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Aviation and Sustainable Airport Environments
Capability Statement
Llewelyn Davies Yeang

Aviation Design and Experience
Llewelyn Davies Yeang is a consistently innovative company providing international design consultancy services encompassing architecture, planning, urban design, interior design, and graphic design. Llewelyn Davies Yeang’s projects are led by a director of the company, ensuring our clients receive a personalised level of service while gaining the advantages of a large, integrated practice. Key recent aviation experience of the practice includes: • The Seychelles International Airport Masterplan and Terminal Building • Qatar Airways Village, Qatar • Nagpur International Airport, India • Strategic Development Plan for Bahrain International Airport, Bahrain, UAE • MAS CIP Golden Lounge Fit Out LHR Terminal 4, London, Heathrow, UK • Newquay Airport, Newquay, UK • Xi’an Xianyang Terminal 3, China • Norman Manley International Airport, Jamaica • Shenzhen Terminal 3, China • William Hobby International Airport, Houston, USA • Huhot Baita Airport, Inner Mongolia • Chongqing Jiangbei International Airport, China • Xi’an Xianyang Terminal, China • Beihai Airport Terminal, China • New passenger terminal at Grand Bahamas International Airport, Bahamas • Shenzhen Terminal 1, China • New HQ building at Chek Lap Kok for Cathay Pacific Airways, Hong Kong • Terminal 1, Flight Connection / Transfer facilities Retail Strategies, Heathrow, UK Llewelyn Davies Yeang understands the complexities of airport projects and the relationship between customer needs, operational needs and airline requirements. These require a particular range of skills and experience, which Llewelyn Davies Yeang has developed over the last 20 years in the Aviation Sector. Llewelyn Davies Yeang aims to be the leading UK design group able to deliver solutions that meet and exceed the business needs / objectives of its clients. We are committed to intelligent and analytical thinking that is aimed at delivering real benefits and solutions to clients. Our reputation is founded on the following: • • • • • The ability to meet client expectations and to deliver quality projects Diversity and large number of successfully completed projects. Highly developed design and technical skills. Continuing research into technological developments. Satisfying the stringent demands of Airport authorities in terms of service and quality of product. • Analysing and understanding complex functional requirements. • Delivering long-term business development solutions. Llewelyn Davies Yeang has also evolved a design approach which develops concurrently, design, green and financial models to ensure cost certainty and quality whilst responding to increasingly legislative sustainability targets in a finely crafted manner.
Beihai Airport Terminal, China

BAA Heathrow, Terminal 2, London, UK

Cathy City, Hong Kong

Norman Manley Airport, Jamaica

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Nagpur Airport, India
Multi – Modal International Hub Client Civil Aviation Authority of India

Project description Masterplan and Terminal Design Competition

Llewelyn Davies Yeang in association with Synergy, India and Kuala Lumpur International airport (KLIA) submitted a competition entry for a revised masterplan proposal and proposed new Terminal building at Nagpur Airport, India. Phase 1 was scheduled to handle 9 million passengers per annum (ppa) with incremental modular expansion to handle 40 million passengers per annum (ppa). The terminal envelope was devised from a close study of the climate including the orientation, the sun path, the wind direction and the ambient temperature. The design is essentially a bio-climatic response with no overt cultural symbols. Green features include eco-cells, retention ponds and rainwater harvesting for irrigation purposes. The building is designed as a power station – PV arrays and solar thermal collection integrated into the roof design will generate 30% of the energy required by the terminal.

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Major Residential Development
Qatar Client Qatar Airways Project description Completion Confidential Value Confidential

This development, for over 16000 residents providing accommodation for Qatar airline staff and their families in Qatar, will provide a community like no other in the Gulf Region. Beneath an enormous palm tree shaped solar canopy roof lies a complex providing multi-use communal spaces including external / internal performance spaces, multi-purpose community halls, a surau with prayer rooms for males and females, international standard spas / gym halls, retail malls and facilities to support a multi-national community and work force.

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Strategic Development Plan for Bahrain International Airport
Bahrain Client Bahrain Airport Company (BAC) Completion June 2008 Value Estimated US$500m+

Llewelyn Davies Yeang, in association with GE AviaSolutions, was appointed by Bahrain Airport Company (BAC) to provide Master Planning and Architectural consultancy services to formulate a strategic plan for the development of Bahrain International Airport. The primary objectives were:• • • • Review of current Master Plan Review of current Passenger Terminal Expansion Project Develop alternative proposal for infrastructure development Develop a strategic growth plan for Bahrain airport with a focus on:o Enhancing the airport’s peripheral services including development of an ‘airport city’ o Enhancing financial performance o Enhancing operational performance o Development of the traffic base by encouraging growth o Diversifying the airport’s business activities

LDY developed a phased Master Planning approach for:• • • • • 2012 -13mppa 2015 – 14.2 mppa 2020 -16.8 mppa 2030 – 22 mppa 2038 -28 mppa.

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Norman Manley International Airport
Kingston, Jamaica, West Indies Client Airports Authority of Jamaica Completion 2007 Value £80m

Project description

New Terminal design presents us with the opportunity to explore innovative architectural forms to create breathtaking landmarks. Yet with this freedom comes the responsibility of ensuring that the building will function efficiently, not only in the immediate future but also as operational requirements changes. At Norman Manley International Airport clear transparent and feasible planning, a complete mastery of technical requirements and an integrated engineering services strategy will ensure the development of the airport remains robust for many years to come A unique style which fused together traditional Jamaican Cultural Values and the best of modern technological advances.
Opening Ceremony by the Prime Minister

Introduction In November 2003, the joint venture of Llewelyn Davies (now Llewelyn Davies Yeang) and Sypher: Mueller International Inc of Ottawa, Canada (now part of Jacobs Consultancy) were contracted by the Airports Authority of Jamaica (AAJ) to develop a Master Plan for the Norman Manley International Airport (NMIA) Kingston, Jamaica. Llewelyn Davies Yeang’s role comprised formulation of the brief, site analysis, and master planning and was responsible for the overall concept and space planning, as well as the detailed architectural, interior design, landscape design and supervision of construction on site. Jacobs Consultancy’s role was project and contract administrators.

Airport Master Plan Visual

The Master Plan will guide NMIA growth to 2022 and also provide a comprehensive land use plan throughout the planning period. The master plan provided many alternatives for future development but specifically focused on the requirement to expand the terminal building to meet forecast passenger demand. Throughout the Master plan process, the financial viability of the airport was closely monitored and all the preferred airport development options were developed and phased to ensure that they were affordable within the existing financial framework of the AAJ. Technology Transfer Experience The Llewelyn Davies Yeang led design team were contracted at the outset by the AAJ to engage local consultants and to provide them and members of the AAJ management team with the maximum technology transfer experience to provide hands-on planning, design and construction management experience within the structured training programme involving visits to the offices of LDY in London and Jacobs in Ottawa. This gave them an insight into how projects were procured and delivered and would hopefully provide invaluable experience to them on other future projects on the island. Airport History NMIA is located in the south part of the parish of St. Andrew, Kingston. NMIA was initially known as Palisadoes Airport. The airfield was originally developed in 1942 as a Royal Naval Air Station, known as HMS Buzzard, and for part of the war years was home to the 816 Squadron equipped with the legendary Fairey Swordfish Torpedo Bombers, which were used for anti-submarine patrols in the Caribbean. After the War, the RNAS was closed and the airfield transferred to the Jamaican Government for civilian use.
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Workshop

The Aviation Story by Patrick E. Bryan – Front Cover

Existing Land Use NMIA occupies a site area of 230.64 hectares located approximately midway along the Palisadoes Peninsular and 18 kilometres from the centre of the city of Kingston. The site consists of a jumble of disparate buildings scattered across the site on an inefficient and chaotic manner. The ‘bolt on’ approach to the development of the airport over the years created a place that is confusing to users and inhibits the potential of the site to accommodate expansion and development.
Land Use Plan

The Master Plan Development Alternative facility development options were developed to accommodate forecast passenger aircraft movements and related support service facilities to 2022 and following a series of workshops, a preferred Master Plan Development was selected. Management design objectives and criteria were subsequently developed to guide both the development of the Master Plan and more specifically the development of the Airport Terminal. Passenger Terminal Development The main criteria of the Development of the Passenger Terminal were: • Ability to meet future passenger and aircraft gate demand to 2012 and 2022, at an IATA LOS “C”, • Operationally efficient. Each alternative should minimise airline/airport operational constraints/congestions and to minimise landside and access road congestion; • Maximise revenues. To ensure that each alternative accommodates the 2022 concessions program, and provides for flexibility in the concessions configurations; • Terminal expandability and flexibility. The terminal layouts should provide for ease of future expandability and flexibility for growth in a cost efficient way, and to minimise disruption of the operation of the NMIA. Expandability should be considered for aircraft gates and for passenger access; • Phasing and construction of the initial development. Ease with each option can be implemented, minimising disruption to the current operation of the NMIA; • Construction costs of each option, including initial costs and phasing costs; • Constructability of the terminal, as this will affect cost construction duration and the operation of the existing airport; and • Environmental compatibility. Seven options were developed each of which met the 2022 forecast parking and passenger demand and the 2022 minimum aircraft gate requirements of 16 aircraft gates and 3 aircraft stands. All of the options proposed that the existing cargo facility and business aviation centre were relocated away from the Terminal building. Each option was evaluated independently by the AAJ management team by assigning a numerical value for each of the Terminal criteria and the highest rated option given the highest value.

Airport Master Plan Layout

Departure Check-in hall

Mezzanine

Departure hold area/concessions

Design Strategy Diagram

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Phasing

The evaluation concluded that the option which provided the optimum basis for the long term development of the terminal complex was selected with the following attributes over all other options: • One integrated Terminal Complex • The Development can be efficiently phased with minimal disruption to existing operations. • Terminal gates are maximised • Flexibility to accommodate future demand beyond 2022 • Low risk solution • Least Cost option Further refinement of the phasing for the preferred option was developed based on the following criteria: To ensure that the project was affordable • To ensure that the airport remained fully operational during the construction of the project and • To ensure that the first phase was complete initially for the Cricket World Cup in 2007 but more realistically for the homecoming of the Olympians in 2008. • To ensure that the above criteria were met, the Terminal project was broken down into 3 main phases (Phase 1A, 1B, and 2). Phase 1A – the primary component of Phase 1A consists of the expansion and rehabilitation of the existing terminal building, which includes: • New Departures Concourse – 30 ticket counters, passenger security, passenger holdroom, departures area concessions, outbound baggage area, and airline offices; • New Arrivals Area – new customs primary and secondary areas and covered passenger arrivals lobby • Rehabilitation of Existing West Pier – provision for a 2 level passenger pier to separate arriving from departing passengers and 7 passenger boarding bridges; • Rehabilitation of Existing Terminal – provision for upgrades to the existing immigration, baggage hall, ticketing concourse, air traffic control tower and existing waving gallery. It is also proposed that 3/4 remote aircraft stands be constructed west of the existing passenger pier. Phase 1B • Creation of a stub pier which will accommodate four new passenger gates; • Arrivals corridor from new stub pier to arrivals area; • Relocation of the existing cargo facility, and new aircraft apron area; • New Cargo Taxiway and apron to access cargo facilities; and • Taxiway F will be realigned to accommodate the new stub pier. Phase 2 • Extension of the stub pier to accommodate three additional gates; • Apron area to accommodate new gates; • Relocation of Air Jamaica and associated airport support facilities. Post Phase 2 • Creation of new north pier • Apron area to accommodate additional gates • Extension of terminal building

Phase 1A

Phase 1B

Phase 2

Post Phase 2

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The ‘New’ Terminal Building Our proposals for the terminal processor expressed a unique style which fused together traditional Jamaican cultural values and the best of modern technological advances. The effect is to portray a lasting positive impression for both arriving and departing passengers. The proposed landside access and parking provisions allow smooth and efficient traffic flows, coupled with a high degree of flexibility to accommodate possible changes in future traffic patterns. The airside design provides for a mix of new aircraft stands docking on piers alongside the terminal processor. Allowance has been made on the apron layout for special vehicle lanes to service the aircraft, and operational flexibility has been built into the setting out of the apron. Key considerations in the development of these proposals include adopting methods and materials familiar to the local construction industry; as well as seeking a cost efficient solution which will deliver the best value for money. The following ten key approaches were adopted: 1. A plan designed to maximise flexibility to best respond to air traffic growth and the unpredictable future. 2. A compact Phase 1 Terminal Building, which is easy to expand in the future, with minimal disturbance to operations at minimum cost. 3. An airport layout and terminal building concept which serve the efficient operation for an ongoing status of a regional gateway. 4. Optimum convenience for passengers with minimum level changes, high service standards, short walking distances etc. 5. All passengers enjoy the same spaces, filled with natural light and offering views to the outside. 6. An airport which recognises the needs for commercial revenue, where opportunities are maximised, from the siting of large-scale developments to the sizing and strategic location of shops and restaurants for passengers and public. 7. A building structure which is designed on a simple standard module, optimising repetitive construction, minimising on-site learning curve, and creating opportunities for prefabrication. 8. Precision in design that resolves interfacing and co-ordination problems early, making a fast-track programme for construction feasible. 9. Design that optimises the performance of materials selected on the basis of local availability, functionality, abundance of local skills and low cost procurement. 10. A unique experience for all arriving and departing passengers. Tender Documentation and Construction Tender documentation was prepared, invitations to tender were sent out to various international contractors and in December 2005 Kier Caribbean were appointed Main Contractors. Construction commenced in April 2006 and an additional level was added to the existing pier to enable total segregation between arriving and departing passengers and in July 2007, the new pier was officially opened by the then Prime Minister, Rt. Honourable Mrs. Simpson. Parallel construction of the new terminal facility proceeded at pace and was successfully completed and fully operational in the summer of 2008 with the official opening by The Hon. Orette Bruce Golding M.P., Prime Minster of Jamaica on the 21st October 2008.

Axonometric View over Departures Concourse and Concessions

Axonometric View over Check-in and Departures Concessions

Check-in Gates

Departure

Check-in Gates

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Conclusion At Norman Manley International Airport major ‘surgical’ intervention was needed to achieve dramatic improvements in passenger experience and security without impacting operations and provide Kingston with a new gateway. Innovative, Qualitative and Affordable design combined with a solid relationship between the Airports Authority of Jamaica and Llewelyn Davies Yeang has given the island a more ‘welcoming gateway’ it can justifiably be proud of – arguably the best in the Caribbean!! Jamaica is a proud nation, proud of their past, proud of their achievement in business and extremely proud of their sportsmen and sportswomen. Too often the island is associated with poverty, conflict, violence and tragedy. With more Jamaicans living off the island than on the island, there is a ‘hope’ to attract more people back. The completion of the new terminal is a positive step forward towards a brighter future for the ‘Island in the Sun’.

External Front View – Artists Impression

External Front View

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Xian Xianyang International Airport, Terminal 3
Xian Xianyang, China

Client
Xian Xianyang International Airport – Part of a Consortium with Llewelyn Davies Yeang, Arup and New Era Design Institute Shanghai

Completion
2012

Value
£250m

Project description

Located in the very heart of China, Shaanxi Province has been a political, economic and cultural centre in China for centuries. Xi’an is regarded as the cradle of Chinese civilization and the Eastern Terminus of the famous “Silk Road” trading route between Europe and Asia. The Yellow River has always acted as a major distribution network, helping to spread the word about the incredible cultural history and diversity of the heart of China. The city is experiencing unprecedented opportunities and challenges to secure a prosperous future. The strategic plan for the Great West Development facilitates considerable development in Shaanxi in a context of the expanding reform and ever increasing access to the outside world. Therefore, the timely delivery of the expansion project for Xi’an Xianyang International Airport is fundamental to realising the airport’s dream of becoming the regional and international portal and traffic hub. The objective of the master plan is to provide the design capacity for the total airport of 26 million passengers per annum in 2020, 48 million in 2035 and ultimately 60 million. In order to accommodate the annual throughput of 26 million passengers in 2020, the recommended sceme will be a centralised terminal building with a pier on the south and the north respectively. The proposed Terminal 3 is designed to have an area of 170,000 sq.m. which is entirely integrated with the existing terminal facilities. While the existing requirement is only for a total of 65 stands based on the annual passenger throughput forecast, our scheme provides a total of 85 stands, including 50 contact stands and 35 remote stands to maximise the efficiency of the operation on the apron and the use of the remote stands.

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Huhhot Baita Airport, Domestic Terminal
Inner Mongolia, China

Client Huhhot Baita Airport Authority

Completion 2008

Value £75m

Project description

Commissioned as part of a consortium with Arup to design the domestic terminal at Huhhot Baita Airport as the result of an international competition held by the Huhhot Baita Airport Authority. The 45,000 s.m. domestic airport in Huhhot, Inner Mongolia is 45 minutes by air from Beijing. The outstretched wings of an eagle inspired the design of the terminal. The airport will serve as an overspill for Beijing’s principal airport and will be completed in time for the 2008 Olympics.

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Wuhan Tiahne Airport
China

Client Wuhan Tiahne Airport

Completion Undisclosed

Value Undisclosed

Project description

As one of China’s leading trading and commercial centres, Wuhan sought a new domestic terminal worthy of its status as an important regional gateway. In response to an invited competition, design proposals were prepared for a new terminal to meet the forecast demand of 10 million passengers by 2015 and 25 million by 2030. Passenger orientation within this 100,000m2 building is reinforced by the grand oversailing roof structure above the passenger concourse, with natural daylight falling between its steel roof trusses. Despite its undulating form and distinctive profile, this lightweight roof structure has been designed for ease of prefabrication and assembly, adopting techniques familiar to the local construction industry.

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