RFT SMC-23-0892 - Appendix A - Services Brief

Services Brief
SMC-23-0892
Strategic Business Advisor –
Western Sydney Airport (WSA)
Author: Sagi Pradhan
Status: Final
Revision 1.0
© Sydney Metro 2023
OFFICIAL
Metro Body of Knowledge (MBoK)
(Uncontrolled when printed)
Table of Contents
Acronyms & Terms Definitions ............................................................................................4
1. Introduction ..............................................................................................................7
1.1. Transport for NSW .......................................................................................7
1.2. Sydney Metro ...............................................................................................7
1.3. Department of Infrastructure, Transport, Regional Development and
Communications ..........................................................................................9
1.4. Western Sydney City Deal ...........................................................................9
1.5. Shaping Sydney’s future ..............................................................................9
1.6. Strategic Context........................................................................................10
1.6.1. Redefining Sydney’s Growth ...................................................... 10
1.6.2. Future Transport ........................................................................ 10
1.7. Sydney Metro - Western Sydney Airport (SMWSA) Project .......................11
1.8. Sydney Metro Strategic Objectives ............................................................11
1.8.1. Delivery Commitments ............................................................... 11
1.8.2. Successful Engagement ............................................................ 11
1.8.3. Operational Excellence .............................................................. 11
1.8.4. Financial Responsibility ............................................................. 11
1.8.5. Organisational Capability ........................................................... 12
1.9. Sydney Metro Vision, Mission and Values .................................................12
1.9.1. The workplace environment ....................................................... 13
1.10. Sydney Metro working relationship ............................................................13
1.11. Sydney Metro approach to sustainability ...................................................13
2. Scope of Services ..................................................................................................15
2.1. Introduction ................................................................................................15
2.1.1. The role ...................................................................................... 15
2.1.2. Context....................................................................................... 16
2.2. General Obligations ...................................................................................16
2.3. Conduct, Ethics and Probity .......................................................................17
2.4. COVID-19 workplace control measures .....................................................17
2.5. Tasks and Functional Requirements ..........................................................18
2.5.1. General Requirements ............................................................... 18
2.5.2. Functional Requirements ........................................................... 18
2.6. Deliverables ...............................................................................................18
2.7. Consultation ...............................................................................................19
2.7.1. Agency Consultation .................................................................. 19
2.7.2. Community Consultation ............................................................ 19
2.8. Other elements of Sydney Metro ...............................................................19
2.9. Disputes involving the Principal .................................................................19
3. Service Provider’s Team .......................................................................................20
3.1. Working Relationship .................................................................................20
3.2. Service Provider Team Establishment .......................................................20
3.3. Key Person.................................................................................................20
3.4. Key Person Retention ................................................................................21
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© Sydney Metro 2023 Page 2 of 43
SM-23-00130239 RFT SMC-23-0892 - Appendix A - Services Brief
3.5.Sydney Metro Office Provisions .................................................................21

3.6.Office Premises ..........................................................................................21
3.6.1. Sydney Metro Principal Project Office ....................................... 21
4. Management of Services and General Processes ..............................................24
4.1. Services Management ...............................................................................24
4.2. Progress Reports and Payment Claims .....................................................24
4.2.1. Status reporting and payment claims ......................................... 24
4.3. Document Quality .......................................................................................24
4.3.1. Storyboarding............................................................................. 25
4.3.2. Writing Style ............................................................................... 25
4.3.3. Content ...................................................................................... 25
4.3.4. Layout, Presentation, and Format .............................................. 25
4.3.5. Proof-reading and Quality Checking .......................................... 25
4.3.6. Logic and Argument ................................................................... 26
4.3.7. Sustainability .............................................................................. 26
4.4. Document Review ......................................................................................26
4.5. Document Standards .................................................................................26
4.5.1. Document Control ...................................................................... 26
4.5.2. Document Formatting ................................................................ 26
4.5.3. Confidential Documents Protection ............................................ 27
4.5.4. Project Correspondence ............................................................ 27
4.6. Safety Management ...................................................................................27
4.7. Risk Management ......................................................................................27
4.8. Competency ...............................................................................................27
4.9. Sustainability ..............................................................................................28
Appendix A Project Overview ......................................................................................29
Appendix B Strategic context material .......................................................................31
Smart Cities Plan .....................................................................................................31
Australian Infrastructure Plan ...................................................................................32
Infrastructure Australia’s Infrastructure Priority List .................................................33
Western Sydney International (Nancy Bird Walton) Airport .....................................34
Western Sydney City Deal .......................................................................................35
State and Premier’s Priorities...................................................................................36
Greater Sydney Region Plan ...................................................................................37
Western City District Plan ........................................................................................39
2018-2038: Building Momentum ..............................................................................41
Future Transport Strategy 2056 ...............................................................................42
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Acronyms & Terms Definitions

Definitions
Means an Authorised Engineering Organisation authorised by the ASA to carry out design, design
AEO assurance, systems engineering and verification and validation for rail infrastructure and rail systems
in NSW.
ASA TfNSW Asset Standards Authority.
Authorities Mean Federal or NSW government departments, bodies, agencies or authorities.
CDM Contract Delivery Manager.
CENELC European Committee for Electro Technical Standardization
Construction
Has the meaning given to that term in the Project Deed.
Completion
Councils Mean local government councils.
Means all of the records, data, metadata and attributes and information:
• provided by Sydney Metro, the Major Works Contractors, or any other person to the Service
Provider as a result of the provision of the Services or in relation to the Services under this
Data
Agreement;
• generated, compiled, arranged, migrated or developed by or on behalf of the Service Provider
under this Agreement.
DCOM Design, Construct, Operate and Maintain contract
Means the early works program for the Sydney Metro Program, including the demolition of existing
Early Works structures, worksite and precinct preparation, roads and traffic augmentation and the provision of
construction power supply to various worksite locations.
Early Works
Managing Means the entity appointed by Sydney Metro to manage Early Works.
Contractor
ECRL Epping Chatswood Rail Link
Means the Principal’s Electronic Document and Records Management Systems, iCentral, Objective
EDRMS
or OpenText.
EPA Means the NSW Environment Protection Authority.
EPBC Means the Environment Protection and Biodiversity Conservation Act 1999 (Commonwealth).
EPL Environmental Protection Licence
ESM Engineering Safety Management
European Standard
The Specification and Demonstration of Reliability, Availability, Maintainability and Safety.
EN50126
IC or Independent Means the independent certifier appointed by Sydney Metro in respect of TSC Project Deed, the SVC
Certifier Project Deed or the OTS PPP Project agreement, as the context requires.
IC Deed Means the agreement between Sydney Metro and an Independent Certifier.
ISA Independent Safety Assessor
NSW Independent Transport Safety Regulator, a NSW statutory body (Note: From 20 January 2013,
ITSR
ITSR is the NSW Branch of ONRSR).
metro means a mass transit infrastructure system, and associated facilities,
that:
(a) provides high-frequency, high-capacity passenger services, and
Metro (b) is operated using automated or partly-automated systems from one or more central control points.
metro assets means assets (including transport infrastructure, transport vehicles and rolling stock)
used for or in connection with or to facilitate the movement of persons by means of a metro.
metro passenger service means a passenger service provided by a metro.
Monthly Report Means the report to be provided under Section 4 of this Services Brief.
Network Sydney’s metropolitan train network.
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Definitions
An organisation formed out of RailCorp from the NSW rail industry reform process. Sydney Trains will
NSW Trains
serve Sydney customers. NSW Trains will serve intercity and regional customers.
O&M Operations and Maintenance
ONRSR Office of the National Rail Safety Regulator
Includes an individual, a corporation, an association or joint venture (whether incorporated or
person
unincorporated), a partnership and a trust.
Means Sydney Metro's Project data collaboration system, to be utilised in respect of the Project as
PDCS
determined by Sydney Metro, e.g. TeamBinder.
PPP Public Private Partnership
Project Deed Means the contract between Sydney Metro and a major works contractor.
PSHL Project Safety Hazard Log
Means the Project Safety Management Plan for the NWRL Project, as provided by TfNSW from time
PSMP
to time.
RAMS Reliability Availability Maintainability Safety
The scope of the Project as determined by the NSW Government as a result of the Project Definition
Reference Design
Phase. The Reference Design consists of the Reference Scope and technical requirements.
RIM Rail Infrastructure Manager
RSO Rolling Stock Operator
RSW Rail Safety Worker
RTO Rail Transport Operator
A systematic and independent examination to determine whether safety activities comply with
Safety audit planned arrangements, are implemented effectively and are suitable to achieve objectives; and
whether related outputs are correct, valid and fit for purpose.
SAP Safety Assurance Plan (may be also called an Engineering Safety Management Plan)
SAR Safety Assurance Report (also known as a safety case)
SAS Safety Assurance Statement
Service Provider Means an entity appointed by Sydney Metro to provide professional services.
Means the services that must be provided by the Service Provider including as set out or referred to
Services in this Services Brief, and any incidental or related services requested in writing by Sydney Metro, as
may be varied.
SFAIRP So Far As Is Reasonably Practicable
SMP Safety Management Plan
SMS Safety Management System
State State of New South Wales.
SWMS Safe Work Method Statement
Sydney Metro means Sydney Metro (a New South Wales Government Agency constituted under the
Sydney Metro
Transport Administration Act 1988 (NSW)) (ABN 12 354 063 515), the Principal under the Contracts
Sydney Metro
Means the former North West Rail Link, i.e. operating metro railway between Tallawong Station at
Northwest or
Rouse Hill and Chatswood.
SMNW
Sydney Metro City
Means the metro railway between Chatswood and Bankstown, including 15.5km of twin metro railway
& Southwest or
tunnels from Chatswood to Marrickville under Sydney Harbour.
SMCSW
Sydney Metro
Means the metro railway that will link St Marys to the Western Sydney International (Nancy Bird
Western Sydney
Walton) Airport and the Aerotropolis.
Airport or SMWSA
Sydney Metro West Means the metro railway that will connect the Sydney CBD and Parramatta, linking communities
or SMW along the way with a new underground railway.
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Definitions
An organisation formed out of RailCorp from the NSW rail industry reform process. Sydney Trains
Sydney Trains
serves Sydney customers. NSW Trains serves intercity and regional customers.
TfNSW or Means Transport for NSW (a New South Wales government agency constituted under the Transport
Transport Administration Act 1988 (NSW)) (ABN 18 804 239 602).
WHS Work Health & Safety
Works Means the works to be performed by a major works contractor under a Project Deed.
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1. Introduction
This Services Brief is presented in four sections as follows:
1. Introduction: provides an introduction to Sydney Metro, including Sydney Metro
Northwest, Sydney Metro City & Southwest, Sydney Metro West and Sydney Metro
Western Sydney Airport;
2. Scope of Services: describes the Services to be provided under this engagement;
3. Service Provider’s Team: describes the organisational structure, the required skills
and experience of the Service Provider’s team members and how they will integrate
with Sydney Metro’s team members in the delivery of the Services; and
4. Management of Services and General Processes: details the strategies and
management plans required to deliver the Services; and sets out the requirements
for assuring the delivery of the Services.
1.1. Transport for NSW
TfNSW provides a strategic focal point for transport coordination, policy, integrated transport
service and infrastructure planning and delivery.
TfNSW is responsible for improving the customer experience, planning, program
administration, policy, regulation, procuring transport services, infrastructure and freight.
Transport operating agencies have been freed up to focus on service delivery – providing safe,
reliable, clean and efficient transport services.
Further details on TfNSW are provided at www.transport.nsw.gov.au.
1.2. Sydney Metro

Sydney Metro is tasked with developing and delivering metro railways and managing their
operations.
Sydney Metro leads the development of vibrant station precincts to meet customer and
community needs, transforming the way Sydney travels and helping shape the future of
Australia’s largest city.
Sydney Metro has responsibility for delivering great places around metro stations so that
precincts are designed, developed, activated and managed in alignment with the metro system
to ensure the best outcomes for customers and communities.
Sydney’s new world-scale metro system is the biggest program of public transport
infrastructure currently under construction in Australia and the largest urban rail infrastructure
investment in the nation’s history.
A key part of delivering the NSW Government’s Future Transport 2056 priorities, this
customer-focused fully accessible metro service will help grow the state’s economy and help
create vibrant places and communities.
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Figure 1: Sydney Metro Highlights
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1.3. Department of Infrastructure, Transport, Regional

Development and Communications
The Department of Infrastructure, Transport, Regional Development and Communications
(Infrastructure) is responsible for the design and implementation of the Australian
Government's infrastructure, transport and regional development policies and programs.
Oversight of the delivery of Western Sydney International (Nancy Bird Walton) Airport and the
Australian Government’s contribution towards the planning and delivery of rail in Western
Sydney is a responsibility of Infrastructure. Infrastructure also leads the Australian
Government’s implementation of the Western Sydney City Deal.
The Commonwealth government via the Western Sydney City Deal has committed up to $50
million, with the same commitment from the state to fund a final business case for this Project.
Infrastructure represents the Commonwealth’s interests on this project, as well as coordination
with Western Sydney Airport (WSA). The Western Sydney unit within Infrastructure will be
represented on a range of project related governance groups and on the project team, and
will be participating in deliverable reviews and workshops; assisting with managing interface
issues; and on a range of other project related activities.
1.4. Western Sydney City Deal

On 4 March 2018, the Australian and NSW Governments, together with eight local
governments of Western Sydney, signed the Western Sydney City Deal. The City Deal is a 20
year agreement between the three levels of government to deliver a once-in-a-generation
transformation of Sydney’s outer west – creating the ‘Western Parkland City’. The City Deal
builds on the Australian Government’s $5.3 billion investment in the Western Sydney Airport
to catalyse investment, development and job opportunities. It also includes measures to
maintain and enhance Western Sydney’s unique character by improving community
infrastructure and liveability.
The City Deal includes a centrepiece commitment from the Australian and NSW Governments
to deliver Sydney Metro Greater West, from St Marys to the Aerotropolis via Western Sydney
International.
1.5. Shaping Sydney’s future

Sydney Metro is transforming Sydney, cutting travel times, reducing congestion and making it
easier and faster to get around Australia’s biggest city.
This new world-class mass transit system is evolving with the city it will serve for generations
to come. Global Sydney’s population will pass 6 million by 2036; an extra 1.7 million people
will progressively move into to Australia’s biggest city, which will support an extra 840,000 jobs
and 680,000 homes.
Sydney Metro is helping boost economic productivity by bringing new jobs and new
educational opportunities closer to home.
Designed with customers at its centre, stations are quick and easy to get in and out of; trains
are fast, safe and reliable; and technology is keeping customers connected at every step of
the journey.
Sydney Metro is integrating with new communities and transforming existing urban centres.
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1.6. Strategic Context

1.6.1. Redefining Sydney’s Growth
Sydney Metro is both an economic and a social asset which will define urban amenity across
Australia’s only global city for the next century and beyond.
The success of the Sydney Metro program of works relies not only on the step-change which
comes with a new-generation metro rail service, but also its effective integration into Greater
Sydney.
The customer is at the centre of the metro rail product; Sydney Metro is delivering a level of
transport service never before seen in Australia, but common in global cities.
The city’s growth, however, will be shaped by how the metro product improves liveability,
enhances productivity and promotes connectivity across Greater Sydney.
Faster journey times and a broadened public transport network allow people to be more
connected to job centres and educational institutions, delivering more opportunities across
Sydney.
Integrating attractive and vibrant transport, commercial and residential mixed-use
opportunities around metro station precincts will be critical to realising the best possible
productivity outcomes.
From a socio-economic perspective, Sydney Metro transforms places to make the city more
liveable and connected.
Together, these places will make Sydney more productive and more attractive globally.
As an integrated transport system, Sydney Metro connects seamlessly with other existing
transport modes like buses, Sydney Trains, light rail, regional rail and buses, and ferries.
1.6.2. Future Transport

In October 2017, the NSW Government announced Future Transport 2056 – Transport for
NSW’s 40-year blueprint for the future of the NSW transport system.
To support the Greater Sydney Commission’s Greater Sydney Region Plan, the new transport
strategy aims to improve public transport so that – by 2056 – 70 per cent of people will live
within 30 minutes of work, study and entertainment.
Future Transport 2056 is a comprehensive strategy to ensure travel is more personal,
integrated, accessible, safe, reliable and sustainable.
There are three parts to the strategy: programs that are committed to or funded by the NSW
Government over the next 10 years; those that are under investigation; and visionary projects
in the 20 year-plus timeframe that are being identified now for future consideration as the
population grows.
More information about Future Transport 2056 is available at:
https://future.transport.nsw.gov.au/
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1.7. Sydney Metro - Western Sydney Airport (SMWSA) Project

An overview of the Sydney Metro - Western Sydney Airport (SMWSA) Project is provided at
APPENDIX A.
1.8. Sydney Metro Strategic Objectives

Sydney Metro has identified five strategic objectives to guide the planning and delivery of the
Metro program:
1.8.1. Delivery Commitments

We will deliver high quality Metro infrastructure and places – safely, on time and on budget
by:
• Keeping our people, partners and customers safe
• Realising benefits and successful place outcomes
• Maturing our portfolio management practices
1.8.2. Successful Engagement

We will collaborate with our communities and our partners to drive sustainable, city-shaping
transformation by:
• Enhancing our profile
• Forging strong relationships
• Planning for future networks
• Genuine collaboration
1.8.3. Operational Excellence

We will work with partners, keeping customers at the centre of everything we do, to deliver a
world-class, integrated metro by:
• Partnering for high performance
• Activating our precincts
• Assuring operational readiness of our second line
• Enhancing the security of systems and stations
1.8.4. Financial Responsibility

Our financial and commercial focus will drive value-for-money outcomes, and overall business
success through:
• Stewarding investment in metro
• Optimisation opportunities during and post COVID-19
• Ensuring financial control and compliance

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• Being an informed and active client
• Managing our assets effectively
1.8.5. Organisational Capability

We will attract, nurture and develop a talented, diverse and innovative workforce who are
enabled by fit-for-purpose systems and processes, and highly capable delivery partners by:
• Growing capabilities and careers
• Working smarter
• Servicing the needs of our business
• Having a balanced appetite for risk and opportunities
• Partnering to shape industry
Figure 2: Sydney Metro Strategic Objectives
1.9. Sydney Metro Vision, Mission and Values

At Sydney Metro our vision and values guide us in our interactions with each other, our
stakeholders and our partners.
Our Vision is to “transform Sydney with a world-class metro”, and our Mission is to deliver a
connected metro service for Sydney, providing more choice to customers and opportunities
for our communities – now, and in the future.
Culture is a critical enabler of an organisation’s success. To help develop a strong
organisational culture, Sydney Metro has established a set of values that guides its approach
to the procurement and delivery of Sydney Metro. These values are:
Figure 3: Sydney Metro Core Values
Sydney Metro invites our contractors to adhere and uphold these values in its dealings with
Sydney Metro, all other contractors and Stakeholders that are in any way involved in Sydney
Metro. Our values support us in working together to achieve agreed outcomes.
Programs and initiatives are in place to embed these values and recognise individuals and
teams for consistently demonstrating them.
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1.9.1. The workplace environment

Sydney Metro is committed to creating a diverse, inclusive and flexible workforce which
reflects the community and the customers we serve.
Sydney Metro operates under a matrix environment, where a number of team members have
more than one reporting line. Collaboration, cooperation and coordination are critical to our
ongoing success, and we continue to evolve to meet project demands.
To support our matrix structure and drive collaboration, Sydney Metro has an activity-based
work environment where neighbourhoods provide a base location for teams. Team members
consider the work they are required to do, who they need to work with and then a relevant
work area in which to do this. Our office protocol provides guidelines for how to maximise
working within an activity-based environment.
1.10. Sydney Metro working relationship

Sydney Metro recognises that to be successful it will need to work closely and cooperatively
with the community, State and local government, contractors, advisors, other service providers
and other key Stakeholders. Sydney Metro intends for its working relationship with its
contractors to be one where the parties work together in a mutually supportive way to deliver
jointly owned outcomes while respecting each other’s distinct but compatible interests.
A large number of contractors will be engaged to deliver Sydney Metro and will need to work
closely together to achieve success. All contractors are expected to work co-operatively and
cohesively with Sydney Metro and other contractors in a manner to provide the best outcome
for the project and value for money for Government. There will be many interfaces between
contractors and each contractor must actively manage each interface and exchange
information to ensure that any interface issues are resolved in an effective and efficient
manner considering a best-for-project outcome as a key requisite to resolving the issue.
1.11. Sydney Metro approach to sustainability

For Sydney Metro, ‘sustainability’ means planning, building and operating a metro system for
current and future generations, which optimises environmental, social and economic
outcomes. This view of sustainability has been refined through the proven experience of
delivering and operating Sydney’s first fully automated metro system, the Metro North West
Line.
Our holistic approach to sustainability (environmental, social and economic) reflects our
strategic objectives, which exist to sharpen our focus as a successful and outcomes-oriented
business.
Guided by our ‘Environment and Sustainability Statement of Commitment’, our ‘Sustainability
Framework’ and other Transport cluster drivers, our aim is to embed sustainability
considerations into the work that we do to support the development, delivery and operation of
projects. This mindset, our principles and our commitment to sustainable outcomes is a vital
and valuable contribution to the achievement of Sydney Metro’s strategic objectives and vision
to transform Sydney with a world-class metro.
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Figure 4: Sydney Metro Sustainability Approach
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2. Scope of Services
2.1. Introduction
The Service Provider is responsible for providing a Strategic Business Advisor on a part-time
(minimum 3 days per week) or full-time basis to the Principal in respect of the Western Sydney
Airport (WSA) project for the period ending 30 June 2024 with options to extend for a further
two (2) x 12 month periods.
2.1.1. The role

The primary purpose of the role is to provide strategic technical, commercial and project
management advisory services for WSA to support the management of our key interface
agreements.
This includes but is not limited to:
• Western Sydney Airport Company (WSACo).
• Western Parklands City Authority (WPCA).
• The Department of Infrastructure, Transport, Regional Development and

Communications and the Arts (DITRDCA).
• Local Councils.
• Celestino Private Developer.
• Utilities Services Providers.

This role works under broad direction from the Project Director and performs a key role in
ensuring all activities undertaken in delivery are aligned with ‘Best for Project’ outcomes.
The initial area of focus for the Strategic Business Advisor is to identify opportunities, develop
and implement strategies with WSACo and the Commonwealth to maximise the effectiveness
of project delivery. This includes but is not limited to the following tasks:
• Facilitating a key focus areas workshop to illicit all the possible areas that may cause
interface issues between SM-WSA and WSACo.
• Driving a strategic position with the WSACo/Commonwealth interfaces which protects

the commercial position of the SM-WSA contracts.
• Negotiate on interface issues.
• Provide strategic advice to the Project Director and the Head of Delivery for
representation at the Interface Control Group or the Interface Steering Group.
• Provide mentoring and support for all SM-WSA staff specifically focusing on Airport
resources.
• Ensure stakeholder relationships are appropriately managed.
• Navigate Sydney Metro into the best possible position for any future extension projects
that may be sponsored by the Commonwealth.
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2.1.2. Context
2.1.2.1. Background Strategic Context
The population of Greater Sydney is projected to grow to eight million people over the next 40
years, with the population of the Western Parkland City to grow to over 1.5 million people,
accompanied by significant employment growth. The Greater Sydney Region Plan sets the
vision and strategy for Greater Sydney to become a global metropolis of three unique and
connected cities, the Eastern Harbour City, the Central River City and the Western Parkland
City. The Western Parkland City is bounded by the Blue Mountains to the west and Prospect
and Bankstown to the east. It incorporates the future Western Sydney International (Nancy-
Bird Walton) Airport (hereafter referred to as Western Sydney International) and Western
Sydney Aerotropolis (hereafter referred to as the Aerotropolis), as well as the Penrith,
Liverpool and Campbelltown-MacArthur urban areas.
A joint NSW and Australian Government Western Sydney Rail Needs Scoping Study was
prepared to inform the rail connections needed throughout the Western Parkland City. This
study identified a north-south rail corridor connecting Tallawong Station in Rouse Hill with
Macarthur via St Marys and Western Sydney International as critical to integrated land use
and transport planning for the future of the Western Parkland City.
The Draft North South Rail Line and South West Rail Link Extension Corridors Strategic
Environmental Assessment further investigated this corridor and proposed the protection of
two rail corridors in Western Sydney for future rail infrastructure for passenger train services
– the North South Rail Line (now known as Sydney Metro Greater West) and the South West
Rail Link extension. Mass transit for the Western Parkland City is also identified as a key
element in the Future Transport Strategy 2056, the Greater Sydney Region Plan and the
Western City District Plan.
Sydney Metro proposes to construct and operate a new metro rail line (known as Sydney
Metro Greater West)) with intermediate stations between the T1 Western Line in the north at
St Marys to the Aerotropolis in the south.
The new railway line would become the transport spine for the Western Parkland City’s growth
for generations to come, connecting communities and travellers with the rest of Sydney’s
public transport system with a fast, safe and easy metro service. Sydney Metro Western
Sydney Airport (the Project) would enable the realisation of the vision for Western Sydney
International and the Aerotropolis, by connecting people to employment, education, shops,
services and recreation facilities.
Once complete, the new high-capacity and high-frequency metro rail line would create
passenger rail access to Western Sydney International and the Aerotropolis, and would help
optimise land use and development, creating precincts and places at station locations and
helping stimulate economic activity and innovation through the co-location of industries.
2.2. General Obligations

The general obligations of the Service Provider include:
(a) Providing a high performance and highly skilled proponent, that will work in a
collaborative manner with the project team, other service providers and key
stakeholders to deliver the Services.
(b) Undertaking studies, investigations, reports, and documentation as may be required
for the project.
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(c) Coordinating input from the project team, other service providers and external
stakeholders, including all necessary consultation.
(d) Providing high quality services and documentation.
(e) Supporting the Sydney Metro Program Office in the delivery of an environmentally
sound infrastructure project.
The Service Provider may include agreed specialist sub-contractors necessary to fulfil the
requirements of the Services. Where a sub-contractor is included the Service Provider is fully
responsible for the sub-contractor’s compliance with the requirements of the Agreement and
Services Brief, including in respect of exclusivity where it is a requirement.
Details of the general and administrative tasks and deliverables that must be undertaken and
provided by the Service Provider are described in Section 4 of this Services Brief.
2.3. Conduct, Ethics and Probity

The Service Provider must act in accordance with Government probity and other Government
practice requirements and guidelines. This includes, in particular, the requirements of the
current NSW Government Code of Practice for Procurement and the related implementation
guidelines.
The Service Provider and its project personnel must also comply with the TfNSW Conduct and
Ethics policies including:
• Transport Statement of Business Ethics

• Transport Code of Conduct
• Transport Conflicts of Interest Policy
These codes and policies apply to everyone who undertakes work on behalf of Sydney Metro
whether permanent or temporary staff, staff assigned or seconded to Sydney Metro,
independent contractors, skill hire and consultants/Service Providers.
The Statement of Business Ethics provides guidance and instruction to Sydney Metro’s
commercial partners on the behaviours expected of them when doing business with us.
Compliance is a condition of contract with Sydney Metro.
2.4. COVID-19 workplace control measures

Across Transport, the safety of our people and the community remains our priority, which
includes our staff, suppliers on site, professional services and labour hire personnel. This
involves continuing to review our COVID-19 workplace control measures across our
workplaces, to help keep our people COVID safe and remain in line with health advice.
Transport has a suite of COVID-19 workplace control measures in line with Work Health and
Safety obligations and processes in place across our workplaces, including mask wearing,
diagnostic testing, physical distancing, ventilation, hygiene and cleaning, wellbeing support
services, including information and advice.
These COVID-19 workplace control measures are about enabling Transport to continue to
deliver for our customers and to interact safely with them and our Transport colleagues across
all of our workplaces and sites. It’s also about the opportunity to safely collaborate, innovate,
build and maintain culture within and across our teams.
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All staff and contractors must follow the current COVID-19 workplace control measures across
Transport workplaces.
Additional information is available at: Stay informed.
2.5. Tasks and Functional Requirements

The tasks, roles, functions, and disciplines envisaged to be necessary for the provision of the
tasks and deliverables specified include the following.
2.5.1. General Requirements

The service provider must:
(a) Plan, facilitate, and minute meetings with internal and external stakeholders
(b) Coordinate with other Service Providers
(c) Prepare for, plan, and manage community consultation forums
(d) Develop documentation and reports as required.
(e) Assist in liaising with third party interface participants.
(f) Provide project reporting within Sydney Metro
(g) Gain a thorough understanding of the key issues facing stakeholders at all levels
(h) Review existing agreements to understand the rights and obligations of each party
in the event of an extension or renegotiation.
2.5.2. Functional Requirements
The service provider is required to provide strategic advice across all functional areas within
Sydney Metro. This includes existing and future functional areas that may exist during the
tenure of the service provider.
2.6. Deliverables
The deliverables for the Strategic Business Advisor (CSW) will be determined and agreed as
part of the ongoing service to meet the needs of the project.
The role will be required to;
(i) liaise with the Interface Managers, the integration team and the delivery team to
ensure strategic priorities of the project are developed, negotiated and executed
via the interface agreements.
(ii) support any additional task as required from the SM-WSA Leadership team.
Due to the nature of this task, the deliverables will change during the duration of the
engagement.
The initial deliverable set will consist of:
• Negotiation on Counter-Party works as defined in the Rail Interface Deed.
• Establishment of a robust document review process to be agreed between the project

and WSACo.
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• A review of any procurement gaps between the SSTOM, SBT and SCAW contracts to
develop a proposed scope for a future Final Auxiliary Works (FAW) package.
• Confirm timeframes and develop a detailed program incorporating review periods in

consultation with the Principal and other project service providers.
2.7. Consultation
Key interfaces may exist with various internal Sydney Metro stakeholders and other project-
related Service Providers and consultation as is necessary for the delivery of the services is
an essential element of the work.
Consultation with external stakeholders is envisaged to be a key element of the services
delivery and is to be undertaken as set out below.
2.7.1. Agency Consultation

Consultation regarding the project is ongoing with government agencies, local councils and
similar organisations. A number of inter-agency reference groups have been established for
the project.
The Service Provider may be required to review submissions from government agencies and
provide a report and recommendation to the Principal regarding incorporation of those
submissions into project documentation.
Representatives from the Service Provider may be required to attend inter-agency or other
stakeholder meetings as determined by the Principal.
2.7.2. Community Consultation

The Service Provider may be required to participate in community or stakeholder consultation
activities related to the Services, within an overall communications framework developed and
managed by the Principal. Representatives from the Service Provider may be required to
attend community or stakeholder meetings as determined by the Principal.
2.8. Other elements of Sydney Metro

The Principal reserves the right to vary the scope of the services provided, subject to capacity,
availability, and expertise, to include similar services on other elements of Sydney Metro.
2.9. Disputes involving the Principal

In the event that the Principal becomes involved in a dispute with a third party, the Service
Provider must provide all reasonable assistance as requested by the Principal, including
without limitation:
(a) to ensure that all relevant documents and records within the Service Provider’s
possession, custody and/or control are maintained (daily diaries, records of
progress, as built programs etc);
(b) to locate, collate and/or provide relevant documents and records to the Principal;
(c) to attend conferences, including with the Principal’s external legal advisors; and
(d) to prepare and execute witness statements, affidavits and/or reports.

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3. Service Provider’s Team

3.1. Working Relationship
The Principal recognises that to be successful it will need to work closely and co-operatively
with the community, state and local government, contractors, advisors, other service providers
and other key stakeholders. The Principal intends the working relationship with the Service
Provider to be a relationship where the parties work together in a mutually supportive way to
deliver jointly owned outcomes while respecting each other’s’ distinct but compatible interests.
Other service providers will be engaged to develop the project. The Service Provider, in
collaboration with the Principal and other service providers must deliver the Services using an
integrated team management approach in which Sydney Metro members work together and
where individuals can provide their particular skills to add value to the Project.
In particular, the Service Provider must work co-operatively and cohesively with other service
providers in a manner to provide the best outcome for the project and value for money for
Government. There will be interfaces between all service providers and the Service Provider
must manage each interface and exchange information to ensure that any interface issues
are resolved in an effective and efficient manner.
3.2. Service Provider Team Establishment

The Service Provider must:
(a) provide, lead, organise, control and co-ordinate the resources necessary to provide
the Services;
(b) document the roles of all the people and parties involved;
(c) ensure that all people and parties in the Service Provider’s team fully understand
and fulfil their role to successfully deliver the Services to the requirements of the
Services Brief;
(d) ensure that the Key Personnel are available so that the Services are provided in a
timely manner according to Services Management Plans and program;
(e) ensure that inputs required for the delivery of the Services by other service
providers are provided in the correct format and in a timely manner; and
(f) ensure that Key Personnel have adequate support and that contingencies are in
place in the event that Key Personnel need to be replaced permanently or during
periods of leave.
3.3. Key Person
The Service Provider must ensure that its Key Person is appropriately qualified, competent,
and experienced to fulfil each of the tasks and functional requirements and to produce each
of the required deliverables within the program.
The Key Person is defined as the Service Provider’s nominated proponent responsible for the
delivery of the services.
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3.4. Key Person Retention

Retention of the Key Person will be the responsibility of the Service Provider. The Principal
expects that the Key Person provided by the Service Provider will be engaged for the duration
of the Services, but where a change of personnel is unavoidable, the replacement person
proposed must be of equal or better capability and experience as the person being replaced
and at hourly and daily rates no greater than those for the person replaced and approved in
writing by the Principal prior to the commencement.
The Service Provider must ensure that the Key Person engaged to the deliver the Services
will be prioritised to these Services.
3.5. Sydney Metro Office Provisions

The Principal has adopted integrated project teams in the Sydney Metro offices for the delivery
of the Sydney Metro projects, and is committed to working with industry and government
agencies in dynamic, integrated teams, in true collaborative partnerships, to deliver high
quality transport results for NSW.
The vision is to establish a single team, with common objectives, which makes high-quality
decisions on a best-practice approach in an extremely efficient manner through open and
transparent communication as well as consistent process and procedure compliant with
government related policy and contractual obligations appropriate for a capital funded
infrastructure project.
The Sydney Metro office will comprise key staff from the Principal, Sydney Trains, other
government agencies, the Service Provider, and other service providers as may be appointed.
The make-up of the office will evolve and change over the course of the Project lifecycle
depending on the project phase.
As part of the team, the Service Provider will be required to be based within the Sydney Metro
offices and is expected to adopt the integrated team approach.
3.6. Office Premises

3.6.1. Sydney Metro Principal Project Office
The Principal has established a project office to integrate the Project Team and Service
Providers. This office is currently situated at 680 George Street, Sydney. The Service
Provider’s personnel accommodated (if any) in the Principal Project or Site Offices will be
provided with facilities supporting service delivery as tabled below.
The Project office will be managed by the Principal’s Management Team across Properties,
Procurement, Business Systems, Services and Support and Information and Technology who
are collectively responsible for the business as usual management operations, process and
procedure. Service Providers are required to ensure compliance across all operational activity
including contracts management and project support and services transactional and
administrative activity in accordance with the Principals standards at all times.
All office-based personnel of the Service Provider are expected to work from the Sydney Metro
office or Site/ Satellite Offices if and when required.
The objective of this is to provide an environment for the Sydney Metro office to develop and
foster a collaborative and integrated ‘one-team’ approach by allowing direct access and
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communication with the Principal’s management team and key advisors. This also promotes
consistency and cohesion of policy, procedure and guidelines across the Project for all
Principal and Service Provider engagements.
Project Office – Contractor premises/co-located premises
The Sydney Metro offices including the Service Provider personnel in it may be required to
relocate to one or more site offices provided by Sydney Metro or its contractors. Sydney Metro
will provide relocation services and all office accommodation as tabled.
Principal Office accommodation provisions – organisation chart positions
Item Provision
By the Principal
Accommodation Accommodation for the Principal Site Office including kitchen, meeting, bathroom, and
standard workstations will be provided and maintained by the Principal’s Project Office.
This office will be established as an Activity Based Workplace and Service Providers will
be required to adopt the principles of this working environment.
Stationery Standard basic stationery items including pens, pencils note and writing pads, paper,
staplers, 2 hole punch, ruler, scissors, flag tags, folders. Access to equipment grade
stationary held by the Principal such as laminators, binders, industrial hole punches etc.
will be make available to Service Providers for reasonable use. Specialist items and
equipment not already procured by the Principal will need to be purchased, arranged and
remain property of the Service Provider.
IT Hardware The Principal will supply the Service Provider with a Laptop and, a Laptop charger, for the
course of their engagement on the Sydney Metro Project. The Laptop and Charger are
required to be returned at the termination of the agreement. The Service Provider may be
liable for any damage caused to the IT hardware during the course of their engagement.
The Principal will provide the Service Provider with access to workpoint landline
telephony.
The Principal will not supply the Service Provider with any mobile phone or tablet
hardware. Any provision of these and operating costs associated with these devices are
at the Service Providers expense.
Encrypted portable drives are available from the Sydney Metro IT support desk as a loan
to assist with the transfer of data. Unencrypted portable devices (USB or Hard drives)
must not be used for Sydney Metro/Sydney Metro data transfer/storage.
IT Software and The Principal will provide standard Office IT software or programs necessary to undertake
programs the services.
The Principal will not issue petty cash or any other form of reimbursement to Service
Providers for IT software.
The Principal does not allow for the installation of independent IT networks with its offices.
Information The Service Provider will be given access to the nominated PDCS and/or EDRMS
Management (TeamBinder, Objective/iCentral or both) and associated training where access to these
systems is approved by the Sydney Metro Information Manager.
Service Providers must ensure all information, correspondence, documentation and
intellectual property (including associated metadata) is generated, maintained and
retained within the Principal’s approved PDCS and/or EDRMS.
Data Security: The Service Provider agrees that where sensitive information is stored in
an externally hosted environment (for drafting prior to submission), they may be subject to
NSW Government and/or Sydney Metro security policies, and will need to adjust
processes accordingly.
IT Support IT support is only available for TfNSW-issued hardware and software.
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Item Provision
Business Travel Travel costs within the Sydney metropolitan area are not reimbursable. The Principal will
not provide nor make any reimbursement for travel by way of air, taxi or private vehicle
use.
Pool vehicles will be available for use by Service Providers, subject to availability via the
Principal’s booking system, and for official business purposes only.
Service Providers may only travel by way of taxi in the capacity of passenger when
accompanying an Officer of the Principal for official business purposes of the Principal
only.
Petty Cash The Principal will not issue petty cash or other form of reimbursement for any purchases
by Service Providers.
Support The Principal will allow booking and use of meeting room facilities Service Providers may
Services utilise presentation equipment in rooms booked, eg, Smartboards, Video Conferencing
and Team with Tech
Service Providers will be supplied with a temporary personal locker for the period the
Service Provider works out of the Principal’s office (Macquarie Park office only)
The Principal will provide the Service Provider with access to printing, scanning,
photocopying and faxing
The Principal will not provide parking for the Service Provider, nor provide reimbursement
of parking expenses
The Principal will provide the Service Provider with a building access pass for the duration
of time spent working within the Principals office.
The Service Provider may utilise end of trip facilities where these are available.
By the Service Provider

IT Hardware The Service Provider will supply IT hardware for their staff that is not provided by the
Principal. Staff working out of the Principal’s office will need to be provisioned with a
laptop. The Principal’s office cannot accommodate desk top computers. The Service
Provider will need to provision their staff with any mobility devices including smart phones
and tablets that are required to complete work for the Principal.
IT Software and The Service Provider must provide all software required by their staff to complete work
Programs that is not provided by the Principal.
The Service Provider is to supply their staff with any VPN/remote access solution.
The Principal utilises Microsoft Lync as a collaboration tool. Provision of this software is at
the cost of the Service Provider.
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4. Management of Services and General Processes

4.1. Services Management
The Service Provider must provide an outline timetable for the services delivery and weekly
progress updates.
If requested by the Principal, the Service Provider must provide a fee estimate or a lump sum
proposal for a specific component of the Services and/or additional services in a timely manner
and prior to their commencement.
The Service Provider must keep continuous records and shall advise and seek direction from
the Principal immediately if the baseline budget or upper limiting fee are likely to be exceeded.
4.2. Progress Reports and Payment Claims

4.2.1. Status reporting and payment claims
To keep the Principal informed of progress and in support of each payment claim, the Service
Provider must prepare a monthly report in the format required or agreed by the Principal. It
must contain comprehensive information supporting that claim, including:
(a) A narrative for work performed;
(b) A report on delivery of the Services against the program.
(c) Details of hours spent by personnel and their contract rates;
(d) Details of any allowable Disbursements payable;
(e) A summary of the Fees and Disbursements incurred by the Service Provider
against the upper limiting Fee;
(f) A forecast of any staged completion dates or milestones and the projected final
completion date.
Payment Claims must also include payment reconciliation and preapproved timesheets in the
format required by the Principal.
Timesheets are to be submitted on a weekly basis unless otherwise agreed by the Principal.
4.3. Document Quality

The Service Provider must comply with all Project document control procedures, processes
and workflows including document naming conventions.
An essential requirement of the Services is that all draft and final documents produced
demonstrate a high quality of drafting. Draft and final documents issued to the Principal should
be such that they do not require substantial “improvement” as a result of poor document
design, drafting and editing, or because of a lack of appropriate senior review by the Service
Provider.
In brief, documents must be:
• Logically structured;
• Concisely and clearly written and laid out;
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• Utilising appropriate text, graphics, maps, photos etc.;

• Documenting the justifications for all recommendations; and
• Able to provide a defensible narrative to contextualise and inform decision-making.
Quality requirements comprise the following elements, applicable to all final submissions and
to drafts as reasonably appropriate and as fit for purpose.
4.3.1. Storyboarding
For major reports, prepare tables of contents initially then ‘storyboards’ of the key content and
layout before detailed development.
4.3.2. Writing Style

• Comply with any style guide provided and/or directed by the Principal.
• Write in plain English. Where needed, technical words and acronyms should be
clearly explained at the first point of reference in the reports and included in an
acronyms and definitions table in the document.
• Ensure that all draft and final reports and documents are concise and to the point.
Detail that is repeated and/ or does not directly relate to or support the findings and
recommendations should be omitted.
4.3.3. Content
• Obtain any necessary input from third parties.
• Prepare all graphics, including drawings, diagrams and plans required for the
delivery of the Services.
4.3.4. Layout, Presentation, and Format
• Suitably format documentation to the agreed requirements of the Principal, which
may include compatibility with the requirements of external stakeholders.
• Ensure that the layout of the draft and final reports enables ease of reading, and is
not cluttered by long sentences, inadequate or uneven spacing, or poor
presentation.
• Ensure that tables, graphs and figures are used to convey information, where
possible, rather than lengthy text descriptions. Any tables, graphs and figures must
be simple to understand and clearly support the point being made. Titles, scales
and legends must be included as appropriate.
• Ensure that appendices, annexure and attached data files are clearly labelled and
readily referenced in the body of the document.
4.3.5. Proof-reading and Quality Checking
• Ensure that every document submitted is signed off by an assigned senior internal
reviewer.
• Ensure that all draft and final copies of reports are proof-read to identify any
typographical and grammatical errors.
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4.3.6. Logic and Argument

• Ensure that all draft and final reports are logically structured so that related findings
and/or implications follow on from each other.
• Ensure that draft and final reports not only detail findings, but also identify potential
implications of such findings.
• Ensure that draft and final recommendations offered are based on the findings
documented in the reports, are outcome focused rather than prescriptive where
possible, are cost effective and practical to implement and consider the potential for
conflict with other recommendations contained within the document.
4.3.7. Sustainability
Format documents for double sided production unless agreed otherwise with the Principal.
Minimise or avoid printing where possible. Where printing is required, use recycled paper.
4.4. Document Review

The Service Provider must submit all documents progressively to the Principal in accordance
with an agreed program and with adequate time for review.
4.5. Document Standards

Deliverables prepared by the Service Provider are to be in accordance with the Principal’s
requirements set out below.
The cost to produce all of the Deliverables, where not done in the Project Office, including the
number of copies required by this Services Brief (if stated) must be included in the Fee.
4.5.1. Document Control

The Service Provider must comply with all Project document control procedures, processes
and workflows including document naming, titling and numbering conventions/standards.
All deliverables and documents described in this Services Brief must be submitted using the
Principal’s nominated PDCS or EDRMS systems as directed by the Principal.
Documents are to include associated metadata information as required by the Principal.
Any drawings or technical schedules produced shall be numbered and have a revision and
status code in accordance with the Principal’s CAD drawing standards and protocols.
4.5.2. Document Formatting

Draft copies of reports are to be clearly watermarked “draft”.
Electronic soft copy by PDCS or EDRMS transmission, as agreed, must also form part of the
submission and all soft copy deliverables must be in original unprotected native file formats.
File Formats used for Archiving and Compression will not be accepted:
Table 1: Unacceptable file formats for archiving and compression
• 7z • cpt • MPQ • UDA

• ACE • DGCA • PEA • UHARC
• ARC • dmg • qda • Xar
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• ARJ • egg • RAR • zoo

• B1 • kgb • rzip • ZIP
• Cabinet • LHA • sit • ZPAQ
• cfs • LZX • SQX
Acceptable file formats include Microsoft Office (2003 or later suite of programs, and Excel
spreadsheets with formulae included), and where requested also in unprotected Adobe PDF
format, or other formats as directed by the Principal.
Documents must comply with the current accessibility requirements for Web Content
Accessibility Guidelines (WCAG) as required by the Australian Government through the
Disability Discrimination Act 1992, for all documents required to be made publicly accessible
by the applicable project Planning Approval or General Specification.
4.5.3. Confidential Documents Protection

Where requested by the Principal, the Service Provider is to apply ‘password-to-open’
protection for confidential documents, using a password instructed. For the avoidance of
doubt, if the Service provider is involved in tender evaluation, all evaluation documents must
be protected by passwords.
4.5.4. Project Correspondence

Where requested by the Principal, the Service Provider will be required to use the PDCS
system for all project related correspondence
4.6. Safety Management

Sydney Metro is committed to delivering safe transport and to protecting the health, safety and
welfare of all people at the workplace. Safety and Wellbeing is one of the six core values of
Sydney Metro and the service provider will be required to demonstrate this during the delivery
of the service. Sydney Metro’s Safety Management System is accredited by the Office of the
National Rail Safety Regulator which allows Sydney Metro to perform the function of a rail
infrastructure manager under the Rail Safety National Law (NSW) 2012. Sydney Metro
implements this through the Sydney Metro Project Safety Management Plan (PSMP) which is
a part of the Sydney Metro Integrated Management System. The Service Provider and their
staff will be responsible for implementing the requirements of the PSMP in relation to Safety
Management, as well as the broader requirements of the Integrated Management Systems
(IMS) as they relate to engineering, systems assurance, community and stakeholder
management and environmental management.
4.7. Risk Management

The Service Provider must comply with the requirements of the Sydney Metro Risk
Management Framework that includes policies, standards, procedures and tools and also
specific review and reporting requirements.
4.8. Competency
All of the positions included in this Services Brief are designated as Rail Safety Workers and
will be required to undergo competency assessment in accordance with the Sydney Metro
Project Safety Management Plan. In addition, all roles will be required to hold and maintain
the necessary Sydney Trains rail corridor induction training authority (e.g. Rail Industry Safety
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Induction or equivalent) and maintain a Rail Industry Worker (RIW) Card and the necessary
health assessment records at the expense of the Service Provider.
In addition Sydney Metro is an Authorised Engineering Organisation (AEO) under Asset
Standards Authority requirements. As such there are minimum technical and engineering
competency requirements applicable to certain roles within Sydney Metro. These are defined
in the Sydney Metro Engineering Competency Management Plan and the Service Provider
will be required to comply with it, where applicable.
4.9. Sustainability
Sydney Metro is committed to procuring sustainable products, works and services where
possible. The Sydney Metro Environment and Sustainability Statement of Commitment
requires that environment and sustainability specific processes are applied to the procurement
of delivery activities, with the supporting objective to “influence contractors, sub-contractors
and suppliers of materials to adopt sustainable practices”.
Sydney Metro requires the Service Provider to:
(a) Comply with the Sydney Metro Environment and Sustainability Statement of
Commitment specifically in relation to supply chain management; and
(b) Work with the Sydney Metro Sustainability Team Representative, to ensure best
practice is adopted throughout the provision of the Services.
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Appendix A Project Overview

Sydney Metro - Western Sydney Airport project
The new Sydney Metro - Western Sydney Airport railway line will service Greater Western
Sydney and the new Western Sydney International (Nancy-Bird Walton) Airport.
The new metro railway line will become the transport spine for the growing region, linking
residential areas with job hubs and the nationally significant Western Sydney International. A
fast, safe and easy metro rail service will connect communities with the new airport, jobs and
services, delivering better access to more employment opportunities, health and education
services and leisure activities across Greater Sydney.
The Australian and NSW governments have a shared objective of having Sydney Metro -
Western Sydney Airport operational when the airport opens for passenger services.
Six new stations will be included as part of the project with key stations at Western Sydney
International Airport, the Western Sydney Aerotropolis and St Marys, where customers can
connect to the existing Sydney Trains suburban T1 Western Line.
The Sydney Metro - Western Sydney Airport project will include stations at:
• St Marys, interchanging with the existing suburban railway station and connecting
customers with the rest of Sydney’s rail network
• Orchard Hills, to service a future commercial and mixed-use precinct
• Luddenham, to service a future education, innovation and commercial precinct
• the new airport site; one at the airport passenger terminal and one at the airport
business park
• the commercial heart of the Aerotropolis (the area to be named Bradfield)
Sydney Metro is Australia’s first fully accessible railway, designed to deliver safe, clean,
comfortable services which run on time and are convenient, efficient, accessible and easy
for customers to use.
The Sydney Metro – Western Sydney Airport project will feature:
• fully-automated driverless trains like the rest of the Sydney Metro system with fast,
frequent services – customers won’t need a timetable, they’ll just turn up and go
• customer amenities including air conditioning, emergency help points, accessible
priority seating and clear journey information while on board
• safety features including security cameras on all trains and the ability for customers
to see inside the train from one end to the other
Sydney Metro stations are fully accessible for people with reduced mobility and people with
prams, luggage and children including level access between platforms and trains and lifts at
all stations
The NSW Government is investigating transport corridors to the north and south to further
integrate public transport into the region. Work on early planning for possible future extensions
north to Tallawong and south to Macarthur will be undertaken over the next few years.
World-class metro rail means better access to more places, faster travel times, less congestion
on roads and a reduced reliance on cars.
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An overview of Sydney Metro - Western Sydney Airport project is available at: Project overview
| Sydney Metro.
Western Sydney City Deal

The Sydney Metro - Western Sydney Airport project is a key commitment of the Western
Sydney City Deal, a 20-year agreement signed in March 2018 by the Australian Government,
the NSW Government and eight local governments including Blue Mountains, Camden,
Campbelltown, Fairfield, Hawkesbury, Liverpool, Penrith and Wollondilly to deliver a once-in-
a generation transformation of Sydney’s Western Parkland City.
The City Deal commits all levels of government to work together to deliver more jobs for
Western Sydney and improve the regions liveability through 38 commitments, including better
connectivity, an improved environment and more housing and education outcomes for the
region.
City-shaping metro rail delivered by the project would support nationally significant growth in
Western Sydney, including the new airport, by providing a transport link that can sustainably
shape growth while providing fast and efficient accessibility between new and existing
residential centres and employment hubs across Greater Sydney.
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Appendix B Strategic context material

The Australian and NSW Governments have recognised the importance of broadening the
economic strength and liveability of Western Sydney. The importance of providing additional
transport capacity to, from and within Western Sydney is being increasingly recognised in both
Australian and NSW planning strategies and policies.
This clear desire to improve sustainability, equity and shape Western Sydney is reflected in
the key Australian and NSW Government plans listed below. An outline of each plan is
provided in this appendix as they relate to the Sydney Metro - Western Sydney Airport
project.
Figure 1: Relevant Australian and NSW Government policies and strategies
Smart Cities Plan
The Smart Cities Plan 1 sets out the Australian

Government’s vision for the future development of
Australia’s metropolitan and regional cities.
The Smart Cities Plan seeks to address the trend that
more people are travelling longer to get to work. This is
of relevance for Western Sydney, where the net outflow
of people commuting to work each day is forecast to
increase from about 200,000 people today to 340,000
1
Department of Prime Minister and Cabinet, Smart Cities Plan, 2016
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by 2041 2. Many suburbs of Western Sydney also travel

longer distances to choices in education, transport and
essential services.
Relevant policy objectives include:

• 30-minute cities: Improve connectivity and decongest our cities by unlocking growth,
improving accessibility and/or co-locating jobs to people
• Investing in public transport: Providing viable alternatives to private vehicles
• Value capture: Draw on innovative funding sources to pay for new infrastructure by
sharing the benefits and uplift these infrastructure investments create
• Delivering City Deals: Coordinate transport infrastructure investments with other
initiatives across all levels of government, industry and communities.
Alignment with the Project

This Project seeks to respond to the challenge of contributing to developing a 30-minute
city by providing rapid access to the Western Parkland City as well as improving public
transport connections to key Western Sydney centres identified through the Western
Sydney City Deal.
Australian Infrastructure Plan
Infrastructure Australia is an independent statutory

body with a mandate to prioritise and progress
nationally significant infrastructure. Infrastructure
2 Deloitte, Western Sydney, 2015; referenced in Australian Government, Department of the Prime Minister and Cabinet, Smart
Cities Plan, 2016, page 11
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Australia’s Australian Infrastructure Plan 3 sets out a

vision to address current and future infrastructure
gaps. The Plan outlines many major themes to
improve the prosperity of the nation:
• Productive cities and productive regions:
– Need for continued focus on productivity
– Capitalising on population growth
– Need for connectivity
– Regional requirements
• Efficient infrastructure markets:
– Funding requirements and constraints
– Need for competitive markets
• Sustainable and equitable infrastructure:
– Sustainability and resilience
– Remote and indigenous communities.
A further theme identified the need for better decision

making and delivery of government services, including
better governance and adoption of best practices.

The Project allows for new housing to be delivered to support population growth. It
provides more equitable access to jobs close to housing and the connectivity to move
efficiently between the two.
Infrastructure Australia’s Infrastructure Priority List
Infrastructure Australia publishes the Infrastructure

Priority List to provide guidance on key infrastructure
proposals of national importance.
The November 2017 Infrastructure Priority List includes
a range of high priority projects across Outer Western
Sydney including:
3
Infrastructure Australia, Australian Infrastructure Plan, February 2016
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• Western Sydney International Airport, as well as

public transport connections to WSA
• Preserve corridor for a rail connection to WSA
• Preserve corridor for Outer Sydney road and rail
corridor.

The Infrastructure Priority List identifies a significant amount of priority investment which is
planned in anticipation of the Western Sydney International Airport and development of
Outer Western Sydney. The Project is consistent with the narrative presented in the
Priority List to build capacity to develop the regions and connections surrounding Western
Sydney International (Nancy Bird Walton) Airport.
Western Sydney International (Nancy Bird Walton) Airport
Western Sydney International is a transformational

infrastructure project that will generate economic
activity, provide employment opportunities closer to
home for people in the Western Sydney region, and
meet Sydney's growing aviation needs.
The Western Sydney Airport Business Case 4 summary
released in October 2016 demonstrated that Western
Sydney Airport is expected to generate significant
economic benefits for Western Sydney and the
Greater Sydney region. The Business Case identifies
that a Western Sydney International Airport will:
• Resolve aviation capacity constraints for the
foreseeable future, including meeting all growth in
Sydney basin demand from the mid-2040s
• Markedly improve access to aviation services in
Western Sydney on opening
• Act as a catalyst for broader economic growth in
the Western Sydney region.
4 Australian Government, Department of Infrastructure and Regional Development, Western Sydney Airport Business Case
Summary, 2016, http://westernsydneyairport.gov.au/files/WSA_Business_Case_summary.pdf.
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Landside transport infrastructure investments, including the Project, will need to be

considered to provide the necessary capacity, accessibility and mobility to provide
connections to WSA and across Outer Western Sydney.
Western Sydney City Deal
In March 2018, the Australian Government, NSW

Government and eight Western Sydney councils
announced a Western Sydney City Deal.
The Western Sydney City Deal is a 20-year
agreement between the three levels of government to
deliver a once-in-a-generation transformation of
Sydney’s outer west by building on the Australian
Government’s investment in the Western Sydney
Airport to catalyse investment, development, and job
opportunities.
Building upon the development of WSA, the Western
Sydney City Deal provides a collaborative platform
from which to develop the Western Parklands City,
existing key centres of Penrith, Campbelltown and
Liverpool as well as the corridors that connect these
centres with WSA/Badgerys Creek Aerotropolis.

The North-South Rail Link is the centrepiece of the Western Sydney City Deal, providing
the mass transit link to link a range of identified initiatives and opportunities.
OFFICIAL
State and Premier’s Priorities
In September 2015 the NSW Premier released 30 State priorities, including 12 Premier’s
priorities for 2015-2019. An update to the Premier’s priorities was provided in 2019 with an
aim to keep the economy strong, create jobs, deliver world-class services, protect the
vulnerable and ensure that all NSW citizens and communities share in the State’s success.
The Premier’s Priorities set the overarching framework for land use planning and transport
infrastructure planning and policy in NSW.
Key priorities relevant to the project include achieving ‘well-connected communities with
quality local environments’ and maintaining a ‘strong economy’ through creating jobs.
Over the next 15 years, NSW will require new infrastructure to be built that will support 40
per cent more train trips, 30 per cent more car trips and 31 per cent more households (NSW
Government, 2015). Sydney Metro - Western Sydney Airport is a key project in this
infrastructure build which would help cater for increased trips in the Western Parkland City.
The Project would also contribute to economic growth by:
• improving access to jobs

• reducing the need for private car travel (and associated congestion impacts) for
future residents and workers in the Western Parkland City through provision of a high
quality public transport alternative
• helping move people between key centres more reliably and efficiently
• enabling housing and employment growth for the creation of a Western Economic
Corridor.
The project is consistent with the intent of the priorities related to creating jobs and delivering
infrastructure and the Government’s policy of providing well-connected communities with
quality local environments.
OFFICIAL
Greater Sydney Region Plan
In March 2018, the Greater Sydney Commission

released the Greater Sydney Region Plan – A
Metropolis of Three Cities. The Plan builds upon
previous pieces of work:
• Draft Greater Sydney Region Plan (October 2017)
introduced the draft frameworks, vision, innovative
actions, and planning concepts on which the final
Greater Sydney Region Plan is based.
• A Plan for Growing Sydney (December 2014)
identifies development of new strategic
employment corridors along transport
infrastructure investment that will serve Western
Sydney Airport and building new housing and
urban renewal around centres in Western Sydney
as central elements for the vision for Sydney.
• Towards our Greater Sydney 2056 (November
2016) outlines the concept of a metropolis of three
cities as a central organising strategy in the
planning for Greater Sydney, with Western Sydney
Airport as the core of the emerging Western
Parkland City.
The Greater Sydney Region Plan aligns to the vision
for a metropolis of three cities:
“where the people of Greater Sydney live within 30
minutes of their jobs, education and health facilities,
services and great places.” 5
These three cities include:

• Western Parkland City – The Western Sydney International (Nancy Bird Walton)
Airport will be the catalyst for an emerging aerotropolis and tourism gateway. It will
grow a strong economy in trade, logistics, advanced manufacturing, health, education
and science
• Central River City – Greater Parramatta and the Olympic Peninsula will be the focus
for this developing city, with health, education, research, finance, business services
and administration driving the economy
5
Draft Greater Sydney Region Plan, Greater Sydney Commission, October 2017
OFFICIAL
• Eastern Harbour City – The established Eastern Harbour City will continue to grow as
Australia’s global gateway, with a strong financial, professional, health, education and
innovation economy.
The Plan sets the vision and strategy for Greater Sydney and was developed concurrently
with the metropolitan transport plan, Future Transport 2056, and the State Infrastructure
Strategy to align land use, transport and infrastructure outcomes for Greater Sydney for
the first time in a generation.
Figure 8.7: Greater Sydney Commission’s Three Cities vision
OFFICIAL
This Project will kickstart the development of the Western Parkland City by providing the
city shaping mass transit infrastructure to encourage development and connect it with
other key Western and Greater Sydney centres.
Western City District Plan
Working with the Greater Sydney Region Plan, the

Western City District Plan aims to ensure future
generations have excellent connections to local jobs,
housing, services, and great places.
The Western City District Plan outlines its vision for a
Western City connected over time by mass transit, a
significant step change in what is currently a highly car
dependent district.
The Plan builds on:
• The population of the Western Parkland City is
projected to grow from 740,000 in 2016 to 1.1
million by 2036, and to well over 1.5 million by
2056 6.
• The Western Parkland City will be established on
the strength of the new international Western
Sydney International Airport and Badgerys Creek
Aerotropolis
• The creation of a polycentric city, built around the
current centres of Liverpool, Greater Penrith and
Campbelltown-Macarthur
• The creation of a Western Economic Corridor that will attract globally significant
defence and aerospace activities and contribute to a strong trade, freight, logistics,
advanced manufacturing, health, education and science economy. This will produce
knowledge-intensive jobs close to areas of high population growth and drive the
development of the corridor and the metropolitan cluster.
• The city will include housing diversity around centres and transit nodes.
6
Greater Sydney Commission, Western City District Plan, March 2018
OFFICIAL
Figure 2: Greater Sydney Commission’s Vision to 2056 – Western Economic Corridor

The Plan acknowledges that the North-South Rail Link will create the opportunity for the
Western Economic Corridor. The Plan also indicates that the Link is a future city-shaping
corridor that will be critical in realising the 30-minute city.
OFFICIAL
2018-2038: Building Momentum
The State Infrastructure Strategy 2018-2038:

Building Momentum (the 2018 SIS) recommends
reforms, policies and projects that respond to
NSW’s changing economic, social, technological
and environmental outlook and build on the
benefits already delivered by the infrastructure
program. The 2018 SIS informs infrastructure
policy and investment priorities designed to boost
the State’s economic prosperity and global
competitiveness while meeting the challenges of
population growth and ensuring that cities, towns,
suburbs and communities across NSW continue
to be great places to live and work.
In 2018, Infrastructure NSW updated the SIS to guide investment of proceeds from the
Rebuilding NSW initiative. The update set a number of strategic directions:
• Continuously improve the integration of land use and infrastructure planning
• Plan, prioritise and deliver an infrastructure program that represents the best possible
investment and use of public funds
• Optimise the management, performance and use of the State’s assets
• Ensure NSW’s existing and future infrastructure is resilient to natural hazards and
human-related threats
• Improve state-wide connectivity and realise the benefits of technology
• Drive high quality consumer-centric services and expand innovative service delivery
models in infrastructure sectors.

Strategic planning for the Project directly aligns to the following strategic directions from
the 2018 SIS:
• Improving integration of land and infrastructure planning, ensuring capital investment
plans are linked to and keep pace with land use plans for housing and jobs in priority
locations.
• Planning an infrastructure program that represents the best possible investment and
use of public funds, including better communicating the Government’s intentions so
that the business community can invest with confidence.
OFFICIAL
Future Transport Strategy 2056
In March 2018, Transport for NSW released the Future

Transport Strategy 2056, self-described as a:
“an overarching strategy, supported by a suite of plans
to achieve a 40-year vision for our transport system.”
The Strategy sets out the vision, strategic directions
and customer outcomes, with infrastructure and
services plans across NSW to deliver these directions
across the state.
Since its release in 2018, Future Transport 2056 has
evolved to reflect the changing environment that we
operate within, and to remain current in an ever-
changing world. The strategy has been updated to
respond to major changes that impact the way
transport is delivered.
OFFICIAL

The Future Transport Strategy 2056 acknowledges that the Western Parkland City will
require investment in the mass transit network to shape a sustainable urban form and, in
the longer term, support 30-minute access to centres.
It has identified the need for:
• Early investment in strategic links including the North-South Rail Link through the
Western Parkland City, as well as links to Parramatta and Leppington
• Infrastructure to support rapid bus links between Penrith, Liverpool, Blacktown and
Campbelltown-Macarthur and WSA-Badgerys Creek Aerotropolis
• Protection of future transport corridors to support the affordable delivery of passenger
and freight infrastructure in the future.
OFFICIAL

RFT SMC-23-0892 - Appendix A - Services Brief

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RFT SMC-23-0892 - Appendix A - Services Brief

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Services Brief

Author: Sagi Pradhan

© Sydney Metro 2023

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3.5.Sydney Metro Office Provisions .................................................................21

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Acronyms & Terms Definitions

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1.2. Sydney Metro

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Figure 1: Sydney Metro Highlights

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1.3. Department of Infrastructure, Transport, Regional

1.4. Western Sydney City Deal

1.5. Shaping Sydney’s future

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1.6. Strategic Context

1.6.2. Future Transport

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1.7. Sydney Metro - Western Sydney Airport (SMWSA) Project

1.8. Sydney Metro Strategic Objectives

1.8.1. Delivery Commitments

• Keeping our people, partners and customers safe

• Realising benefits and successful place outcomes

• Maturing our portfolio management practices

1.8.2. Successful Engagement

• Enhancing our profile

• Forging strong relationships

• Planning for future networks

1.8.3. Operational Excellence

• Partnering for high performance

• Activating our precincts

• Assuring operational readiness of our second line

• Enhancing the security of systems and stations

1.8.4. Financial Responsibility

• Stewarding investment in metro

• Optimisation opportunities during and post COVID-19

• Ensuring financial control and compliance

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• Being an informed and active client

• Managing our assets effectively

1.8.5. Organisational Capability

• Growing capabilities and careers

• Servicing the needs of our business

• Having a balanced appetite for risk and opportunities

• Partnering to shape industry

Figure 2: Sydney Metro Strategic Objectives

1.9. Sydney Metro Vision, Mission and Values

Figure 3: Sydney Metro Core Values

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1.9.1. The workplace environment

1.10. Sydney Metro working relationship

1.11. Sydney Metro approach to sustainability

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Figure 4: Sydney Metro Sustainability Approach

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2.1.1. The role

• Western Sydney Airport Company (WSACo).

• Western Parklands City Authority (WPCA).

• The Department of Infrastructure, Transport, Regional Development and

• Celestino Private Developer.