2010/11 Queensland Rail Limited Annual Report

One 

Queensland 

Rail

The Queensland 

Rail story 

On 1 July 2010, Queensland Rail Limited (Queensland Rail) was 

established as an integrated passenger and rail infrastructure business 

servicing the passenger, tourism, resources and freight markets. 

It is Queensland’s largest government 

owned corporation (GOC) with more than 

7,000 employees, almost $6.6 billion in 

assets, more than 7,000 kilometres of track 

and a clear vision to set new standards in 

safety and customer excellence. 

Queensland Rail is a new organisation 

with 145 years of history, and over that 

time has become an irreplaceable part 

of communities throughout the state. 

Strengthening these links and supporting 

the growing state of Queensland is a core 

focus of the new Queensland Rail. 

In establishing the new Queensland Rail, 

the aim was to create a culture where 

people work together to achieve a shared 

goal. This philosophy—‘One Queensland 

Rail’—is likened to a relay race, with all 

parts of the business working together to 

service the customer. 

The Network function starts the relay 

with track design, construction and 

maintenance that ensures the network is 

‘fit for purpose’. 

With the track in place, the baton is 

passed to Operations, who ensure the 

delivery of reliable services through 

available rollingstock, traincrew and safe 

and efficient train movement control. 

Taking the baton from Operations to 

run the final leg, the Customer function 

ensures those relying on the services, 

whether as passenger or freight 

customers, can depend on Queensland 

Rail to provide the service they expect. 

These are supported by the corporate 

enabling functions. 

Every part of the business, whether 

network, operations, customer, or 

supporting functions, understands it 

plays a vital part in each other’s success. 

Queensland Rail understands that if 

the baton is dropped or isn’t delivered 

at the right time, the customers 

and shareholders—the people of 

Queensland—lose too. 

2 Queensland Rail Limited 2010/11 Annual Report

Contents 

Queensland 

Rail five pillars 4 

Fast facts 5 

Our achievements 6 

Chairman’s outlook 8 

The CEO’s report 11 

The summer of 2010/11 14 

Safety 18 

Our Customers 24 

Our People 30 

Our Commercial approach 36 

Our Community 44 

Awards 48 

Governance 50 

Our performance 60 

Glossary 65 

Queensland Rail Limited 2010/11 Annual Report 3

Queensland Rail 

five pillars 

Underpinning the business strategy are the five pillars of Safety, 

Customer, People, Commercial and Community. This report 

outlines how Queensland Rail has delivered on these areas and 

how it will continue to build on them for future success. 

2010/11 was the foundation year 

for Queensland Rail. There now is a 

solid platform on which to build an 

organisation that delivers on the needs 

of Queensland. 

Through strong leadership and by 

applying a One Queensland Rail 

approach, a safer and a more customer– 

focused business has been established. 

The success of the business model 

has achieved a tangible improvement 

in results, positively impacting on 

customers and employees. 

For 2010/11, Queensland Rail’s five 

strategic pillars included Growth. In 

recognition of the strong commercial 

orientation of our business, this will be 

incorporated into the Commercial pillar 

in 2011/12. With the impact of 

this year’s natural disasters 

once again highlighting 

the significant role 


plays in the lives of 

Queenslanders, Queensland Rail 

will introduce Community as a new 

strategic pillar from 2011/12. 

the 

Vision 

ofQueensland 

Mission 

To be a vibrant learning organisation where safety comes first and our people 

and customers are central to everything we do 

Safety 

Customer 

People 

Commercial * 

Community 

Pillars 

First for all, 

at all times 

We listen, we care, 

we deliver 

One team – 

the heart of 


Growth through smart 

use of our resources 

Our state, 

our people 

Strategies 

Deploy a targeted, 

prioritised and integrated 

safety program 

Focus on customers 

and stakeholders in 

everything we do 

Embed a high performance 

culture and strong visible 

leadership by becoming a 

learning organisation 

Add value through 

innovation and business 

optimisation 

Deliver programs to build 

a better Queensland 

One Queensland Rail 

* The 2010/11 pillar of Growth has been incorporated into the Commercial pillar from 2011/12. The fifth key strategic pillar then becomes Community. 


Fast facts 

4 

intercity 

express trains 

201 

three-car 

trains 

145 

City network 

stations 

More than 

55 million 

City network 

customer trips 

9 

long distance 

trains 

2 

tourist trains 

75 

Travel network 

stations 

Almost 

361,000 

tourist train 


More than 

424,000 



More than 

7,000 

employees 

More than 

7,000 

kilometres 

of track 

Almost 

$6.6 billion 

in assets 

Almost 

15 billion 

gross tonne kilometres 

of freight carried 


The new Queensland Rail was 

established on 1 July 2010 as 

Queensland’s largest GOC, 

following one of the biggest 

demergers in Australia’s 

corporate history. 


Our achievements 

Following the major achievement of successfully integrating 

four businesses into one, we delivered: 

• effective separation of Queensland 

Rail from QR Limited, achieving the 

transfer of a significant number of 

assets and liabilities, contracts, people, 

systems and records. 

• the establishment of Queensland Rail’s 

new identity under a fresh, vital brand. 

Rollingstock and station signage are 

progressively being rebranded and 

new uniforms have been implemented 

across all customer service functions. 

• the rebranding of the Traveltrain 

business as Queensland Rail Travel. 

• a 33% reduction in Lost Time Injury 

Frequency Rate (LTIFR). 

• a 21% reduction in the total number 

of near misses at level crossings 

compared to last year, including a 25% 

reduction in vehicle near misses. 

• a strong Earnings Before Interest and 

Tax (EBIT) performance of $382.5 

million for our first year’s operation. 

• Queensland Rail’s first Customer 

Charter, setting out its commitment 

to provide customers with the service 

they have the right to expect. 

• the largest South East Queensland 

timetable enhancement in over a 

decade, providing more than 150,000 

additional seats each week on the 

Ipswich, Richlands, Sunshine Coast and 

Caboolture lines. This change delivers 

an improved and more consistent 

service to customers. 

• 120 year anniversary celebrations for 

Kuranda Scenic Rail. 

• an Australian first with the introduction 

of quiet carriages on the City network, 

to deliver a better ride for our customers. 

• Mobile Presentation Attendants on 

the City network to ensure improved 

presentation of trains for customers, 

supported by the Mobile Customer 

Care team. 

• the trial of onboard wireless internet 

(Wi-Fi) technology, so Queensland 

Rail can become the first rail network 

in Australia to offer free Wi-Fi in its 

carriages. 

• the largest station upgrade program 

in Queensland’s 145 year rail history, 

with a commitment for $200 million 

to upgrade more than 50 stations to 

improve customer service delivery. 

• completion of the $218 million Corinda 

to Darra Rail Upgrade, part of the 

South East Queensland Infrastructure 

Plan and Program (SEQIPP), improving 

safety, connectivity and providing 

increased capacity on the Ipswich line. 

• completion of the $766 million first 

stage Darra to Springfield Transport 

Corridor, also part of SEQIPP, providing 

rail access for a rapidly growing 

community. 

• the early opening of Richlands railway 

station in January 2011, brought 

forward to assist flood affected 

customers in the western suburbs. 

• extensive restoration across the entire 

network following the impacts of 

flooding and tropical cyclone Yasi to 

help get Queensland back on its feet. 

• the restoration of the Western and 

South Western systems, reopening 

three months earlier than forecast, 

following a concerted effort of the 

Queensland Rail team and partners. 

• the commencement of the New 

Generation Rollingstock (NGR) project, 

examining options to purchase up 

to 200 three-car trains to replace 

and expand the existing fleet, 

providing customers with a better 

travel experience. 

• the start of the design and 

construction of a new Sunlander train, 

and upgrades for the two current 

Tilt Trains. This multi-million dollar 

investment will provide faster and 

more comfortable options for travel 

between Brisbane and Cairns by 2014. 

• $43 million of investment in upgrades 

to the Mount Isa system to improve 

reliability and carry more freight. 

• fundraising for our top five charity 

partners and other not-for-profit 

partnerships and causes. Queensland 

Rail employees fund-raised almost 

$130,000. 

• more than $329,000 in employee 

monetary and leave donations to the 

Premier’s Disaster Relief Appeal, to 

the Queensland Rail Natural Disaster 

Employee Donation Scheme, and to 

fellow colleagues affected by natural 

disasters. 

• Australia’s longest moving canvas— 

Queensland Rail engaged local 

indigenous artists to transform the first 

of two Tilt Trains into more than 300 

metres of moving art. 


Chairman’s outlook 

Queensland Rail’s foundation year was both a great challenge 

and an outstanding success. 

In my first year as Chairman of a newly 

formed and highly talented Board, our 

priority was to establish a solid foundation 

for Queensland Rail, the state’s largest 

GOC. Working with a new Executive 

Leadership Team (ELT) that has extensive 

transport industry knowledge, a strong 

commercial orientation and a committed 

customer focus has enabled Queensland 

Rail to deliver an outstanding first year 

result for the people of Queensland. 

The separation of Queensland Rail and QR 

National from QR Limited and subsequent 

establishment of a new company was a 

challenging task which was achieved in 

a very short time frame. The successful 

creation of the new Queensland Rail on 

1 July 2010 was testament to the strong 

leadership, planning and execution 

undertaken by the organisation and I 

commend everyone involved. 

As a new company with more than 

a century of history, Queensland Rail 

is an integral part of the state and 

has myriad opportunities on which to 

capitalise. In 2010/11, we focused on 

progressing these through our pillars of 

Safety, Customer, People, Commercial 

and Growth. In 2011/12, our focus 

will expand to include a new pillar— 

Community. This is to reflect the ongoing 

and important role that Queensland Rail 

plays in the community state-wide. 

Safety 

I am pleased to report that Queensland 

Rail has improved its safety performance 

this year. Safety remains our first priority, 

and our commitment to ZERO Harm is 

as firm now as it was when we first came 

together. Our improved performance can 

be attributed to a range of measures in 

place to create a positive safety culture 

in Queensland Rail. For example, the 

introduction of Safety Motivated Action 

Resource Teams (SMART) has proved very 

successful in empowering employees to 

work proactively to identify and rectify local 

safety issues. With more than 300 SMARTs 

now in place, we now have more than 25% 

of our employees actively resolving the 

safety issues that affect them. 

Financial performance 

Queensland Rail’s financial performance 

has yielded a strong result, despite 

the challenges of the past year, both 

in the complexity of the company’s 

establishment and the dramatic impact 

of natural disasters. 

The company’s EBIT was $382.5 million 

compared to a target of $407.0 million. 

This is a creditable result considering the 

financial impacts borne by the company 

in relation to natural disasters in the 

second half of 2010/11. Return on assets 

was 7.0% representing a solid return 

on both existing and recent capital 

programs. 


A provision for a dividend of $84.4 

million was declared to shareholders 

for payment in December 2011. This 

dividend represents 80% of adjusted 

post-tax profit. Work is well advanced 

across the company to increase 

profitable revenue, make the necessary 

changes to under-performing areas and 

reduce the cost base of the company. 

Enterprise Governance Program 

(EGP) 

The EGP was established to create robust 

governance for Queensland Rail while 

also applying a consistent focus on 

governance and risk. In particular, the 

company’s Risk Management Framework 

was endorsed by the Board as a 

consistent approach to risk management 

and a strong foundation for the future. 

One Queensland Rail 

A key priority for the Board during 

the formation year was to establish a 

collaborative approach as one organisation 

with a strong and positive culture. 

This has been delivered through a range 

of initiatives aimed at unifying the 

workforce and making the organisation’s 

goals clear and accessible to all 

employees. The focus on One Queensland 

Rail remains a priority for the business 

into 2011/12. 

The importance of Queensland Rail to 

the community was reinforced during last 

summer’s flood and cyclone disasters. 

The work done by our people to restore 

services around the state in a timely 

and safe manner was outstanding, and 

a true reflection of the One Queensland 

Rail culture we are cultivating in the 

organisation. 

Our challenges 

The challenges ahead for Queensland 

Rail are many. Strong population growth 

is increasing the need for public transport 

and travel. A strong economy led by the 

mining industry is equally driving demand 

for rail freight infrastructure and services. 

There is increasing competition in the 

travel and tourism markets in which 

Queensland Rail operates. 

The size of our workforce brings the 

challenges of attracting and retaining the 

best people, and of succession planning. 

Queensland Rail addresses energy and 

sustainability issues by investigating and 

implementing energy, waste and water 

management initiatives. In a rapidly 

shifting technological environment. 

We are leading the way in rail-centred 

technology delivery. 


It is a privilege to work with my fellow 

Directors and committed management 

team to establish Queensland Rail as 

Australia’s most progressive and customer 

focused rail business. 

Our commitment continues 

As we move into the future, Queensland 

Rail aims to build on the achievements 

of our first year. We are committed to 

delivering a strong performance around 

the strategic priorities of Safety, Customer, 

People, Commercial and Community. 

With our immediate focus on establishing 

the capability to ensure long-term success, 

our extensive capital works program for 

2011/12 is designed to ensure the future 

expectations of customers, shareholders 

and the people of Queensland are met. We 

will continue to replace and extend our City 

network rollingstock fleet, and to replace 

and refurbish our Travel network Sunlander 

and Tilt Trains. 

City network rollingstock and infrastructure 

will continue to be upgraded to better meet 

disability standards. New and extended 

rollingstock stabling facilities for the City 

network are being built. Significant track 

upgrades and replacement on the Western 

system are expected, as well as major rail 

projects within SEQIPP. These include the 

Keperra to Ferny Grove Rail Upgrade, Darra 

to Springfield Transport Corridor Stage 2, 

and the Moreton Bay Rail Link corridor 

design, all vital to our customer needs and 

comfort. 

I look forward to seeing a consolidation 

of the work undertaken in our foundation 

year and success in all our priority areas. 

It is a privilege to work with my fellow 

Directors and committed management 

team to establish Queensland Rail 

as Australia’s most progressive and 

customer focused rail business. I thank 

them for their engagement, input and 

advice in this exciting first year of 

Queensland Rail. 

Stephen Gregg 

Chairman 


The CEO’s report 

As we mark the first full year as Queensland Rail, I am pleased to report 

that the organisation’s safety, operational and financial performance 

tracked in line with, and in some cases exceeded, 2010/11 forecast targets. 

In the past 12 months, we have not 

only successfully separated from QR 

Limited, we have also reintegrated all the 

remaining parts of Queensland Rail. We 

have created a new company with strong 

performance in our key areas of focus— 

Safety, Customer, People, Commercial 

and Growth. This key strategic focus 

will expand to include Community in 

2011/12. 

Safety 

Safety continues to be Queensland Rail’s 

top priority, and our corporate safety 

objective focused on strengthening 

the safety culture and the systems and 

processes that support it. While there 

has been significant improvement in 

safety performance across the whole of 

Queensland Rail, I believe that one injury, 

incident or near miss is one too many 

and we therefore remain focused on 

our goal of ZERO Harm and continue to 

support a range of initiatives to 

deliver on this. 

Our unrelenting focus on improving safety 

performance is evident in the significant 

improvement in our LTIFR, which has 

reduced from 10.30 to 6.89 in the past 

year. We remain firm in our view that no 

employee should ever be injured at work 

and our reduction in LTIFR demonstrates 

that we are well on our way to becoming 

a world-class safety organisation. 

Customer safety is also paramount 

with significant investment in greater 

safety and security measures across 

the Queensland Rail network including 

additional closed circuit televisions 

(CCTV), security patrols, station lighting 

and upgrades to name a few. 

Our Customers 

The past year saw unprecedented focus 

on all Queensland Rail customers. We are 

dedicated to working with our customers 

to meet their expectations. The launch of 

our Customer Charter in December 2010 

was a major step as we strive to set new 

standards in customer service excellence. 

We will achieve this through improved 

service delivery and enhanced customer 

and stakeholder relationships. This has 

now set the platform for Queensland Rail 

to achieve a world first for an integrated 

rail operator by aiming for accreditation 

in the International Customer Service 

Standards in 2011/12. 

For our customers, we have delivered 

a strong On Time Running (OTR) 

performance of 93.07% for the year, 

exceeding the target set by TransLink 

Transit Authority (TransLink). This is 

an outstanding result considering the 

focus on re-establishing our company 

post separation from QR Limited, the 

unprecedented natural disasters of 

December and January, and that we 

continue to operate in and around the 

largest capital upgrade program in 

Queensland Rail’s history. 

Queensland Rail Limited 2010/11 Annual Report 11

I am pleased to report that our 

customer satisfaction results remain 

consistently high as a direct result of 

major investment in the customer service 

skills of our people. The introduction 

of customer initiatives such as our 

Customer Charter, quiet carriages on 

the City network and the successful 

introduction of stage one of the largest 

timetable overhaul for South East 

Queensland for 15 years. 

This year also saw major improvements 

in our customer relationships with 

companies who rely on us to provide 

a safe and effective freight network 

and we have seen improvements in the 

service quality of our long distance Travel 

network. We were also delighted with the 

Queensland Government’s commitment 

of investment to create a state of the 

art new Sunlander, combined with the 

current Tilt technology, by 2014. 

Our People 

Queensland Rail recognises that our 

people are our greatest asset, and 

through them we will drive continual 

improvement across our organisation. 

The new Queensland Rail business 

structure was developed to deliver 

clear accountability for all people to 

understand their role and how it fits into 

the overall objectives of the organisation. 

Queensland Rail is an accountable 

organisation fostering a high performance 

culture through encouraging and growing 

our talent and providing continuous 

learning opportunities. The past year 

saw a major increase in the investment 

in leadership development programs, 

the reward and recognition framework 

and the creation of new frameworks to 

effectively communicate and engage with 

our employees. 

We worked towards creating a culture 

where communication barriers are 

broken down and where we work 

together as one integrated business – 

One Queensland Rail. This year’s Annual 

Report reflects our approach as one 

unified company. 

Our Commercial approach 

Our commercial objectives centred 

on building a sound foundation 

for Queensland Rail’s governance 

frameworks, systems and processes. 

This year has seen significant 

standardisation and improvement, 

notably in procurement, asset 

management and project delivery. 

While the floods impacted heavily on 

our performance, a focus on continuous 

improvement and enhanced cost and 

asset management allowed us to build 

a sustainable and progressive business 

that delivers value for the people of 

Queensland. 

Our EBIT of $382.5 million has delivered 

a solid return to our shareholders 

and gives us a benchmark for future 

years. This result is outstanding when 

considering the major challenges, both 

operational and financial, that were 

thrust upon our business as a result of 

the natural disasters. 

An improved project management 

framework with a focus on cost 

management has delivered major 

infrastructure improvements for our 

customers on time and in some cases 

below budget. This year, Queensland Rail 

was engaged in a range of significant 

programs across the state including the 

SEQIPP, Regional Network programs, 

rollingstock overhaul programs, 

Information and Communication 

Technology (ICT) Separation programs, 

and the Sunlander14 project. 


The past year has set a solid foundation for the 

business, and we are confident we have the ingredients 

for success for the next five years and beyond. 

Our Growth 

Queensland Rail’s growth objectives 

focused on our ability to meet the 

capacity demands in the passenger and 

freight markets of today, as well as those 

of the future, and provide the capability 

to deliver long term success. Queensland 

Rail continues to plan, build and deliver 

rail and rollingstock infrastructure that 

aligns with the Queensland Government’s 

plans and policies to meet the needs of 

our growing state. We have been at the 

forefront of infrastructure planning to 

support Queensland’s population growth 

and this will continue in the future. 

I am pleased to report that we have 

driven capacity improvements on our 

networks. New freight haulage contracts 

have been signed enabling more efficient 

management of available train paths by 

rail operators and commodity producers. 

Greater capacity has also been realised 

in the City network with the successful 

implementation of a restructured 

timetable that delivers over 150,000 

additional seats each week to improve 

the comfort of our customers and the 

frequency of our services. 

Our Community 

In 2011/12, Queensland Rail will 

introduce the Community pillar in 

recognition of the importance of being 

a partner in the lives of Queenslanders. 

This was never more evident than 

during the devastating floods and 

cyclone activity in 2010/11. As the 

only rail passenger transport provider 

in Queensland and manager of more 

than 7,000 kilometres of the state’s rail 

networks, we play a role in almost every 

Queensland community. We consider 

ourselves the heartbeat of Queensland, 

in recognition of the crucial role we play 

in the lives of Queenslanders. 

Our objective is to partner with the 

community to strengthen our ties with 

the people of Queensland and make a 

true difference to their lives. 

I thank all the employees of Queensland 

Rail for the enthusiasm, professionalism 

and dedication they have demonstrated 

in our foundation year. They have 

met the many challenges of building, 

maintaining, repairing and operating a 

geographically diverse integrated railway 

head on, and have delivered a business 

of which all Queenslanders can be proud. 

I would also like to thank our customers 

for their understanding when it 

sometimes doesn’t go to plan, and for 

their input and constructive feedback on 

how we can continue to improve. 

The past year has set a solid foundation 

for the business, and we are confident we 

have the ingredients for success for the 

next five years and beyond. 

Paul Scurrah 

Chief Executive Officer 


The summer 

of 2010/11 

Queensland’s extensive rail network has seen its share of natural 

disasters over its 145 year history, but few events could compare to 

the disasters of the summer of 2010/11. 

In the weeks from late December to 

mid-January, more than 75% of the state 

was declared a natural disaster zone, 

from north to south and extending west 

across Queensland. Coupled with the 

onset of tropical cyclone Yasi in February, 

the network faced an extraordinary 

combination of disasters which led to 

damage on a scale never before seen. 

In total, nearly 90% of Queensland 

Rail’s track across the state was closed 

or damaged, including freight, long 

distance travel, and suburban lines. 

Two teams were rapidly deployed to 

lead the flood recovery effort, with 

the Regional Flood Recovery Taskforce 

and the South East Queensland Flood 

Recovery Taskforce bringing together 

employees from across the business to 

assess, execute and communicate the 

status of the recovery efforts statewide. 

As South East Queensland’s floods 

gathered momentum in January 2011, 

providing transportation to tens of 

thousands of City network customers 

was the main focus for Queensland Rail. 

Services operated until it was unsafe 

to do so. 

During this period, Queensland Rail’s vital 

infrastructure was increasingly at risk, 

and hundreds of our people worked to fill 

over 10,000 sandbags in the lead up to 

the flood peak. 

Attention then turned to protecting 

rollingstock units usually stowed at 

Mayne yard, which was at risk of 

flooding. Network controllers worked 

rapidly to locate a suitable position for 

the trains, storing them end to end, 

snaking through the suburbs of Brisbane, 

with no trains lost to flood waters as a 

result of quick thinking efforts. Sadly, 

graffiti vandals saw the opportunity 

to strike, causing extensive damage 

to rollingstock over several nights. 

Queensland Rail continues to work with 

the Queensland Police Service, resulting 

in multiple arrests of those allegedly 

responsible. 


It has been a massive effort to restore vital infrastructure 

to get Queensland moving again. This involved almost 

1,000 Queensland Rail employees and contractors working 

throughout the state. 

On the morning of 13 January, the only 

services running were those on the 

northern and southern sides of the city, 

between Virginia and Nambour, and 

Kingston and Varsity Lakes. 

The majority of the City network reopened 

quickly as the flood waters receded, with 

most of the damage isolated to the 

Ipswich line. Forty kilometres of track was 

affected and Goodna and Gailes stations, 

in particular, were badly damaged by 

flooding. Recovery was swift with more 

than 200 rail workers working in shifts 

covering 24 hours a day to restore 

services within one week. This equated 

to approximately 36,000 work hours to 

repair the Ipswich line. 

When tropical cyclone Yasi hit landfall 

in early February, the state braced for 

another wave of destruction. Queensland 

Rail immediately enacted its disaster 

management plan for Far North 

Queensland to ensure people were safe 

and infrastructure was protected. 

Prior to the arrival of the cyclone, 

Queensland Rail scheduled a number of 

extra services to assist in the evacuation 

of people living in the areas anticipated 

to be hit most severely. 

As flood waters slowly receded across 

the state, the impact on the rail network 

became evident. Regional recovery 

crews were tasked with the enormous 

challenge of rebuilding large sections 

of infrastructure which had completely 

washed away, or were destroyed by wind 

gusts during Tropical Cyclone Yasi. The 

cyclone also left significant debris on the 

tracks as well as damaging a number of 

level crossings requiring them to have 

urgent repairs. 

Reopening vital freight lines throughout 

regional Queensland was crucial, not 

just to Queensland Rail, but to the entire 

state. Both the North Coast line system 

between Brisbane and Cairns and the 

Western system connecting south western 

towns all the way out to Quilpie were 

heavily affected. These major arterials 

play a critical role in the delivery of vital 

equipment and supplies to regional areas. 

Coal networks also stalled, impacting 

heavily on the state economy. 

In isolation, each of the natural disasters 

which struck our state would have tested 

the capability of any business. Combined, 

they posed an unprecedented challenge 

both during the disasters and in the 

recovery task immediately after. 

The state was relying on Queensland 

Rail to get services up and running again 

to restore normality. While substantial 

resources of the business and contractors 

were tasked with recovering the network 

and returning services for customers, the 

business of providing an essential service 

to those in unaffected areas of the state 

continued unabated. Hundreds of workers, 

some who had suffered personal loss 

during the flood crisis, went to work to 

reconnect Queensland. 


“The efforts of Queensland Rail in restoring the rail network 

was an outstanding achievement with excellent safety 

performance, especially (in) the challenging area of the 

Toowoomba Range. The New Hope Corporation looks forward 

to working in partnership with Queensland Rail to improve 

our overall supply chain performance.” 

Rob Neale, Managing Director and CEO, New Hope Corporation Limited 

By 28 March 2011, all lines affected 

by natural disaster were reopened. Of 

particular significance was the recovery of 

the heavily damaged Western and South 

Western systems, which reopened to rail 

traffic within three months of the disaster 

— half the anticipated recovery time. 

Throughout the disaster, all employees 

were kept up to date with regular 

communications to ensure accurate 

information was available across the 

business at all times. 

Safety remained the top priority throughout 

mitigation and repair processes. 

The recovery effort was not limited to the 

rail network, with many Queensland Rail 

employees suffering personal loss during 

the summer of disasters. Hundreds of 

employees volunteered their own time 

to help their colleagues, going to work to 

clean, repair and paint damaged houses, 

or simply providing a shoulder to cry on. 

Queensland Rail employees also assisted 

in the recovery of local communities 

by donating their services to local 

councils, performing safety inspections 

at local facilities, such as a Goodna child 

care centre, and fundraising to support 

affected communities. 

In the weeks that followed, employees 

contributed more than $329,000 in 

monetary and leave donations to 

the Premier’s Disaster Relief Appeal, 

the Queensland Rail Natural Disaster 

Employee Donation Scheme and to fellow 

colleagues affected by natural disasters. 

While the Queensland Rail network 

returned to full services, the emotional 

and physical scars will remain with 

communities across the state for years 

to come. The reopening of the Western 

and South Western systems signified the 

symbolic beginning of the post-flood era 

in Queensland Rail, highlighting the hard 

work and determination of hundreds of 

employees who united to get back to the 

job of keeping Queensland moving. 

Queensland Rail’s recovery effort was 

acknowledged by our customers, unions, 

and our business partners. These included 

TransLink and the Wesley Hospital for 

continuing services during the worst of 

the flood crisis; for supporting employees 

personally affected by the floods and for 

quick restoration of the network after 

waters receded. 

The Hon. A. Palaszczuk, Minister for 

Transport and Multicultural Affairs, 

recognised the extraordinary effort made 

by Queensland Rail in the swift recovery 

of the Western line and thanked the 

employees involved, in a statement to 

Queensland Parliament on 23 March 2011. 


Rebuilding the 

Western rail systems 

“Given works of this complexity and scale would usually take 

longer than six months, Queensland Rail crews have put in an 

extraordinary effort to reopen the line well ahead of schedule.” 

Premier Anna Bligh, 29 March 2011 

On 10 January 2011, heavy rain and 

flash flooding on the Toowoomba Range 

west of Brisbane triggered a landslip that 

caused extensive damage to the main 

rail line. 

The scale of the natural disaster that 

hit the communities of Toowoomba 

and Lockyer Valley that day was unlike 

anything ever seen. The impact on 

local communities and infrastructure, 

including the rail network along the 

Western line, exceeded the 1974 flood 

and destroyed everything, natural and 

man-made, in its path. 

Queensland Rail track, access roads and 

rail bridges were severely damaged, 

primarily along the Toowoomba Range 

through Murphy’s Creek. More than 260 

individual sites required repairs on the 

range alone, with more than 30 

kilometres of track rebuilt using 2,266 

new sleepers. 

The extensive damage included the 

historic Spring Bluff railway station. The 

washout was 25 metres deep and required 

significant structural works to reinstate 

drainage and stabilise the embankment 

before reconstruction could begin. 

Recovery works were complex and 

large scale. Initial estimates suggested 

the work could take longer than six 

months to complete. Approximately 250 

Queensland Rail and Thiess employees 

worked in shifts day and night from early 

February to get the job done. 

Queensland Rail’s strong relationship 

with the Department of Environment 

and Resource Management (DERM) also 

assisted with the rapid recovery efforts. 

Fast tracked approvals from DERM to 

repair damaged assets listed on the State 

Heritage Register allowed rapid progress 

of the Toowoomba Range repairs. 

Damage was repaired quickly, with 

the lines operational in three months. 

Reopening the Western system was 

vital to reconnect freight trains to 

towns all the way to Quilpie, and the 

South Western system to reconnect 

Toowoomba to Thallon via Warwick. 

This recovery operation was one of the 

most difficult challenges Queensland Rail 

has had to face, and demonstrated our 

capability and resilience to respond to 

such events. 

The effort put in to fast track the 

$42 million in repairs reflected the 

tremendous rebuilding spirit seen around 

Queensland and provided a boost for 

the region and the entire state. The local 

communities and industries that use 

these lines contribute significantly to the 

economy each year. Around 90 trains 

carry nearly 170,000 tonnes of freight 

each week from South West Queensland 

over the Toowoomba Range to the Port 

of Brisbane, primary industry processors 

and other markets. 

The reopening of the Western and 

South Western systems reconnected 

communities allowing trains carrying 

coal, grain, livestock and general freight 

to and from towns out to Quilpie and 

Thallon. The Westlander service, which 

travels from Brisbane to Charleville, 

recommenced in mid-April in time for the 

winter travel season, once more providing 

an economical alternative for long 

distance travel for local customers and 

tourists alike. 


Safety 

Safety 

First for all, 

at all times 

Deploy a targeted, 

prioritised and integrated 

safety program 

Key facts 

• LTIFR decreased by 33% from 10.30 to 6.89 

from June 2010 to June 2011 

• The Signals Passed at Danger (SPAD) rate for the year 

was 3.05 per million train kilometres (MTK) 

• Derailments were down to 0.14 MTK 

• Centre of Safety Excellence launched, identifying 

safety specialist expertise across the business 

• More than 300 SMART established by employees 

to create a safer workplace. 


“Queensland Rail has had much success in delivering 

essential safety information to people of all ages from 

refugee and migrant communities.” 

Adele Rice, Principal, Milpera State High School 

In 2010/11, Queensland Rail carried out 

significant work to ensure every area 

of the organisation maintains a safe 

environment for employees and customers. 

Reduction in the LTIFR 

There was a significant improvement in the 

LTIFR across the business in the past 12 

months. The rate decreased by 33% from 

10.30% in June 2010. Many areas reported 

no Lost Time Injuries (LTI) for the year. 

Improvements to level 

crossing safety 

There has been good progress on level 

crossing safety with the completion of 

the federally funded Boom Gates for Rail 

Crossings Program, which involved the 

upgrade of 66 level crossings across the state. 

Queensland Rail also continued its 

community education aimed at reducing 

level crossing incidents, presenting to 

nearly 125,000 children in 405 schools, 

and launching the ‘What Would You 

Miss?’ campaign to raise community 

awareness of safety at level crossings. 

Lost Time Injury Frequency Rate 

Level Crossing Near Misses 

12 

11 

10 

9 

8 

7 

6 

5 

4 

60 

50 

40 

30 

20 

10 

0 

10.30 

Jun 

57 

9.22 

2010/11 Lost Time Injury Frequency Rate 

9.36 

8.56 

8.20 

7.85 7.82 7.76 

7.43 7.51 7.35 7.35 

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 

52 

50 

44 

46 45 

44 

44 45 

39 38 

40 41 

37 

35 35 

35 

32 

33 

28 

26 

27 

25 

Jul Aug Sep 

Near Misses at Level Crossings 

18 

Oct Nov Dec Jan Feb Mar Apr May Jun 

2009/10 2010/11 

6.89 


The safety of our people and customers is the number one 

priority at Queensland Rail. We are focused on becoming 

a world-class safety organisation with zero injuries. 

Signals Passed at Danger (SPAD) 

The full year count for SPAD incidents 

involving Queensland Rail operated train 

services was 3.05 SPAD per million train 

kilometres against a target of 2.35. 

In response to this high rate, Queensland 

Rail initiated a number of change and 

mitigation initiatives, focusing on the 

causes of SPAD. In addition to post- 

SPAD investigation processes, high SPAD 

risk locations within the rail network 

were identified and addressed. The 

development of a Rail Traffic Driver 

Capability Plan and improvements to 

the traincrew structure now facilitates 

increased employee capability, 

competency and compliance. 

Innovative safety concepts and projects 

were progressed, providing additional 

safety equipment to train fleets and parts 

of the network. These are either interim 

solutions or complementary to existing 

train protection technology to further 

reduce risks associated with SPAD. 

SPAD per Million Train Kilometres 

3.5 

3.0 

2.5 

2.0 

1.5 

1.0 

0.5 

0.0 

7 

2.6 2.6 2.6 2.6 

3 

2 

2.8 

4 4 

2.7 

2 

Queensland Rail significantly contributed 

to the Rail Safety Systems Assessment of 

South East Queensland Rail Network. This 

was commissioned by the Department 

of Transport and Main Roads (DTMR) 

to determine whether the South East 

Queensland rail safety system should be 

upgraded to a new technology system 

and, if so, to recommend a preferred 

system. Such a system would effectively 

mitigate risks associated with SPAD. 

2010/11 Signals Passed at Danger (SPAD) 

2.8 

5 

3.2 3.2 

6 

2 2 

3.0 3.0 3.1 

4 4 


2010/11 SPAD 2010/11 SPAD Rate 

8 

7 

6 

5 

4 

3 

2 

1 

0 

SPAD 


“The Queensland Police Service has a proud partnership 

with Queensland Rail and together we are dedicated 

to improving security across the network.” 

Steve Imhoff, Acting Superintendent, Specialist Services Branch, Queensland Police Service 

Increased security on the 

City network 

Queensland Rail continued to make 

substantial investments in the security 

of our trains, stations and car parks. This 

includes new mobile security patrols with 

additional security dogs, police mounted 

patrols, a $3.9 million CCTV camera 

upgrade, and a new partnership with 

Crime Stoppers. 

Establishment of SMARTs 

Queensland Rail has established 

more than 300 SMARTs to empower 

employees to work together to resolve 

safety issues in the workplace. These 

teams are made up of proactive safety 

champions who work locally to create a 

safer workplace for themselves and their 

colleagues. 

Centre of Safety Excellence 

The Centre of Safety Excellence was 

launched in April 2011, operating as 

an internal consultancy specialising 

in unique areas of safety. Twenty-one 

issues or disciplines have been identified 

including SPAD, level crossings, fatigue 

and separation of people and plant, with 

safety specialists around the business 

available to provide advice on their areas 

of expertise. 

Safety innovation 

Queensland Rail is currently working on 

delivering new and innovative solutions 

in a range of areas including level 

crossings, trackside and train protection. 

It has established an innovation team 

to provide new ideas in addition to the 

historical approach of engineering, 

enforcement and education. The process 

involves a selection of people from across 

all business areas, some with specific 

knowledge and experience, others with 

complementary skills to offer a different 

perspective. A number of positive 

outcomes are being progressed from 

this team. 


Yeerongpilly SMART working 

towards a safer workplace 

Queensland Rail’s safety culture is alive and well in the Yeerongpilly 

station group, demonstrated clearly by their SMART, ‘Smart Arcs’. 

Smart Arcs recently completed their first 

project—the acquisition of a trolley to 

be used when transporting bottled 

water to hand out to customers during 

service disruptions. 

The SMART program allows employees 

to take ownership of safety in their 

workplace. This team recognised the 

potential for injury when handling 

large amounts of bottled water, and 

discovered injuries had already occurred 

elsewhere in Queensland Rail while 

employees undertook this task. 

They decided to take a proactive 

approach and prevent these injuries 

from occurring in their workplace by 

acquiring the water trolley. Smart Arc 

members felt a great level of satisfaction 

and a sense of achievement knowing 

that they are creating and maintaining 

a safer workplace. 

The team attended workshops run by 

SMART facilitators to develop their 

initiative and worked through a plan 

of action. 

The workshops were informative and a 

great opportunity to canvas ideas, 

obtain feedback and network with 

other SMARTs. 

The team is now thinking about their 

next initiative. They are keen to continue 

with the program and uphold our safety 

vision, believing everyone in Queensland 

Rail should consider being involved 

in SMARTs. 


What Would You Miss? 

This year, Queensland Rail continued its commitment to targeting level 

crossing safety through the new ‘What Would You Miss?’ campaign. 

At the launch event in Brisbane’s King 

George Square in October 2010, more 

than 500 Queensland Rail employees 

were joined by their families, members 

of the emergency services, union 

representatives, transport organisations 

and the Queensland Transport Minister to 

protest against the dangerous behaviour 

that led to 702 near miss incidents at 

level crossings in 2009. 

The event captured positive media 

attention throughout Queensland, 

spreading the message of motorists and 

pedestrians taking responsibility for their 

own actions, and asking them to consider 

the consequences of taking serious risks. 

Following the Brisbane launch, 

Queensland Rail continued its vocal 

opposition to dangerous behaviour 

through various events and media 

opportunities, including regional 

launches in Townsville and Toowoomba 

to ensure the safety message was 

promoted outside metropolitan areas. 

The campaign reached its peak in March 

2011, promoting the issue into the 

national agenda through the release 

of Queensland Rail footage capturing 

moments of dangerous behaviour at 

level crossings. 

The campaign was integrated across 

Queensland Rail, bringing together all 

areas of the business to promote level 

crossing safety. This was demonstrated 

in April 2011, when more than 120 of 

our leaders spoke to customers about 

level crossing safety at the 17 stations 

identified as having the highest number 

of incidents. 

The campaign received substantial media 

coverage since its launch and succeeded 

in changing motorist behaviour at level 

crossings. In 2010/11 there has been 

a 21% reduction in near misses at level 

crossings compared to last year and a 

25% reduction in vehicle near misses. 


Our Customers 

Customer 

We listen, we care, 

we deliver 

Focus on customers 

and stakeholders in 

everything we do 

Key facts 

• City network On Time Running (OTR) 93.07% 

which exceeded target 

• Customers made more than 55 million trips 

on the City network 

• More than 424,000 customer trips were made 

on our Travel network 

• Almost 361,000 customer trips were made 

on our tourist trains 

• We carried14.9 billion gross tonne kilometres 

(GTK) of freight on our track. 


At Queensland Rail, customers are central to everything we do. 

We have aligned our people and 

processes with our customer excellence 

goals and are integrating a customer 

focus into all areas of the business. 

Engagement with our customers through 

direct feedback, customer research 

and community reference groups led 

to a clear understanding of their needs 

and priorities. With the launch of the 

Customer Charter we’ve demonstrated 

our commitment to delivering on these 

needs, and this year we’ve set about 

applying the Charter principles within all 

roles, regardless of where they sit in the 

organisation. 

While all employees were trained in the 

Customer Charter, an extensive program 

of customer service training is underway 

across the business to further embed the 

customer focus. 

We have taken Queensland Rail’s fresh 

new branding to our customers, making 

us clearly identifiable on our trains, at our 

stations, in our communications and of 

course, in the smart new uniforms worn by 

our customer service staff since April 2011. 

The rebranded Queensland Rail Travel, 

formerly Traveltrain, is benefiting from 

innovative advertising which has touched 

a chord with Queenslanders, creating 

strong engagement with viewers. 

Customers are enjoying the refurbished 

Travel Centre at Brisbane Central station 

and other Travel Centre upgrades will 

follow soon. 

The City network achieved on or near 

target results for OTR during much 

of the year, exceeding the 2010/11 

target of 93.01% with an overall annual 

performance of 93.07%. 

Queensland Rail’s customer commitment 

is reflected in high levels of customer 

satisfaction. Travel network customers 

gave a 99% satisfaction rating. 

On the City network, TransLink’s customer 

satisfaction survey measures a combined 

index, our rating was 70 out of a 

possible 100. 

Our network customers are equally 

important to us. We work with these 

customers to help them achieve their goals, 

offering not only access to the rail network 

but also a full range of infrastructure 

design, construction, maintenance 

and asset management services. 

A number of new initiatives were 

introduced in 2010/11 aimed at setting 

new standards through improved service 

delivery and enhanced customer and 

stakeholder relationships. 

Wireless internet (Wi-Fi) trial 

In 2010/11, Queensland Rail began 

trialling Wi-Fi on one train which 

travelled across the City network. 

The trial assessed our capability to 

provide free internet to customers. 

The reliability of the technology was 

also tested. 

The project also has the potential to 

deliver live streaming of CCTV to assist 

with onboard security. 

The trial was successful and 

Queensland Rail will roll out free 

Wi-Fi across more of the City network 

fleet from November 2011. 


Quiet carriages 

This year, Queensland Rail launched an 

Australian first trial of ‘quiet carriages’. In 

response to customer feedback, an area 

of the train was allocated to be free from 

loud conversations, talking on mobile 

phones and listening to loud musical 

devices. The trial was so successful the 

concept was introduced on every City 

network service. 

One challenge to implementation was 

customer feedback about frequent, loud 

announcements in quiet carriages. This 

was taken on board and the number of 

announcements reduced. Customers can 

now enjoy a more peaceful journey to 

read a book, or simply relax after a day at 

work. Queensland Rail is proud that the 

quiet carriage idea was developed and 

fine tuned from customer insights. 

Office of the Customer Advocate 

Queensland Rail is committed to listening 

for ways to improve our services for our 

customers. The Office of the Customer 

Advocate was introduced to be the “voice 

of the customer” within Queensland 

Rail, ensuring that we continue to be 

responsive and consistent, learning and 

enhancing customer experiences through 

independent recommendations. 

International Customer Service 

Standard (ICSS) 

In 2011/12, Queensland Rail aims to be 

the first fully integrated rail transport 

business in the world to achieve ICSS 

certification. This will build on the initial 

accreditation achieved by the former QR 

Passenger subsidiary of QR Limited. 

The ICSS is an international benchmark 

for customer service, allowing comparison 

against other leading customer service 

organisations. Certification provides 

a platform for business improvement, 

assisting with identifying opportunities 

that make a difference to customers. 

Application of an international standard 

enables our leaders to empower our 

people to consistently deliver enhanced 

customer experiences. 

Achieving ICSS certification will recognise 

that we have built on the good work already 

done for the benefit of our customers. 

Mobile presentation attendants 

In March 2011, 26 Mobile Presentation 

Attendants began in their new roles on 

the City network. The Mobile Presentation 

Attendants clean trains while they are 

in service to provide a more pleasant 

travelling experience for all customers 

in the lead up to the afternoon peak 

travel period. 

Queensland Rail TV 

We’re Australia’s first rail company to offer 

customers their own onboard television 

channel. Launched on each of our Tilt 

Train services, Queensland Rail TV runs 

daily news services as well as general 

programming for customers to enjoy. 

Working with our network customers 

Operators carrying freight on our rail 

network have also benefitted from 

Queensland Rail’s focus on service 

excellence. 

Capacity and reliability has improved 

along the Mount Isa corridor due to major 

infrastructure enhancements, developed 

in consultation with end customers 

and supply chain partners. Future 

infrastructure planning now incorporates 

customer forums, established to improve 

relationships and work collaboratively on 

future planning. 


“We commend Queensland Rail and their dedication to 

delivering customer focused outcomes. This enabled us to 

recover operations much earlier than expected.” 

Paul Kelly, Chief Operations Officer, Syntech Resources 

Freight 

Each year, it is anticipated that freight 

gross tonne kilometres (GTK) will reduce 

over the summer months due to the 

impact of the wet season on the network. 

The extraordinary weather events of 

the summer of 2010/11 resulted in a 

significant impact, far greater than 

expected. However, major network 

outages experienced due to flooding in 

southern and western Queensland and 

tropical cyclone Yasi in north Queensland 

were swiftly restored, with the Toowoomba 

Range reopening three months earlier 

than initially forecast. 

Record coal railings were experienced 

with the reopening of the Toowoomba 

Range, due to train scheduling changes 

that maximised track capacity for 

customers. By May 2011, actual freight 

GTKs were exceeding forecast levels. 

Freight Gross Tonne Kilometres (Billions) 

1.9 

1.7 

1.5 

1.3 

1.1 

0.9 

0.7 

The Mount Isa line remained relatively 

unaffected during the wet season 

and railed above forecast for the year. 

Magnetite railings also commenced in 

April 2011 which brought a new operator 

and new export product to the line. 

2010/11 Freight Gross Tonne Kilometres (GTK) 

1.730 1.782 1.689 1.665 

1.696 

1.613 1.614 1.518 1.524 

1.588 

1.478 

1.350 

1.386 

0.865 0.844 

1.441 

1.229 1.274 1.380 

1.138 

1.626 1.698 1.691 

1.588 


2009/10 2010/11 


New timetable delivered 

On 6 June 2011, Queensland Rail implemented the biggest 

overhaul to the City network timetable in 15 years. 

The development of the new timetable 

involved service planning, customer 

service, network control, train services, 

network infrastructure, operations and 

communications. The new timetable 

delivered more than 150,000 additional 

seats each week on the City network 

by improving service frequency and 

having our trains where they are 

needed the most. 

Queensland Rail made a commitment 

to its customers to have thorough 

consultation during the timetable 

implementation process. This was delivered 

through ten information sessions, 300,000 

flyers handed out to customers and 2,000 

pieces of feedback reviewed. 

On 6 June 2011, Queensland Rail 

implemented the new timetable. 

The rollout was an operational success, 

with minimal issues. Every service was 

monitored at a dedicated Timetable 

Coordination Centre, which included 

monitoring customer loading through live 

streaming CCTV footage at all stations, 

social media and feedback from station 

customer service employees. 

In the weeks that followed the 

implementation, Queensland Rail 

responded directly to customer feedback 

of crowding by introducing an additional 

service to the Sunshine Coast evening 

schedule within three weeks of the 

timetable changes. 

The timetable team has already 

commenced work on phase two of the 

timetable overhaul for the Cleveland, 

Beenleigh, Gold Coast, Doomben, Ferny 

Grove and Shorncliffe lines. Customers 

will have the opportunity to have input 

from November 2011. 


Customer Charter 

Since its establishment in July 2010, Queensland Rail has committed 

to becoming a dedicated customer focused business. 

This commitment was publicly launched 

through the Queensland Rail Customer 

Charter in December 2010. 

The Charter outlines Queensland Rail’s 

commitment to the seven key areas 

customers have told us are important 

to them. These areas are safety, time, 

information, comfort, surroundings, 

personal service and feedback. 

Customers can access the Charter at 

train stations, Queensland Rail accredited 

Travel Centres, or on the Queensland Rail 

website, where they can also track our 

performance against each commitment. 

The Customer Charter applies to every 

employee in Queensland Rail, regardless 

of position or location, to ensure the 

organisation works toward the common 

goal of providing a world-class 

experience for every customer. 

The Customer Charter will be reviewed 

annually based on customer input. 

This will ensure the Charter continues 

to address those areas that matter to 

customers and will focus our people on 

generating solutions that improve the 

customer experience and keep customers 

at the centre of everything we do. 

Seven key areas 


Our People 

People 

One team – 

the heart of 


Key facts 

• More than 7,000 employees 

• 143 apprentices employed in a wide range of trades 

• 1,911 statements of attainment of competency and 

26 qualifications issued to employees in 2010/11 

• Low employee turnover of 3.6%. 

Embed a high performance 

culture and strong visible 

leadership by becoming a 

learning organisation 


Every employee adds to the success of Queensland Rail. When the 

organisation engages, develops and cares about employees, 

they drive it to great heights. 

At Queensland Rail, our people are the 

heart of our business. We recognise 

that attracting, recruiting, retaining 

and developing motivated employees 

is central to achieving our goals and 

objectives. 

Queensland Rail wants employees to be 

accountable, proud and committed to 

delivering high performance results. 

Structure, recruitment and retention 

A focus for 2010/11 was completing 

Queensland Rail’s structure and finalising 

roles, many of which were temporary on 

1 July 2010. This was crucial to ensuring 

stability in the business and allowing 

employees to work towards the goals of 

the organisation. 

Leadership development 

Queensland Rail continues to invest in 

the capability of its leadership group. 

Since it’s inception, Queensland Rail has 

implemented regular gatherings for its 

Senior Leadership Team (SLT) and Greater 

Leadership Team (GLT) to ensure they 

have regular contact with the CEO and 

ELT, have the opportunity to hear about 

business priorities and also take part in 

personal development. 

This year saw the creation of the 

leadership development framework, 

talent pipeline and continued focus on 

leadership styles to identify areas for 

improvement through the Life Styles 

Inventory (LSI) process. 

One Queensland Rail integration 

As part of Queensland Rail’s focus on 

developing a positive and unified culture, 

working together as One Queensland Rail 

has been reinforced in a number of ways. 

COGs were introduced, which bring 

together people from around the 

business to address particular issues. 

This ensures a common approach 

to solving business problems and 

priorities. Examples include COGs for the 

improvement of safety interactions, the 

current enterprise bargaining round, 

OTR, and graffiti management. 

People shares now join safety shares at 

the beginning of each meeting. These 

are an opportunity for employees to 

recognise colleagues across the business 

for their good work and support. 

All ELT, SLT and GLT members are 

required to take part in ‘special event 

apprenticeships’, working at stations 

during major events such as sporting 

matches. Members are also required to 

take part in quarterly blitzes to promote 

new business initiatives and safety 

awareness. 

The deliberate language change to the 

use of the word “team” in ELT, SLT and GLT 

signifies the importance of team work, 

working together and strong leadership. 

Workplace agreements 

The first round of workplace bargaining 

as a new organisation began in 2011. 

Queensland Rail works within the 

government’s wages policy and a high 

priority for this year’s bargaining was to 

identify a range of efficiency incentives to 

give the company and employees the best 

possible return in the new agreements. 


Employer of choice 

Queensland Rail aspires to be an 

employer of choice, and has a range of 

activities to ensure we recruit and retain 

the best people. 

A reward and recognition framework 

ensures recognition for good work 

and for demonstrating positive 

behaviour. A program Celebrating Our 

People was created, with categories 

recognising excellent work in each of 

the organisation’s pillars. One hundred 

and fifty nominations were made for the 

awards, presented in July 2011. 

The first cultural survey was undertaken 

in June 2011 with subsequent six 

monthly pulse surveys planned to 

understand employees’ engagement 

levels and guide strategies to ensure a 

healthy and productive workforce. 

Natural disaster employee support 

Queensland Rail ensured that employees 

hard hit by the disasters were well 

supported. We created a 24/7 employee 

support hotline and provided each 

employee with an extra leave day to 

donate or use to volunteer their time 

to assist in recovery efforts. Employees 

were also released for State Emergency 

Service volunteer duties on full pay 

to assist community recovery efforts. 

Direct financial and emotional support 

was given to affected employees and 

numerous employees generously donated 

time and resources to those needing help. 

Training and development 

Continuous learning is a key strategy in 

building a high performing organisation. 

Upon separation, Queensland Rail was 

successful in becoming an accredited 

Registered Training Organisation (RTO) 

and is able to award formal qualifications 

under nationally recognised training. 

A comprehensive Learning Calendar 

provides training and development 

opportunities to all employees ranging 

from rail specific technical training to 

broader professional skills development. 

Supporting diversity 

We recognise a diverse workforce 

contributes positively to business success. 

Key initiatives in the past year include 

the launch of the Women in Employment 

framework, the development of the 

MyMentor program for women and 

sponsorship of events such as the fifth 

annual Australian Women’s Leadership 

Symposium. Queensland Rail also entered 

into a sponsorship arrangement with 

the National Association of Women in 

Construction (NAWIC) and launched 

targeted campaigns to attract female 

applicants for apprenticeship roles. 

Queensland Rail partnered with 

the Paralympic Committee to be a 

Paralympic Employment Provider, 

providing opportunities for disabled 

athletes as Diversity Ambassadors in the 

workplace. 

Employee health and wellbeing 

Safety continues to be the first priority 

and Queensland Rail supports the safety 

of our workforce through innovative 

health and wellbeing initiatives such 

as the Healthy Heroes health coaching 

program and the Working Well program. 

These programs support both the 

physical health and the mental health of 

employees, especially those who work in 

hazardous environments or occupations. 

The Trauma Support Network is recognised 

as an innovative peer initiative providing 

support to employees who have been 

traumatised by incidents in the workplace. 


Graduates and apprentices 

Queensland Rail is committed to developing a skilled workforce for 

the future using graduates, apprentices and trainees. 

In January 2011, 31 graduates 

commenced a year long Graduate 

Development Program (GDP). Graduate 

roles were offered in a range of fields 

including civil and electrical engineering, 

tourism, media relations, business 

analysis, accounting, procurement, 

architecture, environment, emergency 

management and human resources. 

The program is delivered through 

various innovative learning activities 

including leadership forums, structured 

development days, and firsthand work 

experience. 

One of the more innovative learning 

initiatives, Graduate Showcase, 

challenges our graduates to develop 

a business idea to improve our 

organisation’s performance. In addition 

to their everyday role, graduates work 

in multi-disciplinary teams for up to six 

months to develop their business case 

and pitch the idea to a panel of senior 

managers and an audience including the 

CEO. The business case of the winning 

team in 2010 was for the use of Global 

Positioning System (GPS) technology to 

improve trackside workers’ safety. The 

idea will be piloted in July 2011. 

Graduate Showcase has delivered over 

$70 million of alternative profits or cost 

savings to the business since its inception 

in 2007. At the 2010 Australian Graduate 

Recruitment Industry Awards, this 

concept won Queensland Rail the Will 

Spensley Memorial Award for Innovation 

in the Graduate Market. 

Six new trainees have started 

traineeships since July 2010, in transport 

and logistics, business administration, 

project management and frontline 

management. 

Queensland Rail also welcomed 41 new 

apprentices this year. The current recruits, 

aged from 18 to 49, began apprentice 

positions including electrician, rail 

traction linesperson, signal electrician, 

electronics, higher engineering 

tradesperson (electrical/electronics), 

vehicle trimmer, carpenter, plumber, 

mechanical fitter and sign writer. 

Our apprentices and trainees won four 

category awards at the On Track 2010 

Apprentice and Trainee of the Year 

Awards, an annual event held jointly by 

Queensland Rail and QR National. These 

were the Trainee of the Year, Operational 

Trainee of the Year, Construction and 

Allied Trades Apprentice of the Year, and 

Mechanical Apprentice of the Year. 

Winner of the Trainee of the Year award, 

Andrew Grimsley, is pictured above with 

Queensland Rail CEO Paul Scurrah. 

As one of the state’s biggest employers, 

Queensland Rail is committed to the 

continual development of a skilled 

workforce for the future and to actively 

recruiting and retaining talented 

employees in a diverse range of roles. 


People shares 

At Queensland Rail recognising the efforts of all employees 

in the execution of their daily jobs is very important. 

People shares were introduced into all 

meetings to allow employees to recognise 

the efforts of others in the organisation. 

They are also communicated via the weekly 

employee magazine and company intranet 

site. Any employee highlighted in a people 

share given at an ELT meeting receives a 

congratulatory note from the CEO. 

This sharing of our achievements is an 

important step in developing a workforce 

that is committed to achieving the 

business goals and objectives. 

Here are some examples of the people 

shares from 2010/11. 

34 Queensland Rail Limited 2010/11 Annual Report 

To Queensland Rail 

We, the Ingham Track Gang and our families, 

would like to thank Queensland Rail for their 

help and assistance during Cyclone Yasi. 

Queensland Rail went above and beyond 

what was expected and showed what a 

caring organisation it is. Firstly, by ensuring 

all employees and families were safe 

and providing help with food, water and 

generators etc. 

They also supplied loaders, trucks, chainsaws 

and manpower to assist with the clean-up of 

our homes. 

We would like to say a special thanks to 

Jim, David, Lew and Laurie from Townsville 

Structures Gang for their help in cleaning 

up our homes. Thanks also to Milton, John, 

Alex and Susan for their visit and concern for 

their workers. 

There were so many people who helped out 

during the period after Yasi that thanking 

them all individually here would be impractical, 

but once again we would like to thank all of 

you for your help and caring. 

Ingham Track Gang and their families 

To Queensland Rail employees 

This letter is to express The Wesley Hospital’s 

heartfelt appreciation for all the assistance 

you and your staff afforded our hospital 

during the Brisbane flood, particularly 

continuing to maintain train services for a 

significant period of time after the flood 

waters virtually surrounded the hospital. 

Your services and staff, and the fact that the 

hospital was able to access our facilities via 

the Auchenflower train station itself, meant 

that the Queensland Ambulance Service, our 

staff and visiting medical specialists could 

safely access the hospital throughout the 

crisis. 

We wish to express our sincere thanks. 

Dr Luis Prado 

Acting General Manager, 

The Wesley Hospital

To Faith Timbs 

Communications Adviser 

and Linda Wong 

Digital Marketing Adviser 

I want to congratulate Faith and Linda 

for the outstanding work they did on the 

presentation produced for the insurance 

trip I am undertaking next week. 

Faith and Linda have gone above and 

beyond to ensure this project was of 

the highest quality for our potential 

underwriters and their efforts have not 

gone unnoticed. 

Paul Scurrah 

To Queensland Rail employees 

I am sure it has been a difficult time for 

Queensland Rail trying to keep services up 

and running. 

We have been through a difficult time 

with the floods, but in true Aussie style 

we have rolled up our sleeves and got on 

with the recovery. As Mayor I have drawn 

my strength from the very community I 

am trying to assist and thank the many 

residents who have volunteered so much 

time and been so thoughtful of others. 

Some residents and businesses are still to 

recover fully from the floods, but together 

I am sure we will continue to grow and be 

bigger and better then ever. 

Again, thank you for your thoughts. 

Mayor Paul Pisasale, 

City of Ipswich 

To Mark Glass 

Guard 

In April, Mark attended to an unconscious 

boy on his service at Cleveland station. 

Mark used his first aid skills, immediately 

contacted Control to arrange an 

ambulance, stayed with the customer and 

monitored his condition, all while keeping 

in contact with Queensland Ambulance 

Service via Control radio. 

Mark also managed to locate the boy’s 

mother’s phone number in his school diary 

and made contact with her to advise her 

of the situation. 

Mark did a brilliant job and deserves a 

commendation for his actions. 

Bruce Williams 

To Ken Cavanough 

Driver in Charge 

On behalf of QR National I would like to 

extend our thanks to Ken and his team 

for all the help they provided with the 

pending arrival of Cyclone Yasi. 

The outstanding cooperation shown by 

the Bundaberg Tilt Train crew, who went to 

Proserpine to relieve the Townsville crews, 

was very much appreciated as it allowed 

our employees to return safely back to 

Townsville and ensured they were home 

with their families prior to the cyclone’s 

arrival. 

Warren Ackers 

QR National 

To Robert Murphy 

Customer Service Supervisor 

During the 20/20 Station Renovation 

Project, Robert Murphy has gone above 

and beyond to ensure the local community 

has been made aware of the project. 

Robert has met several times with 

stakeholders of the Endeavour Foundation 

and kept them up-to-date on the progress 

of the station. 

Last Thursday, Robert arranged some 

time for me to come with him to see 

how this foundation operates and meet 

some of our regular customers. It was an 

overwhelming experience and one I will 

never forget. 

They held a BBQ last Thursday, so 

Robert and I could discuss the upcoming 

timetable changes. 

The support and friendship I witnessed 

between Robert and this group was 

touching and evidence of Robert’s 

commitment to customer service. 

Robert, you have developed an excellent 

working relationship with our external 

customers at the Endeavour Foundation. I 

encourage you to continue the great work 

you are doing and I am thankful I was 

allowed the time to be involved in this. 

Chris Brett 

To John Conway 

Traincrew Coordinator 

Operations Compliance 

John Conway did an excellent job in 

coordinating all activities for Train Services 

Delivery in respect to the timetable 

implementation on 6 June. 

I was in Train Crewing on Friday 3 June 

and addressed the Train Management 

Improvement Office. I have to say, I 

have not seen a more invigorated and 

organised group in that area in quite 

some time. 

It is a tribute to John and his 

organisational abilities that he was able 

to ensure all parts of the network and our 

depots were staffed and all personnel 

briefed around their respective roles for 

the timetable implementation. 

John’s personal commitment to ensuring 

the TMIOs contribution to Queensland 

Rail’s business outcomes came to 

fruition on Monday 6 June was truly 

commendable and a credit to Train 

Services. Job well done. 

Therese Miller 


Our Commercial 

approach 

Commercial 

Growth through smart 

use of our resources 

Add value through 

innovation and business 

optimisation 

Key facts 

• $1.8 billion in revenue 

• Earned $382.5 million before interest and tax 

• Made a net profit after tax of $149.3 million 

• Owns assets worth almost $6.6 billion 

• Made capital investments of $727.5 million 

• Provided a return on assets of 7.0% 

• Gearing ratio was 56.1%. 


Financial strength and operational performance 

continue to drive benefits for customers and 

shareholders, the people of Queensland. 

Queensland Rail’s commercial 

strategy involves embedding a strong 

governance and control framework 

around the effective use of resources. 

This framework is building the platform 

for improving financial management, 

maximising the value of resources, and 

growing the business responsibly. 

This year was defined predominantly by 

the activities necessary to achieve legal, 

logical and physical separation from 

QR Limited and to re-establish business 

rules and processes that support the 

One Queensland Rail vision. One such 

achievement is transparency around 

expenditure and creating greater cost 

accountability. 

A number of core foundation projects 

were undertaken that are redefining 

the commercial environment of the 

organisation and setting up the business 

for a sustainable future. 

Separation from QR Limited 

The separation from QR Limited was 

extremely complex and involved the 

transfer of a significant number of 

assets and liabilities, contracts, people, 

systems and records. Many parts of the 

business had a role to play in validating 

that Queensland Rail had the correct 

resources in place to move forward 

following separation. 

Processes were put into place to rectify 

transition issues identified along the way. 

Separation activities have been achieved 

efficiently with minimal disruption to 

customers and stakeholders, and with 

operational issues swiftly resolved, often 

to an improved outcome. 

Queensland Rail is a major customer and 

supplier to QR National and will continue 

in third-party contractual relationships 

with them for many years to come. 

Risk management and 

financial governance 

A complete review of the Enterprise Risk 

Management (ERM) framework was 

undertaken during the year and a new 

comprehensive framework was approved 

for implementation. This framework 

sets the foundation for managing the 

business responsibly with guidelines for 

the development of the appropriate 

governance, control and assurance 

processes. 

Closely linked to the ERM, a financial 

reporting risk and control framework 

was developed and implemented. It is 

designed to provide management with 

the tools necessary to gain assurance 

over the financial control environment. 


The most significant achievement was 

the physical separation of the company’s 

Enterprise Resource Planning (ERP) System. 

ICT establishment program 

Nearing the time of separation, 

Queensland Rail commenced an ICT 

establishment program. This achieved 

both logical separation of the ICT 

systems, which occurred by the date of 

separation, and physical separation of the 

systems, which has a number of phases 

and is progressing to plan. The most 

significant achievement was the physical 

separation of the company’s Enterprise 

Resource Planning (ERP) System along 

with its critical feeder systems. The 

program is due to be completed during 

the 2011/12 financial year. 

Project and portfolio management 

During the year, the Investment 

Advisory Team (IAT) was established 

to provide oversight of investment 

decisions. Business case templates and 

processes were redefined and current 

projects and programs reviewed with a 

focus on achieving greater commercial 

outcomes. These items form part of a 

comprehensive project and portfolio 

management framework which is being 

implemented throughout the business. 

Planning and reporting 

During 2010/11, many parts of 

the business have been involved in 

ensuring reporting standards deliver 

useful information to stakeholders in 

a disciplined and consistent manner. 

Planning processes have been centralised 

to enable better prioritisation of the 

work effort and ensure adherence to the 

company’s strategy. 

Having developed a solid foundation 

of governance and control across the 

organisation, the 2011/12 focus will 

initially be on driving efficiency through 

the business. This, in turn, will allow 

greater focus on growth and the delivery 

of key projects to meet the needs of our 

growing state. 

Another access agreement 

for the freight network 

In 2010, Syntech Resources Pty Ltd 

(Syntech) became the third major coal 

miner in the West Moreton coal system 

alongside New Hope Corporation 

Limited and Peabody Energy Australia. 

In June 2010, Syntech signed an access 

agreement for transport of thermal 

coal from Cameby Downs to the Port of 

Brisbane for export. 

Coal is loaded from the stockpile directly 

onto trains at Cameby Downs from 

a purpose built rail load-out facility 

adjacent to the coal preparation plant. 

Queensland Rail constructed a balloon 

loop to accommodate two coal trains 

and Syntech installed overhead bins for 

loading the coal into trains. QR National 

commenced railing for Syntech on 18 

November 2010 and on average 14 

loaded train services per week now 

operate to the Port of Brisbane. 


New contract brings big dollars and 

jobs to North Queensland 

In April 2011, a new commercial deal was struck between Queensland 

Rail, Pacific National and Xstrata to grow exports and create 

employment opportunities in North Queensland. 

Queensland Rail and Pacific National 

agreed to terms on a 10 year access 

agreement for Pacific National to 

transport magnetite concentrate 

produced at Xstrata’s Ernest Henry 

mining operation at Cloncurry, across 

Queensland Rail’s track to the Port 

of Townsville. 

The multi-million dollar agreement has 

paved the way for increased efficiency 

and business growth on the Mount 

Isa line, which services the North West 

Queensland Mineral Province amongst 

other areas. 

The key to increasing the efficiency is 

Pacific National’s new 1,000 metre bulk 

mineral trains with up to 90 wagons at 

65 net tonne capacity. These services 

can carry an additional 1,000 tonnes per 

service compared to the current standard 

750 metre trains. 

Queensland Rail has already 

invested an estimated $1 million to 

upgrade Partington Yard in Stuart to 

accommodate the 1,000 metre long 

trains. The facility is required to break up 

the trains into lengths of 750 metres or 

less, allowing for rail access through to 

the Port of Townsville. 

Xstrata’s new magnetite processing 

facility at Ernest Henry Mine will produce 

approximately 1.2 million tonnes of 

magnetite concentrate per annum at 

full capacity for export to Asia, making it 

Queensland’s first magnetite concentrate 

exporter. It will make a significant 

contribution to the local and state 

economies. 


The new Queensland Rail Travel brand launched with its 

single clear message of outstanding customer service. 

Queensland Rail Travel 

Queensland Rail Travel is the brand that 

represents all long distance customer travel 

business across Queensland. Launched 

early in 2011, the new Queensland Rail 

Travel brand has a fresh look and feel 

that runs across all elements—including 

marketing collateral, rollingstock and Travel 

Centres. New uniforms for all employees 

were launched in April 2011. 

The Travel Centre at Central station in 

Brisbane has been rebuilt and rebranded. 

Travel Centres at Robina on the Gold 

Coast and Roma St in Brisbane will be 

rebranded in July 2011 and other Travel 

Centres across the state will follow. 

This brand consolidation has allowed 

a clear, single-minded direction to be 

established. 

All the holiday you can take 

Queensland Rail offers the largest and 

most comprehensive network of long 

distance and tourist trains in Australia, 

these form a pivotal part of the 

Queensland tourism industry. 

Tourism is an industry that is vital to the 

Queensland economy, but is particularly 

important to regional areas across the 

state. The last few years have been tough 

in the travel industry, due to the worldwide 

economic slowdown and the high 

Australian dollar. On top of this, there has 

also been the significant impact of the 

natural disasters that struck Queensland 

last summer. 

Prior to the natural disasters of 2010/11, 

Queensland Rail Travel was planning a 

campaign to highlight the benefits of long 

distance train travel in conjunction with 

tourism partners. 

Once disaster recovery was complete in 

April 2011, this was launched state-wide. 

The campaign ‘all the holiday you can 

take’ appeared on television (TV), online 

and in newspapers, as the first stage of 

an 18 month plan. 

The results were positive for the first 

implementation with research showing 

some of the strongest brand recognition 

results to date. Sales grew, and then 

exceeded, pre-flood levels. 

The campaign is planned to continue 

throughout 2011/12. 


The expanded and improved train fleets provide exciting 

opportunities to deliver on our customers’ expectations. 

Travel fleet expansion 

In October 2010, the Queensland 

Government announced a multi-million 

dollar investment to buy a new Sunlander 

train and upgrade the existing two Cairns 

Tilt Trains. 

The new trains will feature: 

• first class sleeper cars including suites 

with double beds and ensuites 

• cars with lay flat seats known as 

railbeds, similar to international airline 

business class 

• a first class restaurant car with 

contemporary Australian dining 

• smart flat screen TVs in all seats, 

railbeds and first class suites including 

on demand entertainment with movies, 

news, sport, weather and music 

• a first class lounge 

• premium economy sitting cars and a 

club lounge. 

This investment in the future of regional 

rail travel will allow Queensland Rail to 

continue to provide six return services 

between Brisbane and Cairns a week. It 

will provide faster and more comfortable 

options for tourists and regional 

Queenslanders, for whom intercity train 

travel is essential. 

City network fleet expansion 

Queensland Rail currently has 201 

three-car units and four intercity 

express trains. 

The Queensland Government has 

funded the construction of 64 new 

three-car suburban trains and associated 

stabling. Sixteen of these new trains 

were delivered in 2010/11 and 42 were 

delivered in previous years. Queensland 

Rail expects the remaining six trains of 

this order to be delivered on schedule by 

December 2011. 

As demand for services continues to 

grow, Queensland Rail is investigating 

options to further expand the City 

network fleet. 

The NGR project is examining options 

for the further purchase of up to 200 

three-car trains. Eighty-seven of these 

units will replace existing fleet and the 

remainder will provide additional services 

on the City network. 

The Request for Proposal for the NGR 

project was released to bidders in 

December 2010. The bidders are: 

• UGL Limited 

• Bombardier Transportation 

• CAF Mitsubishi. 


The biggest ever upgrade of South East Queensland’s train 

stations will deliver a better travel experience for our customers. 

Corinda to Darra Rail Upgrade 

The Corinda to Darra Rail Upgrade was 

completed in 2010/11. It will provide 

increased rail capacity on the Ipswich 

line, paving the way for the new 

Springfield line and providing improved 

public transport for suburbs in Brisbane’s 

western corridor. 

The project includes two new tracks 

between Corinda and Darra, a rail link to 

the new Springfield line and a new rail 

bridge at Manburgh Terrace in Darra. 

Also delivered are improved station 

facilities at Oxley and Darra stations, 

70 additional car parking spaces at Oxley 

station, and 51 additional car parking 

spaces at Darra station, six of which are 

for people with a disability. 

Darra to Springfield Transport 

Corridor Stage 2 

The second stage of the Darra to 

Springfield Transport Corridor will provide 

further transport options to western 

suburbs and improve safety, traffic 

flow, local access and travel times. It 

is extending the dual track line from 

Richlands by a further 9.5 kilometres to 

Springfield and constructing two new 

train stations, one at Springfield Lakes 

and one at Springfield. A 3.5m wide 

cycle track will be built between Julie 

Road and Springfield Lakes and a shared 

use path from Springfield Lakes and 

the Springfield station, to encourage 

commuters to use modes of transport 

other than cars. Currently in design stage, 

completion is planned for 2013. 

$85 million Keperra to 

Ferny Grove Rail Upgrade 

The Keperra to Ferny Grove Rail Upgrade 

will provide better transport options, 

increase capacity on the Ferny Grove line, 

eliminate delays at Ferny Grove station 

and encourage use of more sustainable 

transport options. It is duplicating 2.6km 

of track between Keperra and Ferny 

Grove stations. Ferny Grove station will 

also be upgraded with disability access 

and the car park expanded to around 

1,000 spaces. Enhanced traffic flow in 

and out of the station and improved 

bus connections will also be delivered. 

Currently under construction, project 

completion is expected in 2012. 

$49.7 million City network 

stabling facilities 

Additional stabling facilities are being 

provided at Beenleigh, Petrie, and 

Shorncliffe to cater for the new trains 

currently being delivered for the City 

network and to improve efficiency of 

train allocation for start-up services on 

the new line sections. Redbank stabling 

yard is also being progressed. 

$200 million station 

upgrade program 

Queensland Rail is undertaking 

the biggest upgrade of South East 

Queensland’s train stations since services 

began in the 1860s. Around 50 of the 

most heavily patronised stations—a third 

of City network stations—will receive 

some form of upgrade in the $200 

million station upgrade program. 

These upgrades will ensure stations are 

better equipped to meet the needs of 

more than 55 million passengers that 

Queensland Rail carries each year. They 

will deliver increased levels of safety, 

security and comfort for customers. 


City network expands 

in the western suburbs 

The new Richlands station opened ahead of schedule on 17 January 

2011, providing greatly improved access to public transport for western 

suburbs residents and helping with flood recovery efforts. 

Customers were quick to use the 

station, enjoying easy car, bus, bike and 

pedestrian access to the precinct. The 

new station includes travel integration 

options via a four bay bus interchange, 

15 kiss ‘n’ ride bays and three taxi set 

down bays; 650 car parking spaces, 48 

secure bike lockers, a cage for 40 bicycles 

and 32 bike racks. Shaded rest stops 

are conveniently placed along shared 

pedestrian and cycle paths approaching 

the station. 

While at the station customers can enjoy 

the appealing public artwork produced 

by local students. There are disabled 

access facilities throughout the precinct 

and station platform. Twenty-four hour 

CCTV surveillance cameras are in place, 

as well as a range of environmental 

initiatives including energy efficient 

lighting, a 120,000 litre underground 

tank storing stormwater run-off for 

bathroom and garden use, and drought 

tolerant plants. 

The state of the art station and rail link 

were delivered as part of the $766 million 

Darra to Springfield Transport Corridor 

Stage 1 project, the first integrated 

road and rail project for South East 


The project included building a new 

railway station, bus interchange and 

park ‘n’ ride facilities at Richlands, more 

than four kilometres of dual track from 

Darra station with two single crossovers, 

four rail bridges and three pedestrian/ 

cycle bridges. The project also included 

upgrading the Centenary Highway and 

building a 5.6 kilometre extension to the 

bicycle path network. 

This link is part of a vital new transport 

corridor to service the western suburbs, 

one of Brisbane’s fastest growing regions. 

The Darra to Springfield Transport 

Corridor is part of the SEQIPP. Stage 2 

has commenced and involves extending 

the rail line a further ten kilometres to 

Springfield and building two new 

stations at Springfield and Springfield 

Lakes by 2013. 

queenslandrail.com.au 43

Our Community 

Community 

Our state, 

our people 

Deliver programs to build 

a better Queensland 

Key facts 

• Employees donated more than $329,000 to those 

affected by natural disasters 

• Additional employee fundraising collected almost 

$130,000 for our charity partners and other not-for-profit 

organisations 

• Flagship sponsorship of the Queensland Rail Bulls Masters 

• Reached nearly 125,000 children in 405 schools with level 

crossing safety presentations 

• Delivered new murals to more than 30 stations across the 

City network through the positive pARTnerships program. 


Queensland Rail recognises and embraces our responsibility to the 

community. As well as a commitment to safety, Queensland Rail strives to 

have a positive impact through business operations and engaging with local 

communities, customers, suppliers and employees. Queensland Rail has built 

a strong reputation for supporting Queensland communities over 145 years. 

Sponsorships 

Queensland Rail’s sponsorship mission 

is to establish a robust portfolio of 

relevant partnerships that underpin 

the organisation’s iconic position 

within Queensland and strengthen the 

relationships with key communities. 

The Queensland Rail Bulls Masters is 

the company’s flagship sponsorship. We 

are proud to be the foundation naming 

rights sponsor for this non-profit entity 

that is equally committed to delivering 

positive outcomes for the community. 

This organisation utilises past 

Queensland cricket greats to help foster 

and develop cricket, as well as providing 

community support and assistance 

to local charities and sporting groups 

through fundraising activities. 

Since our sponsorship began in October 

2010, the Queensland Rail Bulls Masters 

have undertaken tours to the South 

Burnett, Townsville, Chinchilla and Far 

North Queensland regions. They have 

conducted coaching clinics and school 

trips for 3,000 young players, visited 

hospitals in each of the regions and 

raised more than $145,000 for local 

communities through celebrity golf 

days, fundraising dinners and exhibition 

Twenty20 matches. 

The Queensland Rail Community 

Partnering Program has also been 

established to support smaller local 

initiatives (under $5,000) that can 

enhance Queenslanders’ way of life. 

CEO Challenge 

Australia’s CEO Challenge works for a 

world where homes are places of love, 

peace and safety. One in three women 

in Australia experience violence in their 

relationship, and over 30,000 children 

accompany their mother to a refuge 

each year. The CEO Challenge creates 

innovative partnerships between 

businesses and refuges to make sure 

these women and children get the care 

and support they need. 

Queensland Rail CEO Paul Scurrah 

participated in the CEO Challenge in 

2010/11, raising almost $23,000 and 

significant community awareness with 

the help and support of Queensland Rail 

employees and partners. Events included 

a CEO Challenge walk, barbeque and 

other fundraising events, all aimed at 

Queensland Rail’s commitment to giving 

back to the community. 


Artwork Judy Watson. Image courtesy art+place Queensland Public Art Fund, Arts Queensland. Photograph Patrick Hamilton. 

RailSmart and community 

education 

Queensland Rail is focused on proactive 

promotion and education of safety 

around the rail network. 

Through Queensland Rail’s Community 

Education team, thousands of students 

around Queensland take part in 

RailSmart education sessions to raise 

awareness of safe behaviour around 

the network. 

The team has also worked with private 

companies who operate in and around 

the network to educate their employees 

on safe behaviour. 

With a major focus on level crossing 

safety, the RailSmart message is also 

taken to the broader community 

through proactive initiatives including 

promotional stands at community 

events, advertising and media 

opportunities. 

Queensland Rail remains committed 

to educating the community on the 

impact that risky behaviour can have, 

endangering not only their own lives, but 

the lives of others including employees. 

Community partnerships 

Through employee consultation, 

Queensland Rail has identified 

and partnered with five non-profit 

organisations. The five community 

partners are the Royal Flying Doctor 

Service, the Queensland Cancer Council, 

the Royal Children’s Hospital Foundation, 

The Prince Charles Hospital Foundation 

and the Royal Society for the Prevention 

of Cruelty to Animals (RSPCA). 

These partners are supported through a 

range of initiatives including fundraising 

events and other promotional activities. 

Queensland Rail has also established 

a number of employee programs to 

support our non-profit partners including 

holding station fundraising collections 

on a monthly basis, gold coin 

casual Fridays and supporting other 

volunteering activities. 

Indigenous artwork Tilt Train 

A Queensland Rail Tilt Train was 

transformed into Australia’s longest 

moving canvas with more than 300 

metres of Queensland indigenous artwork 

applied to the train. Each side of the 

Tilt Train’s seven carriages now features 

artwork by Aboriginal artist Judy Watson 

and Torres Strait Islander Alick Tipoti, who 

both have well established international 

careers with works held by public galleries 

and in private collections across Australia, 

Europe and the United States. 

The artwork enhances the iconic nature 

of the rail journey along Queensland’s 

coast. Queensland Rail’s Tilt Trains are 

already a recognisable feature of the 

tourism industry in Queensland, but 

this artwork makes them even more 

representative of the state. 

An investment of $750,000 has been 

made in the indigenous art Tilt Trains 

project through art+place Queensland 

Public Art Fund. The project has been 

jointly delivered by Arts Queensland 

and Queensland Rail and includes the 

transformation of an additional Tilt Train 

in 2011/12. 


positive pARTnerships 

Just north of Brisbane, an old car spray painting shed is serving a new role as an 

art studio for the positive pARTnerships program. Fondly referred to as ‘Studio 

56’, the shed is home to a busy team of artists creating murals for the train 

stations being refurbished as part of the City network station upgrade program. 

The government’s urban design 

guidelines encourage the inclusion of 

public artworks for all major construction 

projects. Station artwork enhances 

surroundings for customers and, through 

local involvement, creates a greater 

sense of community. 

The help of local schools, indigenous 

groups, youth groups and Brisbane artists 

is enlisted to design and create murals 

for stations being upgraded. 

Children are particularly keen to 

participate and very much look forward 

to seeing their completed work once it 

is installed at their local station. Some 

of the children involved have been 

personally affected by the recent floods 

and this was something positive they 

could get involved in to help restore their 

community. 

Each mural depicts a locally inspired 

theme decided upon after a considerable 

amount of research and planning. 

To create each mural, a board is coated 

with a base colour before the design is 

projected onto it and traced. It is then 

filled in by the artists and community 

groups involved. Some of the artwork will 

include the use of image mesh, in which 

large and small dots are used to create 

an image on a length of mesh. 

The artwork is a positive initiative 

between Queensland Rail and the local 

community. It contributes to Queensland 

Rail’s Customer Charter commitment to 

improving surroundings for customers. 

People enjoy sitting at the stations 

where the artwork is installed. 

Similar Queensland Rail positive 

pARTnerships murals at various locations 

have already created a sense of 

community pride and ownership of 

stations among participating schools 

and community groups. 

The project is planned to continue across 

South East Queensland. 

queenslandrail.com.au 47

Awards 

Awards 

Convening Organisation 

Award Category 

Winner 

Golden Target Awards 2010 

Public Institute of Australia 

Corporate Social Responsibility 

Disability Discrimination Act: 

Community Engagement Program 

Australian Service Excellence 

Awards 2010 

CSIA 

Australian Service Excellence 


CSIA 

Australian Graduate Recruitment Industry 


Australian Association of Graduate 

Employers 

Chief Customer Officer 

of the Year 

National Training Excellence 

Will Spensley Memorial Award 

for Innovation in the Graduate 

Market 

Theo Taifalos, 

Chief Customer Officer 




During the year, the team at 

Queensland Rail was recognised 

by a number of organisations, 

across a range of disciplines. 

Awards 

Convening Organisation 

Award Category 

Winner 

Rail Industry Awards for Excellence 2010 

Australasian Rail Association 

Young Achiever Award 

Teegan Modderman, 

Organisational Wellbeing Coordinator 

Rail Industry Awards for Excellence 2010 

Australasian Rail Association 

Individual Award 

Jim Wecker, 

General Manager Rollingstock Engineering 

National Infrastructure Awards 2011 

Infrastructure Partnerships Australia 

Contractor Excellence Award 

Horizon Alliance: Darra to Springfield 

Transport Corridor 

Australian Business Award Innovation Queensland Rail 

Australian Business Award Community Contribution Queensland Rail 

Australian Business Award Recommended Employer Queensland Rail 

Consult Australia Awards for 

Excellence 2010 

Consult Australia 

Queensland Training Award 2010 

Queensland Department of Education 

and Training 

On Track Apprentice and Trainee of 

the Year Awards 2010 

Queensland Rail and QR National 










Project Management and Project 

Infrastructure over $20 million 

Apprentice of the Year 

Trainee of the Year 

Operational Trainee of the Year 

Construction and Allied Trades 

Apprentice of the Year 

Mechanical Apprentice of the 

Year 

Silver or Highly Commended 

TrackStar Alliance: Robina to Varsity Lakes 

Rail Extension Project 

Finalist 


Andrew Grimsley, 

Trainee Systems Maintainer 

Andrew Grimsley, 

Trainee Systems Maintainer 

Russell Barr, 

Apprentice Carpenter 

Anthony Wagner, 

Apprentice Diesel Fitter 


Governance 

Summary of 2010/11 Statement of 

Corporate Intent 

Queensland Rail’s Statement of Corporate Intent (SCI) is prepared 

each financial year in accordance with the requirements of the 

Government Owned Corporations Act 1993 (GOC Act). 

The SCI is the formal statement of Queensland Rail’s strategic 

direction. It includes objectives, strategies and performance 

outcomes for 2010/11, and represents the performance 

agreement between the Board of Queensland Rail and its 

shareholding Ministers. The SCI is consistent with Queensland 

Rail’s five-year Corporate Plan and reflects the strategic activity 

in year one of this planning horizon. 

The SCI is tabled in the Queensland Parliament with Queensland 

Rail’s Annual Report. 

The Annual Report provides a summary of Queensland Rail’s SCI 

performance outcomes relating to the delivery of the following 

strategic objectives or pillars and related strategies: 

Pillar Strategy 

Queensland Rail will deploy a targeted, prioritised and 

Safety 

integrated safety program. 

Queensland Rail will focus on customers and 

Customer 

stakeholders in everything we do. 

Queensland Rail will embed a high performance culture 

People and strong visible leadership by becoming a learning 

organisation. 

Queensland Rail will manage its business smartly and 

Commercial 

focus on value. 

Queensland Rail will grow our business through 

Growth* 

investment and innovation. 

*In 2011/12 Growth will be incorporated into Commercial and 

Community will become the fifth pillar. 


Queensland Rail measures performance against its strategic 

objectives to focus efforts on achieving those objectives. Key 

performance indicator measures and related targets were identified 

within the SCI to track the success of strategies during 2010/11. 

Other key components of the SCI are summarised as follows: 

Performance drivers 

The following major drivers impacting Queensland Rail are 

highlighted in the SCI: 

• Australian and global economy 

• Transport competition 

• Population growth and demand for services 

• Attraction, retention and succession planning 

• Smart technologies 

• Energy and emission trends. 

Performance monitoring 

The SCI contains a framework for performance monitoring 

that ensures the Queensland Rail Board is accountable to its 

shareholding Ministers for Queensland Rail’s performance. This 

framework enables Queensland Rail to report on a number of 

mandatory financial and non-financial performance indicators 

to present a balanced perspective on Queensland Rail’s overall 

performance. Queensland Rail reports to its shareholding 

Ministers against these indicators on a quarterly basis via 

quarterly reports and annually via the annual report. 

Examples of financial indicators in the 2010/11 SCI: 

• Earnings before interest and tax 

• Net profit after tax 

• Return on operating assets 

• Return on equity. 

Government revenues and funding 

The SCI outlines the funding of the following services which 

are purchased by Queensland Government through Transport 

Service Contracts with Queensland Rail: 

• City network 

• Travel network, with the exception of Kuranda Scenic Rail 

• Network infrastructure (for agreed rail infrastructure network 

standards and capacity). 

Employment and industrial relations plan 

The SCI includes an Employment and Industrial Relations 

(E&IR) Plan which guides Queensland Rail in developing 

and maintaining conditions of employment for employees, 

including labour market based remuneration. The E&IR Plan 

contains information relating to: 

• employment conditions 

• enterprise bargaining and productivity initiatives 

• flexible work practices 

• employment and workforce planning 

• workplace health and safety 

• equal employment opportunity and anti-discrimination 

• union consultation 

• job security 

• superannuation. 

Modifications to SCI 

Section 120(1)(d) of the GOC Act requires that each 

annual report of a GOC include particulars of any 

modifications made to the SCI during the relevant year. 

Queensland Rail did not modify its SCI during 2010/11. 

Examples of non-financial indicators in the 2010/11 SCI: 

• Signals passed at danger per million track kilometres 

• Lost time injury frequency rate 

• Derailments 

• Greenhouse gas emissions 

• Customer satisfaction 

• Reporting compliance 

• Customer journeys 

• City network On Time Running 

• Rollingstock utilisation 

• Staff turnover. 


Our Board of Directors 

Stephen Gregg (Chairman) 

MBA, MAICD 

Stephen has extensive experience in the Queensland tourism industry. He was previously CEO 

of North Queensland Airport Limited where he oversaw the integration of the newly privatised 

Cairns and Mackay Airports and developed long term growth strategies for both businesses. 

Earlier roles included CEO of Dreamworld and WhiteWater World theme parks and CEO of 

Tourism Queensland. In addition, Stephen is Chairman of the Queensland Tourism Industry 

Council (QTIC) and a director of the Queensland Events Corporation. He holds a Master of 

Business Administration (MBA) from Griffith University. Stephen’s experience in customer 

focused roles and his significant regional focus enables him to make a valuable contribution to 

the Queensland Rail Limited Board. 

Maureen Hayes 

BA, DipEd 

Maureen served in the Brisbane City Council from 1991 to 2008. She was Deputy Mayor 

during that time but her main role was as Chairperson of Transport, Traffic and Major 

Projects. Some achievements included overseeing the building of the Inner City Bypass, 

the Eleanor Schonnell Bridge, the introduction of CityCat ferries and the establishment of 

TransLink in partnership with the Queensland Government. Maureen has always been a 

passionate advocate of public transport. 

Dr Leo Keliher AO 

BEcon (1st Class Hons), MA, PhD 

Dr Keliher has extensive experience in both the Queensland and New South Wales public 

service, with roles that include Chairman of the former Service Delivery and Performance 

Commission and Director-General of the Department of the Premier and Cabinet. Dr Keliher 

was appointed as a director of QR Limited in 2008 following his retirement, and brings his 

public service experience to his position on the Queensland Rail Limited Board. 


Merren McArthur 

BA, LLB, Dip AppFin 

Merren is currently Group Executive–Alliances, Network & Yield for Virgin Australia Airlines. Her 

areas of accountability include revenue and yield management, network planning, scheduling 

and alliances. She has been with the Virgin Australia Group since 2008. Prior to that, Merren 

was Chief Advisor at Rio Tinto Iron Ore, based in Perth. Her previous positions include Deputy 

State Solicitor for Western Australia and Executive Partner at national law firm Allens Arthur 

Robinson, based in Melbourne. 

Denise McMillan-Hall 

BSc (Hons), Dip Ind (UK), MBA 

Denise has extensive rail industry experience, working at the Australian Rail Track Corporation 

(ARTC) for over 10 years, holding the positions of Strategic Business Manager, General Manager 

Operations and Customer Service, and General Manager Hunter Valley. More recently, she was 

Head of Business Development for the Asia Pacific region of AnsaldoSTS, a transport solutions 

company. Denise now runs McMillan Advisory and Consulting, her own private bespoke 

consulting business. Holding a BSc in Finance and an MBA, she has a background in finance, 

including roles with Westpac and financial markets in London. 

Dawson Petie 

FAICD, FASFA 

Dawson has more than 30 years of experience as a company director, including serving on 

the QR Limited Board for nearly 11 years where he was chair of the Audit and Risk Committee 

before to his appointment to the Queensland Rail Limited Board. Prior to his retirement from 

full-time employment, Dawson was a General Manager for QIC Limited. 

Julie-Anne Schafer 

LLB (Hons), MAICD, ANZIIF 

Julie-Anne is a non executive director of companies in sectors which include financial services, 

transport, tourism and health. She was previously a lawyer whose career included 25 years in 

partnership in private practice. She is a former Queensland Telstra Business Women’s award 

winner, President of the Queensland Law Society, Chair of the Solicitors’ Board of Queensland and 

Deputy Chancellor of the Queensland University of Technology. She previously chaired the Royal 

Automobile Club of Queensland (RACQ) and RACQ Insurance. Julie-Anne is a member of the 

Australian Motor Sport Appeal Court and the CPA Australia Disciplinary Panel. 


Our leadership team 

Paul Scurrah Chief Executive Officer 

Paul’s main focus is on directing and controlling business and operational activities, providing 

leadership by developing and implementing high level strategies, making major corporate decisions, 

and as the main point of communication between the board and corporate operations. Paul also 

represents Queensland Rail in high level dealings with the Queensland Government. 

Paul was appointed CEO of Queensland Rail in July 2010. Previously he led the business as Interim 

CEO through the transition to separate QR Limited’s passenger services and track assets from the coal 

and freight businesses. Paul has an outstanding management and leadership record through roles 

with QANTAS, American Express, Ansett, Tourism Queensland and Flight Centre. 

Jim Benstead Chief Financial Officer 

Jim is responsible for a professional finance function that allows best value decisions 

to be made. 

Jim joined QR Limited in July 2008 and brought with him experience in driving business 

improvement and leading outcome focused finance and commercial teams. Jim has held various 

senior management positions including lead roles in finance, shared services, credit management, 

commercial and procurement. 

Greg Ford Chief Safety and Environmental Officer 

Greg leads the overall safety, workplace health and safety, environment, investigation and assurance, 

and emergency management functions for Queensland Rail. He brings with him more than 35 years 

experience in safety and quality roles across both the defence and transport industries. 

Before Queensland Rail, Greg held the position of the Rail Safety Regulator for Queensland 

Transport for 10 years. 

Cathy Heffernan Chief Human Resources Officer 

Cathy is responsible for leading the Human Resources function and providing strategic direction 

for Queensland Rail. This entails strengthening the organisation’s capability, embedding a high 

performance culture and integrating the organisation to embrace a ‘One Queensland Rail’ philosophy. 

Cathy has over 20 years experience within Human Resources and has held senior positions across 

Queensland Rail enabling extensive understanding of the organisation, strong networks and 

positive relationships. 

Courtney Petersen Chief Strategy and Corporate Services Officer 

Courtney is responsible for creating, communicating, executing, and sustaining strategic initiatives. 

She also leads procurement, property, ICT, innovation and business planning services. 

Courtney has over 18 years experience in the corporate sector and has held senior strategic, customer 

focused roles in major organisations such as Telstra and Tabcorp. Courtney joined QR Limited in 2008 

to lead its corporate strategy. 


John Pistak Chief Network Officer 

John is responsible for Queensland Rail’s infrastructure design, construction and asset management, 

as well as the provision of train control in regional Queensland. He also manages third party access 

across the entire regional and South East Queensland network. 

John has more than 25 years of railway executive management, infrastructure maintenance and 

construction experience, both in Australia and overseas. John has worked throughout regional 

Queensland in civil maintenance and engineering roles, including several years in Mackay and Barcaldine. 

Martin Ryan Chief Communications Officer 

Martin is responsible for managing the communications opportunities and risks of Queensland Rail, 

both internally and externally. The organisation communicates to a wide range of stakeholders, 

including but not limited to customers, employees, shareholding Ministers, government departments, 

media, business partners, the press, the community and the public. 

Martin has more than 25 years experience working in communications and marketing roles, with a 

major focus in the travel and tourism industries. 

Theo Taifalos Chief Customer Officer 

Theo is responsible for developing and implementing Queensland Rail’s customer strategy, ensuring all 

aspects of customers pre-trip, during trip and post-trip expectations are satisfied. 

Theo has been with the organisation for more than three years and brings with him more than 

17 years experience in business development, retail and customer service, specialising in 

major infrastructure based industries servicing large customer bases. 

Mark Williams Deputy Chief Operations Officer 

Mark is responsible for the safe and efficient operation of Queensland Rail trains. This includes 

overseeing rollingstock engineering, rollingstock maintenance, South East Queensland operations, 

Travel network operations and train service delivery. 

Joining the organisation in 2008, Mark has a strong commercial background and a long history 

of customer focused business operations. He held general management roles in major companies 

including Harvey World Travel and Flight Centre. Prior to this, Mark owned his own businesses for 15 

years, winning recognition with national industry awards on eight occasions. 

Kevin Wright Chief Operations Officer 

Kevin is responsible for the safe running of the rail network including train control, train crewing, 

rollingstock maintenance, yard operations, scheduling, timetables, train operations, infrastructure 

planning and Kuranda Scenic and Normanton to Croydon Railways. 

He has more than 47 years of experience in rail operations, safety and customer service. 

Kevin oversees a safe, integrated transport system for South East Queensland, as well as 

Far North Queensland, that is customer focused, cost effective and an employer of choice. 

Robin Franklin Acting Head of Legal and Governance 

Robin is responsible for establishing and maintaining an appropriate corporate governance 

framework and providing advice, guidance and support to the Board of Directors on corporate 

governance matters. 

Robin is a Principal of Franklin Athanasellis Cullen Employment Lawyers. He has over 30 years 

experience in senior executive positions working for companies such as BP Australia Ltd, MIM 

Holdings Limited and Thiess Contractors Pty Ltd. More recently he held the position of Director of the 

Integration Management Office for the establishment of Queensland Rail. 


Corporate governance practices 

Queensland Rail has established corporate governance practices that 

provide a comprehensive, high quality framework for managing the 

company with integrity and in the best interests of our stakeholders. 

This is supported by committed leadership, risk assessment and 

performance monitoring by the Board and our senior management teams. 

Queensland Rail became a GOC on 1 July 2010. Its corporate 

governance practices have been developed in line with the 

Corporate Governance Guidelines for Government Owned 

Corporations (the Guidelines) issued by the Queensland 

Government. 

The Guidelines reference the Australian Stock Exchange (ASX) 

Corporate Governance Principles and Recommendations, and 

provide the framework for all GOCs, including Queensland Rail, 

to develop, implement, review and report on their corporate 

governance arrangements. 

An overview of governance practices in line with these principles 

follows. 

Principle 1 

Foundations of management and oversight 

• The roles and responsibilities of the Board and Board 

Committees are defined in charters for each body. These roles 

and responsibilities are reviewed by the Board annually. 

• Newly appointed Directors are taken through a formal 

induction process. 

• Directors are issued with a comprehensive Board handbook 

that details Queensland Rail and Board operational 

information, governance requirements and policies. The Board 

handbook is reviewed and updated annually. 

• Management’s responsibilities are defined and documented 

in formal position descriptions and performance plans. 

• Delegations from Board to the CEO and from the CEO to 

management are documented and reviewed annually. 

Principle 2 

Structure the Board to add value 

• The size and composition of the Board is determined by the 

shareholding Ministers. All Directors appointed to the Board 

are non-executive Directors. 

• Queensland Rail Directors are appointed by the Governor-in- 

Council. 

• Directors are required to keep the Board advised, on an ongoing 

basis, of any interest that could potentially conflict with those of 

Queensland Rail. In circumstances where a conflict is believed to 

exist, the Director concerned does not take part in any decision 

or consideration of the issue. In addition, the Director will not 

receive copies of the relevant Board papers. 

• Directors declare their business interests and other 

directorships and employment roles annually and must notify 

the Board via the Company Secretary of changes to business 

interests and appointments. Directors do not hold shares in 


• Details of Directors’ individual skills, experience and expertise 

are disclosed in the Annual Report as is information on 

attendance at Board and Committee meetings. 

• The Board composition during 2010/11 and details of 

Directors’ terms of appointment and remuneration are 

disclosed in the Queensland Rail Financial Report. 

• A process is in place whereby Directors, either collectively or 

individually, may seek independent professional advice where it 

is considered necessary to fulfill their duties and responsibilities. 

This is done at Queensland Rail’s expense. A Director wishing to 

seek such advice must obtain the approval of the Chairman. 

• Directors are encouraged to further their knowledge through 

participation in industry, governance and government forums and 

attend seminars hosted by the Australian Institute of Company 

Directors, Chartered Secretaries Australia and other peak 

professional bodies. In addition to peer review, interaction and 

networking with other Directors and industry leaders, Queensland 

Rail Directors participate in Queensland Rail leadership forums, 

actively engage with Queensland Rail employees and visit 

Queensland Rail operations to gain an understanding of 

operational employee requirements, challenges and issues. 

• A whole-of-Board performance review is undertaken annually 

in addition to individual evaluation sessions between the 

Chairman and individual Directors. 

• The Board considers that all Directors who held office during 

the year are independent. The definition of ‘independence’ 

is contained in the Board’s Governance Charter and is 

based on the definition contained in the ASX Best Practice 

Recommendations and set out in the Corporate Governance 

Guidelines for Government Owned Corporations. 


Principle 3 

Promote ethical and responsible decision making 

• Queensland Rail has a Code of Conduct to guide Directors 

and employees in compliance with Queensland Rail’s ethical, 

legal and statutory obligations. 

• Queensland Rail has a Trading in Securities Policy. 

Principle 4 

Safeguard integrity in financial reporting 

• The CEO and Chief Financial Officer certify in writing that 

the Queensland Rail financial report represents a true and 

fair view of Queensland Rail’s financial position and that it 

has been prepared in accordance with Australian equivalent 

International Financial Reporting Standards. 

• The Audit Committee reviews the integrity of Queensland 

Rail’s financial reporting systems. The Audit Committee is 

governed by its own charter which is reviewed annually. 

• Queensland Rail has a detailed internal audit plan that is 

approved by the Audit Committee and managed by the 

General Manager Internal Audit who provides regular reports 

to the Audit Committee. 

• The external audit function is performed by the Queensland 

Audit Office. 

Principle 5 

Make timely and balanced disclosures 

• In line with the requirements of the GOC Act, shareholding 

Ministers are advised in a timely manner of all issues likely to 

have a significant financial, operating, employee, community 

or environmental impact. 

• In addition to the above, Queensland Rail gives detailed 

quarterly reports to its shareholding Ministers on its 

performance outcomes for the quarter against key 

performance indicators detailed in its Statement of 

Corporate Intent. 

Principle 6 

Respect the rights of shareholders 

• Regular scheduled meetings are held between the Chairman, 

CEO and shareholding Ministers. 

Principle 7 

Recognise and manage risk 

• The Board has approved a Risk Management Policy. 

• The Board oversees the process for identification and 

management of risk in Queensland Rail. 

• Queensland Rail has a Board Directive on Fraud Management 

that outlines the processes for the prevention, detection and 

management of fraud within Queensland Rail, and for fair 

dealing in matters pertaining to fraud. 

• Queensland Rail has developed a summary of Enterprise level 

risks for ongoing monitoring and is further enhancing risk 

profiles at the various layers of the organisation. 

• Queensland Rail has adopted an enterprise-wide approach to 

risk management to ensure it is managed in an integrated, 

systematic and practical manner. It has recently reviewed 

its risk management policy and developed an updated 

risk management framework. This provides a consistent 

approach to risk management across Queensland Rail 

and clearly defines risk management accountabilities and 

responsibilities within the new Queensland Rail business 

model. It ensures there is continual improvement in the way 

risk is managed and reported on in Queensland Rail. 

Principle 8 

Remunerate fairly and responsibly 

• Director remuneration is set by the company at a general 

meeting of its shareholders. 

• The Board has established a People and Organisation 

Committee with its own charter. The People and Organisation 

Committee reviews and provides recommendations to 

the Board on the recruitment, retention, remuneration 

arrangements and termination of the CEO and senior 

executives as well as the performance measurement 

arrangements for Directors, the CEO and senior executives. 

• Details of the nature and amount of payments to each 

Director of Queensland Rail and specified Queensland Rail 

executives are set out in the Queensland Rail Financial Report. 

• Approval of shareholding Ministers is sought for major 

investments and expenditure outlays and entry into 

significant supply or customer contracts in accordance 

with the Investment Guidelines for Government Owned 

Corporations. 

• Queensland Rail has a comprehensive stakeholder 

management and reporting framework. 


Corporate governance practices 

(continued) 

Board of Directors appointments 

All Directors were appointed on 1 July 2010. 

• Details of Directors’ terms of appointment are set out in the 

Queensland Rail Financial Report. 

Company Secretary appointments 

• Mr David Drew and Ms Angella Sheehan were joint Company 

Secretaries during 2010/11. After David left the organisation 

in February 2011 Angella has continued in the role. 

• Angella had previously been appointed as Company Secretary 

for QR Limited and its subsidiaries since 2003, and has 

more than 15 years experience in accounting and company 

secretarial practice. Angella is an Associate of the Institute of 

Chartered Secretaries and a Chartered Accountant. 

Board meetings 

Director attendance at meetings of the Board and Board 

Committees in 2010/11 is shown below: 

Director 

Attended* 

Meetings 

eligible 

to attend* 

Mr Stephen Gregg (Chair) 10 10 

Mrs Maureen Hayes 9 10 

Dr Leo Keliher AO 7 10 

Ms Merren McArthur 9 10 

Ms Denise McMillan-Hall 9 10 

Mr Dawson Petie 9 10 

Ms Julie-Anne Schafer 10 10 

* Includes one circular resolution. 

Board committees 

The Board has established Committees to assist it in meeting its 

responsibilities. The Board created an Audit Committee 

and People and Organisation Committee in July 2010. 

The Office of Government Owned Corporations has set out 

guidelines for the formation of GOC Board Committees, 

which recommends the establishment of an Audit and a 

Human Resources/Industrial Relations-style committee. 

The membership of each Board Committee is made up 

of a minimum of three Directors from the Board. 

The CEO and senior executives attend meetings at the 

discretion of the Committee. 

An annual evaluation of Committee performance is part 

of the Board’s overall performance review. 

Audit committee 

The purpose of the Audit Committee is to assist the Board in 

the effective discharge of its responsibilities for the financial 

reporting, internal control structures, internal audit and external 

audit functions for Queensland Rail. 

The Committee reviews, oversees and reports to the Board at 

least annually on: 

(a) the annual financial reporting process for Queensland Rail 

(b) the process implemented to support the annual 

certifications for Queensland Rail to be provided by the 

CEO and Chief Financial Officer 

(c) accounting policies for Queensland Rail 

(d) the scope of Queensland Rail’s internal audit and external 

audit programs and any material issues arising from these 

audits 

(e) the performance of the internal and external auditors 

(f) the effectiveness of the systems of accounting and internal 

controls for Queensland Rail 

(g) the quality of reporting by Queensland Rail 

(h) the effectiveness of the processes used by management to 

monitor and ensure the company’s compliance with laws, 

regulations, ethical guidelines, ring fencing requirements 

and obligations for external reporting of financial 

information. 


Ms Denise McMillan-Hall chairs the Audit Committee. 

The Committee members and attendance at meetings in 

2010/11 is detailed below. 

Director 

Attended 

Meetings 

eligible to 

attend 

Ms Denise McMillan-Hall (Chair) 6 6 

Mr Stephen Gregg* 1 1 

Dr Leo Keliher AO 4 6 

Ms Julie-Anne Schafer 6 6 

* Appointed to committee 21 March 2011. 

People and Organisation committee 

The purpose of the People and Organisation Committee 

is to assist the Board in the effective discharge of its 

responsibilities for: 

• the appointment and review of performance of the CEO 

• the system of remuneration and benefits for the CEO and his/ 

her direct reports. 

The Committee reviews and makes recommendations to 

the Queensland Rail Board on: 

• the appointment and termination of the CEO and his/her 

direct reports 

• the performance measures for the CEO and his/her direct 

reports 

• annual performance payments to the CEO and his/her 

direct reports 

• succession planning for the CEO and his/her direct reports 

• remuneration and other human resources policies 

• collective agreements with Unions 

• the professional development of Directors, the CEO and direct 

reports to CEO. 

Mr Dawson Petie chairs the People and Organisation 

Committee. Mr Stephen Gregg was appointed to the committee 

on 21 March 2011, although no meetings have been held since 

this date. The Committee members and attendance at meetings 

in 2010/11 is detailed below. 

Director 

Attended 

Meetings 

eligible to 

attend 

Mr Dawson Petie (Chair) 2 2 

Mrs Maureen Hayes 1 2 

Ms Merren McArthur 2 2 


Our performance 

Summary of non-financial measures 

30 June 2011 

actual 

2010/11 SCI 

target 

Safety 

Lost time injury frequency rate 6.89 9.50 

Lost time injury duration rate 62.00 28.00 

Signals passed at danger (number per million train kilometres) 3.05 2.35 

Derailments (number per million train kilometres) 0.14 0.25 

Customer satisfaction 

City network customers (index) 70 70 

Travel network customers (%) 99% 91.3% 

People 

Employee turnover (annualised %) 3.6% ≤5% 


30 June 2011 

actual 

2010/11 SCI 

target 

Environment 

EPA enforceable breaches (number) 0 0 

GhG emissions (t CO 2 e) 221,271 266,478 

GhG intensity (GhG emissions/MPTK) 173 N/A* 

* Data not available at year commencement, systems being developed to capture data under Queensland Rail business model. 

Customer journeys and patronage 

Total customer journeys (000) 55,842.3 65,668.3* 

City network customer journeys (000) 55,057.4 64,787.0 

City network patronage growth (%) -4.4% 6.4% 

Travel network customer journeys (000) 424.4 444.3 

Travel network patronage growth (%) -2.2% 0.7% 

Kuranda Scenic Railway customer journeys (000) 356.6 435.0 

Gulflander customer journeys (000) 3.9 2.0 

Tourist train patronage growth (%) 5.8% 11.8% 

* Queensland Rail changed the methodology used to calculate customer journeys in December 2010 to match that of TransLink and removed some double counting of passengers that occurred pre go card. 

Reporting 

Compliance with Reporting Requirements (%) 95% 100% 

Network performance 

Overall track condition (index) 45.8 47.3 

Freight gross tonne kilometres (billions) 14.9 16.7 

Growth in passenger and freight traffic (%) 3.9% >0% 

City network train kilometres (000) 12,335.1 12,639.0 

City network On Time Running - peak periods (%) 93.1% 93.0% 

City network rollingstock utilisation - peak periods (%) 84.9% 90.0% 

City network reliability - train services delivered (%) 99.9% 99.6% 

Rail network in use 30 June 2011 

1067 mm gauge (km) 7,165 

Dual gauge (km) 38 

Standard (1435 mm) gauge (km) 3 

Total track kilometres 7,206 

Stations in use 30 June 2011 

City network stations 145 

Travel network stations 75 

All stations (9 common to both networks) 211 

Rail track changes 2010/11 

Opened 

Darra to Richlands (km) 8 

Corinda to Darra quadruplication (km) 11 

Cameby Downs balloon loop (km) 7 

Total track changes kilometres 26 

Rollingstock in use 30 June 2011 

Three-car trains 201 

Intercity express trains 4 

Long distance trains 9 

Tourist trains 2 

Total units 216 


Financial summary 

The Queensland Rail group’s EBIT increased by $232.0 million 

to $382.5 million. This increase was due to Queensland Rail’s 

transition from a passenger service only business to that of a 

fully integrated rail service provider. 

Consolidated income statement for the year ended 30 June 2011 

2010/11 

$m 

2009/10 

$m 

Revenue 1,837.7 936.5 

Earnings before interest, tax, depreciation and 

amortisation (EBITDA) 

634.0 267.7 

Depreciation and amortisation (251.5) (117.2) 

EBIT 382.5 150.5 

Net finance costs and lease capital charges (221.1) (134.6) 

Income tax (12.1) (5.3) 

Net profit 149.3 10.6 

The company has taken ownership of all rail infrastructure in the metropolitan network and the non-coal regional 

rail network and become responsible for its construction, maintenance and operation. This marks a significant 

extension of the company’s operations as it was previously limited to the operation of metropolitan and regional 

passenger trains. 

In 2010/11, depreciation increased by 115% to $251.5 million. This increase is the result of assets transferred 

to Queensland Rail as part of its separation from the QR Limited group in the current and prior year. While 

Queensland Rail did not own property, plant and equipment in its own right until 30 June 2010, QR Limited charged 

nominal depreciation on assets utilised by the company during the year. 

Queensland Rail finance costs for the prior period represent a nominal lease capital charge incurred on assets 

utilised by the company but owned by QR Limited. This charge represents the weighted average cost of capital 

associated with holding the assets on behalf of Queensland Rail. Income tax expense increased only slightly on the 

prior year despite a significant increase in profit before tax. The company received approval from the National Tax 

Equivalents Regime to utilise unused revenue and capital tax losses previously belonging to QR Limited resulting in 

a write back to income tax expense of $37.0 million. These losses were not carried forward by QR Limited when it 

privatised in the current reporting period. 

A dividend of $84.4 million was declared in respect to the year ended 30 June 2011. This dividend will be paid 

during 2011/12. 


Consolidated balance sheet as at 30 June 2011 


$m 

2009/10 

$m 

Current assets 582.1 235.9 

Non-current assets 6,014.3 5,326.0 

Total assets 6,596.4 5,561.9 

Current liabilities 668.3 369.9 

Non-current liabilities 3,455.6 3,420.6 

Total liabilities 4,123.9 3,790.5 

Net assets 2,472.5 1,771.4 

Contributed equity 2,363.2 1,725.8 

Retained earnings 110.4 45.6 

Reserves (1.1) - 

Total equity 2,472.5 1,771.4 

The group’s non-current assets increased by $688.3 to $6,014.3 million as a result of Queensland Rail’s 

significant capital expenditure program as well as asset transfers from QR Limited. 

Total equity of the group increased by 40% to $2,472.5 million as a result of profit for the year of $149.3 

million, a capital distribution relating to the transfer of net assets of $314.5 million from QR Limited and equity 

injections during the year of $322.9 million offset by the declared dividend of $84.4 million. 

Consolidated cash flows for the year ended 30 June 2011 


$m 

2009/10 

$m 

Net cash flows from operating activities 484.1 212.3 

Net cash flows from investing activities (640.6) (212.4) 

Net cash flows from financing activities 322.9 - 

Net increase / (decrease) in cash held 166.4 (0.1) 

Cash flows from operating activities increased significantly in the current year as a result of the inclusion 

of network operations subsequent to the separation from QR Limited. 

During the year the group invested more than $653 million in capital expenditure programs across 

our operations. The most significant investments were in customer infrastructure and rollingstock as 

part of SEQIPP. 

The group did not undertake any long term borrowing during the year. This, combined with the increases 

in equity, has caused the gearing ratio to drop from 64% to 56% during the year. 


Notifications by shareholding Ministers 

to the Queensland Rail Limited Board 

Project directions 

The company received a number of project directions that related to the financial year to 30 June 2011 

from the Treasurer under the Infrastructure Investment (Asset Restructuring and Disposal) Act 2009, 

in respect of the separation of Queensland Rail Limited from QR Limited effective 30 June 2010. The 

project directions largely related to the establishment of Queensland Rail Limited as a new GOC. 

Additional separation directions were received requiring the transfer of fixed assets, third party 

contracts, the ownership of On Track Insurance Pty Ltd, and the reciprocal transfer of employees 

between the two companies. 

Policy notifications related to 2010/11 

Under Section 114 of the GOC Act, shareholding Ministers advised that the following policies are 

to apply to Queensland Rail Limited and its subsidiaries: 

• Queensland Code of Practice for the Building and Construction Industry 

• Local Industry Policy 

• QFleet ClimateSmart Policy 

• State Procurement Policy 

• Queensland Government Sport and Recreation Sponsorship Policy. 


Glossary 

Above rail 

Ownership and operation of rollingstock, 

such as locomotives and wagons. 

ARTC 

The Australian Rail Track Corporation 

Ltd, which has responsibility for the 

management of over 10,000 route 

kilometres of standard gauge interstate 

track in South Australia, Victoria, 

Western Australia, Queensland and 

New South Wales. 

ASX 

Australian Stock Exchange. 

AWA 

Australian Workplace Agreement. 

Bombardier Transportation 

A global transportation company 

which designs, manufactures, sells and 

supports a wide range of world-class rail 

transportation products. 

Below rail 

Track infrastructure, such as signalling, 

overheads and the track itself. 

Bulk freight 

Commodities such as coal, minerals and 

grain. Bulk trains generally carry a single 

commodity. 

CAF 

CAF Australia, an international market 

leader in the design, manufacture, 

maintenance and supply equipment and 

components for railway systems. Based 

in Beasain, Spain it has more than 11 

offices around the world. 

CCTV 

Closed Circuit Television. 

CEO 

Chief Executive Officer. 

City network 

City network is a collective term for the 

tracks, stations, trains and infrastructure 

providing train services in South East 

Queensland bounded by the Gold Coast 

in the south, Rosewood in the west and 

the Sunshine Coast in the north. 

COG 

Common Outcome Group, groups of 

people from across the company brought 

together for a defined task and duration, 

to ensure a common approach to solving 

business issues and priorities. 

Crime Stoppers 

Crime Stoppers, a partnership between 

the registered charity and community 

volunteer organisation Crime Stoppers 

Queensland Limited and the Queensland 

Police Service. 

CSIA 

Customer Service Institute of Australia, 

Australia’s premier customer service 

resource organisation. 

CSR 

Corporate Social Responsibility. 

DERM 

Department of Environment and 

Resource Management. 

DTMR 

Department of Transport and Main 

Roads. 

E&IR Plan 

Employment and Industrial Relations 

Plan, a guide to developing and 

maintaining conditions of employment. 

EBIT 

Earnings Before Interest and Tax. 

EBITDA 

Earnings Before Interest, Tax, 

Depreciation and Amortisation. 

EGM 

Executive General Manager. 

EGP 

Enterprise Governance Program, 

established to create a robust 

governance framework for 


ELT 

Executive Leadership Team. 

Environmental incident 

An undesired, unplanned and 

uncontrolled event that under 

different circumstances may lead to 

environmental harm. 

ERM 

Enterprise Risk Management, a 

comprehensive framework that sets the 

foundation for managing the business’ 

risks responsibly with guidelines for 

the development of the appropriate 

governance, control and assurance 

processes. 

ERP System 

Enterprise Resource Planning System, 

integrated, multi-module application 

software packages which serve and 

support varied business functions. 

Freight GTK 

Freight Gross Tonne Kilometres, the sum 

of gross tonne kilometres for Queensland 

Rail and non Queensland Rail operators 

operating on Queensland Rail networks. 

GDP 

Graduate Development Program. 

Gearing Ratio 

Gearing ratio, the percentage of net 

debt, including trade payables less cash, 

over total capital. 


General freight 

Freight that does not travel in a bulk train 

and does not include intermodal and 

industrial products. 

GhG 

Greenhouse Gas. 

GLT 

Greater Leadership Team. 

GOC 

Government Owned Corporation. 

GOC Act 

Government Owned Corporations Act 

1993. 

GPS 

Global Positioning System. 

GTK 

Gross Tonne Kilometres, the track length 

times the gross sum of tonnes passing 

over the relevant track section. 

IAT 

Investment Advisory Team, an internal 

body providing oversight of investment 

decisions in Queensland Rail. 

ICSS 

International Customer Service Standard, 

a global standard for customer 

service excellence. 

ICT 

Information and Communication 

Technology, the IT and 

telecommunications management 

division of Queensland Rail. 

KPI 

Key Performance Indicator. 

LSI 

Life Styles Inventory. 

LTI 

Lost Time Injury, an occurrence that 

results in a fatality, permanent disability 

or time lost from work of one day/shift 

or more. 

LTIDR 

Lost Time Injury Duration Rate, the 

average number of workdays lost per lost 

time injury, expressed as a 12 months to 

date result. 

LTIFR 

Lost Time Injury Frequency Rate, a 

measure of the number of lost time 

injuries per million hours worked, used by 

Queensland Rail to monitor and report 

employee health and safety. 

Magnetite 

One of several forms of iron oxide, with 

lower iron content than the high-grade 

hematite ores which currently account for 

most of Australia’s iron ore production. It 

must be upgraded to make it suitable for 

steelmaking. 

MBA 

Master of Business Administration. 

Mitsubishi Electric 

Mitsubishi Electric, a world leader in the 

supply of sub-systems for propulsion, 

management and climate control for use 

in public transport applications. 

MPTK 

Million Passenger Train Kilometres. 

MTIFR 

Medically Treated Injury Frequency 

Rate, a performance measure, the total 

number of injuries that were treated 

at a medical facility or by a medical 

professional per million hours worked. 

MTK 

Million Train Kilometres. 

NAWIC 

National Association of Women in 

Construction. 

Network 

Queensland’s rail system, including all 

main railway lines, marshalling yards, 

bulk freight loading and unloading points 

and customer stations. 

New Hope Corporation 

New Hope Corporation Limited, a coal 

mining operation primarily in South East 


NGR 

New Generation Rollingstock, a project 

for the purchase of new rollingstock for 

the City network. 

North West Queensland Mineral 

Province 

An area centred on the Mount Isa- 

Cloncurry region, boasting a significant 

portion of the world’s known lead and 

zinc resources as well as large resources 

of silver, copper and gold. 

NPAT 

Net Profit After Tax, net profit after 

allowance for tax expense. 

OGOC 

Office of Government Owned 

Corporations. 

OTR 

On Time Running, a measure of the 

percentage of train services within a 

period, arriving at their destination 

within a defined timeframe. 

Pacific National 

One of Australia’s largest private rail 

freight businesses. 

Peabody Energy Australia 

A subsidiary of Peabody Energy, 

the world’s largest private sector 

coal company. 


positive pARTnerships 

A Queensland Rail program that works 

with community groups, local schools, 

and stakeholders to collaborate and 

produce high quality public artwork 

projects that transform rail stations 

across South East Queensland. 

QR Limited 

A GOC which ceased to exist on 30 

June 2010 after the creation of two 

companies, Queensland Rail Limited and 

QR National Limited. 

QR National 

One of the largest rail freight haulage 

operators in Australia incorporating 

part of QR Limited. 

QTIC 

Queensland Tourism Industry Council. 

Quiet carriage 

The first and last carriage of every six 

car, and the last of every three-car, City 

network train is a designated quiet area 

where customers are asked to refrain 

from having loud conversations, talking 

on their mobile phone or listening to loud 

musical devices. 

RACQ 

Royal Automobile Club of Queensland. 

Rail Operator 

A party (Queensland Rail and/or 

non-Queensland Rail) that operates 

rollingstock (i.e. trains) on a railway. 

ROA 

Return On Assets, EBIT less income 

from investments, divided by average 

operating assets. 

ROE 

Return On Equity, operating profit after 

tax divided by average equity. 

Rollingstock 

Rail locomotives and wagons. 

RTO 

Registered Training Organisation. 

SCI 

Statement of Corporate Intent, the 

document in which a GOC sets out its 

corporate targets and objectives for each 

financial year. 

SEQIPP 

The Queensland Government’s 

overarching South East Queensland 

Infrastructure Plan and Program. 

SLT 

Senior Leadership Team. 

SMART 

Safety Motivated Action Resource Team, 

employees forming teams to work 

together to resolve safety issues in the 

workplace. 

SPAD 

Signals Passed at Danger, an incident 

where a train passes a red signal without 

authority to do so, used as a measure 

of risk. 

Syntech 

Syntech Resources Pty Ltd, a privately 

owned group formed to develop and 

operate the Cameby Downs coal mine 

and deposits. 

TKM 

Train kilometres. 

TMIO 

Train Management 

Improvement Officer. 

TransLink 

TransLink Transit Authority, coordinates 

and delivers bus, train and ferry services 

across South East Queensland. 


The long distance customer train 

operation between Brisbane and 

Charleville, Longreach, Mount Isa 

and Cairns. 

TSC 

Transport Service Contract, the name for 

the contracts between Queensland Rail 

and TransLink, and Queensland Rail and 

DTMR. 

TTA 

TransLink Transit Authority. 

TV 

Television. 

UGL 

UGL Limited, a leading diversified services 

company operating in maintenance, 

facilities management, engineering and 

construction. 

Wi-Fi 

Wireless internet, a networking 

technology that allows electronic devices 

to communicate without wires. 

Xstrata 

A global diversified mining group with 

extensive operations in Queensland. 

ZERO Harm 

ZERO Harm is Queensland Rail’s 

program to improve the safety culture 

and performance to achieve world class 

standards of ZERO incidents, ZERO 

injuries, ZERO work-related illnesses and 

ZERO environmental incidents. 


Regional network 


Key 

Sunshine Coast line 

Caboolture line 

Ipswich/Rosewood line 

Ferny Grove line 

Beenleigh line 

Doomben line 

Cleveland line 

Shorncliffe line 

Airtrain line 

Gold Coast line 

Exhibition line and station 

(Open for special events only.) 

Nambour-Caboolture railbus 

Helidon-Rosewood railbus 

Toogoolawah-Ipswich railbus 

Eagle Junction-Myrtletown railbus 

Connecting station 

Wheelchair access 

Assisted wheelchair access 

Diagrammatic map - not to scale. 

3 Ferny Grove 

14 Toogoolawah 

Toogoolawah railbus 

12 Esk 

10 Coominya 

9 Lowood 

Helidon- 

Rosewood 

railbus 

3 Keperra 

3 

3 

8 Fernvale 

Rosewood line 

(57.0km) 

Ferny Grove line 

(16.1km) 

Ipswich line 

(38.7km) 

Mitchelton 

3 

Rosewood 9 

Lanefield 10 

Calvert 10 

Grandchester 10/11 

Laidley 11/12 

Forest Hill 12 

UQ Gatton campus 13 

Gatton 13/14 

Grantham 15 

Helidon 16 

Grovely 

Oxford Park 

8 Borallon 

7 Muirlea 

2 

2/3 

Gaythorne 

4/5 

Gympie North 

Glasshouse Mts 

Beerburrum 

Caboolture 

Burpengary 

Enoggera 

2 

2/3 Graceville 

5/6 

3 Sherwood 

Traveston 

Cooran 

Pomona 

Cooroy 

Eumundi 

Yandina 

Nambour 

Woombye 

Palmwoods 

Eudlo 

Mooloolah 

Landsborough 

2 Chelmer 

3 Corinda 

5 

3 

Beerwah 

Elimbah 

Morayfield 

Oxley 

3/4 Darra 

Wacol 

5 Gailes 

Goodna 

Redbank 

Narangba 

Dakabin 

1/2 

2 

Alderley 

Sunshine Coast line 

(172.9km) 

Nambour-Caboolture 

railbus 

Australia Zoo 

Petrie 

1 

South 

Brisbane 

South 

1 Bank 

Park Road^ 

Riverview 6 

Brisbane River 

Dinmore 6 

Ebbw Vale 6 

Bundamba 6/7 

Booval 7 

East Ipswich 7 

Ipswich 7 

Thomas Street 7 

Wulkuraka 7/8 

Karrabin 8 

Walloon 8 

Thagoona 9 

1 

1/2 

2 Taringa 

Indooroopilly 

1 

Auchenflower 

Toowong 

Sunshine 

Coast 

4/5 

13 

Caboolture line 

(49.6km) 

Lawnton 

Bray Park 

2 Newmarket 

1/2 

5 Strathpine 

4/5 Bald Hills 

4 

2 Wilston 

1/2 

Milton 

2 Dutton Park 

Richlands 

2/3 

Carseldine 

3/4 

Windsor 

Zillmere 

3 Geebung 

2 

2/3 

2 

Eagle Junction 2 

Wooloowin 2 

Albion 1/2 

Bowen Hills 1 

Fortitude Valley 1 

Brisbane Central 1 

Roma Street 1 

Cultural 

Centre 1 

South 

Bank 1 

2 Fairfield 

2 Yeronga 

Yeerongpilly 

3 Moorooka 

3/4 

3 Sunshine 

3 

Northgate 

Nundah 

Toombul 

Buranda 2 

3 Rocklea 

3 Salisbury 

4 

4 

Virginia 

Coopers Plains 

2 

Clayfield 

connect for long 

distance trains 

Deagon 

4 North Boondall 

3 

3 Bindha 

4 

3/4 

3 

Banyo 

Boondall 

Nudgee 

4 

Sandgate 

Shorncliffe line 

(20.7km) 

Shorncliffe 

4 

Airport line (15.9km) 

Airport# 

(Domestic) 

Airport# 

(International) 

Doomben line 

(9.9km) 

Hendra Ascot Doomben 

2 2 2 

Brisbane River 

3 

Hemmant 

Murarrie 3 

Cannon Hill 2/3 

Morningside 2 

Norman Park 2 

Coorparoo 2 

Banoon 

Sunnybank 

4 

4 

4/5 

Altandi 

Runcorn 

Fruitgrove 

5 Kuraby 

5 Trinder Park 

5 

Woodridge 

5/6 

6 

Kingston 

Loganlea 

Lindum 

3 

6/7 Bethania 

7 Eden’s Landing 

7 Holmview 

7/8 Beenleigh 

Beenleigh line 

(41.1km) 

Gold Coast line 

(89.1 km) 

Bunour 2/3 

Eagle Farm 2 

3/4 

Wynnum North 

Eagle Junction- 

Myrtletown railbus 

Myrtletown 4 

Pinkenba 3 

Meeandah 3 

5/6 

Wynnum 4 

6 

Moreton Bay 

Wynnum Central 4 

6 

Ormeau 9 

Coomera 10 

Helensvale 12 

Nerang 13 

Robina 

15 

Varsity Lakes 

Manly 4 

Lota 4/5 

Thorneside 5 

Wellington Pt 

Ormiston 

Cleveland 

Cleveland line 

(37.3km) 

Gold 

Coast 

16 

Birkdale 5

Contact us 

Queensland Rail welcomes your feedback and suggestions as 

it assists us to improve the services we provide. For assistance 

or information concerning Queensland Rail please: 

• visit our website at queenslandrail.com.au 

• call us on 13 16 17 

• write to us at GPO Box 1429 Brisbane QLD 4001. 

Registered Office 

Queensland Rail Limited 

Level 15, 295 Ann Street 

Brisbane QLD 4000 

GPO Box 1429 

Brisbane QLD 4001 

T: 13 16 17 

ABN 71 132 181 090 

queenslandrail.com.au

2010/11 Queensland Rail Limited Annual Report

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