According to the National Planning Framework, Cork’s population could grow by up to 60 per cent by 2040, making it Ireland’s fastest-growing city region.  

To help meet that demand, Iarnród Éireann (Irish Rail) appointed us to provide multi-disciplinary consultancy services for a new through platform at Kent Station – the city’s main rail hub. 

Officially opened in April 2025, the project was described by the Taoiseach as “a significant milestone in the delivery of the largest ever investment in the Cork rail network” – and marks the first step in a long-term plan to transform rail travel in and around Cork.  

Why was a new platform needed at Kent Station? 

As Cork’s population continues to grow, so does demand for reliable, low-carbon transport. To support this and reduce reliance on private cars, the region’s rail network is being expanded to boost capacity and improve connectivity. 

The new through platform at Kent Station is the first rail project delivered under the Cork Metropolitan Area Transport Strategy (CMATS) – the long-term plan for sustainable transport in the region. It is also the first completed project in Iarnród Éireann’s Cork Area Commuter Rail (CACR) programme, which is delivering the rail infrastructure needed to realise CMATS. 

By enabling trains to pass through the station more efficiently, the platform removes a key operational constraint and allows for more flexible service patterns. This provides immediate benefits for passengers – improving reliability and reducing turnaround times – while laying the foundations for future service enhancements. 

How will the Kent Station upgrade support Cork’s growing rail network? 

Backed by Ireland’s National Development Plan and funded through the EU’s Recovery and Resilience Facility, the CACR programme includes a series of coordinated upgrades: new platforms, twin tracking between Glounthaune and Midleton, and a signalling and communications upgrade across the Cork area.  

These improvements are designed to create a more resilient, accessible and sustainable rail system for Cork, with longer-term plans including new stations and network electrification. 

Over the longer term, the wider CACR programme will enable up to a 10-minute service frequency on Cork’s three commuter lines to Cobh, Midleton and Mallow. It will also support the delivery of Park and Ride sites, additional fleet and a new fleet maintenance depot – ensuring the network is equipped to meet future passenger demand. 

Fast-tracked delivery through integrated design 

From the outset, we worked in full collaboration with Iarnród Éireann’s management and delivery teams, and later the main contractor. 

Our Ireland-based team led the project, supported by colleagues from across AECOM, including our Madrid office, which played a key role in delivering the civil and structural design, track alignment, drainage, systems integration and safety assurance. 

Together, our multidisciplinary teams provided a full suite of consultancy services, including preliminary and detailed design, planning and environmental assessments, tender documentation and evaluation, project management, commercial services, and resident engineering. 

To secure funding, the project had to reach tender award by the end of 2022, a critical milestone tied to EU Recovery and Resilience Facility requirements. We helped meet this deadline by progressing preliminary design and planning approvals at pace, ensuring the project stayed on track for funding release.  

Working collaboratively, the team held regular design coordination calls and scheduled Interdisciplinary Design Checks (IDCs) from the outset, helping maintain momentum and quality throughout.  

As a result, every key project milestone was met on time, to the satisfaction of the client. 

Overcoming space and design challenges  

Designing a new 220-metre through platform at an operational station posed several engineering and spatial challenges. The platform – created by extending Platform 5 and introducing a new Platform 6 – sits between a tunnel at one end and a narrow section of track at the other. This left little room for error. 

There were also changes in ground level across the site, which made meeting standard track gradient requirements difficult. We worked with the client and other stakeholders to agree a safe and practical gradient, supported by clear optioneering and technical justification. 

To connect the new platform into the wider station, we reinstated a disused eastern pedestrian subway, installed over 1,100 metres of new track, built a new retaining wall, and added lighting, drainage and platform furniture. 

Throughout the construction phase, we provided design support, responded to contractor queries, and oversaw the work on site, helping to ensure smooth delivery. 

Laying the foundation for a greener, more connected transport network 

With the platform now in operation and additional services being phased in, the project is already delivering benefits for rail users – making services more efficient and enhancing the overall passenger experience. It also sets a strong precedent for delivering future upgrades under the CACR programme. 

As Iarnród Éireann CEO Jim Meade, who was CEO at the time of the official opening, noted: “I congratulate Iarnród Éireann’s Cork Area Commuter Rail programme team for delivering so swiftly the first of the initial three CACR projects, and their continued progress with the wider programme.  

“The success we are seeing in Cork is testament to the partnership approach we take to delivering improved public transport for our communities and commuters.” 

We’re proud to have played a key role in this successful first step – and to continue supporting a more connected, resilient and sustainable transport future for Cork. 

Deep beneath London’s streets, a radical transformation is underway – one that will revolutionise how the city powers its future.  

National Grid’s London Power Tunnels Phase 2 (LPT2) is a £1 billion upgrade project helping renew the city’s electricity transmission system.

Designed to boost capacity, strengthen network resilience and meet future demand, this ambitious scheme is rewiring the capital via a network of underground tunnels to ensure a reliable and resilient electricity future for millions of Londoners. 

AECOM was appointed by the HOCHTIEF-MURPHY Joint Venture (HMJV) as lead designer for all civil infrastructure on this project, which involves building 32.5 kilometres of cable tunnels running from Wimbledon to Crayford across south London and incorporating eight deep access shafts and headhouse structures.  

Building an electricity superhighway deep beneath the capital  

As London’s population grows, so does its electricity demand. Coupled with the shift to renewable energy, a flexible, resilient and high-capacity transmission system is essential. 

LPT2 is addressing this by replacing aging circuits with new underground tunnels. These tunnels span seven boroughs and will house high-voltage transmission cables, ensuring the network is fit to meet future demand.  

By placing cables underground, LPT2 will not only boost capacity but also allow for future upgrades and maintenance with minimum disruption to traffic, residents and businesses. 

We are delivering most of the civil infrastructure on LPT2, including the design of tunnels and shafts as well as the full, detailed design of all headhouses including architecture, structures, civils and landscaping. 

As part of the project, eight new shafts – up to 50 metres deep – have been excavated along the 32.5-kilometre tunnel route. Our long-standing expertise in tunnelling and knowledge of local geography has enabled us to anticipate and mitigate challenges, including navigating challenging ground conditions and value-engineering the designs. 

One of the first schemes to be delivered to Project 13 principles 

To deliver this critically important infrastructure project at the scale and pace required, National Grid took an industry-leading approach.  

Instead of using traditional transactional contractual arrangements, National Grid was an early adopter of the Project 13 enterprise model, in which all parties – clients, designers and contractors – work as one team.  

This model incentivises collaboration by placing all partners on the same contracts. Key Performance Indicators (KPIs), Enterprise Performance Measures (EPMs) and Milestone Enterprise Performance Measures (MEPMs) drive the process, linking rewards and penalties directly to project performance.  

The performance of each partner impacts the entire enterprise, ensuring that everyone is fully invested in the project’s success from start to finish. It also embraced desired project outcomes around elements of delivery such as carbon reduction, use of local and trainee workforce, and community volunteering. 

LPT2 is one of the first large scale infrastructure projects to be delivered using Project 13 and has done so with demonstrable success. 

All design packages delivered on time 

Working as contractor’s designer, we delivered every single design package on or ahead of time. In addition, the HMJV completed all of their sectional completion handovers on or ahead of time.  This was despite the unprecedented challenge of working through the coronavirus pandemic.  

Our progressive assurance process – which was previously applied on the Thames Tideway Tunnel and tailored to LPT2 – was a key factor in making sure that HMJV hit the project milestones and that National Grid were taken on the design journey and were able to shape the outcomes they required. By involving all parties in regular interdisciplinary design reviews, we aligned design objectives, caught potential issues early, and reduced the risk of errors and rework.  

Timely delivery was also thanks to the longstanding positive working relationships between the contractor and designers, all of whom were invested in the project’s ultimate success, supplemented by the Project 13 enterprise model adopted by National Grid.  

Cutting carbon with the world’s largest single pour of Earth-Friendly Concrete  

Sustainability was an important aspect of LPT2, and one of its most notable innovations was the use of Earth Friendly Concrete (EFC) – a low-carbon, cement-free alternative to standard concrete.  

Although EFC has previously been used in Australia, its application in the UK required extensive testing to determine its suitability for this project.   

We played a crucial role in working with HMJV to specify testing criteria and analyse the results of these tests and field trials, helping to secure buy-in from the client and the supply chain. Following successful trials, EFC was approved for use in permanent works – marking a major milestone for its use in large-scale permanent construction.  

This culminated in world’s largest ever continuous pour of EFC in April 2023, cutting an estimated 82 tonnes of CO2 from the project’s embodied carbon.  

A model of collaboration and success that’s accelerating the energy transition  

LPT2 is a prime example of how collaboration and strong partnerships between the end-client, designers and contractors can help deliver critical infrastructure on time and within budget.   

But that’s not the London Power Tunnels’ only legacy. By increasing transmission capacity, the new tunnels will ensure that Londoners will be powered by a secure and reliable energy network for decades to come.  

The Port of Vado Ligure is an important freight and logistics hub situated on Italy’s Ligurian coast. With deep natural waters capable of accommodating some of the country’s largest container ships, including ULCVs (Ultra-Large Container Vessels), it plays a key role in regional trade and is a major gateway for fruit imports into Europe. 

However, growing cargo volumes and more frequent severe storms were putting strain on the port’s existing breakwater. Without urgent upgrades, Vado Ligure risked greater exposure to rough seas, making docking unsafe and potentially disrupting trade. 

To address this, the port authority (Autorità di Sistema Portuale del Mar Ligure Occidentale) commissioned us to relocate and extend the breakwater – part of a wider investment programme to modernise infrastructure and boost resilience.  

Our Italy and UK teams contributed to the project through the overall structural and geotechnical detailed design of the breakwater, helping to ensure it meets the port’s current and future operational needs. 

Applying our marine engineering expertise 

Relocating a breakwater is no simple task. This was a complex engineering project that required innovation, precision and environmental sensitivity. 

The main challenge was moving and repurposing 13 large caissons – hollow, reinforced concrete structures built over 50 years ago – from the existing breakwater, while ensuring minimal disruption to port operations and protecting the surrounding marine environment. 

Before relocation, these structures had to be carefully assessed and reinforced to ensure they could withstand the stresses of moving them and long-term exposure to powerful waves.  

Unstable ground conditions on the seabed posed another challenge. Without meticulous planning, this could have compromised the structural integrity of the breakwater.  

A collaborative approach to tackling complex challenges 

Delivering this project required expertise across multiple disciplines – including maritime, structural, geotechnical and geological engineering – as well as seamless collaboration between stakeholders including the port authority and contractors, CJV Fincantieri and Fincosit. 

This was particularly important during the design of the extended breakwater. While the structure was initially designed with two new caissons, we recommended increasing this to four new caissons. This will improve the breakwater’s resilience against high waves and more intense weather events. 

To make the relocation process as safe and efficient as possible, our geotechnical experts used hydrodynamic modelling to simulate the movement of the caissons and plan the most efficient and cost-effective sequence for floating and repositioning them. 

We also carefully analysed the seabed conditions and added materials where needed to reinforce it – preventing the caissons from sinking or moving after they were put in place. 

Protecting critical marine habitats 

Large-scale maritime construction must consider its impact on the natural world, particularly in sensitive marine environments. Posidonia seagrass – a protected species crucial to coastal biodiversity – thrives near Vado Ligure. Therefore, we worked closely with environmental specialists and consultants to ensure the project minimised its impact on this fragile ecosystem. 

The breakwater’s foundation was carefully designed using clean rubble material, preventing contamination of surrounding waters. In addition, a real-time monitoring system was installed to track sediment levels in the water during construction. This proactive approach helped protect marine life while allowing construction to proceed efficiently. 

A stronger, more resilient port 

Now that the project is complete, the Port of Vado Ligure is better protected against extreme weather and the demands of modern shipping.  

Our marine engineering expertise has played a pivotal role in strengthening the breakwater, extending its lifespan and ensuring lasting protection for the port. These improvements will safeguard Vado Ligure’s operations, ensuring it remains a reliable maritime gateway for generations to come. 

Water is one of our most valuable resources—essential for daily life, public health and the natural environment. Yet the UK’s water supply is under increasing pressure. Population growth is driving demand, climate change is making droughts more frequent and fragile ecosystems like chalk streams need protection. Without action, water shortages could become a reality in some regions. 

To tackle this challenge, water companies must think differently about how water is managed and distributed. The Grand Union Canal Transfer Project is a pioneering example of this. A collaboration between Affinity Water, Severn Trent and the Canal & River Trust, the scheme will use the country’s historic canal network to transfer recycled water from the Midlands to the Southeast—one of the UK’s most water-stressed areas.  

By repurposing the existing canal network, the project reduces the need for major new construction, keeping disruption to a minimum. Along its route, it will also help restore natural habitats, create more green spaces for people to enjoy and support local businesses that rely on the canal. 

What is the Grand Union Canal Transfer – and what is AECOM’s role? 

“Britain’s canal network was built hundreds of years ago as the freight arteries that fuelled the industrial revolution,” Peter Walker, Head of Strategic Infrastructure Projects, Canal & River Trust, explains. 

“Still used and navigated by boats today, canals have also been repurposed to serve modern society … The Grand Union Canal Transfer will invest in the network ensuring it can move water for domestic supply alongside its day-to-day role for navigation and thereby helping to play a vital part in meeting one of the major challenges faced by society today.”  

The project will transfer recycled water from a wastewater recycling facility in Birmingham. From there, it will flow via a new pipeline into the Coventry Canal at Atherstone, before beginning a 120-kilometre journey along the Oxford and Grand Union Canals.  

Existing canal infrastructure will be upgraded with pumps and pipes to assist the water on its journey, before it reaches a new water treatment works near Leighton Buzzard, where it will be treated and added to Affinity Water’s supply network.  

Our role is to ensure that communities, businesses and stakeholders are informed and engaged throughout the project. Our stakeholder engagement, consultation and communications team is delivering a full-service communications programme to support the project’s Development Consent Order (DCO) application, which is a necessary step for nationally significant infrastructure projects in the UK.  

Working collaboratively with the partner organisations, our team shaped the brand and messaging for the project and is delivering an extensive programme of engagement along the route. 

How will the Grand Union Canal Transfer benefit communities and the environment? 

Currently in its early stages, the project is focused on ensuring that those who live, work and spend time along the canal have a say in its future.  

To achieve this, we are engaging residents, businesses and recreational users to gather feedback that will ultimately shape how the scheme is designed, built and maintained. This collaborative approach ensures the project will not only strengthen water supply resilience but also bring social and environmental benefits to the areas it passes through. 

These include: 

• Futureproofing the drinking water supply: the scheme will protect the future drinking water supply and enhance canal facilities, creating accessible and enjoyable spaces for all. 

• Enhancing biodiversity and protecting ecosystems: efforts to restore and protect habitats along the route will enrich biodiversity, contributing to the wider goal of leaving the environment in a better state. 

• Improving the canal network: improvements to the canal network will ensure its resilience and safety, preserving its cultural and economic value for generations to come. 

Addressing the UK’s biggest water challenges 

While still in planning phase, the Grand Union Canal Transfer is already demonstrating how innovative, collaborative approaches can help address the UK’s long-term water challenges. 

By combining expertise from Affinity Water, Severn Trent and the Canal & River Trust, the scheme is set to strengthen water infrastructure in the Southeast while delivering lasting environmental and community benefits.  

If approved, the project has the potential to secure vital water supplies, support canal navigation and enhance biodiversity. By making use of existing infrastructure, it will help to create a sustainable water network, ensuring England’s historic waterways continue to thrive well into the future. 

Next generation power solution

Located off the coast of south-eastern Australia, SOTS comprises, among others, the installation of 200-400 offshore wind turbines and various supporting transmission assets, i.e. cables and substations, required to transfer the energy generated by the offshore wind farm to the existing wider electricity network in Latrobe Valley.

Developed to full potential, SOTS would generate up to 2.2 GW of new capacity, powering around 1.2 million homes across Victoria.

Powering up safely

The construction and operation of the wind farm required modifications to ports and harbours, as well as the surrounding landscape, which entailed careful planning and approvals.

AECOM was brought in as a trusted planning and environmental advisor to support the development of the project.

In close consultation with relevant regulatory agencies, we have developed and prepared:

an Approvals Strategy to identify the most appropriate planning and environment approvals pathway for the project:

• a detailed project schedule to secure the approvals
• project referrals in relation to the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act) and Environment Effects Act 1978 to inform government decisions on the approvals process.

The referrals, submitted in April 2020, included preliminary ecology, heritage and visual impact assessments. Marine mammal and seabird surveys were also conduced to support forthcoming impact assessments.

Our team has also undertaken detailed ecological surveys across three onshore transmission corridor options for connecting the wind farm to the wider transmission. This work has contributed to an assessment of the alignment options.

We also led the finalisation of a study program and scoping of the specialist assessments undertaken between 2021 through 2022 required to satisfy Commonwealth and State approvals requirements.

The services provided by AECOM have identified a suitable pathway for the project to obtain the required planning and environmental approvals, enabling SOTS to identify and actively manage the approvals risks associated with the project and gain confidence in further developing and implementing the project.

The Elizabeth Tower is one of the UK’s most recognisable landmarks. Completed in 1859, the 96-metre structure is more commonly known as Big Ben, after the famous 13.5-tonne bell that is housed in the Tower and sounds the hour across London. 

Throughout its 160-year history, the tower has endured two world wars and witnessed many of Britain’s most significant events. However, decades of exposure to pollution, weather and wartime damage had all taken a toll on the building, calling for a major conservation effort.  

Collaborating closely with the Parliamentary In-House Services and Estates (IHSE) team, architect and contractor, our structural and heritage engineers played a vital role in this complex refurbishment, applying our extensive expertise to safeguard the tower while respecting its architectural heritage.  

The most extensive restoration in the Tower’s history 

When the Parliamentary IHSE team first commissioned the refurbishment in 2012, it was anticipated that only minimal, routine maintenance would be required. However, after closer inspection, it quickly became clear that significant repairs were needed. This was especially true for sections of the structure damaged by bombing during World War II, which were never fully repaired.  

Ultimately, the 5-year restoration programme amounted to the largest in the tower’s history. The works included: repairing and redecorating the cast iron roof, clock faces and high-level metalwork, waterproofing the belfry, repairing the external stonework, installing a new lift, providing a new fire alarm system, establishing conservation heating, and undertaking a comprehensive systems re-servicing.  

Overcoming complex challenges

Working on a structure of this historical importance required more than just structural expertise. The Tower’s status as a Grade 1 listed building meant that every aspect of the work needed to balance preservation with modern safety standards. 

For example, one of the most complex tasks was the erection of a 98-metre scaffold system around the tower, for which we prepared the concept design. This temporary structure, which took six months to assemble, allowed for the safe restoration​​ of both the roof and stonework.  

Another challenge we faced was the limited documentation of previous repairs and wartime damage. Without detailed records, our engineers had to rely on information sourced from old photographs and newspaper articles of previous restoration works undertaken in the 1950s and 1980s.  

In addition, a 3D point cloud scan of the building was undertaken using drones. This scan was used to develop a full BIM model of the tower, which was then used to coordinate all further design development. 

Working within a UNESCO World Heritage site further complicated the project. Surrounded by equally protected historic buildings, extreme care was required to avoid damage during construction.  

Bringing together contractors and artisans from across the nation 

One of the project’s key successes was the collaboration between large contractors and skilled artisans from across the UK, whose combined expertise delivered exceptional results. 

For the 30-metre cast iron roof, thousands of intricate iron components were carefully removed, and restored or recast in specialist workshops across the country. This extensive effort ensured that as much of the original material as possible was retained.  

Skilled stonemasons also replaced over 700 masonry pieces, working from a temporary workshop established at the base of the tower. One of the more challenging tasks was sourcing replacement stone for the weathered limestone cladding. With the original Victorian-era quarry no longer in operation, the design team identified a new quarry that could provide a similar stone. Each piece was then hand-carved to blend seamlessly with the tower’s original façade. 

For the past century and a half, there has only been one way up and down the tower – a single, narrow stone staircase. To facilitate easier maintenance and emergencies, a lift was constructed in an existing ventilation shaft. By collaborating with small UK-based manufacturers and a steel contractor, we were able to develop a design to support the lift frame using standard steel section sizes, rather than having to fabricate bespoke supports. This significantly reduced the cost of the lift installation.

Preserving history 

As part of the restoration works, we carried out a detailed analysis of the delicate cast-iron clock faces. Through this work, we were able to justify that, even though there were some cracks in the intricate iron frame, structural repair of the clock faces was not required. This not only saved time and reduced costs, but it also ensured that all of the historic fabric of the clock faces was retained. 

We also worked with SPS Technologies to design a new “crash system” to protect the electrical equipment in the basement of the tower in the event that one of the heavy cast iron weights that drive the clock – the heaviest of which weighs 1.5 tonnes – should ever break free and plummet down the weight shaft (a 50-metre drop). 

All information gathered during the restoration has been integrated into a digital asset register and recorded in a full BIM model of the tower, ensuring that future conservation teams will have detailed records of every component. 

An exemplary approach to heritage restoration 

The Elizabeth Tower refurbishment is a strong example of how modern engineering and traditional craftsmanship can come together to preserve a national icon. 

To mark the completion of the refurbishment works on the Great Clock mechanism, Big Ben chimed on Remembrance Day (13 November 2022) – the first time that Big Ben and the quarter bells had chimed since the bells were silenced in August 2017.  

Now complete, our work has not only protected the tower from further deterioration, but also improved its future resilience, enhanced accessibility and simplified routine maintenance – securing its place as an iconic landmark for generations to come. 

The Cork Area Commuter Rail (CACR) programme is set to transform transportation across the region. As the largest investment ever made in Cork’s rail network, it will provide faster, greener connections between Cork and surrounding areas by increasing train capacity and frequency. 

With growing scrutiny on the sustainability benefits of publicly funded transportation projects in Ireland, Iarnród Éireann (IÉ) needs to ensure the CACR programme not only meets Cork’s rising travel demands but also supports long-term climate and sustainability goals.  

Appointed by IÉ, we developed a comprehensive sustainability strategy and developed the tools which will support its implementation across each of the seven work packages within the programme. 

Developing a robust sustainability strategy

Our priority was to develop a sustainability strategy for the programme, aligned to IÉ’s corporate sustainability strategy. This was instrumental in establishing clear sustainability targets for the programme. 

Navigating the regulated rail environment and dealing with multiple stakeholders on such a large-scale programme posed several challenges. Therefore, to develop a robust strategy, our team reviewed national, regional and corporate policies to determine the sustainability context and key drivers. 

We also held virtual workshops with the CACR team to define the sustainability vision, objectives and focus areas for the programme. This helped shape the sustainability approach across the full lifecycle of each of the seven work packages. 

From strategy to action  

Following our successful work on the sustainability strategy – and the strong relationship we developed with IÉ – we were appointed to deliver three other workstreams to help ensure that sustainability would be implemented consistently throughout the entire programme.  

These included: 

• Sustainability Implementation Plan (SIP): this provided a practical roadmap for IÉ to deliver and measure sustainability outcomes throughout the entire asset lifecycle of each package from design and construction through to operation. It assigned clear responsibilities and actions to achieve the CACR’s broader sustainability targets and offered the tools and resources to do so. 

• Carbon Management Plan (CMP): we developed a CMP to help the client reduce carbon emissions on each infrastructure package within the programme. By collecting data and establishing a carbon baseline, the CMP enabled IÉ to track and manage emissions reductions across the programme. 

• KPI, measurement and reporting framework: we worked with IÉ to set KPIs aligned with the programme’s targets as set out in the sustainability strategy. This tool enabled IÉ to consistently track progress and communicate achievements to its board and stakeholders – ensuring transparency and accountability. 

Empowering teams through training and upskilling 

One of the major challenges in the early stages was securing stakeholder buy-in.  

To address this, we collaborated closely with IÉ’s change manager and the broader team to improve their understanding and application of sustainability. This was essential for developing the strategy and enabling its successful rollout, as it helped the client deliver sustainable outcomes and take ownership.  

We also delivered online training sessions, workshops, videos and practical tools to help the IÉ team better understand key sustainability concepts and their importance within the CACR programme. 

With this training, IÉ can now continue to implement best practice sustainability and carbon services long after our work is complete.  

In fact, IÉ has already started including sustainability within tender scope documents for multidisciplinary consultants, requiring a dedicated sustainability lead as part of its tender resourcing.  

Looking beyond the CACR programme: applying a long-term sustainability approach 

The sustainability framework we developed for the CACR programme has empowered IÉ with the tools and expertise needed to drive continuous improvements in sustainability. This will not only advance its sustainability performance but has also fostered innovation in ways previously unexplored within the organisation.  

By delivering tailored resources, expert guidance and practical training, we have strengthened IÉ’s capacity to manage sustainability and improve reporting. More importantly, this work has built lasting capability within IÉ’s teams, enabling them to integrate sustainability into future programmes and decision-making processes.  

This will help IÉ ensure that investments made in the rail network realise their targeted benefits, putting rail at the centre of sustainable transport in Ireland.  

Built between 1699 and 1705, the Rubrics is the oldest building on the Trinity College Dublin campus, and Ireland’s longest-serving purpose-built residential building. 

However, the elegant 325-year-old red brick building – which is listed as a Protected Structure and Recorded Monument and still used for accommodation – required an extensive upgrade to provide modern rooms and studio apartments to enhance living conditions for students and teaching staff. 

Given its historical significance, the refurbishment had to both safeguard the building’s historical, architectural and cultural significance while upgrading its fabric for modern use. 

The university also needed to achieve substantial energy savings and reduce greenhouse gas emissions, aligning with the college’s commitment to sustainability. 

This presented the university with a significant challenge, which a team of experts including AECOM helped to meet – with award-winning success. 

Innovative use of geothermal energy to improve energy efficiency and cut carbon emissions 

Our team was appointed on a Pascall + Watson-led design group to provide mechanical, electrical, civil and structural engineering services – as well as Project Supervisor Design Process (PSDP) services – for the restoration and deep energy retrofit of this landmark building. 

The building’s age and historical value meant that traditional retrofit methods were not always applicable, necessitating innovative approaches that balanced energy efficiency with conservation. 

We conducted an extensive feasibility study that examined a range of options to determine the best heating method for the building. This involved assessing each option based on several criteria, including energy consumption, carbon dioxide (CO₂) emissions, and the impact on both the building’s conservation and the broader campus environment. 

The analysis revealed that, as well as having the lowest carbon dioxide emissions of all the heating options, a ground source heat pump (GSHP) system was the most effective method for this building.  

As a result, a GSHP was installed to provide heating for the entire building. This included a closed loop collector system with 21 boreholes each 170 metres deep. Together, they can deliver 425 megawatt hours (MWh) of renewable heating annually.  

In addition to this, we also carried out extensive thermal analysis to optimise the fabric upgrades while respecting the sensitive nature of the existing façades. This has led to a 40 per cent thermal performance improvement.  

An award-winning model of sustainable conservation 

In addition to the provision of new rooms, apartments and research facilities for students and staff, the deep energy retrofit has transformed the Rubrics building into a model of sustainable conservation.  

The new geothermal system provides 100 per cent of the building’s heating and is expected to reduce primary energy use and CO₂ emissions from the refurbished building by 75 per cent compared to previous levels, setting a new standard for energy-efficient retrofits in heritage structures. 

The heat pumps also use waste heat recovery to generate domestic hot water for most of the year, meeting 80 per cent of the building’s hot water needs. 

Already, the Rubrics has earned prestigious recognition. At the AUDE Awards 2023, it was commended in the University Impact Initiative of the Year category and won the Retrofit of a Building award at the Towards Net Zero Awards 2023. 

Speaking of the project’s success, Trinity College Bursar Eleanor Denny said: “The Rubrics is a true landmark on Trinity’s campus. What has been achieved with this beautiful building – in preserving its historic nature while ensuring it can meet modern energy standards – is extraordinarily exciting. This project will be a pathfinder for future projects involving our heritage estates.” 

 

AECOM’s work allowed the Manchester Metrolink system to expand safely and efficiently into the most admired LRT network in the United Kingdom.

Over the past 16 years, AECOM has played an integral role in the expansion of Manchester Metrolink, a Light Rail Transit (LRT) system in northern England. Our work has facilitated the system’s growth into the largest LRT network in the United Kingdom, comprised of eight lines, 65 miles of track and 99 tram stops. AECOM was responsible for multidisciplinary design of Phase Three, and later the Trafford Park Line extension.

Substantial network expansion

Our participation in Manchester Metrolink began in 2008 with Phase Three of the network’s expansion – dubbed ‘The Big Bang’ for the substantial growth that it brought to the system. Phase Three added 40 miles of new LRT routes and 55 new stops, solidifying the Metrolink’s status as the UK’s largest LRT network. Completed in 2016, this phase added four new lines serving Oldham & Rochdale, Ashton under Lyne, East Didsbury and Manchester Airport.

This work allowed us to showcase how we address the challenges of integrating light rail into a public highway environment. We provided track alignment and formation design for several operating environments including on-street, segregated and re-use of former heavy rail corridors. Our design team also aided in the conversion of the existing Oldham Loop heavy rail line into an LRT tramway.

Connecting Greater Manchester to key destinations

The Trafford Park Line (TPL) is a four-mile extension with six additional stops branching off the Eccles Line and includes a mix of segregated and shared on-street LRT operation. The TPL provides a sustainable transport link to some of Greater Manchester’s busiest visitor destinations including the Imperial War Museum North, Old Trafford Stadium (home to Manchester United Football Club), the Trafford Centre and Europe’s largest industrial park – Trafford Park.

The Trafford Park industrial complex employs more than 35,000 people and is home to one of the largest shopping and leisure complexes in the UK, The Trafford Centre. The TPL is a reliable and affordable connector aiding sustainable economic growth and improving employment opportunities while tackling congestion.

Our work on the TPL spanned 2014 to 2020 and included the preliminary and accepted-for-construction designs, as well as continued design input for third-party works and structures. We also provided information management and site engineering support throughout the construction process.

Construction involved complex multidisciplinary works and the need to minimize disruption to businesses, requiring a greater level of coordination between design and construction than was necessary on previous extensions. We spearheaded the reconfiguration of 14 signal-controlled junctions and the comprehensive redesign of public highways. This work created a safe and efficient environment for all road users – particularly pedestrians and cyclists.

Altogether, our teams spent 500,000 hours of effort producing over 12,000 2D and 3D design deliverables for TPL. This work was coordinated between 16 disciplines and 18 AECOM offices, demonstrating our ability to organize massive multidisciplinary projects at scale.

Delivering award-winning work ahead of schedule

We used Building Information Modeling (BIM) to generate a full 3D federated model for the TPL – viewable by all key stakeholders – enabling effective design coordination across disciplines. As a result of our emphasis on efficient workflows, the TPL was completed seven months ahead of schedule, with service beginning in March 2020. Our work on the TPL has won multiple awards including the 2017 Building Awards-BIM Initiative of the Year and the UK Tram Global Light Rail Awards 2017-Technical Innovation Award for BIM model.

The design team adopted Design for Manufacture and Assembly (DfMA), an engineering-led approach to construction used during earlier stages of Metrolink. This process allowed for many parts to be fabricated off-site, so they were ready for installation as soon as they reach the project site. Historically, tram stop platforms have taken up to six weeks to install — the DfMA solution reduced this timeline to only three days for the TPL stops.

In addition to accelerated timelines, our use of DfMA improved quality control and reduced waste due to the fabrication of materials under controlled factory conditions. It also limited the need for construction and manpower on-site – mitigating impact on local communities – and resulted in a safer build process with a higher quality end-product.

Our future with Manchester Metrolink

Following the completion of the Trafford Park Line, we continue our involvement in asset renewals and the development of business cases for future Metrolink extensions. We have proven to be a trusted design partner, providing works ranging from structural inspections and refurbishments to highway, traffic, civil and systems engineering and the preparation of environmental management plans.

Our involvement with Manchester Metrolink from 2008 until today underscores our track record of forming long-lasting collaborations with clients and contractors. This work highlights our multidisciplinary capability of delivering challenging LRT operations and infrastructure throughout the project lifecycle.

In 2023, London’s Old War Office opened to the public for the first time in nearly 120 years.  

Built in 1906, the 1000-room, Grade II listed building served as a workplace for some of the most prominent political names of 20th-century Britain, including Sir Winston Churchill, who famously directed the war effort from behind its walls.  

The Ministry of Defence used the building until 2016, when the Hinduja Group acquired it and embarked on an ambitious renovation project with the luxury hotel chain Raffles.  

Following this seven-year transformation, the Old War Office is now reborn as the UK’s first Raffles hotel and residential complex – marking an exciting new chapter for the building. 

As the lead mechanical, electrical and plumbing (MEP) consultant, we played a pivotal part in the conversion, undertaking the design of all MEP systems – from heating, ventilation and air conditioning to drainage and power. 

We also provided services in sustainability, energy, BREEAM, vertical transportation (VT) and IT/AV to support the building’s redevelopment.  

The OWO: a historic landmark reimagined 

Situated on the site of the former Palace of Whitehall, this was a highly complex project due to its scale, conservation area restrictions and the need to sensitively restore and preserve historic interiors. 

The OWO, as it is now known, contains 120 luxury bedrooms and suites, nine restaurants, three bars, and 85 Raffles-branded private residences. As part of the conversion, a three-storey rooftop extension increased the size of the already colossal structure by 31 per cent. Plus, four new basement levels were added to accommodate a 600-person subterranean ballroom, spa, swimming pool and kitchens.  

We collaborated with EPR Architects and 41 other sub-consultancies to ensure the modern amenities and services were in keeping with the building’s original Baroque features. 

Our approach has been to service the building as a whole – with dedicated systems for each part (both the hotel and high-end residences) where possible. 

Digital coordination, seamless collaboration 

To aid coordination during this major services refit, the whole project team worked in Autodesk Revit 3D building information modelling (BIM) software, which contains more than 1 million design elements – 400,000 of which are related to mechanical and electrical services.  

Before this model was available, we worked with a survey model containing digital scans of the entire building. This was supplemented by digital general arrangement (GA) drawings with embedded photographs, which meant our specialists could click on a GA to reveal a photo of a specific element at any time. 

On-site discoveries were still made, however. For example, when part of the ceiling was removed, a series of WWII-era reinforcement beams were exposed which meant we had to reroute services around them. Therefore, it was the combination of both digital tools and physical inspections that made this project a success. 

Solving complex project challenges  

One of the biggest challenges was routing building services from the basement to the hotel’s upper levels while avoiding listed rooms on the ground floor. To navigate this, our team made use of the ‘moat’ – an existing underground corridor encircling the entire building – to effectively distribute services.  

Additionally, as the largest guest suites that now occupy the former war rooms had listed wood-panelled walls, the panelling had to be carefully removed to accommodate fan coil units. These were installed discreetly behind period-style grilles. 

Due to the building’s listed status, finding suitable locations for equipment was challenging. Every corner of the building was used, as placing large equipment on the roof was not permitted and careful coordination of service distribution was essential. 

We’re proud to have played a key role in this major renovation of the Old War Office, which is shortlisted in the Retrofit Project of the Year award at the 2024 Building Awards. 

Enhancing energy efficiency and environmental sustainability 

Upgrading the sustainability credentials of a Grade II listed building was no easy feat. From the outset, restrictions on materials and the need to maintain listed features also required meticulous planning.  

The building’s high thermal mass plays a key role in its energy efficiency by maintaining consistent heating and cooling, thereby reducing temperature fluctuations. Additionally, a state-of-the-art building management system (BMS) has been installed, enabling operators to accurately monitor energy consumption and make adaptations instantly. 

We also ensured that the building is prepared for future connection to district heating, which will further enhance its energy performance. 

Throughout the seven-year construction period, we adapted to legislative changes and improvements in the hotel operator’s brand standards. For example, we added electric vehicle charging points to the residents’ parking areas to meet the growing demand for car charging infrastructure. 

Proud nominee of the 2024 Retrofit Project of the Year 

We’re proud to have played a key role in this major renovation, which is shortlisted in the Retrofit Project of the Year award at the 2024 Building Awards. 

Thanks to the coordination and collaboration across all teams, this project illustrates how a large heritage building can be rejuvenated – preserving its past whilst breathing new life into its structure. 

While The OWO is now fully open to the public, our work continues with seasonal commissioning post-handover, so that we can fine-tune and adapt the systems as they are being used. 

All images courtesy of EPR architects