and Rustenburg

and Johannesburg and Maputo to improve mobility

of rural South Africans.

7. Intersite Property

Management Services

This is a wholly owned

subsidiary of SARCC, which

manages the property portfolio

and was established in 1992.

The strategy of the SARCC moving forward with regard to

Intersite Property Management Services is to:

Focus the subsidiary on mixed property development

that will optimize rail use. This will increase the

number of passengers using the service;

Use the rail property portfolio in order to generate

funding for rail investment and operations.

Upgrade stations to provide immediate visible

changes in the passenger experience for the

turnaround.

One of the major challenges facing us as a company is the

need to facilitate and improve commuter experience in the

rail environment as a whole. We need to make rail transport

a more satisfying experience.



9

This is why we have decided to remove duplications between

Metrorail and Intersite and ensure efficiency in the entire

station precinct. Metrorail will therefore perform total station

management while Intersite will focus on station and property

development.

The following flagship projects have been prioritized for

Intersite over the period 2008/09 – 2010/11:

Cape Town Station Redevelopment

Mabopane Station

Pretoria Station

Park Station

Berea Road Station

Umgeni Business Park



10

8. Financial Plan

The income for our business in addition to the mainly Fare Income also consists of subsidies and grants from Government.

The table below indicates these government funds allocated for the next three years as contained the National Treasury’s

Medium Term Expenditure Framework (MTEF).

8.1 MTEF Allocation

8.1 Budget

The budget indicates how we plan to spend the Income generated (fares etc.) and subsidies for operational costs during

the coming financial year, inclusive of Metrorail, Shosholoza Meyl and Intersite.



11

8.3 Capital Investment

The capital investment indicates how we aim to spend the

capital grants received from government.

8.3.1 Capital Allocation: 2008/09 – 2010/11

The SARCC has reviewed and revised the capital investment

plan to bring it in line with the turnaround plan. This meant

redirecting capital resources to support the implementation

of short-term stabilisation measures. These measures were

identified through the National Passenger Rail Plan. There

has been over subscription on the SARCC capital expenditure

program for the last 10 years by R1.2bn annually. This

means that we had more capital projects than we had funding

for. Up to 2007/08 most funding, and additional funding

obtained, were channeled towards the rolling stock upgrade

program on a 80 – 20 allocation split. This meant many

supporting infrastructure projects had to be rolled over,

postponed or extended on an annual basis. It resulted in

safety risks that contravened Rail Safety regulations. As

from 2008/09 additional funding received would be applied

to start revitalise the infrastructure of the SARCC.



12

8.3.2 2010 PROJECTS

The 2010 project structures have been rationalized to ensure project delivery. Projects are fully funded from PTIS (a special

grant from Government for Public Transport Infrastructure Investment for 2010). Special attention is given to projects in

Gauteng and Eastern Cape for completion for the Confederation Cup in 2009.

PTIS APPROVED PROJECTSDATE

1 Upgrading of Langlaagte, New Canada and Nasrec stations. R47m Mar 2009

2 Ellis park and Doornfontein Upgrade Development. R77m Mar 2009

3 Infrastructure - Correct interface between platform and trains atPark station.

4 Nasrec Rail Service interventions to serve Ellis Park and SoccerCity.

5 New Rhodesfield station to integrate with Gautrain Rhodesfieldstation.

6 Service improvements at key stations Enhanced stationoperational appearance and service elements. Loftus and BelleOmbre stations.

7 Upgrade of Reunion station. R6m Mar 2009

8 Upgrading of Durban KwaMyandu and KwaMashu stations. R50m Mar 2009

9 New Moses Mabhida station (Kings Park).

- Signaling interventions.

10 Upgrading of Athlone, Heideveld, Langa stations and buildWindermere stations.

11 Upgrading of Cape Town station. R110m Mar 2009

12 Cross-over bridges, access improvements and correct platformheights countrywide.

13 Passenger communications and information improvements at keystations.

14 Establish railway police facilities countrywide (Phases 1 and 2) R160.46m Mar 2009

15 Upgrade North End station (Nelson Mandela) R5m Mar 2009

16 Upgrades/Operational improvements, incl. crowd control, lighting,platform facilities, park and ride facilities at stations for trainingvenues, fan festival parks and big screen viewing sitescountrywide.

TOTAL R1 316m

TOTAL COMPLETION

R5m

R137.08m

R66m

R20m

R70m

R60m

R150.23m

R140.23m

R212m

Mar 2009

Mar 2009

Mar 2009

Mar 2009

Mar 2009

Mar 2009

Mar 2009

Mar 2009

Mar 2009



13

9. Risk management and fraud prevention

plan

A company-wide risk assessment was undertaken in 2007/08.

This looks at areas where we urgently need to improve in

order to ensure the success of our company. The results

indicated some areas of the business plan that have high-

risk exposure. Most of the elements from the business plan

fell in the medium risk area. The areas that are most exposed

to risk are:

Investment in skills

Ability to fund and resource the Preventive

Maintenance Initiatives on Assets

Accelerating the Rolling Stock Refurbishment

Programme

Other risk exposure areas of note are:

Financial Management of the rail commuter business

Adequate and long term funding and

Implementing the turnaround strategy.

A consolidated Risk management and Fraud prevention

plan was approved by the Board of Control in 2007. The

major elements of the roll out of this plan for 2008/09 are

as follows:

The development of the Enterprise Risk Management

(ERM) strategy and related policies.

Capturing of all risk information on the Infinity ERP

Software.

Develop and document action programs to prevent and

reduce risk by Risk Owners aligned with the Railway

Safety Implementation plan.

Establishment of Risk Committees as mandated by the

BOC in the Risk Framework.

Internal Audit Plan based on identified risks as basis for

priority focus areas.

Embedding of enterprise risk culture through reviewing

and developing to ERM policies/plans.



14

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15

11. Key Performance Indicators

Target ProjectionUnit BSCPerspective

SARCC Strategicobjective

Measure

2008/09 2009/10 2010/11

InvestmentPerspective

GOís and Upgrades 700 700 700Optimise AssetValue:

o Rolling Stock New Rolling Stock ñTrain sets

0 2

Signals: CTC Wits

Other signal projects: A Corridors

4 10

Mar 2011

Bridges & structuresprojects: A Corridors

4 2

Electrical projects: A Corridors

6 17

Perway projects: A Corridors

11 14

Telecommunicationsprojects: A Corridors

2 7

o Infrastructureinvestment

Station and Facilitiesprojects:

New stations

A Corridors (Upgrades)0

1

2 1


o Infrastructure(Cont.)

New extensionscompleted:

Khayelitsha

Cape Town Airport Link

Bridge City

Sep ‘08 Mar ‘10 Mar ‘11

o ERP System Standardised ERP forHR, Finance &Procurement

Occupational Health &Safety & Supply ChainManagement (Full)

Train Ops

Mar ‘09 Mar ‘10 Mar ‘11

No of internships 320 350 380Learning &GrowthPerspective

Investing inHuman Capital

Employee training &development aspercentage ofPersonnel Costs

2.5% 2.5% 2.5%

Reduced no ofresignations

-5% -5% -5%

SA

RC

C

InternalPerspective

Investing inHuman Capital

Employee SatisfactionIndex

80% 90% 95%



16



Measure

2008/09 2009/10 2010/11

Disabling InjuryFrequency Rate

1.5 1.5 1.5

Audit findings No majorfindings

No majorfindings

No majorfindings

EE achievement oftargets

92% 94%96%

GovernancePerspective

StrengthenCorporateGovernance

% of spending toBBBEE

(Value of workcontracted byProcurement)

60% 65% 70%

Capex ProgramSpending

5%variance

5%variance

5%variance

2010 ProgrammeSpending

1%variance

1%variance

1%variance

FinancialPerspective

StrengthenCorporateGovernance

ExpenditureManagement

5%variance

5%variance

5%variance

CustomerPerspective

Customer Focused Improvements

o Reliability Trains on Time:

A Corridors

B Corridors

C Corridors

90%

88%

85%

92%

90%

87%

93%

91%

88%

o Predictability Train canceled:

A Corridors

B Corridors

C Corridors

1.5%

1.7%

2%

1.3%

1.6%

1.9%

1%

1.5%

1.8%

o Safety &security

Reduction of accidentsper million trainkilometer

20%reduction

25%reduction

30%reduction

Reduce fatalities permillion passenger trips

20%reduction

25%reduction

30%reduction

Reduce injuries permillion passenger trips

20%reduction

25%reduction

30%reduction

Reduce Crime Index 0.400 0.380 0.360

Met

rora

il

o Metro Plus

product

Metro Plus passengertrips on specificcorridors and expressservices

6%increase

8%increase

10%increase

11. Key Performance Indicators



17



Measure

2008/09 2009/10 2010/11

o CustomerSatisfaction(CS)

CS Index

A Corridors

B Corridors

C Corridors

75

73

71

77

75

73

80

77

75

Passenger tripsincrease

6% 8% 10%Learning &GrowthPerspective

Increasepatronage

Subsidy per passengerkilometer

R0.14 R0.15 R0.15


Boost Revenue Fare Revenue (Incl. of5% fare increase)

7%increase

9%increase

10%increase

Cost Containment ExpenditureManagement

5%Variance

5%Variance

5%Variance


Revenue

Economy Class

Sleeper Class

Premier Classe

R311.4m

R40.8m

R25.8m

Increaseby 4%

Increaseby 8%

Cost Coverage

Economy Class

Sleeper Class

Premier Classe

26%

18%

54%

Improveby 4%

Improveby 8%

Capex ProgramManagement

5%Variance

5%Variance

5%Variance

CustomerPerspective

Improve reliability Trains on time: Arrival 50% Improveby 10%

Improveby 10%

Sh

os

ho

loza

Me

yl

Improve security Reduction in passengersafety incidents

5%reduction

5%reduction

5%reduction

CustomerPerspective

CustomerFocusedImprovements

Station Improvements ñStations completed

40 40

Mabopane Oct ‘09

Pretoria Station Dec ‘10

Park Station Dec ‘09

Berea Road: Feasibility Jul ‘09

Umgeni Business Park Sep ‘11

Scottburgh Residential Oct ‘10

Inte

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Exploit RailProperty Assets

Cape Town Station Apr ‘10


HEAD OFFICE

66 JORRISEN STREET | JORISSEN PLACE | BRAAMFONTEIN | JOHANNESBURG

PRIVATE BAG X 101 | BRAAMFONTEIN 2017 | TEL: +27 11 773 1600 | FAX: +27 11 774 6299

Documents

C M Y CM MY CY CMY K - :::|:: Welcome to Metrorail :::::: Plan.pdf · C M Y CM MY CY CMY K SARCC BUSINESS PLAN 2008/09 - 2010/11 Table of Contents 1 SARCC Business Strategy 2 Vision