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TOBIN’s work with the Shannon Airport Authority (SAA).

TOBIN’s role in Shannon illustrates the experience we have in delivering a terminal building refurbishment while maintaining a fully operational airport. The focus of the airport authority is in maintaining passenger experience without disruption or detriment to health and safety codes of practice. The project has benefited from the ability of TOBIN to work to aviation authority standards for design and accommodating stakeholder preferences through construction, then advising contractors on aspects of temporary works. We worked with the client to ensure that the programme dates for the refurbishment could be achieved, and derived a phasing plan that partitioned the delivery into work packages.

Three work packages were derived: (i) Immigration hall and baggage collection, (ii) Departure lounge and toilets, and (iii) Terminal building cladding.

The services provided by TOBIN were:

  • Lead consultant on a multi-disciplinary consultancy framework (Prime contractor)
  • Project Management (in-house)
  • Civil and structural engineering (in-house)
  • Quantity surveying (in-house)
  • Fire engineering and fire safety (in-house)
  • Architecture (sub-contracted)
  • Mechanical and electrical engineering (part in-house, part sub-contracted)

Project Overview: Shannon Airport Terminal Building Upgrade is a programme that consciously modernises the building facilities contributing to an enhanced passenger experience, which also derives renewed value from existing assets. Working closely with the Asset Management team at the Airport, TOBIN have been providing multi-disciplinary services upgrading the most highly trafficked areas of the building. The upgrading of the terminal building, which last year managed 1.6 million passengers, has re-vitalised not only the quality of the asset but also the appearance and the passenger experience.

The upgrade works are continuing, with the majority of the refurbishment aspects by TOBIN now complete. These have included:

  • Demolition of existing back-of-house areas with the construction of new buildings accommodating a modernised immigration hall
  • New office building construction forming the back-of-house areas to the baggage hall
  • Glazed partitions as a standard feature within immigration / baggage
  • Floor screed reconstruction accommodating new walking surfaces
  • Toilet layout modifications with associated structural engineering accommodating raisers, partition restraint and mechanical AHUs
  • Removal of existing cladding, install new wind-posts (respecting the load paths of the existing building) and re-cladding

Critical Success Factors: Shannon Airport roll-down their critical success factors through the framework agreement, describing performance aspirations for the works for adoption by the design team. These performance aspirations are specified to create a culture within the team that facilitates conscious actions in a collaborative way. Despite their aim being aspirational, TOBIN consider them crucial for the delivery of their services and have summarised below what we did:

  • We produced a register of materials and associated waste parameters (typical to the industry) that could be references along-side design when choosing material types for construction. This included typical carbon equivalence required for the material / product manufacture life-cycle.
  • Our team was able to reduce the energy demand of new installations, achieving a step change in energy consumption by adopting energy saving light fittings to all re-furbished areas.
  • In relation to respecting the passenger experience without determent to way-finding, TOBIN, in consultation with commercial and retail stakeholders, configured the boarding temporary lighting to guide passengers to temporary retail areas.
  • In order to address Change Management, our team adopted a structure for the delivery of projects that promoted a fully developed understanding of the existing asset prior to the refurbishment design. The TOBIN team had an 8-point strategy to guide our engineers when modernising the existing buildings. This strategy was adopted to provide a clear understanding of the extent of what can be achieved from the existing building eliminating change to the design later.
  • To ensure value for money and in an attempt to re-use legacy assets achieving value through renewed life-cycle, TOBIN prepared early scheme solutions to consider the options available to the client avoiding demolition. Demolition of existing facilities became the ‘last-resort’ solution, which we found was mainly reserved for parts of the airport where the spatial constraints imposed by existing layouts dominated the decision.
  • Programme Risk was managed by the phased works refurbishment methods implemented to partition the risk to the programme.

We continue to work closely with the SAA to deliver the authority’s key requirements within budget and on programme whilst minimising disruptions to operations of the airport.

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