Queensland Rail Case Study

Creating a safety culture by embedding responsibilities and obligations in people, process and technology.

  • Embedding a safety culture 
  • Government Agency 
  • Transforming systems, process and people 
  • Design and deliver change management and communications 

The Client

Queensland Rail is owned and operated by the Queensland Government and employees more than 7300 people. It operates local and long-distance passenger rail services with over 54 Million passenger trips per year. The organisation is located across the state, owning and maintaining approximately 6,600km of track.

The Opportunity

As a rail operator and a Statutory Authority of the Queensland Government, Queensland Rail has a responsibility to undertake its operations safely and meet its environmental obligations.

Key to managing a safety environment is having an accurate and reliable system for capturing, managing and reporting safety and environment incidents and information. Until now, employees used outdated and disparate legacy systems and manual processes in place to perform these functions. The lack of a centralised and integrated system resulted in:

  • Data entry inefficiencies and potential inaccuracies
  • Inability to effectively allocate and manage corrective actions
  • Inefficient manual processes as data is managed on spreadsheets and other disparate databases
  • Difficulty in identifying resources used, which increases the risk of inaccurate environmental legislative and compliance reporting.

Updating the systems and processes created an opportunity to change mindsets and behaviours of employees across the organisation and embed a safety culture.

Cubic were engaged on the project from July 2018-June 2019.

The Solution

The technical solution included replacing the existing incident management and safety interaction systems and the manual pre-start safety brief with:

  • SafetySuite Risk/Hazard Management and Incident and Action Management, Safety Interactions, and Pre-Start Safety Briefings to all Queensland Rail employees
  • CARAS data entry, collection and storage solution delivered using SAP
  • Enhanced reporting using SAP HANA and Business Objects

Cubic supported the implementation with Project management and change management and worked closely with both in-house and project teams to develop an integrated plan to deliver the technical and people outcomes successfully.

Trains in Brisbane


The solution was implemented as planned and the People outcomes achieved. We created a strong focus on the Sustain phase - the work that is to be continued beyond the project to sustain successful adoption.

Our approach to change management and communications delivered the following valuable outcomes for the business:

  • Created awareness and understanding of how the implementation of EHSM will change day to day jobs for all impacted stakeholders, its timelines and how the transition would happen
  • Engaged and bought-in stakeholders who understood what was expected of them before, during and after the change. Their expectations were managed throughout the project.
  • An enabled and enthusiastic change network, who visibly supported the change and communicated effectively about the EHSM initiative timelines and objectives, change impact to roles and new processes
  • The change was well implemented and embedded with all stakeholders taking ownership of the new technology and business processes
  • Negative impacts and risks were mitigated with additional change activities


The initial OCM analysis had been completed 12 months before starting the project and needed updating and re-aligning before starting. We were able to repurpose a portion of the analysis, however we encountered inefficiencies as we revisited stakeholders and processes.

The client was undergoing an organisational restructure, resulting in a severe strain on their resources. As a consequence, the busines was unable to execute on their change management activities and Cubic was required to complete them on their behalf. Successful change is owned by the business, however in this instance, to ensure we kept to project timelines, Cubic resources were utilized.

Robin Veitch - Principal Consultant

A strong focus on longevity helped the business to sustain successful adoption

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