SPEECH SUMMARY FOR QR CEO LANCE HOCKRIDGE

ARA RAIL SAFETY CONFERENCE - 27th FEBRUARY 2008

In this presentation I will reflect on past experience and take a look forward at the
challenges in my new role at QR. In sharing my observations and ideas of what
action is needed, delegates will better understand why I am so passionate about
positioning safety at the centre of our consciousness.
My work with BHP here in Australia and with Blue Scope internationally, has allowed
me to take on the learnings of heavy industry and to investigate proactive ideas on
reducing injury rates and place safety at the heart of day to day business.
I find myself at QR with more than 14-thousand employees across the country and
a great diverse business and am relishing the road ahead in transforming QRs
safety culture. Like other large decentralised organizations with a strong culture
built over more than a century, it is going to be challenging to achieve step change
improvement. I sincerely believe however, that the potential to dramatically
improve the safety landscape, exists within each and every employee.
From an industry perspective, there can be a tendency to write off rail as
inherently dangerous and be guided by the notion that inevitably accidents will
occur. This perspective is simply no longer acceptable.
We are taking a bold step at QR, engaging renowned international consultants Du
Pont to challenge that and help us effect change through a new safety framework.
But it will only be achievable if there is leadership right across the organization at
all levels and the genuine belief that ZERO HARM is achievable. Du Pont will not be
the substitute for QR the company nor its leaders and people doing what is
required. Du Ponts work will be a powerful enabler for QRs journey to safety
excellence.
ZERO HARM is the message I have already laid on the table at QR and now the
hard work begins in step change improvement in safety performance. Inherent in
the message is a message of empowerment and responsibility. Each employee has
the power to make decisions throughout their work. And those choices can have
powerful consequences.
Over the coming period, QRs systems and practices will be closely examined,
reviewed and strengthened through containment, diagnostics and transformative
plans and processes. This major investment in the safety of our people and our
business is a very worthy one. It will mean that improvements will not be shortlived but rather ingrained into our business practices, and ultimately the
consciousness of every employee and the culture of the company. I hope the
learnings from this lengthy exercise at QR will also be able to be shared widely
across the rail industry.