Developing complex staging plans to allow the continued, uninterrupted operation of the airport terminal.
Sydney International Airport Redevelopment project, Sydney Airport Corporation required:
The consolidation of immigration and passenger screening
New airside retail, commercial and common/concourse areas
The redevelopment of landside retail (duty free, specialty retail and food and beverage)
The provision for a new baggage handling facility
The provision for new airline lounges on level 3
Our team worked with Sydney Airports Corporation Limited (SACL) during the initial planning and confirmation phases of the project, providing strategic planning, procurement and risk management advice.
We were subsequently engaged by SACL to assist in the detailed design and procurement phase, in which a Managing Contractor was selected, and in the construction and commissioning phase, where we provided planning, scheduling, monitoring and reporting services.
Overall our range of services included:
Contracts, procurement, risk management and retail leasing advice
Overall planning including design, construction, procurement and operational readiness
The production of 2D modelling of the construction staging
Monitoring, control and reporting of the progress of the works
Critical to the success of the project was the development of complex staging plans to meet the requirements of passenger movement, airline operations, security control and retail exposure, and allow the continued uninterrupted operation of the terminal at maximum capacity.
Construction was completed on time. The airport continued to operate at maximum or on-demand capacity as the landside and airside on the terminal’s departure level was significantly redeveloped.
Complex staging plans incorporating careful planning of non-curfew and curfew works allowed for the uninterrupted operation of the terminal. These plans took into account the needs of multiple stakeholders, including SACL departments, government agencies, retailers, airline operators and the travelling public.
Engaging our experts at the early stages of the project, SACL was able to quickly review the types of issues that were likely to emerge during development and systematically address each of these issues. Our workshops on issues and strategies, risk and procurement helped to focus SACL and other stakeholders on setting clear objectives early and developing plans to achieve these objectives.
All interface issues (between SACL departments, government agencies, retailers etc.) were managed via an overall Master Program and weekly project program meetings were used to ensure the project stayed on track.