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Heathrow's Terminal 5: History in the Making

ISBN: 978-0-470-75435-1
372 pages
May 2008
Heathrow
This book reveals the inside track on the making of Terminal 5: the courage, the ground-breaking management thinking and the many lessons learnt from the leaders, the client and integrated supply chain teams, - involving over 50,000 people from 20,000 companies - which led to the successful delivery of this mega project on time, on budget, and safely.

Love or hate Heathrow we can’t ignore it! An economic power house for the UK, 155,000 earn their living from it and 68 million of us pass through it each year. Two decades of the planning, design, construction and opening of Terminal 5 has resulted in a gateway that Heathrow can be proud of.

Faced with the risk of opening a year late, being a billion overspent, since Sir John Egan in the early 1990s, BAA, stakeholders and supplier partners have been grappling with Terminal 5`s challenges. The result? £4.3 billion of design and construction delivered on time, to budget and safely is to be commended given the industry statistics but the acid test will now be the quality of the 30 million passengers experience and the operating costs that have been left to stand the test of time.

Sharon Doherty is HR and organisational effectiveness director for Heathrow airport and Terminal 5. Sharon has previously worked in consultancy, financial services and retail. Her specialism is people and change. 2002 to the end 2007 she was accountable for the approach to people management and organisational change on Terminal 5.

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FOREWORD, SIR JOHN EGAN.

NOTE FROM THE AUTHOR.

PART 1: THE T5 CONTEXT.

1 INTRODUCTION

Heathrow, an economic powerhouse.

Why should you read this book?

2 INDUSTRY TRENDS AND PERFORMANCE.

Aviation trends.

Summary.

PART 2: THE DIFFERENT PHASES OF T5.

3 PLANNING INQUIRY.

Key Players.

The local community voice.

The airline voice.

What was actually agreed and why?

Heathrow East: a different experience.

Summary.

4 DESIGN.

Big-picture design.

Favourite design features and some areas for improvement.

BAA as the design client.

T5 campus design guidelines.

The design team.

Summary.

5 CONSTRUCTION

Key players in construction.

Programme management.

Quality.

Safety.

Environment.

Logistics.

Summary.

6 OPERATIONAL READINESS.

Key players.

Working with third parties.

Having a plan and mitigating risk.

People familiarization induction training.

Organization and structure.

Employee engagement.

Trade union engagement.

Processes.

Systems.

Proving that the people, processes and systems plus the facility work.

Migrating BA from T1 and T4 to T5.

Bringing the opening date forward.

Summary.

7 RETAIL.

Key players.

The approach to retail at T5.

The delights in store for the traveller.

Summary.

PART 3: T5 CRITICAL SUCCESS FACTORS.

8 THE LEADERSHIP STORY.

The size, shape and context of the leadership challenge.

The BAA CEO leadership story.

Five leadership characteristics in action.

Different leaders for different phases.

Summary.

9 LEADERS MOTIVATING PEOPLE.

Employee relations: The biggest people risk to manage.

Maslow’s hierarchy of needs: Get the basics right.

Engage the workforce to improve productivity and ER stability.

Testimonials: T5’s guiseppes.

Summary.

10 THE ROLE OF THE CLIENT.

T5 agreement: A ground-breaking contract.

The client managing and mitigating risk.

Strategic frameworks used to create a successful T5 environment.

The impact of the T5 Agreement.

Summary.

11 INTEGRATING TEAMS TO DELIVER EXCEPTIONAL PERFORMANCE.

Co-locating, the ‘best man for the job’, problem solving and innovation.

What did the team structure look like?

Team testimonies.

Summary.

PART 4: THE FINAL VERDICT.

12 TWENTY-TWO YEARS IN THE MAKING: HOW WILL IT END?

What could stop T5 opening on time?

Pre-opening verdict.

Post-opening verdict.

The final word.

APPENDIX A: TIPS AND QUESTIONS WHEN STARTING A MEGA PROJECT.

Tips and good questions to ask.

Must-have strategies, frameworks and systems.

Summary.

APPENDIX B: THE T5 INTEGRATED TEAM.

References.

Index.

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Sharon Doherty is HR and organisational effectiveness director for Heathrow airport and Terminal 5. Sharon has previously worked in consultancy, financial services and retail. Her specialism is people and change. 2002 to the end 2007 she was accountable for the approach to people management and organisational change on Terminal 5.
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"Overall this is a fine addition to any bookshelf but more importantly it should to be read it is extremely easy to read and very well written." (Ronald McCaffer, December 2010)

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