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This paper describes the procurement and contracting strategies adopted for the majority of section 2 of the Channel Tunnel Rail Link, now renamed High Speed 1, plus Eurostar's new depot at Temple Mills and the fit-out works at Stratford and Ebbsfleet international stations. The paper demonstrates that the successful delivery of the project started with adopting the most appropriate contracting strategy commensurate with the level of design development completed at the time of tender, and the client's attitude to risk. Various options of the NEC Engineering and Construction Contract were used throughout. [ABSTRACT FROM AUTHOR]

Building Britain's first main-line railway for over a century—and one carrying trains at an unprecedented 300 km/h—required a completely new set of design standards for railway systems. This paper describes the signalling, trackwork and diverse range of other mechanical and electrical systems which, together with the rolling stock, make the tunnels, earthworks and structures of the second section of the Channel Tunnel Rail Link—now renamed High Speed 1—into a transport system. [ABSTRACT FROM AUTHOR]

Tunnelling under the Thames estuary was considered to be the greatest risk to section 2 of the Channel Tunnel Rail Link project—now known as High Speed 1. However, it was delivered safely and ahead of programme by the application of risk management and sound engineering by the tunnel-boring machine manufacturer and contractors. This paper describes the award-winning design and construction of the 3.6 km long, twin-bore crossing. [ABSTRACT FROM AUTHOR]

Ebbsfleet International station on section 2 of the Channel Tunnel Rail link—now known as High Speed 1—in Kent is a new, high-tech gateway station that opens up major travel opportunities for people living in a wide arc east of London. It is also the first tangible piece of infrastructure in one of the UK's most ambitious and large-scale regeneration projects, the Thames Gateway. This paper describes the design and construction of the station and associated 16 km of rail track, structures and parking for 9000 cars. [ABSTRACT FROM AUTHOR]

St Pancras International station is the jewel in the crown of the £5.8 billion Channel Tunnel Rail Link project—now known as High Speed 1. It replaces Waterloo as home for the UK Eurostar service, which now arrives in continental Europe 15 minutes quicker thanks to completion of the final second section of the project. This paper describes its design and construction, which included a painstaking refurbishment and extension of the 140 year old Barlow-designed train shed as well as creation of new state-of-the-art international station facilities. [ABSTRACT FROM AUTHOR]

Section 2 of the Channel Tunnel Rail Link—now known as High Speed 1—emerges from tunnels at the north-east corner of King's Cross lands in London and then sweeps across into St Pancras station at the south west. This paper reports on the major rail network that has been constructed in 'area 100' to enable train services to approach the extended St Pancras station, and also interconnect with other railway networks, thus facilitating high-speed rail services north of London. It describes the engineering objectives and the civil and railway construction works needed to achieve this complex railway network. [ABSTRACT FROM AUTHOR]

The 12 km north Thames stretch of section 2 of the Channel Tunnel Rail Link—now known as High Speed 1—involved constructing a high-speed railway formation across marshlands next to the Thames, alongside operating railways and crossing major roads. This paper describes the design and construction of the 12 km section which links the Thames tunnel to the London tunnels. The work included the push-launch of a 1 km long viaduct at Thurrock, which threads its way under and over the M25 bridge and tunnel crossings of the Thames respectively. [ABSTRACT FROM AUTHOR]

The success of the £5.8 billion, nine-year Channel Tunnel Rail Link—now renamed High Speed 1—in terms of cost and programme is a testament to the sophisticated control mechanisms which were put in place by the client, project manager and the contractors. These project controls continued to be improved and refined during the second section of the project and have given senior management the tools to make timely decisions on key project issues. [ABSTRACT FROM AUTHOR]