Operation of the T5 Agreement relies on all the partners working effectively together.
But how do you judge that they are? T5 has its organisational effectiveness director Sharon Doherty and her team to focus on the people and change management needed for the T5 programme and give support to make sure everyone keeps up to scratch.
'We help line up the critical pieces of the business, ' she says. 'We work with the leaders of the teams to make sure they are effective. We also work in the integrated project teams to set objectives and goals then measure their performance.'
It's a role that starts right at the top. Doherty's team identified the 40 key roles on the project and put the people in or earmarked them for the jobs - whether they were BAA or personnel from the partner companies - through 'a substantive assessment of their personal and intellectual capabilities'. This was to make sure the project had the right people and the right mix of people running it for the different stages of T5.
And they are now moving into a phase of looking at executive coaching and team effectiveness for these key roles, she says. 'We need great talent on a project of this size and complexity. To make sure we have the best people, on a six monthly cycle we review the situation with our key suppliers and their HR directors, ' says Doherty.
'Our preferred approach is to encourage our suppliers to really understand and own their people and change challenges.
We're a small team and can't and shouldn't be everywhere.
Some of the suppliers are really doing some very innovative work in this area and we need to let them get on with it and share good ideas; others need some support and we can lend a helping hand.'
Over the lifespan of the T5 programme, there will be over 50,000 people involved.
The OE team has a responsibility to work with our suppliers to make sure we think through and plan for the people challenges that presents.
'This year, as the civils people start to move on and the mechanical and electrical teams start to arrive, there will be a transition on site, a different culture emerging and we need to think through how to deal with that.'