Project Pegasus at Luton Airport demonstrates Farrans’ ability to work in co-operation with our Client to collaboratively procure and manage a logistically challenging project.
Our works involved the construction of a new three storey steel frame pier 200m in length, immigration hall, link building, a 7,400m2 departure lounge and retail facilities along with the refurbishment works to the existing terminal building.
Working in a completely segregated, secure environment, with controlled & restricted access, we delivered a fast-track programme of works including in situ concrete lift and stair cores integrated with the structural steel frame, a suite of mixed-use administration accommodation including offices and interview rooms.
Major civil engineering works were undertaken, involving improvements to foul and storm drainage systems and the construction of a foul pumping station.
At its peak approx. 500 people were working on the contract
Collaborative Approach
Following the submission of our competitive tender, dialogue commenced with our client at the end of July 2004 regarding, design, construction, programme and cost of a new significantly revised scheme.
As a result of this successful period of review, we commenced work on site on 6th September 2004 on the basis of a lump sum agreement.
This collaborative relationship continued through the project, demonstrated by the efficient agreement of an additional retail scheme and prompt non adversarial agreement of the Final Account.
Fast Track Delivery on Time
Agreeing a detailed main contractor control chart and reviewing it on a fortnightly basis was critical in order to maximise the available sequence of phased construction activities and minimise the potential disruption to the operation of the live airport. This included meeting with the Airport Liaison Officer daily to review security, fire exit routes and the safe transit of 22,000 passengers daily through the site.
Creating flexibility within the programme our Planner accommodated requirements from airport stakeholders including; security, customs, drivers and retailers.
Integrating design co-ordination and programme certainty with the supply chain reduced delays and improved accuracy.
Selecting specialist contractors that were able to deliver within a tight time frame (e.g. Structural Steel, Cladding and M&E) detailed drawings were produced, steel was fabricated and erection commenced on site within10 weeks.
Delivery of Added Value & Innovation
Openly and transparently identifying and reviewing potential areas for design development, such as instigating soil stabilization works to re-use excavated material on site and minimise disposal of waste and associated costs.
A significantly revised scheme, proposed by our Client pre-contract, was accommodated within a month period prior to the commencement of the contract. This contract was largely completed within 10 months.
The works information required the construction of a pumping station approx. 7m * 7m * 8m deep adjacent to the Airport apron & passenger taxi areas. The scheme as designed, required significant working space which would have impacted on daily airport operations.
Working with our specialist sub-contractor, we re-considered the construction of the pumping station to use a jacked caisson, an innovative technique, thereby forming a shaft by displacement & requiring only minimum working space.
The operations of the Airport were able to continue unaffected by this operation.
Client
Luton Airport
Delivering Quality
Employing experienced designers to ensure quality of design and including regular site inspections to ensure quality of work was essential.
Working collaboratively with our designers to ensure efficiencies in construction were achieved and that the building was constructed in a safe manner, buildability issues were considered & available products were incorporated.
Our Project Quality Plan (PQP) embedded our ISO9001:2000 certified Quality Management procedures. Minimising defects proactively through our Contracts Manager and project team and providing resolution through self-snagging.
Vetting the supply chain pre-contract from “in-house” quality records and where possible our Buying department placed orders for sequential trades to avoid potential interface issues and providing a “Quality Accountability Chain”.
Incorporating M&E inspection within the PQP and implemented by our M&E Co-ordinator, this outlined the management of the building services installation and identified the procedures for the validation, commissioning and quality control of the M&E services on the project.
Leadership of the Project
Implementing a Project Risk Management Plan, which assessed Farrans risks and also the Employer’s project risks. This live document was used in the conclusion of the procurement process, through design and construction and into operation.
Understanding and monitoring the Employers Requirements, we completed a briefing workshop with our client and designers to ensure clarity on the Employers Requirements.
The design team was novated, so it was important to ensure a smooth transition occurred and avoid the requirement for any re-design work.
As constructors it was essential we understood the Employer’s Requirements to ensure any added value initiatives reflected the quality and essence of the Employer’s Requirements.
Partnering Approach
At procurement stage we ensured our supply chain received in good time, a detailed level of information for pricing and planning.
When in contract, we worked in a spirit of partnership by ensuring a system of early warnings highlighted risks. The identified risks were then allocated to the party best placed to manage the risk.
This transparency motivated our supply chain to pro-actively engage in continuous improvement.
We re-sequenced our Client’s phasing programme to facilitate the erection of a link bridge in the existing terminal building.
This re-sequencing substantially improved our access to the work area and contributed to a technically complex section of works in a live environment being completed safely & efficiently with minimum disruption to the Airport.
Working in a live airport required a close collaboration with our client and an excellent day to day working relationship with the airport management.
