BST Evo Qa PLN 00004.0.1.ifi

BAYSWATER STATION & TURNBACK PROJECT
BST – EVO – Quality Plan

BST-EVO-QA-PLN-00004 (PTA DOCUMENT NUMBER)
Contractor Name
Contractor Document No. BST-EVO-QA-PLN-00004
Contractor Revision 0.1 No. of 48 Contract PTA190037

Pages No.
(incl. PTA
cover
page)
PTA Submission Evolve Representative PTA Representative

Description
Revision Date Approval Approval
DRN: A7914019
0.1 06/04/2022 Issued for Review
Travis Tremain Jonathan Shuker
Please turn page for full revision history
Status Information
InEight
Approval Status Document Description
Code
☐ APPROVED APP Work may proceed and no additional changes required
Work may proceed for the portions not subjected to conditions or
☐ CONDITIONALLY APPROVED CAPP

comments specified in the Review Comment Sheet. The document
shall be revised and resubmitted for final approval within the
timeframe specified by the Principal in the Review Comment Sheet.
☐ ACCEPTED ACC
The design may proceed for the related design works and no
additional changes required.
The design may proceed for the related design works. The design
ACCEPTED WITH
☐ AMENDMENTS
ACC-AMD
deliverable shall be amended and resubmitted for final acceptance
within the time frame specified by the Principal in the Review
Comment Sheet.
The document contains significant gaps, errors and/or departures

REJECTED, REVISE AND
☐ RESUBMIT
REJ-RSB compared with the Contract requirements. The document shall be
revised and resubmitted for approval before work may proceed.
The document contains significant gaps, errors and/or departures

☐ REJECTED REJECTED compared with the Contract requirements. For quality reasons, PTA
have declined to conduct a formal review of this submission.
The related Document Review Comments Sheet may be located by clicking the linked documents icon: “x xx” next to the
Document No. in the Documents register & scrolling to the Links section at the bottom of the Document Record.
BST-PTAWA-IM-TMP-00005_0 Bayswater Station & Turnback PTA Contractor Document Cover Page - MP PTA Objective Ref 7660-000-041
BAYSWATER STATION & TURNBACK PROJECT
PTA Submission Evolve Representative PTA Representative

Description
Revision Date Approval Approval
0 27/07/2020 Issued for Approval

Travis Tremain Jonathan Shuker
BST-PTAWA-IM-TMP-00005_0 Bayswater Station & Turnback PTA Contractor Document Cover Page - MP PTA Objective Ref 7660-000-041
PTA
BAYSWATER STATION AND TURNBACK
RFP: PTA190037
QUALITY PLAN
BST-EVO-QA-PLN-00004
AUTHORIZED TO USE: ___TRAVIS TREMAIN________ (ALLIANCE MANAGER), DATE: 24/03/2022

Submit to Client for Review and Approval where required in the Contract (Client to complete one box only):
Kieran Jason
A 26/05/20 Issued for Review Campbell
Travis Tremain
Flowerdew
Issued for review with Kieran Jason
B 26/06/20 Campbell
Travis Tremain
Flowerdew
PTA comments
Issued for review with Kieran Jason
C 21/07/20 Campbell
Travis Tremain
Flowerdew
PTA comments
Kieran Jason
0 23/07/20 Issued for Approval Campbell
Travis Tremain
Flowerdew
Kieran Tamara
0.1 24/03/2022 Issued for Review Campbell Dunsire
Travis Tremain
Rev Date Reason for Issue Prepared Checked Approval

Table of Contents
Compliance Matrix .................................................................................................................... 5

Abbreviations, Acronyms & Definitions...................................................................................... 5
1.0 Introduction and Background .......................................................................................... 7
1.1 METRONET ............................................................................................................... 7
1.2 Bayswater Station and Turnback (BST) Project .......................................................... 8
1.2.1 Stage One: The Turnback Works ......................................................................... 8
1.2.2 Stage Two: The Bayswater Station Southern Section .......................................... 8
1.2.3 Stage Three: The Bayswater Station Northern Section ........................................ 9
1.2.4 Optional Works Packages .................................................................................... 9
2.0 Statement of Responsibility / Acknowledgement ............................................................ 9
2.1 Alliance Leadership Team (ALT) ................................................................................. 9
2.2 Alliance Management Team (AMT)............................................................................. 9
2.3 Alliance Project Wide Personnel ................................................................................. 9
3.0 Review ......................................................................................................................... 10
3.1 AMT Management Review ........................................... Error! Bookmark not defined.
3.2 Approval ................................................................................................................... 10
3.3 Issue ......................................................................................................................... 10
4.0 References ................................................................................................................... 10
5.0 Purpose........................................................................................................................ 12
6.0 Scope of Work .............................................................................................................. 12
7.0 Objectives and Targets................................................................................................. 17
7.1 Performance Measures................................................ Error! Bookmark not defined.
8.0 Alliance Quality Policies ............................................................................................... 17
9.0 Coleman Rails Integrated Management System ........................................................... 17
10.0 Alliance Quality Management System .......................................................................... 18
10.1 Quality System and Process ..................................................................................... 19
11.0 Alliance Quality Procedures and Documents ................................................................ 21
12.0 Alliance Document Control ........................................................................................... 21
12.1 Registration of Documents ........................................... Error! Bookmark not defined.
12.2 Control of Project Documents ................................................................................... 22
12.3 Disaster Recovery .................................................................................................... 22
13.0 QA/QC Responsibilities & Resources ........................................................................... 22
13.1 Alliance Manager ...................................................................................................... 23
13.2 Quality Manager ....................................................................................................... 23
13.3 Design Manager ....................................................................................................... 24
13.4 Construction Manager............................................................................................... 24
Bayswater Station and Turnback Project Quality Plan | Page 2 of 48

13.5 Project Engineer ....................................................................................................... 24
13.6 Contract Administrator .............................................................................................. 25
13.7 Superintendents and Supervisors ............................................................................. 25
13.8 Rail Systems/Commissioning Manager ..................................................................... 26
13.9 Corporate Support .................................................................................................... 26
13.10 Regional Quality Representative (Corporate Support) ........................................... 26
13.11 Interface with PTA Representatives ...................................................................... 26
14.0 Management of Subcontractors, Suppliers and Consultants ........................................ 27
14.1 Procurement and Subcontractor Starter Pack - Quality ............................................. 27
14.2 Works to Proceed - Quality ....................................................................................... 27
14.3 Subcontractor Pre-Award Meeting ............................................................................ 27
14.4 Audits of Subcontractor................................................ Error! Bookmark not defined.
15.0 Design Management .................................................................................................... 28
15.1 Design Management and Control.............................................................................. 29
15.2 Engineering Design Interfaces and Verification ......................................................... 29
15.3 Engineering Delivery Assurance ............................................................................... 29
16.0 Change Management ................................................................................................... 30
16.1 Design Change ............................................................ Error! Bookmark not defined.
16.2 Project Scope Change .............................................................................................. 30
17.0 Quality Control During Construction ............................................................................. 31
17.1 Lots and Lot Registers .............................................................................................. 31
17.2 Work Packs ................................................................. Error! Bookmark not defined.
17.3 Inspection and Test Plans (ITP’s) ............................................................................. 32
17.4 Quality Control in Offsite Fabrication / Manufacture .................................................. 34
17.5 Handling, Storage, Packaging, Preservation and Delivery ........................................ 34
17.6 Product Identification and Material Traceability ......................................................... 35
17.7 Control of Inspection, Test and Measuring Equipment .............................................. 35
17.8 Commissioning ......................................................................................................... 36
17.9 Technical Queries (TC’s) ............................................. Error! Bookmark not defined.
17.10 Control of Non-conformance and Corrective Actions ............................................. 36
17.11 MDR Preparation................................................................................................... 39
17.12 Preparation of MDR Index ..................................................................................... 39
17.13 Reporting .............................................................................................................. 39
18.0 Project Closeout – Contract Documentation Deliverables............................................. 40
18.1 Handover .................................................................................................................. 41
18.2 As Constructed Documentation and Quality Control Records ................................... 41
18.2.1 Data Quality ....................................................................................................... 41
18.2.2 Asset Information and Drawings ........................................................................ 41
18.3 Rectification of Defects during Non-conformance Correction Period ......................... 42
19.0 Audits ........................................................................................................................... 42
19.1 Project Audit Schedule.............................................................................................. 43
19.2 Subcontractor Audit Schedule................................................................................... 43
20.0 Training ........................................................................................................................ 43
21.0 Lessons Learned .......................................................................................................... 44
Appendix A - Organization Chart............................................................................................. 45
............................................................................................................................................... 45
Appendix B - ISO Certification................................................................................................. 46
Appendix C – Evolve Bayswater Quality Policy ....................................................................... 47

Compliance Matrix
SWTC Reference Description Section
Book 1, Cl 18.1 General
Book 2: The Alliance must prepare, implement and maintain a All
Cl18.1.1 Quality Management Plan (QMP) that outlines the
application of a comprehensive quality management
systems, which is specific to the Project Scope of
Works, and is also fully compliant with the following:
i. 7610-000-010: Quality Management
Systems – Contractor Standard;
ii. RSNL (WA) 2015 and RSNR (WA) 2015;
iii. AS/NZS ISO 9000: Quality Management
Systems – Fundamentals and
Vocabulary;
iv. AS/NZS ISO 9001: Quality Management
Systems – Requirements;
v. AS ISO 10005: Quality Management –
Guidelines for Quality Management in
Projects;
vi. AS/NZS ISO 10006: Quality
Management – Guidelines for Quality
Management in Projects;
vii. AS ISO 10007: Quality Management –
Guidelines for Configuration
Management;
viii. AS ISO 19011: Guidelines for Auditing
Management Systems; and
ix. Codes of Practice, Guidelines, Australian
Standards, Codes, etc, as applicable to
the scope.
Abbreviations, Acronyms & Definitions

Term Definition
AD Alliance Development
ADA Alliance Development Agreement
ALT Alliance Leadership Team
AMT Alliance Management Team
AM Alliance Manager
ATP Automatic Train Protection
AS/NZS Australian Standard/New Zealand Standard
BEMEL Bayswater Expansion Morley-Ellenbrook Line
BIM Building Information Modelling
BMS Business Management System
BST Bayswater Station and Turnback Project
Cl Clause

Term Definition
Competent Person A person assessed as competent by EB for the tasks they shall perform, and
who have acquired through training, knowledge, qualifications, and experience
the skills required to perform those tasks competently and safely.
Contractor A person who is not an employee of the Project Team, but who works on the
Project on a Contract basis
CRAW Construction Risk Assessment Workshop
DEMP Design and Engineering Management Plan
D&C Design and Construct
EB Evolve Bayswater
Employee Individuals who work under contracts of employment or apprenticeship
FAT Factory Acceptance Testing
FEB Fire Engineering Brief
FER Fire Engineering Report
FIC Field Inspection Checklist
FOR Form
GIS Geospatial Information System
HP Hold Point
HR Human Resources
HSE Health, Safety and Environment
HSEQ Health, Safety, Environment and Quality
HV High Voltage
IFC Issued for Construction
IMS Integrated Management System
IOM Installation, Operation and Maintenance
IR Industrial Relations
ISO International Standards Organization
ITP Inspection and Test Plan
ITR Inspection and Test Record
JHA Job Hazard Analysis
KPIs Key Performance Indicators
LV Low Voltage
MEL Morley-Ellenbrook Line
MDR Manufacturers Data Reports
NATA National Association of Testing Authorities
NCR Non-Conformance Report
PAA Project Alliance Agreement
PRO Procedure
PShP Principal Shared Path
PTA Public Transport Authority
QA Quality Assurance
QC Quality Control
QMS Quality Management System
QP Quality Plan
Term Definition
RFI Request for Information
RFP Request for Proponent
RSNL Rail Safety National Law
SAT Site Acceptance Testing
SEM Suppliers Engineering Manager
Shall Indicates a mandatory term
SI Site Instruction
SiD Safety in Design
SIM Systems Information Modelling
SSC Supplier Subcontractor Consultant
SWMS Safe Work Method Statement
SWTC Scope of Work and Technical Criteria
TCS Train Control System
Teambinder Teambinder - Evolve Bayswater’s document control software application.
TEM Template
TTMP Traffic and Transport Management Plan
TQ Technical Query
VC Verification Checklist
VOC Verification of Competency
WMS Work Method Statement
WPS Weld Procedure Specification
WPQR Weld Procedure Qualification Register
1.0 Introduction and Background

1.1 METRONET
METRONET is the State’s vision to integrate transport and land use planning in the State and
provide a framework to support sustainable growth of greater metropolitan Perth over the next
50 to 100 years.
Aligned with Commonwealth planning and infrastructure policies and the State’s metropolitan
growth strategies, Perth and Peel @ 3.5 million and Transport @ 3.5 million, METRONET
Initiatives will deliver around 70 kilometres of new passenger rail and up to 18 new stations.
More than just rail infrastructure works, METRONET recognises the potential for urban
intensification in more than 5,000 hectares of land. Planning goes beyond the station forecourts
to shape and support development of communities within a walkable distance of 400 metres from
a public transport hub.
METRONET Initiatives include approximately 70 kilometres of new heavy passenger rail and
16 new rail stations, which represents the single largest investment in public transport in
Perth’s history.
The State has prioritized the following METRONET Initiatives:
• Forrestfield – Airport Link;

• Thornlie – Cockburn Link;
• Yanchep Rail Extension;
• Morley – Ellenbrook Line;
• Extension of the Armadale Line to Byford;
• Bayswater Station Upgrade
• New station at Lakelands
• New station at Bellevue
• Station upgrade and relocation of Midland Station to Cale Street;
• Extension of the Midland Line to Bellevue; and
• Level crossing removal program.
1.2 Bayswater Station and Turnback (BST) Project

The Bayswater Station and Turnback Project as incorporated in the PAA for the Project
includes:
• Stage One: The Turnback Works;
• Stage Two: The Bayswater Station Southern Section;
• Stage Three: The Bayswater Station Northern Section.
1.2.1 Stage One: The Turnback Works

The Stage One: Turnback Works, comprises the following:
• New turnback siding between Bayswater and Meltham stations (configured to provide
accommodation for 1 x 6 car sets;
• A shunters path (walkway) and a new driver’s washroom;
• Relocation of the Leake Street underpass;
• Maintenance of the principle shared path along the southern side of the railway reserve;
• Other Project works including standard station systems, signaling, overhead line
electrifications, communications, utility relocations and noise mitigation.
1.2.2 Stage Two: The Bayswater Station Southern Section

The Stage Two: The Bayswater Station Southern Section, comprises the following:
• Two new rail bridges over KING William Street, immediately south of the existing
railway;
• New station island platform (150m long and 10m wide) complete with associated
infrastructure and supported by the railway bridges;
• The first stage of western and eastern entry buildings complete with fare gates,
commuter access to the platforms (lifts and stairs) and equipment rooms to service
railway operations;
• Integrated pedestrian, cyclist, bus and vehicle access into the station and future
Bayswater town centre;
• Relocation of the dual gauge tracks and all associated track infrastructure to align with
the new platform faces;
• New bus bays and vehicle parking bays;
electrifications, communications, utility relocations and noise mitigation;
• Landscaping and urban design features within the station precinct.

1.2.3 Stage Three: The Bayswater Station Northern Section
The Stage Three: The Bayswater Station Northern Section, comprises the following:
• Demolition of the existing Bayswater station and associated infrastructure;
• A second set of two new rail bridges over King William Street, located immediately north
of the first new set of railway bridges delivered as part of Stage Two;
• A second island platform (150m long and 10m wide) complete with station infrastructure
again supported by the northern pair of railway bridges;
• The second stage of the western and eastern entry buildings complete with fair gates,
commuter access to the platforms (lifts and stairs) and retail tenancies;
• Additional station infrastructure to meet the needs of the expanded (4 line, 4 platform
face) station;
electrifications, communications, utility relocations and noise mitigation;
• Completion of new bus bays and vehicle parking bays;
• Landscaping and urban design features within the station precinct.
1.2.4 Optional Works Packages

The METRONET Initiatives include for other additional Project Works beyond the scope listed
in 1.2.1, 1.2.2 and 1.2.3 above and these may be included during the Delivery Phase
2.0 Statement of Responsibility / Acknowledgement

2.1 Alliance Leadership Team (ALT)
The Alliance Leadership Team is made up of 2 representatives each from the PTA and Evolve
Bayswater. They have the responsibility to appoint the Alliance Manager and assign the
necessary authorities, governance and accountabilities needed to perform the role. In relation
to Quality, the ALT has responsibility to:
• Approve expenditure for quality management, control and equipment
• Monitor quality performance,
• Consult with the Alliance Manager on Quality Issues and where improvement in quality
standards are required.
2.2 Alliance Management Team (AMT)

As an Alliance, the Alliance Manager shall chair the AMT, who collectively will undertake the
day to day responsibility for Quality on the Project on behalf of the PTA. The Quality Manager
shall be accountable to the Alliance Manager for all aspects of the quality control and quality
assurance system.
No deviations shall be made, without AMT agreement and the written authority of the Alliance
Manager.
2.3 Alliance Project Wide Personnel

All Evolve Bayswater Alliance personnel shall be required to read, understand and
acknowledge their understanding of responsibilities detailed in this Plan.
The responsibilities detailed in this Plan are in addition to Position Descriptions established for
each job function within the Alliance and contain essential site-specific responsibilities

established and assigned for the Bayswater Project. These Position Descriptions shall be held
by the HR manager and available to view on the Alliance SharePoint site.
3.0 Review
The Quality Manager shall review this Management Plan, to reaffirm the Plan’s continuing
suitability and effectiveness at least annually.
The Quality Plan will also undergo a review/update as required to respond to the below
triggers:
• Changes in the project phase (design/construction/commissioning)
• Changes to the requirements, including relevant legislation
• Commencement of new phases or stages of design and construction (where required)
• Implementation of new processes not adequately addressed in current plan
• At the request of PTA where existing document(s) do not adequately address PTA
requirements
• Change of procedures/methodology since last version issued to PTA
• Requires changes as a result of audit findings
• Ceases to represent the current or appropriate practice
The Alliance will examine relevant changes in technology and work methods for opportunities
to improve its processes, particularly processes which interact with the PTA and update the
Quality Management plan accordingly.
3.1 Approval
This QP will be approved for use by the Evolve Bayswater Alliance Manager and submitted to
the PTA for review and approval. For each and every revision this same approval process shall
be applied.
3.2 Issue
The Evolve Bayswater Alliance Manager shall issue this project QP to all management,
engineering, supervisory staff involved with the project, to all subcontractors / suppliers and any
other employees involved with any quality aspects of the works. All documents shall be issued
via the Document control system. All project personnel are required to read, understand, and
acknowledge their understanding of responsibilities and accountabilities detailed in this QP.
4.0 References
The Quality Plan is to be read in conjunction with the Alliance Management Plan which is
developed, issued and implemented by the Alliance Manager. The Alliance Management Plan
is the overarching plan that governs the Alliance functions and performs its obligations to fulfil
the requirements of the SWTC and other relevant documentation.
This Quality Plan supports the Alliance Plan and is complemented with additional management
plans, which collectively define the governance and assurance requirements across all
activities on the Project.
The Evolve Bayswater team recognizes the similarities between Quality, Safety and other
management systems and will ensure that integration of key Quality Management System
activities within these other systems is achieved without conflict or duplication.
The relationship of the Alliance Management Plan, the Quality Plan and the other Project Plans
is shown in Figure 1 below.

Figure 1: Evolve Bayswater Project Plan Hierarchy
This Management Plan should be read in conjunction with the following documents:
• BST-EVO-PM-PLN-00004 - Alliance Management Plan
• BST-EVO-EN-PLN-00003 - Construction Environmental Management Plan
• BST-EVO-SA-PLN-00004 – Safety Management Plan
• BST-EVO-EA-PLN-00004 – Design and Engineering Management Plan
• BST-EVO-SA-PLN-00003 – Emergency Response Management Plan
• BST-EVO-PM-PLN-00006 – Aboriginal Engagement and Participation Plan
• BST-EVO-TC-PLN-00004 – Asset Management Plan
• BST-EVO-TC-PLN-00005 – Commissioning Management Plan
• BST-EVO-SM-PLN-00003 – Community Engagement Plan
• BST-EVO-TC-PLN-00006 – Completion and Acceptance Plan
• BST-EVO-PM-PLN-00001 – Construction Plan
• BST-EVO-QA-PLN-00003 – Durability Plan
• BST-EVO-RS-PLN-00002 – Rail Corridor Access and Possessions Plan
• BST-EVO-RI-PLN-00002 – Risk Management Plan
• BST-EVO-TM-PLN-00002 – Traffic and Transport Management Plan
• BST-EVO-PM-PLN-00007 – Training Management Plan
The Alliance Manager has overall responsibility over this Management Plan, in accordance with
the Alliance Management Plan.

5.0 Purpose
The purpose of this plan is to describe how Evolve Bayswater will address quality management
requirements as per SWTC Book 2 – Clause 18.1.1, ensuring compliance with the following
standards, guidelines and documents:
• 7610-000-010: Quality Management Systems – Contractor Standard;
• RSNL (WA) 2015 and RSNR (WA) 2015;
• AS/NZS ISO 9000: Quality Management Systems – Fundamentals and Vocabulary;
• AS/NZS ISO 9001: Quality Management Systems – Requirements;
• AS ISO 10005: Quality Management – Guidelines for Quality Management in Projects;
• AS/NZS ISO 10006: Quality Management – Guidelines for Quality Management in
Projects;
• AS ISO 10007: Quality Management – Guidelines for Configuration Management;
• AS ISO 19011: Guidelines for Auditing Management Systems; and
• Codes of Practice, Guidelines, Australian Standards, Codes, etc, as applicable to the
scope.
This project Quality Plan (QP) has been established to:
• Define elements of Evolve Bayswater’s Quality Management System (QMS) that are
applicable for the Project and how they are to be applied.
• Assist the project management team in understanding their operational and project
responsibilities.
• Identify measure, control and address all project Quality Assurance (QA) and QC
requirements, including preventative measures for potential non-conformities.
• Continually review the effectiveness of controls and take appropriate measures to
deliver a successful project.
• Define the management practices that will be implemented to ensure that the scope of
work is executed in accordance with its contractual requirements and obligations.
• Provide confirmation of the roles and responsibilities of relevant parties in the project’s
structure.
• Agree processes for management of change, non-conformances and incidents that
emerge during the project.
• Provide a comprehensive overview of quality methodologies and standards to be
adopted in managing the project.
6.0 Scope of Work

The general Scope of Work for the Project is set out in the table below (as derived from the
SWTC):
Element Description
Structures • New bridge structures over King William Street to the west of
the Bayswater Station and over the new link road (between
Whatley Crescent and Beechboro Road) to the east of the
Bayswater Station to support all rail systems, station
infrastructure, shared paths and associated infrastructure.
Includes associated ground level Bayswater Station entry
buildings, associated facilities and tenancy spaces.
• New Leake Street PShP Underpass
Ancillary Buildings • New Signaling equipment room at the Bayswater turnback and
associated site works;

Element Description
• Drivers toilet at the Bayswater turnback.
Railway • All track work on the Midland Line for dual gauge track:
standard gauge (1,435mm) and narrow gauge (1,067mm) to
accommodate the Bayswater Station to the extent and layout
shown in the BST Concept Designs and future proofing for the
MEL Concept designs;
• All track work on the Midland Line for the narrow gauge track
(1,067mm) turnback siding between the Bayswater Station and
Meltham Station to the extent and layout shown in the BST
Concept Design and future proofing for the MEL Concept
designs;
• Earthworks and noise and vibration mitigation measures to
address the BST Concept Design and MEL Concept Design
(Refer to SWTC Book 5) scope and design;
• Overhead wiring system to address the extent and layout
shown in the BST Concept Design;
• Removal and recovery of existing redundant booster
transformer;
• Color light signaling system including ATP system and upgrade
of TCS to address the extent and layout shown in the BST
Concept Design;
• Communication, control and monitoring systems to address the
extent and layout shown in the BST Concept Design and
accommodate the MEL Concept Design (Refer to SWTC Book
5);
• Soft landscaping to rail reserve and verges;
• Civil and drainage works to support the new Rail Infrastructure
to address the BST Concept Design and MEL Concept Design
(Refer to SWTC Book 5) scope and design;
• Operational signage for railway operations to accommodate
the extent and layout shown in the BST Concept Design; and
• Transit space design to address the BST Concept Design and
MEL Concept Design (Refer to SWTC Book 5) scope and
design.
Railway Station • The Bayswater Station – two elevated island platforms with
four platform faces and at grade passenger entries (western
station entry building and eastern station entry building with
associated tenancy spaces).
Station Precinct and • Car park removal and amendments;
Station Surrounds • Urban plaza and surrounds - Provide a destination plaza space
for public life and events that responds to the Placemaking
Plan and that is minimum 1250m2 in area - approximate
dimensions 35mx 35m. The plaza is to be designed and
equipped to accommodate food trucks or similar with power
and water supplies. The design must ensure the space is
functional for station users while the plaza is in use for
functions;
• Hard and soft landscaping;
• Irrigation to Station Surrounds and areas of the Station
Precincts amended by the works under this Agreement;
Element Description
• Additions, alterations and reinstatement works as result of
changes in site extents due to the Works or Temporary Works.
Including but not limited to;
- new replacement road surface, footpaths and associated
kerbing along the southern edge of Whatley Crescent
between Leake Street and Slade Street (up to nearest
edge of adjacent existing tenancies and resident’s
property boundaries);
kerbing along Rose Avenue (up to nearest edge of
adjacent existing tenancies and resident’s property
boundaries);
kerbing along King William Street, between Murray
Street and Whatley Crescent/King William Street
intersection (up to nearest edge of adjacent existing
tenancies and resident’s property boundaries); and
kerbing along Hamilton Street (up to nearest edge of
adjacent existing tenancies and resident’s property
boundaries);
• Integration of the Works with the Station Precinct;
• Statutory signage, signage and wayfinding;
Mechanical, • Ventilation and air conditioning systems for control temperature
electrical and in the Bayswater Station, plant and control rooms;
hydraulic services • Ventilation systems for smoke control, if required by the FEB
for the Bayswater and/or FER;
Station and Rail • Ventilation systems for human comfort and contaminants
Infrastructure control in the auxiliary spaces such as toilets, store rooms,
Works plant rooms and the like;
• All services provisions for retail tenancies;
• Bayswater Station, plant room and surface drainage systems
including sumps, pumps, rising mains, piping and pollution
treatment;
• Station Precinct and Station Surrounds, pathways, plant and
control room, normal and emergency lighting systems;
• LV electrical systems including cable containment and
reticulation to switchboards, pumps and other equipment,
lighting, general purpose outlets etc.;
• Automatic changeover standby LV power supply to critical
railway system equipment and fire and emergency equipment;
• Fire detection and protection systems, including wet fire mains,
hydrants, extinguishers, inert gas, local and remote indicator
panels and communication to the emergency services;
• Lifts;
• Earthing and Bonding systems;
• Communication, control and monitoring systems including
access control and fare gate monitoring;
• Potable and non-potable cold and hot water, sewer, waste and
vent systems, stormwater catchment and containment
including overflow systems;
Element Description
• Fixtures and fittings for the Bayswater Station, Station
Surrounds and plaza area; and
• All services for the Bayswater Station, Station Surrounds and
plaza area.
Fencing, retaining, • Temporary realignment of roads and paths to maintain all
noisewalls, roads vehicular, pedestrian and cycle movements and services whilst
and pathways. minimizing disruption;
• Reinstatement of, and tie into, all road, bus infrastructure,
paths and other infrastructure that will be affected and
interfaced by the work under this Agreement, including Works
and Temporary Works;
• Road, carparks, Short Term Parking and associated works to
amend the existing arrangement of Beechboro Rd South,
Railway Parade, Whatley Crescent and Coode Street/King
William Street to achieve the configuration shown in the
Bayswater Station & Turnback Project - Station & Bridge
Concept Design Station Option 2 - Road Variant 4;
• Road and associated works to amend Whatley Crescent and
address intersections at Hamilton Street, Leake Street and
Veitch Street;
• Road and associated works to amend Railway Parade west of
King William Street and its intersection with Coode Street to
achieve long term universal access parking for the Bayswater
Station;
• Road and associated works to the intersection area of Railway
Parade, Beechboro Road South, Drake Street and Rose Ave;
• Reinstatement of the PShP through Bayswater to provide the
most direct route including grade separation over the
roadways;
• Provision of PShP connections between the PShP through
Bayswater to the Bayswater activity centre, station entry
buildings and Leake Street PShP Underpass;
• Cycle routes to the Bayswater Station entry and through the
Station Precinct and Station Surrounds;
• Fencing enclosing the rail reserve along the length of all track
sections including allowance for maintenance access and
emergency egress;
• Fencing for stabling of trains;
• Fencing and barriers to address safety issues, movement
control and the like;
• Vehicular and emergency services access and required
emergency vehicle hardstands to the Bayswater Station (its
entry points), and Ancillary Buildings;
• Drivers pathways;
• On-tracking facility amendment;
• Maintenance access to all wayside equipment and Ancillary
Buildings;
• Maintenance vehicle access along the Midland Line over the
length of the at grade section railway line;
• Noise walls including noise modelling to determine noise wall
requirements to address the BST Concept Design and MEL
Element Description
Concept Design (Refer to SWTC Book 5) scope and design;
and
• retaining and abutment walls to address the BST Concept
Design and MEL Concept Design (Refer to SWTC Book 5)
scope and design.
Services • Relocation, modification or protection of all services and other
infrastructure which are affected by the Works or Temporary
Works to address the BST Concept Design and MEL Concept
Design (Refer to SWTC Book 5);
• The protection of services which are relocated as part of the
Interfacing Works; and
• Lighting to accommodate all roads and pathways.
Demolition, removal • Any existing buildings or structures as necessary for the
and reinstatement purposes of the Project Activities and removal of all
obstructions and Temporary Works;
• Existing Bayswater Station;
• Existing Bayswater Station car parks;
• Trees and vegetation;
• Reinstatement of the PShP through Bayswater to provide the
most direct route including grade separation over the
roadways;
• Redundant railway infrastructure and associated reserve;
• Affected Station Precinct and Station Surrounds works; and
• Removal of any existing uncontrolled fill within the limit of
works and replacement with engineered fill.
Other Works • Existing property protection, monitoring and control with
varying monitoring response times;
• Drainage for the rail reserve where it is impacted by the Works
or Temporary Works, including the Bayswater Station, Station
Precinct and Station Surrounds.
• Signage and any pavement markings;
• Modification to any roads and properties affected by the
Project;
• Road works to maintain connectivity for the local
neighborhoods;
• Groundwater dewatering, recharge, treatment, monitoring and
management systems;
• Supplementary ground investigation for Detailed Design and
construction;
• Ground movement impact assessment;
• Instrumentation and monitoring;
• Management of design and construction interfaces with
adjacent town centre works;
• Existing services monitoring and protective works;
• Public art;
• Future proofing for future works;
• Minimize reduction in service level on roads within and
surrounding the construction Site during construction – through
effective deployment of the TTMP;
• Reinstatement and rehabilitation works;
Element Description
• Leake Street PShP Underpass and associated bike boulevard;
and
• All other works described elsewhere in this SWTC.
Staging Works • All staging works necessary to achieve the Works
Utilities • Utilities relocation, protection and delivery

• Western Power HV cable relocation
Table 2: Scope of Work
7.0 Objectives and Targets

The specific quality objectives for this project are:
• Maintain PTA satisfaction by delivering a quality project within the specified contract
time in a cost effective, safe and environmentally friendly manner.
• Comply with all quality management requirements as stipulated in contract
documentation.
• Review work processes effectively to ensure continual improvement over the life of the
contract.
• Respond to PTA and ALT feedback in a timely and effective manner.
• Manage the project in such a way as to minimize errors, omissions and reworks.
• Deliver products with zero defects.
• Provide adequate training to staff, suppliers and subcontractors to ensure that the
quality objectives of Evolve Bayswater are understood and adhered to.
7.1 Reporting targets

To achieve the above objectives, Evolve Bayswater will use the target measures detailed in
Appendix ? and will be recorded in the Monthly Report.
8.0 Alliance Quality Policies

The Evolve Bayswater team shall develop the relevant Alliance Policies upon execution of the
Project Alliance Agreement, including the Quality Management Policy (See Appendix C).
9.0 ACCIONA Integrated Management System

The quality management system for Evolve Bayswater scope of work on the Bayswater Station
and Turnback Project is based on ACCIONA’s Integrated Management System (IMS) that has
been designed to meet the relevant industry requirements and is certified to ISO 900, ISO
14001 and AS/NZS 4801.
Evolve Bayswater shall utilize ACCIONA’s Integrated Management System (IMS) which
incorporates all procedures required for project delivery and its support services.
The ACCIONA IMS has a tiered structure consisting of policies, manuals, management plans,
procedures, registers, guidelines and templates and examples as shown in Figure 2 below.
Where relevant, these processes and procedures will be adapted and integrated into the
Alliance and incorporate, where relevant, the PTA processes and procedures.

Figure 2: ACCIONA Integrated Management System
10.0 Alliance Quality Management System

The Evolve Bayswater QMS has been established, documented and maintained with the
specific objective of ensuring that all work provided by Evolve Bayswater meets specified
requirements of the PTA, conforms to the criteria of ISO 9001:2015 and provides a mechanism
for continual improvement.
Evolve Bayswater’s QMS is aligned and implemented in compliance with the following
standards:
• ISO 9001:2015 Quality Management Systems - Fundamentals and Vocabulary.

• ISO 9001:2015 Quality Management Systems - Requirements.
• ISO 10005:2018 Quality Management - Guidelines for Quality Plans
• ISO 10006:2017 Quality Management - Guidelines for Quality Management in Projects
• ISO 10007:2003 Quality Management - Guidelines for Configuration Management
• ISO 10012:2003 Measurement Management Systems - Requirements for Measurement
Processes and Measurement Equipment.
• ISO 19011:2018 Guidelines for Auditing Management Systems

The Evolve Bayswater QMS is based on the ACCIONA IMS. The project shall be managed and
executed using processes and procedures listed within this plan, and where appropriate quality
forms or check sheets that are specifically adapted from the ACCIONA IMS.
10.1 Quality System and Process

The Quality Management Framework is structured to manage, control and assure quality
outcomes, as shown in Figure 3 below.
The reference to the Plan, Do, Check, Improve Cycle describes how the Quality Management
Framework seeks continual improvement, rather than the specific tasks that it describes.

Figure 3: Quality Procedure Interactions

11.0 Alliance Quality Procedures and Documents
All procedures and QMS documentation will be reviewed by Evolve Bayswater Quality
Manager during the contract term to ensure that all works under the contract, whether
performed by Evolve Bayswater or its subcontractors conforms to specific requirements.
Approved quality procedures and other QMS documents will be communicated to applicable
project team members (Supervisors and Team Leaders) during targeted sessions and they will
be responsible for ensuring that works are executed as specified and detailed in the QMS
document. The required procedures and other QMS documents for subcontractors and
suppliers shall be detailed in the works packs and transmitted to the subcontractors and
suppliers via the Document Control system.
These quality procedures shall be the road map for those persons responsible to verify a
quality outcome of the product. The following is a list of ACCIONA referenced procedures and
documents that shall be adapted by the Alliance during the project. Note that where
appropriate, some of these referenced procedures may be superseded by specific Evolve
Bayswater Management Plans or procedures that refer to PTA or Alliance specified procedures
and documentation.
EB Document Number Quality Procedures and Records

1200-100-030.01 QCO-PRO Quality Commencement Procedure
1200-110-030.01 QEX-PRO Quality Execution Procedure
1200-120-030.01 QCP-PRO Quality Completion Procedure
7604-700-001 Teambinder User Guide
7610-300-002 Document Control Procedure
8110-100-011 Procedure for Preparation for Computer Aided Drawings
8110-300-012 Procedure for Drawing Management
Table 4: Evolve Bayswater Processes and Procedures
12.0 Alliance Document Management Framework

The Document Control and Documentation Management Framework is structured to manage,
control and assure quality outcomes as shown in the figure below.
All documents issued to site personnel, consultants, suppliers and subcontractors are managed
through document transmittals and document control will be the responsibility of the Document
Controller.

12.1 Control of Project Documents
Document Number Procedures and Records
EB-EVO-IM-PLN-00001 Information Management Plan
7610-000-014 Contractor Document and Drawings Review Procedure
7604-700-001 Teambinder User Guide
7610-300-002 Document Control Procedure
8110-100-011 Procedure for Preparation for Computer Aided Drawings
8110-300-012 Procedure for Drawing Management
All project records will be controlled in accordance with the requirements of the above
referenced plans, procedures and guides, ensuring records are managed to produce the
necessary information for the Client.
Evolve Bayswater will collect and compile all required information generated in the execution of
the project including information generated by Evolve Bayswater; its subcontractors and
suppliers. All information will be submitted to the Client in accordance with the contract.
Review comments and changes of the project documents from PTA will also be controlled and
re-issued to the client for approval.
The Document Controller will review all incoming documentation and distribute to the
appropriate review teams to review and update, the reviewer will then inform the Document
Controller when the documentation has been reviewed and updated where necessary and
ready for resubmission to PTA, Site team, Subcontractors, Suppliers and Consultants.
Quality related records associated with reviews, testing and inspections will be available for the
client to review and issued through Team-Binder.
12.2 Disaster Recovery

The Evolve Bayswater information for technology department will be outlined in the Emergency
Management Plan and will outline a comprehensive process for disaster recovery.
13.0 QA/QC Responsibilities & Resources

The key project positions are listed in the organization chart (BST-EVO-PM-PLN-00008) and
their accountabilities are detailed below.
The resources required to manage the Alliance Quality Management systems and processes
throughout the life of the project have been assessed and documented considering the work
risks, difficulty and size of the project. This assessment has been carried out through a variety
of means including meeting, reviews and analysis considering:
• Skills, qualifications and training of personnel used;
• Risk and complexity of the work activity including associated tasks, equipment and
materials;
• If the work activity is unfamiliar or performed infrequently;
• Systems and Software programs to be utilized
Any requirements for additional resources to assist with managing the Quality systems and
processes throughout the project will be tabled to the ALT for assessment.
The responsibility for quality rests with all personnel associated with the contract.
Evolve Bayswater shall ensure that suitably qualified personnel are made available and well-
defined responsibilities established for performing quality functions. Before mobilizing to site

team members involved in quality processes will attend quality training and a pre-mobilization
workshop to get familiar with corporate and project specific quality requirements.
The following responsibilities apply for all personnel undertaking activities covered by this
document. The following management positions will manage teams to maintain client
satisfaction by delivering a quality project and upholding the quality assurance provisions pf the
PAA, SWTC, Project plans and IMS procedures. The primary responsibilities of project
personal in relation to quality management activities on the project shall include, but not be
limited to:
13.1 Alliance Manager

• Ensuring that the works are planned and undertaken in compliance to the deed in such
a way as to give foremost regard to health, safety, security and environment.
• Daily management, overall responsibility for the handover of the project in accordance
with the contract specifications i.e. the deed and within the budget and the work
programme.
• Promote continuous improvement of project results together with safety and quality
standards.
• Establish project team; Alliance staff, local staff and workers.
• Motivate and coach personnel. Responsible for the human resource management.
• Responsible for the earliest set up and agreeing of the Project Management Plan.
• Management of project site personnel and project home office staff [work programme,
appraisal, remuneration, and training].
• Attends and prepares formal meetings with PTA and/or their representative.
• Approval of all subcontracts, all purchases and all payments to third parties.
• Responsible for preparation of the “close-out report” of the project
• Compliance with QA/QC procedures
• Monitoring of the environmental protection actions.
• Establishment and making known to all concerned the agreed contract programme.
• Organizing of the reporting process, originating from lower tier Subcontractors and its
consolidation into the prescribed reporting format.
• Provide PTA with weekly and monthly progress reports as per requirements.
• Oversee the project audit programme in conjunction with the Quality Manager. Ensuring
those formal audits with respect to accounting, quality, health and safety and
environment are carried out to the programme set.
• Managing employment and industrial relations issues on the project.
• Effective operation of the budget and cost control system.
13.2 Quality Manager

• As per the requirements of AS/NZS ISO 9001 and AS/NZS ISO 14001 Kieran Campbell
is the nominated Management Representative.
• Manage the Project Engineers in the performance of their Quality Management
responsibilities.
• Provide assistance to project staff in connection with the drafting of quality documents
and forms and the setting up of the quality system in accordance with AS/NZS ISO
9001:2008 and the deed.
• Overall responsibility for the Alliance quality management system as outlined in the
Project Management and ensure that the requirements within the document is
implemented and maintained by continuous monitoring of all activities.
• Checking that the correct documentation is in use, that the required inspections and
tests are carried out and that all quality records are adequately completed and taken
care of as per the deed.
• Communicate quality requirements to all relevant departments and functions, external
providers (inclusive Subcontractors / Suppliers), PTA as applicable, and resolving
problems that arise at the interfaces between such group.
• Definition and management of the quality control regime by which it will be verified that
work, including lower tier Subcontractor’s work, is right and which will enable the
certification of the permanent works construction. In particular they consult with other
staff to prepare quality control programmes and, subsidiary to these, the documents
which define the inspections, tests and acceptance criteria relevant to each activity, e.g.
sampling plans, test procedures and certificates, checklists comply with the deed.
• Stimulating improvement by training and discussion and through regular formal review
meetings with the Alliance Manager and others. In particular they ensure that non-
conformities, corrective action requests, complaints and recommendations for
improvement from audits and elsewhere are recorded formally, are progressed to
solutions that include preventative measures are closed out in writing.
• Carry out audits and assessments on the Project Management Plan, (potential) lower
tier subcontractors and vendors as required.
• Prepare and carry out a programme of internal project audits.
• Act as a coordinator for the investigation and resolution of non-conformities and any
other quality related queries.
• Reviews ITP’s and other quality related documents prior to submission to PTA
• Preparation of all quality reports and submission of quality records.
• Liaison with the PTA representative on quality matters
• Control and co-ordination of site quality personnel.
• Maintain project quality files including final documentation.
• Review and approve completed Lot documentation prior to submission to PTA.
13.3 Design Manager

• Manages the overall design process and progress.
• Establish goals and objectives for the design team
• Ensure adequate resources are available within the design team
• Monitors quality within the design process.
• Ensure compliance with QA/QC procedures
13.4 Construction Manager

• Manages and provides guidance to the site construction and supervisory team
• Plan and establish the construction delivery programme
• Establish goals and objectives for the site construction team
• Review & provide input to non-conformance corrective and preventative actions
13.5 Project Engineer

• Prepare work packs and continually monitor implementation with site supervisors.
• Develop and approve inspection and test plans and checklists prior to commencement
of construction activities.
• Plan and manage the quality inspection programme including liaison with the PTA
Representative to ensure compliance to the deed.
• Manage the technical query process.
• Oversee the process of management of Non-conformances.
• Maintain ITP registers and oversee the process of completion of ITPs and associated
records (forms, conformance certificates etc.).
• Ensure that appropriate quality documentation is collated and compiled for Lots as per
the requirements.
• Ensure all other project deliverables are being collated and submitted in a timely
manner to PTA for approval. Deliverables include but not limited to completed Quality
documentation (ITPs, ITRs), test results, As-Built drawings, IOMs, commissioning
reports and warranties.
• Manage the onsite document control process and ensure current copies of drawings,
specification and other documents are available at various locations within the project.
• Manage equipment calibration registers and equipment and conduct regular checks to
ensure calibrations are up to date and report any anomalies.
13.6 Contract Administrator

• Review of Contract in order to pinpoint possible conflict and time requirements of
Contract notices.
• Instruct / inform project team of results of Contract review
• Agree format, prepare and submit monthly applications for payment and resolve any
differences with PTA Representative.
• Review incoming correspondence and advise Alliance Manager of possible variations
and contractual issues contained therein.
• Regularly discuss and advise Alliance Manager of contractual rights, remedies and
suggestions regarding policy of approach with PTA Representative
• Review with Alliance Manager and refine as required contractual strategy for the project
and taking of such actions as may be agreed upon.
• Communicate regularly with contractual staff of Contractor.
• Evaluation and agreement of time and financial consequences of variations.
• Prepare claim documentation in co-operation with the Alliance Manager
• Assist the Alliance Manager in negotiations and management of claims and disputes
over contractual entitlements.
• Assisting the Project Services Manager with the implementation of procedures for
identification, notification, evaluation, submission and agreement of insurance claims.
• Providing contractual information required for monthly and quarterly progress reports
and budget control purposes.
• Prepare and conclude final accounts.
• Carrying out any other ad hoc duties that may be requested by the Alliance Manager.
• Prepare and maintain the project Risk and Opportunity register
• Complying with the requirements of project safety and quality plans and the deed.
• Assist the nominated Project Quality Management Representative with the sub-
contractor / supplier / consultant (SSC) evaluation process.
• Draw up all subcontract and supplier documentation.
• Conduct pre-award meetings with the assistance of the Quality Manager.
13.7 Superintendents and Supervisors

• Day to day organization of plant, materials and labor for the work, including purchasing
of materials, and hiring necessary equipment, plant or subcontract services.
• Assist the engineering team in planning and monitoring of job progress and adherence
to project quality requirements and of the deed.
• Inspect work and sign off Inspection and Test Plans and test records.
• Identify and raise Non-conformance reports and assist the engineering team in closing
out Non-conformance reports.
• Assist the engineering team in compilation of Quality documentation.
• Assist the engineering team in maintenance of equipment calibration records.
• Liaison with suppliers and subcontractors regarding forthcoming deliveries.
• Carry out inspections of incoming goods.
• Check goods received against delivery dockets / manifests.
• Ensure all goods are stored as per manufacturer’s recommendations.
• Provide documentation of goods to the engineering team / Contract Administrators as
required.
• Report any non-conforming goods to the engineering team / Contract Administrators.
13.8 Rail Systems/Commissioning Manager

• Manages all aspects of commissioning of the scope of works
• Responsible for ensuring commissioning can occur safely
• Establishing and managing the commissioning team members
13.9 Corporate Support

• Support the evaluation and approval process for suppliers, subcontractors and
consultants.
• Facilitate quality pre-commencement meetings with the project team.
• Provide on-going advice on quality related matters.
• Monitor and report the progress of Quality Records Compilation.
• Promotion and management of the EB continual improvement program.
13.10 Regional Quality Representative (Corporate Support)

• In conjunction with HSE and HR Managers, evaluate and approve suppliers,
subcontractors and consultants.
• Facilitate quality pre-commencement training and meetings with the Project Team.
• Review Project QPs.
• Provide assistance and guidance in preparation of ITPs and other quality documents.
• Provide ongoing advice on quality related matters.
• Plan and conduct internal audits and subcontractor audits.
• Monitor and report on the progress with MDRs and other quality deliverables.
• Work with Alliance Managers upon project completion and ensure close out of quality
control items.
• Assist with lessons learned workshops.
• Promote and manage the Client continual improvement program.
13.11 Interface with PTA Representatives

The following table shows the interface between Evolve Bayswater and Client Representatives
for quality assurance purposes:
EB Representative PTA Representative Interface Mechanism

Alliance Manager Senior Client Representative Senior Manager Meetings
Construction Manager Senior Client Representative Project Progress Meetings.
PTA C&A Representative Formal correspondence
General Superintendent Senior Client Representative Project progress meetings,
PTA C&A Representative formal correspondence
PTA Construction
Surveillance Officers
PTA Project Engineers

Project Engineers PTA Construction Inspection notifications,
Surveillance Officers onsite inspection activities,
PTA Project Engineers regular meetings
Table 5: Evolve Bayswater Key Interfaces
Where directed by the PTA Representative to undertake work under the Contract such as Day
work activities. Evolve Bayswater shall develop and submit the relevant process description for
the proposed activities for the PTA’s Representative’s approval.
14.0 Management of Subcontractors, Suppliers and

Consultants
Document Number Title
BST-EVO-PR-PLN-00002 Procurement and Participation Plan
Subcontractors, suppliers and consultants will be appointed as necessary for the duration of
the project and managed in accordance with the Procurement and Participation Plan
Evolve Bayswater subcontractors, suppliers and design consultants shall work directly under
this QP, and all associated documentation referenced in conjunction with their own quality
documents which are to be reviewed and approved by Evolve Bayswater prior to use.
All suppliers, subcontractors and consultants will be pre-assessed to ascertain their financial
viability, prior experience and status of quality, HSE management systems, HR/IR and Building
Code 2016 requirements. As part of this assessment, the SSC’s QMS is evaluated to ensure
their system is appropriate to the scope of works required. Key Subcontractors are required to
have third party certified quality system in accordance with AS/NZS ISO 9001 and/or third party
certified environmental management system in accordance with AS/NZS ISO 14001 (where
required)
The database also includes the evaluation records of past performance with Evolve Bayswater.
14.1 Procurement and Subcontractor Starter Pack - Quality

Evolve Bayswater purchase orders and subcontract documents will specify applicable Evolve
Bayswater and head contract quality and other requirements.
The Evolve Bayswater Project Engineer will assist the Contract Administrator and issue each
subcontractor with a Subcontractor Starter Pack where required. A pre-mobilization/alignment
meeting will be conducted, where required to discuss quality requirements prior to mobilizing to
site.
The Subcontractor Starter Pack is a summary of contract quality and deliverables requirements
for a Project and will be issued to all subcontractors through document control as a part of the
subcontract documentation.
14.2 Works to Proceed - Quality

Upon submission of QPs and related documents by each subcontractor / supplier, the Project
Engineer/delegate will review such documents using the Subcontractor Works to Proceed
Checklist. Any identified deficiencies need to be rectified prior to works commencing.
14.3 Subcontractor Pre-Award Meeting

The project team will arrange a pre-award meeting to detail specifically their individual
requirements. QA requirements are, but not limited to the following:

• Preparation of ITPs, or details regarding the use of Evolve Bayswater provided ITPs.
• Hold points and Evolve Bayswater/ Client inspection requirements.
• Approval of all ITPs, checklists and associated documents by Evolve Bayswater and the
Client.
• MDR requirements – including alignment to Evolve Bayswater/ Client MDR
requirements.
• Contract back-to-back arrangements regarding presentation of ‘As-Built’ drawings and
other documents and certificates including the confirmation of software to be used.
• NCR processes and responses required. Highlight that the cost of rectification of NCRs
and costs associated with project delays caused by non-confirming works or materials
will be at the subcontractors cost.
• Punch list processes and response requirements.
• TQ and RFI process.
• Timeliness of all responses to associated documents and MDRs.
• Off-site fabrication inspections.
• Material inspections.
• Pre-dispatch / final inspections.
• Subcontractor audits.
• Review of subcontractor resources allocated to the project.
• Carry out a risk assessment with the subcontractor depending on whether the work is
classified as high risk/safety critical prior to commencing works on site.
15.0 Design Management

The overall accountability for the engineering technical integrity resides with the Design
Integration Manager and the Design Manager (SEM) who performs the role of the Suppliers
Engineering Manager in the PTA’s Engineering Management for Projects procedure.
The design development, review, verification, validation and interfaces are managed by the
Design Team in accordance with the Design and Engineering Management Plan (DEMP) and
incorporate s the requirements of the SWTC. This plan is supported by other project plans to
manage the systems engineering function, as referred in Chapter 4, specifically the Systems
Engineering management Plan, Building Information & System Information Modelling Plan and
the Durability Plan.
• Systems Engineering Management Plan (BST-EVO-EA-PLN-00006) – process to be
used for requirements management, verification and validation or requirements and
including, interface and integration management, change control (requirements and
engineering) and human factors integration.
• Building Information & Systems Information Modelling Plan (BST-EVO-IM-PLN-00002)
– how the BIM and SIM systems will be structured and maintained, including how they
will encapsulate GIS and how access to these systems will be provided to the PTA.
• Durability Plan (BST-EVO-QA-PLN-00003) – demonstrates how the selected design,
products, materials, assets and construction processes will achieve the durability and
whole-of-life performance of each element of the works over the design life and
maintenance period will be achieved as per the durability objectives as required in the
SWTC
Implementation of the requirements of the Durability Plan (BST-EVO-QA-PLN-00003),
including outcomes of Safety, Environment and other technical assurance workshops, are
incorporated into Work Pack documents, including Construction Method Statements, ITP’s or
VC’s.

15.1 Design Management and Control
Designs, material selections, and specifications shall be optimal for the intended service, in
accordance with the SWTC and controlled via the DEMP (BST-EVO-EA-PLN-00004). The Plan
outlines and details the management strategies, processes and tools to be utilized during the
development, review, verification and approval of engineering design activities. It provides
detailed references to supporting Plans, engineering management processes and controls that
shall be used on the Project ensuring the following design requirements are met:
• Design and Engineering Records Control
• Design Development Planning
• Engineering Organization and Technical Interfaces
• Design Input and Review
• Design Output and Review
• Design Validation Requirements
• Design Change Management
• Software Validation
• Durability Assessment Report as described in the Durability Plan (BST-EVO-QA-PLN-
00003)
As the design progresses, risk is mitigated through the design development. These are
documented through the various workshop / review processes and incorporated into Design
Reports and Durability Assessment Reports. This is documented in greater detail within the
DEMP and Durability Plan.
15.2 Engineering Design Interfaces and Verification

At all phases of design, review, verification and validation process are undertaken concurrently,
both internally by the engineering design team and independently by the design verifier. This
process assures that the design is complete and meets the requirement of the SWTC.
Comments received are closed out through an internal revision of the design document and
reissued for further review until there are no further comments. Once the independent design
verifier advises that all comments are closed out, the design documents are issued to PTA for
comment. After all PTA comments are addressed at Final Design, the design can be Issued for
Construction.
Documents are circulated to other engineering disciplines for review and comment based on
the Project document distribution matrix. Interfaces for the Engineering group such as inter-
discipline design co-ordination as well as design consultants will be described within the
Technical Interface Management Plan. This includes the Design Verifier as detailed within the
SWTC.
15.3 Engineering Delivery Assurance

Design and Engineering Delivery Assurance provides guidance to the Project team on actions
to be taken to assure integrity.
The assurance will focus on giving confidence of achieving specific Project goals as follows:
• Design compliance with necessary regulation and standards
• Design compliance with the PTA SWTC contract requirements.
The Project can only have technical integrity if it can be shown to meet the defined value
drivers and objectives and that the key decisions taken as part of the design development
process have a robust basis that recognizes the Project objectives.
Assurance activities are defined as those that are required by the engineering processes being
adopted in the engineering design team and which are in accordance with the DEMP. The
following assurance activities apply to Evolve Bayswater and are routine procedural
requirements including:
• Various design reviews necessary for the engineering execution: these include Safety in
Design reviews, Design and Durability reviews, Constructability and Maintainability
related reviews
• Technical audits/reviews planned as part of the normal engineering execution process
• Quality compliance audits to confirm adherence to the DEMP, supporting plans and
procedures.
All Design and Engineering assurance activities are mapped out and populated on the
integrated Project Audit schedule. All actions, findings and recommendations arising from the
various reviews will be tracked and reported on action registers. Follow-up, verification and
closeout of actions arising from such reviews will be coordinated and reported by the Design
Integration Manager, Design Manager and the Quality Manager.
16.0 Change Management

The impact of design or construction changes, including the introduction of new plant,
equipment and procedures/processes, on HSE and quality risks shall be documented and
clearly communicated to all employees and subcontractors.
All requests for change shall be reviewed and approved to ensure that all modifications are
analyzed systematically and implemented in a manner that does not present an unacceptable
risk to health, safety, the environment or the community. Change requests will also be
communicated with the PTA for information and where required approval. All plans and
processes will be updated to reflect changes.
Any changes to design drawings/construction methods will be transmitted to the
suppliers/subcontractors via the Document control system. Prior to any changed work
commencing, a toolbox meeting will be held with the relevant project
engineers/suppliers/subcontractors/workers/designers (where required) to ensure the changes
are fully communicated to the team prior to any work being carried out.
16.1 Project Change Post IFC - Request For Information(RFI)/Field

Change Request(FCR)
A “Project Change” is generally a technical change (design change, or construction change to
approved IFC drawings/documents) that may affect the agreed scope, design brief, budget,
quality characteristics or risk.
The Alliance project engineers shall create the RFI in iTWOcx and send to the relevant SRE’s
for review and approval. Once approval by the relevant SRE’s is obtained, a copy of the
approved RFI will be downloaded from iTWOcx and uploaded under a FCR mail in Teambinder
and addressed to the PTA CPE and relevant PTA PE’s
If a change results in an impact to HSE or quality, then a review of the CRAW/SiD document is
required to identify and document potential hazards associated with the change, assess each
hazard’s risk level and implement controls to control risks assessed to as low as reasonably
practicable levels. A review of the associated SWMS, procedures, Construction Method
Statements and ITP’s will be carried out to ensure any changes are incorporated.
16.2 Project Change – Deviations to SWTC/PTA Specifications

Where a Project change is a deviation to the SWTC and/or PTA specifications, a Deviation
shall be prepared by the SRE and submitted to PTA for approval.

This will be completed in accordance with PTA Procedure Deviation from PTA Requirements
(8110-000-013)
17.0 Quality Control During Construction

17.1 Lots and Lot Registers
TBC Lot Management
The Evolve Bayswater Alliance Manager and Quality Management Representative will break
down the project works into a series of lots. The purpose of the lot system is to establish the
size of a quantity of work such that:
• The work can be signed off as a single conformance decision, i.e. close off the Lot
• The whole of the works included in the Lot shall be continuous
• The processes used to complete the work are the same and have been brought to
completion at the same time, e.g. Earthworks are different to concrete structures and
will finish at different times.
• There is traceability of test results for the work processes and/or materials (where
applicable)
• The Lot shall appear to be of a constant quality without obvious changes in attribute
values e.g., materials used in embankment fill will be of a constant quality and not
mixed with other sources
• Ensure homogeneity across the three-dimensional boundaries of the Lot. With respect
to selecting a Lot for the purpose of judging conformance by its insitu density, attention
will be paid to establishing the uniformity of density in a direction transverse to the road
alignment. Boundaries of Lots shall be chosen to ensure vertical, transverse and
longitudinal homogeneity.
There are a number of identifiers used in Lot systems and these include, but are not limited to:
• Location, e.g. chainage, area, elevation
• Type of work, e.g. Earthworks, raw material sourcing, drainage, pavement, structures
• Process, e.g. embankment, excavation, sub grade, concrete
• Details, e.g. pour number, production by day of work, lift number, etc.
• Lots will be determined in accordance with section
The extent of each Lot will be clearly identified in the field prior to the commencement of any
product realization activity. The Lot will be demarcated on site with markers until the Lot has
been brought to completion. As a minimum the markers will detail the chainage and Lot
identification clearly legible from the alignment centre line.
No work will commence unless a Hold Point release has been received for any underlying or
adjacent Lots, where required, ensuring testing and inspection results have passed by a PTA
Representative, and until the initial boundaries of the Lot are established. End boundaries may
be required to be flexible depending on continuity of work, materials etc. and the system will
allow for this flexibility. A Lot register detailing Lot descriptions and boundaries will be
maintained for the project. This Lot register will be transmitted to PTA for information via
Teambinder.
The release of a Hold Point by the PTA's Representative, allowing the work to proceed beyond
that Hold Point, will not relieve the Alliance of any responsibility for carrying out all or any part
of the Works in accordance with the requirements of the SWTC.
The status of inspection and testing of each Lot will be monitored using at least one ITR. Only
when all planned inspections/tests for a particular Lot have been satisfactorily completed and

all related NCR’s closed out, will the associated Lot be closed out. Close out of NCRs and Lots
from PTA will constitute a Hold Point release. Information relating to a Hold Point release for a
lot close out will form the Evolve Bayswater “Certificate of Conformance”.
PTA will be given access to Evolve Bayswater Lot Management system/documentation to allow
PTA to review Lot documentation prior to completion/closure of Lots as requested.
Registers and documents such as marked up drawings (where appropriate) will be used to
manage Lots to close out.
17.2 Inspection and Test Plans (ITP’s)

IMS-PRO-012 Identification, Traceability and Compliance
QU-OMR-002 Manage Witness and Hold Points
BST-EVO-TC-SCH-00001 Hold and Witness Point Schedule
Inspection and testing requirements shall be appropriate to the scope of work and criticality. All
ITP’s will be from PTA’s Test methods (where they exist), Australian Standards, or as specified
in the SWTC. Requiring for sampling methods, testing and testing frequencies will meet the
requirements specified in the SWTC and PTA specification.
Evolve Bayswater shall ensure that all ITPs are developed and approved to define inspection
and testing activities to be performed and compliance with all relevant specification and
standards.
Templates of ITPs for different types of work are available in the project delivery quality section
of ACCIONA IMS. The document library includes examples of ITPs from different projects /
Clients to provide guidance to personnel preparing them. If a particular process does not have
a standard ITP template available, IMS-PRO-FOR-1208 template may be utilized, the Regional
Quality Representative may be consulted to assist. Other templates may be submitted for use
on an as needed basis, Templates must include the following information as a minimum:
• The Project name;
• Contract number;
• Client name;
• ITP document number, as well as applicable project document number;
• ITP unique sequence / area number;
• System and/or sub-system;
• PTA applicable procedures / policy / codes of practice / specifications / standards;
• Contractor / Sub-contractor / Supplier procedures and/or work instructions;
• Codes / Standards;
• Specifications;
• Process qualification requirements;
• Sub-contractors / suppliers;
• Traceability requirements;
• Testing requirements
• Records (test reports, certificates, etc.) to be produced and maintained.
It is the Project Engineers’ responsibility to review the specification and drawings and
incorporate all relevant requirements in ITPs.
ITPs will be supplemented by ITRs and/or FICs and Client supplied FICs will be used if
required by the contract.

The ITP review and approval process is as follows:
1. ITP is submitted by the Alliance Project Engineer/Subcontractor to the Alliance Quality
manager for review.
2. ITP cover sheet template (refer to Appendix ?) which details the relevant SRE reviewers
and is sent to the SRE(s) via iTWOcx
3. ITP is reviewed by SRE(s) and signed off (if no comments raised) and then forwarded
to the SEM.
4. ITP is signed off by the SEM
5. ITP is submitted to PTA for review and acceptance
The ITP Register (BST-EVO-QA-REG-00001) will be maintained by the Project Engineer for
the duration of the Contract. This register will identify the status of each ITP as Pending or
Approved.
Evolve Bayswater is responsible for planning, performing all inspections, testing and
surveillance activities which are required to ensure that work done under the contract conforms
to specific requirements.
Completed ITPs, inspection checklists and related test reports shall form relevant sections of
the MDRs.
The ITP shall identify points on all ITPs to formalize the action to be performed by nominated
inspectors (Evolve Bayswater, Client or subcontractor) as noted in Table 7:
Description Definition Notification Timing
Hold Point Nominated point beyond which work shall not 10 Business days
(H) proceed without verified acceptance by PTA. Should (Local)
the PTA’s representative fail to attend at the
scheduled time and place, the Contractor shall notify 20 Business days
PTA immediately for written waiver to proceed, or (Interstate)
otherwise.
40 days (International)
Witness Points at which the PTA shall be notified and invited 10 Business days
Point (W) to witness an activity, but further work may proceed (Local)
without the presence of the PTA.
20 Business days
(Interstate)
40 days (International)
Review (R) Verify by examination of documentary evidence that No formal notification

inspections / tests have been satisfactorily required
conducted.
Surveillance Continuing evaluation of the status of methods, No formal notification

(S) analysis of records and monitoring of activities on a required
random basis to ensure quality requirements will be
met.
Review & Document to be submitted for approval by PTA. No formal notification

Approval required
(R/A)

Visual (V) 100% Visual Inspection of work / item / product to No formal notification
ensure compliance with code / standard / required
specification requirements.
Dimensional Measurement of critical dimensions to ensure work / No formal notification

(D) item is within tolerance. required
Table 7: ITP Inspection Points & Notification

A schedule of Hold and Witness Points document, BST-EVO-TC-SCH-00001, will be provided
to PTA via Teambinder and updated on a regular basis. A filtered version of the overall Hold
and Witness Points schedule will be created each month and included in the Quality section of
the monthly report for submission to the PTA to detail the Lot number, activity and date
required for the PTA Hold and Witness Points release.
Prior to any inspection and/or test point which has been designated in an ITP as a witness or
hold point, Evolve Bayswater shall notify the Client specifying the date, time and location at
which the activity is to be carried out in accordance with the contract. The Hold Point form
IMS-PRO-FOR-1211 may be used.
Each Hold Point will be assigned a designated authority to release the Hold Point. On reaching
any of the nominated Hold Points, the Alliance will notify the PTA's Representative of that event
as per the agreed timeframes. The notification must include all relevant Test results and
conformance checks.
The Client may conduct surveillance inspections at any location where work is performed.
The project team will fully co-operate with the Client’s employees during inspections and audits.
17.3 Quality Control in Offsite Fabrication / Manufacture

Following the award of a subcontract, Evolve Bayswater shall verify by inspection, surveillance
and/or audit that the subcontractor has fulfilled its contractual obligations. The Evolve
Bayswater project team shall also verify that subcontractor’s quality records and documentation
relating to goods and services supplied have been prepared and are in compliance with the
requirements of the contract.
Whilst subcontractors and suppliers are responsible for adherence to quality requirements for
their products, Evolve Bayswater Engineers and inspectors will periodically carry out
inspections at subcontractors’ premises in accordance with ITPs for particular items, fabrication
processes and materials, where necessary. Routine inspections are also conducted by
inspectors using the offsite inspection report template.
FAT, material traceability and other requirements will be determined prior to any works
commencing. Subcontractors and suppliers will identify the timeframes for FAT and notify
Evolve Bayswater within the timeframes stipulated in subcontracts and starter packs.
Evolve Bayswater shall formally notify subcontractors of any unsatisfactory performance of, or
unsatisfactory goods or services received and shall indicate what corrective action is required
by the subcontractor with clearly defined timelines.
17.4 Handling, Storage, Packaging, Preservation and Delivery

The Evolve Bayswater Project Team shall ensure plant, equipment and materials, procured by
Evolve Bayswater or free issued are stored, handled, preserved and maintained in such a
manner that, at the point of delivery, they have retained the specified purchased condition.
Materials received for the project will be inspected prior to acceptance to ensure they are
undamaged, the correct product / quantity and that they comply with project requirements.
An Incoming goods checklist shall be completed for incoming material deliveries for permanent
works. A copy of the delivery document will be attached to the checklist to show what items
have been delivered and inspected.
Storage conditions shall provide materials and products with adequate protection from damage,
deterioration or incorrect identification. Stored materials shall be subject to periodic checking in
order to detect any possible deterioration.
17.5 Product Identification and Material Traceability

The Evolve Bayswater Project Team shall ensure that material identification and verification
documentation relating to critical plant and materials, or equipment components can easily be
identified, located and retrieved.
The extent and scope of material traceability shall be in accordance with the contract and as
defined in specifications, codes and where applicable:
• Structural steel - traceability records to include material certificates with heat numbers,
grade of material and name of mill / country of origin.
• Welding - traceability records to include registers with current welder qualifications,
welder details, welders mark, WPS number, WPQR number, weld type, welding
standards qualified to and materials and processes. Weld maps to identify all test
welds.
• Concrete and pre-cast concrete - traceability records to include plans with pour details,
delivery dockets with batch numbers and associated test results.
• Earthworks / stockpiles - stockpiles to be broken down for quality control purposes into
Lots. Lot register to identify the sampling and testing status of each stockpile.
17.6 Control of Inspection, Test and Measuring Equipment

All verification, measuring and test equipment used by Evolve Bayswater or its subcontractors
shall be controlled, calibrated and adjusted at regular, pre-determent intervals and logged in a
specific register.
All calibration will be in accordance with the appropriate Australian or International Standards
and/or manufacturers’ recommendations and Client specifications. NATA or equivalent
certified organizations shall be used where calibration is required by external laboratory.
Equipment that has been involved in any incident that may affect its accuracy must be re-
calibrated, regardless of the calibration life remaining before the next scheduled calibration
date.
A live calibration register will be maintained onsite to ensure that all testing equipment is
recorded, and calibration certificates are kept up to date.
Evolve Bayswater will maintain control charts of end product Test results (including, for
example, densities, moisture contents, aggregate properties and concrete slumps and
strengths) and construction tolerances, lead Test results and instrumentation and monitoring
data for inspection by the PTA's Representative at all times.
Where a formal testing method is defined for a Lot that is to be performed by NATA certified
laboratory personnel, test results for each lot will be reported in NATA endorsed test
certificates. The test certificate will include the following details:
• Relevant lot number to assist with identification of work in the field and materials used
• Where sampling is performed by personnel other than from the laboratory undertaking
the testing
• Declaration from the sampler that the sampling was carried out in accordance with the
specified sampling methods. Detail all samples taken as part of the lot.
• Declaration (in a format acceptable to the PTA’s Representative) by an officer having
NATA signatory approval for the testing performed, that the test results, and statistical
analysis where applicable, conform to the specified criteria. This declaration must
reference the Inspection and Test Plan and the sampler’s declaration.
• Declaration that no samples have been abandoned or untested or details of any
samples that have been abandoned or untested for any reason.
All quality control testing will be carried out by a laboratory holding current NATA registration
for all test methods referenced or implied by the PAA/SWTC.
17.7 Commissioning
Commissioning is a process necessary to provide adequate assurance that the required
installation will perform to the pre-defined parameters from the original design.
The Alliance Manager is responsible for ensuring that commissioning processes are defined,
reviewed and approved.
The Alliance Manager is also responsible for appointing personnel for the supervision of any
commissioning work.
The BSTPR-EVO-TC-PLN-00005 – Commissioning Management Plan shall identify:
• Personnel involved and responsibilities.
• Pre-commissioning checklists.
• Commissioning processes.
• Required results and outcomes.
• Responsibilities and authorities for sign off and approval of the completed installation.
The Project Engineer shall ensure a Commissioning Inspection and Test Plan is developed
where required.
Any items requiring correction are either re-worked and re-tested at the time or listed on a
punch list for rectification. Until the rectification work is complete, the commissioning process is
considered in-complete and precludes final handover to the Client.
A Commissioning Notification shall be issued to all relevant stakeholders in advance of the
works commencing within the timeframe agreed with the Client Representatives.
Refer to Commissioning Guideline and the Project Commissioning Plan for the project for
further information.
17.8 Control of Non-conformance and Corrective Actions

IMS-PRO-015 Control of Nonconformances Corrective and Preventative Actions
0630-205-001 BST – Non-Conformance (NCR) Forms Module Work Instruction
All detected non-conformities will be managed in accordance with the ACCIONA’s IMS-PRO-
015, Control of Nonconformances Corrective and Preventative Actions Procedure and PTA’s
0630-205-001 BST – Non-Conformance (NCR) Forms Module Work Instruction. The Non-
Conformance Report iTWOcx template shall be used to record all information. Other templates
may be used but must contain the below information as a minimum:
• Project details
• Unique identifier number,
• Lot / Package identifier
• Non-Conformance identification, classification
• Non-Conformance Root cause identification and comments
• Non-Conformance source identifier
• Remedial action details and proposals
• Corrective actions to prevent reoccurrence
Non-Conformance can be identified during:
• Inspection of fabrication / installation /construction activities.
• Incoming goods or pre-dispatch inspections of materials / items.
• Inspection of preservation and storage.
• Internal and Client quality surveillance.
• Commissioning and testing.
• Internal and third-party audits.
• Final inspection / punch listing.
• Warranty / Defects Liability period.
• Continual improvement review process.
Most common causes of Non-Conformance can be categorized as, but not limited to:
• Fabrication error.
• Test failure.
• Design related.
• Poor workmanship.
• Survey error.
• Deviation from approved procedure.
• Lack of protection of completed work.
• Incorrect interpretation of spec / drawings.
• Non-conforming material / equipment.
• Error / omission in documented system.
• Damaged items / faulty equipment.
• Non-conforming system.
Any detected non-conforming product / service, activity, document or system will be withdrawn
from circulation or used to prevent further exposure to or use of the nonconforming item until an
appropriate disposition has been carried out to rectify and ultimately eliminate the non-
conformance.
The nature of a non-conformance will be reviewed to determine the appropriate disposition
method. This may include:
• Use as-is (accepted by the Client);
• Repaired / reworked to meet specified requirements; or
• Rejected and replaced with a conforming product.
The NCR will be given a unique number and will be logged in the Project NCR Register IMS-
PRO-TEM-1503 reflecting current status. All NCRs will contain:
• Details of the non-conformance.

• Root cause and purposed solution to eliminate the cause.
• Proposed disposition / remedial action.
• Acceptance of proposed remedial action.
• Verification of remedial action by EB Project Engineer / Alliance Manager.
• Verification of action to eliminate the root cause.
• Cause Code.
• Photographs or marked up drawings showing details of the non-conformance.
• Retest and re-verification records.

The person who proposes the remedial action will also identify the root cause for the non-
conformity and the proposed solution to eliminate the cause in Part B of the NCR.
If the non-conformity is related to an Evolve Bayswater activity or the NCR was raised by the
Client, the root cause will be identified by the Evolve Bayswater Project Engineer.
If the non-conformity is related to a subcontractor activity, the root cause will be identified by
the Subcontractor Representative and approved by the Evolve Bayswater Project Engineer.
Once the action to eliminate the root cause has been implemented it shall be verified either by
the Evolve Bayswater Alliance Manager or Project Engineer by signing Part F of the NCR.
Once all sections of the NCR form have been signed off, it will be sent to relevant parties
including the Client and subcontractor.
If the PTA's Representative considers that the resolution of the Nonconformance does not
conform to the requirements of the SWTC, the PTA's Representative may:
• notify the Quality Manager of the Non-conformance in question and request them to
review the disposition for the Non-conformance;
• request the Quality Manager to effect a review of the corrective action to the quality
system as necessary to prevent recurrence of the Nonconformance; or
• specify any parts of the Works or Temporary Works that are not to proceed until the
Non-conformance is rectified.
On receipt of a notification from the PTA's Representative that the resolution of a Non-
conformance does not comply with the requirements of the SWTC, the Quality Manager must:
• submit a new Non-conformance Report in accordance with the requirements of this

section;
• effect a disposition or corrective action to the quality system as required to minimize any
repetition of the Non-conformance identified in the notification;
• obtain independent Verification of the proposed disposition;
• submit to the PTA's Representative all documentation associated with the new Non-
conformance Report; and
• comply with that notification.
The Quality Manager must make a written report on the adequacy and practicality of, and any
alternatives for, the disposition proposed and submit that report together with the NCR to the
designer and Independent Design Verifier and Validator responsible for the design and
Verification of the item and the PTA's Representative.
A weekly report will be issued to PTA containing a schedule of all current Non-Conformances
including “use as is” status.
The report will detail;
• the details of the Non-conformance;

• the party responsible for implementing the disposition and corrective actions;
• the date of implementing the disposition;
• the date of implementing the corrective action;
• whether the Alliance’s designer’s and/or Design Verifier Lead’s approval is required;
whether comment by the PTA's Representative is required or has been received; and
• a register and detailed advice of all engineering and technical changes resulting from
Non-conformance Reports that have been actioned.

17.9 MDR Preparation
MDR indexes shall be submitted to the Client for Approval. MDR index submissions shall be
as early as possible after award to facilitate progressive MDR population once the execution of
work under the Contract commences.
The MDR documents shall be progressively compiled and contain sufficient detailed verification
documentation and information to provide the Client with comprehensive traceability and a
complete understanding of work provided within the Contract.
Progress of MDRs and other deliverables will be reported within project monthly reports.
The target is to maintain a difference not more than 10% between actual construction progress
and MDR progress.
17.10 Preparation of MDR Index

If specific MDR requirements are not included in the contract, standard formats are available in
the Project Delivery forms section of ACCIONA’s IMS, and specific parts of the standard
formats should be selected to enable compilation of the index. Numbering systems have been
provided in the standard formats and these should be reviewed and amended as necessary.
The MDR index will be prepared by the Project Engineer (or delegate) for submission to the
Client to provide the basis for the submission format of the MDR. The MDR index and any
subsequent revisions must be submitted to the Client for approval.
MDRs documents include:
• ITPs.
• ITRs (checklists).
• Test data.
• Subcontractor’s inspection and test data.
• Qualification records for specific tasks.
• As-Built drawings.
• Survey data.
• TQs (completed documents).
• NCRs (completed documents).
• Operation and maintenance manuals (for equipment installed).
• Warranty documentation.
Any other relevant documents required by the contract.
17.11 Reporting
The Evolve Bayswater Quality Manager shall prepare a monthly report for submission to the
PTA no later than 5 business days from the beginning of the subsequent month.
The Monthly report details shall include, as a minimum:
• Quality related issues;
• Quality performance indicators (e.g. KPI’s);
• Source inspections and attendance lookahead (inclusive of Hold and Witness Points);
• ITP register
• Hold/Witness Point register/schedule detailing the Hold/Witness points requiring PTA
release for the upcoming month;
• Quality Criticality Assessments register;
• Lot register;
• NCR register;
• Defects register;
• Non-Conformance and defect status;
• Audit schedule;
• Audit status
18.0 Project Closeout – Contract Documentation

Deliverables
7610-000-014 Contractor Document and Drawings Review
8103-100-012 Deliverables Review
8110-100-012 Drawing Management
8110-100-013 Engineering Management for Projects
8110-300-011 Preparation of Computer Aided Drawings (CAD)
8110-400-013 Entry into Service (EiS) and Final Asset Acceptance
8510-000-011 Asset Information Handover
Project closeout is the process or activities associated with finalizing the handover of project
deliverables to the Client. This is also be further detailed in BST-EVO-TC-PLN-0006,
Completion and Acceptance Plan.
At the start of the project, the Evolve Bayswater project team will define the deliverables for the
project from the contract, specifications, drawings, agreement with the Client, etc.
Deliverables are usually provided to the Client at the end of the project for final approval during
the handover and closeout phase.
Most common deliverables are MDRs, IOMs, red line / As-Build drawings, commissioning
plans, etc.
An MDR index shall be submitted to the Client for approval within the time specified / agreed in
the contract document deliverable schedule. MDR index submissions shall be as early as
possible after award to facilitate progressive MDR population once execution of works under
the contract commence.
MDR documents shall be progressively compiled and contain sufficient detailed verification of
documentation and information to provide the Client with comprehensive traceability and a
complete understanding of works provided within the contract.
Redline / As-Build drawings are As-Build revisions of any contract drawing produced by Evolve
Bayswater or a subcontractor designer hired by Evolve Bayswater.
The Client must sign off accepting As-Build drawings that indicate what has exactly been
installed. To complete As-Build drawings, redline drawings must be completed. Redline
drawings should be used to record any change in design or discrepancy during construction
from IFC drawings.
As part of project close out, the Client or Client representative will identify gaps between what
the Client wanted from the deliverables and what is being supplied by the project team. As
deliverables (completed work, reports, and documents) are presented to the Client, any gaps or
deviations are listed in a Punchlist. The Project Team will prepare a schedule for the
completion of punch list items and agree with the Client on priorities.

18.1 Handover
Prior to handover, Evolve Bayswater shall obtain any approvals for the completed works from
relevant authorities. Evolve Bayswater shall inform the Client when applying for such
certificates, license’s and approvals, and when inspection of completed works is to be carried
out by the relevant authorities.
18.2 As Constructed Documentation and Quality Control Records

Evolve Bayswater shall progressively update and collate as-built documentation throughout the
course of the work to provide complete sets of As-built documentation prior to the handover of
the Project. All As-built documentation shall be provided in both hardcopy and digital native
formats, including drawings through Teambinder
Red line mark ups shall be progressively updated ensuring all as-constructed information
related to any deviations to IFC drawings.
Quality control and other records forming components of Quality Records shall be
progressively complied on an ongoing basis for the duration of the Project.
The progress of Quality Records and other project deliverable compilation shall be closely
monitored and reported in the monthly report.
18.2.1 Data Quality

The Evolve Bayswater team shall progressively compile all drawings and documentation
throughout the project in preparation for final handover. The drawings and documentation shall
be reviewed and validated by the Quality Manager and the Document controller, with input from
technical resources where required, for the following criteria prior to delivery to the PTA:
• Completeness – data shall be complete with no remaining gaps;
• Correctness – data shall be accurate and up to date;
• Consistency – data shall be defined, inclusive of Contract and SWTC requirements;
• Clarity – data shall be clear and unambiguous;
• Integrity – data shall be structured, and relationships maintained with other data
repositories;
• Uniqueness – no duplication of the data shall exist; and
• Language – data shall be in the English language or accompanied by a certified English
translation.
Once the Evolve Bayswater team has validated and assured the above criteria has been met,
the completed documentation will be uploaded to Teambinder for delivery to PTA.
18.2.2 Asset Information and Drawings

8110-400-013 Entry into Service (EiS) and Final Asset Acceptance
8510-000-011 Asset Information Handover
Upon completion of the works, all required Asset information will be handed over to PTA, via
Teambinder, in compliance with 8510-000-011, Asset Information Handover. The Evolve
Bayswater team shall produce a complete set of design detail and as-constructed drawings for
the entire Works and Temporary Works
If required to make any updates to PTA’s existing drawings, the drawings shall remain property
of the PTA and Evolve Bayswater shall not copy, alter or use the drawings for any other
purpose than to make the updates relevant to the Works and Temporary Works as carried out
per the scope.
All drawing will be issued to the PTA via Teambinder prior to acceptance of the Works or
Temporary Works. This will be carried out in accordance with the requirements of 8110-400-
013, Procedure for Entry into Service and Final Asset acceptance. These requirements are
also further detailed in BST-EVO-TC-PLN-0006, Completion and Acceptance Plan.
18.3 Rectification of Defects during Non-conformance Correction

Period
Closer to the date of practical completion, the Evolve Bayswater Alliance Manager will issue
the completed Projects Defects Notification Procedure to the Client Representative with the
contact details section completed. This procedure will detail the requirements for defect
notification from the PTA to the Evolve Bayswater team to complete the rectification of the
Defects
The Operations Manager will take appropriate action to rectify the defects in accordance with
contractual obligations.
The completed form with any attachments must be saved in the Project quality folder for the
project and will be transmitted to the PTA via Teambinder.
19.0 Audits
Audit and review activities are the primary control and improvement process for the Evolve
Bayswater BMS. The Quality Management Representative is responsible for the
implementation and management of the audit and review process. Suitably experienced and
trained personnel from within or external the project team, will conduct audits and reviews as
per the Project Audit Schedule, BST-EVO-PM-SCH-00001
Evolve Bayswater will conduct audits on the Project Plans and procedures to verify compliance.
Audits will be conducted in line with the project life cycle whereby conducting audits on
activities that are occurring at the time. Criticality and level of risk will also determine what are
areas are to be audit.
Audits will be conducted for consultants, subcontractors and suppliers which are not managed
under third party certified quality or environmental management systems with the initial audit
being completed within four weeks of subcontract commencement. In addition, audits will be
conducted on consultants, subcontractors and suppliers which are managed under a third-party
certification scheme. Again, these audits will be determined by critically and level of risk of
various activities and packages.
All audit reports will be made available to the PTA Representative within five days of each
audit.
All Actions arising from audits will be tracked until closure through Evolve Bayswater’s
compliance system.
The Project Audit Schedule will be updated at regular intervals by the Quality Management
Representative to ensure the schedule adequately covers the planned activities and meets EB
and the Client’s requirements.
Additional audits maybe scheduled as the result of Audit Findings or in response to identified
risks. PTA may at any time throughout the duration of the contract carry out audits on the
project related activities of EB and its subcontractors to ensure compliance with the contract.
Results of Audits undertaken will be presented in written format to Management Team and
relevant parties for review and take any required action accordingly.
Where a Non –Compliance is raised during the audit, they will be managed and responded
within the timeframe set.
Items raised at the reviews will be minuted and issued to the responsible person for close out.
All system elements, processes, procedures, products and services associated with the
requirements of RSNL Schedule 1 will be subject to an internal quality audit every 12 months
during the course of the Works.
19.1 Project Audit Schedule

It is proposed to implement the Project Audit Schedule, BST-EVO-PM-SCH-00001, which
ensures all areas are audited effectively.
All internal and supplier audits will be conducted in accordance with Evolve Bayswater’s
procedure for monitoring and measurement of compliance by competent auditors with
extensive auditing experience and lead auditor qualifications.
A detailed audit report will be prepared and issued to the Auditee / Project Team. All audit
findings (non-conformances, opportunities for improvement and observations) will be managed
through the Evolve Bayswater HSEQ Online Management System ensuring timely close out of
action items.
Actions to correct identified deficiencies need to be submitted within defined time frames and
will be closed out on acceptance of the action with evidence of implementation.
Evolve Bayswater will give the Client representative an opportunity to participate in any Evolve
Bayswater initiated audit.
The Client will be allowed and assisted by the project team to conduct audits where any works
for the contract are performed. All Evolve Bayswater staff will fully cooperate with the Client
during such audits. Any corrective actions identified during these audits will be corrected at no
cost to the Client.
19.2 Subcontractor Audit Schedule

In consultation with the QA / QC Representative, the Corporate HSEQ Department will also
develop a subcontractor audit schedule to ensure subcontractors continue to comply with the
requirements of project deliverables, particularly with respect to production of their MDR if
required.
20.0 Training
All Evolve Bayswater personnel engaged for the contract shall be suitably trained in carrying
out the requirements of this Project QP in accordance with the contract.
Recognized trade specific license’s and competency requirements are verified prior to
employment. If there are no trade specific license or competency requirements, the experience
of the person in that particular trade shall be verified. This requirement is applicable to all
Evolve Bayswater and Subcontractor employees.
Further training and development needs may also be identified during and/or annual reviews,
through normal supervision, auditing, complaints, or introduction to new machinery, work
practices, changes in role and transfers.
The skills matrix for the project will identify all training requirements pre- and post-mobilization
for all Employees and Subcontractors. It is the responsibility of the HR Department to identify
individual training needs, use the training needs matrix and skills matrix and coordinate
necessary training where applicable prior to mobilization or commencement of employment.

21.0 Lessons Learned
The lessons learned process is a formal part of project closeout and serves as a valuable tool
for use by other, similar projects for Evolve Bayswater. This completed document (refer to
Lessons Learnt, IMS-PRO-FOR-0910) may be used as part of new project planning in order to
determine what problems occurred and how those problems were handled and may be avoided
in the future.
The purpose of the lessons learned process is to learn from experience on ongoing activities in
order to:
• Optimize cost.
• Improve time-schedule.
• Improve performance against KPIs.
• Evaluate team and personnel’s performance.
• Evaluate the business case – whether the project created business benefit.
Lessons are categorized by project delivery sections and descriptions, impacts, and
recommendations are provided for consideration on similar future new projects. It is important
to note that not only failures are included but successes as well.

Appendix A - Organization Chart
Bayswater Station and Turnback Project Quality Management Plan | Page 45 of 48

Appendix B - ISO Certification
Coleman Rail ISO Certification
Bayswater Station and Turnback Project Quality Management Plan | Page 46 of 48

Appendix C – Evolve Bayswater Quality Policy


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BAYSWATER STATION & TURNBACK PROJECT

BST – EVO – Quality Plan

Contractor Document No. BST-EVO-QA-PLN-00004

Contractor Revision 0.1 No. of 48 Contract PTA190037

PTA Submission Evolve Representative PTA Representative

Please turn page for full revision history

☐ APPROVED APP Work may proceed and no additional changes required

Work may proceed for the portions not subjected to conditions or

☐ CONDITIONALLY APPROVED CAPP

The document contains significant gaps, errors and/or departures

The document contains significant gaps, errors and/or departures

PTA Submission Evolve Representative PTA Representative

0 27/07/2020 Issued for Approval

AUTHORIZED TO USE: ___TRAVIS TREMAIN________ (ALLIANCE MANAGER), DATE: 24/03/2022

Rev Date Reason for Issue Prepared Checked Approval

Compliance Matrix .................................................................................................................... 5

Bayswater Station and Turnback Project Quality Plan | Page 2 of 48

Bayswater Station and Turnback Project Quality Plan | Page 4 of 48

Abbreviations, Acronyms & Definitions

Bayswater Station and Turnback Project Quality Plan | Page 5 of 48

1.0 Introduction and Background

• Forrestfield – Airport Link;

1.2 Bayswater Station and Turnback (BST) Project

1.2.1 Stage One: The Turnback Works

1.2.2 Stage Two: The Bayswater Station Southern Section

Bayswater Station and Turnback Project Quality Plan | Page 8 of 48

1.2.4 Optional Works Packages

2.0 Statement of Responsibility / Acknowledgement

2.2 Alliance Management Team (AMT)

2.3 Alliance Project Wide Personnel

Bayswater Station and Turnback Project Quality Plan | Page 9 of 48

Bayswater Station and Turnback Project Quality Plan | Page 10 of 48

Bayswater Station and Turnback Project Quality Plan | Page 11 of 48

6.0 Scope of Work

Bayswater Station and Turnback Project Quality Plan | Page 12 of 48

Utilities • Utilities relocation, protection and delivery

7.0 Objectives and Targets

7.1 Reporting targets

8.0 Alliance Quality Policies

9.0 ACCIONA Integrated Management System

Bayswater Station and Turnback Project Quality Plan | Page 17 of 48

10.0 Alliance Quality Management System

• ISO 9001:2015 Quality Management Systems - Fundamentals and Vocabulary.

Bayswater Station and Turnback Project Quality Plan | Page 18 of 48

10.1 Quality System and Process

Bayswater Station and Turnback Project Quality Plan | Page 19 of 48

Bayswater Station and Turnback Project Quality Plan | Page 20 of 48

EB Document Number Quality Procedures and Records

12.0 Alliance Document Management Framework

Bayswater Station and Turnback Project Quality Plan | Page 21 of 48

12.2 Disaster Recovery

13.0 QA/QC Responsibilities & Resources

Bayswater Station and Turnback Project Quality Plan | Page 22 of 48

13.1 Alliance Manager

13.2 Quality Manager

13.3 Design Manager

13.4 Construction Manager

13.5 Project Engineer

13.6 Contract Administrator

13.7 Superintendents and Supervisors

13.8 Rail Systems/Commissioning Manager

13.9 Corporate Support

13.10 Regional Quality Representative (Corporate Support)

AUTHORIZED TO USE: _TRAVIS TREMAIN______ (ALLIANCE MANAGER), DATE: 24/03/2022