Capital Investment Plan 2009 - Heathrow Airport

Capital Investment Plan 

2009 

(CIP 2009) 

Date : May 2009 

Prepared by: Investment Strategy Team 

Status: 

Public

Contents 

1 Introduction .......................................................................................................... 1 

1.1 Regulatory years ........................................................................................... 1 

1.2 CIP 2008 to CIP 2009 ................................................................................... 1 

1.3 Executive Summary of Key Issues .................................................................. 2 

2 Strategy and Vision ............................................................................................... 3 

2.1 Vision for Heathrow Airport.......................................................................... 3 

2.1.1 Output from 2006 Constructive Engagement Process ............................... 3 

2.1.2 HAL’s Purpose and Vision.......................................................................... 3 

2.1.3 Airline Community Vision.......................................................................... 4 

2.1.4 Airline and HAL Joint Alignment of Purpose, Vision and Masterplan 

Attributes.............................................................................................................. 4 

2.2 Heathrow Airport Storyboard........................................................................ 5 

2.2.1 Q5 Traffic Demand (Extract from CAA Decision)........................................ 5 

2.2.2 Long Term Traffic Demand (Q6 and beyond)............................................. 5 

2.2.3 Heathrow Airport Campus 2030 ............................................................... 6 

2.2.4 Heathrow Airport Campus at the end of Q5 ............................................. 6 

2.2.5 Masterplan Consultation........................................................................... 6 

2.3 Context for the next 10 Years (2009 to 2019)............................................... 7 

2.4 Development Workstreams......................................................................... 10 

2.4.1 Terminals including Piers / Satellites......................................................... 10 

2.4.2 Baggage ................................................................................................. 11 

2.4.3 Airfield.................................................................................................... 11 

2.4.4 Surface Access........................................................................................ 12 

2.4.5 Connections ........................................................................................... 13 

2.4.6 Cargo and Maintenance Areas................................................................ 13 

2.4.7 Ancillary Areas and Others...................................................................... 14 

2.5 Programmes ............................................................................................... 14 

2.6 Possible Future Development Projects in Q6 and Q7 Timescales................... 15 

2.6.1 Project for the Sustainable Development of Heathrow............................. 15 

2.6.2 Eastern Campus Programme ................................................................... 15 

2.6.2.1 List of Possible Eastern Campus Programme Projects ....................... 16 

2.6.3 Western Campus Programme ................................................................. 16 

2.6.3.1 List of Possible Western Campus Programme Projects...................... 16 

2.6.4 Baggage Programme .............................................................................. 17 

2.6.5 Infrastructure Programme ....................................................................... 17 

2.6.5.1 List of Possible Infrastructure Programme Projects ........................... 17 

2.6.6 Airline Relocations .................................................................................. 18 

2.6.7 Information Technology (IT) / Systems Programme .................................. 18 

2.6.8 Rail Programme ...................................................................................... 18 

2.6.8.1 List of Possible Rail Programme Projects........................................... 18 

2.7 Risks and Assumptions................................................................................ 18 

3 Q5 Delivery ......................................................................................................... 19 

3.1 Eastern Campus Programme....................................................................... 19 

3.1.1 Overview ................................................................................................ 19 

3.1.2 List of Projects......................................................................................... 19 

3.1.3 Additional Explanatory Notes .................................................................. 20 

3.2 Western Campus Programme ..................................................................... 20 

3.2.1 Overview ................................................................................................ 20 



3.3 Baggage Programme .................................................................................. 21 

3.3.1 Overview ................................................................................................ 21 

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3.4 Infrastructure Programme ........................................................................... 22 

3.4.1 Overview ................................................................................................ 22 



3.5 Airline Relocations Programme ................................................................... 23 

3.5.1 Overview ................................................................................................ 23 


3.6 IT / Systems Programme.............................................................................. 23 

3.6.1 Overview ................................................................................................ 23 



3.7 Rail ............................................................................................................. 24 

3.7.1 Overview ................................................................................................ 24 



3.8 PSDH .......................................................................................................... 24 

3.8.1 Overview ................................................................................................ 24 



3.9 Thames Water ............................................................................................ 26 

3.9.1 Overview ................................................................................................ 26 



3.10 Trigger Milestones ...................................................................................... 26 

3.10.1 Q5 Regulatory Decision....................................................................... 26 

3.10.2 Trigger Completion............................................................................. 27 

3.10.2.1 Process........................................................................................ 27 

3.10.2.2 Trigger Status.............................................................................. 27 

3.10.2.3 Change Control .......................................................................... 27 

3.11 Ongoing Scope Gap Review........................................................................ 28 

3.12 Anticipated Final Cost (AFC) to Current Control Budget Gap (CCB)............. 28 

4 Regulatory and Legislative Context ...................................................................... 29 

4.1 Aviation and Airport Policy.......................................................................... 29 

4.2 Economic Regulation .................................................................................. 29 

4.2.1 Current Regulation ................................................................................. 29 

4.2.2 Future Regulation ................................................................................... 29 

4.3 Other Relevant Issues.................................................................................. 31 

4.3.1 Town and Country Planning.................................................................... 31 

4.3.2 Climate Change Policy ............................................................................ 33 

4.3.3 New EU Air Quality Directive ................................................................... 33 

4.3.4 Noise Map and Action Plans.................................................................... 33 

4.3.5 Airspace Issues........................................................................................ 34 

4.3.6 Public Safety Zones Review ..................................................................... 34 

5 Technical Notes................................................................................................... 36 

5.1 Project Definition Sheets ............................................................................. 36 

5.2 Financial Data ............................................................................................. 36 

5.2.1 Budget Information................................................................................. 36 

5.2.2 Anticipated Final Cost Information .......................................................... 37 

5.2.3 Revenue and Operational Cost Information............................................. 38 

5.2.4 User Charge Impact ................................................................................ 38 

5.3 Time Schedule Data .................................................................................... 38 

5.4 Inflation...................................................................................................... 38 


5.4.1 Terminology............................................................................................ 39 

5.4.2 Price Bases and Inflation Indices .............................................................. 39 

5.4.3 Inflation Rate Data and Commentary ...................................................... 40 

5.4.4 Selection of Construction Inflation Rate 2007/08 to 2008/09 .................. 40 

5.4.5 Construction Inflation Outlook and Resultant Action............................... 41 

5.5 Control Totals............................................................................................. 42 

5.6 Risk ............................................................................................................ 42 

5.7 Change Control.......................................................................................... 43 

6 Constructive Engagement ................................................................................... 46 

6.1 Q5 Delivery of Annex G Commitments........................................................ 46 

6.1.1 Main Capital Works including Stakeholder Programme Boards................ 46 

6.1.1.1 Stakeholder Programme Boards ...................................................... 46 

6.1.1.2 Consultation at Gateways ............................................................... 46 

6.1.1.3 Change Control .............................................................................. 46 

6.1.1.4 Consultation on Risk Allowances..................................................... 46 

6.1.2 Rail ......................................................................................................... 47 

6.1.3 Information Technology (IT) / Systems ..................................................... 47 

6.1.4 Project for the Sustainable Development of Heathrow (PSDH) ................. 48 

6.1.5 CIP Working Group................................................................................. 48 

6.1.6 Constructive Engagement Fora for Capital Investment ............................ 48 

6.2 Discussions on Future Developments (Q6 and beyond)................................ 49 

6.3 CIP Development Process............................................................................ 49 

6.4 Airline Engagement Status Marker.............................................................. 49 

6.5 Aspirations for Future CIP Publications ........................................................ 51 

Appendix A: Project for the Sustainable Development of Heathrow 

Appendix B: Trigger Change Control 

Appendix C: PDS – Q5 Eastern Campus 

Appendix D: PDS – Q5 Western Campus 

Appendix E: PDS – Q5 Baggage 

Appendix F: PDS – Q5 Infrastructure 

Appendix G: PDS – Q5 Airline Relocations 

Appendix H: PDS – Q5 IT / Systems 

Appendix I: PDS – Q5 Rail 

Appendix J: PDS – Q5 PSDH, Thames Water and Support Adjustments 

Appendix K: PDS – Eastern Campus Phase 2 Enabling 

Appendix L: PDS – Q6 and Beyond Eastern Campus 

Appendix M: PDS – Q6 and Beyond Western Campus 

Appendix N: PDS – Q6 and Beyond Infrastructure 

Appendix O: PDS – Q6 and Beyond Rail 

Appendix P: Tracker CIP 2008 to CIP 2009 

Appendix Q: Cost Schedules 

Appendix R: Time Schedules 


1 Introduction 

This document is Heathrow Airport Limited’s (HAL’s) Capital Investment Programme 

(CIP) to formally cover at least the ten year period April 2009 to March 2019 inclusive. 

The content of HAL’s CIP will be revised and republished on an annual basis. This 

document shall be known as “CIP 2009”. 

The content of this document applies to the broad operating entities knows as 

Heathrow Airport and Heathrow Express. Note: Heathrow Express Operating Company 

Limited (HEx) is a subsidiary of HAL. 

In line with HAL’s Annex G 1 commitments this document is effectively a “snapshot” of 

HAL’s capital investment plans as at the time of publication and is not documentation of 

a mandatory, fixed or confirmed investment programme for either Heathrow Airport or 

Heathrow Express. While HAL has consulted locally with the airline community on the 

content of CIP 2009 it welcomes comment from them, either locally or from head 

offices, upon publication of this document in writing or via the established constructive 

engagement fora. During the consultation the airline community asked 2 

HAL to make 

available to airline community representatives a list of changes from the early drafts, 

reviwed jointly in detail, to this published version. Such information is available for 

airline community representatives on request from HAL. 

1.1 Regulatory years 

The period covered by this document formally covers three regulatory quinquennia; 

• Years 2 to 5 of the 5 th Quinquennium (Q5) 

• Years 1 to 5 of the 6 th Quinquennium (Q6) 

• Year 1 of the 7 th Quinquennium (Q7) 

However details for Q6 and Q7 are published on the basis of the positions stated later in 

this document and are neither definitive or exhaustive. 

1.2 CIP 2008 to CIP 2009 

CIP 2008 is the previous version of this document. CIP 2009 seeks to be a step change 

in HAL’s presentation, for consultation, of its capital investment plans. As such the 

format and content has been altered significantly from CIP 2008. This edition of the CIP 

has been prepared within the framework of a new process 3 with the intent of improving 

the long term visibility of investment options for all users of the document. 

The completion of the content of this document has been led by HAL in consultation 

with the airline community at Heathrow. Additional information on this consultation is 

provided in section 6.1.5. 

A summary is provided in Appendix P: Tracker CIP 2008 to CIP 2009 to enable linkage 

between the CIP 2008 and CIP 2009 publications to be readily accessed by users of this 

document. Users should also refer to sections 5.4 and 5.7 for information on inflation 

and change control respectively. 

1 

Annex G of the Economic Regulation of Heathrow and Gatwick Airports 2008 to 2013, CAA, 

March 2008. 

2 

At the Special CIPWG held 27 th February 2009. 

3 

Presented to CIPWG on 16 th October 2008, followed by JST on 3 rd November 2008 and 8 th 

December 2008. 

Internal File Name: 0903XX-CIP 2009 Main Document-V71-IG 1

1.3 Executive Summary of Key Issues 

The airline community have requested 4 that their broad agreement with the content of 

this document and the plans outlined is understood in the context of any significant 

issues at large between themselves and HAL. The significant issue outstanding at the 

time of publication is the airline community’s view that HAL lacks a high level 

masterplan / land use plan for Heathrow out to 2030. HAL notes the concerns expressed 

and refers to the context set out throughout this document on the matter of the high 

level masterplan. 

4 



2 Strategy and Vision 

Heathrow Airport is the United Kingdom’s only international hub airport and a vital 

piece of national infrastructure. This CIP presents the current snapshot view of how the 

premier status of the world’s busiest international airport could be maintained and 

enhanced through appropriate infrastructure and other capital investment. 

2.1 Vision for Heathrow Airport 

At the time of writing this document the process for refreshing the joint vision for 

Heathrow between HAL and the airline community has only recently commenced. 

Section 2.1 therefore presents the three current wordings for a Heathrow vision. 

While there exists a high degree of commonality between the three wordings it is HAL’s 

intention to consult with the airline community to achieve a common statement, taking 

on board the UK Government announcements on adding capacity at Heathrow made in 

January 2009 5 , in time for the publication of CIP 2010. 

2.1.1 Output from 2006 Constructive Engagement Process 

In the May 2006 document “Interim Results of Constructive Engagement at Heathrow 

Airport” the output of the “Vision for Heathrow” workstream was described thus; 

“A world class international hub airport 

In practice this means the following; 

• A full-service, mixed mode, three-runways airport, recognised as both the major UK 

international hub and as a world leader in its own right. 

• Maintain position of traffic leadership as at present but with commensurate service 

levels, to achieve continuous top ten placing in IATA / ACI assessments. 

• Designed, built and operated as an integrated transport facility, providing effective 

surface access, inter-modality and connectivity for passengers, baggage and cargo. 

• Infrastructure, service quality and technology which recognise and respond to 

travellers’ different needs to encourage a stress free, positive experience for the 

customer. 

• Predictable, reliable, punctual, cost-effective operations, meeting airline growth 

assumptions but not at the expense of delay, congestion and poor service. 

• Value for money for the airlines and their customers. 

• Flexibility to adapt to meet market demands.” 

2.1.2 HAL’s Purpose and Vision 

The importance of Heathrow to the economy of the UK is such that its hub status must 

be maintained and improved to a level that is at least equivalent with it’s European 

competitors. This needs to be achieved through the delivery of excellent passenger 

experiences and the development of new capacity and service improving infrastructure. 

HAL has a stated desire to deliver operational improvement through a structure of 

deliverable and tangible targets. To that end HAL refreshed its purpose and vision 

statements to; 

5 

Department for Transport publication “Adding Capacity at Heathrow: Decisions Following 

Consultation”, dated January 2009. (Herein after referred to as the Government decision.) 


• Purpose: 

“London’s direct connection to the world and leading European hub” 

• Vision: 

“Become Europe’s hub of choice by making every journey better” 

2.1.3 Airline Community Vision 

In response HAL invited the airline community to present their view on “vision” for 

inclusion in CIP 2009. The wording below was provided by the airline community at the 

JST 6 for inclusion in this document. 

“The airline community is concerned that a “new” vision for Heathrow has been 

developed internally by HAL and endorsed by the BAA Board without the benefit of 

ongoing constructive engagement with the airline community. Subsequently HAL has 

now recognised that any change to the agreed vision would benefit from and should 

include consultation with the airline community as an element of “ongoing” 

Constructive Engagement. 

Thus, the Heathrow airline community believes that, to date the only “agreed” vision 

for Heathrow is the one that was included as part of Constructive Engagement (Refer to 

2.1.1). 

“A world class international hub airport” 

The airline community appreciates that this vision statement will continue to benefit 

from updated and specific goals and objectives and, within this context believes, that 

ongoing dialogue with HAL to “flesh out” the vision statement is beneficial. 

However, the airline community is concerned about HAL’s suggested refocus of the 

vision on the European context of Heathrow. The airline community believes that 

Heathrow must meet and maintain its full potential in the global aviation industry and 

that HAL must continue to consider Heathrow’s role in the context of “global” aviation, 

not just within Europe. Heathrow is regarded by the airline industry as one of the key 

major GLOBAL hubs and therefore must continue to be benchmarked against 

comparable airports. Anything less jeopardises Heathrow’s ability to compete as a global 

hub and potentially downgrades opportunities for continuous improvement. 

The airline community would like to discuss these opportunities in greater detail and 

welcomes HAL’s invitation to continue to define the future of Heathrow. The interim 

goal of becoming “Europe’s hub of choice” and the continuous improvement embodied 

within “making every journey better” is positive. Becoming Europe’s hub of choice is an 

excellent way point on the journey of becoming world class. However, the vision 

statement should never lose sight of being the very best.” 

2.1.4 Airline and HAL Joint Alignment of Purpose, Vision and Masterplan 

Attributes 

Sections 2.1.1, 2.1.2 and 2.1.3 outline the current viewpoints on the “vision” for 

Heathrow. HAL intends, as outlined to the airline community in JST meetings 7 , to lead a 

6 

JST held 2 nd March 2009. 

7 

JST held 8 th December 2008 and 13 th January 2009. 


joint process of consultation and discussion in order that, in the light of the Government 

decision on adding capacity at the airport, a common agreed set of purpose and vision 

statements may be agreed prior to the third quarter of 2009. 

Such consultation shall need to be undertaken with the context of simultaneous 

discussions on the affordability and the time phasing of possible future investments. 

(Refer also to sections 2.2.3 and 2.3 ) 

2.2 Heathrow Airport Storyboard 

2.2.1 Q5 Traffic Demand (Extract from CAA Decision 8 ) 

The CAA Decision provides the following table of traffic forecast used to establish the 

Q5 price control. 

2008/09 2009/10 2010/11 2011/12 2012/13 

CAA 

(Final) 

70.4 72.5 74.5 76.2 78.2 

All values in Millions of Passengers Annum. 

Table 1: Extract of Table 4-5 CAA Forecast Passenger Numbers. From CAA Decision. 

Reflective of the current economic environment, the HAL have previously reported the 

total traffic for 2008/09 at 65.9 million passengers. 

HAL believes that, the long term nature of capital investment decisions means that, at 

this time, the current economic downturn does not result in a need to revisit the plans 

for the current quinquennium. HAL will consult with the airline community in this 

respect during the regulatory year 2009/10 in line with the discussions outlined in 

section 2.2.2 on Q6 and beyond. 

2.2.2 Long Term Traffic Demand (Q6 and beyond) 

Annex G 9 

states that HAL are obliged to consult with the airline community on the 

traffic forecasts for the airport in order that correct long term investment decisions can 

be made. 

In line with the issues outlined in sections 2.1, 2.2.3, 2.2.5, and 2.3 HAL does not 

present detailed long term traffic forecasts in this version of the CIP. Consultation on 

forecasts, in the light of aviation industry expectations and the recent Government 

decision, will be undertaken with the airline community following the process and 

timelines outlined below. Such work will be done so as to allow inclusion of full traffic 

forecasts in future CIP publications and for interim publication between HAL, airline 

community and the CAA as needed before then. 

In general the process for consulting on traffic forecasts will follow that for the general 

master planning. HAL therefore intends to present its current interpretation of possible 

forecast scenarios, aligned with possible future runway capacity scenarios that enable 

Air Traffic Movement (ATM) growth beyond the current 480,000 annual ATM limit, by 

the end of May 2009. This initial presentation will be followed by a two to three month 

period of iterative discussions with the airline community in general, and airlines holding 

8 

Economic Regulation of Heathrow and Gatwick Airports, CAA Decision, 11 th March 2008. 

9 

Annex G of the Economic Regulation of Heathrow and Gatwick Airports, CAA Decision, 11 th 

March 2008. 


significant slot holdings, on improvements to the scenarios with a view to creating an 

agreed range of forecasts on which the master plan options can be assessed. HAL 

expects that elements of this consultation, if it includes individual airline growth 

assumptions, will need to be undertaken bilaterally under confidentiality agreements, 

with HAL (or an independent party, e.g. ACL) aggregating information provided into a 

Heathrow wide perspective that is not commercial sensitive to any one airline or group 

of airlines. Due to the long term nature of the master planning discussions it will, after 

the above process has concluded, be necessary to regularly review the forecasts in order 

to ensure that the joint assumptions remain valid. 

In advance of such consultation, the airline community have requested that the eventual 

Q6 and beyond forecasts reflect the longer term predicted growth of aviation and are 

not overly distorted by the shorter term economic issues and related passenger 

numbers. 

2.2.3 Heathrow Airport Campus 2030 

The Government decision in January 2009 on adding capacity at Heathrow allows work 

on the development of a full masterplan in the context of the three runway airport to 

commence in earnest. 

At the time of preparing CIP 2009 this development activity is only at outline stage and 

is still subject to significant prolonged and detailed work by both HAL and, through 

consultation, the airline community. 

Figure 1: Schematic of Possible Passenger Processing and Apron Capacities for 

Heathrow in 2030.indicates the range of options that could be considered for a three 

runway airport in 2030. 

In addition to Figure 2 HAL have commenced discussions on what attributes the three 

runway masterplan for Heathrow should contain. As with the “vision” for Heathrow 

outlined in section 2.1, HAL shall progress this consultation to develop agreed 

attributes. In this context the attributes are outcomes that the masterplan should seek 

to respond to. Further information is provided in section 2.2.5 below. 

2.2.4 Heathrow Airport Campus at the end of Q5 

Figure 2: High level Plan of Heathrow Campus at March 2013.shows the expected, as at 

the time of CIP 2009 publication, nature of completed major development works at 

Heathrow at the end of this quinquennium (Q5). 

2.2.5 Masterplan Consultation 

Building on the process outlined in section 2.1.4 HAL advises that it wishes to progress 

consultation with the airline community on the attributes for, and general content of, a 

full masterplan to 2030. Such consultation shall build on discussions already undertaken 

on possible specific investment projects that, on current understanding could form 

elements of the full masterplan. Examples of the major projects, on which consultation 

has already commenced are; 

• An airside tracked transit passenger connectivity system. 

• Western Campus (T3/T5) development. 

• Eastern campus (T1/T2) development including a T2C facility, and 

• Commercial and passenger experience redevelopment of the landside Central 

Terminal Area (CTA). 


HAL envisages the consultation following the same timeline as that outlined for the 

“vision” as both issues are inextricably linked. 

2.3 Context for the next 10 Years (2009 to 2019) 

The introduction of the third runway and associated infrastructure into the Heathrow 

campus will introduce a series of challenges for the operation and development of the 

airport. At the time of publishing this CIP 2009, after the Government announcement 

on additional capacity at Heathrow earlier in the year, the workstreams to develop and 

evaluate options for the future of the airport have not progressed sufficiently to enable 

HAL to publish detailed cost and programme information for projects in Q6 and beyond. 

At the first special CIP Working Group (Refer to 6.1.5) held to consult on CIP 2009 10 

HAL outlined the following approach to the airline community and received their 

endorsement to it. 

For the reasons outlined in sections 2.1 and 2.2 HAL do not wish to present a complete 

development programme for Q6 and beyond that is populated with detailed cost and 

time phased projects as to do so would suggest that such programme; 

• Is HAL’s considered response to the Government announcement on adding capacity 

at Heathrow, 

• Has had a number of options developed, evaluated and consulted upon to a point 

at which a proposal for development can be made, 

• Is reasonably definitive and 

• Is considered by HAL and the airline community to be affordable in both the short 

and long term. 

As a result the cost and time schedules provided as an appendix to this document detail 

only the capital investment in Q5 and do not present complete information for Q6 and 

beyond. 

Project Definition Sheets for possible investments in Q6 and beyond are provided for 

information and as an indication of the possible size and nature of the development on 

the current Heathrow campus. Any projects associated with the third runway and 

associated infrastructure are excluded from this publication. Appendix A: Project for the 

Sustainable Development of Heathrow provides additional information. 

At JST meetings 11 

and the special CIPWG 12 , HAL has outlined its intention to use the 

“vision” and masterplan attribute workstreams to set the context for joint prioritisation 

of future airport development with the airline community. HAL further outlined that it 

would see such prioritisation including consideration of the affordability of such 

development by the airline community. The flow diagram provided below captures this 

information. 

10 

Special CIPWG held 30 th January 2009. 

11 

Joint Steering Team held 8 th December 2008 and 13 th January 2009. 

12 

Special CIPWG held 30 th January 2009. 



Heathrow in 2030. 


Figure 2: High level Plan of Heathrow Campus at March 2013. 


Preparing for Q6 

08/09 09/10 10/11 11/12 12/13 

CIP 2009 CIP 2010 CIP 2011 CIP 2012 CIP 

2013 

Masterplan 

Refresh Masterplan 

Refresh Masterplan 

/ storyboard work 



Agree “vision” and 

drivers for Heathrow 

R3 / T6 Options & 

integration w/ MPlan 

Develop initial info 

on Q6 projects 

Continue to develop 

detail on Q6 projects 

Refresh detail on 

Q6 projects 

Refresh detail on 

Q6 projects 

Agree Content of 

CIP 2009 

Start prioritisation of 

Q6 and beyond 

Refresh prioritisation 

of Q6 and beyond 

Refresh prioritisation 

of Q6 and beyond 

Develop User 

Charge scenarios 

Maintain Cost and 

User Charge Info 

Maintain Cost and 

User Charge Info 

Q6 Regulation 

Process 

Q6 content 

80:20 developed 

2.4 Development Workstreams 

Figure 3: Q6 and beyond consultation framework 13 

The following sub-sections are to be read in line with the earlier statements on the need 

to progress the vision and masterplan. As such, while they capture HAL’s current 

thoughts on future development themes, they are not fixed and shall be subject to 

consultation on an ongoing basis. The primary consideration in progressing all 

workstreams is the need to balance supply (bringing into operation of investment 

projects) against the capacity demand (driven by passenger growth and operational 

changes such as new aircraft fleets). The workstreams, and any projects in section 2.5 

that stem from them, should be seen as potential elements of a plan to be jointly 

prioritised, rather than a fixed proposal from HAL. 

2.4.1 Terminals including Piers / Satellites 

With the introduction of T5 in 2008, a programme of Q5 works has been enabled to colocate 

airline alliances, terminal refurbishment / replacement and importantly the need 

to offer competitive equivalence across all Heathrow campuses / terminals. 

HAL propose, to maximise the efficient use of land (including operationally efficient 

taxiway and runway hold processes) on the existing airport, that the principle of main 

terminal buildings and satellites being perpendicular to the runways will be continued. 

This “toast rack” arrangement, commenced by the Terminal 5 development, will 

continue initially in Terminal 2A (formerly known as Heathrow East Terminal) and its 

associated satellites. Consideration should be given to continuing this onto the Terminal 

3 areas of the Western apron (i.e. the land between Terminal 3 and Terminal 5). 

13 

Presented to the airline community at the London (Heathrow) Airport Consultative Committee 

meeting held on the 5 th February 2009. 


Possibilities are outlined in the Project Definition Sheets in Appendix M: PDS – Q6 and 

Beyond Western Campus. 

Q6 investment plans should consider the continued development of the infrastructure 

along those key themes; 

• On the Eastern campus, the completion of T2A and T2B will enable the majority of 

STAR airlines to “Move Under One Roof” and develop the STAR product offer at 

LHR. It will then enable the commencement of the Phase 2 development which will 

result in an extension of T2A to handle 30mppa and a new baggage system. 

Possibly complemented by a second satellite (T2C) on which consultation has 

commenced. Works will seek to create sufficient capacity to complete the colocation 

of STAR airlines at Heathrow and provide equivalence to Terminal 5 

(connections, terminal, baggage, airfield). 

• On the Western Campus, plans should consider British Airways’ desire to have an 

integrated hub operation. (A single connected campus including bringing the 

Terminal 3 building to Terminal 5 standards.) 

• Development options on both campuses are still being considered in terms of the 

need to balance demand across the airport in an affordable manner. 

There are no significant changes to the nature of Terminal 4 during the period of this 

CIP, other than the works already commenced to modify the check-in area and 

forecourt. 

2.4.2 Baggage 

The development of baggage functionality for Heathrow is a key element to the robust 

operation of the airport in general, and the hub / transfer process in particular. The 

production of infrastructure solutions for Q6 and beyond will need to ensure that the 

baggage product can provide Minimum Connect Times for transferring passengers that 

are at least comparable with those for the passengers themselves, and be comparative 

with the other global hubs. 

Such functionality shall need to address the needs of intra (within) and inter (between) 

terminal / campus connections with a view towards a consistent airport wide product 

standard. Works will also need to take account of any ongoing compliance changes 

arising from regulatory authority requirements in terms of security (E.g. DfT or TSA) or 

safety (E.g. HSE). 

Future development of the departure and arrivals baggage systems should focus on joint 

end to end process improvement between HAL and the airline / ground handling 

communities in order to improve key performance metrics such as; missed bags / 

thousand passengers, and arrivals delivery. 

2.4.3 Airfield 

Other then general modifications to the stand and taxiway arrangements to suit the 

“toast rack” principle outlined in 2.4.1 there are no significant changes proposed during 

this CIP period. Early work on the positioning, number and nature of “toast rack” 

satellites has highlighted a critical need for the number and configuration (dual versus 

single) taxiways in both the western and eastern airfield campuses. The following 

principles for development of the airfield have been agreed 14 

with the airline 

community; 

14 

Eastern Maintenance Base gateway sign off event held 18 th February 2009. 


• Balancing processor and apron capacity (minimise inter campus towing) 

• Balancing demand across the aprons 

• Taxiway operation 

• Efficient taxiway and hold operation 

• Redundancy and flexibility 

• Minimising towing 

• Minimise runway crossings 

• Higher pier service levels (>95%) without need for tactical intervention 

• Affordable 

2.4.4 Surface Access 

Heathrow is more than just an airport. It is the UK’s busiest transport interchange as 

well as its busiest bus and coach hub and, with Terminal 5 now included, there are 

seven railway stations on the airport. By any measure the range and variety of 

Heathrow’s surface access infrastructure plays a key role in HAL’s efforts to reduce 

unnecessary car use. The Surface Access Strategy is central to Heathrow maintaining this 

role. The strategy’s principles are well established. They are: 

• To seek to provide, working with third party transport providers, acceptable levels of 

service for travel to and from the airport for both air passengers and airport staff, in 

terms of journey time, reliability and cost; 

• To develop surface access strategies that are achievable and capable of being 

sustained within normal financial constraints and any conditions that may be laid down 

through the CAA’s regulatory controls; 

• To influence and be informed by national, regional and local transport policies and 

plans; 

• A commitment to the use of public transport and the minimisation of the impact 

arising from transport activities; and 

• To put the interests of all our surface access users, whether air passengers, staff or 

business visitors, at the forefront of our planning. 

HAL has maintained a clear, consistent and evolving Surface Access Strategy for 

Heathrow since the first consultation document was launched in 1996. The latest 

version of which was published in October 2008 called “Sustaining the transport 

vision:2008-2012”. Core policy statements covering the whole BAA Group were then 

agreed, with the first Strategy document for Heathrow being issued in 1999. This set 

out a rolling five year framework within which improvements to the airport’s surface 

access could be identified and taken forward. It also set 19 targets and objectives, 

including the goal of maintaining at least a 40% mode share to public transport for air 

passengers. The strategy has been reviewed and updated at regular intervals, with the 

targets and objectives being assessed for progress and, where appropriate, modified 

and new ones added. 

The strategic nature of Heathrow Airport and its ability to act as an interchange and 

‘hub’ for bus, coach and rail routes is increasingly being recognised by key stakeholders, 

including Transport for London and the South East England Regional Assembly through 

its South East Plan. Heathrow has been instrumental in helping to strengthen public 


transport services in the South East region and we are keen to see the development of 

even stronger public transport links as part of airport development. 

The strategy for developing Heathrow’s Surface Access takes place against a 

background of continuing public debate about the nature of transport provision in the 

UK, coupled with an increasing awareness of the impact on the environment. If 

Heathrow is to be able to develop successfully into the future, then HAL are in no doubt 

of the need to address the accessibility needs of both air passengers and staff as part of 

the airport’s sustainable development. 

2.4.5 Connections 

Approximately a third of all passengers at Heathrow are transferring from one flight to 

another. Transfer traffic is important because it enables airlines to maintain the viability 

of routes through seasonal peaks / troughs as well as supporting a high frequency / 

many destinations route network. Heathrow is also unique in Europe as the 

developments being pursued will enable it to allow all three airline alliances to offer colocated 

transfer products. 

Within the previously outlined masterplan attributes context, strategic objectives for 

connections should be considered from the following; 

• Offer a world class product, equivalent or better to Heathrow’s European airport 

hub competitors and comparable to airport hubs worldwide; 

• Provides ease of transfer through low connection times and reducing hassle / mode 

changes that will enable airlines to offer competitive minimum connection times. 

• Supporting the forecasted growth in transfer volumes; 

A major element of the Q6 and beyond investment plans could be to introduce a new 

passenger transfer product based on Track Transit / Automated People Mover 

technology. The current airline aspiration is to have one single integrated APM system 

linking all Terminals and Satellites that enables both Originating / Destination passengers 

as well as connecting passengers a fast, reliable and efficient method of moving around 

the Heathrow campus. 

To enable this core Q6 investment could focus on, as a minimum; 

• Western Campus – extending the existing T5 Tracked Transit System to T3 to create 

an integrated hub for BA / Oneworld 

• Eastern Campus – introducing a new Tracked Transit System that links T2A to 

satellites B and C 

The aspiration extends to linking both campuses via a sub-surface route across the 

Central Terminal Area, with possible extensions to Terminal 4, and eventually full 

integration of any new 6 th terminal. 

Reference is made to section 2.4.2 and the need for alignment between passenger and 

baggage connectivity. 

2.4.6 Cargo and Maintenance Areas 

Heathrow handles significant quantities of cargo for the UK economy. HAL intends to 

pursue a review of the cargo operational areas in order to inform the future masterplan 

options for the areas. This review and input into the masterplanning work will be 

subject to airline consultation. 


In Q6 and beyond HAL expects there to be a need to modify the manner in which the 

current maintenance areas on the eastern side of the airport are configured in order to 

maximise the potential of Heathrow. Proposals on this are already being discussed with 

the airline community and shall continue to be developed. 

2.4.7 Ancillary Areas and Others 

As part of the Q6 prioritisation it will be necessary to investigate whether to invest 

significant sums in the heavy refurbishment of critical airport infrastructure such as the 

main access tunnel, airport utilities and the cargo tunnel. In addition HAL will bring 

forward proposals for investments to enable climate change (CO 2 ) and other 

environmental targets to be met. 

In the Project Definition Sheets for Q6 and beyond those for “Clean Working and 

Friendly” (CWF) works (i.e. minor projects and asset renewals) have been structured so 

as to link their budgetary value to the specific asset base they are intended to support. 

This being in contrast to the Q5 allocation which is Heathrow wide. This change in 

structure is reflective of HAL’s desire to improve clarity of these funds and allow for 

enhanced focused consultation, in Q6, with the relevant local terminal airline 

communities on how such monies could be tactically invested. 

2.5 Programmes 

To enable efficient delivery of the capital investment detailed in this CIP it has been 

necessary to divide the whole HAL investment programme into packages for project 

management. 

These packages, called programmes, are distinct from the workstreams described above, 

as they split the broader development needs into their relevant delivery groups. While 

the programme splits were originally envisaged for Q5 delivery, the airline community 

have asked 15 that this CIP be presented using the same split for Q6 and beyond. 

The programmes for the main Capital Projects investment works are; 

• Eastern Campus [Which covers the facilities in the geographic areas of T1 and T2 

including all land to the eastern edge of the operational airport.] 

• Western Campus [Which covers the geographic areas of Terminals 3,4, and 5.] 

• Baggage [Which covers pan-airport and local terminal baggage systems.] 

• Infrastructure [Which covers all airfield areas not explicitly included in Eastern or 

Western Campuses together with landside facilities.*] 

• Airline Relocations [Which covers the relocation activities for airlines moving 

between terminals.] 

* Infrastructure also deliver works on behalf of the Eastern and Western programmes. 

In addition to the Capital Projects investment programmes outlined above the following 

other programmes are included in the HAL CIP; 

• Information Technology (IT) / Systems [Which covers stand alone IT / Systems 

investment not delivered as part of a main capital investment works.] 

• Rail [Which covers Heathrow Express led investments.] 

• Project for the Sustainable Development of Heathrow (PSDH) Programme [Which 

covers the third runway and sixth terminal development.] 

15 

At the JST held 8 th December 2008. 


• Thames Water [Which covers ongoing payments associated with the purchase of the 

Terminal 5 site area.] 

2.6 Possible Future Development Projects in Q6 and Q7 Timescales 

Notwithstanding the statements made elsewhere in this document, HAL feels that 

provision of initial thoughts on possible future development projects, excluding those 

related to a third runway and sixth terminal, in this document does provide value into 

the consultation process for the period between CIP 2009 and CIP 2010. 

Following consultation 16 with the airline community these draft projects are presented in 

“programmes” aligned to the current Q5 delivery programmes with which HAL and the 

airline community are familiar. 

The detailed draft Project Definition Sheets are contained in the referenced appendices. 

These documents now need, in their next iteration, to be informed by the vision and 

masterplanning work outlined previously. 

2.6.1 Project for the Sustainable Development of Heathrow 

For the reasons outlined earlier in sections 2.1 and 2.2, the impact of the January 2009 

Government decision on adding capacity at Heathrow Airport, and the works known as 

the Project for the Sustainable Development (PSDH) of Heathrow have not yet been fully 

assessed. Clearly the decision leads to the need to include, in future editions of the CIP, 

information on a third runway and sixth terminal at Heathrow together with the 

relevant supporting infrastructure. 

At this time, however, information on PSDH is detailed in Appendix A: Project for the 

Sustainable Development of Heathrow only. In future publications of the CIP and in the 

consultation processes outlined earlier, HAL considers it is essential that the third 

runway / sixth terminal issues are considered as integral with the existing Heathrow 

operation and future development. I.e. Future editions of the CIP will document the 

development of a three runway airport. 

The airline community have asked 17 that their comment on PSDH be recorded here. The 

principal aspects of the comment they have asked be recorded is the different nature of 

consultation undertaken by HAL in respect of PSDH, and the manner in which the Q5 

monies were included in the regulatory settlement, including the absence of any trigger 

rebate type system. At the March 2009 Strategic Choices and JST meetings 18 

HAL 

furthered the discussions on how to address PSDH consultation and presented a 

proposal for “ex post” payment in Q5 by airlines for PSDH related expenditure. HAL 

feels that progression of these issues has addressed the central issues raised by the 

airline community. Constructive consultation continues. 

2.6.2 Eastern Campus Programme 

The development of the Eastern Campus in Q6 and Q7 will be done through a number 

of highly interdependent projects. At the time of preparing CIP 2009, HAL are 

undertaking a comprehensive review of how this area of the airport could be developed. 

The outputs of the study will form part of the ongoing consultation with the airline 

16 

At the JST held 8 th December 2008. 

17 


18 

Meetings held 2 nd March 2009. 


community and particularly the Star alliance as a key occupant of the area. Given this 

position a single project has been defined, for the purposes of CIP 2009 only, as 

“Eastern Campus Phase 2” in order that all of the bullet pointed principles espoused in 

2.3 can be applied. For the purposes of masterplan and project prioritisation it will be 

necessary to disaggregate the single project presented here into its component parts. 

The second satellite for T2, known as T2C, is included in this single project but has been 

the subject of separate discussion at constructive engagement due to the need, if it is 

desired by the airline community, to actively safeguard for the facility in Q5. T2C will 

need to be considered a separate project in the process mentioned above. (Reference 

should be made to section 3.8 on this point). 

2.6.2.1 List of Possible Eastern Campus Programme Projects 

Temporary “BCT” No and Project Name 

FQ01 : CWF T1 (Q6 & Q7) 

FQ02 : CWF T2 (Q6 & Q7) 

FQ03 : Eastern Campus Phase 2 

Table 2: Possible Q6 and Q7 Projects – Eastern Campus Programme 

2.6.3 Western Campus Programme 

Possible Western Campus works centre on pier redevelopments in Terminal 3 and a 3 rd 

satellite on T5. Further investment could be driven from British Airways’ / oneworld’s 

stated desire, as key occupants of Terminals 3 and 5, to operate T3 and T5 as an 

integrated hub on the western campus. There is currently no significant specific 

investment work envisaged for Terminal 4 which falls within the Western Campus 

Programme nomenclature. 

2.6.3.1 List of Possible Western Campus Programme Projects 


General 

FQ23 : Heathrow TTS: T5 to T3 extension 

Terminal 3 

FQ24 : CWF T3 (Q6 and Q7) 

FQ25 : T3 Arrivals Reconfiguration 

FQ26 : T3 Check-in and Central Search Relocation 

FQ27 : T3 CIP Lounge Development 

FQ28 : T3 IDL Reconfiguration 

FQ29 : T3 New Northern Pier and Stands 

FQ30 : T3 Pier 5 and Stands (330 to 342) Reconfiguration 

FQ31 : T3 Pier 5 Demolition / Toast Racked Code F Stands 

FQ32 : T3 Pier 6 Extension and Stands 

FQ33 : T3 Pier 6 to T2A Link 

FQ34 : T3 Pier 7 Redevelopment 

FQ35 : T3 Refit for T1 Non-Aligned 

Terminal 4 


FQ38 : T4 Arrivals Reclaim for A380 

FQ39 : T4 Code F Stands Phase 2 

Terminal 5 


FQ40 : T5B Phase 2 


FQ41 : T5C Phase 3 

FQ42 : T5D and Stands 

Table 3: Possible Q6 and Q7 Projects – Western Campus Programme 

2.6.4 Baggage Programme 

A number of broad themes for Q6 and beyond exist for the baggage product at 

Heathrow. These are summarised as; 

• Western Campus (T3, 4 and 5) – Possible need for improvements to the arrivals 

baggage processes. 

• Eastern Campus – Phase 2 of the development of the area. 

• Campus Wide Compliance – Manual handling and security compliance changes to 

the existing systems. 

• Campus Wide IT – With IT systems for baggage tending towards short (circa 5 year) 

lifecycles a need for replacement with Q6 is probable. 

At this time HAL does not present any potential baggage projects for Q6 and beyond. 

2.6.5 Infrastructure Programme 

In line with the surface access principles outlined earlier HAL expects to propose the 

development of a Public Transport Interchange (PTI) in the Central Terminal Area during 

Q6. 

During early Q6 it will be necessary to resurface / refurbish the two existing runways 

(27L / 09R and 27R / 09L). 

As explained in 2.4.7, the works known as Clean Working and Friendly (CWF), have 

previously been centralised for CIP purposes. For Q5 they are part of the Infrastructure 

Programme. Beginning in Q6 HAL propose that these allowances for capitalised minor 

asset replacement and renewal works be split by asset type and placed within more 

relevant geographic programmes. The list below therefore only includes pan-airport 

asset types, with the terminal / geographically specific allowances being presented in the 

Eastern and Western Campus listings. 

2.6.5.1 List of Possible Infrastructure Programme Projects 


FQ04 : Additional Jetties - FQ 

FQ05 : Carbon Reduction 

FQ06 : Cargo Tunnel Renovation 

FQ07 : Code F A&B Taxiways between E&K Taxiways 

FQ08 : CWF Airfield (Q6 & Q7) 

FQ09 : CWF Connections (Q6 & Q7) 

FQ10 : CWF Other Areas (Q6 & Q7) 

FQ11 : Heathrow TTS: Inter Existing Terminals 

FQ12 : Landside Roads Infrastructure and Systems 

FQ13 : Main CTA Tunnel Renovation 

FQ14 : Maintenance of Retail Income 

FQ15 : Overlay Runway - Northern 

FQ16 : Overlay Runway - Southern 

FQ17 : PCA (existing facilities) - FQ 

FQ18 : Security Projects 

FQ19 : Utilities Infrastructure Upgrade 


Table 4: Possible Q6 and Q7 Projects – Infrastructure Programme 

2.6.6 Airline Relocations 

The purpose of the Q5 Airline Relocations Programme is to deliver the current Move 

Sequence, primarily to enable airline alliance co-location and more efficient use of the 

airport’s infrastructure. In Q6 and Q7 it is reasonable to assume that as Heathrow 

continues to develop the relocation of airlines between facilities will be an ongoing 

feature. HAL have therefore maintained the nomenclature to allow such expenditure to 

be readily recognised. 

At this time no specific projects are identified, but with the inclusion of the PDS called 

“FQ35 – T3 Refit for T1 Non-Aligned” the possible, subject to consultation, basis of 

some limited future airline relocations is recognised. 

2.6.7 Information Technology (IT) / Systems Programme 

In previous issuances of the HAL CIP broader IT investments have been documented 

through a single line entry. In section 3.6 the Q5 IT investments are clarified in greater 

detail. At this time it is assumed that the same broad investment categories shall apply 

for Q6 and beyond. No Project Definition Sheets have been prepared but at a minimum 

the following should be expected to be included in CIP 2010 onwards; 

• Airport Operational Systems (Q6 and beyond). 

• IT Infrastructure Renewal (Q6 and beyond). 

• Business Planning & Support IT (Q6 and beyond). 

It should be noted that this programme is for IT / Systems works that are stand alone. 

I.e. not part of a larger multi-functional project. For example; IT works related to a new 

building would be included within that building’s scope. 

2.6.8 Rail Programme 

As with IT, in previous issuances of the HAL CIP the rail investments have been 

documented through a single line entry. In section 3.7 the Q5 rail investments are 

clarified in greater detail. At this time it is assumed that the same broad investment 

categories shall apply for Q6 and beyond. 

2.6.8.1 List of Possible Rail Programme Projects 


FQ20 : Crossrail 

FQ21 : HEx Growth Projects (FQ) 

FQ22 : HEx Renewal Projects (FQ) 

Table 5: Possible Q6 and Q7 Projects – IT / Systems Programme 

2.7 Risks and Assumptions 

In response to requests raised by the airline community, HAL has agreed to record the 

risks and assumptions that underpin the long term development plans. It is intended 

that such records shall be one of the main cornerstones of the plans and how they 

might be implemented / impact the airport with any points being clearly linked back to 

the master planning aspirations. At this time, pending progression of the consultation 

on such plans, no record of risks and assumptions is included in the CIP. 


3 Q5 Delivery 

During the first year of Q5 to 31 March 2009, HAL has invested approximately £750 

million in the Q5 capital investment plan. Completion of the relocation of British 

Airways to Terminal 5 did not occur until October 2008, later than originally planned. 

HAL and the airline community have been in active consultation regarding the 

consequences of this change on the remainder of the Q5 capital investment plan. 

As a result, HAL and the airline community have agreed a number of amendments to 

the programme including changes to the relocation dates for airlines, re-phasing of 

various individual projects within the overall programme and the deferral of capital 

expenditure. These amendments have been documented with the airlines through the 

CCRS change control process. (Refer to section 5.7.) The highly interdependent nature 

of the Q5 capital programme means it is critical that effective consultation between HAL 

and the airline community continues throughout the Q5 period. 

This section of the CIP 2009 document is split into the programmes identified in section 

2.5. Sections 3.1 to 3.9 detail the broad Q5 development of each of the programmes, 

while section 3.10 details the Q5 trigger milestones. 

3.1 Eastern Campus Programme 

3.1.1 Overview 

The works centre on refurbishing Terminal 1 and commencing the new Terminal 2 

family of facilities. Included are the ancillary works to enable the major component 

projects (such as T2A and T2B,) to progress, for example, the demolition of the Queen’s 

Building. 

3.1.2 List of Projects 

BCT Number and Project Name as shown in Schedules 

Eastern Campus Airfield 

4202 : EA A/side Rd & Taxilane U/pass 

7207 : EAD Mid Stands & Taxilanes 

Leadership, Logistics and Enabling 

8828 : Eastern Campus EIS 

Landside 

3814 : New Build MSCP - East 

8888 : Control Tower Demolition 

T2B, T1 and VP 

6716 : Pier 3 Demolition 

4201 : T2B Centre, Stnds & Pax Connectivity 

4539 : T2B North 

7205 : T2B NW Stands & Taxilanes 

7209 : T2B SE Stands & Taxilanes 

7210 : T2B SW Stands & Taxilanes 

7212 : Relocation of Substation 56 

T2A Phase 1 & Associated Projects 

8807 : T2A Phase 1 Stands 

T2A Programme Phase 1 (See section 3.1.3) 

Table 6: Q5 Projects – Eastern Campus Programme 


3.1.3 Additional Explanatory Notes 

The following points are noted to provide additional clarity on some PDS and schedule 

information; 

• T2A Programme Phase 1 PDS covers the following projects, that would otherwise 

have PDS’s in their own right, listed in the schedule; 


7779 : P23223 - T2A A/S Early Services Relocation 

8794 : Eastern Campus Leadership Team 

7769 : P23224 - T2A L/S Early Services Relocation 

7767 : P23225 - T2A Scheme Design Stage 

8802 : T2A Building 

8799 : QB Demolition 

8798 : Eastern Campus Logistics 

7230: P22848 – QB Staff Rest Decant 

8800 : T2 Demolition 

• BCT 4630 – The negative budget shown in the cost schedule reflects changes to the 

project management structures on the Eastern Campus only. 

• BCT AAAA – This is a temporary provision within the reporting structure which will 

be re-provisioned to the relevant projects. No PDS is provided. 

• BCT 7720 for T2A Phase 2, listed in the cost schedule, allows for Q5 funds linked to 

the Q6 and beyond PDS for Eastern Campus Phase 2. No PDS is provided as the 

scope will need to be determined based on the masterplan / prioritisation process 

outlined in section 2. 

3.2 Western Campus Programme 


Refurbishment of Terminals 3 and 4 allow for general improvement of the facilities in 

line with the competitive equivalence and alliance co-location principles. For Terminal 5 

the investment centres on the T5C facility. 



Terminal 3 

7540 : T3 Office Refurbishment Airline Moves 

3829 : MARSing STND 324 - 330 & CTA S 

5094 : Pier 5 Departures Walkway 

8002 : Pier 7 stands works 

7593 : T3 Zone B-G Upgrade 

8406 : Pier 7 Connector Refurb 

8494 : Pier 5 Gateroom Enclosures 

8510 : Landside Departures 1st Floor 

8563 : Immigration Hall Refurb 

0002 : T3 Additional Transfer Security Lanes - SQR 

8569 : T3 Baggage Hall Refit 

9222 : T3 Additional Departures Security Lane 

Terminal 4 

6604 : T4 Airline Relocation 

3831 : T4 Check-in Capacity 

6693 : Terminal 4 Refurbishment 


8275 : T4 Victor Pier Refurbishment 

9028 : T4 Additional Transfer Security Lanes 

8274 : T4 Flooring 

Terminal 5 

T5C (See section 3.2.3) 

Table 7: Q5 Projects – Western Campus Programme 



information; 

• T5C PDS covers the following projects listed in the schedule; 


8335 : T5 Phase 2 Early Stands (Note: no AFC information provided in Appendix B of the 

PDS as work completed in 2008.) 

5221 : Heathrow Terminal T5C 

• BCT numbers 0002 and 9222 could be amended. (This applies to the BCT 

numbering only not the scope of the projects.) 

• BCT 3829 is only a budgetary provision. No work has commenced therefore no AFC 

information is provided in the appendix of the PDS. 

3.3 Baggage Programme 


The main feature of the programme is the work to provide new or refurbished interterminal 

baggage connectivity. 



7541 : T4 Post T5 Baggage Operation 

1851 : Post T5 Transfer Baggage System 

3798 : T4 Sorter Replacement 

3801 : T3 Integrated Baggage System 

3810 : System Baggage Cx refit T1 - T4 

4191 : Manual Handling Aids 

7969 : Terminal 4 Open Skies Baggage 

8747 : Baggage Integration 

8818 : Baggage Transition 

0615 : HBS VIVID replacement prog 

Table 8: Q5 Projects – Baggage Programme 



information; 

• BCT 7664 for T2A Ph2 Baggage System, listed in the cost schedule, allows for Q5 

funds linked to the Q6 and beyond PDS for Eastern Campus Phase 2. No PDS is 

provided as the scope will need to be determined based on the masterplan / 

prioritisation process outlined in section 2. 


3.4 Infrastructure Programme 


The content of the programme is highly mixed but includes delivery of all landside and 

airfield works not included in the campus programmes. 



Airfield 

1832 : Cargo Tunnel Refurbishment 

3817 : South East Taxiways 

2809 : A380 Taxiways around Pier 1 

3353 : Major Fire Appliance Replacement 

7206 : T2B NE Stands & Taxilanes 

7656 : Additional Jetty provision 

8857 : Taxiway / CDS Rebuilds (Q5) 

CWF 

3428 : CO2 Strategy 

6527 : HAL Minor Projects (Incl Retail & Property) 

FLI 

6136 : PiccEx Station Works 

4369 : Landside CTA Redevt Strategy 

7050 : N1 Car Parking Decking Project 

7718 : Eastern Maint Base Redev 

Security 

5056 : Physical Perimeter Security 

4242 : Self Service Boarder Control 

4185 : Cargo Area RZ Road (T5-T4 Rout 

8452 : Control Post Programme 

8801 : CP5 

9105 : Next Generation Autotray System 

9213 : Security Projects 

Retail 

7049 : JCD Media Sites 

Utilities 

7666 : Energy Infrastructure 

Table 9: Q5 Projects – Infrastructure Programme 



information; 

• BCT 3428 has not yet become a live project and therefore there is no AFC 

information provided in the PDS appendix. 

• BCT 6527 is delivered in large number (circa 500 over the quinquennium) of small 

projects each of which have their own CCB and AFC. As such the line entry and PDS 

details the budget allowance only and therefore no AFC information is provided in 

the PDS appendix. In addition the following three lines in the schedules are subsets 

of minor projects split by the contractor that will deliver the works. (LPI stands for 

Local Project Integrator.) 

9108 : LPI3 - ROK 

9106 : LPI1 - Inviron 


9107 : LPI2 - Kier 

• BCT 7049 covers a wide range of small works. The budget provides an allowance 

within which sub-projects are allocated as needed. The AFC therefore matches CCB 

and no information on AFC is provided in the PDS appendix. 

3.5 Airline Relocations Programme 


This programme exists to deliver the ancillary activities, (such as logistics, staff training 

and operational trials) that deliver the Airline Relocations Move Sequence. The move 

sequence is a key driver of the Q5 CIP delivery. The resource allocated to this 

programme provide the overarching support governance to the moves. Consultation 

and governance with the airline community is via the Airline Relocations Working Group 

which has been running since October 2006. 

The current move sequence is shown below. 

Note: Steps 4.1 and 4.2 have been completed since publication of the sequence. 

Figure 4: Airline Relocations Move Sequence 3.1 



7966 : Operational Readiness 

7702 : Relocation of Airlines IT Operations 

Table 10: Q5 Projects – Airline Relocations Programme 

3.6 IT / Systems Programme 



The IT programme delivers the key backbone assets for Heathrow. The new “projects” 

listed below clarify the scope. 



Telecomms Programme 

3606 : Telecoms Programme 

Central IT 

IT01 : Airport Operational Systems 

IT02 : IT Infrastructure Renewal 

IT03 : Business Planning & Support IT 

Table 11: Q5 Projects – IT / Systems Programme 



information; 

• BCT 4241, IT Major Projects has been removed and replaced by IT01, 02 and 03 

shown above. 

• IT01, IT02 and IT03 are temporary BCT numbers for the purpose of publishing CIP 

2009 only. 

3.7 Rail 


Rail investments are led by Heathrow Express. The scope is clarified by the “projects” 

listed below. 



Heathrow Express 

R001 : HEx Growth Projects 

R002 : HEx Renewal Projects 

Other Rail 

R003 : Airtrack 

R004 : Connect 4 tph 

Table 12: Q5 Projects – Rail Programme 



information; 

• R001 to R004 are temporary BCT numbers for the purpose of publishing CIP 2009 

only. 

3.8 PSDH 



The Q5 CAA decision allowed for monies to be spent on PSDH related work. The nature 

of the current PSDH position is outlined in Appendix A: Project for the Sustainable 

Development of Heathrow. 

In addition consultation has been undertaken with the airline community with regard to 

the use of Q5 PSDH monies to actively safeguard for PSDH related development. The 

two areas of discussion have been around T2C and Eastern Maintenance Base 

safeguarding. 

Of these the significant elements for CIP 2009 are the safeguarding works in and 

around T2B to enable a future T2C to be built. Appendix K: PDS – Eastern Campus 

Phase 2 Enabling provides further details of the possible Q5 safeguarding funding 

requirements in respect of T2C. 

The current consultation on T2C safeguarding concluded in February 2009 with the 

following statement being made 19 by the airline community. 

“Airlines accept that the £2.8m for T2B substructure & tunnel design should be drawn 

down from the 2009/10 PSDH expenditure. 

This approval of the £2.8m from PSDH expenditure in 2009/10 should not be 

misinterpreted as approval from the airline community of the general use of PSDH 

funding for non-R3/T6 expenditure for the remainder of the quinquennium, either on 

T2C or other projects. As the priority, HAL must detail the anticipated Q5 expenditure 

necessary to ensure that R3/T6 is delivered at the earliest opportunity. The primary basis 

for the fund is to ensure a swift response to the Government’s go-ahead for Runway 3 

and submission of a planning application at the earliest possible date. 

Before any consideration/approval of the use of any remaining PSDH expenditure is 

given for other projects, HAL must demonstrate the requirement for alternative 

expenditure [egT2C]. Given the current economic climate, HAL must also engage with 

the airline community to ensure the correct balance between the requirement of other 

projects and the potential to return funding. 

The airline community will continue to discuss their interpretation of the PSDH funding 

agreement with BAA and CAA to ensure a fair and appropriate response to PSDH 

requirements. The airlines continue to maintain that they agreed to include PSDH 

funding in the Q5 settlement only on the basis that funds would be added to the CIP in 

the year after they were expended.” 

On the basis of this agreement change control paperwork (Refer to section 5.7) is being 

presented to formally transfer budgets. 



R3T6 : PSDH Q5 

Table 13: Q5 Projects – PSDH 

19 

The text in purple was sent, by way of formal agreement to decisions taken in the PSDH 

Working Group on 12 th February 2009, from David Stewart (IATA) on 22 nd February 2009 by 

email to HAL. 




information; 

• R3T6 is a temporary BCT number for the purpose of publishing CIP 2009 only. 

3.9 Thames Water 


This publication continues the March 2008 20 

separate identification of payments to 

Thames Water related to the purchase of land associated with Terminal 5. However, 

previous publications of the CIP did not show these monies. These payments continue at 

a broadly constant level until 2035. 



TW01 : Thames Water Ongoing Payments 

Table 14: Q5 Projects – Thames Water 



information; 

• TW01 is a temporary BCT number for the purpose of publishing CIP 2009 only. 

3.10 Trigger Milestones 

3.10.1 Q5 Regulatory Decision 

A feature of the CAA price control 21 at Heathrow is a series of projects (so called ‘capital 

investment trigger projects’) where a deferral in project delivery would lead to an 

adjustment to aeronautical charges that can be levied by HAL. These adjustments are 

intended to ensure that HAL only starts to earn a return on investment once the relevant 

project is delivered. 

There are a total of 24 such projects that cover approximately 60% of HAL’s Q5 capital 

investment programme. The CAA regulatory settlement for Q5 at Heathrow provided 

that if none of these projects were delivered at all during Q5, a maximum cumulative 

reduction to aeronautical charges of £278 million would occur. Forecast total 

aeronautical charges over Q5 in the CAA’s price control document are £5,531 million 

meaning that the maximum potential reduction is about 5% of total aeronautical 

income. Note: All figures in this section are in 2007/08 prices. Table 13-2 of the CAA 

March 2008 publication “Economic Regulation of Heathrow and Gatwick Airports” 

provides further details. 

The specifications of those capital triggers were set out in broad terms and the relevant 

dates and rebates determined in the CAA decision. They were, however, not defined to 

20 

As detailed in table 3.8 of Economic Regulation of Heathrow and Gatwick Airports, CAA 

Decision, 11 th March 2008 

21 

See also Section 4.2. 


a working level. In March 2009, following a period of joint working between HAL and 

the airline community and formal consultation by the CAA, the CAA published the final 

definitions of the trigger projects. 

3.10.2 Trigger Completion 

3.10.2.1 Process 

The CAA has set out that the process for testing whether a trigger has been met will be 

as follows: 

1. the airport will send certification of completed works to the CAA for confirmation of 

successful performance against the triggered project milestone(s); and 

2. the CAA will then consult the airline community (by means of a letter to the AOC) 

and investigate if any concerns are raised. 

In practice the detailed process as implemented by HAL and the airline community is as 

follows; 

• HAL and relevant airline community representatives meet on site and formally record 

the completion of the project / project element including any agreed outstanding 

items. 

• HAL write to the CAA providing copies of the relevant documentation from the site 

meeting. (Point 1 above) 

• The CAA then write to the Heathrow AOC to request comment on the completion, 

or otherwise, of the trigger. (Point 2 above) 

• The AOC write to the CAA to comment on the completion. 

3.10.2.2 Trigger Status 

The current status of the capital investment trigger projects is that 2 projects have been 

delivered on time and agreed by the CAA. These are the ‘T4 New CIP Lounge – 

Completion of Shell and Core For Fit Out’ and the ‘T1 Completion of bmi Nose Building 

Facility’. As a result, the maximum amount of aeronautical charges at risk has reduced 

to £268 million (in 2007/08 prices). 

Details of the status of all the capital investment trigger projects, as at February 2009 

month end, is set out in Appendix R: Time Schedules. 

3.10.2.3 Change Control 

As explained earlier, at the time of preparing this document the final trigger definitions 

only recently been published by the CAA. Due to changes since the start of the 

governance, HAL has a number of “pending” changes that it may seek through the 

CAA’s trigger change control process. HAL will now commence the process in respect of 

these changes as the final definitions have been published. The CAA’s change control 

process is outlined in Appendix B: Trigger Change Control. HAL and the airline 

community have developed 22 

a working level process to define how they will work 

together to bring any proposed changes to triggers before the CAA after a period of 

consultation. 

While the concept of triggers was introduced in Q4, the percentage of the capital 

investment plan covered by the triggers in Q5 is significantly greater and is applied to a 

22 

The process will be presented to the JST meeting scheduled for 11 th May 2009 for final 

agreement. 


oader sphere of projects. This change in emphasis coupled with the complex 

interdependent nature of the Q5 plan means that a number of issues are emerging 

which HAL may seek to address via trigger change control requests. 

3.11 Ongoing Scope Gap Review 

In consultation with the airline community HAL has been undertaking reviewing the 

delivery of “transformation” projects in Terminals 1, 3 and 4. The objective for the work 

has been shared with the airline community as; “To review the planned suite of 

“Transformation” projects for efficient and consistent delivery of the Heathrow 

Transformation Vision. Recognise gaps and what work would be required to fill them”. 

“Transformation” in this context being terminology to describe the general uplifting of 

the passenger experience within existing terminal facilities during Q5. 

This review has resulted in four prioritised classifications of possible project work being 

defined; 

1. Capacity and Functional, 

2. High Passenger Impact/High Airline Expectation, 

3. High Passenger Impact, and 

4. Lower Passenger Impact. 

The airline community have worked with HAL to create the possible projects detailed 

against the four classifications. Consultation will continue as to which of these works 

can be delivered within Q5 and how they can be funded from within the CIP. 

3.12 Anticipated Final Cost (AFC) to Current Control Budget Gap (CCB) 

A key part of the governance of the Q5 capital investment programme is the ongoing 

monitoring between HAL and the airline community of the difference (or gap) between 

the budget (CCB) and anticipated final cost (AFC) of the proposed investment plans. 

HAL and the airline community monitor this difference on a monthly basis. As a result 

of work completed since the commencement of the quinquennium, including improved 

scope clarity, the difference between AFC and CCB is currently assessed to be 3% of 

the total spend in the quinquennium. It has reduced in recent months and HAL is 

confident that the difference will be eliminated in due course through a combination of 

procurement initiatives and delivery efficiencies. 

Note: The difference applies only to the Capital Projects element of the total HAL CIP. 

Refer to section 5.2 for additional information on Anticipated Final Cost (AFC) and 

Current Control Budget (CCB). 


4 Regulatory and Legislative Context 

Capital investment led development at Heathrow, as outlined in this document, takes 

place within a framework of regulatory and legislative policy. This framework gives rise 

to a series of assumptions with regard to how the development / investment takes 

place. This section provides an overview of the current key issues. 

4.1 Aviation and Airport Policy 

Government policy essentially provides the context for the development of the third 

runway and associated infrastructure at Heathrow and as such is, for the purposes of 

this CIP publication, detailed within Appendix A: Project for the Sustainable 


4.2 Economic Regulation 

4.2.1 Current Regulation 

The 1986 Airports Act established a system of economic regulation for those airports 

with an annual turnover in excess of £1 million (in at least two of the three previous 

financial years). Under the terms of the Act, such airports must have permission, granted 

by the Civil Aviation Authority (CAA), in order to levy airport charges. In addition, the 

act also allows for the designation of airports, by the Secretary of State, for price cap 

regulation. For such airports the (CAA),sets an airport charges price cap for a five year 

period. The price cap is reviewed every five years. 

Heathrow Airport is currently a designated airport and as such regulated with a price 

cap regime by the CAA. 

Section 39 of the Airports Act imposes four duties on the CAA in determining the price 

formula, namely; 

• To further the reasonable interests of users of airports within the United Kingdom; 

• To promote efficient, economic and profitable operation of such airports; 

• To encourage investment in new facilities at airports in time to satisfy anticipated 

demand by the users of such airports; and 

• To impose the minimum restrictions that are consistent with the performance by the 

CAA of its functions under those sections. 

It should be noted that under the third duty above, anticipated demands for airport 

users includes future users as well as current users. The definition of users (in Section 

82 of the Airports Act 1986) includes both airlines and passengers, and no priority is 

specified between these two groups. 

The March 2008 CAA Decision 23 

sets out the relevant regulatory parameters for Q5 

which include the planned capital expenditure totals for Q5. This publication relies of 

the capital expenditure allowances set forth in the decision document. 

4.2.2 Future Regulation 

23 

Economic Regulation of Heathrow and Gatwick Airport 2008 - 2013, CAA Decision, March 

2008. 


In April 2008, the Secretary of State announced a review of the regulatory framework 

for UK airports. The regulatory system for airports is one of the oldest systems having 

been in place since the Airports Act of 1986. 

The Secretary of State set out the following three objectives for the future development 

of the regulatory framework which reflect the Government’s policy objectives. 

• Improving the passenger experience; 

• Encouraging appropriate and timely investment in additional capacity to help deliver 

economic growth in line with wider Government policy; and 

• Addressing the wider environmental impacts of aviation on airport development. 

The Department for Transport is leading the review with the support from an 

independent expert panel. The review is intended to complement the strategic review 

of the CAA undertaken by Sir Joseph Pilling and the market inquiry of BAA by the 

Competition Commission (CC) (allowing for the DfT to submit evidence to the CC and 

take forward recommendations from the CC). 

The DfT noted that if legislation is required following this review, it would be taken 

forward in a future legislative session and would not impact on the current Q5 price 

caps at Heathrow. 

The table below sets out the key publication dates thus far in the review and BAA’s 

understanding of the expected publication dates during 2009. The below table does not 

include the details of additional meetings and seminars the DfT and / or its expert panel 

have held. 

April 2008 

Secretary of State announcement of the review and publication 

of the Terms of Reference 

June-July 2008 The DfT calls for evidence 

September 2008 DfT publish their response to CC’s Provisional Findings and as 

part of this response request additional views on the review 

November 2008 The Independent Panel publish their Emerging Thinking of the 

review 

Q1 2009 

DfT published a Consultation document 

Q3-4 2009 DfT are expected to publish conclusions and then legislate at the 

earliest opportunity 

Table 15: DfT Timetable 

In November 2008, the Independent Panel published its Emerging Thinking, a summary 

of the key areas and recommendations are noted below: 

• Possible objectives of regulation and duties (and process) of the regulator including 

a duty to promote the interests of consumers and an environmental duty on the 

regulator; 

• The introduction of licences with possible classifications of the different types of 

licence for airports; 

o 

o 

with significant market power, requiring some form of price control; 

those not requiring price control, with relevant aeronautical revenues in 

excess of a specified monetary sum which may require consultation with 

users; and 

o the remainder. 

• Consideration whether other airports than Heathrow and Gatwick should be 

required to publish information in order to improve the passenger experience; 


• Consideration of the role of consumer representation at a national and airport level; 

and 

• Valuable safeguards that the introduction of Special Administration and ring-fencing 

would offer for a small number of airports. 

On the 9 th March 2009 the DfT published “Reforming the framework for the economic 

regulation of UK airports”. 

This possible impacts on HAL with regard to the investment plan stated in this 

document for Q6 and beyond are made without prejudice to the above detailed review 

and any legislative or regulatory amendments that may arise as a result. 

The airline community have expressed 24 a desire to see consultation on future regulation 

issues to ensure joint understanding of the emerging issues and minimise any resultant 

possible ambiguity. 

4.3 Other Relevant Issues 

4.3.1 Town and Country Planning 

All development is regulated by primary legislation set out in the 1990 Planning Act. 

Secondary legislation, such as the General Permitted Development Order (GPDO) 1995, 

further defines what types of development may require planning permission, including 

aviation development. Generally, any development at Heathrow involving the extension 

of a runway or terminal, the provision of a new terminal, or a non-operational building 

(i.e. not connected to the operation or function of the airport) will require planning 

permission in the normal manner. 

Any development requiring planning permission, and likely to cause a significant 

environmental impact, could also be subject to the Environmental Impact Assessment 

(EIA) process, whereby the planning application would need to be accompanied by an 

Environmental Statement setting out all likely significant environmental impacts arising 

from the development. The requirements for EIA are also set out in secondary legislation 

but in respect of Heathrow, only usually apply to major projects, such as substantial new 

stand capacity or new terminal buildings. 

The General Permitted Development Order (GPDO) defines what types of development 

at an airport can be regarded as ‘permitted development’, i.e. development not 

requiring planning permission. Generally, this is defined as development, undertaken by 

the airport operator, on operational land, required in connection with the operation of 

the airport. This covers most forms of airport related development, such as; new aircraft 

hangars, industrial and cargo buildings, multi-storey car parks, office buildings, aircraft 

stands, piers and satellites. 

Although ‘permitted development’ does not require planning permission, there is a 

requirement to consult the planning authority, which means following the same process 

as a planning application, albeit that the planning authority cannot refuse approval for 

the development. This does not however prevent the planning authority from objecting 

to specific developments and, in extreme cases, the planning authority could request the 

Secretary of State to remove Hal’s permitted development rights should there be a clear 

abuse of it’s powers in this respect. There is also the possibility that any permitted 

development over 1ha in site area, and likely to cause a significant environmental 

24 



impact, could also be caught by the EIA process, in which case permitted development 

rights would be lost and the normal planning application process would need to be 

followed. 

In determining whether development at an airport is acceptable or not, the 2004 

Planning Act sets out the hierarchy and format of the development plan process which 

controls the amount and type of development at the national, regional and local levels. 

At the national level, aviation development is governed by the Aviation White Paper, 

2003 and subsequent updates. At the regional level for Heathrow, the London Plan 

provides the relevant planning policy framework for London and must be in general 

conformity with national policy. At the local level, planning policies for the Heathrow 

area are contained within the Hillingdon Unitary Development Plan, which must also 

conform to the higher tier regional and national policies. 

Local and regional planning policy specific to Heathrow is generally supportive of 

development that consolidates Heathrow’s growth with five terminals and within the 

defined airport boundary. However, there is no local or regional policy framework in 

place to yet support Heathrow’s growth with a third runway and sixth terminal. 

The Planning Act 2008 provides a new procedure, through the establishment of an 

Infrastructure Planning Commission and National Policy Statements (NPS), for dealing 

with nationally significant infrastructure projects in order to overcome the perceived 

deficiencies and delay inherent in the previous planning inquiry process. The Act focuses 

on the delivery mechanism for any Nationally Significant Infrastructure Projects (NSIP’s). 

Such major infrastructure will be addressed in 12 sectors (e.g. Energy, Waste, Water, 

Rail & Highways) based NPS’s which provide the strategic planning policy framework for 

each type of major infrastructure. In the future, any airport developments that result in 

new buildings or runways that would generate in excess of 10mppa or 10,000 cargo air 

traffic movements would be subject to the new procedure. 

The NPS’s to be produced by the Secretary of State, will integrate socio economic 

environmental and planning considerations, will be produced by the Secretary of State 

and are programmed to be rolled out from 2009 through to 2011. The NPS for airports 

is to be the last NPS with a draft expected in 2009. 

A radical change to the planning system that the Act has introduced is the creation of a 

Infrastructure Planning Commission (IPC). The IPC will be the independent decision 

making authority responsible for examining a planning application made for a 

development consent order for a NSIP. The Act has permitted that only under very 

limited and specific circumstances may a planning decision for a major infrastructure 

project now be determined by the Secretary of State. The examination process and 

issuing of a decision are to a strict time limit of six and three months respectively, hence 

once an application for development consent has been submitted then the process 

should, in theory, last a total of nine months. 

The Act has also driven the need for greater participation and engagement requiring 

pre- application consultation opportunities, extensive consultation of the draft NPS’s and 

the ability for interested parties to request the examination process hold an ‘open floor’ 

public hearing. 

The Planning Act also brings the introduction of a Community Infrastructure Levy (CIL). 

This is a new charge which Local Authorities will be empowered to collect on most 

forms of development in their area. CIL will be based on a simple formulae which relates 


to the size and character of the development it is being charged against. The levy will be 

used by the Local Authorities fund new local and sub regional infrastructure. 

4.3.2 Climate Change Policy 

The UK Government’s national climate change strategy sets out its commitment to 

reduce climate change emissions across the economy, including domestic aviation, by 

60 per cent by 2050. 

The Stern Review on the economics of climate change, published in autumn 2006, 

highlighted the need for an urgent and effective international response to the issue. It 

also recommended that the best way to tackle carbon emissions is to ensure that each 

activity which consumes carbon is priced in the way that reflects its external costs. 

UK Government policy is that the price of air travel should, over time, reflect its 

environmental and social impacts. To achieve this, the Government continue to pursue 

the inclusion of aviation emissions in the European Union (EU) emissions trading scheme 

(ETS) as soon as practicable. The Government’s view, which BAA supports, is that 

inclusion of aviation in the EU ETS is the most efficient and cost-effective way to ensure 

that the sector plays its part in tackling climate change. 

The European Commission brought forward a draft Directive to include aviation in 

emissions trading in 2006. The European Parliament voted on this draft legislation in 

October 2007, and the European Council reached political agreement on the issue in 

December 2007. Discussions have continued during 2008 with the second reading of 

the 

draft. 

The Government is also working towards international agreement on a way to bring 

international aviation emissions within the wider post- 2012 framework, following up 

the Kyoto Protocol. BAA supports this work and views action at a European level as an 

interim step towards a global aviation climate policy framework. 

The Government has also recommended that all airports plan to become carbon neutral. 

BAA currently has a target to reduce CO2 emissions from its energy use in fixed assets 

by 30% below 1990 levels by 2020. 

4.3.3 New EU Air Quality Directive 

In April 2008, the EU published a new directive (2008/50/EC) whereby member states 

are allowed to postpone implementation of some EU air quality limit values. For 

nitrogen dioxide, 5 extra years are allowed, meaning that concentration limits would 

have to be met in 2015. BAA’s understanding is that DEFRA will request this time 

extension for the UK, where it will lay out the measures to be taken to meet the target 

by the new date. 

The impact of this decision on the future development at Heathrow will need to be 

assessed in due course. 

4.3.4 Noise Map and Action Plans 

In accordance with the Environmental Noise Directive (2002/49/EC), BAA’s English 

airports are preparing draft noise action plans for public consultation in 2009. This 

follows publication of noise Lden contours UK airports in 2006. BAA are awaiting 


publication of statutory guidance from DEFRA before finalising and launching the 

consultation. 

4.3.5 Airspace Issues 

The December 2006 Air Transport White Paper Progress Report stated that the current 

air traffic arrangements for some UK airports are already nearing capacity (especially in 

the South East), and the related airspace is among the most congested in the world. The 

White Paper recognised the need for a structured programme for the redesign of UK 

airspace that would help protect safety standards, relieve current constraints, reduce 

delays, take account of environmental impacts and accommodate the forecast increase 

in air transport movements where additional capacity was supported in the White Paper. 

As a result the DfT, National Air Traffic Services (NATS) and CAA (Directorate of Airspace 

Policy) have convened a group looking at Future Airspace Strategy (FAS). NATS have 

begun work on a two year scoping study for FAS. 

BAA has a new five year contract with NATS for the provision of aerodrome control and 

certain approach services at each of the seven UK airports. With the end to “direct 

charging” these services are now paid for by the airports. The contract sets out 

governance structures, services included, tariffs, procedures for capital projects and exit 

managements provisions for each airport. 

NATS have consulted on a proposed piece of airspace change for TC North (a wide area 

covering North London and parts of East Anglia). This proposes changes to holding 

patterns and arrival and departure routes for BAA and non BAA airports in the area, in 

particular to take account of precision navigation (PR-NAV), the need to reduce holding 

and distance flown, maintain safety and allow for traffic growth. There are implications 

for noise profiles on the ground. Consultation closed in June 2008, responses were 

addressed and NATS are awaiting a decision on the proposal from the CAA. 

The development of a third runway at Heathrow will require further changes to the 

airspace. A new airspace change proposal will be brought forward to address this, led 

by HAL, in conjunction with NATS. 

Any possible impacts on HAL’s investment plans arising from this process are currently 

excluded from the plans detailed in this document. 

4.3.6 Public Safety Zones Review 

Public Safety Zones (PSZ’s) are areas of land, at the end of runways at the busiest UK 

airports, within which development is restricted in order to control the number of 

people on the ground, at risk of death or injury, in the event of an aircraft accident on 

take off or landing. The runways at Heathrow have PSZ’s associated with them. 

Guidance on the policy and administration of Airport Public Safety Zones in England and 

Wales is published by the Department for Transport (DfT). 

The PSZ’s currently published for BAA airports are based on risk contours modelled for 

2015. PSZ policy stipulates the circumstances when PSZ’s should be remodelled. This 

can be required due to; 

• a significant expansion of an airport (The DfT has indicated the broad objectives of 

PSZ policy as applicable to existing runways should be applied where possible to 

proposed future runways), 

• a change to an existing runway’s configuration, 


• the requirement for a general update. (It is a requirement of PSZ policy that PSZ’s 

should undergo a general review approximately every 7 years.) 

Initial work has begun to develop the programme for reviewing Public Safety Zones. 

This work will continue during 2009. HAL will work with DfT as appropriate to progress 

this work. 

Pending progression of this work, any capital expenditure associated with complying 

with any revision to the PSZ’s at Heathrow is currently excluded from the investment 

plans. 


5 Technical Notes 

5.1 Project Definition Sheets 

Previous versions of the Heathrow CIP have contained “Project Descriptions and Cost 

Advisory Sheets”. These documents were completed for projects over £20m. 

In CIP 2009, Project Definition Sheets (PDS’s) have been introduced to fulfil the same 

purpose. The Project Definition Sheets have been upgraded, from the previous CIP 

equivalents. The template for the Project Definition Sheets was consulted upon with the 

airline community at the CIPWG 25 . 

The key changes in the PDS content / process are; 

• PDS completed for all projects with a budget greater than £3m. (See note 1 below) 

• Inclusion of information on BAA and airline higher level objectives for the project. 

• Inclusion of specific information on scope, delivery and operational assumptions 

underpinning the project. 

• Inclusion of a section to capture Operational Costs related to the completed 

investment. E.g. Additional security resource. (See note 2 below.) 

• Inclusion of a section to capture Revenue Impact related to the completed 

investment. E.g. Incremental additional revenue. (See note 2 below.) 

• Inclusion of a section to capture User Charge Impact. (See note 3 below.) 

• Improved clarity on capital financial information, with; 

o Budgets being shown in the main body of the PDS, and 

o Anticipated Final Cost (AFC) information being provided in an appendix. 

(See note 4 below) 

• Key context drawings or images moved to an appendix to improve clarity. 

Note 1: PDS’s will not be provided for projects that are due to complete in the 

regulatory year preceding CIP publication. I.e. for CIP 2009 any projects due to complete 

by April 2009 will not have a PDS regardless of budget value. 

Note 2: Initial information only on these sections has been provided in CIP 2009. 

Note 3: This is not completed in CIP 2009. Refer to section 5.2.4. 

Note 4: The AFC information will vary. For projects starting in Q5 the AFC will be 

provided from “live” month end information (See section 5.2.2) based on project 

delivery. For projects starting in Q6 and beyond the information will be in the form of a 

Cost Advice Sheet from HAL’s estimating team. However for the reasons outlines in 

sections 2.1, 2.2, and 2.3 limited cost data for Q6 and beyond is provided in CIP 2009. 

In respect of notes 2 and 3 above, refer to section 6.5 for HAL’s aspirations in respect of 

the areas where it has not been possible, for CIP 2009 publication, to populate the 

enhanced Project Definition Sheets. 

5.2 Financial Data 

5.2.1 Budget Information 

25 

CIP Working Groups held on 16 th October 2008 and 18 th December 2008. 


A principal objective for any CIP publication is to set out the budgets for the proposed 

investment activity. CIP 2008, itself based on the CAA regulatory decision for Q5, was 

used by HAL to prepare project specific budgets for Q5. These budgets, known as 

Current Control Budgets (CCB’s) are monitored on a monthly basis and can only be 

adjusted via the change control process. (Refer to section 5.7 for information on change 

control.) 

CIP 2009 is, at its most basic level, a publication of the current state of budgets for 

possible investments at Heathrow. Appendix Q: Cost Schedules provides the detailed 

listing of project budgets while Appendix C to Appendix O inclusive shows the 

information against each projects via the relevant PDS. 

In future publications of the Heathrow CIP assumed budgets for Q6 and beyond will be 

shown however, until the relevant regulatory processes have been completed, such as 

budgets will not become fixed. A number of projects that commence in Q5 will 

complete in Q6. While no regulatory settlement exists for Q6, and the general 

preparation of a Q6 and beyond capital investment plan needs to sit within the context 

of the issues outlined in section 2, this publication needs to show the “roll over” nature 

of those Q5 projects into Q6. In order to do this the element of Anticipated Final Cost 

(see section 5.2.2), excluding R2 and inflation for the projects that is forecast, at 

February 2009 month end, to be incurred during Q6 is shown in Appendix Q: Cost 

Schedules as the Current Control Budget. I.e. for projects that start in Q5 but complete 

in Q6 the Q6 Anticipated Final Cost has been assumed to equal the Q6 Current Control 

Budget. This methodology has been adopted to allow the full cost phasing of currently 

planned works to be shown without prejudice to future consultation and regulatory 

decisions on Q6. 

In line with the information presented in section 5.4 HAL is using CIP 2009 to set Q5 

budgets to a “real” 2008 / 09 coat base. These budgets are those that have been 

arrived at by; 

• February 2009 month end data, 

• Change Control (see section 5.7) process, and 

• CIP 2009 inflation assumptions (refer to section 5.4). 

For clarity the R2 risk pot is treated as a budget for a “project” called R2. Refer to 

section 5.7 for further information. 

CIP is produced in constant prices (refer to section 5.4). However, on a monthly basis 

HAL presents to the CIP Working Group information on budgets including on allowance 

for inflation. The inflation allowance is shown as a bottom line adjustment to the 

individual project budgets shown in the CIP, the project budgets remain in the current 

CIP cost base. 

5.2.2 Anticipated Final Cost Information 

The monthly reporting that HAL undertakes with the airline community, via the CIP 

Working Group, focuses on performance of projects against budget. That performance 

is measured by viewing the Anticipated Final Cost (AFC) against the CCB. 

The CIP, as a budgetary document, does not present AFC information for the totality of 

the investment, but does, from CIP 2009 onwards, provide project specific AFC 

information in the PDS documentation. 


5.2.3 Revenue and Operational Cost Information 

As outlined in section 5.1 the visibility of information on revenue and operational cost 

impact of projects is being improved via inclusion in PDS documentation. 

Such information is being provided in response to airline community feedback and to 

enable enhanced prioritisation of future projects on a whole business impact basis. The 

information provided will, at times, be approximated or based on current assumptions, 

and will therefore be subject to change. 

5.2.4 User Charge Impact 

The airline community has requested that HAL provide details on the potential User 

Charge impact of the investment plans including that arising from income and 

operational cost not just the capital investment. In response HAL have undertaken some 

changes to the CIP documentation, as outlined in sections 5.1 and 5.2, to allow 

consultation on this aspect of capital expenditure. 

HAL have provided the airline community, via the special CIPWG 26 , with some 

information on User Charge calculation for the whole of the CIP in Q6. This was done 

with the aid of a draft User Charge Calculation Tool 27 applied to the whole of Q6. Due 

to the complex formulae that underpin the regulatory calculations a number of 

assumptions had to be made in order to generate an approximate impact. It was agreed 

at the meeting not to publish the information and assumptions shared as part of CIP 

2009, but for HAL to continue to develop the tool to aid with consultation on individual 

projects and elements of the CIP in the future. 

5.3 Time Schedule Data 

For the first time this CIP publication will provide information on time schedule 

(programme) for capital investment. This information can be viewed in Appendix R: 

Time Schedules. 

As with CCB and AFC information the airline community are provided with regular 

updates on programme via the various constructive engagement fora and the regular 

IBR process. 

It is envisaged that, once Q6 and beyond project information can be included in the CIP, 

time schedule information for future quinquennia will also be included. This will allow 

the interdependencies between work elements to be more easily seen and ensure 

visibility of the assumptions and impacts on airport operations on which the whole 

investment plans for specific quinquennia are built. 

5.4 Inflation 

Traditionally each CIP publication has been revised to reflect “constant” prices in the 

year of publication. Given the current economic conditions HAL has amended this 

26 

CIP Working Group held 30 th January 2009. 

27 

HAL are developing a spreadsheet based tool to aid consultation on specific projects and allow 

population of the User Charge Impact section of the Project Definition Sheets in future years. 

When this tool enters use it will be subject to a number of provisions that were shared with the 

airline community at the special CIPWG meetings. 


practice and provides below detailed information on inflation assumptions and issues as 

they impact the delivery of the capital investment plans at Heathrow. 

5.4.1 Terminology 

In order that information on inflation is not misunderstood HAL presents below 

definitions of the key terminology used. 

Constant = Price base is fixed regardless of the year in which investment occurs. 

Nominal = Outturn price. I.e. the actual cost of the investment including impact of 

inflation. 

Real = Known price base where inflation is fixed and no longer assumed. 

Inflation Years = Inflation is quoted from middle of regulatory year to middle of the 

subsequent year. E.g. Inflation from “07/08 prices” to “08/09 prices” is the year on year 

rate from September 2007 to September 2008. “08/09 prices” refers to values as they 

would have been in September 2008. 

5.4.2 Price Bases and Inflation Indices 

The Q5 regulatory decision in March 2008 was published in real 2007/08 prices. This 

forms the basis of all calculations for the quinquennium. CIP 2008 was published in 

estimated 2008/09 constant prices with values being increased by 4.23% estimated 

inflation from the 2007/08 real prices. CIP 2009 is published in real 2008/09 constant 

prices with budget values being increased by 5.00% (Refer to section 5.4.4) known 

inflation from the 2007/08 real prices. This change allows HAL to define the 

management of the project budgets and is explained in the CIP for utmost clarity in line 

with Annex G commitments. 

The regulatory decision includes five areas of capital expenditure, namely; 

• Capital Projects 

• IT 

• Rail 

• Thames Water, and 

• PSDH. 

However, CIP 2008 only detailed Capital Projects, IT and Rail expenditure. CIP 2009 

details all five areas of expenditure. 

The following tables provide a summary of the total capital investment plan for 

Heathrow in the three cost bases outlined. Note: These are produced with cash flow 

assumed to be as per regulatory decision in order to calculate “control totals” for 

rephrased budgets. 

Actual budgetary cash flow will be shown in Appendix Q: Cost Schedules. 


CAA Decision 

Cost base: 07/08 Real 

Year 1 Year 2 Year 3 Year 4 Year 5 Total 

Capital Projects 834 1004 840 641 298 3617 

TW 3 4 6 6 6 25 

Rail 28 35 33 29 26 151 

IT 24 23 23 21 20 111 

PSDH 163 80 97 123 177 640 

All values in £ millions. 

Table 16: Total CIP Values - Q5 Decision 

4544 

CIP 2008 * 

Cost base: 08/09 Estimated 



TW 3 4 6 6 6 26 

Rail 29 36 34 30 27 157 

IT 25 24 24 22 21 116 

PSDH 170 83 101 128 185 667 


* TW and PSDH not included in CIP 2008 publication. Shown in this table for completeness of comparison. 

~ True sum of columns is £3,771, but £3768 was published. Difference is rounding error. 

Table 17: Total CIP Values - CIP 2008 

4734 

CIP 2009 * 

Cost base: 08/09 Final 



TW 3 4 6 6 6 26 

Rail 29 37 35 30 27 159 

IT 25 24 24 22 21 117 

PSDH 171 84 102 129 186 672 


* Using and inflation rate of 5.00%. I.e. Inflation index of 1.05. 

Table 18: Total CIP Values - CIP 2009 (Regulatory Cash Flow) 

5.4.3 Inflation Rate Data and Commentary 

With the current economic situation, the Bank of England has stated that “the 

prospects for economic growth and inflation are…unusually uncertain” 28 . This context 

has defined HAL’s approach to the publication of CIP 2009 in real 08/09 constant prices. 

5.4.4 Selection of Construction Inflation Rate 2007/08 to 2008/09 

4771 

28 

Bank of England Inflation Report, November 2008. 


In order to publish CIP 2009 HAL has had to select an inflation index from the 2007/08 

real price base in the Q5 regulatory decision. 

Within the regulatory arrangements a construction inflation assumption of “RPI + 2%” 

exists. Depending on the source data and method of calculation used RPI for the period 

suggests a construction inflation rate in the order of 5 to 7%. 

Following consideration of the various construction inflation indices, including the 

RPI+2% methodology, HAL has selected an inflation rate for regulatory year 2007/08 to 

2008/09 of 5.00%. 

This has been used to create the real cost base for CIP 2009 described in Table 18. 

5.4.5 Construction Inflation Outlook and Resultant Action 

Comparison of the available forecast construction inflation rates for regulatory year 

2009/10 and beyond is complicated by the uncertainty of the general economic climate. 

A number of assessments reflect the general perception of reduced economic activity 

impacting on inflation. The assessment of the magnitude of the possible impact varies 

considerably. 

Other reports suggest that the market in which HAL invests will not be impacted to such 

an extent. One report 29 

suggests that the “Olympic effect” on Greater London 

construction will no longer be inflationary but will sustain a general level of demand and 

mitigate against falls. 

With HAL’s investment plans being of a general infrastructure nature (as distinct from 

sectors such as schools, or house building), Cyril Sweett’s 30 

commentary on the 

construction market outlook broken down into sectors is of interest. The table below 

shows a possible divergence between the outlook for the infrastructure sector and the 

wider construction industry as a whole. 

2007* 2008 2009 2010 2011 

Infrastructure 

Sector 

 

Total New 

Work 

 

* 2007 is based on UK Statistics Authority information. 

Table 19: Construction Market Outlook 31 

For the reasons outlined above HAL has selected; 

1. To fix inflation to nominal outturn prices on non-Capital Projects investments (I.e. 

Thames Water, Rail, IT and PSDH) at 0% for years 2-4 of Q5, and 

2. Not to amend the current inflation allowance for Capital Projects, of £231m, being 

used in monthly outturn reporting. 

3. To prevent any drawdown of the inflation allowance. 

The decisions do not directly impact CIP 2009 data or schedules, as they relate to AFC, 

but are recorded here for clarity of HAL’s management approach to inflation at the time 

of publication. 

29 

Economic and Regional Inflation Report 4 th Quarter 2008, Gleeds. 

30 

A construction industry cost consultancy firm. 

31 

Extracted from Cyril Sweet’s Q4 2008 Quarterly Review 


5.5 Control Totals 

On the basis of the information detailed in section 5.4 the various control totals for Q5 

that will be monitored against are; 

Investment 

Area 

Current Control Budget 

in 2008/09 real constant 

prices 

(CIP 2009 Information) 

Current Control Budget 

in nominal outturn 

prices 

(Monthly Reporting Information) 

Capital Projects 3778 4009 

Thames Water 26 26 

Rail 159 159 

IT 137 137 

PSDH 672 672 

Totals: 4772 5003 

Note: The difference between £4,772m quoted above and £4,771m quoted in Table 18 is due to rounding) 

Table 20: Control Totals 

In order to enact the control total changes to the CCB within HAL’s project 

management systems a number of change control documents will be prepared, under 

the process outlined in section 5.7, after CIP 2009 publication. 

5.6 Risk 

In October / November 2008 HAL undertook an exercise to remove a portion of risk 

money from each project and centralise the funds. This has created two “pots” of risk 

monies; 

• R1 = Held inside each project, and 

• R2 = Held centrally, but with each project’s element of the “pot” recorded. 

R1 funds can be used by the project team without further reference to HAL governance 

or airline approval, but R2 funds will only be returned to a project upon application via 

the CCRS process. In total approximately 50% of risk allowances have been centralised 

into the R2 “pot” and it has been discussed with the airline community that any 

drawdown from the central risk allowance would require consultation via the CCRS 

process. (See section 6.1.1.4 for details on consultation). While the R1 : R2 split in total 

is 50% this has not been the methodology applied to each project. In carrying out the 

risk separation exercise HAL considered the DGS / IGS 32 project stage and the nature of 

the project before deciding on that projects R1 : R2 split. 

The airline community asked that a number of points be recorded on the subject of risk, 

namely; 

• They support the R1 / R2 exercise and principles behind it. 

• They wish to understand more detail on how the sums were apportioned. 

• They have a concern about the split between R1 and R2 and feel that the “R2 pot” 

should be the larger of the two. 

• They do not wish a principle of a 50:50 split to be entered into Q6 and beyond. 

(Note: HAL refers to the methodology applied above.) 

• They, and HAL, recognise that there is a terminology debate that needs to occur to 

ensure a methodology for “risk” for Q6 and beyond can be developed and agreed. 

32 

See also footnote 40. 


5.7 Change Control 

A new client change control process has been introduced for Q5, which supports the 

consultation requirements of Annex G. 

Under the process airlines are invited to raise requests for changes via Issue Request 

Forms (IRF’s) available from BAA project teams. Consultation on proposed and 

confirmed changes takes place at Stakeholder Programme Boards where records of 

airlines’ agreement / disagreement with change proposals are entered on the formal 

change records - Change Control Record Sheet (CCRS). 

Details of all changes (IRF’s and CCRS’s) are summarised in a Client Change Register and 

shared with airlines each month via Stakeholder Programme Boards and the CIP 

Working Group. 

The high level process map is provided below in figure 6. 

As a result of the change process Appendix P: Tracker CIP 2008 to CIP 2009 does not 

included financial information shifts. The detail of all budget and scope changes being 

contained within the CCRS’s raised and consulted upon. High level cost shift 

information due to inflation is detailed in section 5.4. 

A dashboard of CCRS closedown performance has been developed by HAL to enable 

the SPB’s and CIP Working Group to monitor the efficiency of the process by 

programme. A proposed dashboard has been presented to the CIP Working Group 33 

and format agreed for implementation. 

The data in Figure 6 shows that, as at January 2009 month end, of the 335 CCRS’s 

raised; 

• 96 were pending, 

• 102 were approved, 

• 137 were complete (airline community in agreement with change), and 

• 0 were complete (airline community in disagreement with change). 

33 

CIP Working Group Meeting held 19 th February 2009. 


BAA 

STAKEHOLDER 

IDENTIFIES NEED 

FOR CHANGE 

AIRLINE 

IDENTIFIES NEED 

FOR CHANGE 

BAA PROJECT TEAM 

IDENTIFIES ISSUE THAT 

COULD LEAD TO CHANGE 

ISSUE 

REQUEST 

FORM 

Raised by: 

- BAA Project Team or 

- stakeholder 

INITIAL ASSESSMENT 

(AND STUDY) 

CONSULTATION 

BAA PROJECT 

TEAM IDENTIFIES 

DEFINED NEED 

FOR CHANGE 

GO 

NO-GO? 

No 

STOP 

Go 

SOLUTION 

DEVELOPMENT 

RECORD SHEET 

Raised by BAA project Team 

Includes detailed impact assessment 

CHANGE 

CONTROL 

RECORD SHEET 

Raised by: 

- BAA Project Team 

GOVERNANCE 

CONSULTATION 

IMPLEMENT 

CHANGE 

Figure 5: Client Change Control Process 


Figure 6: CCRS Dashboard. 


6 Constructive Engagement 

6.1 Q5 Delivery of Annex G Commitments 

6.1.1 Main Capital Works including Stakeholder Programme Boards 

6.1.1.1 Stakeholder Programme Boards 

Stakeholder Programme Boards (SPB’s) have been established and are operating in all 

programmes with meeting dates planned for 2009. Sub groups are operating to 

manage the detail of consultation at a project level. The airline community asked that 

comment be made as follows; The degree of efficiency to which the various SPB’s are 

working varies by terminal / programme. All of the boards have developed / are 

continuing to develop in their efficiency, with some needing to progress still further to 

reach a common standard. 

Consultation calendars, which set out the programme for 2009 have been developed 

and have been circulated. Formal project performance reporting and change control are 

now being built into the standard agenda. 

6.1.1.2 Consultation at Gateways 

Gateway consultation events have begun for significant projects. A consistent model is 

required to provide clarity for airline and programme teams on what to expect from a 

gateway event at each of the three project stages (Brief, Options and Construction 34 ). It 

is intended that this will be rolled out in the second quarter of 2009. 

It is jointly recognised that applying a full gateway review to all Q5 projects is not viable 

from an airline resource perspective and is not appropriate for all projects. The 

consultation calendars are now being used at the SPBs as a basis of agreeing which 

projects are to be taken through a full gateway review. It is intended that all projects 

will be subject to consultation through either a gateway event or at the SPB. Details of 

the gateway approval dates for 2009 have been circulated to the airline community. 

6.1.1.3 Change Control 

A Change Control process (known as the CCRS process) has been agreed and 

implemented. The process is built around the principle of consultation at the earliest 

stage possible As the process is evolving, airline feedback is that the quality and timing 

of consultation within this process has improved significantly. The status of outstanding 

change issues is reviewed and reported regularly. A pan airport view is provided to the 

CIP Working Group. 

It has been recognised that consulting on change effectively with large airline groups is 

challenging and Airline Leads have been appointed for each SPB. There are agreed 

terms of reference for this role and the SPBs retain visibility of all significant change 

issues. 

6.1.1.4 Consultation on Risk Allowances 

34 

See also footnote 40. 


As a result of the process outlined in section 5.6, a process for consultation on 

significant use of R2 risk monies is being developed and will be presented to the CIP 

Working Group for validation. The base assumption is that projects will only be able to 

request their element of the R2 “pot”. 

6.1.2 Rail 

This CIP publication, for the first time, expands the investments in rail out into greater 

detail. In previous years rail has been covered as single line in the cost schedule 

described as “BAA Rail”, with some clarification provided in the project sheets. This year 

the same value of investment will be listed over half a dozen project elements reflecting 

both airline engagement on key products, such as Crossrail and Airtrack, but also 

enhancing visibility of the Heathrow Express general investment plans. 

In this year’s publication reference is not made to an investment in high speed rail 

proposals being developed by third parties. This investment (order of magnitude £5m in 

2009/10) was consulted upon at the JST 35 where it was agreed to fund this from PSDH 

monies. Pending resolution of the PSDH issues, as outlined in the relevant PDS and 

Appendix A: Project for the Sustainable Development of Heathrow, this is excluded, 

however HAL still wishes to undertake this investment and shall change control the 

scope in due course. The airline community wished to record that, while the above 

endorsement was correct, they were not setting a principle of agreement that large 

scale rail development associated with PSDH should be funded by the airlines and / or 

via the current RAB arrangements. 

At the January JST 36 HAL consulted upon, and received airline agreement to, investment 

to support the upgrade of the Heathrow Connect rail service to four trains per hour. 

6.1.3 Information Technology (IT) / Systems 

This CIP publication, for the first time expands the investments in IT / Systems into 

greater detail. In previous years IT/Systems has been covered through three headings; 

• BAA IT (A single line not defined in any further detail) 

• Specific major IT investments (One or two lines detailing any major works. E.g.: 

Network Upgrade.) 

• IT content within main capital projects (not listed against IT, but content detailed on 

Cost Advice sheets for projects with an IT/Systems element.) 

This year the same scope covered by the first bullet will be detailed over three separate 

projects. 

In support of Annex G commitments, HAL commenced discussions with the airline 

community to establish a Stakeholder Programme Board for IT. Reflective of the nature 

of IT investments HAL have invited the Chief Information Officers of British Airways, 

Virgin Atlantic, Emirates, bmi and KLM together with the three airline alliances to 

nominate themselves or another senior IT specialist to attend the SPB. In addition the 

AOC 37 have confirmed they will provide a representative to the group. The first meeting 

was held during March 2009. HAL envisages that this SPB, as with the others, will need 

some time to evolve. 

35 

Joint Steering Team Meeting held 8 th December 2008 

36 

Joint Steering Team Meeting held 13 th January 2009 

37 

Heathrow Airline Operations Committee 


6.1.4 Project for the Sustainable Development of Heathrow (PSDH) 

In the March 2008 decision 38 on Q5 the CAA included monies for the progression of the 

PSDH workstreams. These monies were not detailed in the CIP 2008 publication. 

Consultation on PSDH workstreams is being undertaken via a PSDH working group. 

Consultation on the use of the PSDH monies has agreed use of funds to safeguard for a 

T2C satellite building in the development, during Q5, of the T2B satellite. Reference 

should be made to section 3.8 and Appendix A: Project for the Sustainable 


6.1.5 CIP Working Group 

In addition to the Stakeholder Programme Boards, HAL consults with the airline 

community and the overall delivery and development of the CIP through a monthly CIP 

Working Group. These meetings review the high level progress of Q5 delivery together 

with monitoring of capital efficiency, Annex G compliance and overreaching financial 

issues for current and future quinquennia. In preparation for the publication of CIP 2009 

a series of special CIPWG meetings were convened to allow consultation on this 

document. As a result numerous sections of this document have been enhanced by 

airline community comments and some elements specifically make reference to airline 

provided or requested input. 

At recent CIPWG meetings the airline community has requested, and HAL has agreed 

to, commencing an audit of certain specific projects in respect of capital efficiency, 

consultation and scope changes. HAL has undertaken to start this process by provision 

of a “pack” of information for airline community review. 

6.1.6 Constructive Engagement Fora for Capital Investment 

At the request of the airline community the following diagram of constructive 

engagement fora has been included to provide clarity. 

Joint 

Steering 

Team 

Stakeholder 

Stakeholder 

Stakeholder Programme 

Programme 

Programme Boards 

Boards 

Boards 

Airline 

Relocations 

Working Group 

Strategic 

Choices 

CIP 

Working 

Group 

PSDH 

Working 

Group 

Stakeholder 

Stakeholder 

Project Programme 

Programme 

Working Boards 

Boards 

Groups 

Figure 7: Constructive Engagement Fora 

38 

Economic Regulation of Heathrow and Gatwick Airports 2008 – 2013, CAA Decision, 11 th 

March 2008. 


6.2 Discussions on Future Developments (Q6 and beyond) 

HAL are committed to ongoing consultation with the airline community on the 

development of the Capital Investment Plan and Masterplan for Heathrow under the 

provisions of the Annex G commitments. The aim, as introduced in section 2.3, is to 

jointly develop investment plans for Q6 and beyond that have a high level of confidence 

in respect of; scope, cost, and schedule, by the time CIP 2011 is published. 

In order to help achieve this a number of ongoing consultative working groups are 

being held with the airlines. These groups feed information for decision into the 

Strategic Choices meetings. 

6.3 CIP Development Process 

During the last quarter of 2008 HAL has undertaken work to define the new process for 

the compilation and maintenance of the CIP. 

The process agreed with the airline community at the JST 39 

recognises formally that a 

project will go through three distinct stages; 

a) Identification of strategic aspirations (which will generally be done for a business 

or geographical area such as Cargo or Western Apron.) This stage will not be 

shown in the CIP appendices. 

b) Development of strategic solutions for projects that individually or collectively 

meet the aspirations. 

c) Detailed delivery of the projects through the DGS / IGS 40 process. 

The status of the projects during the middle stage above will be subdivided into; 

• Pre-Outline 

• Outline, and 

• Developed 

The appropriate one of these classifications, or the relevant DGS / IGS stage, is shown 

on the Project Definition Sheets in the appendices. 

A further element of the new process is the Airline Engagement Status Marker which 

also recorded on the Project Definition Sheets. Further information on the marker is 

given in section 6.4 below. 

6.4 Airline Engagement Status Marker 

A key element of the new process for the development of the CIP is the inclusion of a 

snapshot marker of airline community engagement with particular projects. 

Figure 8: Airline Engagement Marker shows how this classification (Red, Amber or 

Green) is determined between BAA and the Airline Community. The methodology 

outlined below was agreed at the CIPWG 41 . 

39 

Joint Steering Team held 8 th December 2008 

40 

The Design Great Solutions (DGS) / Implement Great Solutions (IGS) process is the standard 

project delivery methodology adopted by HAL, and in particular the Capital and Solutions 

directorate. The key aspect of the process, from an airline community and consultation 

perspective, is the use of decision gateways known as; Brief Decision, Options Decision and 

Construction Decision. 

41 

CIP Working Group held 18 th December 2008. 


The status of each project is shown on the relevant Project Definition Sheets. 

Excellent Involvement 

Green 

Amber 

Good 

Significant 

Strong 

Disagreement 

Strong 

Agreement 

Significant 

Red 

Poor 

Very Poor Involvement 

Figure 8: Airline Engagement Marker 

BAA have allocated the status markers. On any occasion where the marker is not agreed 

with the airline community this would be stated in the “Areas of Disagreement” section 

of the relevant Project Definition Sheet. At the time of CIP 2009 publication no status 

makers are contested 42 . 

It should be noted that, in general, possible projects for Q6 have been allocated a “red” 

status. HAL have done this recognising that, for this edition of CIP, such individual 

possible projects have, to date, not been consulted upon for the reasons outlined 

throughout this document. Therefore HAL has stated that these projects have had 

below “poor” level of airline involvement, which is not strictly the case as the airline 

community have agreed to the manner in which Q6 and beyond have been presented in 

this document. No assessment of airline support has been included in these future 

projects. This decision on status markers was made in the light of the issues regarding 

Q6 and beyond detailed expansively in this document and specifically in section 2. Such 

“red” status reflects HAL’s desire to be open about the status of consultation and 

agreement. 

42 

The majority of PDS documents were shared with the CIPWG during the consultation leading 

up to CIP 2009 publication. A number were however completed post that consultation. Should 

the status of any of these later PDS sheets be contested HAL shall record this fact in the CIPWG 

minutes. 


6.5 Aspirations for Future CIP Publications 

As outlined throughout this document the content of this CIP publication has been 

changed significantly from earlier editions. This reflects HAL’s desire to ensure that the 

document provides a true “snapshot” of the investment programme and related issues. 

The framework for future editions of the CIP put in place by this document and the 

processes detailed within it reflects HAL’s aspirations to progress the level of 

consultation (in alignment with Annex G commitments) on its investment plans. Future 

editions should therefore start to include, amongst other elements, more populated 

Project Definition Sheets, together with cost and time information for Q6 and beyond. 


Index of Tables and Figures 

Table 1: Extract of Table 4-5 CAA Forecast Passenger Numbers. From CAA Decision. ... 5 

Table 2: Possible Q6 and Q7 Projects – Eastern Campus Programme........................... 16 

Table 3: Possible Q6 and Q7 Projects – Western Campus Programme ......................... 17 

Table 4: Possible Q6 and Q7 Projects – Infrastructure Programme ............................... 18 

Table 5: Possible Q6 and Q7 Projects – IT / Systems Programme.................................. 18 

Table 6: Q5 Projects – Eastern Campus Programme .................................................... 19 

Table 7: Q5 Projects – Western Campus Programme................................................... 21 

Table 8: Q5 Projects – Baggage Programme................................................................ 21 

Table 9: Q5 Projects – Infrastructure Programme ........................................................ 22 

Table 10: Q5 Projects – Airline Relocations Programme............................................... 23 

Table 11: Q5 Projects – IT / Systems Programme ......................................................... 24 

Table 12: Q5 Projects – Rail Programme...................................................................... 24 

Table 13: Q5 Projects – PSDH ..................................................................................... 25 

Table 14: Q5 Projects – Thames Water........................................................................ 26 

Table 15: DfT Timetable.............................................................................................. 30 

Table 16: Total CIP Values - Q5 Decision..................................................................... 40 

Table 17: Total CIP Values - CIP 2008 ......................................................................... 40 

Table 18: Total CIP Values - CIP 2009 (Regulatory Cash Flow) ..................................... 40 

Table 19: Construction Market Outlook...................................................................... 41 

Table 20: Control Totals ............................................................................................. 42 


Heathrow in 2030................................................................................................. 8 

Figure 2: High level Plan of Heathrow Campus at March 2013...................................... 9 

Figure 3: Q6 and beyond consultation framework ...................................................... 10 

Figure 4: Airline Relocations Move Sequence 3.1 ........................................................ 23 

Figure 5: Client Change Control Process ..................................................................... 44 

Figure 6: CCRS Dashboard.......................................................................................... 45 

Figure 7: Constructive Engagement Fora..................................................................... 48 

Figure 8: Airline Engagement Marker.......................................................................... 50 


Appendices 

Appendix A: Project for the Sustainable Development of Heathrow .............................. 1 

Appendix B: Trigger Change Control .......................................................................... 10 

Appendix C: PDS – Q5 Eastern Campus ...................................................................... 12 

Appendix D: PDS – Q5 Western Campus .................................................................... 77 

Appendix E: PDS – Q5 Baggage ................................................................................ 150 

Appendix F: PDS – Q5 Infrastructure ......................................................................... 183 

Appendix G: PDS – Q5 Airline Relocations ................................................................ 272 

Appendix H: PDS – Q5 IT / Systems ........................................................................... 280 

Appendix I: PDS – Q5 Rail......................................................................................... 291 

Appendix J: PDS – Q5 PSDH, Thames Water and Support Adjustments ..................... 302 

Appendix K: PDS – Eastern Campus Phase 2 Enabling............................................... 309 

Appendix L: PDS – Q6 and Beyond Eastern Campus.................................................. 315 

Appendix M: PDS – Q6 and Beyond Western Campus .............................................. 327 

Appendix N: PDS – Q6 and Beyond Infrastructure ..................................................... 381 

Appendix O: PDS – Q6 and Beyond Rail .................................................................... 420 

Appendix P: Tracker CIP 2008 to CIP 2009 ............................................................... 428 

Appendix Q: Cost Schedules..................................................................................... 439 

Appendix R: Time Schedules..................................................................................... 446 


Appendix A: Project for the Sustainable Development of Heathrow 

Project for the Sustainable Development of Heathrow (PSDH) 

This appendix outlines the history and current position with regard to PSDH into the 

following sections; 

1. Government Aviation and Airport Policy 

2. HAL’s Current Proposals 

3. Recent Developments 

1. Government Aviation and Airport Policy 

a. The Future of Aviation, December 2003 

In December 2003 following an extensive exercise considering all options and a long 

period of consultation, The Department for Transport produced a White paper on Air 

transport (The Future of Aviation). The White Paper reached several key conclusions in 

relation to runway capacity in the South East. 

The first conclusion was that there was an urgent need for additional runway capacity in 

the South East. It also explained that a lack of capacity would significantly damage 

national prosperity. It stated that there was no case for a second international hub 

within the South East. 

In relation to where further capacity should be developed it concluded that the first 

priority is to make best use of the existing runways, including Stansted and Luton. It 

went on to conclude that provision should be made for two new runways in the South 

East by 2030. The first new runway should be at Stansted, to be delivered as soon as 

possible (around 2011 or 2012). 

In relation to the location of a second new runway the conclusions were less well 

formulated. The White paper stated that the further development of Heathrow is 

supported, including a further new runway and additional terminal capacity to be 

delivered as soon as possible (within the 2015 -2020 period) after the new runway at 

Stansted, but only if stringent environmental limits can be met. The White paper 

announced the start of a further period of study to answer the question of whether 

such environmental limits could be met at Heathrow were mixed mode or a third 

runway to be introduced. This Department for Transport led study became known as 

the Project for the Sustainable Development of Heathrow (PSDH). 

As well as outlining policy in relation to runway development the White Paper included 

a number of further obligations which it expected airport operators to comply with. 

These included: 

• requirements to produce master plans covering thirty years; 

• new noise compensation schemes and a requirement to introduce schemes to 

address generalised blight where new runways were proposed; and 

• a requirement for airport charges to include an air quality element. 

b. The Future of Aviation Progress Report, December 2006 

The Department for Transport launched an Air Transport White Paper Progress Report in 

December 2006. This reviewed the 2003 policy in light of a number of recent issues and 

reported on progress against the actions set out in 2003. 


The 2006 Progress Report specifically took account of the following: 

• The Stern Review of the Economics of Climate Change, 2006; 

• Oxford Economic Forecasting – The Economic Contribution of the Aviation Industry 

in the UK, 2006; 

• Department for Transport Focus on Freight 2006; 

• Climate Change: The UK Programme 2006; 

• The Eddington Transport Study, 2006; 

• The Civil Aviation Act 2006. 

The 2006 Progress Report clearly and unequivocally reaffirmed the Government’s 

commitment to a strategy of striking the right balance between economic, social and 

environmental goals. It again stressed the economic benefits of air travel and stated the 

importance of aviation to the UK economy was rising as a result of broader economic 

trends. It also described people’s aspirations and attitudes to flying. 

It reiterated that the first priority remains making the most of the UK’s existing airports. 

It continued to support the development of two new runways in the South East, the first 

at Stansted and the second at Heathrow, subject to environmental constraints. 

It explained that work was continuing on establishing how environmental limits could 

be met both for mixed mode and runway 3 during 2007, after which there will be a 

public consultation. 

It also introduced further environmental obligations on airport operators: 

• Recommendation that airports become carbon neutral; 

• Produce an environmental statement with master plans; 

• Industry reporting on Sustainable Aviation Strategy targets; 

• Emissions cost assessment methodology consultation; 

• New noise maps and noise action plans; 

• Airport Consultative Committees to monitor implementation of new Civil Aviation 

Act powers by airports; 

• Best practice communication for environmental information; 

• Public Safety Zone (PSZ) review. 

c. Adding Capacity at Heathrow: Decisions Following Consultation, January 2009 

On 15 January 2009 the Secretary of State for Transport announced to Parliament his 

policy decisions on the future development of Heathrow airport, following the Adding 

Capacity at Heathrow Airport consultation which closed in February 2008 and the 

subsequent consultation on an Equalities Impact Assessment which closed in November 

2008. 

In summary, the Secretary of State – 

• confirms policy support for adding a third runway at Heathrow with additional 

passenger terminal facilities and a slightly longer runway (2,200m operational 

length), but subject to an aggregate limit of 605,000 annual movements, which 

would be subject to review in 2020; 

• does not support the introduction of mixed mode on the existing runways as an 

interim measure before a third runway; 

• confirms his intention to end the ‘Cranford agreement’ (which currently limits 

easterly departures off the northern runway); 


• confirms his view that the following operating practices should be retained and 

continued: 

• ‘westerly preference’ (the preferred direction of operation of the runways except in 

strong contrary winds); 

• ‘night-time rotation’ (the practice of alternating the use of the existing runways at 

night between westerly and easterly preference, subject to weather conditions); 

• ‘early morning alternation’ (the practice of alternating arriving aircraft between the 

two runways in the 0600 to 0700 period, subject to operational requirements). 

• intends that additional capacity at the airport should, following consultation, be 

subject to a new ‘green slot’ approach, to incentivise the use at Heathrow of the 

most modern aircraft, with further benefits for air quality and noise. 

• requests that the airport operator, in reviewing its existing insulation and mitigation 

schemes, considers extending its noise insulation schemes to all community 

buildings and households in the new 57dBA contour who will experience an 

increase in noise of 3dBA or more; and to give particular consideration to addressing 

the impacts on those households who find themselves located closest to the new 

airport boundary. 

The Secretary of State has also encouraged BAA to work with NATS, the Civil Aviation 

Authority and airlines to improve existing airport and airspace procedures and to 

develop new ones to deal with delays quickly and efficiently as they develop. The results 

of work commissioned by the Secretary of State’s predecessor from the Civil Aviation 

Authority on ‘runway resilience’ should help to inform this process. 

Separately, the Secretary of State also announced that the Department will work with 

BAA and Network Rail to consider schemes that provide better connections to the Great 

Western main line whilst maximising the effectiveness of scarce railway paths. The 

Department has also set up a new company, High Speed Two (HS2) Ltd, to advise 

Ministers on the feasibility and credibility of plans for a new line with specific route 

options and financing proposals. This work will include consideration of options for a 

new Heathrow International interchange station on the Great Western line, providing a 

direct 4-way interchange between the airport, the new north-south line, existing Great 

Western rail services and Crossrail into central London. 

2. HAL’s Current Proposals 

In addition to the PDS information provided in Appendix J: PDS – Q5 PSDH, the current 

status of HAL’s proposals as consulted upon with the airline community is best 

encapsulated in the presentations to; 

• the LACC in February 2009, and 

• the Strategic Choices in March 2009. 

a. LACC Presentation 

The following slides were presented on 5 th February 2009. 


Agenda 

• Summary of Government decision 

• Implications of the decision 

• High level programme and planning process 

• Activities over the next quarter of 2009 

www.heathrowairport.com/futuregrowth 

Summary of Government decision 

• Confirms Government policy support for a third runway and 

sixth terminal at Heathrow ; 

• The policy is subject to an initial limit of 605,000 ATMs, 

compared to 480,000 ATMs today. These limits may be revised 

upwards following a review in 2020 ; 

• This will allow the airport to grow from just under 70 mppa 

today to around 115 mppa; 

• Does not support the introduction of “mixed mode” as an 


• Confirms the intention to end the ‘Cranford agreement’ 

(currently restricting easterly departures from 09L) ; 

• Confirms the view that a series of environmental operating 

practices on how the runways are used today should be 

continued ; 

• Proposes significant development of heavy rail proposals to 

provide better links with Heathrow, as well as improvements to 

the national rail network. 



Implications of the decision 

• BAA intends to press ahead to delivery of R3 and T6 within the time frame set by Government ; 

• Some ten areas of work have been identified including refining the airport development proposals and 

working with the relevant agencies (HA, DfT, etc) on road and rail improvements ; 

• Work on the business case will be led by the Chief Financial Officer ; 

• R3 / T6 enjoys solid support from the airline industry and the business community and BAA will 

continue to strengthen links with supporters ; 

• BAA will seek to address the concerns of local people and to act in a responsible way. With this in 

mind we propose to launch the first of two schemes to buy on a voluntary basis the residential 

property that is located on the site of the R3 / T6 ; 

• In line with the new policy, and in advance of R3, we will take steps to improve the operational 

resilience of Heathrow’s existing runways and reduce delays. Several measures have already been 

identified and the ending of the Cranford agreement provides new opportunities ; 

• We have the support of the airlines and the CAA to meet the cost of this work during the present 

regulatory period (Q5). Expenditure beyond that will need further regulatory support, as will any BAA 

contributions to road and rail costs ; 

• A material risk to the project is the present attitude of the main opposition party but we intend to work 

on this as part of our stakeholder management programme. 


High Level Programme 

Q5 Q6 Q7 Q8 

• Government Policy Decision 

• Optioneering/Prepare application 

• Application for Development Consent 

• Examination of application and 

decision 

• Detailed approvals / possession 


2009/10 

2010 

2012 

2014 

• Construction 

• Phase 1 operational 

2017/18 

• Phased delivery of further capacity 

beyond 2020, 

dependent upon environmental limits 

2020 ---------> 2028 



Activities over the next quarter 

FEB 


MAR APR MAY 

• Forecasting and schedules 

- Procure consultant support 

- Begin forecast & schedule development 

• Surface access 


- Methodology review 

- Data collection, surveys, modelling review 

• Master plan concept development 


- Refresh of options (BAA / IATA) 

- Establish assessment criteria 

- Appoint Architects & Environmental 

• Programme office 


- Commission cost planning, programme, 

governance 


Masterplan Development Process 

Initial Option Development 

Final Option Development 

EIA & Planning 

Application Preparation 

Business Case 

Business Case 

Business Case 

Airspace Change Programme 



Surface Access Strategy 



Environmental Impact Measurement & Mitigation 

Environmental Impact Measurement & Mitigation 

Environment Impact Assessment 

Masterplanning work stream 

prepare forecasts 

Identify scenarios 

initial option 

development 

initial option 

evaluation 

consultation 

final option 

development 

final option 

evaluation 

masterplan 

selection 

scheme 

announcement 

final scheme 

development 

Verify previous 

PSDH 

option development 

prepare planning application 

submit 

planning 

application 


b. Strategic Choices Presentation 

The following are slides extracted from the presentation that are relevant to the 

consultation and delivery of PSDH. 


Purpose of this discussion 

To prompt some thinking about how we will work together on R3/T6? 

To understand airline perspective on where we are on the consultation 

journey. 

To explore the process for developing a top down masterplan 

R3 Workstreams 

Forecasting – demand 

Masterplanning and design 

Surface Access 

Legal 

Stakeholder engagement and communication 

Programme Office and Business case 

Land acquisition and compensation 

Airspace 


Summary of Government decision 

• Confirms Government policy support for a third runway and 

sixth terminal at Heathrow ; 

• The policy is subject to an initial limit of 605,000 ATMs, 

compared to 480,000 ATMs today. These limits may be revised 

upwards following a review in 2020 ; 

• This will allow the airport to grow from just under 70 mppa 

today to around 115 mppa; 

• Does not support the introduction of “mixed mode” as an 


• Confirms the intention to end the ‘Cranford agreement’ 

(currently restricting easterly departures from 09L) ; 

• Confirms the view that a series of environmental operating 

practices on how the runways are used today should be 

continued ; 

• Proposes significant development of heavy rail proposals to 

provide better links with Heathrow, as well as improvements to 

the national rail network. 

High Level Programme 

Q5 Q6 Q7 Q8 

• Government Policy Decision 

• Optioneering/Prepare application 

• Application for Development Consent 

• Examination of application and 

decision 

• Detailed approvals / possession 


2009/10 

2010 

2012 

2014 

• Construction 

• Phase 1 operational 

2017/18 

• Phased delivery of further capacity 

beyond 2020, 

dependent upon environmental limits 

2020 ---------> 2028 


Activities over the next quarter 

FEB 


MAR APR MAY 

• Forecasting and schedules 


- Begin forecast & schedule development 

• Surface access 


- Methodology review 

- Data collection, surveys, modelling review 

• Master plan concept development 


- Refresh of options (BAA / IATA) 

- Establish assessment criteria 

- Appoint Architects & Environmental 

• Programme office 


- Commission cost planning, programme, 

governance 

3. Recent Developments 

HAL and the airline community have been in discussion on the recovery, by HAL, of the 

Q5 PSDH monies and the ex-post or ex-ante nature of same. On 2 nd March 2008, HAL 

presented the airline community with a proposal for an ex-post arrangement supported 

by a consultation / agreement principle. HAL and the airline community agreed to work 

through the proposal in further detail in order to develop a way of working on PSDH. 


Trigger Change Control 

Appendix B: Trigger Change Control 

In order to cater for significant external events which could have an adverse impact on 

BAA’s ability to adhere to its original project schedules, the CAA proposed that there 

should be a clearly defined change control process for capital investment triggers 

incorporated within the relevant terms of the price control conditions. 

The CAA envisaged that it would amend the standards and rebates in one of two ways: 

Changes agreed by the airport and the airlines through the relevant LACC Committee 

and notified in writing to be approved by the CAA on an expedited basis. The process 

would be: 

• The CAA publishes any proposed agreement between the LACC and the airport 

inviting objections from interested parties. 

• The CAA then allows 28 days for any objections. 

• Unless the agreement raises significant issues, the CAA would expect to approve the 

agreement within 14 days of the end of the consultation period. 

• The CAA would anticipate that changes of this sort are likely to redistribute money 

at risk for triggers between projects reflecting changes to the anticipated content or 

phasing of the programme. While the CAA would be prepared to approve changes 

which either added to or reduced the amounts at risk it would not anticipate that 

this would be likely. 

Alternatively the CAA could revise the substance of the triggers in the price control 

without the agreement of users. This may occur in a range of circumstances where BAA 

made a formal application to the CAA for a change which was not agreed by airlines 

generally or which did not have sufficient support to allow the agreement of the 

relevant LACC committee. It might also be brought forward at the instigation of the 

CAA because it considered that such a change would be best calculated to meet its 

statutory duties. The process under these circumstances would require the following 

elements: 

• Any change to the price control condition would require the agreement of the 

airport operator under the Airports Act 1986. The CAA would not proceed with any 

prospective change unless this was expected to be forthcoming; 

• The CAA would publish proposals for consultation and invite interested parties to 

respond. 

• It would allow an adequate period for written submissions which would not be less 

than 12 weeks. 

• Depending on the significance of the changes the CAA may then decide to hold 

meetings with some of the respondents. 

• The CAA would publish a decision with reasoning together with any revision to the 

price control to reflect the new triggers. 

The CAA would normally seek to limit changes to the price control under these 

arrangements to triggers and would not seek to make other changes. 

In respect of A - The CAA would expect to withhold approval only in limited 

circumstances where it concluded that the change was inconsistent with its statutory 

duties, for example where such agreements: 

did not give adequate weight to the interests of passengers as users; 


on the basis of objections made, the agreement did not seem to the CAA to represent 

the interests of users generally or which appeared unreasonably to discriminate against 

any user or class of user. 

The CAA has drawn emphasis to the point that it would expect change control to allow 

the process of triggers to adapt to circumstances where airport and users priorities 

change and monies originally projected for capital expenditure on one project are 

diverted to extend the scope of, or bring forward the scope of some other project. It is 

certainly not intended to allow the airport to cancel trigger payments where it is no 

willing or able to pursue projects (unless the capital expenditure is redirected to 

extending the scope or expediting other projects). In this context it should be recognised 

that the building block projections allowed a return on such capital expenditure and it 

would be unreasonable for the airport to be able to avoid the mechanism in place to 

reduce at least some of that return if the relevant projects do not take place. 


Appendix C: PDS – Q5 Eastern Campus 

Project Definition Sheets – Q5 Eastern Campus 

Eastern Campus Airfield 


7207 : EAD Mid Stands & Taxilanes 

Leadership, Logistics and Enabling 

8828 : Eastern Campus EIS 

8798 : Eastern Campus Logistics 

Landside 

3814 : New Build MSCP - East 

8888 : Control Tower Demolition 

T2B, T1 and VP 

7230 : P22848 - QB Staff Rest Decant 

6716 : Pier 3 Demolition 

4201 : T2B Centre, Stnds & Pax Connectivity 

4539 : T2B North 




7212 : Relocation of Substation 56 

T2A Phase 1 & Associated Projects 


T2A Programme Phase 1 (See section 3.1.3) 


Header Information 

Project Name: 

Name in 

Schedule 

Eastern Apron Airside Road (EAAR) 


Project Overview, Objectives and Status 

Overview: 

Description: Grade separated airside road between T2A, B and C. 

Ref. Drawings / Images: Overview plan. 

Objectives: 

BAA: • provide reliable airside journey times 

• minimise the risk of conflict between aircraft and vehicles 

• provide a more straightforward east to west airside route 

Airline: 

As BAA’s 

Status: 

BAA Lead Team: Airline Engagement: Strategic Solution or DGS/IGS Stage 

Capital & Solutions Green Scheme Design 

Project Delivery 

Current Control Budget: 

Total Capital Budget (Constant Prices): £47,700,000 

Refer to appendix B for cost information detail. 

Time: 

Brief 

Start on Completion on Site: 

Operational Use 

Commences: 

Decision: 

Site: 

04/2007 04/2010 Spring 2012 Spring 2013 

Refer to appendix C for programme information detail. 

Assumptions: 

The following points cover the significant delivery assumptions related to this project; 

• This Project sits within the Eastern Campus Portfolio of work 

• The Project involves the construction of a grade separated airside road to provide 

access to the new T2B Terminal and T2C remote stands, which are being developed 

as part of the T2A Project. 

• The road starts from the roundabout at the SE corner of T2A, at grade, crosses over 

the LUL Piccadilly tunnels, descends under the Kilo Taxiway rising towards grade at 

T2B descending under the Lima taxiway and rising to grade at T2C 

• The scope of work for the road includes:- 

• Secant piled retaining walls 

• 2 overbridges Kilo and Lima Taxiways 

• A 12 m wide road (2 no 5m wide traffic lanes and 1m wide footways each side) 

• 4.5m traffic height plus 0.2m clearance zone 

• Drainage sumps and pumping 

• Electrical supply, distribution and lighting 

• Fire protection, Traffic management and control 

• The Kilo and Lima taxilane will be operational by Spring 2013. Prior to these dates 

the new grade separated road is anticipated to be complete in order not to conflict 

with the other construction work. It is also programmed to be carried out in 

conjunction with the redevelopment of the southern taxiway. 

• The road has been design to fit within physical and logistical constraints especially 

the LUL criteria. 


• Traffic modelling analysis was not available to verify the road capacity. 

• Consequently traffic queuing could be an issue at peak times especially when the 

road has been extended eastward to the EMB and eastern perimeter. 

Programme 

• CCRS Proposal 1 to be undertaken from 14 to 31 January 2009 

• Construction Decision Paper – governance boards approval process :- 

• 11 February Solutions Assurance Executive 

• 17 February Eastern Campus Stakeholder Board 

• 19 February Eastern Campus Programme Board 

• 26 February BAA Exec ( Capital Decision ) 

• 16 March BAA Board 

• Early March approval by CAA of the Safety Case in relation to Kilo overbridge 

parapets 

• Commence production Design 23 March 2009 including Change of scope design 

proposal 

• July 2009 - Approval by LUL of Stage 3 Compliance Submission 

• Tendering document preparation, OTT and assessment complete by 30 November 

• Targets confirmation by 15 December 

• Contract award by 18 December 2009. 

• Contractor mobilization and site set up – January 2010 to march 2010 

• Construction Start April 2010 

• Construction completion Spring 2012 

Note: Assumptions stated here are to aid understanding and are not necessarily exhaustive. 

Operational Issues 

Financial Revenue and Operational Cost (Opex) Impact: 

Revenue / Opex Revenue (+) / 

Commentary: 

Cost Area: Cost (-) Impact 

per Annum: 

Maintenance TBD Maintenance costs to be developed but will 

include:- 

• General cleaning of the roadway and structures 

• M & E equipment – lighting, drainage and 

pumps, fire protection, traffic management and 

control. 

Impact on User Charges: Not included in CIP 2009 publication 

Estimated Per Passenger Cost Impact: 

Commentary: 

None 

Note: Impact on User Charge is subject to a number of complex variables and regulatory decisions and therefore 

information is indicative only. 

Assumptions: 

The following points cover the significant operational assumptions related to this 

project; 

None 

Areas of Disagreement 

The following points cover any significant areas of disagreement between BAA and the 

Airline Community regarding this project. 

• Currently None – however STAR Alliance Airlines may need to review the 

equipment, Tugs and 4 ( Dollies) they currently use to transport Baggage. 


• Trials will be undertaken in February 2009 along the T5 Airside Road with the 

existing Tug and 4 equipment. Should STAR Airlines be unable to use their current 

baggage transport vehicles they may need to purchase new and look to BAA for a 

contribution. 

Note: Any disagreement noted must be read in the context of the airline engagement status shown above. 


Appendix A: Overview: Reference Drawing / Image: 

GA Highway Horizontal and Vertical Alignment 000097 08/12/2008 


Appendix B: Project Delivery 

Project Information 

Project Name: 

EA A/side Rd & Taxilane U/pass 

BCT No.: 4202 OP No.: 22750 

AFC Cost Information: 

All information extracted from February 2009 month end process 

Base Costs: £42,500,000 80 % 

On-Cost: £6,468,591 12 % 

Risk (R1 Allowance only) £3,888,304 7 % 

Total (As entered into Artemis for Feb 09 Month End) £52,856,895 

Commentary: 


Appendix C: Project Delivery: High Level Project Plan: 



Project Name: T2B Centre Stands 

Name in Schedule 7207 : ESD Mid Stands & Taxilanes 


Overview: 

Description: 

Ref. Drawings / Images: 

Objectives 

BAA: 

Provision of 3 stands & Taxilanes. To serve T2B Central Pier. 

None 

Increase pier served stand supply. 

Improve airfield operations 

Airline: 

As BAA’s 

Status: 





Total Capital Budget (Constant Prices): £ 12,900,000 


Time: 

Brief 

Start on 

Completion on Site: Operational Use 

Decision: 

Site: 

Commences: 

Brief 

in 06/2012 09/2013 TBA 

Development 


Assumptions: 


None 




Revenue / Opex 

Cost Area: 

Revenue (+) / 

Cost (-) Impact 

per Annum: 

Commentary: 

To be developed 

Impact on User Charges: 

Not included in CIP 2009 Publication 


Commentary: 

None. 



Assumptions: 


project; 

None 





None 


Appendix B: Project Delivery: Cost Information: 


Project Name: 

EAD Mid Stands & Taxilanes 

BCT No.: 7207 OP No.: 23646 



Base Costs: £11,340,823 81 % 

On-Cost: £1,790,471 13 % 

Risk (R1 Allowance only) £919,936 7 % 


Commentary: 



Project Name: Eastern Campus EIS 

Name in Schedule 8828 : Eastern Campus EIS 


Overview: 

Description: 


(Refer to Appendix A) 

Energy & Infrastructure Services (EIS) required to support the 

operation of the Eastern Campus Phase 1. 

None 

Objectives: 

BAA: Responsible growth through good environmental 

performance. 

Service improvement in T2A and E.C Phase 1 being delivered. 

Airline: 

As BAA’s 

Status: 


Capital & Solutions Green Options 





Time: 

Brief 

Decision: 

Start on 


Site: 

Commences: 

12/2007 06 / 2009 6/2011 12/2013 


Assumptions: 


Key scope assumptions for this project are: 

Safeguarding for T2A Phase 2 

HV infrastructure to support T2A Phase 1 and T2B 

Cooling infrastructure to support T2A Phase 1 and T2B 

Heating infrastructure to support T2A Phase 1 and T2B 

Provision of other key services to support the construction of T2A Phase 1 and T2B 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 

Opex and Revex impacts have not been assessed at 

this stage. 




Commentary: 

None 



Assumptions: 



project; 

None 




None 





Project Name: 

Eastern Campus EIS 

BCT No.: 8828 OP No.: 24006 



Base Costs: £47,787,263 81 % 

On-Cost: £8,826,488 15 % 



Commentary: 



Project Name: CTA Redevelopment –T2 MSCP & Forecourt 

Name in Schedule 3814 : New Build MSCP East 


Overview: 

Description: 



Objectives: 

BAA: 

New Build MSCP & forecourt to serve T2 (30mppa) 

None 

Provide good landside service in the form of an operational 

car park and forecourt (phase1) by the opening date of T2A 

(phase1) 

Airline: 

As BAA’s 

Status: 


Strategy Amber Outline 





Time: 

Brief 

Decision: 

Start on 


Site: 

Commences: 

March 2009 November 2011 July 2014 July 2013 


Assumptions: 


Key scope elements are; 

T2A welfare provided in existing control tower until 2011 

Local listing of Control Tower and Chapel does not prohibit development 

Assumed increase in spaces per mppa from 85(existing T2) to 90 

Assumed demand for car park = 22.3m pax in 2025 (STAR, Aer Lingus, Virgin) [1340 

spaces 20mppa solution / 1980 30mppa solution] 

200 spaces allocated for operational requirements (30mppa solution) 

Connection walkways from car park to Terminal 2 arrivals and departures levels, and 

from car park to the existing T2 sub-way 

No office accommodation provided within “spine” 

Car park and forecourt build in two phases 

Temporary works for car park included 

VCC provision associated with car park, and LUL sub-way connectivity, for both pax and 

vehicles provided within the “spine” 

No office accommodation provided 

Forecourt lane within footprint of the car park 

Key scope exclusions are; 

Demolition of existing car park 

Demolition of control tower and relocation of associated facilities / utilities / tenants 

Relocation of the chapel 

Cost of modifying and removing the Early Services Gantry 

Walkway connection from the car park to the PTI (for passenger) 

All grade and elevated roads / forecourt lanes 





Revenue / Opex Revenue (+) / Cost (-) Commentary: 

Cost Area: Impact per Annum: 

Not yet assessed 




Commentary: 

None 



Assumptions: 


project; 

In line with the rationalisation of Terminal 1 / 2; car parks 1,1A & B,2 are combined to a 

single facility 




Capacity of MSCP at opening 




Cooling Station 

Phase 2 

Phase 1 

Walkway to Terminal 


Appendix B: Project Delivery: Cost Information 


Project Name: 

New Build MSCP - East 

BCT No.: 3814 OP No.: 0 



Base Costs: £98,101,955 73 % 

On-Cost: £24,902,804 18 % 



Commentary: 

This figure excludes; (1) future £48M Budget & AFC and (2) R2 & Inflation for Q5 



Brief Decision Feb / March 2009 

Options Decision Summer 2009 

Construction Decision Spring 2010 

Start On Site September 2011 

Car Park Operational (phase 1) April 2013 

Completion May 2013 



Project Name: Control Tower Demolition 

Name in Schedule 8888 Control Tower Demolition 


Overview: 

Description: 



Objectives: 

BAA: 

The demolition and clearance of the existing control tower 

site to enable the construction of the new MSCP & forecourt 

for T2 

None 

Provision of proper service for landside access to T2A 

Airline: 

As BAA’s 

Status: 


Strategy None to date Outline 





Time: 

Brief 

Decision: 

Start on 


Site: 

Commences: 

? March 2011 November 2011 Not applicable 


Assumptions: 


Single phase demolition (Q5) 

Cost associated with the relocation of IT systems to be included within project scope. 

Cost associated with relocation of the HV substation to be included within the project 

scope. 

Relocation of tenants by others 

re-routing or protection of the HTHW main included within CTD scope 




Revenue / Opex Revenue (+) / Commentary: 

Cost Area: Cost (-) 

Impact per 

Annum: 

Assumed nil as demolition only. 



Estimated Per Passenger Cost Impact: TBC 

Commentary: 

None 



Assumptions: 



project; 

None 




None 





Project Name: 

Control Tower Demolition 

BCT No.: 8888 OP No.: 0 



Base Costs: £22,832,705 80 % 

On-Cost: £3,397,000 12 % 



Commentary: 



Project Name: Pier 3 Truncation 

Name in Schedule 6716 : Pier 3 Demolition 


Overview: 

Description: 



Objectives: 

BAA: 

Airline: 

Status: 

The project enables the construction and operation of the new 

stands to the West of T2B. 

Plan layout showing “cut” line. 

Operational efficiency through “toast racking” of apron 

As BAA’s 


Capital and Green 

DGS 

Solutions 





Time: 

Brief 

Start on 


Decision: 

Site: 

Commences: 

10/2006 Spring 2009 04/2010 04/2010 

Estimated 


Assumptions: 


The programme for the truncation of Pier 3 is dictated by the overall Eastern Campus 

programmes, in particular the stand layout plan, construction of T2B, and programme for 

the construction of the Terminal Pier as part of T2A phase 2 

Stand availability will allow project to continue as programmed 

The demolition of Pier 3 will be delivered in two phases. 

Phase 1 partially clears the existing Pier 3 and associated facilities to allow the 

reconfiguration of the new taxiway and stands to the West of the Mid-field pier. 

Phase 2 clears the area for development of a new Terminal Pier, and will be delivered 

under T2A Phase 2. 

The scope of works has been defined as follows with the works being divided into two 

phases. 

Under phase 1, demolition of building 469 and Pier 3 up to but retaining gate 121 at 

apron, departures and roof level. 

Under phase 2, demolition of Pier 3 up to but retaining the Terminal Control Centre and 

gate 117 at apron, departures and roof level. 

Works associated with both phases 1 & 2. 

the removal of asbestos 

re-configuration of M&E services, 

creation of weather tight seals 

removal of travelators etc. 

reconfiguration of airside roads 

relocation of assets and operations as required 

Completion of pier-served stands on T2B will be completed as programmed 






Commentary: 

Cost Area: 

Pier 3 

Operational 

costs 

Revenue (+) / Cost 

(-) Impact per 

Annum: 

Minor impacts on utilities and manpower 




Commentary: 

None 



Assumptions: 


project; 

None 




None 



Appendix A: Overview: Reference Drawing / Image 




Project Name: 

Pier 3 Demolition 

BCT No.: 6716 OP No.: 22534 



Base Costs: £1,919,112 55 % 

On-Cost: £1,276,222 37 % 



Commentary: 



Project Name: T2B Phase 2 

Name in Schedule 4201 : T2B Centre Stands and Pax Connectivity 


Overview: 

Description: 



Objectives: 

BAA: 

T2B Phase 2 completes T2B, providing pier service to an 

additional 10 stands, interim passenger connectivity from T2A 

and safeguarding permanent passenger connectivity and 

baggage processing within the pier. 

Artists impression showing split phases. 

High level general arrangements. 

Operational efficiency through “toast racking”. 

Service improvement. 

Alliance co-location. 

Airline: 

As BAA’s 

Status: 







Time: 

Brief 

Decision: 

Start on 


Site: 

Commences: 

02/2008 10/2010 06/2013 08/2013 


Assumptions: 


T2B is a core element of the Eastern Campus development in meeting the following 

strategies: 

Eastern Campus Masterplan – fits with the “toastrack” vision 

Passenger Connectivity – provides safeguarding for a TTS system to be installed for T2A 

Phase 2 opening providing T5 equivalence and future proofing for a cross campus TTS 

system 

Baggage Strategy – provides safeguarding for a intra pier baggage system to be 

installed at a future date 

Key enablers for project delivery are: 

T2B Phase 1 stand provision is the essential prerequisite for decommissioning existing 

stands on Europier & enabling site availability 

Relocation of the inner taxiway is the prerequisite for availability of the southern portion 

of the T2B Phase 2 site 

T2A Energy Centre availability & associated permanent pipework route through T2A 

T2B must be provided in advance of T2A Phase 1 to provide longhaul stand capacity 


Pier 

Provision of pier service for 10 stands 


Segregated pier completed with open gateroom format 

Conversion of T2B Phase 1 (North) from closed gaterooms to open gatelounge 

Local flight connections centre 

Retail provision of approx 1,275m 2 

Total CIP provision of 3,600m 2 in 3 lounges 

Approx 4,000m 2 of ramp accommodation 

Basement structure for “traditional” transfer baggage facility (connecting tunnels and fit 

out by C&B). 

Demolition of Europier & Eurolink South 

Connectivity and Baggage 

Vertical passenger circulation within T2B for underground connectivity 

Safeguarding in T2B for future TTS (all fit out by future project) – assumed transfer of 

funds from PSDH of £73.6m in Q5 for this element of work 

T2A-T2B passenger tunnel with segregated corridors 

Interim vertical circulation core outside T2A connecting to passenger tunnel 

The baggage basement has been sized to safeguard for the future installation of a 

conventional baggage system. 

Stands & Taxiways 

Provision of 2 No. JX stands and associated taxiway (Q6) 

Scope Exclusions 

TTS and baggage tunnels beneath Lima and Kilo Taxiways 

Safeguarding for Powered Trolley System baggage facility in lieu of traditional 





Commentary: 


per Annum: 

Cleaning £1.0M Stand alone cost, not incremental 

Maintenance £1.3M Stand alone cost, not incremental 

Staffing £2.8M Stand alone cost, not incremental. Costs mainly 

associated with Connections Centre. 

Rates £2.1M Stand alone cost, not incremental 

Utilities £1.0M Stand alone cost, not incremental 

Property 

Income 

£3.8M Stand alone cost, not incremental. Income from 

CIP Lounges and accommodation 

Retail Income £1.2M Stand alone, not incremental. Income from retail 

units. Media income not included as allowed for 

within T2A package. 

Impact on User Charges: Not included in CIP 2009 Publication 


Commentary: 

None. 



Assumptions: 


project; 

• The pier will operate in an open gatelounge format, subject to suitable process and 

technological solutions being agreed between STAR and BAA to enable STAR to 

operate from open gaterooms 





• The pier will commence operations in a closed gateroom format. It is the intention 

to convert to an open gate lounge format upon T2B Phase 2 opening in 2013 

subject to suitable process and technological solutions being agreed between STAR 

and BAA to enable STAR to operate from open gaterooms 

• Baggage system – the size of the baggage basement required for safeguarding is 

dependant upon the type of system to be installed. The current scheme has been 

designed upon a tote/dcv system. Star have indicated that they may 

want the PTS system being installed in T2A to be extended out to T2B. 




Phase 2 

Phase 1 






BCT No.: 4201 OP No.: 23463 



Base Costs: £359,400,951 83 % 

On-Cost: £47,997,000 11 % 



Commentary: 






Name in 4539 : T2B North 

Schedule 


Overview: 

Description: 



T2B Phase 1 is the first phase of T2B, providing pier service to 

6 stands, 

Artists impression showing split phases. 

Objectives: 

BAA: • Operational efficiency through “toastracking”. 

• Service improvement. 

• Alliance co-location 

Airline: 

As BAA’s 

Status: 







Time: 

Brief 



Commences: 

Decision: 

Site: 

01/2007 06/2008 11/2009 01/2010 


Assumptions: 


• T2B is a core element of the Eastern Campus development in meeting the following 

strategies: 

• Eastern Campus Masterplan – fits with the “toastrack” vision 

• Passenger Connectivity – provides safeguarding for a TTS system to be installed 

for T2A Phase 2 opening providing T5 equivalence and future proofing for a 

cross campus TTS system 

• Baggage Strategy – provides safeguarding for a intra pier baggage system 

to be installed at a future date 

• Key enablers for project delivery are: 

• Airline Relocation Programme – the BA move to T5 reduces the stand demand in 

T1 such that the Kilo Cul-de-Sac to be closed. This facilitates site establishment 

and the commencement of enabling works 

• T2B Phase 1 NW Stands and Taxiways – without the stands and taxiways planes 

will not be able to use the pier 

• T2B Phase 1 NE Stands and Taxiways – without the stands and taxiways planes 

will not be able to use the pier 

• 10cm Radar re-provision – the new 10cm radar needs to be operational to 

facilitate the demolition of the existing 10cm radar at the end of Europier. 


• Key scope assumptions for this project are: 

• a fully segregated pier to provide pier service for 4 JW stands and 2 JX stands (JX 

with MARSED capability) 

• closed gate lounge format supporting the 6 stands (note: it is the intention to 

convert the gateroom to an open format when T2B Phase 2 opens in 2013 

subject to suitable process and technological solutions being agreed between 

STAR and BAA to enable STAR to operate from open gaterooms) 

• provision of 1,800m2 (net internal area) of ramp accommodation forming the 

first tranche of the 4,000 required for the whole of T2B 

• Retail coffee offer of 90m2 and media opportunities at departures and arrivals 

level 

• Temporary passenger connectivity via Europier 

• Temporary energy centre 

• The project will be delivered in 2 stages: 

• Stage 1 – Pier service to the 3 eastern stands, in Jan 2010 

• Stage 2 – Pier service to the 3 western stands in Oct 2010 





Commentary: 


per Annum: 

Cleaning £0.3M Stand alone cost, not incremental 

Maintenance £0.5M Stand alone cost, not incremental 

Staffing £0.1 Stand alone cost, not incremental 

Rates £0.5M Stand alone cost, not incremental 

Utilities £0.2M Stand alone cost, not incremental 

Property 

Income 

£0.8M Stand alone cost, not incremental. Income from 

accommodation 

Retail Income £0.1M Stand alone cost, not incremental 



Commentary: 

None 



Assumptions: 


project; 

• The pier will commence operations in a closed gateroom format. It is the intention 

to convert to an open gate lounge format upon T2B Phase 2 opening in 2013 

subject to suitable process and technological solutions being agreed between STAR 

and BAA to enable STAR to operate from open gaterooms. 




None 




Phase 2 

Phase 1 





BCT No.: 4539 OP No.: 22686 



Base Costs: £88,301,000 88 % 

On-Cost: £10,784,413 11 % 



Commentary: 

£85m of base cost reflects lump sum agreement in place with BBG other £3m is for 

specialist systems. R1 likely to be reduced significantly as a result of BAA supply chains 

airbridge procurement directive not providing the AFC saving advised. 



Project Name: 

Name in 

Schedule 

T2B North West Stands & taxilanes 



Overview: 

Description: 

Provision of stands and realigned taxiways to the NW of T2B. 

Ref. Drawings / Images: Overview Plan 

Objectives 

BAA: • Increase pier served stand supply. 

• Improve airfield allocation 

Airline: 

As BAA’s 

Status: 


Capital & Solutions Green Manufacture & Assemble 





Time: 

Options 



Commences: 

Decision: 

Site: 

03/2007 27/04/2009 09/2010 09/2010 


Assumptions: 


• The scope of T2B NW Stands & Taxilanes Project is to supply, install, test, 

commission and handover the Apron works outlined below: 

• A new Kilo taxilane cul de sac 

• New permanent stands 231, 232 and 233 

• Reconfigure as temporary stands 120, 121 and 122. 

• Stands 231, 232 and 233 are JW stands which will become pier served. 

• The temporary stands are to be configured as follows: 

• 120 Medium stand 

• 121 J Marsed stand 

• 122 JW Remote. 

• The project scope also includes for funding of the Bravo taxiway Realignment works. 

Please note £3.7m transferred for enabling works and batcher relocation. 

• The phases of this project will be delivered on the following dates: 

• Stands & new taxilane will open / become operational in Sept 2010. 





Commentary: 


per Annum: 

Op ex Nil To be developed 


Impact on User Charges: Not included in CIP 2009 publication 


Commentary: 

None. 



Assumptions: 


project; 

None 




None 



Appendix A1: Overview: 




Project Name: 

T2B NW Stands & Taxilanes 

BCT No.: 7205 OP No.: 22908 



Base Costs: £24,005,622 84 % 

On-Cost: £3,217,875 11 % 



Commentary: 





Project Name: 

Name in 

Schedule 

T2B South East Stands & Taxilanes 



Overview: 

Description: 


Provision of 6 stands & Taxilanes. 

Overview Plan 

Objectives: 


• Improve airfield operations. 

Airline: 

As BAA’s 

Status: 


Capital & Solutions Green Brief 


Current Control budget: 



Time: 

Brief 


Decision: 

Brief in 

Development 


Site: 

Commences: 

09/2010 TBA TBA 


Assumptions: 


None 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 


Impact on User Charges: Not included in CIP2009 publication 


Commentary: 

None. 



Assumptions: 


project; 

None 





None 



Appendix A: Overview: 




Project Name: 

T2B SE Stands & Taxilanes 

BCT No.: 7209 OP No.: 0 



Base Costs: £36,047,271 80 % 

On-Cost: £5,696,745 13 % 



Commentary: 





Project Name: 

Name in 

Schedule 

T2B South West Stands & taxilanes 



Overview: 

Description: 


(refer to appendix A) 

Provision of 3 stands & Taxilanes to serve South West of T2B. 

Overview Plan 

Objectives 


• Improve airfield operation 

Airline: 

As BAA’s 

Status: 







Time: 

Brief 


Decision: 

Brief in 

Development 


Site: 

Commences: 

09/2010 03/2010 TBA 


Assumptions: 






Commentary: 


per Annum: 




Commentary: 

None. 



Assumptions: 


project; 

None 





None 







Project Name: 

T2B SW Stands & Taxilanes 

BCT No.: 7210 OP No.: 0 



Base Costs: £18,250,809 79 % 

On-Cost: £3,141,544 14 % 



Commentary: 



Project Name: Substation 56 

Name in 7212 : Relocation of Substation 56 

Schedule 


Overview: 

Description: Provision of replacement Sub-Station 56 from T1 pier 3. 

Ref. Drawings / Images: Location and overview plan 


Objectives: 

BAA: • Deliver T2B to enable improved passenger and airline 

experience. 

Airline: 

As BAA’s 

Status: 


Capital & Solutions Green Construction 




Prior to CCRS transfers - Refer to appendix B for cost information detail. 

Time: 

Brief 

Decision: 

Start on 

Site: 


Commences: 

10 / 2007 04 / 2008 06 / 2009 06/ 2009 


Assumptions: 


• With the construction of the T2B and adjacent stands, a requirement exists that part 

of Pier 3 be demolished starting October 2009. 

• This project therefore focuses on relocation of Substation 56, and the incorporation 

into one facility of both 56 and 87, which will need to be relocated to make way for 

the future T2C. 

This project forms an integral part of the Toast-rack layout for the Eastern Apron. 

• Decommissioning Sub 56 is not part of this project and will be dealt with under the 

demolition of Pier 3 

• Decommissioning Sub 87 is not part of this project and will be dealt with under the 

Outer Pier and Taxiways project 

Key Milestones 

• Option Decision: 18th October 2007 

• Construction Decision: 20 th February 2008 

• Target Confirmation: 13 th May 2008 

• Completion Confirmation 30th June 2009 

Other Key Dates 

• Planned Start on Site: 28th April 2008 

• Buildings Weather tight: 5 TH September 2008 

• Planned finish on site: 30th th June 2009 






Cost Area: 

Revenue (+) / 


Commentary: 

per Annum: 

Opex Estimated at 

+£12 k 

Sub 56 currently powers both AGL (block 24i to 

32i) and piers uses. The new Sub 56 will cover only 

the AGL block. A direct comparison between 

current maintenance costs of Sub 56, and the 

maintenance costs for the future Sub 56, is not 

relevant as power requirements on new substation 

will be different from the existing Sub 56. 

Maintenance costs for airside AGL substation 

approximately £12k pa. It is anticipated that as a 

new substation is being built to house both Sub 56 

and 87, economies of scale in maintenance will be 

30% once sub 87’s circuits have been transferred 

across (due to having only a single standby 

generator, HV transformer and LV switchboard to 

maintain). This will lead to a maintenance saving of 

£4k pa. 



Commentary: 

None 



Assumptions: 


project; 

None 




None 



Appendix A: Overview. Reference Drawings / Image: 




Project Name: Relocation of Substation 56 

BCT No.: 7212 OP No.: 22916 



Base Costs: £3,097,230 84 % 

On-Cost: £517,468 14 % 



Commentary: 


Appendix C: Project Delivery: High Lever Project Plan 

High Level Scope 

• Site set up including placement of blast screens, establishment of welfare and 

compound; 

• Breakout of existing concrete and construction of foundation and trenches and 

tie in to existing services infrastructure; 

• Off site prefabrication of superstructure elements and cladding; 

• Erection of superstructure on site; 

• Electrical installations including transformers, generator, fuel tank, switchboards, 

CCR’s, isolators, small power and lighting, and all associated cabling; 

• Cladding of superstructure and installation of permanent doors; 

• Service diversions/transfer of load from existing sub-station 56; 

• External works. 



Project Name: 

Name in 

Schedule 

T2A Phase 1 Stands 



Overview: 

Description: Stands to fit with T2A phase 1 

Ref. Drawings / Images: Overview plan 

Objectives: 

BAA: • Improve passenger experience 

• Improve airline operational efficiency. 

Airline: 

As BAA’s 

Status: 







Time: 

Brief 

Decision: 

Start on 

Site: 


Commences: 

June 2009 October 2013 December 2013 


Assumptions: 


• New aircraft stands to the south and east of the terminal are also part of the T2A 

programme of works. In high-level terms the scope of the airfield works is 

summarised below: 

• South of the T2A Terminal Building: 

• 2 No. Medium Stands, 

• 2 No. JX MARS Stands 

• East of the T2A Terminal Building: 

• 4 No Medium Stands safeguarded for conversion to 2No. JX MARS Stands, 

• 2 No Medium Stands 

• Pavements for new aircraft stands, head of stand road, parking/lay-bys and footway 

round T2A. 

• Airside services (new, abandonment, protection and diversion) including strategic 

services required to serve T2A. 

• Temporary airside road diversion and airside security fencing. 

• Delivery strategy is based on Airline Relocations Move Sequence 3.1 dated 13/01/09. 


• Temporary airside road and security fence in place by April 2010. 

• Airside early services diversions complete by April 2010. 

• Currently there is no requirement to handover individual stands prior to T2A 

opening. All stands will be handed over in 2013. 






Commentary: 


per Annum: 

Nil 




Commentary: 

None 



Assumptions: 


project; 

None 




None 







Project Name: 

T2A Phase 1 Stands 

BCT No.: 8807 OP No.: 24024 



Base Costs: £19,352,310 80 % 

On-Cost: £3,260,016 13 % 



Commentary: 





Project Name: T2A Programme, Phase 1 

Name in Various : T2A Buildings Project 

Schedule: 


Overview: 

Description: 



Terminal 2 Concourse A (T2A) Phase 1 (and associated 

projects) 

Artists impression of landside area 

Objectives: 

BAA: • Improve Passenger experience 

• Reduce airline and HAL opex 

• Improve operational efficiency 

• Co-location airline alliances 

Airline: 

As BAA’s 

Status: 


Capital & Solutions Green Various 



Total Capital budget (Constant Prices): £ 1,142,080,000 


Time: 

Brief 

Decision: 

Start on 

Site: 


Commences: 

06/2009 07/2009 08/2013 12/2013 


Assumptions: 


T2A replaces outdated facilities in existing Terminal 2 and the forecourt with facilities 

primarily for the Star Alliance airlines to enable the consolidation of their operation into 

one building at Heathrow providing competitive equivalence and to meet the future 

needs of Star Alliance passengers and BAA’s requirements for a flexible future proof 

capacity. 

• The BCT projects captured within this PDS are as follows (Q5/Q6): 

• 7767 – T2A Scheme Design Stage £28m 

• 8802 – T2A Building £581m 

• 8804 – T2A ICS £107m 

• 8805 – T2A Baggage £105m 

• 7769 – T2A L/S Early Services Relocation £16m 

• 7779 – T2A A/S Early Services Relocation £3m 

• 8799 – QB Demolition £6m 

• 8800 – T2 Demolition £17m 

• 8803 – Other CTA Enabling Works £2m 

• 8794 – Eastern Campus Leadership Team £58m 

Other assumptions: 

• Q5 Budget taken from November 08 Artemis Month End Figures 

• Future Quinquennia figure covers Q6 Phase 1 programme only 

• The vacant possession of T2 and Queens Building, step 6, is achieved on time to 


enable a start on site 27 October 2009. 

• The baggage solution must be agreed with the Star Airlines and wider airline 

community. 

• The AFC for the project will meet the target budget for the programme 

• Pier service levels of 95% will be achieved within the Heathrow East Campus 

• HETco and Siemens establish an effective working relationship 

• All reserved matters are discharged by July 2009 including LUL approval 

• Site lines from the Control Tower are acceptable to NATS 

• There is no undue effect on the operational running of the airport during 

consultation 





Cost Area: 

Revenue (+) / Cost 

(-) Impact per 

Commentary: 

Terminal 

Building 

Annum: 

£395m The revenue figure represents the EBITDA 

(Revenue less Cost before interest, tax, 

depreciation and amortisation costs) for the 

first full financial year of operation (2014/15) for 

the T2A Terminal building 



Commentary: 

None 



Assumptions: 


project; 

• Above is based on estimated operational expenditure (business rates, 

maintenance costs etc) that may require further definition in due course. 

• The Revenue/Cost data does not include the other part of the Eastern Campus 

programme 




• There is substantial concern from the airlines community in relation to the 

baggage solution for T2A and T2B. 

• The forecourt for the new T2A is yet to be successfully integrated into the new 

MSCP. 







Project Name: 

T2A Building Projects 

BCT No.: 7767, 8802, 

8799, 8800, 

8803, 8794, 

OP No.: 

7779 & 

8798 

23225, 24000, 

23993, 23995, 

24001, 23994, 

23223, 23224 & 

24013 



Base Costs: £966,709,374 80 % 

On-Cost: £181,841,168 15 % 


Total (As entered into Artemis for Feb 09 Month End) £1,211,328,557 

Commentary: 

Base cost incl £25m for Operational Readiness. Accommodation costs, IT, Systems assurance in on-cost 




Appendix D: PDS – Q5 Western Campus 

Project Definition Sheets – Q5 Western Campus 

Terminal 3 

7540 : T3 Office Refurbishment Airline Moves 

3829 : MARSing STND 324 - 330 & CTA S 


8002 : Pier 7 stands works 




8510 : Landside Departures 1st Floor 

8563 : Immigration Hall Refurb 




Terminal 4 





9028 : T4 Additional Transfer Security Lanes 


Terminal 5 

T5C (See section 3.2.3) 



Project Name: Terminal 3 Airline Relocations 

Name in 7540 : T3 Office Refurbishment Airline Moves 

schedule 

BCT No: 7540 CIP ID: ???? 


Overview: 

Description: 



This project will provide facilities (primarily office and ramp 

accommodation) that support and facilitate the Airline 

Relocations Strategy, specifically Step 4, and the collocation of 

the oneworld Alliance airlines into Terminal 3. 

None 

Objectives: 

BAA: • Provide facilities that support and facilitate Step 4 of the 

Airline Relocations Strategy, and the increased collocation 

of the oneworld Alliance airlines into Terminal 3. 

• Deliver the spirit and intent of the oneworld 

Memorandum of Understanding. 

• Provide the oneworld Airline occupiers the opportunity to 

operate more efficiently through the provision of 

appropriate facilities (standard and location). 

Airline: 

Airline relocation collocation strategy enabled. 

Status: 


Capital & Solutions Green ??? 





Time: 

Brief 


Decision: 

Site: 

MM/ YYYY 06/2008 

(Enabling works 

started 04/2008) 



Commences: 

12/2009 01/2009 (Finnair) 

02/2009 (British 

Airways and Iberia) 

Assumptions: 


The outline scope includes:- 

• The reconfiguration and development of landside and airside office and ramp 

accommodation to meet the requirements of the new Terminal 3 occupants (British 

Airways, Iberia and Finnair) 

• Associated HAL and third party moves to enable these Airline relocations. 

The agreed delivery programme has been based on meeting the requirements of Step 4 

of the Airline Relocations strategy, and the coordination with Airline IT installations and 

Operational Readiness dates. The works involved is largely in non public areas, 

therefore, there has been no impact to the terminal operation. 





Revenue / Opex Cost 

Area: 

Revenue (+) / 

Cost (-) 

Impact per 

Annum: 

Commentary: 

See assumptions 



Commentary: 

None. 



Assumptions: 


project; 

The key elements of this project are essentially major refurbishment of existing 

accommodation and facilities and, therefore, there will not be any major financial 

impacts. 

Most of the areas are replacing existing tenants in similar space and will be subject to 

standard property lease agreements, therefore, no incremental income is expected. 




None. 





Project Name: 

T3 Airline Moves (Office/Ramp) 

BCT No.: 7540 OP No.: 23058 



Base Costs: £5,087,710 69 % 

On-Cost: £2,195,179 30 % 



Commentary: 

Q4 and Q5 spend. Works complete on site and nearing completion. 



Project Name: 

Name on 

Schedule: 

MARSing Stands 324 – 330 and CTA s 

3829 : MARSing STND 324 – 330 and CTAS 


Overview: 

Description: 



Objectives: 

BAA: 

Provision to allow, if needed, work in T3 to enable EI to move 

to T3 before T2A opening. 

Extract from T3 Programme Booklet. 

Improved passenger service through flexible use of available 

infrastructure. 

Airline: 

Not discussed 

Status: 


Strategy Red Pre-Outline 



Total Capital Budget (Constant Prices): 14,900,000 


Time: 

Brief 

Decision: 

Start on 

Site: 

Completion on Site: 

TBC 



Commences: 

Assumptions: 


• See Appendix A. 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 

To be developed if project progresses. 



Commentary: 

None. 



Assumptions: 


project; 

• None. 





• None. 






Project Name: 

Name in 

Schedule 

Pier 5 Refurbishment 



Overview: 

Description: 



Refurbish the Pier 5 Departures level walkway to a design 

standard which is comparable with Pier 6 and other such 

facilities across Heathrow. 

None 

Objectives: 

BAA: Provide a significantly enhanced passenger and user 

experience on Pier 5 and improve QSM scores 

Airline: 

Provide a facility equivalent to other facilities at Heathrow. 

Mou objectives delivered. 

Status: 


Capital & Solutions Green DGS 





Time: 

Brief 



Commences: 

Decision: 

Site: 

MM/ YYYY 09/ 2008 04/2009 04/2009 


Assumptions: 



• New ceiling and lighting 

• Micam wall panelling system 

• New character timber wall panels at gateroom entrances with integrated LCDs 

• Introduction of glazing into gateroom entrance walls where appropriate 

• Rationalisation and upgrade of fire doors 

• New signage and wayfinding as appropriate 

Upgrade of M&E where required. 

• This project has been classed as a Trigger project with a completion date of 1 st 

August 2009. 

• The agreed delivery programme is based on the formation of temporary gateroom 

entrances required to facilitate the installation of the new entrance doors and 

frontage. The works will be undertaken concurrently with other projects in Terminal 

3 and this will be carefully managed to ensure that in total they do not have an 

unacceptable effect on the existing operation. 

• The Pier 5 gaterooms, the end of Pier 5 and the Pier 5 elbow are not included in the 

scope of this project, they are being dealt with separately. 

• The majority of the works will be undertaken during the night in order to maintain 

the operational integrity of the pier at all times. 





Revenue / Opex Cost Revenue (+) / 

Commentary: 

Area: 

Cost (-) 

Impact per 

Annum: 

Cleaning/Maintenance +£10k pa Additional cleaning/maintenance costs of 

glazing and new systems. 



Commentary: 

None. 



Assumptions: 


project; 

• The key elements of this project are essentially refurbishment works of existing 

facilities and, therefore, there will not be any major financial impacts nor any 

significant losses on disposals. 

• It is assumed that there will be some incremental cleaning costs of approximately 

£10k per annum. There will be no impact on retail income as all sites will be 

protected. 




None. 





Project Name: 

T3 Pier 5 Departures Walkway 

BCT No.: 5094 OP No.: 20706 



Base Costs: £4,744,186 75 % 

On-Cost: £1,237,277 19 % 



Commentary: 

Q4 spend on Scheme Design of £540,056 included in figures above. 100% of base cost total 

with CBi (Morgan Ashurst). 



Project Name: 

Name in 

Schedule 

Pier 7 Stands and Loading Bridges 

8002 : Pier 7 Stands Works 


Overview: 

Description: 



Extend the loading bridges and reconfigure the stands on Pier 

7 in order to overcome existing constraints and reinstate 

existing dual loading bridge service for the A340-600 aircraft. 

None 

Objectives: 

BAA: • Improve service standards with increased loading bridge 

functionality. 

• Deliver elements of Mou’s. 

Airline: 

As above. 

Status: 







Time: 

Brief 



Commences: 

Decision: 

Site: 


(Sequential 


commences) 


Assumptions: 


• This project is part of a programme of expenditure to enable Virgin to centre their 

operations onto Pier 7 and, in turn, facilitate the collocation of American Airlines 

and the oneworld Alliance airlines onto Pier 5, which is in fulfilment of both parties’ 

MoU. 

• The outline scope includes; 

• Extension of 6 number existing loading bridges, and structural repairs, refurbishment 

as necessary 

• Relocation of redundant loading bridge from stand 314 to stand 322 and associated 

foundation works to provide a consistent dual loading bridge service on this stand 

• Application of new paint markings and aircraft stop positions as required 

• Installation of new PAPA board markings as required 

• Future modifications to remote stand 365. 

• The agreed programme is based on the sequencing of the Pier 7 Refurbishment 

programme and the need to overcome existing loading bridge constraints. 

• Works to Stands 313 and 318 are not included within the project scope because of 


existing constraints. The works to remote stand 365 have been put on hold because 

of the operational impact, it is anticipated that they will be undertaken in 2010 post 

Airline Relocations Step 9. 





Commentary: 

Area: 

Cost (-) 

Impact per 

Annum: 




Commentary: 

None. 



Assumptions: 


project; 

• The key elements of this project are essentially alterations to existing facilities and 

infrastructure, therefore, it is not expected that there will be any major financial 

impacts nor any significant losses on disposals. 




• Timing of work to stand 365 which BAA and the airline community agreed to put 

on hold due to operational impact. 





Project Name: 

T3 Pier 7 Stand Works 

BCT No.: 8002 OP No.: 23461 



Base Costs: £2,408,867 77 % 

On-Cost: £478,940 15 % 



Commentary: 

Q5 project only. £1.6M of base cost with CBi (Morgan Ashurst) and £0.8M with Pavement 

Team. 



Project Name: 

Name in 

Schedule 

T3 Check In Zones B to G Upgrade 



Overview: 

Description: The project is the refurbishment of T3 Check In Zones B to G. 

Ref. Drawings / Images: • T3 ground floor plan layout, 


• Check In Visualisations 

Objectives: 

BAA: • Improve the passenger experience. 

• Provide capacity and airline accommodation for Airline 

Moves. 

Airline: 

As BAA’s 

Status: 


Capital & Solutions Green Delivery 





Time: 

Brief 

Decision: 

Start on 

Site: 


Commences: 

07/2008 10/2009 12/2008 

Phased handovers 

of Zones for 

operational use. 


Assumptions: 


Key scope items are: 

• New raft ceiling and replace bulkheads 

• Improved lighting 

• New walls behind check in desks, 

• Reclad passenger area wall linings 

• Reclad front of check in desks 

• Reclad column casings 

• VCC cladding refinished 

• Upgraded way finding 

• New queue mazes in cul-de-sac areas 

• Replace hammerheads on zones F/G with CUSS / SSK 

• Local floor repair and polishing 

• New zone G entrance door 

• New IT communications rooms 

• New façade ticket desks 

• Back of house accommodation works for airline moves 

• Scope changes transferred from HAL minor projects 


• Entrance doors for zones C to F 

• New FIDS above desks 

• Entrance door FIDS 

• The project has a trigger date of 1 April 2010 

• Zones F&G are to be complete for the Step 4 move. 

• The entrance doors for zones C to F and entrance FIDS have been change controlled 

into the scope. 

• Majority of work will be done at night 

• Check in desk refurbishment retains the existing desk structure and functionality. 

• New queue mazes will be delivered after the project completion, post a trial of the 

new layout. 





Commentary: 


per Annum: 

Nil 



Commentary: 

None 



Assumptions: 


project; 

• This is predominantly a refurbishment of existing assets. It is assumed that impacts 

on revex will be negligible (savings balanced against increases) 

• Loss on disposals is negligible since the majority of the infrastructure is time expired. 




• Back wall branding – Airlines have requested an investigation into technological 

approach to the branding behind check in desks, in place of handing boards 

currently in use. 

• Branding above CUSS and SSK’s. Airlines have been required to follow the branding 

guidelines. 




HAL P+W 23090 A 2000 





Project Name: 

T3 Zone B-G Upgrade 

BCT No.: 7593 OP No.: 23090 



Base Costs: £13,086,384 79 % 

On-Cost: £2,674,188 16 % 



Commentary: 

Q5 project only. £11.1m of base cost with CBi (Morgan Ashurst) and £2.0M with BAA 

Specialist Systems 



Project Name: 

Name in 

Schedule 

Pier 7 Refurbishment 



Overview: 

Description: • Provide a passenger facing refurbishment solution which 

is comparable with the quality and design strategy found 

elsewhere in Terminal 3 on Piers 5 & 6. 



None 

Objectives: 

BAA: • Provide a significantly enhanced passenger and user 

experience on Pier 7 and improve QSM scores. 

Airline: • Provide a facility equivalent to other such facilities at 

Heathrow. 

• Mou objectives delivered. 

Status: 







Time: 

Brief 



Commences: 

Decision: 

Site: 


(Sequential 


commences 

10/2008) 


Assumptions: 


• This project has been classed as a Trigger project with a completion date of 1 st 

September 2009. 

The planned replacement of Pier 7 in Q6 has been taken into account when selecting 

the relevant finishes and design solutions for this refurbishment without compromising 

the main objective. 


• New rubber hard flooring to walkway areas 

• New carpet to gaterooms 

• Refurbishment of walls and repainting of ceilings on the connector and pier 

walkways 

• Refurbishment of the walls in the gaterooms 

• New character timber wall panels to gateroom entrances with integrated LCD 

screens 

• Introduction of some additional internal and external glazing 


• New lighting to perimeter wall of pier 

• Enlargement of gateroom entrance lobbies and provision of fixed post queue mazes 

to maximise space and facilitate airline boarding procedures 

• New gateroom desks 

• Reupholstered gateroom seating 

• New signage and wayfinding as appropriate. 

• The agreed programme is based on the refurbishment of one gateroom closure at a 

time in order to minimise operational disruption, in particular the impact on remote 

coaching and Pier Service levels. The works will be undertaken concurrently with 

other projects in Terminal 3 and this will be carefully managed to ensure that in total 

they do not have an unacceptable effect on the existing operation. 

• The majority of the works will be undertaken during the night in order to maintain 

the operational integrity of the pier at all times. 





Commentary: 

Area: 

Cost (-) 

Impact per 

Annum: 

Cleaning/Maintenance +£10k pa Additional cleaning/maintenance costs of 

glazing and new systems. 



Commentary: 

None. 



Assumptions: 


project; 





£10k per annum. There will be no impact on retail income as all sites will be 

protected. 




• Additional external glazing to the gaterooms - BAA has agreed to provide glazing to 

4 of a total of 8 gaterooms. 

• Baggage chute at Gate 318 - BAA has considered this, a feasible and affordable 

solution has been identified and the works have now been included in the project 

scope. (This is a resolved area of disagreement). 





Project Name: 

T3 P7 & Connector 

BCT No.: 8406 OP No.: 23693 



Base Costs: £10,513,876 74 % 

On-Cost: £2,784,047 20 % 



Commentary: 

Q5 project only. £10.1m of base cost with CBi (Morgan Ashurst) and £0.4M with BAA 

Specialist Systems 



Project Name: 

Name in 

Schedule 

Pier 5 Gateroom Enclosures 



Overview: 

Description: 



Objectives: 

BAA: 

This project is required to enclose the open gaterooms on Pier 

5 Terminal 3 in order to facilitate both Transportation Security 

Administration (TSA) and Department for Transport (DfT) 

security requirements, and in turn enable the stands to be 

fully utilised. 

None 

Improved stand utilization in live with Mou’s 

Operational efficiencies through a reduction in Airline and 

BAA security staff. 

Aid intuitive passenger processes through a consistent 

gateroom boarding operation with the rest of Terminal 3. 

Airline: 

Mou stand preferences met. 

Status: 







Time: 

Brief 



Commences: 

Decision: 

Site: 

MM/ YYYY 11/ 2008 02/2009 12/2008 (Functional 

use of Phase 1) 


Assumptions: 


• This project supports the Airline Relocations strategy and directly facilitates the 

revised Terminal 3 stand preferences (the oneworld Alliance airlines onto Pier 5 and 

Virgin onto Pier 7). 

• The outline scope includes:- 

Pier 5 Phase 1 Extension (Elbow) 

• The enclosure of the 3 gaterooms (330, 332 and 334) by way of a full height 

glazed partitioning system 

• Re-use of existing desks and introduction of an additional single premium 

boarding card desk in each of the 3 gaterooms 

• Reprovision of the late bag drop 

• Replacement of carpet with a conglomerate floor tile. 

Pier 5 Phase 2 Extension (end Pier 5) 

• The extension of the low level glazed partitions and interconnecting gates to 


those gaterooms at the end of Pier 5 to the required security height 

• Replacement of the existing entrance barriers with new doors. 

• The agreed delivery programme is based on an interim handover status which 

achieves functional status of Phase 1 by Christmas 2008. The remaining works, 

including the works to Phase 2 and the replacement of the floor, will be completed 

by the end February 2009. The works will be undertaken concurrently with other 

projects in Terminal 3 and this will be carefully managed to ensure that in total they 

do not have an unacceptable effect on the existing operation. 

• The majority of the works will be undertaken during the night in order to 





Commentary: 

Area: 

Cost (-) 

Impact per 

Annum: 

Cleaning/Maintenance +£2.5k pa Cleaning costs of new glazing system. 



Commentary: 

None. 



Assumptions: 


project; 





£2.5k per annum. There will be no impact on retail income as all sites will be 

protected. 




None. 





Project Name: 

Pier 5 Gateroom Enclosures 

BCT No.: 8494 OP No.: 23765 



Base Costs: £2,170,592 76 % 

On-Cost: £486,544 17 % 



Commentary: 

Q5 project only. £2.1M of base cost with CBi (Morgan Ashurst) 



Project Name: 

Name in 

Schedule 

T3 Landside Departures Refurbishment 

8510 : Landside Departures 1 st Floor 


Overview: 

Description: 

The refurbishment of passenger facing areas in T3 Landside 

Departures: 

Ref. Drawings / Images: General arrangement plan. 


Objectives: 

BAA: Improve the passenger experience through landside 

departures with an improved passenger flow to security 

Airline: 

search. 

Increase efficiency and experience of passengers going from 

check in through to security search. 

Status: 







Time: 

Brief 



Commences: 

Decision: 

Site: 

10 / 2008 11 / 2009 09 / 2010 09 / 2010 


Assumptions: 


• The project has a trigger date of 01 April 2011 

• It assumed that the majority of work will be done at night with minimal impact on 

the operation and retail 

Key scope items are: 

• New ceiling system (excluding south wing annexe) 

• Improved lighting 

• New wall linings 

• Upgraded way finding 

• Repair and polish existing terrazzo floor 

• Rationalisation of signs and plasma screens. 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 





Commentary: 

None 



Assumptions: 


project; 

• This is a refurbishment project, hence it is assumed that impacts on opex and 

income will be negligible. 




None 







Project Name: 

Landside Departures 

BCT No.: 8510 OP No.: 23825 



Base Costs: £3,770,000 72 % 

On-Cost: £679,000 13 % 



Commentary: 



Project Name: 

Name in 

Schedule 

T3 Immigration Hall Refurbishment 

8563 : Immigration Hall refurb 


Overview: 

Description: 



Objectives: 

BAA: 

This refurbishment project is part of a £68M programme of 

expenditure to refurbish Terminal 3, partly driven through 

asset replacement, and partly through airline relocations. The 

aim is to brighten and lift the overall space in line with T5 

design standards, to improve passenger flow throughout, and 

to provide a facility that can support the UKBA in improving 

service standards. This will include but is not limited to: 

• replacement floor, wall, and ceiling finishes to all passenger 

facing areas 

• increased & flexible queuing maze with increased capacity 

• T5 standard staggered immigration desks 

• optimised way-finding & improved signage 

• reduced congestion in the ‘decision-zone’ 

HAL Minor Projects are refurbishing toilets and airconditioning 

throughout to provide a complete and consistent 

refurbishment product 

General arrangement of Option C. 

The refurbishment will provide a significantly enhanced 

passenger and user experience and will support the airline 

relocation programme and the relocation of oneworld to 

Terminal 3. This will be achieved by: 

• Easing congestion whilst improving passenger way-finding 

and orientation; 

• Improving utilisation of space for passengers and airline 

support facilities; 

• Improving access and egress links; 

• Modernising the appearance consistent with the BAA 

design palette; 

• Where appropriate, provision of high-quality lighting and 

surfaces to receive lighting. 

Airline: 

Service quality equivalence. 

Status: 


Capital &Solutions Green Scheme Design 


Current Control budget: 



Time: 

Brief Start on Completion on Site: Operational Use 


Decision: Site: Commences: 

10 / 2007 01 / 2010 07 / 2010 Continuous 


Assumptions: 


• A refurbishment programme only with no change to shell and core 

• Finishes constrained to the HAL design palette and the standard desk product 

established in Terminal 5 to be utilised 

• Only passenger facing areas are to be refurbished 

• The facility must remain operational throughout construction 

• There can be no reduction in the number of functional immigration desks 

throughout construction. 





Commentary: 


per Annum: 

Cleaning £0.005M Uplift for glazed finishes & increased numbers of desks 



Commentary: 

None. 

Note: Impact on User Charge is subject to a number of complex variables and regulatory decisions and therefore information is 

indicative only. 

Assumptions: 

The following points cover the significant operational assumptions related to this project; 

• The project is a refurbishment of existing facilities 

• BAA will provide a facility within which UKBA can meet their revised and improved Service 

Level Agreements however there is no commitment from UKBA to uplift immigration staff 

accordingly 




• UKBA are displeased with the ‘standard’ double/ staggered desk arrangement due 

to the associated increase in passenger walk time from the queue to the desk. This 

desk arrangement is essential to meet requirements for desk numbers and thus to 

meet Service Level Agreements. It is understood by all parties that such an 

arrangement must be adopted in order to fit the required desk numbers into a 

constrained infrastructure. It should be noted that this issue will decline as the 

Automated Clearance System is implemented in the future. 

• The UKBA desire for the ‘watch-house’ facility to be refurbished however this space 

is out of scope and is not a passenger-facing area. 







Project Name: 

Immigration Hall Refit 

BCT No.: 8563 OP No.: 23826 



Base Costs: £8,393,138 77 % 

On-Cost: £1,519,138 14 % 



Commentary: 

In Scheme Design Stage and a 1st Tier Supplier has not been engaged. Figures include Phase 

1 Early Flooring Works 



Project Name: 

Name in 

Schedule 

Security Standardisation T3 FCC 



Overview: 

Description: 



Objectives: 

BAA: 

The project is about: 

• Aligning capacity with post airline relocations capacity 

requirements. 

• Meet the rising numbers of connecting passengers 

• Meet DfT security requirements. 

• Standardising of finishes and environment across 

Heathrow search areas. 

• Meet SQR’s for processing passengers. 

General arrangement of base option. 

Service standard equivalence and SQR’s met. 

Airline: 

As BAA’s. 

Status: 


Infrastructure Amber Scheme Design 





Time: 

Brief 



Commences: 

Decision: 

Site: 

02 / 2008 04 / 2009 12 / 2009 12 / 2009 


Assumptions: 


• Changes in capacity in terminals due to airline relocations 

• Comply with Department for Transport (DfT) requirements 

• Achieve a common standard of facility across Heathrow 

• Provide additional search lanes, increasing from 5 to 8 

• Rationalise staff back of house accommodation to compensate for increased staff 

numbers 

• Add ticket presentation desks sufficient to safeguard against future changes in 

process 

• The current airline relocations schedule will remain unchanged and that T3 will go 

back to full operation in October 2008 

• The staff will work from temporary accommodation whilst their area is being 

refurbished. 

• DfT requirements will not change. 

• There is a requirement for redundancy within the security standardisation guidelines. 






Commentary: 


per Annum: 

Security £1.8M The manning of three additional lanes. 



Commentary: 

None. 



Assumptions: 


project; 

• This project is delivering three additional search lanes. 

• There is no requirement for ticket presentation. 

• The current location will be maintained. 




• Closure of the airside road should the “build out” option be selected. 




This is the build within the existing foot print option; 





Project Name: 

T3 Additional Transfer Search Lanes - SQR 

BCT No.: 0002 OP No.: 24318 



Base Costs: £8,924,594 70 % 

On-Cost: £1,338,689 10 % 



Commentary: 

BCT number 9223 has been generated since month end February 2009. 


Project Name: 

Name in 

Schedule: 

T3 Baggage Hall Refurbishment 



Overview: 

Description: This refurbishment project focuses on uplifting the 

environment, integrating the new extension, and co-locating 

the baggage desks aligned with the available budget. 

Ref. Drawings / Images: Overview Plan 


Objectives: 

BAA: • Improved passenger experience. 

Airline: • As BAA’s. 

Status: 







Time: 

Brief 



Commences: 

Decision: 

Site: 

10/2007 09/2009 09/2010 Continuous 


Assumptions: 


The refurbishment will provide a significantly enhanced passenger and user experience 

and will support the airline relocation programme and the relocation of oneworld to 

Terminal 3. This will be achieved by: 

i. Easing congestion whilst improving passenger way-finding and orientation; 

ii. Improving utilisation of space for passengers and airline support facilities; 

iii. Improving access and egress links; 

iv. Modernising the appearance consistent with the BAA design palette; 

v. Where appropriate, provision of high-quality lighting and surfaces to receive 

lighting. 

• HAL Minor Projects are refurbishing toilets and air-conditioning throughout to 

provide a complete and consistent refurbishment product 

• A refurbishment programme only 

• Finishes constrained to the HAL design palette and the standard desk product 

established in Terminal 5 to be utilised 

• Only passenger facing areas are to be refurbished 

• The facility must remain operational throughout construction 

Note: Assumptions stated here are to aid understanding and are not necessarily 

exhaustive. 





Commentary: 


per Annum: 

Cleaning £0.005M Uplift for glazed finishes 



Commentary: 

This project is a refurbishment of existing facilities 

Note: Impact on User Charge is subject to a number of complex variables and regulatory 

decisions and therefore information is indicative only. 

Assumptions: 


project; 

• The relocation of airline desks is to consider and respond to the airline relocation 

programme and any change associated with it 

• A fully operational facility must be maintained throughout the construction 

programme 




• A stakeholder request was made to collocate oneworld as part of the refurbishment. 

This cannot be accommodated without either enforcing the move of another 

alliance or by reducing and thus compromising the oneworld back of house 

accommodation. Neither solution is acceptable and therefore oneworld cannot be 

collocated until later in the airline moves programme. 

• Virgin Atlantic are displeased that their bespoke facility will be replaced with a 

standard product which can be differentiated only through branding as defined in 

the ‘BAA Branding Guidelines’. 

Note: Any disagreement noted must be read in the context of the airline engagement 

status shown above. 



Please note that the position of airline desks is illustrative only and that endeavours are being made to co-locate by alliance. 




Project Name: 

Baggage Hall Refit 

BCT No.: 8569 OP No.: 23827 



Base Costs: £9,372,115 78 % 

On-Cost: £1,651,347 14 % 



Commentary: 

In Scheme Design Stage and a 1st Tier Supplier has not been engaged 



Brief Decision October 2007 

Options Decision October 2008 

Construction Decision March 2009 

Completion Confirmation September 2010 

Accounts Finalised November 2010 

Trigger Deadline March 2011 



Project Name: 

Name in 

Schedule: 

Security Standardisation T3 CSA 



Overview: 

Description: 



The project delivers works in T3 central search to create 

standard security product. 

General arrangement 

Objectives: 

BAA: • Aligning capacity with post airline relocations capacity 

requirements. 

• Meet DfT security requirements. 

• Standardising of finishes and environment across 

Heathrow search areas. 

• Meet SQR’s for processing passengers. 

Airline: • As BAA’s 

Status: 


Infrastructure Amber Scheme Design 





Time: 

Brief 



Commences: 

Decision: 

Site: 



Assumptions: 


• Changes in capacity in terminals due to airline relocations 

• Comply with DfT requirements 

• Achieve a common standard of facility across Heathrow 

• To roll out a new Premium fast track facility 

• Bring an additional search lane 

• Rationalise staff back of house accommodation to compensate for increased staff 

numbers 

• Add ticket presentation desks sufficient to safeguard against future changes in 

process. 

• The current airline relocations schedule will remain unchanged and that T3 will go 

back to full operation in October 2008 

• Staff will work from temporary accommodation whilst their area is being 

refurbished. 

• UK BA embarkation checks will remain airside. 

• Shoe scanners will be removed 






Commentary: 


per Annum: 

Security £1.2M The manning of additional lanes. 



Commentary: 

None. 



Assumptions: 


project; 

o There is the requirement to safeguard for a premium service. 

• There will be two main entrances although it is assumed that both will not be open 

all the time. 




• The use of the CSA Staff Search area by Virgin. 

• The temporary disruption to Virgin’s premium dedicated lane. 

• The closure of Zone B vertical circulation whilst the slab is in filled. 







Project Name: 

T3 Additional Departures Security Lane 

BCT No.: 9222 OP No.: 24311 



Base Costs: £2,719,673 76 % 

On-Cost: £487,360 14 % 



Commentary: 



Project Name: 

Name in 

Schedule 

T4 Airline Relocations 



Overview: 

Description: 

Office, ramp and CIP accommodation refurbishment to enable 

Airline Relocations. 

Ref. Drawings / Images: General arrangement plans; 


• Ground level 

• Mezzanine level 

• First floor 

• Second floor 

Objectives: 

BAA: • Enable Airline Relocations 

Airline: 

As BAA’s 

Status: 


Capital Projects Amber Construction Decision 





Time: 

Brief 



Commences: 

Decision: 

Site: 

01/2007 10/2008 07/2010 Phased 


Assumptions: 


• The scope comprises the refurbishment and reconfiguration of office, ramp and CIP 

Lounge accommodation, creating an environment suitable for the airlines and 

handlers moving to Terminal 4 from elsewhere at Heathrow. 

In summary, the requirements are, 

• the creation of extra CIP lounges of circa 14,000sqft, 

• the reconfiguration and development of office accommodation including new space 

of between 10-20,000sqft 

• the reconfiguration and development of ramp accommodation 

• Areas are vacated by current tenants in line with an agreed set of dates, based upon 

the Heathrow Airline Moves sequence. 

• Where possible, the refurbishment of office and ramp accommodation will involve 

minimal alterations to existing M&E 





Cost Area: 

Revenue (+) / 


Commentary: 


per Annum: 

Assumed negligible as broadly on change in 

tenanted areas 



Commentary: 

None 



Assumptions: 


project; 

None 




None 



Appendix A: Overview: Reference Drawing / Image: Ground level HAL-RA-22653-A-A20100 


Appendix A: Overview: Reference Drawing / Image: Mezzanine level HAL-RA-22653-A-A20130 


Appendix A: Overview: Reference Drawing / Image: First floor HAL-RA-22653-A-A20150 


Appendix A: Overview: Reference Drawing / Image: Second floor HAL-RA-22653-A-A20170 




Project Name: 

T4 Airline Relocation 

BCT No.: 6604 OP No.: 22653 



Base Costs: £22,200,349 73 % 

On-Cost: £6,152,185 20 % 



Commentary: 

Significantly extended programme (originally late 2009, now mid/late 2011) is reflected in 

increased oncost provision. 

Project Team attempting to significantly reduce both programme and associated oncost: 

Opportunity up to £800k. 



Project Name: 

Name in 

Schedule 

T4 Check-In Extension 



Overview: 

Description: 



Refurbish and extend T4 check-in 

High level layout plan 

Objectives: 

BAA: • Allow a multi-airline operation to operate from the 

terminal in support of airline relocations. 

• Enable Skyteam alliance co-location as the anchor alliance 

in T4. 


• Reduce opex through alliance co-location 

Status: 


Capital Projects Green Construction Decision 





Time: 

Brief 



Commences: 

Decision: 

Site: 

June 2006 October 2007 October 2009 Phased 


Assumptions: 


The extension and refurbishment of the T4 Departures Check-In area is designed to: 

• Upgrade the passenger experience 

• Improve the first impression of T4 

• Refurbish the existing check-in area including – floors, ceilings, lighting, check in 

desks etc 

• Add through an extension 25 meters of additional depth to the check-in concourse 

• Add 33 new check-in desks 

• Incorporate 64 new ticket desks with back offices 

• Include 30 new CUSS units 

• Add 1400m2 of accommodation 

• Reconfigure the forecourt to include a new pedestrian plaza 

• BA will vacate T4 on the dates outlined in the Airlines Relocation Sequence V3.0 

• The baggage system refurbishment is completed to programme 

• Airlines move in to T4 as per the Airlines Relocation Sequence V3.0 






Cost Area: 

Maintenance 

increases 

Increased Retail 

Retail Media 

Revenue (+) / 


per Annum: 

Commentary: 

The envelope of the building is being extended and 

the number of check-in and ticket desks will be 

higher, therefore the maintenance costs will 

increase. An increase in accommodation will also 

affect maintenance costs. 

There will be an increase in the number and size of 

retail units on the concourse. This should provide 

additional revenue. Noting that passenger numbers 

and profile has changed with airline relocations. 

A small increase in the number of retail media sites 

will help to increase revenue. 



Commentary: 

None 



Assumptions: 


project; 

Operating processes and compliance documents will be updated in accordance with the 

new layout. 




None 



Appendix A: Overview: Reference Drawing / Image: Departures Level HAL-RA-22372AE2004 




Project Name: 

T4 Checkin-In Capacity 

BCT No.: 3831 OP No.: 22372 



Base Costs: £88,796,944 84 % 

On-Cost: £13,705,818 13 % 



Commentary: 

CBI AFC circa £71.5m 



Project Name: 

Name in 

Schedule 

Terminal 4 Refurbishment (CSA etc) 



Overview: 

Description: 



The T4 Refurbishment project comprises 3 main areas: 

• Expansion and refurbishment of the Central Search Area 

(CSA). 

• Reconfiguration of retail units and general refurbishment 

of the International Departures Lounge (IDL). 

• Refurbishment of elements within the Arrivals journey. 

CSA: Overview plan 

IDL: Overview plan 

Arrivals: No plan 

BAA: • Increase capacity/efficiency of the CSA. 

• Maintain retail income by re-accommodating retail 

concessionaires affected by the CSA refurbishment. 

• Enhance the passenger experience . 

Airline: • Reduce processing times for passengers through CSA 

• Enhance customer service standards. 

Status: 


Capital Projects Amber CSA/IDL – Construction decision 

Arrivals – Brief decision 





Time: 

Brief 


Decision: 

CSA/IDL: 03/2007 

Arrivals : TBC 

Site: 

01/2009 



06/2010 



Commences: 


06/2010 

Assumptions: 


• Phased closure of a portion of current CSA, whilst refurbishment is carried out. 

• Vacation of a large portion of current retail units by concessionaires. 

• Vacation of Terminal 4 by British Airways on agreed dates 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 


Security 

5 additional security lanes will be added, with the 

associated resource salary costs and maintenance. 

Retail 

To be Risk of adverse change in retail revenue. 

developed 



Commentary: 

None 



Assumptions: 


project; 

o Expansion of the CSA will produce a greater passenger-facing floor area, requiring 

appropriate cleaning and maintenance. 




• Proposed scope of the Arrivals refurbishment is currently still being confirmed. The 

current budget for this area of the project means that airline expectations exceed 

what is actually in plan. 

• IDL scope has been rebalanced, based on available budget. Airline expectations 

exceed what is actually in plan. 



Appendix A: Overview: Reference Drawing / Image: CSA: HAL-RA-21517-A- SK014_P08 


Appendix A: Overview: Reference Drawing / Image: IDL: HAL-RA-23122-A-I 2000 P5 




Project Name: 

Terminal 4 Refurbishment 

BCT No.: 6693 OP No.: 23122 



Base Costs: £18,197,200 78 % 

On-Cost: £3,806,613 16 % 



Commentary: 

Scope includes various workstreams at differing stages of delivery - CBI contract value to be 

concluded 



Project Name: 

Name in 

Schedule: 

Terminal 4 Victor Pier 



Overview: 

Description: 

The T4 Victor Pier project comprises of replacing all the 

flooring and skirting along the entirety of the Victor Pier, 

including Fixed Links and Nodes, Gate Areas. 

Ref. Drawings / Images: Victor Pier overview, and the project phases. 


Objectives: 

BAA: • Significantly enhance the passenger experience along 

both the Arrivals & Departure route 


Status: 


Capital Projects Amber Brief decision 





Time: 

Brief 



Commences: 

Decision: 

Site: 

Sept 2008 02/03/09 15/05/09 15/05/09 


Assumptions: 


• Advantage taken of low passenger numbers until October 2009 allows the closure 

of Victor Pier to passengers enabling allow day and night works and a shortened 

programme (from 30 to 13 weeks) 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 

Assumed nil impact 



Commentary: 

None 



Assumptions: 



project; 

• Cleaning equipment will be same as required for existing node flooring i.e no new 

equipment required 




• Nil in particular – greater degree of refurbishment and replacement of Gate Area 

desks has been discussed, but is not in scope 




Victor Pier Flooring Programme Phase 1 

Departures 

Corridor 

Closed 

Toilet Refurbishment 

completed during closure 

Stand 22 

Open for 

Arrivals only 

Node 22 

Closed 

Stand 23 

open for 

arrivals only 

Node 23 

Closed 

Stand 24 

Closed 

Node 24 

closed 

Stand 25 

Closed 

Node 25 

closed 

Arrivals 

Stand 22 

Open for 

Arrivals 

Node 22 

open 

Stand 23 

Open for 

Arrivals 

Node 23 

open 

Stand 24 

open 

Node 24 

open 

Stand 25 closed 

Node 25 closed 

Proposed Victor Pier Closure for Day Works 

02 March to 17 th April 

Victor Pier Flooring Programme Phase 2 

Departures 

Corridor 

Open 

Stand 22 

Open 

Node 22 

open 

Stand 23 

Open 

Node 23 

open 

Stand 24 

Closed 

Node 24 

closed 

Stand 25 

Closed 

Node 25 

closed 

Arrivals 

Stand 25 Closed 

Corridor 

Closed 

Stand 22 

Open 

Node 22 

closed 

Stand 23 

Open 

Node 23 

closed 

Proposed Victor Pier Closure for Day Works 

Stand 24 

Closed 

Node 24 

closed 

Node 25 

closed 

20 th April to 15 th May 

Flooring works 

completed during 

nightshift and will 

continue after 15 th May 




Project Name: 

T4 Victor Pier 

BCT No.: 8275 OP No.: 23548 



Base Costs: £2,927,463 88 % 

On-Cost: £280,255 8 % 



Commentary: 

Works to be incorporated into adjacent major T4 projects to maximise efficiencies. 



Project Name: 

Name in 

Schedule 

Terminal 4 Refurbishment (transfers) 

9028 : T4 Additional transfer Security Lanes 


Overview: 

Description: 

Refurbish T4 transfers area. 

Ref. Drawings / Images: None 


Objectives: 

BAA: • Improve capacity/efficiency in line with the increase in 

airlines moving into T4 

Airline: 

As BAA’s 

Status: 


Capital Projects Amber Options Decision 





Time: 

Brief 


Decision: 

Options Decision 

February 09 


Site: 

Commences: 

TBC October 2009 October 2009 


Assumptions: 


The refurbishment of the T4 Transfers area is designed to: 

• Provide efficient, uncluttered, light and airy Transfer area 

• Ensure a sufficient number of Archway Metal Detectors (AMD’s) & Security lanes to 

meet SQR’s. 

• Provide the appropriate number of Transfer desks 

• Ensure sufficient space is provided for security comb queuing 

• Ensure sufficient space is provided for Transfer desk queuing 

• Provide sufficient ancillary accommodation for Control Authorities 

• Improve passenger experience 

• Improve natural Wayfinding 

• The materials and finishes proposed should where possible meet the criteria set out 

in the Security Standardisation Document 

• The area needs to remain operational during the refurbishment 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 


Security: 

No change 

Nil 

Currently the modelling shows that no extra AMD’s 

are required. 

. 




Commentary: 

o All CAST modelling undertaken is based on the Crimson and Summer 09 schedule 



Assumptions: 


project; 

None 




• Concerns exist from airlines that the refurbishment will not be significant enough to 

ensure that the area functions efficiently at all times. 





Project Name: 

T4 Additional Transfer Security 

BCT No.: 9028 OP No.: 24243 



Base Costs: £1,992,344 66 % 

On-Cost: £403,062 13 % 



Commentary: 

Options Stage 



Project Name: 

Name in 

Schedule: 

Terminal 4 Flooring 



Overview: 

Description: 



The T4 flooring project comprises of replacing all the flooring 

and skirting along the entirety of the Arrivals route, including 

the Immigration Hall and ramps to the Baggage Reclaim Hall. 

Planned project phases 

Objectives: 

BAA: • Significantly enhance the passenger experience along the 

Arrivals route 


Status: 


Capital Projects Green Arrivals – Construction Decision 





Time: 

Brief 



Commences: 

Decision: 

Site: 

Sept 2008 02/03/09 20/07/09 n/a 


Assumptions: 


• Alignment with stand closures requested by the Tarmac replacement project 

(Airfield/Infrastructure) has driven part of the programme of this project 

• Stand Allocation have identified times of ‘dwell’ where the project may take 

advantage of quiet times in aircraft movements to accomplish works 

• All other works are night works and will have minimal impact to operations 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 

Assumed nil impact 



Commentary: 

None 



Assumptions: 



project; 

• Cleaning equipment will be same as required for existing node flooring i.e no new 

equipment required 




• Immigration Hall refurbishment generally is not comprehensive enough to meet 

UKBAs expectations. (i.e request for new desks in IAH) – This discussion is on-going 

• No disagreements with Airlines. 




Proposed Node Flooring Phasing 

Node 7 

02 nd Mar to 13 Th March 

with stand closure 

Node 8 

19 th May to 

23 rd June 

Nodes 9 and 10 

22 nd June to 10 th 

July with stand 

closures 

Nodes 11 and 12 

20 th April to 18 th May 

with stand closures 

Node 14 

18 th May to 8 th 

June 

Nodes 1 to 3 

19 th May to 16 th June 

Node 21 only 

23 rd Feb to 6 th 

March 

Node 20 and 21 

9 th March to 21 st 

April 


10 th June to 16 th 

July 


9 th March to 14 th 

April 

Node flooring - Freudenburg 

Dayshift 

Nightshift 

•Aligning of Flooring programme to existing Stand 

Closures plan 

•Night working in other areas to minimise impact 

Proposed Conglomerate Flooring Phasing 

GL 5 to 25 

02 nd Mar to 29 th May 

GL 25 to 42 

29 th May to 1 st July 

Proposal to close corridor 

GL 42 to 61 

02 nd Mar to 16 th June GL 61 to 64 

18 th May to 8 th June 

with Stand 12 closure 

Transfers corridor 

23 rd Feb to 6 th May 

Victor Pier Corridor 27 th April 

to 15 th May 

With Victor Pier closure 

Immigration Hall Corridor 

22 April to 25 th June Flooring to suit 

Immigration hall 

programme 

Conglomerate flooring phasing 

•Night work for minimal impact 

•Day shift where possible to speed project delivery 



Project Name: T4 Flooring 

BCT No.: 8274 OP No.: 23547 



Base Costs: £3,463,590 83 % 

On-Cost: £558,692 13 % 



Commentary: 

Works to be incorporated into adjacent major T4 project to maximise efficiencies. 


Appendix E: PDS – Q5 Baggage 

Project Definition Sheets – Q5 Baggage 

7541 : T4 Post T5 Baggage Operation 

1851 : Post T5 Transfer Baggage System 



3810 : System Baggage Cx refit T1 - T4 








Project Name: T4 Airline Moves – Phase 1 

Name in 7541 : T4 Post T5 Baggage Operation 

Schedule 


Overview: 

Description: 



Objectives: 

BAA: 

Baggage system upgrades to facilitate the Terminal 4 Airline 

Relocations Programme 

None 

• Provide a robust & reliable baggage operation within 

Terminal 4 that aligns with the functionality agreed under 

airline constructive engagement so that Airlines based in 

Terminal 4 are not considered to be at a commercial 

disadvantage 

• Provide facilities that support / facilitate the airline 

relocation strategy 

• Improve the efficiency of the direct product by reducing 

missed bags & departure delays 

Airline: 

• Service quality equivalence 

Status: 







Time: 

Brief 



Commences: 

Decision: 

Site: 

May / 2007 Oct / 2008 May /2009 May /2009 


Assumptions: 


• This project was developed as part of the overall strategy to improve the Terminal 4 

BHS during the optimal delivery window between the BA vacation to Terminal 5 & 

the introduction of new airlines as part of the overall Heathrow Airline Relocations 

Programme. 

• Minimal operational disruption during implementation 

• The delivery programme has been based on completing the works in a timely 

manner to permit operational trials by others prior to implementing the Heathrow 

Airline Relocations Programme. 




Revenue / Opex Cost Revenue (+) / Commentary: 


Area: Cost (-) 

Impact per 

Annum: 

Assumed negligible. 



Commentary: 

None. 



Assumptions: 


project; 

• The numbers of airlines & handling agents will entail considerable changes to the 

baggage process / facilities. The number of handling agents has been assumed to be 

limited to four. 




• Location of handling agents within baggage hall or satellite facilities 

• Number of flight build make up segregations achievable not consistent with current 

operational processes 





Project Name: T4 Post T5 Phase 1 & 2 

BCT No.: 7541 OP No.: 23046 



Base Costs: £7,288,436 68 % 

On-Cost: £2,993,661 28 % 



Commentary: 

Total cost excludes £200k banked savings 

Only Phase 1 has been approved with a PER £5,616,501.00 

Phase 2 is unscoped with and AFC of £5,072,717.00. 



Project Name: 

Name in 

Schedule 

Post T5 Transfer Baggage System - T5 to T3 to T1/HET 

1851 : Post T5 transfer Baggage System 


Overview: 

Description: 



An automated DCV transfer baggage system (for in gauge 

bags) to operate as an extension to the T5 system extending 

to provide a transfer link through to T3 and T1. 

Plan Layout with key dates 

Objectives: 

BAA: • Passenger Service improvement (predictability of transfer 

baggage process including reduction in missed bag rates, 

reduction in minimum connection times) 

• Business Improvements (income, health and safety and 

environmental efficiencies) 

Airline: • Predictability of transfer baggage process 

• Reduction in missed bag rates 

• Reduction in minimum connection times 

• Reduced overall operating costs 

Status: 


Capital & Solutions Amber Civil works/tunnelling - Construction 

Baggage & Buildings - Scheme 


Current Cost Budget: 



Time: 

Brief 

Decision: 

Start on 

Site: 


Commences: 

09 / 2007 02 / 2008 03 / 2012 08 / 2011 


Assumptions: 


• The capacity of the system will be 3000 bags per hour each way with a 15 min peak 

of 750 bags 

• The current intention is that the Western Interface Building function will be located 

within an extended T3 Integrated Baggage building and will provide an integrated 

facility and system. 

• Construction completion T5 to T3 on 31.08.11and T3 to T1 on 31.03.12 defined as: 

The tunnel completed and fully equipped with M&E services with the cart tracks 

installed and fully tested to meet the bag through put and 'in system time' trials 

(using test bags). Operational readiness will proceed after this completion date. 

• At the T5 to T3 milestone completion date discharge from the tunnel at T3 will be 

onto docks for onward transport of transfer bags to the T3 baggage system as the 

new system will not be fully integrated until December 2011. Docks will also be 

used to load bags transferring from T3 to T5 by tunnel. 


• Operational readiness will be carried out from 31.08.11 for the fully integrated 

system at T5C and the dock arrangement at T3. Operational readiness will then be 

carried out again at T3 from 31.12.11 when the new T3 Baggage system is 

complete and again from 31.03.12 for the fully integrated systems at T3 and T1 





Commentary: 


per Annum: 

Baggage Opex c.£4m saving Potential £4m pa saving on the current five terminal 

campus Inter Terminal Operation (ITO) van based 

baggage service after estimated tunnel opex costs 

taken into account. This would be reflected in the 

cost per bag charge 



Commentary: 

None 



Assumptions: 


project; 

• Overall saving in transfer baggage operation will be achieved but details of system 

down time contingency utilising ITO van operation still to be confirmed. 

• Out of gauge transfer baggage ITO van service will remain between terminals and 

will be utilised in tunnel system down time contingency. 




• Airlines have requested a 15 min peak of 1000 bags (against 750 bag agreed design 

capacity) for robustness in peak periods but all subject to simulation during design. 

Capacity model that was issued and agreed by the Connectivity Airline Working 

Group (appointed by JST) in August 2007, based on a statistical approach resulted in 

a 15 min demand result of 750 bags max which was expressed as a 3000 bag per 

hour capacity. The tunnel diameter and baggage system is sized on this capacity. 

The Oneworld audit dated October 2008 states that this approach is sound thus 

closing this issue. 

• Star Alliance stated at the August 2008 Connectivity Airline Working Group that 

until the Eastern Apron Baggage strategy had been agreed they would not agree to 

the Eastern Interface Building baggage and building design. EIB basement location, 

already agreed in April 2008, and re-confirmed by Star Alliance at the August 2008 

Airline Working Group 



Appendix A: Overview: Plan Layout with key dates 

T5C TBM Launch Chamber 

from April 2008 

T3 WIB Shaft 

from June 2008 

T1 EIB Shaft 

from September 2008 

Open-face TBM Delivery 

Tunnel Drive Commences 

February 2009 

December 2008 T5–T3 Operational – August 2011 

Commence Baggage 

Installation 

January 2010 

T3–T1 Operational – March 2012 




Project Name: 

Post T5 Transfer Baggage System 

BCT No.: 1851 OP No.: 16701 



Base Costs: £189,032,535 73 % 

On-Cost: £41,527,105 16 % 



Commentary: 

On-costs include a project specific insurance policy which is greater than usual for BAA 

Capital Projects (circa £3m). 



Project Name: 

Name in 

Schedule 

T4 Sorter Replacement 



Overview: 

Description: 



Objectives: 

BAA: 

Asset replacement of Terminal 4 BHS existing sorters (SAL & 

SAR) with a single loop sorter 

None 

• Provide a robust & reliable baggage operation within 


airline constructive engagement: 

• Provide greater baggage operational reliability, flexibility & 

maintainability 

• Fit with future terminal occupancy strategy – multiple 

occupancy post BA vacation 

Airline: 

• Improved operational flexibility by the provision of any input 

to any output 

Status: 







Time: 

Brief 



Commences: 

Decision: 

Site: 

May / 2007 Oct / 2008 May /2009 May /2009 


Assumptions: 





Programme. 



manner to permit operational trials by others prior to implementing the Heathrow 


• The T4 Open Skies Project & Sorter Replacement will be delivered concurrently 

• Required to achieve US Carrier Screening solution within the main baggage hall 

• Enables other T4 baggage works including: 

o Additional flight build make up chutes 

o Additional flight build reclaim 

o Transfer feed onto front sorter 

• The numbers of airlines & handling agents will entail considerable changes to the 


aggage process / facilities. The number of handling agents has been assumed to be 

limited to four. 





Area: 

Revenue (+) / 

Cost (-) 

Impact per 

Annum: 

Commentary: 

To be developed. 




Commentary: 

None. 



Assumptions: 


project; 

• New sorter will deliver improvements in operational reliability & reductions in 

maintenance costs. 




None 





Project Name: 

T4 Sorter Replacement 

BCT No.: 3798 OP No.: 22489 



Base Costs: £8,724,948 75 % 

On-Cost: £2,555,949 22 % 



Commentary: 



Project Name: 

Name in 

Schedule 

T3 Integrated Baggage System 



Overview: 

Description: 



Provide a single modern facility to process all T3 arrivals and 

departure baggage. 

None 

Objectives: 

BAA: • Service quality equivalence. 

• Improved safety. 

Airline: 

As BAA’s 

Status: 


Capital & Solutions Green Options 





Time: 

Brief 

Decision: 

Start on 

Site: 


Commences: 

May / 2007 

Enabling 

~Aug 08 

Nov / 2011 Jan / 2012 


Assumptions: 


The project shall provide replacement T3 baggage handling facility which has; 

• A capacity aligned to 2026 forecasts 

• Provides like for like system functionality across the Heathrow campus 

• Provide screening and processing of baggage in line within European and USE (TSA) 

legislative requirements 

Provides a safe and efficient operating environment 

The project proposes to use new can management technology “automation” and 

proposes to phase the implementation of this technology in such that risk is limited. This 

new technology requires a new operating model and endorsement by the airlines. 

The existing system in Terminal 3 is very cheap to run but this is because it is of limited 

capacity and has significantly less functionality than that of the other terminals in 

Heathrow. An increase in functionality and step increase in capacity could increase the 

bag charge. Challenging targets have been placed on the designers in this regard. 

The project has been made aware of the challenges surrounding the post 2025 airport 

masterplan strategy. This masterplan imposes significant operational boundary 

restrictions on the logical site for the new baggage system. 

More detailed project objectives are; 

• To provide an integrated baggage system which provides integrated make-up 

facilities for direct and transfer in/out-bound baggage. 

• To provide a solution which has a modular expandable design construction 


philosophy in line with the phasing strategy. 

• To provide an Early Bag Store 

• To provide any input to any output functionality 

• To meet the H&S requirements for a safe environment that meets BAA standards – 

including manual handling 

• To provide a HBS operation that is equivalent to those in other HAL terminals, in 

line with Department for Transport (DfT) requirements, which also provides OPEX 

savings. 

• To provide secure and reliable SAC & SCADA systems, comparable to those in other 

Heathrow Terminals 

• To meet Heathrow’s intra-terminal transfer target as defined in the Heathrow 

Baggage Product Service Level Agreement. 

• To meet Heathrow’s inter-terminal transfer target MCT as defined in the Heathrow 

Baggage Product Service Level Agreement. 

• To provide expedite facilities. 

• To provide tug charging facilities in a suitable orientation and location to be agreed 

with the airlines 

• To provide airline office accommodation and appropriate levels of handling staff 

accommodation giving due consideration to impact of automation. Airline 

accommodation should be a “like for like” fitout specification with new for old 

replacements for equipment currently owned and maintained by BAA. 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 

Being evaluated as part of options stage work 



Commentary: 

None 



Assumptions: 


project; 

• Automation will be accepted by the airline unions 

• Automation (part 1 and 2) technology can be proven in the airport environment 




• Confidence in automation of can management needs to be provided 

• Staff training and staffing level changes need to be managed carefully 




Early option 10 solution 




Project Name: 

T3 Integrated Baggage 

BCT No.: 3801 OP No.: 22380 



Base Costs: £185,229,000 78 % 

On-Cost: £36,364,461 15 % 



Commentary: 

Figures based on DL Cost Model Nr 3 (Rev 2) which include £27,002,000 for WIB which is 

due to be transferred out to the Cross Campus Connectivity Project 



Project Name: 

Name in 

Schedule 

T1-T4 Tunnel Refurbishment 

3810 : System Baggage Cx refit T1 – T4 


Overview: 

Description: 



Objectives: 

BAA: 

Extension of serviceable life of automated connectivity 

baggage system between T1 & T4 

None 

• Replacement of time expired controls & re-life the facility 

for a further 10 years 

• Reduction in operation & maintenance costs 

• Provide greater baggage operational reliability & flexibility 

• Provide improved maintainability 

Airline: 

• Automated connectivity for Terminal 4 airlines to those 

located within CTA 

• Equivalent inter-terminal MCT’s 

Status: 







Time: 

Brief 



Commences: 

Decision: 

Site: 

May / 2007 Sept / 2008 March /2009 March /2009 


Assumptions: 





Programme. 


• This project is a ‘trigger’ project – date for completion Jan 2009 

• Total closure of tunnel system from Sept 2008 to March 2009 in order that works 

can be undertaken in an extended working window. 





Area: 

Revenue (+) / 

Cost (-) 

Impact per 

Commentary: 


Annum: 




Commentary: 

None. 



Assumptions: 


project; 

• Total closure of tunnel system from Sept 2008 to March 2009 requires ITO van 

operation between T1 & T4. 




None 





Project Name: 

T1 T4 Tunnel Cx Refit 

BCT No.: 3810 OP No.: 23393 



Base Costs: £6,442,964 72 % 

On-Cost: £2,038,769 23 % 



Commentary: 

Total cost exclude the £150k banked savings 

Costs exclude Technical Assurance / System Assurance 



Project Name: 

Name in 

Schedule 

Manual Handling (Baggage) 



Overview: 

Description: 



Objectives: 

BAA: 

Manual handling equipment within T1, T4 & T5 

None 

• Supports the over arching baggage strategy to reduce 

muscular skeletal injuries & therefore reductions in staff 

absenteeism. 

Airline: 

• As BAA’s. 

Status: 


Capital & Solutions Green Option Development 


Current control Budget: 



Time: 

Brief 



Commences: 

Decision: 

Site: 

2006 Oct / 2008 March /2009 March /2009 


Assumptions: 


Project is based on a delivery of the following: 

• T5 Priority 1 works – Essential Health & Safety works to reduce manual handling risks 

as agreed with the HSE using manual handling products e.g. Vaculux system 

• T5 Priority 2 works – Non-Essential works to reduce manual handling risks , using 

manual handling products 

• Test Cell - Test Cell for the automation product provided by INDEC in Belgium 

• T4 & T1 Works – Health & Safety works to reduce manual handling risks using existing 

Product range 

• Future requirements assumed to be included within individual project scopes 





Commentary: 

Area: 

Revenue (+) / 

Cost (-) 

Impact per 

Annum: 

Opex reduction due to reduction in lost time 

due to injury. 





Commentary: 

None. 



Assumptions: 


project; 

• This project will assist in the reduction of muscular skeletal injuries for both BAA & 

Airline staff. 

• The baggage processing rates will not be compromised by the introduction of this 

equipment. 




None 





Project Name: 

Manual Handling Aids 

BCT No.: 4191 OP No.: 22654 



Base Costs: £2,581,323 73 % 

On-Cost: £789,311 22 % 



Commentary: 



Project Name: 

Name in 

Schedule 

T4 Open Skies 



Overview: 

Description: Provide an automated US Carrier Screening solution 

integrated within the T4 Baggage handling System (BHS) 



None 

Objectives: 

BAA: • Provide a robust & reliable baggage operation within 


airline constructive engagement 

• Provide equivalence for US Carriers operating from T4 

with those operating within the CTA i.e. integrated TSA 

compliant screening facilities 

• Improve the passenger experience by: 

• Enable ‘on time’ departures for US Carriers by providing 

pre-screening of potential ‘selectee’ passenger transfer 

baggage 

• Reducing passenger check in waiting time by providing an 

integrated solution within the BHS for originating 

‘selectee’ passenger baggage 

Airline: 

• Improved operational efficiency through an automated 

solution within the BHS 

• Reduction in manual handling of ‘selectee’ baggage 

• Reduction in dedicated screening operatives 

Status: 







Time: 

Brief 



Commences: 

Decision: 

Site: 

May / 2007 Jan / 2009 May /2009 May /2009 


Assumptions: 





Programme. 

• This project is not required to facilitate the Airline Relocation Programme. 


manner to permit intra terminal airline relocations prior to commencement of the 



• This project does not provide additional BHS capacity 

• Airlines will modify their Departure Control System (DCS) to enable the necessary 

transfer of correct baggage messaging between the BHS & the Baggage 

Reconciliation System (BRS) 

• OOG US Carriers bags will be processed via an existing OOG facility 





Area: 

Revenue (+) / 

Cost (-) 

Impact per 

Annum: 

Commentary: 

Assumed negligible. 



Commentary: 

None. 



Assumptions: 


project; 

• None. 




• Lack of BAA visibility of TSA approval of the solution & the related security protocols 





Project Name: 

T4 Open Skies US Carriers 

BCT No.: 7969 OP No.: 23392 



Base Costs: £6,410,811 70 % 

On-Cost: £2,091,098 23 % 



Commentary: 



Project Name: 

Name in 

Schedule 

Baggage Integration 



Overview: 

Description: 



Objectives: 

BAA: 

Integration of the baggage product & assurance across the 

programme where not already included within individual 

projects scopes 

None 

• Provide a robust & reliable baggage operation across the 

baggage portfolio that aligns with the functionality agreed 

under airline constructive engagement: 



• Fit with future terminal occupancy strategy 

• Standard baggage product solutions across the portfolio 

Airline: 



Status: 







Time: 

Brief 

Decision: 

Start on 

Site: 



Commences: 


Assumptions: 


• When the baggage programme was created there was recognition that not all 

projects included all required costs for assurance and integration. This project was 

created to provide budget to cover baggage product integration costs that are not 

already included within specific project cost plans. 

• There is not yet sufficient clarity on the total package values to be held within 

projects to change control the budget out to projects. Future requirements are to be 

included within individual project scopes 





Area: 

Revenue (+) / 

Cost (-) 

Commentary: 


Impact per 

Annum: 

To be developed on a project by project 

basis. 



Commentary: 

None. 



Assumptions: 


project; 

None 




None 





Project Name: 

Baggage Integration 

BCT No.: 8747 OP No.: 



Base Costs: £0 0 % 

On-Cost: £7,000,000 100 % 

Risk (R1 Allowance only) £0 0 % 


Commentary: 

Holding account to cover Baggage Operational Readiness and Technical Assurance costs that 

are not already provisioned for in specific cost plans. 



Project Name: 

Name in 

Schedule 

Baggage Transition 



Overview: 

Description: 



Objectives: 

BAA: 

Baggage programme transition across the baggage portfolio 

None 

• Provide a robust & reliable baggage operation across the 

baggage portfolio that aligns with the functionality agreed 

under airline constructive engagement: 



• Fit with future terminal occupancy strategy 


Airline: 



Status: 





Total Capital Expenditure (Constant Prices): £16,830,000 


Time: 

Brief 

Decision: 

Start on 

Site: 



Commences: 


Assumptions: 


• The Baggage & Flight Connections Programme was created after the Q5 CIP was 

set. To create the programme, scope was transferred from other programmes and 

from within existing projects. This project is a holding account in recognition that 

the projects created from this exercise may not include all user requirements. This 

fund is used to provide budget currently being ‘transitioned’ between baggage 

projects and to re-balance the baggage programme budget post Q5 CIP. 

• There is not yet sufficient clarity on the total package values to be held within 

projects to change control the budget out to projects. 

• Future requirements are to be included within individual project scopes 





Area: 

Revenue (+) / 

Cost (-) 

Commentary: 


Impact per 

Annum: 

To be developed on a project by project 

basis. 



Commentary: 

None. 



Assumptions: 


project; 

None 




None 





Project Name: 

Baggage Transition 




Base Costs: £0 #DIV/0! % 

On-Cost: £0 #DIV/0! % 

Risk (R1 Allowance only) £0 #DIV/0! % 

Total (As entered into Artemis for Feb 09 Month End) £0 

Commentary: 

Baggage Transition is an Account set up to hold budget currently being “Transitioned” between 

projects. This is being used by the leadership team to “Re-Balance” the baggage programme 

budget 



Project Name: 

Name in 

Schedule 

HBS Vivid Replacement 



Overview: 

Description: 



Asset replacement of time expired Hold Baggage Screening 

equipment across Heathrow 

None 

Objectives: 

BAA: • Supports the over arching baggage strategy to deliver fully 

integrated design builds within terminal baggage halls 

• Minimise operational risk by replacement of time expired 

assets with new technology 

• Maintain Heathrow’s licence to operate from DfT by 

meeting required security standards 

• Improvements in operational reliability, flexibility & 


Airline: 

• Improved operational efficiency through matrixed screening 

machines – thus reducing airline screening operators 

Status: 







Time: 

Brief 



Commences: 

Decision: 

Site: 

May / 2007 Jan / 2009 May /2009 May /2009 


Assumptions: 


• Project is based on a phased strategy of ‘just in time’ replacement of time expired 

assets 

• Excludes replacement of any HBS machines within Terminal 3 as these are deemed 

to be included within the T3 Integrated Baggage Project scope 

• This project is not required to facilitate the Airline Relocation Programme. 

• Elements of the project within Terminal 4 BHS have been planned to be completed 

during the optimal delivery window between the BA vacation to Terminal 5 & the 

introduction of new airlines as part of the overall Heathrow Airline Relocations 

Programme. 

• This project does not provide additional BHS capacity 






Commentary: 

Area: 

Revenue (+) / 

Cost (-) 

Impact per 

Annum: 

Assumed negligible to minor reduction in 

opex as replacement of existing assets with 

new equipment. 



Commentary: 

None. 



Assumptions: 


project; 

• New technology will deliver improvements in operational reliability & reductions in 

maintenance costs 




None 





Project Name: 

HBS Replacement 

BCT No.: 615 OP No.: 18490 



Base Costs: £41,110,276 73 % 

On-Cost: £12,402,614 22 % 



Commentary: 

The AFC includes the HBS Direct, HBS Transfer and HBS T1 projects. 


Appendix F: PDS – Q5 Infrastructure 

Project Definition Sheets – Q5 Infrastructure 

Airfield 

1832 : Cargo Tunnel Refurbishment 


2809 : A380 Taxiways around Pier 1 

3353 : Major Fire Appliance Replacement 


7656 : Additional Jetty provision 

8857 : Taxiway / CDS Rebuilds (Q5) 

CWF 


6527 : HAL Minor Projects (Incl Retail & Property) 

FLI 




7718 : Eastern Maint Base Redev 

Security 


4242 : Self Service Boarder Control 

4185 : Cargo Area RZ Road (T5-T4 Rout 


8801 : CP5 



Retail 


Utilities 




Project Name: 

Name in 

Schedule 

Cargo Tunnel Refurbishment – Q5 

1832Cargo Tunnel Refurbishment 


Overview: 

Description: 


“Light Tough” refurbishment of the cargo tunnel. 

Location Plan and images 

Objectives: 

BAA: 

Maintain a safe airside operational link between CTA, T4 and 

Cargo. 

Airline: 

As BAA’s 

Status: 


Capital & Solutions Amber Explore 





Time: 

Brief 



Commences: 

Decision: 

Site: 

01 / 2009 05 / 2009 06 / 2010 - 


Assumptions: 


• Constructed in 1966, the Cargo Tunnel comprises a single bore 10.29m dia. Tunnel 

approximately 885m in length. The tunnel is in operation 24 hours a day, 7 days a 

week and forms a critical link between the Cargo Area / T4 and the CTA. 

• Although driven initially by the need to replace an obsolete lighting system, this 

project will review all elements of the tunnel infrastructure as well management 

process and procedures against current operational risk. This will in turn inform a 

prioritised scope of work to be delivered by projects in Q5 and Q6 to progressively 

and methodically mitigate business risk, improve passenger experience and extend 

the life of the tunnel. 

• provide a safe, efficient and reliable route between the Southern Campus and the 

CTA, ensuring that the Cargo Tunnel meets all necessary Regulations and applicable 

H&S guidelines. 

• carry out essential repairs and maintenance to ensure the structural integrity of the 

Cargo Tunnel 

• supply and install new equipment to meet necessary Regulatory and compliancy 

guidelines 

• ensure that O&M plans (inc. Emergency orders) are aligned and appropriate to the 

level of risk 

• ensure the operational availability of the Cargo Tunnel for our key stakeholders 

• ensure the existing and any new Cargo Tunnel plant and equipment utilises current 

efficiencies in operation and energy consumption 

• The project will review all elements of the tunnel including 


• Structure & Civils 

• M&E (Ventilation, Lighting, Fire/smoke dampers) 

• Drainage 

• Systems (Air quality monitoring, Fire detection, comms, etc) 

• Management systems and operational protocols will be reviewed simultaneously. 

• It is assumed that interfaces with the proposed T2 district heating project can be 

effectively managed with no adverse impact on the operation. 

• It is further assumed that the QDR does not highlight significant high priority items 

needing attention in Q5, requiring funds over and above the budget allowance. 

• The tunnel is in use 24 hours a day, 7 days a week. 

• Access for inspections & maintenance of trafficked areas is limited to the runway 

dealternation pattern, when vehicles can be diverted across the surface during 

night-time closure of the southern runway. 

• Opportunities to divert vehicles out of hours via the T5 road system will also be 

investigated. 





Commentary: 


per Annum: 

Revenue £ nil This project will not result in any change to revenue 

streams. 

Op ex +£1m The recorded maintenance costs for the cargo 

tunnel in 2007 were £165k. 

Using an industry standard “rule of thumb”, the 

O&M cost for the cargo tunnel is expected to be 

circa. £1.2m – 1.5m. Once enhanced practices 

enabled by this project are put into place. 



Commentary: 

None. 



Assumptions: 


project; 

None 




None 







Project Name: 

Cargo Tunnel Refurbishment 

BCT No.: 1832 OP No.: 24271 



Base Costs: £2,310,000 74 % 

On-Cost: £490,000 16 % 



Commentary: 

Project in early stages to establish work required. Assumed 20% Risk allowance (less R2) & 

14% On-cost 





Project Name: 

Name in 

Schedule 

South East Taxiway 



Overview: 

Description: 

Upgrade and realignment of taxiways in SE portion of Eastern 

Airfield. 

Ref. Drawings / Images: Overview plan 

Objectives: 

BAA: • Enhanced airfield operations especially on 27L holds. 

• Improved airline operation. 

• Improved passenger experience. 

Airline: 

As BAA’s 

Status: 







Time: 

Brief 



Commences: 

Decision: 

Site: 

10/2006 01/2008 10/2010 See below 


Assumptions: 


• This project forms part of the Eastern Campus programme, providing airfield 

infrastructure to support the Eastern Apron Development and full Code F (A380) 

operations. It is a key enabler, and on the critical path, for the T2A and T2B 

developments; creating the necessary construction space and providing pit and duct 

routes for services. The project phasing is aligned with the requirements of these 

projects. 

• This project creates the required space for the Eastern Apron Development by 

realigning the main Alpha and Bravo taxiway system in the South east corner of the 

airfield, including: new taxiway construction, reconfigured 27L holds, and provision 

of major service ducts for T2A and T2B. 

• The business benefit of this project relates to: maximising the developable space on 

the airfield, providing re-lifed infrastructure, creating a Code F (A380) compatible 

taxiway system, and maintaining sufficient holding capacity for an efficient runway 

operation. The reconfigured 27L Hold solution does not compromise potential longterm 

future Eastern Apron Developments. 


• Phase 1A: 23 rd January 2009 

• Phase 1C: 23 rd January 2009 

• Phase 2: 19 th April 2009 

• Phase 3A: 16 th June 2009 


• Phase 3B: 10 th September 2009 

• Phase 3C: 11 th April 2010 

• Phase 4: 4 th January 2010 

• Phase 5: 11 th April 2010 

• Phase 6: 30 th September 2010 





Commentary: 


per Annum: 

Maintenance Nil Areas of new pavement equate closely to the 

original area therefore no significant change in 




Commentary: 

None 



Assumptions: 


project; 

None 




None 







Project Name: 

South East Taxiways 

BCT No.: 3817 OP No.: 22333 



Base Costs: £57,086,788 88 % 

On-Cost: £6,263,293 10 % 



Commentary: 

Works undertaken Q4 (Before 1st April 08) £1,709,367.00 

Works undertaken Q5 ( 1st April 08 to 31st March 2013) £63,397,905.99 (AFC less Q4 

VOWD) 

Planned works Q6 (1st April 2013 onwards) - £0 






Project Name: A380 Taxiways Around Pier 1 

Name in 2809 : A380 Taxiways around pier 1 

Schedule 


Overview: 

Description: 



Removal of the 160 stands and the Eastern Apron 

Development has created a temporary shortfall in Terminal 3 

JW stands. This project will enable the airline relocations and 

partially address the shortfall by providing three 757 coaching 

stands and one remote JW stand, relocating the BA 757 fleet, 

and freeing up T3 JW stands for wide bodied aircraft. 

See Appendix A 

Objectives: 

BAA: This project will replace three medium stands with two 757 

remote stands. A remote JW stretch stand with MARS for 

two more 757-200s, and a further remote 757 stand. Thus 

three pier served stands are replaced with three remote stands 

able to accommodate the larger 757-200 aircraft. 

Airline: This project will allow stand planners to allocate the BA 757 

fleet to these stands freeing up the larger stands for widebodied 

aircraft 

Status: 


Capital & Solutions 

Manufacture & Assemble 





Time: 

Brief 



Commences: 

Decision: 

Site: 

17/03/2008 22/06/2009 01/2011 


Assumptions: 


The phases of this project will be delivered on the following dates: 

Phase 10A 

Planned start on site: 22 nd June 2009 (Phase 10A) 

Planned finish on site: 19 th December 2009 (Phase 10A) 

Phase 10B 

Planned start on site: September 2010 (Phase 10B) 

Planned finish on site: January 2011 (Phase 10B) 






Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 

Maintenance Nil There will be no incremental income. The OPEX will 

not measurably change. 



Commentary: 

None 



Assumptions: 


project; 

None 




None 



Appendix A Area Locations 

Phase 10A 


Phase 10B 




Project Name: 

Enter the Artemis Project Name here 

BCT No.: 2809 OP No.: 23851 



Base Costs: £7,767,426 77 % 

On-Cost: £1,522,271 15 % 



Commentary: 


Appendix C: Project Delivery: High level Project Plan 




Project Name: 

Name in 

Schedule 

Major Fire Appliance Replacement 

3353 : major Fire Appliance Replacement 


Overview: 

Description: 

Replacement of elements of HAL Fire appliance fleet. 

Ref. Drawings / Images: None. 


Objectives: 

BAA: 

Maintain Safety, and statutory fire coverage compliance 

Airline: 

As BAA’s 

Status: 


Capital & Solutions Red Explore 





Time: 

Brief 



Commences: 

Decision: 

Site: 

05/2008 05/2009 05/2012 05/2010 


Assumptions: 


• The BAA major fire appliance fleet is on average, 13 years old. This project is 

exploring the options for replacing and/or refurbishing the major fire appliance fleet 

for Heathrow, Gatwick, Stansted and Southampton. Additionally, the option to 

include the Scottish airports is being reviewed. The Total Capital Expenditure figures 

used are for Heathrow. 

• All existing major fire appliances will need to be replaced or refurbished over the 

next 5 years. It is expected that the supplier will only be able to provide 4 or 5 

appliances a year. 





Commentary: 


per Annum: 

Revenue 

Nil 

Opex Costs Unknown Maintenance costs are increasing as the vehicles 

continue to age, therefore a new fleet will have an 

input on maintenance costs, but the costs are not 

significant. 



Commentary: 


None 



Assumptions: 


project; 

• The new appliances will reduce maintenance costs. Additionally, the new appliances 

will comply with current and known future environmental standards 




• Project in explore - no formal discussions with airlines have been held 





Project Name: 

Major Fire Appliance Replacement 

BCT No.: 3353 OP No.: 24092 



Base Costs: £3,698,831 66 % 

On-Cost: £784,600 14 % 



Commentary: 

Assumed 20% Risk, 14% On-costs, balance = Base costs. All spends in Q5 



Brief Decision May 2008 

Options Decision February 2009 

Construction Decision April 2009 

Procurement Contracts May 2009 

First refurbished Appliance Dec 2009 

First New Appliance April 2011 



Project Name: 

Name in 

Schedule 

T2B North East Stands & taxilanes 



Overview: 

Description: 


Provision of stands and realigned taxiways to the NE of T2B 

Overview plan 

Objectives 

BAA: • Enhance airfield operations especially on 27L. 

• Improved airline operations . 


Airline: 

As BAA’s 

Status: 







Time: 

Options 



Commences: 

Decision: 

Site: 

03/2007 04/2008 10/2009 06/2009 onwards 

NB: phased. 


Assumptions: 


• The T2B NE Stands & Taxilanes project is part of the Eastern Campus Programme. 

• The scope of the project is to supply, install, test, commission and handover the 

Apron work outlined below: 

1. Construction of 3 new permanent stands 249, 248 & 247. 

2. Construction of HoS, interstand and Delta crossing roads. 

3. Services infrastructure below Apron to meet needs of stands and MF Pier. 

4. Tie into existing taxilane to the East. 

5. Tie into new MFPN VCC (Node) Buildings including parking areas and 

footpaths. 

6. Landscaping of grass area to the North. 

NB: AFC now includes significant approved scope change in terms of NW enabling 

works being undertaken by this project. 


• Stand 249 – 16 June 2009 (as a remote stand) 

• Stands 247 & 248 – 10 Aug 2009 (as remotes). 

• Overall Project completion – October 2009. 






Commentary: 


per Annum: 

Opex Nil Areas of new pavement equate closely to the 

original area therefore no significant change in 




Commentary: 

None. 



Assumptions: 


project; 

None 




None 



Appendix A: Overview: 




Project Name: 

T2B North East Stands and Taxilane 

BCT No.: 7206 OP No.: 22909 



Base Costs: £13,051,799 88 % 

On-Cost: £1,474,958 10 % 



Commentary: 

£314,406 of on-cost, included in the above total, was Q4 expenditure. 






Project Name: 

Name in 

Schedule 

Additional Jetties – Q5 

7656 : Additional Jetty Provision 


Overview: 

Description: 



Objectives: 

BAA: 

Provision of additional airbridge jetties in Q6 

Location plans for T2, 3, 4 and 5. 

• minimise connection times 

• maximise customer service by maximising pier service levels 

• minimise airline operational costs 

Airline: 

As BAA’s 

Status: 


Capital & Solutions Amber Options 




Prior to CCRS transfers - Refer to appendix B for cost information detail. 

Time: 

Brief 

Decision: 

Start on 

Site: 


Commences: 

05 / 2008 08 / 2008 03 / 2013 01 / 2009 


Assumptions: 


• Following consultation with the airline community in 2006/7 a commitment was 

made to provide 2 airbridges on all JW stands and 3 airbridges on all JX Stands at 

Heathrow, by the end of Q6. 

• A budget of £ 10.5 was allocated in Q5 to commence this project. The remaining 

funds will be allowed for in Q6. 

• This Project does not allow for additional provision of Pre-conditioned Air or Fixed 

Electrical Ground Power. 

• Airbridge costs based on BAA Standard Product and Framework 

• Project Management 

o Overall strategy to be agreed at the Infrastructure Stakeholder Programme 

Board. Project delivery will be managed by local project teams at T2, T3, T4 

and T5 consulting with Terminal AOCs at a more detail level regarding 

implementation. 

• Terminal 2 

o The T2A & T2B Projects scope include provision of 2 airbridges on all Code E 

(JW) and Code F (JX) Stands. 

o This project will fund the provision of additional airbridges to 6 No. Code F 

stands in Q5 and a further 5 No. in Q6. 

o T2 Phase 2 will allow for 3 airbridges on all Code F stands. 


o Airbridge supplier can minimise operational impact of installing third jetty on 


Pier 6 stands to levels acceptable to the T3 Airline Community. 


o Airbridge suppliers are able to meet timescales driven by the taxiway 

refurbishment project, taking the opportunity to install additional jetties 

during planned stand closures minimising operational disruption. 


o This project assumes that a third jetty can be installed on stand 565 – this is 

to be verified by the T5 team. Based on earlier design studies, the T5 brief 

accepted that this would not be possible due to the need to accommodate 

the Piccadilly Line extension ventilation fans. 





Commentary: 


per Annum: 

Revenue £ nil This project will not add to Jetty service levels or 

revenue in any significant way as airbridges are 

being added to current Jetty served stands. 

Op ex / Estimated at 

+£275 k 

Maintenance cost - £10,500 / annum / airbridge 

Operating cost - £ tbc / annum / airbridge 

20 No. new airbridges to be provided resulting in 

an increase of £ (10,500 + tbc) x 22 = £ tbc per 

annum 



Commentary: 

None. 



Assumptions: 


project; 

• Opex based on historic maintenance costs. 




• Carriers currently operating A380 aircraft in T3 would like the third airbridge 

delivered as soon as possible, and ideally prior to Airline Relocations Step 4. With 

the on-going stand closure programme due to the Pier 7 refurbishment project, the 

T3 AOC will not accept further stand closures. The project has been challenged to 

develop a programme which minimises stand closure to acceptable levels. 



Appendix A: Overview: Scope of Additional Airbridge Project – T2: 

n.b. T2A Ph 1 & T2B Project scope - All JW Stands delivered with 2 airbridges 

T2A Ph2 & T2C Project scope - include 3 bridges on JX stands and 2 on JW 

Q5 Additional Airbridge 

T2A T2B Total 

JW - - - 

JX 1 5 6 

Q5 Additional Airbridge 

Active Safeguarding 

JW 

T2A 

- 

T2B 

- 

Total 

- 

JX 2 3 5 



Q5 Additional Airbridge Scope 

JW 

P5 

- 

P6 

- 

P7 

- 

Tota 

- 

JX - 4 - 4 

Assumption: Future development projects at Pier 5, 6 & Pier 7 will allow funding for 2 

airbridges on JW stands and 3 on JX stands 



Safeguard for JX stand upgrade 


JW 

2 

JX 

2 

3 Aug 09 – 23 Oct 09 

Block 123 Works 



Terminal 5 – Q5 Proposals 


T5A T5B T5C Total 

JW - - - - 

JX - - 8 8 

JW 

JX 

Q5 Active Safeguarding 

T5A 

- 

T5B 

- 

T5C 

4 

Total 

4 

- - - - 




Project Name: 

Additional Jetty Provision 




Base Costs: £3,308,840 76 % 

On-Cost: £685,160 16 % 



Commentary: 

Actual Risk, 14% Oncosts, Balance = Base Costs. Information taken from Mike Bartletts 

Archived Risk Summary 

. 



Additional Airbridges Project - Proposed Q5/Q6 Scope & Programme 

Jetty Served Stand No. Approx Additional Jetties Project 

Additional Jetties Project - Q5 Spend 

Additional Jetties - Q6 Spend 

Terminal Number New / Size Installation Possible Q5 Q6 2009 2010 2011 2012 2013 2014 2015 2016 2017 18 

Existing Date Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 

2A - P2 201 New C May-17 

2A - P2 203 New JX(m) May-17 

2A - P2 205 New JX(m) May-17 

New Project - assume 

2A - P2 206 New JW May-17 

additional airbridge provision 

2A - P2 208 New JW May-17 

included in project scope 

2A - P2 210 New JX(m) May-17 

2A - P1 218/9 New JX(m) Feb-17 1 1 

Stand initially used for Dom 

2A - P1 221 New JX(m) Mar-13 1 1 

/ SH flights 

2A - P1 223 New JX(m) Feb-17 1 1 

2B - P1 231 New JW 

2B - P1 232 New JW 

2B - P1 233 New JX Oct-13 1 1 

Restricted to JW til 2013 

2B - P2 234 New JX 1 1 Programme dependant on 

2B - P2 235 New JX 1 1 

Connectivity solution 

2B - P2 236 New JX 1 1 Restricted to JW til thru t/w 

2B - P2 238 New JX Nov-12 1 1 

2B - P2 239 New JW 

2B - P2 241 New JW 

2B - P2 242 New JX Jan-13 1 1 

2B - P2 243 New JX Jan-13 1 1 

2B - P2 244 New JX Nov-16 1 1 

2B - P2 246 New JX Feb-13 1 1 

2B - P1 247 New JX Feb-13 1 1 

2B - P1 248 New JW 

2B - P1 249 New JW 

3-P6 301 Existing JX Dec-09 1 1 

3-P6 303 Existing JX Sep-09 1 1 

3-P6 305 Existing JX Oct-09 1 1 

3-P6 307 Existing JX Feb-10 1 1 

3-P6 309 New JX 

All bridges to be provided 

3-P6 321 New JX 

as part of Pier 6 - P2 

3-P6 322 New JX 

project 

3-P5 323 Existing JW 




3-P5 335 Existing JW Jan-14 1 1 

3-P5 340 Existing JW Oct-16 1 1 

Long term plans show 

3-P5 336 Existing JW Nov-16 1 1 changes to these stands, 

3-P5 334 Existing JW Jan-17 1 1 therefore likely to be benefit 

3-P5 332 Existing JW Feb-17 1 1 

is likely to be short 

3-P5 328 Existing J 


3-P7 371 New JX Jan 16? - 

3-P7 372 New JX Jan 16? - 

3-P7 373 New JX Jan 16? - 

All airbridges to be provided 

3-P7 377 New JX Jan 16? - 

as part of the Pier 7 Project 

3-P7 378 New JX Jan 16? - 

3-P7 379 New JX Jan 16? - 

3-P7 380 New JX Jan 16? - 

4 402 Existing JW 1 1 

Stand closed for taxiway 

4 403 Existing JW 1 1 works bet 3 aug & 23 Oct 09 

4 405 New JX Underway 1 1 

CCRS for £1,037,833 signed 

4 406 New JX Underway 1 1 

off transferred 




4 410 Existing JW 1 1 N.B. Long term plans allow 

4 411 Existing JW 1 1 for Stand 410, 411,412 to be 


upgraded to 2 JX, 1 L 





5A 514 Existing 1 1 Study reqd. MCA & HoS bag 

5A 516 Existing 1 1 may make add a/b imposs,. 

5A 518 Existing 1 1 

5B 532 Existing JW 1 1 



Draft prog - for discussion 


with T5 







5B 544 Existing JX 1 1 Feasibility to be assessed 

5B 545 Existing JX 1 1 due to HoS Baggage - Doc. 

5B 546 Existing JX 1 1 

T5-OG-DV-VH-246-BB- 

5B 547 Existing JX 1 1 

00001 refers 


5C 552 Existing JW Apr-10 1 1 

5C 553 Existing JW Mar-10 1 1 

5C 554 Existing JW Mar-10 1 1 

5C 555 Existing JX Mar-10 1 1 

5C 556 Existing JX Mar-10 1 1 Check stand 556 -.. 

5C 557 New JX Jun-10 1 1 

5C 561 New JX Jun-10 1 1 

5C 562 New JX Jun-10 1 1 

5C 563 New JX Dec-11 1 1 

Stands follow Baggage 

5C 564 New JX Dec-11 1 1 

Connectivity project works 

5C 565 New JX May-10 1 1 

5C 566 Existing JW May-10 1 1 

66 20 46 

JX Jetty Served Stand Active Safeguarding - inc Node and foundations Airbridge Operational Stand Constructio 

JW Jetty Served Stand Airbridge Installation Restricted opening of stand 



Project Name: 

Name in 

Schedule 

Taxiway and Cul-de-sac Rebuild Q5 

8857 : Taxiway ? CDS Rebuilds (Q5) 


Overview: 

Description: 



This project represents a financial provision for the rebuild and 

rehabilitation of areas of the existing airfield (taxiway system 

and cul-de-sacs) that will reach the end of their operational 

life during the course of Q5. 

Indicative phase 1 location plan 

Objectives: 

BAA: • Ensure safe airfield operation through correct 

maintenance. 

Airline: 

As BAA’s 

Status: 


Capital & Solutions Green Ph 1 Manufacture & Assemble 

Ph 2 Options 





Time: 

Brief 



Commences: 

Decision: 

Site: 

16/10/2008 16/02/2009 04/12/2009 18/12/2009 


Assumptions: 


Individual projects will be set up to respond to specific requirements as they arise and 

these will help to prevent unplanned closures and reduce the risk of Foreign Object 

Debris (FOD) from breakdown of the airfield surfaces. Areas of taxiway 

rebuilt/refurbished will be relifed by up to 30 years as a result of the works carried out. 

Key lower level objectives are; 

• To prevent unplanned closures and reduce the risk of Foreign Object Debris 

(FOD) from breakdown of the airfield surfaces. 

• Ensure airfield capacity (stands, taxiways and runways) is not compromised in 

the chosen solution during construction. 

• Deliver majority of area within the project before switch 6/7, 27th October 

2009. 

The initial phases of this project will be delivered on the following dates: 

Phase 1 construction start: February 2009 

Phase 1 construction finish: February 2010 

Phase 2 construction start: March 2010 

Phase 2 construction finish: December 2010 

Phase 1 areas: 

• Western Sierra Taxiway – Block 105 & 106 


• Southern Tango Taxiway – Block 123 

• Northern Tango and part of Sierra Taxiway – Block 119 & 120 

• Block 88 Stopbar 

• Northern Runway Access A11 

Phase 2 areas: 

• Northern Runway Access A10E 

• Block 57 (Outer) 

• Block 34 (Inner) 

• Delta Taxiway between Alpha and Bravo 


exhaustive. 




Commentary: 


per Annum: 

Maintenance Nil This project will not increase the total paved area of 

the airfield and therefore will not be an incremental 

increase in cost to maintain and operate the 

taxiway system. 

Revenue Nil There is no incremental income directly associated 

with this project. 



Commentary: 

None 



Assumptions: 


project; 

None 




None 



Appendix A 

Phase 1 Indicative Locations 




Project Name: 

Taxiways / Cul-de-Sac & Runway Access Rehabilitation 

BCT No.: 8857 OP No.: 24088 



Base Costs: £13,269,389 83 % 

On-Cost: £1,978,444 12 % 



Commentary: 



Phase 2 Scope of Works is currently at Options Stage 



Project Name: 

Name on 

Schedule: 

C02 Strategy 



Overview: 

Description: 



Objectives: 

BAA: • Reduce Opex 

This project provides a financial provision to improve energy 

efficiency in line with the HAL CO2 Strategy via minor projects 

None 

• Maintain licence to grow through sustainable operations 

Airline: 

As BAA’s 

Status: 







Time: 

Brief 



Commences: 

Decision: 

Site: 

Jan 2009 Feb 2009 Mar 2013 Jan 2009 


Assumptions: 


• Delivered under Minor Projects banner with spend throughout Q5 when carbon 

saving initiative opportunities are identified 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 

To be assessed on a project by project basis as 

opportunities identified. 



Commentary: 

None 



Assumptions: 


project; 

None 





None 



Project Name: 

Name on 

Schedule: 

HAL Minor Projects 

6527 : HAL Minor Projects (incl Retail and Property) 


Overview: 

Description: 



Objectives: 

BAA: 

The Minor Projects portfolio consists of a large number of 

small, low value projects rolled up to maximise delivery 

efficiencies. 

N/A 

Support the Heathrow operation through investment in 

critical assets and facilities. 

Airline: 

As BAA’s 

Status: 


Capital and 

Solutions 

Green 

Various 





Time: 

Brief 

Decision: 

Start on 

Site: 


Various 



Commences: 

Assumptions: 


• The prioritisation of projects is carried out annually and focuses on asset 

replacement/refurbishment and service enhancement including commercial/retail 

areas. 

• For information the total number of projects for 2008/09 is circa 100. This rate 

continues throughout the quinquennium. 





Cost Area: 

Revenue (+) / 


Commentary: 


per Annum: 

N/A due to minor nature of each project. 



Commentary: 

None. 



Assumptions: 


project; 

None 




None 




Project Name: 

Name in 

Schedule 

London Underground T123 Station Enhancement 



Overview: 

Description: 



Including new lifts from platform to ticket hall. 

Station refurbishment. 

Previously known as “PiccEx Station Works” in CIP 2008 

Plan layout 

Objectives: 

BAA: • To increase the flow capacity of T123 London 

Underground station. 

• Provide usable reduced mobility access to platform level. 

Provide a more ambient environment 

Airline: 

As BAA’s 

Status: 


Capital - 

Infrastructure 

Green 

Brief 





Time: 

Brief 



Commences: 

Decision: 

Site: 

March 2009 November 2011 July 2014 July 2013 


Assumptions: 


Background 

As part of the delivery of T5, funds were allocated to London Underground for 

“remodelling the Terminal 123 Station” 

Inclusions 

• 2 x 16 person lifts from ticket hall to platform level to provide ‘step free access’ 

and unlock capacity on the escalators – reducing accident rate. 

• A refurbishment of the station is already in plan by LU (using PPP funds). 

Remaining funds from the lift project will be used to enhance the refurbishment 

project to focus on ambience related items: wall tiling, lighting, new signage. 

Exclusions 

• Standard communications systems upgrade and ‘deep clean’ refurbishment – 

funded by LU. 






Cost Area: 

Revenue (+) / Cost (-) 

Impact per Annum: 

None 

Commentary: 



Commentary: 

London Underground opex area. 



Assumptions: 


project; 

None 




None 







Project Name: 

PicEx Station Works 

BCT No.: 6136 OP No.: 0 



Base Costs: £14,130,952 72 % 

On-Cost: £3,000,000 15 % 



Commentary: 


Brief Decision Part of T5 Project – Agreement signed 06 

Aug 2004 

Options Decision March 2009 

Construction Decision August 2009 

Start On Site January 2010 

Completion 

December2011 



Project Name: 

Name in 

Schedule 

Landside CTA Roads Redevelopment 



Overview: 

Description: 



Objectives: 

BAA: 

Q5 landside road modifications in the CTA. 

None 

Improve the efficiency of the road system within, and leading 

to/from, the Central Terminal Area to enhance the surface 

access connectivity to the terminals and other points. 

Airline: 

As BAA’s 

Status: 







Time: 

Brief 



Commences: 

Decision: 

Site: 

06/2009 TBC TBC TBC 


Assumptions: 


• Throughout Q5 and Q6 a requirement exists to redevelop the central terminal area. 

This sheet deals with the Q5 scope which is at a very early stage of development. 

• It is currently anticipated that the final solution for the CTA will include 

redevelopment of the road system within the CTA and potentially a new bus 

terminal with links to the Underground and Heathrow Express stations and 

walkways linking the terminals with the CTA. 

• Within Q5 the project will involve facilitating road access to the new T2 MSCP and 

carry out service diversions and relocations, building relocation and demolition as 

required. The project will review the CTA approach capacity (main tunnel 

refurbishment and the Concorde roundabout). 

• To be confirmed – the overall master plan is currently in progress. A high level or 

grade level forecourt for T2 fundamentally affects the road infrastructure servicing 

T2, MCSP2, Bus & Coach Station. 

• Interim / temporary road system will be required for the opening date of T2A 

• Includes all grade and elevated roads servicing the footprint of the T2 MSCP and 

forecourt 

• Development of new Public Transport Interchange (PTI) i.e. Bus & Coach Station and 

Rail / Tube access is post Q5 

• CTA Masterplan is agreed 

• Project is to enable opening of T2 

• 

Project will be complete for T2 opening 


Exclusions (covered by separate PDS’s) 

• Demolition of existing T2 car park 

• Demolition of control tower and relocation of associated facilities / utilities / 

tenants, and relocation of the chapel 

• New MSCP2 and T2 forecourt 

• New Public Transport Interchange (PTI) i.e. Bus & Coach Station and Rail / Tube 

access and walkway connections to terminals & MSCPs 

• Cost of modifying and removing the Early Services Gantry 

• Cooling Station 





Commentary: 


per Annum: 

TBC 

TBC 



Commentary: 

None 



Assumptions: 


project; 

None 




None 





Project Name: 

Landside CTA 




Base Costs: £14,136,198 73 % 

On-Cost: £2,900,000 15 % 



Commentary: 

This project is still in strategy (Predominantly roads scope). A more detailed understanding of 

the above split will be developed over the next 3 months. Above split is therefore a high level 

estimate only 



Project Name: 

Name in 

Schedule: 

N1 Parking Deck 



Overview: 

Description: 

Following an initial study, the project to increase capacity at 

the N1 car park is no longer required as assumptions on 

which this requirement was based have since changed. 

Pending endorsement from the airline community, the 

remaining budget (spend to date: £136,706) associated with 

this project is to be reassigned to a number of priority 

landside infrastructure projects not previously identified in the 

Q5 CIP. These projects are likely to result from emerging 

Health and Safety Issues as well as the need to comply with 

legal commitments. 


They include: 

- CTA Main Tunnel 

- Fowles Yard 

- Heathrow Firemain 

- Passenger Trolley Issues 

None 

Objectives: 

BAA: • BAA objectives are to 

• Comply with legal commitments, legislative and 

regulatory requirements 

• Replace safety critical-infrastructure 

• Support operation to deliver targeted passenger service 

standards 

Airline: • Not yet consulted upon, but expected to be as BAA’s. 

Status: 


Capital & Solutions Red Strategy 





Time: 

Brief 



Commences: 

Decision: 

Site: 

N/A N/A N/A N/A 


Assumptions: 

None 






Commentary: 


per Annum: 

Not applicable 



Commentary: 

None. 



Assumptions: 


project; 

None 




None 




Project Name: 

Name in 

Schedule 

Eastern Maintenance Base Redevelopment 

7718 : Eastern maint Base Redev 


Overview: 

Description: 



Objectives: 

BAA: 

Airline: 

This project is to redevelop the Eastern Maintenance Base to 

align with Phase 1 of the Eastern Maintenance Base 

Masterplan. The full extent of the scope is to be determined, 

but will include as a minimum the diversion of East Church 

Road , associated service diversions and 

modifications/relocation of facilities effected by the alignment. 

Draft layout plan. 

Enable growth in the east through the efficient use land 

within the airport boundary at Heathrow. 

Enable future proposed maintenance & fleet operations and 

create opportunity for consolidation of operations. 

Status: 


Capital & Solutions Green Options Development 



Total Capital budget (Constant Prices): £28,000,000 


Time: 

Brief 



Commences: 

Decision: 

Site: 

Aug 2008 Apr 2010 Mar 2013 Jul 2011 


Assumptions: 


• Divert East Church Road to create a site for the development of a twin bay A380 

hangar. Which, facilitates the demolition of Cathedral hangar and construction of 

the outer taxiways to create the site for the construction of T2C. 

• Agreement will be reached on the timing and implementation of the Restricted 

Zone. 

• Does not include Phase 2 scope. 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 

To be assessed through Options Development 




Commentary: 

None 



Assumptions: 


project; 

None 




None at present, consultation ongoing regarding new Masterplan and revised Trigger 

definition and milestone date based on the new scope. 






Project Name: Eastern Maintenance Base 

BCT No.: 7718 OP No.: 23923 



Base Costs: £20,484,023 73 % 

On-Cost: £4,548,250 16 % 



Commentary: 

AFC above consists of a base cost of £8.67M for Phase I and £12,87M for Phase II. The make 

up of the total base cost and the split between Phase I & Phase II will change once the Options 

Paper is approved at the end of this month. 



ID 

1 

Task N ame 

2009 2010 2011 2012 2013 

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr 

2 Eastern Main ten ance Base Red evelop men t 

3 Phase 1 

4 Option s Develop men t 

8 Scheme Design 

12 Prod uction Desig n 

16 Manufactu re & Assembly 

20 Trigger Milestone Road Div ers ion 

30/06 

21 Integ rate & L earn 

23 Phase 2 

24 Explore 

28 Option s Develop men t 

32 Scheme Design 

36 Prod uction Desig n 

40 Manufactu re & Assembly 

44 Integ rate & L earn 



Project Name: 

Name in 

Schedule 

Perimeter Security Projects 



Overview: 

Description: 

This project delivers a response on VBIED/PBIED risk on 

perimeter fencing and control posts. 

Ref. Drawings / Images: Withheld on security grounds 


Objectives: 

BAA: 

Migrate security risks to perimeter security. 

Airline: 

As BAA’s 

Status: 







Time: 

Brief 



Commences: 

Decision: 

Site: 

April 2008 Sept 2008 Mar 2010 Dec 2008 


Assumptions: 


• Work delivered in phases in line with MATRA risk assessment. 





Commentary: 


per Annum: 

To be assessed 



Commentary: 

None 



Assumptions: 


project; 

None 





None 





Project Name: 

Physical Perimeter Security 

BCT No.: 5056 OP No.: 21412 



Base Costs: £4,950,000 100 % 

On-Cost: 0 % 

Risk (R1 Allowance only) 0 % 


Commentary: 

Phase 1 is forecast to be final accounted at circa £3.35M. Phase 2 scope yet to be defined 



Project Name: 

Name in 

Schedule 

Automated Clearance Services – Formerly in the CIP as Self Service 

Border Control 

4242 : Self Service Border Control 


Overview: 

Description: 

Installation of automated UK Border Agency ACS Product. 

Ref. Drawings / Images: Artists Impression 


Objectives: 

BAA: 

Improved passenger experience in the Immigration hall. 

Airline: 

As BAA’s 

Status: 


Capital & Solutions Amber Brief 





Time: 

Brief 



Commences: 

Decision: 

Site: 



Assumptions: 


To develop, build and launch ACS at Terminals 1, 3, 4 & 5 by October 2009. 

Within the overall ACS programme there are two service variants. These are defined 

by the type of passport passengers already have; 

ACS - EEA (UK & EU) passengers with ePassports 

• free to use service 

• facilitated via face image reconciliation technology stored within the 

ePassport and verified at the point of use by UKBA 

ACS+ - all passengers without ePassports 

• paid for service (reflecting additional enrolment costs incurred) 

• facilitated via fingerprint reconciliation technology stored by UKBA and 

verified at the point of use by UKBA 

This project will: 

• will facilitate (ACS & ACS+ combined) 20% of passengers via automatic 

gates between 2009 and 2014 

• prepare the way for the introduction of 2nd generation ePassports during 

2012/13 

• de-risk and reduce the impact of the re-introduction of embarkation exit 

controls 

• deliver sufficient commercial return to balance associated opex 

• Installation of 5 x ACS portals (20 in total) within each Immigration Hall 

• Installation of 1 x enrolment desk (4 in total) in each Immigration hall 

• Removal of equipment to enable installation of the portals and desks 


• Review of the layout of the Immigration Hall to ensure that the passenger flow 

and Wayfinding works with the new ACS equipment 

• Additional Wayfinding as required 




Revenue (+) / 

Commentary: 


per Annum: 

See Assumptions 



Commentary: 

None 



Assumptions: 


project; 

BAA related assumptions and constraints: 

• Service standards over the period will continue to decline using existing Border 

clearance methods 

• Border transaction times will continue to increase as more onerous checks are 

introduced 

• The existing UKBA IRIS scheme will continue to offer low volumes and poor 

quality service 

• Biometric identity verification will continue to be acceptable to UKBA 

• Issue of new ePassports will not exceed 25%pa (currently 10%) 

• Frequent travellers (non-ePassport) will continue to pay an annual user fee of 

£30 

• Associated opex is balanced over the period by ACS+ income 




None 







Project Name: 

Self Service Boarder Control 

BCT No.: 4242 OP No.: 24187 



Base Costs: £7,320,591 88 % 

On-Cost: £728,000 9 % 



Commentary: 

ACS, ACS+ and CMS cost (i.e. hardware and software) is around £4.7 M and Works to 

Immigration hall is around £1.4M. Remainder includes, CBI's Preliminaries and their overhead 

and profit. BAA internal charges is included within the Base Cost. 



Brief Decision Dec 08 

Present options to Stakeholders Dec 08 – Feb 09 

Option Decision Feb 09 

Construction Decision Apr 09 

Main construction activities commence Jul 09 

T3 Open Aug 09 

T5 Open Aug 09 

T1 Open Nov 09 

T4 Open Nov 09 

Project completion Nov 09 

OR Complete Nov 09 



Project Name: 

Name in 

Schedule 

Cargo Area RZ Road 

4185 : Cargo Area RZ Road 


Overview: 

Description: 



This project will; 

• develop a technology solution to monitor/detect/respond 

to the current CA/RZ boundary, 

• develop a solution for the Royal Suite, 

• develop a permanent solution for the LHR Cargo area to 

comply with EU legislation. 

None 

Objectives: 

BAA: • to deliver a solution by which the whole of the airside 

area of Heathrow complies with EC legislation (this 

project includes the Heathrow Cargo areas and Royal 

Suite but excludes the East/West Maintenance Bases). 

• to reduce Deficiency Notices to zero. 

• to remove the inefficient opex (in the order of £1.5m pa), 

dependant on the chosen option, and re-deploy the 

security resources elsewhere in the business. 

• to introduce screening processes (for qualifying flights) at 

the Royal Suite. 

• to support performance targets at Control Posts. 

• Provide an EU compliant security. 

• Reduce opex. 

• Maintain operation of related infrastructure (e.g. Royal 

Suite). 

Airline: 

As BAA’s 

Status: 


Capital & Solutions Amber Options Development 





Time: 

Brief 



Commences: 

Decision: 

Site: 

Dec 2008 May 2009 Mar 2012 Sept 2009 


Assumptions: 


• Agreement will be reached on the timing and implementation of the Restricted 

Zone. 

• Does not include the removal of the CA zone in the Eastern Maintenance Base 






Commentary: 


per Annum: 

Security £1.5M To be assessed through Options Development but 

value given is indicative if security post can be 

removed. 



Commentary: 

None 



Assumptions: 


project; 

None 




The airlines are aware that removing the controlled areas from Heathrow is not 

optional, however there are a number of operators and handlers involved with differing 

and conflicting business requirements. It is unlikely that a solution is found which meets 

the requirement of all stakeholders and this will lead to disagreement. 





Project Name: 

Cargo Area RZ Road 

BCT No.: 4185 OP No.: 24231 



Base Costs: £4,573,347 74 % 

On-Cost: £1,112,436 18 % 



Commentary: 

This project underwent Brief Decision in December 2008, and is currently in the Options 

Development stage. The cost planning process has not yet commenced, and as such the 

figures above are provisional and are based on a % calculation of the total AFC. 



Project Name: 

Name in 

Schedule 

Control Post Programme 



Overview: 

Description: 



Improve control post facilities to meet Q5 SQR targets. 

None 

Objectives: 

BAA: • Ensure SQR requirements. 

• Reduce operational expenditure. 

Airline: 

As BAA’s 

Status: 







Time: 

Brief 



Commences: 

Decision: 

Site: 

11/2008 TBC TBC 12/2013 


Assumptions: 


• This project covers a series of sub projects that will gradually be completed through 

Quinquennium 5. 

• Base data and forecast traffic demand data is accurate. 

• No significant change in master planning activity impacting Control Post programme 

delivery. 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 




Commentary: 

None 



Assumptions: 


project; 


None 




None 





Project Name: 

Control Post Programme 

BCT No.: 8452 OP No.: 24023 



Base Costs: £18,614,179 75 % 

On-Cost: £2,529,436 10 % 



Commentary: 

CP8 & Southside Control Posts Base Cost £11,474,179 

Building 1082 Base Cost £750,000 

CPQueue Measurement Base Cost £1,350,000 

Optimization Base Cost £5,040,000 



Project Name: Control Post 5 

Name in 8801 : CP5 

Schedule 


Overview: 

Description: 



Enhance control post 5 functionality in support of T2A 

consultation and CTA airside access requirements. 

None 

Objectives: 

BAA: • Enable the delivery of the T2A & B project by enabling the 

closure of Control Post 4 whilst maintaining sufficient 

flow through the CTA 

• Satisfy current and future demand while ensuring SQR. 

• Queue measurement requirements can be met . 

Airline: 

As BAA’s 

Status: 


Capital & Solutions Amber Construction 





Time: 

Brief 



Commences: 

Decision: 

Site: 

N/A 04/2009 12/2009 12/2009 


Assumptions: 


The T2A/B construction programme determines that the existing CP4 will close in Dec 


• A total of 3 vehicle lanes will need to be provided by December 2009 with a fourth 

vehicle lane safeguarded for future growth. 

• In order to accommodate the forecast shortfall, options to enhance existing CP5 

capacity have been explored resulting in a three lane replacement facility (with 

safeguarded space for a fourth lane) having been designed, and space for the new 

facility identified (100m south of the existing CP5). The positioning is dictated by 

geographic constraints (primarily the ART tunnel) and the need to provide sufficient 

queuing length to avoid disruption to the CTA road system. A fourth vehicle lane is 

safeguarded and could be provided following the demolition of MSCP2. An agreed 

programme of works has been developed for delivery of an operationally ready 

Control Post in December 2009 to meet the business requirement 

• Accessibility – security roles prohibit disabled staff working in the Control Post 

although provisions to ensure accessibility need to be made to accommodate 

disabled users 

• Planning permission is granted 

• Delivery is integrated with master planning work 


• Design safeguards for ability to expand to a fourth vehicle lane 

• Maximum vehicle length of 18 metres (rigid lorry with drawbar trailer) 





Commentary: 


per Annum: 

Staff cost -£0.19M Saving of 5 FTE’s in security 



Commentary: 

None 



Assumptions: 


project; 

• CP5 is a similar size to the existing facilities that it replaces so maintenance and 

utilities costs are unchanged. 




None 







Project Name: 

CP5 

BCT No.: 8801 OP No.: 23996 



Base Costs: £3,761,428 76 % 

On-Cost: £801,209 16 % 



Commentary: 

Base Costs CBI Prelims £721k Fee £148k 

Substructures £211k, Frame £251k, Roofing £158k, External Walling £114k, Fit-out £236k, 

Primary & Secondary services £415k, External Works £570k,IT/Networks £81K, Specialist 

Systems £461k 



Construction of this new control post is design to incorporate the functions currently 

undertaken in both existing Control Post 4 & 5 and, whilst its is not linked to a 

regulatory trigger, its completion is critical to allow closure of the exiting CP4 and 

completion of the demolition of Terminal 2. 

The new Control Post will be constructed downstream of the existing CP5 and its 

construction will be phased to permit its continued use until the new CP5 comes on 

stream. 

Release of the area for construction to commence is dependent upon the Eastern 

Campus Project completing relocation of the tug charging units & vacating the ramp 

accommodation airside on the ground floor of MSCP 2 by 27 th 

April 2009 (process 

underway to create an Artemis link between the Eastern Campus & CP5 programme of 

works). 

New CP5 will be fit for operational readiness training to commence on the 7 th October 

2009 allowing the new CP5 to commence operation on the 1 st December 2009. 



Project Name: 

Name on 

Schedule: 

Next Generation Autotray System 



Overview: 

Description: 



Project is to deliver a prototype automatic tray return system 

for use at passenger and staff search x-ray machines, followed 

by roll-out of new system. 

None. 

Objectives: 

BAA: • Reduce manpower and related opex. 

• Reduce manual handling risks in the operation. 



Status: 


Capital & Solutions Amber Options 





Time: 

Brief 



Commences: 

Decision: 

Site: 

Dec 08 TBC TBC TBC 


Assumptions: 


• Prototype can be developed and implemented at all security locations. 

• Programme for implementation can be developed within operational constraints. 

• Prototype delivers the objectives required to enable roll-out throughout Heathrow. 





Commentary: 


per Annum: 

Security TBA Objective calls for potential reduction in manpower. 

Actual numbers to be developed once prototype 

tested. 



Commentary: 

None. 




Assumptions: 


project; 

• None 




• None. 





Project Name: 

Next Generation Autotray System 

BCT No.: 9105 OP No.: 24230 



Base Costs: £3,737,000 74 % 

On-Cost: £909,000 18 % 



Commentary: 

This project underwent Brief Decision in December 2008, and is currently in the Options 

Development stage. The cost planning process has not yet commenced, and as such the 

figures above are provisional and are based on a % calculation of the total AFC. 



Project Name: 

Name in 

Schedule 

Security Projects 



Overview: 

Description: 



This project provides: 

• A year on year financial provision to allow the Airport to 

respond at short notice to changes in legislation from the 

DfT which requires a minor capital project to be set up in 

order to maintain compliance. 

• A response to threats that the airport faces from terrorist 

and criminal activities which have been identified by the 

Heathrow MATRA Working Group. 

• Develop solutions to transform security at Heathrow in line 

with the Q5 Security Strategy. 

None Available 

Objectives: 

BAA: • Maintain a secure airport 

• Delivery of the National Aviation Security Policy. 

• Reduced security and police opex costs 

Airline: 

As BAA’s. 

Status: 







Time: 

Brief 



Commences: 

Decision: 

Site: 

May 2009 Jan 2010 Mar 2013 Sept 2010 


Assumptions: 


Projects are selected if they meet; 

• Agile delivery of security in response top a wide range of threats 

• All infrastructure, systems, people and processes combine to deliver robust and agile 

security responses 

• Agree legislative approach between EC and UK to allow HAL to meet all compliance 

requirements. 

• Improved technology supports improvements in detection and compliance 

• The Security Projects budget does not allow for major projects which are beyond 

brief decision at Jan 09 namely: Control Post Programme (BCT 8452), CP5 (BCT 

8801), Cargo Area CA/RZ (BCT 4185), Self Service Border Control ACS (BCT 9105), 

Next Generation Autotray (BCT 9105), Physical Perimeter Security (BCT 5056). Each 

of these projects has a specific PDS. 


• The Security Projects budget does allow for minor projects which are beyond brief 

decision at Jan 09 namely: Fixed post reduction (BCT 9109), Guard Tour (BCT 5058) 

• The Security Project has been formed out of the consolidation of Managed Campus 

Security (BCT 4183), Managed Campus Enhanced Security Programme Impl. (BCT 

4182), Remote Goods Screening (BCT 8451) to specifically align these projects with 

the Q5 Security Strategy. (CCRS approved Feb 09). 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 

On a project by project basis 



Commentary: 

None 



Assumptions: 


project; 

None 




None 





Project Name: 





Base Costs: £14,253,767 72 % 

On-Cost: £3,000,000 15 % 



Commentary: 



Project Name: 

Name in 

Schedule: 

Media Site Development 



Overview: 

Description: 



The capital spend listed below is made up of various 

advertising projects (see attached list) which are part of our 

commercial commitment and agreement with JC Decaux, our 

Media Agency. All Projects were designed to deliver a strong 

media offer at Heathrow to keep Heathrow at the fore front 

of the Outdoor Media Industry and to maximise our Revenue 

from Advertising. 

None 

Objectives: 

BAA: • To maintain retail income into the single till. 


Status: 


Capital and 

Solutions 


Amber 

Various 




Time: 

Brief 

Decision: 

Start on 

Site: 



Commences: 

n/a March 2007 March 2014 Various. Some 

projects are already 

in operation 


Assumptions: 


All projects will be managed and delivered by JC Decaux. All technical approvals will be 

carried out via the Commercial Services Team. All works will take place at night to 

minimise any impact on the Airport Operation. 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 

Assumed nil / negligible. 




Commentary: 

None. 



Assumptions: 


project; 

None. 




None. 




Project Name: 

Name in 

Schedule 

Utilities – Combined Heat and Power (CHP) 



Overview: 

Description: 



This project will; 

• Deliver CHP plant and Infrastructure to support the 

Energy demands due to the development in Q5 

• Support the Heathrow wide Energy Strategy and CO2 

Strategy 

• Support future development 

None Available 

Objectives: 

BAA: • Define the optimum solution for CHP at Heathrow 

considering CO2 emissions versus value and supporting 

the Heathrow’s Low Carbon Energy Strategy. 

• Reduce Heathrow energy supply and energy systems 

maintenance costs. 

• Support Q6 strategy and future development at 

Heathrow. 

Airline: • Ensure efficient and reliable energy supply. 

• CO2 reduction 

Status: 


Capital & Solutions Amber Options Development 





Time: 

Brief 



Commences: 

Decision: 

Site: 

Sept 2008 Jan 2010 July 2012 Dec 2012 


Assumptions: 


• The budget and scope currently sits in both Eastern Campus and Infrastructure, 

however a Heathrow wide solution is being developed. This definition sheet only 

refers to the budget and the original CIP ID in the Infrastructure Programme. 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 


To be assessed through Options Development 



Commentary: 

None. 



Assumptions: 


project; 

None 




None 





Project Name: 

Energy Infrastructure 

BCT No.: 7666 OP No.: 23821 



Base Costs: £17,867,851 75 % 

On-Cost: £3,500,000 15 % 



Commentary: 

Project at early stages of cost planning & feasibility study. Generally assume average of 15% 

on cost calc. A more detailed understanding of the above split will be developed over the next 

3 months. Above split is therefore a high level estimate only 


Appendix G: PDS – Q5 Airline Relocations 

Project Definition Sheets – Q5 Airline Relocations 





Project Name: 

Name on 

Schedule: 

Airline Relocations 



Overview: 

Description: 



Airline Relocation Programme – relocation of airlines between 

terminals as per the agreed airline relocation sequence 

Latest sequence version 3.1 (as at Jan 09) 

Objectives: 

BAA: • Improve the passenger experience by collocation of 

Alliance airlines. 

• Allow Airlines and Alliances to grow their business. 

Airline: • Airline Alliance Collocation 

Status: 







Time: 

Brief 



Commences: 

Decision: 

Site: 

N/A Various Various Various 


Assumptions: 


• Majority of capital is capitalisation of staff costs for the Integration. Planning and 

Ops Trial teams. (Currently FIT/FAM and Migration are revenue costs). 

• Other costs include 3 rd party suppliers (ie Premier moves), materials and passenger 

communications. 

• Funding of “forced” moves for airlines and associated support. 

• Does NOT include any project/facility provision or delivery – this sits within other 

programmes. 

This project is part of the Airline Moves programme for Heathrow and involves the 

relocation, decommissioning and re-provision of existing IT systems. Relocation 

agreements are based on the provision of like-for-like facilities and services. 

• Airlines / Handling Agents will fund any changes required to their operation in their 

new Terminal as per commercial principals; 

• HAL operational impacts (roster changes etc) will be facilitated by the Operational 

teams. 




Revenue / Opex Revenue (+) / Commentary: 


Cost Area: 


per Annum: 

Alliance co-location and enabling of T2A introduce 

complex changes to opex and revenue which is 

generally covered either by specific projects 

elsewhere in the CIP or through general business 

planning. 



Commentary: 

None 



Assumptions: 


project; 

None 




None 







Project Name: 

Operational Readiness 




Base Costs: 0 % 

On-Cost: £10,338,300 100 % 

Risk (R1 Allowance only) 0 % 


Commentary: 

Essentially all costs associated with this project are BAA staff or other on-cost type allowances. 

This project does not fund any physical construction activity and therefore the standard 

descriptions above do not apply. 



Project Name: 

Name in 

Schedule: 

Airline Relocation Systems 



Overview: 

Description: 



Works on airline IT systems to enable Airline Relocations 

None 

Objectives: 

BAA: • Improve the passenger experience by collocation of 

Alliance Airlines. 

• Allow Airlines and Alliances to grow their business. 

Airline: 

As BAA’s 

Status: 


IT 

Step 3 - Green Complete 

Step 4 - Green Integrate & Learn 

Step 4a - Green Manufacture & Assembly 

Step 5 - Green Production Design 



Step 9 - Green Explore 

Step 9a - Green Explore 





Time: 

Brief 



Commences: 

Decision: 

Site: 

11/2007 03/2008 08/2010 07/2008 (As per 

move sequence 3.1) 


Assumptions: 


The project was developed as part of the overall strategy to deliver the Airline Moves 

Programme. The business objectives of Airline Moves are to: 

• Enable closure of T2 to support HET delivery 

• Improve the transfer product through collocation of alliances 

• Ensure competitive equivalence post T5 opening 

• Ensure robust operations post T5 opening 

Create opportunities for growth 

This project is part of the Airline Moves programme for Heathrow and involves the 

relocation, decommissioning and re-provision of existing IT systems. Relocation 

agreements are based on the provision of like-for-like facilities and services. 

The scale of these works and the potential for operational disruption is greater than any 

prior systems project at Heathrow, as the works contain Airline, Terminal, Ground 


Handler and Airport related activities. The airlines cannot fulfil their operational activities 

and run their business without their supporting IT systems. Many Airlines share the same 

hosting services and the same service providers and ground handlers. Relocation 

agreements are based on the provision of like-for-like facilities and services. As a result 

the Airline Moves programme requires a supporting Systems work-stream, both to 

prove systems operationally and to relocate airlines with minimal operational disruption. 

• The Airlines have been consulted and are supportive. 

• Airlines move to agreed schedule. 

• Like for like systems replacement/re-provision only. 

• All Operation requirements are managed through other work streams within the 

Airline Moves Programme 





Commentary: 


per Annum: 

See Assumptions 


Estimated Per Passenger Cost Impact: N/A 

Commentary: 

None 



Assumptions: 


project; 

o Like for like provision assumes no increase in Opex. 




None 




Airline Relocations Systems (23198) 

Construction Decision (Phase 3) 

PROJECT COST PLAN SUMMARY m2 GFA = 

Anticipated 

Final Cost (£k) 

Cost/m 2 

GFA 

Total Project Costs 

(£/m2) 

% 

Project Specifics 

Airline Costs per step: 

Pre Step 3 (TAM) 300 1% 

Step 3 1,098 5% 

Step 4 2,115 9% 

Step 4a 782 4% 

Step 5 1,339 6% 

Step 6 - 0% 

Step 7 2,552 11% 

Step 9 772 3% 

Step 9a 327 1% 

T4 Common Infrastructure 2,659 12% 

Airline Paging System (APS) 2,750 12% 

Project Specific Cost Sub-Total 14,694 66% 

Project Design & Management Costs 

BAA 

Technical & Solution Assurance 238 1% 

HAL IT Systems 235 1% 

Heighten Support 250 1% 

Programme Management, Delivery & Controls 950 4% 

Programme Development 505 2% 

Systems Integration 1,870 8% 

D & M Cost Sub-Total 4,048 18% 

Risks 3,172 14% 

Inflation 349 2% 

TOTAL PROJECT COST 22,263 100% 

Note: The total AFC in this support information does not match that in the schedules. This 

project is in the process of preparing for revised funding approval and has revised AFC, 

downwards, since February month end. 


Appendix H: PDS – Q5 IT / Systems 

Project Definition Sheets – Q5 IT / Systems 

Telecomms Programme 


Central IT 

IT01 : Airport Operational Systems 

IT02 : IT Infrastructure Renewal 

IT03 : Business Planning & Support IT 



Project Name: 

Name in 

Schedule 

HAL Telecoms Strategic Deployment Programme 



Overview: 

Description: 



Replacement of the Data Network to remove red risks and 

provide a more reliable and resilient network for all customers 

at Heathrow. To also replace the current voice telephones 

with IPT (Internet Protocol Telephony). 

Diagram of IP infrastructure 

Objectives: 

BAA: • To provides a reliable, supportable data network which 

can be used to deliver services to BAA and it’s customers. 

• To provide a reliable, supportable voice system that will 

enable airline moves. 

Airline: 

None 

Status: 


BAA Network 

Projects 

Red 

Implementation 





Time: 

Brief 



Commences: 

Decision: 

Site: 

01 / 2004 01 / 2006 09 / 2009 02 / 2009 


Assumptions: 


• Project can deliver to its current plan 

• Project scope remains fixed 

• The Telecoms Programme will only go to areas where there is currently a network 

device; it will not extend the network. 

• It is anticipated that the airport will support the Telecoms Programme through the 

changes that it has to make to the operational network, while changes will be made 

at times to minimise disruption at certain times this may impact the airport. 





Commentary: 


per Annum: 

IT Ops + £1M Additional IT resources required to support 


Telecoms - £3M Savings to the BTGS contract and PSTN 



Commentary: 

None 



Assumptions: 


project; 

None 




None 




Use 

BAA Infrastructures 

Public & Partner Infrastructures 

Vodafone 

Specialist 

PBXs 

Partner 

PBX 

WiFi 

WiFi 

IP LAN 

BT 

3 rd Party 

PBX 

Internet 

Consolidated infrastructures 

Combined, reduced costs 

Increased functionality & opportunity 

Radio 

Radio 






Project Name: 

Name in 

Schedule 

Airport Operational Systems 

0000 : Airport Operational Systems 


Overview: 

Description: 

Develop a simpler, cheaper to operate IT architecture which 

supports the operational needs of Heathrow Airport, in terms 

of passengers, airlines, baggage handlers, other business 

partners and BAA staff. Key operational systems for airfield 

and terminal support include AOS/IDAHO, FIDS, security roster 

management and queue measurement, access control 

(MAID), air quality & noise measurement/ tracking, asset 

management. 

None 



Objectives: 

BAA: • Sustain value in IT asset base 

• Reduce complexity and number of systems 

• Reduce opex costs for IT solutions 

• Enhance the passenger experience 

• Support improvement in airport operational KPI’s. 

Airline: 

Status: 

BAA Lead Team: 


To be consulted through IT Stakeholder Programme Board 

Airline Strategic Solution or DGS/IGS Stage 

Engagement: 

IT Red Various 




Time: 

Brief 

Decision: 

Start on 

Site: 



Commences: 


Assumptions: 


• This “project” is an allowance for works done on the above operational systems. 

• Key operational systems for airfield and terminal support include AOS/IDAHO, FIDS, 

security roster management and queue measurement, access control (MAID), air 

quality & noise measurement/ tracking, asset management. 


exhaustive. 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 

Assessed on a per project basis 



Commentary: 

None 

Note: Impact on User Charge is subject to a number of complex variables and regulatory 

decisions and therefore information is indicative only. 

Assumptions: 


project; 

• Investments are aimed at reducing opex costs for IT solutions when asset refreshes 

take place and minimising additional opex costs for new business improvement 

solutions. 




None 

Note: Any disagreement noted must be read in the context of the airline engagement 

status shown above. 


Project Name: 

Name in 

Schedule 

IT Infrastructure Renewal 

0000 : IT Infrastructure Renewal 


Overview: 

Description: 

Ref. Drawings / 

Images: 


Projects to renew centralised IT infrastructure which delivers IT 

business services (systems and applications) at Heathrow 

Airport. 

None 

Objectives: 

BAA: • Maximise useful asset lives 

• Ensure asset availability maximised 

• Protect customer experience 

• Minimise ongoing cost of operation, support and 

maintenance 

Airline: 

Status: 


To be consulted through IT Stakeholder Programme Board 


Engagement: 

IT Architecture Red Various 






Time: 

Brief 

Decision: 

Start on 

Site: 

Completion on 

Site: 


Commences: 


Assumptions: 


• This “project” is an allowance for works done on the above business services. 

• Examples of the business services are; data centres, servers & software 

infrastructure, extranet, IT security, wireless network infrastructure, network 

management applications, customer support application etc. 




Revenue / 

Opex Cost 

Area: 

Revenue (+) / 


per Annum: 

Commentary: 




Commentary: 

None 



Assumptions: 


project; 



solutions. 


The following points cover any significant areas of disagreement between BAA and 

the Airline Community regarding this project. 

None 



Project Name: 

Name in 

schedule 

Business Planning & Support IT Solutions 

0000 Business Planning & Support IT 


Overview: 


Description: 

Ref. Drawings/ Images: 


Systems delivered to meet the needs of business planning and 

other back office business areas of Heathrow Airport. . 

None 

Objectives: 

BAA: • Develop a simplified suite of systems which support 

business processes at a lower operational cost 

• Maintain and improve systems and services for business 

planning and back office functions 

• Enable exploitation of management information and 

collaborative working opportunities with business 

partners. 

Airline: 

Status: 





Engagement: 

IT Red Various 




Time: 

Brief 

Decision: 

Start on 

Site: 



Commences: 


Assumptions: 


• This “project” is an allowance for works done in the above business areas. 

• Examples of the business areas are; ERP (Enterprise Resource Planning), web 

developments (BAA.com, intranet and Connect Live), commercial, content & 

collaboration (email, document management and office applications, etc.) 

income management, financial, HR and payroll systems, etc. 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 




Commentary: 

None 



Assumptions: 


project; 




solutions. 




None 



Appendix I: PDS – Q5 Rail 

Project Definition Sheets – Q5 Rail 


R001 : HEx Growth Projects 

R002 : HEx Renewal Projects 

Other Rail 

R003 : Airtrack 

R004 : Connect 4 tph 



Project Name: 

Name in 

Schedule 

Heathrow Express Growth Projects FQ/Q7 

0000 : Hex Growth Projects 


Overview: 

Description: 



Projects to improve revenue earning opportunities for 


None 

Objectives: 

BAA: • Increase revenue earning through: 

• Improving customer experience 

• Make it easier to buy tickets and travel on HEx/ Connect 

services – eg. Airside ticket desks; e and m ticketing 

development 

• Exploit non fare revenue earning opportunities eg. Build 

digital Advertising infrastructure on rail network 

• Signage improvements to ensure ease of location of HEx 

network 

Airline: • Improve passenger access to Heathrow 

• Encourage increased use of Heathrow airlines 

Status: 


Rail Red Various 





Time: 

Brief 



Commences: 

Decision: 

Site: 

n/a n/a n/a n/a 


Assumptions: 


This “project” is an allowance. Each project delivered using these funds will be 

evaluated on its individual merits in terms of value to the Hex business 





Commentary: 

Cost Area: 

Pax / Revenue 

Revenue (+) / 


per Annum: 

Revenue impact will be estimated on each project 

individually,. 




Commentary: 

None 



Assumptions: 


project; 

None 




None 




Project Name: 

Name in 

Schedule 

Heathrow Express Renewal Projects 

0000 : Hex Renewal Projects 


Overview: 

Description: 



Projects to renew Heathrow Express rail assets through Major 

repair or replacement. 

None 

Objectives: 




• Minimise ongoing cost of maintenance through proactive 

identification replacement needs 

Airline: • Maintain/ improve passenger access to Heathrow 

• Encourage increased use of Heathrow 

Status: 







Time: 

Brief 



Commences: 

Decision: 

Site: 

n/a n/a n/a n/a 


Assumptions: 


Each project will be evaluated on its individual merits / needs / value to business 





Commentary: 

Cost Area: 

Revenue / Cost 

Revenue (+) / 


per Annum: 

Maintenance projects are implemented to protect 

revenues and minimise costs, through ensuring rail 

assets are available, fully functional throughout 

their useful lives. 



Commentary: 



None 



Assumptions: 


project; 

None 




None 




Project Name: 

Name in 

Schedule 

Airtrack 

7067 : Airtrack 


Overview: 

Description: 



Building a case for improved surface access to Heathrow from 

the south west. 

Airtrack route map. 

Objectives: 

BAA: • Improve passenger access and arrival times to Heathrow 

via South West route. 

• Link to wider public transport rail network to encourage 

increased volumes of passengers arriving via public 

transport rather than by private vehicle. 

• Encourage increased use of Heathrow. 

Airline: • Improve passenger access to airline services at Heathrow. 

• Encourage increased use of Heathrow. 

Status: 


Rail Red Pre - Outline 





Time: 

Brief 


Decision: 

Options decision 

made October 2006 

Site: 

Subject to 

successful outcome 

of TWA application 

– target 2010 



Commences: 

Not yet scheduled Target 2013/14 

Assumptions: 


• TWA application completed successfully and government approval given 

• Viable business case constructed for Airtrack operation to be implemented 

• Local consultation addresses local concerns 

• Agreement reached on rail pathways for services to be offered. Options include 

Staines – T5 link, plus wider routing onto South West network 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 


Rail 

Income 

Fare 

Evaluation 

progress 

in 

As part of initial project work, route structure and 

revenues/ costs are being estimated. The final 

outcome for BAA will be a combination of: 

• What the final structure looks like 

• who operates the services, 

• What routes will be operated 

• Likely passenger volumes 

Cost structure being evaluated as part of initial 

TWA work 

Op Cost Evaluation in 

progress 



Commentary: 

None 



Assumptions: 


project; 

Airtrack would create additional rail infrastructure. If operated by BAA there would be 

additional operational requirements / costs incurred in running the operation. 




None 







Project Name: 

Name in 

Schedule 

Heathrow Connect 4 Trains per Hour (4tph) 

4133 : Connect 4tph 


Overview: 

Description: 

Enhance the current Heathrow Connect service from, 2 trains 

per hour from London Paddington to Heathrow Terminal 4 

and a Terminal 4 to Central Terminal shuttle, to a 4 trains per 

hour service from London Paddington to Terminal 4. The 

airlines are full supportive of the improvement to the T4 

service. 



Objectives: 

BAA: 

None 

• Increases surface access to Heathrow airport using a 

sustainable mode (ref. ASAS) 

• Removes interchange confusion at CTA station (ref. SQR) – 

better service offering to passenger 

• More staff will travel available to airport by rail (ref. ASAS) 

• Allays current airline concerns that T4 poorly served by rail 

(AOC) 

• Improves western access to Heathrow (via Hayes) – main 

criticism of TVEP, an important stakeholder 

• Demonstrates Crossrail paths without detriment to 

Heathrow Express Service 

• Significant contribution to stretch revenue generation 

targets for current quinquennium, 

• Re-introduction of turn up and go through service from T4 

to Paddington. 

Airline: • Improve passenger access to Heathrow T4. 

• Improves passenger rail experience in travelling to/ from T4; 

• Customer experience reduced following the opening of T5 

and the transfer of HEx services away from T4 to T5. There 

is an expectation amongst the airlines that efforts will be 

made to improve the T4 service. 

Status: 


Rail Red Options Decision 





Time: 

Brief 


Decision: 

Principle of Connect 

service agreed 


Site: 

Commences: 

TBC TBC 2010 


August 2008 


Assumptions: 


• Train paths can be agreed with Network rail / Other train operators 

• Agreement over running the additional services can be agreed with First Great 

Western (partner in current Connect venture). 

• Viable business case, return can be established 





Commentary: 


per Annum: 

Revenue 

Impact being assessed 



Commentary: 

None 



Assumptions: 


project; 

None 




None 



Appendix J: PDS – Q5 PSDH, Thames Water and Support Adjustments 

Project Definition Sheets – Q5 PSDH, Thames Water and 

Support Adjustments 


TW01 : Thames Water Ongoing Payments 

9036 : HAL Central Risk (R2) 



Project Name: 

Name in 

Schedule: 

Q5 PSDH Funding 



Overview: 

Description: 



Objectives: 

BAA: 

PSDH Allowance for Q5 

None 

Progress PSDH related work in Q5 to deliver a 3 runway 

Heathrow 

Airline: 

As BAA’s 

Status: 


Strategy Amber Pre-Outline 





Time: 

Brief 

Decision: 

Start on 

Site: 





Commences: 

Assumptions: 


Q5 PSDH monies were provisioned in the regulatory settlement with only limited 

information. 

Discussions have introduced the concept of PSDH, now R3 / T6 only with no mixed 

mode on the existing runways, into a number of workstreams; 

• Forecasting – demand 

• Masterplanning and design 

• Surface Access 

• Legal 

• Planning and Environment 

• Stakeholder engagement and communication 

• Programme Office and Business case 

• Land acquisition and compensation 

• Airspace 

In addition work has progressed on a possible estimating structure for the planning 

stage which suggest the following breakdown; 

• HOSS 

• PMSB 

• Land Acquisition 

• Airspace Design 

• Environmental Impact 

• Legal and Planning 


• BAA staff costs 

• Surface Access (roads) 

• Surface Access (rail) 

• Design 

• Preliminary works. 

At the JST on 2 nd March 2009 it was agreed that use of the PSDH Q5 monies would be 

approved in advance by the airline community and HAL would seek payment on an expost 

basis. 

Work will now progress on giving clarity for drawdown of funds within a structure in 

order that clarity can be maintained. 





Commentary: 


per Annum: 

Not assessed 



Commentary: 

None 



Assumptions: 


project; 

None 




• Detailed implementation of the scope pre-approval / ex-post cost recovery 

mechanism for the Q5 PSDH monies. 




Project Name: 

Name on 

Schedule: 

Thames Water Ongoing Payments (Q5) 

TW01 : Thames Water Ongoing Payment (Q5) 


Overview: 

Description: 



Objectives: 

BAA: 

The “project” covers the ongoing payment to Thames Water 

in respect of T5 land purchase. 

None. 

N/A. 

Airline: 

N/A. 

Status: 


Strategy Green N/A 





Time: 

Brief 

Decision: 

Start on 

Site: 


N/A 



Commences: 

Assumptions: 


• These payments arise from the legal agreements related to the purchase, for T5, of 

the Thames Water Perry Oaks site. 

• Payments continue to 2035. 

• This PDS only details Q5 at this time. 

• No AFC information provided due to pending legal issues with Thames Water. 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 



Commentary: 

None. 



Assumptions: 


project; 


• None. 




• None. 




Project Name: 

Name on 

Schedule: 

Central Risk “R2” 

9036 : HAL Central Risk (R2) 


Overview: 

Description: 



Central holding “pot” for the management of risk monies. 

None. 

Objectives: 

BAA: • Improved project management of Q5 projects. 

• Improved visibility of risk allowances. 

• Improved consultation on use of risk monies. 


Status: 


Capital & Solutions Amber N/A 





Time: 

Brief 

Decision: 

Start on 

Site: 


N/A 



Commences: 

Assumptions: 


• The creation of the R2 risk allowances is covered by CCRS which provides full 

details. 

• R2, while central, identifies the projects that “own” the monies within the “pot”. 

• Drawdown of funds from R2 is via CCRS process. 





Commentary: 


per Annum: 




Commentary: 

None. 



Assumptions: 


project; 


• None 




• While endorsing the principle of the R2 approach the airline community have yet to 

be presented with the detail behind the CCRS raised to cover the removal of the 

monies from individual projects. 



Appendix K: PDS – Eastern Campus Phase 2 Enabling 

Project Definition Sheets – PDS – Eastern Campus Phase 2 

Enabling 

9206 : Eastern Campus Phase 2 Safeguarding 



Project Name: 

Name in 

Schedule 

EC Phase 2 Safeguarding 

9206 : Eastern Campus Phase 2 Safeguarding 


Overview: 

Description: Possible Q5 safeguarding for Eastern Campus Phase 2 



Baggage Masterplan Option 3 – Plan Drawing 

T2A/B/C Tunnel Requirements – Plan Drawing 

Objectives: 

BAA: Reduce future operational impact of Eastern Campus Phase 2 

delivery by actively safeguarding for T2C & T2D 

Airline: 

As BAA’s 

Status: 







Time: 

Brief 

Decision: 

Start on 

Site: 


Commences: 

03/2008 06/2009 06/2011 12/2013 


Assumptions: 


This project is needed to effectively safeguard for the future construction of the Eastern 

Campus Phase 2. Active safeguarding of Energy and Infrastructure, Baggage and TTS 

requirements at this point will provide the least cost and disruptive solution for the 

future construction of the Eastern Campus Phase 2 

Key scope assumptions for this project are as follows: 

• Energy & Infrastructure 

• HV infrastructure (Underground routings) 

• Cooling and heating enabling infrastructure (Increases in size of pumps & 

pipes & containment where necessary) 

• Baggage 

• Design of the baggage connectivity tunnel between T2A, B & C 

• Construction civils only of baggage connectivity tunnel between T2B & C 

(Excludes Fitout) 

• Details all based on Baggage Masterplan Option 3 

• TTS 

• Design of the TTS Running Tunnels between T2A, B & C 

• Design and construction civils only of TTS station area under T2B 

(Excludes Fitout) 

• Construction civils only of TTS Running Tunnel between T2B & C 

(Excludes fitout) 



• TTS Running Tunnels to include necessary civil construction space 

provisions for Energy & Infrastructure pipe work. 




Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 


this stage. 



Commentary: 

None 



Assumptions: 


project; 

None 




• The principle of using Q5 PSDH funds for active safeguarding was agreed at the JST, 

however detailed CCRS documentation or review post the government PSDH 

decision has not been undertaken. 





Eastern Campus Phase 2 Safeguarding 

Elements for Construction and Design only 

New Transfer 

Bag Facility 

Early 

Bag 

St 

“ECph2 Safeguard” Design only 

“ECph2 Safeguard” Design & construct 

For demolition 

ECph1 projects 

E.C. ph2 




Project Name: 

Eastern Campus Phase 2 Safeguarding 




Base Costs: £163,000,000 79 % 

On-Cost: £25,000,000 12 % 



Commentary: 

These values represent a budget allowance and excludes R2 risk 


Appendix L: PDS – Q6 and Beyond Eastern Campus 

Project Definition Sheets – Q6 and Beyond Eastern Campus 

FQ01 : CWF T1 (Q6 & Q7) 

FQ02 : CWF T2 (Q6 & Q7) 

FQ03 : Eastern Campus Phase 2 



Project Name: CWF T1 (Q6 & Q7) 

Name in FQ01 : CWF T1 (Q6 & Q7) 

Schedules: 


Overview: 

Description: 



Objectives: 

BAA: 

Clean Working and Friendly (CWF) is an allowance for minor 

projects in an area. The projects should be focused on asset 

replacement and minor works that improve at least one of the 

following; service quality, safety, environmental performance 

or security. 

None 

To ensure the main asset base is maintained and that 

statutory and service quality objectives can be met and / or 

improved. 

Airline: 

As BAA’s. 

Status: 





Total Capital Budget (Constant Prices): 

£7.4M 


Time: 

Brief 

Start on Completion on Site: Operational Use 

Decision: 

Site: 

Commences: 

Each project created from CWF funds will have its own delivery dates that will be 

determined at project definition. 


Assumptions: 


• The CWF allowance is based upon a renewal percentage of X% over a 5 year period 

on the asset base NPV (2008) of £310,226,000. 2% has been selected to reflect the 

current age of the asset base. 

• Cost shown for 5 years of Q6 and 1 year of Q7. 





Commentary: 


per Annum: 

Refer to assumptions below 



Commentary: 


Not stated 


None. 



Assumptions: 


project; 

• The nature of CWF projects is such that any revenue / operational cost impact for 

each project is minor in the context of the overall Heathrow budget also not possible 

to calculate at this allowance level. 




• None 





Name in FQ02 : CWF T2 (Q6 and Q7) 

Schedule: 


Overview: 

Description: 



Objectives: 

BAA: 





or security. 

None 



improved. 

Airline: 

As BAA’s. 

Status: 






£7.8M 


Time: 

Brief 


Decision: 

Site: 

Commences: 




Assumptions: 



on the asset base being, at this time, the T2A AFC of £1.3bn. 0.5% has been 

selected to reflect the current age of the asset base. 






Commentary: 


per Annum: 




Commentary: 

None. 




Assumptions: 


project; 







• None 




Project Name: Eastern Campus Phase 2 

Name in 0000 : Eastern Campus Phase 2 

Schedule 


Overview: 

Description: Continued development of the Eastern Campus (Q6 & Q7) 



Indicative Eastern Campus Layouts at; 

• Phase 1 Opening 

• Phase 2 Completion 

• Baggage Masterplan Option 3 

Objectives: 

BAA: • Alliance collocation 

• Service quality improvement 

• Operational efficiencies 

Airline: 

As BAA’s 

Status: 






Time: 

Brief 

Decision: 

£”TBC” 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


• The need for a Phase 2 of the Eastern Campus is driven by ;a) passenger growth 

and, b) asset life expectancy. Current forecasts excluding Mixed Mode effects 

suggest T2A Phase 1 will reach its design capacity by 2020, along with this Pier 

Service demands in Terminal 3 and the Eastern Campus would suggest the 

construction of additional infrastructure. Other key drivers are the life expectancy of 

Terminal 1 and the removal of T2A’s reliance on the Terminal 1 Baggage System. 

• Enablers to the commencement of this project are: 

• Completion of T2A Phase 1 

• Relocation of the Terminal 1 non aligned airlines BCT ???? 

• Completion of the Eastchurch Road re-alignment and Hanger BCT ??? 

• Eastern Campus Phase 2 Safeguarding completed during Q5 BCT ???? 

• BCT 7720 will be used during Q5 to fund early management and design 

resources for EC Phase 2 

• Key scope assumptions for this project are: 

• Demolition & Enabling 

• Removal of the remaining elements of the ESR Gantry 

• Vacant Possession of all demolition & work zones 

• Demolition of BA facility TBE 


• Demolition of BA facility Cathedral Hanger 

• Demolition of southern sections of T1 Piers 3, 4, Eurolounge and FCC 

• Demolition of MSCP1/T2A Phase 1 VCC Passenger Connector 

• Re - alignment of Alpha and Bravo Taxiways including the necessary AGL 

substations 

• Re - alignment of the Northern & Southern Runway Holding areas 

• Code F compliant re-alignment of a section of the Bravo Taxiway north of T1 

• Remodelling of Terminal 1 to facilitate demolition zones and continuing airline 

operations for EI and FI 

• Temporary re-provision of the Hounslow Suite, or upgrading of the Hillingdon 

Suite 

• Maintenance Base property acquisition costs to support the construction of T2C 

• New Infrastructure 

• Eastern Airside Road extension to either Viscount Way or the diverted 

Eastchurch Road including a new control post 

• Additional infrastructure services to support EC Phase 2 

• New segregated T2C Pier with an additional 7 Code F and 5 Code E stands (with 

2 (Code E)/3 (Code F ) Airbridges & PCA per stand) 

• Civil Construction and fitout of TTS Maintenance base east of T2C 

• Civil Construction of the TTS running tunnel between T2A, B and the remaining 

sections connecting T2B to T2C 

• Fitout of T2A, B and C TTS station zones and the interconnecting running 

tunnels 

• Installation, testing and putting into operation of the new TTS System 

• TTS system safeguarding for Inter-Terminal TTS operation. 

• Baggage System fitout of T2A, B and C based on Masterplan Option 3 

• Extension of the T2A Terminal per existing Planning Permission for an additional 

10MPPA with additional 4 Code C and 1 code F stand (Code F stand to have 3 

Airbridges & PCA) 

• Baggage civils zones & basements in the extension of the T2A Terminal based 

on Baggage Masterplan Option 3 

• Passenger transport zones in the extension of the T2A Terminal based on an 

Eastern Campus TTS System including active safeguarding for an inter-terminal 

TTS. 

• Civil Construction and fit out of a further 2 Code F, 2 Code E and 1 Code D 

remote stands associated with the extension of the T2A Terminal 

• Retrofit and integration works required inside T2A Phase 1 

• Eastern Campus Phase 2 Operational Readiness 

• Excludes the necessary Forecourt/MSCP extension and CTA works required for 

this development. 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 


this stage. 




Commentary: 

None 



Assumptions: 


project; 

• This project being the provision of significant infrastructure will create as a minimum 

increases in the following operational fields; Security, Maintenance, Cleaning and 

Baggage Ops. 




• While not a specific disagreement, the airline occupancy for Eastern Campus Phase 

2 has not been agreed. 








Eastern Campus Phase 2 - Initial Review Programme 

2012 

2013 2014 2015 2016 

2017 

2018 2019 

Multiple Projects - Production Design 

T2A & Eastern Campus 

Phase 1 Operational 

Airline Decants From T1 

Enabling Works 

T1 Airline Decant Complete 

Phase 1 of New Baggage 

System in T2A Operational 

Baggage System Operational to T2B 

TTS Operational 

Demolitions & Site Clearance 

T2 A Phase 2 & T2 C Fully Operational 

Baggage & TTS Tunnels 

TTS Maintenance Base Structure 

Construct T2 A Phase 2 

TTS Installation Incld Operational Trials 

Construct Terminal Pier / Pier 4 Replacement 

Construct T2 C 

Construct Phase 2 MSCP 

Airfield Works 

Airfield Works 

Airside Road Tunnel & Control Post 

Infrastructure Services Upgrade 

Ref : Diagrammatic Summary of 10000-XX-TS-XXX-000131 R2 0.1 15 th December 2009 


Appendix M: PDS – Q6 and Beyond Western Campus 

Project Definition Sheets – Q6 and Beyond Western Campus 

General 

FQ23 : Heathrow TTS: T5 to T3 extension 

Terminal 3 








FQ31 : T3 Pier 5 Demolition / Toast Racked Code F Stands 



FQ34 : T3 Pier 7 Redevelopment 

FQ35 : T3 Refit for T1 Non-Aligned 

Terminal 4 



FQ39 : T4 Code F Stands Phase 2 

Terminal 5 


FQ40 : T5B Phase 2 

FQ41 : T5C Phase 3 




Project Name: 

Name in 

Schedule: 

Heathrow TTS: T5 to T3 Extension 

FQ23 : Heathrow TTS: T5 to T3 Extension 


Overview: 

Description: 

Extend the existing T5 TTS system to T3, with additional 

stations at T5D, Pier 7 and T3. 

Ref. Drawings / Images: Indicative route map 


Objectives: 

BAA: • Improved service offer 

• Reduced passenger travel time 

• Reduction in walking distances 

• Improved ease of transfer 

• Increased capacity for transfer traffic growth 

• Supports Heathrow development plan 

Airline: • Improved transfer product offer 

• Enabler to grow transfer volumes 

Status: 


Strategy Green Pre-Outline 




Time: 

Brief 

Decision: 

TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


• Assume station box shell and core for T5D and Pier 7 are delivered as part of new 

Satellite development 

• Assume project is delivered using cut and cover construction methodology and 

operational disruption to taxiways and stands is co-ordinated with other projects. 

• Scope of works; 

o Automated People Movers and control systems 

o Tunnel systems 

o Station box for T3 

o TTS maintenance base reprovision 

o All stations fit out 

o Mechanical and electrical systems 

• The boundary of the system is defined from which the passenger is committed to 

using the system (ie: escalator to and from system). 

• Assume a contingency passenger walkway is NOT delivered or required. 


• Include all statutory approvals for railway operations. 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 



Estimated Per Passenger Cost Impact: £0.01 

Commentary: 

None 



Assumptions: 


project; 

• Operating expenditure yet to be calculated 




None 




HATTS West Extension 




Name in FQ24 : CWF T3 (Q6 & Q7) 

Schedule: 


Overview: 

Description: 



Objectives: 

BAA: 





or security. 

None 



improved. 

Airline: 

As BAA’s. 

Status: 






TBC 


Time: 

Brief 


Decision: 

Site: 

Commences: 




Assumptions: 



on the asset base NPV (2008) of £696,800,000. 2% has been selected to reflect the 







Commentary: 


per Annum: 




Commentary: 

None. 




Assumptions: 


project; 







• None 




Project Name: 

Name in 

Schedule: 

T3 Arrivals Reconfiguration 



Overview: 

Description: 



Modification of the baggage hall capability to support the 

multiple concurrent arrival of A380 aircraft. 

None 

Objectives: 

BAA: • Improve passenger experience. 


Status: 






Time: 

Brief 

Decision: 

TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


• A possible extension of the baggage hall (Within existing footprint) 

• Introduction of an additional 90m baggage belt (capacity to be determined) 

• Fit out of any incremental area and the interface between the existing and 

incremental areas 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 




Commentary: 

None. 



Assumptions: 


project; 

None 





None 




Project Name: 

Name in 

Schedule: 

T3 Check-in and Central Search Relocation 



Overview: 

Description: 



Remodel ground floor of T3 to accommodate revised check-in 

and central search facilities. 

Indicative impression only. 

Objectives: 

BAA: • Improve passenger experience (QSM/ASQ) in check in, 

security search and IDL areas 

• Increase capacity of the IDL 

• Deliver an enhanced search capability 

• Facilitate the adoption of the new search technologies 

• Derive business efficiencies as a result of the co- location 

of transfers and international search 

• Deliver a walk through check in routing directly into 

search process as per T5 & T2 

Airline: 

As BAA 

Status: 






Time: 

Brief 

Decision: 

TBC 


Start on 

Site: 

TBC 



Commences: 


Assumptions: 


Project only occurs if the main Terminal 3 baggage facility is relocated away from the 

main building, the void space that is created results in an opportunity to reconfigure 

check in and relocate security search. 

The project scope is: 

• Relocation of search from 1 st floor to ground floor; adoption of new search 

technologies and co-location of transfer and international search 

• New circulation from Search up into a reconfigured IDL; 

• Remodel check in – removal of cul-de-sac arrangement and creation of a linear, 

walk through check in set-up 

Note that there will be significant interface between IDL reconfiguration project and 

this project. 






Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 




Commentary: 

None. 



Assumptions: 


project; 

More efficient and flexible co-located transfers and main security search 




None 


Appendix A: Overview: Reference Image: 




Project Name: 

Name in 

Schedule: 

T3 CIP Lounge Development 



Overview: 

Description: 



This project is to provide replacement and additional CIP 

lounge capacity in T3. 

None 

Objectives: 

BAA: • Provide enhanced CIP space with in T3 to meet airline 

needs. 

• Maximise commercial revenue. 

Airline: • Deliver excellent premium product. 

• Maintain or increase overall till income. 

Status: 






Time: 

Brief 

Decision: 

TBC 


Start on 

Site: 

TBC 



Commences: 


Assumptions: 


Allows demolition of the CIP building located on the existing P7 connector. (Previously 

estimated as an area of 4,500 sqm) 

Specification of new CIP is equivalent to the new T4 CIP facility. 

This project creates allowances to be made for additional volume in pier 5, 6 or 7, plus 

increased foundations etc. (5400m2) to accommodate CIP facilities. 

(Note potential interdependency / connection to the New Pier 7, Pier 6 extension and 

Northern Pier projects) 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 





Commentary: 

None. 



Assumptions: 


project; 

None 




None 




Project Name: 

Name in 

Schedule: 

T3 IDL Reconfiguration 



Overview: 

Description: 



Objectives: 

BAA: 

Reconfigure T3 International departure lounge to expand 

retail and service offer. 

Indicative layout 

Improve passenger experience and ASQ/QSM performance 

within the following areas: 

• Seating availability 

• Congestion 

• Eating and drinking facilities 

• Way finding 

Protect and grow existing retail income 

Airline: 

As BAA’s 

Status: 






Time: 

Brief 

Decision: 

TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


• Project only occurs if the main Terminal 3 baggage facility is relocated away from 

the main building, the void space that is created results in an opportunity to relocate 

security search and the landside departures function. This then allows the extension 

of the IDL into the areas vacated by the relocation of search and landside departure. 

• The extension of the IDL would allow the re-planning of the IDL, and the 

introduction of new passenger focussed facilities. (e.g.) additional seating, catering, 

toilet and circulation areas. 

• Vertical circulation from the new search facility into the IDL we require the New 

Check In / Search project to be implemented and the teams to work closely to 

ensure an effective interface. 

• The scope of the security search project will include the provision of vertical 

circulation from the new search area to the existing IDL and the resulting 

reconfiguration requirements. 

• The IDL scope of works would be inclusive of a full fit out of the additional new area 

and a reconfiguration of significant areas of the existing lounge. 

• Assume the following level of works within existing IDL areas: 


• 25% of whole current IDL area to be completely stripped back and new fit out 

undertaken. (30% retail & 70% BAA IDL) 

• 30% of new space = retail, 70% of new space is BAA customer IDL areas (seating, 

circulation etc) 

• The scope of the check-in and central search project will include the provision of 

vertical circulation from the new search area to the existing IDL. 

• The IDL must remain fully operational during the delivery of these improvements to 

the IDL. 

• Continuity of trade should be maintained for the Terminal Three IDL retail offer. 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 




Commentary: 

None. 



Assumptions: 


project; 

None 




None 






Project Name: 

Name in 

Schedule: 

T3 New Northern Pier and Stands 



Overview: 

Description: 



The provision of a new (Code F) northern pier and stands to 

replace the time expired pier 4a. 

Indicative T3 apron layout image. 

Objectives: 

BAA: • Provide additional code F pier serviced stands on the 

western campus. 

• Improve passenger experience and ASQ/QSM scores. 

• Improved taxiway operation by creating a further element 

of a fully ‘toast racked’ western campus apron. 

• Maximise tenant accommodation and retail opportunities. 

Airline: • Improved service offer 

• Increased tenant accommodation 

Status: 






Time: 

Brief 

Decision: 

TBC 


Start on 

Site: 

TBC 



Commences: 


Assumptions: 


• This pier forms the northern section of any future toast rack on layout of the 

western campus. (It is a northern replication of Pier 6). 

• New pier to be linked to the T3 main building and TTS system via a tunnel. 

• A requirement to re-provide D’albac house (Cleared Heathrow Airport Limited land 

available at zero project cost) 

• Project scope is inclusive of stands and equipment areas, and any requirement to 

clear these areas and or required associated / adjacent areas. 

• The project will be responsible for clearing the construction area and if necessary reproviding 

the following existing facilities: 

• Cooling & High pressure hot water infrastructure 

• D’albic House 

• Pier 4a and associated infrastructure 

• CFL Building 

• Building 139 


Key features of the Pier will be: 

• Similar design and layout to Pier 6, T5B, T5C and T2b satellites 

• Pier serviced code F stands 

• Ability to operate either closed or open gaterooms 

• Vertical segregation of departures / arrivals 

• Passenger connectivity to the T3 Track Transit station 

• Code F stands – all MARSed, 3 airbridges per stand, 2 PCA units per stand. 

• The extension solution should protect for a future/current interfaces with: 

• a new pier 5 

• the new northern code F taxi ways 

• the west to east track transit system 

• T6 airside road tunnel 

• The design of this pier will draw on the experience of delivering and designing the 

existing Pier 6, Terminal 5 and Terminal 2a satellites. 

• Provide decant facilities to facilitate the later demolition of the existing CIP building 

adjacent to the old pier 7 connector. 

• The delivery of this project must successfully manage a delivery interface with: 

• the code F northern taxi way 

• the introduction of a west to east track transit system 

• the T6 airside road tunnel 

• Pier 5 reconfiguration 

• It is likely that the northern pier stands will be undertaken as a first stage of works 

to deliver the new pier. (It is possible that several years may separate the delivery of 

the stands and the new northern pier). 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 




Commentary: 

None. 



Assumptions: 


project; 

None 




None 






Project Name: 

Name in 

Schedule: 

T3 Pier 5 and Stands (330 to 342) Reconfiguration 



Overview: 

Description: 



The reconfiguration of Pier 5 to allow the operation of a dual 

code F taxi way north of the CTA. 

Indicative layout image 

Objectives: 

BAA: • Improved passenger experience and ASQ/QSM scores. 

• Improved taxi way operation by creating a further element 

of a fully toast racked western apron. 

• Remove any pier 5 operational constraints to the full 

operation of code F aircraft on the northern taxi way. 

• Improve airfield flexibility and functionality 

• Support the introduction of a western campus toast rack 

Airline: • Code F flexible taxiway system in CTA 

Status: 






Time: 

Brief 

Decision: 

TBC 


Start on 

Site: 

TBC 



Commences: 


Assumptions: 


Code F stands – all MARSed, 3 airbridges per stand, 2 PCA units per stand. 

The scope of this project is to: 

• Undertake the stand and building reconfigurations required to support code F 

operations from pier 5. 

• Remove any pier 5 operational constraints to the full operation of code F aircraft on 

the northern taxi way. 

• No new air bridge on existing MARSed stand. 

• All stands require pre conditioned air. 

• Use and Refurbish existing Air bridges for 2No / stands. 

• Provide 1 new stand. 

• All Parking for stands needs relaying, inclusive of assoc services work. 

• Road scope, extends to white line only. 

• An ability to board / disembark simultaneously on MARSed stands is required. 


• Existing closed gate rooms require reconfiguration of partitions etc and the provision 

of new hard flooring. (No other Refurbishment with project scope). 

• No work to taxiways included. 

• The delivery team must maintain operations on at least one of the existing dual taxi 

ways routes throughout construction of the code F taxi ways. 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 




Commentary: 

None. 



Assumptions: 


project; 

None 




None 






Project Name: 

T3 Pier 5 Demolition / Toast racked Code F Stands 

Name 

Schedule: 

on 

FW31 : T3 Pier 5 Demolition / Toast Racked Code F Stands 


Overview: 

Description: • The demolition of Pier 5 (between stand 329 and the 

entrance to the phase two extension). 

• Creation of a toast rack stand arrangement between the 

new Pier 7 and Terminal 3. 

• Creation of 13 extra code F stands (7xPS & 6xR) on the 

Western apron 

• Creation of a code F taxi way between the new Pier 7 and 

Terminal 3. 

• Create an arrivals and departures link between the new 

Pier 7 and the phase 2 extension of P5 (As per existing 

width of the re-used phase 2 link, Arrivals & Departures). 

This solution assumes that Pier 7 has only a single level of 

ramp accommodation and is constructed with a façade that 

supports 4 x code F stands and 1 x code E. 



Overview schematic 

Objectives: 

BAA: • Optimise the operational efficiency of the western apron 

taxi ways 

• Provide additional code F capacity on the Western apron 

• Optimise apron and taxi way efficiency on the western 

apron 

• Deliver an affordable solution that builds towards a full 

toast rack between the main runways 

• Re-use the existing phase 2 link bridge to provide an 

element of the new link between phase 2 and a new pier 

7 

Airline: 

TBC 

Status: 


Strategy Red Pre outline 




Time: 

Brief 

Decision: 

TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 



• This project would be undertaken following the completion of the new Pier 7 and 

the extension to Pier 6. 

• The existing Pier 7 connector CIP block would be demolished following the relocation 

of the CIP facilities into the new Pier 6 extension. 

• The existing link bridge (P5 phase 2 to P5 Phase 1) would be re-used to provide part 

of a new link between the new Pier 7 and Pier 5 phase 2 extension. 

• This project would undertake the following scope: 

o Demolition of a section of Pier 5 

o Demolition of the Pier 7 connector CIP building 

o Re-location of the phase 2 connector and resulting reconfiguration of phase 

two building 

o Construction of a link between the new Pier 7 and phase 2 of Pier 5 

(Utilising phase 2 connector) and the interface with the new Pier 7 

o 

o 

Construction of code F taxi way 

Construction of 13 MARSed code F stands (7 pier served and 6 remotes) and 

2 pier served code D 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 




Commentary: 

None 



Assumptions: 


project; 

None 




None 



Appendix A: Overview: Reference Drawing 

Western Campus Interim Layout – 2021 

Retain Dual 



Project Name: 

Name in 

Schedule: 

T3 Pier 6 Extension and Stands 



Overview: 

Description: 



Extension to Pier 6, to provide 3nr code F gaterooms and 

stands in place of 2nr code M stands. (Note interdependency 

with the new CIP development project BCT 4217) 

Indicative T3 apron layout 

Objectives: 

BAA: • Improve passenger experience and ASQ/QSM scores. 

• Improved taxiway operation by creating a further element 

of a fully ‘toast racked’ western campus apron. 

• Maximise tenant accommodation and retail opportunities. 

• Provide decant facilities to facilitate the later demolition of 

the existing CIP building adjacent to the old pier 7 

connector. 



Status: 






TBC 


Time: 

Brief 

Decision: 

Start on 

Site: 


Commences: 

MM/YYYY MM/YYYY MM/YYYY MM/YYYY 

TBC 



Assumptions: 

Key features of the extension will be: 

• Similar design and layout to existing Pier 6 

• Ability to operate either closed or open gate rooms 


• Code F stands – all MARSed, 3 air bridges per stand, 1 PCA units per stand. 

• CIP Lounge space 

• Ramp level accommodation 

• Scope is inclusive of 3 additional air bridge to the existing pier 6. 

• Dual pre conditioned air provision is required on all MARSed stands. 

• No work to taxiways included within the scope of this project. (Taxi way scope is 

within Pier 7 replacement project scope) 

• The extension solution will seek to interface effectively with the existing pier 6 but 


will draw on the experience of delivering and designing the Terminal 5 and Terminal 

2 satellites. 

• It is likely that the Pier 6 phase two stands will be undertaken as a first stage of 

works to deliver the extension of pier 6. (It is possible that several years may 

separate the delivery of the stands and the new satellite pier). 


• The solution should protect for the future connection of the extension to a new pier 

5 configured to fit with a toast rack layout on the western apron. 

• This project is enabled by the construction of the new pier 7, economies maybe 

achieved by delivering both projects simultaneously. 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 




Commentary: 

None. 



Assumptions: 


project; 

None 




None 






Project Name: 

Name in 

Schedule: 

T3 Pier 6 to T2A Link 



Overview: 

Description: 



Objectives: 

BAA: 

Link from T3 Pier 6 to T2A. 

Indicative T3/T1 apron layout. 

Provide flexible CTA infrastructure between Western and 

Eastern aprons. 

Airline: 

As BAA’s 

Status: 






Time: 

Brief 

Decision: 

TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 

The following points cover the significant delivery assumptions related to this project 

The link will include; 

• Both arrivals and departures links between Pier 6 and Terminal 2A. 

• No Travelator’s within links 

• 3.5m width walkway 

• Vertical segregation of departures and arrivals (Segregated vertical circulation at T2A 

end of facility) 

• Associated jetty and stand access 

• Arrivals and departures route Travelator’s 

• A route round T2A cooling facility 

• The realignment of existing T2A air bridges (Westernmost stands). 

• The extension solution will seek to interface effectively with the existing pier 6 but 

will draw on the experience of delivering and designing the new Terminal 5 and 

Terminal 2A satellites. 

• The delivery of this link should aim to not result in any stand or gate closures within 

Pier 6 or T2A 

• It will be necessary to providing both arrivals and departures links between Pier 6 

and Terminal 2A. 






Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 




Commentary: 

None. 



Assumptions: 


project; 

None 




None 






Project Name: T3 Pier 7 Redevelopment Phase 1 

Name on FQ34 : T3 Pier 7 Redevelopment Phase 1 

Schedule: 


Overview: 

Description: 



Reprovide pier 7 (built in the late 1960’s) with a “toast rack” 

satellite facility. 

T3 apron layout image 

Objectives: 

BAA: • Improve passenger experience and ASQ/QSM scores 

• Improved segregation solution to deliver opex efficiencies 

• Improved taxiway operation by removing cul-de-sac and 

creation of a through taxiway 

• Maximise CIP accommodation, other tenant 

accommodation and retail opportunities 


• Improved tenant accommodation 

• Improved CIP Lounge opportunities 

• Commonality of product on the western apron 

• Similar operating processes for staff 

Status: 






Time: 

Brief 

Decision: 

TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


TTS West will commence A.S.A.P in Q6 and will start on site before P7. 

Passenger access to and from the first open phases of the new Pier 7 will be via coach. 

Key features of the Satellite will be: 

• 300m long satellite, 36m wide. 

• Similar design and layout to T2B and T2C satellites 

• Pier service to 5xJX stands,1xD stand and 2xE stand 



• Passenger connectivity via Track Transit System 

• Automated Baggage connectivity from T3 only 

• Removal of Romeo cul-de-sac and creation of a through Golf taxiway 

• A single level of ramp accommodation along the full length of the new pier 


The project scope is inclusive of the provision of temp relocations, the refurbishment of 

existing areas for relocated facilities and or the re-provision of relocated facilities, 

inclusive of VAA Crew facilities, AOSU and SIS into the new pier 7 facility. 

Project scope to be inclusive of (expedite and transfer break baggage link) baggage 

connectivity T3 to pier 7. 

Project scope to exclude any cost for alteration to T3 integrated baggage works. 

The project needs to safeguard for inbound DCV from T5D. 

The project shall provide a segregated tunnel walkway 

between the new pier and Terminal 3. 

The vertical circulation that is required by this project will be located within the “pier 6 

triangle” 

Project scope to be inclusive of the realignment of the adjacent taxi ways and 

equipment areas and any resulting requirement to clear these areas and or associated 

and adjacent areas. 

Permanent decant solutions shall be provided that fit with the western campus master 

plan. 

• The project will have to be phased because the operation cannot offer up all of the 

pier and stands for construction purposes. An outline phasing strategy has been 

drawn up based on no more than 4 stands being taken out of operation at one 

point in time 

• For part of the construction period, passenger connectivity from T3 to the satellite 

will be via a coach operation from T3 

• Vacant possession of site required – relocation of VAA crew report, AOSU area, 

tenant accommodation, L18 baggage facility, staff access to Control Tower. (All 

included in this project scope.) 

• Project to construct TTS station box, shell and core standard only. Full fit out to be 

delivered by the TTS project. 

• JX stands – all MARSed, 3 airbridges per stand, 2 PCA units per stand. 

• Project enables Pier 6 Phase 2 stands delivery – economies may be achieved by 

delivering both projects simultaneously. 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 




Commentary: 

None 



Assumptions: 


project; 

• BAA security operational efficiencies will be achieved by removal of horizontal 

segregation scheme. 





None 






Project Name: 

Name in 

Schedule: 

T3 Refit for T1 Non-aligned 

FQ35 : T3 Refit for T1 Non-aligned 


Overview: 

Description: 



Objectives: 

BAA: 

Airline: 

This project provides for the refit of vacated areas in Terminal 

3 to accommodate the move of non aligned carriers from T1. 

None 

Further Toastracking of the Eastern Apron 

Service standard improvement 

Alliance collocation on the Eastern Apron 

Service standard improvement 

Status: 






Time: 

Brief 

Decision: 

TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


This project is an enabler to the construction of elements of Eastern Campus Phase 2 

Enablers to the commencement of this project are: 

• Completion of T2A Phase 1 & the subsequent airline moves 

• Airline moves into T2A & T2B are funded by airlines under terms of commercial 

policy 


• Refit of vacated areas of T3 for provision of CIP lounge, airline accommodation, 

ramp accommodation, handler accommodation etc 

• Relocation of systems infrastructure for LY & CY 

• Provision of airline specifics and support to facilitate the required moves 

• Excludes vacant possession and demolition activities in T1 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 



this stage. 



Commentary: 

None 



Assumptions: 


project; 

None 




Discussion on the timeframe and nature of T1 closure has been commenced with the 

Airline Community but has not been concluded. 





Names in FQ36 : CWF T4 (Q6 & Q7) 

Schedule: 


Overview: 

Description: 



Objectives: 

BAA: 





or security. 

None 



improved. 

Airline: 

As BAA’s. 

Status: 






£4.8M 


Time: 

Brief 


Decision: 

Site: 

Commences: 




Assumptions: 



on the asset base NPV (2008) of £12345. X% has been selected to reflect the 







Commentary: 


per Annum: 




Commentary: 

None. 




Assumptions: 


project; 







• None 




Project Name: 

Name on 

Schedule: 

T4 Arrivals Reclaim for A380 



Overview: 

Description: 



Objectives: 

The provision of a baggage hall capable of supporting the 

concurrent arrival of A380 aircraft. 

None 

BAA: Improved flexibility and service quality in T4. 

Airline: 

As BAA 

Status: 






Time: 

Brief 

Decision: 

TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


The scope shall include; 

• a small extension of the baggage hall (Within existing footprint) 

• the introduction of an additional 90m baggage belt 

• the fit out the incremental area and the interface between the existing and 

incremental area. 

• Need to undertake the demolition and reconfiguration of existing internal area 

required to provide 1 additional 90m A380 belts. The net impact will be that the 

baggage hall will contain 2 x 90m new baggage belts and 5 standard (std) existing 

baggage belts (Assumes that 1 x 90m A380 belt is delivered in Q5, reducing existing 

provision from 7 std baggage belts to 1 large and 5 std baggage belts). 

• Project scope is inclusive of the re-provision of any removed office space to areas 

within existing building. (Needs provision for strip out and BAA specification CAT A 

only). 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 





Commentary: 

None. 



Assumptions: 


project; 

None 




None 




Project Name: T4 Code F Stands Phase 2 

Name on FQ39 : T4 Code F Stands Phase 2 

Schedule: 


Overview: 

Description: 



Objectives: 

BAA: 

The provision of additional stand and gate room facilities to 

support the increased operation of A380 aircraft on the 

southern campus. 

None 

Flexibility of T4 operation 

Airline: 

As BAA’s 

Status: 






Time: 

Brief 

Decision: 

TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


• The delivery team must maintain operations on adjacent stands and taxiways routes 

throughout construction of the code F stands. 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 




Commentary: 

None. 



Assumptions: 


project; 

None 





None 





Name on FQ37 : CWF T5 (Q6 & Q7) 

Schedule: 


Overview: 

Description: 



Objectives: 

BAA: 





or security. 

None 



improved. 

Airline: 

As BAA’s. 

Status: 






£53.4M 


Time: 

Brief 


Decision: 

Site: 

Commences: 




Assumptions: 



on the asset base NPV (2008) of £4,452,951,000. 1% has been selected to reflect 

the current age of the asset base. 






Commentary: 


per Annum: 




Commentary: 

None. 




Assumptions: 


project; 







• None 





Name on FQ40 : T5B Phase 2 

Schedule: 


Overview: 

Description: • Provision of additional gate room area and air bridge / 

jetty infrastructure to optimise the pier service from T5B. 



General arrangement drawing showing safeguarding area 

(circled) 

Objectives: 

BAA: • Improve passenger experience and ASQ/QSM scores 

• Improve pier service 

Airline: 

As BAA’s 

Status: 






Time: 

Brief 

Decision: 

TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


• T5B to remain operational throughout construction works. 

Ideally no more that one remote stand to be removed from operation at any stage 

of construction. 

• This project will deliver pier service and code F compliance to 3 / 4 existing remote 

stands. 






Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 




Commentary: 

None. 




Assumptions: 


project; 

None 




None 






Project Name: T5C Phase 3 

Name in FQ41 : T5C Phase 3 

Schedule: 


Overview: 

Description: • Position of additional gate room areas and air bridge / 

jetty infrastructure to optimise the pier service from T5C. 



General arrangement drawing showing safeguarded area 

(circled.) 

Objectives: 

BAA: • Improve pier service 

• Improve passenger experience and ASQ/QSM scores 


Status: 






Time: 

Brief 

Decision: 

TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


• This project will deliver pier service and code F compliance to 2 existing remote 

stands at the south end of T5C 

• Existing Code F stands to be MARSed, 3 air bridges per stand, 1 PCA units per 

stand. 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 




Commentary: 

None. 



Assumptions: 



project; 

None 




None 






Project Name: 

Name in 

Schedule: 

T5D and Stands 



Overview: 

Description: 



Provision of a T5D Satellite building and reconfiguration to 

create 14 pier served stands. 

Indicative T5 apron layout image in appendix A 

Objectives: 

BAA: • Provide increased levels of pier service Improve passenger 

experience and ASQ/QSM scores. 

• Improved taxiway operation by creating further ‘toast 

racked’ apron. 

• Additional tenant accommodation and retail 

opportunities. 



• Opportunity for increased single till income. 

Status: 






Time: 

Brief 

Decision: 

TBC 


Start on 

Site: 

TBC 



Commences: 



Assumptions: 

The fuel farm (on T5d site) needs to be removed by 2018, and will be undertaken by 

another project. 

The T5d cost sheets do not include the cost of basements, which are within the 

Heathrow Track Transit System cost plan. 

Key features of the Pier will be: 

• Similar design and layout to T5B, T5C and T2a satellites 

• 14 Pier serviced stands (Code F and Code E) 



• Passenger connectivity via Track Transit System 


The following assumptions have been made: 

• Fuel farm is relocated, demolished, redirected etc by another project. 


• The requirement to remove above ground T5 TTS facility will be undertaken by 

another project. 

• HATTS maintenance base facility to be re-provided by another project. 

• The pier width is equivalent to T2B. 

• A replacement of the Fire station at ramp level and within the pier is within the 

scope of the T5D project. 

• A replacement of BA’s EAA facilities to an area of existing Heathrow Airport Limited 

land (zero project land cost) is within the scope of the T5D project. 

• The provision of a DCV link from T5C to T5D to pier 7 is within the scope of the T5D 

project. 

• Extended passenger connection tunnel from T5C to T5D is within the scope of the 

T5D project. (Specification as per the T5a to T5b passenger connection tunnel) 

• The satellite solution will draw on the experience of delivering and designing the 

new Terminal 5 and Terminal 2a satellites. 

• The new satellite will be linked to Terminal 5 via an extension to the existing track 

transit system. 

• The new satellite will be linked to Terminal 3 via the proposed track transit system 

extension. 

• It is likely that the T5D stands will be undertaken as a first stage of works to deliver a 

new T5D satellite pier. It is possible that several years may separate the delivery of 

the stands and the new satellite pier. 

• The new T5D satellite can only be constructed if the existing fuel facility has been 

relocated (COMA regulations). 

• Project to construct TTS station box, shell and core standard only. Full fit out to be 

delivered by the TTS project. 






Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 




Commentary: 

None. 



Assumptions: 


project; 

• Increased levels of pier service will deliver increased operational efficiency and 

reduced airline operational expenditure. 




None 





Appendix N: PDS – Q6 and Beyond Infrastructure 

Project Definition Sheets – Q6 and Beyond Infrastructure 

FQ04 : Additional Jetties - FQ 




FQ08 : CWF Airfield (Q6 & Q7) 

FQ09 : CWF Connections (Q6 & Q7) 

FQ10 : CWF Other Areas (Q6 & Q7) 

FQ11 : Heathrow TTS: Inter Existing Terminals 

FQ12 : Landside Roads Infrastructure and Systems 

FQ13 : Main CTA Tunnel Renovation 

FQ14 : Maintenance of Retail Income 

FQ15 : Overlay Runway - Northern 

FQ16 : Overlay Runway - Southern 

FQ17 : PCA (existing facilities) - FQ 

FQ18 : Security Projects 

FQ19 : Utilities Infrastructure Upgrade 



Project Name: 

Name on 

Schedule: 

Additional Jetties – FQ 

FQ04 : Additional Jetties – FQ 


Overview: 

Description: 



Objectives: 

BAA: 

Provision of additional airbridge jetties in Q6 

Location plans for T2, 3, 4 & 5 

BAA objectives are to: 

• minimise connection times 

• maximise customer service by maximising Jetty service 

levels 

• minimise abortive project costs 

minimise airline operational costs 

Airline: 

As BAA’s 

Status: 







Time: 

Brief 

Decision: 

Start on 

Site: 


TBC 



Commences: 

Assumptions: 


• Following consultation with the airlines a commitment was made to provide 2 

airbridges on all JW stands and 3 airbridges on all JX Stands at Heathrow, by the 

end of Q6. 

• This project commences in Q5 and provides funds for additional airbridges currently 

outside the scope (and cost plan) of planned development projects 

• This Project does not allow for additional provision of Pre-conditioned air or Fixed 

Electrical Ground Power. 

• Airbridge costs based on BAA Standard Product 

• Project Management 

o 

o 

Overall strategy to be agreed at the Infrastructure Stakeholder Board. 

Project Delivery will be managed by local project teams at T2, T3, T4 and T5 

consulting Terminal AOCs at a more detail level. 

It is assumed that the airbridges planned to be installed in Q5 are completed 

within the programme set. 


o The T2A & T2B Projects scope includes provision of 2 airbridges on all Code 

E (JW) and Code F (JX) Stands. 

o T2 Phase 2 will provide all airbridges on T2A Phase 2 and T2C 


o This project will fund the provision of additional airbridges to 7 No. Code F 

stands in Q6. 


o Q6 Projects at Pier 5, 6 and 7 will include second / third airbridges on all new 

/ reconfigured stands illustrated on diagram in App A2. 

o This project will fund the provision of an additional airbridge to 1 No. Code E 

stands in Q6. Should the Pier 5 project be cancelled – a second airbridge will 

be required on a further 4 Code E stands. 


o 

JX Stands Phase 2 project planned for Q6 goes ahead and includes funding 

for three airbridges. If not, additional bridges will need to be installed on 

the existing JW stands. 


o This project allows for 3 No. additional airbridges on Code E stands on T5A – 

The inclusion of a Multi-choice apron to provide operational flexibility is likely 

to make the inclusion of additional airbridges difficult. 

o 


The Project assumes the ability to install a third airbridge on Code F stands at 

T5B. Due to the inclusion of “Head of Stand” baggage delivery in the 

original T5 project scope, the initial brief published by BA & BAA accepted 

that the third airbridge would not be possible – This will require further 

investigation. 




Cost Area: 

Revenue (+) / 


Commentary: 

Revenue / 

airbridge 

Op ex / 

airbridge 

per Annum: 

£ nil This project will not add to Jetty service levels or 

revenue in any significant way as airbridges are 

being added to current Jetty served stands. 

Estimated 

+£525 k 

at 

Maintenance cost - £10,500 / annum / airbridge 

Operating cost - £ tbc / annum / airbridge 

No. new airbridges to be provided resulting in an 

increase of £ (10,500 + tbc) x 22 = £ tbc per annum 


Estimated Per Passenger Cost Impact: TBC 

Commentary: 

None. 



Assumptions: 


project; 

• Opex based on historic maintenance costs. 




None 



Appendix A1: Overview: Scope of Additional Airbridge Project – T2: 

Taxilane 

178 

C 

176 

D 

174 101 

D 

n.b. T2A Ph 1 & T2B Project scope - All JW Stands delivered with 2 airbridges 

T2A Ph2 & T2C Project scope - include 3 bridges on JX stands and 2 on JW stands 

D 

Q6 Additional 

201 

Airbridge Scope 

D 

C 

F 

T2A T2B Total 

JW - - - 

JX 2 5 7 

203 

C 

205 

C 

C 

F 

E 

E 

C 

F 

C 

C 

C 

C 

C 

206 

208 

210 

212 

211 

214 

215 

231 

232 

233 

234 

253 

E 

E 

F 

F 

F 

E 

E 

C 

F 

C 

C 

F 

C 

C 

F 

C 

249 

248 

247 

246 

244 

231 

257 

256 

255 

254 

E 

E 

E 

F 

F 

E 

E 

E 

F 

F 

249 

248 

265 

265 

264 

C 

C 

C 

F 

C 

216 

217 

218 

236 

238 

F 

F 

C 

F 

C 

F 

243 

242 

253 

252 

F 

E 

F 

E 

263 

262 

273 

272 

F 

E 

JW 

JW 

F 

C 

226 

C 

225 

F 

F 

C C C C 

223 221 

C 

E 

C 

220 

239 

E 

E 

241 

251 

E 

E 

261 

271 

E 

JW 

M 


T2A 

T2B 

Total 

JW 

- 

- 

- 

JX 

2 

5 

7 



JW 

JX 


P5 

P6 

P7 

Total 

1 

- 

- 

1 

- 

- 

- 

- 



Safeguard for JX stand upgrade 


JW 

8 

JX 

- 


Appendix A4: Overview: Q6 Scope of Additional Airbridge Project – T5: 

JW 

JX 


T5A 

T5B 

T5C 

Total 

3* 

11 

6 

20 

4* 

4 



Project Name: 

Name in 

Schedule: 

Carbon Reduction 



Overview: 

Description: 



Objectives: 

BAA: 

Projects to deliver national targets in Co2 reduction. 

None 

To exceed climate change targets as part of the sustainable 

development of Heathrow. 

Airline: 

As BAA’s 

Status: 






Time: 

Brief 

Decision: 

TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


The UK targets for Co2 reduction are; 

- 30% by 2020 (from 1990 levels) 

- 80% by 2050 (from 1990 levels) 

BAA/s strategy has five key elements; 

- “ We recognise the need to avoid dangerous climate change” 

- “Climate change presents a long-term risk – finding solutions will be critical to 

our licence to grow” 

- “Where we have direct control over emissions (e.g. energy use in our facilities) 

we aim to lead the airport industry in managing them” 

- Where we do not have direct control over emissions (e.g. flights) we aim to use 

our influence to lead changes” 

- We believe that emissions trading is the most environmentally effective and 

economically efficient way of addressing aviations contribution to climate 

change” 

Q5 Co2 reductions are driven by meeting the published Heathrow Energy Strategy 

(HES), which has three components; 

- Energy Demand Management 

- Utilities Supply Infrastructure 

- New Building Design 

The Q6 and Q7 will need to address each of the following five levels; 

- Energy Demand Management 

- Utility Supply Infrastructure 

- New Build Design 


- Off Site Investment 

- Offsetting 

At this stage this project is a allowance to address these issues that should be further 

detailed through development of HES and during 2009. 

This allowance is £10M / year based on Q5 spend, leading to a total of £60M for 

CIP2009 (5 years in Q6 and 1 year in Q7) 





Commentary: 


per Annum: 

Not yet understood 



Commentary: 

None. 



Assumptions: 


project; 

None 




None 




Project Name: 

Name on 

Schedule: 

Cargo Tunnel Renovation 



Overview: 

Description: 



Objectives: 

BAA: 

Comprehensive renovation and relife of the existing CTA to 

T4 cargo tunnel 

None 

To bring an essential asset up to date and to extend operating 

life for a further 20 years. 

Airline: 

Ensure the operationally essential airside link is maintained. 

Status: 






Time: 

Brief 

Decision: 

TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


Scope to include; 

- Survey all civil, M&E and all other engineering systems, and response to findings. 

- Installation of current UK and EU best practice fire detection and response 

systems. 

- Complete replacement of the ventilation system. 

- Complete road resurfacing including access ramps. 

- Repair of all civil engineering elements. 

- Recladding of tunnel lining. 

- Replacement of all M&E Systems. 

- Implementation of best practice tunnel management process. 

Works will need to be done in phases with significant (75%) night work with the tunnel 

being operational 05:30 to 22:30 daily. 





Commentary: 


per Annum: 

No revenue increase. Negligible opex impact 




Commentary: 

None. 



Assumptions: 


project; 

None 




None 




Project Name: 

Name on 

Schedule: 

Code F A&B Taxiways between E&K Taxiways 



Overview: 

Description: 



The re-alignment of the existing Northern Code E taxiways in 

a southerly direction by approx. 30 metres to enable Code F 

clearances on both taxiways from the northern runway. 

Indicative plan image 

Objectives: 

BAA: • Improve taxiway operations and reduce delays / 

congestion in response to the growth in Code F 

movements at LHR; 

• Improve airfield flexibility and functionality 

Airline: • Reduced taxiway delays and congestion. 

• Improved punctuality. 

Status: 






Time: 

Brief 

Decision: 

TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


• Works to provide the northern code F taxiway will not commence until 2018 

• The scope of this project is to undertake only the taxi way reconfiguration within the 

footprint of the existing taxiways and stands supporting pier 4a. 

• Works to demolish pier 4a and provide new Code E stands are within the scope of 

the new northern pier. 

• The delivery team must maintain operations on at least one of the existing dual 

taxiways routes throughout construction of the code F taxi ways. 

• The delivery team need to be aware / manage the interfaces with the following 

adjacent projects: 

• West to East track transit link 

• New Northern Pier & Stands 

• Terminal 6 Airside Road Tunnel 

• Pier 5 stand re-configuration 






Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 




Commentary: 

None. 



Assumptions: 


project; 

Assured negligible opex impact. 




None 






Project Name: CWF Airfield (Q6 & Q7) 

Name on FQ08 : CWF Airfield (Q6 & Q7) 

Schedule: 


Overview: 

Description: 



Objectives: 

BAA: 





or security. 

None 



improved. 

Airline: 

As BAA’s. 

Status: 






£10.4M 


Time: 

Brief 


Decision: 

Site: 

Commences: 




Assumptions: 



on the asset base NPV (2008) of £575,982,000. 1.5% has been selected to reflect 







Commentary: 


per Annum: 




Commentary: 

None. 




Assumptions: 


project; 







• None 




Project Name: CWF Connections (Q6 & Q7) 

Name in 0000 : CWF Airfield (Q6 & Q7) 

Schedule 


Overview: 

Description: 



Objectives: 

BAA: 





or security. 

None 



improved. 

Airline: 

As BAA’s. 

Status: 






£3.4M 


Time: 

Brief 


Decision: 

Site: 

Commences: 




Assumptions: 



on the asset base NPV (2008) of £188,094,000. 1.5% has been selected to reflect 







Commentary: 


per Annum: 




Commentary: 


TBC 


None. 



Assumptions: 


project; 







• None 




Project Name: CWF Other Areas (Q6 & Q7) 

Name in 0000 :CWF Other Areas (Q6 & Q7) 

Schedule 


Overview: 

Description: 



Objectives: 

BAA: 





or security. 

None 



improved. 

Airline: 

As BAA’s. 

Status: 






£52.4M 


Time: 

Brief 

Decision: 

Start on 

Site: 


Commences: 




Assumptions: 



on the asset base NPV (2008) of £2,181,570,000. 2.5% has been selected to reflect 



• “Other areas” includes; Landside, non terminal assets, IT and Utilities. 





Commentary: 


per Annum: 





Not stated 


Commentary: 

None. 



Assumptions: 


project; 







• None 




Project Name: 

Name in 

Schedule 

HATTS Inter Terminal (existing airport) 

0000 : Heathrow TTS: Inter Existing Terminals 


Overview: 

Description: 



Objectives: 

BAA: 

Airline: 

This project contains 2 key elements of scope: 

• Twin track TTS system connecting T3 to T2A, enabling the 

East and West intra-TTS systems to be connected. 

• Twin track TTS system connecting T2C to T4, enabling T4 

to be connected to both the East and West systems. 

Overview plan layouts. 

1. Improved service offer 

2. Reduced passenger travel time 

3. Reduction in walking distances 

4. Improved ease of transfer 

5. Increased capacity for transfer traffic growth 

6. Supports Heathrow development plan 

1. Improved transfer product offer 

2. Enabler to grow transfer volumes 

Status: 


Strategy Green Pre-Outline 




Time: 

Brief 

Decision: 

£TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


• This project is dependent upon the T5 system being extended to T3 by another 

project. 

• Assume station boxes for T3 and T2A are delivered by other projects; 

• Assume project is tunnel bored across the CTA; 

• Assume B139/D’Albiac House area is no longer required and vacant possession is 

achieved. Area is used as an entry point for TBM 

• Scope of works: 

• Additional Automated People Movers 

• Tunnel systems 

• Station box for T3 

• M&E fit out of tunnels 

• Safeguarded stub tunnels to a future T6 

• Assume a contingency passenger walkway is NOT delivered or required 






Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 




Commentary: 

None. 



Assumptions: 


project; 

Significant opex cost increase expected. 




None 




T3 to T2A 

T2C to T4 



Project Name: 

Name in 

Schedule 

Landside Roads Infrastructure & Systems 

0000 : Landside Roads Infrastructure and Systems 


Overview: 

Description: Road network improvements and new UTMC traffic 

management system . 



Objectives: 

BAA: 

None 

• To maximise the use of the existing road network 

• To improve staff and passenger service by; 

• Delivering additional road capacity 

• Increase journey time reliability on the Heathrow 

road network 

• Reducing delays on the network at key locations 

and to insure network resilience is maintained 

• Keeping road users informed about the status of 

our road network 

Airline: 

As BAA’s 

Status: 






Time: 

Brief 

Decision: 

£TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


Scope includes: 

UTMC and ANPR network management system costs for CTA. 

All current VMS sites (including car park ‘space’ signs) and mobile devises 

All design, equipment and civil costs 

Any ANPR system will safeguard for future uses including road user charging 

UTMC system should safeguard for future data inputs for CO2 and NOx 

Scope excludes: 

Maintenance costs of existing assets 

Any forecourt and car park management system costs 






Cost Area: 

Revenue (+) / 


per Annum: 

Reduction in manual vehicle counting for traffic modelling 

Reduction in staffing costs for network management 

New maintenance costs for ANPR/VMS/UTMC equipment 

Commentary: 


Estimated Per Passenger Cost Impact: ? 

Commentary: 

Detailed opex impacts to be developed. 



Assumptions: 


project; 

• Existing UTC and SCOOT systems will be superseded or incorporated into UTMC 

• Current contract with SERCO for managing signals equipment can incorporate new 

system upgrades and maintenance 

• Staff will receive relevant training and support to have operational capability to use 

new systems effectively. 




None 




Project Name: 

Name in 

Schedule 

Main Tunnel Renovation 

0000 : Main CTA Tunnel Renovation 


Overview: 

Description: 



Objectives: 

BAA: 

Comprehensive renovation and relife of the existing CTA 

landside access tunnels. 

None 

To bring an essential asset up to date and to extend operating 

life for a further 20 years. 

Create a fresh “front door” to T1,T2 and T3 and the CTA 

generally. 

Airline: 

Improve passenger perception of T1,T2 and T3 access. 

Status: 






Time: 

Brief 

Decision: 

£TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


Scope to include; 

• Survey all civil, M&E and all other engineering systems, and response to findings. 

• Installation of current UK and EU best practice fire detection and response systems. 

• Complete replacement of the ventilation system. 

• Complete road resurfacing including access ramps. 

• Repair of all civil engineering elements. 

• Recladding of tunnel lining. 

• Replacement of all M&E Systems. 

• Implementation of best practice tunnel management process. 

100% of works will need to be done at night. 

Access ramps to include up to 50m from tunnel portals only. 





Cost Area: 

Revenue (+) / 


per Annum: 

Commentary: 


No revenue increase. Negligible opex impact. 



Commentary: 

None. 



Assumptions: 


project; 

None 




None 




Project Name: 

Name in 

Schedule 

Maintenance of Retail Income 

0000 : Maintenance of Retail Outcome 


Overview: 

Description: 



Objectives: 

BAA: 

Minor reconfiguration and alterations to retail spaces / areas 

around / Heathrow. 

None 

To maintain the standard of the Heathrow retail offer through 

correct alteration and reconfiguration of retail offer facilities 

and related M & E services. 

Airline: 

Allow maintenance of single till related retail income. 

Status: 






Time: 

Brief 

Decision: 

£TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


Based on previous allowances contained within CWF funds a budget of £4M / year is 

proposed. For CIP 2009 this equates to £24M total (5 years Q6 + 1 year Q7) 





Commentary: 


per Annum: 

Nil revenue impact as maintains current provision only. Negligible opex impact. 



Commentary: 

None. 



Assumptions: 


project; 


None 




None 




Project Name: 

Name in 

Schedule 

Overlay Runway - Northern 

3089a : Overlay Runway - Northern 


Overview: 

Description: 



Objectives: 

BAA: 

Resurface and relife (for another 10 years) the Northern 

runway and associated exits. 

None 

Ensure critical asset maintained to best practice. 

Airline: 

As BAA 

Status: 






Time: 

Brief 

Decision: 

£TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


Scope includes all civil and M&E works required to return the runway to cap168 and 

best practice standards. 

Works to be done during the summer season on nights only. 

Note: The £1.2M in Q5 for design work is covered under BCT no 3089. 





Commentary: 


per Annum: 




Commentary: 

None. 



Assumptions: 


project; 


None 




None 




Project Name: 

Name in 

Schedule 

Overlay Runway - Southern 

3089b : Overlay Runway - Southern 


Overview: 

Description: 



Objectives: 

BAA: 

Resurface and relife (for 10 years) the Southern runway and 

associated exits. 

None. 

Ensure Asset maintained to best practice. 

Airline: 

As BAA 

Status: 





Time: 

Brief 

Decision: 

£TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


Scope includes all civil and M&E Works required to return the runway to CAP168 and 

best practice standards. 

Works to be done during the summer season on nights only. 





Commentary: 


per Annum: 




Commentary: 

None. 



Assumptions: 


project; 

None 





None 




Project Name: 

Name in 

Schedule 

PCA (existing facilities) 

3874 : PCA (existing Facilities) - FQ 


Overview: 

Description: 

Installation of PCA onto existing pier served stands 

Ref. Drawings / Images: None 


Objectives: 

BAA: 

Air quality improvements 

Airline: 

Opex reduction 

Status: 






Time: 

Brief 

Decision: 

£TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


Installation of Pre-Conditioned Air facilities onto pier served stands that do not have an 

existing PCA service and are not scheduled for reconfiguration within Q6 and the first 2 

years of Q7. 

Assume, subject to greater clarity still being required on pier developments, this will be 

40 stands in terminals 1,3 and 4. 





Commentary: 


per Annum: 

Increase in opex cost due to additional assets. Revenue position still to be developed. 

See areas of disagreement. 



Commentary: 

None. 



Assumptions: 


project; 


None 




The airline community have expressed a view that PCA should be charged as an 

additional service where available as use of PCA saves fuel for those airlines using it. This 

document is not intended to form any view on charging, but to ensure an allowance for 

PCA works in Q6 is maintained. 




Project Name: 

Name in 

schedule 




Overview: 

Description: 



Objectives: 

BAA: 

Security development and enhancement works primarily 

arising from responses to MATRA risk assessments and DfT 

legislative requirements. 

None 

Maintain a secure Heathrow meeting legal and best practice 

security requirements. 

Airline: 

As BAA’s 

Status: 






Time: 

Brief 

Decision: 

£TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


This is an allowance for project content still to be determined. A number of projects may 

involve works that, are due to security considerations, can not be consulted upon in a 

normal manner. 

Previously this work was called “Managed Campus Security Projects” 

Based on previous allowances a budget of £3M / year is proposed. For CIP 2009 this 

egrets to a total of £18M (5 Years Q6 + 1 year Q7) 





Commentary: 


per Annum: 

No revenue impact as compliance works negotiable opex cost assumed, but each 

project will need to check specific impact. 



Commentary: 

None. 




Assumptions: 


project; 

None 




None 




Project Name: 

Name in 

Schedule 

Utilities Infrastructure Upgrade 

4169 : Utilities Infrastructure Upgrade 


Overview: 

Description: 



Objectives: 

BAA: 

Upgrade of core utility infrastructure. 

None 

Ensure base assets required for a safe reliable operation to be 

maintained. 

Airline: 

As BAA’s 

Status: 






Time: 

Brief 

Decision: 

£TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


Significant portions on key utility infrastructure require complete replacement due to 

their age and condition. 

This project is an allowance to be allocated on a risk basis, after a comprehensive survey, 

over the relevant assets. 

The assets envisaged to be covered are; 

- Fire mains (dirty water on airfield and landside areas) 

- Foul water (external mains from buildings to public main) 

- Portable water (external mains and storage facilities from incoming public supply 

to buildings) 

- Communications pit and duct system (focusing on the civil aspects of such 

systems not replacement of the cabling contained within unless necessary) 

- Heating and cooling external pipes, pits and ductwork. 

All should be upgraded for a 20 year life. 





Commentary: 


per Annum: 

No revenue impact. Reduction in opex, TBC, based on new best practice assets being 

installed. 




Commentary: 

None. 



Assumptions: 


project; 

That new replacement infrastructure is lower cost to maintain. 




None 



Appendix O: PDS – Q6 and Beyond Rail 

Project Definition Sheets – Q6 and Beyond Rail 

FQ20 : Crossrail 

FQ21 : HEx Growth Projects (FQ) 

FQ22 : HEx Renewal Projects (FQ) 



Project Name: 

Name in 

Schedule 

CrossRail 

9098 : Crossrail 


Overview: 

Description: 



BAA support for government’s CrossRail cross London rail 

transport link 

CrossRail route map 

Objectives: 

BAA: • Provide financial support to the CrossRail project by 

making a £230m# contribution. 

• Supports CrossRail delivering passengers to Heathrow via 

public transport. 

• BAA demonstrates commitment to working with the 

government on CrossRail. 

Airline: • Improve passenger access to Heathrow from cross 

London locations 


Status: 


Rail Red Outline 




Time: 

Brief 

Decision: 

£TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


• BAA contribution to Crossrail has been confirmed. The assumption is that the 

Crossrail project will be undertaken and completed as planned. 

• BAA’s contribution is fixed at £180M at Q1 2007 press. 

• The contribution will be paid in two instalments linked to progress on construction 

of the Stockley Works, which will deliver greater capacity and reliability for rail 

services into Heathrow. 

• The contribution will be paid by Heathrow Airport Ltd 

• Crossrail will operate four times per hour between the hours of 07:00 to 21:00 on 

weekdays, 09:00 to 21:00 on Saturdays and 12:00 to 21:00 on Sundays. At other 

times the service will run two times per hour. This will significantly improve access to 

Heathrow for 185,000 passengers and 72,000 airport workers every day. 

• Crossrail services are in addition to the four trains per hour non-stop Heathrow 

Express services which will continue to operate. It will replace the existing Heathrow 

Connect stopping service that runs from Terminal 4 to London Paddington. 

• The total length of Crossrail is 118.5km, including 41.5km in tunnels. 38 stations 


will be served by the line and 24 trains an hour will run through the central section 

in each direction at peak times. 





Commentary: 

Cost Area: 

Revenue 

Cost 

& 

Revenue (+) / 


per Annum: 

The introduction of CrossRail in Q6 - 2017/18 - will 

significantly impact both Heathrow Express & 

Connect services; the assumption is that CrossRail 

will take over 100% of T4 rail passenger traffic, and 

50% of CTA traffic. 



Commentary: 

None 



Assumptions: 


project; 

Crossrail’s introduction will significantly impact BAA Rail (Hex and Connect). It is not yet 

clear what the impact will look like. 




None 






Project Name: 

Name in 

Schedule 

Heathrow Express Growth Projects FQ/Q7 

0000 : Hex Growth Projects (FQ) 


Overview: 

Description: 



Projects to improve revenue earning opportunities for 


None 

Objectives: 

BAA: • Increase revenue earning through: 

• Improving customer experience 

Make it easier to buy tickets and travel on HEx/ Connect 

services – eg. Airside ticket desks; e and m ticketing 

development 

• Exploit non fare revenue earning opportunities eg. Build 

digital Advertising infrastructure on rail network 

• Signage improvements to ensure ease of location of HEx 

network 

Airline: • Improve passenger access to Heathrow 


Status: 






Time: 

Brief 

Decision: 

£TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


This “project” is an allowance. Each project delivered using these funds will be 

evaluated on its individual merits in terms of value to the Hex business 





Commentary: 

Cost Area: 

Pax / Revenue 

Revenue (+) / 


per Annum: 

Revenue impact will be estimated on each project 

individually,. 




Commentary: 

None 



Assumptions: 


project; 

None 




None 




Project Name: 

Name in 

Schedule 

Heathrow Express Renewal Projects 

0000 : Hex Renewal Projects (FQ) 


Overview: 

Description: 



Projects to renew Heathrow Express rail assets through Major 

repair or replacement. 

None 

Objectives: 




• Minimise ongoing cost of maintenance through proactive 

identification replacement needs 

Airline: • Maintain/ improve passenger access to Heathrow 

• Encourage increased use of Heathrow 

Status: 






Time: 

Brief 

Decision: 

£TBC 


Start on 

Site: 


TBC 



Commences: 

Assumptions: 


Each project will be evaluated on its individual merits / needs / value to business 





Commentary: 

Cost Area: 

Revenue / Cost 

Revenue (+) / 


per Annum: 



Commentary: 

None 

Maintenance projects are implemented to protect 

revenues and minimise costs, through ensuring rail 

assets are available, fully functional throughout 

their useful lives. 


Impact not known. 




Assumptions: 


project; 

None 




None 



Tracker CIP 2008 to CIP 2009 

Appendix P: Tracker CIP 2008 to CIP 2009 

In response to Airline requests and to aid clarity in the interpretation of CIP 2009, HAL 

have prepared this appendix. 

Notes on each column in tracker table; 

CIP 2008 Information: 

CIP Ref No. = CIP 2008 and earlier iterations used an bespoke numbering system. This is 

being discontinued and is shown in the tracker for clarity only. 

Line / Project Description = This is the wording as shown in CIP 2008. 

Additional Comment = This column is used to identify any lines that were “hidden” (i.e. 

below £3m) in Appendix 1 of CIP 2008 and are now relevant to interpretation of CIP 

2009. (Appendix 1 of CIP 2008 listed projects over £3m. Projects of a lesser budget 

value were not shown, but did contribute to the totals.) 

CIP 2009 Information: 

Revised Project Name = This shows any major change in project name from CIP 2008 to 

CIP 2009. E.g. Mid-field Pier becoming T2B. 

BCT No. = BCT stands for Business Case Tool which is an internal BAA software tool. 

This is the unique reference number that can be used to locate projects on the CIP 2009 

Cost Schedule. 

PDS? = This advises if the project has, in CIP 2009, one or more PDS sheets. 

Additional Commentary = Comments to clarify and more complex changes between CIP 

2008 and CIP 2009. 












Appendix Q: Cost Schedules 

Cost Schedules 








Appendix R: Time Schedules 

Time Schedules 

The information presented in this appendix is extracted from February 2009 month end data, which will also be used as the basis for IBR5 analysis discussed in the main document. 


Trigger Milestones 




All Milestones 

The tables of all milestone status presented have been provided in preference to Gantt chart style programme information in order to allow simple review to be undertaken.

Capital Investment Plan 2009 - Heathrow Airport

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