14 annual report 15 - rail safety and standards board · pdf file(a guideline on making safe...
TRANSCRIPT
Contact RISSB
Suite 4, Level 4 Plaza Offices (East), Terminal Complex, Canberra Airport,
ACT 2609
PO Box 4271, Kingston ACT 2604
Web rissb.com.au
Email [email protected]
Phone +61 2 6270 4523
Fax +61 2 6270 4516
ABN 58 105 001 465
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2015Contents
Chairman’s Overview 1
CEO Report 2
RISSB Directors 6
RISSB’s Strategic Plan 2015 9
RISSB’s Product Development Process 10
RISSB’s Safety Information System 12
RISSB Members 14
Financial Statements 15
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Chairman’s OverviewThe past year has been one of very significant change
and reform at RiSSB. it has seen the ownership and
responsibility for direction of RiSSB move from the
ARA to all RiSSB’s funding members.
Between November 2014 and February 2015 a review
of the ownership and working relationship between
ARA and RiSSB was conducted. This was initiated and
directed by the ARA at the request of its members.
This review report:
» Noted that the work done by RiSSB was valued
by rail industry companies who indicated a
willingness to continue to support this work.
» Recommended that ownership of RiSSB be
transferred to its funding members and that its
work objectives be expanded to provide a focus
on developing a rail industry risk model and an
associated incident data base.
» Recommended a revised governance structure
with the previous large representative board
slimmed down to a board comprising an
independent Chairman, two independent directors
and four industry directors – one representing
each of the sectors of freight, passenger, track and
suppliers/contractors.
The report was adopted by ARA and has been
implemented in the last three months of the
financial year with good collaboration between
officers of ARA and RiSSB and the broader
RiSSB membership community.
Financial ResultsWith the changed governance arrangements,
the new board sought to build a buffer of retained
earnings against future change and in consequence
expenditure was slowed and the year end result is
a surplus of $439,415 providing a retained earnings
balance of $568,287 at 30 June 2015.
Work PlanWe are well on the way to meeting our objective of
a full suite of standards and codes to support the rail
industry in Australia. To date we have finalised nearly
50% of the products identified as needed and there
are a further 23% under development. At the current
rate of progress we envisage that we will have the full
suite of products available by 2020.
Future OutlookCritical relationships for RiSSB are with our Members,
the Office of the National Rail Safety Regulator and
the government entities that provide support as
we seek to work together to generate outcomes of
benefit to rail in the transport sector through
effective co–regulation.
We also acknowledge the significant contribution
by the members of our Development Groups and
Standing Committees — the subject matter experts
who ensure that the products we develop are aligned
with industry needs and practical for implementation.
Tony Drake,
Chairman
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A Brief History of RISSBRiSSB will celebrate its eighth birthday on the
17th of October 2015. During its existence it has
played a significant and important part in assisting
the Australasian Rail industry to pursue its strategic
objective of a harmonised rail industry.
RiSSB’s business model of employing project
managers and support staff to work with subject
matter experts in the rail industry and contracted
document writers and validators has proven to be very
effective over the years. This lean and cost effective
development process was recognised by Tony Taig
the international consultant commissioned by
government to assess RiSSB’s performance in 2012.
importantly the RiSSB process has been the catalyst
for disparate rail organisations (often in competition
with each other) to come together and work to
produce national products that improve rails
competitiveness in the Australian transport market.
These products have contributed to the
industry realising improved safety outcomes,
reduced safety risks, improved productivity and
greater efficiency dividends. But the journey to
achieve this positive state of affairs has not been easy.
During the period 2007–2011, RiSSB had to contend
with a healthy degree of scepticism as one would
expect with a ‘start up’ company. This stifled the
ability of RiSSB staff to get industry Development
Group members to reach consensus on products.
in overcoming this problem RiSSB employed a
deliberate strategy of including diverse views
(including measurements and figures) in its products.
As a consequence the initial products tended to be a
statement of current practice in each rail system rather
than having a national focus for improvement.
However the strategy of getting diverse views
discussed worked. in late 2011 people working on
RiSSB products started to understand the benefits
of harmonisation through RiSSB products; this also
included the State based rail safety regulators.
And almost overnight there was a sea change
in attitudes. There was a willingness of people from
all backgrounds and competing interests to work
together to produce national products. And since
2011 issues surrounding RiSSB products have not
been specific to organisations but to the need
to ensure products represent contemporary and
national good practice. All products developed before
2011 have been or are presently being updated to
reflect this approach which focuses on producing
performance based rather than prescriptive standards.
A complete list of the completed products can be
found on RiSSB’s website at rissb.com.au.
There are some in the industry who will not
use some of RiSSB products because of their
experiences with the suite of products developed
before 2010 by RiSSB (and its predecessor the Code
Management Company). RiSSB would encourage
these people and organisations to review their
approach to RiSSB products given that these suite
of products now reflect contemporary and national
good practice.
CEO Report
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RISSB’s FY 2014–15 PerformanceFinancialsRiSSB’s auditors provided an unqualified report
on the FY2014–15 financials. And in the process
the auditors noted that RiSSB posted an operating
surplus of $439,415 for FY2014–15 compared to
the previous year when the company posted a net
surplus of $133.264. The Company’s current assets
have exceeded short term liabilities by $494,840 at
30 June 2015 which is an improvement in overall short
term liquidity when compared with the prior year.
The overall net asset position and net equity position
is $568,287 compared to the previous year where the
company reported net asset position of $128,872.
This is an excellent outcome and provides RiSSB with a
moderate buffer against any ‘shocks’ in the future.
Product DevelopmentAt the beginning of the financial year RiSSB
set a target of delivering 17 new products
(standards, codes, rules and guidelines) and updating
five old products; a total of 22 products. in fact RiSSB
actually delivered 10 new products and updated
eight products; a total of 18 products. There were
good reasons why the other seven new products
weren’t delivered.
RISSB ConstitutionThe industry’s review of RiSSB was
delivered in February this year and
its recommendations implemented.
importantly a new Constitution was
adopted and a new Board formed.
The new Constitution articulates four
objects for the company and a copy of
this can be found on the RiSSB website at
rissb.com.au.
importantly Objects 1 and 2 are similar
to previous objects for the company but
objects 3 and 4 are a welcome addition
to RiSSB’s remit. Object 3 stresses the
importance of an Australasian rail risk
model and gives this important project
the visibility it thoroughly deserves.
Object 4 provides the opportunity for
RiSSB staff to provide independent
technical advice to the Rail industry.
This formalises work that RiSSB staff
have been doing unofficially in the past.
Should RiSSB members seek to utilise
RiSSB staff for technical advice they will
have to do so on an ‘expenses only’ basis.
However non–members will have to pay
full costs.
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These relate to consensus issues on two standards
(Train Detection, Design Process Management),
Environmental Protection Agency (NSW) concerns
about emission levels in two standards (Audible
Warning Devices and Exterior Environment), one
standard (the RRv Standard) being more difficult
to develop than originally envisaged, one Code of
Practice was cancelled, and the remaining product
(a guideline on Making Safe Decisions) was delayed
due to resource constraints. RiSSB anticipates that
the seven outstanding projects will be delivered in
FY15–16 along with the 18 products scheduled for
delivery in FY2015–16.
Process Changes As part of its continuous improvement program,
RiSSB made a number of positive changes to its
product development process during FY2014–15.
These changes were aimed at reducing the time taken
to develop a product while ensuring quality remained.
These changes now align RiSSB product development
process with that of Standards Australia except that
we still retain the use of independent validators.
Key changes include abolishing the Development
Advisory Board (DAB) and reducing the number of
periods for public comment on a product from two
periods of four weeks duration to one period of eight
weeks duration.
Other significant Issuesin August 2014, RiSSB entered into a partnership
arrangement with TfNSW’s Assets Standards Authority
(ASA). This arrangement sees both organisations
working co–operatively to develop national
rail standards, codes and guidelines. in essence
ASA performs the authoring role for some RiSSB
products which is a high priority for it. Once the
draft is produced it is subjected to RiSSB’s national
development and approval process. importantly this
work is provided as an in kind contribution. ASA has
also agreed to adopt RiSSB products. The arrangement
is working very well. RiSSB is presently working with
other rail standards setters with a view to having them
embrace a similar arrangement. The strategic intent
is to have them working as one to produce national
products through the RiSSB process.
Outlook for 2015–16in FY2015–16 industry will contribute
$2.33 million to RiSSB (from over 30 organisations)
while the Governments of Australia will contribute
$1.5 million to the development of national standards,
codes, rules and guidelines). This is a significant sum
of money and RiSSB wishes to extend its sincere
appreciation to these organisations and governments
for their very strong support of RiSSB.
With respect to its present work load RiSSB presently
has 41 projects underway. Unfortunately a few of
these projects have become ‘bogged down’ with
disagreements over issues such as environmental
noise levels associated with locomotives and horns.
But RiSSB is working hard to deliver these projects as
soon as possible.
The most important of the new projects will be RiSSB’s
development of a centralised safety information
system for the Australian railway. The pooling of
industry data will enable more sophisticated analyses,
and more robust risk information so that railway
stakeholders can be better informed in the decisions
that they make. This will make the Australian
railway smarter, it will improve the efficiency of
regulation and will ultimately contribute to better
safety outcomes. This project has the strong support
of the ONRSR, and the Queensland and Western
Australian Rail Safety Regulators. Further information
on this project is provided on page 12.
The past 12 months have been extremely busy for
RiSSB staff. Their commitment to the cause is very
commendable. Likewise the contribution of industry
members (including Governments, ONRSR and RTBU)
in developing RiSSB products is also noteworthy and
very much appreciated. These sterling efforts have
seen RiSSB (and the Code Management Company)
produce in excess of 65 products since 2005.
And given that a RiSSB product takes an average
of 20 months to develop, the output is impressive.
in other words RiSSB is satisfying its remit and proving
to be a force for railway harmonisation.
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Work Health and SafetyRiSSB is committed to providing its employees a
healthy and safe workplace. it has the appropriate
policy and procedures in place to ensure that staff
are aware of their rights and obligations under the
WHS Act. importantly staff feel empowered to report
incidents and are sound in the knowledge that they
will be acted upon promptly.
RiSSB has two CERT iv qualified WHS Officers who take
a proactive role in ensuring the workplace is safe. in
addition RiSSB staff:
» undertake WHS training every 12 months;
» participate in regular WHS meetings; and
» are committed to continuous improvement
in WHS. This is best demonstrated by the fact that
60 percent of RiSSB staff are expected to become
first aid qualified in 2015.
ConclusionThis will be my final report as the CEO of RiSSB.
i have really enjoyed and relished the opportunity
of working with many of you in growing RiSSB and
producing products that are so important to the
future of the Australasian Rail industry. i would simply
like to take this opportunity to say a huge thank you
for the support and friendship that many of you have
extended to me over the years. it has been a real
privilege to work with professionals committed to
their industry. i have also been privileged and proud
to have led a great group of professionals in the
RiSSB team. They are, beyond doubt, a committed
bunch of individuals who share the same vision;
that is a harmonised Rail industry through quality
RiSSB products.
Kevin Taylor
CEO, RISSB
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RISSB Directors
Following the change in ownership of
RISSB in March this year and the adoption
of the new Constitution the Board of
Directors was restructured to reflect the new
governance arrangements. The new Board
is comprised of an Independent Chairman,
two Independent Directors and four Industry
Directors each one representing one of the four
sectors of the rail industry.
Tony Drake, appointed 19 January 2010 Independent Chairman During 31 years with Queensland Rail (QR), Tony’s career covered engineering, project
management and general management of large resource groups. A member of QR’s
executive team for 16 years he retired as Chief Operating Officer in 2006. His rail
contribution was recognised with an Australasian Railways Association Career Award for
Excellence in 2007. He continues his involvement with the rail industry as independent
Chairman of RiSSB. Qualifications: BE (Civil), MiE (Aust), GAiCD, FCLiT.
David George, appointed 1 July 2015 Independent DirectorDavid has 40 years of experience in the rail industry including executive positions in the
UK, Australian and New Zealand railways. This includes being Chief Executive of the
Co–operative Research Centre (CRC) for Rail innovation (2007–2014), vice Chair,
international Railway Research Board (2007–2013), Chief Executive of ONTRACK /
NewZealand Rail Corporation (2004–2007) and heading up Queensland Rail’s coal and
freight businesses (1998–2004). Prior to this, David was Director of European Business for
British Rail (freight) in the run–up to the opening of the Channel Tunnel. David is a FAiCD
and FCiLT and is currently an independent Director of both TasRail and Queensland
Rail Ltd (including chair of their respective Board safety committees).
Deborah Spring, appointed 1 July 2015 Independent DirectorDeborah has broad experience gained across a diverse range of industries including
energy, manufacturing, petro–chemicals, rail, transport and logistics. Debbie’s expertise
is in implementing major business transformation programs in large, complex,
capital intensive, highly regulated industries. She has extensive Board experience in
health services, environment, education, and logistics including memberships of
sub–committees responsible for finance, audit and risk, HR, innovation, operations and
safety, and the environment. Debbie’s Board positions have included Ambulance victoria,
Federation University of Australia, Mount Hotham Resort Management Board and
v/Line Corporation. Debbie has a BSc (Mech), an MSc (Mech) from RPi and an MBA from
Harvard University. She is a licensed professional engineer and a GAiCD.
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Robert Groves, appointed 28 October 2014 Industry Director — Passenger OperationsRobert is an experienced Health and Safety Professional with over 30 years’ experience
in the rail industry. Robert has international experience within the transport sector
including high speed and conventional rail, light rail, metro, bus operations and major
construction projects. Robert moved to Australia in 2008 and spent 5 years working in
the rail construction industry before being appointed as Director Safety Environment
Quality and Risk for Sydney Trains in 2013. Robert is a graduate of the University of
Greenwich gaining a Master’s degree in Occupational Safety and Health. Robert holds
Chartered status memberships with both the institute of Occupational Safety and Health
(CMiOSH) and Safety in Australia (CPMSiA).
Tim Kuypers, appointed 17 March 2015 Industry Director — Freight OperationsTim has over twenty years’ experience as a regulatory professional in UK, Europe and
Australia. Currently he holds an executive role for Asciano, owner of Pacific National
and Patrick stevedores. Tim’s previous roles have included senior positions at Telstra,
Cable and Wireless and Oftel. Tim is currently a Director and Chair of the Public Finance
Committee for TrackSAFE, a charity which aims to reduce death on the railways through
suicide and trespass and support train drivers suffering traumatic incidents. He is
also an independent member on Metro Trains Melbourne’s Board Safety Committee
and a Director of TROG Cancer Research. Tim has a PhD in Economics from University
College London, a Diploma in Accounting and Finance from the ACCA and is a graduate
of the Australian institute of Company Directors.
Tim Ryan, appointed 28 November 2014 Industry Director — Network Owners/ManagersAfter a 13 year career with the WA Farmers Federation, including 4 years as it’s
Executive Director, Tim joined the then Westrail in 1992 And held senior positions in
Operations until its privatization in 2000. He was the General Manager of Westnet Rail
until joining ARTC as General Manager Asset Management in February 2005. He has held
a number of senior positions at ARTC and in August 2014 he was appointed as Executive
General Manager Enterprise Services responsible for Regulatory and Network Services;
and Systems and Technology.
Nabeel Sadaka, appointed 7 August 2015 Industry Director — Suppliers and ContractorsNabeel is a civil engineer with a broad range of industry experience. With a strong
multidisciplinary background in civil infrastructure, mine infrastructure, marine,
wind energy, wireless telecommunications and rail, Nabeel is now leading Downer
Australia’s Rail infrastructure Division as well as Downer’s growing subsidiary company
vEC Civil Engineering which specialises in narrow gauge rail maintenance in Tasmania
and bridge and marine structures across Australia.
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RISSB’s Strategic Plan 2015The Rail industry Safety and Standards Board
(RiSSB) is the Australian Rail industry Standards
Development Organisation.
it is a not–for–profit (Corporations Law) Company
limited by guarantee. RiSSB is owned by its funding
members who are by and large participants in the
Australian Railway industry. it has been in operation
since 2003.
This is RiSSB’s first Strategic Plan since the legal,
organisational and constitutional separation of RiSSB
from the Australasian Railway Association (ARA).
Mission and VisionRiSSB’s Mission is:
Working in partnership to create a safe,
efficient and effective Rail Industry.
RiSSB’s vision to be achieved in the 2015 Strategic
Plan is:
By 2020 we are the trusted leaders in the rail safety
co–regulatory environment, providing products
and services that enhance safety and efficiency.
Objectives, Strategies and KPIsRiSSB has 4 core Strategic Objectives and one
Transitional Objective to achieve its Mission and vision
in the 2015 Strategic Plan. These are underpinned by
detailed Strategies and measurements.
Objective 1: Products and ServicesRiSSB has products and services that support its role
in safety leadership in the co–regulatory model and
that efficiently meet the needs of its members and the
rail industry.
Objective 2: Risk Model and Rail Incident Data BaseRiSSB develops and delivers a Safety Risk Model and
incident Database that meets the needs of industry
and the Regulator.
Objective 3: Stakeholder EngagementRiSSB has strong and trusted stakeholder relationships
based on high quality products and a respected brand.
Objective 4: Financial SustainabilityRiSSB is a financially sustainable organisation.
Transitional Objective: Independent EntityRiSSB is an independent entity that delivers for its
members and has agreed relationships with other
industry Organisations and is recognised as such
by stakeholders.
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RISSB’s Product Development Processin mid–2007 RiSSB became an accredited Standards
Development Organisation (SDO) through the
Accreditation Board for Standards Development
Organisations (ABSDO); an affiliate of Standards
Australia. Since then RiSSB has been the subject
of annual audits by the ABSDO to ensure that its
approved development process is being followed.
importantly RiSSB’s standards development process is
more rigorous than that of Standards Australia in that
it includes an independent validation phase prior to
product approval.
RiSSB is, by far, the largest SDO in Australia,
after Standards Australia in terms of the
standards produced. The ABSDO accreditation
provides RiSSB with an enhanced level of
credibility because its standards are badged as
Australian Standards. Given this RiSSB also uses the
same process to develop its codes of practice and
rules and procedures. Guidelines, however, follow a
modified and simpler development process because
they are advisory documents.
Apart from Standards Australia, each SDO represents
the industry for which it develops standards.
As a consequence no other standards setter/
developer within those industries can be accredited
as an SDO with ABSDO. As a consequence RiSSB is
the only railway standards setter that can produce
Australian Standards.
in March–April each year an industry workshop
(which includes, but is not limited to all
RiSSB members, ONRSR and RTBU) determines a
list of priority projects (standards, codes, rules and
guidelines) that it would like RiSSB to commence
developing in the following financial year. This list
is approved by the RiSSB Board in June each year,
but not all projects will be started simply because of
funding constraints. Nonetheless 15 of the 22 projects
identified for development in FY2015–16 will be
funded. Four of these projects will be authored by
Transport for NSW’s Asset Standards Authority (ASA)
as part of a framework agreement which was signed
by both parties in August 2014.
This arrangement sees both organisations working
co–operatively to develop national rail standards,
codes and guidelines. in essence ASA performs the
authoring role for some RiSSB products which is
a high priority for it. Once the draft is produced it
is subjected to RiSSB’s national development and
approval process. importantly this work is provided as
an in kind contribution. ASA has also agreed to adopt
RiSSB products.
RiSSB’s standards development process involves
10 major steps with a further 43 associated
minor steps. A procedure on RiSSB’s development
process can be found on the RiSSB website under
Key Documents.
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However it is important to highlight the significant
role played by the broader industry people
(including some government people) in the
development of RiSSB products. RiSSB’s business
model sees it drawing on industry subject matter
experts to develop its products. RiSSB’s small staff
of projects managers play a vital role in managing
product development and ensuring that due process
is being followed. But it is the subject experts who
are the ‘brains trust’ behind the RiSSB products.
The experts are formed into a development group
specific to the product being developed.
Presently there are 41 active development groups on
RiSSB products. The activities of these Development
Groups are overseen by six Standing Committees
comprising senior managers who are experts in
the domains of Safety and Risk, Rolling Stock,
infrastructure, Operations, Train Control and Wheel
Rail interface. The Standing Committees are the
approving authority for all products after their
members have been convinced that due process
has been followed during the development of a
particular product. The RiSSB Board approves the
release of products for industry use.
The RiSSB Board and management would like to
acknowledge the vital role played by Development
Group members and Standing Committees members
in the development of RiSSB products. Many of
them work extraordinary hours, often at the expense
of their personal time, to work on RiSSB products.
Their selfless contribution is very much appreciated
and is a fine example of the professionalism of the Rail
industry in Australia and New Zealand. But equally the
organisations which employ these people must also
be recognised and thanked for their support of RiSSB
in allowing their people to work with the RiSSB team
during normal work hours.
Finally RiSSB’s development process has,
over the years, been tested and refined through a
continuous improvement program to improve the
delivery time while still producing a quality product.
And this activity will continue in the years to come.
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RISSB’s Safety Information SystemA core objective in RISSB’s Strategic Plan is the development of a safety risk model and incident database for the Rail Industry.
For several years RiSSB has promoted the idea
that the Australian railway would be smarter in its
decision making, more mature in its approach to
risk management and more efficient in its safety
regulation if it were able to pool its safety information
for the greater good. These sentiments have been
echoed by other important voices:
» in 2008 the National Transport Commission
published its National Strategy for Rail Safety Data
recommending that the rail industry consider
developing a rail safety database and a safety
risk model
» in 2012 the Governments of Australia
commissioned Tony Taig to review RiSSB.
Taig recommended that “The Australian rail
industry needs to act collectively and urgently to
improve its cross-industry safety risk knowledge…
This will require a) establishment of a shared
national database of industry safety incidents
and occurrences, b) development of risk
assessment tools and capability building on
that database…”
» in 2013 the Office of the National Rail
Safety Regulator (ONRSR) commenced operations
and in its Statement of intent (2013 to 2016
and then again from 2014 to 2017) it was
“encouraging industry to develop an industry
owned national rail safety risk model”.
RiSSB is now making progress toward such a system.
This new system will be designed to meet the
various needs of industry, the ONRSR, investigator(s),
governments and organisations like RiSSB. it would
not duplicate existing systems, nor will it seek to
replace existing systems, but rather it will draw on
existing systems to create a greater pool of data than
any single organisation can generate. This pooling
of data will enable more sophisticated analyses,
and more robust risk information so that railway
stakeholders can be better informed in the decisions
that they make.
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The system will provide:
» confidence that industry and the Regulator are
both guided by the same national safety risks,
reinforcing co–regulation,
» the ability to access and tailor risk
data (and risk reports) according to
organisational requirements,
» predictive safety risk analysis,
» added value through benchmarking against
industry peers,
» the underpinning of a smarter standards regime,
and
» valuable information to support investment
(eg. by Government) decisions.
in collaboration with the ONRSR work is currently
underway on a small scale prototype focussing
on derailments. That prototype will be delivered
towards the end of 2015 as a proof of concept, and
a demonstration of the possibilities available. That
prototype will be considered by the RiSSB Board at
its meeting in November 2015, and a demonstration
given to RiSSB members at RiSSB’s inaugural AGM.
By March 2016, a project plan for the remainder of
the program will seek Board endorsement. Work will
continue on the derailments model with a view to
finalising it in June 2016 where the experience gained
over its development, comments received on the
project plan and work done on prioritising the next
tranche of hazardous events will enable the main
body of the project to begin. Depending on decisions
yet to be made (around scope, depth etc.), the main
project is expected to last from 12–24 months.
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Date Registered Member Name Class
18-Mar-15 Aurizon Holdings Limited 1
18-Mar-15 Australian Rail Track Corporation Ltd (ARTC) 1
18-Mar-15 BHP Billiton Iron Ore A
18-Mar-15 Brookfield Rail Pty Ltd 3
18-Mar-15 CF Asia Pacific Group Pty Ltd C
18-Mar-15 Downer EDI Works B
18-Mar-15 Electro Motive Maintenance Operations Pty Ltd D
18-Mar-15 Fortescue Metals Group Limited A
18-Mar-15 Genesee and Wyoming Australia Pty Ltd A
18-Mar-15 KiwiRail B
18-Mar-15 Laing O’Rourke Australia Construction Pty Ltd A
18-Mar-15 Leighton Contractors Pty Ltd C
18-Mar-15 Lend Lease Corporation (Abigroup) B
18-Mar-15 Metro Trains Melbourne A
18-Mar-15 Pacific National (Asciano) 1
18-Mar-15 Public Transport Authority of Western Australia A
18-Mar-15 Public Transport Services — Adelaide A
18-Mar-15 Public Transport Victoria A
18-Mar-15 Queensland Rail Limited 1
18-Mar-15 Rail, Tram and Bus Union — National Office D
18-Mar-15 Pilbara Iron (Rio Tinto Iron Ore) A
18-Mar-15 SCT Logistics B
18-Mar-15 Sydney Trains 1
18-Mar-15 Transport for New South Wales 1
18-Mar-15 UGL Limited A
18-Mar-15 V/Line Pty Limited 3
19-Jun-15 TransVolution Services Pty Ltd E
19-Jun-15 Qatar Rail C
30-Jul-15 Dehn + Sohne GmbH D
13-Aug-15 Bombardier Rail Signalling Services Pty Ltd C
28-Aug-15 Roy Hill Infrastructure Pty Ltd E
RISSB Members
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Rail Industry Safety and Standards
Board LimitedABN 58 105 001 465
Financial Report for the year ended
30 June 2015