Montreal Pierre-Elliot Trudeau International Airport
Launched in 1999 by the ADM (Aéroports de Montréal), the objective of this this ambitious project was to heighten the quality and operations of Montreal’s Pierre-Elliot Trudeau Airport with various projected developments totalling over 900 million dollars. The vision was to efficiently manage the flow of international travelers in a world-class environment, keeping in mind an ever-changing air travel industry, an aging population, a complete overhaul of security measures, improved quality of services to passengers, and the efficiency of carrier operations and other ADM partners. There was also a major challenge in rolling out a project of this scale without disrupting the regular activity of airport operations.
The construction of the international wing, connection terminals and international arrivals (1999-2005) consisted of a new international wing featuring 36 check-in counters, 11 gates and their adjoining buildings and a new connecting terminal with 17 gates. The wings are also served by spacious rooms and various services, a network of clean corridors on the main level assuring the separation of arrivals and departures, and state-of-the-art extendable gateways. The project is completed by a new and majestic central block which integrates a customs zone as well as wide, functional baggage rooms.
The architectural approach enhances functionality with the logical organization of spaces, facilitating the flow of travelers despite the initial obligatory separation between arrivals and departures. The draft concept rests on this functionality by introducing large open spaces, in which there are a series of internal spaces unified by their contemporary architectural treatment - using light, glass, granite and wood to materialize notions of transparency and opacity.
The architectural signature is also marked by large mesh structures, which, by their very nature, assure the stability of the immense, glass zones of the exterior walls and accentuate the sought-after transparency.
The implementation of this project required extraordinary organization and process management from concept to completion, so as not to interrupt regular airport operations. A mobile office unit was placed onsite at the airport to assure participant synergy -- a group who, at the peak of the process, numbered over 150 professionals, comprising ADM representatives, managers and various consultant groups. In architecture alone, the project called upon more than 40 architects and technicians. The management of the project ensured minimal intervening restrictions and the acceleration of the construction process by dividing the project into 250 subsections. The use of prefab elements such as large-scale structures and curtain-walls was one of the means by which construction time was optimized.
The project addressing the international departures section (2005-2009), built in an extension of the connection terminal, consists of a baggage claim on the main level, as well as a check-in hall, a point of inspection, and a customs pre-clearance zone on the floor. On the next levels, a top-quality, 275-room hotel, completed by an independent consortium. In the basement, a 500 vehicle underground parking lot allows for the cost amortization of the construction envelope of the future railway station. The elongation of the exterior drop-off zone toward the new departure area is also included in the project.
The architectural approach of this project was perceived with particular attention to the treatment of the glass surfaces used to create the new airport facade. This facade, which is the full length and twice the height of the international departure hall, has incorporated new technologies in glass manufacturing to achieve transparency. The new unit for the future rail shuttle, connecting with the existing airport, is consistent with this design, as glass is used on the whole of its surfaces - walls, ceiling and floors.
The implementation of the project followed principles that were established beforehand. Here, the project management was undertaken by ADM, which stimulated consultants' creativity while profiting from their expertise in the awarding of multiple contracts for the construction of various aspects of project, within the parameters of the schedule and budget.
Projects completed in consortium: Cardinal Hardy | Jodoin Lamarre Pratte | Architects in consortium
Project date: 1999 to 2010
Team Members : Bourassa Michel, Bouillé Marc, Broz Michel, Desrosiers Michel, Dupuis Michel, Gaudreault Denis, Hampson Ken, Laurendeau Marc, Lessard Louis, Martin Jean, McAuley Karen, Morrier Sylvain
project date : 1999 to 2010
team : Bourassa Michel,