OSL T2. Appendix A1. Project Information

Transcription

1 Project title: OSL T2 Title: Appendix A1 Project Information (Scope, organization, objectives, implementation) E Revised project targets GMKND GMFLI GMKND E Revised in acc. to board decision GMKND GMFLI GMKND E Revised after input from Avinor Board Meeting held on GMRTV GMOME GMKND E Approved for use in contracts GMRTV GMKND GMBVI A For comments GMKND GMBVI Revision Date Text Author Checked Approved Supplier s logo: Area code: System code: Number of pages: OO 00 Page: 1 of 26 Project number: Contract number: Discipline: Document type: Serial number: Revision: T20100 PDOSL AO KB 0028 E05 OSLO LUFTHAVN AS IS A WHOLLY-OWNED SUBSIDIARY OF AVINOR AS

2 Table of Contents 1 Introduction Project Scope Project parties Organization and areas of responsibility Definitions Organization The project s background, vision and values Background Vision Values and ethical guidelines Project targets Social policy goals Financial targets SHA, external environment and quality assurance Implementation strategy General Order of construction, Critical path, Main schedule Contract strategy Procurement Catalogue Project Breakdown Structure and Planning Model (PNS) Design Handover Preparation for normal operation Internal and external communication Purpose Responsibility for communication Integration strategy General Choice of integration model Uncertainty Management General T20100-PDOSL-AO-KB-0028 Page 2 of 26

3 10 Project Management Progress planning Budgeting Status reporting Financial authorization Art General Organization Budget T20100-PDOSL-AO-KB-0028 Page 3 of 26

4 1. Introduction This document provides a description of what the project comprises, whom the parties in the project are, the project s background, vision and values. Further, the project s goals and strategies in order to achieve the objectives are explained, as well as general management tools. The document is a main design basis document for the implementation of the project, both for the Construction Management Organization (T2U) and the suppliers who will be involved in the implementation. The basis for the development is the Preliminary Design that was completed in February 2010, with subsequent processing and approval in OSL and Avinor s Governing Bodies and board decision January 19, The preliminary design forms the steering basis for the project together with any amendments made by the Avinor board committee at the project approval. 2. Project Scope The T2 project comprises the following geographic elements: Extension of the existing terminal west of the railway (later named Central Building West ) Reconstruction of the existing terminal east of the railway (later named Central Building East ) New pier northwards, including pier root against existing terminal (later named Pier North and Pier Root North Extension of the existing Commuter lounge at the west end of Pier West Extension of the existing Terminal Frontage Road westwards. Extension of airside north of the existing terminal (later named Airside ) New sweeper hall on the operations area (later named Sweeper Hall ) New remote parking stands south of existing cargo area New storage basins for contaminated surface water Preliminary Pier South Within these geographical areas the project comprises of all multitrade deliveries, except loose user equipment. This includes civil and construction work, fixed and loose installations and furniture, all technical trades (HVAC, electrical systems, building automation, ICT, lifts, escalators, moving sidewalks), as well as special installations and devices for airport operations (baggage handling and security facilities, passenger bridges, runway lighting, navigation equipment, counters, information systems etc.). The scope of the project is otherwise defined by the approved Preliminary Design. 3. Project parties Organization and areas of responsibility 3.1 Definitions Avinor AS: Subsidiary of the Ministry of Transport and Communication owning Oslo Lufthavn AS. The board of Avinor has approved the T2 project and will also process and approve proposals for changed premises in relation to the approved project. T20100-PDOSL-AO-KB-0028 Page 4 of 26

5 Project board T2 Construction Management: T2 Construction Management Organization (T2U) reports to a Project board appointed by Avinor. Oslo Lufthavn AS (OSL): Avinor subsidiary responsible for the operation of the existing airport. OSL Operation is used to indicate OSL s operation organization. OSL provides the premises for the project. Oslo Lufthavn Gardermoen: Name of the airport. T2 - project (T2): The name of this project. Includes all works and areas in this project, covering the arrivals area, the east and west central building with the railway station and Pier north, as well as airside with operational areas. In some contexts the term T2 project, or merely T2, also refers to OSL as Procuring entity or Client. T2 Construction Management Organization (T2U): In order to manage the design and construction of T2, OSL has established a dedicated Construction Management Organization with a time-limited involvement. The Construction Management Organization reports to the Project board T2 Construction Management. The T2U organization has been given the responsibility to execute the project within a given time schedule, budget and quality, and shall within given constraints be authorized to enter into all commitments related to the design and construction of T2. T2U will also maintain the Client s tasks related to implementing the project from Preliminary Design through Detailed Design, contracting, construction, completion and support for preparation of normal operation of the new T2. T2 Operation Coordination Department (T2DK): In connection with the T2 project, OSL has established a separate Operation Coordination Department (T2DK) who represents the OSL operation and others parties at the airport. T2DK will handle the project s premise management (definition, proposed changes and rooting) towards all operating environments at the airport, both in relation to OSL operation and other operators (airlines, handling companies, customs, police, etc.). The head of T2DK is in OSL s management group and reports to OSL s Managing Director. Client: OSL, executed by T2U, responsible for the entire project. Contractor/Supplier: A Company that has a specific delivery (service or product) in accordance with a contract with T2U. When required for understanding, the terms the Designers and the Contractors (Contractor, EPC Contractors, equipment suppliers, etc.) are used. Jernbaneverket: Owner and supplier of premises for the railway station. The Norwegian Civil Aviation Authority: Public authority that ensures compliance with regulations for civil aviation in developments and operations. 3.2 Organization The board of Avinor has decided to implement the project, and has appointed the OSL Managing Director (CEO) in charge of the Project board as the T2 Project Director reports to. The responsibilities for the Project board are described in Central governing document for Avinor. T2DK is the organization that OSL has established to manage the project s premise management, as well as to undertake the day-to-day coordination between OSL Operation and the Project Director. The general organization of the project is illustrated by the following figure. T20100-PDOSL-AO-KB-0028 Page 5 of 26

6 T2 Organisering i utbyggingsfasen Utbyggingsorganisasjon OSLs Organisasjon Prosjekteier Prosjektstyret Adm. dir. Nic. Nilsen Prosjektdirektør Knut Erik Nordby Driftskoordinering Thorgeir Landevaag Org. og økonomi Marit Ektvedt Kjær S1 Prosjektstøtte S2 SHA og ytre miljø S3 Systemteknisk koordinator Sikkerhet og Miljø Ole J. H. Hanssen U1 Prosjektering U2 Bygg og landside U3 Flyside, driftsomr U4 VVS U5 Elektro/ IKT U6 Bagasjeanlegg Terminaldrift Knut Holen Eiend. & kommers Espen Ettre LHT Henning Bråtebæk Teknisk Mariann Hornnes PG Prosjekteringsgruppen Fig 1: T2 organisation for the construction phase The Construction Management Organization (T2U) T2U is headed by a Project Director who is responsible for implementing the project in accordance with established constraints and the mandate he is given from the Project board. T2U with accompanying functional areas is illustrated in the figure below: Fig 2: Function chart for the Construction Management Organization (T2U) T20100-PDOSL-AO-KB-0028 Page 6 of 26

7 The construction areas U1-U6 are responsible for engineering and design, construction and the procurement of equipment, and also that this is supplied with proper quality and functionality, at the correct time and within approved budgets. Work packages/contracting packages have been defined and added to each of the U1 to U6 areas with accompanying budgets. S1 to S3 provide resources to U1-U6 in terms of finance, planning, management, SHA, environmental follow-up, quality assurance, testing, etc. This ensures good professional support and provision of resources, as well as ensuring good internal control and a value neutral overview, handling of deviations and reporting to Project Director. There is a clear connection between the organizational structure and the project breakdown which is described in section 6.5 on project breakdown structure The Operation Coordination Department (T2DK) T2DK will manage the T2 project premise (definition, request for change and routing) towards all operational environments at the airport, with respect to OSL operations as well as other parties (airlines, handling companies, customs, police etc.) In addition, T2DK has a responsibility regarding coordination between the OSL operations and the construction project during the construction period. The latter to maintain operations safety and other SHA related issues. T2DK also holds responsibility regarding the distribution of general information related to possible influence on OSL operations, employees and users. T2DK will in close cooperation with T2U be responsible for planning and coordinate the commissioning phase including training. The organization chart below shows T2DK as the link between OSL Operation and T2U. The head of T2DK is in OSL s management group and reports to OSL s Managing Director (CEO). Fig 3: Interfaces between T2DK, OSL operation and T2U T20100-PDOSL-AO-KB-0028 Page 7 of 26

8 T2DK will ensure that results from the design and changes to premises are rooted in OSL Operation and in important influenced parties (airlines, handlers, airport express train, etc.). A process is planned where such rooting is ensured in several stages of the implementation. 4. The project s background, vision and values This chapter describes the purpose of the project and defines main objectives, requirements and framework conditions that the project is to be implemented within. 4.1 Background The existing terminal was initially dimensioned for traffic of approx. 17 million passengers per year. Since the opening in 1998, several development measures have been completed, so that the current capacity is assumed to be approx. 23 million passengers. In 2008, OSL handled approx. 19 million passengers. Despite a decline in traffic at the end of 2008 and for most of 2009, the trend turned towards the end of 2009 and has continued in It is expected that traffic growth in the future will increase in accordance with the long-term forecasts for traffic development. This forecast has proven to be accurate, even though there have been fluctuations in the past in connection with recessions and other global crises or major incidents. The figure below shows the long term forecast made by the Institute of Transport Economics (TØI). TØI s reference alternative shows that OSL will have a traffic of approx. 23,6 million passengers in 2017 which exceeds the capacity ceiling of the airport per It is in this perspective that the development of T2 must be understood, so that completion in spring 2017 is expected to be good timing in terms of the expected requirements Passasjerer pr år (millioner) Kapasitet pr 2010 T2 utb.trinn 1 Virkelig Prognose (middels) Prognose (høy) Prognose (lav) Fig. 4: TØI s long term traffic forecast T20100-PDOSL-AO-KB-0028 Page 8 of 26

9 In other analysis carried out in connection with the T2 project, it is the reference alternative/median forecasts from the Institute of Transport Economics (TØI) that form the basis. The socio-economic analysis for the project (carried out by Molde University College/ Møreforskning AS) shows that the project has a high social utility value, as well as being commercially beneficial for OSL. 4.2 Vision OSL s vision is the following: OSL A success in European aviation The vision is based on OSL s good reputation and results since the opening in 1998, both in terms of safety, traffic development, regularity, punctuality and financial results. The T2 development is a precondition for continuing the positive development in the years to come. In order to achieve this, project objectives have been developed for the T2 project (cf. chapter 5) both for the construction period (later named result targets) and subsequent operation (later named effect targets). 4.3 Values and ethical guidelines All parties in the T2 project must strive for and comply with strict ethical norms for personal interaction and good business practices. This follows from the ethical guidelines that apply to Oslo Lufthavn and the Group, and which are available from the project s website and in the form of brochures. In other respects, the following values are guiding for the project s activities and participants: Values Open Responsible Active With us, this means: Open, honest and direct communication. Non-discriminatory behaviour. Reliable partner characterized by predictability and expertise ( We keep our promises ) Responsibility in accordance with the constraints and preconditions laid down by the authorities and owner, and in accordance with the safety of all passengers and others who operate at and use the airport. The ability to make decisions and govern with respect to implementation of the project within the given authority. Loyalty towards decisions. The values are guidelines for how internal interaction in the organization must take place, and for how the organization s reputation towards the outside world must be. The values must be communicated to the project s suppliers and Contractors and contribute towards all parties complying with the norms that have been agreed on for the project. 5. Project targets 5.1 Social policy goals The development of Oslo Airport will contribute to the following: Significant economic profit for the business activities in Norway and the social society The social economic analysis of the T2 extension indicates a good social economic value (forecasts from the Institute of Transport Economics (TØI). T20100-PDOSL-AO-KB-0028 Page 9 of 26

10 The T2 extension will enhance OSL airport as an important hub for all traffic in Norway OSL is of great importance for rural Norway and this importance will increase even more when increased number of flights and more direct international routes. The travelling survey indicates that Norwegian passengers prefers to travel via OSL (instead of other international airports) if the opportunities for this had been better. The T2 extension will increase capacity OSL will insure that air traffic predicted by TØI is handled appropriately hence enabling secure, stable and environment friendly long term operation of the airport. 5.2 Financial targets The project will: Ensure that OSL from April 1, 2017 has available capacity to handle 28 mill pax (construction phase 1), see fig. 5 Prepare for increase of capacity to 30 mill pax (construction phase 2) Prepare for economic growth from (duty free and other commercial activity) Ensure profit from construction phase 1 corresponding to requirements set by Avinor Prepare for required profit from T2 fully extended (construction phase 1 and 2) corresponding to requirements set by Avinor The development will provide an environmentally neutral airport and be environmental example. The development will prepare for an increase in use of renewable energy. Fig. 5: Expected capacity on key functional areas after the T2 development Result targets for implementation period The result targets are targets that T2U will be measured against. These are partly related to the solutions described in the Preliminary Design, and partly to the targets for conduct and implementation during the construction phase. Particularly important targets are: No loss of human life in aviation accidents or in connection with the construction or the ongoing operation of the airport No permanent degradation of the groundwater T20100-PDOSL-AO-KB-0028 Page 10 of 26

11 The development of T2 must otherwise take place in accordance with the following targets: Quality Cost Time Safety, health and working environment (SHA) The external environment Operation during construction Commissioning The project must be carried out with the performance, functionality and the functional and quality requirements that are defined in the Preliminary Design phase and approved as a basis for implementation. Terminal 2, phase 1 must be realized within a financial guiding target of NOK million (January 2010 price level indicated by P50 = 50% probability of achievement). Terminal 2, phase 1 must be completed and ready for regular use for the summer traffic of Works must be planned and implemented without serious accidents, damage or loss to human life, materials or the environment. As a measure of this an H value of less than 2 must be achieved (H = number of accidents with absence of more than 1 day per million worked hours). As a result of the construction activity there must not occur incidents that require reporting in accordance with BSL A 1-3, or breaches of security that entail that OSL becomes an impure airport in the EU/EEA system. The development must be implemented without incidents that may be considered breaches of OSL s emission permit from the Norwegian Climate and Pollution Agency. (KLIF, Formerly named SFT) Works must take place with the necessary caution so that the airport operations may take place with minimal disruption for the operations and as little degradation of quality for the users' travel experience as a result of the works. T2 shall be delivered into operation to a trained and well-prepared operation organization. This is necessary so the facility quickly reaches full production capacity and can benefit from the planned operational efficiency, utility and well-being for users, employees and owner Priorities The project organization s mandate is to manage the project so that both social, business and result targets are achieved. The targets must be actively used by all parties in the implementation, both in terms of design, procurement and execution. In case of conflicts in implementation (for example in decisions where financial, progress or commercial targets conflict with security of functional targets), decisions must be made from a general assessment for the project and Avinor as a whole, where the following priorities apply: 1. Safety for aircraft, passengers, employees and developers. 2. Construction activities must not lead to unplanned and unreported operational disruptions that may influence regularity and punctuality at the airport or commercial activities. 3. Optimal operational and lifetime costs with focus on use of standardized solutions, optimal maintenance concept and cost-effective solutions 4. Good solutions for commercial services 5. Functionality with technical, stable, flexible and sufficient logistic solutions related to passengers, airplanes, baggage and goods 6. Overall and good solutions related to environment, energy, use of materials and universal design 7. Design with good architectural quality T20100-PDOSL-AO-KB-0028 Page 11 of 26

12 In the case of conflicts, safety for aircraft, passengers and employees must have the highest priority. In important and difficult choices where conflicting targets arise, issues must be raised to a higher decision-making level for assessment and clarification, if necessary for clarification in the Project board, or in the case of particularly major and important issues for discussion and final decision by the board of Avinor AS. 5.3 SHA, external environment and quality assurance General Aviation is a sector where particular demands are placed on safety. By safety it is meant airside/flight safety and security, in addition to SHA pursuant to the Construction Client Regulations (no: Byggherreforskriften) and the Internal Control Regulations (no: Internkontrollforskriften). Further, the project will be implemented at Gardermoen, with accompanying strict licence-dependent requirements for securing groundwater, and also the fact that Avinor/OSL on their own behalf has high ambitions and requirements with respect to safeguarding the external environment. Special challenges related to the project are: Carrying out the construction work at the same time as Oslo Lufthavn Gardermoen is to operate normally Upgrades and integration between new and existing technical systems at Oslo Lufthavn Gardermoen. The above means that for this project there are particularly strict requirements towards parties to develop and comply with a steering and management system that provides the highest possible security against injury to persons, provides the highest possible environmental profile, and causes no operational disruptions and/or reduced regularity Management system for SHA, external environment and quality assurance Oslo Lufthavn AS operates within a management system approved by the authorities, where a general principle is that the company s system requirements also must applies to sub-contractors. By management system is meant the systems or the integrated systems that meet requirements to: Internal control system Safety management system Environmental management system and Quality system. OSL thus requires that T2U, Designers and Contractors must develop, implement and maintain a management system that supports OSL s system and maintains system requirements pursuant to: Regulation related to the use of quality systems in commercial aviation operations (BSL A 1-1). Regulation related to the use of systems for safety management in the flight control service and ground services (BSL A 1-9). Relevant elements. Regulation related to the use of systems for safety assessment and safety follow-up plans in the flight control service (BSL A 1-10). Relevant elements. T20100-PDOSL-AO-KB-0028 Page 12 of 26

13 Regulation related to the aircraft navigation service (BSL G 6-1). Relevant elements. Regulation relating to the prevention of attacks against safety in aviation (BSL Sec 1-1) Regulations relating to the design of large airports (BSL E 3-2) Regulation related to airport services BSL E 4-2 section 14 The Construction Client Regulations/Internal Control Regulations Requirements towards environmental management in accordance with emission permits from the Norwegian Climate and Pollution Agency and the Norwegian Water Resources and Energy Directorate. The Security Act As a general principle changes must entail an unchanged or lower risk of adverse events. Important tools to achieve this are the use of risk analysis and risk management. T2U, the Designers and the Contractors must prepare a separate Plan for quality, safety, health, working environment and external environment. The plan must be the management system s dynamic element and describe activities such as risk analysis, audits, safety inspections/joint inspections, cooperation processes with the safety service and employees, reporting routines, etc SHA responsibilities The Managing Director of OSL is responsible for quality, safety, health, working environment and external environment within the existing airport operation. The Managing Director is further responsible for ensuring that T2U, T2DK and OSL s operation organization have defined interfaces with respect to responsibility for quality, safety, health, working environment and external environment. The Director of T2DK is responsible for ensuring that SHA, the external environment and quality assurance requirements are implemented in the design criteria. The Project Director of T2U is responsible for quality, safety, health, working environment and external environment within T2 s responsibility. The Project Director has the general responsibility for the project s management system, as well as ensuring that corresponding management systems are established, implemented and documented with the Designers and Contractors. The Project Director is responsible for developing, maintaining and implementing the system, as well as carrying out internal inspections to ensure compliance with requirements. Corresponding functions must also be established by the Designers and Contractors. The mentioned function must report directly to own responsible leader. T2U must establish standard functions in accordance with the Construction Client Regulations (BHF); Design Coordinator (KP) and Execution Coordinator (KU). In addition to the scope of the BHF within SHA, issues concerning Airside Safety and Flight Safety must be included. Further, the T2U must establish the functions External Environment Coordinator and Risk Manager. The Project Director reports to the Project board on issues that concern quality, safety, health, working environment and external environment. The Project board must ensure that T2U maintains its responsibility concerning quality, safety, health, working environment and external environment within the project s responsibility. T20100-PDOSL-AO-KB-0028 Page 13 of 26

14 6. Implementation strategy 6.1 General This chapter concerns issues regarding time schedules and construction sequences, including decisions with respect to contracting strategy and contracting packages, and how the implementation of the design and final phase will be as a result of this. 6.2 Order of construction, Critical path, Main schedule The current time schedule (see below) is based on completion and opening for the summer traffic in Fig. 6: Main time schedule The progress analysis show that the critical path in the project is the completion of new airside with new taxiway to the north between the east and west runways, with subsequent closing of parts of the existing taxiways between the runways for fencing off the construction site for Pier North and the subsequent construction of this. On this critical path, asphalting of new taxiways is particularly weather-dependent and must take place during relatively short summer seasons. The first airside construction areas is 4 remote parking stands south of cargo area which will be completed as soon as during the 2011 summer season, while the new main areas will be asphalted during the 2012 summer season. This enables testing and opening of new taxiways including 5 new remote parking stands for traffic during the autumn of This is a very critical milestone as the construction must start during the same period in order to be completed in With start-up construction of Pier root north, 3 parking stands connected by aircraft bridges will be taken out of permanent operation, while several adjacent parking stands will be influenced by the construction works. Following the opening of the new taxiways for traffic, the groundwork for Pier North will commence. The construction of Pier North will be completed late summer During the construction period for the Pier North, there is a critical path through the establishment of a enclosed stage with the subsequent installation and testing of the Baggage Handling System (BHS). Landside and Central Building progress is not as critical as for Airside and Pier North, as these areas do not have the same degree of dependence upon order of construction. However, the four new remote aircraft stands in the south area must be finalised and in operation at commencement T20100-PDOSL-AO-KB-0028 Page 14 of 26

15 of construction of Central Building West as replacement for 4 parking stands at this location that will be taken out of operation. The Central building is more complex than Pier North and includes challenges such as greater integration with existing facilities and the Railway Station, in addition to having deeper foundations and more levels. Construction time must therefore be longer and must be flexible in order to handle a probable need for transitions between existing and new areas during a transitional phase. The time schedule entails start of construction on the Central Building West in June 2012, approx. 12 months before start of construction on Pier North. 6.3 Contract strategy General The contracting strategy is based on a division of geographical main areas as described in chapter 2 concerning project scope. An implementation model is planned with a mixture of larger and smaller contracts that provide natural package sizes with respect to technical content and geographic, market and progress related issues. For Airside there will be five contracts for civil works, five contracts for electrical systems and five contracts for technical systems. The Central Building West and Pier North will both be divided into several building contracts prior to enclosed stage. Finishing trades will be mainly limited to one contract (general contract) for each of the areas. Reconstruction of the existing Central Building East and extension of the existing Commuter Lounge will take place through separate contracts. In addition, the Sweeper Hall will be implemented as general contracting (no: generalentreprise), while the Terminal Frontage Road will be a standard contract without design services. Finishing trades, which due to progress-related or other issues is contracted by the Client after the general contracts are awarded, will partially be assigned to the general Contractors as subcontracts, and partially be managed directly by the Client. The largest contracts for technical work in Central Building West will be executed as EPC contracts where the Contractors for Electrical systems and ICT are intended roles as general Contractors, and which will be assigned other technical contracts that the Client intends to award separately. For ICT, small and medium-sized procurements will be awarded as standard contracts without design services. The Client has the responsibility for coordination between the Contractors and in relation to the design and ongoing operation of the airport. However, this does not relieve any of the Contractors the responsibility for detailed planning of own works and for active efforts in terms of clarification of interfaces and in the day-to-day work at the construction site. The contracting plan will be compiled with mainly parallel processes for several of the largest technical contracts. This includes plumbing, ventilation, electrical systems, ICT-cabling, building automation and ICT. This enables a possible merge of several technical contracts prior to contracting if the same Contractor is participating in more than one competition. This in order to benefit from price and coordination synergies. In accordance with the competition rules for public procurements, this will be announced in advance and be included in the basis for the tender competition. In general, flexibility in the contracting period is necessary so that the strategy with respect to package sizes and combination of contract packages, assignments and contract models can continuously be adapted to situation-related conditions with respect to changes in the market. The choice of final package structure and contract model will therefore take place on the basis of ongoing market developments and assessments. T20100-PDOSL-AO-KB-0028 Page 15 of 26

16 For the large and complex contracts and EPC contracts, restricted procedure with negotiations will be used. For other contracts, ordinary tender competitions will be used. Prequalification may be carried out prior to the actual tender competition Civil Works For civil works and structures on airside, four major contracts are planned: 1) Remote parking south, 2) Tunnel, 3) Taxiways, storage basins for contaminated water and AFL sub-station, 4) Parking stands Pier North. Works will be carried out in phases. The establishment of new crossing taxiways and new remote parking stands will take place as soon as possible to create access for the construction of Pier North and to maintain aircraft parking capacity. Aircraft parking stands and roads around Pier North will be established once the enclosed stage has been achieved. When the new crossing taxiway is taken into operation, access to the construction site for Pier North will be via the tunnel established under the crossing taxiway. The civil works for landside mainly comprises a road and all works above ground. The foundation work for Central Building West is a part of the building contract. A new access ramp from east to the existing multi-storey car park is carried out as a separate contract Construction Works The construction works are mainly executed as standard contracts without design services. It may however be appropriate to assign design responsibility within parts of certain contracts, e.g. prefabricated concrete and steel structures, facade solutions and load-bearing glass structures in facades and roofs. Most finishing trades will be executed in one general contract for the Central Building and Pier North respectively. The general Contractors will be assigned some preliminaries responsibilities for all contracts within each of the two buildings. Due to market considerations, the need for uniform technical solutions and the Client s need for progress management in the project, separate contracting is planned for certain finishing trades, e.g. doors, locks and fittings, natural stone, fire seals, some decoration, signs, etc. Once these works are awarded it is planned that certain contracts are divided and assigned to the general contracts within each building. However, it will be continually assessed whether it is appropriate to execute some of these contracts as standard contracts. This applies in particular to doors, locks and fittings Technical Facilities For technical facilities, with the exception of airside technical works and important ICT systems, it is planned to use exclusive EPC contracts. Contracts related to the extension of the existing thermal energy facility (district heating and cooling facility) are planned as standard contracts, where certain large components, e.g. heat pump generators, are procured by the Client. For some of the technical EPC contracts, the model entails that the electrical consulting engineer (RIE) and HWAC consulting engineer (RIV), who prior to contract award for respective EPC contracts have carried out their work in a contract with the Client, will after contract award be assigned to the relevant EPC Contractors. A preliminary assessment of the contract strategy indicates that RIE will be divided into three contracts, whereof two will be assigned to the EPC Contractors for electrical systems at Central building West and Pier North, while design of airside electrical systems will continue in a contract T20100-PDOSL-AO-KB-0028 Page 16 of 26

17 with the Client. RIV will most likely be divided into three contracts with assignment to EPC Contractors for plumbing and ventilation respectively. The remaining scope of RIV s work, including design of water and drainage facility, will continue in a contract with the Client. If the market situation and other conditions indicate excessive EPC contracts, a division into several contracts may be appropriate. This may imply that RIV and RIE are further divided into one to three contracts. The model aims to benefit from the advantages in the EPC Contractors taking responsibility and ownership regarding the remaining detailed design, function and progress, and that they to a greater degree have the opportunity to optimize the project's economy, solutions and functions by influencing and using own solutions, systems and expertise. This must always take into consideration the project s main objective, as well as the more detailed functional and performance requirements available in the Client's specifications and requirement documents. The Client may also enter into framework agreements for equipment that EPC Contractors will be obliged to use. It is the Client s intention, where appropriate, to order separately optional agreements for operation services from the EPC Contractors. This is in order to further benefit from the EPC contract model with respect to give the EPC Contractor responsibility for solution, functionality, economy and start-up. The largest and most central technical EPC contracts will be plumbing and ventilation facilities, electrical systems and ICT. Additionally there will be several technical EPC contracts in navigation systems, high-voltage and emergency power, lifts, escalators and moving sidewalks, building automation and security systems, as well as standard contracts within important navigation systems and ICT facilities Baggage Handling System (BHS) A contract for the Baggage Handling System has been awarded as an EPC contract in the sketch project phase. This due to achieve coordinated design with the Client s design team with respect to crucial conditions this system demands to space requirements, functionality and logistics in the Buildings. The Hold Baggage Screening contract may be assigned to the BHS Contractor. 6.4 Procurement Catalogue The Client will prepare and maintain a procurement catalogue with a description of the contract packages and the most important elements. The catalogue, along with a contracting plan, will be available on the internet. 6.5 Project Breakdown Structure and Planning Model (PNS) The project breakdown structure (PNS) reflects how the project is broken down into cost and progress elements. The PNS structure has been established on the basis of the organization plan for the T2 project in such a way that there is full agreement between the individual elements in the PNS structure and the established organization. PNS thus attends to the need to relate all cost and progress elements to an area of responsibility, in addition to maintaining the requirement for a hierarchical breakdown of the project that ensures consistency and an overview of the status of progress and economy at a general and detailed level. The main levels of the PNS structure are defined with several levels in the following manner: A. The entire project Responsibility is with the Project Director T20100-PDOSL-AO-KB-0028 Page 17 of 26

18 B. Construction Area Responsibility for each area is held by the individual Construction Manager (ref. organization chart) C. Sub-area Responsibility is held by the Project Managers where one individual is responsible for a sub-area. D. Contract This defines the individual contract. Responsibility is held by dedicated persons for each contract, named Client s Representative (OR). All contracts awarded must be defined with a separate order in the contract follow-up system. At level D, combined contracts may be defined for budgetary reasons which in reality represent several smaller procurements that are related and belong to the same OR, but which may come from different suppliers. All procurements for a combined contract must be based on separate orders. All budget items and procurements must be defined in this system so that the total comprises the total project cost. 6.6 Design The U1 area has the responsibility of ensuring that the project s premises and program conditions are communicated from T2DK to the Designers in such a way that the premises are correctly translated and reflected in the Preliminary Design, and subsequently in work descriptions, drawings and tender documents. U1 will also be responsible for the art committee which will be established for the project. This to ensure that the integrated art is coordinated with the project s architectural and technical solutions. The project has awarded one design contract covering architect (ARK), interior designer (IARK) and landscape architect (LARK), structural consulting engineer (RIB), electrical consulting engineer (RIE), HWAC consultant engineer (RIV), acoustical consulting engineer (RIA) and consulting engineer fire (RIBR). Parts of RIV and RIE will at the time of EPC Contract awards be divided from the initial design contract. This is to enable the assignment of technical consulting engineers (RIV and RIE) to their EPC Contractors, respectively. These contracts will after the split constitute complete, independent contracts, with both administrative and design services, so that EPC Contractor is granted a general design responsibility in accordance with the scope of his delivery. The design services from all Designers must be the same after the split as before the split. For each RIV and RIE it may be appropriate to split these into more than one contract, depending on the number of technical EPC contracts for each area, cf. section 6.3 on contract strategy. Following assignment there are no contractual ties between the consulting engineer and the Client. The Client is responsible for managing the design works with respect to the interfaces between the design contracts by managing the design meetings and interface work, including decisions in case of disagreements between the contractual parties. This does not relieve the Designers of any responsibility for organizing, planning, managing, quality assuring or administering their own work. The Designers representative will have a general responsibility in terms of imposing sufficient personal responsibility to all members of his team with respect to actively seek and obtain clarification of solutions, details and interfaces on a day-to-day basis. T20100-PDOSL-AO-KB-0028 Page 18 of 26

19 Upon agreement on scope and timing, the Designers will early in the project phase be co-located with T2U in the administration building at the construction site. The design work must be based on extensive use of 3D and BIM and have high ambitions in terms of benefit from the opportunities in this with respect to various control, calculation and simulation possibilities (e.g. visualizations, collision controls, floor space consumption, calculations, energy modelling/calculations, etc.). 6.7 Handover By Handover it is meant Handover between Contractor and Client. Construction contracts are handed over building by building when the buildings are completed, final documentation has been submitted and approved, and the status of remedial work has been reduced to a minimum. For technical systems, Handover takes place as collectively as possible following completion of the program for integrated system tests and Mechanical Completion (MC). It is planned that the collective Handover of technical systems takes place approx. one month prior to the commencement of normal operation. With respect to the BHS, building automation system, ICT and other systems with complex ICT content, Handover of these systems may take place approx. 3 months after the commencement of normal operation due to compulsory, extensive operational testing. 6.8 Preparation for normal operation T2U has the responsibility to organize the final phase in such a way that the Operation Organization has the opportunity to prepare for normal operation in the best possible way. T2U s arrangements for normal operation consist mainly of: All parts of the project are clearly marked and are continuously documented in accordance with requirements from the start of testing (preliminary documentation) to normal operation (final documentation) The Operation Organization is prepared for, and is invited to participate in testing when the functional testing starts (with participation from employees and users) Testing and commissioning is planned and implemented as a process with gradually greater integration and complexity in coordination between the systems, and a step-by-step commissioning of functional/geographical areas until normal operation. Registration and follow-up of remedial work will be processed in a common database for all contracts. The same applies to test results where deficiencies in operation procedures, training and coordination are identified. The Contractors will establish tailored training packages for the Operation Organization with respect to different personnel categories and positions. Comprehensive cooperation is planned between T2DK and T2U during the transitional phase between construction and operation. A detailed plan and an accompanying management system will be prepared for this period. The preparation for normal operation will be concluded with the Transfer of ownership from T2U to the Operation Organization. The Transfer of ownership is an internal milestone denoting that the Operation Organization takes over the administration, maintenance and operation responsibility for the project works. Following the Transfer of ownership, the T2U will continue to have the responsibility for completion of remedial works remaining on the punch list. T20100-PDOSL-AO-KB-0028 Page 19 of 26

20 7. Internal and external communication 7.1 Purpose OSL has a communication plan supporting the company s visions, values and targets by contributing towards strengthening OSL s reputation and competitive ability ensuring that normal operation, traffic operations and turnover are not influenced during the construction period ensuring support and managing expectations that are motivating for the employees and users towards the test and start-up phase 7.2 Responsibility for communication OSL s information department will have the main responsibility for the communication, external and against media with emphasis on issues that influence operations and have consequences for regularity and the public. T2DK and T2U assist if required. T2DK will have the main responsibility for communication internally towards OSL and the employees of other parties, towards relevant authorities and towards OSL s information department with respect to issues concerning the construction that may influence the public. The T2U will assist if required. T2U will have the main responsibility for external communication towards Contractors, suppliers and relevant authorities. Upon agreement with OSL s information department, T2U assumes responsibility for contact with the media concerning technical and progress-related issues that are within the mandate of T2U to provide. In all circumstances where the media contacts any of the parties, the other parties must be informed and consulted if there are overlapping areas of interest and responsibility. T2DK and T2U agree concerning dialogue with authorities. 8. Integration strategy 8.1 General The T2 project faces considerable challenges with respect to integrating technical systems in the existing and new terminal. For selected systems within ICT, air traffic control and water and drainage systems, separate plans will be prepared to provide main guidelines for how this integration work should take place. T2DK shall define which systems such strategy plans shall be prepared for and contribute towards ensuring that these plans are coordinated with existing plans within these areas and in existing strategy plans in OSL and Avinor. T2DK and T2U shall cooperate in preparing these plans. The plans must be available prior to commencement of procurement work for these systems. The purpose of the plans is to ensure safe commissioning with minimal operative disruptions, in addition to optimum technical, progressive and financial implementation of the work. The plans must: Clarify requirements, priorities, ambition levels and scope of work Define the main objectives in different solutions Define implementation model for contracting packages T20100-PDOSL-AO-KB-0028 Page 20 of 26

21 Identify dependencies Indicate order and progress premises Indicate organization for the project execution Indicate responsibility and financing, and clarify interface between operation and construction Identify risk and corrective measures for the project execution 8.2 Choice of integration model For systems in the existing Central Building East (T1) and the new Central Building West (T2) which are to be connected and integrated in order to function as one new uniform system, the following three main models for procurement and construction are relevant. The plans will clarify which of the models that will be used and why for each individual system. Each of the main models is illustrated below. For each of the main models there will be variants: Model 1) Full exchange of old system A new system is procured for both T1 and T2 which is tested and put into normal operation before the existing system in T1 is taken out of operation, cf. Fig. 8.1 Model 2) Upgrade of old system prior to integration with new The existing system in is upgraded before being integrated with new for T2, cf. Fig. 8.2 Model 3) New system procured for T1 with an optional extension for T2 New system for T1 is procured and implemented prior to construction of T2. Optional extension for T2 in accordance to the needs, cf. Fig Fig. 8.1 Full exchange of old system T20100-PDOSL-AO-KB-0028 Page 21 of 26