Sustainability Management for Qatar Rail Systems Contract

Sustainability Management Plan
Table of Contents
1. Purpose .................................................................................................................................. 8
2. Scope ..................................................................................................................................... 9
2.1. Introduction..................................................................................................................... 9
2.2. The Contractor’s Sustainability Assurance Role ............................................................ 9
2.3. The Contractor’s Responsibilities ................................................................................ 10
3. Definitions............................................................................................................................. 12
4. Procedure ............................................................................................................................. 13
4.1. Introduction................................................................................................................... 13
4.2. Achieving the Sustainability Ambition .......................................................................... 13
4.3. Expectation for the Contractor’s Sustainability Management Plan .............................. 20
4.3.1. Introduction ........................................................................................................... 20
4.3.2. The Contractor’s General Management Approach to Sustainability .................... 21
4.3.3. Guidance on Specific Management Steps ........................................................... 24
Appendix-A GSAS Sustainability Themes and Goals / Objectives .......................................... 34
Appendix-B Sustainability Key Performance Indicators ........................................................... 47
Appendix-C Compliance ........................................................................................................... 51
Appendix-D CEEQUAL THEMES ............................................................................................ 60
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M010-MSI-SUS-PLN-02000 – Rev.1
List of Table
N/A
List of Figure
Figure 1 : Sustainability Management Plan Outline ............................................................... 7

Figure 2 : Scope Overview ..................................................................................................... 9
Figure 3 : Qatar Rail – Company Sustainability Policy ........................................................ 18
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Revision History
Description of or
Rev Date Reason for Prepared by Checked by Approved by
change
1 20Mar2015 First Issue T.Harada N. Standen K. Yamasu
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Introduction
The purpose of this Sustainability Management Plan (SMP) is to outline The Contractor’s
approach in delivering the sustainability requirements throughout the Systems, Track and
Rolling Stock Contract, from design to construction through to operation.
The work under the Contract shall be designed, constructed and operated to achieve a
minimum of 4* Certification under the GSAS by the Contractor
The SMP provides the framework that will embed the following into the project:
 Commitment to the Employer’s sustainability requirements and aspirations

 Continuity of sustainability through the design stages
 Senior management support and resourcing
 Interdisciplinary and interactive approaches
 Approach to economic value and resource use
 Approach to continual improvement
 Engagement with sustainable technologies and standards
 Effective communication
a) sustainable design;
b) carbon management; and
c) certification management.
The Sustainability Management Plan will include references to following:
 Scope and requirements

 Policy
 Objectives, targets and programme
 Resources, roles, responsibility and authority
 Communication and awareness
 Reporting and monitoring
 Sustainability Policy
The principles of the Qatar Rail Company Sustainability Policy will be applied and adhered to in
accordance with the requirements of ISO 14001:2004
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Summary
The ambition of the Qatar National Vision 2030 and Qatar Rail’s Sustainability Policy are of
paramount importance and will be adhered to as part of the project delivery. Sustainability will
be managed by a key member of the project team. Compliance to the Sustainability Policy and
delivery of the Sustainability Management Plan (SMP) commitments ensures that this
commitment is maintained.
The Scope and Requirements of the contract will be identified and captured in this plan so that
a comprehensive set of sustainability categories and objectives and deliverables can be set,
against which performance can be measured. A Sustainability Working Group (SWG) will be
established to review progress against the commitments, to provide governance and to identify
learning, innovation and improvement opportunities during the design and construction process.
Once key performance indicators have been agreed in discussion with the employer, the
responsibility for these deliverables will be assigned, the progress towards these goals can then
be measured monitored and reported upon. This will be done in an auditable, continual
improvement loop that feeds back to the concerned parties through the different design and
construction stages.
The following diagram outlines the structure of this Sustainability Management Plan.
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QNV2030
VISION
 COMMITMENT TO THE AMBITION
 SENIOR MANAGEMENT
QATAR RAIL
SUSTAINABILITY POLICY
The Contractor
SUSTAINABILITY POLICY
SYSTEMS,
INABILITY POLICY
ROLLING STOCK
AND TRACKWORK
SCOPE AND CONTRACT
REQUIREMENTS SUSTAINABILITY
 CONTINUITY OF DESIGN
THEMES
SUSTAINABILITY
KPIs
RESPONSIBLE SWG/LESSONS
PROCESS PARTIES LEARNED
 MANAGEMENT ACTIVITIES
 INTERDISCIPLINARY APPROACH
 ECONOMIC VALUE
 INNOVATION/SWG
 COMMUNICATION DATA SHEETS DVE
 ENGAGEMENT
 CONTINUAL IMPROVEMENT
Figure 1 : Sustainability Management Plan Outline
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1. Purpose
The purpose of this Sustainability Management Plan is to define the MSI Contractor’s (Qatar
Doha Metro Consortium: QDMC) strategy for delivering Qatar Rail’s sustainability objectives.
The underlying philosophy of which is to promote broad sustainability consideration and a
culture of continuous improvement.
This plan identifies how Qatar Rail’s sustainability requirements will be assured by the QDMC
and aligns the project scope with the aims of the Qatar Integrated Rail Program (QIRP)
objectives.
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2. Scope
2.1. Introduction
This document has been developed to outline the sustainability implementation role of the
Systems, Rolling Stock, and Trackwork contract component of the QIRP. The Project involves:
 Systems (Railway E&M Subsystems)

 Rolling Stock
 Trackwork
 Depot / Stabling Yards (Design Only)
 Maintenance
The scope is broken-down into elements which relate to the assurance of the sustainability
activity and elements which relate to the primary requirements of the Contractor to ensure the
sustainability objectives of the Project and QRIP are met. The scope of services is highlighted
within the scope overview as shown in Figure 2 below.
, SCADA
Depot & ICC/ECC, etc.
Intrusion Detection
Maintenance Systems
Note : AFC scope is excluded from above figure (optional).
Figure 2 : Scope Overview
2.2. The Contractor’s Sustainability Assurance Role

The Contractor will develop a regime of sustainability monitoring and reporting which shall be
implemented across the project. To meet this obligation, it is necessary to establish the factors
by which the Contractor can confirm to the Employer / Engineer (E/E) of their progress in
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implementing sustainability across the project. These factors are defined in the following
Appendices:
 Appendix A - Sustainable themes and goals

 Appendix B - Sustainability Objectives and Sustainability Key
Performance Indicators (KPI)
 Appendix C - Monitoring and Reporting regime
 Appendix D – CEEQUAL Themes
The regime, detailed in these appendices will be implemented by the Contractor and overseen
and monitored by the E/E.
2.3. The Contractor’s Responsibilities

The Contractor will be responsible for performing activities and achieving objectives related to
realising sustainable design, construction and operations. Activities and objectives of the
Contractor are set out in Section 4.3. The Contractor will report against these activities and
objectives to the E/E.
Sustainable design, construction and operational requirements arising from relevant policies,
regulations and contract & specification documentation have been assimilated into this Plan.
They will be checked and integrated into processes by the Contractor from the outset and
through the lifecycle of the project.
The table below sets out a list of documents which contain direct or indirect references to
sustainability. This forms the basis for the identification of sustainability goals for the Project.
Document No. Document Type Document Name
CMS-100-R01 Reference Acronyms and Definitions of Terms
QCS 2010 Standard Qatar Construction Standards 2010
Doc No.: QR-PBII- High Level Qatar Rail Development Program Definition
181247-TEM-REP- Requirements Document
000062 Rev.02,
08/02/12
QR-PB11-181247- Policy Qatar Rail Company Environmental Policy Feb

ENV-PLAN-000058, 2012
REV.00, 2 February
2012
QR-PB11-181247- Policy Qatar Rail Company Sustainability Policy
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Document No. Document Type Document Name
ENV-PLAN-000058,
REV.00, 2 February
2012
Doc No.: QR-PBII- Tender Document Qatar Rail Program Management Plan
181247-QLT-PLAN-
000153 Rev.01,
05/04/12
Vol. 1.0 - 2012 Standard GSAS/QSAS Technical Guide
11.03.2012, Version Design Specification Qatar Integrated Railways Project, Design –

1.0 Build Specifications, Part K, Architectural
Design of Stations and Buildings
Tender No: Employer’s ITT Documents [Sustainability Management;

RTC/011/2011 Requirements Clause 2.2.14]
Tender No: Employer’s Red Line North Underground Tender

RTC/038/2012 Requirements Documents, Volume 4, Employer’s
Requirements General, Rev 00 Redacted
[Sustainability; Clause 21]
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3. Definitions
‘Program Partners’ refers to Qatar Rail (The Engineer) and the Contractor.
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4. Procedure
4.1. Introduction
Sustainability performance will be subject to a robust assurance process based on the
application of the Project themes and goals, KPIs, monitoring & reporting regime,
communication and other processes and procedures set out in the below sections of this Plan.
The ‘Plan-Do-Check-Act’ model is the over-arching E/E management approach. It is

underpinned by: the E/E Sustainability Management Plan; policies; procedures; control of
documents & records; control of non-conforming works; audits, surveillances/ observations; and
management review. The Contractor will ensure through the issue of this plan to comply with
the ‘Plan-Do-Check-Act’ model.
The Qatar Rail Director of Environmental Affairs & Sustainability oversees sustainability at a
programme level. The E/E assures the Contractor’s knowledge of programme-wide
requirements in its execution of Systems, Track and Rolling Stock work. The E/E also supports
QR through the provision of sustainable practice information and recommendations which are
relevant programme-wide.
4.2. Achieving the Sustainability Ambition

The Qatar Rail Company (Qatar Rail) has a Vision to develop state-of-the-art railway
infrastructure and rail operations as a key element of transport planning and an enabler of
economic growth. Its Mission is to support the 'Qatar National Vision 2030' in the four pillars of:
Human Development, Social Development, Economic Development and Environmental
Development. Furthermore, the Sustainability Policy of Qatar Rail states that the built
environment must meet economic, environmental, social and cultural needs without
compromising future generations.
Human Development of all (Qatar’s) people to enable them to

Development sustain a prosperous society
Development of a just and caring society based on high

Social
moral standards and capable of playing a significant role
Development
in the global partnership for development
Development of a competitive and diversified economy

Economic capable of meeting the needs of, and securing a high
Development standard of living for, all (Qatar’s) people for the present
and the future
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Management of the environment such that there is a

Environmental
harmony between economic growth, social development
Development
and environmental protection
QNV2030 - Four Pillars

The sustainability themes of the Qatar National Vision and the corresponding sustainability
objectives are further expanded upon in the following table:
QNV2030 Sustainability Sustainability Objectives

Pillars Themes
Human An educated To establish a world class education system to equip Qatar’s

Development population citizens to improve their skills and competency in line with current
and future needs of the labour market.
To reinforce Qatari moral and ethical values.

To provide a strong sense of citizenship.
To help Qatar transition towards a knowledge based economy.
A healthy To establish a world class healthcare system that is affordable and

population: accessible to the whole population.
physically and
To ensure a balance between preventative and curative healthcare
mentally
for both physical and mental illness.
To undertake high class research aimed at improving the
effectiveness and quality of healthcare.
A capable and To increase and diversify the participation of Qataris in the

motivated workforce.
workforce
To invest in certification and training programmes.
To recruit an appropriate balance of expatriate labour, protecting
their rights, securing their safety and retaining those expatriate
workers most able to contribute to achieving Qatar’s ambitions for
growth and development.
Social Social care To create an environment in which families care for their members
Development and protection and maintain moral and religious values and humanitarian ideals.
To develop and implement an effective social protection system to
safeguard civil rights and ensure an adequate income to maintain a
healthy and dignified life.
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Pillars Themes
A sound social To preserve Qatar’s national heritage and enhance Arab and Islamic
structure values and identity.
To provide high quality services that respond to the needs of
individuals and businesses.
To establish a secure and stable society that operates on the

principles of justice, equality and the rule of law and maintains an
open and constructive dialogue with others at national and internal
levels.
To empower women in society, providing equal opportunities for
women to contribute to political and economic spheres and decision
making.
International To increase Qatar’s regional role economically, politically and

cooperation culturally with the Gulf Cooperation Council, the Arab League and
the Organisation of Islamic Conference.
To increase Qatar’s cultural exchanges with Arab peoples and other

nations in general.
To promote dialogue with and coexistence between different
religions and cultures.
To contribute to international peace and security through political
initiatives and developmental and humanitarian assistance.
Economic Sound To provide financial and economic stability to ensure reasonable

Development economic and sustained rates of growth, secure a high standard of living for
management present and future generations and attract foreign investment.
To ensure open and flexible economic structures capable of
competing in a changing world.
To coordinate with Gulf Cooperation Council states and with Arab
and regional economic organisations to establish trade, investment
and financial ties.
Responsible To maintain a balance between the exploitation of hydrocarbon

exploitation of reserves and production, and between economic diversification and
oil and gas the degree of depletion.
To ensure that innovation in oil and gas sector contributes to the
development of human capital and economic development across all
sectors.
To maintain strategic reserves of oil and gas to meet the needs of
national security and sustainable development.
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Pillars Themes
Suitable To diversify the economy to reduce dependency on hydrocarbon

economic industries.
diversification
To enhance the role of the private sector, facilitating a transition
towards a knowledge-based economy characterised by innovation,
entrepreneurship, excellence in education, a world class
infrastructure, the efficient delivery of public services and a
transparent and accountable government.
Employment* To develop new businesses and create employment opportunities to

enhance skills and increase manufacturing within Qatar.
Procurement To evaluate capital and operating costs as well as return on

and investment when seeking to inform decisions linked to procurement
specification* and specification.
Collaboration To collaborate and consult with local organisations / partners where

and appropriate that offer specialist products and services to support the
consultation* development of the local economy.
Environmental A balance To preserve and protect the environment including air, land, water
Development between and biological diversity.
development
To develop and implement a comprehensive urban development
needs and
plan that adopts a sustainable policy with regard to urban expansion
protecting the
and population distribution.
environment
Land use* To increase the efficiency of land use and the utilisation of existing
infrastructure within its capacity
Accessibility To develop and implement a transportation system that will

and transport* encourage residents and visitors to use public transport and utilise
more sustainable modes of transport, including walking or cycling,
where possible.
To improve accessibility to jobs, education, services and leisure
activities.
To reduce motor traffic and congestion.
Energy and To minimise energy consumption, improve energy efficiency and

climate reduce contribution to climate change
change*
To use renewable energy where technically and economically
feasible.
To create a community that is resilient and adaptable, providing

future proofing for all elements of design, construction and
operations against the effects of climate change.
Water* To minimise water consumption and reduce losses through

distribution.
To reduce use of potable water for non-essential applications where

appropriate.
Pollution * To protect the natural environment by taking all appropriate

measures to prevent land, air, water, noise and light pollution
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Pillars Themes
Materials and To take measures to conserve the use of resources, using

resource renewable resources where possible and maximising opportunities
efficiency* for recycling
Ecology* To conserve and enhance the natural environment by preserving

and creating habitats to enhance biodiversity
* These Sustainability Objectives are not included directly within the Qatar National Vision 2030 but have
been included to provide further detail regarding possible strategies to reduce sustainability impacts linked
to urban development and planning.
The delivery of Systems, Track and Rolling Stock contract package sustainability requirements,
and the Contractor’s role within this, is recognised by the Contractor to be critical to Qatar’s
2030 Vision and Qatar Rail policies.
A review of the References listed in Section 2.3, shows a considerable ambition for
sustainability. However, this is often expressed through general terms without clear targets
being built in.
Take for example the requirement for, ‘… maximisation of the use of sustainable and renewable
materials’. In seeking to respond to such a broad requirement, it may be possible to identify a
closely related objective (with an associated metric) embedded within the GSAS/QSAS
methodology. The Contractor will pursue this where appropriate.
In the absence of such a GSAS/QSAS objective, the Contractor will apply best practice which
will support where possible the delivery of a world class railway network, in consultation and
agreement with the E/E. Where sustainable design end-points cannot be immediately identified,
the Contractor will agree processes with the E/E processes for how they will be developed by
the Contractor in a timely manner.
In summary, although GSAS/QSAS is a key delivery vehicle for many requirements (as well as
being a central requirement in its own right) it will need to be augmented through an appropriate
and agreed level of sustainability practice where there is an absence of a detailed
objective/metric. Project plans/deliverables, are expected to be reflective of this, and drive
creative solutions.
Qatar Rail Sustainability Policy

The Qatar Rail Company Sustainability Policy (see Figure 3) is Qatar Rail’s senior management
publicly stated commitment to achieving development and operations in line with the National
Vision. The Policy together with the Vision, Mission, Strategic Objectives and Shared Values
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form the cornerstone of the SMP and ultimately is the key document that drives all sustainability
initiatives within the Systems, Track and Rolling Stock package contract. This policy also
underpins Qatar Rail’s Vision, Mission and Strategic Direction Statements.
Figure 3 : Qatar Rail – Company Sustainability Policy
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Qatar Rail Vision

Be the favoured mode of transport for all.
Qatar Rail Mission

Provide integrated railway services that are reliable, attractive and safe with continual
commitment to excellence and sustainability.
Qatar Rail Strategic Objectives
Program Delivery
 To timely deliver the rail program of the desired quality in a cost effective and safe
manner.
Attractiveness & Sustainability

 To provide a customer centric integrated railway services that are accessible, efficient,
competitive, comfortable, safe, and reliable while maximizing social, economic, and
environment benefits.
Reliability & Excellence

 To operate and maintain a robust and stable railway services that meets the
expectations of our customers, partners and follows international best practice for safety,
security and health.
Employer of Choice
 To position Qatar Rail as the employer of choice in Qatar & globally within the Rail
industry.
Business Viability
 To conduct our activities with focus on creating value for stakeholders and maximizing
returns on investment.
Shared Values
Integrity
 We interact amongst ourselves and with others with honesty, openness, trust and
mutual respect.
Passion
 We are committed to our vision, mission, and motivated to excel in every aspect of our
business.
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Accountability
 We individually and collectively accept responsibility for all our decisions, actions and
results.
Respect
 Our people are the reason for our success. We respect our people and are committed
to their development and welfare.
Collaboration
 We work with our customers, and partners, leveraging collective knowledge to achieve
common purpose.
Responsibility
 We act in a responsible manner in every aspect of our business.
4.3. Expectation for the Contractor’s Sustainability Management Plan

4.3.1. Introduction
Sustainability Vision
The MSI Contractor embraces the sustainability aspirations set by the Qatar Government in the
Qatar National Vision 2030 and the corresponding commitments to sustainability that Qatar Rail
has made to align with the National Vision. These commitments are apparent in Qatar Rail’s
Vision and Mission Statement’s; in Qatar Rail’s Strategic Objectives and the Qatar Rail
Sustainability Policy.
The Systems, Track and Rolling Stock contract is very clear in its requirements for the
Contractor to embrace and comply with the sustainability ambition. The Sustainability
Management Plan is designed to demonstrate that the Contractor:
 is committed to delivering the requirements by integrating them into Project processes

from the outset and through the lifecycle of design and implementation work.
 will engage sustainability processes throughout the full programme of design and
construction activities, including all component elements.
 is committed to delivering the sustainability commitments across a comprehensive set
of sustainability categories based on the four pillars of the Qatar National Vision 2030.
 will set in place robust systems to allow sustainability delivery and continuity from
design stages through to operation.
The expectations for the Plan are set out below.
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The Plan reflects the Contractor’s commitment and practical engagement with sustainability,
including: the sustainability design and construction themes and goals / objectives; the
sustainability KPIs; the monitoring and reporting regime; and the communication needs.
The Sustainability Management Plan will translate requirements into practical action for defined
project elements (e.g. signaling and train control, safety systems, telecommunications, rolling
stock, energy, track and depot / ICC, etc.). The details for the Plan are set out in the section
below.
4.3.2. The Contractor’s General Management Approach to Sustainability

4.3.2.1. Demonstrating Commitment to the Ambition
The sustainability aspirations of the Qatar Government and Qatar Rail will be addressed by the
Contractor. As well as a range of other drivers, the Qatar Construction Standards 2010
(including GSAS/QSAS), Ministry of Environment ‘Environmental Impact Assessment’ (EIA)
approvals and requirements and Qatar Rail's Sustainability and Environmental Policies are,
where appropriate, to be explicitly factored into design, procurement, construction and operation.
Qatar Rail’s policy aims are to: deliver a world class railway network; build & maintain a railway
with an environmentally considerate and sustainable approach; and actively lead our industry.
The Contractor will address Qatar Rail’s sustainability ambition by including the following
expectations:
 Commitment evidenced to delivering the requirements by integrating them into Project

processes from the outset and through the lifecycle of design and implementation work.
 Demonstration of engagement during design and construction activities, including all
component elements.
 Driving sustainability through design, procurement, construction and operation. Highly
significant impacts will potentially arise from operating the designed rail facilities into the
future. It is crucial therefore that the contractor consider long term operational
sustainability considerations as part of the design process. A key aspect of this will be
to model the impacts of predicted climates and future-proof facilities against these.
 Comprehensive coverage of sustainability/four pillars and commitment to deliver
positive outcomes on environment and community.
 Addressing: continuity of sustainability through design stages; designing-in operational
sustainability; achievement of economic value and sustainable resource use; and
approaches, tools and standards required to support the delivery of the sustainability
ambition.
 Description of approach to the provision of technical evidence across design and
commissioning for the required sustainability measures.
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4.3.2.2. Demonstrating Continuity of Design

Where the Contractor’s role is limited to only part of the overall design and build process,
demonstration will be provided of continuity of sustainability performance beyond the
Contractor’s involvement, including the following expectations:
 Demonstration of continuity of GSAS/QSAS 4 Star into fit-out and operation where

direct involvement is limited to shell & core design and construction of a station.
 Demonstration of specific contributions to sustainability performance and a strategy for
liaison and onward handover of sustainable design measures.
 Commitment to the specification of minimum levels of compliance against GSAS/QSAS
criteria in specifications and tenant lease fit-out agreements, where appropriate.
 Demonstration of full briefing by predecessors on sustainable design measures such
that sustainability performance is optimised going forward (i.e. where picking up concept
/ ‘branding’ designs from previous designers).
 The factoring-in of efficiency of operational maintenance from a sustainability
perspective.
4.3.2.3. Demonstrating Senior Management Support and Resourcing

The Contractor’s Sustainability Management Plan will be developed to demonstrate how
sustainability will be overseen and driven by senior management, as follows:
 The Plan will be owned and managed by the Project Environmental Manager.
 Demonstration of compliance with personnel requirements for sustainability role.
 Demonstration that specific project elements will be managed by suitably qualified and
experienced individuals committed to the achievement of sustainability goals.
 Allocation of adequate resources to ensure effective sustainability implementation.
 Appropriately experienced staff available to manage the Certification to GSAS/QSAS
Core & Shell 4 Star and be able to concisely communicate regular progress towards this.
4.3.2.4. Demonstrating Interdisciplinary and Interactive Approaches

The Integrated Design Process (IDP) motivates collaboration throughout the design and
construction process, tying stakeholder success to project success and embodies the following
behavioural principles:
 Early involvement of key participants

 Jointly developed project target criteria
 Collaborative decision making
 Mutual respect and trust
 Willingness to collaborate
 Open communication
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Integrated Design attempts to clearly and comprehensively define project objectives, set
aggressive goals for sustainability and measure project outcomes against these goals.
The Contractor’s Sustainability Management Plan will be developed to underpin inter-

disciplinary approaches to identifying sustainability solutions, with the following being expected:
 Demonstration of the sustainable solutions across design, civil engineering, architecture,

MEP, construction and operations required to support the delivery of the sustainability
ambition.
 Demonstration of the application of appropriate tools such as interactive design
workshops (involving all key members of the design team) and creative design
processes.
4.3.2.5. Demonstrating Approach to Economic Value and Resource Use

The Contractor’s Sustainability Management Plan will be developed to demonstrate socially and
environmentally acceptable economic growth aspects of sustainable design & construction,
including the:
 Identification and reporting of added-value opportunities and avoiding over-engineering,

particularly in civil engineering designs.
 Demonstration of reduction in natural resource use, improved life-time economic use of
materials and more efficient use of power resources.
 Commitment to working with the E/E to establish a culture across Qatar Rail that
promotes efficient use of resources.
4.3.2.6. Demonstrating Approach to Continual Improvement

The Environmental Policy of Qatar Rail calls for the continual improvement of the overall
Company Management System (CMS) and in turn the environmental performance across the
business and projects.
The Contractor will support the commitment to maintaining a project based ‘lessons learned’ or
Innovation register to record practical on-going sustainability lessons for the project.
4.3.2.7. Demonstrating Engagement with Sustainable Technologies and Standards

In order to demonstrate an appropriate level of sustainability practice and the application of
technical standards, the Contractor will undertake to:
 Liaise with external organisations and the E/E to determine best practice and innovation.
 Maximise use of commercially proven green technologies as appropriate.
 Modularise off-site assembly and design for simple on-site assembly.
 Ensure the suitability and effectiveness of suppliers in delivering requirements.
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 Deliver carbon and waste management efficiencies

 Implement where appropriate, the Ministry of Environment Sustainability Specifications
for Qatar Construction 2030. It is understood these Specifications are currently under
development with a view to them becoming mandatory.
 Implement as appropriate of responsible sourcing standards such British Standards and
ISO 14001, to inform sustainable procurement approaches.
4.3.2.8. Demonstrating Effective Communication

The sustainability objectives and monitoring requirements will be communicated throughout the
project to all relevant parties and participants. A Sustainability Working Group will be
established to deliver governance. The Contractor’s role in this activity is central.
4.3.3. Guidance on Specific Management Steps

Given the scale of the Project, the high number of work sections and the range of sustainability
themes, objectives and Key Performance Indicators, it is necessary for the Contractor to set out
its specific management steps to the systematic delivery of sustainability.
Specific management activities of the Contractor are expected to integrate as a minimum the
following requirements. The Contractor will be monitored against these requirements and
information will be provided by the Contractor in a manner which will facilitate the E/E’s
monitoring processes.
4.3.3.1. Work Sections

The Contractor’s sustainable design and construction will cross-reference to all the work
sections, including switchboxes, preliminaries, design & procurement and dayworks.
The Plan will demonstrate where the Contractor’s proposes to deal with certain work sections in
clusters, where commonalities and efficiencies can be achieved. The MIS Contractor will
consider and highlight where Programme-wide discussions / initiatives might contribute to the
greater efficiency of its approaches.
4.3.3.2. Sustainability Design and Construction Themes and Goals and KPIs
The Contractor’s management processes demonstrate and record how the Contractor designs
will progressively achieve the stated sustainability themes and goals / objectives and KPIs.
Design considerations to achieve target QSAS criteria, and equivalent criteria for civil
engineering aspects, will be integrated into the data sheets and strategies. Refer to Appendix A
for the themes and goals / objectives; refer to Appendix B for the KPI areas; refer to Appendix C
for data sheet and tracker sheet examples.
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4.3.3.3. Guidance on Sustainability Management Activities

Fifteen management activities are described below. These are the activities the E/E deems
necessary for the Contractor to manage sustainability, and for sustainability to be monitored and
assured. The Contractor will consider and agree these with a view to their adoption where
appropriate or present alternative approaches. Further details on the Contractor’s monitoring
and reporting of these management activities are shown in Appendix C.
Guidelines on Fifteen Sustainability Management Activities
1. Contractor’s Sustainability Management Plan

 See above requirements
E/E to check Plan against criteria in Section 4.3 above
2. Tracker
 Tracker template to be developed and agreed
 Tracks progress of each sustainability goal e.g.: achieved, likely, unlikely, impossible
 Traffic light system to indicate ongoing issues arising including perceived difficulties
in achieving requirements and goals
 Updated after workshops, for monthly meetings and for key project stages
 Brief summary note on approach for each goal (detailed design development to be
demonstrated in data sheets below and on-going evidence of measures recorded in
evidence folders below)
 Ownership of each goal by individual design team member to be indicated
 Shows QSAS scores building against the target through the project
E/E to check tracker template and review content – monthly meetings, post-workshops and
key stages
3. Studies, investigations, assessment/ certification schedules

 Studies etc required to meet sustainability goals identified
 Drafting programme to be developed
 Examples include computational thermal modelling linked to BIM; low carbon studies;
water minimisation design and technology options; materials procurement, Site
Waste Management Plans
 Integrate, for efficiencies, with requirements for studies arising from the CEMP-QR
 Conclusions of studies etc to be reviewed by DVE and feed into data sheets below as
required
E/E to review studies etc list and programme for development and that conclusions are
being technically checked by DVE and are feeding into data sheets
4. Data sheets
 Progressively developed demonstrating how design strategies, technical design and
specification for the sustainability measures required to meet goals / QSAS score
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 Technically robust and with plain conclusions adequate for comparing design options
to meet the sustainability goals
 Sufficient number developed to explore options where more than one solution is
possible
 Developed progressively through the design stages to meet programme
requirements
 Reviewed by Design Verification Engineer (DVE)
E/E to review process for data sheet development and check that sufficient number are
developed, and adequate information is included, to explore options for meeting goals /
QSAS scores. E/E also to check DVE is involved in technical review.
5. Updates to Requirements Management Database

 The project will operate a Requirements Management Database; Contractor to liaise
closely on changes to this in relation to any changes to sustainability requirements
 Any changes to be agreed via the project’s formal Change Management process
E/E to review that due process being applied to sustainability requirements management
6. Consents and stakeholder interfaces

 Any consents and stakeholder interfaces will need to be identified and managed
 This activity links to the CEMP - QR
E/E to review that consents and interfaces are being identified and managed in line with
goals / QSAS scores and programme requirements, and that they link to CEMP-QR
7. Costing sheets for Value Engineering

 Costing sheets required to inform Value Engineering process
 Recognised practice in whole-life costing (WLC) to be applied, demonstrating capex
against whole-life operational costs / savings
 Link to no. 4 above; certain design measures arising in the data sheets may need to
be robustly defended in WLC terms to achieve sustainability goals
 DVE to technically check the costing sheets
E/E to review costing sheets process applied and participate in Value Engineering process
as appropriate; E/E to check DVE involved in technical review.
8. Value-added, lessons learned listed

 The project requires focus on continuous improvement and identification of value-
added opportunities arising from sustainability where appropriate
 Value added opportunities/ achievements and lessons learned to be recorded by the
Contractor in an agreed format
E/E to agree process for recording value-added opportunities and lessons learned and to
review these on an on-going basis; E/E to check DVE involved in technical check.
9. Sustainability design basis

This activity is included to encourage sustainability objectives and measures to be included
in ‘briefs’ for each stage of the project; it supports continuity and communication of
requirements.
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E/E to check if sustainability is appropriately referred to in basis at each new stage
10. Inspection & testing

 This applies particularly to the construction phase but is expected to be planned in
earlier stages
 The contractor to put in place a plan for how site inspection and testing will be carried
out
 The purpose is to evidence that sustainability has been carried through into
physical/material attributes of the project, particularly the construction materials
 Examples include low carbon concrete and sustainable timber; do the materials on
site correspond to those that were specified?
E/E to review inspection & testing plan and engage with site inspection activities as
appropriate
11. Design workshops and monthly meeting

 Well facilitated design team workshops to be carried out
 Workshops are required to enable interdisciplinary and creative exploration of design
options to meet sustainability goals including QSAS 4 Star
 Achievement of goals will derive from careful and collective consideration of a basket
of criteria supported by decisions relating to which particular measures deliver the
highest benefits/ scores most efficiently and economically
 Broad options to be narrowed down through technical discussions and technical
feasibility checked by DVE
 Clear recording of workshop Minutes and tracking of on-going position arising with
regard to pursuing proposed design options
 Decisions made and actions assigned on way forward with regard to the range of
sustainability management activities including requirements management, risk
identification, timely corrective action where progress is going off-track and strategies
for dispute resolution
 Where goals are deemed to be difficult to achieve all appropriate options and
alternative approaches are to be exhausted before they are considered b for revision;
such revision may be elevated for consideration by senior management and will
require clear evidence based justification
 Management of all aspects to continue on an on-going basis through the monthly
meetings, with clear Minutes produced
E/E attendance as appropriate at design workshops and to attend monthly meetings as
required by the Engineer, reviewing selected outputs; DVE to review technical feasibility of
design proposals put forward (and may therefore wish to participate in workshops)
12. Change Notes

 All proposed and agreed changes to sustainability requirements to be processed
through the project’s formal change management process
 Keep E/E apprised of all development
E/E to check Change Note procedure implemented
13. Design evidence folders

 It is crucial to create and maintain transparent and methodical folders containing
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cumulative evidence of sustainability measures against the goals

 QSAS on-line evidence collection process to be used as appropriate
E/E to review folder structure and on-going evidence build up
14. Drawings and specifications relevant to sustainable design

 Sustainability measures to be evidenced in drawings and specifications as
appropriate
 The Contractor to make the E/E aware of relevant drawings and specifications with
references included against the sustainability goals, to enable review process
 DVE responsible for checking related technical information
E/E to check if sustainability measures are being reflected and referenced in drawings and
specifications; E/E to check DVE technical checks as appropriate.
15. Requests for Information (RFI)

 Contractor to follow the formal RFI process set out for the project for sustainability
enquiries
E/E to check process is being followed and respond to RFIs according to the process
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4.3.3.4. Project stages including Design Gateways

The Contractor’s sustainability management activities and deliverables will develop
progressively through the Project’s Design Gateways, construction phase and facility operation.
The table below relates the potential activities to project stages.
Design Gateway 0
1. Contractor’s Sustainability Management Plan developed
2. Tracker set up with initial information showing progress towards objectives incl.
Certification and KPIs
3. Studies, investigations, assessment/ certification scheduled to meet programme
4. Draft data sheets including design strategies in place
5. Advise or forewarn updates required to the Requirements Management Database where

there is a new or changed requirement or specification
6. All necessary consents and stakeholder interfaces identified
7. Sustainability proposals tested through Value Engineering lifecycle costing process where
applicable
8. Initial value-added opportunities identified, lessons learned listed
9. Sustainability Basis of Design set-out for Design Gateway 1
10. Inspection & testing activities broadly considered
11. Design workshop(s) and monthly meetings carried out, including Certification pre-
assessment
12. Proposed/ agreed changes to requirements identified and change management process
initiated
13. Design evidence folders set up and populated with initial high quality evidence, including
Certification and references to key design docs.
14. Incorporate early sustainable designs throughout architectural, MEP, structural etc design
drawings and specifications
15. Requests for Information submitted
Design Gateway 1
1. Sustainability Management Plan (Contractor) updated as required
2. Tracker updated with information showing firm progress towards objectives incl.
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3. Studies, investigations, assessment/ certification scheduled updated to meet programme
4. Data sheets including design strategies firmed up with near final approaches
5. Confirm updates required to the Requirements Management Database where there is a

new or changed requirement or specification
6. All identified consents and stakeholder interfaces put in place where possible
7. Sustainability proposals further tested through lifecycle costing processes where applicable
8. Value-added opportunities confirmed and new ones identified, lessons learned list updated
9. Sustainability Basis of Design set-out for Design Gateway 2
10. Inspection & testing activities considered
11. Further design workshop(s) and monthly meetings carried out, including Certification
assessment
12. Further proposed/ agreed changes to requirements identified and change management
process initiated; existing CM finalised
13. Design evidence folders updated and further populated with high quality evidence, incl.
14. Incorporate firm sustainable designs throughout architectural, MEP, structural etc design
Design Gateway 2
2. Tracker updated with information showing firm progress towards objectives incl.
3. Studies, investigations, assessment/ certification completed
4. Data sheets including design strategies firmed up with final approaches
5. Finalise updates required to the Requirements Management Database where there is a

new or changed requirement or specification
6. Final confirmation consents and stakeholder interfaces in place
7. Sustainability proposals confirmed through lifecycle costing processes where applicable
8. Value-added opportunities confirmed, all lessons learned listed and all CMS improvements
recommendations recorded
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9. Sustainability Basis of Design set-out for construction
10. Inspection & testing activities planned and prepared
11. Further design workshop(s) and monthly meetings carried out, including Certification pre-
assessment
12. All changes to requirements processed through change management process
13. Design evidence folders updated and further populated with high quality evidence, incl.
14. Incorporate firm sustainable designs throughout architectural, MEP, structural etc design
Construction Stage
2. Tracker updated with information showing construction meeting objectives incl.

3. Any arising construction related studies, investigations, assessment/ certification

scheduled and carried out
4. Data sheet updated with any agreed changes
5. Advise further updates required to the Requirements Management Database where there
is a new or changed requirement or specification
6. Confirmation of any additionally required consents and stakeholder interfaces in place
7. Any new sustainability proposals confirmed through lifecycle costing processes where
applicable
8. Value-added opportunities from construction confirmed, lessons learned listed
9. N/A
10. Inspection & testing activities carried out
11. Sustainable construction workshop(s) and monthly meetings carried out, including review
Certification on track
12. All changes to requirements processed through change management process
13. Construction evidence folders completed with high quality evidence, including
14. Incorporate any amendments to sustainable designs throughout architectural, MEP,
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structural etc in design drawings and specifications
15. Requests for Information completed
Operation
2. Facilities reviewed in operation against tracker, objectives and KPIs, design drawings &
specifications, QSAS stage 2 assessments.
4.3.3.5. Formal Assessment and Certification

Where GSAS/QSAS, or civil engineering equivalent, Assessment and Certification is required, a
robust approach to managing requirements and reporting progress is expected, including the
following elements:
 set a design strategy for minimum 4 Star attainment indicate its early understanding of
the impacts of any mandatory criteria
 set and demonstrate design plans progressively through lifecycle/ Design Gateways
 set formal assessment plans, robust evidence folder set up, evidence gathering and
signoff through lifecycle
 clearly show:
– design workshop schedule
– evidence schedule
– Assessment and Certification schedule
– resource schedule risk schedule
– report schedule
 a template tracker will be developed and issued monthly to:

– regularly track and report progress towards the target Assessment rating
– populated with a summary of each Assessment criterion and related actions
– show whether scores for each criterion are possible, likely, impossible or achieved
etc
– highlight issues using a ‘traffic light’ system
 indicate cumulative build-up of score through their programme; design options

 record on-going achievement of sustainability added-value opportunities / initiatives
arising from the assessment process
 clarify requirements / processes directly with GSAS/QSAS or civil engineering
equivalent certification bodies
 as appropriate all Certification requirements
 define and account for the internal and external expertise required for achieving
 Certification
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 The role of any sub-contractors is expected to be made explicit.
4.3.3.6. Reporting and Monitoring Regime

The Contractor suggested reporting and monitoring regime set out in Appendix C.
4.3.3.7. Supporting Studies, Investigations and Reports

The following reports and schedules will be delivered by the Contractor to the E/E:
 Report
Reference to the Employer's Requirements:

 Studies & Investigations Schedule
A range of sustainability measures where appropriate and agreed with the E/E, will be
underpinned by technical studies / investigations. The Contractor will set out a list of studies
and investigations it intends to carry out in relation to sustainability achievement, including the
achievement of required GSAS/QSAS, or civil engineering equivalent, ratings. A programme of
delivery of these studies and investigations will be provided.
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Appendix-A GSAS Sustainability Themes and Goals / Objectives
Introduction
The primary objective of Global Sustainability Assessment System (GSAS) is to create a
sustainable built environment that minimises ecological impact while addressing the specific
regional needs.
GSAS: Rail is intended to evaluate the design of the main station buildings, including spaces
that serve various functions of a Railway Station. These include but are not limited to Platform /
Concourse, Offices, Station Control Room, Ticketing, Retail, Food / Beverage Areas, and
Ancillary Areas.
GSAS: Rail is divided into eight categories that define the ways the sustainability impact of a
project can be controlled. The categories are Urban Connectivity [UC], Site [S], Energy [E],
Water [W], Materials [M], Indoor Environment [IE], Cultural & Economic Value [CE], and
Management & Operations [MO]. Each category measures a different aspect of the project’s
sustainability impact and addresses ways in which a project can mitigate the negative
sustainability effects.
These eight GSAS themes attempt to mitigate against unsustainable practices that would
impact on the following:
GSAS CATEGORIES IMPACTS

Climate Change
Fossil Fuel Depletion
Water Depletion
Land Use and Contamination

URBAN CONNECTIVITY
Water Pollution
Air Pollution
Human Comfort and Health
Transport*
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GSAS CATEGORIES IMPACTS

Water Depletion
Land Use and Contamination
SITE Water Pollution
Air Pollution

Climate Change
ENERGY Fossil Fuel Depletion
Air Pollution
WATER Water Depletion
Climate Change
Fossil Fuel Depletion
MATERIALS Air Pollution
Materials Depletion
Air Pollution
INDOOR ENVIRONMENT
Loss of Cultural Identity
CULTURAL & ECONOMIC Economic Stagnancy or Decline
Climate Change Resilience*

Water Depletion
MANAGEMENT & OPERATIONS Human Comfort and Health
Materials Depletion
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GSAS Categories and Impacts

The following diagram sets out the GSAS Framework; this in turn shapes the SMP so that the
on-going sustainability activities and initiatives during the design feed directly in to the GSAS
certification process.
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GSAS Framework
GSAS: Rail is applied to main station buildings only, currently a new rating system is being
developed, GSAS Network, for railway infrastructure. We anticipate that the GSAS Network
framework will correspond with GSAS Rail and so the general setting up and intent of this SMP
will remain relevant. In the interim we will refer to CEEQUAL when dealing with infrastructure
outside of the station remit.
This section contains 10 sustainable design and construction themes and the associated goals
for the project. These assimilate the sustainable design, construction and operational
requirements arising from relevant policies, regulations, specifications and project
documentation, including QR’s Environmental Policy. The themes and goals are set out below
as a set on minimum expectations for the project.
GSAS/QSAS Assessment
The broad criteria for GSAS/QSAS are covered in a general manner in Employer’s
Requirements Volume 4 Section 21.2. However, the correct detailed GSAS/QSAS manual will
need to be secured.
Any prevailing mandatory GSAS/QSAS criteria / scores associated with a 4 Star rating are
expected to be fully understood and their impacts on Certification attainment factored early into
designs.
Current project-related documentation suggests Certification is expected to apply to stations

and generally the following types of Metro stations are expected to undergo Certification:
 generic underground;
 generic at grade;
 generic elevated; and
 maintenance buildings and depots
Some stations are to be Certified as a group and some individually, as follows:
 the above 4 building types are expected to require one GSAS/QSAS Certificate;
 there are several special stations which it is expected cannot be certified as described
above and are expected therefore to require an individual Certificate.
Where GSAS/QSAS Certification is to be sought a minimum rating is prescribed:

 a minimum Star 4 Certification is expected to be achieved;
 GSAS/QSAS 2010 will be applied (or later version as & when it is updated);
 note QSAS Rail has recently been issued by GORD; and
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 work is expected to be designed, constructed and operated to achieve Certification at

the required stages through the lifecycle.
For sections where formal Assessment & Certification is not a requirement the Criteria is
expected to be applied informally to a 4 Star level to drive a high standard of sustainability
throughout the Project. Whole-life cost-benefit analysis is required to justify inclusion or
exclusion in designs.
Civil Engineering Equivalent Criteria

It is understood that QSAS Rail is not best suited to the sustainable design and construction of
rail infrastructure such as tunnels. It is expected that a recognised civil engineering equivalent
criteria be used, such as CEEQUAL, in the following way:
 Apply criteria to design and construct to an Excellent level rating based on informal
assessment of rail infrastructure / tunnel-related areas
 Formally assess one typical section of tunnel to achieve Excellent level Certificate for
design and construction
 Provide whole-life cost-benefit analysis to justify inclusion or exclusion in designs,
where there are significant budget impacts.
Theme 1: Urban Connectivity and Master-Planning Integration

Where relevant and feasible the project will integrate sustainable design and construction
principles into master-planning activities by supporting such areas as:
 Social, Cultural and Economic Accessibility / Connectivity;

 Transit Oriented Development; and
 Urban Integration and Community Benefits.
QSAS Goals
Contribution to buildings-related 4 Star Certification from the following criteria:
 Proximity to Infrastructure
 Public Transportation
 Sewer & Waterway Contamination Proximity to Amenities
 Accessibility
Civil Engineering Equivalent Goals
 N/A
Theme 2: Site
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This theme addresses such areas as dust, noise & emissions, water, ecology & biodiversity,
land-use & landscape. The project will design-in and manage the minimisation of [dust],
noise & vibration and the emission of NOx, SOx & Particulate Matter from construction and
operation. Designers are expected to embed the associated requirements within the
Framework Construction Environmental Management Plan (F-CEMP).
The project is expected to achieve no net loss, or positive net impact, on biodiversity. This is
expected to be demonstrated with reference to existing baselines, ecological assessments,
future plans and implementation activities. This will link to EIAs and is also expected to take
on board the associated requirements within the F-CEMP.
QSAS Goals
 Land Preservation
 Water Body Preservation
 Habitat Preservation
 Vegetation
 Desertification
 Rainwater Runoff
 Heat Island Effect
 Adverse Wind Conditions
 Noise Pollution
 Light Pollution
 Shading of Adjacent Properties
 Parking Footprint
 Shading (QSAS)
 Illumination
 Pathways
 Mixed Use

Contribution from the following criteria to Excellent rating based on informal assessment of
rail infrastructure/ tunnel-related areas:
 Design to Control Impacts on Water Environment

 Consultation with Regulatory Authorities
 Compliance with Regulations
 Pollution Prevention
 Sustainable Urban Drainage Systems (SUDS)
 Enhancement of the Water Environment
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 Run-Off Capture and Re-Use

 Ecological Value of Land
 Consultation with Nature Conservation Organisations
 Ecological Works Planning and Management
 Ecology Survey
 Protection of Existing Ecology
 Enhancement of Ecology
 Option Appraisal and Site Suitability
 Land Use Efficiency
 Re-Use of Previously Developed Land
 Conservation of Soils
 Contaminated Land
 Flood Risk and Resilience
 Landscape Character and Visual Impact
 Compliance with Local, Regional or National Landscape Requirements
 Retention of Existing Vegetation
 Retention of Distinctive or Historic Features
 Landscape Works Planning and Management
 Species Selection
Theme 3: Energy and CO2

The Environmental Policy of Qatar Rail has an aim associated with achieving a carbon
neutral environment. The Project’s approach in responding to this aim is expected to be
demonstrable through the design inclusion of energy efficiency and carbon reduction as
associated with station and tunnel designs.
QSAS Goals
 Energy Demand Performance

 Energy Delivery Performance
 Fossil Fuel Conservation
 CO2 Emissions
 NOx, SOx, & Particulate Matter

 N/A
Theme 4: Water Consumption

Water consumption assessments are expected to be developed progressively through the
design process to inform where priority minimisation opportunities lie and use these to inform
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water minimisation opportunities though design, construction and operation. This process is
expected to include the assessment of appropriate water minimisation technologies.
Associated requirements within the Framework Construction Environmental Management
Plan (F-CEMP) are expected be taken on board.
QSAS Goals
 Water Consumption

 N/A
Theme 5: Materials and Waste

To ensure the sustainable use of construction resources, the Project will develop a Site
Waste & Materials Management Plan. The Plan will outline the process to manage materials
and waste through the design and construction process and to identify minimisation
opportunities.
In particular, the calculation and categorisation of waste arisings is expected to support the
sustainable use of spoil for construction activity, technical specifications permitting. This is
expected to integrate with construction Site Waste Management Plans and the F-CEMP
generally. Note any specification limitations on using demolition waste in fill applications.
Programme-wide opportunities for sustainable use and management of spoil are expected to
be considered where possible. The potential inter-relationships and opportunities / threats
arising from the following types of factors are expected to be considered:
 safe spoil movement;

 transportation and traffic factors, including linkages to the Government’s ‘Keep Doha
Moving’ strategy
 logistics (including storage/ stockpiling);
 procurement and supply chain – e.g. co-ordination of bulk material delivery from
overseas suppliers via the Doha Port, sourcing of bespoke architectural structural
components with other Metro D&B contractors, project security and transportation, spoil
handling systems, etc.
 carbon footprint and value-added associated with waste and materials reduction (link
with Economic areas in Theme 8 below);
 waste regulation compliance;
 processing spoil into construction aggregate applications (targeting higher value uses
where possible and appropriate);
 dust and noise; and
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 the wider rail and construction context in Doha and related demand for aggregate
material.
 avoidance of non-sustainable or environmentally harmful materials;
 minimisation of waste at source;
 investigation into the possibility of using spoils for construction related activities within
Doha;
 maximisation of the use of recycled materials in design (whilst being aware of any
limitations in design / construction standards in specifying demolition waste);
QSAS Goals
 Regional Materials
 Responsible Sourcing of Materials
 Recycled Materials
 Materials Reuse: off site
 Structure Reuse
 Design for Disassembly

 Sustainable Resources Policy (Materials, Waste, Water)

 Life-Cycle Assessment
 Design for Resource Efficiency
 Cut and Fill Optimisation
 Durability and Low Maintenance
 Long-Term Planned Maintenance
 Soil Management and Beneficial Re-Use
 Future Disassembly/ De-Construction
 Energy and Carbon Emissions Reduction
 Renewable/ Low-Zero Carbon Energy
 Energy Consumption During Construction
 Embodied Water
 Water Consumption During Construction
 Water Consumption During Operation
 Responsible Sourcing of Materials
 Locally Sourced and Recycled Materials
 Sustainable and Certified Timber
 Re-Use of Materials and Structure
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 Hazardous Materials
 Low VOC coatings
 Site Waste Management
Theme 6: Indoor Environment

For buildings, early computational thermal modelling is required to optimise and report the
interplay of the following types of factors impacting on sustainable building design:
 construction methodology & materials (steel, concrete, thermal mass etc);

 natural daylight and solar shading;
 insulation materials;
 HVAC systems (including natural and mechanical ventilation);
 luminance levels etc; and
 use of renewable energy technology in the optimisation of sustainable design.
The above processes are expected to be used progressively through design in order to
develop designs which:
 avoid excessive solar glare, light transitions and solar gain;

 optimise thermal and lighting comfort for users;
 reduce energy use and carbon emissions associated with operating the indoor
environment, including consideration of low & zero carbon energy technologies;
 achieve requirements for Low Emitting Materials.
These processes are expected to integrate with the Building Information Management
System (BIMS).
QSAS Goals
 Thermal Comfort
 Natural Ventilation
 Mechanical Ventilation
 Illumination Levels
 Daylight
 Glare Control
 Views
 Acoustic Quality
 Low-Emitting Materials
 Indoor Chemical & Pollutant Source Control
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 N/A
Theme 7: Climate Change Mitigation

The potential risks from climate change will be considered and designers will factor into
designs resilience to climate change impacts such as storm events, coastal erosion and
temperature change. In doing this, computational thermal simulation modelling will be
deployed to model predictive weather data for future climate scenarios which look further into
the future than standard data. Note this requirement falls under the need for climate
resilience.
QSAS Goals
 N/A
 N/A
Theme 8: Cultural and Economic Value

Cultural and national identity, history, traditions and values will be protected and nurtured
where these factors are impacted by design and construction. This is expected to include
the minimisation of community impacts.
Opportunities for economic value will be identified and evaluated.
 notwithstanding GSAS/QSAS [or equivalent] Certification, sustainable design

alternatives will be evaluated under cost-benefit aspects and presented to the employer;
 costs in all areas of civil engineering will be expected to be considered to avoid over-
engineering;
 opportunities for added-value arising from sustainability measures are to be recorded in
an agreed manner and their approval of the employer sought.
QSAS Goals
 Heritage & Cultural Identity

 Support of National Economy
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 Considerate Construction
 Stakeholder and Community Consultation
 Mitigating Effects on Neighbours
 Physical Damage by Vibration
 Visual Impact During Construction and Operational Phase
 Health and Welfare (beyond minimum legal requirements)
 Involvement of Local Firms
 Enhancement beyond functional requirements (e.g. viewing points, picnic areas etc)
 Historic Environment Baseline Survey
 Statutory Consent
 Consultation with Heritage Organisations and Stakeholders
 Retention and Enhancement of Registered Heritage Assets
 Management of Archaeological Remains
 Public Learning
Theme 9: Transport
The Contractor is expected to consider and consult stakeholders on the designing-in of cycle
stands to promote the use of cycling during winter months [NOTE: would need to carefully
consider safety aspects re. traffic risks]. With regard to traffic, contribute is required to the
reduction in road traffic accidents due to modal shift. This area is expected to link with spoil
management and logistics, and associated areas of the F-CEMP.
QSAS Goals
 N/A

 Contribution to Improved Integrated Transport Network

 Reduction of Transport Related Impacts
 Access for Pedestrians and Cyclists
 Design Beyond Design Code Minimums
 Network Resilience to Extreme Weather and Other Disruptive Events
 Adaptability to Accommodate Future Changes
 Construction Transport Management
 Workforce Travel Planning
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Theme 10: Strategy, Management & Operations

See QSAS and civil engineering equivalent criteria below.
QSAS Goals
 Commissioning Plan
 Organic Waste Management
 Recycling Management
 Leak Detection
 Energy & Water Use Sub-metering
 Automated Control System
 Hospitality Management Plan
 Sustainability Education & Awareness Plan
 Vertical Transportation

 Sustainability Policy
 Economic and Social Impacts and Benefits Assessment
 Environmental Impacts and Benefits Assessment
 Climate Change Adaptation
 Project Resources Strategy
 Contribution to More Sustainable Living
 Delivery of Sustainability through Briefs and Contracts
 Construction Management and Resources
 Construction Social and Environmental Impacts
 Sustainability Management Mechanisms and Training
 Sustainability Targets for Operational Phase
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Appendix-B Sustainability Key Performance Indicators
Setting KPI’s
The KPIs are the cornerstone to the SMP; they form the basis for the management tools going
forward. The KPIs have been derived from a desire to ensure the sustainability commitments
and ambitions of the project, from the macro to micro level, outlined in the previous sections, are
identified, planned, tracked and managed continually through the project.
The setting of KPI’s has been done to ensure that the goals being set are measurable;
attainable; relevant; and timely. These goals are arrived at by asking the following questions:
KPI DEFINING QUESTIONS

WHAT: What do I want to accomplish?
WHY: Specific reasons, purpose or benefits of accomplishing the goal.
SPECIFIC GOAL WHO: Who is involved?
WHERE: Identify a location.
WHICH: Identify requirements and constraints.

METRICS: Criteria for measuring progress towards attainment of goal?
MEASURABLE
DELIVERABLES: Documentation required?
ATTAINABLE HOW: How can the goal be accomplished?
ACHEIVABLE: goal is probably relevant if you truly believe that it can be

RELEVANT
accomplished.
TIMELY WHEN: Establish a time frame.
The KPI’s are split into four sets reflecting the Qatar National Vision’s four pillars; Human
Development; Social Development; Economic Development; Environmental Development. The
following KPIs need to be discussed and the specific performance measures and targets agreed
with EE. The following KPIs represent the Contractor’s outline ambitions to deliver relevant
sustainability KPIs throughout the project design and delivery.
Outline KPIs
The below table contains outline KPIs which are subject to further development by the
Contractor and agreement by Qatar Rail. See ‘Proposed Characteristics of KPIs’ below for
guidance on development of the KPIs.
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Theme (Progress to achievement reported in monthly

Theme KPI
no. sustainability tracker)
1 Urban Connectivity and X % of population within X km distance of a metro
Master-Planning Integration station
2 Site X % net loss in biodiversity
3 Energy and CO2 X % reduction in lifecycle concrete CO2 across

tunnels and stations
X % of energy from renewable sources
4 Water X litres of water per user/m2
5 Material and Waste X % of useable spoil beneficially re-used in

construction applications
X % construction site waste recycled
X % legal and sustainable timber used
6 Climate Change Adaptation 100 % designs modelled and evaluated for climate
change impacts
2
7 Indoor Environment X kg CO2 per m
X kw/hr per m2
8 Cultural and Economic X no. significant cost savings initiatives realised from
Value sustainability measure
Include social related indicator, possibly reference to
HSE worker welfare and/or QSAS on local economic
benefits
9 Transport X % reduction in CO2 emissions for major materials

transportation
10 Strategy, Management & X % achievement of QSAS 4 Star Certification for

Operations stations being formally assessed
X % of remaining stations informally assessed using
QSAS
X no. typical tunnel sections Certified to QSAS civil
engineering equivalent [Excellent]
X % of remaining tunnel sections informally
assessed using QSAS
Proposed Characteristics of the KPIs
 Agreed by Qatar Rail as aligning with programme and corporate aims

 Geared to supporting practical delivery of sustainability goals through the setting of
appropriate targets
 Be applicable across the sustainability themes and goals
 Enable progress reporting, at key project stages, against the ultimate targets identified
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 Be ‘leading indicators’ capable of providing early warning of where performance is going

off-track
 Include an appropriate balance of design and construction stage* indicators
 Be capable of being verified during facility operation, where applicable
 Be supported by efficient data collection, management and reporting
 Be transparent, with clearly defined definitions, data boundaries and assumptions
 Reflective of sector / regional state-of-the-art approaches whilst being achievable
 Contain appropriate normalisation metrics – e.g. per square metre; per tonne of material
* Please liaise with the E/E Construction Environmental Manager on the formulation of
construction stage indicators
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1 . Human
Development: Specific Goal Measurable Attainable Relevant Timely
What: Protect and enhance archaeological and cultural heritage Metrics: Compliance with EIA How: Achievable: When:
1.1
resources recommendations
Why: Specific reasons, purpose or benefits of accomplishing the goal.
Who: Qatar Rail

Where:
Which: Identify requirements and constraints:
What: Educate to encourage a cultural shift away from private Metrics: Measure passenger #'s How: Passenger data capture through Achievable: When:
1.2 vehicles to the use of public transportation and active through facility per annum ticket vending
modes of transport
Why: An uptake of public transport and active modes of transport can Measure number of unique Interactive information display Data and power points to be Information points to
lead to reduced congestion, reduced carbon emissions and hits on station information units to be provided at each provided to binnacles in be incorporated in to
promote community health. display station. Displays should be able to public waiting areas - designs. Useage to be
show real time building data from interactive interface to be reviewed quarterly
the BMS (such as energy designed by ITS.
consumption/ CO2 emmissions/
energy from on-site renewables)
and also local and cultural
information.
Who: QRail/ MEP/ Architecture
Where:
Which: Identify requirements and constraints:
Human Development KPI’s
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Appendix-C Compliance
GSAS 4 Star
In an attempt to identify the most economic GSAS credit path we are suggesting a colour coded
approach based on the work done by the US General Services Administration be used:
RED GSAS PREREQUISITE CREDITS
AMBER “GOOD PRACTICE” CREDITS
GREY “UNLIKELY” AND “NON-APPLICABLE”
YELLOW “LOW COST” CREDITS
BLUE “MODERATE - HIGH COST” CREDITS
“HIGH DESIGN IMPACT” AND

GREEN
“SYNERGISTIC” CREDITS
GSAS Colour Coded Approach

The strategy for getting a 4 Star Rating as outlined by GORD is to focus on Water[W] and
Energy[E] first, with most emphasis being placed on water – there can be no negative scores in
these. The calculators are designed to be used from the outset as a very quick way to establish
the approach.
Studies, Investigations, Assessment / Certification Schedules

The previous Section 4. acts to identify the deliverables (reports/ studies/ KPI’s) that are
required to be developed and refined throughout the project to meet sustainability goals. The
identified deliverables have been fed in to the following SMP Tracker.
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SMP Tracker
The SMP Tracker is the tool that holds the SMP together. Having defined the stated
sustainability ambition of the project; defined the scope, requirements, laws and regulations;
identified KPIs and deliverables; the SMP Tracker enables a quick overview of progress, it is a
living document that will be updated after workshops, for monthly meetings and key project
milestones.
The colour-coded approach mentioned previously will be applied to the tracker giving a quick
graphic overview of “urgency”. The SMP shows task ownership and also will show GSAS
credits attempted.
The SMP Tracker will also be used to identify and manage consents and stakeholder interfaces.
The following is an initial suggested format which is to be further developed.
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SUSTAINABILITY REF SUSTAINABILITY DELIVERABLE COMMENTS GSAS STAGE

CATEGORY FACTOR CREDIT
KPI REPORT OWNER TU DD1 DD2 DVE
URBAN
CONNECTIVITY
[UC.1] Proximity to Proximity to

Infrastructure Infrastructure
Calculator
[UC.2] Load on Local Traffic Average Traffic Flow
Conditions
[UC.3] Public Transportation Public Transport
Calculator
[UC.4] Private Transportation Private Transport
Plan
[UC.5] Sewer & Waterway Sewer and Waterway
Contamination Contamination Plan
[UC.6] Acoustic Conditions Acoustic Conditions
Calculator
[UC.7] Proximity to Amenities Proximity to Amenities
Calculator
[UC.8] Accessibility Accessibility
Calculator
UC.9] Transport Improved Integrated Construction
Transport Network Transport Plan;
Workforce Travel Plan
Format of SMP Tracker (Example)
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SMP Data Sheets

The SMP Data Sheets are an integral part of the sustainability management process, having
identified the scope, requirements and deliverables the data sheets are used to define
responsibility for the required action, give guidance and reference to the responsible party and
track and monitor progress.
The SMP Data sheets will also be used as a mechanism to ensure sustainability measures are
incorporated and are evident in drawings and specifications. This methodology is also used to
prompt disciplines to consider and incorporate the identified sustainability criteria in their ‘briefs’
at each stage of the project. These sheets will also incorporate references back to relevant
laws, regulations, contract references, KPIs to reinforce the importance of the action.
The SMP Data Sheets are colour coded in line with the colour coded approach of the SMP
Tracker.
Sample SMP Data Sheets follow:
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MO.3: Storage & Collection of Recyclables

OWNER: ARCHITECTURE STAGE
CONTRACT TU DD1 DD2 DVE
REF:
Intent
Facilitate the reduction of waste generated by building occupants that is hauled to and disposed of in
landfills.
Requirement
Provide an easily accessible area that serves the entire building and is dedicated to the separation,
collection and storage of materials for recycling including (at a minimum) paper, corrugated
cardboard, glass, plastics, and metals.
Practical Applications
Overall, design teams and building owners/building managers need to consider:

• How recyclables will be collected from individuals on the various floors of a building
(e.g., bins at each desk and bins in central locations such as pantries, lounges, and cafeterias)
• How often recyclables will be collected from each floor

• Where recyclables will be collected and stored prior to pick-ups
• How frequent the recyclables will be hauled based on municipal recycling programs and private
recycling haulers
These considerations will typically determine the areas required for an effective recycling program.
MO.3 To Do: Status
1 Complete the GSAS Submittal Template
Notes
Provide a plan drawing indicating the area(s) dedicated to recycled

2
material collection and storage.
Notes
Optional: Prepare a narrative describing any special circumstances or

3 considerations regarding the approach to the credit
Notes
SMP Data Sheet (Example)
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BIM Overview
Building Information Modelling (BIM) is the process of generating and managing building data
during its life cycle – this enables the management and delivery of building and infrastructure
projects faster, more economically and with less environmental impact.
The BIM workflow aligns well with the Integrated Design Process as it requires more data
sharing across disciplines earlier on in the design process. It goes well beyond 3D design
aspects with potential full integration of time (phasing/sequencing) aspects of a project (4D),
cost (estimating) aspects of a project (5D), and ultimately life-cycle management (owner/FM)
aspects (6D).
BIM describes an activity, not an object, and is therefore much more than a single technology or
tool – it’s a quantum change in design and delivery practice, processes and behaviours and
also in the way different stakeholder groups can be engaged.
BIM gives a resource of building information throughout the project life-cycle, allowing the
exploration of more in-depth design options in the digital environment while conserving both
time and materials.
BIM-integrated Specifications
GSAS certified designs require additional information to be incorporated into the construction
specifications which can add to the time and cost to prepare the specifications as well as to
increase the chances that the models and specifications will be misaligned and out of sync.
BIM-integrated specifications can reduce the additional cost and complexities associated with
GSAS projects by automatically filtering the master specifications for GSAS specific language.
Cost Estimating and Quantities

Model based estimating provides a very detailed breakdown of the project systems and
components. Design changes from one model to another can be detected allowing the
validation of previous estimates against new designs and estimate update. In addition to
generating a more accurate cost estimate, automating the quantity take-off process allows
estimators to focus on higher value project specific factors to achieve a more comprehensive
estimate.
Constructability
Through a collaborative process, different disciplines create BIM models of their respective
designs. These models are integrated into a consolidated model that allows a detailed
constructability analysis. When the integrated model is reviewed spatial clashes and conflicts
between the different disciplines can be identified and resolved early in the process. Clash
reports can be generated to list the conflicts and provide valuable feedback to the team (these
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can be incorporated in to the Lessons Learned register or be used in Sustainability Workshops if

necessary).
4D (schedule/time) applications such as Navisworks allows the creation of accurate

visualisation and sequencing, to improve project time lines and optimise construction site
management.
Building Performance
BIM can be used to analyse building performance with regard to energy and carbon modelling,
daylighting, CFD analysis, solar analysis, blast analysis and evacuation. This allows better
prediction of building performance and verification of employer goals being met.
Operations and Maintenance

All projects with BIM deliverables include comprehensive models that contain metadata about
equipment items and, in many cases, warranty and component purchase data. When BIM
models are linked to computerised maintenance management system (CMMS) interface, the
BIM can transform from an as-built to an “as-is” model.
BIM capabilities will be used wherever possible to document, examine and validate the
sustainability deliverables identified in the SMP Tracker.
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Value-Added, lessons learned/Innovation
Date Ref Sustainable Design Sustainable Design Initiatives GSAS Sustainability Impacts Value Added/ Lessons Learned/Innovation Stage
Objectives
TU DD1 DD2 DVE
130626 003 Efficiency of MEP X
and Systems Under-platform MEP level omitted
Planning and larger more easily accessible
MEP/Systems level introduced
between concourse and platform
Climate Change
1. Improved/ simplified services Fossil Fuel Depletion
reticulation Water Depletion
Water Pollution
2. Cost and programme Air/Noise Pollution
efficiencies due to
reconfiguration
Materials Depletion
3. Maintenance and operations Economic Stagnancy or Decline
benefits due to
reconfiguration
Lessons Learned Register (Example)
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Monitoring and Reporting

The process outlined above and the continual improvement nature of the SMP Tracker;
Decision Analysis Matrix; Comprehensive Data Sheets; and Value Added/Lesson
Learned/Innovation Register; in conjunction with rigorous KPI definition will enable clear
engagement with all fifteen management steps as set out below.
Management Steps Interfaces
1 Sustainability Management Plan (Contractor)
2 Tracker Design Disciplines and Environmental Manager
3 Studies, Investigations, Certification Schedules Design Disciplines and Environmental Manager
4 Data Sheets Design Disciplines
5 Updates to Requirements Management Database Project Controls and Risk
6 Consents and Stakeholder Interfaces List Environmental
7 Sustainability Costing Sheets - Value Engineering
8 Value-Added, Lessons Learned Listed Engineering
9 Sustainability into Basis of Design Risk
10 Design Workshops, including Assessment Risk
11 Change Notes Quality
12 Design Evidence Folders
13 Drawings / Specifications References Design Disciplines and Environmental Manager
14 Requests for Information (RFIs) Engineering and Quality
15 Inspection & Testing Quality
Qatar Rail – Sustainability Management Steps
Page 59 of 60
Appendix-D CEEQUAL THEMES
1. NEW Project Strategy - OPTIONAL

Sustainable development & pathway to sustainable living | Economic, social & environmental
impacts and benefits | Resource strategy | Construction management strategy
2. Project Management
Environmental management systems | Training |Environmental performance |Procurement
3. People and Communities

Effects on neighbours, users & the workforce| Relations with the local community & other
stakeholders
4. Land use and Landscape

Contaminated land | Flood risk | Use of land & seabed | Landscape issues
5. Historic Environment
Baseline study of area | Planning guidance |Conservation & enhancement | Public
information & access
6. Ecology and Biodiversity

Biodiversity conservation & enhancement | Habitat creation | Monitoring & maintenance
7. Water Environment (fresh & marine)

Protection of ground & surface water | Marine environment | Enhancement
8. Physical Resources
Embodied impacts & life-cycle analysis | Material choice & sourcing | Energy & carbon |
Waste management & minimisation | Water resources | Recycling | Future de-construction
9. Transport
Operational transport | Construction transport | Minimising nuisance & disruption | Workforce
travel.
Page 60 of 60

Sustainability Management for Qatar Rail Systems Contract

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Sustainability Management for Qatar Rail Systems Contract

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Sustainability Management Plan

Figure 1 : Sustainability Management Plan Outline ............................................................... 7

 Commitment to the Employer’s sustainability requirements and aspirations

The Sustainability Management Plan will include references to following:

 Scope and requirements

Figure 1 : Sustainability Management Plan Outline

 Systems (Railway E&M Subsystems)

Depot & ICC/ECC, etc.

Note : AFC scope is excluded from above figure (optional).

Figure 2 : Scope Overview

2.2. The Contractor’s Sustainability Assurance Role

 Appendix A - Sustainable themes and goals

2.3. The Contractor’s Responsibilities

Document No. Document Type Document Name

CMS-100-R01 Reference Acronyms and Definitions of Terms

QCS 2010 Standard Qatar Construction Standards 2010

QR-PB11-181247- Policy Qatar Rail Company Environmental Policy Feb

QR-PB11-181247- Policy Qatar Rail Company Sustainability Policy

Document No. Document Type Document Name

Vol. 1.0 - 2012 Standard GSAS/QSAS Technical Guide

11.03.2012, Version Design Specification Qatar Integrated Railways Project, Design –

Tender No: Employer’s ITT Documents [Sustainability Management;

Tender No: Employer’s Red Line North Underground Tender

The ‘Plan-Do-Check-Act’ model is the over-arching E/E management approach. It is

4.2. Achieving the Sustainability Ambition

Human Development of all (Qatar’s) people to enable them to

Development of a just and caring society based on high

Development of a competitive and diversified economy

Management of the environment such that there is a

QNV2030 - Four Pillars

QNV2030 Sustainability Sustainability Objectives

Human An educated To establish a world class education system to equip Qatar’s

To reinforce Qatari moral and ethical values.

A healthy To establish a world class healthcare system that is affordable and

A capable and To increase and diversify the participation of Qataris in the

QNV2030 Sustainability Sustainability Objectives

To establish a secure and stable society that operates on the

International To increase Qatar’s regional role economically, politically and

To increase Qatar’s cultural exchanges with Arab peoples and other

Economic Sound To provide financial and economic stability to ensure reasonable

Responsible To maintain a balance between the exploitation of hydrocarbon

QNV2030 Sustainability Sustainability Objectives

Suitable To diversify the economy to reduce dependency on hydrocarbon

Employment* To develop new businesses and create employment opportunities to

Procurement To evaluate capital and operating costs as well as return on

Collaboration To collaborate and consult with local organisations / partners where

Accessibility To develop and implement a transportation system that will

To reduce motor traffic and congestion.

Energy and To minimise energy consumption, improve energy efficiency and

To create a community that is resilient and adaptable, providing

Water* To minimise water consumption and reduce losses through

To reduce use of potable water for non-essential applications where

Pollution * To protect the natural environment by taking all appropriate

QNV2030 Sustainability Sustainability Objectives

Materials and To take measures to conserve the use of resources, using

Ecology* To conserve and enhance the natural environment by preserving

Qatar Rail Sustainability Policy

Figure 3 : Qatar Rail – Company Sustainability Policy

Qatar Rail Vision

Qatar Rail Mission

Qatar Rail Strategic Objectives

Attractiveness & Sustainability