Metro Trains Melbourne has been connected to some of the world’s leading Metros through MTR Corporation, ensuring the growth and success of the network over the journey. PAGE 12
Gamuda committed to Australia PAGE 16
Keeping regional Queensland on track PAGE 24
Quality over quantity PAGE 30
ISSUE 10 - NOV 2024
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Josh Farrell Editor - Rail Express
editor’s letter I am astounded by the speed in which the year is passing by. But the one positive with how fast the year is moving is that we have arrived at this year’s AusRAIL this month.
The 2024 event is expected to have over 3,000 people heading to the Gold Coast. This month’s edition has a strong focus on AusRAIL, with the Rail Express team talking to some of the presenters and exhibitors ahead of the event.
The magazine will be available for you to pick up a copy around the conference centre and the Rail Express team is excited to be heading to the Gold Coast to spend time with the industry for some insightful conversations.
Events like these from the Australasian Railway Association, along with other industry associations such as the Permanent Way Institution, Rail Track Association Australia and the Rail Industry Safety and Standards Board, play a critical role.
So often we are told our industry is too fragmented. While there is some truth to that, we have made some great strides as a sector.
The Rail Safety National Law has done some great work in providing an approach to rail safety regulation in the country. The work from the National Transport Commission has also been fantastic in creating a better framework for the industry to be a more cohesive network.
What we all must do, is continue to find ways to collaborate and share ideas, that’s where these events are so important.
Here at Rail Express we try to bring the best ideas from Australia and New Zealand to our national audience to create a stronger national rail network.
Events give the industry an opportunity to share ideas, talk to the businesses providing the support the rail industry needs and access to the organisations that facilitate the events.
While it can be challenging to get away from our individual jobs to attend these
events, I implore everyone to find the time where they can. The more we talk with each other and work through our challenges, the better off the network is and the faster we can grow to meet Australia’s needs.
As mentioned earlier, it has been an enjoyable month putting together this edition which will be heading to sunny Queensland for AusRAIL.
The team from Gamuda gave us a better understanding of what the company is offering to the Australian market and how international experience is supporting its infrastructure projects.
Managing director of TENEX Rail Matthew Tennant gave us a good insight into the business and the range of Liebherr machines it has been using for over a decade.
We spent time unpacking Siemens Mobility’s Mackay Service Centre and its important work supporting the locomotives operating in the harsh environment. We also unpack an exciting addition to the centre which is set to change the way the organisation provides the local network.
RATP Group is working to share its knowledge and expertise across the organisation by creating groups for sharing of knowledge and fostering the development of the team across its networks.
This month also includes comments from the ARA, RTAA, and the PWI.
Thanks for reading!
joshua.farrell@primecreative.com.au
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The Federal and Victorian governments have kicked off works to rebuild Sunshine Station – creating capacity for a rail connection to Melbourne airport, and more frequent and reliable services in Melbourne’s growing west.
Both governments have each committed $5 billion to the Melbourne Airport Rail Link, and upgrading Sunshine Station is the critical first part of the project.
A $63.5 million investment will begin plans to rebuild Sunshine Station, which will also unlock capacity for future upgrades in the west.
The new Sunshine Station will include additional platforms, while track and bridge works and signalling improvements will untangle this complex junction which services both freight, and more than 70 per cent of V/Line’s network – including the Geelong, Bendigo and Ballarat lines.
Victorian Minister for Transport Infrastructure, Danny Pearson, said rebuilding Sunshine Station will help to unlock capacity for future upgrades for Melbourne’s growing west.
The upgrade will increase capacity for additional services from Wyndham Vale and allow for future electrified trains to run from Melton.
It will also enable six trains per hour to the airport.
The development works will be delivered alongside the Victorian Government’s $143 million Sunshine Station Precinct Masterplan upgrade which includes a new bus interchange and pedestrian connections.
Federal Minister for Infrastructure, Transport, Regional Development and Local Government Catherine King explained the importance of this work.
“We’re working alongside the Victorian Government as we take this crucial first step to deliver Melbourne Airport Rail,” she said.
Trains have returned to the Albury line
watched on as the structure was
Rebuilding Sunshine Station to accommodate for services to the airport, as well as future upgrades of the network including the Melton electrification, will save time, costs and a huge amount of disruption for locals, businesses and commuters.
Along with Sunshine Station, the Victorian Government is making other critical investments in Melbourne’s west including the $650 million Melton Line Upgrade –boosting capacity by 50 per cent on the Melton Line by 2028 – while also removing four more level crossings and constructing a brand-new Melton Station.
“Inland Rail and our construction partners McConnell Dowell and John Holland had crews in the region carrying out the work,” he said.
“Installing the Green Street bridge structure is a great milestone for the project and it’s now on track to be opened before the end of the year.
“We thank the community for their patience and understanding as we push ahead with this important project.”
Work at the Wangaratta railway station continues, including ongoing construction of the pedestrian underpass stairs, ramps and lift shafts; upgrading electrical services; ongoing construction of the new western platform and canopy; drainage works, and carrying out fire hydrant works
Further work was undertaken along the Albury line, including site investigations and survey work in Benalla; slewing tracks in Seymour and Wallan; installing a signal gantry at Tallarook; and inspecting bridge sites in Broadford and the Hume Freeway (Seymour and Tallarook).
IN THE FIRST MONTH AND COUNTING
Sydney Metro is Australia’s first fully automated rail passenger system. As the Trains and Systems Integrator and Operator, MTR along with our partners are proud to be part of the team that is reshaping the way people move around our world-renowned city.
Parramatta Light Rail Stage 2 is one step closer. A $322 million contract was awarded to John Holland Pty Ltd to deliver the first part of the project which includes construction of the first 1.3 kilometres (km) of new light rail alignment and a 320 metre bridge over the Parramatta River.
New artist’s impressions have been released, showing the bridge between Melrose Park and Wentworth Point that will carry buses, light rail, pedestrians and cyclists over the Parramatta River.
Design and early works will begin this year, before major bridge construction starts in 2025. This work will also bring upgrades to surrounding public spaces including Archer Park.
The new public and active transport bridge will provide a much-needed link between the growing communities of Melrose Park and Wentworth Point, north and south of the river. It will form part of 9.5kms of walking and bike-riding paths once Parramatta Light Rail Stage 2 is complete. Construction of the bridge is expected to generate 1000 jobs, with 80 per cent of those based in Western Sydney.
Minister for Transport, Jo Haylen, said awarding the contract was a significant step
towards delivering the much-anticipated extension of the Parramatta Light Rail.
“The new bridge will ensure the growing communities of Melrose Park and Wentworth Point are well-connected. It will enhance connectivity, reduce congestion, and boost economic growth,” she said.
“This development is part of our vision for a sustainable and connected Greater Sydney, building the infrastructure needed to improve accessibility and support our growing communities.”
John Holland Pty Ltd was selected as the successful company following a competitive tender process, with interest from 19 leading organisations across Australia and around the world.
Parramatta Light Rail Stage 2 will connect to Stage 1 and the Parramatta Central Business District to Sydney Olympic Park via Camellia, Rydalmere, Ermington, Melrose Park, and Wentworth Point with 14 stops over 10 kilometres.
The Australian and Queensland governments will be progressing further planning work to protect the future rail corridor between Salisbury and Beaudesert.
and freight needs in the corridor and has recommended heavy rail as the best way to address forecast passenger demand.
Both governments committed $10 million
The Salisbury to Beaudesert corridor runs through some of the fastest growing areas in South East Queensland and forms part of the Queensland Government’s vision for the region’s rail network.
Growth areas such as the Greater Flagstone Priority Development Area will play a critical role in shaping the region’s future.
Heavy rail was identified as the optimal transport mode to address forecast demand in
It would provide a high capacity, attractive public transport journey with competitive travel times, keeping people and goods moving efficiently.
The current phase of the study has now been finalised.
The next phase will involve protecting the corridor, including conducting a corridor protection study.
It’s back to the future for the historic Shorncliffe station with a major upgrade to honour its significant heritage while making it easier for everyone to catch the train for years to come.
Tenders are out to refurbish the almost 130-year-old station with works to get underway in 2025.
The renovation will include:
• raising 90 metres of platform to include boarding points,
• refurbished heritage building,
• a new kiss ‘n’ ride,
• additional accessible parking,
• accessible ticket windows and bathrooms,
• improved customer comfort,
• hearing augmentation loops,
• improved lighting and CCTV,
• customer information screens.
Shorncliffe station, originally called Sandgate, was designed by famed Queensland Railways architect Henrik Hansen.
The heritage charm will be protected and enhanced during the upgrade with the 1940s air raid shelter retained and the building returned to its 1914 footprint.
The station is a historic treasure trove with more than 400 objects of heritage significance
discovered in the subfloor of the old station building during early works, including train tickets, clothing, newspapers, and bottles.
Queensland Rail Head of South East Queensland Neil Backer said Queensland Rail is committed to connecting communities. By modernising and improving its stations it is making sure everyone can catch the train without barriers.
“The Shorncliffe community has been so patient while our teams meticulously sifted through hundreds of heritage artefacts and preliminary works during the early stages of the project but with tenders called,
more services in the future.
Consultation is now open for locals to have their say on designs to remove eight level crossings which will see Jewell, Brunswick and Anstey stations consolidated into two new accessible stations by 2030.
Eighteen months of technical and engineering assessments have identified that
The three existing stations are within 1,500 metres of each other, making them among the closest stations on the network.
The two new accessible stations will be located between 200 and 450 metres from the current stations and will feature entrances at both ends of the platforms – creating direct and easy access between train services and
to the accessibility upgrades at Burpengary, Bundamba, Banyo, Morningside, Buranda and Lindum stations.”
Since 2022, Shorncliffe locals have provided input into the project through community consultation, feedback and engagement.
The Queensland Government remains committed to enhancing the state’s rich rail history while delivering safer, modern and more accessible public transport for all of its customers.
residential areas – along with new cycling and walking paths.
This will also minimise the impact to heritage in the area, with the rail bridge design set to help preserve significant buildings including the former Brunswick Gas & Coke Retort House and Brunswick Baths – along with signal boxes and other infrastructure.
The boom gates at Albion Street, Hope Street, Victoria Street, Albert Street, Dawson Street, Union Street and Brunswick Road in Brunswick, and Park Street in Parkville will be removed and replaced by an elevated rail line – delivering open space equivalent to the size of four Melbourne Cricket Grounds.
More than 70,000 vehicles travel through these crossings every day, where there have been 36 near misses since 2016 – with the boom gates down for up to 30 minutes of the morning peak.
Early works on the project are expected to begin in 2028, with the eight level crossings be removed, and the two new stations open in 2030.
Metro Trains Melbourne, a joint venture between MTR Corporation, John Holland and UGL Rail, is proudly marking 15 years as the franchise operator of Melbourne’s metropolitan railway network.
The pursuit of operational excellence is in MTR’s DNA, fostering innovation and motivating staff to delve into up-to-date smart mobility solutions for better customer experience day by day.
Going beyond geographical boundaries, these innovative efforts extend globally, including a strong presence in Australia, as part of the joint venture operation of Metro Trains Melbourne (MTM). The MTM organisation is split between MTR Corporation (60 per cent), John Holland (20 per cent) and UGL Rail (20 per cent).
MTR’s continuous advancements in universal smart railway technology and customer service exhibit a dedication to delivering excellent railway services to local communities in Australia.
The joint venture is proudly marking 15 years as the franchise operator of Melbourne’s metropolitan railway network.
Starting in 2009, Metro’s initial MR3 franchise contract with the Victorian Government ran for eight years. In 2017
the consortium entered its MR4 Franchise contract for a further seven-year term. Earlier in 2024, the Victorian Department of Transport & Planning announced a further extension of the contract, ensuring that it will now run for 18 years through to November 2027.
Metro Trains Chairman Raymond Yuen says Metro has taken its place as a key part of Melbourne, keeping the city moving even during some its most challenging periods.
“Every day, hundreds of thousands of people travel on our trains to get around our city,” he said. “We’re there for Melbourne, providing the people of this city with reliable and safe services, every single day of the year.
“Our dedicated people work hard every day to not only run the train network reliably, but to make it better. I know for sure Melbourne’s train network is better today than it was 15 years ago, and I know it’ll be even better 15 years from now.”
General manager at MTR Peter Munro says Metro has made Melbourne a better place.
“Every day we strive to learn from the best so that we can be the best,” he said.
“I’m proud of the work done by Metro to make this railway what it is today. Using technological innovation, the best minds in the industry, and sheer hard work, together we’ve made a truly world-class train network.
“Over the past 15 years, there have been many changes to be proud of.”
In 2009, there were almost 4000 people working at Metro, now there are more than 7000, signifying the growth of the organisation over the years and a commitment to delivering an improved network.
In 2013, the Engineering Graduate Program was started and has welcomed more than 95 graduates who brought their skills to the rail industry.
“This work has been critical in growing rail’s workforce and ensuring skills and knowledge transfers from our experienced
team members to the next generation,” Chief Executive Officer Raymond O’Flaherty said.
When Metro began running Melbourne’s trains there were 250 authorised officers doing customer liaison and revenue protection, now there’s almost double that number.
Multi-Modal Authorised Officers (MMAO) were introduced in 2014. These team members check tickets, provide passenger information, improve safety and help during special events and disruptions across multiple modes of transport.
The organisation has made accessibility a priority, with Metro believing there should be no barrier to access public transport.
Since the introduction of Metro’s first Accessibility Advisor in 2014, it has been accredited with the Communication Access Symbol, which means front-line teams are trained to assist passengers with communication difficulties.
The invisible disabilities Sunflower program has also been introduced.
Some disabilities, conditions or chronic illnesses are not immediately obvious to others. For some people, this can make it hard to understand and believe that someone, with a “non-visible” condition genuinely needs support.
British company Hidden Disabilities created the Hidden Disabilities Sunflower to encourage inclusivity, acceptance and understanding.
It is a simple tool to share that a person has a hidden disability. Simply by wearing the Sunflower badge or lanyard, passengers let everyone know that they might need extra help, understanding, or just more time.
During the franchise, the number of women employed at Metro has nearly tripled. This change is particularly evident among train drivers. In 2009, there were just
26 women driving trains on Melbourne’s network. Now there are more than 550. Uniforms have been improved to be more inclusive, parental leave has been enhanced and employee facilities at Flinders Street station have been upgraded, all designed to better support the organisation’s
Metro has introduced an Environment Social and Governance (ESG) framework to support a vision of a sustainable future and
in the company’s
Reconciliation Action Plans (RAP) – first introduced in 2019 – have evolved. Metro is now home to an Indigenous employee network and a dedicated Indigenous affairs advisor, all of which is designed to better
Metro Trains Melbourne placed an emphasis on improving the network’s technology for both team members and passengers.
Metro’s technology teams built new bespoke apps, such as OnTrack and PaperLite, for frontline employees. These digital tools, and others, have replaced many paperbased systems.
In the digital space, a focus on cyber security has been a priority.
The commissioning of a purpose-built Track and Overheads Evaluation Vehicle (EV120), affectionately known as ‘Evie’, plays an important role in how Metro monitors track and overheads.
The custom-built vehicle roams the entire rail network analysing the track and overheads, providing Metro with valuable data to make sure issues are identified quickly.
Contactless lifts have been installed to make the customer journey a smooth one. The lifts identify passengers approaching and activate without them needing to use buttons.
Metro Trains has taken an active role in transforming Melbourne’s train network,
collaborating on construction on a number of projects.
The Victorian Government’s Big Build program has progressed city-shaping projects since it began in 2018. Metro has partnered to remove dangerous and congested level crossings across its network, with 110 to be removed by 2030.
Meanwhile, the Metro Tunnel will transform the Melbourne metropolitan rail network. Passengers will soon enjoy the benefits of this city-shaping project that is set to open in 2025.
They have also benefited from franchise portfolio projects, as diverse as the South Morang Rail Extension and the Calder Park Stabling.
Significant infrastructure upgrades are ensuring the railway can serve Melburnians for many years to come.
These projects include the renewal of the critical Flinders Street viaduct, track renewals on the longest curve on the network, at Rushall, and new spans, decks and tracks installed at the historic Eltham timber trestle bridge.
The historic Newport railway workshop is undergoing refurbishments that have included recladding the roof and its distinctive saw-tooth roof.
In 2015, Metro revised the Network Heat Related Speed Restrictions Procedure (WOLO Procedure) to apply WOLO 70 speed restrictions on a junction-by-junction basis based upon rail temperature readings.
This minimises the impact of heatrelated speed restrictions to areas that have exceeded temperature limits.
The introduction of Early Week Nights Occupations (EWNOs) ensured the network continues to operate safely and reliably with critical maintenance works, while running trains at all hours over the weekend.
In 2009, Metro’s fleet comprised of 150 six-carriage trains. Today that has grown to 260 six-carriage trains – a mix of X’Trapolis, Siemens, Comeng and Hitachi trains.
Metro retired more than 30 trains from its oldest fleet, the Comeng, while the first High Capacity Metro Train (HCMT) passenger service ran in December 2020, from Pakenham to Flinders Street and back.
Early design work has begun on the next fleet – the X’Trapolis 2.0. The Siemens Nexas fleet and the original X’Trapolis 100 are also receiving upgrades to improve safety, reliability and accessibility.
Safety culture remains in focus, as Zero Harm is a foundational value for MTM.
MTM has taken an active role in improving the reliability and functionality of the network.
Since the 2018 safety survey, a Safety Management for Leaders course has been mandatory for senior leaders.
Also in 2018, changes were made to allow quicker access to site following an incident for Metro’s response vehicles.
The Zero Harm Behaviours Program started in 2023 and has been well received by the team.
Operational excellence is a priority for the team at Metro.
Not even a global pandemic could stop the work, as it continued all scheduled services to get essential workers where they needed to be throughout COVID.
In 2009, Metro had around 56,000 services a month – today, there are, on average, more than 65,000.
per cent.
The size of the network has also grown – from 830 kilometres in 2009 to around 1000 kilometres today – with extra train lines and 10 extra stations, up from 211 in 2009, to 222 today. This includes expanding the Mernda Line from Epping to South Morang in 2012, and to Mernda in 2018.
There are more stations to come soon with the Metro Tunnel, as this exciting transformation continues.
Additional train stabling at Calder Park, Mernda, Westall, Pakenham East and Kananook have been built to support the increase.
“The changes to the network and to the Metro business continue to be enabled by its values-driven people who support its passengers every day,” Munro said.
After five years in Australia, Gamuda is ready to expand its operations locally to incorporate full turnkey capabilities.
Gamuda project director Simon Hussey has been on the ground for Gamuda in Australia effectively since day one. The opportunity for a clean slate and the chance to grow Gamuda in Australia drew Hussey to the role and the organisation is now primed to continue growing after establishing itself locally.
“We came to Australia as part of Gamuda’s regional expansion plans to diversify its construction business with an open approach,” Hussey said.
“Gamuda does not have a big hierarchy to hinder us. We can be dynamic and when we want to get something done, our Chief Executive Officer in Australia will work directly with the Global Executive Leadership to make a decision that benefits our local team.”
A global engineering, property and infrastructure company delivering world-class major projects, Gamuda was established in Malaysia in 1976 and listed on the Bursa Malaysia in 1992. Since then, the business has grown to be a leading infrastructure company in Malaysia and has expanded its footprint to nine countries.
Hussey explained that Gamuda originally saw a space to bring its global innovation and technology, including its autonomous tunnel boring machines, to the Australian market as part of the country’s infrastructure boom.
The company has since identified ways it can further support a range of other infrastructure classes, including the rail industry.
“Now that we have come to Australia and delivered a number of tunnelling and road projects, we are looking to expand our local offering to match what we do overseas,” he said.
“We are taking that step into rail construction. Whether it is line wide, stations or other parts of track construction, we are building the business in Australia around that vertical integration.
“We want to provide those full turnkey capabilities and value engineering work as we have in Malaysia and elsewhere in Asia. In Kuala Lumpur, the government awarded us the contract for delivery of the MRT Kajang and Putrajaya lines and we
took care of everything from design and financing, stakeholder management, land acquisitions, tunnels, viaducts, interfacing works, depots, fitouts, authorities liaison and approvals and then getting operations up and running and handing over to the operators.”
Since arriving in Australia, Gamuda has been awarded, and is delivering, three separate projects alongside partners John Holland, Ferrovial and Laing O’Rourke. This includes the M1 Motorway Extension to Raymond Terrace, Coffs Harbour Bypass and Sydney Metro West –Western Tunnelling Package.
The Western Tunnelling Package scope includes:
• twin nine-kilometre tunnels from Sydney Olympic Park to Westmead;
• a Tunnel Boring Machine launch site at Rosehill, tunnelling first toward Sydney Olympic Park and relaunched from Rosehill toward Westmead;
• excavation for a services facility and crossover structure at Rosehill to allow provision for fresh air ventilation and emergency egress;
• tunnel por tal and dive excavation at Clyde Services and Maintenance Facility;
• ear thworks, retaining structures, drainage and utilities corridor for the Clyde Maintenance Facility;
• excavation and civil works for Parramatta and Westmead stations; and
• a segment manufacturing facility at Eastern Creek constructing more than 60,000 segments.
Hussey explained that Gamuda is going beyond tunnelling to do all the complex groundworks associated with the Sydney Metro West – Western Tunnelling Package component, including the stabling yards.
“This section is actually built on a floodplain, so we have raised up the level by close to three metres,” he said.
“This site has a number of unique challenges including relocating utilities, building retaining walls, a road diversion and a new bridge, and all of which are being constructed next to a creek.
“It is quite complex, but we have learned much and leaned on our international experience.”
Hussey said that the three current projects in delivery all have posed different challenges, and have set the company up well for future work.
“It is the experience that we are getting from these projects that is setting us up well in Australia,” he said.
“We have a long list of projects we want to work on, and now people are seeing the good work we are doing in Australia they are inviting us to tender for projects. That recognition is good to see.”
For Gamuda the next steps are clear – offer the full turnkey capabilities and value engineering it is known for internationally in the local market. Hussey said that while the company wants to utilise its international experience, it is important to find a balance between overseas knowledge and local expertise.
“We want our key people to leverage experience from overseas, but we want to supplement that with the local team which has its own great experience,” Hussey said.
“As a company, it was clear from the start that we need to understand how to build things in Australia and not impose our expectations from overseas on the local market.
“We need to have that right mix, bring the best of what we can from overseas to offer those turnkey capabilities and supplement that with strong local experience and
Works on the 56.2km MRT Putrajaya Line in Malaysia. Undertaken by Gamuda, the project includes 36 stations (27 elevated and nine underground) and serves two million people.
understanding of what achieves the right local outcomes.”
Hussey explained the great relationship the Australian team has with its global parent company and the collaborative culture this achieves.
“They are open to suggestions, and they want to learn,” he said. “Our team in Malaysia will ask ‘how would you do it?’ They listen, but they also ask questions to ensure we are operating at the highest level possible.”
Hussey said the two-hour time difference between Malaysia and Australia is a benefit.
A query can be sent off at the very end of the day and when the team arrives the next morning, it can have an answer sitting in the inbox.
He said so much of what these projects require is strong client and stakeholder management, which is critical to Gamuda’s success.
“We still want to be viewed as an engineering company, so our job is to solve
problems,” he said. “This is what we do. We meet with clients and stakeholders, understand their problems and we go about creating solutions. It is not about understanding how we achieve our margin but how we can best solve challenges.”
Hussey adds that the company’s global research and development and breakthrough advancements is another example of offering solutions above and beyond client expectations.
“Gamuda is incredibly self-driven when it comes to innovation and is leading the way in digitisation and new technology.
“We’ve developed breakthrough solutions like our autonomous tunnel boring machines that use artificial intelligence to improve safety, efficiency and productivity and the world’s first SMART tunnel in Kuala Lumpur that operates as a dual road and stormwater tunnel.
“That’s what we’re trying to do here, think outside the square of what we can do. The
team in KL constantly challenge themselves and we challenge them too about what we can do differently in Australia,” he said.
Gamuda also brings its strong history of high-quality safety practices to Australia to support its projects.
“It was quickly apparent to me when I came to Gamuda five years ago that they are incredibly proud of their safety record and this strong safety culture is infused upon us from the top down,” Hussey said.
Gamuda’s exceptional health, safety and environmental management record has been recognised and rewarded multiple times by the British Safety Council, including the Sword of Honour in 2019, 2020 and 2022. The Sword of Honour celebrates organisations that have reached the pinnacle of health, safety, wellbeing and environmental management.
“It is a great honour for us to receive that award and a great measurement against our international peers,” Hussey said.
In February 2023 Gamuda Berhad acquired Downer’s Australian Transport Projects division. Operating as DT Infrastructure, the acquisition creates a unique offering in Australia and allows Gamuda to lean on the expertise of the DT Infrastructure team when completing major projects, offering a solution for projects of all scales.
“Both companies will do track laying, both companies will do signalling installs,
the difference is the size of the work we complete,” he said. “Gamuda is focused on major rail projects that require complex engineering and construction, while DT Infrastructure has the national presence and workforce to handle specialised rail infrastructure and network maintenance packages of work.
“It is a lot of the same trades and the benefit of that is that we can often share team members depending on the amount of work each team has. Major project work often has ups and downs, so it allows us to meet the needs of each organisation’s projects.”
Hussey explained that DT Infrastructure’s in-house signalling capabilities is very rare in the industry. Having that knowledge and experience to call upon is a benefit for Gamuda as it expands its full turnkey capabilities in Australia.
Hussey said that delivering major projects on time and to budget is a complex challenge, but it is something Gamuda is committed to managing.
“As a publicly owned company we have a responsibility to ensure we return a profit, but it is critically important we finish on time and on budget while maintaining a good working relationship,” he said.
“It’s a track record we’re very proud of in Malaysia and came to the fore during the Covid pandemic where we were versatile and flexible enough to
still deliver mega projects like the 56.2 kilometre MRT Putrajaya Line on time and within budget.”
Hussey explained that at the end of the day, teams need to walk away with projects completed safely, on time, within budget and to the quality clients want.
“We must make sure the right quality is delivered, and delivered safely because that is paramount,” he said. “We work with so many of the same clients, it is important we have a harmonious relationship.”
Hussey said clear and open communication is critical on major projects. It goes back to the robust working relationships the company maintains and always being honest with clients.
“Let’s face it, every project has its challenges,” he said. “We are always about solutions, so we have the honest conversations required but then we go about finding a solution.
“It always comes back to the fact that we need to perform. When we arrived in Australia, these organisations put their faith in us, so it was in our best interest to hand projects over as quickly and efficiently as possible.
“Five years on, we’ve proven ourselves locally and shown how our global experience and collaborative contracting approach achieves the best outcomes for the project. The future looks positive, and we’re excited to now grow and become recognised as a tier one for Australian rail projects.”
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The strength of RATP Dev lies in the collaboration of its teams across the globe, contributing to the development of strong and reliable rail networks.
Managing more than 100 metro, bus and tram networks in 15 countries across five continents poses a number of challenges; however, RATP Group, the world’s third-largest urban transport operator understands its greatest asset is its people.
and consultancy as an early operator to the operation and maintenance of complex networks.
With more than 2,000 engineers, RATP Group also has a vast pool of experts who specialise in all modes of transport.
In addition to the essential technical and service expertise, what makes the difference is the RATP ‘human touch’ and a commitment to serving local communities.
Fabien Gervois, RATP Dev automated metro director, explained what the ‘human touch’ is for the world leader in high-capacity urban rail.
“Our teams play a role in every phase of a project and are structured into dedicated departments specifically designed to meet challenges. This problem-solving mindset is truly remarkable,” he said.
“Each individual specialises in a specific role – designer, installer, tester, operator, and more. Together, they create a strong foundation for offering an exceptional customer experience while preserving a high level of safety and performance.”
RATP Group is the only operator in the world that manages all modes of urban transport and across the entire value chain, from the design phase, studies
This combined expertise enables RATP Group to effectively address all phases of a project across its international networks. Developing meaningful career paths strengthens the employees’ sense of pride and belonging.
From Riyadh to Sydney and Paris to Doha, bridges are being created, making the Group a global company, rich in international mobility.
Understanding the knowledge and experience of its teams is one of the organisation’s greatest strengths.
RATP Dev has created the Automated Metro Experts Club, a community of recognised and complementary experts, in order to share and capitalise on the Group’s knowledge and skills.
Born five years ago and inspired by the Tram Experts Club created in 2015, the Automated Metro Experts Club helps members innovate and improve their networks by using their deep understanding of equipment,
infrastructure and operations and maintenance for international clients.
The 37 members of this club have complementary roles such as directors of existing and under construction automated metro lines, engineers, business developers, project managers, and technical experts. The club is across all driverless operations including Paris historic network.
Members have extensive proven knowledge and have finetuned their skills thanks to the Group’s internal career evolution scheme, which enables RATP Dev to cultivate unique profiles.
Bid technical director of RATP Dev Australia, Mathilde Mahaut, has been working for 18 years within the RATP Group.
She drew on her professional experiences thanks to numerous internal transfers to become an expert in several modes of transport. Her experiences include bus maintenance project manager, operation director of automated metro line 14, head of the automatic metro group and head of unified RER A operation unit, Europe’s busiest commuter rail line.
“I have spent my entire career at RATP Group,” she said. “I have had a very rich career, and I have always shared the company’s values
and its common culture. We serve citizens and customers and that is the result of teamwork and shared values that are anchored in the DNA of the Group.
“We work on metro operations as a team and that is the most essential element to me. I have always worked with completely different profiles from mine, and I believe this diversity of profiles enriches the company. Without others, we cannot move forward.”
RATP Group has accumulated exhaustive knowledge on the entire life cycle of an automated metro line in complex and varied environments around the world.
The Automated Metro Experts Club can rely on this unique experience and Gervois said this allows the organisation to continuously challenge its GOA4 solution.
“We discuss how our operating models can be optimised,” he said. “How do we approach this in Paris? How does it differ internationally? Can anyone provide insight on this topic?’ There are both economic and strategic considerations we make in our discussions.
“Optimisation helps us deliver the highest quality of service. The pursuit of continuous improvement within our network of automated metro experts provides reassurance.
“When a model is successfully implemented on metro line 14, we can confidently apply it to other lines.”
RATP Dev technical director for Western Sydney Airport and club member Jérémy Souques said the local team established a partnership with CAMCO (Capital Metro Company), the joint venture between RATP Dev and SAPTCO (Saudi Public Transport Company) in Saudi Arabia, leveraging valuable insights from their Saudi Arabian experience.
“The Saudi Arabia team faces similar environmental challenges, such as high temperature that affect the length of time passengers can safely stay on a train during operational incidents (e.g., power loss),” Souques said.
“As a result, our teams have adapted the way they influence the design of the rolling stock
similar. They rely on the same rolling stock, signalling and supervision solutions. Both are in countries where regulation is based on the British model so we exchange best practices and lessons learned through the Automated Metro Experts Club, adapting applicable documentations and ways of doing, and sharing problems we may have encountered.”
RATP Dev’s active portfolio enables it to maintain a wealth of experience and a high level of technical and complex project management skills.
The organisation is committed to Sydney until 2041 and will continually look to its global expertise to improve the network. The Automated Metro Experts Club capitalises on various feedback across networks. Members can submit issues to the community to find practical and field-proven solutions and this is set to expand in the coming years.
The objective is to continuously optimise railway safety, performance and service quality.
“We share best practices by reviewing together the main incidents and the factors that caused the incident, as well as our organisation to manage the consequences of these incidents as quickly as possible,” Gervois said.
Souques participated in a learning trip with the RATP Dev Western Sydney Airport technical team to RATP Dev automated metro networks in Doha, Riyadh and Paris. The idea was to leverage the knowledge of RATP Group GOA4 network operations worldwide for the success of the Australian project.
“We were able to analyse our operational know-how during significant world events,” he said.
“This included the 2022 Football World Cup in Doha, and the Paris Olympic and Paralympic Games with metro lines 11 and 14 extensions
and their daily impacts on passengers. We could also observe the critical phase before commissioning and trial run of the future automated metro lines in Riyadh.
“We memorised everything we could. Relying on what the subsidiaries do is what makes us strong at RATP Group.”
Souques said that it was clear to him the team was fortunate to have this strength of ideas to exchange. Each network taught them valuable lessons on the processes behind designing, integrating, testing and servicing automated metro systems in challenging environments.
RATP Dev understands that its most valuable assets are the people who are at the heart of its networks and are the driving force behind its growth and expertise.
The development of talent, professions and employee training at the local level is a priority for RATP Dev, as it is supporting the professional mobility of young people through the transfer of skills.
The Group’s ADO-IE (Assistance for Development of Operations), which has been working in around 20 countries for almost 20 years, offers assistance with all phases of transport systems and project commissioning and brings together experts and engineers who have gained extensive expertise in the field. The ADO is setting up a training course called FAST which is an Accelerated Training in Transport Systems. This three year program aims to create a pool of versatile, trained employees immersed in different aspects of the transport chain.
“You need to know the people who are the best in a particular field,” the ADO director Gautier Brodeo said.
“The strength of RATP Group lies in having specialised and hyper-specialised talents who will be sought after.
“We have been improving everything we needed to over the past 20 years. This knowhow improves as more networks are used.”
This knowledge sharing is not just remaining within the RATP Group but is being extended to universities and schools.
Recently, CAMCO welcomed 70 employees who were just starting their railway-specific training at Saudi Railway Polytechnic (SRP), a group of enthusiastic learners as part of the team in Riyadh early 2024.
“I like the principle of sharing our expertise and our knowledge in transport systems, and inspiring future generations to work with or for our companies,” Brodeo said.
“This is achieved through the contributions of our experts and adds immense value.”
A municipal works, civil and commercial construction event.
17-18 September 2025, MCEC
In September 2025, a new event will be landing at the Melbourne Convention and Exhibition Centre. Converge will bring together leading decision makers in the Municipal Works, Civil and Commercial Construction space, to share the tools, ideas and technologies that are shaping these sectors.
Siemens Mobility has placed a focus on supporting customers and community with its service centre based in Mackay.
While the weather in Mackay is slightly different to what Steve Garnett knew in Liverpool, England, he has grown to love central Queensland since joining the team at the Siemens Mobility Service Centre in Queensland’s harsh and demanding Mackay region over 13 years ago.
The centre’s service operations manager, Steve explained that the centre was established to bring the international OEM (Original Equipment Manufacturer) to the regional level.
“We want to support our customers as best we can. Being located in central Queensland and focused on servicing locomotives close to customers is critical to the business’ success. We needed a local presence to ensure our customers are supported in this region,” he said.
The first service centre in Queensland was located in Sarina and was used as an aftersales shop for storing components and parts. But in 2014 the strategic decision was made to move 30 kilometres to a bigger premises in Mackay where the service centre could be at the centre of operations. The move catered for the increasing need for repairs and maintenance of locomotives, specifically the E40AC fleet. Today, the team supports a large fleet of Siemens locomotives.
Garnett explained that the decision to move to Mackay and expand the organisation’s support was customer driven but was also something the company had always intended.
“With such large fleets in the area we always envisioned that additional support would be needed,” he said.
“We didn’t want to be one of those suppliers that sold a solution and then took off and left customers to fend for themselves. It began with overhauling components and then customers asked us to take on more, as result, our scope evolved relative to the lifecycle of the fleet, which has been well received.
“The subject matter expertise of our team has grown immensely, which has enabled us to provide the local service required to keep trains online. We have an open-door policy for our customers to come into our centre or just pick up the phone and speak to the local team;
we even have one of our technical service managers embedded in a customer’s depot to provide the additional technical support they need.”
Garnett said the feedback from its customers in the region has been overwhelmingly positive.
The curiosity when working in a remote region such as central Queensland is how to support locomotives operating in these harsh environments. Garnett said the key is open lines of communication, innovation, and agility to respond quickly.
“Our technical services manager is working out of the operator’s depots and has that faceto-face contact,” he said.
“I travel down to Brisbane once a month to receive feedback from customer management teams on things we are doing well and what we need to work on to ensure we are doing what is needed for our customers.”
Garnett said two critical parts of the business ensured success for the Siemens Mobility team in Mackay. One is the team, the other is maintenance strategies.
Being locally based, the team at the centre is adjusting its maintenance strategies to suit the unique landscape. Garnett explained that critical systems and components are exposed to an environment with harsh humidity, temperatures and dust. The condition of components can degrade quicker than scheduled, which requires Siemens Mobility to act fast to ensure timely repairs with minimal loss of availability. The team also explores how it continuously improves its approach, working with customers to extend the life of components and reduce costs for both maintenance and operations.
He said the team undergoes extensive product training and continuous mentorship to ensure quality standards remain at their highest. Garnett explained that Siemens Mobility’s investment in research and development in technology has informed much of the upskilling efforts as obsolescence becomes more of an issue.
The team is one of the service centre’s greatest strengths and Garnett said Siemens Mobility is focused on supporting them to ensure success.
“We have a very flexible, co-operative approach with our team,” Garnett said.
“We adjust starting times to suit what our people need. For example, those who need to do school pickups or drop offs can adjust their hours to suit their needs. Our team also has the option to start and finish earlier to avoid the intensity of the summer heat or to manage their preferred work-life balance. Being flexible with these things creates a happy environment so they can thrive.
“We make sure workshop conditions are managed closely year-round, but especially in the heat, so that the team isn’t feeling it too much. We place a strong emphasis on safety and putting people first, which we achieve through the trust and co-operation our staff have with one another.”
This team first focus ensures the Mackay service centre proudly retains its staff to ensure continuity and the experience needed to support the rail industry.
In a strategic move to address customer needs and bolster regional investment, Siemens Mobility is set to install a new wheel press at its Mackay service centre.
This new addition is poised to significantly enhance support for local customers by integrating cutting-edge technology and precision engineering to ensure the highest standards are achieved. The onsite installation of the wheel press aims to boost efficiency, cut costs, minimise downtime, and prevent potential axle and wheel damage.
“We have listened to our customers’ pain points over the years, applying them to our thorough discussions with our partners in Germany, which led to our investment in this essential equipment,” Garnett said.
The wheel press features advanced software, and a wheel carrier designed to transport wheelsets and axles into the press, ensuring perfect alignment and continuous monitoring of both the wheel and axle during the pressing process.
“We focused on investing in technology to improve reliability. The testing has been completed in Germany and its arrival is imminent.”
The excitement was evident in Garnett’s voice as he spoke of the arrival of the wheel press. He explained that the expense is justified by the customer feedback, which has highlighted the critical need for the new addition.
“The nearest wheel press from us is over 400 kilometres away, which has been really frustrating for our customers,” he said.
“Our whole focus is to ensure the service centre is designed with our customers in mind. By installing our own wheel press onsite,
we aim to significantly reduce locomotive downtime and expedite turnaround times.”
This investment underscores Siemens Mobility’s commitment to leveraging technology for enhanced reliability and customer satisfaction in the region.
“So many of our customers are also looking to improve their carbon footprints and by removing the transport needed to get these wheels pressed in other locations then delivered to their sites, we are investing in a solution that caters to this need too.”
While bringing the wheel press into the Mackay service centre will support its customers decarbonisation goals, Siemens Mobility is also looking internally to drive decarbonisation efforts.
Garnett said that the new wheel press will require greater energy needs for the service centre, but rather than installing bigger cables, a larger transformer and running the equipment on the mains power, Siemens Mobility is looking to renewable energy.
“We have engaged with local suppliers to install solar panels and batteries that provide the energy we need and more,” he said.
Siemens Mobility understands it has an important role to play in the rail sector’s decarbonisation journey and supporting regional customers to work towards more sustainable practices.
“We have begun transitioning our vehicle fleet to hybrids. While it is challenging to find a hybrid or battery ute to meet our specific needs, we have uncovered one that should meet our requirements.”
“We are seeing a big push from our customers to decarbonise locomotive engines,” Garnett said.
“We are looking at different approaches, like battery and hybrid power sources, which are being developed in Germany at the moment. Our team is well prepared for this transition, they have the core skills required to continue supporting our customer base. We expect the majority of the systems to remain the same so these transitions to new power sources should be relatively similar for the team.”
To minimise lead times for components, where possible, Siemens Mobility utilises local suppliers, products and services.
Garnett said the local team understands the locomotives and their needs, which they can enhance further by turning to local businesses, ensuring that knowledge and experience is simple to pass on.
“We engage local engineering firms when possible to manufacture specialist equipment
and workshop tools, such as bespoke and engineer certified axle stands, to minimise lead times,” he said.
“This relationship also allows us to make specific requests for our components. Things like bigger bases, paint in a specific colour for safety, all of which is easier to do with a local business.”
While the connection to local suppliers is important for Siemens Mobility, having a team that is local to the region is also vital to the organisation’s success. Garnett said that the majority of the service centre staff are recruited and employed from the local area, but the team has representation from at least five continents all living and residing in the Mackay community.
“A lot of the team come in with tradespecific experience and then we train them in the Siemens way and give them that railspecific knowledge,” Garnett said.
“We provide team members with experience out on site in the operating environments under close supervision from experienced staff to see how the locomotives operate to give them a better understanding of how the work they do affects these machines.”
Diversity plays a key role in the Siemens Mobility service centre team, which also has a strong representation of women.
“We always strive to find the best fit for each role. It has been an organic process where we’ve had people from all walks of life with strong, desirable qualities come through the door, resulting in a workforce that is 35 per cent women,” he said.
“Fifty per cent of our management team are women, which gives us a great diversity balance and we are proud of that.”
DT Infrastructure (DTI) is committed to the protection of cultural heritage, understanding the importance of preserving sites of cultural significance for the benefit of the communities in which they’re working.
Geraldine Figueira is an environment, sustainability and heritage advisor at DTI, with experience on major projects such as Parramatta Light Rail (PLR). With a background in archaeology, hailing from South America, and living in Portugal before making her way to Australia, she has in-depth experience in protecting culture and heritage in various countries.
conservation refers to any action that delays the deterioration of cultural heritage from the effects of different environments,” she said.
“I had the opportunity to work in several Portuguese archives and libraries, helping them develop strategies to better preserve their collections and my passion for preserving heritage grew from there,” Figueira said.
“I came to Australia for a new challenge and my strong archaeological background was a natural fit for my role at DTI.”
Figueira explained that a lot of her job is compliance-based, working with a range of internal and external stakeholders. It can include identifying sites of potential importance to Indigenous communities or archaeological interest, buildings with cultural heritage significance, as well as other items that may have meaning in the local community.
Figueira and her team’s role begins at the tender phase of a project. They receive information from the client about sites of potential cultural significance and then decipher the best approach to preserve and incorporate these heritage aspects in the submission.
“When it comes to delivery, we start with the studies our client has access to, which give us an indication of what to look for. If further evidence is identified we then undertake several larger archaeological explorations before construction gets underway,” she said.
“In the case of PLR, we undertook an extensive campaign of archaeological testing for Aboriginal cultural heritage and late 1700s artefacts, as well as built heritage assessments, to determine strategies to minimise potential damage.
“While the studies and documents tell part of the story – that a historical structure used to
be on site, or it’s an area of cultural significance – we don’t have all the information until we investigate in person.”
Design and construct projects allow project teams to adjust their approach if sites requiring preservation are identified.
“With the design and construct model, the results of our archaeological testing are considered in the project’s design, and in some cases, it means additional digs are conducted to understand the extent of the heritage site and identify strategies to minimise impact. Of course we thoroughly document what we find, so the history of an area is not lost.
“Parramatta is the second oldest European settlement in Australia, so it has a lot of European history beneath its very streets,” Figueira said.
“Before that, the land was occupied for more than 60,000 years by Aboriginal people. The potential presence of archaeological finds from both cultures had to be considered while delivering the project.”
In the urbanised areas of Parramatta, the team understood that most of the heritage to consider was likely to be European. However other areas, such as within the Cumberland Hospital Precinct, were likely to have evidence of the presence of Indigenous dwellings.
“We actually found an extensive Aboriginal site that we were able to date as being 30,000 years old, which was beyond exciting,” Figueira said.
“Although a large area of the site was directly within the footprint of the light rail slab, we were lucky enough to be able to keep part of the site in situ, which means that evidence of it remains buried and protected underneath the light rail tracks.”
Through the entire duration of the project, Figueira and her team worked with a wide range of stakeholders, such as City of
Parramatta Council, Heritage Council of New South Wales, and local Indigenous community members, to understand their interests and concerns, and work together towards achieving solutions that, where possible, would address these.
Figueira’s role involves developing partnerships with the internal design and construction teams and liaising with the community in which DTI is working.
“In a role like mine, it’s a balancing act between the timeframes we are working to and our obligation and passion for ensuring we protect any cultural heritage onsite,” she said.
“There are things we know we will likely find onsite such as drains, old road structures, even remnants of convict dwellings, but what we don’t know is exactly where they are, which means they may or may not clash with our intended design. Sometimes we find that a site is much more extensive than originally anticipated.
“The more time we can spend conducting these investigations prior to construction, the more we understand the archaeological landscape of an individual site, and allocate resources as effectively as possible.”
No matter how much preparation the team does before a project gets underway, they can never be completely certain they’ve located every piece of cultural heritage prior to construction, which is why a strong working relationship with the construction team is so crucial.
“We conduct regular toolbox meetings with the construction team to ensure everyone is aware of what may be uncovered when work gets underway,” Figueira said.
“This effectively means we have so many extra pairs of eyes looking out for things that potentially have cultural significance. If you don’t know what to look for then you can’t possibly recognise it. So working as a team ensures we can identify the things we need to preserve.
“We work closely with stakeholders in the local community, who, given their connection to the local area, are often quite passionate about what should be preserved and protected. We invite feedback from a range of different groups. The local council will always have a vested interest, wanting to ensure the region thrives, while also protecting its past.”
The team also works with regulators to meet the required conditions and ensure feedback is reflected in the designs.
“At the end of the day, having a client that is also passionate about preserving
cultural heritage and amending the design to allow that to happen is also crucial and enables us to meet the needs of most of our stakeholders. I think we were very lucky in that sense for the PLR project.”
Figueira explained that the role teams like hers play is so much more than completing archaeological digs and identifying potential sites of interest.
In addition to working with the construction teams to ensure that any works will not directly damage heritage buildings, work being conducted in the vicinity of cultural heritage can also have an impact, particularly when it comes to vibration.
“Sometimes we place sensors on structures like buildings and bridges to ensure that the work being undertaken is not creating movement that could damage them,” Figueira said.
“Projects can require extensive structural integrity assessments to conclude what the threshold for vibration levels is for the building or structure in question. Usually, heritage structures are deemed to have a lower threshold, just to be on the safe side, but that is not always the case.”
The team at DTI is proficient in this type of work, with recent projects involving heritage-listed stations and other heritage buildings, where the referred to practices are commonplace.
“Following and implementing mitigation measures to ensure findings of significance and structures are protected is a standard practice for us,” Figueira said.
Figueira said while it is not possible on all projects, it is becoming more common to incorporate discovered cultural heritage into a project’s design. And DTI is always looking to find ways to celebrate the history of the community in which it is working by doing just that.
“There is an aspect that we call heritage interpretation which can take many forms,” she said.
“Heritage interpretation can be adding an item – like an old station clock you are restoring based on historical photographs – to a new structure. It can also mean incorporating heritage elements from site into the project’s design.
“We try to use innovative methods to easily and clearly convey the details of the history of the site to its visitors.”
On a recent project, DTI had the opportunity to install old imagery of the station on vertical panels in the stairwell, which proved to be an
eye-catching feature. Figueira said trying to be creative and fun with the possibilities means there are many ways to honour the history of a building or place.
work closely with the traditional custodians of the land and local Indigenous communities when including heritage in our projects, she said.
we’ve had great team members who had extensive previous experience working with the local community and we were able to incorporate their history extremely effectively.
While DTI makes every effort to preserve the cultural heritage of a region, sometimes complete preservation is not always possible, and unique ways to ensure the history of a building or structure lives on need to be explored.
“On one project we used ground inlays in the area where a historical structure had stood, with motifs around the site that represented its 200 year history,” Figueira said.
“We also were able to install a garden designed by an Aboriginal-owned business near one of our sites. They created a distinctive space that reflected the heritage of the site.”
Figueira noted that while sometimes the work can be challenging, at the end of the day she believes the work her team does has a positive impact in the community.
“Our ultimate goal is to ensure that the history of our communities is preserved for future generations, while also enabling the construction of critical infrastructure that allows those same communities to grow and thrive.”
While rail has an important role to play in the goal of net-zero, the construction practices and building associated need to meet these goals. The METRONET project is making great strides in achieving this.
Perth’s METRONET program is changing the fabric of the city with exciting new stations and train lines to better connect the community. The construction teams and designer are taking this opportunity to improve the city’s environment around these sites while operating in a more sustainable way.
The Morley-Ellenbrook Line Project is focused on working more sustainably to reduce carbon impacts of materials by more than 15 per cent, improve resource efficiency and support a circular economy by using recycled materials. A number of initiatives have been implemented to help reach these sustainability targets.
The Food Organics and Garden Organics (FOGO) trial has committed to using 20 per cent FOGO in imported topsoil used for landscaping. FOGO is made from household food scraps and garden waste, collected by councils and taken to waste facilities for processing to Australian Standards.
As FOGO compost soil is not typically used
in a small, landscaped area near Whiteman Park Station and will run for multiple seasons with different compositions of FOGO/soil conditioner blends monitored across sample native plants.
The root growth of the plants will be carefully recorded, enabling teams to compare all plant and soil compositions, address any concerns, and ultimately identifying the most suitable one for long-term sustainability and project durability.
A collaboration between landscaping contractors, regional councils, recovery facilities and soil scientists, the trial is expected to set a precedent that supports the use of FOGO and give teams confidence to embrace this and other new materials, while encouraging innovative landscape practices.
Crushed recycled concrete (CRC) is being trailed for the base asphalt layer in Ballajura and Noranda station car parks. CRC is made of concrete debris from construction and demolition projects and is usually reused for driveways, pathways, garden beds and more.
are typically deposited into landfill, and as concrete is not biodegradable it does not decompose. At the same time, new concrete is created and the process begins all over again.
The use of CRC aims to reduce materials going to landfill and result in reduced carbon emissions – it’s estimated that around 0.7 tonnes (t) of carbon dioxide (CO2) emissions is saved by substituting about 16,000t of virgin crushed rock used as base course with CRC.
The ongoing trial will be monitored and will facilitate the wider uptake of this recycled/ reused material in applications that have typically been considered higher risk.
Portland cement is the most common type of cement in general use around the world as a basic ingredient of concrete, mortar and other materials. Its use is responsible for more than eight per cent of global carbon emissions and is one of the project’s most carbon intensive materials.
The project has therefore set a target to replace a minimum of 30 per cent of Portland cement on poured concrete mixes used. To date, teams are exceeding this, achieving an average of 53 per cent replacement rate by instead using recycled content known as supplementary cementitious materials (SCMs).
SCMs are a waste byproduct of steel making and energy production and reduce the embodied carbon of concrete while providing technical benefits such as durability, increased strength and reduced early heat.
To date, the project has replaced around 11,571t of Portland cement with SCMs, helping exceed Green Star targets by more than 20 per cent.
The amount of traditional concrete used on site is also being reduced through a hollow core noise wall system that contains 30 per cent less embodied carbon than standard noise wall panels. About 770 hollow core panels have been installed from Gnangara
to Ellenbrook, with other benefits of the sustainable product including:
• 50 per cent reduction on transport and associated emissions due to reduced weight.
• reduced installation time compared to standard noise walls, resulting in a reduction of other environmental impacts such as construction noise, vibration and air quality.
• less defects and less wastage with the hollow core process compared to standard noise wall panels.
The new Ellenbrook Station, being built as part of the METRONET Morley-Ellenbrook Line Project, has achieved a 6 Star Green Star – Railway Stations v1.1 certification, making it the highest rated under this tool.
Founded by Green Building Council of Australia in 2003, Green Star is an internationally recognised rating system setting the standard for healthy, resilient, positive buildings and places.
Developed for the Australian environment, Green Star has certified thousands of sustainable fitouts, buildings, homes and communities right across the country.
The rating is equivalent to world leadership in sustainable design and construction.
Project Sustainability Lead Virginia Castellano acknowledged the efforts of the team in achieving the rating.
“This outstanding achievement demonstrates we are delivering world-leading sustainable transport infrastructure right here in Western Australia,” Castellano said.
“It is a testament to the efforts of everyone involved, and it is through team collaboration that we have set a new standard for sustainability excellence in Australia.”
The rating was achieved by utilising innovative materials, reducing energy and water consumption through construction and operation, incorporating Indigenous design and native plants, and design elements to ensure the station is safe and accessible.
The Morley-Ellenbrook Line is set to start servicing passengers later this year.
Aqua barriers has shown its importance when it comes to protecting a section of the Tom Bateman wetlands near the Cameron-Elliot footbridge.
The temporary water-inflated dam was used to reduce environmental impacts to
the wetlands and has been recognised at the 2024 Civil Contractors Federation Awards for its effectiveness.
The aqua barrier was used to divert water from the footbridge construction site, trap sediment and prevent it from entering the wetlands – ultimately safeguarding the wetland’s water quality and ecosystem. To further enhance sediment control, a silt curtain was also used.
Following installation of the aqua barrier, fauna traps were also set up to relocate turtles and fish and minimise any potential disturbance to the endemic fauna.
NEWest Environment and Sustainability Manager, Martin Von Kasche said the aqua barrier was key to safeguarding the wetland’s water quality and existing ecosystem.
“Before installing the aqua barriers, we carried out comprehensive planning to ensure the innovative system would protect the delicate wetland ecosystem while allowing construction activities to proceed,” he said.
“Thanks to the aqua barriers, we have been able to maintain the integrity and marine life in this wetland area.”
With a range of Liebherr machines in its fleet, the team at TENEX Rail are firm believers in the quality of the rail equipment supplied by the German company.
A focus on quality over quantity for TENEX Rail when deciding what machines the company should acquire, meant the obvious choice was the Liebherr A 922 Rail Litronic.
TENEX Rail is an Australian owned and operated business based in Central Victoria with over 14 years’ experience.
It specialises in the construction and maintenance of railway infrastructure for both minor and major projects nationwide, using a fleet of specialist equipment including hi-rail excavators, hi-rail tippers and more.
Managing director Matthew Tennant said the company prides itself on ensuring all its equipment is well maintained and kept up to date with the latest industry safety requirements.
Tennant explained that the company has focused on careful and smart growth since its beginnings 14 years ago.
“We have taken it slow compared to some others,” he said. “Some companies went berserk and bought everything they could and employed everyone they could. We opted to keep it small and strong and have high quality machinery.”
TENEX Rail specialises in undercutting while also providing general plant hire and
track maintenance. Based out of Victoria, the company serves the southeast of Australia, working in New South Wales, South Australia and some of Western Australia.
“We are gauge changing all the time and it is a major hassle for us,” Tennant said.
“We can even be changing gauges between day and night shifts, which is supremely difficult.”
That’s where the Liebherr A 922 Rail Litronic comes into its own. It is available with a range of undercarriage versions with different gauges, rail wheels and suspension systems enabling it to be used in many varied applications around Australia.
An independent variable-displacement pump for the rail chassis delivers outstanding traction and reliable drive power. The permanent level regulation of the rail chassis enables the machine to travel smoothly on rails.
The A 922 Rail Litronic comes with an adjustable gauge axle for multiple gauges. It also has a customisable braking system for safe operation, which can be configured based on wagon type.
The new A 922 Rail Litronic railroad excavator delivers higher performance data with its new engine coupled with
lower fuel consumption and can be supplied with an appropriate exhaust system to meet various national emissions regulations.
While Tennant said it would be helpful if there was greater connectivity between states to make changing gauges and networks simpler, he utilises a third-party organisation to help with his compliance and liaising with operators.
“This makes working across multiple networks simpler.”
It is evident to anyone who turns to TENEX Rail for any of its services that the company has faith in its Liebherr machines – there are five A 922 Rail Litronics in the fleet.
“We were first drawn to Liebherr as they were a one stop shop, providing full turnkey capabilities for a rail machine in Australia,” Tennant said.
“The turnkey capabilities were important as we needed to be able to ring one company when we had an issue at any time of the day, and they come and fix it.”
Tennant said the toughness and reliability of the machines has been evident over the years.
“They are purpose-built rail machines, not a civil machine that has been adapted to rail,” he said. “You cannot beat the A 922 in the rail industry. Other brands are good if you are completing civil works as well as rail works, but for us – focused on rail – the Liebherr is perfect.”
According to Tennant, the A 922 Rail is so intelligent it makes operation easy for his team.
“They probably take a bit of the thinking away from the operators,” he said.
Tennant has been impressed by the machine’s toughness on site, noting the hard work TENEX Rail completes.
“The undercutters weigh between 1200 and 1400 kilograms and are hanging off the side of the boom, the work it does is quite aggressive,” he said.
“It has a lot of load on it and you can feel it smashing away. One of our machines has close to 10,000 hours on it and it has had no issues at all.”
Tennant said Liebherr machines hold their value and that has been a major positive for the company as it takes great pride n keeping equipment in tip top condition.
“You can compare our brand-new A 922 and our 10,000-hour machine and you would not be able to tell the difference,” he said.
“The Liebherr rail machine is a smart investment for rail work equipment. It also retains its resale value when it’s time for a replacement.
demonstrates the durability of the Liebherr A 922 Rail and the trust the industry places in it.”
Tennant was nothing but complimentary of Liebherr Victorian branch service manager Ian Welgus.
“Nothing is a problem for Ian, I can call him at stupid o’clock and, if he can, he will always pick up my call,” he said.
on these major projects often in short shutdown windows.
“You are never in the dark with them, which is what we need from them.”
Tennant said the challenge with the work TENEX Rail carries out, is that the team cannot simply go down to a local hire shop and pick up a machine, they need to utilise what they have out on track.
Liebherr has strived to ensure
maintenance is simple on the A 922 Rail Litronic. The service-based machine design guarantees short servicing times, minimising maintenance costs due to less downtime.
All the maintenance points are easily accessible from the ground and easy to reach due to the large, wide-opening service doors.
With the latest generation, the accessibility to important components is even further improved. Air, oil and fuel filters, the main battery switch, the lubricating nipple for the oscillating axle and the pilot valves for emergency actuation are easier to access. This means that service work can be completed more quickly and efficiently.
The latest generation also has a fully automatic central lubrication system for uppercarriage and equipment. The grease tank of the central lubrication system is located behind the left
“While we need that backup support, these machines are just absolutely bulletproof,” Tennant said.
“We have had nothing go wrong; they haven’t even coughed. We will continue to go back to Liebherr.”
Customer service has remained a top priority for Harrybilt over the years, holding long-standing relationships with rail companies like DT Infrastructure.
Renowned for its innovative designs and equipment, family-owned Harrybilt Engineering continues to build on its reputation of providing highly specialised solutions to local and national rail customers, all built in its factory in Ballarat in Victoria.
For almost 40 years, Harrybilt Engineering has provided customers with innovative designs and equipment needed to perform maintenance across Australia’s rail networks.
The business has remained on a steady growth journey since its origins, and along for the ride has been customer DT Infrastructure.
Lindsay Furness, national plant manager DT Infrastructure (DTI) said DTI’s longstanding relationship with Harrybilt has stood the test of time.
Furness said the relationship, dating back 30 years, has witnessed the changing and growing industry, to which Harrybilt has adapted and thrived in.
“We witnessed them during a transition period between owners and shifts in the rail industry” he said. “In recent years the rail industry has shifted from contracts being
mostly government based to most companies now subcontracting. This change came with new demands from contractors needing machinery on shorter notice.”
Furness said other changes included different certifications and requirements that are now mandatory for the rail industry that did not exist in the past.
“It is more regulated than it used to be, and they adapted well to the current certification processes, registrations, compliances and standards that came into play.”
Since 1985, the Harrybilt team has developed significant experience in the rail industry, priding itself on having the ability to design and develop equipment to suit specific customer needs.
Furness called it an “understanding” of each other’s business operations, keeping DTI’s projects on track.
“They adapt and make things happen for us when we need them to,” he said.
“Sometimes being a contractor in the industry things need to happen on very short notice, and every time they have been fairly
adaptable in making those deadlines and meeting our needs.”
Furness said there has never been a request from DTI, to keep operations running smoothy, that was unexpected to Harrybilt.
“For example, sometimes we have one month to get a tender in order once it has been won, and Harrybilt accommodate well, despite being busy and having their own bank of orders.”
As a national leading provider of rail infrastructure and maintenance across passenger, freight, mining, and light rail networks, DTI requires machines of varying size and use.
Currently, DTI has six Harrybilt excavators in its fleet, ranging from the seven and a half tonne up to the 17 tonne Hi Rail machines, with two more on order.
Furness said DTI uses specific rail Harrybilt attachments including Octopus, Platypus, forks and undercutter attachments, lift and layout sweepers, threaders and tamping heads combined with the Hitachi Harrybilt combination excavators in various sizes.
“The bigger machines are typically used on larger, heavy haul rail networks where DTI is not restricted by rolling stock outlines and clearances,” he said.
“Previously we have been restricted with a narrow gauge option when working on a rail network with restricted with workspace.
“For that reason, the 14 tonne machines are a good, general all purpose machine for most of our projects, so we predominantly aim to have that 14-tonne machine on hand.”
Furness said recent DTI projects have involved upgrade works along varying rail networks around the country.
“Most of our 14-tonne machines are located in South Australia and the Northern Territory,” he said.
“We just finished one project in Port Augusta and another one where we successfully resleepered a site in Tenant Creek.
“We also have works out west in the Pilbara and in Perth in Western Australia, and of course
down south in Victoria and Tasmania where we are using the seven and a half tonners for re-ballasting tracks,” he said.
After years of working together on numerous projects, Furness said Harrybilt has continuously proven its reliability and position as a “one stop shop” for DTI’s needs. “They will also organise all the network
registrations which are needed for different rail networks throughout the country,” said Furness.
“When the machines are delivered, they are ready to go.
“Harrybilt is supplying a very good product these days, they’re very innovative, they’re doing a good job.”
Trapeze Rail has a strong commitment to the rail sector and is calling on all of its international experience to support Australia’s rail industry.
the organisation’s Workforce Management software solution.
Trapeze Rail is part of Trapeze Group, which is a Modaxo company. Modaxo is the home of many of the world’s most used transport technology companies.
Nayak said he was drawn to the role because Trapeze Group’s model effectively treats each stream as its own individual business, allowing it to be hyper focused on the industry it serves.
is really challenging to get that full visibility across the organisation,” Nayak said.
“Not many vendors have cracked the code on how to apply that. The chain of responsibility is growing with the new Rail Safety National Law (RSNL) so our technology will help improve that.”
The RSNL aims for a seamless and coordinated national approach to rail safety regulation in Australia. Previously, each state had a fragmented approach to rail safety and this new law brings it all under one banner.
Nayak explained that technology has a critical role to play in the steady improvement of rail. In areas such as energy efficiency and sustainability it will be vital to support decarbonisation efforts through technology.
For Trapeze Rail, using software technology has been its bread and butter. It has been providing Workforce Management solutions for close to 20 years and understands the vital role technology plays in rail organisations.
Nayak said that Trapeze Rail looks at each individual rail company to better understand what their specific needs are.
“Every IT landscape is different,” he said.
“When you deploy a Workforce Management solution, it needs to be open and not proprietary, so it can integrate with an everchanging IT environment to support a free flow of information and eliminate manual manipulation of data. We want to see a healthy environment where each of the vendor’s
they want to transform their processes because of the cost. We bring global industry best practice and learnings to deploying Workforce Management to top tier rail operators across the Australian market.
“We start with a strong baseline that is built specifically for the unique needs of the rail industry, but we allow for open integration to truly expand it and maximise its benefits.”
For Trapeze Rail, open integration is a key philosophy in everything it does. Nayak noted that this is important, particularly with the further implementation of the RSNL. He explained that Trapeze’s off-theshelf Workforce Management solution is hyper configurable.
“It is a very tricky thing to balance because every company comes up with a specific set of needs,” he said.
“The industry is constantly changing. What we have seen from more vertical Workforce Management solutions is that for the first year a system is deployed it is really good but after that first year, as things change in the industry, it begins to become less and less effective before eventually becoming obsolete.
“The company then has to go back to the vendor, spend a lot of money to bring the system back up to standard, and then the cycle begins again. This is not the case with the Trapeze Rail solution as it’s constantly evolving with the needs of the rail industry.”
Trapeze Rail uses its local portfolio of users to ensure the system stays up to date with Enterprise Bargaining Agreements (EBA’s) and
across the life of the product to deliver a solution specifically tailored to that company.”
While the RSNL is going a long way to improving the connectivity of Australia’s rail network, the country still has a fragmented railway system with each state having its own requirements and laws.
Nayak noted that some of the companies Trapeze Rail works with operate across multiple states posing challenges unique to each one.
“While each state may have different laws and EBA’s, we do notice common themes and challenges across each,” he said.
“It is not just state borders that matter but also employee preferences. A mistake a lot of companies make is thinking you can only have either operational efficiency by catering to your customers or your workers, but not both.
“This is simply not true. I believe much of the software currently in use has the tail wagging the dog.”
Nayak explained that staff preferences and experience is the main thing to ensure a company is maximising efficiency.
He recalls a program that was rolled out in Queensland. It worked well near the city but as it was rolled out into more remote areas, the only way for team members to clock on and off was by calling the service desk.
This system created a number of overtime leakages, either through intentional or unintentional mistakes.
and we understood that there was this communication breakdown. We designed a crew communication app which took away the manual part of signing in, enabled push notifications to be sent to the user and allowed users to swap shifts all within the app.
“You now had full visibility of absenteeism, shift swaps being captured, and it could all be collated and put into executive reports to ensure visibility.”
Trapeze Rail has placed an emphasis on its research and development, partnering with The University of South Australia (UniSA) for close to 30 years to develop some of its exciting new software portfolio.
UniSA’s academic excellence powers the Trapeze Driving Advice System (DAS), which is used by rail operators worldwide.
The TTG Energymiser algorithm at the heart of Trapeze’s DAS solution was developed by professor of industrial and applied mathematics, Peter Pudney, and the scheduling and control group at UniSA, working with TTG founder Dale Coleman. UniSA is the established global leader in train performance research.
The unique partnership with UniSA goes from strength to strength, building upon 30 years of academic research to deliver a physics-based solution using the optimal speed profile methodology.
The Trapeze DAS considers a broader set of variables than more basic
complexity, delays and costs.”
In 2023 the Australian Research Council supported the DAS partnership’s academic excellence with a new round of funding, locking in future investment for the innovative collaboration.
The value of this research has also been recognised by the Commonwealth Government’s Innovations Connections Grant which helps growth sector businesses seeking to develop concepts with commercial potential.
The system, and the research behind it, has been honoured with an Australian Export Award, a Premier’s NSW Export Award, and Australian Rail Industry Award.
The recognition is nice, according to Nayak, but he is of the belief that the continual development is needed to support the sector.
“We have developed intelligent energy management which is an extension of our DAS but will help ensure the train is running as efficiently as possible,” he said.
“You can have certain networks in places like Sydney, where two trains cannot run next to each other as they draw too much power. Our energy management system would eliminate these problems.
“Our business is creating smart technology through university-backed research that comes out of listening to the industry, understanding the pain points and keeping up with the dynamic nature of the industry.”
The Siemens Mobility Port Melbourne site has been the ideal pilot program for Project i-TRACE before the global organisation rolls it out company-wide.
Siemens Mobility has adopted GS1’s Project i-TRACE in its Port Melbourne manufacturing facility to test its feasibility and potential implementation across its international business.
Project i-TRACE has helped Siemens increase the traceability of its supply chain end to end, as well as the efficiency and reliability of internal warehousing.
At its core, Project i-TRACE uses GS1 standards to identify and track assets, parts, and components in the supply chain through the adoption of digitisation in rail operations.
GS1 is the standards body selected by the Australasian Railway Association (ARA) for the project, bringing its global supply chain experience to the venture.
Eric Bougeois is the head of products for Australia New Zealand at Siemens Mobility and has 20 years’ experience in rail. With a passion for the industry, he is working out of the Siemens Port Melbourne facility and has had a big role in the Project i-TRACE rollout.
Bougeois said Siemens Mobility’s global headquarters has been interested in trialling the project and has provided the support needed to help it thrive in Melbourne.
“In a world of digitalisation, it was a choice we made to move in this direction,” he said.
“Rail can sometimes be slow to catch up to these things, but we saw a perfect opportunity to move forward and advance the industry. It is a journey, and it doesn’t happen quickly. We had to dive deep into our
processes to understand where we can be a part of this adventure.”
Bougeois noted that the organisation needed to work through its national product catalogue.
Since undertaking the project, Siemens Mobility has cut its stock accuracy variance in half, showing the success and traceability of the program.
Bougeois said that Project i-TRACE is a consistently evolving program. As a pioneer in Australia, it is taking both its team and many of its partners on the journey.
When Siemens embarked on this journey, its first point of call was to bring employees onboard. Bougeois said that,
while this was initially met with some hesitation, now, the team sees the benefits of the system.
“The implementation period was a big change, but now the team cannot imagine going back to how it used to be,” he said.
The application of the GS1 standards onsite has also excited visitors, especially Siemens’ customers.
“We often welcome customer visits to our site to explain the benefits of Project i-TRACE and they get really excited as they can see the benefits in action,” he said.
“With Project i-Trace, we can achieve traceability for asset management which is a major focus for the industry and is fundamental to our success. Having a tool to help customers achieve this is what excites me.”
Bougeois explained that as the project has grown, multiple benefits have emerged – some that were not initially obvious to the organisation such as the barcode being able to be connected to a document.
Scanning the code, as opposed to contacting Siemens Mobility for the same information, can streamline processes for customers and partners.
“The code simplifies the process for our team and for customers, where they will be able to access a manual with all the information required, whenever it’s needed,” he said.
“This was a strong contributor to cutting down the time spent during the annual stocktake from a week to two days, which reduces the time the team cannot service our customers.”
Siemens views the implementation of Project i-Trace as the start of its journey, and remains committed to continuing its development.
“We want to work both upstream and downstream to expand this approach throughout the rail industry. We still have some work to do but it is all part of the journey.
“We are starting with a pilot supplier upstream to establish the practice, and eventually we will begin engaging other partners.”
Bougeois said the ARA has been a strong advocate of Project i-TRACE from GS1 and is pleased Siemens Mobility has come along for the journey.
“From the beginning, the ARA has strongly encouraged rail organisations and partners to use this system,” he said.
“We of course have competitors in this sector, and we have market share in
beneficial for the whole sector. Moving forward, we need to modernise and digitalise, and it is time for the industry to embrace Project i-TRACE.”
Bougeois also noted that the benefits of Project i-TRACE could also help to harmonise the rail industry across state lines.
markets with different states using different standards, which often complicates processes and interoperability efforts,”
he said.
“Project i-Trace is a perfect opportunity to uniformise the industry and work towards a common understanding.”
Systematiq is calling on its wealth of experience in other sectors to better support training practices across the rail industry.
Workplace training and training management presents challenges to all industries, and the rail sector is not immune.
With a geographically dispersed workforce and a heavy compliance-backed training requirement, the rail sector in particular, needs flexible and innovative ways to conduct induction, operational, safety, and developmental training to support both the business and its staff.
Systematiq understands some of the key challenges in the Australian rail sector, which begins with a skills shortage. An estimated 70,000 additional workers are required in the sector over the next decade. This is exacerbated by an ageing workforce nearing retirement. and will pressure the industry to recruit, train and maintain staff in the future.
Competition from other sectors such as mining and defence is also continuing to drag skilled labour away, making it difficult to attract and retain talent.
Training programs and skills recognition vary across regions and networks, limiting worker mobility and career progression. Attracting a diverse workforce and creating an inclusive culture is essential for retaining talent from various backgrounds. Training programs must align with the company
policies, procedures and skills alignment to ensure the best outcomes for the time spent training staff.
Addressing these challenges requires a co-ordinated effort between governments, industry, and educational providers, along with workplace training and assessment programs to ensure skills training and workforce development continues. Systematiq addresses some of these challenges by
team is aiming to support Australia’s growing rail network.
providing industry best-practice solutions using the ADDIE model, which offers several advantages:
1. Structured process: the ADDIE model provides a clear, step-by-step framework for comprehensive and cohesive training programs.
2. Flexibility and adaptability: the model allows for iteration and adjustments at any stage, making it
suitable for various industries and training contexts.
3. Focus on learner needs: by starting with a thorough analysis of training needs, the ADDIE model tailors the program to specific learner requirements, enhancing engagement and effectiveness.
4. Continuous improvement: the evaluation phase emphasises ongoing assessment and feedback, refining the program to better meet learning objectives and adapt to changing needs.
5. Alignment with objectives: ensures all training activities are aligned with clearly defined learning objectives, achieving specific, measurable outcomes.
6. Data-driven decisions: encourages the use of data and feedback to inform decisions at each stage, creating more effective and efficient training programs.
7. Cross-functional collaboration: promotes collaboration among instructional designers, subject matter experts, and trainers, benefiting from diverse perspectives and expertise.
By leveraging these advantages, the ADDIE model helps in developing high-quality training programs that effectively meet the needs of learners and achieve desired training outcomes. They also ensure large projects are delivered by a highly skilled and enduring workforce.
Systematiq’s training systems capability manager, Steve Mackey, comments on the importance of getting training systems and programs right. “Training packages are more than just the provision of instructional sessions – they are strategic tools designed to enhance your operational capabilities and ensure your workforce is equipped to deliver to your requirements,” he said.
programs in the rail industry.
The model has distinct phases:
1. Analyse:
• Identify training needs and define objectives: clearly outline learning objectives, such as improving safety protocols or enhancing technical skills.
2. Design:
• Curriculum planning: develop a detailed curriculum and select appropriate instructional methods and course materials.
• Assessment strategies: development of quizzes, practical assessments, and feedback mechanisms.
3. Develop:
• Create training materials: develop and test engaging and accessible training content, including manuals, videos, and interactive modules.
4. Implement:
• Deliver training: Roll out the training program through workshops, online courses, on-the-job training, or a combination of methods. Develop ongoing support mechanisms as needed.
5. Evaluate:
• Assess outcomes: Evaluate the training program’s effectiveness by measuring learners’ performance and feedback and analysing data.
• Continue to refine and enhance the training program, ensuring it remains relevant and effective over time.
For Systematiq, it is about working quickly and efficiently when partnering on a project.
Steve Mackey explained that quick mobilisation and then building a
Australia’s diverse rail network poses a number of challenges but Systematiq is ready to tackle them.
close working relationship is key to a project’s success.
“Our team are able to integrate well with our clients,” he said.
“We work to understand their culture and values, and aim to immediately provide value in a short time frame.
“By doing this we make great initial strides in ensuring the success of our partnerships.”
This approach is crucial in addressing the skills shortage and workforce challenges in the rail sector, ensuring large projects are delivered by a highly skilled and enduring workforce.
Australia’s diverse rail network poses a number of challenges but Systematiq is ready to tackle them.
Rail Express provides an update on the Level Crossing Removal Project in Victoria, which represents one of the largest packages of construction works ever seen in the state.
In May 2015 the Victorian Government announced it would establish The Level Crossing Removal Project (LXRP) to oversee one of the largest rail infrastructure projects in the state’s history.
Central to the project is the removal of 110 dangerous and congested level crossings across Melbourne by 2030. In addition to these works, other projects include rail network upgrades such as new train stations, track duplication and train stabling yards.
The LXRP is part of the Victorian Infrastructure Delivery Authority, which delivers major rail and road projects across the state, forming Victoria’s Big Build.
So far 84 level crossings have been removed and the Lilydale Line is the first rail line in Melbourne to be level crossing free. The Cranbourne, Pakenham and Sunbury line will join next year, while the Frankston Line will be boom gate-free in 2029 and the Werribee Line in 2030.
Improving safety for road users and pedestrians in Melbourne is one of the reasons for the LXRP, which will be achieved by removing the danger of trains sharing a level crossing with vehicles and pedestrians.
The LXRP will also make travel easier for commuters, motorists and those who use active
transport by eliminating delays caused by boom gate down time. This will help to reduce the build of traffic, therefore also reducing travel times and uncertainty around the state’s metropolitan road network.
The construction industry has flourished over the past nine years, with thousands of jobs created to complete the works.
Works have not only included removing level crossings, but also building new stations and creating new public spaces.
The six train lines at Sunbury, Werribee, Frankston, Cranbourne, Pakenham and Lilydale each boast a unique design at the site, adding value to the community and commuters.
Removing dangerous crossings has allowed new open space and new shared walking and cycling paths to be created, while previously bland spaces have now been replaced with commissioned local artwork, displaying talent across metropolitan Melbourne.
Work is nearly completed on the Pakenham line as level crossings at Main Street, McGregor Road and Racecourse Road have been removed and replaced by building a 2.5-kilometre section of elevated rail. New stations at Pakenham and East Pakenham have been open
since July 2024, with works underway under the rail line to create open space equivalent to the size of six Melbourne Cricket Grounds for locals to enjoy.
Emma Vulin, Member for Pakenham, said the works will modernise the town.
“Removing these three level crossings will make Pakenham a better place to be by improving safety, creating better access in and out of the town centre and more open space for everyone to enjoy,” she said.
The new open space will feature a barbecue area, a half basketball court, playgrounds, bicycle hoops, a bicycle repair station, parklands, seating and garden beds, ready for use in spring 2024.
The new station in Pakenham includes 300 car parks as well as bike facilities, bus bays and dedicated pick-up and drop-off zones close to the station.
Despite all projects having fixed technical requirements in relation to design solutions, the LXRP has collaborated with the community on negotiable elements including open spaces, landscaping, station precincts and public art.
One great example has been students at St Margaret’s Berwick Grammar creating six unique artworks in Term one of 2022 for display at Berwick Station as part of the Clyde
Road level crossing removal project. Students from Year 6 and 9 collaborated on the pieces, taking inspiration from a range of sources such as Van Gogh’s Starry Night, through to the school colours and emblems.
Sunbury local and Yorta Yorta, Gunaikurnai and Gunditjmara artist Teena Moffatt also shared her talents for the level crossing project in Sunbury, creating the artwork for the Gap Road rail bridge.
The Gap Road level crossing, located in the heart of Sunbury, was removed and a road under rail design added in its place.
The artwork’s custom designed perforated panels were installed on both sides of the rail bridge.
Moffatt’s artwork references the volcanic plains of the western district, the ancient presence of Mount Holden hovering over Sunbury, Jackson’s Creek winding through local valleys and the unique features of the Organ Pipes and Rosette Rock.
“My art connects my past, present and future,” said Moffatt.
“I do my work in honour of my grandmothers and grandfathers, my family and my bloodlines; to ensure my children feel a strong connection to their people and our traditional ways.”
The removal of level crossings at Dublin Road, Ringwood East and Coolstore Road, Croydon made the Lilydale Line Melbourne’s first rail line to be boom gate free.
Two more dangerous level crossings were also removed at Union Road, Surrey Hills and Mont Albert Road, Mont Albert, replaced with a brand-new Union Station which opened in May 2023.
Works on the Cranbourne Line Upgrade have been completed, with eight kilometres
of duplicated track between Cranbourne and Dandenong, and a new Merinda Park Station in Lyndhurst open to passengers. The track duplication has allowed more services to be introduced on the Cranbourne Line, including a 10-minute average frequency in the morning peak.
Level crossings have been removed at Evans Road, Lyndhurst, Greens Road, Dandenong South and Camms Road, Cranbourne, with Webster Street, Dandenong to be removed by 2025.
Throughout the works, the LXRP has provided a range of employment opportunities across many business areas.
This is offered through a range of employment programs that aim to provide people that are starting their careers with an opportunity to gain experience through ‘hands on’ work.
One Civil Engineer, Samrawit, was hoping to get a start in Victoria’s booming construction industry after migrating from Ethiopia with her husband on skilled migrant visas in 2023.
Samrawit’s first opportunity to break into the industry came through the Victorian Government’s GROW program which led her to secure an internship with the LXRP and work on a range of projects.
The government’s GROW program is designed to introduce people from marginalised and disadvantaged backgrounds to employment and training opportunities and pathways, delivered by the Training for the Future initiative, delivered as part of the LXRP.
On the Frankston Line, all level crossings on the line are set to go by 2029, changing the way people live, work and travel.
As part of these level crossing removals, new stations will be built at Highett, Mordialloc, Aspendale and Seaford.
Through these works the LXRP is working to reconnect communities and create public
spaces that will leave a long-lasting legacy for Melbourne. This is done through work in urban design.
Urban design is the practice of making these precincts work for the community, including elements such as architecture, green space and pathways.
Two level crossings in Seaford Road and Carrum were recognised at the 2024 VIC Landscape Architecture Awards for shaping resilient, culturally conscious, climate positive and inspiring places.
Both projects celebrate local Indigenous culture with the inclusion of design elements that reflect traditional owners’ connection to country.
Member for Mordialloc Tim Richardson said the progress made has been exciting.
“With the removal of these dangerous and congested level crossings improving safety, reducing congestion and creating better connections for our community we’ve seen so much investment on the Frankston Line, but there is more work to be done,” he said.
Moving out west, works on the Werribee Line continue with the removal of four level crossings completed and a further three on the way, making the line boom gate free by 2030.
A new rail bridge has been built over Werribee Street, allowing for both freight and passenger trains, while future works will include a new Spotswood Station and a new road bridge at Maidstone Street, Altona.
Throughout LXRP’s journey, an approach towards innovation has been constantly evolving.
With this in mind, the LXRP salvaged materials from many project sites and repurposed them to become part of the $88 million redevelopment of Werribee Open Range Zoo.
Rail track, including 1.5 kilometres replaced as part of the Werribee Street Level Crossing Removal Project, and elevator cable will be used to construct the perimeter fencing for several animal facilities.
Other material donated includes salvaged timber, 20 gum tree stumps from Old Geelong Road, Cherry Street and Werribee Street projects as well as two kilometres of rail track from the Coburg and Preston projects.
Member for Williamstown, Melissa Horne said the removal of the level crossings along the Werribee Line is a fantastic investment for the west.
“I look forward to seeing these dangerous and congested level crossings gone for good from our community,” she said.
Works across projects continues, with 26 level crossings still on the horizon for removal by 2030.
The harmonisation of rail standards is a key focus for the Australasian Railway Association (ARA).
Caroline Wilkie, Chief Executive Officer, Australasian Railway Association
National standards could save the industry billions of dollars by enabling greater interoperability across the rail network and by supporting a more efficient, safe and productive industry.
Together with the National Transport Commission (NTC), the Office of National Rail Industry Coordination (ONRIC), and the Rail Industry Safety and Standards Board (RISSB), the Australasian Railway Association (ARA) launched the Harmonisation of Rail Standards Research Report on October 23, which underscores the pressing need for change.
The report provides an important body of evidence to support Australia’s harmonisation journey and examines current
barriers in the way of achieving a more competitive and sustainable Australian rail industry.
Prepared by GHD Advisory, it outlines several recommendations to streamline standards, technologies and processes for operating the rail network.
The report recommends a national body oversee the development of a National Rail Standards Harmonisation Strategy, in conjunction with industry, and identifies key initiatives for consideration.
The harmonisation of standards will enable the rail industry to reap the full benefits of the record $155 billion investment in public rail infrastructure to 2037, which is set to transform urban areas across the country and improve connection to our regions, driving positive economic, environmental and social outcomes.
By adopting a more nationally harmonised approach to standards and requirements – as well as to tendering and procurement, accreditation, type approvals, local content and competencies – we will have a more efficient, competitive, innovative and safe rail industry. This will ensure more value for taxpayers in government procurement outcomes.
A legacy of federation, Australia has 29 separate rail networks, each utilising different standards, technologies, and processes, resulting in a complex and inefficient system that hampers both freight and passenger rail operations.
This has created significant challenges for rail operators, who must navigate varying standards, codes and technical requirements across different networks. This complexity is especially problematic given that a significant proportion of rail journeys in Australia, outside of suburban services, involves crossing multiple networks, each with varying standards, performance, access requirements and rule books. The disparities in standards and operational protocols between these networks increase costs, reduces efficiency and undermines the industry’s overall productivity.
The Harmonisation of Rail Standards Research Report outlines the detrimental impact of differing standards across several critical areas including operational interoperability, economies of scale for suppliers, type approval processes, decarbonisation efforts, safety, technology adoption and labour mobility.
design and manufacturing standards, rather than varying specifications and procurement processes, enables suppliers to benefit from improved economies of scale, supports modern technologies and innovation and the transition to net zero.
The Office of National Rail Industry Coordination (ONRIC) National Rail Procurement and Manufacturing Strategy, aimed at co-ordinating and streamlining procurement and harmonising standards across states and territories, is crucial for fostering innovation and building capabilities in the rail manufacturing sector.
Through the National Rail Action Plan (NRAP), the National Transport Commission (NTC) is working with all governments and industry towards a national approach to rail standards.
The national rail standards framework being developed by NTC will drive interoperability and safety across our
national freight and passenger network through a critical set of mandated standards, as well as model standards to support
The first set of mandatory performancebased standards introduced will support the co-ordinated rollout of digital train control technologies across Australia. It will ensure a new system being introduced onto one network is interoperable with neighbouring systems on the national network.
Harmonisation of Rail Standards Research sought to gain deeper insights into what is preventing the adoption of existing International and Australian Standards and op overview of the Australian rail
f the advantages and disadvantages of harmonising rail
quantifying the benefits and costs of harmonising standards, assessing the barriers and risks to harmonising standards and identify opportunities to address these barriers, egorisation of standards; and veloping options for harmonising standards.
The purpose was to assist in engaging industry and supporting the prioritisation of future work under ONRIC’s National Procurement and Manufacturing Plan, as well as in developing the National Standards Framework under the NTC’s NRAP.
The report recommends the establishment of a National Rail Standards Harmonisation Strategy, overseen by a dedicated national body and developed in conjunction with industry stakeholders, as a crucial first step. To enable this recommendation the report recommends:
• the resources and in-house capability of RISSB be expanded,
• the role of ONRSR to be modified,
• the relevance of international standards to be evaluated before developing Australian standards,
• co-regulation remain for any standard not considered ‘high-benefit’ enough to be mandated,
• establishing a legal mechanism to allow Rail Infrastructure Managers (RIMs) and Rail Safety Officers (RSOs) to have shortterm non-compliance to facilitate transition to mandatory standards,
• under taking a cost-benefit analysis for specific standards to inform transition cost support, and
• Conducting an internal audit of RIMs and RSOs standards.
The report outlined 12 main initiatives that were considered:
1. Greater government and industry alignment and promotion of voluntary adoption and implementation.
2. A central directory or database for high benefit standards.
3. Greater harmonisation-specific stakeholder collaboration forums and technical working groups.
4. Incentive programs for early harmonised standards adopters.
5. Regulation to mandate a limited range of specific standards.
6. Mandatory disclosure of derogation for non-standard projects and system changes.
7. Government support for industry in meeting the cost of change to comply with new standards.
8. Project investors (governments) refusing to finance projects not using specific harmonisation standards.
9. Develop a formal automatic mutual recognition scheme for rolling stock and adopt a national Type Approval framework with associated formal agreements.
10. Under take a governance review to assess supporting arrangements, functions, and responsibilities that would be required to support any given option pathway for harmonisation.
11. Mandate that national training units of competency, skills sets and qualifications be delivered in the context of a generic railway, which is supported by a Guidance document from ISA.
12. Government investment in type approval technologies that help solve standardsrelated interface constraints.
This report does not suggest that standards need to be harmonised across the board, but rather these initiatives would only focus on high benefit areas of standards such as Train Control Command and Signalling, Rolling stock Components and Approvals, Type Approval (TA), and Telematics Applications for Freight Service. The report identifies three potential pathways to harmonisation – a “voluntary pathway” and two mandatory pathways called a “gradualist mandatory pathway” and an “interventionist mandatory pathway”.
Under the voluntary pathway, harmonised standards would be co-designed by industry in high-benefit standard areas and using international precedents, with supporting incentive mechanisms. This option pathway aims to foster a co-operative environment where the voluntary adoption of standards
is rewarded, guided by strong governance and supported by incentives to stimulate industry participation.
Under the gradualist mandatory option pathway, there would be mandatory rail standard harmonisation across high-benefit standards areas and complete with technical specifications. This option will prioritise grandfathering of effective solutions, only apply to new equipment and systems, will be multi-year, and have a range of approved derogation areas. The option has been heavily informed and influenced by the EU’s experience of implementing mandatory standards harmonisation. It would take approximately five to 10 years to implement in full, with full benefits not being realised until 25 to 30+ years after implementation.
would be a phased transition of a stringent mandate for rail standards harmonisation across both new and some existing rail equipment, with minimal grandfathering arrangements for high benefit standard areas. This pathway would take about five years to implement in full, with full benefits not being realised until 20 years after implementation.
mobility. And, as we approach the 2050 deadline, harmonisation is critical to achieving the net zero transition successfully.
It would also reduce transit times, lower costs for consumers and businesses, and boost the competitiveness of the rail sector.
Stakeholders determined via a multicriteria analysis that a gradualist mandatory pathway was the preferred option against the criteria of cost, certainty, stakeholder buy-in, timeliness, de-risking and efficiency. However regardless of the pathway, the end result of harmonised standards would lead to hundreds of millions of dollars of benefit in direct cost savings, mode shift and fewer greenhouse gas emissions.
The ARA is actively working with the NTC and state and federal governments to identify opportunities to improve and reform the regulatory structures that inhibit the interoperability of our national rail network – and the harmonisation of standards is a key aspect to support interoperability.
Ministers have tasked the NTC to develop a requirement for rail transport operators to have an Interoperability Management Plan as a regulatory requirement in the Rail Safety National Law National (RSNL) Regulations. This requirement proposes that rail transport operators with railway operations on the National Network for Interoperability (NNI) consider national interoperability when planning changes to their railway operations. Improved interoperability across Australian networks would yield significant benefits beyond operators throughout the supply chain. It would enable increased investment and
In June 2023, Ministers at the Infrastructure and Transport Ministers’ Meeting (ITMM) agreed to undertake a targeted review of the RSNL. The RSNL review was jointly led by the NTC and independent consultant and subject matter expert Tom Sargant.
The terms of reference for the review focused on the administration of the RSNL, transparency, interaction with Work Health and Safety legislation, co-regulation, roles and responsibilities, and legislation flexibility.
The relevance of this review is that it has recognised that through amendments to the RSNL there is an opportunity for the Office of the National Rail Safety Regulator (ONRSR) to play a critical role in improving both safety and productivity outcomes across the industry. Specifically, the review has made several recommendations that would empower ONRSR to practically implement the fundamental and significant interoperability and harmonisation reforms that have been progressed over the past four years through the NRAP.
Of the review’s 24 recommendations, nine are directly related to achieving greater productivity outcomes through legislative amendments and engagement with industry to significantly improve interoperability and harmonisation across the industry.
The ARA supports that these reforms outlined in the Review of the RSNL provide a practical and necessary mechanism to implement the interoperability and harmonisation initiatives under NRAP and in doing so, will create a safer and
As previous ARA research has highlighted, the adoption of nationally consistent approaches across the industry could save billions of dollars. With such a substantial infrastructure investment pipeline, even modest improvements in efficiency through the adoption of harmonised national standards could yield significant returns.
It is critical that government works together, with industry, to reduce costs and inefficiencies in the rail industry to ensure a more sustainable, productive, and safer railway network.
The harmonisation of rail standards, particularly in key areas such as signalling and control systems, would be a major step forward, enabling smoother movement of both freight and passenger trains between major cities and regions.
Voluntary efforts over the past two decades have laid some groundwork but have not been sufficient to achieve consistent application of standards.
Australia can no longer afford to operate a fragmented rail network. As the report suggests, mandating specific high benefit national priority standards, similar to those adopted in the European Union, will be necessary to achieve the benefits of interoperability and unlock the full potential of the rail industry. It is imperative that industry leaders and government bodies implement these recommendations and secure a more efficient, competitive, and sustainable future for Australia’s rail network.
I would like to thank GHD Advisory for their work on this important report. The ARA is looking forward to continuing to work with the NTC, ONRIC and RISSB, on behalf of the rail industry, to improve the operating environment of rail.
The National Transport Commission is aiming to simplify the approvals process for rollingstock across Australia.
The cost, complexities and time taken to meet these requirements is deterring operators from bringing in newer, innovative technologies. This is affecting rail’s efficiencies and ability to compete for a larger share of the freight market.
Qube National Rail Access Manager, Nicholas Angelos said to get a new loco registered the organisation needs to go through seven network manager approval processes to run nationally.
“That would be like having to get your car or truck not only registered but deemed roadworthy and get it approved by the Australian Standards people in every state,” he said.
“All this means, that after you bring in a piece of rolling stock you could find it takes another six to nine months or more before you have full approval to use it.
“It’s frustrating to think that we can probably get the wagons built in a shorter time than we can get the approvals.”
Why is it so complicated?
Under Australia’s Rail Safety National Law, operators need national rail safety accreditation and network approval to run on Australia’s rail lines.
This is undertaken by RIMs who are responsible for managing the safety risks on their network “so far as is reasonably practical”. Approval is required for new assets and existing assets that are new to the network as well as reconfiguration of approved rolling stock.
The significant variation in requirements between networks reflects the varying network environments and highlights the RIMs’ different interpretations of risk. Some RIMs are more conservative and risk adverse than others.
Transport for New South Wales Chief Engineer Christian Christodoulou said fundamentally, everyone has the same duties and accountabilities under the National Rail Safety Law.
“And the laws of physics under which we all operate are the same. A wheelset in contact with a rail will have the same traction limits, friction and exert the same force irrespective of network,” he said.
“However, as individual organisations and human beings we apply a different lens in terms of risk appetite which results in significant variability and inconsistencies.
“All the requirements are bespoke by each and every RIM. So, they’re not consistent and there’s no mutual recognition. Getting national consistency is very important.”
The NRAP program, approved by transport ministers, is developing guidance for RIMs, operators and regulators. This includes identifying their individual roles, responsibilities and clarifying the appropriate level of safety assurance required to accept rolling stock on networks.
The NTC is also piloting a single national application approach for registering
locomotives and wagons. This will reduce the burden on operators to complete many different forms for each network. A third element of the program is investigating ways to harmonise testing requirements and locations.
There is an opportunity to increase productivity and safety in the rail industry and reduce carbon emissions by using more innovative and efficient rolling stock and technology, Hopkins noted.
“However, many operators have told us that they are forced to use older existing rail vehicles because of the regulatory burden in getting new rail vehicles approved and registered,” he said.
“This is an impediment if we want to move towards decarbonising the sector.”
Angelos agreed.
“RIMs need to look at this as an industry,” he said.
“They need to think that as an industry we’re competing against road in the freight market. We need to work together to put our industry in a position where we can compete. This means reducing regulatory costs and bringing equipment to operation more easily.”
To find out more about the NRAP visit the NTC website at www.ntc.gov.au/transport-reform/ national-rail-action-plan
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The Rail Track Association Australia (RTAA) is looking ahead to what is on the horizon for both itself, and Australia’s rail network.
November already, and that means welcome back to AusRAIL, this time on the beautiful Queensland Gold Coast. The RTAA is proud to once again support the Australasian Railway Association, along with our partner organisations across industry to host this conference and exhibition of the latest and greatest from across our industry.
The technical program is particularly strong this year and features some very thought-provoking papers and topics showing that the Australian rail industry is up to the challenge of developing and continuous improvement that the current global environment demands.
But what is AusRAIL without the social program, and the plan this year is stellar. The Sunset Soiree should be fun. But the highlight as always is the RTAA Yellow Dinner, a stalwart of the rail social calendar and a great evening to catch up with friends old and new.
As you explore the conference this year, and find yourself at the exhibition please come and find our stand, we would love to have a chat about how we can work together to continue to strengthen our industry.
Outside of AusRAIL the RTAA continues to work, in late October we hosted a fascinating talk on the construction of the Sydney City
Metro, a difficult project in its own right, with a new harbour crossing and building across the busy Sydney CBD, but also it is the first extension of a driverless metro system. This introduced a myriad of complexities and challenges that the project team had to meet head on. Many thanks to the fantastic Nathan Hoffmeister for his talk.
Moving towards the end of the year, it is a time to look forward, and for the RTAA that means the annual general meeting (AGM) and Field Day.
Our AGM is planned for 5 December so there is still time to nominate and help us support our industry together. As a volunteer driven organisation we only survive through the generous donation of time that people give, with increasing support comes an increased opportunity for us to support back and host our technical and social programs across the country. It is also a great opportunity to meet and interact with people from all different organisations and stations, and an opportunity for young engineers that can not be underestimated.
Looking further forward and we are deep in the planning to host the next Field Day, in partnership with Sydney Trains. The Field Day continues to be a unique event in the rail calendar that allows the live demonstration of the newest tools and techniques available. We look forward to our launch of the 2026 event when we will start to take bookings. Space is unfortunately limited so it is first in, best dressed.
Looking more broadly, we are starting to see new shoots, as a renewed project pipeline takes form.
Over the past decade the capital projects have been dominated by Metro, with huge networks being constructed across the east
coast and this theme does continue in the form of Metro West and Western Sydney Airport lines in New South Wales and Suburban Rail loop in Victoria. But now we are also seeing more diversity across the capital program with a renewed focus on inland rail and a number of other freight corridor projects.
Light rail networks also continue to expand out across a number of cities. Every time I visit one of these areas with new light rail networks, I am amazed at how much they revitalise these urban areas that have for so long been divided by busy roads. I was in Parramatta recently for the first time in an age, and I was genuinely surprised at the impact that the new network has had on the inner city and the improved connection it has brought between the train station and the waterfront.
But of course any discussion of the future program needs to look at the elephant in the room, high speed rail.
A year ago when the new high speed authority was launched I admit that I was more than a little sceptical, but in my railway heart there was hope, because let’s face it, trains are cool and really fast trains even more so. Now a year on, the agency is pulling together a solid plan for achieving an east coast high speed link. By continuing to engage experts from across industry there is a suggestion that maybe, this time, it is not just promises and we will see some truly visionary infrastructure that will connect Australia like never before. You can probably tell that I am a little excited by this thought, and so for now I look on with renewed hope.
For now I return my focus back to today and AusRAIL and hope you all have a great experience and learn something new.
The Permanent Way Institution (PWI) of New South Wales had the pleasure of hosting another successful Executive Breakfast on 9 May at the prestigious Fullerton Hotel in Sydney. This event is a hallmark of our commitment to fostering industry dialogue and collaboration.
Our keynote speaker, Josh Murray, Secretary of Transport for New South Wales, delivered a compelling address, highlighting the strategic initiatives and future directions of the state’s transport infrastructure. His insights set a robust foundation for the following panel discussion, which featured esteemed industry experts: Juliette Economo from Laing O’Rourke, Rob Munro from Sydney Trains, and Rebecca Want from GHD, who served as the panel chair.
The panel delved into critical rail sector issues, including sustainable practices, technological advancements, and policy frameworks. The discussions were enlightening and engaging, underscoring
the importance of collaborative efforts in addressing our industry’s challenges and opportunities.
We thank all attendees, including VIPs and our corporate members, for their invaluable support. Your participation continues to drive the success of our events and the overall mission of the PWI.
The PWI’s recent Country Meeting in Newcastle was another highlight, demonstrating our commitment to engaging with regional stakeholders and promoting knowledge sharing across the state.
The afternoon featured presentations by two notable industry figures: Steven Johnson of Brimble and Michael Turnbull of the Australian Rail Track Corporation. Their discussions focused on tamping and its effectiveness, sparking meaningful dialogue among attendees. The insights shared enhanced our understanding of this critical maintenance practice and highlighted innovative approaches and technologies shaping the future of rail infrastructure.
We sincerely appreciate all participants, particularly GHD, for their sponsorship and support. Events like these are vital in fostering a collaborative and informed industry community.
As we continue our knowledge dissemination and industry engagement journey, we are
excited to announce our next Lunch ‘n’ Learn session. This session will focus on switch grinding technology, a critical rail maintenance and efficiency area.
We are honoured to have Mark White from Speno Rail as our presenter. Mark’s extensive expertise and insights into switch grinding technology promise to provide attendees with a comprehensive understanding of the latest advancements and best practices in this field.
We encourage all members and industry professionals to mark their calendars for this insightful session. To register, visit our website.
This year’s annual conference holds special significance. It is a premier event for industry professionals and marks the 50th year of the PWI.
This milestone is a testament to the enduring commitment and contributions of our members, partners, and the broader rail community. The conference will feature high-profile speakers, panel discussions, and networking opportunities designed to celebrate our rich history while looking ahead to the future of rail infrastructure and technology.
The PWI remains steadfast in its mission to promote excellence, knowledge sharing, and collaboration within the rail industry. We thank all our members, partners, and supporters for their ongoing dedication and look forward to seeing you at our upcoming events.
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