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14ANNUAL REPORT15

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 rissb@rissb.com.au

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

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REPO

RT 2

014–

2015

18

AN

NU

AL

REPO

RT 2

014–

2015

19

AN

NU

AL

REPO

RT 2

014–

2015

20

AN

NU

AL

REPO

RT 2

014–

2015

21

AN

NU

AL

REPO

RT 2

014–

2015

22

AN

NU

AL

REPO

RT 2

014–

2015

23

AN

NU

AL

REPO

RT 2

014–

2015

24

AN

NU

AL

REPO

RT 2

014–

2015

25

AN

NU

AL

REPO

RT 2

014–

2015

26

AN

NU

AL

REPO

RT 2

014–

2015

27

AN

NU

AL

REPO

RT 2

014–

2015

28

AN

NU

AL

REPO

RT 2

014–

2015

29

AN

NU

AL

REPO

RT 2

014–

2015

30

AN

NU

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REPO

RT 2

014–

2015

31

AN

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AL

REPO

RT 2

014–

2015

32

AN

NU

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REPO

RT 2

014–

2015

33

AN

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AL

REPO

RT 2

014–

2015

34

AN

NU

AL

REPO

RT 2

014–

2015

35

AN

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REPO

RT 2

014–

2015

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AN

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RT 2

014–

2015

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AN

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RT 2

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2015

38

AN

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RT 2

014–

2015

39

AN

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REPO

RT 2

014–

2015

40

AN

NU

AL

REPO

RT 2

014–

2015

41

AN

NU

AL

REPO

RT 2

014–

2015

42

AN

NU

AL

REPO

RT 2

014–

2015

AN

NU

AL

REPO

RT 2

014–

2015

44

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