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2013
DREES & SOMMER GROUP
ANNUAL REPORT 2013
GROUP OPERATING RESULT 2013
CONTENTS
204.7
SALES IN
MILLION EUROS
21.0
OPERATING
RESULT IN
MILLION EUROS
29 %
EQUITY RATIO
1,770
EMPLOYEES
37
OFFICES
REPORT OF THE SUPERVISORY BOARD
2
REPORT OF THE EXECUTIVE BOARD
3
IN FOCUS
4
The future of building –
new approaches, new processes
PROJECTS
– Project realization
–Consulting
YOUR CONTACTS
14
16
80
94
96
98
– Partners and Associate Partners
– Offices and contacts
– Contacts for specific industries and
special projects
103
PHOTO CREDITS
105
IMPRINT
107
GROUP OPERATING RESULT 2013
PROFIT & LOSS STATEMENT
BALANCE SHEET
(in euros)
1.Revenues
2. Change in work in progress
3.
Other operating income
4. Expenditure for purchased services
166,473,659
(in euros)
A. Fixed assets 30,304,401
7,886,444
ASSETS
204,664,503
35,251,471
108,132,384
I.
Intangible assets
1. EDP software, licenses
2. Good will resulting from capital consolidation
II. Tangible assets
5.
Personnel expenses
a) Wages and salaries
96,203,891
b) Social security costs and pension fund
11,928,493
III. Financial assets
1. Shareholdings
2. Other securities lending
6.Depreciation
7.
Other operating expenses
8. Income from shareholdings
2,979,381
37,353,521
271,565
9. Income from other securities and from long-term loans
375,022
10. Interest and other expenses
580,190
13. Other taxes
14. Net income
7,190,813
99,430
Subscribed capital
less nominal value of treasury shares
1,931,655
II.
Capital reserves
7,460,685
III. Revenue reserves
7,290,243
6,356,526
5,309,191
4,485,759
V. Change in equity due to exchange rate difference
–587,875
1,854,281
VI. Minority interests
–303,571
2,631,478
25,960,492
B. Accruals
Inventories
1. Work in progress
./. Advances received
0
1. Accruals for pensions
2,939,721
219,969,711
2. Provisions for taxation
3,700,935
–219,969,711
3. Other accruals
25,054,556
31,695,213
II. Receivables and other assets
36,784,364
1. Trade receivables
27,102,780
77,883
2. Receivables from shareholdings
1,068,065
C. Liabilities
–8,311,145
3. Other assets
8,613,519
1. Payments received on account of orders
4,845,894
2. Trade payables
4,845,894
3. Liabilities to shareholdings
29,148,134
4. Other liabilities
17. Changes in equity as the result of purchase or sale of own shares
–181,446
III.Securities
18. Group balance sheet profit
5,309,191
1. Other securities
IV. Checks, cash on hand, cash in banks
722,728
D. Prepaid taxes
1,788,000
Positive difference from asset allocation
154,018
PROFIT & LOSS STATEMENT
Group sales grew by 32.2 million euros to 204.7 million euros (previous year 172.5 million euros).
Expenses increased in the year under review by 28.7 million euros to 183.7 million euros (previous
year 155.0 million euros). The operating result increased by 2.7 million euros to 21.0 million euros.
Net income totaled 13.7 million euros.
BALANCE SHEET
The transfer of the balance sheet profit of 5.3 million euros – together with subscribed capital,
capital reserves and revenue reserves – results in equity of 26 million euros. The equity ratio is
29 percent. Accruals for pensions, taxes and variable remuneration rose by 1.1 million euros to
31.7 million euros.
12,476,776
36,330
9,168,487
30,583,519
67,659
D. Deferred income (other)
Balance sheet total
88,306,883
88,306,883
Balance sheet total
21.0
OPERATING
RESULT IN
MILLION EUROS
29 %
EQUITY RATIO
1,770
EMPLOYEES
37
OFFICES
SALES IN MILLION EUROS
OPERATING RESULT IN MILLION EUROS
136.9
145.6
146.5
150.5
172.5
204.7
12.3
12.4
13.2
15.3
18.3
21.0
2008
2009
2010
2011
2012
2013
2008
2009
2010
2011
2012
2013
Liabilities such as for Trade payables to suppliers and subcontractors increased by 4.6 million euros
to 18.1 million euros. Payments received on account of orders, on the other hand, fell by 5.2 million
euros to 12.5 million euros.
This results in a balance sheet total of 88.3 million euros for fiscal 2013 (previous year 83.1 million euros).
SALES IN
MILLION EUROS
8,901,926
C. Deferred income (other)
204.7
98,104
IV. Net income
I. E.
–209,145
15,297,262
13,723,899
15. Shares held by other shareholders
16. Profit brought forward less dividends
I.
985,645
1. Other assets, operating equipment, fixtures and fittings 7,460,685
B. Current assets
66,398
(in euros)
2,917,301
21,014,142
11. Operating result
12. Taxes on income and earnings
183,716,758
LIABILITIES
A. Equity
8
REPORT OF THE
SUPERVISORY BOARD
REPORT OF THE
EXECUTIVE BOARD
Executive Board and Partners
(from left)
Chairman of the
Supervisory Board
Peter Tzeschlock, CEO
Dierk Mutschler, COO
Joachim Drees, CFO
Prof. Dr. Hans Sommer
During fiscal 2013, the Supervisory Board
reviewed the management of the Aktiengesellschaft (stock corporation) by the Executive Board
and constantly monitored business activities
through written and oral reports of the Executive
Board. Once again, very good business performance and both qualitative and quantitative
improvements were achieved.
The annual financial statements submitted
by the Executive Board on 31.12.2013 for
Drees & Sommer AG and the Group, including
all accounting records, have been examined by
accounting firm Deloitte & Touche. No cause for
objection was found and the annual financial
statement was certified as accurate without
reservation. In keeping with this, examination
of the annual financial statement by the Supervisory Board raises no cause for objection.
The Supervisory Board approves the annual
financial statement submitted by the Executive
Board and it was thereby adopted on May 13,
2014. The Supervisory Board approves the
management report.
2013 OPERATING RESULT
At 204.7 million euros, Group sales were up
18,6 percent on prior year (172.5 million euros).
Operating profit increased by 2.7 million euros
or 14.7 percent to 21.0 million euros (prior year
18.3 million euros).
The number of employees has grown by
18 percent from 1,500 to 1,770. The share
of international business increased slightly
to 27 per cent of sales. This was, however,
associated with significant investment in the
expansion of international offices. As a result,
the hiring of new staff, intensification of local
training, the expansion of quality management
and enhanced quality assurance have temporarily impacted on foreign earnings.
The increased focus on key sectors in which
we can demonstrate specific competencies has
paid off, as has the systematic linking of process
consulting and specialist planning with project
management and facility management consulting.
The General Construction Management service
– supplemented by lean management and
logistics planning – is increasingly in demand,
as is construction consultancy and planning
in the field of engineering.
Our unique selling propositions continue to be
our innovative competence, our high standard of
quality and absolute reliability, which we combine
sustainably in the ecological and economic spirit
of ‘the blue way’ to the benefit of our customers.
OUTLOOK
Currently, the key success drivers are the
automotive, healthcare, life sciences and
retail industries, especially in the areas of new
buildings, upgrades and extensions, as well as
the real estate industry. General Construction
Management is being single-mindedly expanded
and now has over 50 building systems equipment
(BSE) planners in addition to project management.
By combining professional competence, Building
Information Modeling (BIM) and special methods
such as lean management for execution and
supply chain management for delivery and construction site logistics, we increase the quality of
construction using the ‘Build it twice’ principle.
This means carrying out construction virtually
on the computer first – thinking through and
coordinating the various elements – and then
undertaking orderly and precise implementation
on the building site as per the cost and schedule
plan. This approach is particularly suitable for
major projects. Customers benefit from our highly
trained staff who go where they are needed.
‘Cradle to Cradle’ is the latest innovation and
a major focus. On April 3, a first large-scale
forum was held at Solitude Castle near Stuttgart
(see ‘In focus’ on the following pages).
10
IN FOCUS
THE FUTURE OF
BUILDING –
NEW APPROACHES,
NEW PROCESSES
Will the future of building finally result in a perfect combination of
profitability and sustainability? And if so, which issues will play a key role?
The following pages take a look back into the past and into the future.
Stages of development in
construction since 1965
A lot has changed in construction over the
last 50 years. Sweeping changes have
occurred particularly in the past decade: Just
think of the trend in the energy consumption
of new buildings. Societal developments –
above all over the past half-century – initially
in the West and increasingly throughout the
world – have resulted in profound changes in
consciousness. It is a long time since the
construction industry revolved solely around
meeting the demand for space at any price.
Rather, the focus has shifted to a responsible
relationship with both nature and the social
environment as the guiding principle for
thoughts and actions.
Innovations
MATERIAL CYCLES
ENERGY CONSERVATION
WORK ENVIRONMENTS
QUICK, CHEAP
1960
10
1970
1980
1990
2000
2010
2020
2030
Various stages of development – sometimes
running in parallel and building upon each
other – have resulted in new approaches to
the construction process, making it increasingly
complex. The buildings created using these
approaches are increasingly well aligned to the
needs of people and conservation of nature.
This historically evolved new awareness will –
in conjunction with innovative processes and
techniques – lead to a new culture of construction. The individual stages of this development
in the construction industry are shown in the
graphic on the left.
STAGE I: INDUSTRIALIZATION AND
THE ECONOMY SINCE THE 1960S
After the mid 1960s at the latest, residential and
office buildings, shopping malls and hospitals,
operator-specific developments and industrial
buildings shot up everywhere. Where established
buildings were in the way, they were simply
bulldozed. Most of the architecture from this
period is anything but esthetically pleasing,
but is sometimes now heritage-protected.
The focus of the time was primarily on industrialized construction. This sometimes resulted
in massive prefabricated structures with partially
separated structural and fitout grids. Fitout –
particularly in public-sector and commercial
From 1960
INDUSTRIALIZATION
From 1985 USE From 1995
CO2 REDUCTION Current
MATERIAL CYCLES DEMOLITION
Replacement of existing
buildings
Established buildings
RENOVATION
Functional and technical
optimization
Established buildings
REVITALIZATION
Energetic and functional
optimization
Established buildings
RECOVERY
Replacement of unhealthy
materials with C2C products
Established buildings
Fast and cheap availability
of residential/
commercial space
Functional approaches
and economic
operation
Green Building
Energy Pass and
certification
Closed material
cycles
Cradle to Cradle
New buildings
System buildings
Industrial/cost-effective
ENERGY GUZZLERS
New buildings
CI building
Design/economical
WORK ENVIRONMENTS
New buildings
Green Building
functional/energetic
ENERGY SAVERS
New buildings
Stock of raw materials
Active/sustainable
PART OF NATURE
Key aspects of stages
of development
construction – was undertaken with prefabricated floor, wall and ceiling systems. In principle,
these developments were clearly pioneering.
Unfortunately, materials were used without
regard for health hazards. The materials often
contained problematic solvents, adhesives or
preservatives and were contaminated with
stabilizers, plasticizers or insulators.
The notorious example from this period is
asbestos further contaminated with PCBs
(polychlorinated biphenyls) or PAHs (polycyclic
aromatic hydrocarbons). Today, asbestos is
considered hazardous waste, with safe disposal
costing up to 200 euros per square meter.
Other examples include mineral wool with
very short fibers, timber and fitout materials
containing formaldehyde. This ‘heritage’ is still
largely present in the fabric of older buildings.
For architects and engineers, facades were
generously glazed envelopes with poor heat
insulation. The resulting heat loss in winter
and overheating in summer was eliminated
by massive air conditioning systems with
enormous energy consumption. The industrialization of construction left a legacy of energyhungry dinosaurs, in which people could
hardly feel comfortable.
STAGE II: WORKPLACE OPTIMIZATION
AND CORPORATE IDENTITY BUILDINGS
SINCE THE 1980S
From the 1980s onwards, buildings resulting
from standardized floor plans, mechanized
construction methods, speed, profitability and
low energy prices found ever fewer proponents.
Hardly any owners or tenants were really satisfied
with this type of building. So a whole new trend
started in office buildings in which the focus was
on the people in the workflow. The watchword was
“Only happy employees in optimal workplaces
will do good work.”
Example of a system building:
Klinikum Aachen
Heat requirement in 1965:
(in kWh/m2a)
360 – 440
11
6
IN FOCUS
This attitude led to requirements for flexible,
customized floor plans. The trend moved
away from the conventional open-plan or
cellular office. This naturally had an impact
on the architecture: Responses to functional
changes in the interior were required, as well
as the expression of corporate image as desired
by principals and companies. This resulted in
so-called CI buildings that used a wide range of
architectural resources to embody the special
character of the company, its corporate identity.
Interviews
with management
and employees
REQUIREMENTS
COMPANIES AND USERS
QUALITATIVE STATEMENTS
Demand
QUANTIFIABLE
VARIABLES
WORKSHOP TOPICS
Work environment
Workplace
Workplace numbers
Office type
Communication
Workplace optimization
Heating requirement in 1977:
(in kWh/m2a)
280 – 360
Heating requirement in 1995:
(in kWh/m2a)
100 – 120
6
Cooperation
Proximity
Special areas
The composition of the construction materials
used has, however, been slow to change for the
better. On the contrary, the proportion of hazardous material has continued to increase as the
result of greater use of composite materials.
Roughly parallel to this, the requirements for the
thermal insulation of buildings have gradually
become more stringent.
The Thermal Insulation Ordinances formed the
basis for energy-conscious construction in the
1980s and 1990s. However, this development
had a disastrous impact on building materials –
especially in new residential construction and
rehabilitation. This is because the still commonly
used External Thermal Insulation Composite
Systems (ETICS) generally comprise an insulating
layer with the entire surface glued with plastic
adhesive to the existing facade, a mesh – normally
made of plastic –, plastic-modified cement
plasters, and facade paints made of plastic and
treated with fungicides and pesticides to
prevent the growth of algae.
Since the introduction of External Thermal
Insulation Composite Systems (ETICS) in
German-speaking countries, an estimated
600 million square meters of this insulation
material have been used in new and established buildings. This highly problematic
mix of materials – which is glued and cannot
be sorted by type – will one day have to be
disposed of as hazardous waste.
STAGE III: ENERGY CONSERVATION
AND CO2 REDUCTION SINCE 1995
“Sustainable development is development
that meets the needs of the present without
compromising the ability of future generations
to meet their own needs.” This is the guiding
principle of the 1987 Brundtland Report of
the World Commission on Environment and
Development.
The central idea of the report: Future generations should have the same opportunities for
a fulfilling life as we have. At the same time,
opportunities for all people on earth must be
distributed more fairly. On the one hand it is
about intergenerational justice, on the other
about distributional justice, that is, between
the world’s different regions, nations and
cultures.
Even before the turn of the millennium, the
building and real estate industries developed
the first certification systems for the measurement and assessment of sustainability criteria.
These include BREEAM in the United Kingdom
and LEED in the United States, for example. In
Germany, Drees & Sommer first incorporated
sustainability considerations into the planning
for prominent projects such as the Daimler
campus at Potsdamer Platz in Berlin – examples
include energy optimization, the supply of the
entire campus with electricity, heating and cooling
from a central trigeneration plant, the collection
and use of rainwater, and a rigorous review of
the biological safety of construction materials.
Then – as today – the goal was to achieve
both economy and ecology and to promote the
spread of sustainable ways of thinking and acting.
This approach has been dubbed ‘the blue way’
at Drees & Sommer and is firmly anchored in the
company’s mission statement.
ECONOMY + ECOLOGY
PROMOTING HEALTH AND WELL-BEING
REDUCING WATER CONSUMPTION
STAGE IV: CRADLE TO CRADLE –
THE CURRENT TREND
Dependence on raw materials gives great
cause for concern. 85 percent of companies in
the construction and real estate industries are
suffering from rising prices for raw materials.
The share of global raw materials consumed
by the construction industry is 40 to 50 percent.
And the building industry is also responsible
for about 60 percent of waste.
NON-RENEWABLE RAW
MATERIALS
OPTIMIZING OPERATION
REDUCING ENERGY CONSUMPTION
ENERGY
CO2
USING RENEWABLE ENERGY
WOOD
WATER
In 2007, Germany saw the introduction
of the certification system by the German
Sustainable Building Council (DGNB), of
which Drees & Sommer is a founding member
and active participant. It rates buildings in
the six areas of ecology, economy, sociocultural
and functional aspects, technology, processes
and location, thus assessing the overall performance of a building. The ratings are based on
the entire life cycle of a building, with a focus
on the well-being of users.
The Energy Pass was also launched in Germany
in 2007. Then, at the latest, energy became a
central issue. Buzzwords such as energy conservation and reduction of consumption, global
warming and carbon emissions have since
been on everyone’s lips. And in the years that
followed, the energy transition placed an even
greater emphasis on energy. Especially in
Germany, renewables were massively promoted
and nuclear power plants gradually shut down
at the latest following the nuclear disaster in
Fukushima. This development had a big impact
on construction and the built environment. The
consequences range from the development of
new storage technologies to the boom in decentralized energy generation (still primarily solar
power in the residential sector). In the next
steps, the buildings are to be networked to
form so-called smart cities. Great advances
have been made here.
17 %
25 %
33 %
The 2010 Construction Products Regulation
established a binding EU-wide framework for
the marketing of construction products. In the
current version, the sustainable use of natural
resources for construction is mandatory. The
recycling of all materials, the use of eco-friendly
raw and secondary materials, as well as the
durability of the structure will thus become
compulsory in the near future.
These guidelines are an important step
towards the recognized goal of resource conservation. In the past, the notion of recycling
did not distinguish whether reuse was at the
same quality level or, as in most cases, downcycling occurred, that is, reuse involving a loss
of quality. Downcycling is currently normal
recycling practice.
This means that valuable material is lost in the
recycling process and is no longer available for
use in future products – and that the recycled
product is generally of lower quality. This is
eco-efficient, but not eco-effective!
30 40
40 50 %
to
to
%
Construction industry share of
consumption and emissions
Source: UNEP
Low-energy house 2008:
(in kWh/m2a)
30 – 70
Downcycling: Window glass
becomes container glass,
which after two to three cycles
ends up in landfill
LANDFILL
WINDOW GLASS
RECYCLING
CONTAINER GLASS 7
IN FOCUS
For Braungart, a product is eco-effective only
if it can be returned to biological cycles as a
‘biological nutrient’ or can be permanently
retained in technical cycles as a ‘technical
nutrient’. So waste is nutrient.
A product is eco-efficient if better results
are achieved with the consumption of fewer
resources and the reduction of pollutants
reduces negative environmental impact.
Such products can slow – but not stop –
the process of environmental pollution
and the growing scarcity of raw materials.
The Cradle to Cradle approach (C2C) – as
promoted primarily by German chemist
Michael Braungart and American architect
William McDonough – extends much further.
C2C is not confined to the construction industry.
Rather, the approach applies generally to the
production and consumption of goods and
their impact on people and the environment.
Our conventional material flows – which are
all based on the principle of Cradle to Grave –
are to be replaced by material cycles (Cradle
to Cradle), thus becoming eco-effective.
Braungart and McDonough consciously
distinguish between eco-effectiveness
and eco-efficiency. Eco-effectiveness thus
stands in contrast to the economic variable
eco-efficiency and to eco-balance. But an
uncom-promising rejection of eco-efficiency
in favor of eco-effectiveness contradicts
‘the blue way’ approach advocated by
Drees & Sommer. Meaning the sustainable spread of ecological concepts depends
on their economic feasibility. The idea of
closed material cycles will only succeed if
this solution is economically feasible, at
least in the medium term.
There is already an established cycle in copper
processing: In 2013 global demand for copper
was about 20 million tonnes, of which 3 million
tonnes (15 percent) was obtained from recycled
material. The amount of copper in use worldwide
(in buildings, electronics, transformers etc.) is
estimated at 350 to 500 million tonnes, so
represents a gigantic source of feedstock.
S
INE
M
OM
R
F
COPPER: Processing and products
2nd tier
SUPPLIER
SCRAP COLLECTION (from production) SCRAP
REFINER
NATURAL COPPER RESERVES
Certain rules have to be adhered to for a
circular economy to function:
>
>
>
>
>
>
Ability to separate by type
Ease of removal
Use of certified products
Regenerability
Categorization of all materials used
Search for substitute materials
Basically, our buildings are thus huge stockpiles
of raw materials. A large proportion can be reused
without downcycling if the above rules are
adhered to.
COPPER: Production and recycling
CO
PP
ER
8
1st tier
SUPPLIER
SCRAP COLLECTION (end of product life)
END PRODUCT MANUFACTURER
COPPER
in use
In the C2C approach, the above material flows circulate in two cycles:
LOSSES
The copper cycle
Source: Aurubis
The idea of a circular economy could lead to
consumer goods that are used according to the
leasing principle for a fee. The building – or
certain parts of it – would remain the property
of the manufacturer, as feedstock for the future,
so to speak.
After a fixed period of use, the materials could
be returned to the manufacturer and used again
as a starting point for new products. The idea is
that the manufacturer – as the owner of the
material feedstock – has an inherent interest in
using higher-quality materials, as they are later
returned for reuse.
Buildings are stores
of raw materials
Production
Production
Technical nutrient
Plants
BIOLOGICAL CYCLE
TECHNICAL CYCLE
Product
for consumer goods
Biological
nutrient
Disassembly
Use
Biodegradation
Consumer goods form parts of a biological
cycle. As biodegradable products, they are
nutrient for new natural raw materials
8
Product
for durable goods
Use
Return
Durable goods are part of a technical cycle.
The technical nutrients circulate in closed
systems at a consistently high level of quality
Copper from production waste and demolition
is recycled with only minor losses and without
loss of quality. However, the dwell time of
copper in buildings is 60 to 80 years. This
means that annually some 17 million tonnes
of copper have to be extracted from copper
mines, requiring a much greater energy and
processing overhead.
For this reason, copper scrap is extremely
sought-after and a circular economy is almost
a matter of course. The situation is similar
for aluminum, where the production of new
aluminum from scrap aluminum requires only
five percent of the energy used for production
from bauxite. It is important, however, that
plastic parts were not previously glued to the
aluminum parts.
GLASS
STEEL
PLASTER
ALUMINIUM
COPPER
INDIUM
9
10
IN FOCUS
WHAT HAPPENS NEXT
Looking at the key approaches from the various
stages of development, the trend can be summarized as follows:
Stage I (from about 1965) resulted in very
interesting approaches for industrial construction with modular components, which were
unfortunately often associated with the use
of composites. A further approach is the
separation of construction and fitout grids
for flexible floor plans.
In Stage II (from about 1985) the focus was
on functional improvements in the floor plans
of buildings, workplace optimization and the
consideration of secondary and tertiary uses.
The architecture is much more aligned with
human needs, resulting in the development of
new work environments. Rigid land-use plans
are increasingly being replaced by successful
integration into the urban environment as the
result of architectural competitions.
From Stage III (from about 1995) the focus
shifted to energy conservation due to the massive rise in energy prices and eventually also
for environmental reasons (reduction of carbon
emissions to prevent excessive global warming).
This was supported by regulations such as the
Energy Conservation Ordinance (EnEV), and
market incentives such as Green Building certifications, which encourage many investors and
building owners to invest in energy efficiency.
The focus in Stage III is very clearly on avoiding
the negative impacts of carbon emissions.
Concerns about impacts on ecological quality
are relegated to the background. Thermal
insulation is continually being improved, albeit
largely with composite elements made from
hazardous materials.
A central task for future conversions and
redevelopment will be the gradual reduction
of the existing ‘stock’ of pollutants. The reason:
The buildings of today contain a substantial
proportion of construction materials containing
problematic substances. As a result we face a
largely unresolved long-term disposal problem.
This represents nothing less than a Herculean
task, as on the one hand we must effectively
prevent pollutants from entering the soil,
groundwater and atmosphere. On the other
hand, a systematic ecological cleansing of
buildings – in other words the separation or
fixing of all human and eco-toxicological pollutants – is required before alternative partial
re-use of contaminated materials. During
such decontamination followed by refurbishment or upgrade measures, the criteria to be
taken into account are similar to those for a
new building.
Special attention must be paid to the rehabilitation or renovation of facades as these generally
have the highest levels of pollution. In the case
of curtain facades, replacement is normally the
best solution, as long as they do not have a
load-bearing function. It is also possible to
replace parts of the facade. In the case of perforated facades, the use of natural materials
that can be separated by type is ideal for the
rehabilitation of thermal insulation.
In Stage IV (the current stage) there
is intense focus on the conservation of
material resources and the use of healthy
building materials for these very reasons.
The closed material cycles approach in
accordance with the Cradle to Cradle
principle is new. This requires the consistent avoidance of composite materials and
the use – as far as possible – of materials
that do not contain pollutants.
CHANGE OF PERSPECTIVE
The approach is reversed in the first step:
From improving energy efficiency to reducing
negative influences. This means that using
less energy is only ‘less bad’, but not yet a
really positive contribution. A positive contribution was made for the first time with the
energy surplus building that produces more
energy than it consumes! However, to achieve
this more ‘bad materials’ are used in the form
of composite thermal insulation systems,
which partly negate the positive approach as
a result of the overhead of embedded energy
used in the production of building materials.
This means that the efficiency path corresponds
to the fossil-based linear economic model of
the past.
The reduction of negative effects is reversed:
The focus turns to active optimization of
positive influences. This marks the transition
from the linear efficiency path to the cycle of
the circular economy and, with the developments of stages I to III, opens up a whole new
understanding of the design of future buildings
and of construction in the future.
This means that more and more products
become recyclable after their service life,
combined with new quality expectations
and greater value added.
Energy efficiency path to date
ENERGY EFFICIENCY PATH
Energy efficiency path, new perspective
+
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nc
na
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i
Ord
al
rm
he
T
io
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ho
g
din
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b
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urp
ys
rg
ne
E
0
Time
Energy consumption for operation
Consumption of building materials
–
ENERGY EFFICIENCY PATH
Reduction
of negative impacts
Transition to the circular economy
CIRCULAR ECONOMY
Building materials
in the material cycle
Energy surplus
Optimization of
positive influences
+
ing
ild
bu
ur
ys
erg
En
s
plu
ing
ild
bu
ur
ys
erg
En
s
plu
0
–
Time
ENERGY EFFICIENCY PATH
Reduction
of negative impacts
Energy consumption for operation
Consumption of building materials
Improving energy
efficiency
–
Energy consumption for operation
Consumption of building materials
0
Time
ce
n
ina
Th
10
Ord
la
su
l In
a
erm
n
tio
erg
En
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erv
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ing
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se
11
12
IN FOCUS
THE DESIGN OF FUTURE NEW BUILDINGS
Smart City
Integration in a networked
community
Energy self-sufficiency
No external supply of
energy is required
Emission neutrality
No harmful emissions
(such as CO2)
Smart technologies
Networked building and
media technology
Alterable envelope
Adaptation to weather
and lighting conditions
Waste-free materials
Demolition with return to
the material cycle
Building of the future
Local integration
Envelope integrated into
the environment
Future buildings do not necessarily have to
look like the one shown in the graphic above.
But the consistent implementation of the findings
from all stages could result in buildings of the
future having the properties shown.
Several simple principles for the economic
construction of such buildings emerge from
the various stages:
> Modularization of usable areas
> Increased use of prefabricated components
and partial prefabrication
> Extensive standardization of recurring
elements
> Simple dismantling of components
> Regard for the health impacts of building
materials
> Avoidance of composite materials, that is,
separability of different materials
The situation is similar for building services
equipment. Here too, an optimal result can be
achieved economically by observing some
simple rules:
12
Holism
Usable space, energy
producer, materials store
Flexibility
Easy adaptation
to different uses
> As little technology as possible,
as much as necessary
> Modular technical systems, exchangeable
and expandable
> Intelligent use of established and new
technologies
> Intelligent control and optimization systems
(such as Energy Management System)
> Holistic approach to the planning and the
use of synergies
Ensuring that such buildings can be economically
planned and built requires broad knowledge and
professional processes. At Expo Real 2013 in
Munich, Drees & Sommer presented the ‘Build it twice’ concept, that is building ‘first digitally,
then physically’.
Here, the building is first completely planned
in an integrated planning process – including
the construction processes and the necessary
logistical measures – before any actual construction work starts. The appropriate procedure for
this is Building Information Modeling (BIM).
BIM is a method for the digital acquisition
and processing of planning and building data.
It is the virtual description of the geometry as
well as the interconnection and combination
of interdisciplinary information for the entire
project. This allows generalists and specialists
to work together in close dialog to bring the
architecture, load-bearing structures, facade,
materials and building services equipment
together to create optimized building systems
tailored to requirements.
A new process chain has to emerge in which
manufacturers and suppliers are involved in
planning much earlier and more intensively.
This is because only high repetition rates will
allow the requirement for the separability of
materials to be met at a reasonable cost and to
lead to a new era of construction technology.
Modularization must be linked to an increasing
standardization of components, as pioneered
by the automotive industry with its modular
systems. This allows different models to be
built on the same platform using identical parts.
Standardization is essential if the processes
for fast, efficient and economical construction,
demolition or remodeling are to be streamlined
as far as possible.
Recurring structures can be prefabricated on an
industrial scale. Repetitive assembly processes
BUILDING DESIGN
FIRST
ICE
IT TW
DIG
Y,
ITALL
THEN
HOAI*
Principal
Planners
Contractors
Operator
Planning + construction = Linear and overlapping,
contractors and manufacturers not included in planning
Target definition
Program
Lower quality
and more
expensive
Time
* German schedule of services and fees for architects and engineers
FUTURE PROCESS
BIM
Contractors
Principal
Planners
Principal/operator
Operator
Contractors
Δ
Product manufacturers
Target definition
Program
Planning = Virtual
construction, parallel and
cooperative
with BIM
Actual construction
efficient and
effective with LCM
Earlier availability
for use, lower cost
Time
cause an acceleration and improvement of the
quality of the construction process as a result of
the learning effect.
Changes to the planning and
construction process with BIM
All of this is urgently needed if, despite the high
demands made, future buildings are to be built
economically with the characteristics described
above. And in keeping with the principle of ‘the
blue way’ this is a prerequisite for such buildings
prevailing in the marketplace.
FITOUT
BUILDING SYTEMS
PROPERTIES
Design grid
Facade grid
Fitout grid
BSE grid
Modular
ASSEMBLY - Steel structure
- Concrete frame
- Masonry frame
- Windows
(transparent)
- Masonry (opaque)
- Panels (opaque)
- Ceiling
- Wall
- Floor
- Service centers,
Installation
- Objects, devices
Removable
- Supports
- Walls
- Ceilings
- Frames, glass
- Insulation
- Cladding
- Ceiling systems
- Wall systems
- Floor systems
- Pipes, ducts, cables
- Sinks
- Radiators
Separable
by type
- Steel
- Concrete
- Brick
- Wood, aluminum,
steel
- Insulating glass,
solar control glass
- Plastic, EPS
- Wood, aluminum
- Plaster, cardboard,
fabric
- Glass
- PVC, steel, copper
- Zinc sheet
- Porcelain, acrylic
Y
ICALL
PHYS
Product manufacturers
FUNCTION
(Examples)
D
BUIL
FACADE
CONVENTIONAL PROCESS
COMPONENT
(Examples)
MATERIAL
(Examples)
C2C-capable
Recycling-friendly
construction
13
14
HIGHLIGHTS FROM
CURRENT PROJECTS
PROJECT REALIZATION
INFRASTRUCTURE, LAND DEVELOPMENT AND TRANSPORT
– Este barrier
– Fehmarnbelt crossing
– Berlin TXL
– Safari City, Arusha
– London Underground
16
18
20
24
26
HOUSING, OFFICES
– Home Center Management, Berlin
– SPb Renovation, St. Petersburg
– Palais an der Oper, Munich
– Poseidonhaus, Frankfurt
– Federal Ministry for Education and Research, Berlin
30
34
38
40
44
HOTEL, LEISURE, RETAIL
– The Chedi Andermatt
– Fellbach family and aquatic center
– Breuninger in the Kö-Bogen, Düsseldorf
46
50
52
TEACHING AND RESEARCH, LIFE SCIENCES, HEALTHCARE
– Vienna University of Economics & Business Administration
– ESO headquarters, Garching
– Teva plant, Blaubeuren-Weiler
– St. Petersburg Hospital
– Schwarzwald-Baar Hospital, Villingen-Schwenningen
54
58
62
64
66
INDUSTRY
– BASF bathhouse B016, Ludwigshafen
– BMW Brilliance, Shenyang
– Ford plant, Valencia
– Dynamic Data Center, Magdeburg
70
74
76
78
CONSULTING
– Sustainability consulting (Fraport Terminal 3)
– Energy efficiency consulting (EMS for Kreissparkasse Göppingen)
– Redevelopment consulting
(ICC International Congress Centrum, Berlin)
– Organizational consulting (EnKK Philippsburg)
– Workplace Consulting (King Abdulaziz Center of Science
and Technology)
14
80
82
84
88
90
15
16
PUBLIC SECTOR – REPAIR OF FLOOD PROTECTION STRUCTURE
REPAIR OF COMPLEX INFRASTRUCTURE
WITHIN TIME AND BUDGET CONSTRAINTS
WITH MINIMAL IMPACT ON TRAFFIC AND
FLOOD PROTECTION
ESTE BARRIER
RAPIDLY REPAIRED
AFTER ACCIDENT
DAMAGE
The Este is a major tributary of the Elbe. Located at
the mouth of the Este, the Este barrier plays a key
role in storm surge protection. Damage to the barrier
gates has now been repaired with the support of
Drees & Sommer infrastructure experts.
In December 2011 there was an accident involving one of the miter gates,
which was lifted out of its bearing. The bascule bridge above was also
damaged. Repair was only possible during the storm surge-free period from
April 1 to September 15, with no schedule overrun permitted.
Client:
Hamburg Port Authority (HPA)
AöR, Hamburg
Project duration:
January 2012 –
September 2014
Key project data:
– Weight of mitered gate:
180 t (after repair 200 t)
– Weight of bascule: 520 t
– Wide barrier chamber: 40 m
– Corrosion protection:
approx. 500 m2 per gate
– Dredging:
approx. 100,000 m3
– Cost: € 11.6 million net
(for repairs of accident
damage and of the
remaining gates)
The miter gate was transported with a floating crane to a nearby shipyard for
repair and optimization. Flood protection was ensured at all times. Constant
ship traffic, specified bridge-crossing times and necessary dredging work –
combined with great public interest – required a high level of coordination.
> CRISIS MANAGEMENT, RISK MANAGEMENT, PROJECT MANAGEMENT,
CONTROLLING, MONITORING, SITE LOGISTICS <
Drees & Sommer structured the workflow into subprojects as part of the
crisis management and specified reporting in coordination with the Hamburg
Port Authority (HPA). Schedule management and risk management were the
top priorities. Drees & Sommer supported the overall project management
by preparing technical decisions, communicating with stakeholders, and
undertaking cost controlling. The barrier was recommissioned on schedule
on September 14, 2012.
HPA has also had the remaining three gates repaired and upgraded in 2013
and 2014. Drees & Sommer supported the preparations and ongoing
rehabilitation process through to September 2014.
16
17
18
PUBLIC SECTOR – ROAD AND RAIL TUNNEL CONSTRUCTION
PROFESSIONAL EXPERTISE AND TECHNICAL
KNOW-HOW PAVE THE WAY FOR THE PUNCTUAL
START OF THE PROJECT OF THE CENTURY
FEHMARNBELT
CROSSING TAKES SHAPE
The tunnel under the strait between Denmark and Germany is regarded as the European project
of the century. Drees & Sommer infrastructure experts are providing support for the combined rail
and road tunnel in the areas of planning approval and work schedule controlling.
Client:
Femern A/S, Copenhagen
Project duration:
January 2012 – December 2014
Key project data:
– Total length: 19 km
– Tunnel length: 17.6 km
– Cost: € 5.7 billion
From 2021, the permanent Fehmarnbelt crossing is to connect the German
Baltic island of Fehmarn in the south with the Danish island of Lolland to
the north. The entire structure will be some 19 kilometers long, of which 17.6
kilometers will be submerged. This makes the tunnel the longest of its kind
in the world. A special construction method will be used: From 2015, the
tubes will be assembled piece by piece by submerging 89 elements.
The tunnel crosses a waterway that is one of the busiest shipping routes
in the world with approximately 90,000 ship movements per year. For this
reason alone, the submersion and watertight connection of the tunnel
elements requires the utmost precision and care. Construction and
subsequent operation are also subject to national and European requirements. Modern structural features and equipment – such as a controlled
ventilation system – ensure the safety of future users.
> PLANNING APPROVAL, SCHEDULE CONTROL <
Drees & Sommer specialists are supporting the project by helping secure
German planning approval. They are contributing their knowledge of the
planning approval procedure, as well as railway engineering, tunnel
safety and schedule control expertise. Drees & Sommer is supporting the
planning approval process right through to final approval, in particular by
responding to objections and undertaking control of processes.
When it comes to schedule controlling, the experts evaluate such aspects
as the feasibility of processes and existing dependencies. Based on this
they identify risks and opportunities and improve the process. Management
uses regular reports for control of the project and decision-making. In this
way, Drees & Sommer helped achieve the ambitious goal of handing over
the planning approval documents by October 2013.
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19
PUBLIC SECTOR – INFRASTRUCTURE, LAND DEVELOPMENT AND TRANSPORT
CREATING THE BASIS
FOR AIRPORT REPURPOSING
Following the closure of the Tegel Airport, over 200 hectares with
installations and buildings will revert to the State of Berlin, which plans
to redevelop the area. Drees & Sommer supported the development of
this future urban district by providing consulting and planning services.
Client:
Tegel Projekt GmbH, Berlin
Project duration:
Since December 2011
Original architects:
gmp Architekten von Gerkan,
Marg und Partner, Hamburg
Key project data:
Total project area Berlin TXL:
approx. 495 ha
INTELLIGENT REPURPOSING
WITH FUTURE-ORIENTED
INFRASTRUCTURE AND
SUSTAINABILITY CONCEPTS
FOR A NEW GREEN CITY
IN THE HEART OF BERLIN
20
As part of the preliminary assessment and in preparation for the upcoming
development, Tegel Projekt GmbH initially commissioned Drees & Sommer
to undertake technical due diligence. The task involved developing a reliable
database relating to the existing buildings and infrastructure to support
the ongoing handover process as well as later property management and
subsequent strategy and cost analyses.
As a first step, the experts analyzed possible repurposing of 38 properties,
thus for the first time creating a compact overview of relevant data. Outline
scenarios were developed for both interim and long-term use. The special
structures such as the airport tower, terminal or taxiways – which will have
completely new roles in future – represented a special challenge.
© GRAFT Gesellschaft von Architekten mbH
20
21
PUBLIC SECTOR – INFRASTRUCTURE, LAND DEVELOPMENT AND TRANSPORT
© GRAFT Gesellschaft von Architekten mbH
A further element of the overall concept was the realignment of supply
and disposal infrastructure in 17 different areas. The idea was to establish a
research and industrial park for urban technologies, an ‘Urban Tech Republic’,
on the site. This idea influenced the further development of infrastructure
and buildings – such as the issues of heating, cooling and power supply,
low-energy/low-exergy concept, Smart Grid and Smart Metering.
> TECHNICAL DUE DILIGENCE, PORTFOLIO ANALYSIS, LIFE CYCLE COST
ANALYSIS, DEVELOPMENT OF AN INFRASTRUCTURE AND
TRANSPORT INFRASTRUCTURE CONCEPT, GREEN CITY DEVELOPMENT,
DISTRICT CERTIFICATION <
© RHA Reicher Haase Associierte GmbH
22
Closely linked to this was the development of future transport infrastructure.
Here, the specialists investigated distribution of traffic between several
means of transport. The focus was on the development of infrastructure for
different means of transport such as bicycles, cars, shuttles and cable
railways.
Drees & Sommer then combined the various approaches to create a concept
for the district. Following comprehensive sustainability consulting with
preliminary checks, investigations into Cradle to Cradle solutions, preliminary
certificates, optimization variants and investor guidelines for individual
buildings, the goal is to achieve DGNB Gold (German Sustainable Building
Council) district certification.
22
Footpath
High-speed cycleway
Road
Emergency access lane
Road
23
24
PUBLIC SECTOR – URBAN DEVELOPMENT, ARUSHA
NEW CITY DISTRICT
FOR 25,000 IN
TANZANIA
THANKS TO MANY YEARS OF EXPERIENCE WITH MASTER PLANNING,
URBAN CONSTRUCTION AND INFRASTRUCTURE, A MASTER PLAN WAS
DEVELOPED TO MEET THE NEEDS
OF THE GROWING REGION
The city of Arusha with 350,000 residents
is located in northeastern Tanzania at the
foot of Mount Meru, Kilimanjaro‘s little brother.
There, Drees & Sommer has advised the
National Housing Corporation on an urban
development project.
Client:
SIGN J.V., Istanbul
Project duration:
December 2012 –
December 2013
Key project data:
– GFA: over 850,000 m2
– Total cost:
approx. $ 2,5 billion
Safari City is to be built over the next 20 years on an area of 2.5 square
kilometers on the outskirts of Arusha, providing housing for 25,000 people.
As part of an international consortium, Drees & Sommer developed
a master plan between the end of 2012 and the end of 2013. The new
district is to accommodate the growing middle class in Tanzania with higher
standards with regard to housing, mobility, energy and water supply.
Together with companies from Milan, Istanbul and Beirut, the Drees & Sommer
experts supported the state-owned National Housing Corporation in the
initial stages of the development project. Following an analysis and concept
phase, the infrastructure specialists covered all aspects of urban development in increasing detail. They drew up concepts for infrastructure and advised
the principal on the use of renewable energy. The project team explored local
conditions, exchanged ideas with stakeholders in Tanzania, and conducted
workshops with the client. The requirements identified for the new district
above:
Structural master plan
with zoning
top right:
Inspection of the project
area in January 2013
were incorporated into a dynamic master plan with an extensive feasibility
study. To do this, the experts adapted the mode of operation of European
supply and disposal systems to conditions in Arusha. This meant that the
tropical climate had to be taken into account in the planning concept, as
did left-hand traffic established during the British colonial period.
> SOCIAL IMPACT ASSESSMENT, PRELIMINARY URBAN PLAN, INFRASTRUCTURE CONCEPT, SOCIOECONOMIC ANALYSIS, EXECUTION MODELS,
PROFITABILITY AND COSTING <
The National Housing Corporation now has an execution model with technically and economically feasible stages, alternative operating models, and
marketing strategies.
26
MOBILITY, TRANSPORT AND LOGISTICS – UPGRADE OF UNDERGROUND STATIONS
LONDON IS UPGRADING
70 TUBE STATIONS
By 2018, London Underground will upgrade 70 aging tube stations.
Drees & Sommer is supporting the planning, control and monitoring of
upgrade work with Lean Construction Management (LCM).
26
Client:
London Underground Ltd.
Project duration:
August 2013 – 2018
Key project data:
– Number of stations to be
upgraded: 70
– Total investment:
approx. £ 330 million
For London’s population of circa eight million, the Underground is the most
important means of transport. Over a billion passengers are transported
annually on the network, which has a total length of some 400 kilometers.
Many stations of the world’s oldest underground railway are in need of
renovation. The challenge: To upgrade 70 stations over the next few years
without upsetting the timetable of the Tube. This means that certain activities
can only be undertaken at night when no trains are running. And that results
in short time frames for some types of work – making perfect preparation
and exact timing essential.
Drees & Sommer’s LCM applies ‘Lean’ principles to construction sites.
A board with schedule cards shows all deadlines, work packages and
dependencies. Opportunities and risks are visible to everyone. Daily metrics
show the stability of planning and construction processes. LCM focuses on
the concept of ‘Collaborative Planning’. Everyone involved – from the
scheduler to the tiler – works together to develop the work schedule and
27
28
MOBILITY, TRANSPORT AND LOGISTICS – UPGRADE OF UNDERGROUND STATIONS
has the opportunity to contribute their experience and ideas. The simple
visualization of construction activities reveals unnecessary time and capacity
buffers, allowing streamlining of the process. Any issues are identified at an
early stage – and solutions are documented for the benefit of other stations.
This results in continuous improvement of processes.
above:
Process planning shows
when and where each
company has to perform
work. This forms the basis
for scheduling on the
planning board
> PROCESS CONSULTING, LEAN MANAGEMENT,
LEAN CONSTRUCTION MANAGEMENT, WORKSHOPS AND TRAINING <
Drees & Sommer started off in the summer of 2013 with two pilot projects:
Baker Street and Embankment. LCM is currently used to manage work in the
stations Earl’s Court, South Kensington, and Harrow on the Hill. Down the
track, the principle will be applied to all other stations.
28
LEAN CONSTRUCTION
MANAGEMENT ALLOWS
UPGRADE OF THE 70
STATIONS TO TAKE PLACE
WITHOUT IMPACTING
OPERATIONS
29
REAL ESTATE INDUSTRY – CONVERSION AND NEW BUILDING
RESIDENTIAL AREA IN FORMER
HOSPITAL COMPLEX
CONDITIONS CREATED
FOR PROFITABLE CONVERSION AND
RAPID MARKETING OF THE PRODUCT
In the vicinity of Charlottenburg Castle, the category II heritage-protected brick building forms
the heart of an ambitious district development. Only in 2005 did the maternity hospital,
which dates back to the turn of the 20th century, close its doors. Many Berliners have positive
associations with this place, which now bears the name Joli Cœur, or ‘Happy Heart’.
© Home Center Management GmbH
30
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31
© Home Center Management GmbH
REAL ESTATE INDUSTRY – CONVERSION AND NEW BUILDING
Client:
Home Center Management
GmbH, Berlin
Project duration:
May 2012 – May 2019
Architect/General planner:
Carlos Zwick Architekten,
Berlin
Key project data:
– GFA: 90,000 m2
– Area of site: 43,000 m2
– Cost: € 160 million gross
Some 700 apartments are to be built in several stages from summer 2014 to
2018. To the west and north, the heritage building will be complemented by
a new building with park-like grounds and ‘open’ (lot-based) development.
Planning envisages the construction of an underground car park for over 450
vehicles, thus allowing a car-free parkland and a day-care center with open
spaces.
For this project, the client is relying on Drees & Sommer’s extensive knowhow in housing and the conversion of heritage-protected and historical
buildings originally used for other purposes. Since the start of the project in
the summer of 2012 and an urban design competition, the company has –
as project controller – collaborated very closely with the developer, Home
Center Management.
A joint team focuses especially on fine-tuning the balance between heritageprotection requirements and profitability. The goal is to create a modern
residential district that satisfies all aspects – such as noise abatement and
energy efficiency, space efficiency, well-being, marketable site plans, and
the provision of balconies.
> COMPETITION MANAGEMENT, PROJECT CONTROL, TECHNICAL AND
ECONOMIC CONSTRUCTION CONSULTING <
© Home Center Management GmbH
32
32
The Drees & Sommer engineering specialists developed a special solution
for the underground car park. This is designed to allow the most economical
foundation possible. Skylights and a clear layout ensure easy orientation for
residents. Plant troughs that extend down through the underground car park
allow the flow of rainwater and enable trees to survive in undisturbed ground.
Parallel to the planning and preparation for tenders and construction, all
installations were removed and the building fabric was subjected to intense
scrutiny by Drees & Sommer experts. Following clearing, the northern area
now awaits the ground-breaking ceremony. First marketing successes
indicate an enthusiastic response to the product.
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34
REAL ESTATE INDUSTRY – DISTRICT DEVELOPMENT, ST. PETERSBURG
Client:
St. Petersburg Renovation (SPbR),
St. Petersburg and Moscow
Project duration:
February 2013 – December 2015
Key project data:
– GFA: 8.5 million m2
– Number of residential units
(five districts, first phase): 4,556
– Number of houses
(five districts, first phase): 26
– Total investment: € 8.5 billion
MAJOR HOUSING
PROJECT
Some eight million square meters of living space is to
be created or renovated in 22 districts in St. Petersburg
by 2025. Drees & Sommer is advising the principal –
the Russian project developer St. Petersburg Renovation
(SPbR) – and has so far been managing the planning
and construction of five districts.
The metropolis on the Baltic with a population of five million lacks space to
accommodate newcomers from throughout the CIS. For this reason, the City
of St. Petersburg has launched an extensive housing program. The developer
SPbR will modernize nine city districts and create new housing that meets
the highest technical and security requirements. The existing city districts
will undergo densification and undeveloped urban areas will be opened up
for the construction of 1,200 modern, energy-efficient houses. This will allow
twice as many people to live in these the neighborhoods.
34
35
36
REAL ESTATE INDUSTRY – DISTRICT DEVELOPMENT, ST. PETERSBURG
BIM ALLOWS SIMULATION OF
VARIOUS PLANNING OPTIONS,
EARLY DETECTION OF PROBLEMS
AND COST REDUCTION
above:
In BIM planning, data from the
various trades is incorporated
into a common model – as in
this three-dimensional view of
the current housing project in
St. Petersburg
In early 2013, Drees & Sommer experts in Russia took over coordination
of both planning and construction management for five of the districts. The
specialists use Building Information Modeling (BIM) for the planning and
execution of construction and renovation work. They first create digital
prototypes of the buildings and districts. Simulation and calculation of
different planning options improve design quality and allow more accurate
costing. The three-dimensional representation of all building elements and
a high degree of standardization help detect and eliminate planning errors –
such as line collisions – at an early stage.
> PLANNING COORDINATION, VALUE ENGINEERING,
BUILDING INFORMATION MODELING (BIM) CONSULTING <
Sustainability also plays a significant role in the project. All buildings will
meet sustainable building requirements. The Energy Conservation and Energy
Efficiency Act has been in force in Russia since autumn 2009. It lays down
standards for new buildings and extensive renovations including specifications
regarding facade insulation, insulation glazing, and the use of consumption
meters for heating, electricity and water. Connection to the public transport
network and facilities for electric vehicles are also planned. Construction
work started in March 2013.
36
37
38
REAL ESTATE INDUSTRY – RENOVATION OF A HERITAGE-PROTECTED BUILDING
HISTORIC LEGACY BUILDING IN INNER-CITY
LOCATION SUCCESSFULLY COMBINED WITH
ENERGY EFFICIENT NEW LUXURY BUILDINGS
DESPITE STRINGENT HERITAGE PROTECTION
REGULATIONS
MODERN OFFICES AND
LUXURY APARTMENTS
ON A HISTORIC SITE
The Palais an der Oper is located in the former 18th century central post office in Munich‘s city
center. Parts of the building were extensively rehabilitated with the support of Drees & Sommer
and supplemented with new buildings to create luxury apartments, offices, doctor‘s practices,
and space for retail and hospitality.
38
Clients:
–Accumulata Immobilien
Development GmbH,
Munich
– LBBW Immobilien
Management GmbH,
Stuttgart
Project duration:
January 2010 – February 2013
Architect:
Hilmer & Sattler und Albrecht,
Munich
Key project data:
– GFA: 22,400 m²
– Investment volume:
Approx. € 300 million
The official opening of the Palais an der Oper in February 2013 was preceded
by a four-year construction and renovation period. Gutting of the old post
office and demolition of all parts of the building not protected by a preservation order were started in 2009. The arcade entrance dating back to the
early 19th century was one of the features preserved.
This was followed by construction measures project-managed by
Drees & Sommer. The company also supported the principals Accumulata
Immobilien Development and LBBW Immobilien Management with tenant
and user management and Green Building certification. The building is to
be certified in accordance with DGNB (German Sustainable Building Council)
standards. Another special feature is that the Palais an der Oper was
designed in accordance with the principles of feng shui.
> PROJECT MANAGEMENT, TECHNICAL AND ECONOMIC CONSULTING,
TENANT AND USER MANAGEMENT, DGNB CERTIFICATION <
Prominent tenants in Maximilianstraße 2 include Louis Vuitton and the
restaurant Kuffler. The building has three underground levels for parking
and storage areas, a total of seven above-ground floors. Restauranteurs
and retailers occupy the lowest two levels. Floors two, three and four
accommodate offices and practices. The sixth and seventh floors feature
luxuriously appointed rental apartments ranging in size from 70 to 240 square
meters. A concierge in the foyer rounds out the offering.
Next to the stringent heritage protection requirements, the inner-city location
represented the greatest challenge for the construction project. All construction logistics – including heavy transporters – had to be routed via the
Altstadtring, the ring road around the historic city.
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REAL ESTATE INDUSTRY – OPTIMIZATION OF ESTABLISHED PROPERTIES
ECONOMICALLY AND FUNCTIONALLY
OPTIMIZED SOLUTION THROUGH
REVITALIZATION AND PARTIAL NEW BUILD,
ENERGY-COST SAVING AND GREEN
BUILDING CERTIFICATION
FORMER
POSEIDONHAUS
SUCCESSFULLY
REVITALIZED
Following an upgrade, a Frankfurt office building is an outstanding success
through energy-cost savings and full occupancy. Drees & Sommer provided
comprehensive consultation to the principal during the planning and
realization phases for the Green Building.
Client:
DEKA Immobilien Investment
GmbH, Frankfurt
Project duration:
August 2010 – June 2014
Architect:
schneider+schumacher,
Frankfurt
Key project data:
– GFA: 50,000 m2
– Construction costs:
approx. € 100 million
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REAL ESTATE INDUSTRY – OPTIMIZATION OF ESTABLISHED PROPERTIES
FULL TENANCY HAS BEEN
ACHIEVED, WITH THE TENANT
MOVING IN IMMEDIATELY AFTER
ON-SCHEDULE COMPLETION
OF REVITALIZATION
above:
A patio with outdoor
furniture provides access
to the roof terrace
right:
In the spacious foyer, a
skylight and the transparent
gallery afford views of the
sky above
The problem facing the property – which dates back to the 1980s and has
a gross floor area of some 30,000 square meters – was that more recently
space could only be leased short-term and under unfavorable terms. The
owner, Deka Immobilien Investment GmbH, had several options: the leasing
of individual areas of the existing building, its rehabilitation, or the construction of a new high-rise building with more than 50 floors and substantially
more office space and expansion to 40,000 square meters of leasable area.
The principal decided to revitalize and to tailor both the established building
and the new building to the needs of the future tenant, ING-DiBa.
A study was undertaken at the beginning of the project to ascertain whether
the building should be completely demolished and rebuilt, or revitalized
with the addition of a new building. Originally, the Poseidonhaus consisted
of three individual buildings connected by an underground car park.
The revitalization solution included the restructuring and linking of the
three buildings to form a single coherent complex. This was achieved by
demolition of one part of the building and its replacement with a new
17-story building connecting the two remaining buildings. The existing
buildings were completely gutted, upgraded with regard to energy
efficiency, and adapted to the requirements of a modern office building.
> PROJECT MANAGEMENT, QUALITY CONTROL, TENANT MANAGEMENT,
COST CONTROL, MANAGEMENT OF THE COMMISSIONING / ACCEPTANCE /
HANDOVER PROCESS, DEFECT MANAGEMENT <
The challenges during execution ranged from gradual termination of leases
in the existing buildings and partial demolition in an inner-city location to
supporting the principal with the realization of a very tight construction
schedule. The goal was also to achieve the highest possible Green Building
certification – resulting in the award of LEED Platinum.
Drees & Sommer controlled the project and provided support from the
outset, including lease contract design and negotiation. Quality, contract as
well as planning and associated schedules were reviewed and controlled.
The result: Since May 2013, ING-DiBa has been a satisfied tenant in the
impressive building that now bears the name ‘Leo’.
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PUBLIC SECTOR – CONSTRUCTION OF NEW OFFICE BUILDING
AN INNOVATIVE BUILDING AND FUNCTIONAL
PUBLIC PRIVATE PARTNERSHIP THAT
COULD SET A NEW TREND FOR THE FUTURE
FEDERAL GOVERNMENT
CELEBRATES PREMIERE PPP
FOR NEW MINISTRY
The new building of the Federal Ministry for Education and Research (BMBF)
at its second headquarters in Berlin is the Federal Government’s first
civil building construction project to be realized as a Public Private
Partnership (PPP). Drees & Sommer has supported the project,
which is exemplary in terms of energy efficiency and
technical innovation, from the outset.
Client:
Federal Office for Real Estate
Management (BImA), Berlin
Project duration:
December 2009 – January 2015
Architect:
Heinle, Wischer und Partner,
Berlin
Key project data:
– GFA: 54,000 m2
– Gross volume: 203,000 m3
– Cost: € 115 million net
The new Berlin headquarters of the BMBF is being built in Berlin-Mitte, the
heart of the city – in the immediate vicinity of the central station, the
Chancellery and the Reichstag. The building is designed for 1,000 workplaces.
The Ministry will initially use two parts of the building with 350 workplaces
and public areas. Space not required by the ministry will be leased out to
other tenants by the Federal Office for Real Estate Management (BImA).
Since the tendering and contracting phase, a Drees & Sommer team of
experts for building construction, building services and facility management
has been advising the Federal Office for Real Estate Management as principal
and the BMBF as the user. During this phase, specialists from the company
developed building and quality specifications for bidders and supported
contract award. Drees & Sommer was subsequently commissioned via a
further VOF (German Tender Procedures for Freelance Services) process to
undertake controlling of fulfilment. The PPP approach will save a good
28 million euro over 30 years. The private partners are responsible for operation
and maintenance of the building. Drees & Sommer advised the public sector
on the design of the PPP model.
> PPP CONSULTING FOR THE PUBLIC SECTOR, DEVELOPMENT OF FUNCTIONAL
SPECIFICATIONS, TECHNICAL PROJECT MANAGEMENT, QUALITY CONTROL <
In addition to economic operation, great importance is attached to
sustainability. The aim is to achieve Gold, the highest level of the Sustainable
Construction for Federal Buildings (BNB) rating system. The energy concept –
which provides for intelligent networking of systems and was created by one
of the private partner’s design partners – plays a central role.
The so-called Smart Grid has a gas-powered fuel cell and a trigeneration
plant for electricity, refrigeration and heat generation, and also uses
photovoltaics. This results in a 90 percent reduction of emissions compared
to conventional energy generation.
Important milestones in 2013 were the topping-out ceremony in April – just
eleven months after the laying of the foundation stone – and the installation
of the fuel cell in October. Completion is scheduled for August 2014, with
the occupancy from October 2014.
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46
HOSPITALITY – CONSTRUCTION OF NEW HOTEL, ANDERMATT
Client:
Andermatt Swiss Alps AG,
Altdorf (Switzerland)
Project duration:
December 2010 – March 2015
Architects:
– Denniston International
Architects & Planners Ltd.,
Kuala Lumpur (Malaysia)
– Germann & Achermann AG,
Altdorf (Switzerland)
Key project data:
– GFA: 59,000 m²
– Hotel category:
five-star deluxe
LUXURY HOTEL OPENED
ON SCHEDULE
On December 6, 2013, the five-star The Chedi Andermatt luxury hotel
opened on schedule for the winter season after a four-year construction period.
Drees & Sommer provided extensive support in the form of construction
management and technical & economic construction consulting services.
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HOSPITALITY – CONSTRUCTION OF NEW HOTEL, ANDERMATT
HIGH QUALITY DEMANDS
MET – INCLUDING
FOR INTERIOR FINISHING,
OPENED ON SCHEDULE
above:
The high-quality of the
interior design makes a stay
at the five-star deluxe hotel
a special experience
right:
From their recessed balconies,
guests at The Chedi Andermatt
can relax and enjoy the Alpine
panorama at any time of year
Over the next few years an exclusive all-year holiday destination with six
four- to five-star hotels, some 500 apartments and 25 chalets will take shape
at the foot of the Gotthard massif in the Swiss Alps. The Chedi Andermatt
luxury hotel is both the new landmark and the first new building of the
development to open its doors to guests. The hotel offers 65 apartments,
13 penthouses, 42 residences, 48 hotel rooms and a suite, as well as
numerous spa and leisure facilities.
The task for the Drees & Sommer project managers was to coordinate the
international and local planners involved. One of the main challenges with
regard to interior finishing was to ensure that the high quality standards
of the five-star deluxe hotel were also met in construction. Technically, the
special focus was on user control. Guests can control heating, ventilation,
lighting, TV, roller shutters and the fireplace via a tablet PC. Even room
service can be ordered by tablet.
> EXTENDED CONSTRUCTION MANAGEMENT, PROJECT CONTROL, PLANNING
COORDINATION, BSE CONTRACT AWARD, TECHNICAL AND ECONOMIC
CONSTRUCTION CONSULTING (TECC), SITE MANAGEMENT, CONSTRUCTION
LOGISTICS, PROJECT COMMUNICATION SYSTEM (PCS) <
The best possible solutions had to be found with regard to operation,
quality, and efficiency. The resort is located at an elevation of 1,400 meters.
The altitude – as well the local climate with sudden snowfall even in late
spring – made coordination and logistics a special challenge, which the
12-member Drees & Sommer team mastered right to the end. Sustainability
also plays a central role for Andermatt Swiss Alps. All hotels and apartments
are compliant with the Swiss MINERGIE sustainability standard. As far as
possible, electricity and heat for all buildings are generated from renewable
energy sources, ensuring carbon-neutral supply.
48
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50
PUBLIC SECTOR – CONSTRUCTION OF NEW SWIMMING POOL
COMBINED SPORTS AND
AQUATIC CENTER GOES
INTO OPERATION
After a construction period of a little more than two years, F3 – a new family
and aquatic center in Fellbach near Stuttgart – opened its glass doors in
September 2013. Visitors to the 10,000 square meter facility can swim lengths,
bathe, slide, and have a sauna.
Client:
Städtische Holding
Fellbach GmbH
Project duration:
July 2008 – March 2014
Architect:
4a Architekten GmbH, Stuttgart
Operator:
g1 Beratungs- und Einkaufsgesellschaft für Bäder GmbH,
Schwabach
Key project data:
– GFA: approx. 11,000 m²
– Water surface: 2,350 m²
– Sauna complex: 1,600 m²
– Costs for planning and
construction:
approx. € 37 million net
The council took the decision for the construction of the combined indoor
and outdoor swimming pool on the edge of the city of Fellbach with its
population of 40,000 in May 2009 based on a feasibility study conducted
by Drees & Sommer.
Following the failure of a Public Private Partnership process, the council
engaged the consultants to analyze an alternative management strategy,
to calculate investment and operating costs, and to create a space and
function design, as well as a business plan. This served as the basis for the
search for a private operator for the pool. During the course of the project,
Drees & Sommer was also commissioned to undertake project management
and facade planning.
COMPREHENSIVE FEASIBILITY
STUDY RESULTS IN SUCCESSFUL
IDENTIFICATION OF AN OPERATOR
AND PROJECT CONTROL ENSURES
REALIZATION WITHIN BUDGET
> FEASIBILITY STUDY, OPERATOR SEARCH, PLANNER SELECTION, PROJECT
CONTROL, FACADE PLANNING, TECHNICAL & ECONOMIC CONTROLLING,
PROJECT COMMUNICATION SYSTEM (PCS) <
During the project, the experts had to deal with a range of principals. While
the City of Fellbach was responsible for the construction of the forecourt,
construction of the pool was the responsibility of the Städtische Holding
Fellbach (municipal holding). The Fellbach Department of Public Works, in
turn, was responsible for the services building and parking spaces.
Construction of the swimming pool required reconciling the design – which
reflects the contours of the adjacent hillside vineyards – with the needs of users.
Great dedication was required on the part of the project managers –
particularly during the planning and execution preparation phases – to
ensure that the project remained within budget.
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RETAIL – NEW RETAIL STORE
BREUNINGER EXPANDS
TO DÜSSELDORF
SOPHISTICATED INTERIOR DESIGN
IMPLEMENTED WITHIN BUDGET AND
ON TIME FOR OPENING
With a sales area of 16,000 square meters, fashion company E. Breuninger is the main
tenant in the Kö-Bogen shopping center opened in mid October 2013. Drees & Sommer
managed fitout of the department store.
Client:
E. Breuninger GmbH & Co.,
Stuttgart
Project duration:
March 2012 – April 2014
Architect:
Studio Daniel Libeskind,
New York
Interior designers:
– HMKM, London
– Schwitzke & Partner,
Düsseldorf
– Dittel Architekten, Stuttgart
– Liganova, Stuttgart
Key project data:
GFA: 22,000 m²
Designed by Star Architect Daniel Libeskind and winner of the 2014 MIPIM
Award in the category Urban Renewal, the Kö-Bogen in Düsseldorf forms a
link between the Königsallee shopping street and the Hofgarten, the North
Rhine-Westphalian state capital’s central park. The department store in the
Kö-Bogen is Breuninger’s eleventh.
Four architectural firms from England and Germany worked to create suitable
settings on five levels for Breuninger’s various product ranges. The aim of the
outstanding interior design was to give the fashion company’s fitout a unique
image.
Drees & Sommer controlled the planning process and execution from March
2012 onwards. This not only involved coordinating the many interfaces
between the interior designers, but also bringing them together with the
tenant’s tradespeople. In particular, work on the ceiling required great
coordination effort. While the building services equipment with ventilation
and sprinkler system was the lessor’s responsibility, the structural ceiling
design and lighting were the lessee’s responsibility. And everything had to
harmonize in the end.
The tight schedule sometimes required parallel planning and execution, also
adding substantially to the coordination effort.
> PROJECT LEAD FUNCTION AND PROJECT CONTROL INCLUDING
LANDLORD AND TENANT MANAGEMENT <
In order to implement the sophisticated interior designs – each tailored to
the products and brand identity – on time and within budget despite a fire,
Drees & Sommer experts had to put in extra effort on site, particularly towards
the end of the project. Despite the fire just three weeks before opening, the
team was able to work with Breuninger to adhere to the schedule and thus
remain within budget.
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PUBLIC SECTOR – CONSTRUCTION OF NEW CAMPUS, VIENNA
ONE OF EUROPE’S BIGGEST
UNIVERSITY CONSTRUCTION
PROJECTS COMPLETED
The new campus of the Vienna University
of Economics and Business will accommodate
up to 25,000 students and 1,500 staff.
One of the challenges of the
492-million euro project was
to implement the designs of
internationally renowned
architects on schedule
and within budget.
54
Client:
Joint subsidiary of the Vienna
University of Economics
and Business and Bundesimmobiliengesellschaft mbH
Project duration:
February 2008 – October 2013
Architects:
– Atelier Hitoshi Abe, Sendai
– BUSarchitektur, Vienna
– CRAB studio, London
– Estudio Carme Pinós, Barcelona
– No.mad Arquitectos, Madrid
– Zaha Hadid Architects, Hamburg
Key project data:
– GFA: 160,000 m²
– Total cost: € 492 million
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PUBLIC SECTOR – CONSTRUCTION OF NEW CAMPUS, VIENNA
COSTS AND
SCHEDULE SPOT ON
FOR MAJOR PROJECT
WITH INTERNATIONAL
STAR ARCHITECTS
left page:
The Library & Learning Center
by Zaha Hadid is the heart of
the campus
left page, bottom left:
The glass facade of the
Executive Academy designed
by No.mad Arquitectos
left page, bottom right:
BUSarchitektur chose rust-red
Corten weathering steel for
both internal and external
use for the Teaching Center/
Department Building 1.
right page, top:
Grand ballroom in the
Library & Learning Center
The Projektgesellschaft Wirtschaftsuniversität Neu – a joint subsidiary of
the Bundesimmobiliengesellschaft (Federal Real Estate Corporation) and
Vienna University of Economics and Business – was able to officially open
the new campus on Welthandelsplatz in Vienna’s second district on October
4, 2013, four years after the ground-breaking ceremony.
Drees & Sommer – in association with Delta Baumanagement – was
responsible for project management of the major project involving the
construction of six buildings designed by internationally renowned architects
on a site with an area of some 90,000 square meters. These feature almost
90 auditoriums and seminar rooms, four libraries, self-study areas, as well
as administrative facilities and infrastructure. There is also an underground
car park with space for 400 cars.
The task was to coordinate planning and execution on eight construction
sites (six buildings, underground car park, and grounds). To ensure that
the campus opened on schedule in October 2013, the team focused on
differentiated schedule and cost planning and an appropriate contract award
strategy. In the end, over one hundred individual contracts were awarded
through a public tender process.
> PROJECT MANAGEMENT (JOINTLY WITH DELTA), CONTRACT AWARD STRATEGY,
BUILDING SITE LOGISTICS CONCEPT, GREEN BUILDING CERTIFICATION <
Austria’s biggest geothermal energy project is also being realized on the
campus. More than two-thirds of the energy required for heating and cooling
will be supplied by ground heat. Drees & Sommer project managers advised
the client in the area of Green Building and is responsible for certification of
the new campus. All buildings are certified in accordance with ÖGNI (Austrian
Sustainable Building Council)/DGNB (German Sustainable Building Council).
One is certified gold, five silver. Despite unforeseen events, such as the fire
in a department building in May 2012, the project was completed on schedule.
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PUBLIC SECTOR – CONSTRUCTION OF NEW OFFICE AND UTILITIES BUILDING
EUROPEAN SOUTHERN
OBSERVATORY
EXPANDS ITS
HEADQUARTERS
The headquarters of the ESO in Munich has been substantially expanded.
Drees & Sommer made a star of the office building – completed in 2013 –
in terms of sustainability and economy.
58
INTERDISCIPLINARY PLANNING KNOW-HOW
COMBINES ECOLOGY AND ECONOMY
Client:
European Southern Observatory/
European Organization for
Astronomical Research in the Southern Hemisphere (ESO), Garching
Project duration:
June 2009 – December 2013
Architect/General planner:
Auer + Weber + Assoziierte, Munich
Key project data:
– GFA: approx. 13,000 m2
– Gross volume: approx. 52,000 m3
– Cost: approx. € 35 million net
ESO, the European Organization for Astronomical Research
in the Southern Hemisphere, operates large telescopes in the
Atacama Desert, Chile, with which far-reaching astronomical
discoveries have been made in recent years. Since 1980,
the research organization has been headquartered in Garching.
Steady growth in staff numbers – recently to some 500 – made
it necessary to create new office space.
Auer + Weber + Assoziierte won the international architectural
competition for the new building with a three-story, organically
shaped design. Both building elements – one for offices
and the other for plant and equipment – are cylindrical,
mirroring the shape of ESO’s reflector telescopes
on the other side of the globe.
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PUBLIC SECTOR – CONSTRUCTION OF NEW OFFICE AND UTILITIES BUILDING
right:
The heart of a sustainable
and economic building beats
in the technical building
bottom:
Tilting mirrors and circular openings – elements
reminiscent of the ESO’s large
telescopes in the southern
hemisphere – are everywhere
to be seen in Garching
60
As general technical planner, Drees & Sommer supported the architects with
cross-functional planning of building services equipment, energy design,
building physics and facade technology. This allowed systematic minimization
of interfaces and coordination of disciplines with regard to ecological and
economic factors.
Energy efficiency is a high priority for the ESO. The double facade is a
low-tech design featuring natural window ventilation via panel casement
windows requiring reduced energy input thanks to excellent thermal
insulation.
> GENERAL TECHNICAL PLANNING WITH ENERGY DESIGN, BUILDING SERVICES
EQUIPMENT, FACADE TECHNOLOGY AND BUILDING PHYSICS <
Rooms are heated and cooled by thermally active ceilings. Because of the
sluggish response of the active ceilings, the rooms are also equipped with
heating elements for local temperature control. This combination allows the
offices to dispense with expensive mechanical ventilation. The thermally
active ceilings are heated by means of a well system with heat pump and
cooled freely by means of a heat exchanger.
The new office and conference building together with the utilities building
have an area of 13,200 square meters, more than doubling the floor area of
the ESO headquarters. The complex now also houses one of the world’s
largest astronomical data archives.
In December 2013, the ESO was able to move into a building that is transparent, organic and ecological.
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LIFE SCIENCES – CONSTRUCTION OF NEW PRODUCTION FACILITY
TEVA EXPANDS
CLEAN ROOM PRODUCTION
Drees & Sommer successfully led the construction of the production
facility within the tight schedule and below budget. The plant will produce
some 30 million units of the ratiopharm nasal sprays annually under
clean room conditions.
Client:
ratiopharm Immobilienverwaltung GmbH, Ulm,
a subsidiary of Teva Germany
Project duration:
August 2011 – September 2013
Architect:
Scherr + Klimke AG, Ulm
Key project data:
– GFA: 16,000 m2
– Gross volume: 68,000 m3
– Cost: € 30 billion net
RIGHT FROM THE START OF THE
PROJECT, A WELL-ESTABLISHED TEAM
ENSURES ON-SCHEDULE OPERATIONAL
READINESS AND PRODUCTION
APPROVAL WITHIN BUDGET
Following successful qualification and validation, in July 2013 Teva
launched a new production line for nasal sprays in the Swabian town of
Blaubeuren-Weiler. Planning began in September 2011. The planning
application was submitted a month later, and excavation began in
January 2012. Due to deadline pressure, fitout of the clean room had to be
carried out on the ground floor while the top floor was still being concreted.
The 30-million Euro production facility has a gross floor area of approximately
16,000 square meters. Drees & Sommer achieved operational readiness and
production approvals in an implementation time of just 18 months.
> PROJECT ORGANIZATION, QUALITY MANAGEMENT,
COST MANAGEMENT, SCHEDULE MANAGEMENT, CONTRACT MANAGEMENT,
PROJECT COMMUNICATION SYSTEM (PCS), DATA MANAGEMENT <
The production rooms were equipped with clean room technology for the
sterile production of nasal sprays. The production facility has an output
of 300 units per minute and is divided into different zones, with clean
room areas Classes E to B. The nasal sprays are bottled in the sterile area
(Class A in B) making the use of preservatives unnecessary. The sterile
production must meet certain specifications to protect the drug from
contamination. For this reason a sterile process is used for bottling. Teva
chose a glove port system that provides maximum safety.
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HEALTHCARE – CONSTRUCTION OF NEW HOSPITAL CAMPUS, RUSSIA
HEALTHCARE CONSULTING FOR
MAJOR MODERN HOSPITAL
AN INTERDISCIPLINARY TEAM OF CONSULTANTS
ENSURES RAPID REVIEW OF THE PROPERTY PORTFOLIO
AND A FUTURE-ORIENTED HOSPITAL CONCEPT
A pioneering hospital is being built in St. Petersburg based on a concept developed
by Drees & Sommer healthcare consultants. Before beginning the actual planning,
they established an economic and functional framework.
Project duration:
November 2009 –
December 2013
Architect/General planner:
Nickl Architekten und
Ingenieure Generalplanungsgesellschaft mbh, Munich
Key project data:
–GFA:
–Total:
approx. 600,000 m²
–Hospital:
approx 290,000 m²
–Research:
approx. 40,000 m²
–Teaching:
approx. 110,000 m²
– Housing, parking, sport: approx. 160,000 m²
– Cost: € 2 billion net
The construction of a large hospital campus – the “St. Petersburg Multifunctional Medical Center” – is planned in the vicinity of St. Petersburg.
The complex consists of a hospital with a maximum capacity of some
1,600 beds, 30 operating theaters and all functions and specialist departments for both inpatient and outpatient care. There will also be a research
complex and an auditorium center.
As an external consultant with international experience in healthcare projects,
Drees & Sommer was consulted from the outset. The task of the experts in
fields such as medicine, construction and engineering was the early definition
of appropriate structures and the development of a design of space and
functions for the entire hospital. The key idea was the realization of a flexible,
modularly expandable hospital with separate flows for patients, staff and
goods – a pioneering clinic with an interdisciplinary central structure
incorporating not only key medical functions but also supply and disposal.
> ADVICE ON PROJECT DEVELOPMENT, PLANNING AND OVERALL CONCEPT,
SITE ASSESSMENT, SPACE AND SPACE COST MODELS, TECHNICAL DUE
DILIGENCE FOR PORTFOLIO PROPERTIES <
Challenges facing the new hospital project included an organically developed
structure in buildings of historical importance, a hospital operation distributed
across nearly 200 sites throughout the city, logistical difficulties and
organizational redundancies – in other words, substantial economic obstacles
to efficient operation.
The services were delivered in several phases. As a first step, Drees & Sommer
established the basic concept for the hospital – this included site and portfolio valuations, initial program areas and functional mapping. The team also
supported the customer with user coordination and fine-tuning of criteria.
On this basis, the team developed initial planning ideas in the form of a
project study, supplementing the study with the presentation of execution
models and cost and schedule planning. The consultants provided functional
support to the planning team right through to the approval planning phase
and reviewed the implementation of specifications and goals. The planning
application has been lodged and is under review by the authorities.
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66
HEALTHCARE – NEW CENTRAL HOSPITAL
Client:
Schwarzwald-Baar Klinikum
Villingen-Schwenningen GmbH
CENTRAL 750-BED
HOSPITAL OPENED
Project duration:
July 2006 – July 2013
Architect:
Arge TMK/Vögele,
Düsseldorf and Stuttgart
Key project data:
– GFA: 105,000 m²
– Usable floor area: 44,556 m²
– Gross volume: 415,000 m³
– Cost: € 220 million net
The realization of the Schwarzwald-Baar District Hospital – one of the largest in Germany –
ensures contemporary healthcare for the local population. Drees & Sommer provided
project control services for the new hospital in Villingen-Schwenningen.
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HEALTHCARE – NEW CENTRAL HOSPITAL
The merging of existing hospitals in Villingen, Schwenningen and Donaueschingen has resulted in the 750-bed Schwarzwald-Baar Hospital.
It comprises 21 wards, two intensive care units with 58 beds for adults
and 14 ICU beds for children. The Surgery Center has 15 operating theaters.
DESIGN OF SPACE TAILORED
PERFECTLY TO HOSPITAL
PROCESSES REDUCING
FUTURE OPERATING COSTS
FOR ONE OF THE LARGEST
HOSPITALS IN GERMANY
68
The hospital is housed in a three-story main building. This has examination
and treatment rooms as well as a utilities floor with ventilation systems and
three three-story ward buildings above. The Women‘s and Children‘s Center
is a separate building connected to the main building.
Drees & Sommer undertook project management in a joint venture with HWP
Planungsgesellschaft, delivering professional management not only of costs,
but also of schedule, quality levels and functionality. The experts worked
together to tailor the new buildings and the design of space optimally to
hospital processes. This will not only result in considerable cost savings
during future operation but also ensure high quality of medical care.
Services such as FM advice on maintenance contracts, audit documents and
defect management offer additional security.
> PROJECT CONTROL, TECHNICAL AND ECONOMIC CONSTRUCTION
CONSULTING, FACILITY MANAGEMENT CONSULTING,
DEFECT MANAGEMENT, COMMISSIONING AND OPERATIONAL SUPPORT <
A special feature of the project was the switch from the original general
contractor model to individual contract awards. Future-oriented ecological
and technical concepts such as a woodchip heating system were also
implemented. Several neighboring construction sites operating in parallel
placed increased demands on site logistics. During the commissioning
phase, the Drees & Sommer engineering and healthcare experts worked with
subcontractors to provide intensive support to specialist planners and site
management for building services equipment and medical technology.
This allowed the hospital to open on schedule in July 2013.
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CHEMICAL INDUSTRY – NEW STAFF AMENITIES BUILDING
Client:
BASF SE, Ludwigshafen
COMPLETE SUPPORT FOR
THE CONSTRUCTION OF THE
NEW BASF BADGEBÄUDE
Project duration:
January 2011 – June 2014
Architect:
Mangelsdorf/Sontheimer
Architekten, Stuttgart
Key project data:
– GFA: 8,360 m2
– Gross volume 31,870 m3
BASF SE is building a new staff amenities building for approximately 4,000 employees at its
headquarters in Ludwigshafen. As a general construction manager, Drees & Sommer has
supported the project from the feasibility study right through to commissioning of the building.
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CHEMICAL INDUSTRY – NEW STAFF AMENITIES BUILDING
PERFECT RESULT WITHIN
TIME AND COST LIMIT THROUGH
COOPERATIVE EXECUTION WITH
GENERAL CONSTRUCTION
MANAGEMENT
top right:
Easily comprehensible
symbols facilitate user
orientation
left:
The striking facade makes
the baths an eye-catcher
on the BASF campus
Following completion of the bathhouse B016 in October 2013, the five-story
new building went into operation on floors 2 and 3. The name Badgebäude
(‘baths’) is historical BASF usage and indicates the function of the building:
It offers showers and changing rooms to the chemical company’s employees
and contractors. The building also houses bath facilities and building
services equipment.
Drees & Sommer was able to act as a single source for all the services
required by the client: From condition review, feasibility study, management
and general planning services with general technical planning to overall
construction management and handover to the operator. The client was
provided with comprehensive support by our General Construction Management (GCM) service. For example, Drees & Sommer advised the client in the
area of Green Building, provided Value Engineering, carried out simulation
of movements of personnel, and developed a logistics plan.
> GENERAL CONSTRUCTION MANAGEMENT (GCM) INCLUDING TECHNICAL
AND ECONOMIC CONTROL, BUILDING PHYSICS, FACILITY MANAGEMENT
CONSULTING, USER MANAGEMENT, GREEN BUILDING CONSULTING,
RISK AND CONTRACT MANAGEMENT <
The tight schedule and the limited space on the site represented the
biggest challenges. It was also necessary to integrate the special building
services equipment, for example using steam to heat water. In addition,
a drinking water flow rate of some 160 cubic meters per hour had to be
ensured. Powerful ventilation systems support a comfortable climate and
prevent moisture buildup in showers and changing rooms.
Milestones included special foundation preparations in November 2011,
the start of shell construction in April 2012, and building services equipment
installation in September 2012. This was immediately followed by fitout and
commission of systems from October 2012. The gradual commissioning of the
building from June 2013 to April 2014 was successfully achieved – including
DGNB silver certification and award of the EU Green Building label.
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AUTOMOTIVE – CONSTRUCTION OF NEW ENGINE PLANT, SHENYANG
HIGH QUALITY AND SCHEDULE
STABILITY FOR THE SINO-GERMAN
PROJECT’S PLANNING PROCESS
BMW BRILLIANCE BUILDS
NEW ENGINE PLANT IN CHINA
A new BMW Brilliance engine plant is currently being built in Shenyang in China’s north.
It is located next to the BMW vehicle plant in the Tiexi district
and will start production in 2016.
Client:
BMW Brilliance, Shenyang
Project duration:
January 2012 – October 2015
Architects engine plant:
– Obermeyer, Munich
– Dongfeng Design Institute,
Wuhan
Architects vehicle plant in
Tiexi/Dadong:
– Henn, Munich
– Coplan, Eggenfelden
– PGMM, Böblingen
– Bader & Mack, Munich
– SCIVIC, Luoyang/Tianjin
An international Drees & Sommer team has been supporting the joint
venture between BMW and Brilliance China Automotive Holdings with the
construction of the new engine plant in Shenyang since 2012. The engines
will be installed in cars manufactured by the joint venture. The engine plant
includes a service building, foundry, machining workshop, assembly,
logistics and warehousing as well as test beds. The project was designed by
a German architectural firm and is being modified by a Local Design Institute
(LDI) in China to meet Chinese regulations for Detail Design. The German
draft planner has built up a quality assurance team in China to provide local
support for the process.
One of Drees & Sommer’s roles is to coordinate planning of the binational
project. In Shenyang, the team is organizing quality assurance during
detailed planning, managing local planners and keeping track of German
planners’ fees. Drees & Sommer has developed a comprehensive structure
for the Detail Design process – including coordination mechanisms. The
measures include ‘Intensive Days’ during which the current planning status
is coordinated with all stakeholders – planners, users and the principal –
and then approved. As an international team, the Drees & Sommer team is
in a position to mediate between cultures in these meetings as well as
undertaking the normal management role.
> PLANNING COORDINATION, PROJECT MANAGEMENT FEASIBILITY
STUDY AND PRELIMINARY DESIGN, COST TRACKING, SUPPLEMENTARY
CLAIMS MANAGEMENT <
The harsh winters in northeast China represent a particular challenge for
construction projects. The Chinese New Year Festival also has to be taken
into account in planning as blue- and white-collar workers travel home and
work on the site comes to a standstill for about four weeks.
Drees & Sommer is also responsible for planning coordination in two
established vehicle plants in Shenyang.
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AUTOMOTIVE – CONSTRUCTION OF NEW PRODUCTION HALL, VALENCIA
FORD VALENCIA:
START OF PRODUCTION
ASSURED
Carmaker Ford has expanded its plant in Valencia by
adding a 97,000 square meter production hall.
Drees & Sommer ensured a fast and cost-effective
construction process by providing project management
and Lean Construction Management (LCM) services.
Client:
Ford-Werke GmbH, Cologne
Project duration:
January 2013 – February 2014
General planner:
INTEGRAL, S.A., Barcelona
Key project data:
– GFA: approx. 97,000 m²
–Earthmoving:
approx. 100,000 m³
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Ford is expanding the capacity of its Valencia plant with the construction
of a new production hall. A central refrigeration plant had to be moved and
a training center demolished to make way for the new building. Site
development for the production hall included the construction of new roads
and parking lots, the relocation of a fire ring main, IT cabling as well as
sewers and stormwater pipes. For Ford, the priority was meeting the specified
date for the installation of the production plant in July 2013. For this reason,
the company opted to award all planning and construction services to
a general contractor.
Drees & Sommer joined the project at the beginning of the construction
phase. After a brief analysis, the team established a robust schedule for
the general contractor and introduced LCM. The consultants succeeded in
convincing the general contractor to apply Lean Construction Management,
that is, the transfer of lean principles to the construction site and the
construction process. This led to faster construction and smooth logistics
without incurring additional costs.
The project managers also coordinated changes, controlled the construction
progress, and resolved issues during planning and execution. Particularly
challenging was the fact that planning was not complete at the start of
construction and had to be completed during ongoing work.
> PROJECT MANAGEMENT, LEAN CONSTRUCTION MANAGEMENT (LCM),
DEFECT MANAGEMENT, PROJECT COMMUNICATION SYSTEM (PCS) <
In July 2013, after only seven months, the hall was structurally complete
and was handed over to Ford for installation of the production plant.
Drees & Sommer defended the principal against supplementary claims
amounting to five percent of the construction cost. The smooth process,
low construction costs and short construction period set new international
benchmarks for Ford internally.
ON-SCHEDULE COMPLETION
AND ESTABLISHMENT
OF NEW COMPANY-INTERNAL
BENCHMARK FOR FAST
AND COST-EFFECTIVE
CONSTRUCTION
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TELECOMMUNICATIONS – CONSTRUCTION OF NEW DATA CENTER
CLOUD COMPUTING:
DATA CENTER CUT OVER
The Telekom subsidiary T-Systems is having a data center built in the Magdeburg
Börde district. It will be the largest IT service provider’s data center in Germany.
The first phase of construction has been completed. Drees & Sommer ensured
smooth realization.
Client:
T-Systems International GmbH,
Bonn
Project duration:
June 2010 – March 2014
Architect:
ttsp hwp seidel
Planungsgesellschaft mbH,
Frankfurt am Main
Key project data:
– Average Power Usage
Effectiveness (PUE)
per year: 1.3
– GFA: 52,000 m²
T-Systems has expanded its cloud computing capabilities with two new data
centers linked by fiber in Magdeburg and nearby Biere. Both sites are
designed for modular expansion, allowing T-Systems to respond dynamically
to customer requests.
Drees & Sommer has been supporting the project since mid 2010. In addition
to project management, the experts supervised energy optimization as part
of Green Building management and advised the principal on building services
equipment. The data center achieves a power usage effectiveness (PUE) of
1.3. This means that IT accounts for approximately 77 percent of the data
center’s total energy consumption. The higher the share of energy consumption
by IT – the core service – the better or more energy-efficient the data center.
The Drees & Sommer operator concept helped T-Systems with the selection
of an investor and an operator. The investor undertook construction of the
data center after the completion of planning.
> PROJECT CONTROL AND CONTROLLING DURING PLANNING AND EXECUTION,
GREEN BUILDING, GREEN IT/ENERGY OPTIMIZATION, RISK MANAGEMENT,
CONTROL OF TENANT FITOUT, ASSESSMENT OF GENERAL CONTRACTOR
PERFORMANCE STATUS, PROJECT COMMUNICATION SYSTEM (PCS) <
The first phase of construction, involving 5,900 square meters of IT and
network area, a security and logistics center and an office building with 85
workplaces was completed in March 2014. Budgetary and quality specifications
were met. Despite a weather-related two-month construction delay in winter
2012/13, the data center was cut over on time. Supplementary negotiations
with the general contractor undertaken by Drees & Sommer project managers
saved the principal an amount in the mid single-digit million range. The data
centers have been awarded LEED Gold Green Building certification.
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LEED GOLD AWARD-WINNING
DATA CENTER CUT OVER ON TIME
AND WITHIN BUDGET
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AVIATION – SUSTAINABILITY CONSULTING
CONSULTING FOR
ENERGY-EFFICIENT TERMINAL
COMPARED TO
CONVENTIONAL TERMINAL
BUILDINGS, THE ENERGY
AND AIR CONDITIONING
CONCEPT WILL ACHIEVE
ENERGY COST SAVINGS
OF SOME 60 PERCENT
Terminal 3 is being built at the southern end of Frankfurt Airport. The first stage is
the main terminal building with two piers and a capacity of 14 million passengers a year and
25 aircraft parking positions. Drees & Sommer developed the energy and air conditioning
concept during the system design phase.
In total, the planned building has a gross floor area of approximately
300,000 square meters. Above all, the system design sets a very high
benchmark with regard to energy efficiency and features extremely high
environmental standards and minimized carbon emissions.
The Drees & Sommer experts complemented the architects’ design with a
sustainable energy and climate concept for the entire building. It is based on
low-tech principles and relies on passive measures – such as the use of
thermal storage mass – while minimizing active technology. This drastically
reduces energy consumption compared to conventional terminal buildings,
and lowers energy costs by some 60 percent. This results in an intelligent
interaction of systems – in the spirit of ‘the blue way’ – and also significantly
reduces carbon emissions.
> ENERGY DESIGN, SYSTEM PLANNING, ENERGY EFFICIENCY
AND SUSTAINABILITY CONSULTING <
The technology concept for Terminal 3 has many special features. Vertical
connection of utilities shortens ducts and piping, thus reducing energy
losses. As a key part of life-cycle-conscious design, building and building
services equipment were decoupled based on their different service life
expectations.
The experts linked aspects of user comfort with energy issues and
optimized them – for example, efficient layer ventilation is variably controlled
depending on the CO2 concentration. Temperature control is by means of
panel heating/cooling systems, and maximum use of daylight reduces the
need for artificial lighting.
The concept was developed with the aim of creating a low-energy terminal.
Together with the architects, Drees & Sommer planning specialists drew on
environmentally friendly energy sources such as free cooling and geothermal
energy. Surfaces were set aside on the roof the installation of photovoltaic
panels, and a resource-friendly water concept was developed. The system
planning laid the foundation for a high Green Building certification, such as
LEED Gold.
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BANKING – ENERGY EFFICIENCY CONSULTING
ENERGY MANAGEMENT FOR
PROPERTIES AND PORTFOLIOS
High-quality building services equipment alone does not mean economical operation.
On the contrary: Often, supposed ‘energy savers’ use too much energy themselves. Unfortunately,
most operators do not know that, because consumption data is not collected in a targeted
manner. Drees & Sommer has developed a new tool for this, as well as the necessary planning
and implementation processes.
When it comes to building
operation, you can only
save money if the building
systems equipment is
working properly. But
systems running reliably in
their target range tend to be
the exception. Monitoring
and professional consulting
can remedy this situation.
The Drees & Sommer Energy Management System (EMS) has the goal of
energy- and cost-saving operation of buildings. It also detects errors and
identifies which building services equipment is not achieving the promised
energy efficiency. This documentary evidence can be used to demand
rectification by contractors companies or manufacturers. In parallel to this,
the EMS generates reports for management and helps to document operations –
or to have them certified in accordance with DIN EN ISO 50001.
WITH EMS, THE OVERALL PROCESS
LEADS TO CORRECTLY FUNCTIONING
BUILDING SYSTEMS ON THE DAY
OF OCCUPANCY, TO OPERATING COST
SAVINGS AVERAGING 10 – 20 PERCENT,
AND TO SYSTEM OPERATION THAT
MATCHES SPECIFICATIONS
services, further optimization of them, and of improving comfort.
The EMS can also be deployed in established buildings.
It can be based on existing monitoring points.
Experience shows that energy savings of
15 to 25 percent can be achieved.
For both new buildings and refurbishments, the EMS prepares strategic
energy management during the planning stage: A catalog can specify energy
efficiency values for inclusion in the invitation to tender and contract award.
During construction, the EMS is installed and configured so that it is available at the time of commissioning. Before acceptance, the measurement and
control systems are tested using emulation.
> ENERGY CONSULTING, ENERGY MANAGEMENT SYSTEM (EMS) <
Drees & Sommer used this process in collaboration with the University of
Esslingen both for the Kreissparkasse Göppingen savings bank’s new building
and for rehabilitation of an established building. Tests undertaken by the
engineering experts included individual room control and the higher-level
control of heat and cooling. This prevented errors in implementation.
Following occupancy of the building, the EMS software started analysis of
energy and resource consumption. This was based on a breakdown by type
of energy, consumption and cost for defined building zones and consumers.
The monitoring has the goal of ensuring efficient operation of the building
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PUBLIC SECTOR – REDEVELOPMENT CONSULTING
DEFINITION OF OBJECTIVES AND STRATEGY DEVELOPMENT
BEST PRACTICE
REDEVELOPMENT CONCEPT
CASE STUDY – ICC BERLIN
The International Congress Centrum Berlin (ICC) will close its doors in 2014.
Whether and how it reopens depends on its future use. As an expert for redevelopment
and renovations, Drees & Sommer has examined various scenarios.
EXPERT ROUNDTABLE – WORKSHOP
LOCATION AND MARKET
Location
Market
Competition
SWOT
NEED
PROPERTY
MISSION STATEMENT
Utility value
Mission statement
TREND
Identification of
national & international
investors/operators
Approaches to
investors/operators
INVESTORS/OPERATORS
FORECAST
USAGE SCENARIOS
Methods
Approach
Discussions with
investors/operators
OUTLINE CONCEPTS
Concept
variant 1
Concept
variant 2
...
...
Profitability
Rehabilitation
Expert discussions
REPORT AND RECOMMENDED COURSE OF ACTION LEVEL 1
INVESTORS/OPERATORS
Targeted approaches
to investors/operators
DETAILED CONCEPTS
...
VARIANT 1
Negotiations with
investors/operators
Outline
schedule
Ownership structure
Profitability
CONCEPTS FOR USE,
RENOVATION AND FINANCE
CONCEPTS
Possibly modular
phased concept
Finance
Expert discussions
© KSP/Mockup
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PUBLIC SECTOR – REDEVELOPMENT CONSULTING
Complete repurposing of
a property is always a risk –
making sound advice
on market potential and
development opportunities
even more important. This
generally requires detailed
analysis.
With a length of some 320 meters, a width of approximately 80 meters and
a ceiling height of about 40 meters, the ICC offers plenty of space for fairs,
congresses, sporting events and shows. But the building, which was
completed in 1979, is well past its prime. If the owner, the City of Berlin,
does not take action, one of the world’s largest congress centers will no longer
be able to compete with modern venues. Various factors contribute to this
situation, including low-level pollution, obsolete technical equipment and
poor space efficiency.
For this reason the Berlin Senate Administration for Economy, Research
and Technology commissioned the Drees & Sommer experts to undertake
a market survey and develop utilization, rehabilitation and finance concepts.
The company won the contract in a two-stage tender process against international competitors.
Various possible types of use were examined for the ICC. Initially,
Drees & Sommer explored the national and international market of investors
and contacted appropriate players. The company’s experts also developed
viable concepts for operation and identified the demand in the Berlin market.
THE CUSTOMER IS PROVIDED
WITH A RELIABLE BASIS FOR
DECISION-MAKING WITH
A REALISTIC MARKET ASSESSMENT
AND EXPRESSIONS OF INTEREST
FROM POTENTIAL INVESTORS
> INTERNATIONAL MARKET SURVEY AND DEVELOPMENT USE,
REHABILITATION AND FINANCE CONCEPTS, MISSION STATEMENT
DEVELOPMENT, EXECUTION CONCEPT, PROFITABILITY ANALYSIS <
A regularly scheduled meeting was established with the Senate Administration
and the public-sector stakeholders for the duration of the project. Together
with subcontractors, Drees & Sommer developed guiding principles for usage
scenarios, and for planning and execution concepts. Profitability analyses
and a finance concept based on various development options rounded out the
investigation.
© KSP/Mockup
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ENERGY INDUSTRY – ORGANIZATIONAL CONSULTING
ORGANIZATIONAL
CONSULTING LEADS
TO EFFICIENT
PROJECT MANAGEMENT
Companies faced with new challenges need a powerful organizational
structure and stable processes. Drees & Sommer is providing organizational
consulting to help the client establish an efficient setup.
A powerful organizational
structure, stable processes
and employees who fully
engage are prerequisites for
successfully mastering new
challenges. Organizational
consulting helps companies
to identify potential for improvement and to establish more
efficient and more effective
structures.
The ability of consultants to engage the appropriate people in the company
in the change process is critical to the success of the project. This type of
change management played an important role in a project with EnBW Kernkraft GmbH (EnKK), a nuclear power subsidiary. The EnKK is dismantling its
five nuclear power stations in Baden-Württemberg. Drees & Sommer consultants collaborated with the company‘s employees to establish a new
organization and processes for this purpose.
The subsidiary of Energie Baden-Württemberg AG (EnBW) operates five nuclear
power plants at sites in Obrigheim, Philippsburg and Neckarwestheim.
Obrigheim was decommissioned back in May 2005 and has been undergoing
dismantling since 2008. Following the Fukushima nuclear disaster in March
2011 and a German Federal Government moratorium, EnKK had to take
the older blocks in Philippsburg and Neckarwestheim off the grid. They
will remain shut down permanently. The two newer blocks are to remain in
operation until 2019 and 2022 respectively.
> CORPORATE STRATEGY AND ORGANIZATION, PROJECT
MANAGEMENT CONSULTING <
Having operation, post-operation, decommissioning and dismantling all
occurring at the same time represented a huge challenge for EnKK – one
that could only be met with a powerful internal project management. The
Drees & Sommer consultants analyzed how well developed the various
88
aspects of EnKK project management were and presented this in a five-level
maturity model. To further improve project management, EnKK specialists
and Drees & Sommer consultants jointly developed and introduced new
processes, standards, and tools. The aim of this project management development team was to create an organization with simple structures and decision paths to manage the dismantling project economically.
The measures that EnKK is addressing as a priority include resource management, cost management, and the introduction of the ‘Task Responsibility
Competence’ principle for the more efficient accomplishment of tasks.
A central project management team ensures standardized processes at all
sites. There is also a local project management team at each of the three
sites to coordinate dismantling at the local level.
DECOMMISSIONING AND
DISMANTLING OF NUCLEAR
POWER PLANTS BETTER,
FASTER AND MORE EFFICIENT
THANKS TO ORGANIZATIONAL
CONSULTING
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MODULAR CONCEPT
FOR MAXIMUM
FLEXIBILITY OF USE
In many construction projects, users are not consulted about their needs until it is too late.
Important requirements can then no longer be met – or only at great expense. With innovative
usage and space concepts, Drees & Sommer provides an early basis for productive and
staff-friendly processes in organizations and enterprises.
CONCEPT TAILORED TO THE
NEEDS OF FUTURE RESEARCHERS
ALLOWING WORKSPACES TO BE
COMPLETELY RECONFIGURED IN
LESS THAN 36 HOURS
© LAVA
PUBLIC SECTOR – WORKPLACE CONSULTING
The current example is in Riyadh, where construction of the King Abdulaziz
Center for Science and Technology is to start at the end of 2014. It will
accommodate some 10,000 researchers and 2,000 administrators. The
master plan and conceptual design by LAVA – Laboratory for Visionary
Architecture – form the basis for the project. In cooperation with the Fraunhofer IAO, workplace consultants from Drees & Sommer supported LAVA
architects in the development of a flexible usage concept.
The goal of the new campus is to offer a facility for scientists in Saudi Arabia
that will best meet the special needs of doctoral candidates and postdoctoral
students in the fields of petrochemical engineering, nanotechnology,
aerospace, materials research, electrical engineering, life sciences and other
disciplines.
> DETAILED PLANNING AND UTILIZATION CONCEPT,
WORK PROCESS ANALYSIS, WORK CONCEPTS,
MODULAR LABORATORY DESIGN, QUANTITY STRUCTURE <
© LAVA
90
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For the invitation to tender, the architects required detailed planning
taking into account the space required by scientists for their respective
projects. Because the research strategies of the current 23 institutes could
change rapidly in future, the concept had to allow broad scope for spatial
and organizational changes.
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PUBLIC SECTOR – WORKPLACE CONSULTING
A flexible utilization concept
was required from the outset
to ensure that buildings can
be quickly adapted to new
requirements. Modular space
and functional designs can be
drawn up based on analysis of
requirements and processes.
Drees & Sommer consultants were commissioned by the Fraunhofer Institute
to work with their experts on site to examine processes, ask researchers
about their needs and develop project concepts on this basis. These capture
the spatial organization of laboratories, workshops, and offices in detail.
In their planning, experts took into account future increases in the number
of users.
The LAVA designs are based on a modular concept, allowing size and use
to be rapidly adapted during ongoing operation. The rooms are planned to
be so flexible that, for example, a biochemical laboratory with microscopes
and experiment setups can be converted into a technical lab with computers
and desks within 36 hours. Although this flexibility requires greater initial
investment, it saves the operator high remodeling costs in the future.
The Fraunhofer Institute and Drees & Sommer consultants drew up a quantity
structure for initially equipping laboratories, in the first instance for six
buildings. In other words, they defined what materials were required in what
quantities as well as what furniture and laboratory equipment was needed,
and the associated costs. On the basis of the utilization concept, the principal
can now publish an invitation to tender for all trades – from building shell
and building services equipment to fitout.
Flexible modular design with vertically
configurable functional areas
(such as for offices, documentation area,
multipurpose area)
92
Horizontal and standardized functional areas
tailored to user requirements
A sample laboratory comprising three modules
and 36 functional areas
© LAVA
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AT EACH LOCATION
THE RIGHT CONTACTS
FOR EVERY JOB
The staff are our link to our customers. On the following pages we introduce the responsible
intrapreneurs of Drees & Sommer: Our Partners. This is followed by an overview of our international offices and contact persons as well as an overview of our industry experts and
central specialist divisions.
All offices are well acquainted with regional peculiarities. This allows us to support our local
clients, but also to support international customers in these countries.
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PARTNERS AND ...
... ASSOCIATE PARTNERS
Prof. Dr. Michael Bauer
Joachim Drees
Jörg Ewald-Lincke
Prof. Phillip Goltermann
Oliver Beck
Sylvia Becker-Daiber
Thomas Berner
Mirco Beutelspacher
Thomas Häusser
Stefan Heselschwerdt
Thomas Hofbauer
Roland Huber
Claus Bürkle
Dr. Thomas Harlfinger
Sascha Hempel
Marc Guido Höhne
Thomas Jaißle
Sascha Kilb
Daniel Kluck
Dr. Jürgen Laukemper
Björn Jesse
Frank Kamping
Alexander Kittel
Markus Lauber
Martin Lutz
Dr. Peter Mösle
Dierk Mutschler
Norbert Otten
Josef Linder
Ralf Molter
Andreas Schele
Holger Seidel
Christopher Vagn Philipsen
Frank Reuther
Ralph Scheer
Alexander Scheidler
Matthias Stolz
Hermine Szegedi
Dr. Markus Treiber
Prof. Jürgen M. Volm
Marc Schömbs
Matthias Schulle
Steffen Sendler
Prof. Dr. Hans Sommer
Steffen Szeidl
Patrick Theis
Peter Tzeschlock
Bernhard Unseld
Gabriele Walker-Rudolf
Markus Weigold
Jörg Wohlfarth
Rino Woyczyk
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Status: 01.07.2014
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OFFICES AND CONTACTS
CORPORATE HEADQUARTERS STUTTGART
Drees & Sommer – Holding Company
Obere Waldplätze 13
70569 Stuttgart
Phone +49 711 1317-0
Fax +49 711 1317-101
info@dreso.com
Your contacts:
Joachim Drees
Dierk Mutschler
Peter Tzeschlock
Drees & Sommer –
Engineering and Real Estate Consulting
Obere Waldplätze 11
70569 Stuttgart
Phone +49 711 687070-0
Fax +49 711 687070-368
info.stuttgart@dreso.com
Your contacts:
Prof. Dr. Michael Bauer
Thomas Häusser
Martin Lutz
Dr. Peter Mösle
Drees & Sommer –
Development and Infrastructure Consulting
Untere Waldplätze 37
70569 Stuttgart
Phone +49 711 222933-0
Fax +49 711 222933-4190
info.infra@dreso.com
Your contacts:
Claus Bürkle
Roland Huber
Daniel Kluck
Dr. Jürgen Laukemper
Christopher Vagn Philipsen
Drees & Sommer –
Strategic Process Consulting
Untere Waldplätze 37
70569 Stuttgart
Phone +49 711 1317-2288
Fax +49 711 1317-101
info@ds-con.com
Your contact:
Patrick Theis
Drees & Sommer –
Project Management and Real Estate Consulting
Obere Waldplätze 13
70569 Stuttgart
Phone +49 711 1317-0
Fax +49 711 1317-101
info.stuttgart@dreso.com
Drees & Sommer –
International Services
Obere Waldplätze 13
70569 Stuttgart
Phone +49 711 1317-0
Fax +49 711 1317-101
info.stuttgart@dreso.com
Your contacts:
Mirco Beutelspacher
Thomas Jaißle
Ralph Scheer
Andreas Schele
Bernhard Unseld
Your contacts:
Christian Albrings
Josef Linder
Bernhard Unseld
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ATLANTA
BEIJING
BRUSSELS
Drees & Sommer USA Inc.
100 Hartsfield Centre Parkway
Suite 500
Atlanta, Georgia 30354, USA
info.atlanta@dreso.com
Drees & Sommer
Project Management and
Consulting (Beijing) Co., Ltd.
Unit 1310 Landmark Tower 2
8 North Dongsanhuan Road
100004 Beijing, P. R. China
Phone +86 10 65900-265
Fax +86 10 65900-275
info.beijing@dreso.com
Drees & Sommer Belgium S.P.R.L
Avenue des Cerisiers 15
1030 Brussels, Belgium
Phone +32 2 73770-30
Fax +32 2 73770-31
info.brussels@dreso.com
Your contacts:
Christian Albrings
Christine Gruna
BARCELONA
Drees & Sommer España S.L.
Ronda de Sant Pere 17, 2°
08010 Barcelona, Spain
Phone +34 93 451-0839
Fax +34 93 451-6395
info.spain@dreso.com
Your contact:
Kilian Geadah
BASEL
Drees & Sommer Schweiz GmbH
Riehenstrasse 43
4058 Basel, Switzerland
Phone +41 61 695-9660
Fax +41 61 695-9670
info.zuerich@dreso.com
Your contacts:
Rainer Preisshofen
Steffen Szeidl
Prof. Jürgen M. Volm
Your contacts:
Markus Lauber
Bernhard Unseld
BERLIN
Drees & Sommer
Bundesallee 39 – 40a
10717 Berlin
Phone +49 30 254394-0
Fax +49 30 254394-222
info.berlin@dreso.com
Your contacts:
Oliver Beck
Markus Weigold
BREMEN
Drees & Sommer
Am Speicher XI, Abt. 7, Boden 3
28217 Bremen
Phone +49 421 200-9687
Fax +49 421 200-9829
info.bremen@dreso.com
Your contact:
Christopher Matthies
BUCHAREST
Drees & Sommer Romania S.R.L
Str. Lt. Av. Serban Petrescu, Nr. 15, Et. 2
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FRANKFURT
ISTANBUL
LEIPZIG
MOSCOW
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Drees & Sommer Gulf FZ LLC
DIC – Dubai Internet City
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Dubai, United Arab Emirates
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Drees & Sommer
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Drees & Sommer Türkiye Ltd. irket
Inönü Cad 29/3 Gümüssuyu
34427 Istanbul, Turkey
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Drees & Sommer
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MANNHEIM
MUNICH
Drees & Sommer
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Drees & Sommer
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DRESDEN
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DÜSSELDORF
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ERFURT
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Drees & Sommer
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HANNOVER
Drees & Sommer
Podbielskistraße 333
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KIEL
Drees & Sommer
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KIEV
Drees & Sommer Ukraine
Pereulok Muzejny 10, Office 803/804
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MILAN
Drees & Sommer Italia
Engineering S.r.l.
Corso Garibaldi, 86
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MUNSBACH/LUXEMBOURG
Drees & Sommer Luxembourg SARL
6c, rue Gabriel Lippmann
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102
CONTACTS FOR SPECIFIC INDUSTRIES
AND SPECIAL PROJECTS
NUREMBERG
SHANGHAI
VIENNA
Drees & Sommer
Willy-Brandt-Platz 10
90402 Nuremberg
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Drees & Sommer
Engineering Consulting Co., Ltd.
Bridge 8 – I, Unit 2203 + 2303
Building 2, No. 10, Jianguo Road (Middle)
Huangpu District
200025 Shanghai, P. R. China
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Drees & Sommer
Projektmanagement und bautechnische
Beratung GmbH
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1030 Vienna, Austria
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PARIS
Drees & Sommer France SARL
3, rue de Liège
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RIYADH
Drees & Sommer
Consulting Engineering
King Fahd Road –
Al Olaya Suleiman Al Rubea
Building No. 3502, Fifth Floor # 505
North of King Fahd National Library
P.O. Box 16226
Riyadh 11464, Kingdom of Saudi Arabia
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Josef Linder
102
Your contacts:
Martin Lutz
David Schenke
ST. PETERSBURG
Drees & Sommer Russia & CIS
Truda Square 2, lit. A
190000 St. Petersburg, Russia
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Steffen Sendler
ULM
Drees & Sommer
Hämpfergasse 9
89073 Ulm
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Automotive, Industry & Manufacturing
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Building Information Modeling
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Drees & Sommer Polska Sp.z.O.O.
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00-805 Warsaw, Poland
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Cradle to Cradle
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Energy Industry
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Your contacts:
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Green Building, Green City Development
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gregor.grassl@dreso.com
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Life Sciences
axel.heueis@dreso.com
ulrich.kaufmann@dreso.com
rino.woyczyk@dreso.com
Optimization of Established Buildings
Marc Schömbs
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ZURICH
Drees & Sommer Schweiz GmbH
Förrlibuckstrasse 10
8005 Zurich, Switzerland
Phone +41 43 366-6864
Fax +41 43 366-6863
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Lean Management
Axel Heueis
Ulrich Kaufmann
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WARSAW
matthias.schulle@dreso.com
marc.schoembs@dreso.com
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Retail
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ralph.scheer@dreso.com
Workplace Consulting
Patrick Theis
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Prof. Dr. med.
Christian K. Lackner
Hermine Szegedi
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PHOTO CREDITS
Page 2
Sandra Ickinger, Böblingen
Pages 3, 96 – 97
Holger Hill Fotografie, Reutlingen
Angelika Raiber Fotografie, Stuttgart
Sandra Schuck Fotografie, Berlin
Pages 54 – 57
© 2013 BOANET.AT
Page 5
© Gerhard Launer
Pages 58 – 61
© ESO European Southern Observatory, Garching
Page 7
© Inga Nielsen – Fotolia.com
Pages 62 – 63
© Teva GmbH, Ulm
Page 8
© EPEA GmbH 2009
Pages 64 – 65
© Nickl & Partner Architekten
Page 9
© 1xpert – Fotolia.com
Pages 66 – 69
© Jochen Stüber
Pages 16 – 17
© Hamburg Port Authority
Pages 18 – 19
© Femern A/S
Pages 70 – 73
© BASF SE
Pages 20 – 23
© GRAFT Gesellschaft von Architekten mbH
© RHA Reicher Haase Associierte GmbH
Pages 76 – 77
© www.tafyr.es
Pages 26 – 29
© Jan Kranendonk – Fotolia.com
© michael spring – Fotolia.com
Pages 30 – 33
© Home Center Management GmbH
104
Pages 50 – 51
© Peter D. Hartung, Fellbach
Pages 52 – 53
© Breuninger – Fotograf Uwe Spoering
Pages 74 – 75
© Mit freundlicher Genehmigung HENN Architekten
Pages 78 – 79
© T-Systems International
Pages 80 – 81
© H-Gall – iStockphoto.com
© Fraport
Pages 34 – 37
© AS Architecture Studio
Pages 82 – 83
© bloomua – Fotolia.com
© Auer+Weber+Assoziierte, Stuttgart
Pages 38 – 39
© Stefan Müller Fotografie
Pages 84 – 87
© KSP/Mockup
Pages 40 – 43
© Deka Immobilien GmbH
Pages 88 – 89
© EnBW
Pages 44 – 45
© Alexander Schippel
Pages 90 – 93
© LAVA
Pages 46 – 49
© Andermatt Swiss Alps AG, Martin Wabel
© General Hotel Management Ltd., Reto Guntli
Page 94
© fixer00 – Fotolia.com
105
IMPRINT
Publisher
Drees & Sommer AG
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Germany
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