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Aviation and Transport Capability Statement


Aviation experience Woods Bagot has had a long association with the air transport industry and has undertaken many projects at a range of airports over the years. Professionals within the practice have very substantial experience across the full range of planning and design disciplines required for airport master planning, terminal design and rail station planning and design. This has led Woods Bagot to form of a centre of excellence in transportation design. The accumulated knowledge and expertise in all aspects of facility planning, brief assessment, urban design and master planning, architecture and interior design, documentation and construction enables Woods Bagot to provide a full range of services to our clients, creating innovative and inspiring designs that are grounded in sound technical performance, are easily deliverable, and delight the traveller. The support of the transportation centre of excellence has led to the formation of excellent working relationships between Woods Bagot Studios and international and domestic airlines, airport owners and managers and international airport consultants all of whom value our understanding of the need for high standards of safety and security, the operational imperatives (particularly of baggage handling and staging) and the sensitivities of dealing with a diverse range of major stakeholders. Master planning of airports calls for a variety of skills and experience, not only in aviation requirements, but also in commercial and infrastructure development needs. Our broad multi-

sector experience, integrated with our specialist aviation expertise, fully equips our team to work across all aspects of airport and property related development and timely input from our commercial sector specialists ensures that the most up to date thinking is always brought to bear. Airport terminal development is based on demand studies, gate requirements, passenger needs and retail and commercial requirements which, when brought into balance, dictate the building envelope, internal planning and functional relationships. Woods Bagot is involved in the broad spectrum of such planning from aeronautical requirements to freight, tourism and hotel precincts, logistics parks, corporate office and business parks and ancillary infrastructure and development projects.

Woods Bagot’s experience in airport facilities, and associated airline facilities is diverse and comprehensive from a grass roots level to sophisticated technical requirements and includes: –– International and domestic passenger terminals –– International and domestic cargo terminals –– Commercial and retail facilities –– Airport hotels –– Engineering maintenance and ground support service buildings –– International catering buildings –– Aircraft hangers –– Airport administration buildings –– Reservation, security and computer centres –– Training facilities –– Ground traffic systems –– Baggage handling and aerobridge systems –– Ramp, load control and airport contract facilities –– International airline headquarters, offices, interior design and fit out. –– Terminal buildings’ interior architecture and fit out –– International Airline First Class Departure Lounge and Club Facilities –– Domestic Airline First and Business Class Lounges and Club Facilities –– Airport master planning and freight and commercial precinct development.


Woods Bagot has established an extensive record of experience in the highly specialised and technologically sophisticated field of aviation consultancy, architecture and airport design on a global scale. Airline Clients –– Aer Rianta –– Air Canada –– Alitalia –– British Airways –– Cathay Pacific –– Concorde Express Handling –– Japan Airlines –– Korean Air –– Peel Holdings –– PIA –– QANTAS –– RAAF –– Regional Airports UK: Barra Airport Campbeltown Airport Inverness Airport Islay Airport airport Kirkwall Airport Stornoway Airport Sumburgh Airport Tiree Airport Wick Airport –– Emirates Sky Cargo

Airport Clients ––Perth International Airport ––Baku International Airport ––Kuwait International Airport ––King Khaled International Airport ––Rio Business Centre ––Thessaloniki Airport ––Domodedovo Airport Moscow ––Dubai Royal Air Wing Proposal, UAE ––Abu Dhabi Airport Proposal UAE ––Bahrain Airport Expansion ––Bahrain ––ChengDu Airport ––China ––Malé Hulula Airport ––Maldives ––Qingdao Liuting International/ Domestic Terminal ––China Jet Base ––Tullamarine Airport Melbourne Australia ––Hong Kong International Airport, Hong Kong ––Australian Customs Service Mascot, Sydney ––Bristol Airport, New Passenger Terminal, UK ––Cairns Passenger Terminal Redevelopment, Queensland ––Birmingham International Airport Terminal, Birmingham ––Newcastle International Airport, Newcastle, UK ––Heathrow And Gatwick Airport Cargo Terminals, UK ––London Luton Airport Airside Terminal Extension ––Belfast City Airport Belfast ––International Terminal Redevelopment, Perth ––Emirates Airlines Headquarters Proposal, UAE ––Al Bustan Airport Development Proposal, Dubai


Portfolio of aviation and transport projects –Baku – Airport, Azerbaijan –Belitung – Island Tourism Development and Airport, Republic of Indonesia –Cathay – Pacific Office and Training Facilities, Bangkok –Compass – Airways, Adelaide –Domestic – Airport Multi-User Facilities Feasibility Study (Sydney, Melbourne and Perth) –International – Terminal First Class and VIP Passenger Lounge Facilities

–QANTAS – Melbourne Terminal Redevelopment

–Sydney – International Terminal Commercial Planning Study

–QANTAS – National and International Lounge Programme

–Sydney – International Terminal Olympic Facilitation and Masterplanning Study for Expansion of the Sydney Kingsford Smith for the 2000 Olympics

–RAAF – Aircraft Maintenance Hanger, South Australia –Singapore – Airlines, Bangkok –The – Royal Wing, Terminal 1, Dubai International Airport

–Sydney – International Terminal Pier B Fire Services Upgrade –Sydney – International Terminal, Seamless Transfer Facility

–Vietnam – Airlines/Cathay Pacific Catering –Sydney – Kingsford Smith Airport Facility, Ho Chi Min City, Vietnam Surrounding Precinct Transport and –International/Domestic – Airport Terminal, –Western – Aviation Services Pty Ltd Commercial Land Use Study “Cooks Indonesia Hangar, Maintenance Workshops and Cove Development” Showrooms, Jandakot Airport –Jandakot – Airport Passenger Terminal, –QANTAS – Express Handling Unit, Sydney Airport Federal Airports Corporation Sydney (Kingsford Smith) Airport –Executive – Air Services and Third –Japan – Airlines, Brisbane –Multi-User – and Fixed Base Operations, Domestic Terminal Proposal, (Kingsford Sydney (Kingsford Smith) Airport –Kuwait – International Airport, Kuwait Smith) –Cathay – Pacific Central Data Centre –Male – International Airport, Maldives –Sydney – (Kingsford Smith) Airport Sydney Islands – Airport Planning Study Museum –Commercial – Development Sydney –Mauritius – – Sir Seewoosagur Ramgolam –Sydney – (Kingsford Smith) Airport Noise Airport, Airport Servcie Offices and International Airport Inquiry Unit Freight –Mauritius – SSR International Airport – –Sydney – (Kingsford Smith) Airport Urban –QANTAS – Jetbase Engineering Services Airport Planning Study Design Study Domestic Precinct Upgrade Planning, Sydney International –Melbourne – Jet Base ,Tullamarine Airport –Sydney – (Kingsford Smith) Airport, Airport, Melbourne QANTAS Express Handling Unit Perth Airport –Nausori – Airport, Fiji – Expansion –Sydney – Airport Terminal 21 (21st –T1 – Arrivals Expansion Century) Development Planning Study –Philippine – Airlines Catering Building, –New – Internatiojnal Departures Pier for Terminal Facilities Cebu, Philippines, Planning and –International – Terminal Building, First Feasibility Study –Sydney – Airport Transport Interchange Class VIP Areas and Passenger and Elevated Road Planning Study –QANTAS – Airways Masterplanning of all Services Facilities, QANTAS Perth Australian Domestic Terminals –Sydney – Domestic common User International Terminal Terminal Planning –QANTAS – Canberra Terminal –QANTAS – Airways Limited Domestic Redevelopment –Sydney – Domestic Terminal – Domestic passenger Terminal, Perth Domestic Commercial Spine Masterplan Study Airport –QANTAS – Domestic Terminal Upgrade, Adelaide Airport –Sydney – International Terminal Airport –QANTAS – Airways Reservations Hotel Planning Study Relocation, Perth CBD –QANTAS – Domestic Terminals Redevelopment Melbourne, Perth, –Sydney – International Terminal Arrivals –QANTAS – Airways State Headquarters, Darwin, Brisbane, Coolangatta Terminal Hall Expansion Perth CBD and Adelaide –Sydney – International Terminal Carpark –QANTAS – Baggage Services Expansion, –QANTAS – International Reservations and Transport interchange Planning Perth International Airport Offices and Facilities, Auckland and Study –QANTAS – Captain’s Club Upgrade, Christchurch, New Zealand


Perth International Airport –QANTAS – Catering Services Building Expansion, Perth International Airport –QANTAS – Flight Catering and Cabin Services Centre, Perth International Airport –QANTAS – International Airport Ramp Facilities Upgrade, Perth International Airport –QANTAS – International Terminal Facilities, Perth International Airport –QANTAS – International Travel and Visitor’s Centre, Perth –QANTAS – Reservations and Administrations Offices, Perth CBD –QANTAS – Traffic Office and Facilities Building, Perth International Airport

Airways, Perth International Airport –International – Passenger Terminal Airline Services Fitout, Perth International Terminal –Perth – International Airport masterplanning of all airport precincts including terminal, ground support, cargo and catering precincts, freight parks, logistic park, corporate park CBD precinct and domestic terminal precinct –Air – India Offices, Perth International Terminal –Aircraft – Operations Office Upgrade, Perth Domestic Airport (Skywest) –Australian – Airlines Facilities Building Planning, Perth Domestic Airport

–QANTAS – Training Facilities, Perth CBD

–Perth – Domestic Passenger Terminal, Perth

–QANTAS – Maintenance Hangar 101 and 111, Perth International Airport

–Cathay – Pacific traffic Office, Perth International Airport

–QANTAS – Travel and International Visitor’s Centre Upgrading, Perth CBD

–International – Terminal Ground Support Vehicle Fuel Depot, Perth International Airport

–QANTAS – Air Cargo Terminal, Perth International Airport –Perth – Airport Commercial & Retail Development –Perth – Airport International Terminal Redevelopment –Perth – Airport Redevelopment (International Terminal Expansion Studies, Terminal Consolidation Planning and Strategic Commercial Masterplanning) –Federal – Airports Corporation Offices Upgrade Perth –International – Air Cargo Terminal, Perth International Terminal –International – Engineering, Maintenance Workshop and Supply Building, QANTAS Airways Limited, Perth International Terminal –International – Flight Catering and Cabinet Services Facilities Building, QANTAS

–British – Airways Corporate Office, Perth


144 YEARS GLOBAL EXPERTISE, LOCAL KNOWLEDGE 700+ PEOPLE 15 LOCAL STUDIOS 5 REGIONS 5 SECTORS 1 GLOBAL STUDIO

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Next Generation Global Studio Next Generation Global Studio Our people are critical to our success. We place FOURTEEN STUDIOS Abu Dhabi great value on our staff, Adelaide their development and Beijing creating an environment Brisbane where Canberra high standards of Dubai creativity and innovation Hong Kong are possible. London Melbourne New York Perth San Francisco Shanghai Sydney FIVE REGIONS Asia Australia Europe The Middle East North America THREE SECTORS Education and Science Lifestyle Workplace ONE GLOBAL STUDIO

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Technical Design Woods Bagot has played an active A global leader in the design of part in the paradigm shift in design and buildings and communities, Woods construction called Building Information Bagot operates as one fully integrated Modelling (BIM). The use of BIM for global studio with a network of studios project delivery provides opportunities located around the world. for improved coordination, increased accuracy, and a clean transition into The One Global Studio approach gives the construction and beyond. each client full access to the combined talent and knowledge resources In addition to traditional BIM tools, within the entire organisation, bringing Woods Bagot is leveraging cutting studios, disciplines and practices into a edge computational, parametric and well connected, highly coordinated and building analysis tools to bring a high highly collaborative service network. level of optimization and efficiency to the design process. As part of a PUBLIC: A Culture of Knowledge holistic methodology, we integrate Woods researchdesign and thought the latestBagot’s in conceptual tools, leadership delivers provocative and systems for creative collaboration, intelligent solutions. and digital project delivery in the development of globally significant Our global research arm, Public, was work. established to bring a formal focus to our applied and theoretical research. Public research is disseminated through published papers, seminars, books, podcasts and projects. Next Generation Design Research is the principal foundation that underpins the Woods Bagot design methodology.

Sustainable Design Principles Environmentally Sustainable Design We work as teams in workshop can be achieved when the whole scenarios which follows three elements: project team are committed to the – usingand thethat research vision the macro and micro – sharing idea making in parallel to issues are considered – creatingsolutions. architecture formulate The full Bagot intellectual power of the (Green) Woods has Sustainability organisation will beinapplied to Green Teams established all studios. propel are projects beyond ourinto client Teams integrated early every expectations and embed with the design process and take athem leading full knowledge thatofresides the role in the majority Woodswithin Bagot organisation. projects. No Geographic Boundaries: There are a number of Accredited Professionals in all Woods Bagot Real Time Working studios including GBCA Greenbased Star, Real Time Working is a team LEED and BREEAM systems. working philosophy that uses information age mobility and virtual working capabilities to harness the Quality Accreditation energy of teams. Woods Bagot has achieved third party accreditation ISOvirtual 9001. Supporting physicaltoand Accreditation Bagot’s synchronicity,covers parallelWoods processes and studios in Australia 2008 edition), collaboration rather(to than conventional Beijing, Hong and London for sequential andKong predominantly individual professional services in architecture, work, the new Real Time Working interior design, landscape design and workplace concept supports crossstrategic facility planning. system silo teams that are highly The focused on is implemented in all achieving goals in our real studios. time. Projects are managed under this system with regular for design, technical Woodsreviews Bagot actively engages clients compliance to embrace and this buildability. whilst embracing it in the global studio.


Next Generation Global Studio Next Generation Global Studio Our people are critical to our people success. We placeto Our are critical great value on our staff, our success. We place their development and great value on our staff, creating an environment their development and where high standards of creating an environment creativity innovation where highand standards of are possible. creativity and innovation are possible.

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Technical Design Woods Bagot has played an active Technical Design part in the paradigm shift in design and Woods Bagotcalled has played an Information active construction Building part in the paradigm shift in design and Modelling (BIM). The use of BIM for construction called Building Information project delivery provides opportunities Modelling (BIM). The use ofincreased BIM for for improved coordination, project delivery provides opportunities accuracy, and a clean transition into for coordination, increased theimproved construction and beyond. accuracy, and a clean transition into the construction and beyond. In addition to traditional BIM tools, Woods Bagot is leveraging cutting Inedge addition to traditional BIM tools,and computational, parametric Woods Bagot is leveraging cutting building analysis tools to bring a high edge computational, parametric and level of optimization and efficiency building analysis tools to bring a high to the design process. As part of a level of optimization and holistic methodology, weefficiency integrate to the design process. part of a the latest in conceptualAs design tools, holistic methodology, we integrate systems for creative collaboration, the conceptual design tools, andlatest digitalin project delivery in the systems for creative collaboration, development of globally significant and digital project delivery in the work. development of globally significant work.

Sustainable Design Principles Environmentally Sustainable Design Sustainable Design Principles can be achieved when the whole Environmentally project team areSustainable committed Design to the can be achieved when the and whole vision and that the macro micro project are committed to theto issues team are considered in parallel vision and solutions. that the macro and micro formulate issues are considered in parallel to formulate solutions. Woods Bagot has Sustainability (Green) Teams established in all studios. Green Woods has Sustainability (Green) Teams Bagot are integrated early into every Teams established in all studios. Green design process and take a leading Teams are integrated early into every role in the majority of Woods Bagot design process and take a leading projects. role in the majority of Woods Bagot projects. There are a number of Accredited Professionals in all Woods Bagot There areincluding a number of Accredited studios GBCA Green Star, Professionals in all Woods Bagot LEED and BREEAM systems. studios including GBCA Green Star, LEED and BREEAM systems. Quality Accreditation Woods Bagot has achieved third Quality Accreditation party accreditation to ISO 9001. Woods Bagot covers has achieved Accreditation Woodsthird Bagot’s party accreditation to 9001. studios in Australia (toISO 2008 edition), Accreditation Woods Bagot’s Beijing, Hongcovers Kong and London for studios in Australia (to 2008 edition), professional services in architecture, Beijing, Kong and London interior Hong design, landscape designforand professional services in architecture, strategic facility planning. The system is interior design,inlandscape designProjects and implemented all our studios. strategic facility planning. The system are managed under this system with is implemented in all studios. Projects regular reviews forour design, technical are managed under this system with compliance and buildability. regular reviews for design, technical compliance and buildability.


Aviation awards, memberships and publications QANTAS First Lounge, Melbourne International Airport. Woods Bagot together with Marc Newson, Sebastien Segers & QANTAS RAIA - Victoria, Australia Interior Architecture QANTAS International First Class Lounge, Sydney Woods Bagot together with Marc Newson, Sebastian Segers & QANTAS Skytrax Awards Best First Class Lounge Award QANTAS International First Class Lounge, Sydney Woods Bagot together with Marc Newson, Sebastian Segers & QANTAS Standards Australian Australian International Design Award QANTAS First Class Lounge, Sydney Woods Bagot together with Marc Newson, Sebastien Segers & QANTAS Glass LEAF Award Best International Interior Design Award QANTAS First Class Lounge, Sydney International Airport, base building. Australian Institute of Building Certificate of High Commendation Commercial Category AUD $10-50 m QANTAS Club Domestic Lounges Australia-wide FX International Interior Design Awards Finalist Cathay Pacific Airport Lounge, Hong Kong (with Richards Basmajian Ltd) American Institute of Architects 2002 Interior Design Merit Award QANTAS Business Lounge, Singapore Interior Design Awards Australia Public/Institutional, Highly Commended

Qatar Science and Technology Park Construction Week Awards Best Regional Project Australian Institute of Architects National Awards International Category Winner Cityscape Awards for Architecture in Emerging Markets Commercial/Mixed-Use Built Project Award Emirates Glass LEAF Award ––Commercial Building of the Year ––2009 Overall LEAF Award Melbourne Convention & Exhibition Centre, JV architects Woods Bagot with NH Architecture BPN Sustainability Award Overall Winner Australian Property Institute Excellence in Property Awards Investa Environmental Development Award Australian Property Institute President’s Award Urban Development Institute of Australia (UDIA) Victorian Environmental Excellence Award Banksia Award for Built Envirionment IMEX Green Supplier Awards Gold Award National Environmental Excellence Award Interior Design Awards Australia ––Best of State, Commercial Design ––Public Design Australian Construction Achievement Award (ACAA) Publications Warp Speed Mach I: Airports of the Future (2012)


Master planning


Master planning

Master planning of airports calls for a variety of skills and experience not only in aviation requirements but also in commercial and infrastructure development needs. The broad based background of Woods Bagot integrated with aviation specialist expertise fully equips the team across all aspects of airport and property related development. Airport terminal development based on demand studies, gate requirements, passenger needs, retail and commercial requirements, dictate the building envelope and internal planning and functional relationships. Master planning of airport property needs not only to satisfy the aeronautical needs but also address the commercial criteria of airport owners and managers. Woods Bagot are involved in the broad spectrum of such planning from aeronautical requirements to freight precincts, tourism and hotel precincts, logistics parks, corporate office and business parks and ancillary infrastructure and development projects.


Master planning

Domestic Airport Masterplan Perth, Australia

Qingdao Liuting International/ Domestic Terminal, China

Southampton Airport Master Plan, UK

Woods Bagot has had an ongoing role in the development of Perth Airport.

Woods Bagot developed the proposal overall masterplanning concepts to meet the demand studies along with architectural concept design, interior theming, commercial zone development plans and horizon planning and staging.

Southampton (Eastleigh) Airport, provides for short-haul commercial passenger and air cargo operations and for general aviation operators, including business aviation aircraft maintenance. The size of aircraft operating from the Airport and the destinations served, are influenced by the length of the runway, which is limited by a major public road to the west and a complex of railway lines serving Eastleigh Railway Depot, to the east.

Woods Bagot has undertaken planning studies over several years for the consolidated terminal and interior planning and design of all interior spaces of the Perth Airport. This included retail, airline lounges, offices, departures and arrival halls, baggage reclaim and make up. The projects have also involved the design of interior planning and specific studies for passenger flow, passenger journey, retail and lounge design. The master planning for future development has involved the creation of new road systems, infrastructure, logistics parks, office parks, freight parks, terminal precincts and airport hotel multi-storey parking stations and terminal expansion, as well as overall urban design and precinct integration. The commission follows a long history of design projects at Perth Airport including the QANTAS Domestic Terminal and all of QANTAS interiors and design projects for the past 25 years.

The development of a design which is unique to the Qingdao location was imperative to reflect the cultural significance of a rapidly developing region. The unique roof profiles and plan form are influenced by the wave forms expressing the coastal location of the city. The terminal development also connects to a transport interchange with rail and bus stations which in turn connect to a major commercial zone attached to airport activities. The development underwent an upgrade from 2004 - 2006.

The brief, was for the creation of a master plan for the phased development of the Airport to allow for an increase in its capacity and efficiency, together with the development of land which was surplus to operational requirements, for airport related and non-airport related usage. In addition, the brief required preliminary designs to be prepared, for the passenger terminal, Airport railway station and Airport hotel. The master plan in its final phase, provided for a new passenger terminal and airport operational buildings, air side infrastructure, a new hotel, the upgrading of the existing Airport railway station and a small business ‘park’.


Master planning

Brussels South (Charleroi) Airport London Biggin‑Hill Airport & London Southend Airport Estate Master Plan Belgium Master Plans, UK

The requirements of the Walloon Regional Council were for the redevelopment of aviation facilities at Charleroi Gosselies Airport, so as to be capable of accommodating ‘overspill’ from Brussells Zaventum Airport and also for the development of a new business and industrial ‘park’ and leisure facilities, on land which was surplus to airport requirements. In addition to a new passenger terminal and other airport buildings, the project also included an airport hotel, and the conversion of an adjacent chateaux and its grounds, for use as a golf club.

Regional Airports Limited appointed us to carry out an audit of their airports at Biggin Hill in Kent and Southend-on-Sea in Essex, and to prepare estate rationalisation plans and master plans, for the phased redevelopment of both airports. The airports provide facilities for charter, cargo and general aviation operators and Biggin Hill is also the diversion airport for London City Airport. Our master planning services included both on-airport operational planning and also proposals for the development of residual land, for airport and non-airport related business, commercial and leisure usage including ‘out-of town’ retail and hotel development. The proposals for Southend Airport also included a new railway station on the adjacent London Liverpool Street to Shoeburgness railway line, to link directly with the new passenger terminal.

Liverpool International Airport Masterplan And Passenger Terminal Design, UK

Appointed by BAE‑Systems plc (formerly British Aerospace plc), to master plan proposals for the phased redevelopment of Liverpool Airport and to develop concept designs for the new domestic and international passenger terminals and a new multi-modal Public Transport Interchange. In addition to developing proposals for the operational facilities within the airport boundary, we were also required to integrate off-airport infrastructure including a new access road system and a heavy rail link and proposals on the site of the original Speke Airport, for a business and commercial ‘park’. The proximity of Speke House (National Trust), the Speke residential neighbourhood and the ‘Site of Special Scientific Interest’ that is the River Mersey with its water fowl and other flora and fauna, resulted in the project being reviewed at a Public Enquiry, for which we provided Expert Witness representation.


Master planning

Dublin Airport Capacity Assessment and Passenger Terminal Master Plan, Ireland

Mauritius SSR International Airport, Masterplan

Carlisle Airport Estate Master Plan, UK

For this project, Aer Rianta required us to carry out a space and facilities audit of the existing Terminal 1 and to prepare a master plan and detailed building plans, to accommodate forecast demand for years 2010, 2020 and 2030.

Shortlisted masterplan for design options for the expansion of the SSR International Airport Passenger Terminal in Mauritius.

The project includes the redevelopment of the existing Carlisle Airport, to provide both full regional airport facilities and a new office/light industrial “park” on land surplus to airport requirements.

Our services included evaluation of the requirements for integrating the new Pier ‘D’ into the historic fabric of the passenger terminal. Originally conceived as a boarding facility for ‘low cost’ carriers, it was established that a higher level of service would be appropriate, to provide full segregation between departing and arriving passengers. In addition to the services referred to above, we also completed feasibility studies for the integration into the terminal complex, of a ‘heavy rail’ terminus and bus station, to create a ‘multi-modal transportation interchange’. This required us to design the terminus, to define the route of and requirements for the rail-link into the airport. We were also required to provide a solution to the provision of car parking at Terminal 1, in response to the land-take necessary for the rail terminus.

Competing against major international consortiums from France, the United Kingdom and South Africa/ West Indies, Woods Bagot Australia worked with its local partners, Mauritius’ largest architectural firm, Zac Associates, to produce an innovative master plan for terminal expansion to take Mauritius into the 21st Century.

Of particular interest,is the proximity of the site of the statutorily protected monument that is Hadrian’s Wall, which required us to work with guidelines established by English Heritage and other conservation groups. In addition to the development master plan, we were required to design the principal buildings including: the passenger terminal, traffic control building, the airport fire station, the airport administration office building and the airport hotel.


Master planning

Luton Airport Masterplan London, UK

Cardiff Airport Wales,UK

Seeb International Airport Masterplan, Oman

London Luton Airport, was the first UK airport to operate under a Public/Private Partnership agreement, with ownership shared by AGI and Luton Council.

Cardiff Airport in Wales included developing master plan proposals for the redevelopment of the entire Airport and design proposals for the upgrading and extension of Terminal 1.

The project was carried out in response to an invitation from the Directorate General of Civil Aviation and Meteorology of the Sultanate of Oman. It included the preparation of a masterplan for the redevelopment of the airport, a concept design for a new passenger terminal and proposals for the conversion of the existing passenger terminal, for use as a General Aviation terminal.

Woods Bagot have successfully completed three projects at the airport, in addition to a number of master planning studies. The airside Phase I extension to Terminal 1, included the formation of a new two-level departures lounge with five new gates and associated retail facilities. In addition to our architectural and interior design services, we were also the Construction Managers for the project which, because the phased construction was required to allow for the uninterrupted use of the building and adjacent aircraft stands, necessitated night time construction working. Increased demand for passenger handling resulting from success of the economy airline “easyJet”, lead to us being appointed to design and manage the creation of a new departures concourse providing ten check-in desks and two ticketing desks and also, a new domestic arrivals buffer-zone, with reclaim carousel and immigration facilities.

An audit of all of the existing buildings was carried out and space planning for future air cargo, aircraft maintenance hangars, in-flight catering kitchens and other operational buildings was completed. The proposals recommended a phased development to increase capacity from 0.8 mppa to 6.0 mppa by 2015. The design for the passenger terminal included the provision of a new land side facade to visually integrate the new extension with the existing building.

At most airports, land is at a premium and therefore multi-level, vertical segregation is a preferred solution. However, at Seeb Airport, land availability is not a constraint and the horizontal segregation of arrivals and departures passengers is used. The ‘brief’ required the new passenger terminal to be designed to incorporate elements of traditional Omani architecture and also, to provide for arriving passengers to be afforded a view of the Gulf of Oman.


Terminal buildings


Perth Airport: International Departures Expansion and Addition of New Virgin Domestic Pier Perth, Australia


Area Approx. 44 000 m2 / 473 612 sq ft Value AUD 380 million Completion date Estimated July 2014 Client Perth Airport

The project encompasses the addition of new facilities for both arrivals and departures at Perth Airport’s International Terminal 1. It adds substantial domestic capacity for Virgin Australia’s operation out of Perth, relieving the pressure on the existing domestic Terminals 3 and 4 created by the rapid growth in passenger traffic. Two gates, one new and one re-configured, will be able to accommodate the Airbus A380 with a substantial new international departures gate lounge to serve these aircraft. The project can be divided into three parts: –– extension of the existing terminal building; –– new pier serving mostly domestic stands; –– alterations within areas of the existing terminal building. The new pier will be the largest single space at Perth Airport, serving eight stands with 12 aerobridges combining clarity, openness and magnificent views. Additionally, one of the existing stands is being reconfigured with two new aerobridges. The design team worked closely with Perth Airport and the airlines to incorporate complex boarding systems that can serve, on the same stands, both domestic and international flights using small planes or the very largest currently in service such as the A380, and all without negotiating steps. The two stands accommodating A380s will have aerobridges capable of serving the upper deck of this aircraft. A retail hub will be located in the centre of the pier providing a variety of food and beverage options as well as a range of shops. Alterations within the existing areas of Terminal 1 include additional and enhanced check-in facilities for international airlines, new land side and air side toilet facilities and alterations to airline lounges. Expansion of the outbound international passport control and security screening area, originally part of this project, expanded into a separate project of its own, proceeding in parallel.


Perth Airport: International Departures Expansion and Addition of New Virgin Domestic Pier Perth, Australia


Perth Airport: Arrivals Expansion Perth, Australia


Area Approx. 15 200 m2 / 163 611 sq ft Value AUD 80 million Completion date Estimated April 2014 Client Perth Airport

Perth Airport has determined the need to expand their existing International capacity in Terminal 1 (T1), through a series of phased works contributing towards full consolidation in this facility. One of the first significant phases of these works is the Arrivals project, which involves major enhancements to the arrivals passenger experience with a new first floor in-bound primary line, a larger arrivals duty free store, expanded baggage hall facilities and secondary search area. These works involve substantial re-configuration of existing accommodation, and an expansion of T1 to the east. Woods Bagot were awarded the project on the basis of a strong leadership team and extensive experience as lead consultants on large and complex projects. The value proposition for Perth Airport is to create a terminal upgrade that will provide a positive passenger experience thereby helping to brand the airport as a world class facility. The global studio has collaborated on this project with the team comprising of key aviation transportation experts.


Perth Airport: Land Side Retail and Security Screening Perth, Australia


Completion date 2014 Client Perth Airport

In addition to the major projects being undertaken at Perth Airport, Woods Bagot is also now reviewing the needs of the first and second floors departures experience upgrade. This work will be undertaken in the context of the planned expansion of the Outward Control Point (OCP) and international security screening.


Perth Airport: Forecourt Perth, Australia


Completion date 2013 Client Perth Airport

The addition of Terminal 2 and the dramatic expansion of Terminal 1 require a significant upgrade and reconfiguration to the road network to cater to the increased number of vehicles, multiple destinations and greater pedestrian movement around the precinct. As part of the upgrade a consistent 30 m stand-off distance from vehicle to the facades of the Terminals is to be provided, whilst this is generated by security concerns it has the benefit of creating generous and flexible plaza like spaces in front of the terminals for the benefit of passengers. An important goal has been to create a uniform look and feel to the ‘front door’ of the terminal precinct and with this in mind hard and soft landscaping design ideas developed for Terminal 2 have been adapted and extended to the areas between the terminals and around the front of Terminal 1. A new ‘signature’ canopy design has been developed to protect passengers from the elements and will be a visually strong part of the unified forecourt. A significant amount of pedestrian traffic between the two terminals is anticipated as advantage is taken of the much easier transfer from intrastate flights into Terminal 2 to inter-state and even international flights from Terminal 1 and vice versa. An attractively designed passenger route between the terminals is an important part of the project. The forecourt project is divided into two stages so that the elements required for the opening of Terminal 2 in first quarter 2013 are available for use. The second stage is coordinated with the extension of Terminal 1.


Heydar Aliyev International Airport Baku, Azerbaijan


Area Approx. 81 500 m2 Value US 450 million Completion date Estimated 2013 Client Azerbaijan Airlines

Woods Bagot were appointed by the owner and operator Azal to develop a full detailed design and produce construction documentation for this flagship new home for Azerbaijan Airlines at Heydar Aliyev International Airport, some 30 km from the centre of Baku, the capital of Azerbaijan. The design incorporates all the latest technology and amenities for international travel and features dramatic outward sloping glazed facades integrated with a lofty roof whose shape follows the curved triangular plan form. There is provision for five code E MARS gates, one code F MARS gate and 13 aerobridges for an annual capacity of 4.5 mppa. Woods Bagot are working in joint venture with Buro Happold who are appointed as engineers. The building envelope is being engineered, fabricated and erected by Waagner Biro to a initial concept design by ARUP. In order to meet the challenging programme Woods Bagot mobilised a design team to work on site with the client and construction teams while the design work was undertaken in the Woods Bagot Dubai, Perth and London studios. Woods Bagot currently have a team on site responsible for monitoring the quality of the construction and helping the client deliver the project on time and budget.


Baku International Airport Azerbaijan


Re-planning and expansion of T2, HKIA Hong Kong


Area Approx. 225 000 m2 (Stage one) Value AUD 1.3 billion Completion date 2012 Client Airport Authority Hong Kong Mppa Approx. 30

Terminal 2 at Hong Kong International Airport, located on the opposite side of the airport train station to the iconic Terminal 1, currently acts as a supplementary departures processor for T1. It provides check-in desks, landside retail and entertainment facilities and outbound passport control and security screening. After being cleared passengers are able to use T2’s APM station for connection through to Terminal 1’s gate areas. A large coach station is incorporated at ground floor level. Preliminary planning work is currently being undertaken for a third parallel runway at the airport, required as traffic grows towards 100 mppa. With this extra traffic will come the need for additional concourses between the existing and new runways. The Airport Authority intends to radically modify and enlarge T2 so that it can act as a fully-fledged terminal in its own right, serving these new concourses via a second APM but this work must be done while the terminal is still at least partially in use. In competition, Woods Bagot undertook a strategic design analysis of the existing terminals and prepared a design strategy for the project. A series of innovative design ideas were then developed to illustrate how the best passenger experience could be provided whilst simplifying the phasing and introducing cost efficiencies. The challenge was to respond to the rapid evolution in terminal planning requirements that has taken place since the airport was planned in the mid-nineties, produce an enjoyable and memorable passenger experience and complement rather than compete with the very wellknown T1.


Terminal 5, KKIA Riyadh, Saudi Arabia


Area Approx. 100 000 m2 Value AUD 480 million Completion date 2013 Client Joannou & Paraskevaides (Contractors) / General Authority of Civil Aviation, KSA Mppa Approx. 17

The existing terminal complex, dating from 1983, has become heavily overused as air traffic to the airport has grown substantially, particularly in recent years. Current security requirements are also difficult to accommodate within the existing buildings. A major expansion of the existing terminal buildings is planned but to enable it to take place a proportion of the traffic has to be decanted into new facilities during the works. This gave rise to an unusual brief for Terminal 5, a brand new facility to be built on vacant land to the north of the existing complex: to be designed and delivered in 18 months, to cater exclusively to domestic flights for two years with a busy hour or 1,600 passengers each way and then be converted without construction work to cater exclusively to international flights with a similar busy hour capacity. Woods Bagot were commissioned by Joannou and Paraskevaides to undertake facility planning and terminal design in support for their design and build tender for the project. Within a very tight bidding timescale a full programme of requirements and stand analysis was undertaken enabling the design of an elegant but repetitive structure with the majority of passenger areas on a single floor plate folded to follow the topography. A hexagonal roof structure carried references to the design of the existing terminal complex and careful attention was paid to day lighting and solar shading to provide energy efficiency. A garden in the center of the building echoed traditional Arabic practice and improved the experience of security screening and inbound passport control.


Terminal 4, Changi Airport Singapore


Area Approx. 130 000 m2 Value AUD 235 million Completion date 2012 Client Changi Airport Group Mppa Approx. 16

Changi Airport has determined that the existing Budget Terminal (opened approx. 6 years ago) does not meet their needs. Their research has concluded that the passengers using this terminal are essentially the same as passengers using their other terminals; it is just that they have chosen to save money on their air tickets. The brief for Terminal 4, which is to replace the budget terminal, is to provide the ‘Changi Experience’ at a very high ‘Level of Service’ (IATA B in the peak) within an innovate and efficient terminal based on a walk-out and bussed operation. Woods Bagot submitted a competitive proposal based on developing and strengthening the ‘Changi Brand’ through a further evolution of its intense focus on the passenger experience. Their most recent terminal (T3) features a large green wall connecting the arrivals and departures experiences and symbolically representing the airside/landside boundary. For Terminal 4, which would be a particularly deep plan building without an extensive pier structure with views to the outside, Woods Bagot proposed to bring the lush tropical environment of Singapore inside the building as well as provide accessible roof terraces to provide a unique and refreshing environment that clearly part of the ‘Changi family’.


Kuwait International Airport Budget Airline Terminal, Kuwait


Woods Bagot, within a delivery consortium, have designed a new 42,000 m2 dedicated passenger terminal for Jazeera Airways. The design allows for expansion over three phases from 3.5 to 6.5 million passengers per year with initially 7 contact stands. This design focuses on producing a terminal with the following characteristics: –– Great passenger experience with clear passenger wayfinding –– Simple cost effective building with a brand defining envelope

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Kuwait International Airport Budget Airline Terminal, Kuwait


Thessaloniki Airport Greece


Woods Bagot in association with Doxiadis Associates Consultants on Development and Ekistics S.A, was the leading firm of a consortium that received the first prize in an international competition tendered by the Hellenic Civil Aviation Authority for the design of the New Terminal Building for the State Airport of Thessaloniki “Macedonia” After the competition stage, the contract was signed for the study of the building and the related installations (airside and landside) of an estimated project value of 350.000.000 € The terminal is designed to handle an annual traffic of 8mppa (million passengers per annum) in Phase A and will have the double capacity in Phase B (16mpa). The design peak hour traffic are 3,700 passengers per hour with 14 contact stand boarding bridges and 22 remote stands of aircrafts. There is a provision for 100 checkin counters. The new terminal is designed as a spacious and mostly naturally lit hall and its architecture form is based on the design of a hill, which is a characteristic of Thessaloniki’s natural landscape and reminiscent of the ancient “Vault Tombs” found in the wider region. The building concept is functional in all aspects and provides enough flexibility for future expansion.

The proposed design has a simple and efficient passenger flow in two main levels (Arrivals and Departures), other intermediate levels for separating flows and functions, as well as good visibility to airside and landside. It demonstrates a different approach to the issue of natural environment by enclosing considerable green areas within the building and by including carefully landscaped areas on the landside, adjacent to the access road and the curb, creating in this way an architectural promenade from the city to the point of boarding the aircraft. The Terminal is accessible by a three lane road in each direction of traffic with a central reservation. Parallel to the main road space is provided for Metro or Subway train. Parking is also provided for 3,650 vehicles in a multi-storey car park and in open and partially shaded areas.


Abu Dhabi Airport Proposal UAE


Woods Bagot worked with Aeroports de Paris (ADPi) on the proposal for a new 1billion passenger terminal at Abu Dhabi Airport. ADPi was responsible for phase 1 of the Abu Dhabi Airport completed in 1982, and was commissioned to design the new 100,000m2 passenger terminal in 1999.

ADPi then commissioned Woods Bagot to provide interior planning, architecture and documentation for the project. The new passenger terminal of over 100,000m² with 27,000m² of retail is connected to an existing terminal of a similar size creating a 200,000m² terminal. The four level building envelope also includes a new satellite on four levels with a unique retail concept with interconnecting voids. The design has a dramatic roof space and a sense of transparency with glass facades and a graduated skylight roof.

This allows natural light to penetrate the building whilst controlling the degree of direct sunlight. The theme is to create a sense of transparency and clarity with clear direction for the passenger whilst at the same time encouraging the use of retail and making the terminal an exciting place to visit.


QANTAS Domestic Terminal Redevelopment Melbourne


QANTAS has established itself as the premier Australian Domestic Airline and in order to service the growing customer base, is upgrading and extending domestic terminals throughout Australia. The AUD 78 million redevelopment of the Melbourne QANTAS Domestic Terminal extends 190 metres to the east and a new finger extends 140 metres to the north. The new Stage 3 facilities provide for an increase in aircraft from six to ten wide bodied and six to nine narrow bodied aircraft. The project included extended check-in, ticketing, arrival and departure facilities, baggage handling, a new passenger concourse and new QANTAS Club with a capacity of 750 members including a 100 seat Business Centre. The Melbourne project also has an intensive focus on retail concessions, to add value to the terminal development. The new finger incorporates an additional four aerobridges bringing the total to 16 in the current stage. Allowance is made for a further extension of the new finger at a later stage. Check-in positions increase from 16 to 30 with provision for future extensions to 40 positions. The check-in concept is a new ‘walk-through’ concept to increase the efficiency of passenger service. The existing baggage handling system is replaced with a semi automatic system increasing capacity from 28 barrows to 96 barrows. A central security check position has been located adjacent the check-in counters for processing of passengers to the two fingers.


Port Hedland Airport Perth


Area Approx. 19 000 m2 Value AUD 98 million Completion date 2012 (master plan) Client Laing O’Rourke Mppa Approx. 1.5

A consortium formed by developer Centauri and contractor Laing O’Rourke commissioned Woods Bagot to prepare a conceptual master plan for the reorganization and expansion of Port Hedland Airport to turn it from a small regional airfield in danger of being overwhelmed by the traffic generated by the mining boom into a modern airport capable of handling international flights. By realigning the cross runway the opportunity was created to construct a substantial new terminal, capable of expansion in stages to suit traffic growth, with minimal impact on operations at the existing terminal. The redevelopment of the airport was linked with adjacent hotel and commercial developments to create a new integrated precinct providing the town of Port Hedland with many sorely needed facilities. The terminal was planned with maximum flexibility so that it could cater to the severely peaky Fly-In Flyout (FIFO) traffic but then handle international arrivals and departures to normal standards in the off-peak period. Construction techniques needed to maximize off-site manufacturing due to the lack of construction resources in Port Hedland as well as resist the severe cyclones that sweep through the area in summer.


Passenger terminals

Qingdao Liuting International/ Domestic Terminal, China

Jet Base, Tullamarine Airport Melbourne, Australia

Dubai Royal Air Wing Proposal, UAE

Woods Bagot developed the overall masterplanning concepts to meet the increasing capacity demand, along with architectural concept design, interior theme, commercial zone development plans and horizon planning and staging.

Woods Bagot provided architectural design, documentation and quality control services for the AUS$15 million business jet centre, providing private jet facilities to the ANZ Bank and Elders IXL. The complex is on a par with the best of its type in the USA, the world leader in this type of development. Specifically designed to meet the needs of large corporations, the jet base can handle aircraft the size of Boeing 727s or 737s.

As part of the major expansion of Dubai Airport in the UAE, Woods Bagot was invited to a design a concept submission for the Royal Airwing facilities which accommodate the Royal family’s fleet of Aircrafts. The facility also provides back up and maintenance facilities as well as office space stores and private reception space and lounges for the Patrons. The facility required the design of large free span hangars on a difficult site which lead to challenging design options.

The development of a design which is unique to the Qingdao location was imperative to reflect the cultural significance of a rapidly developing region. The unique roof profiles and plan form are influenced by the wave forms expressing the coastal location of the city. The terminal development also connects to a transport interchange with rail and bus stations which in turn connects to a major commercial zone attached to airport activities. The development underwent an upgrade from 2004 - 2006.

The “Majlis “ or Royal Reception area was designed to deliver a stunning oasis setting to create a sense of place in which to greet visiting dignitories.


Passenger terminals

ChengDu Airport China

Malé Hulule Airport Maldives

Bahrain Airport Expansion Bahrain

Woods Bagot designed this 150 gate international passenger terminal, working as part of a consortium.

Malé Hulula Airport occupies the top of one of the many small atolls which comprise the Republic of Maldives. The result of this is that, what at other airports would be the landside infrastructure is, at Malé, entirely comprised of water, necessitating passengers and staff from the airport island to transfer to the many other islands by ferry boat, ‘float plane’ or rotary wing aircraft.

Woods Bagot was shortlisted for a major expansion to the existing Bahrain Airport.

Commissioned to expand an existing domestic airport into a regional and international hub. The consortium was led by Sinclair Knight Merz, and provided a detailed masterplan and design feasibility for the runways, ancillary building and cargo facilities.

The project includes the conversion and extension of the existing single-storey arrivals / departures building to use as an arrivals facility, the construction of a new single-storey departures facility and the construction of a new single-storey “landside” assembly building, for the short to medium-term use of both arrivals and departures passengers, who are temporarily delayed by passing tropical storms.

The principle of the design was to encompass the existing terminal to create a new image for Bahrain Airport but not to necessarily completely cover the existing building. The design had to make sure costs were kept to a minimum and to allow funds to be distributed to areas that would enhance the passenger experience and amenity. The form of the design is inspired by the crescent, a strong symbol in islamic tradition and its full crescent embraces the existing building.


Passenger terminals

Domodedovo Airport Moscow

Hong Kong International Airport, Hong Kong

Bristol Airport, New Passenger Terminal, UK

The emergent airline East Line commissioned the design of a new passenger terminal to be built at Moscow’s Domodedovo Airport.

Woods Bagot were commissioned in conjunction with FPDSavills, by the Airport Authority of Hong Kong International Airport, to complete a retail study on the proposed new Terminal 2. The new development would accommodate 30,000 sqm. of retail & group passenger check in on top of a public transport interchange with 60,000 sqm. of office space in 4 towers above the podium. The intent of the study was to collect all previous research information conducted and together with a tenant profile/mix, complete a masterplan of the retail floor plan. The report covers the retail profiling, leasing strategy, revenue profile, retail concepts and planning.

The design for the new passenger terminal at Bristol Airport, not only needed to provide for the efficient processing of passengers, but also, required to address the significant rise in ground level, between the front of the building on the landside and the aircraft parking apron on the airside. In addition to the requirement for the first phase building to process 1.0 mppa, the design allowed for a future extension to provide facilities for the processing of 3.5 mppa.

The initial phase provides facilities to process 2.5 mppa on two levels departures on the upper level and arrivals on the lower level - over a semibasement containing baggage handling facilities and building services rooms. Future extensions to each end of the building would allow for the capacity to be increased to 5.0 mppa. In addition to accommodating Russian security and processing requirements for domestic passengers and full IATA standards for international passengers, the building has been designed to allow flexibility for accommodating future change, including the phasing-out of those facilities which are, at present, a requirement of airport and airline operators in Russia.

The study will form the basis of future development tenders as a design framework to achieve the optimum revenue returns the Airport Authority require. This study concludes another success for project working in conjunction with FPD Savills in providing commercially focused retail solutions. Woods Bagot have worked with FPD Savills over the past 10 years in developing retail projects for our clients in Asia.


Passenger terminals

Cairns Passenger Terminal Redevelopment, Queensland

Birmingham International Airport Terminal, Birmingham

Newcastle International Airport, Newcastle, UK

Woods Bagot designed a AUD200 million makeover to Australia’s largest regional airport.

Birmingham International Airport commissioned the preparation of proposals for the phased redevelopment of the airport, to increase capacity from 3.5 mppa to 7.5 mppa by the year 2005.

Woods Bagot completed a passenger terminal development review to determine the maximum footprint and capacity on the existing international terminal site. This project optimises the retail site offering and sought to increase the non-aviation revenue to the airport.

The project, which includes substantial upgrades and extensions to many of the airport’s existing facilities and services, was led by SKM Consulting in conjunction with Woods Bagot and Meinhardts. The redevelopment of the terminal is fundamental in accommodating current consumer demand and forecasting future growth of the airport. The redevelopment will largely be undertaken within the current footprint of the domestic terminal however ultimately it will impact on nearly all of the existing foundations of the facility and the services within it. The project incorporates extension to the existing terminals to accommodates high numbers of passengers as well as expansion and re-configuration of the departure halls. A new retail space will also be constructed to accommodate passenger needs.

The study included an audit of the existing passenger terminal, the calculation of and method for achieving, the necessary area for the increase in passenger numbers and an evaluation of the operational and passenger systems. Designs were prepared for the refurbishment and extension of Terminal 1, the refurbishment of ‘Eurohub’ and the creation of a two level link building between the two passenger terminals. The link building was to contain ticketing and retail facilities at the lower level, and airport and airline offices at the upper level. In addition, proposals were developed for the rationalisation of passenger and baggage circulation to improve the efficiency of passenger processing and to provide maximum exposure of the commercial facilities. As part of the study, the practicalities of replacing the existing but inoperative ‘Maglev’ people mover system - linking Terminal 1 and the inter-city railway station - with a ‘tracked’ people mover was assessed.

Woods Bagot was involved with terminal briefing workshops to prepare a definitive terminal expansion brief incorporating design, which maximises the exposure of retail outlets.


Passenger terminals

Teesside International Airport Teesside

Oslo Passenger Terminal Norway

Doncaster Airport Doncaster

Our appointment by Teesside Airport was for the preparation of an optioneering study to examine alterative sites for a possible new terminal followed by developing a phased master plan rationalising the existing facilities and identification of appropriate commercial, aviation and non-aviation business development opportunities.

We were commissioned by Oslo Lufthavn AS to design a new food and non-food retail ‘village’ within a new terminal at Oslo Airport.

The project is for the redevelopment of the former Finningley Royal Air Force base, to create the new Doncaster Airport for commercial civil aviation operations.

The facilities include a large ‘Duty Free’ shop and terminal extension, outlets for ‘branded retailers’, a bureau de change booth, a beverage bar and a ‘fast food’ restaurant, for use by both Schengen and international passengers.

Woods Bagot were commissioned to design a new two-level passenger terminal, to provide initially, for the processing of 3.0mppa.

The study included an audit of the existing passenger terminal, the calculation of method for achieving the necessary area for the increase in passenger numbers and an evaluation of the operational and passenger systems. In addition, we developed proposals for the rationalisation of passenger and baggage circulation to improve the efficiency of passenger processing and also to provide additional commercial opportunities. Phased sustainable development plans were prepared.

The brief required Woods Bagot to design the building to provide for passengers to gain access to air side buses, but with provision for air bridge connections to contact stands at a time in the future. It was envisaged that during the early years of operation, a large proportion of the services to be operated from the Airport would be by charter companies and the building was designed to allow for flexibility in use to accommodate future change.


Passenger terminals

Warsaw International Airport Warsaw

Prestwick Airport Prestwick

Surgut Regional Airport Russia

Warsaw OKECIE Airport is planning to double its capacity from 6 mppa to 112 mppa forecast for 2013/2015. Currently the terminal is handling approximately 4 mppa.

Woods Bagot were commissioned to undertake the re-modelling and rebranding of Prestwick Airport to provide enhanced end user facilities, improved wayfinding, and more extensive retail and food and beverage outlets.

The project for a 2.0 mppa modern facility to serve Surgut posed an interesting challenge, as the brief required the configuration and completion of an existing yet previously unfinished passenger terminal, which had been planned and partly constructed under the former Communist administration.

The Polish Airport Authority (PPL) invited tenders from six short-listed European consortia including Hochlielt, Skanska an ADPI to design, consult and complete the terminal expansion. Woods Bagot were invited to support the Scott Wilson team in Warsaw in the assessment of terminal designs and recommendations of 3 consortia to proceed to a final bid submission. The commission included writing the planning and technical building specifications for the PPL RFP. Subsequently Woods Bagot assisted PPL in the evaluation of the terminal design to final bids from the three short-listed consortia. To carry out the evaluation we established assessment criteria, the key component being the assessment and measurement of operational areas as a proportion of the total floor area items establishing the real value of the bids. In a further separate commission we prepared a report on the project design for the European Bank of Investment.

The present day Russian system for the processing of airline passengers continues to differ from western systems in a number of ways and the development brief required the building to be adaptable in its operation, to allow for both the standards required by western airlines operating internationally and also, for the processing of Russian internal flights. Our experience of designing a new passenger terminal for East Line at Moscow’s Domodedovo Airport, proved to be helpful to the Surgut design team in respect of the integration of IATA requirements with those of ‘traditional’ Russian operational methods.


Passenger terminals

London Luton Airport Airside Terminal Extension

Belfast City Airport Belfast

Princess Alexandria Hospital Helipad

London Luton Airport, was the first UK airport to operate under a Public/Private Partnership agreement, with ownership shared by AGI and Luton Council.

The land adjacent to the existing passenger terminal serving Belfast City Airport is both limited in area and restricted in depth.

The first milestone in Princess Alexandra Hospital’s emergency department expansion project was reached in May when the new roof top helipad was officially opened by the Premier of Queensland, Anna Bligh.

Woods Bagot have successfully completed three projects at the airport, in addition to a number of masterplanning studies. The airside Phase I extension to Terminal 1, included the formation of a new two-level departures lounge with five new gates and associated retail facilities. In addition to our architectural and interior design services, we were also the Construction Managers for the project which, because the phased construction was required to allow for the uninterrupted use of the building and adjacent aircraft stands, necessitated night time construction working. Our experience of space planning of airport retailing was applied to the third of our projects at the Airport, when we were appointed to carry out an appraisal of the commercial zones.

A motorway defines the boundary to the airport to the land side of the passenger terminal; the proximity of the runway and parallel taxiway influences the available area for, and layout of, the aircraft parking apron, to the air side of the terminal. The new design proposes the redevelopment and extension to the existing passenger terminal to provide for the processing of 2.5 mppa. In addition to those facilities usually to be found in an international passenger terminal, the Belfast terminal was required to be ‘secure by design’ to limit the possibility of terrorist activities. Due to the lack of available land, a ‘buffer zone’ was created to one end of the building, to remove set-down from the front of the building and to allow for the pre checking of passengers and the control of the “non travelling” public.

Officially named the ‘Dr Peter Thomas Helipad’, it features a ‘hot lift’ from the roof directly to the new Emergency Department’s resuscitation room - this allows timely transfers for critically ill patients. The Aluminium unitised helideck is complete with an integrated fire fighting system retrofitted to the existing hospital roof top area and is part of an AUD134 million construction project on the southeast corner of the Hospital. The 4,100 m² development includes a new and larger emergency department, a new Medical Assessment and Planning Unit (MAPU), a Mental Health emergency assessment area, helipad with elevator to ground level, and new radiation oncology bunkers for cancer treatment. The Princess Alexandra Hospital project is a complex extension of three levels, with potential for a future four-level expansion. Woods Bagot worked collaboratively with Billard Leece as the health architects in delivering this project from masterplan through to completion.


capacity. Two concept options were prepared to assist AGD assess what building configurations were possible within a $15 – 20 million construction budget.

area, conveyor belt system for baggage handling, a secure freight area, security screening area, secure sterile waiting areas and offices for the airport manager and airline operators. Security was an important consideration in the design of the facility to ensure compliance with current airport security legislation.

Passenger terminals

The moderate climate permitted the baggage handling system to be located in an outdoor, undercover environment.

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“Woods Bagot seized on this opportunity, to take a fresh approach to the design solution, improving the efficiency of the building, enhancing the design objectives of a modern office building, whilst satisfying and bettering the Principal’s functional relationships and space objectives. I found Woods Bagot to be a good team player.”

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Warwick Johnson Project Manager, Multiplex, Sydney

Newman Airport, Western Australia

Christmas Island Airport Terminal Upgrade, North West of Perth, Western Australia

Woods Bagot was commissioned by the Shire of East Pilbara to design a new airport terminal for the Town of Newman. The new terminal accommodates 200 passengers and provides a fresh new image for this significant and rapidly growing iron ore SOUTH ELEVATION mining town.

In 2009 the Attorney Generals Department (AGD) appointed Woods Bagot to prepare a Concept Design for a new Terminal Building for the Christmas Island Airport.

SOUTH ELEVATION

NORTH ELEVATION

EAST ELEVATION

WEST ELEVATION

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The facility incorporates check-in areas, a baggage screening area, conveyor belt system for baggage handling, a secure freight area, security NORTH screening area, secure ELEVATION sterile waiting areas and offices for the airport manager and airline operators.

The new design addressed improved functionality, improved complying passenger processing and increased passenger capacity. Two concept options were prepared to assist AGD assess what building configurations were possible within a $15 – 20 million construction budget.

Security was an important consideration in the design of the facility to ensure compliance with current airport security EAST ELEVATION legislation. The moderate climate permitted the baggage handling system to be located in an outdoor, undercover environment. WEST ELEVATION

CHRISTMAS ISLAND AIRPORT TERMINAL ELEVATIONS -

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Business lounges


King Khaled International Airport Riyadh,Saudi Arabia


The new King Khaled International Airport is located in Riyadh, Saudi Arabia. Woods Bagot’s role for the ‘First Class and Business Lounges’ at King Khaled International Airport is to provide customers a comfortable and spacious environment in an exclusive atmosphere leaving passenger crowds and stress behind. The vision is to create a comprehensive product and service portfolio which offers comfortable waiting zones with space to relax in, as well as workstations equipped for business travellers, internet access and top-notch bistros serving drinks and light menus to give our customers a first class experience at the capital airport in Riyadh.


QANTAS First Class Lounge Sydney


The new flagship QANTAS First Lounge in Sydney sets an international benchmark in lounge design with unsurpassed levels of comfort, service and luxury. Led by internationally renowned Australian designer, Marc Newson with associate architect Sebastien Segers in collaboration with Woods Bagot, the lounge, located on level four of the Sydney International Terminal has floor to ceiling views of the tarmac and covers an area of 2,050m2. A vertical garden in the arrival area, designed by International botanist Patrick Blanc, creates a tranquil transition from airport environment to lounge experience. These gardens also sweep around the walls of the day spa creating a sense of calm and serenity. The long arc shaped floor plate allows for a light and open space and has been broken into 10 dedicated ‘purpose bays’ or niches with the use of ‘sculptural’ european oak bay dividers. Each of these structures is self supporting and made from a combination of solid and veneered panels to achieve the complex shapes.

The marble cladding to floors and walls was handcrafted in Italy and cut to suit the arc of the building. The bars and reception desk were handcrafted from marble blocks and combined with the marble cladding give the appearance of a solid element. Marble lined shower suites further enhance the luxurious atmosphere created for the customer.


QANTAS Lounge Canberra


The latest collaboration between Woods Bagot and QANTAS sees the completion of the QANTAS Canberra lounges, within the new Canberra Airport Terminal. Outcomes of this long term client relationship reflect an evolved look and feel of the lounges that inherently reflect the QANTAS brand. Teaming up with QANTAS and a host of well-known designers, the project team have delivered a design vision that introduces a new palette within the Business Lounge. The lounge incorporates custom designed furniture by Woods Bagot and the new upholstery palette includes pure aniline leather, classic geometric textiles, sateen wool and a variety of rich textured upholstery from Maharam, Woven Image and Mokum. Travertine floors and signature elements such as Akira Isogawa-designed wall textiles and feature lighting including the hanging pendants by Moooi, all add to the warmth and ambience of the space. The QANTAS Club is divided into two different zones - a light filled outlook to the runway and hills beyond, and an internal space housing the bar and buffet framed by layered timber walls and ceiling - custom feature lighting adds to the ambience of the space. The lounge is connected by the use of timber screening elements, which provide warmth and texture, and break the large

space down to provide intimate seating settings within the lounge. The upholstery palette has been refreshed with crisp contemporary colours and patterns. “The project provided an opportunity to create two distinct lounges, to evolve and freshen the QANTAS Club look and feel as well as introduce a new palette and furniture to the Business Lounge. The planning of the lounges had to support the amenities provided for the customer and allow QANTAS to grow and adapt the lounge for future customer needs,� said Associate Tamara White. The lounges provide a number of amenities, including shower and meeting room facilities. In addition to the lounge seating and communal dining tables, customers have the ability to touchdown at the internet or work benches or relax at the high bars. The lounges are designed to provide the customer choice and support their needs. The lounge incorporates custom designed furniture by David Caon and Woods Bagot.


QANTAS Lounge Singapore


Passenger lounges

QANTAS Chairmans Lounge Adelaide

QANTAS Club Adelaide Domestic Lounge

QANTAS Club First Melbourne International

This brand new stylish 500m² lounge is situated in the new Adelaide multi-user terminal building which combines both domestic and international operations. Capacity for the Chairman Lounge now accommodates 76.

This 2300m2 lounge is one of the latest in the national refurbishments completed by Woods Bagot. Situated in the new Adelaide multi-user terminal building which combines both domestic and international operations, the capacity for the Club Lounge has increased from approximately 440 to 484 passengers.

QANTAS first class passengers are indulged in sophistication and service at the new QANTAS Club First. The 120 seat lounge offers a premium level of facilities, including individual toilets suites and showers, a wine bar and intimate private seating.

In response to the brief for desired privacy for its patrons, low screens and full height blades were strategically placed between seats with the focus centred on a crucifix form that naturally creates alcoves for retreat. Finishes in the lounge reflect classic understated elegance with the use of white Carrara marble, timber panelling and embossed suede fabric wall panelling.

The planning and central theme of the Domestic Lounge enables flexibility for the lounge to function either separately as a “morning” or “evening” lounge or both, depending on peak period needs. Rich finishes of rust orange and timbers were used in the lounge to create warmth and comfort. The Adelaide lounge also offers passengers a new concept in the business centre with clusters of open formation workstations complemented by extensive internet benches for passenger laptop access.

A mixture of chocolate, grey, red and gold fabrics create a warm and comfortable feel while contrasting with clean white and steel joinery units for a contemporary Australian twist. High quality furniture is used throughout the seating areas, which lead you to the contemporary wine bar and food zone. The wine bar crowns this space, while a feature built-in seating bench with a curved ‘cave’ ceiling marks the edge of the dining areas. Quiet work booths and internet ports are spread throughout, with technology seamlessly incorporated into joinery and adjacent to seating.


Passenger lounges

QANTAS Chairman’s Lounge Melbourne Domestic

QANTAS Club Brisbane Domestic

QANTAS Club Melbourne Domestic

The Chairman’s Lounge at Melbourne Domestic Terminal is designed to meet the needs of QANTAS high profiile business travellers. This discreetly positioned club offers a high quality lounge environment in which the innovative use and manipulation of volume and space creates an open yet highly private space for clientele.

The QANTAS Club at Brisbane’s Domestic Terminal was expanded and refurbished as part of the national expansion programme being rolled out by Woods Bagot.

The refurbishment of Melbourne’s QANTAS Club forms part of their national 2002 expansion programme implemented by Woods Bagot.

The design introduces design concepts to address customers’ primary needs including the need to relax, replenish, socialise and manage.

With design a key component of the airline’s competitive positioning strategy, the refurbished Club delivers a unique space through mood, intimacy and customer impact.

The central space is framed with a barlike bench on which newspapers can be spread, computers plugged in, or members can simply enjoy watching the planes take off and land. Varying degrees of privacy are achieved through the use of timber walls at differing heights and a variety of seating patterns and style of chair. Black granite, inset with white marble, directs passengers to the facilities, which include private toilets.

An expansive buffet and dual communal bench eating zone are incorporated into the new expanded space. Over sized lounges and banquet seating, combined with a feature raised timber floor, offer clientele a variety of seating zones and privacy levels. A business zone provides workstations, internet access and meeting rooms along with facsimile and photocopying facilities.

Primary customer needs were identified, including the need to relax, replenish, socialise, manage and ultimately, be entertained. The resulting lounge concept, applied uniquely to the Melbourne site, addresses these primary needs through a number of innovative design features, including a central buffet and bar, a variety of seating arrangements and options, along with the seamless integration of technology throughout the club.


Passenger lounges

QANTAS Lounge Program New Zealand

QANTAS Offices (Metrolink) Mascot, Sydney

QANTAS Club Bangkok International

Woods Bagot provided architectural and interior design services for the Auckland, Christchurch and Wellington QANTAS Clubs.

The 14,000m2 fitout of new offices for QANTAS Airlines will help to consolidate global support facilities into neighbouring buildings at Mascot.

Auckland's first class lounge caters for 65 passengers and the business class lounge 200. Each lounge has a dedicated business centre, showers, food buffet and drinks area.

Working closely with QANTAS, defining the clients objectives, Woods Bagot has introduced a cultural change for the company, which will increase their efficiency and density, and create a standard for all future accommodation.

The new First and Business Class QANTAS Club at Bangkok International Airport combines contemporary comfort and luxury with traditional eastern infl uences.

Christchurch QANTAS Club has a full business class lounge for 120 passengers in the recently completed new 'state of the art' Christchurch airport. The club has a dedicated business centre and showers, food buffet and drinks area and an outdoor terrace area. Wellington QANTAS Club replaces the old small facility with a new combined first and business class lounge for up to 112 passengers. The club has a dedicated business centre, showers, food buffet and introduces a new sit down wine bar facility which is focused around a unique glass artwork feature created for the QANTAS club.

This has primarily involved the design of open plan work spaces around the perimeter of each floor with breakout areas and meetings room situated at the core. Working to a strict budget the design utilises materials to create a bright and fresh environment and takes advantage of the natural light created by floor to ceiling windows featured in the new building.

The new lounge creates an environment that provides an overwhelming sense of health and well-being, one that appeals to the senses and creates a memorable travel experience. A central reception area splits First and Business Class with a wine bar and buffet welcoming guests to the club. Areas within the lounge are framed by full height glass blades, distinguishing key elements of the club while allowing views through the length of space. The club features the innovative integration of technology, enabling customers to stay connected where ever they are in the club.


Passenger lounges

QANTAS Club Gold Coast

The QANTAS Club at the Gold Coast Airport was expanded and refurbished as part of the 2002 national expansion programme rolled out by Woods Bagot. The design introduces concepts to address customers primary needs including the need to relax, replenish, socialise and manage. An expansive buffet and dual communal bench eating zone are incorporated into the new expanded space, whilst oversized lounges and banquet seating offer clientele a variety of seating zones and privacy levels. A business zone provides workstations, internet access and meeting rooms along with facsimile and photocopying facilities.


“Shopping is the new art gallery.”


“The interpretation of luxury has become completely individual. No one can define luxury for others any more.� Aaron Simpson, Quintessentially Limited

Airport retail


Retail awards Woods Bagot has received industry recognition including the following:.

Chinese Arts & Crafts, Hong Kong,

– Just Jeans Offices and Showrooms,

– Dupont Antron Design Awards

Melbourne

Retail/Public Space Category.

– Royal Australian Institute of

Luc Espace

Architects (RAIA) - Award of Merit

– FX International Interior Design

Golden Grove Shopping Centre,

Awards, Best Independent Store

Adelaide

- Highly Commended.

– SA Master Builders Association

– Design Institute of Australia, Award

Award

for Retail Design - Commendation

– Civic Trust Award for Buildings in

– Design Institute of Australia, Award

their Settings

for Colour in Commercial Interiors

– Property Council of Australia-

- Commendation.

Commendation

Space Showroom, Singapore

Pelikan Concept Store, Kuala Lumpur

– FX International Interior Design

– Malaysian Architectural Awards,

Awards Finalists - Best Other Retail

Retail Award

Outlet.

Regent Arcade, Adelaide

Space Showroom, Sydney

– Design Institute of Australia

– Interior Design Awards Australia,

– RAIA - Commendation

Retail Interior - Highly Commended

Schiavello Showroom, Adelaide

Mecca Cosmetica, Melbourne

– RAIA Interior Architecture Award

– Royal Australian Institute of

Space Showroom, Melbourne

Architects (RAIA) - Commendation.

– RAIA New Commercial Building

FAI Retail, Sydney

Award - Commendation

– National Association of Women in

The Galleria Shopping Centre, Darwin

Construction- Excellence Award

– RAIA Tracy Memo

– Design Institute of Australia National Award for Retail Design


Retail clients

We have a sustainable track record of design, planning and management skills and the key individuals to provide outstanding solutions for projects of this type. Our projects range from major Shopping Malls to boutique retail brands. Our retail clients include: ––Advance Asset Management

––Mattel

––AMP Investments

––Mecca Cosmetica

––Anchor Group, India

––MTR Corporation

––Anderson Land

––National Australia ank

––ANZ Property Investments

––New World Development

––Bankers Trust

––NIKE

––Beijing Ao Jin Yuan Real Estate

––Pioneer Centre

––Body Shop International, UK

––Property Solution Group

––Byvan Management

––QANTAS

––Centro Properties (subsidiary of Fletcher)

––Queensland Investment Corp.

––C. B. Richard Ellis

–– SASFIT

––Central Pacific Davies

–– Schroders

––China Resources Retail (Group)

–– SFK Construction

––Chinese Estates ––Coles Myer Group

–– Sino Land

––Delfin Properties

–– South China Holdings

–– Elizabeth City Centre

–– Space

–– FPD Savilles

–– State Bank of SA

––GT Land

–– Stocklands

––Harvey Norman

–– Suncorp

––Henderson Land

–– Sunshine 100

–– Jardine/Dairy Farm

–– Sun Hung Kai Properties

–– Just Jeans

–– Swire Group

––Kerry Properties

–– TESCO Property

––Kowloon Development

––Welcome Stores

–– Lan Kwai Fong Properties

––Westfield

–– Lend Lease

––Westpac Banking Corporation

–– Long Hu Real Estate

––Woolworths

––Macquarie Bank

–– Yves Rocher


Retail design: key to success

1. Create a Lifestyle Destination

5 Maximise Asset Value

– Wow Factor

– Good maintenance : preventing maintenance emergencies

– Flexible space – Create market identity – Entertainment

– Decrease operation costs – Intelligent detailing : column free spaces, Open Shopfront concepts, etc.

2 Maximise Length of Stay – Retail mix : get the tenancy mix right according to the local market study targeted – Comfort : add interest in special nodes with casual leasing spaces, casual seating temporary exhibition & promotions spaces, entertainment features, signage. – Security strategy : to achieve a safe and reliable environment for tenants, owners and clients 3 Efficiency – Maximise NLA smartly by creating appropriate shop depths and making the most out of space utilization (casual leasing – retail space under escalator) – Layout flexibility : Allow spaces to have the ability to change over time 4 Maximise Tenant Value – Good Sightlines : ensure that all shop fronts are visible and exposed – Optimise Footfall by appropriate anchorage and vertical circulation strategies. – Focus on a singular major circulation route by creating an active retail loop circulation activating and engaging the shops.

6 Retail going Green – High Efficiency windows & high R-value insulations : operable windows & glass roll up doors increase fresh air circulation – Use of eco-friendly products & green technology : increase longevity of the retail centre – Environmental cost cutting tricks : – Skylights & natural lights to cut electricity expenses & recycle sunlight into energy – Protection of heat gain with canopies, cool screens and overhangs – Energy saving light bulbs – Use maximum local resources & materials


Choosing the right layout

Key points to successful retail layouts : – Internal street – avoid Dead end corridors – maximise the advantage of the “retail loop” – maximise sightlines with single and double loaded corridors – Get the tenancy mix right – add interest in open areas with casual leasing spaces, temporary exhibition & promotions spaces, entertainment features. – Make all vertical circulation visible and provide clear wayfinding

Retail Design - Key to Success 1. Create a Lifestyle Destination – Wow Factor – Flexible space – Create market identity – entertainment 2 maximise Length of stay – retail mix : get the tenancy mix right according to the local market study targeted – Comfort : add interest in special nodes with casual leasing spaces, casual seating temporary exhibition & promotions spaces, entertainment features, signage. – security strategy : to achieve a safe and reliable environment for tenants, owners and clients 3 Efficiency – maximise NLa smartly by creating appropriate shop depths and making the most out of space utilization (casual leasing – retail space under escalator) – Layout flexibility : Allow spaces to have the ability to change over time 4 maximise Tenant Value – Good sightlines : ensure that all shop fronts are visible and exposed

– Optimise Footfall by appropriate anchorage and vertical circulation strategies. – Focus on a singular major circulation route by creating an active retail loop circulation activating and engaging the shops. 5 maximise asset Value – Good maintenance : preventing maintenance emergencies – Decrease operation costs – Intelligent detailing : column free spaces, Open shopfront concepts, etc. 6 retail going Green – High Efficiency windows & high R-value insulations : operable windows & glass roll up doors increase fresh air circulation – Use of eco-friendly products & green technology : increase longevity of the retail centre – environmental cost cutting tricks : – skylights & natural lights to cut electricity expenses & recycle sunlight into energy – Protection of heat gain with canopies, cool screens and overhangs – energy saving light bulbs – Use maximum local resources & materials


Understanding the retail environment and intuitive way finding How much time do you have to spare? For most of us the answer is less and less. Time is a valuable commodity and nowhere is its influence more apparent than in the airport retail developments.

Airport retailing is at its best when it works with the natural inclinations of the different types of passenger by providing an enticing array of retail and food & beverage opportunities at the points in the passengers’ journey within the terminal when they are comfortable to take time to linger. Transparency is often talked about in airport design almost as a goal in itself, but its benefits are both the creation of passenger comfort and the ready visibility of as many of the retail and food & beverage offers as possible. There is also a significant difference between the location drivers for retail units on the one hand; and food & beverage outlets on the other. There can be a significant synergy between the latter and open gate seating areas to the extent that the two can cooccupy space. Retail units on the other hand are not destinations but must present themselves as easily accessible minor detours on the journey through the terminal to the gate. One of the frequent challenges in airport design is the perceived conflict between operational requirements and retail goals. There are many examples around the world where a balance has not been achieved: either the retail is

so marginalised in the search for grand public space that its convenience to the passenger and financial performance are penalised or the public spaces are so overwhelmed by retail offers that wayfinding and passenger comfort are so compromised that even retail performance is affected, and passenger approval ratings certainly are. The Woods Bagot design philosophy is therefore focused around the concept of passenger comfort, which encompasses lifting the spirit through the quality of the spaces and convenience of planning, and entertaining the mind through the range of tempting offers within sight. Intuitive wayfinding, often talked about but less often found in practice, complements this philosophy as it matches the necessary journey with the pleasurable stroll – light, space, activity, view and orientation all seamlessly supporting the journey from security search to gate via refreshment and indulgence.


Ginger Smart Sass & & Bide Sydney, NSW Sydney, NSW


WOODSBAGOT.COM

Sports Fever, Perth, Australia


Operational facilities


In we the ste pre

Operational facilities

Heathrow British Airways Engineering Facilities, UK

Snap Fresh Brisbane, Australia

Freight Park Perth, Australia

The Snap Fresh facility is the first of its kind in Australia and has a capacity to produce 20 million meal equivalents for the airlines per year. Covering approximately 6,700 m2, the plant is situated on a greenfield site south of the Brisbane.

Located on the Perth International Airport site, Freight Park comprises two warehousing modules totalling 1.2 hectares of gross floor area. The modules offer a flexible column free space for a range of freight related commercial tenants.

The internal operations of the building include food preparation, cooking, assembly, packaging and refrigeration. Woods Bagot was required to accommodate a number of critical factors, including temperature, hygiene, and food processing requirements.

Each module has the primary elevation constructed in a modular, lightweight, primarily glazed walling system which can be adapted to suit a range of tenants and at the same time provide a cohesive architectural expression for the total facility.

ar Facilities

British Airways commissioned the design and installation of the following engineering facilities: Pneumatic and Hydraulic Engineering workshop Engine Health Laboratory Non-destructive testing laboratory Flight simulator buildings

Various engineering and testing

Fire Training facilities

ar Facilities

In order to meet the extremely tight Also included are staff amenities, time frame of 11 weeks (from design administration, R&D centre, laboratory, commencement to occupation), the major WOODSBAGOT.COM British Airways Hangar Facilities training facilities, customer presentation components of concrete panels, structural room and workshop facilities. steel frame and window assemblies, were all factory prefabricated and assembled on Woods Bagot in conjunction with Leighton site. Contractors provided architecture, interior and landscape design services.


Operational facilities

Cummins Engine Company, Perth International Airport

Heathrow and Gatwick Airports, Airport Stores, UK

Australian Customs Service Mascot, Sydney, Australia

Located prominently on Horrie Miller Drive, (the boulevard to the Perth International terminal) the new Cummins Engine Company corporate office and workshop facilities have been designed by Woods Bagot as one of the first developments of the new airport logistics park.

Gatwick Airport Ltd commissioned the design and construction of the following stores:

The 7,500m2 building is raised above the road level to allow the most efficient functional planning and integration and connection of all facilities. The interconnecting hub is the central office and service facility from which other functions such as warehouse, workshops, training and engine rebuild areas radiate.

Engineering Stores

Together with Multiplex, Woods Bagot won a Design and Construct bid to provide 15,000 m2 nett lettable area for the Australian Customs Service. The AU$33.5 m project includes a ten storey building. The project is the first stage in SACL’s masterplan for development at the Airport. The assessors of the bid noted that the design, and its fit with the larger campus to be developed over the next twenty years, played a significant part in the success of the bid.

The innovative use of levels gives the two level offices exposure and visual and physical connection internally and externally between the various work areas as well as interaction with the public through the two level entry volume. The office captures views across to the Darling Ranges whilst providing a corporate face to this important new development park precinct, soon to be the home of many national and international blue chip corporations.

Duty Free make-up stores

Main Stores Bonded Store

Airport Maintenance Stores British Airways commissioned the design and construction of:Aircraft Strategic stores

Engineering stores

“Woods Bagot seized on this opportunity, to take a fresh approach to the design solution, improving the efficiency of the building, enhancing the design objectives of a modern office building, whilst satisfying and bettering the Principal’s functional relationships and space objectives. I found Woods Bagot to be a good team player.” Warwick Johnson Project Manager, Multiplex, Sydney


Operational facilities

QANTAS Facilities Perth Airport, Australia

QANTAS Facilities Perth Airport, Australia

QANTAS International Travel and Visitor’s Centre, Perth New major travel and international visitors centre with in the prestigious Central Park project, incorporating reservations and ticketing services linked with QANTAS Headquarters and reservations services in North Sydney. QANTAS International Airport Ramp Facilities Upgrade Perth International Airport Design and detailed design for upgrading of technical services and ramp control facilities. QANTAS Catering Services Building Expansion Perth International Airport Functional planning design and documentation for expansion for existing catering and cabin services including new training facilities, demonstration and meeting rooms, staff travel offices and administration offices. QANTAS Baggage Services Expansion Perth Airport Passenger Terminal Design Study for expansion of unclaimed baggage and passenger management offices, storage and associated facilities. QANTAS Training Facilities, Perth CBD Interior architecture, and space planning, for reservations and computer system ticketing training facilities and associated administration offices.

QANTAS Airways State Headquarters, Perth CBD Relocation management interior architecture and space planning for the new QANTAS State Headquarters offices including corporate marketing and reservations, State Manager’s offices, administration office, financial services and agency management department boardroom, meeting room and function areas in a central city office tower. QANTAS Airways Reservations Relocation, Perth CBD Interior architecture and space planning for reservations and technical service facilities and relocation to a central city office tower. Management of communications and liaison with “Qantek” to ensure continuation of reservations and ticketing connection with North Sydney reservations facilities and uninterrupted passenger/client service. QANTAS Travel and International Visitors Centre Upgrading Perth CBD Space planning interior architecture and management of refurbishment and expansion of existing facilities in William Street, Perth. QANTAS International Terminal Facilities Perth International Airport Project management, architecture and interior architecture functional planning, design documentation and administration of the complete procurement and relocation of services into new buildings for all QANTAS International Airport operations to the new International Airport Site.


Operational facilities

Heathrow And Gatwick Airport Cargo Terminals, UK

Woods Bagot have carried out the planning, design, construction and fitting out refurbishment and remodeling for the following clients: Alitalia, Heathrow Refurbishment and remodeling including the design and layout for a new cargo handling system. Air Canada, Heathrow Refurbishment remodeling and new build, including the design and layout for a new cargo handling system in 3 cargo terminals. British Airways, Heathrow The design and construction of a new cargo terminal and offices and the remodeling of an existing warehouse. Concorde Express, Heathrow Refurbishment and extension of an existing cargo terminal, including the design and layout for a new cargo handling system. Menzies Aviation Group Heathrow Refurbishment and remodeling of 2 cargo terminals. BAA SkyCare, Heathrow Refurbishment, remodeling and extension to existing cargo terminal, including the installation of new cargo handling equipment. Servisair, Gatwick The design and construction of a new cargo terminal and offices.


Operational facilities

QANTAS Heavy Maintenance Hanger, Brisbane Airport, Australia

Woods Bagot Hanger experience

Woods Bagot Hanger experience

Working with an extensive consultant team, Woods Bagot developed a soft landscape design scheme for external areas surrounding the new QANTAS hangar complex, carpark and hangar apron.

Woods Bagot have been commissioned for the planning and design of new aircraft hangers by the following clients:

Vietnam Airlines, Ho Chi Minh City, Vietnam The facility was designed to provide for the simultaneous maintenance of two Boeing B747 400 aircraft or a mix of large, medium and smaller aircraft. At the time when the design was being developed, the Airline was in the process of changing from aircraft supplied by the former Soviet Union, to ‘Western’ built aircraft. For this reason, the facility was designed to accommodate Tupoler TU - 154M and TU-204 aircraft, and Boeing B707, B737 and B747 aircraft.

The design addresses the need for open surveillance throughout all areas of the site, 24 hours a day, whilst screening service areas. The Brisbane Airport Heavy Maintenance Hangar (BAHMH) Masterplan identified four landscape treatments which include grass /trees for screen planting of the carpark / service; groundcovers; lawn and broad acre grass areas. All proposed landscape works take into account existing BAHMH Masterplan and Brisbane Airport Corporation Ltd (BACL) approved vegetation guidelines and masterplan.

British Airways, Gatwick Refurbished and extension of an existing hangar to accommodate 2 No. B747-400 aircraft. British Airways, Heathrow Various refurbishment and maintenance works at the BA Maintenance Base. Britannia Airways, Luton Scheme design and planning for new hangar to accommodate 2 No. B777300 aircraft, or B767 aircraft and a combination of other types. Regional Airports Ltd, Southend Concept design and planning for new corporate hangar to accommodate 2 No Boeing BBJ and one Gulfstream aircraft. Saudi Arabian Airlines, Riyadh, Kingdom Of Saudi Arabia The brief for this project required the provision of a modular facility for the maintenance of a single Boeing B747 aircraft, which would be capable of being enlarged in the future, by the addition of further modules. The plan layout (pictured),depicts the second phase of development, providing accommodation for two Boeing B747 aircraft, with a 100% increase in the area of the hangar element and that of both the workshops and warehouse.


Operational facilities

RAAF Amberley, Queensland, Australia

RAAF Amberley, Stage 2 Queensland, Australia

Base For Airborne Division Abu Dhabi Police Force, Abu Dhabi UAE

Woods Bagot was commissioned by the Defence Force to design new facilities at RAAF Base Amberley to accommodate 33 Squadron. The Squadron is Defence’s air to air refuelling unit and the project coincides with the acquisition of new aircraft which will enhance this capability. The scope of works included the construction of: 33 Squadron Headquarters (33 Sqn HQ) 33 Squadron Maintenance Complex 33 Squadron Parking Apron and Hydrant Refuelling Air to Air Refuelling Logistics Maintenance Unit (AAR LMU) Upgrade to Taxiways and Runways

Our approach to designing the new facilities for HQ 33 Sqn and AAR LMU was to collaborate with the MC team, other project staff, key users and stakeholders. The design concept delivered a healthy and productive work environment which meets organisational and capability requirements.

The project - which was won in a international competition - was to create a new, self-contained base, for the Airborne Division of the Abu Dhabi Police Force.

Our approach to designing the new facilities for HQ 33 Sqn and AAR LMU was to collaborate with the MC team, other project staff, key users and stakeholders. The design concept delivered a healthy and productive work environment which meets organisational and capability requirements. The design is sympathetic to the style of existing facilities on Base and contributes to a sense of team and unit identity.

The design is sympathetic to the style of existing facilities on Base and contributes to a sense of team and unit identity. The site master plan is consistent with key planning principles such as clearly defined office and industrial zones, separation of heavy and light vehicle traffic

The phased development provides a single runway with parallel taxiway, an aircraft maintenance hangar, an air traffic control building, administration offices, accommodation for officers and other ranks, a custody suite and a mosque, together with airside and landside infrastructure, all within a “secure by design” environment.


Airport cities


Airport cities

In the next generation of airport city master plans, the challenge lies in grasping the unique real estate strategic perspective of the operators and innovating a fresh and thoughtful approach to creating a place that the local community and the world can call their own. Airport cities and their design have evolved from some basic phenomena in the recent history of global population distribution patterns: Airport cities capitalise on the effective population of an airport (1000 direct employees per mppa + 2000 to 3000 indirect jobs per mppa) – large airports generate as many jobs as small cities. Airport cities capitalize on excellent transport links to surrounding urban centres – isolated airports poorly served by public transport are likely to be poor candidates for airport cities. Existing transport links at an airport are likely to be focussed on the terminals, an airport city weaves together a high density network of local links connecting all the parts with the airport functions and with the lifelines of the main city.


Airport cities consider cityside retail and F&B as serving terminal traffic as well as airport city users, think about how a traditional city has developed around a transport node (typically a river crossing), resulting in a ‘town square’ with terminal and train station, accommodation (hotels), retail, independent F&B and commercial space, with conference centres and entertainment venues. Airport cities employ clever use of levels and design of road network to maintain pedestrian links, density and quality of space, without turning into a business park. Because the level of noise and emissions from modern airliners is so much less than it used to be, outdoor space in and around a terminal has much greater potential to be pleasant and enjoyable, only subject to climate.


Airport City China Southern Airlines Guangzhou, China


Woods Bagot has been successful in being selected as the winner of the China Southern Airport City competition in Guangzhou with competitors such as Zaha Hadid and Airport de Paris with Paul Andreu. The airport city includes 4.6 million m2 of buildings varying from business, university, dormitory, cultural, media and industrial logistic facilities . The consolidation of the Master Plan has an anticipated construction start of December this year.


Airport City Development South America


Woods Bagot prepared a conceptual Master Plan for an aviation and lifestyle development as an extension to an existing terminal in South America. The mixed use development includes a private aviation jet hangar and executive flight terminal, retail mall, hotels, convention centre, offices, food and beverage spine and extensive landscape spaces.

Given the context of this area’s sublime geological formations, such as a nearby mountain, the site was envisaged as a landscape formation growing from and complementing the Urban Landscape. The architectural expression is inspired by aeronautical forms and fluid dynamics as well as the wonderful landscape and ocean surrounding the site.

The project dealt with the interface of the site with the existing, airport and the heritage listed terminal building and gardens around the site. The office and logistics related business precinct will be strongly interwoven with the Airport functions and, at the city level, the development will help to address this city’s demand for A grade commercial space.


Emirates Airlines Headquarters UAE Woods Bagot’s concept proposal for a new Headquarters for Emirates Airlines, originally envisaged to be located on the periphery of the Dubai Airport, would have brought all of the organisation’s ground authorities and some 13,000 staff into the building. The proposed building is actually by design a collection of buildings connected by atriums and a longitudinal spine and all cornered by one single roof in a shape inspired by the gracefulness of an aircraft wing. The spine that connects the various buildings together acts as an internal street affording the occupants with a village like atmosphere. The total floor area was projected at 250,000m2.


Airport cities

Sharjah Airport Hotel Proposal, Sharjah

Airport Hotel, Sydney

Cathay Pacific Data Centre, Sydney

Woods Bagot submitted concept proposals for a four star Airport Hotel at the Sharjah Airport. The design was required to allow for various components including the hotel, convention facilities and a retail mall. It also needed to allow for future expansion.

Woods Bagot is currently designing a superior five-star hotel of iconic presence which integrates seamlessly with the surrounding context.

In a major strategic move, Cathay Pacific Airways relocated its Data Centre, the nerve centre of its global operations, from Hong Kong to a new building at Baulkham Hills in the north western suburbs of Sydney.

This proposal responded to the airport terminal building which features a series of expressed domes by way of a clustering of drums. Each drum contains different functions and the lower levels the spaces between the drums offer both internal and external public spaces.

The form, scale and massing of the new Sydney Hotel is contemporary in design in response to our client’s (Multiplex) brief. The hotel provides 300 rooms with extensive meeting, convention and recreational facilities.

The centre supports the airlines 24 hour per day, seven days per week worldwide flight operations. Consequently, trouble-free performance is paramount and the security of plant, equipment and people a major design consideration. The resultant design reflects a strong, legible planning solution which is consistent with Feng Shui principles. Towers at the four corners carry vertical circulation for people and engineering services. The 14,500 m² building was designed to a tight but achievable budget which reflected Cathay’s measured approach to return on investment.


Rail Roads Ports


Rail, roads and ports

Woods Bagot has a long involvement with the provision of urban design, architecture and transport infrastructure projects. Transport Related Design – a Design Evolution We are familiar with the principles of transport related design; issues such as approach visibility, passenger waiting position, stop position, quality and longevity of materials, driver’s visual access, speed, sun penetration and passenger amenity, safety, and access to and from the platforms are just some of the essential ingredients to successful station design. Associated and equally important issues such as bicycle storage, furniture design, rubbish disposal, way finding and signage, drop-off, etc are all critical to the success of our transport networks. Legibility The legibility of transport networks assists the user community greatly. Passengers learn to ‘know’ how the various stations work, learn to expect a certain level of safety and openness, expect a quality of information, know where to wait and stand and understand ways into and out of each station, notwithstanding the fact that no two stations will be the same. This level of consistency cannot be undervalued. We believe our experience on the Brisbane bus way projects will add significant value to the project. Environment Environmental issues are always important – waste, water and energy management are all issues that will need careful consideration within the scope and the duration of the project. The need to review the surrounding area may provide a variety of environments that will have unique challenges and present unique opportunities that will require a considered approach.

Urban Design – Transformation and Opportunity The nature of the project inevitably means that community interface is critically important for the success of the project. The project will necessarily respond to the location, the immediate urban interface and history, and although they are likely to share a common set of concerns and ‘kit of parts’ each assembly methodology, user access and impacts are quite unique. Woods Bagot understands that there will a great deal of design finesse required to work efficiently as transport architecture but also to be safe, accepted by the community, as well as make a contribution to the city as a whole. We also have real world experience in establishing a ‘kit of parts’ approach to design that will yield greater economy. Community – Public Art, Places and Opportunities One of the ways of personalising the corridor is to introduce concepts of artwork into appropriate places along the journey. Overpasses, waiting areas, underpass portals are all areas that could be ‘art worked’.


Rail, roads and ports

03

Melbourne Convention and Exhibition Centre, South Wharf, VIC The site is pivotal to the evolving growth of central Melbourne. Strategically located at the bend in the Yarra River, the Melbourne Convention and Exhibition Centre completes the vision of Southbank established 20 years earlier. The form of the Plenary represents the nexus of three primary urban axis; the city axis, which connects the site eastwards to Princes Bridge, Federation Square and the top end of Collins street; the Docklands axis, which connects the project to the Northbank and the broader Docks precinct and the River axis, which connects the project to the Bolte Bridge and the Yarra Rivers’ future life downstream. It delivers: – a 319 room, Hilton Hotel – an 18,000m2 office and residential tower, – a 10,000m2 riverfront promenade of lifestyle retail, incorporating cafes, bookstores and tourism retail – a 50,000m2 premium brand homemaker retail complex – investment in public spaces including a partnership with the National Trust for – a revitalised Maritime Museum – direct connection to existing Exhibition Centre with its 35 000 sqm floor area and 80m clear spans – 20,000m2 Stage 2 Exhibition Expansion.

Relevant Experience Urban Design Robina Masterplan Robina, QLD

Australian Trade Coast Masterplan Brisbane, QLD

Robina Masterplan The masterplan for Robina comprises 4 Robina, sites, The QLD Wharf (1.1 ha), the West entry (3.3 ha) the Station (1.4 ha) and the medical precinct. By virtuefor of its size, location and The masterplan Robina comprises accessibility, the sites, 4 sites, Theof Wharf (1.1and ha),the theamount West and variety of demands for new uses, entry (3.3 ha) the Station (1.4 land ha) and has the potential accommodate the area medical precinct. Bytovirtue of its and deliver change a scale andof quality size, location and on accessibility, the that willand transform Robina. sites, the amount and variety of demands for new land uses, the area Woods considered four key has theBagot potential to accommodate and ingredients to contribute to enhancing the deliver change on a scale and quality success Robina inRobina. their 2020 Vision; that will of transform

Australian Trade Coast Masterplan Woods Bagot was engaged by Brisbane, QLD infrastructure and environment specialists Parsons Brinkerhoff to complete the urban Woods Bagot was engaged by of a design and landscape components infrastructure and environment masterplanning study for Brisbane City specialists ParsonsTrade Brinckerhoff Council’s Australian Coast site to complete the urban (former Brisbane Airport).design and landscape components of a masterplanning study for TRade Brisbane City The 157 hectare Australian Coast Council’s Australian Trade Coast site will become an intergrated commercial (former Brisbane Airport).within strategic and industrial park situated

-connections Woods Bagot considered four key ingredients to contribute to enhancing -activities the success of Robina in their 2020 Vision: -economic viability – connections –-iconic activities building – economic viability –The iconic building resultant masterplan provides a strategic framework for development over resultant time. Its focus is on theprovides development The masterplan a concept for Robina town the strategic framework for centre, development strategic arrangement infrastructure and over time. Its focus isofon the landscape andconcept the overallfor development development Robina town coordination. It provides a flexible centre, the strategic arrangement of framework for phased development infrastructure and landscape and that the will allowdevelopment for a range of coordination. building types It overall and sizes to be implemented, connected provides a flexible framework for and supported by a simple phased development thatand willfelxible allow infrastructure. for a range of building types and sizes to be implemented, connected and supported by a simple and flexible infrastructure.

reach of both Brisbane Airport and the Port The 157 hectare Australian Trade Coast of Brisbane. will become an intergrated commercial and industrial park situated within Brisbane City Council’s brief was to strategic reach of both Brisbane Airport incorporate leading practice in urbvan and the Port of Brisbane. design and planning by integrating key principles of social, environmental and Brisbane Council’s brief was to economic City sustainability. incorporate leading practice in urban design and benefit planning by integrating Community is addressed with key principles of social, environmental and the provision of a southern approach to economic sustainability. the airport and links between adjacent residenitial communities and the extensive Community benefit is addressed with public open space provided. the provision of a southern approach to the airport and links between adjacent residential communities and the extensive public open space provided.


Rail, roads and ports

Nundah Village Masterplan Brisbane, QLD

Parramatta Civic Masterplan Robina, QLD

The purpose of thisMasterplan new development in Nundah Village Nundah is toQLD activate the space between Brisbane, Nundah Village and the transit hub, Nundah Station. The purpose of this new development

Civic Place isCivic a newMasterplan heart for Sydney’s Parramatta satellite city, Parramatta. It is a place for Robina, QLD people to meet and connect; a place that draws significance, Civic Place on is aitsnew heart forphysical, Sydney’s historical and spiritual, to create civic for satellite city, Parramatta. It is a aplace heart to the community. people to meet and connect. A place

in Nundah is to activate the space Working closely withVillage QLD Rail, between Nundah andthe thedesign transit includes a pedestrian link between hub, Nundah Station. Sandgate road to the station offering greater linkage from Nundah to thethe railway Working closely with QLD Rail, station. design includes a pedestrian link between Sandgate Road to the station The proposed design will create a sense to offering greater linkage from Nundah of community, complementing the recent the railway station. Brisbane City Council upgrade of Nundah Village. The propsed design will create a sense of community, complementing the A true mixed-use development, the recent Brisbane City Council upgrade proposal includes: of Nundah Village. -Residential units - 220 apartments A true mixed-use development, the proposal includes: -Commercial space - 17,999 sq m of GLA –space Residential Units -buildings 220 apartments; n 2 interlinked – Commercial space - 17,000sqm of GLA Space space-in3,500 2 interlinked buildings, -Retail sq m of GLA space –asRetail - 3,500sqm of GLA well asSpace the aspiration to include a small spacecomplex. as well as the aspiration to cinema include a small cinema complex. Design –-Open OpenSpace Space Design

Port Coogee Perth, WA

Port Coogee Woods Bagot has been awarded a Perth, WA residential apartment project at Port Coogee, which is part of a AUD900 million Woods Bagot has been awarded coastal renewal project located 18 kma residential apartment project at Port south of Perth. Coogee, which is part of a $900 million coastal renewal located 18km Port Coogee, oneproject of Australia’s largest that draws on its significance, physical, Woods Bagot’s masterplan incorporates south of Perth. coastal renewal development is a landmark historical and spiritual, to create a civic public, and residential buildings project for Australia and also for the wider heart to commercial the community. and a public domain creating a sense of Port Coogee, one of Australia’s largest community. openness and inclusion. Attention was coastal renewal development is a Woods Bagot’s masterplan given to significant heritage items. New The proposed project Lot 484 willand landmark project for at Australand incorporates public, commercial and heritage walks and links are proposed from be the first apartment development for also for the wider community. residential buildings and a public Civic Place to the river and to Parramatta the precinct and will need to set the domain creating a sense of openness park. benchmark andproject maintainatthe vision The proposed Lot 484for will and inclusion. Attention was given the rest of the medium to high density be the first apartment development for to significant heritage items. New Design principles focused on: development for the entire area. It is critical the precinct and will need to set the heritage walks and links are proposed that this project has a strongthe design focus benchmark and maintain vision for from Civic Place to the river and to -Maintaining natural light penetration into and is able to deliver the aspiration of the the rest of the medium to high density Parramatta Park. Civic Place by the effective positioning of community. for the entire area. It is development buildings. critical that this project has a strong Design principles focused on: design focus and be able to deliver the – -A Maintaining natural lightreflecting penetration public art programme the aspiration of the community. into Civic Place by the effective history positioning of tall buildings – -ESD A public art programme reflecting principles including wind turbinethe history power for domain lighting and generated features, water lanterns andturbine central – water ESD principles including wind black water treatment. generated power for domain lighting and water features, water lanterns and central black water treatment.


Bayswater Train Station Perth, Australia


Area Approx. 770 m2 Value AUD 7.5 million Completion date 2014 Client Public Transport Authority

Woods Bagot have been engaged by the Public Transport Authority to design and document substantial upgrade works to the Bayswater Train Station The existing station, located on the Midland Rail Line, dates back to the late 1960’s, and is characterised by station facilities that are outdated and offer little protection for commuters. Station car parking facilities operate at capacity, and are poorly designed, with commuter vehicles regularly overflowing into the adjacent heritage precinct. Works proposed encompass the substantial redevelopment of on platform facilities, including the provision of a new 64 metre shelter for commuters, improved accommodation for rail staff and the redevelopment of the existing car parking facilities to formalise and provide additional parking bays for station users. Access to the platform will also be improved, with a new DDA Compliant ramp being provided at the eastern approach to the station. New lighting, handrails and surface treatments to an existing underpass will provide a safer and more inviting experience for patrons. In addition to the above works, the project scope also includes the provision of a new section of PSP cycle path, uniting two previously disconnected sections of the path. The construction of this path will allow for a continuous route of travel for cyclists along the Midland rail line.


GSRTC - Geeta Mandir Bus Terminal Ahmedabad, India


Area 131,333 m2 Client Ackruti City Ltd. Woods Bagot scope Developed design (tender and site services by local architect)

A TODMandir (Transport PPPmixedGeeta BusOriented TerminalDevelopment) will be the largest project between GSRTC (Gujarat Stateoriented Road & use development with a major transit Transport Corporation), ILFS (Infrastructure Leasing development in Ahmedabad, India upon completion. & Finance) & Ackruti City Ltd. This unique development is one of the first of its kind It one of the first ofsector its kind in the The infrastructure inis the infrastructure in India. project is a sector. It is a redevelopment of an existing busy in redevelopment of an existing bus terminal located bus terminus located the heart of the the heart of the city inin close proximity tocity thein historic close proximity to the historic Pol area (old city). Pol area (old city). The development has to 2 components the Bus Terminal Facility & mixed-use The master plan (BTF) integrating the Bussaleable Terminalarea to be operated & maintained by Ackruti City Ltd. for a Facility with the retail and commercial development period 30 years. was anof example of a successful public private partnership (PPP) where Woods Bagot team was actively involved in interactions with the client and government bodies at various levels for design approvals. This PPP project is owned by Gujarat State Road and Transport Corporation and Hubtown Limited (formerly known as Ackruti City Ltd), one of India’s leading real estate development companies. The development is divided into two plots, which are located at the north and south parcel. Each plot comprises a bus terminal facility, a retail complex on the lower three levels and office and hotel spaces on the upper levels. The transit oriented development will connect Ahmedabad with all the other major cities and remote corners of Gujarat State. The new designs promise the atmosphere of an airport.

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GSRTC - Geeta Mandir Bus Terminal, Ahmedabad, India


GSRTC - Subash Bridge Bus Terminal Ahmedabad, India


Area 45,000 m2 Client Ackruti City Ltd. Woods Bagot scope Developed design (tender and site services by local architect)

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A TOD (Transport Oriented Development) PPP project between GSRTC (Gujarat State Road & Transport Corporation), ILFS (Infrastructure Leasing & Finance) & Ackruti City city Ltd. Ltd. The GSRTC proposes to develop a new bus terminal facility (BTF) at Subash Bridge to consolidate the increase in operations and loading on existing BTFs. The siteThe is located on the Urban the city BTFs. site is located on the fringe Urbanof fringe of mainly the site.by The development has the citysurrounding mainly surrounded low rise residential two components the BTF & mixed-use saleable area land use. High profile medium-income-group (MIG) to be operated & maintained bybeen Ackruti City Ltd. residential developments have proposed infor the a period of 30 years. area surrounding the site. The development has 2 components the BTF & mixed-use saleable area to be operated & maintained by Ackruti City Ltd. for a period of 30 years.

GSRTC - Subash Bridge Bus Terminal, Ahmedabad, India


GSRTC - Lambhe Hanuman Bus Terminal Ahmedabad, India


Area 178,889 m2 Client Area Ackruti City 178,889 m2 Ltd. Woods Bagot scope Client Developed design Ackruti City Ltd. (tender and site services Bagot by localscope architect) Woods Developed design (tender and site services by local architect)

A TOD (Transport Oriented Development) PPP project between GSRTC (Gujarat State Road & A TOD (Transport Oriented Development) PPP Transport Corporation), ILFS (Infrastructure Leasing project between GSRTC (Gujarat State Road & & Finance) & Ackruti City Ltd. city Ltd. Transport Corporation), ILFS (Infrastructure Leasing & Finance) Ackruti City Ltd. The GSRTC&proposes to develop a new bus terminal facility (BTF) at Lambhe Hanuman to consolidate consolidate the the hanuman to The GSRTC proposes to develop a new bus terminal increase in operations and loading on existing BTFs. facility (BTF)ofatthe Lambhe to consolidate the This is one largestHanuman TOD developments. increase in operations and loading on existing BTFs. This is one of the largest TOD developments. The site is located in the heart of the cities city’s Cloth & Diamond market in close proximity to the Western The site station is located in the heart thetocities Cloth Railway connecting theof city Mumbai in& Diamond market in close in proximity to the Western the South & Ahmedabad the North. Surat isis the in the South & Ahmedabad in the North. Surat Railway station connecting the city to Mumbai in richest city in India. The development has the richest city in India. The development has two the South & Ahmedabad in the North. Surat is the 2 componentsthe theBTF BTFand & mixed-use components: mixed-usesaleable saleablearea areato richest city in India. The development has be operated & maintained by Ackruti City Ltd. a to be operated and maintained by Ackruti Cityfor Ltd. 2 components the BTF & mixed-use saleable area to period of 30of years. for a period 30 years. be operated & maintained by Ackruti City Ltd. for a period of 30 years.

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GSRTC - Lambhe Hanuman Bus Terminal, Ahmedabad, India

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GSRTC - Lambhe Hanuman Bus Terminal, Ahmedabad, India


Tianjin East Port Development China


Client Rainbow Land Holdings Woods Bagot scope Full architectural services and design for five-star hotel, retail, marina complex and masterplanning. GFA 160,000 m2

Built on a 10-kilometre long, 30 square-kilometre expanse of reclaimed land, the East Port of Tianjin is set to redefine the maritime city – which ranks as China’s largest free port and the sixth-biggest port in the world – with a master plan that embraces commercial, residential, leisure and green zones. The first completed project in this showcase of state-of-the-art planning and architecture will be Woods Bagot’s design for a retail, five-star hotel, and marina complex on a waterfront site in the commercial centre of the development. To be completed in 2010, the project was commissioned by Rainbow Land Holdings, and consists of a destination retail/entertainment complex - a low-profile series of retail spaces describing a gently undulating path across the waterfront. The project is being designed to obtain a LEED green building rating. Energy-efficient green roofs are notable features in the design to reduce the heat load. Other sustainable features such as the strategic positioning of the buildings on site, passive solar shading and solar powered external lighting systems (the floating solar panel matrix), and heating systems based on geothermal resources in the area have been proposed. Taking green concepts on board, the local authorities have also constructed a local grey water recycling system.


04 04

Relevant Experience Rail, roads and ports Transport and Infrastructure Relevant Experience Transport and Infrastructure South East Transit Busway Brisbane, QLD

Springwood Bus Station Brisbane, QLD

Airport Link / Northern Busways Brisbane, QLD

South East Transit Busway Brisbane, QLD

Springwood Bus Station Brisbane, QLD

Woods Bagot engaged by EDAW Airport Link / was Northern Busways Brisbane, QLD as part of the Leighton Contractors alliance contract team to undertake the planning design of the Woods Bagotand was engaged bybusway EDAW stations stops Contractors for the Airport as part ofand thebus Leighton Link Northern Busway (ALNB). The alliance contract team to undertake newplanning busway and connects the designthe of existing the busway suburbanand public stations bus transport stops for infrastructure the Airport to Brisbane’s Link Northerncentral Buswaybusiness (ALNB).district The with above andthe tunneled new buswayground connects existing sections included in the busway suburban public transport infrastructure corridor. to Brisbane’s central business district with above ground and tunneled Woods Bagot’s design sections included in theapproach busway was to visually, functionally and operationally corridor. link the stations to create consistent architecture which will become thewas Woods Bagot’s design approach signature the public and transport service to visually,offunctionally operationally within Lutwyche/Gympie Road link thethe stations to create consistent corridor. architecture which will become the signature of the public transport service Severalthe stations including Kedron within Lutwyche/Gympie Road Brook and Lutwyche were designed to corridor. include the following components: Several stations including Kedron – Entryand plaza Brook Lutwyche were designed to include components: – Arrivalthe andfollowing departure structure – Stairs and lifts (and escalators) – Entry plaza Bridge(s) Pedestrian – Arrival and departure structure Platforms – Stairs and lifts (and escalators) – Pedestrian Bridge(s) – Platforms

Woods Bagot won a limited design South Transit WoodsEast Bagot won aBusway limited design competition to provide architecture and Brisbane, QLD competition to provide architecture landscape deisgn, contract administration and construction landscape design, contract and phase services for four administration and construction phase Woods Bagot won a limited design bus stations: services for four bus stations: competition to provide architecture landscape design, contract -and Greenslopes –administration Greenslopes and construction phase services for four bus stations: –-Holland HollandPark Park West West – Griffith University –-Griffith Greenslopes Eight University Mile Plains – Holland Park West -Eight MileUniversity Plains involved completing a competition –The Griffith design for the entire 12 Rapid –concept Eight Mile Plains the competition completingaakit of Transit Stationsinvolved and formulating concept design for the entire 12 Rapidwas parts. The objective of thecompleting project The competition involved a Transit Stations and formulating a kit of to improve the region’s public12 transport concept design for the entire Rapid parts. The objective the project wasof system through theofestablishment Transit Stations and formulating a kit of to improve the region’s public transport a busway high occupancy vehicle parts. The and objective of the project was systemalong through establishment of a lanes thethe South East Freeway to improve the region’s public transport busway and high occupancy vehicle lanes and other major the roads. system through establishment of along the South East Freeway and other a busway and high occupancy vehicle majorskeletal roads. design is a standardised The lanes along the South East Freeway ‘kit ofother parts’, which interact differently and major roads. The skeletal design a standardised with each site. Its is transparency is ‘kit of parts’, which interact differently with well skeletal suited todesign the dynamic demands The is a standardised each site. Its transparancy is well suited of people and material selection is ‘kit of parts’, which interact differently to the dynamic demandsstrong of people while consist, while references with each site.making Its transparency is making strong references to the natural to the natural environment. well suited to the dynamic demands environment. of people and material selection is consist, while making strong references to the natural environment.

As a continuation of the South East Springwood Bus of Station As a continuation the South East Transit Busway Springwood Bus Station Brisbane, QLD Springwood Bus Transit Busway was approved in January 2002. The Station was approved in January 2002. works included the construction of three The works included the construction As continuation of the South East of busaplatforms, an arrival plaza, lift and 3 bus platforms, an arrival plaza, Transit Busway Bus lift and stair access and aSpringwood pedestrian overpass stair access and a pedestrian overpass Station approved in January 2002. spanningwas the Eastern Service Road spanning the Eastern Service Road The works included the construction to provide access to the Springwood of to provide access the Springwood 3 bus platforms, antoarrival plaza, lift and shopping and business precinct. shopping and business precinct. stair access and a pedestrian overpass spanning the elements Eastern Service The softscape continueRoad the The softscape elements the to provide access to the continue Springwood banding pattern established in adjacent banding pattern established in adjacent shopping and business areas to emphasise views precinct. and provide areas to emphasise views and provide visual interest in an otherwise harsh visual interest in an otherwise harsh The softscape elements continue the environment. environment. banding pattern established in adjacent areas to emphasise views and Springwood Bus Station is the fifthprovide bus Springwood Bus Station is the fifth visual in an otherwise harsh stationinterest for Woods Bagot have been bus station Woodsthe Bagot have been environment. engaged to provide architecture and engaged to provide the architecture landscape design development, contract and landscape design development, Springwood Bus Station is the fifth administration and construction phase contract administration and bus station Woods Bagot have been services. construction phase services for. engaged to provide the architecture and landscape design development, contract administration and construction phase services for.

Airport Link / Northern Busways Brisbane, QLD

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Rail, roads and ports

06

Relevant Experience Commercial Transport and Infrastructure

Brisbane Port, Terminals 11&12 Brisbane, QLD

Noosa Transit Centre Noosa, QLD

Citygate Precinct, Fortitude Valley Brisbane, QLD

Siemens Brisbane Headquarters Port, Terminals 11 & 12 The Brisbane Ports Brisbane, QLD Melbourne, VIC are located at teh mouth of the Brisbane River on an exposed spit of land; alocated manmade The Brisbane at the This building isPorts a siteare specifi c response environment that is relatively flat andan mouth of the Brisbane to the existing AucklandRiver CBDoncontext exposed with no features. exposed of distinct land; alandmark manmade and to thespit history of this sacred Maori environment is relatively flat and site. The Jointthat Design Team won a The operation of htis terminal is highly exposed with no distinct landmark limited design competition to create mechanised and sophisticated, so, in features. the new headquarters of the Bank of response to the client’s vision for an New Zealand (BNZ), now known as the elegant suite of buildings that represents The operation this 23 terminal is highly Deloitte Centre.ofThis level premium their global corporation and presence in mechanised and sophisticated, so grade office tower occupies a unique Australia, Woods Bagot has designed in response to the client’s for city block presenting itself vision on 4 different buildings that are legible, corporate, and an elegant suite ensuring of buildings that street frontages its presence sensitive to the needs of the participants at represents their global and in the streetscape and corporation skyline positions a human amenity level. presence Australia, BNZ as a in leader in theWoods CBD. Bagot has designed buildings that are legible, At a macro level, the Port’s building corporate, and sensitive to the The main glass tower of the offineeds ce forms are bold and uncluttered; platonic, of the participants a human space rises behindatthe heritageamenity façade simple forms that can be read clearly at a level. of the historic seven-storey Jean Batten distance. The built forms are reminiscent Building (circa 1930). Incorporating of navigation beacons and maritime At a of macro level, the Port’s building part the existing building fabric into graphics; simple, bright and uncluttered. forms aredevelopment bold and uncluttered; the new has created a The vertical surfaces are outwardly inclined platonic, workplace simple forms that can for be the read different experience to provide sun shading for the first level clearly at a across distance. The built forms key tenant a single floorplate. of the Administration building, allowing for are reminiscent of navigation beacons maximum visibility into the terminal itself. and maritime graphics; simple, bright This building was fully tenanted upon and uncluttered. The vertical surfaces completion and offers individually The ground level canopies and buildings are outwardly inclined provide controllable zones withto are tuned to the tectonic oflow theambient industrial sun shading for the first leveland of the noise levels, bicycle storage nature of the ports. Administration building, allowing for shower facilities. maximum visibility into the terminal itself.

ivy Noosa Transit Centre The Noosa Transit Centre will seamlessly Noosa, QLD Sydney, NSW integrate the themes of accessibility, environment, andSydney outstanding design The Noosa Transit Centre will Unlike anything has ever to become an examplar in subtropical seamlessly themes design. seen before,integrate ivy offersthe a dazzling

CitygateDomestic Precinct,Terminals Fortitude Valley Qantas The former Light Street bus depot is one of Australia Brisbane,Wide QLD the most prominent locations leading into Brisbane’s Fortitude Valley and forms an Woods Bagot was The former Light Street depot is integral component ofcommissioned the bus Urban Renewal to design and document for building one of the most prominent locations Task Force’s Valley Gateway Master Plan. approval theBrisbane’s upgrade ofFortitude five Qantas leading into Valley Domestic Terminals within Australia. and forms an integral component of The precinct has 4 key stages comprising the Urban Renewal Task Force’s ‘Valley a 14,000 sq m retail showroom; 7,000 sq The ofPlan’. all terminals was Gateway Master m fivetotal levelvalue showroom and commerical in excess of AUD$130 million and office; three level 2,000 sqm showroom the was completed within an The precinct 4 keyVillage,a stages and work office andhas Citygate retail execptionally short 13-week program. comprising a 14,000 sqm retail showroom developed in response to the showroom; 7,000 five level growing demand forsqm homewares and bulky Throughout the design and showroom and commercial office; three goods retailers area. documentation close level 2,000 sqmprocess, showroom andliaison office with both local Qantas and Federal and Citygate Village, a retail showroom “The Citygate homemaker Centre is the Airports Corporation personnel was developed in tocomplex the growing fourth stage in response the Citygate but maintained to ensure that the brief demand for homewares and bulky it stands on its own merits for tackling and authority requirements were satisfied. goods retailers in the area. significant town planning issues. the result: a fine example of how to deliver successful Works were at the following “The Citygate Homemaker Centre retail over twoundertaken levels. domestic terminals: is the fourth stage in-the Citygate complex but it stands on its own merits tackling significant town planning –forBrisbane; issues. The result; a fine example of – Adelaide; how to deliver successful retail over – Coolangatta; two levels.” – Melbourne; and – Perth.

The ground level canopies and buildings are tuned to the tectonic of the industrial nature of the ports,

of accessibility, and constellation of environment, bars, dining facilities, Drawinglounge the qualities the adjacent outstanding design toand become an shops, areasof lifestyle national park into the facility, the transit exemplar in subtropical design. indulgences. centre will create an engaging blend of lively urban spaces andof contemporary Drawing the qualities of the adjacent Located in the heart Sydney’s reinterpretations of natural landscapes. national park into of theGeorge facility, the transit tight urban fabric Street,

centre will create an engaging of the 20,000 sqm building offersblend a Elegant canopies will hover delicately lively urban spaces and contemporary public landscaped oasis within a above the public realm, providing shade, reinterpretations of natural landscapes. predominantly commercial domain. The defining street edges, and providing the integrated precinct comprises of: platform on which the rich interplay of canopies will hover delicately –Elegant 12 boutique retail spaces, which urban life can occur and the steel structure above thea public providing utilises centralrealm, alley way is expressed for the canopy support, shade, defining street edges, and and –further 20 dedicated hospitality venues adapted to create seating and providing the platform on which the rich including; meeting places along the fringe of the interplay of urban life can occur.and – 2 bars which offer extensive ground floor. the steel structure outdoor space is expressed for the canopy support, and further adapted – 3 specialist restaurants including to create seating and meeting places a New York style grill with a Peter along the fringe of the ground floor. Doyle designed menu – A specialist venue dedicated to live music performances – An ulitmate function room which can hold 1000 people on one level. It also includes state of the art audio visual facilities and internet technology – A two level office facility exclusively for the Merivale Group – 2 x 500 sqm penthouses, and – A lifestyle complex comprising of the rooftop pool club and day spa. Woods Bagot formed a collaboration with Merivale, Hecker Phelan Guthrie, and Cornwell Design for all components of the design.


Relevant Experience Rail, roads and ports Transport & Infrastructure Logan Ipswich Motorway Ext. Brisbane, Queensland

Logan Ipswich Motorway Ext. Brisbane, Queensland

Surfers Paradise Traffic Management System Gold Coast, Queensland

Maunsell AECOM commissioned Woods Bagot to prepare the landscape and urban design concept for the proposed Ipswich Logan Ipswich Interchange Motorway Upgrade Extension Logan Motorway in Brisbane, Queensland January 2006.

Woods Bagot was engaged by Maunsell McIntyre and the Queensland Department of Main Roads as landscape architects for Pacific Motorway two design packages of the $720 million Queensland upgrade of the Pacific Motorway from Brisbane to the Gold Coast.

Woods Bagot was commissioned by Gold Coast City Council to design and document the landscape strategy as part Surfers Paradiseand Traffic of the realignment upgrade to Gold Management System Coast Highway and Ferny Remembrance Gold Coast, Queensland Drive through Surfers Paradise.

The two Bagot packages approximately Woods wascomprise engaged by 20km of motorway development and Maunsell McIntyre and the Queensland aDepartment $5 million landscape design budget. of Main Roads as Included in the landscape were the landscape architects fordesign two design motorway corridor, buffer zones beyond packages of the $720 million upgrade the service roads, the detailed design of the of the Pacific Motorway from Brisbane interchanges, the interface with numerous to the Gold Coast. creeks and river systems and themed urban treatments to local towns. The two packages comprise

Woods a series of by WoodsBagot Bagotdeveloped was commissioned concept plans for discussion Goldand Gold Coast City Council towith design Coast City Council. These concepts document the landscape strategy as identified therealignment significant nodal for part of the andpoints upgrade gateway statements and recognition to Gold Coast Highway and Fernyof important intersections. Rememberance Drive through Surfers

The bridge design seeks to recognise the idea of transition using ‘metamorphosis’ Maunsell AECOM commissioned and transformation as the Woods Bagot to preparecentral the idea and concept. Using the case moth as the landscape and urban designlarvae concept inspiration, the bridge design comprises for the proposed Ipswich Logan aMotorway logical, regular assemblyUpgrade of similar in Interchange steel elements that form a distinct and January 2006. recognisable sculptural shape. The design of thisbridge important transport The design seeksinterchange to and its context will continue the vision and recognise the idea of transition using design aesthetic for Queensland Main ‘metamorphosis’ and transformation Roads, to createidea a safe transport corridor as the central and concept. Using with a high quality public domain that will the case moth larvae as the inspiration, be seamlessly integrated within the urban the bridge design comprises a logical, fabric of assembly Goodna/Gailes local area, regular of similar steelmarking aelements new gateway between Brisbane and that form a distinct and Ipswich. recognisable sculptural shape. The design of this important transport interchange and its context shall continue the vision and design aesthetic for Queensland Main Roads, to create a safe transport corridor with a high quality public domain that will be seamlessly integrated within the urban fabric of Goodna/Gailes local area, marking a new gateway between Brisbane and Ipswich.

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approximately 20km of motorway Design guidelines were provided for noise development and a $5 million control barriers, bicycle and pedestrian landscape design budget. paths, bridge abutments, rails and pedestrian overpasses. Included in the landscape design were the motorway corridor, buffer zones beyond the service roads, the detailed design of the interchanges, the interface with numerous creeks and river systems and themed urban treatments to local towns. Design guidelines were provided for noise control barriers, bicycle and pedestrian paths, bridge abutments, rails and pedestrian overpasses.

Paradise. We further identified existing elements of landscape and urban features that needed Woods Bagot developed a series of to be retained as part of the work. The concept plans for discussion with end result will be a unification of these Gold Coast City Council. These two important elements within the urban concepts identified the significant nodal context of Surfers Paradise. points for gateway statements and recognition of important intersections. We further identified existing elements of landscape and urban features that needed to be retained as part of the work. The end result will be a unification of these two important elements within the urban context of Surfers Paradise.


Rail, roads and ports

Mersey Ferry Terminal Liverpool

Brisbane Ferry Terminals Brisbane

Sydney International Regatta Centre Overlay, Sydney

Woods Bagot was commissioned to undertake a feasibility for a new Liverpool Pier Head Ferry Terminal. The site is situated within a UNESCO World Heritage Site, between Liverpool’s waterfront and the Three Graces – the Royal Liver building, the Cunard building and the former offices of the Mersey Docks & Harbour Board.

When Brisbane City Council announced its high speed ferry project they commissioned Woods Bagot to design five new ferry terminals, and to assess the existing terminals as part of the transport upgrade. The five terminals are located at Queensland University, Guyatt Park and North Quay.

The legacy facilities at the Sydney International Regatta Centre were designed with seating for 1,000 spectators and boathouse storage for local and national regattas. Its role as an Olympic venue was anticipated in the original Woods Bagot design.

The building is multi-purpose with the ferry operations for the famous Mersey Ferry on the ground floor and with a rooftop restaurant with an extensive terrace offering panoramic views over the river.

The linear design of the terminals addresses the river, enabling passengers to view clearly arriving and departing catamarans. Optimal land usage was achieved through a minimum footprint and the terminals sit comfortably within a diverse range of urban contexts. The steel tension structures provide a sense of openness and sit in the riverbanks. Their open form responds well to subtropical climate, while wide covers provide protection from sun and rain. Special issues of public safety and access for disabled passengers were addressed. The structures are transparent, with no hidden corners or projections to conceal the unexpected. The terminals provide for 75 seated and standing passengers. Access Award and ACEA Award

We allowed for the ready adaptation and accommodation of temporary facilities required for the service, comfort and security for 26,000 spectators, 825 rowing and sprint canoe athletes, team officials and support from over 100 countries and world media. In addition to temporary spectator seating our role was to plan for catering, security, doping control, transport, VIP’s, public and participant amenities, deliveries and waste disposal, right through to details such as the location of the medal presentation podium.


PUBLIC research


FirstClass Traveller by Vince Pirrello & Lucy Moloney

For some, low cost fares leave extra cash to splash out on expensive hotels, while for others first class aircraft cabins and lounges are the new hotels.


According to the United Nations World Tourism Organisation, there will be 1.6 billion airline trips made by the year 2020, almost double that of current levels (Figure 1) (United Nations World Tourism Organisation, n.d.). Although the evolution of tourism in the last few years has been irregular, this long-term vision confirms that travel has become such an integral part of people’s lives that it is not likely to be sacrificed for whatever reason, despite the fact that sustainability issues, soaring oil costs, security and medical threats have changed the face of travel forever. At the luxury end of the travel market, there is huge growth across all regions, especially developing markets such as India, Russia and China (Key to future of luxury travel is sustainable responsible tourism, n.d.). However, in developed countries1 the visible materialism that typified the 1980s and early 1990s has been replaced by a trend towards less conspicuous consumption, shifting from an object-driven society to one that is experience-driven. In part this is because traditional luxury products have become more widely accessible to consumers and in part as the cost of travel continues to decline and people have more money to spend what was once exotic is now considered ordinary.

Market growth The rise of online booking has accelerated the growth of low-cost airlines, allowing consumers to search for the cheapest deals. As a result there has been increased accessibility for travel in the developed world and international travel is no longer seen as a luxury. This has already resulted in, and will continue to stimulate, increased individual travel both among young people and the growing numbers of ageing baby boomers who have more disposable wealth and time on their hands. For some, low cost fares leave extra cash to splash out on expensive hotels, while for others first class aircraft cabins and lounges are the new hotels. Looking forward through the current decade, an international Luxury Alliance round table cites growth destinations for luxury travel from all five continents across the globe, with the lure of China as a luxury travel destination for both leisure and business continuing to grow and increased visitor numbers boosting significant development over coming years. The emerging destinations in Asia and the Pacific, Africa and the Middle East are key growth drivers for travel by 2020. Stimulating growth in this market is the shifting of economic power to Asia. The region will also become the new leader in terms of travel and tourism outperforming all other regions of the world, in terms of both inbound and outbound growth (United Nations World Tourism Organisation, n.d.). These destinations will boost new and more frequent travel rather than detract from established patterns, with tried and tested urban favourites (like London and Paris) holding their own, and celebrated resort areas in Italy and the South of France remaining forever fashionable (Luxury Alliance, 2006).

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Figure 1. UNWTO’s Tourism 2020 Vision forecasts that international arrivals are expected to reach nearly 1.6 billion by the year 2020. Of these worldwide arrivals in 2020, 1.2 billion will be intraregional and 378 million will be long-haul travellers. Reproduced from the United Nations World Tourism Organisation.Š

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21st Century Guide to Life

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The rise of online booking has accelerated the growth of low-cost airlines, allowing consumers to search for the cheapest deals. As a result there has been increased accessibility for travel in the developed world and international travel is no longer seen as a luxury.


Grey expectations One of the most significant implications of demographic change in the twenty-first century is the ageing of the world’s population. Global population ageing is unprecedented as life expectancy rates rise and birth rates fall (Figure 2). A process without historical parallel, the number of older persons is expected to exceed the number of children for the first time in 2047 (United Nations World Tourism Organisation, n.d.).

In Europe, Asia and the US, rising incomes and aspirations could prompt the emergence of a new, integrated low cost luxury airline model, creating a luxury version of a no-frills airline offer to appeal to the mass affluent audience. This type of service could combine lower airfares with optional paid for extras such as chauffeured airport pick-ups, in-flight entertainment, fast-track check-in and a range of food options, to make the travel experience more luxurious and streamlined.

In Europe, the US and Australia, older consumers or empty nesters are the highest spenders on tourism and travel, while in India and the Middle East this group is the 45–58 year olds (Basu, 2003). Increasingly older consumers in developed countries are wealthier and healthier, which means they have rising expectations about how to spend their retirement. If changing attitudes to individualism and experience are considered alongside improving health and wealth, older people represent a dynamic market of active, adventurous, affluent consumers, for whom travel is seen as an integral part of a fulfilling retirement.

Quality offerings For the wealthy, the focus is now on the pursuit of authentic and exotic experiences and services, rather than scarcely available, high value goods. As luxury is no longer purely about price, consumers will make purchasing decisions based on emotional not financial value (prioritising intangibles such as time and experience) and will increasingly incorporate ‘extreme’ experiences into a luxury holiday (Future Foundation, n.d.). For example, they may choose to spend money on business class flights (pampering), but choose a relatively low-cost activity such as group trekking in the jungle, or camping in the desert in less than luxurious surroundings (personal development/experience) (Future Foundation, n.d.).

An analysis of UK consumer attitudes to leisure and hobbies has identified that older, middle class empty nesters have the largest range of leisure activities that they are passionate about and therefore highly involved in (Future Foundation, n.d.). Travel involving a culturally enriching element, whether this involves luxury activities, adventure or more community based educational experiences, will be the growth areas in this market (A world travel trends report, 2007).

In design, the focus on emotionally engaging architecture and interior design is lifting the travel experience out of the ordinary. At the new flagship Qantas First Lounge at Sydney International Airport (see p. 83), the design by Marc Newson in collaboration with associate architect Sebastien Segers and Woods Bagot, is extravagant but also intimate and personal, like a home away from home, complete with spa and library. Once onboard there are designer pyjamas from Akira Isagawa or Collette Dinnigan, French skincare products from Payot, and an eight-course tasting menu to complete the experience. Million

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Wellness The more life speeds up, the more people want to step off the treadmill to relax and re-energise. Wellness travel has emerged as an important growth market for luxury travel over the past decade, especially for mature travellers. Themes that range from detox to deep relaxation, from spa to spiritualism, have taken the spa concept far beyond beauty and pampering. The health and medical focus has expanded to include on-site physical check-ups, alternative medical treatments such as homeopathy and naturopathy, even cosmetic surgery if desired, all rapidly growing in popularity. Also expanding is the overall size of spas, as the roster of services grows progressively more complex and the pursuit of stress relief boosts the need for more individual treatment rooms (Future Foundation, n.d.). This trend has had a strong impact on domestic and commercial interior design with bathrooms turning into spa havens and spas now included as part of the pre/post flight experience.

Sustainability Hand-in-hand with the shift towards inconspicuous consumption is a greater awareness of issues such as sustainable development, eco-tourism and ethical consumption. Air travel will continue to be one of the most controversial aspects of the sustainability equation, however, at the German Centre for Air and Space Travel (the German equivalent of NASA) technological advances have resulted in a seventy per cent reduction in fuel consumption per passengerkm since 1960 and there could be a further 15–20% reduction between now and 2010, and 30–35% by 2020, if new technologies result in further expected efficiencies (A world travel trends report, 2007). Across Europe, twenty-five per cent of consumers claim to have made an ethical purchase in the last year, and a similar proportion claim to have deliberately avoided buying from particular companies because of their policies on trade, labour, human rights or the environment (Future Foundation, n.d.). A growing number of luxury travel companies are making progress in the realms of responsible tourism, be it through carbon offsetting policies or other environmental projects. An international Luxury Alliance survey indicates travellers are willing to spend 20–25% more on a trip if its design supports environmental conservation (Luxury Alliance, 2006). High end travel in the twenty-first century has a wider reach than ever before, but rather than being a sign of elitism, the luxury arena has taken on a new persona of where less is more and people are using their knowledge to seek out the best rather than the most expensive.

Qantas First Lounge. Design collaboration team: Marc Newson, Sebastian Segers and Woods Bagot


Qantas First Lounge Sydney International Airport The new flagship Qantas First Lounges in Sydney and Melbourne set an international benchmark in lounge design with the highest levels of comfort, service and luxury. Led by the vision of internationally renowned Australian designer, Marc Newson in collaboration with associate architect Sebastien Segers and Woods Bagot, the Qantas First Lounge is part of a progressive luxury product upgrade being rolled out in anticipation of the airline’s Airbus A380 fleet being delivered from 2008. Located on level four of the Sydney International Terminal, the aeronautically inspired base building designed by Woods Bagot was specifically designed to accommodate the larger of the two lounges with the floor plate, structure and facade detail influenced by the lounge design. The end result provides Qantas First customers with an abundance of natural light and 180 degree panoramic views overlooking the airline’s boarding gates and to the city beyond. The radial shape of the building lends itself to the creation of a space which is distinctive, yet private and intimate. A key feature of the interior design was the creation of zones including lounge areas, a day spa, a restaurant and library, which would appeal to the range of customer needs—rejuvenation, relaxation, entertainment and business. The palette and detail principles were set very early in the concept design. These principles allowed the design to develop and evolve within strict parameters ensuring the design concept remained strong and in line with the Qantas brand guidelines. Each of the zones reflect a distinctive ambience which is unified by the warm and neutral palette of natural materials and shades of red, brown and aubergine— all signifying solid quality and a mood of calm. High quality materials, products and finishes from manufacturers such as Furrer, Capellini, Poltrona Frau, and Unifor further reinforce the statement of luxury.

Zoning The layout of the space is a distinctive feature which sets the design of the Qantas First Lounge apart from other venues. The ten distinct bays are connected by an arcing 90 metre, long corridor which reveals ten private and intimate zones as the customer moves through the space. These zones include dining and bar areas, touchdown work areas, entertainment zones, a library and private suites for meeting or business use. Bay dividers The timber portals are constructed out of plywood frames which lock and screw in together to create a self supporting structure. Clad in European Oak timber veneer, these sculptural dividers are open in the centre, allowing glimpses of spaces beyond yet restricting views of others seated in adjacent zones. Arrival A vertical garden in the arrival area designed by international botanist Patrick Blanc creates a tranquil transition from airport environment to lounge experience. The gardens sweep around to the escalators drawing the customer through and up into the open space of the lounge to be greeted at the reception desk. Beverage bar and dining Guests may choose to dine in the restaurant area or take a seat at the marble bar and watch the chefs at work, absorbing the theatre of the open kitchen. The marble cladding to the floors and walls was pre-cut in Furrer Italy to match the arc of the building. All the corners are curved and were handcrafted in Italy from marble blocks, spaced to suit the arc of the building and give the appearance of a solid element. Day spa The long arcing walkway leads people through to the spa where a transition in ambience and function is created by the scale of the space and a change in materials and lighting. A range of complimentary treatments are provided against a beautiful backdrop of vertical gardens which create a feeling of welcome respite. Library Gaining knowledge is a big part of travel, and an enticing feature of the lounge is the library, stocked with a selection of magazines, newspapers, books and games. The brown leather tiles contrast with the Carrara marble to create a softer finish and a transitional experience from one zone to another.


MACH I: AIRPORTS OF THE FUTURE

warp speed MACH I

© 2012 Woods Bagot

AIRPORTS OF THE FUTURE

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MACH I: AIRPORTS OF THE FUTURE

warp speed

‘ warp’ is an acronym for Woods Bagot Airport Research Program, and ‘speed’ is, well, speed. contents

i i.i i.ii i.iii

WARP Speed Contents Executive summary Introduction

by James Berry, Director – Transportation & Infrastructure

1 1.1 1.2 1.3 1.4

Future-gazing (Non) fiction Aerotropolis Property drawcard Development

by Matthew Lynch, Senior Consultant – Research & Consulting

2 2.1 2.2 2.3

Technology Mobility Social networking Pax tracking

by James Calder, Director – Research & Consulting

3 3.1 3.2 3.3

Pax experience Profiling Terminals Luggage

by James Berry, Director – Transportation & Infrastructure

4 4.1 4.2 4.3 4.4 4.5

Efficiency Governance Collaboration CUSS & CUPPS Planning Workplace

by Matthew Lynch, Senior Consultant – Research & Consulting

5

Expert panel

6

References

© 2012 Woods Bagot

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MACH I: AIRPORTS OF THE FUTURE

Š Woods Bagot 2012 All rights reserved. No material may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or any information storage and retrieval system, without prior permission in writing. While we have tried to ensure the accuracy of the information in this publication, the publisher accepts no responsibility or liability for any errors, omissions or resultant consequences including any loss or damage arising from reliance on information contained in this publication. Any opinions in this publication are solely those of the named author. The published, editorial panel, other contributors and Woods Bagot do not endorse such views and disclaim all liability arising from this publication. Published by Woods Bagot Research Press Podium Level 1 3 Southbank Avenue Southbank VIC 3000 Australia Telephone +61 3 8646 6600 Facsimile +61 3 9645 8787 Web www.woodsbagot.com Printed April 2012 Edited by James Berry and Matthew Lynch Designed by Matthew Lynch

Š 2012 Woods Bagot

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MACH I: AIRPORTS OF THE FUTURE

executive summary

A team of our senior experts have collaborated to produce WARP Speed: Mach I, which identifies emerging trends in the aviation industry that will be critical to the future success of airports. This report focuses on airports as well as their tenants – airline carriers, retailers and concessionaires. i i.i i.ii i.iii

WARP Speed Contents Executive summary Introduction

1 1.1 1.2 1.3 1.4

Future-gazing (Non) fiction Aerotropolis Property drawcard Development

2 2.1 2.2 2.3

Technology Mobility Social networking Pax tracking

3 3.1 3.2 3.3

Pax experience Profiling Terminals Luggage

4 4.1 4.2 4.3 4.4 4.5

Efficiency Governance Collaboration CUSS & CUPPS Planning Workplace

5

Expert panel

6

References

1. Future-gazing 1.1 (Non) fiction The aviation industry must tighten its focus on individual passengers and less on broad demographic cohorts. Taking the passenger as the driver of future changes, we can reasonably expect that self-managed travel, advanced technologies and sustainability will be central to the planning, design and operation of airports. 1.2 Aerotropolis Airports will continue to play a vital role as key infrastructure nodes to cities. While an aerotropolis is an exciting proposition, airports will likely remain functionally ancillary to cities. Airports can still derive revenue streams through non-aero businesses and develop their own economies that augment other urban markets. 1.3 Property drawcard Airports offer an ostensible advantage in providing multinational organisations with a well-located office – one that is conveniently located at the intersection of local, regional and international transport routes. Airports can use their ‘property drawcard’ as leverage to attract global businesses, which in itself brings substantial economic, social and cultural benefit. 1.4 Development On-airport office rents are consistently and substantially higher than the commensurate office rents that are found off-airport in cities. This phenomenon occurs because non-aero airport real estate development is financed largely by the revenues derived from aviation. However, other models are available to make non-aero airport property a much more financially-palatable choice for businesses.

2. Technology 2.1 Mobility Demand for mobile technologies is growing globally, with 5.9 billion discrete mobile connections in existence by the end of 2011. And passengers are clearly demonstrating that they want more integrated and more mobile technologies. Particularly, these increasingly mobile passengers demand of airports an approach that is more advanced and integrated. Mobile technologies will need to be developed to correspond with the areas in which airports and airline carriers can best leverage – procedures of security screening, baggage collection, and check-in 2.2 Social networking Social networking creates the bridge between demographic-based services and a fully-individualized product offering. Passengers are willing to share invaluable personal information that can be used to enhance their aviation experiences. Social networks can be used to facilitate communication, sell services, connect people, and reward customers. However, the adoption of social networks can be unexpected – take for example passengers that prefer to ask questions while in-flight to an airline’s Twitter account instead of approaching a flight attendant. 2.3 Pax tracking While still in its infancy, passenger tracking will play a key role in the operational efficiency of airports and to the engagement of passengers with airline carriers. The vast majority of passengers support passenger tracking, but an opt-in approach or anonymous tracking method is needed to circumvent legal restrictions. Tracking offers passengers an increased level of independence while optimizing airports operational procedures – a winning proposition.

© 2012 Woods Bagot

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MACH I: AIRPORTS OF THE FUTURE

3. Pax experience 3.1 Profiling Industry research reveals emerging demographic cohorts which can be used to shape an airport’s strategy to maximize customer engagement and enhance the passenger experience.

4. Efficiency 4.1 Governance A horizontal governance model that transcends the management of day-to-day activities and into longer-term strategic planning efforts benefits all airport stakeholders.

But customers are dynamic and they demand of service providers a deep understanding of their profile characteristics. The next level of profiling will augment this generalized demographic profiling technique with mechanisms designed to capture the particular preferences of individuals.

4.2 Collaboration Collaboration is critical to every part of the aviation industry; from procurement to design, from strategic planning to development, and from delivery to management. Collaboration enables better communication through its inherent interactivity, it expedites delivery through parallel processing, and it bolsters relationships through interfacing.

3.2 Terminals Airline carriers have long wanted to extend their influence on the passenger experience beyond the carrier lounge and the aircraft. Airports must take a co-ownership approach to the design, planning and operation of airport terminals. Airports and their airline carrier tenants need to work together to reconcile their needs. 3.3 Luggage Luggage represents an encumbrance to passengers wanting to spend time on discretionary activities. Alleviating passengers of their carry-on bags whilst in the airport will prove beneficial to airport operations, and could revenues from increased informaldiscretionary passenger activity – customers focussing more intently on retail offers, spending longer at concessionaires, staying at a cafe for two cups of coffee instead of one, and spending less time being processed through security screening.

© 2012 Woods Bagot

4.3 CUSS & CUPPS Common-use systems are the way forward. Based on a principal of collaboration, they drive passenger engagement, optimize airport efficiencies and raise airline carrier branding. 4.4 Planning Airports that engage their tenants in the planning process of a property decision can expect to be well-rewarded by a more sustainable model of operation and a more sustainable approach to the environment. This collaborative upfront planning ensures that the airport engenders the values, mission and vision of all stakeholders. 4.5 Workplace Airports and airline carriers operate as highly discerning, risk-averse, and efficiency-driven organisations. A significant opportunity exists for airports and airline carriers to leverage the operation of their workplaces as a key driver of organisational efficiency. Better still, workplaces can also be used to influence profits beyond the cost savings made through efficiency gains. Workplaces are tools that can be used to increase productivity, foster creativity, promote collaboration and stimulate innovation – the real drivers of revenue.

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MACH I: AIRPORTS OF THE FUTURE

introduction

i i.i i.ii i.iii

WARP Speed Contents Executive summary Introduction

1 1.1 1.2 1.3 1.4

Future-gazing (Non) fiction Aerotropolis Property drawcard Development

2 2.1 2.2 2.3

Technology Mobility Social networking Pax tracking

3 3.1 3.2 3.3

Pax experience Profiling Terminals Luggage

4 4.1 4.2 4.3 4.4 4.5

Efficiency Governance Collaboration CUSS & CUPPS Planning Workplace

5

Expert panel

6

References

Woods Bagot’s WARP Speed: Mach I is the first in a series of research investigations that identify emerging trends in the aviation industry that will be critical to the future success of airports. From wild science fiction to grounded realities, WARP Speed: Mach I makes forecasts by exploring the various wants, needs and aspirations of airports and their tenants. Most importantly, WARP Speed: Mach I recognizes that change – fast change – is the only constant in the aviation industry.

As asset owners and managers, Woods Bagot recognizes that airports would find it similarly useful to benchmark the priorities, wants, needs and aspirations of their tenants. In researching tenant preferences, we must also remember that many of the issues that we consider contemporary to today’s airports are not new. Future trends forecasting is helpful, but so too is looking to the past for lessons learned. Consider, for example, this excerpt:

Throughout WARP Speed: Mach I, we are taken on an exploration of the often-tenuous relationship that exists between airports and the airline carriers, retailers and concessionaires with which they share both dependence and competition.

There are many ways in which the movement of passengers can be expedited, for example, by removing check-in and other formalities to a downtown centre, by allowing passengers to proceed directly to the gate positions rather than congregating in the central area, by curbside or parking lot check-in procedures for Taking as its precedent a Woods Bagot baggage, by expediting clearance formalities research study commissioned by Brookfield generally. Greater use of 'pre-clearance' and the Office Properties, the global asset manager, this introduction of 'in-flight' clearance on highreport focuses on trends as they relate to airport capacity aircraft may be other possibilities. tenants – airline carriers, but also retailers, concessionaires and hotels. Sounds like it could have been taken from a recent publication, right? In fact, this excerpt The Brookfield study was a highly successful was sourced from a press release published by research initiative undertaken by Woods Bagot the International Civil Aviation Organization in which investigated a set of characteristics May 1968. common to the occupants of commercial buildings. As a company that specializes in Compare this with contemporary airport corporate real estate, Brookfield wanted to priorities, which also seek to expedite the better understand the priorities of its clientele – movement of passengers through introducing the occupiers of its buildings. off-site check-in procedures, decentralising congregations of people, and tweaking So, too, does this report demonstrate the clearance formalities. wants, needs and desires of airport tenants – now and into the future. Our WARP Speed: Mach I research identifies such insights that have long since been The Brookfield tenant research showed that all prioritized by airports and their tenants. It also corporate tenants prioritize rent, building quality delves into the exciting possibilities that will likely and location – fairly rational and expected emerge from technological innovations, demands. But a number of unanticipated results passenger demands, and innovations in were also revealed. operational efficiencies. For example, corporate occupiers that operate in the finance sector use a considerably different James Berry order of priority for their tenancies than Director – Transportation & Infrastructure occupiers within the legal sector. The study revealed that legal sector tenants no longer demand a location within close proximity to their competitors, while a building with a large floorplate will be a critical success factor for finance sector organisations in the future.

© 2012 Woods Bagot

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MACH I: AIRPORTS OF THE FUTURE

© 2012 Woods Bagot

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MACH I: AIRPORTS OF THE FUTURE

future-gazing

i i.i i.ii i.iii

WARP Speed Contents Executive summary Introduction

1 1.1 1.2 1.3 1.4

Future-gazing (Non) fiction Aerotropolis Property drawcard Development

2 2.1 2.2 2.3

Technology Mobility Social networking Pax tracking

3 3.1 3.2 3.3

Pax experience Profiling Terminals Luggage

4 4.1 4.2 4.3 4.4 4.5

Efficiency Governance Collaboration CUSS & CUPPS Planning Workplace

5

Expert panel

6

References

Why forecast future trends? As architects, we inhabit a world that is continually looking forward to a better, more sustainable future. At the same time, we must also be sufficiently grounded to deliver in the reality of today. This process of future casting and present-day application allows us to make incremental steps toward an improved world. It also generates the odd breakthrough that allows us to make leaps forward. (non) fiction

In 1966, the USSR launched the first lunar orbiter, Luna 10, while the U.S. Surveyor 1 performed the first soft lunar landing on Oceanus Procellarum. In September of the same year, Star Trek was first broadcast on NBC. rd

Set in a distant 23 century universe, Star Trek forecasted that people would talk to each other using wireless personal communication, have easy access to a vast database of information and spend hours gazing at a giant wall-mounted video screen. A world we now know well.

There are already a number of radical visions within the aviation industry that centre around the individual. Virgin Galactic, for example, is offering a journey to experience the thrill of weightlessness on ‘SpaceShipTwo’ and a glimpse from the outer edges of the earth’s atmosphere on ‘WhiteKnightTwo’, both of which will take off from Spaceport America in the U.S. state of New Mexico. And in 2013, the Spanish company Zero2infinity will be offering a flight in a small space pod that takes four passengers and two pilots to the unprecedented height of 36 kilometres to see the vast blackness of space and view the curvature of the earth’s surface. Secondly, the winning entries all focused on the city as central to future aviation. Pocket airports, which build upon the same principles as NASA’s Green Flight Challenge of economy and sort take-off, serve the needs of small communities by bringing the airport to the city.

It is also interesting that Star Trek, arguably one of the most culturally-influential media franchises now worth an estimated US$4 billion, went on to shape not only our vision of the future but also the design of current technologies. Michael Jones, chief technologist at Google Earth, has cited the ‘tricorder’ – a multifunctional device with mapping capabilities that was exhibited on Star Trek – as an inspiration in the development of Google Earth. And Rob Haitani, product design architect for Palm-One in the U.S., has said that ‘when I designed the user interface for the Palm OS back in ’93, my first sketches were influenced by the user interface of the Enterprise bridge panels’.

© Alexander Nevarez Figure 1.A: Figure 1.A: Winning entry for the ‘Airport of the Future’ competition showing a pocket airport atop a skyscraper.

Finally, there is also a strong sustainability theme that runs across most of the futurist visions of aviation. This is supported by initiatives such as Themes emerging from a recent ‘Airport of the NASA’s Green Flight Challenge, which was won Future’ student competition in the U.S. reveal by Team Pipistrel-USA.com’s 4-seat, electricthe kind of future-gazing that is common among powered aircraft that flew 200 miles non-stop today’s younger generations. Most significantly, and achieved 403.5 passenger MPG (compared the winning entries all suggest the use of with around 95 passenger MPG for an Airbus alternative airplane technology, from vertical A380). take-off, to the re-emergence of airships, to small commuter planes docking in ‘pocket Such future-gazing reveals the aspirations of the airports’. aviation industry. However, it is obvious that these kinds of developments will not be made This is a future that seems to favour two trends. overnight, so it is important to look for trends Firstly, the competition entries showed a that are more current, more implementable and human-scaled approach to aviation. Compare that will immediately drive revenues. this with the current approach to aviation, in which 525 passengers can fit into a single Image opposite: standard Airbus A380 and airport terminals are Virgin Galactic Spaceshiptwo / VSS Enterprise sized to over 1 million m² (10 million ft²). © Virgin Galactic © 2012 Woods Bagot

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MACH I: AIRPORTS OF THE FUTURE

From vertical take-off to the re-emergence of airships, to small commuter planes allowing passenger docking in ‘pocket airports’, the future of airports seems to be more human-scaled. At a more pragmatic level, a number of useful studies that have recently been conducted within the aviation industry can help us to better understand future trends and to better anticipate the drivers for change over the next two to five years.

passenger journey and give people more choice through self-service. The aim is to have 100 airlines and airports using at least three Fast Travel solutions by the end of 2012, which would ultimately save the industry up to US$2.2 billion annually.

SITA’s Airport IT Trends Survey 2011 provides a great insight into the future direction of the aviation industry. For example, the survey reveals that most airports expect to dedicate considerably more revenue toward IT in the coming years to improve customer service.

There are six Fast Travel projects that will allow passengers to undertake a range of self-service activities that include the issuance of boarding passes, tagging of hold bags, scanning of travel documents for ID checks, rebooking, scanning of boarding tokens and reporting of missing bags.

A significant amount of this expenditure will ensure that IT infrastructure is sufficiently advanced to support mobile services.

Looking even further ahead, IATA’s Vision 2050 anticipates that 16 billion passengers and 400 million tonnes of cargo will be transported by air in 2050, compared to 2.8 billion passengers and 46 million tonnes of air freight in 2011. This projection relies on the assumption that ‘governments and investors alike’ will have recognized the importance of the aviation industry as a driver of economic development.

In turn, this is expected to further drive the use of self-service equipment. Some 70% of airports will provide passengers with kiosks for self-scanning of documents by 2014, 78% of airports intend to increase the number of kiosks over the same period, and 42% of airports intend to implement e-gates. Social networks are considered to be the future building blocks for customer service platforms, which is evident from the 66% of airports that intend to invest in integrating social network functionality. And there is greater planned use of technology to monitor passenger flows, which will be used to target passengers for individualized retail promotions, monitor waiting times at processing points, and provide feedback to the airport’s property management team. Meanwhile, IATA’s Fast Travel initiative is a real, pragmatic undertaking to simplify the

© 2012 Woods Bagot

Vision 2050 also anticipates that just a dozen truly global hubs will service international transport, which will be fed by 50 to 75 secondary regional hubs. Planes, advanced by new technologies and ecologically-sustainable fuels, will be able to carry between 2 and 2,000 passengers. Airport concourses are designed for fast connections, short walking distances, and convenient arrangements of retailers and concessionaires. Whatever the future may bring, we can be certain that it will be customer-driven. This ordains that technologies, experiences, sustainability and efficiency will be key to delivering successful airports.

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MACH I: AIRPORTS OF THE FUTURE

aerotropolis

The latest buzzword being touted through the aviation industry media channels? Aerotropolis. i i.i i.ii i.iii

WARP Speed Contents Executive summary Introduction

1 1.1 1.2 1.3 1.4

Future-gazing (Non) fiction Aerotropolis Property drawcard Development

2 2.1 2.2 2.3

Technology Mobility Social networking Pax tracking

3 3.1 3.2 3.3

Pax experience Profiling Terminals Luggage

4 4.1 4.2 4.3 4.4 4.5

Efficiency Governance Collaboration CUSS & CUPPS Planning Workplace

5

Expert panel

6

References

The aerotropolis is an ‘airport city’, and its popularity has been rapidly gaining momentum over the globe. The term was coined fairly recently by John Kasarda, a professor of business at the University of North Carolina in the U.S., but the concept of the aerotropolis has been around for a while. Most notably, the development of Dubai since the mid-1980s coincided with the launch of Emirates when it took over Gulf Air’s routes. The parallel development of Dubai and Emirates epitomizes the growth of an aerotropolis, where an airline carrier and an airport have anchored the entire city’s charge toward prosperity and global recognition.

For example, most cities have a financial district and it is becoming increasingly common for cities to developing a distinct precinct that aggregates IT industry organisations. It is natural and expected that the airport can also become a nodal point to an existing city environment, especially considering its critical role as a domestic and international transport interchange. It is possible that the airport can extend beyond an existence as an aviation node to a city, and become a multimodal transport hub that offers myriad non-aviation commercial activities and a free trade zone.

However, the airport node is unlikely to compete with the raison-d’être of existing urban environments. For example, Woods Bagot’s design for China Southern Airport City in the Chinese city of Guangzhou uses the airport to stimulate other urban functions, but does not Beyond Dubai, many other cities have also been presume to replace the city itself. advancing toward aerotropolis status. Lindsay reminds us that the oil-rich city of Abu Dhabi followed in Dubai’s footsteps by creating its own airline through royal decree in 2003 and feeding it with US$51 billion worth of aircraft. Likewise, Doha International Airport (DOH), which is home to the state-owned Qatar Airways and which anchors Qatar’s capital city of Doha, has been expanding since 1993 and can now accommodate 15.7 million passengers per year. And most recently, Malaysia Airports Holdings Berhad has recently released its new ‘Indulge Till You Fly’ campaign, which locates the airport at the core of an entire lifestyle – both physically and metaphorically. The campaign, which was recently launched as a television commercial and as an iPad application, shows an entire lifestyle precinct consisting of leisure facilities and community amenities that are centred around the airport as its keystone piece of infrastructure. The success of airport cities will likely be contingent upon two factors. Firstly, global cities are becoming increasingly multinodal as they experience continued population growth. While cities are centralized in terms of their population, the composition of their areas is becoming decentralized.

© Woods Bagot Figure 1.A: China Southern Airport City. Secondly, airports exist as a piece of service infrastructure to cities – cities do not exist to service airports. This does not mean that airports are unable to sustain their own healthy set of support services – hotels, concessionaires, retail, etc. – it just means that airports will not likely replace the cities that they service as a destination. Airports need to offer services that augment the city instead of duplicating existing services. As the importance of cities grows in relation to national economies and national branding efforts, airports will increasingly need to engender the characteristics and dynamics of their surrounding urban/city environments.

Thanks to the jet engine, Dubai has been able to transform itself from a backwater into a perfectly positioned hub for half of the planet's population. From its beginning 25 years ago, the airline was seen as a strategic arm of the state, paying no taxes while importing the foreign labour that built the place. Using its airline, Dubai feverishly assembled a population from elsewhere – Indian entrepreneurs, British bankers, Russians buying condos with suitcases of cash – thus creating the ethnic enclaves and gated communities that define the place… ‘Cities of the Sky’, Wall Street Journal © 2012 Woods Bagot

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Songdo International Business District (Songdo IBD), for example, has been planned as a new annex to Seoul in South Korea, and is anchored with the new Incheon International Airport. Privately financed at a cost of US$35 billion, Songdo IBD is around the same size as downtown Boston, and is intended to attract multinational corporations and stimulate foreign investment.

© Diplomatic Courier Figure 1.B: Songdo International Business District, South Korea. But instead of anchoring a city on the airport, a strong argument exists to locate the airport as an ancillary function to the city. The airport continues to serve its primary function as the regional and international gateway to the city in which it exists. In this way, the airport can best manifest itself as the major transport node of the city. As such, airports need to be considered and coordinated in metropolitan plans as key pieces of transport infrastructure. This begs the question – can a city airport be developed into an airport city? The answer is yes, an airport can anchor an entire urban development. But an airport is unlikely to be able to exist solely as a city within itself – it relies on the consistency and investability of non-aeronautical activities to augment core aeronautical enterprises. Airport cities exploit their unique position as a transport hub to generate growth, to attract venture capital investment, to target equity investors, to stimulate further infrastructure development and to promote shopping, trading, business, leisure, recreation, and entertainment activities. As John Kasarda points out, the most successful examples of such diverse airport cities have been developed by Aéroports de Paris, BAA, Fraport, Schiphol Real Estate Group, Incheon International Airport Corporation and Ferrovial Group. As airports become increasingly central to the cities that they serve, other questions will surely arise. Is it possible to design an airport using place-making techniques instead of designing for a condition of limbo and anonymity? How can airports be included more centrally in metropolitan strategic plans? How can airports engender the characteristics and dynamics of their cities?

© Evolve Media Figure 1.C: John Kasarda’s vision for an aerotropolis. © 2012 Woods Bagot

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Woods Bagot will be answering these tough questions as it develops the masterplan for the China Southern Airport City – a city being planned in China’s province of Guangdong. i i.i i.ii i.iii

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Just 4km from Guangzhou Baiyun International Airport (CAN), China’s second busiest airport in terms of passenger traffic, Woods Bagot is planning 400 hectares with the headquarters of China Southern Airlines, a training university, residential accommodation, a media hub, aviation business hub, logistics facilities, warehousing, and manufacturing services. China Southern is currently the world’s sixth largest airline but expected to become the world’s largest within two decades. The site of China Southern Airport City is highly visible from the air, as arriving passengers approach the Guangzhou Baiyun International Airport. The planning principles, overall program and building zoning must therefore be conceived as if seen from the heavens.

These include business aviation town, cultural aviation town, urban aviation town, eco aviation town and intelligent aviation town. These five zones provide diversity within the Aviation Park, each with their own unique character. The eastern site features marketing and customer service buildings and the VIP club and five star hotel all centered around the main lake. Dramatic architectural forms relate to aerodynamics and landscape; when connected together they form the ‘Jade Ruyi’, a symbol of power and good fortune. These impressive buildings are brand defining and the signature of the Aviation Park. The western site is energetic and is the cultural heart of the Aviation Park. The media hub features entertainment, exhibition and hotel buildings, which are all supported with retail outlets that create day and night energy and the media experience.

A series of roundabouts are located around key functional clusters, which form a strong spine This requires a masterplan framework of epic which will be called ‘aviation avenue’. The key proportions on a macro scale. Water is culturally principle is to bring people and goods 'to the considered to be the life giving force of nature site' not 'through the site'. This will calm and both the Lui Xi River and the Pearl River automotive movement, thus ensuring vital Delta are vital conceptual drivers. When pedestrian links and open space within the combined with the branch structure of the masterplan. Kapok tree and distinctive blossom shaped functional clusters, the framework for the Woods Bagot design captures the spirit of traditional Chinese master paintings. The natural bend in the Lui Xe River helps determine a defined centre point for the project – a grand ring as seen from above. The China Southern HQ building is the central heart of the ring, which radiates the spirit of life towards the west and east sites. The sites are connected together by a gateway bridge & showcase gallery, which symbolizes the future of aviation innovation and serves as an important marquee for China Southern Airlines and the City of Guangzhou. The entire masterplan is held together by Chinese themed parks and natural landscape elements along the Lui Xi River and national highway; strong landscape gestures enhancing the power of architecture and the rhythm of nature. Fluidity, kinetic movement and aerodynamics are defining principles. Operational and functional requirements are allocated into five significant townships or zones, © Woods Bagot each corresponding to the five petals of the Figure 1.D: Airport City, where East meets West. kapok flower. © 2012 Woods Bagot

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© 2012 Woods Bagot

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property drawcard

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Like a business district or an international financial centre, an airport is a lever that a city can pull to stimulate foreign investment, increase tourism revenues and to attract the best global airline carriers. Beyond offering a progressive regulatory framework, a high level of cost competitiveness, a well-educated workforce and a competitive tax environment, airports can leverage their property and real estate for considerable benefit. Airports are the international gateways to cities. They provide to leisure travellers and business visitors the first and the last impression of the city. They also provide cities with an opportunity to leverage the logistical and transport infrastructure inherent to an airport for the benefit of multinational corporations and global airline carriers. As such, developed cities and burgeoning urban centres face increasingly stiff competition in attracting and retaining air transport sector organisations. They must contend with other successful regional hubs, some of which are becoming bigger every year by aggressively pursuing the large air transport sector corporations by offering highly favourable and flexible accommodation options. Emirates' rise in Dubai has set off alarms in London, Paris and Frankfurt, where the chief executives of flagship air carriers worry that they are being cut out of new trade flows. Canada even triggered a nasty diplomatic spat with the United Arab Emirates over its refusal to let Emirates fly to Calgary and Vancouver. The aerotropolis is tailor-made for today's world, in which no nation reliably dominates and every nation must fight for its place in the global economy. It is at once a new model of urbanism and the newest weapon in the widening competition for wealth and security. ‘Cities of the Sky’, Wall Street Journal Because of the potential financial disbursements, competition to attract and retain legacy and low cost airline carriers is fierce. The competition between airline carriers is also fierce, and continues to intensify with the introduction of deregulation. But the motivation to create and maintain a successful centre for passenger and freight air transport is also driven by the myriad fiscal, social and political benefits that are disbursed to cities that accommodate globally-competitive airports.

© 2012 Woods Bagot

Take Singapore as an example of attracting finance sector organisations – the city has taken aggressive strategies to attract and retain many of the most profitable global banking brands, The Asia Square and Marina Bay developments, designed specifically to attract finance sector MNCs by offering large (3,250m²) floorplates, have alone been tenanted by Citi, Lloyd’s, Chartered Bank and Societe General. And in the UK, Jones Lang LaSalle reports that while the London Docklands used to be ‘chastised as a white elephant’, it has since ‘been heralded as the best quality space available to financial institutions in the London market and is now housing most of the global financial giants’. Similarly, Bloomberg reported a recent example of such international competitiveness in Beijing, which lured financial firms away from competing cities to its central business district by auctioning $3.4 billion worth of commercially-zoned land in late 2010. A buildable area of 1.1 million square metres was acquired by 24 companies including HSBC, China International Capital and Citic. Amsterdam Airport Schiphol (AMS) is a prime example of a city leveraging its primary airport to attract foreign investment. The Diplomatic Courier reports that 1,800 MNCs have offices within the boundaries of Schiphol. These include the global headquarters of ABN Amro, ING, SkyTeam, Martinair, Schiphol Group and Transavia.com, and the Netherlands head offices of Iran Air and Nippon Cargo Airlines. The World Trade Center Schiphol Airport alone has over 60,000 employees working at more than 540 global companies. Developing nations in particular are realising the competitive advantages associated with global airports. So, while the U.S. has targeted US$2 billion to spend on airports over the coming years, China will spend up to US$240 billion on 56 new airports and the Middle East plans to invest US$104 billion. India also plans to build 20 new airports and modernize another 58. Geographically decentralized from Europe and the U.S., these nations consider airports to be vital infrastructure for transportation, logistics and economies. Like they do with their business districts and financial centres, cities would be well advised to put in place strategies, incentives and programs that make their airports globally attractive. Image opposite: Amsterdam Airport Schiphol masterplan © KCAPArchitects&Planners

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development

The development of non-aero real estate at airports is a different ballgame than what is played in cities and urban centres. The development game at airports is played in accordance with a different set of rules – one that does not dovetail simply with the property game that is played in cities. It would be intuitive to argue that the rent for office space should correspond directly with proximity to a major CBD – this is where the action is. It also makes sense that office rents should drop commensurate with an increase in the distance from the city. It’s all about location, location, location. Right? Not necessarily so, according to a report published by Driver Jonas Deloitte, which shows that airports such as Gatwick Airport (LGW), London Heathrow Airport (LHR), Amsterdam Airport Schiphol (AMS) and Zurich Airport (ZRH) command a far higher premium for office space than their corresponding CBDs (see the graph below). In some cases, the average office rent for onairport space is more than double the average rent charged for CBD office space. This is an unusual anomaly, especially considering that an office location at an airport does not present developers and commercial tenants with an especially attractive proposition. Firstly, non-aero tenants such as technology institutes do not rely on the airport to conduct business. Technology institutes surrounding AMS, for example, attribute a 42% dependency rate on aviation compared with 88% for transport firms. Secondly, an

airport is a noisy place, where services and transport infrastructure are expensive, parking is limited, it is subject to strikes and the whims of labor unions, it is dangerous and it often has little sense of place or community. It also costs almost twice as much to construct a building at an airport, and the planning and security regulations are often higher. And compared with, say, an international financial district, the airport’s core activity invariably revolves around aviation, not the development, management and leasing of office space. So, why invest or develop at an airport? And what would drive a commercial tenant to take up a lease at an airport in the face of these myriad drawbacks? According to Christophe Petitjean, managing partner at Landside Partners, non-aero office tenants are prepared to pay for an opportunity cost that positions them in an internationally-favourable location, that has excellent options for local, regional and international transport, and that has been proven to attract and retain young talent. Petitjean argues that the opportunity for airports to leverage commercial real estate development is largely forfeited because offices are considered by airports to be part of the service infrastructure that they are obliged to provide and finance with their aviationbased activities. Consider, then, the probable rents that could be achieved by airports if the real estate development opportunity for office space was fully leveraged.

Airports are simply sophisticated railway stations with some guys playing with big flying toys, Christophe Petitjean, Managing Partner, Landside Partners blocking development potential. MAD Driver Jonas Deloitte reveals that on-airport office rents are BRU consistently and substantially higher than commensurate office ZRH Office rent off-airport rents that are found off-airport in CPH CBDs. This phenomenon occurs despite the somewhat exorbitant CDG rental premiums that are charged FRA in global cities. This occurs largely because the non-aero AMS airport real estate development is financed largely by the revenues LHR derived from aviation, unlike LGW cities where myriad other subsidies come into play. £100 £300 © 2012 Woods Bagot

Office rent on-airport

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technology

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Advanced technologies are changing the face of the aviation industry. Technologies – particularly mobile-based technologies – are creating seamless pax experiences, opening up new sources of revenues, attracting new customers, providing sophisticated insights into consumer preferences, and tailoring what is a massive global industry to the needs of individual consumers. The coming years will provide the industry with an unique tool through which airports, airline carriers, and other aviation-related organisations can create genuine competitive differentiators. Julia Sattel, vice president of IT with Amadeus IT Group, confirms that ‘it is the next five years that offer the greatest opportunity’. mobility

Let us start with a disclaimer: the adoption and use of next-generation technologies is completely dependent upon user preferences. As will be explored later in this report, not all user groups exhibit a preference for advanced technologies to inform and guide their pax experience. Indeed, demographics play a large role in how airports and their partners should design, develop and manage these technologies. For example, the global 2010 JD Power ‘Global Airline Traveller Survey’ reveals that over 40% of passengers in Latin American countries still prefer to use check-in desks, while this figure drops to 10.8% in North America and 20.5% in Asian countries. Conversely, just 4.3% of passengers in Latin America check-in using a smartphone, compared with 7.5% in Asia. The same preferences differentiate passengers of different ages. While 24% of passengers aged between 18 and 34 use a smartphone to book a trip, the 2011 Amadeus U.S. Air Travel Survey shows that the average for all travellers is 16%. Beyond these demographic differentiators, there exist other obstacles that will likely retard an immediate worldwide implementation of mobile technologies. For example, one of these main challenges to the widespread adoption of near-field communication (NFC) technologies will likely arrive in the form of legal restrictions. This is particularly relevant to the tracking of passengers through an airport, where the legality of tracing the movement of individual passengers varies by country. © 2012 Woods Bagot

Cultural customs and societal expectations have also already started to define which countries lag in the adoption of advanced technologies.

40.3% Latin American pax that use check-in desks

10.8% North American pax that use check-in desks 2010 JD Power ‘Global Airline Traveller Survey’ But despite these possible demographic-based inhibitors, next-generation technologies provide the industry with a reason for great excitement. Firstly, we know that the demand for these consumer preferences exists. Consider the astounding adoption of mobile technologies all over the globe, which had grown to 5.9 billion discrete mobile connections by the end of 2011.

1.1

billion

Mobile phone connections worldwide in 2001

5.9

billion

Mobile phone connections worldwide in 2011 Casey Research ‘Converged Networks’ And secondly, passengers clearly demonstrate that they want more integrated and more mobile technologies. According to SITA’s most recent Airport IT Trends survey, passengers are desperate to change the procedures of security screening, baggage collection, and check-in – processes that can most readily be changed by exploiting available mobile technologies.

35.7% Pax that would use a service to receive airport navigation directions on their smartphone

36.7% Pax that would use a service to receive real-time baggage arrival information on their smartphone

39.9% Pax that would use a service to receive real-time flight status information on their smartphone 2010 JD Power ‘Global Airline Traveller Survey’ Page 15 | 36


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So, mobile devices now allow a significant proportion of travellers to talk, connect, search, do business, shop and navigate wherever and whenever. Clearly, this corresponds well to the areas in which airports and airline carriers can leverage – how people talk, connect, search, do business, shop and navigate. Consider the first key attribute – how mobile technologies allow people to talk wherever and whenever. In recognition of this, Emirates Airlines started to allow the use of mobile phones during flight on aircraft in 2008, which has been enabled by the installation of an on-board picocell. Qantas Airways, Malaysia Airlines, Saudi Arabian Airlines and TAM Airlines have all followed suit, with Air New Zealand, Cathay Pacific, Lufthansa Airlines, Singapore Airlines and Virgin Atlantic Airways also expected to soon allow the use of mobile phones on their own fleets. Similarly, Wi-Fi is becoming increasingly common on flights, with the Wall Street Journal estimating that there are now around 1,700 Wi-Fi enabled planes currently flying in the U.S. The adoption rate of passengers using in-flight Wi-Fi increased from 4% in 2010 to 8% in 2011, which is not as fast as expected. However, in some cases such as the Virgin America ‘nerd bird’ flights from San Francisco and Boston, usage is up to 26%. Virgin America is the also only airline to offer Wi-Fi on 100% of its fleet, while United Airlines offers only 2% of its fleet as Wi-Fi enabled. JetBlue, a latecomer to in-flight WiFi, plans to start installing the necessary equipment in late-2012.

© 2012 Woods Bagot

According to In-Stat, U.S. airlines collected US$155 million in charges for on-board WiFi in 2011, which was not enough to make the program profitable taking into account retrofit installation costs of US$100,000 per plane. Revenues in 2012 generated from on-board Wi-Fi are expected to be marginally higher and are projected to hit US$225 million. But while the adoption of in-flight Wi-Fi has been slower than expected, airports and airlines must realize that its general trajectory is up – to a point where passengers will eventually expect and demand fast, free Wi-Fi connectivity. Luckily, there are revenue models that can be used to pay for in-flight Wi-Fi. Airports and airlines can collaborate to provide a seamless wireless pax experience throughout the lifecycle of a trip. Crossselling would seem to offer the greatest potential, where customers can be offered in-flight upgrade opportunities while on the ground and destination-based offers while in-flight. But a fine line exists between informational overload and informational awareness – consider the difference between a business traveller that arrives at the airport frustrated with an over-inundation of electronic collateral from the airport and airline, and a passenger that arrives knowing that their flight is on time, that they are already checked-in and that the weather at their destination requires they keep a jacket at the top of their carry-on bag.

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social networking

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Social networking and the aviation industry would seem to have a relationship that is simultaneously dichotomous and harmonious. Why? Aviation is an inherently social industry that obliges people to form spontaneous social contracts due to their physical proximity, yet it is also an industry that is supported by a privileged and wealthy level of society that places a high value on privacy and exclusivity. But as the demographic compositions of leisure and business travellers change, customers are becoming increasingly open to sharing personal information through social media channels. So it seems that the inherent dichotomy between the openness of social networks and the privacy of the aviation industry is slowly being resolved.

For example, a business customer might be offered a room that is easily configurable from a bedroom into a workspace. Or a leisure traveller might be approached with the offer of a winery tour based on the hotel’s knowledge of previous travel experiences and their penchant for wine. This immersion of hotels into a seamless integration between virtual and physical worlds is allowing hotels to continually refine their operations to suit the ever-changing wants and needs of their guests. These wants and needs might be seasonal, they might be fashionable, or they might even be generational, requiring hotels to adapt with the changing season, the changing fashion and the changing demographic.

Just like web pages cache information to target advertisements, just as retailers retain consumer This is validated by the 2011 North American preferences to target future sales, and just as Technographics Travel Online Study, which hotels retain guest profiles to enhance their offer shows that the proportion of leisure travellers of experience, so, too, can airports and their that participate in social media rose drastically partners use social networks to retain passenger from 58% in 2008 to 72% in 2010. information. This promises to equip airports with a deep level of knowledge of customer profiles, Some airports and airlines have already started preferences and priorities. Do passengers prefer to leverage the latent possibilities offered by to check-in while they are still airside? Do they social networks and mobile communication value constant interaction and guidance by platforms. Airtroductions.com, for example, airport staff or do they prefer a more low-touch, connects people that are scheduled to catch the on-call approach to airport services? Are they same flight, while Bluenity.com has been set up likely to be satisfied with airport-branded to promote communication between customers bathroom products or is a typical traveller profile travelling with Air France and KLM Royal Dutch more suited to a boutique range of Airlines. And yet other airline carriers are using merchandise? Would they be highly appreciative Facebook to sell tickets and Foursquare to of complimentary Wi-Fi access? reward loyal customers. So what is the next step? Perhaps most importantly, retailers are using social media to engage customers by providing Social media platforms offer airports the relevant content. And Steve Grout, chief possibility of one major advantage: the ability to executive at Targetbase Claydon Heeley (TBCH), leverage personal information that would reckons that a 1% increase in customer otherwise be forfeited. Social media gives engagement generates almost 3% increase in airports myriad profile characteristics of the positive effect on the value that customers passengers that can be used to great benefit. To deliver to a brand. understand how, airports would be well advised to look to other industries to preview the latent Consider the ostensible advantage that an airline opportunities available by gaining access to this could have, for example, over Google.com. detailed level of personal information of their While Google attempts to provide personalized customers. search results based entirely on web browsing The hotel sector, for example, is leveraging personal information gained through social media interaction to help them better understand their customers. In turn, they are able to ensure that customer experiences are highly tailored and specific. Hotels are using ‘cached’ guest information to effortlessly enhance a hotel’s operational performance through actively anticipating guest needs – a happy customer is a good customer. © 2012 Woods Bagot

history, an airline knows the demographic profile of each of their customers: their age, their location, their preferences and myriad other personal details have been garnered from a closed and firewalled network.

This suggests that airports and their partners are able to offer a high level of personalisation to customers. In turn, this drives engagement, brand value and cross-selling opportunities. Page 17 | 36


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The usage and preferences exhibited by passengers can sometimes be unexpected and surprising. The Wall Street Journal reveals that Virgin America passengers ‘have taken to contacting the airline in-flight through social media’. So, instead of asking an available flight attendant, some passengers send questions via Twitter about food and the location of power outlets, while ‘others zap questions to the airline’s office about flight delays or missed connections’. In some cases, the airline has even made flight attendants aware of previously unknown passenger problems via an information chain that is routed through the pilot.

pax tracking

Passenger tracking – far from being the Big Brother-type experience anticipated by Orwell – is being driven largely by consumers that realize its potential advantages. The Amadeus Future of Technology in Travel survey reveals that ‘cameras and sensors’ that ‘automatically recognize’ appeal to 62% of passengers. Tampa International Airport (TPA) has recognised the potential gains to the passenger experience and is currently trialling Bluetooth-enabled tracking after a survey passengers in airports to expedite the security and border control procedures conducted by the airport showed that 84% of its passengers would like to be provided with information on wait times.

A number of airports have similarly started to use advanced social media to engage passengers, who might want to ask a question, seek flight information, offer feedback, look for deals and offers, investigate destinations, or connect with fellow passengers. But the next generation of social media applications that is most appropriate for airports will be those that offer an augmented reality experience. Mobile devices that use NFC, RFID or geo-location technologies will be able to give a passenger valuable location-based information. Such information can include way-finding, directions, personalized retail offers, concessionaire deals, and flight-based alerts. Already, Google is planning to map major public buildings – airports, train stations, libraries – in the same way that it has provided ‘Street View’ on its Google Maps. Called Google Places, this initiative lends itself to a passenger being able to undertake reconnaissance of an airport prior to having physically visited the location. This type of augmented reality can be extended to passengers while inside the actual airport. The Amadeus Future of Technology in Travel survey, for example, shows that 61% of passengers would find useful an ‘application that overlays information about the physical world around you through your mobile device, for instance telling you where the nearest ATM or restaurant is’. Clearly, passengers are ready for the next level of engagement through technology. © 2012 Woods Bagot

The system anonymously recognizes the location of passengers through Bluetooth signals emitted from passenger mobile devices. Passengers are able to see queuing times on digital displays, and initial passenger responses have been positive. Likewise, an initiative that tracks passenger movements through Sydney Airport (SYD) will soon be trialled, possibly enabled through Bluetooth, heat sensor equipment or boarding pass handover – all of which conceal the passenger’s identity. Passenger tracking can offer to airport stakeholders myriad benefits. For the passenger, it offers an increased level of independence, who can confidently navigate such inconveniences as waiting times. For the airport and airline carriers, passenger tracking optimizes the operational procedures of check-in, baggage drop-off, boarding, and baggage collection. Page 18 | 36


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pax experience

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Innovations abound in the aviation industry to improve, enhance, expand and enrich the passenger experience. Successful innovations can be targeted toward specific demographic groups, which are becoming increasingly discernible owed largely to the discrepancies that are being manifest through adoption rates of advanced technologies. However, it is likely that the most successful innovations will be those that are targeted toward individual passengers – again made possible through technological innovations. profiling

A considerable number of annual research reports within the aviation industry reveals the profile characteristics of business passengers and leisure travellers. Business travellers, for example, typically travel alone or with a single colleague. They arrive via car or taxi 45 minutes in advance of an international flight. They use remote options, kiosks and mobile devices to check-in. They spend little on retail, duty free and food, but are endowed with a considerable budget. Their main goal is to pass through the check-in, security and retail sequences as quickly as possible. Their destination is the airline carrier’s business lounge. Meanwhile, the leisure traveller typically rolls in a group of between 2 to 4 people, who arrive via train or bus at least 2 hours in advance of an international flight. Although they increasingly use kiosks and mobile devices to check-in, they mostly rely on counter-based check-in. For this traveller demographic, there is a high level of opportunity for retail and food offers. This research, however, reveals two major failings that continue to plague the aviation industry. Firstly, there has been little investigation that interrogates the demands that will be placed on airport operators and airline carriers by the significant demographic changes that are anticipated within the travel industry. As these demographics emerge, it is critically important to understand who these passengers are, what they want and how they are changing. Airports need to consider the implications that different demographic groups will have on airport planning, design and operation. For example, we know that the leisure traveller typically journeys with 2 to 4 people. What, then, are the implications of this on an airport’s seating arrangements, its check-in procedures and its © 2012 Woods Bagot

ability to process mid-sized groups of people through security? Similar questions could be asked of other emerging demographic clusters – Asian business travellers, Russian leisure tourists, aging European boomers, middle-class Indian passengers. Secondly, the aviation industry – unlike the retail sector – has lagged in designing initiatives and experiences that focus on individual customers. Demographic research reveals interesting findings applicable to large cohorts of people that exhibit similar profiles. However, demographic research is inherently generalized and it is unable to provide insight into the extraordinarily varied preferences of individual passengers. Customers are dynamic and they demand of service providers a deep understanding of their profile characteristics. Consider an analogy made by Christine Hill, Executive Vice President of the Phoenix-based ServiceElements: Customers are multidimensional, which means they do not come in standard packages and act the same way. They have different backgrounds, expectations and experiences. Further complicating the issue, a customer may be buying the same service at two different times for two totally different reasons. Consider a restaurant patron who arrives one day with a group of business associates, but visits on another day with a group of friends for a special occasion. The two situations are entirely different from this customer’s perspective, and so too are his expectations different for each situation. The customer’s expectations at the business meal include timeliness and limited presence by the waiter. Expectations for the social meal are more relaxed, and the party of friends may want the waiter to be friendly and talkative. The individuals attending the social outing are probably not as concerned about time as people attending an afternoon lunch break from work. While demographic profiling is necessary to understand the broader preferences of cohorts, individual profiling will be critical to the future of successful airport operations. Individual profiling is in its infancy, but we can be sure that social networks, passenger tracking mechanisms and the design of terminals will play central roles in helping airports to better understand and respond to individual preferences. Page 19 | 36


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The U.S. is the only country where more passengers fly for business than for leisure. 2009 North American Technographics Travel & Auto Online Survey terminals

Airports have available to them a number of tools that can be leveraged in accordance with passenger demographics and individual passenger preferences. These tools have a substantial ability to affect the passenger experience. Most importantly, airlines and airports can work together to ensure that the passenger experience is jointly owned and jointly leveraged for maximum shared benefit. This is critically important. Passengers want – and need – a seamless travel experience. Differentiation between landside, airside and in-flight environments can confuse passengers and impair their perception of airport and airline carrier brands. For example, the image of an airline carrier can be degraded because of a poorly planned airport. Or, as the head of ground product at one of Australia’s leading LCCs concluded in an interview with Woods Bagot, even an unclean landside bathroom or a long wait for a taxi may be harmful to the branding of an airline. Continuing with this example, we know that LCCs are generally seeking to increase their share of the corporate market, which has been proven to be more lucrative and less susceptible to macroeconomic fluctuations. One such LCC, for example, reported to Woods Bagot that it wants to increase its share of Australia’s corporate market from 10% to 20%, which will also allow them to increase their loyalty programme and lounge

Membership. Central to this kind of strategic plan, such an airline carrier will need to reposition their airport presence to capture a market segment of passengers that has a different set of wants, needs and preferences than its core market. The aforementioned interview with the head of ground product at one of Australia’s leading LCCs revealed that airport retail provides a typical example of how an airline carrier can work with an airport to better position themselves for future revenue capture. As LCCs seek to drive corporate passenger patronage, retail needs to be provided to capture leisure travellers without creating a ‘lobster trap’ experience for regular business passengers that seek to move through procedural obligations as quickly as possible to maximize their time in the airline carrier lounge. This suggests that airports and their airline tenants need to work together to reconcile the need for retail spend optimization with minimized disruption and minimized travel distances for business passengers. The interview also exposed the need for airports to work with airlines and other airport tenants to ensure that the airport retail offer is consistent with the image and brand of the airlines. Such collaborative efforts between airports and airline carriers in the planning, design and operation of airports will maximize mutual benefit.

In 1950, the median age of developed countries was 29. By 2050 the median age will be 46. 2009 World Population Aging, U.S. Department of Economic & Social Affairs

© 2012 Woods Bagot

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luggage

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Future-gazing (Non) fiction Aerotropolis Property drawcard Development

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Technology Mobility Social networking Pax tracking

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Pax experience Profiling Terminals Luggage

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Efficiency Governance Collaboration CUSS & CUPPS Planning Workplace

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Expert panel

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References

Luggage presents passengers with a significant encumbrance during their activities within the airport terminal. This has been shown to dramatically affect revenues derived from retailers, concessionaires and carrier lounges. A passenger that is unencumbered by luggage has more time and more freedom to engage in the activities that drive revenues for airports and airport tenants. As explored in the research investigation ‘Towards Airport Passenger Experience Models’ by students at the Queensland University of Technology’s School of Design, passengers spend time on two activities when they are within an airport terminal: processing activities and discretionary activities. Both types of activities are plagued by the passenger’s encumbrance of luggage.

Various studies, including the paper ‘Towards Airport Passenger Experience Model’ indicate that a piece of luggage will define a passenger’s activities and will shape the passenger’s interactions with other people. Hand luggage affects a passenger’s ability to use concessionaires, retail, F&B and airline carrier lounges. For example, towing and carrying cumbersome hand luggage impairs the ability of a passenger to focus on products, it obstructs their ability to fully engage with customer service representatives and encumbers their ability to navigate and wayfind.

An apt analogy of this encumbrance can be made with a couple’s trip to the beach. This couple will take a bunch of possessions with them – a pair of sunglasses perhaps, a book, towels, sunscreen, a bottle of water, an MP3 player, a phone, maybe even an iPad – which A passenger that is engaged with processing they must leave on the beach during periods of activities (which include the formal interactions activity like walking, swimming, playing beach required throughout the airport journey) is volleyball. Assuming that the beach is a public slowed by the burden of luggage. The processes space, this ‘baggage’ severely limits the of checking-in, dropping off checked-in couple’s ability to concentrate fully on their baggage, being processed through security, discretionary activity. They must constantly shift clearing customs and boarding a plane are their gaze to their belongings, watching the bag slowed considerably by passengers with and monitoring the crowded beach for suspect luggage. activity. For example, luggage hinders the expedience and efficiency with which passengers enplane and deplane. Passengers have been observed to increasingly stow their hand luggage in the first overhead compartment that is available. A passenger sitting toward the rear of a plane will often stow their carry-on bag in an overhead compartment that is located toward the front of the plane. This particular passenger is motivated by finding the first available spot for their luggage that will allow them to quickly deplane. However, passengers that sit at the front of the plane are then posed with the difficulty of finding an unoccupied overhead compartment that is located behind their assigned seat. This causes significant blockage in enplanement and deplanement due to a large volume of passengers that are forced to navigate to an available overhead bin before returning to their assigned seat. Perhaps even more burdensome is the inconvenience caused to passengers by luggage during the time that they spend on discretionary activities within the airport, which describe everything else that a passenger does: shopping, eating, lounging and socialising. Not coincidentally, these are the activities that also drive revenues for airports and their tenants.

© 2012 Woods Bagot

There are two ways in which airport operators and airline carriers can alleviate these problems caused by the encumbrances of hand luggage. The first, and most common, approach is to design the passenger experience around not only an individual, but an individual with a precious (albeit sometimes large and cumbersome) piece of hand luggage. The width of retail isles, the placement of advertising, the use of moving walkways and the heightened measures of security have all been designed specifically to accommodate a passenger that tows with them a piece of hand luggage. However, ‘Towards Airport Passenger Experience Models’ shows that hand luggage considerably slows down the procession of passengers through check-in, security screening and shopping sequences. The second approach is to treat carry-on luggage similar to checked-in luggage – except that instead of being stowed in the cargo bay of the aircraft, the hand luggage is delivered to the plane’s overhead compartments. Airline carrier lounges are particularly well positioned to capitalize on this value-add mechanism. Page 21 | 36


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Consider the issue of trust that was explored in the analogy of the couple’s trip to the beach. It is this issue of trust that is partially responsible for the success of an airline carrier lounge. Like other typologies of private clubs (golf clubs, city clubs and polo clubs) airline carrier lounges effectively screen out people that do not fall within a specific demographic. Within the airline carrier lounge, this creates a mutual feeling of trust. Airline carrier lounges are particularly successful because the feeling of trust that is fostered allows the passenger to leave their bag, which in turn allows them to spend more time on informal-discretionary activities (which are non travel-specific, as opposed to necessary-discretionary activities, which are travel-specific). More time spent on informal-discretionary activities is more enjoyable for passengers and allows them to better engage with brands. It is worth considering the potential for airline carriers and airports to invest in the mechanisms necessary to enable a passenger to divest of the significant encumbrances brought about by having to tow around hand luggage. Emirates has recently launched a concept that offers passengers a baggage delivery service at Dubai International Airport (DXB). Passengers pay a set fee to have a dedicated airline carrier agent collect their baggage, clear it through customs and deliver it to the passenger’s selected address. In designing this initiative, Mohammad Mattar, divisional senior vice president for Emirates, hopes to provide passengers with ‘a seamless and efficient travel experience’ that ensures ‘comfort and convenience’. However, the value-add benefits could potentially flow beyond the airline carrier lounge. This mechanism would likely help airports to recover greater revenues from increased informal-discretionary passenger activity – customers will likely focus more intently on retail offers, spend longer at concessionaires, stay at a cafe for two cups of coffee instead of one, and spend less time being processed through security screening. This is self-perpetuating. The alleviation of passenger stress from a simpler, quicker security process also puts passengers in a less flustered mood – a condition from which concessionaires, retailers and airline carriers can significantly benefit. © 2012 Woods Bagot

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efficiency

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Future-gazing (Non) fiction Aerotropolis Property drawcard Development

2 2.1 2.2 2.3

Technology Mobility Social networking Pax tracking

3 3.1 3.2 3.3

Pax experience Profiling Terminals Luggage

4 4.1 4.2 4.3 4.4 4.5

Efficiency Governance Collaboration CUSS & CUPPS Planning Workplace

5

Expert panel

6

References

Collaboration, cooperation, co-location: these are the new buzzwords of a successful professional corporation. Organisations that service the insurance, resources, manufacturing, professional services and financial services sectors are using these attributes to increase efficiencies, intensify productivity, stimulate creativity and – ultimately – to drive revenue. These organisational characteristics have, however, received a mixed response from organisations within the aviation industry. For example, the use of such technologies as the common use self-service (CUSS) kiosk system – which has been proven to substantially drive efficiencies and potentially reduce time from check-in to arrival at the airline lounge to 4 minutes – has yet to gain widespread acceptance. But the same resistance was observed against the widespread adoption of common use terminal equipment (CUTE) some 20 years ago, so despite initial resistance, it is likely that air transport industry organisations will increasingly turn to collaborative, cooperative and co-locative models in the near future in an effort to increase efficiencies, intensify productivity, stimulate creativity and drive revenues. governance

Ideally, airports would embrace a shared model of governance with their airport tenants. This governance model would transcend the management of day-to-day activities and into longer-term strategic planning efforts. This governance would be horizontally arranged so that all stakeholders involved with the airport could help to inform the decisions that affect them. The concept of shared governance is not new. Some of the world’s most successful universities employ a model of shared governance, where participation among departments to the operation of the university is maximised, but accountability remains clear. This ensures that the university operates fairly and proportionally. Neither is the concept new within the aviation industry. Asian and Arab countries often integrate their national flag-carrying airport and airlines into a single entity for the sake of the state’s national competitiveness and economic development. And the industry itself has realized the importance of networked governance, with Boston Consulting Group (BCG) reporting in 2004 that airport operators needing to ‘work much more closely with the carriers to optimize © 2012 Woods Bagot

joint interfaces and to leverage cost and revenue synergies’. In countries such as the UK, Australia, Germany, South Africa and Argentina, where airport privatization is rife, a shared model of airport governance can be relatively simple to implement (assuming that the airline carriers and other stakeholders are willing and able to partake). However, in the U.S. and New Zealand, where airport privatization is uncommon, a networked governance model suggests a higher level of complexity. However, despite the level of regulation and privatization, all stakeholders within an aviation community would benefit from a more direct, more influential, more collaborative, more active and more participatory role in the governance structure of the system in which they operate. collaboration

Tony Tyler, director-general of IATA, recently spoke to attendees about the importance of collaboration at the Airports Council International’s (ACI) World Annual General Assembly in Marrakech, Morocco. He cited the example of London Heathrow Airport (LHR), where an ongoing dialogue between the airport and airlines is helping to drive capacity expansion, optimize existing capacity, take advantage of developing technology, mitigate noise and emissions, enhance surface access and improve operational resilience. More often than not, however, airline carriers and airports exist in an environment that is tenuous and stressed – a symptom of the competition that exists between these contingents. Airports contend for revenues that are derived from the same customer bases from which airlines generate their own revenues. Yet the airline and airport contingents rely heavily on each other to ensure that revenue is maximized and customers are engaged. The relationship between the airline carriers and airports needs to be co-generative and symbiotic, not tenuous and stressed. The primary impediment to collaboration between airports and their airline carrier tenants is an asymmetrical allocation of revenue. As passenger traffic slowly returns from the lows experienced during the global recession, airports are starting to realize profitable quarterly statements. Airline carriers, meanwhile, are not enjoying such profitability, which creates the cause for potential dispute. Page 23 | 36


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Unfortunately, airline carriers often exhibit reluctance to share proprietary passenger information with their airport hosts. There can be a severe consequence of this uncooperative behaviour: a passenger that will likely not experience any engagement with the airline carrier until the departure gate. This is becoming an increasingly common scenario, especially considering that over 50% of passengers now check-in remotely from their computer or smartphone (according to Amadeus).

© Wallpapers DiQ Figure 4.A: Terminal 2, Munich Airport (MUC). On the other hand, the potential benefits enabled by collaborative relationships can be considerable. At Munich Airport (MUC), Lufthansa has collaborated with Flughafen München GmbH in a model that offers both ventures a joint-ownership of Terminal-2-Betriebsgesellschaft (Terminal 2 Operating Company). This partnership transcends financial, operational and managerial characteristics, with Flughafen München GmbH owning 60% of the share and Lufthansa contributing the remaining 40%. ‘We basically put all our ideas into the construction phase of the terminal,’ said Stefan Kreuzpaintner, head of revenue management at Lufthansa, in an interview with Australian Business Traveller. ‘We run Terminal 2 jointly and we built it together.’

© JSK Architekten Figure 4.B: Terminal 2, Munich Airport (MUC). The benefits that have been derived from this collaborative ownership model have been astounding. Reporting from Terminal 2, Australian Business Traveller recorded a time of 4 minutes from the airport’s entrance to Lufthansa’s business class lounge. And compared with the 75 minute connection time common at Sydney Airport (SYD) and a 90 minute connection time at London Heathrow Airport (LHR), the 30 minute connection time from international to domestic flights at Munich Airport’s Terminal 2 is both welcome and without precedent. The collaboration between airport and airline carrier allows Lufthansa to expedite passenger movement by influencing the availability and number of security staff present in the airport. ‘If our customers are in queues less, they’re faster through the terminal,’ said Kreuzpaintner. © 2012 Woods Bagot

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cuss & cupps

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1 1.1 1.2 1.3 1.4

Future-gazing (Non) fiction Aerotropolis Property drawcard Development

2 2.1 2.2 2.3

Technology Mobility Social networking Pax tracking

3 3.1 3.2 3.3

Pax experience Profiling Terminals Luggage

4 4.1 4.2 4.3 4.4 4.5

Efficiency Governance Collaboration CUSS & CUPPS Planning Workplace

5

Expert panel

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References

A 2008 report published by the Airport Cooperative Research Program (ACRP) reckons that one reason for the optimistic outlook for common use self services (CUSS) implementation becoming more widespread, particularly in the U.S., is that it provides real financial benefit. IATA estimates that CUSS can generate an average cost savings of $2.50 per check-in and that a 40% market penetration of CUSS kiosks would save US$1 billion per year. Over the next 5 years, as airlines continue to face increasing fuel costs, this level of market penetration is not an unreasonable assumption, especially considering the massive cost savings available. SITA’s most recent ‘Airport IT Trends Survey’ shows that 44% of airports have already implemented self-service check-in kiosks. The majority of airports (53%) are still planning to increase the number of self-service check-in kiosks, with 47% also planning to implement common bag drop locations. Moreover, the rift in check-in procedures that had clearly characterized and separated LCCs from legacy carriers in the past is also in the process of being reduced through the adoption of CUSS systems. Check-in procedures are becoming increasingly process-based among both carrier types. ACRP’s paper ‘Innovations for Airport Terminal Facilities’ shows that terminals designed to be process-based and passenger-centric are highly efficient compared with traditional exclusive-use models.

In the past, this may have financially benefited the legacy carrier, but as airports increasingly seek to create collaborative arrangements, the increase of revenue due to a lack of competition may in the future be outweighed by the lost opportunities that can otherwise be created in the form of increased operational efficiency and new revenue streams. Part of the problem is the unpredictability in the long-term growth of LCCs. Compared with the more consistent growth of legacy carriers, LCCs are susceptible to volatility. In turn, this requires that LCCs demand from their physical assets a high level of flexibility and modularity. Fortunately, the introduction of common use passenger processing systems (CUPPS) – a more wholly-integrated system than CUTE or CUSS – may alleviate some of the tensions that have been building between LCCs and their legacy counterparts. CUPPS is also helping to fortify collaborative relationships between airline carriers and their airport landlords. Common use passenger processing systems (CUPPS) allow airline carriers to embrace collaborative relationships with other airline carriers to enhance business performance. But CUPPS also applies the same principle to the relationship that exists between airline carriers and their landlords – the airports themselves.

CUPPS uses a standardized platform that combines both CUSS and CUTE and can be used as a catalyst to form a more collaborative However, opposition to CUSS systems exists, model between airports and airline carriers, and which stems from the different models and which can be used to overcome any imbalances competitive differences that separate LCCs from that exist between these contingents. The legacy airlines. Based on their different financial industry is already starting to experience an models, a valid argument exists to physically and increase in the utilisation of CUPPS, which operationally separate LCCs from legacy points towards an acceptance of the formation carriers. Despite offering the same basic service, of more collaborative relationships that will exist the operations, logistics and revenue streams of on new models of sharing. LCCs are based on principles that are distinct from legacy carriers. CUPPS uses a singular integrated model that allows any CUPPS-Certified platform to be So, while operational efficiencies can be made implemented. This brings a new level of flexibility through sharing facilities and technologies, LCCs and scalability to the airport, where airlines can may not, for example, be able to financially justify expand and condense their area requirements, leasing space in the same terminal as a legacy technologies and processes in accordance with carrier, which might be substantially more their contemporary business needs. For expensive. Southwest Airlines (WN), for example, example, SITA and Swissport International have has resisted entering Dallas Fort Worth developed a common-use baggage drop off International (DFW) for years because of its system called PassengerBagrop. The system prohibitively high fee structure. was tested at Zurich Airport (ZRH) in 2011, where 11 Star Alliance carriers contributed to the Meanwhile, American Airlines (AA) and United common-use system. The result? A processing Airlines (UA) – both legacy carriers – have been time for baggage drop reduced to under 30 thought to resist the entry of LCCs into seconds per passenger. Chicago’s O’Hare International (ORD). © 2012 Woods Bagot

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Figure 4.C: Airlines that Meanwhile, Aéroports de Paris has designed its use common brag drop own automated baggage drop-off system and Amsterdam Airport Schiphol (AMS) is piloting is working with airline carrier tenants for commonuse bag tagging and drop off. Figure 3.C shows aviation organisations that already have implemented common bag drop facilities.

Vienna International is expected to roll out these CUPPS boarding gates by early 2013, and will closely monitor their performance with respect to operational efficiencies, airline carrier buy-in and the effects on passenger experiences.

In an interview conducted recently by Woods Bagot, the head of planning at one of Australia’s CUPPS is particularly well-suited to a primary domestic and international airports demographic set of passengers that are revealed that there may be other opportunities demanding of airports solutions that cater to their available to drive efficiencies for both the airport increasing independence and technological ability. and its tenant airline carriers through an alternate While most airlines currently perceive their own model of deploying modern CUPPS. Instead of software and informational technologies to be outsourcing this responsibility to a third party, superior to that of their competitors, CUPPS airports can offer airline carriers greater cost establishes a technological standard that is efficiencies by owning and maintaining the enabling competing airline carriers with varied CUPPS itself. software infrastructures to use common hardware. CUPPS has the potential to completely revolutionize the passenger experience. Firstly, Airports and airlines will be necessarily forced to passengers arriving at the terminal need no longer think about CUPPS over the coming years as worry about finding the check-in desk of the more sections of the passenger experience are airline carrier with which they have chosen to fly. converted to a model of self-service. Such is the In itself, this minimizes confusion and reduces case with the self-service boarding solutions that travel distances within the airport. are being introduced to a number of airports. A common-use self-service boarding process not This is a particularly revolutionary model of only expedites passenger processing, reduces CUPPS management for airports in the U.S., wait times and resolves staff resourcing issues, where legacy airline carriers have resisted the but also engages the passenger through their introduction of CUPPS due to strong union required active participation in the boarding contracts, possible disruption to legacy departure process. control systems (DCS), and, of course, a history of controlling their own gates, displays, terminals In late 2011, Vienna International Airport (VIE) and facilities. A model of CUPPS management announced that it will became the world’s first that places the airline as a direct client of the airport to introduce common-use self-boarding airport could help to mitigate risks, minimize gates, with SITA providing the necessary IT contractual circle-work and drive efficiency. infrastructure solutions.

One of our main strategies is to increase our service quality and passenger travel experience at Vienna International Airport. This new boarding solution will substantially contribute to our objectives. Julian Jäger, COO, Vienna International Airport

© Woods Bagot Figure 4.D: CUPPS in the Woods Bagot-designed Baku Airport (GYD) in Azerbaijan © 2012 Woods Bagot

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planning

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Future-gazing (Non) fiction Aerotropolis Property drawcard Development

2 2.1 2.2 2.3

Technology Mobility Social networking Pax tracking

3 3.1 3.2 3.3

Pax experience Profiling Terminals Luggage

4 4.1 4.2 4.3 4.4 4.5

Efficiency Governance Collaboration CUSS & CUPPS Planning Workplace

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Expert panel

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References

Airports that engage their tenants in the planning process of a property decision can expect to be well-rewarded by a more sustainable model of operation and a more sustainable approach to the environment. This collaborative upfront planning ensures that the airport engenders the values, mission and vision of all stakeholders. Such engagement can also provide the airport with a wealth of information that would otherwise be forfeited. This is particularly true when airports involve airline carriers in the process of a repositioning, relocation, refurbishment or development effort, but also applies to an airport’s other tenants including retailers, concessionaires and hotels. On the other hand, failure to consider airport planning, design, management and operation through a collaborative model often leads to the forfeiture of an opportunity to drive substantial sustainability objectives, make gains in efficiencies and maximize operational revenues. Take, for example, the King Shaka International Airport (DUR) in La Mercy Airport outside of Durban, South Africa, which formally replaced Durban International Airport when it was decommissioned in 2010.

Allan Moore, chief executive officer at the Board of Airlines Representatives of South Africa, has commented that there is nothing at King Shaka that would have warranted the spend on the facility, saying, ‘the new facility was built with little or no consideration of the general aviation community and a number of operations in this sector in Durban are under threat’. On the other hand, there are many examples of urban innovation and sustainability that have been achieved through collaboration, one of which is the US$519 million redevelopment of Dallas Love Field (DAL) airport. This redevelopment initiative is being jointly sponsored and programmed by the City of Dallas (the airport’s owner) and Southwest Airlines (it’s anchor tenant). It may surprise Southwest, which maintains its headquarters at Love Field, is providing the bulk of the financing (over US$315 million) for the ‘Love Field Modernization Program’ in special facility bonds, with the remainder being raised through AIP funds, TSA funds and airport PFC and capital funds.

US $ 519 Cost of the redevelopment of DAL.

US $ 300

Originally budgeted at R3.15 billion (US$415 million), but coming in at R7.8 billion (US$1.03 Cost of redevelopment contributed by Southwest. billion), the new 102,000m² (1,100,000ft²) airport has been slammed as ‘over-extravagant’. The existing three-concourse facility designed in the 1950s will be replaced by a single T-shaped Jeff Poole, director of industry charges at IATA, terminal, which – among other things – will boast is critical of King Shaka International Airport, expanded retail and concessionaire facilities. This saying in an interview with Engineering News in is a novel example of an urban renewal program 2010 that, ‘quite simply, the extravagance that is enabled by leveraging the combined resources of King Shaka International Airport cannot be public and private sector organizations in their justified’. joint redevelopment of critical transportation infrastructure. Substantial benefits – both direct Poole said that ‘there is not sustainable business and indirect – are expected to be returned to the case underpinning its rushed development… airport, its users and the broader urban and it wants to pass the entire cost burden onto environment that the airport services. airlines and their customers’. Over the first two years of operation, Airports Company South Airport tenants will profit widely from the Africa (ACSA) is expected to increase tariffs by increased efficiencies that can be expected almost 90%, raising the cost to both airlines and through a 25% reduction in the footprint of Love passengers in the form of increased landing Field by the eradication of unused and inefficient fees, increase parking fees and increased space. Most notably, a single consolidated and passenger charges. centrally-located concourse is replacing three existing concourses in an effort to minimize Critics also suggest that the construction of the service duplication. airport may have been premature, while its operational capacity may be substandard. For But, like any highly-successful large-scale urban example, up to 5 planes were delayed at any project, the benefits of the modernization given time during the 2010 World Cup. program will extend far beyond the boundaries of Love Field and into the urban context in which the airport sits. © 2012 Woods Bagot

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© 2012 Woods Bagot

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workplace

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Future-gazing (Non) fiction Aerotropolis Property drawcard Development

2 2.1 2.2 2.3

Technology Mobility Social networking Pax tracking

3 3.1 3.2 3.3

Pax experience Profiling Terminals Luggage

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Efficiency Governance Collaboration CUSS & CUPPS Planning Workplace

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References

Airports and airline carriers are efficiency-driven organisations that are discerning and averse to risk. However, the aviation industry generally lags behind the finance, insurance and professional services sectors in how they drive efficiencies through their headquartered operations – their workplaces. A significant opportunity exists for airports and airline carriers to leverage the operation of their workplaces as a key driver of organisational efficiency. Better still, workplaces can also be used to influence profit beyond the cost savings made through efficiency gains. Workplaces are tools that can be used to increase productivity, foster creativity, promote collaboration and stimulate innovation – these are the real drivers of revenue. So, what kind of future workplace will help aviation organisations to increase efficiencies and drive revenues? To confidently anticipate and understand these future workplace needs, it is first necessary to define how they are changing, to recognize the drivers of these changes, to appreciate the conditions that they currently face, and to identify their future challenges. In the past, changes in occupier requirements have been observed to outpace the advancement of ‘next generation’ office design. The open plan office, for example, has now been in widespread use for over half a century. While the open plan office satisfies the requirements of organisations that seek a high level of privacy, control and fixed use, this spatial arrangement is not meeting the objectives of other commercial property tenants. Large financial services sector organisations are facing a number of changes that are influencing their office selection criteria. These changes are being catalysed by: 1. increased post-global financial crisis (GFC) competitiveness; Other companies

2. an increasing awareness of virtual connectivity and physical collaboration; 3. the lifestyle choices and changing workplace requirements; and 4. technological advancements. Competitiveness is a function of productivity and cost – an organisation that offers a high output at a low price has a significant competitive advantage over its contemporaries. As the global economy emerges from a deep recession, organisations are undertaking self-evaluations to ensure that their competitiveness is optimized. In particular, they are looking at ways in which operational costs can be cut and efficiencies improved. Importantly, these are two areas that are significantly affected by physical accommodations. Broadly categorized, organisations are looking to increase competitiveness through savings and productivity. The optimisation of savings and productivity can include: savings in rent obligations through reduced area allocation per employee; savings in cleaning and maintenance through highly efficient building systems; savings in energy costs through environmentallystainable solutions; and increased productivity through employee performance and effectiveness. However, savings in operational efficiencies are outweighed by the extent to which profitability can be increased through developing new products and entering new markets. According to research conducted by IBM’s Institute for Business Value, ‘significantly outperforming’ organisations focus less on improving operational efficiencies than they do on expanding into new markets and creating new products (see chart below). The most successful commercial properties, therefore, need to accommodate processes that enable market expansion and product development. Companies that are rated ‘significant outperformers’ focus less on improving operational efficiency as they do on expanding into new markets and developing new products. 52%

Companies that significantly outperform Improving operational efficiency

32% greater by

18% Expanding into new markets / regions 29%

32%

77% greater by

48%

43% Developing new products / services © IBM Insititute for Business Value Figure 4.E: Companies that consistently and significantly outperform. © 2012 Woods Bagot

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MACH I: AIRPORTS OF THE FUTURE

Post-GFC competitiveness has changed the demands that occupiers place on their tenancies. Most significantly, tenants are working their spaces harder and are demanding more inherent flexibility be integrated into the base building. Organisational flexibility and mobility can be enabled through structural flexibility. Frequent churn within business units needs to be accommodated by the base building – technical services, fixtures, fittings and furnishings should not need retrofitting as a result of an organisational churn. Inherent flexibility that has been planned within a building also serves to reduce the initial capital expenditure (CAPEX) costs associated with a tenant fit out. Dedicated risers and knock-down panels for internal staircases and penetrations reduce the amount of infrastructural work required for a tenant fit out and reinstatement at the lease end. Due to the volatility of the industry, aviation sector organisations undertake frequent churn processes and may also necessarily undergo rapid expansion or contraction in services and personnel. Buildings must be of a sufficient scale, consistency and efficiency to provide finance organisations with assurance that the building will accommodate future churn and possible movements in business size – either expansion or consolidation.

This research, compiled by the British anthropologist Robin Dunbar, has revealed a cognitive limit of around 148 people, but other anthropologists have since extended the limit to somewhere between 150 and 300, depending on circumstance. The limit of meaningful relationships extends to interaction amongst workplace colleagues. As such, organisations are restructuring their workplaces in the realisation that employees are able to communicate and collaborate more effectively with a smaller number of colleagues. They hope that breaking down workplaces into smaller configurations will enable increased efficiency in collaboration and communication. However, organisations also realize that while physical and virtual interaction is limited to smaller communities, each employee needs to feel networked, connected and engaged to the greater organisational structure. This has profound implications on buildings, as the importance of floorplate size (horizontal) yields to the need for greater organisational connection (vertical).

Two- to three-floor ‘villages’ that are interconnected with stairs, atriums and voids, are being used to enable connectivity among immediate colleagues whilst also engaging employees in the larger organisational context through visual and emotional connections. A Whatever the size of the organisation or the floorplate of at least 2,000m² positions tenants frequency of churn, research suggests that there with a much better ability to configure the is a maximum number of people with whom workplace with these features. employees can sustain a meaningful relationship.

ONE HUNDRED AND FIFTY DUNBAR’S COLLEAGUES DUNBAR DUNBAR’S NUMBER

© 2012 Woods Bagot

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MACH I: AIRPORTS OF THE FUTURE

i i.i i.ii i.iii

WARP Speed Contents Executive summary Introduction

1 1.1 1.2 1.3 1.4

Future-gazing (Non) fiction Aerotropolis Property drawcard Development

2 2.1 2.2 2.3

Technology Mobility Social networking Pax tracking

3 3.1 3.2 3.3

Pax experience Profiling Terminals Luggage

4 4.1 4.2 4.3 4.4 4.5

Efficiency Governance Collaboration CUSS & CUPPS Planning Workplace

5

Expert panel

6

References

Central to the growth and success strategy of any modern business is the need to drive innovation. Buildings themselves, despite their effectiveness at driving innovation, are only part of the equation: innovation needs to be driven outside of the office environment as much as it is driven inside office buildings. The modern office itself is a place in transition. Whilst the organisational structures and technology systems of the modern ‘knowledge worker’ era have already been established, most existing offices use design principles derived from the industrial era: rows of desks are planned with ruthless efficiency, and a sprinkling of creative places are provided as a token for people to interact and undertake knowledge work is sometimes provided. However, the creation and sharing of knowledge is business critical for most organisations. And whilst much attention has been placed on individual workplaces, the design of urban spaces outside of the office building for knowledge sharing has yet to emerge as a recognized need. The most obvious of this kind of space is the café, which is rapidly becoming a ubiquitous component of the professional landscape. Cafés are being used to encourage chance encounters between employees and to facilitate the kind of personal exchanges that foster spontaneous ideas. Cafés are the perfect space in which people can exchange knowledge. And the best way that people know how to exchange knowledge is by telling stories.

All four phases of this spiral – socialisation, externalisation, combination and internalisation – demand somewhat different spaces. The physical implications of this model are profound and offer architects a window into the sophisticated world of the knowledge-based organisation, while at the same time highlighting the crudeness of our current design solutions and understanding. Providing places to stimulate conversations and create discussions, ideas exchange and sharing of stories, particularly across traditional disciplines, is extremely important. Opportunities for serendipitous encounters need to be created and designed for, whilst not making spurious diversion paths that tend to be ignored by users. Telling stories that become externalized (e.g. a presentation, or video) require special spaces that are designed for an audience. Experiments with forum-type spaces are few and results mixed, but this may be more due to poor location and poor design rather than a lack of need. These spaces are mostly non-existent in the modern city. Some examples were developed in the early 70s in the USA, and Japan in the 90s tried some slightly eclectic experiments.

The space that supports this type of work is similar to the legacy systems of process working. New layouts and models are still being developed but this is the quadrant that designers know the most about. Current urban design leaves too much to chance – a critical combination of two different pieces of knowledge could be business critical and it is highly possible to increase this This leads to a contemporary concept that offers occurrence through physical space. an extraordinarily exciting new paradigm to the Over the past decade, the question posed to design of the workplace and the evolution of knowledge workers, ‘where do you come up cities and airports. As a means of with your best ideas?’ has consistently communication and transferring knowledge, generated the same answer: ‘somewhere storytelling is an approach that has been vastly outside of the office’. This concept needs to be underestimated in the contemporary business embraced to provide private and public sector world. organisations with urban spaces that are appropriate for driving innovation. While explicit knowledge can easily be documented, Nonaka and Takeuk realized in Compare the richness of places for storytelling The Knowledge Creating Company that knowledge creation is a process that moves ever that occur without the office environment – the onwards and upwards between explicit and tacit pub, the garden, the park bench, the gallery – versus the desk, the conference room and the knowledge. Combining these different types of water cooler. knowledge is difficult to achieve, but is even more difficult to achieve virtually – it requires a Given the critical role that knowledge will play in place. Viewing knowledge in this way makes it easy to understand why storytelling as a medium the success of private sector organisations, it will be critical for the city to provide the infrastructure is such a powerful idea. The figure on the necessary for knowledge exchange. opposite page shows the knowledge spiral, as articulated by Nonaka and Takeuk. © 2012 Woods Bagot

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MACH I: AIRPORTS OF THE FUTURE

SOCIALISATION E

EXTERNALISATION E

I

I

I I

I

I I

G I

I

I

Creating tacit knowledge through sharing experiences

Articulating knowledge through dialogue and reflection

INTERNALISATION

COMBINATION

E

G

E I

G

G

O

G

O G Sharing and creating tacit knowledge through direct experience Figure 4.F: The knowledge spiral.

Creating explicit knowledge through systemising ideas © The Knowledge Creating Company

Storytelling method

Examples of ideal spaces

Storytelling for communication

Interactive communication where the story becomes imagined (and owned) by the listener

Café, restaurant, lounge, street, pub, corridor

Storytelling to capture tacit knowledge

Richly expressive storytelling to transfer sometimes complex ideas

Forum, multi-media space, lounge, public square

Storytelling to embody and transfer knowledge

Involves the listeners in the story

Round table, booth, bench, verandah, kitchen table

Users of stories for innovation

Connecting with seemingly disparate ideas

Multi-media space, interaction node, café, public space, open project area

Storytelling to build community

Stories that bring people together

Public square, forum, video conference

Storytelling to enhance technology

Simplifying complex ideas or ‘foreign language’ ideas

Meeting room, project room, lounge

Storytelling for individual growth

Encouraging the learning of skills to communicate effectively

Small meeting rooms, informal lounge, café, booth

Figure 4.G: Storytelling and the city.

© 2012 Woods Bagot

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MACH I: AIRPORTS OF THE FUTURE

expert panel

i i.i i.ii i.iii

WARP Speed Contents Executive summary Introduction

1 1.1 1.2 1.3 1.4

Future-gazing (Non) fiction Aerotropolis Property drawcard Development

2 2.1 2.2 2.3

Technology Mobility Social networking Pax tracking

3 3.1 3.2 3.3

Pax experience Profiling Terminals Luggage

4 4.1 4.2 4.3 4.4 4.5

Efficiency Governance Collaboration CUSS & CUPPS Planning Workplace

5

Expert panel

6

References

The Woods Bagot WARP Speed: Mach I team consists of a panel of experts that bring to the table a vast range of experiences – from airport planning to workplace design, and from retail projects to complex infrastructure delivery. They collaborate from across the globe – from London to Perth and from Beijing to Melbourne. Most importantly, they are all committed to excellence and innovation. James Berry, Director – Transportation & Infrastructure James has significant expertise in the design and management of major complex projects. He has designed award winning buildings, delivered two multi-billion pound projects and led design teams for one of the world’s largest construction companies. James has a proven track record in the efficient design and delivery of excellent, sustainable buildings that meet the needs of the stakeholders. He has achieved this through strong design leadership, a deep understanding of the technology and logistics of construction and integrated thinking across the supply chain. James.Berry@woodsbagot.com Mark Mitcheson-Low, Director – Lifestyle Mark has developed an expansive portfolio of major projects in all sectors of design across Australia the Middle East, Asia and Europe. These projects include mixed use developments of commercial, retail, hospitality and residential sectors and major projects in transportation, education and infrastructure developments. Mark has a comprehensive understanding of the development of major projects and is able to form and manage exceptional teams of highly skilled personnel in design, management and technical aspects to ensure that highly successful outcomes are delivered. Mark.Mitcheson-Low@woodsbagot.com Vince Pirrello, Director – Asia Vince’s creations are contemporary in nature, harmonising architecture and interior environments that reflect the local culture, stimulating the senses, imagination and intellect. With an eye to attaining an uncompromised solution to meet functionality, timing and budget considerations, Vince has a clear understanding of how to extract value from built facilities while still contributing to the excellence of their design. Vince’s creativity is balanced by a high degree of commercial acumen, strong financial and project management skills and a client-focused approach. Vince.Pirrello@woodsbagot.com James Calder, Director – Research & Consulting James has extensive experience with the world’s pre-eminent organisations across most business sectors. His work at the highest levels of management gives him a unique perspective on the opportunities for the future requirements of users, organisations and suppliers. James has undertaken research projects for clients including Fuji Xerox in Japan, ABN AMRO in Europe and GPT in Australia. James has also worked with many developers to ensure buildings are future-proofed for changing tenant demands, including Terminal 3 at Heathrow. James.Calder@woodsbagot.com Matthew Lynch, Senior Consultant – Research & Consulting Matthew delivers highly successful strategies that are both human-based and business-driven: a global tenant study for Brookfield Office Properties to ensure that its future skyscrapers are globally benchmarked but locally marketable; the repositioning of the retailer Borghese to invigorate sales; the consolidation of a petrochemical giant to strengthen corporate culture and drive operational efficiencies. Matthew leads Woods Bagot’s global research division and has taught post-graduate courses at Columbia University and at the University of Melbourne. Matthew.Lynch@woodsbagot.com © 2012 Woods Bagot

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Key personnel


James Berry Principal Director Transport and Infrastructure James has significant expertise in the design and management of major complex projects drawn from over 25 years experience across the design & construction industry. He has Board and Senior Management level experience in large private and publicly-listed companies. He has designed award winning buildings, delivered the design for two multi billion pound projects and led winning design teams for one of the world’s largest construction companies. James has a proven track record in the efficient design and delivery of excellent, sustainable buildings that meet the needs of the stakeholders. He has achieved this through strong design leadership, a deep understanding of the technology and logistics of construction and integrated thinking across the supply chain.

Heathrow Express station T5

Heathrow Express station T5 WOODSBAGOT.COM

Experience Rail – London Underground Station – T5 – Crossrail station – T5 – Crossrail - GBP 16 billion, 118 km cross London rail link from Heathrow & Maidenhead in the west to the Shenfield in the east through 21 km of tunnels, the project includes 7 new central London stations and a range of associated commercial developments – Paddington Station Remodelling and refurbishment of the Brunel & Digby Wyatt Grade 1 listed Paddington station including rail shed structure, staff accommodation, passenger ticketing and retail outlets – Heathrow Express station T5, new station for the express Heathrow to London rail link

Aviation and Transportation – HAIA Baku Azerbaijain New Terminal, 825 m2, AUD 300 m, analysis and terminal planning for reconfiguration of new terminal. – Perth Airport, Australia, T1 Security Screening Expansion and alterations to first and second floors. – Perth Airport, Australia, AUD 360 million, T1 International Departures Expansion and addition of New Domestic Pier. – Perth Airport, Australia, AUD 80 million, T1 International Arrivals Expansion. – Bayswater Train Station, AUD 7.5 million, 770m2 – Terminal 5 London Heathrow: GBP 4.7 billion programme of projects to increase the capacity of London Heathrow by 35mppa Winner of RIBA award 2008, Passenger Terminal Building, 420,000 m2 of terminal building, 3 midfieldSatellite Buildings 35,000 m2, 20000m2 landside & airside retail, Air Traffic Control Tower, GBP 85 million high visual control tower for LHR, 600 Bed 5 star Hotel, concept designs for new landside hotel, 9000 space multi storey car park


James Berry Principal Director Transport and Infrastructure – Lisbon Airport, Portugal – Sirte Airport, Libya – Track transit system – T5, Airside automated track transit system between Core Terminal building & mid-field satellites – T5, design of all passenger facing products from flight information displays to check-in, immigration and security desks – T5, strategy and implementation for 5000+ signs throughout Terminal 5 – BAA identity design for LHR, defined character and physical interpretation – Energy Centre – T5 Combined heat & power plant Education, Health and Science – Bristol Schools, the first, award winning schools programme for Bristol City Council – Kent Schools design of the GBP 450 million wave 3 (KLEP1) Building Schools for the Future – Barnsley BSF – Clackmannanshire BSF – Walthamstow BSF – Waltham Forest BSF – Marlborough School, Malaysia – Haileybury School, Almaty – Barts & Royal London Hospitals – Forth Valley PFI – Enniskillen PFI – Central Nottinghamshire DGH, Kings Mill GBP 350 million – UK Centre for Medical Research and Innovation, London, GBP 350 million new research centre for Welcome Trust, Medical Research Council & Cancer Research Retail – Paddington Station, Strategic analysis and concept design for retail throughout Station (Lawn & PLT 1) – Hatfield Galleria, Hertfordshire – Terminal 5, 20,000 m2 airside, landside and CIP retail

WOODSBAGOT.COM

Conservation – Grade I listed Brunel train shed Paddington – Grade I listed Paxton roof, Paddington – Grade II* listed, Royal waiting rooms Residential – Development of the Scandinavian / IKEA Modernahus and Boklok affordable housing systems for the UK – Ajman Marina, Dubai – Bahrain Water Gardens, Bahrain Commercial – The Wave Tower, Mixed use development, Benghazi, Libya – Aztec West Business Park, new offices and distribution warehouse for Wiggins Teape – winner of RIBA award – Warwick Street, London Mixed-use office & retail – Business Park, Rickmansworth Masterplanning and Urban Design – London Heathrow, masterplan for the airport development and campus design guidelines – Colne Valley – Durrat Al Bahrain, central retail, entertainment district – Media City Tripoli Justice – Aylesbury Courts – Newport courts Defence – Woodbridge Barracks, Suffolk – RAF Wyton, Concept design for operations control centre – British Forces Post Office, RAF Northholt

Qualifications – Master of Architecture Mackintosh School of Architecture – Diploma in Architecture Mackintosh School of Architecture University of Glasgow – Bachelor of Architecture University of Newcastle upon Tyne – Graduate Law Studies University of Westminster – Executive Development Programme IMD, Lausanne, Switzerland Professional Memberships – LEED® (Leadership in Energy & Environmental Design) Professional Accreditation – Architects Registration Board Registered Architect (ARB) – Royal Institute of British Architects Member (RIBA) Speaking Engagements – Key note speech at the Royal Academy of Arts summer exhibition, “Architects & Blacksmiths” published Architects Journal 10.07.09. – Munich Airport Conference – AIA Seattle PFI Conference – Frankfurt Airport Conference – London Hospital Healthcare Design Conference, London Academic Appointments – RIBA Summer & Winter schools 1982-3 – Royal College of Arts – guest tutor 1996 – studies into the future of transportation – Architectural Association - visiting critic with Will Alsop, 1998 International competition Jury – “Living Steel” UIA (International Union of Architects) –International Design Competition for the design of sustainable housing across the world, Jury with Charles Correa and Glen Murcutt – World Architecture Festival 2010, participant in the judging panel


James Berry Principal Director Transport and Infrastructure

Cross Rail, London UK

Cross Rail, London UK

Heathrow Express station T5 WOODSBAGOT.COM


Richard Spencer Design Director Aviation & Transport Richard Spencer is a British Chartered Architect with 35 years of experience in architectural practices around the world. Richard has been a practice principal for 23 years, including 17 leading aviation and transportation on a global spread of projects. Having become an expert in this field through his involvement in many landmark projects, Richard has spoken extensively at airport conferences, published articles and been interviewed on TV discussing airport design and development. Richard is a past president of the American Institute of Architects UK Chapter and is currently serving on the board of the AIA’s International Region. In addition to his work in transportation, Richard has a broad range of experience gained on many substantial and successful projects in other fields.

Experience Rail – Rail Station and Interchange Zone, Terminal 5 Project, London Heathrow Airport1 – Six escape, ventilation and intervention shafts, including oversite developments, Crossrail project, various locations across London (through detail design)1 – Six escape, ventilation and intervention shafts, including oversite developments, Crossrail project, various locations across London (through detail design)1 Aviation and Transportation – HAIA Baku Azerbaijain New Terminal, 825 m2, AUD 300 m, analysis and terminal planning for reconfiguration of new terminal. – YKIA Terminal 5, Riyadh, Design for D&B proposal of new terminal of 86 km2, AUD 400 m – Port Hedland Airport, Western AUstralia, Conceptual Master Plan for susbstantial enlargement of airport termnal and new terminal of 19 km2, AUD 152 m. WOODSBAGOT.COM

– HKIA, Lantan, Hong Kong, Design proposal for reconstruction and engagement of Terminal 2, 300 km2, AUD 1.2 b. – Perth International Airport, Australia, AUD 360 million, T1 International Departures Expansion and addition of New Domestic Pier. – Landside Master Plan for Edinburgh Airport, Scotland (multi-year study); – Master plan for Exeter Airport, Devon, UK (concept master plan for privatization bidder)1 – Master plans for reconstruction of Mumbai & Delhi International Airports (design studies for PPP concession bidder)1 – Master plan and terminal concept for New Lisbon Airport at Alcochete, Portugal (master plan)1 – Master plan and terminal design for new ‘green field’ airport Notre Dame des Landes, Nantes, France (master plan and terminal concept design for DBOT concession bidder, in partnership with Arte Charpentier1


Richard Spencer Design Director Aviation & Transport

Footnote 1 with HOK International Ltd., London 2 with Cecil Denny Highton and Partners, London 3 with T P Bennett and Son, London WOODSBAGOT.COM

– Airside expansion project, incorporating new CIP facilities, Terminal 3, London Heathrow Airport1 – Strategic Development Plan, Terminal 3, London Heathrow Airport (study)1 – New first floor catering facilities, South Wing, Terminal 3, London Heathrow Airport1 – Pier 5 Extension, Terminal 3, London Heathrow Airport1 – Interior Architect, Main Terminal & Satellite, Terminal 5 Project, London Heathrow Airport1 – Joint Delivery Architect, Main Terminal & Satellite, Terminal 5 Project, London Heathrow Airport1 – Fit out Architect, TTS Stations (APM system), Terminal 5 Project, London Heathrow Airport1 – Star Alliance Terminal 1 Master plans, London Heathrow Airport (two separate studies, for Star Alliance & BAA)1 – New Terminal for Cork International Airport Ireland (in partnership with Jacobs)1 – New International airport in the Severn Estuary, Newport, Wales (probono study)1 – Terminal expansion project, Bahrain International Airport, Bahrain (to completion of scheme design and subsequent design studies)1 – New Terminal 3, Delhi International Airport, India (scheme design, delivered by D&B contractor Larson & Toubro)1 – Baltimore Washington International Airport, Maryland, USA (strategic design advice)1 – Improvements to international pier, kerbside and new facility for low cost airlines, Brussels Airport1 – Belgium (scheme designs, delivered by Brussels Airport Company)1 – New Doha International Airport, Qatar (technical support and construction documentation for ‘North Node’ in support of HOK San Francisco & New York teams)1 – New control tower at Mumbai International Airport, India (technical advisor to HOK Hong Kong team; to scheme design)1

– Redevelopment and expansion of International Terminal, Lagos Airport, Nigeria (conceptual studies1 – New 100m tall control tower, Indira Gandhi International Airport, Delhi India (through scheme design)1 Workplace – Cleland House, Westminster, London3, extension and modernisation of 1930’s office building – Abell House, Westminster, London3, extension and modernisation of 1930’s office building – Office development adjacent to Farnborough Station, Hampshire, London3, concept design studies – Casson Beckman Accountants, London2, office fitout – High-tech office development, Farnborough, Hampshire, London2 – Landmark office development, Tower Bridge, London2 – New build office development, Bishopsgate, London2 – New build office development, Soho, London2 Education, Health and Science – Bay House School, Gosport, Hampshire, London2, refurbishment and alteration Defence – Defence Research Establishment, Farnborough, Hampshire, London2, new headquarters Government – House of Commons Refreshment Department, Westminster, London2, refurbishment – Refurbished fire station, Bishopsgate, London2 Qualifications – Bachelor of Arts in Architecture, with Honours, University of Bristol, UK 1975 – Diploma in Architecture, University of Bristol, UK 1977 – Architectural Registration: Architects Registration Council of the UK (now ARB), 1980


Richard Spencer Design Director Aviation & Transport

Rail Station and Interchange Zone, Terminal 5 Project, London Heathrow Airport

Rail Station and Interchange Zone, Terminal 5 Project, London Heathrow Airport

Terminal 5 Project, London Heathrow Airport WOODSBAGOT.COM


James Hadaway Transport Infrastructure Leader James Hadaway’s outstanding expertise in design, strategic planning and procurement of major Government infrastructure projects within NSW is the result of a 20 year career in architecture, including nine years’ experience in transport infrastructure and construction. His work on the Epping to Chatswood Rail Link (ECRL), which won the prestigious Australian Institute of Architects Sir Zelman Cowan and Sullman Award in 2010, included three underground stations and major upgrades to Epping Station. As part of the ECRL, Chatswood Transport Interchange was developed which included, rail, bus and taxi infrastructure, 420 apartments in three towers over and adjacent to the rail corridor and 10,000m2 of retail development. Other major rail projects include South West Rail Link and North West Rail Link in Sydney. Other Transport infrastructure James has worked on include, guidance on the urban design and architectural interfaces for 15 Clearways Rail upgrade projects, including specific DDA and BCA compliance advice and Carpark Programs, most notably Glenfield and Wollongong. Experience Transport Infrastructure

Chatswood Transport Interchange

Chatswood Transport Interchange WOODSBAGOT.COM

Chatswood Transport Interchange (CTI) 1 The CTI is a Public Private Partnership with a value of approximately $450M. The development includes new rail, bus and taxi infrastructure, 420 apartments located in three buildings over the rail corridor and 10,000m2 of retail development. The role included developing the Reference Design, preparation of contract inputs during the PPP negotiation phase and administrating design inputs of the contract. Epping to Chatswood Rail Line 1 Guidance during the design development of the project, particularly stakeholder management. On going review and guidance of the urban design and architectural interfaces. Detailed review of design documentation. Specific design review studies and research.

North West Metro 1 Review and guidance of feasibility options. Guidance of the development of the Concept Reference Design with regard to station precincts and urban design. South West Rail Link 1 Review and guidance of feasibility options, tender review, stakeholder consultation, detailed design reviews. Guidance of the development of the Concept Reference Design and contract documentation. CBD Link (now North West Rail Link)1 General input for alternative routes and the urban design implications. Kingsgrove to Revesby Alliance 1 Guidance and review of the Alliance agreement, particularly the setting of the baseline targets. On going review and guidance of the urban design and architectural interfaces.

1. Transport Construction Authority (TCA)


James Hadaway Transport Infrastructure Leader Clearways Projects 1 Guidance of the urban design and architectural interfaces for all 15 rail upgrade projects, including specific DDA and BCA compliance guidance. North Sydney Station Upgrade 1 Guidance of the development of the Concept Reference Design and design development. Ongoing review of the urban design and architectural interfaces. Carpark Program 1 Guidance of the urban design and architectural interfaces for all car park projects. Projects, including specific DDA and BCA compliance guidance. Most notable projects are Wollongong and Glenfield. Awards – Sir Zelman Cowen Award for Epping to Chatswood Rail Link (2010) – Sullman Award (AIA NSW) for Epping to Chatswood Rail Link (2010)

North West Rail Link

Chatswood Transport Interchange

Clearways Projects - Bondi Junction

Clearways Projects - Macdonaldtown

WOODSBAGOT.COM

– ACEA Gold Award for Excellence (International/Export) Khalifa Stadium (2005) – BHP Award of Merit for Sydney Aquatic Centre Olympic Expansion (2001) – IOC Silver (Environmental) Award for Olympic sailing shore Base (2001) – RAUA Environment Award for Showground Buildings, Homebush (1999) – RAIA Interior Design Award for Showground Buildings, Homebush (1999) – Sun Herald Redesign Circular Quay Competition - Finalist (1995) – Tilling Timber Unbuilt Work Commendation (1995) Qualifications – Bachelor of Architecture – Member of the Royal Australian Institute of Architects (No. 22272) – Registered Architect in NSW (No. 8513) and Tasmania ( No. 827)


James Hadaway Transport Infrastructure Leader

Glenfield to Leppington aerial - South West Rail Link

Epping to Leppington - Epping Station entrance

North Sydney Station Upgrade WOODSBAGOT.COM


Matthew Findlay Aviation Design Leader Matt is a highly motivated aviation design leader with over 20 years experience in Australia, Asia and India. Matt leads with a collaborative and instinctive style adopting a ‘hands on’ design approach which is instrumental in working in complex project environments. Over the past 15 years Matt has worked with some of the world’s top ranking aviation clients, honing his skills and philosophies to align with today’s demand for sustainability, efficiency and leading edge design.

Experience Aviation and Transport

Sydney International Terminal 1 (Woodhead)

Singapore Changi Terminal 3 (Woodhead)

WOODSBAGOT.COM

Sydney International Airport Terminal 1 The terminal redevelopment features – Upgrade and provision for additional and streamlined check-in facilities. – Re-configured landside food court and integrated retail environment. – Central outbound immigration and security control – Provision of premium check in and processing facilities – Centralised airside retail environment featuring a naturally conditioned market style forum promoting increased dwell time and foot fall – Increased airline lounge facilities – Provision for premium aircraft boarding including A380 aircraft

Singapore Changi Terminal 3 Changi International Airport in Singapore is regarded as one of the world’s most popular airports. Following an international competitive bid, Woodhead, in conjunction with Wilson and Associates Singapore, won this prestigious project to undertake the interior design of the new S$1.3 billion Terminal 3 at Changi Airport. Singapore Changi Terminal 1 During the construction Phase of Terminal 3, Woodhead was commissioned as architects and interior designers, for the S$585m upgrade of Changi Terminal 1. The Terminal has been held in the hearts of the people of Singapore since it opened over 30 years ago and demanded a “sympathetic makeover” which respected the buildings basic form and character. The scope included a 30m-airside extension, reconfigured retail, and a refined streamlined form enhancing the terminals amenity, wayfinding and visual clarity.


Matthew Findlay Aviation Design Leader

Singapore Changi Termnal 1 (Woodhead)

Delhi Terminal 3 (Woodhead)

Bangalore International Airport (Woodhead)

Avalon Airport International Terminal

WOODSBAGOT.COM

Delhi Terminal 3 Woodhead was appointed as architect, interior designers for Delhi Airports new Terminal 3 in 2006. Working in association with Larsen & Toubro and Meinhardt Engineering, the project was designed and constructed in time for the 2010 Commonwealth Games in New Delhi. The new airport features 40 gates, check-in facilities and the ability to be operated in a swing gate mode as either domestic or international. The architecture features an expressive roof design and a geometrically based concept, depicting Delhi as an International gateway to the region, making reference to New Delhi’s geographic location at the foothills of the Himalayas. The design is focused on passenger comfort and experience as well as enabling growing passenger numbers. Bangalore International Airport Bengaluru International Airport in currently India’s 4th largest airport and is currently undertaking major expansion works to cater for its 10 – 16% per annum passenger growth. Based in the state of Karnataka, Southern India, known as the “garden City” and the “Silicon Valley of India” The scope is primarily the design and construction of the East and West terminal extensions, including the Eastern Pier that not only provides additional aircraft aerobridge positions but also allows for the future connection of Terminal 2 when built. The scheme is held together by a contrasting curvilinear roof, which not only improves the terminals amenity but portrays the terminal as a modern gateway to the region.

Avalon Airport International Terminal he masterplan envisages a rail connection from the existing Melbourne – Geelong line, strategically securing the feasibility of the site, not only as a growing passenger airport but a logistics and freight hub. The connection of air / rail and Linfox’s current road freight would be developed as an integral part of the overall mixed use scheme. The airport precinct would also offer retail, commercial and hotel opportunities to support the viability of the masterplan. Qualifications – BDes (Human Environments) University of South Australia 1990


Matthew Findlay Aviation Design Leader

Bangalore International Airport (Woodhead)

Delhi Terminal 3 (Woodhead)

Sydney International Terminal 1 (Woodhead)

WOODSBAGOT.COM


Patric Przeradzki Associate Patric is experienced in delivering complex, high end projects, managing large teams and meeting project deadlines and has track record of overseeing the design and construction process with diligence and autonomy. A registered architect in the UK, Patric has worked on a range of high profile transport, cultural, residential and mixed use projects across the world. Patric’s attention to detail and energetic approach has lead him to challenge the status quo, ensuring important improvements were made throughout the design process. Patric was responsible for successfully delivering the facade, roof and key interior packages on the new GBP 700 million T2b satellite pier at Heathrow Airport in London and has now joined Woods Bagot to manage the delivery of production design on the AUD 360 million Perth International Airport expansion and redevelopment projects, primarily the new domestic pier and departures expansion. Experience Rail

Lifestyle

– Heathrow T2A to T2b Track Transit system, Platform design (underground), Fire strategy, Maintenance bay optioneering, Escape strategy.* – Reading Station, UK, Peer review of construction documentation.*

– Creative Industry Quarter Mixed Use Development, Barking, London, GBP 100 million.

Aviation and Transportation – Perth Airport, Australia, AUD 360 million, T1 International Departures Expansion and addition of New Domestic Pier. – Heathrow Terminal 2b, London, GBP 700 million, 16 gates including 10 metre gates serving the A380 Airbus for the Star Alliance group, 500 metres long with very large underground baggage handling facilities and a passenger rail link to the main terminal, combined terminal, baggage facility and track transit system station value of $1 billion.

HeathrowTerminal 2B WOODSBAGOT.COM

*Previous Expereince

Education – Westminster College, Paddington Green, London, GBP 87 million – University Library Aberdeen, UK, GBP 94 million Commercial – Cloisters Office and Retail development, Perth, Australia, AUD 85 million Qualifications – Welsh School of Architecture, Cardiff, UK, Diploma Architecture – Welsh School of Architecture, Cardiff, UK, Bachelor Architecture – Welsh School of Architecture,Cardiff, UK, Bachelor Science Architecture (Hons) Professional Affiliations – Royal Institute of British Architects – Architects Registration Board UK


Patric Przeradzki Associate

HeathrowTerminal 2B

HeathrowTerminal 2B

HeathrowTerminal 2B WOODSBAGOT.COM


Contact James Berry Principal Director Transportation and Infrastructure Woods Bagot Corner King and Murray Streets Perth WA 6000 Telephone: +61 8 9322 0500 Mobile: +61 420 948 050 Mobile: +44 780 290 8614 James.Berry@woodsbagot.com.au © Woods Bagot 2013 Australia: Woods Bagot Pty Ltd ABN 41 007 762 174 ACN 007 762 174 WA: Licensed Corporation: 1933 Woods Bagot Pty Ltd ACN 007 762 074 (“Woods Bagot”) All text, notes, illustrations and images contained in this document (“Data”) are the intellectual property of Woods Bagot. No licence to publish, communicate, modify, commercialise or alter this material is granted. For reproduction or use of the Data, prior written permission must be sought from Woods Bagot. All rights reserved. Woods Bagot will consider any unauthorised use of the Data an infringement of copyright and a violation of intellectual property rights. The Data has been produced for discussion purposes only and accordingly, the accuracy and completeness of the Data should not be relied upon.

Design In Motion: Woods Bagot Aviation and Transport Capability Statement  

Woods Bagot has had a long association with the air and transport industry for a number of years, undertaking a broad spectrum of planning p...

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