 Okay, good afternoon everyone from a metro point of view if we don't have the regulator if we don't have our industry partners on Ourself is actually aligned. We're never going to get to where we need to be from a client point of view I just want to start with a really really simple question a five-year-old question But it's like why why are we actually doing this and they're Know certainly for me and it's really really important I think we have a moral obligation to base basically to drive that across our customers our community and our workforce and You know what I will say is that we talk about a tsunami of work That's coming to Australia New South Wales 70 billion dollars worth of infrastructure work Melbourne's doing the same Brisbane's kicking off New Zealand's there and for me is that if we don't have a real focus on our people We're never going to deliver this from our workforce. So again, you know, we want to we want to recruit people into our industry We want to retain people into our industry and keep them here as long as we possibly can So if we're not going to look after them, what are we actually bothering for? The second one is about economic considerations now 2.9 billion that is the cost each year for poor health within our industry and I reckon that's just the tip of the iceberg I would say it's a lot more than that when you consider the total cost of their You know health and safety to the to the actual bottom line of Australia's in the region of 60 billion I think there's a lot more than that. So again, if you're looking at from a people point of view You're looking at from an economic point of view. There's a real clear argument I don't really want to go down to the air regulatory compliance for me That is just a given doesn't matter whether you're tier one tier two or wherever you want one to work That is bait That is the lowest bar possible as to actually how we do work air in New South Wales But I suppose the big one for me is around legacy is a case if we always do what we've always done We're always going to get what we've always got so unless we actually change how we work how we move forward and Inserting from a Sydney metro point of view 20 billion dollars worth of infrastructure We have got to be doing something different to actually drive that outcome And I think you know quite legitimately the taxpayer the people of New South Wales actually demand that and that's why we want To do something different in this space, but again, it's certainly a question that we always ask From a client point of view, I think you know the first question you got to ask is what type of client Do you want to be you know if you just want to be basically it's good enough I want to walk away and basically do it do it. No least least in their maximum outcome You know, that's not what we certainly see ourselves at Sydney Metro Certainly our tagline is about striving is about exceeding and actually driving a different benchmark It is about that legacy that we that we talk about But again from a client point of view, you know, our first pillar of success is around safety That is our number one priority if it isn't safe. We don't do it, but again It is around how we actually deliver. So again, we've got about successful delivery. Yes, it is about, you know We've got 20 billion dollars worth. We have to have a focus on the program We have to have a focus on the commercials and actually the quality But rather than health and safety just being some kind of bolt-on. It's actually integrated into everything we do We want a successful and world-class metro and again that is about bringing the highest standards Whether it's from New South Wales across Australia or internationally What is the standards that we need to be working to to get to set that new standard and then a Transformative legacy. This is something that's built into our DNA. It is about driving different outcomes to what we expect But for me in my rear today really is that bottom line. It's around our ways of working So again customer centric really really important to whether you are workforce customer community Everyone is at the center of what we do. It is about values lead if we don't have that safety and well-being There's a real value. We're never going to get to where we need to go So again all of our decisions what we do is based around that key key air value and One team philosophy again if we don't work together as an industry regulator client and industry partner We're never going to get to where we need to go So events like this is really really important and then the last thing is relationship matters Again, you can have all of the best standards You can have all the best contracts, but it is about relationships and for me it's about understanding You know as a client, I'll be the first one and I will say if we're not doing something right What's adding value you come at me as hard as you want because by by having that no honest conversation We can change things not make things easier or simpler But we can change things to make sure those obstacles are removed and we can actually drive it again that different outcome So again that invitation if you're working for Metro you come at art as us as you need to because we want to make it change And by doing that we will drive we will drive a different outcome for the people and for those projects One thing that we did do early on from a from a client point of view is that we set a strategy And what I will say is that you know It's very very Built on the on the kind of pillars that you'd expect to see in any kind of corporate strategy But you know the first thing on there and it's it's it's no mistake is around is around leadership because without the leadership of the Organization that you represent the project that you that you sit on industry. Nothing will happen So and you know if you go back to your organizations wherever you are like you say well I would encourage that everyone get engaged You know make sure you know health and hygiene as with Metro is at the highest level It is something that we drive consistently through our organization and it gets that profile But you know, I'll go back to me first question about the why so you know I've explained the social economic regulatory legacy type of outcomes what we deal but that's just warm lens if you look at like our Approach to chain of responsibility and heavy vehicles whether you look at skills development It's all around those three, you know bottom line Outcomes and again, you know I say to my team look at it all the time and you know I'd encourage everyone to look at it because when you do that you get some really great outcomes and again this selling of this Occupational health hygiene or the safety message. It is really easy once you've got that commercial outcome And like you say you're removing the obstacles because it makes good business sense Some of the initiatives that we've looked at and I talk about collaboration and relationships It is about those relationships with safe work and but it's probably a couple of things I want to call out the first one is the work we're doing with RMIT. So, you know What you know what we're doing today is what we're doing today But that piece of work will look at how we actually embed higher order controls into our industry And that is for the next five to ten years So rather than just really sit back on our laws We're actually challenging industry and we can look at how we make it easier. Yeah, how we move those obstacles But now we get better effective controls in the field where it actually matters and that's something that's going on And what I will say is that if anyone wants to be part of that if anyone wants to have a look at that You know, you come back at us because again the more industry buying we get the better the report and the better outcomes again that we drive So please please feel free Some of the challenges again for me is about the appetite to drive those social economic regulatory and legacy outcomes How do we communicate and drive this? How do we actually make sure you know every man and woman is actually engaged? Every organization is actually engaged and actually understands the value of what we're trying to do and Compete an interest again production is a big one But again, I'll go back to me rule number one is that if you know not if you're not a values led Organization with people at the heart of everything you do you're never going to get there So again, you know you got to focus on what is important to you as an organization and as a client and actually drive that and go as Hard as you can to make that happen and then I suppose for me Resourcing is a big one. It can be complicated and that's why we have people on board to actually undo the Complications and all the rest of it and make it easy for us and that's one of the things I think that we've that we've tried to do really hard So we've tried to develop the systems where anyone can actually pick up and do those health risk assessments Whether it's a level one or level two But actually you can actually take them take them away and actually embed them within your own parent organization And that's where the value comes from it and I say you've got some support that you can use From a client as such as ourselves. So we want to set you up to succeed. So again really important to us And then the last thing for me is really about the opportunities Applying a consistent approach create a level playing field You know this industry is really good at doing things three four five six seven times and all come up with a different answer What I would really like to achieve is that we'd actually do it once Do it really well an industry can actually take it away and use it. How great would that be and again? Because like say, you know as a client, I don't want to spend money I want to make sure it's it's spent in the right places But I say we get maximum value from that. So again, that's that is a big challenge for us all and raise the awareness Really really important of those risks and again like say rather than just there kicking that 2.8 billion down the road every every year And like say like now injure and our men and women who come to work on the on the projects and the programs We actually deal with the issue now that will only go one way when you look at the amount of Infrastructure and some of the legacy issues that we've got to do again reduce the incidents for me I'm just going to finish off with just one thing it's about it is about it just makes good business sense From a metro point of view if there's anything we can do if there's anything we can help with if if you've got any goal That you can give us let us know because that is the kind of stuff where again it will feed into this working group It will make a difference and then all of us will benefit from thank you