Hong Kong airport runway expansion plan goes to Mott MacDonald

02 September 2016 Consultancy.uk

Hong Kong International Airport is quickly reaching its operational capacity, as the regional economy booms. To allow for continued growth, the Airport Authority Hong Kong developed plans for a third runway – the Hong Kong International Airport’s (HKIA) three-runway system (3RS). Mott MacDonald, working with Atkins, is to provide aviation consultancy across airport masterplanning and engineering for the project – drawing on expertise from its Hong Kong, UK, US and Australian operations for the massive project.

Passenger traffic at Hong Kong International Airport has jumped 121% from 28.6 million in 1998 to 63.3 million in 2014, while cargo traffic jumped 169% from 1.63 million tonnes to 4.38 million tonnes. The airport, in 2012, generated HK$94 billion in economic activity, representing 4.6% of local GDP, while directly employing 63,000 and indirectly inducing the employment of an additional 85,000.

As it stands, passenger and freight levels are soon to reach the maximum capacity of the airfield’s infrastructure – the two runways are currently at around 90% capacity, with projections seeing the airport reach maximum capacity by 2018. In a bid to further develop the capacity of the airport, the Airport Authority Hong Kong’s (AAHK) has lain plans for the development of a third runway – the Hong Kong International Airport’s (HKIA) three-runway system (3RS). The benefits, according to the HKIA, for Hong Kong are manifold, improving its economic contribution to HK$184 billion by 2030 and almost doubling direct and indirect employment.

Hong Kong airport runway expansion plan goes to Mott MacDonald

Mott MacDonald, working with Atkins as partner, has been appointed by AAHK as aviation consultancy contributor to the 3RS project; the firm will provide services across airport masterplanning and engineering. The project will call on a range of capacities from the professional services firm, which has been tasked with the “design of the apron pavement, aircraft parking stands and fully serviced contact gates, the delivery of airport systems engineering such as ground lighting and apron systems, as well as planning and engineering for a fire training facility.” In addition, the firm is tasked with airport planning, which includes determining road traffic impact, as well as cargo, airflows and security studies, among others.

To deliver on the large, multifaceted project, Mott MacDonald will draw on multiple teams within its international operation, among which its core team based in Hong Kong as well as its UK team for support related to airport planning. Added to that, its US operation will be tapped for expertise in the aircraft parking, stand pavements and the design of specialist systems, and the firm’s Australian operation is set to provide airport advisory services.

David Mepham, Aviation Director at Mott MacDonald, says that the firm is “proud” to continue our longstanding relationship with AAHK and are excited to be maintaining our involvement at HKIA. “It follows our recent success as lead consultant for the design of third runway infrastructure and concourse. This latest appointment further reinforces our aviation strength in Hong Kong, which is the technical centre of excellence for airfield work in the Asia-Pacific and Australasia regions,” he adds.

Aviation engagements
Mott MacDonald has recently been expanding its global Aviation Practice with new appointments as well as strengthening its position in the Asian Pacific region. The firm’s aviation consultancy services is on the rise, with the most recent deal closed in July of this year for improvements on Macau Airport – an autonomous territory in China. Earlier this year, the expansion of Hong Kong terminal 1 was delivered after roughly five years of development by, among others, Mott MacDonald.


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How data insights helped Network Rail improve the South-East route

11 April 2019 Consultancy.uk

Amey Consulting has leveraged data insights to assist Network Rail with the improvement of its South-Eastern route. Using the Quartz tool, which monitors train movement, Network Rail will now be able to commit to data-enabled interventions to quickly improve underperforming train stations.

With rail services in the UK coming under strain from the demands of modern commuter life, while the infrastructure and service delivery of the nation’s railways has come in for sustained criticism in recent years, a period of regeneration is on the cards at last. Network Rail is the owner and infrastructure manager of most of the railway network in Great Britain, and has subsequently tapped the consulting industry on a regular basis to help find areas of improvement.

The group recently drafted in consultancy BearingPoint to conduct a thorough organisational evaluation and advise Network Rail (High Speed) on attaining a ‘fit for purpose’ organisational standard – for which the consultancy was nominated at the 2019 MCA Awards. Meanwhile, ArupArcadis and Aecom have been contracted to help Colas Rail and Babcock Rail implement a decade-long framework for Network Rail, aimed at supporting the delivery of the next generation of rail systems, with the contracts said to be worth as much as £5 billion

How data insights helped Network Rail improve the South-East route

As Network Rail further aims to improve its performance and customer service offering, another area it has sought help from the consulting sector for is its South-East route. The network of railways connects London with the southern parts of the country, as well as with Europe, making it the busiest in the country, with more than 500 million passenger journeys per year. This crucial expanse of rail was plagued with small minute delays, which were impacting millions of passengers every day, while reducing the efficiency and capacity of the overall network – something Amey Consulting was selected to help solve.

Amey Consulting soon determined that with the sub-threshold delays to services only lasting for 1 or 2 minutes, most were not the subject of detailed root cause analysis, and this made their corrections almost impossible – with dire consequences. Without addressing these delays, passenger satisfaction would fall, while the capacity and efficiency of the network would be reduced, stinging the income of Network Rail even before a host of delay-related fines would hit the company.

In order to help the client gain a better understanding of where, how, when and what these small delays occur, Amey Consulting looked to demonstrate the value of data-led consulting, with a significant reduction in delays within the first month of rolling out changes to key stations. The consultants embedded themselves in Network Rail’s team, helping them learn the key skills needed to support and apply data-driven solutions.

Agile transport

This involved the deployment of the Quartz tool. The system utilises to-the-second train movement data to present the performance of individual stations across the South-East route. It allows users to effortlessly understand station performance with a high level of detail, and use this information to identify losses caused by small-minute delays. The granular data allows for targeted actions to drive efficiency savings and performance improvements. More importantly, it allows users to understand the impact of small process changes on performance. 

Steve Dyke, an Executive Partner at Amey Consulting, said of the project, “We looked to identify the physical root cause on the infrastructure, building a case for change then managing that project implementation and tracking the benefit/value.  In doing so we are working to define a data performance improvement service to the operational and infrastructure owners.”

Just as important for the project as the technology, however, was teaching the Network Rail team how to leverage it after the consultants were gone. The Amey Consulting team worked to develop an agile working culture within Network Rail’s South-East division, helping staff to be confident in using data to improve the journeys of millions of people per year by attacking the problem from the ground up.

Dyke concluded, “This is less about the tools and about the approach to managing performance.  It meant using by-the-second analysis, data science, and then agile development to visualise and identify areas where improvements can be made.  We then worked with NR to change the way they approached the management of the infrastructure changes.  So rather than pass the information down the value chain, any of which could have been missed, we managed the change end-to-end.”

The project was so successful that Amey Consulting was also among those honoured at the recent MCA Awards. The firm scooped the Performance Improvement in the Public Sector prize for its work with Network Rail, at the 2019 ceremony in London.