Dublin Airport Terminal 2 Ian Taylor 20 November 2007
Ian Taylor Director, Arup (Ove Arup and Partners Ltd) Fellow of the ICE Civil Engineer 25+ years experience of large multi-disciplinary projects Hong Kong, USA, Europe Co-leader of Arup s Aviation business in Europe Project Director Terminal 2 Project
Credits Arup: Project Management, Engineering and Specialists Dublin, London, Birmingham, Manchester and Toronto Pascall and Watson: Architecture Mace: Construction planning/management DLPKS: Cost consulting DAA: including project-specific organisation Pascall+Watson architects
What is Terminal 2? New International/Domestic Terminal New Pier (E) Associated apron Associated roads and frontages
What is Terminal 2? Total floor area ~100,000 sqm (T2 75k) 19 Gates in MARS configuration 19 Code C/8 Code E Design Busy Hour Rate 3200 pax Approx. annual capacity 11.4 million pax CBP Facility US Customs/Immigration Project budget 609 million 3 miles of baggage conveyor 2 bags/member of the population/year 54 lifts and 36 escalators
Timeline 2004-2005: SOM Masterplan and P+W review 2005: consultant team selected January 2006: project planning commenced August 2006: Planning Application lodged (FCC) October 2006: FCC grants approval April 2007: ABP Oral Hearing August 2007: ABP grants consent October 2007: Construction start
Timeline Nov-Dec 2009: construction substantially complete April 2010: Terminal available for operation
Planning: Context Sustained and on-going passenger growth Dublin now in top ten European airports Significant capacity shortfall Challenging timeline to deliver Construction in an operating environment Fundamentally improve passenger experience
Existing terminal and Pier C
Existing energy centre
Corballis House
Access to Terminal 1
Car parking & car hire facilities
Aircraft stands
Objectives and principles Vision A new Aviation Gateway for Ireland Concept Innovative and contemporary building Learning from the best airports in the world Elegant but cost effective Key Design Principles Designed to meet customers needs A sustainable and efficient solution A positive travel experience for everyone Space appropriate to function
Planning/concept Questionnaires issued to stakeholders Discussion of goals and objectives Development of a terminal sizing proposition Development of a programme of requirements Development of three functional solutions/selection of one Development of landside and airside solutions
Campus Layout
Dedicated Route to T1 Terminal 1
T2 Dedicated Departures Kerb Terminal 1
Check-in Multiple check-in options conventional, enhanced shoreline queuing space
Departing Passengers Easy route from check-in to aircraft
Departing passenger flow from check-in
Departures Level
Security Search Security Search: improved queuing, streaming of passengers e.g. Fasttrack, biometric, staff etc
Departures Level Airside Retail
Arriving Passenger Simple route from Aircraft to Car Park/Pick Up
Arrivals Level
Arrivals Level Passport Control Centralised Immigration
Arrivals Level Baggage - Larger reclaim belts and spacious hall
Arrivals Level Customs
Arrivals Level Meeters and greeters
Arrivals Level Landside retail and catering
Architectural form
Planning Concept Design Comprehensive documentation of The process followed The options evaluation The solution selected A basis for the Planning Application A basis for the development of the design Planning Application: Planning Drawings (approx 120) Environmental Impact Statement Planning Summary Specialist Reports (e.g. drainage reports) 10 Year permission sought
Stakeholder consultation As of August 06: Circa 300 meetings with stakeholders Questionnaires, meetings and workshops Independent verification Cost Specification Process No. of Meetings 70 60 50 40 30 20 10 0 Jan Feb Mar Apr May Jun Jul Aug
Procurement: Key drivers Highly visible, auditable process delivering best value Engagement with stakeholders - minimise impact and maintain capacity Delivered at the right cost - capital and running costs Delivered safely Operational in 2010
Procurement Strategy Multi-package Strategy Traditional approach would not deliver in time Successfully used in major international projects Stansted Airport Heathrow Terminal 5 Hong Kong Airport 15 20 packages Benefits Provides appropriate time for design Ensure earliest possible start on site Secures the right contractors for each package Tailors risk strategy to each package OJEU process June 2006
Construction Role of Construction Integrator Coordinate the Trade Contractors programmes Facilitate coordination of short-medium term work plans Manage the Trade Contractors to ensure: Adequate resources Safe working Minimum operational impact Assured quality Administer the Contract
Current position Construction started: 30 October 2007 Four contractors on site: Alendale Laing O Rouke McAvoy SIAC Of 17 packages: Eight contracts awarded Four out to tender or under evaluation Five remain to tender
Questions