What PRASA is doing to improve the passenger rail service in the Western Cape

• Background
• Role of Metrorail in Public Transport
• Challenges facing Metrorail
• Modernisation
• Stakeholder support
• Conclusion
Contents
2

Background
33
PRASA GROUP
PRASA RAIL
INTERSITE
INVESTMENTS
AUTOPAX
(Long distance
coach)
METRORAIL
(Suburban)
S-MEYL
(Long distance)
•Translux
•City to City
PRASA CRES
•Real Estate Solutions
•Facilities Management
PRASA
TECHNICAL
•R/Stock engineering
and maintenance
•Capital Projects
•Leverage investment on
assets
The Primary object of PRASA in terms of the Legal Succession SATS Act is to:
• Provide Urban Rail Commuter Services in the public interest
• Provide Long Haul Passenger Rail Services
• Provide Long Haul Bus Services
The Secondary object of PRASA is to:
• Generate income from the exploitation of assets acquired by PRASA

Background
4
PRASA Organisational Structure

5
Legislative Mandate
Legislative Mandate
• The Primary objective of PRASA according to the Legal Succession Act is to:
– Provide Urban Rail Commuter Services at the request of National
Government
– Provide Long Haul Passenger Services (road and rail)
• The Secondary objective of PRASA according to the Legal Succession Act is to:
– Generate income from the exploitation of assets acquired by PRASA – giving
due regard to National Governments Socio-Economic and Transport
Objectives
• Responsibilities of PRASA
– To effectively develop and manage rail and rail related transport
infrastructure to provide efficient rail and road based passenger transport
within, to and from Urban and Rural areas.
– A further requirement is that, in carrying out its mandate, PRASA shall have
due regard to key Governmental, social, economic and transport policy
objectives

PRASA designated as the force behind Government’s
intention to:
• Develop and drive Public Transport
• Contribute to the good of Integrated Public Transport
• Champion transformation of Public Transport in South
Africa
Government Intention
6

PRASA Rail – Summary Fact Sheet
Total Rail Network 22 300 Km
Commuter Rail Network 2 230 km electrified track
Number of Metro Coaches 4 638
Number of MLPS coaches 1 223 Coaches and 124 Locos
Number of Buses 458 Mercedes Benz, Man 109 and Old Fleet 150
Passenger Numbers Metrorail – 550 million passenger trips
Bus Service – 3.1 million passengers
SMEYL – 1.5 million passengers
Total Number of Employees ±16 000
Stations 498 stations
Value of Assets R36bn
7

Metrorail Western Cape – Summary fact sheet
9
• Operations
― Operates 702 trains per week day, 360 Saturdays and 230
Sundays)
― Across 6 municipalities (Cape Town, Drakenstein,
Winelands, Breede River, Swartland & Helderberg)
― Train frequency between 3 minutes and 15 minutes in
peak
― Covering +/- 75% of residential areas
― Fleet of 88 train sets plus 6 spare
― Present train punctuality average 78%
― Servicing 14,5 million passengers journeys monthly
― With market share of about 60% public transport
― ISO 9001 accredited
― Member of the International Suburban Rail Benchmarking
Group (ISBeRG)

Metrorail Western Cape – Summary fact sheet
10
• Asset base
― Stations: 128 (132
registered, 128 used of which 94 are manned)
― Track: 489 km (PRASA
owned – 308 route km)
― Reserve: 10400 ha
― Turn outs running lines: 610
― Level crossings: 70
― Demarcated rail reserve: 320 km
― Bridges: 96
― Foot bridges: 19
― Culverts: 380
― Sea walls: 9 km

• Priority Corridor A
– Cape Town to Chris Hani to Kapteinsklip
– Cape Town to Wellington via Mutual, Monte Vista,
Bellville, Kraaifontein
– Cape Town to Simons Town via Retreat via Southfield
• Priority Corridor B
– Bellville to Strand
• Priority Corridor C
– Muldersvlei to Eerste River via Stellenbosch
– Wellington to Worcester
– Kraaifontein to Malmesbury
• Note – Multi Criteria matrix used to determine the relative classification of the corridors
Priority Corridors Western Cape
– existing corridors
11

Benefits of rail – mode choice
15
Mode Choice Peak
Capacity / h
System Life
(years)
Infra Cost
R mil /km
Ops cost
R/km
Regular Bus 2,500 –
6,000
8 – 14 0,8 - 4 1.06
Bus Rapid
Transit (BRT)
4,000 –
10,000
8 – 14 35 - 60 1.06
Guided Bus 4,000 –
10,000
8 – 14 35 – 200 1.06
Street Tram 12,000 –
20,000
25 - 50 67 - 330 1,88
Light Rapid
Transit (LRT)
12,000 –
20,000
25 - 50 67 - 330 1,88
Tram Train 6,000 –
12,000
25 - 50 67 - 330 1,88
Heavy Rail 20,000 –
60,000
25 - 50 50 - 500 0,5 – 3,0

16
Urbanisation and Rail Revival
16
• Rail benefits cannot be ignored; capacity,
environmental, less land required, permanence /
attract investment, reduce car & fuel reliance etc.

The Public Transport problem can
only be solved though an effective
integrated public transport system
with rail (PRASA) being the
backbone
18

19
Cape Town Global City – Rail City
• Rate of urbanisation and growth projections for SA cities
highlights the need for sustainable transport solutions
• Current trends indicate increase in car trips and ownership.
― the doubling of vehicle ownership since 1994
• There is still significant road based public transport (buses and
taxis) – the increasing congestion on the road network
contributes to an ineffective public transport system
• Urban sprawl contributing to the cost of providing transport
• For cities to work - public transport primary basis for
movement with rail as backbone.
• Passenger rail network as the backbone of the system - key
intervention for integrated transport.
• Investment in Rail – recognition of the importance of rail in
SA.

20
Suburban Rail Priorities
• Rail renewal and modernisation
• Transformational timetable changes (frequency and
speed) to strengthened off-peak services
• Introduction of a more user friendly / “clock-face”
timetable,
• More flexible ticketing with a revised premium offer
• Better modal integration to support land use growth
• Infrastructure enhancements including higher speed
running
• Creation of an enhanced and customer focussed ‘Metro’
service
• Strengthened passenger security and enhanced station
facilities
• Aligning PRASA planning with broader stakeholder
priorities
• Potential network extensions where rail is the most
appropriate

Historically, there has been a lack of investment in the Rail Industry;
however, there are large capital projects planned going forward
Projected Expenditure by Freight and Passenger Rail
during 2013-2023
Historic Capital Spend in the Rail Industry (1991-
2009)1
 The average spend on capital projects
during 1991 – 2009 was ~R 740mil.pa
 Total capital spend was ~R 14bn over 19
years
 Freight Rail has a forecasted spend of ~R 300bn
towards large capital investment programmes
over the next 10 years
 Passenger Rail is estimating to invest
~R 172.3bn on key capital programmes over
the next 10 years
 Transport mega infrastructure investment
estimated over the next 10 years is ~R 823bn;
which is ~5800% greater than the period
1991 – 2009 (19 years)
R 823bn
Total Transport
Mega Projects1
Freight Rail2
R 300bn
R 172.3bn
Passenger Rail3
21

Challenges facing Rail due
to decades of underinvestment
22
 Railway infrastructure, rolling stock and technology
has reached the end of its design lifespan
 Poor levels of reliability and predictability
 High costs of maintenance
 Failure to contribute to an efficient transport system
 Overcrowding, slow journey times, poor modal
integration
 Inability to support economic activity
 Limited access to socio-economic opportunities for
rural and urban poor.
 Open System – Settlements on the rail reserve.
 Economic and Structural Viability, factors include
long distances, low densities and low income
commuters
 The last train sets were purchased in the mid 1980s
 Technology is old and inherently obsolete - 1950s
22

 Bold strategy to:
 Modernise rail to meet travel demand & customer
expectation
 Create a modern public entity with
 Human;
 Financial;
 Technical; and
 Operational capacity
 Deliver quality passenger services on a sustainable and
affordable basis
 Acquire 600 new trains (3600 coaches)
 Gazetted April 2014 (Government funding of R51b)
PRASA’s Strategic Role
23

– Impact of under investment over a number of
years
What faces Metrorail ?
24

Operating environment: Mother Nature
26

Response: Replace vs. Refurbish
29

30
Response: Replace vs. Refurbish

years
– Severe retaliation from our Community at large
31

years
– Severe retaliation from our users
– Unprecedented onslaught by criminal elements
35

Response : Target hardening
37

years
– Increasing vulnerability of our environment
38

years
– Increasing vulnerability of our environment
– Still share the network with Transnet
40

41
Modernisation
WHAT is MODERNISATION???

42
Modernisation
– Changing the “Psychological Makeup ” of the
organisation to become focussed on compliance with
the customers requirements and service delivery
– Entrench modern human capital development
practices and techniques to ensure that employees
reach there maximum potential to ensure consistent
service delivery
– Use technology to its best potential to achieve
optimal performance of assets and the operational
systems
– Be comparatively aligned with international
performance norms - ISBERG

PRASA’s Capital Investment Outlook
PRASA3
R 172.3bn
Other
Transport
Mega
Projects2
R 650.7bn
Total
Transport
Mega
Projects2
R 823.0 bn
Capital Project Breakdown for Key Programmes in PRASA’s Capital investment portfolio
(2013 – 2023)1
R 2.0bn
R 2.9bn
R 3.0bn
R 3.1bn
R 3.3bn
R 3.8bn
R 4.0bn
R 4.0bn
R 4.8bn
R 5.6bn
R 8.5bn
R 15.2bn
R 21.0bn
R 26.2bn
R 64.9bn
R 172.3bn
44

• Rolling Stock Fleet Renewal Program - R 54,2 Billion
• General Overhaul of Metrorail Coaches - R 26,2 Billion
• Signals and Telecommunication Renewal Program - R 21 Billion
• Station Improvement and Facilities Upgrade Program - R 15,2 Billion
• Depot Infrastructure and Equipment Upgrade - R 9,5 Billion
• Capital Intervention program (Minor Works, Safety, SNP) - R 5,6 Billion
• New Locomotives and refurbishment of Mail Line Passenger Service Fleet- R 4,8 Billion
• Electrical Program – Substations, Transmission Lines, OHTE - R 4 Billion
• 120km/h Perway upgrade program - R 4 Billion
• ICT System upgrades and improvements - R 2,8Billion
• National Speed Gate Program - R 2,2 Billion
• Corridor Optimisation and Upgrades - R 2,1
Billion
• Asset Protection Program - R 2 Billion
• Rolling Stock Facilities - R 2 Billion
• Station Modernisation Program – 134 Stations - R 2 Billion
• TOTAL - R 172,2 Billion
PRASA’s Capital Investment Outlook and
Modernisation Program
45

47
Corridor Modernisation – Priority

• Modernisation to take place at three levels
– Operational efficiency and effectiveness
• 5 Point Plan and Operational Turn Around and
recovery
– Modernisation Projects
• Mega Projects
• Supplementary Projects
• Property Development Projects
• Shared and 3rd Party Projects
• Expansion to the network
– Continuous Operational Improvement and Viability
Metrorail Western Cape
Modernisation Program
48

49
Execution
5-Point Improvement Plan
Service redesign Rolling stock
deployment
Infrastructure
rehabilitation
Security Operational
Safety
• Timetable
improvement
• Overcrowding
minimization
• Reduction in journey
times
• Strategic
deployment of
rolling stock
• Alignment of
capacity to demand
(train sets and
configuration)
• Allocate Technicians
as backup to
corridors
• Ability to manage
current risks and
constraints
• Reduction of speed
restrictions
• Execution of
maintenance plans
• Supply Chain
Management
support (enabler)
• Acquire appropriate
tools and
equipment
• Strategic deployment
of resources to
protect assets,
employees and
commuters.
• Zero tolerance to
safety and security
breach
• Appropriate
resources, tools and
equipment
• Uniform clothing
• Compliance to
Human Factors
Management
• Reduction of
SPADs and
collisions
• Visible safety
campaigns
(closing doors;
level crossing;
platform
marshals)

• MEGA Projects
• Rolling Stock Recapitalisation
o Depot Modernisation Program
• Signalling Recapitalisation
o Replacement of Trunk Radio
• Priority Corridor Modernisation and Improvement
• Safety Related Projects (Capital Intervention Program (CIP))
• Operational improvements
• Property development
• National Station Precinct Development Program
• Shared funded projects
• City of Cape Town
• Provincial Government of Western Cape
• Tri Party
• Private Sector
• Network expansions
PRASA Investment Plan and Modernisation Projects
50

• MEGA Projects
56

Rolling Stock Fleet Renewal Programme
57
Rolling Stock
Fleet Renewal
Programme
Modern Fleet
• PRASA wants to migrate from
1950’s technology to a modern
fleet which is up to world
standards
Programme Requirements
• New Fleet requirement ~7224
procurement at ~360 coaches per
year for two x 10 year contracts
• Total ~R123.5bn over 20 year period
Job Creation
• Creating ~65 000 direct and
indirect jobs
Industrialisation
• Focus on industrialisation through
long term procurement aiming for
above 65% of the value of a coach to
be produced locally
57

62
• R123bn programme over 20 year period
• First coaches 2016
• Phase 1: Gibela Rail Transport Consortium
• 3600 coaches: roll-out over 10 years
• R51bn
• BEE partner appointed
• Financial / Commercial Close – April 2014
• Localisation (min 65%) and job creation
(±60 000)
Rollout program
-
1 000
2 000
3 000
4 000
5 000
6 000
7 000
8 000
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Number
8M Salvaged5M Salvaged10M 5M 5MGO 5MGO C2 10M 10MGO 10MGO C2 NewRS

– Rolling Stock Recapitalisation
• Scope
– Replace full Metrorail fleet include additional capacity over 18 year
period
– Phase 1 (2015 – 2025)
» 3600 vehicles
» Metro – 1215 passengers per 6 coach module
» Metro Express – 1025 passengers per 6 coach module
» SNP accessible
» 120 km/hour
» Internal Communications and security systems
» Automatic Train Protection
• Status
– Phase 1 - completed and preferred supplier appointed – Gibela Rail
Transport Consortium (ALSTOM the technology partner)
– Delivery of first test trains expected 2015/16
– Deployment to regions 2016 onwards
– First train sets to be manufactured in Brazil, main production to take
place in South Africa
63
PRASA Investment program - MEGA projects

6464
• R123bn programme over 20 year period
• First coaches 2016
• Phase 1: Gibela Rail Transport Consortium
• 3600 coaches: roll-out over 10 years
• R51bn
• BEE partner appointed
• Financial / Commercial Close – April 2014
• Localisation (min 65%) and job creation (±60
000)
New Generation Rolling Stock
-
1 000
2 000
3 000
4 000
5 000
6 000
7 000
8 000
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
Number
8M Salvaged 5M Salvaged 10M 5M 5MGO 5MGO C2 10M 10MGO 10MGO C2 New RS

Key Features of a Modern Train (1/3)
Right for the PRASA railway of the future:
• 3 600 vehicles – 600 Trains (6 coach modules)
• 1,346 passengers per 6-car train (Metro)
• 1,186 passengers per 6-car train (Metro Express)
• Commitment to PRASA reliability targets
• 31% energy saving compared to 8M Stock
• Design life of 40 years
• Real time diagnostic data for maintenance planning
• Passenger counting for operations planning
65

67
Design and construct (5) fully functional
modern maintenance depots that will be able
to support and service:
– PRASA’s new metro train sets by the time the
first new train sets are delivered in 2016.
– PRASA’s existing metro train sets up until 2034.
– MTEF R1.9bn

• MEGA Projects
72

Signaling Renewal
73
• Current Signaling: Only 14% not exceeded design life; obsolete technology; challenge
with maintenance and spares
• Commencing immediately with building blocks towards
– envisioned signaling system (in cab):
– Replace current signaling (interlocking).
– New train control centres.
– Increase operational safety, capacity and train performance.
– Align first phase signaling installation with new rolling stock delivery program.
• Phase 1: ± R7 billion
ACTION COST (R x bn) ANTICIPATED COMPLETION
Gauteng 1 R1.1 11/04/2016
Durban region R1.3 13/05/2018
W Cape region R1.8 22/05/2018
Gauteng 2 R2.7 30/06/2020
73

• MEGA Projects
75

Station Modernisation (including ISAMS Project)
76
• 135 stations prioritised for upgrade
• Phase 1: 27 Stations
• Construction to commence on 14 stations -
2014/15
• Cape Town – Philippi and Nolungile stations
• Station building
• Integrated Station Access Management
Solutions (ISAMS)
• Speed gates
• Electronic information displays
• PA systems
• CCTV
• Intermodal facilities, walkways / NMT
• Commercial opportunities
• MTEF – R1.5bn

77
New stations
Philippi
Mandalay

78
New stations
Philippi
Mandalay
Nolungile
Bonteheuwel

79
New stations
Philippi
Mandalay
Lentegeur
Stock Road

PHILIPPI CONCOURSE: New Station
Building
81

Building
82

Building
83

Building
84

• MEGA Projects
• Operational improvements
85

• MEGA Projects
o Perway rehabilitation
o Electrical upgrades
o Telecommunications
o Rolling Stock
o ICT
86

87
120 km/h Perway & Electrical Programme
• The upgrade of line speeds for PRASA network to
120km/h (160km/h for express trains on priority lines
where possible)
• Replacement of rails, turnouts, sleepers etc.
• Drainage upgrading, ballast screening, refurbish rails via
grinding,
• Re-alignment of track and capacity improvements
• Upgrade of OHTE and Traction Substations
• MTEF – R1.6bn
Sleeper & Rail Replacement Machine Catenary Maintenance Vehicle Ballast Screening Machine

Phase 1
• Philippi Station
Phase 2a
• Nolungile Station
• Lentegeur Station
• Bonteheuwel Station
• Mandalay Station
• Stock Road Station
Phase 2b
• Khayelitsha Station
• Nonkqubela Station
• Mutual Station
• Bellville Station
• Heideveld Station
• Pinelands Station
• Ndabeni Station
• Maitland Station
• Koeberg Road Station
• Salt River Station
• Netreg Station
• Ysterplaat Station
• Esplanade Station
• Nyanga Station
• Woodstock Station
• Kuyasa Station
• Chris Hani Station
• Kapteinsklip Station
Station Upgrade
88

Conclusions
• Assets of Metrorail are reaching the end of
their life cycle
• Metrorail is facing serious external challenges
• PRASA has a positive response to this matter
• “The Future is Here”
• Significant progress on key projects
• Stakeholder Ownership
89

What PRASA is doing to improve the passenger rail service in the Western Cape

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