FOREWORD, SIR JOHN EGAN.
NOTE FROM THE AUTHOR.
PART 1: THE T5 CONTEXT.
1 INTRODUCTION
Heathrow, an economic powerhouse.
Why should you read this book?
2 INDUSTRY TRENDS AND PERFORMANCE.
Aviation trends.
Summary.
PART 2: THE DIFFERENT PHASES OF T5.
3 PLANNING INQUIRY.
Key Players.
The local community voice.
The airline voice.
What was actually agreed and why?
Heathrow East: a different experience.
Summary.
4 DESIGN.
Big-picture design.
Favourite design features and some areas for improvement.
BAA as the design client.
T5 campus design guidelines.
The design team.
Summary.
5 CONSTRUCTION
Key players in construction.
Programme management.
Quality.
Safety.
Environment.
Logistics.
Summary.
6 OPERATIONAL READINESS.
Key players.
Working with third parties.
Having a plan and mitigating risk.
People familiarization induction training.
Organization and structure.
Employee engagement.
Trade union engagement.
Processes.
Systems.
Proving that the people, processes and systems plus the facility work.
Migrating BA from T1 and T4 to T5.
Bringing the opening date forward.
Summary.
7 RETAIL.
Key players.
The approach to retail at T5.
The delights in store for the traveller.
Summary.
PART 3: T5 CRITICAL SUCCESS FACTORS.
8 THE LEADERSHIP STORY.
The size, shape and context of the leadership challenge.
The BAA CEO leadership story.
Five leadership characteristics in action.
Different leaders for different phases.
Summary.
9 LEADERS MOTIVATING PEOPLE.
Employee relations: The biggest people risk to manage.
Maslow’s hierarchy of needs: Get the basics right.
Engage the workforce to improve productivity and ER stability.
Testimonials: T5’s guiseppes.
Summary.
10 THE ROLE OF THE CLIENT.
T5 agreement: A ground-breaking contract.
The client managing and mitigating risk.
Strategic frameworks used to create a successful T5 environment.
The impact of the T5 Agreement.
Summary.
11 INTEGRATING TEAMS TO DELIVER EXCEPTIONAL PERFORMANCE.
Co-locating, the ‘best man for the job’, problem solving and innovation.
What did the team structure look like?
Team testimonies.
Summary.
PART 4: THE FINAL VERDICT.
12 TWENTY-TWO YEARS IN THE MAKING: HOW WILL IT END?
What could stop T5 opening on time?
Pre-opening verdict.
Post-opening verdict.
The final word.
APPENDIX A: TIPS AND QUESTIONS WHEN STARTING A MEGA PROJECT.
Tips and good questions to ask.
Must-have strategies, frameworks and systems.
Summary.
APPENDIX B: THE T5 INTEGRATED TEAM.
References.
Index.
Sharon Doherty is HR and organisational effectiveness director for Heathrow airport and Terminal 5. Sharon has previously worked in consultancy, financial services and retail. Her specialism is people and change. 2002 to the end 2007 she was accountable for the approach to people management and organisational change on Terminal 5.
"Overall this is a fine addition to any bookshelf but more
importantly it should to be read it is extremely easy to read and
very well written." (Ronald McCaffer, December 2010)
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