It is expected that Subcontractors of Ventia always adhere to a high standard of operation. There are many requirements that subcontractors must comply with to meet the essential requirements. 

Subcontractors must:

- Perform the services in accordance, and otherwise comply, with the Ventia Service Order, this Law, Approvals and Good Industry Practice

- Subject to receiving a Service Order, commence performing the services from the date specified on the Service Order, and complete the services: Diligently and regularly, Within the times required by the relevant Ventia Service Order; and Comply with all directions given by Ventia in accordance with, or to comply with the relevant Ventia Service Order, Ventia Policies, Ventia Procedures and Ventia Plans

- Meet or exceed KPIs

- Ensure that all materials, equipment and goods used in the performance of the services are new, of good quality and free of defects

- Regularly and diligently carry out its obligation under the relevant Ventia Service Order and Subcontract agreement

- Keep Ventia fully and regularly informed as to all matter affecting or relating to services

- Prepare Subcontractor Management Plan or comply with the Subcontractor Management Plan outlined by Ventia

- Coordinate the services with any activities being undertaken by Ventia, other subcontractors or the client on or around the site, and not delay or disrupt the activities performed by Ventia, other subcontractors or the client

- Adhere to mandatory insurance requirements

- Ensure that the subcontractor’s inductees hold the necessary qualifications, skills and experience to competently perform the roles in which they are engaged

- Ensure all team members complete the Mandatory Annual Awareness Training (MAAT) General and Security modules via Rapid Global.

- Ensure all team members complete the relevant site induction modules via Rapid Global.

- Perform all works safely, and in a manner that does not put the health and safety of any person at risk, in a matter that protects, and does not cause damage to property, and in a matter which enables Ventia to satisfy its obligations under the OH&S Law and ensure that it does not do anything, or fail to do anything, that would cause Ventia to be in breach of the OH&S Law 

 

An unsatisfactory performance is to be clearly identified and communicated to the Contractor before commencement, as well as being clearly outlined in the contractual documentation submitted. An unsatisfactory performance may be described as:

- Violation of the safety policies

- Unsafe work practices

- Inadequate, incomplete, or poor-quality work

- Questionable business practices

- Poor compliance to subcontract requirements

Any matters of performance can be raised in regular or additionally requested meetings with the relevant Regional Subcontractor Lead. 

For all things Health, Safety, Environment and Quality, please visit Ventia’s Connect Site. If you require further SHEQ assistance or queries, please contact your Subcontractor Lead or SHEQ Advisor. 

This site includes all general information such as:

- Our policies and procedures

- Critical Risk Protocols 

- Current Campaigns

- Archive of Alerts

 

To view SHEQ permit forms, processes, plans, guides, instructions, and other resources, please visit: 

 

Traffic Guidance Scheme

Traffic Guidance Scheme (TGS) is to describe the sites approach to managing traffic hazards. In particular, the elimination or reduction of interaction between mobile plant, vehicles, and personnel. As driving and vehicle incidents compile a large percentage of events reported on site, it is important that subcontractors are aware and compliant with safety requirements when driving on site, managing traffic within a worksite, correct signage, parking, etc. 

Objective Quality Evidence (OQE) provides verifiable evidence that a task has been completed as intended and in accordance with the maintenance schedule and standards. All tasks performed in Estate Upkeep must demonstrate that the performance meets Defence requirements and Industry Standards. 

Subcontractors are able to use their own procedures and checksheets when performing a maintenance task/activity provided that the intent of the requirements set out by Ventia (See attached Work Instruction) are met and that the checksheets have been approved for use by the Site Infrastructure and Support Manager (ISM), Regional SHEQ Advisor and Subcontractor Lead. 

Examples of OQE documents includes but are not limited to:

- Maintenance Checklist

- Jobstart

- SWMS

- Engineering Report

- Equipment Notification Form

- Other documents mandated by AS/ISO/DOD

 

For further information regarding how to upload, the correct format, bulk uploads and troubleshooting, please see the below Work Instruction. 

As a DCAC Holder, when you leave the country, please ensure you action the following:

- Read the Overseas Travel Brief

- Visit the DFAT Travel Website (Travel | Australian Government Department of Foreign Affairs and Trade) and the Smart Traveller Website (https://www.smartraveller.gov.au) for any warnings for the country/s you are visiting including Coronavirus (COVID-19) updates.

- Ensure you do not take your DCAC (access card) with you overseas.

- In a crisis you can call the 24 hour Consula Emergency Center to +61 2 6261 3305 (from overseas) or 1300 555 135 (within Australia)

- Report any suspicious activity to security team on return.

- Complete and return section 4 of the AB644 Overseas Travel Briefing and Debriefing and return all 5 pages in one document to DBSSecurity@ventia.com when you return to work after travelling.

The Project Lifecycle provides structure for all stakeholders involved in a project, outlines expectations and ensures milestones are achieved. 

 

1. Scoping and Feasibility

Subject matter experts, stakeholders and end users collaborate to identify needs/particulars of the project, discuss scope, desired outcomes and project objectives. It is expected that at the scope start up meeting the discussion is targeted to the planning of the project, the intended outcome, scope and deliverables, technical and physical requirements, define success measures, and data considerations. This process aims to ensure that contractors tendering for the project works are aware of all required deliverables and can provide a tender evaluation accordingly. 

 

2. Design and Tendering 

In this phase, the project moves through different stages of design, with reviews from stakeholders to finalise scope lockdown, stakeholder expectations and project deliverables. The HOTO checklist will be discussed between stakeholders during this stage. When the HOTO is delivered as part of the tender documentation contractors will be aware of all of the contractual deliverables and can tender accordingly.

 

3. Construction

At this stage, the project has gone to tender, and the contract has been awarded by the Project Support Services to their preferred contractor. A construction start up meeting will be set by the PSS and include all relevant stakeholders. The aim of this meeting it to discuss particulars of the project, such as:

- Site access and contractor inductions, site access times

- Disruption to Defence operations due to construction works

- Project start and finish projections

- Other project specifics to clarify any queries stakeholders may have (e.g., where contractor will access water for water truck, etc.)

- Operation and Maintenance Manual Submission

- Defects Liability Period dates

- Project meeting times

- Drawing Submission dates

 

During the construction phase, project progress meetings must be held on a regular basis. These will vary in frequency and may include:

- Project milestones and key delivery dates

- Track progression of key delivery dates

- Construction issues to be addressed

- End user or contractor variations

- Clarification between stakeholders on items such as fixtures/furnishing/finishing’s etc

- Any defects and rectification of such

 

4. Handover/Takeover

This phase comprises of stakeholder review and sign-off of project deliverables. The PSS will coordinate a Final Project progress meeting to discuss any outstanding requirements of the project. It is a requirement that all caveats/conditions to acceptance of delivered works are logged and must include a person responsible for completion of remaining works and defects and estimated time for completion. This is done to ensure that:

- Reasonable timeframes for completions/rectifications are agreed upon by stakeholders

- Any issues/defects can be acted upon by responsible person

- Progression can be monitored by stakeholders

 

The project then enters the Defects Liability Period. 

Alternative Proposals applies to the Estate Upkeep service line only and where reactive breakdown is over $10,000. 

If works are confirmed after site visit to be in excess of $9,100 and an AP process is required, the BSSC is informed and the original job is moved to COMP status. A new AP Service Order is raised. 

 

Survey and Quote (S&Q)  

S&Qs are only used in very specific circumstances, as follows:

- Engineering and other consultancy services required in order to support development of an AP

- Repair of those whitegoods not identified through the contractual EU asset lists

- Electrical Integrity testing

- Other, one-off requirements as directed by DEPU 

Handover / Takeover

The HOTO process includes a HOTO Plan & Checklist, Data Provision Checklist, a Responsible, Accountable, Consulted, Informed (RACI) matrix and a workflow diagram. The HOTO Plan & Checklist are to be used for all estate projects to demonstrate that HOTO requirements have been considered, the required evidence is compiled, stored and available for assurance by project stakeholders. The purpose of the HOTO policy is to ensure that all estate related projects adhere to a systematic process to demonstrate that the project management practices, actions and deliverables comply with legislation, Australian Standards and Defence policy and instructions to deliver safe, compliant and fit for purpose facilities.

 

The HOTO process is a progressive assurance activity that commences in the project development phase and concludes at the end of the defects liability period (DLP). To achieve the benefits of an effective HOTO, the process requires continual stakeholder engagement and information delivered throughout the project lifecycle at the right time to inform project delivery and sustainment. By following an agreed HOTO protocol, clarifying responsibilities and promoting collaboration between all project stakeholders, the following benefits will be gained:

- project stakeholders have greater alignment and clarity about project quality, compliance and delivery requirements

- project issues are identified early, risks reduced, and issues can be resolved earlier in the project lifecycle

- minimise project cost variations caused by differing stakeholder expectations and understanding on project quality, compliance and delivery outcomes

- reduce the number of delayed handovers and subsequent period on nonoccupation

- improve the effectiveness of ongoing in-service management and maintenance support, while reducing ‘whole of life’ sustainment costs for project deliverables.

 

Contractor Responsibilities

The Contractor (can be the Head Contractor, Head Contractor (Medium Works), Managing Contractor and/or Design Services Contractor) is responsible for conducting all Contractor HOTO obligations within any applicable timeframe prescribed by, or determined in accordance with the HOTO requirements. This includes initiating and ongoing management of the HOTO Plan & Checklist and works are satisfactorily completed, safe, fit for purpose and Defence specified estate information requirements are met.

It is the responsibility of the subcontractor to ensure they adhere to the defence standards of HOTO. It is encouraged that you reach out for assistance if you have any questions or queries. 

 

Contact List: 

Northern Territory: pssnt@ventia.com

South Australia: psssa@ventia.com

Victoria and Tasmania: pssvt@ventia.com

Western Australia: psswa@ventia.com

 

Helpful Links:  

To view the HOTO Policy for Defence Estate Projects Policy click here

To view templates and GDL guidelines click here

To view Estate Project Support Services click here

To view relevant industry regulations and manuals click here

The Defects Liability Period (DLP) is a set period of time after a project has been completed during which a contractor has to return to the site to remedy defects. A typical defects liability period lasts for 12 months. The Warranty Period covers the period the manufacturers’ guarantees are valid which can be two to five years. 

As part of the close out of a project on the Defence Estate, the following information must be provided by the contractor to Project Support Services (PSS) to ensure that Ventia can identify any maintainable assets or plant:

- The GEMS Data Load (GDL) Tool

- The DLP Flowchart – Part of the O&M Manual

 

Four weeks prior to the DLP end date, the PSS representative may arrange an end of DLP meeting to date place. The stakeholders will attend site to conduct a walkthrough, in order to identify any defects or outstanding project deliverables. At the end of the DLP period, the assets will be added to the maintenance schedule as per the Base Services Contract.