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.”
The people
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 diverse team.
Metro has introduced an Environment Social and Governance (ESG) framework to support a vision of a sustainable future and drive positive outcomes.
Commitments 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 support the team.
Technology
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 paper-based 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.
Transforming the network
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 heat-related 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
Safety culture remains in focus, as Zero Harm is a foundational value for MTM.
The Community Education team has shared its unique rail safety training to many thousands of students and members of the community over the past 15 years.
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 performance
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.
When Metro began running Melbourne’s trains in 2009, 86.5 per cent of trains ran on time. Now, the number of trains that run on time regularly exceeds 93 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.
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