DEVELOPING LONDON
Developing London. The world’s greatest city.
Issue Two
Foreword
We are very pleased to welcome you to the second edition of Developing London. In issue two the partners discuss the exciting new developments that will help exigere achieve it’s threeyear plan. New partner Nigel Hawes delivers a mid-2018 economic forecast and looks at latest trends in office development. Plus Richard Hopper asks if it’s time for a grown-up discussion on procurement? We bring you up to date with our latest projects and make a site visit to Benjamin Street with Senior Project Surveyor Ellie Layton and Project Surveyor Agnieszka Supiya. We hope you enjoy issue two and would again be very grateful for your feedback.
Phone: +44 207 920 3400 Email: info@exigere.co.uk Web: www.exigere.co.uk
Contents
2 The exigere difference 4 Three year plan partners round table 7 Hotels, Leisure & Culture 12 Single stage vs Two stage 15 Workspace 20 Market and economics 23 Office reinvention 28 On-site with Agnieszka and Ellie 30 Living 34 Introducing Nigel Hawes 36 New build office 41 Meet the partners 42 Developing London 44 Working with great names
“Exigere are always dedicated to Derwent’s needs and targets. The Directors have a close involvement on projects, supported by a well-qualified and knowledgeable workforce.” Richard Baldwin, Head of Development, Derwent London
The exigere difference We are accurate This is a given but it’s often surprisingly overlooked
The best results come from our involvement from day one That’s when we can drive the most value for a project
Our partners spend more time on projects to ensure your success Ask us about this. Better still, ask our clients. It’s one of the foundations of exigere
We can also rescue failing projects It’s never too late to ask us to come to the table and get a project back on track
“Exigere is best in class. Big enough to handle any project, small enough to provide a high quality, client-focused service.� Sascha Lewin, MD Westminster Real Estate
We are not a cost In fact, we guarantee to save you the equivalent of our fee every month of a project
We do this by challenging and offering alternatives We use our experience and knowledge to find ways to add value and save you money
Over 90% of our projects come from repeat business or referrals
Our local knowledge has been built up over many years
And many of our colleagues choose us to work on their own schemes
Our London focus keeps us ahead of the game
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Year Plan partners round table Delivering a plan that keeps us one step ahead With a new three-year plan now successfully underway we spoke to Niall Aitken, Fiona Corcoran, Dan Fryer, David Happell, Nigel Hawes, Richard Hopper and Peter Medland about progression and recent developments at exigere. You announced a challenging plan at the
or other services. Clients have asked us,
end of 2017, what did it include?
but we’ll leave it to the experts and stick to
Niall: Yes, we have set out our strategy
improving what we do best.
to take us through to 2022. This involves: revenue growth; diversification of sectors; our performance and approach in each sector; the technology we use and our working practices; plus people development and the working environment. We’ve now created a multitude of things that we feel will keep us one step ahead. It’s a big leap to go from a £3m business to a £5m business and it requires planning and change. David: Our growth to date has always
been measured and this is no different. The key to delivering our growth ambition is simple, keep delivering best in class cost management services. Niall: We have no ambition to offer project management services, employers agent
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Are these developments impacting your overall proposition and performance in key sectors?
Peter: We are very confident in our partner led involvement proposition and it remains at our core and as a key differentiator. However, it’s also important not to stand still in our existing sectors. We are developing our approach, utilising new technology and best practice to adapt our service and drive more value for our clients. Richard: If you look at cut and carve refurb in London we are known as being best in class. That’s evident by the type of work
we do and the type of clients we have and retain. In fit-out for occupiers we have developed a new way of looking at costs and it’s having an impact in that sector. We can now help clients form a view and make decisions much earlier in the process. Peter: The residential business has
increased by 25% and we are now looking at much larger projects. Nigel: We also recently supported early development of four strategic master
Dan: It’s about succeeding together
and working to the benefit of each other. A good architect means even complex projects are straightforward. Similarly, designers like a clear path to design, they need the numbers to be right. They want to work with people who won’t let them down. Richard: It’s a big thing for a consultant
to recommend you as it reflects on them. They can be judged on our performance and so it’s something we take very seriously and are very proud of. We have also recently started working with a number of important new clients. There’s Moving into new sectors: helping to creating a new gallery space for Galarie Thaddaeus Ropac at Ely House, Dover Street.
a very nice balance. Looking at the internal elements of the plan, what is in place for team
planning schemes that focus on
worked across arts, heritage, leisure,
progression and development?
regeneration and include 400 plus units,
hotels, infrastructure and so on but we are
roads, major junctions, motorways and
now taking exigere into these markets. It’s
Niall: A key part of the plan is to recruit and
highways. All of the signs so far, are good.
really exciting to be involved with different
Are there any specific improvements that drive tangible benefits?
Fiona: Our benchmarking data is improving significantly and our clients are seeing the difference. We are now shaping budgets and cost plans in a very precise way that allows clients to make decision earlier. It’s the information below the headline figures which is the really useful stuff. Peter: It’s about understanding the data
that’s available and communicating robust, accurate figures in a way that clients can understand. If you get the numbers wrong and can’t meet client’s aspirations there are big consequences.
schemes and sectors again. Peter: We’re looking at arts and cultural
projects of a national scale with a cultural and historical relevance. This isn’t new to us, many of our clients favour historic buildings so we understand the challenges, but we’re now applying those skills to the sector on a more recognised basis.
hasn’t had much prominence. We’ve all
Fiona: We restructured last year and
it has been very well received. Nigel’s appointment is obviously the headline news, but others have also been promoted as well as completing degrees, further study and the APC.
Leicester Square with a basement theatre and a hotel. We’re working with the Crown Group who develop hotels and casinos worldwide. Dan: We know the market can support our growth and it’s up to us to respond. The
most pleasing aspect is that it’s our existing contacts who are taking us into new sectors. They know we have the skills and
David: You need to develop your working
style, manage change and retain the best talent if you want to reach a higher turnover. The big change is cluster groups, which we are using to provide clear lines for coaching
to continue?
and mentoring.
David: We work with a large number of
It doesn’t change how we resource
relationships is crucial. You spend a lot of
development and progression and it has
consultants and building collaborative
progression into sectors where exigere
and developing as a business.
including a four-storey development in
retention or referrals, do you expect that
Fiona: What we’ve been seeing is a natural
but we know we have to keep learning
projects in the hotels and leisure sectors
Over 90% of your business comes from
number of new sectors…
of our Investors in People accreditation,
Nigel: We’re also delivering a number of
they trust us to get the job done.
You also appear to be working in a
retain the best staff. We were very proud
projects, but it provides a visible path to
time together and when you are successful
been very well received.
it brings new working opportunities.
Niall: Our challenge is to provide an environment where everyone enjoys coming to work and where people know they can go on to achieve.
Richard: Project colleagues regularly
refer us to clients and we also refer them because we know it will work. Life is much easier when you’re part of a team that can deliver.
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3 Year Plan round table There also appears to be a number of new faces? Niall: We are strengthening all areas of
the business to deliver the work that we’re doing. We looked to people who are post qualified and RICS chartered status. We will also continue to recruit people from college or university and we are formalising our graduate programme this year. Nigel: It’s interesting to learn from new
people coming in, they bring a fresh view and understand different approaches. We like to harness that, learn from it and get them to buy into our way of doing things quite quickly. Peter: Our approach to recruitment has
matured as we have, we are now a more diverse and a better company as a result.
Richard: Nigel is a great example to everyone. He was recruited as an associate and we are very happy to say he is now a partner We recognised his contribution to the business and it’s been rewarded, but he’s not the only one. We are very happy with the team and we’re still developing. Everyone can see what’s possible here. Have you looked at technology and how it can impact your work? Niall: As a business we think about how
we can be more productive, quicker and more accurate every day. It’s about striving
Dan: We’ve invested significantly in technology, with a new intranet, migrating everything to the cloud and everyone to Microsoft Surface Pros. We’re also learning to get more out of the elements that are already at our disposal. It’s about smarter working and knowledge sharing. It makes us more efficient, more accurate and it frees up time to put more effort into demystifying costs.
experience of doing it. Being in the centre
Does this mean remote working and
resource and develop the business.
our staff. As it continues to grow and develop it’s only going to get better. Everything’s started well, there’s loads going on, will it be a challenge to manage and deliver? Peter: It’s all part of an on-going process,
rather than targets set in stone. The key to our growth is to get everyone to buy into it, both internally and externally and ensure it continues to be measured. Whether it’s developing our core propositions, moving into new sectors or how we manage,
less reliance on your base in central
for continuous improvement. The days of
London?
starting with a scale rule and a pen are
Fiona: Our central location is very
largely behind us, but it’s also important to
of London is great for us, our clients and
important when you are part of a project
know when to use technology and when to
team and having everyone together,
keep it simple.
interacting and learning is central to what we do. It drives immeasurable benefits. David: We are quite agile as a business, but you need dialogue and interaction
to make this work. When an issue arises there’s people with the knowledge and experience to solve it. Niall: If you aren’t working together all you are really sharing is data and information, but knowledge is missing. Knowledge being both the technical skills and the
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Nothing is done in isolation, we have focus groups at every level, taking ownership of initiatives and helping us to drive through and deliver these changes. It’s a real team effort and we are confident we can deliver.
Hotels, Leisure & Culture
Hotels, Leisure & Culture We understand the challenges and can help deliver clients aspirations – balancing the historical and cultural aspects of a project, optimising the visitor experience, creating flexible welcoming spaces and attracting the public.
Crown Aspinall’s
5-9 Great Newport Street
Ely House
Royal Academy West Wing
David Zwirner Gallery
Green Room 7
Crown Aspinall’s Refurbishment and reconfiguration of a partially Grade II listed building for Crown Aspinall’s private members club in Mayfair. Scheme comprises restaurant, bars, gaming room and external terraces.
Crown Aspinall’s is a 19,000ft² partially Grade II listed private members club in Mayfair, comprised of adjoining town houses. The scheme involves the refurbishment and reconfiguration of a new entry sequence and circulation throughout. The existing restaurant and bar have been relocated and extensively refurbished. A single level gaming salon has been constructed, including high end, state-ofthe-art private salons. Two external gaming terraces have been created with a bespoke glass roof, bespoke slate plant screen and bespoke sliding, perforated screens. The WC’s have undergone a complete refurbishment as have all internal finishes whilst remaining sympathetic to the existing buildings heritage features. Client: Aspinall’s Club Ltd
Project Manager: Buro Four Architect: Wilkinson Eyre Services: Atelier Ten
Structure: EngineersHRW
Partner view Dan Fryer How the other half live! The challenge of a comprehensive refurbishment of an existing listed building and private members casino, whilst the building was in occupation throughout the day. A refurbishment to be proud of designed by Wilkinson Eyre.
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Hotels, Leisure & Culture
5-9 Great Newport Street Mixed use development at 5-9 Great Newport Street. Client: Consolidated Developments Ltd
Project Manager: GVA Second London Wall Architect: Ian Chalk Architects Services: Hoare Lea Structure: Engenuiti
5-9 Great Newport Street comprises the new build construction
Other challenges include the construction of a four-storey
of a restaurant, theatre, retail/gallery space and hotel behind a
basement to house the new theatre immediately above LUL
retained faรงade and totals some 90,000ft2. The scheme also
escalators and tube tunnels which serve the adjacent Leicester
includes the refurbishment of a narrow, listed building which will
Square Underground Station.
serve as the hotel entrance.
Partner view Nigel Hawes We are very pleased to be supporting Consolidated Developments with their exciting project at 5-9 Great Newport Street. The scheme designed by Ian Chalk Architects includes a four-storey basement for theatre use situated over an LUL tunnel, plus the development of a hotel above ground, all within a constrained central London site with conservation sensitivities. 9
Ely House Extensive refurbishment and re-positioning of an art gallery at Ely House, Dover Street for Galarie Thaddaeus Ropac.
Totalling over 18,000ft² this listed building has undergone an extensive refurbishment and re-positioning to breathe new life into a characterful period property. The scheme forms new gallery/exhibition spaces and associated sales offices. The top floor is dedicated as a private residential apartment with guest living spaces located at basement level. The existing MEP services have been upgraded and the space internally includes new finishes throughout with high end fit out of the residential, gallery and sales offices. Client: Galarie Thaddaeus Ropac
Architect: Cowie Montgomery Architects Services: Mendick Waring
Structure: Akera Engineers
Partner view Dan Fryer Ely House is an exciting refurbishment within a challenging listed building. We worked closely with Cowie Montgomery Architects to create a new gallery space for Thaddaeus Ropac including a top floor luxury apartment and sales offices. 10
Hotels, Leisure & Culture
single stage Competition
TWO VS stage Negotiation
With Richard Hopper, Partner Time for a grown-up discussion on procurement? Over the last twenty years we have seen a shift in the market to earlier engagement between clients and contractors and a move towards a two-stage approach. Richard Hopper discusses the various procurement options and whether a grown-up discussion and creative thinking could provide better results. The logic behind two-stage procurement was to bring buildability
risks, whether misunderstood, missed or overstated. It should also
and supply chain engagement into the design process to
be considered that this approach is seen as less commercially
eliminate recurring issues and stimulate ideas, whilst maximising
advantageous than a two-stage approach.
opportunities to deliver faster overall programmes.
However, our own experience is that there are an increasing
Whilst the economic crisis of 2008 imposed a more competitive
number of contractors who are prepared to take on single-stage.
environment on contractors, the imposition of single-stage tenders
This is in part due to poor experience of two-stage, a more
to achieve best price was not wholly successful. The improved
considered view of risk and the simplicity or otherwise of the
market conditions of 2012/2013 allowed contractors to be
scheme.
somewhat more circumspect about the type of work they took on and the manner in which they were engaged. This led to two-stage procurement again being employed to procure a significant element of the London commercial market. As London prices rose rapidly between 2013 and the end of 2016, many contractors failed to deliver against their Pre-Construction obligations, frequently in relation to price, but more often, in relation to risk transfer. It was not unusual for the both clients and contractors to run out of steam with the process and to part company in an increasingly more acrimonious fashion. So where next?
Single Stage The more traditional route, single stage tendering, requires a well-developed scheme progressed to a Stage 4 level of design, in order for contractors to fully understand the risks and to provide a competitive price. It is perceived to be confrontational and somewhat analogue in a digital world. It’s also shunned by the major contracting organisations as well as a number of busy mid-size contractors. A whole range of reasons are provided, the cost of tendering, a lack of collaboration and the inability to fully address the project
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Two Stage Tendering Two-stage tendering, theoretically at least, gets you to the market quicker by overlapping the design and construction or design and procurement stages. It allows appointment of a contractor prior to completion of the design and before the cost and project duration are resolved. It should also benefit from the early engagement of the contractor and the supply chain. A Pre-Construction Services Agreement is put in place expressing the services to be performed by the contractor. However, all too often this period boils down to compilation of a contract sum and an unedifying attempt to de-risk the project for the contractor. The commercial response at the first stage is relatively limited, with consideration given to the preliminaries plus the level of overheads and profit. Designs are developed in conjunction with the contractor and his chosen supply chain and as far as is possible, competitive prices are sought. It is always questionable just how much competition really exists and the movement of ‘as tendered’ costs to final bid pricing, is a truly imaginative skill. We should not lose sight of the importance of delivery to the market in a timely fashion, with any number of client bodies accepting that
two-stage should yield a more advantageous programme. However, does this really translate to commitment to a completion date and does the cost premium really translate into value for the client? In practice, the second stage of two-stage can become a procurement exercise with little value added or emphasis on ideas, innovation and buildability.
Construction Management One established alternative with a chequered history is the construction management route. This is where the client enters into a series of direct contracts with all the sub-contractors (trade or works contractors) directly, rather than through a main contractor who employs sub-contractors. The client would also appoint a construction manager to manage the procurement and construction process. Hailed by some as the panacea, construction management has lain dormant for some considerable period, but, in a limited fashion is stirring again. Clients increasingly want to engage with the supply chain, whether it’s the cladding contractors, ground and frame
What makes good projects? People
We are educated to understand that procurement is about trying to balance the requirements of time, cost, quality and risk. However, we would be hard pressed to find a client who believes that a project has been a success because they got the cheapest price or the fastest programme or paid a premium for perceived risk. We need to recognise, at least before the deployment of robots in any meaningful way, that successful projects are delivered by people and how people on the clients’, consultants’ and contractors’ side interact to create a successful team. Leadership
Leadership within all disciplines, whether from the client in respect of a clear brief and view of what is required; the designers, in respect of a well-considered scheme that delivers the correct level of value; and from the top in contracting organisations. Too often there is lack of experience or leadership evident and frankly the key
contractors or the M&E sub-contractors. This even extends to
individual at a contractor needs to be a leader.
the point of developing close working relationships on the supply
Innovation
of equipment or light fittings. This would naturally lead to a more hands on approach to construction and the potential to engage with construction management as a solution. Of course it is not quite that simple. The client will now hold all the risk and is responsible for everything in relation to managing those
Where does innovation come from or is construction merely a service of delivery? Real innovation is borne of being challenged to address or improve the way in which a product or service is delivered. How do we create the opportunity to innovate in construction when there is little incentive to improve our working
contracts, payments and so on, which requires a level of expertise
practices or to consider alternatives that benefit all parties?
and resource that many do not possess.
Too often buildability advice concentrates on highlighting issues,
It is quite often employed in what is referred to as ‘project recovery’
rather than solving them. Whilst we fully understand the need to
where construction managers are asked to step in to address problem jobs or failed two-stage projects. Whether it will be employed more widely is open to debate, not least because the
manage risk and to try and eliminate it as far as possible, innovation should lead to smarter ways of doing things that are cost effective and that support the design intent.
approach requires the construction manager to act as a consultant rather than a builder, which is a different skill set. 13
SINGLE STAGE VS TWO STAGE Experience
How do we learn the lesson from previous projects? It is rare to see an organisation’s or an individual’s experience used to create stronger teams, capable of the challenges that exist in a high pressure/high risk working environment. Company and individual CVs are rarely examined or challenged and all too often mismatched teams are proposed and accepted. Trust
Trust is hugely important and a lot of the issues that arise surround a lack of trust or broken trust between the parties. Years of baggage leads to brinkmanship as people look to manipulate the market when it’s in their favour, rather than reading and supporting it. We are all to blame. Designers are perceived to focus on product at the expense of practicality; cost consultants are perceived to be defensive of their position and focused solely on cost; and contractors of working for their own rather than the collective good. It is worth remembering that the risks associated with complex central London projects can be high and a return of 4-5% of stated overhead and profit is not really sufficient reward for the imposition of such risk. We still seem to operate in a high volume, low margin market and maybe this also needs to change to improve transparency and communication.
Damage limitation / Getting it right first time
If selecting the right contractor is key to project success, changing an under-performing contractor can be a huge problem for a project. It’s a very public process and the reputation of the project and those involved is at stake. Clients can be pushed too far in terms of attitude, approach to risk and approach to cost. We are aware of schemes that have stalled for 6-8 months due to a change in contractor and whilst it can be frustrating, it can often be the right decision.
The current market cycle has probably experienced the highest level of contractor replacement that we have seen in recent memory and whilst it is important that this sanction should exist, we have all failed if it needs to be employed.
Supply Chain Engagement
Selecting the right route
the supply chain and sub-contractors who play a key role in the
circumstances. When selecting the route it shouldn’t be dictated
success or otherwise of a project.
by the market; it should be dictated by the clients’ aspirations for
How do we collectively agree who should be on a tender list and still create the circumstances where they are prepared to provide the correct level of resource to a scheme?
the project, the client’s attitude to risk and the client’s aspirations
We seem to forget that main contractors rarely build and that it is
Breaking the cycle
Inevitably a cycle emerges between single-stage and two-stage When there’s limited work around, clients will invariably look for the most competitive price. Conversely when there’s lots of work, contractors will pick and choose the work they take on. They will often only undertake a two-stage approach, with price escalation laid at the door of the supply chain.
Neither route provides a fail-safe approach and increases to budget, project duration and risk continue to be an issue. So why not negotiate with your friends when times are tough and insist on more competition when the market is busy?
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There’s no single answer. All are appropriate dependent on the
for time. It also needs to be properly balanced by the offer, in respect of the people, the leadership, how innovation can be employed, how experience is really brought to bear, how we can rebuild trust and how we engage with the supply chain.
The truth is, every approach has its benefits and weaknesses and the industry continues to learn and develop, taking the best from each and trying to mitigate the worst aspects. If pushed, our preference is competition; to keep people honest, followed by that grown-up discussion regarding the correct level of return and commitment to the right people. It also needs a more considered approach to supply chain engagement, which may change from contractor preferred to client preferred, and a properly shared understanding of risk and reward.
Workspace
Workspace Users have specific demands for the ‘fit out’ of their space, its design and functionality ultimately impacting on how they work. Clients also need a quick programme and the ability to accommodate change during the process. We have worked with end‐users in legal, financial, professional and TMT sectors.
25 Savile Row, Derwent London
White Chapel Building, Shipowners Club
Doughty Street Chambers
30 Broadwick Street, Exponent
1 Canada Square, Brookfield
York House, British Land
80-100 Victoria Street, Land Securities
Project Pinstripe, Great Portland Estates plc
Project Lima, Broadgate Estates 15
25 Savile Row, Mayfair Award winning office fit out for Derwent London’s new Head Office at 25 Savile Row, Mayfair. A design led scheme with high quality finishes and fittings throughout. Category B fit out to provide Derwent London, a major development and asset management business, with a new head office environment, undertaken as part of a comprehensive refurbishment and re-positioning of their current office in Savile Row. Common to all Derwent London schemes this is very much a design led project with high quality finishes and fixtures throughout. The works will comprise the construction of new office environment together with the associated ancillary functions with a comprehensive meeting suite and reception area.
Client: Derwent London
Project Manager: Blackburn & Co Architect: Piercy&Company Services: Hilson Moran
Structure: Akera Engineers
Partner view Richard Hopper We were delighted to support our friends and colleagues at Derwent London with their RIBA Award winning refurbishment. Most notably, this Piercy&Company design delivered a threestorey atrium for the suspension of a stunning sculptural staircase, and first floor and roof glazed extensions. An exceptional project that delivered an uplifting working environment. 16
Workspace
Shipowners Club Category B refurbishment of the second floor in The White Chapel Building for The Shipowners’ Club.
This 13,250ft² scheme involved adaption
Meeting rooms and some cellular offices
of the Category A services to suit the
were also incorporated, benefiting from their
occupiers requirements for the fit-out.
adjacency to the large atrium that is a central
This included open plan office space
feature of the White Chapel Building.
with copy and printing hubs, as well as
Client: Shipowners Club
collaborative breakout spaces, a library, refectory and tea points.
Project Manager: GVA Acuity
Architect: Initial Concept Design by Fletcher Priest Services & Structure: GVA Acuity
Partner view Dan Fryer A fast-paced occupier fit-out on level 2 of The White Chapel Building. Short delivery times required early engagement with the design team, forming a budget based on our experience in this sector, and close collaboration with the design and build market. The end result has been well received and has provided a fresh new working environment for our client. 17
Doughty Street Chambers The sympathetic refurbishment of a historic barristers chambers completed whilst they were in occupation. The works incorporated a restack with the clerks moving across the road to a newly refurbished office space.
Within the main building, new meeting rooms were formed in the basement with the former clerks space at ground floor transformed into a seminar room where we exposed and maintained the original timber roof trusses. The front of house space at ground floor was completely overhauled with the formation of a new reception, waiting room and kitchenette. The works have been completed to Fletcher Priest’s exacting standards and new mechanical and electrical installations throughout mean that the building will perform for years to come. Client: Doughty Street Chambers Project Manager: Rise
Architect: Fletcher Priest Architects Services: GDM
Partner view Dan Fryer The refurbishment works at Doughty Street transformed a tired and unloved building into a home for a forward thinking Chambers. We worked closely with Fletcher Priest Architects to deliver the scheme to a tight budget, retaining original features as far as possible. The works were completed in occupation demonstrating our experience of undertaking challenging refurbishment schemes. 18
Workspace
30 Broadwick Street High specification Cat A fit out for Exponent delivered against an extremely tight schedule.
30 Broadwick Street required the
The approach required close collaboration
conversion of 7,000ft² of category A space
and transparency between client,
for Exponent, a private equity firm. Executive
consultants and the contractor to achieve
offices, meeting rooms and creative facilities
the clients’ objectives.
finished to high specification set against
Client: Exponent
an extremely tight programme, where it was vital that the relocation and business
Architect: Orms Services: GDM
continuity were maintained.
Partner view Richard Hopper The fitting out of 30 Broadwick Street for Exponent was an exercise in collaboration. We worked closely with the architect Orms, client and contractor to enable completion to an extraordinarily tight construction programme. It was a great experience to work with such a responsive client as well as to be enthused by the ability to achieve the timescales. 19
market & economics With Nigel Hawes, Partner Market Overview
Looking at the key economic indicators, where we stand at the mid-point of 2018 can only be summarised as contradictory. This reflects the unprecedented economic and political times we live in and the split views on whether Brexit is a positive or negative disruptor to the UK status quo.
Majority of G7 and G20 countries showed strengthening growth in 2017/18. The UK maintained growth, albeit at a lower rate in comparison, despite Brexit uncertainties.
Construction GDP
Three successive quarters negative growth on average, with all sub sectors indicating negative growth except for private housing and infrastructure.
GBP: USD
GBP: â‚Źuro
Inflation (CPI)
Interest Rates
Occupier Uptake
Real Estate Investment
Global GDP
Three successive quarters negative growth on average with all sub sectors indicating negative growth except for private housing and infrastructure.
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Bank of England rate rose 0.25% in 2017 with further rises expected in 2018. US Central Bank also raised rates in 2017 however the European Central Bank maintained rates and as yet show no indications of following suit.
GBP has risen by 5% in the year and in April was close to returning to pre-referendum levels at 3% below.
Uptake reportedly increasing 10 to 15% in comparison to 2016. Growth has been lead by TMT and flexible workspace occupiers along with a steady uptake in more traditional occupier sectors.
GBP has fallen by 3.5% in the year remaining 14% below pre-referendum levels.
Strong performance driven by foreign investors benefitting from the fall in GBP, offsetting reduced domestic investment. London remains the favoured global city for foreign investment despite Brexit, giving confidence that the economic fundamentals are robust.
Market Overview
London Tender Price Inflation In 2017 we saw low, steady inflation on medium to major projects with inflation running at 3%. We also saw keen pricing return to smaller and simpler schemes with prices dropping by 3% in the year. We expect this trend to continue into 2018 with market conditions being flat, margins tightening and material and labour price rises filtering through. The loss of Carillion in January could have far reaching impacts across all levels of the supply chain. The loss of debts owed and the consequential cashflow issues this will cause to some sub-contractors will have ramifications for others, both in terms of impacts on delivery and future procurement. This may also affect the overall capacity in the marketplace, depending on the level of supply chain impact and any increase in sub-contractor insolvencies.
Key points 2018, like 2017, will be characterised by Brexit. Progress in the next phase of negotiations, regarding both the transition and future trade agreements is key to maintaining the confidence seen in the London Real Estate market in 2017. Occupier demand is likely to continue to be driven by the TMT and co-working sectors. Deals such as Deutsche Bank and SMBC committing to London as their European HQ are positively influencing the more
Base Material Prices
Labour Costs
Margins and On Costs
Contractor Order Books
Price increases have been experienced across all key materials with significant rises in base steel affecting structural steel and reinforcement prices in 2017. Increases were largely absorbed during 2017, however 2018 is likely to see further rises passed on.
traditional occupier sectors in London. The consensus view is that 2018 will carry on the trends of 2017 in the London market with slow growth
Labour rates continue to maintain growth with skilled labour shortages remaining. Brexit negotiations may provide the conditions to prevent a potential economic shock of the loss of skilled European labour. That said, greater demand from Eurozone following higher rate of growth and weakening of GBP, could see reduced future immigration thus sharpening the skills shortages.
continuing and investor/developer caution being maintained. However, the following potential risks could impact either the overall economy or the construction sector:
• Disruption to the Brexit negotiations. Any changes or difficulties in converting the provisional agreements to transitional arrangements could see market confidence erode. • The key Global Share Indices are at historic highs and further corrections from those that occurred in January 2018 could see confidence diminish. • Key Eurozone countries are experiencing strong growth. As a large portion of UK construction projects are reliant on the supply of materials and installed systems from Eurozone countries, we could see inflation feeding through into construction costs despite slow/low growth in the UK.
In general, mark ups are to remain consistent with 2017 on medium to large value projects. Minor tightening is expected to offset material and labour cost increases where competitive procurement models are used. The market is weakening for smaller, simpler projects with keener pricing being experienced.
Year end results for contractors show mixed results with the lag from poor 2016 performance in the occupier and investment markets filtering through. Contractor availability and order books are increasingly varied and early negotiations with contractors is important to ensure selection of the most competitive tender list.
Type / Nature
2017
2018
2019
Simple, small, Category A refurbishments and fit outs
(3%)
0%
4%
Complex Cut and Carve refurbishments
3%
2%
2.5%
New Build
3%
2%
2.5%
Negotiated v Competitive Procurement Premium
5 – 10%
The above forecasts are made based on the current UK and Global GDP forecasts, GBP exchange rates remaining consistent and Brexit negotiations remaining on course. Any substantial shocks to the economic and political climate are likely to have an impact. 21
market & economics Office Design Trends Impacting Office Baseline Whilst Tender Price Inflation forecasts consider the underlying economic impacts of the input costs to construction, they tend to miss changes in the baseline of what a ‘typical’ office development is and the implications of statutory developments. Over the last few years we have seen trends in office development that significantly impact the traditional baseline cost and design benchmarks beyond TPI. These changes are being driven by the dominance of the TMT and co-working sectors in the occupier market. However, their influence is being felt across the market as more traditional occupiers consider the interior design of spaces and amenity provisions as a way of attracting and retaining talent. The Well Being agenda is a contributory factor with greater expectations from occupiers in respect of amenity provisions, health facilities and use of natural materials.
Key Office Trends • Larger receptions are increasingly in demand with reception
design moving away from a transactional space to an extension
• Higher occupation density than 1:10 are becoming the norm with 1:8 more common and 1:6 being considered on some new schemes.
of the workplace. We are seeing more active, usable spaces being developed as well as additional facilities in the spaces, such as coffee bars and touch down meeting areas.
•T he development of technology and its implementation within
office developments is generating new challenges. One example being the number of recent enquiries into drone landing zones,
• Amenity provisions are also improving, with larger landlord provided cycle stores and changing areas being a classic
with retailers keen to understand the viability of incorporating
example. Occupiers are now demanding more than the minimum
them into new and existing central London buildings.
BREEAM requirements and higher quality storage and changing facilities which are more akin to the level of specification provided
•T he fall out from Grenfell and its impact on Fire Regulations
will have a knock-on effect on base prices with design teams and
to core WC areas.
clients already acting ahead of any future regulation changes and going beyond current regulations. Common themes in the
• WELL Standard is now being considered more commonly on
last twelve months have been:
schemes and is becoming more integrated alongside BREEAM assessments. It can also have a significant cost impact on the shell and core cost of an office development. Costs are influenced by several factors, some outside of the projects control, for example site location, massing, orientation, existing structural frame (if existing retained) of the building; and as such the cost impact can vary from project to project. Wired Score and Cycle
Score are examples of other standards becoming more common in recent developments and impacting on design and cost.
• Category A Fit Out trends have shifted away from metal tile
ceilings, raised floors and plasterboard walls to a more exposed look and feel both in terms of services and structure. This trend is spreading from the Tech belt areas of the City fringe into the City and West End on current and future schemes. The cost impact of this approach is a variable dependent on the type of project e.g. refurbishment or new build, the type of structure and how refined the end product is.
22
• Material specification changes
• Additional stair cores being incorporated into the design over and above previous norms
• More common introduction of sprinklers within buildings
• NIA:GIA losses
•N et: Gross Efficiencies are reducing, partly due to provision of
greater landlord amenities and fire engineering design changes. Net: gross efficiencies of sub 70% are becoming more common.
•T he expansion of prefabrication in residential developments will also be one to watch. It will be particularly interesting to
see how this technology can be more readily applied to more elements and systems across commercial office construction.
Office reinvention
Office reinvention Remodelling existing office space can prove a viable alternative to a new build scheme, with the benefits of less risk, less cost and a shorter construction programme. Our experience ranges from minor refurbishments of single floor plates up to major £150 million refurbishment schemes.
Whitechapel Civic Centre
60 London Wall
Lyon House
20 Farringdon Road
Alie House
Harella House
160 Old Street
5 Charterhouse Square
Johnson Building 23
Whitechapel Civic Centre Office refurbishment of the Grade II listed Civic Centre in Whitechapel for Tower Hamlets. Reinvigorating the former Royal London Hospital site into a much improved public amenity.
The project will see the Grade II listed 18th century Royal London Hospital brought back to life as a public building in the borough of Tower Hamlets. The scheme also involves the refurbishment and redevelopment of other buildings and sites in Whitechapel and nearby. The new Civic Centre will be a key part of Whitechapel’s wider regeneration, which includes the opening of Crossrail in 2018, with 3,500 new homes, 5,000 jobs, new retail opportunities and new public spaces to be delivered over the next 10 years.
Client: Tower Hamlets Architect: AHMM
Services: Atelier Ten
Structure: Elliott Wood
Partner view Richard Hopper An exciting and challenging scheme where Tower Hamlets and AHMM have done a great job of reinvigorating the former Royal London Hospital site. The designs are sympathetic to the Grade II listed structure, respond to the Local Authority’s needs and provide a much improved public amenity. A very interesting project in an evolving political climate for public sector works. 24
Office reinvention
60 London Wall Major redevelopment and office refurbishment at 60 London Wall in the City of London. Redevelopment of an existing 346,000ft² office building located on a tight urban street. Scope of works include reconfiguration of the existing atriums, removal of existing cores, rationalisation of the existing structure and revised core and lift arrangements to improve the efficiencies of the floor plates and circulation spaces. A number of structural interventions are required to accommodate these changes in addition to the strengthening works to support the new four-storey rooftop extension. The building will be served by new plant, mechanical and electrical services throughout as well as all new finishes and interiors. Asset Manager: LaSalle Investment Management Development Managers: Citygrove Securities Project Manager: Gleeds
Architect: EPR Architects Services: Mecserve Structure: HTS
Partner view Nigel Hawes We are delighted to be supporting Citygrove Securities on their complex cut and carve refurbishment of 60 London Wall. The project will add c.140,000ft² to the existing building and we have worked closely with EPR Architects to respond to changes in design trends during construction, ensuring the project meets occupiers needs on delivery. 25
Lyon House A comprehensive refurbishment, re-cladding and roof top extension for Westminster Real Estate. Works will provide 22,000ft² net area of prime grade design-led office space.
Lyon House is a detached building benefitting from its proximity to the park and its prominent Borough High Street frontage. A ground floor demise with its own dedicated entrance and address has to potential to combine with the lower ground floor space via an accommodation stair. Exposed finishes and polished concrete floors combine with generous floor to ceiling heights to offer attractive space. Environmentally the building
Client: Westminster Real Estate
Project Manager: Blackburn & Co
Architect: Cowie Montgomery Architects Services: Flatt Consulting
Structure: Akera Engineers
is rated BREEAM Very Good.
Partner view Dan Fryer We were pleased to support Westminster Real Estate with their first comprehensive office refurbishment scheme. A genuinely fun project to work on with architects Cowie Montgomery Architects plus a great client team and contractor. We are now on to our fifth scheme with WRE which we hope demonstrates our breadth and staying power! 26
Office reinvention
20 Farringdon Road Imaginative refurbishment at 20 Farringdon Road for Derwent London.
This is a prominent corner property, adjacent to the site of the new Farringdon Crossrail station and opposite 19 Charterhouse Street EC1. The six-storey building totals 170,600ft² comprising 141,400ft² of offices, 5,700ft² ancillary space, 1,200ft² retail and a 22,300ft² gym. The scheme has significant near-term potential
Client: Derwent London
Project Manager: Rougemont Architect: AHMM
Services: Flatt Consulting
Structure: Akera Engineers
to raise the rental income, as well as representing a substantial development opportunity in the medium term.
Partner view Richard Hopper Another example of what Derwent do best. A much maligned building has been transformed by simple interventions and a touch of black paint. The response is an imaginative reinvention, undertaken in a cost effective fashion. We have been able to work with AHMM to make sure that the budget has been used to enhance the offering and provide significantly enhanced facilities. 27
On-site WITH Agnieszka & ELLIE It’s not all about partner led involvement at exigere. Developing and coaching the right people is fundamentally key to achieving client’s expectations and delivering successful projects. Two of those making the grade are Project Surveyor Agnieszka Supiya who was recruited from university and recently completed her APC, and Ellie Layton, a Senior Project Surveyor who joined exigere 12 months ago. We took a short walk to the Benjamin Street development for a project update and the discussion turned to the day to day life of a QS at exigere and forging careers in construction. On-site at Benjamin Street
a dull moment and it’s great to see the
Ellie: The Benjamin Street development
transformation.
started at exigere so it’s close to my heart.
things develop is brilliant. When you’ve
was the first project I worked on when I The previous building has been demolished, the basement and ground floor slabs have been cast and the contractors have nearly finished the building frame.
It’s a mixed-use scheme with retail space, offices and five private apartments. I particularly like the on-site stage, it’s when you really start feel the project is coming to life. You can see something develop from a hole in the ground to a six-storey building. On a project like this you’re dealing with day to days costs, contractor led changes and balancing everything to ensure the client gets what they want. There’s never
Agnieszka: Being on-site and seeing
completed cost plans, tender and contract documents, and a building finally starts going up it makes you feel very proud. I love it. There’s a variety of tasks and challenges at every stage of a projects development so it’s never boring. New buildings aside, what’s the best bit about the industry? Ellie: I’m working on a few different projects
at various stages of development, from very early on cost plans through to some that have been on-site for a year, so there are a lot of varied tasks to do. It’s also good if you enjoy being sociable. There’s lots of meetings, events, seminars, conferences and networking opportunities. It’s a fun industry to be in.
28
At exigere the partners are keen for you to go out and build your own network, rather than being behind the scenes doing cost plans. They want you to meet new people in the industry and talk to clients, contractors and architects. You get the breathing space to manage that and I’m enjoying it. Agnieszka: I also think that if you want to have a long career, construction is
perfect. There’s such a breadth of different people from different clients to contractors, different teams or projects. Every day is different. There’s also capacity to move and explore different opportunities within the industry. It’s both a nice and varied industry and a nice and varied job.
What was your journey into Quantity Surveying? Agnieszka: I was working at a railway
company managing track access with Network Rail. It was a busy role but it wasn’t fulfilling. I did some research on alternative careers and which might best utilise my skills. Quantity Surveying stood out as an interesting option to me so I enrolled myself onto an MSc in Quantity Surveying. Towards the end of my course, my attention turned to finding a Quantity Surveying role. It was a case of being in the right place at the right time as exigere had just placed an advert looking for a Graduate Quantity Surveyor. Ellie: I completed a BSc Hons degree in Business and Property but when
considering my career choice I wanted to explore construction further. The economy wasn’t in great shape for a surveying graduate in 2007, companies were making redundancies instead of recruiting, but I was keen to get into the construction industry anyway possible.
Ellie Layton: There’s lots of meetings, events, seminars, conferences and networking opportunities. It’s a fun industry to be in. Agnieszka Supiya: There’s a variety of tasks and challenges at every stage of a projects development so it’s never boring. What does the future have in store for you both? Ellie: I’ve really enjoyed my first year here. The first few months were settling in and
learning how we do things here at exigere but after that initial period, it’s about proving yourself.
I found an opportunity as a receptionist in a small London QS firm and having got my foot in the door, I managed to sidestep onto projects including the Stella McCartney fit-out at Harrods, Boodles expansion at New Bond Street and a number of high-end residential projects in Knightsbridge. I got stuck in and managed to complete my APC within two years.
I’m leading several projects, taking more responsibility and ownership and building up networks with clients and consultants. I don’t see any barriers to my career progressing here at exigere so for me the next step is to demonstrate that I’m on the path to becoming an associate.
Turning to the APC, congratulations Agnieszka! Agnieszka: Thank you. I completed my APC last year which was a wonderful
We have both informal and formal opportunities to discuss and plan our careers with the Partners at exigere so together we will ensure that we get the right mix of experience to lead me on the path to becoming a Senior Project Surveyor. I’ll also be asking for my own size three pair of boots as they never seem to have any on site!
feeling. My colleagues at exigere were very supportive with the whole process, coaching me along and undertaking several ‘mock’ interviews which helped prepare me for the big day. It’s challenging to balance work and gain formal qualifications at the same time, but it comes down to how much you want to learn, develop and succeed.
Agnieszka: As a newly qualified Quantity Surveyor, in the short term for me it is
about building on my experience across different projects and sectors. 29
Living Our experience with private residences ensures we provide a clear and consistent approach to budget creation & cost management and we ensure the client understands their financial commitment. On larger developer�led schemes, costs must be managed and controlled to ensure that projected returns are achieved.
Benjamin Street
48-50 Broadwick Street
Parcel 4 Alconbury Weald
Bickenhall Mansions
Orme Square
Piano House Brixton
30
Living
Benjamin Street Office, residential and retail development at Benjamin Street, Farringdon.
A prominent site in Farringdon that
The mixed-use scheme includes 7,000ft²
comprised of three individual buildings of
high quality residential space on the fourth
different styles and character now being
and fifth floors. The construction will see
replaced with a high quality, single building.
5,000ft² of new retail space at ground level with commercial office space occupying
Client: The Girdlers Company
Project Manager: Gardiner & Theobald Architect: AHMM
Services: Scotch Partners
Structure: Heyne Tillett Steel
floors one to three.
Partner view Peter Medland It’s great to see 1 & 2-5 Benjamin Street rising from behind the hoardings near Farringdon station. It will be a building to stand the test of time not unlike our venerable client, The Girdlers’ Company. Designed by AHMM the mixed-use development will provide ground floor retail, premium office space and rooftop penthouse apartments. 31
48-50 Broadwick Street Conversion of a Grade II Listed property from office space to private residences at 48-50 Broadwick Street, Soho for Great Portland Estates plc.
The conversion of adjoining Grade II listed
as single dwellings each offering family
properties from office use to residential
accommodation over five-storeys. Earlier
in the heart of Soho. Built as separate
unsympathetic works and additions
houses in the early 18th Century, they
were removed, and the buildings were
were later combined into one property
reinstated with particular care and attention
and occupied for commercial purposes.
to the elements of the building fabric that
The properties have now been reinstated
are listed.
Client: Great Portland Estates plc Project Manager: Capita
Architect: Ian McArdle Architects Services: MTT
Structure: Elliott Wood
Partner view David Happell The works, designed Ian McArdle Architects breathes new life into these two properties, reinstating them back to their original design intent. Careful refurbishment of the building fabric and envelope give the buildings much greater street prominence, whilst the internal fit out provides a high-quality finish in which to escape the bustling surroundings of Soho. 32
Living
Parcel 4 Alconbury Weald Alconbury Weald is transforming a 1,420 acre, largely brownfield site, into a unique place for working, living, learning, and leisure.
Development plans include provision of 5,050 homes of mixed size, price and tenure, and an investment in a range of transport, energy and community facilities. The current phase of development comprises the
Client: Urban & Civic
Architect: JTP Architects
Services: Peter Brett Associates
Structure: Peter Brett Associates
delivery of 101 houses and 37 apartments, together with associated infrastructure and landscape.
Partner view Niall Aitken Our very first project was with Urban & Civic on the Alconbury Weald site six years ago and we have been there ever since. Parcel 4 focuses on the delivery of 138 new houses and apartments designed by JTP Architects. We were briefed to ensure commercial competitiveness whilst balancing the requirement for a design led residential development. 33
INTRODUCING Nigel Hawes Exigere were delighted to announce the appointment of new partner Nigel Hawes. We caught up with Nigel to discuss recent developments and to ask where it all goes from here. Congratulations Nigel! How does it feel?
The balance between project and
It’s a few years ago now, but what got
I received the news just before Christmas
management work at exigere is exactly
you started as a QS?
what I enjoy, and I also think it’s why we
I can’t say I wanted to be a QS when I
which was nice for the family. It’s a big position to hold, especially at a smaller
stand out in the market.
company like ours, but it’s a position I felt
Exigere have announced their three-
ready to take on and I’m enjoying it. When I joined exigere I was looking for a company with similar values and that’s what I have found.
Exigere is built on partner led involvement on projects and that was fundamental to my decision. I enjoy using my experience and knowledge in a more hands on way on the front line. That’s where you can really impact and drive the quality of delivery.
year plan. Exciting times? We’re looking to continue our growth and that’s exciting but we’re working on some great schemes right now. I’m on site with a
grew up but my dad and granddad were in construction so I’ve been around the industry from an early age. A local QS firm were advertising for a junior that they would put through university so I went for an interview and it started from there.
storey basement, serious infrastructure
I loved the job, it was a traditional practice where you had to learn the nuts and bolts, it was very active and you were on site a lot. It’s proved to be valuable experience.
which interfaces with TFL and all the
Inevitably London called, and I left for
£140m heavy cut and carve scheme which is currently in the early stages of demolition. After two years of design and procurement it is exciting to see the works commence. I have also recently started a hotel and theatre in central London. It’s a four-
complications that come with that. It’s early stages, but it’s very interesting.
Turner and Townsend as a graduate QS. I gained a wide breadth of knowledge working my way around different
34
sectors; public realm, commercial fit out,
beacon, you see it if you fly over NYC at
What are your personal goals for the
commercial developments, arts and culture
night which is nice.
year ahead?
and so on. I also experienced working in
Another Barclays project took me to Sao
On a personal level, continuing that
Paulo, Brazil. It was a very interesting time
transition from associate to partner,
and brilliant experience see how things
particularly looking at how I can support
work commercially in other countries.
and mentor other people to help them get
other countries, you don’t get that in too many industries. Lighting Times Square to offices in Sao Paulo
Olympic Legacy
The market crash of 2008 saw the
Back in London I was involved in the 2012 Olympic Legacy scheme with Mace. We worked either side of the games, turning event structures into leisure and public realm work including gardens, visitor centres and the aquatic centre.
opportunity to work in New York I and jumped at the chance. Lehman Brothers had been bought out by Barclays Capital and my role was to go client side and manage Barclays properties across North America and Canada. Lighting the Barclays building in Times Square was probably the stand out project. They took over the Lehman brothers office and changed the outer branding and lighting screens. You see it occasionally in films and the like, it’s a landmark and blue
to where they want to be.
It was fun to work from handover to delivery around such a prestigious event. For the business, everyone has seen exigere go from strength to strength in the past six years. The depth and breadth of clients have been growing year on year and we are in a great place to push that on.
I think everyone at exigere is proud of what they have achieved so far, but there’s plenty more to do. There is a real desire for growth, but more importantly, there is planning for growth. It’s an exciting time to be involved. Quick fire Active: Social golfer, watching son’s football Teams: Tottenham Hotspur
The day to day balance between project and management work at exigere is exactly what I enjoy, and I also think it’s why we stand out in the market.
Travel: Rio de Janeiro Album: Definitely Maybe Oasis Restaurant: My local Curry House
35
New build office Creating a viable and quality office development is extremely challenging given the current market conditions. We work closely with clients and designers to develop a commercial strategy that drives value, maximises efficiencies, mitigates risk and delivers certainty.
Nottingdale Village
4a & 4b Fredericks Place
Spring Place
The Featherstone Building
Copyright Building
Tasman House
Benjamin Street
15 Bishopsgate
Alconbury Incubator
36
New build office
Nottingdale Village Phases 3 & 4 of a substantial mixed use development at Nottingdale Village, White City. A substantial development which already houses the Yellow, White and Studio Buildings in a vibrant and ever-changing part of West London. The scope of phases 3 and 4 includes two commercial office blocks, both five-storeys tall which will deliver innovative new space. The smaller commercial office building totals circa 70,000ft² and the larger block totals approximately 100,000ft². The site will also include a residential block totalling 12,000ft² over seven-storeys, delivering a total of 15 residential units. Client: Adena Property Investments
Project Manager: Gardiner & Theobald Architect: AHMM
Services: Norman Disney & Young Structure: Heyne Tillett Steel
Partner view Richard Hopper Phase 3 will be a fantastic addition to the Yellow Building, White Building and the Studio Building at Nottingdale Village. The design utilises learning from earlier phases as well as AHMM’s wealth of experience in creating well considered and cost-effective workspace. The extra time spent in planning and co-ordinating the design has proven to be beneficial during the construction phase. 37
4a & 4b Fredericks Place Demolition and redevelopment of 4a & 4b Fredericks Place for The Mercers’ Company. This City of London mixed use scheme comprises office space, retail and outdoor areas.
The full demolition of two existing buildings, currently used as office space in the city of London. New underpinning structures will be developed, maximising the space within the sub-basement and basement areas. An entire reconstruction of 4a & 4b Frederick’s Place will deliver a 28,589ft² office redevelopment with outdoor terrace areas located on the fourth and fifth floors. A high
Client: The Mercers’ Company
Development & Project Management: Hanover Cube Architect: Stanton Williams
Services: KJ Tait Engineers Structure: AKT II
quality mixed use building will also benefit from 8,138ft² of retail space located on the basement and ground floor.
Partner view Dan Fryer Our first commission with The Mercers’ Company and Hanover Cube. We are delighted to be part of the team on this complex new build office development adjacent to The Mercers’ Hall and Home Farm properties designed by architects Stanton Williams.
38
New build office
Spring Place
The site is bisected by the London Overground,
Six-storey office development for Brockton Capital/FORA.
sides of the site. The proposal uses the existing
with a succession of railway arches linking the two railway viaduct as a feature and provides office
The proposals for 3-6 Spring Place will replace the
and cafĂŠ areas within a unique setting. The scheme
existing dilapidated car workshop with a vibrant new
has required close collaboration with Network Rail
work space. The design comprises six-storeys of
in order to comply with their design requirements
office space, a public restaurant/cafe, an event space
and protocol.
Client: Brockton Capital/FORA Project Manager: Arcadis
Architect: Piercy&Company Services: Cundall
Structure: Heyne Tillett Steel
and informal working spaces.
Partner view David Happell Our first project for Brockton Capital/FORA is an interesting scheme on a unique and challenging site in the heart of Kentish Town. The Piercy&Company designs will deliver a high quality new build office with Category B finish and provide unique, serviced office accommodation for the FORA brand of Brockton Capital. 39
The Featherstone Building A substantial mixed-use development which comprises the demolition of Monmouth House and the redevelopment of an adjacent building on Featherstone Street.
A substantial development near Old Street roundabout that comprises the demolition of the existing six-storey Monmouth House. It is to be replaced with a taller building to exploit the increasing vertical opportunities in the locality. The multi-use building will provide high quality office space, affordable office space, ground floor retail and a cafe.
Client: Derwent London
Project Manager: Blackburn & Co Architect: Duggan Morris Services: WSP
Structure: Heyne Tillett Steel
Partner view Niall Aitken It’s great to be supporting Derwent London’s latest offering to Tech City. Duggan Morris have created a modern and flexible workspace that pays respect to the Victorian heritage of Clerkenwell and Shoreditch. This is an area of London we know very well and are proud to have played a part in its development over a number of years. 40
Meet the partners Our partners spend more time on each project because we believe input from experienced professionals is the right way to achieve success.
Niall Aitken
Fiona Corcoran
Dan Fryer
David Happell
early stages of projects
formulating and interpreting
norms with an intuitive “what
a hands on approach to
where his relationship based
benchmarking information and
could be done better?”. Dan’s
projects, actively engaging
approach will help set up
understanding the key cost
skills are in how to interpret
with clients and design teams
the project for success. He
drivers on projects. This informs
designers’ ideas at an early
alike to seek the best possible
provides strong leadership
clients and design teams early
stage. He understands the
outcome for every project.
and constantly challenges
on at a strategic level – driving
issues that can arise during
He is renowned for his level
project teams to deliver against
the design, increasing efficiency,
construction that would
of client service, work ethic,
the aims and objectives of
minimising risk and increasing
impact not just budget but
passion and enthusiasm for
projects.
value.
the risk profile.
the work he does.
Direct 0207 920 3415
Direct 0207 920 3405
Direct 0207 920 3401
Direct 0207 920 3406
niall.aitken@exigere.co.uk
fiona.corcoran@exigere.co.uk
daniel.fryer@exigere.co.uk
david.happell@exigere.co.uk
Nigel Hawes
Richard Hopper
Peter Medland
clients & project teams to fully
projects is a strong relationship
construction and market
understand each project. He
between the consultant team,
knowledge are fully utilised,
provides clarity around cost
which is developed through
helping clients with their
management and understands
understanding and a willingness
decision making and ensuring
the key drivers of success.
to work together. Richard firmly
they realise the full potential of
His diverse experience across
believes in the team ethos,
their assets. His experience and
multiple sectors and countries
working with designers to
approach helps drive design,
provides a unique perspective
deliver the best possible client
increase efficiency and value.
and approach.
service.
Direct 0207 920 3425
Direct 0207 920 3402
Direct 0207 920 3407
nigel.hawes@exigere.co.uk
richard.hopper@exigere.co.uk
peter.medland@exigere.co.uk
Niall adds real value at the
Nigel works collaboratively with
Fiona leads our cost research,
At the very root of all successful
Dan challenges the accepted
David adopts very much
Peter ensures his in depth
41
39
Developing London Featured project locations
37
8
Page Hotels, Leisure & Culture
8 9
10
Crown Aspinall’s
5-9 Great Newport Street Ely House
Workspace 16
25 Savile Row, Mayfair
18
Doughty Street Chambers
17
19
Shipowners Club
30 Broadwick Street
Office reinvention
24
Whitechapel Civic Centre
26
Lyon House
25
27
60 London Wall
20 Farringdon Road
Living 31
32
33
Benjamin Street
48-50 Broadwick Street
Parcel 4 Alconbury Weald
New build office
37
Nottingdale Village
39
Spring Place
38 40
4a & 4b Fredericks Place The Featherstone Building
40 18
24
31
25
27
32 19
38
17
9 16 10
26
33
Working with great names We work for and alongside some great names in development, design and construction, delivering projects across London. “We have done a lot of work with exigere across commercial and residential and we are happy to. Exigere are a young business that is hungry and knowledgeable and that’s an asset to any project. They provide the relationship and service of a smaller company but with the knowledge of people who have worked for larger organisations.” Tim Leathes, Urban & Civic plc
Clients Aberdeen Standard
Charterhouse
Grant Properties
Melrose Capital
The City UK
Adena Property Investment
Citygrove
Great Portland Estates plc
Newmark Properties
The Crown Estate
Greystar
NHS Trust
The Duchy of Lancaster
Ambulatory Surgery International Anglo American DeBeers Arab Investments Bespoke Property Consultants
Coin St Community Builders Colony Capital/ Data 4 Storage
GVA
ODC Management Limited
The Girdlers’ Company
Consolidated Developments
Helical Bar
Orms Architects
Investec
Oxygen Asset Management
The Royal Society of Medicine
Crest Strategic Projects
Blossom House School
David Zwirner Gallery
British Land
Derwent London
Bristol & England
Dorrington
Broadgate Estates
Doughty Street Chambers
Brockton Capital / FORA Space
Dukelease Properties
Brookfield Office Properties
Endurance Land
Carlyle Group
Farfetch
Caridon Developments CBRE CEG CHAIT Investment Corp
Exponent Fore Partnership Fresh Water Galarie Thaddaeus Ropac
Ipswich Borough Council
The Mercers’ Company
The Shipowners Club
Kajima Partnerships
P&O
La Salle Investment Management
Places for People Qatari Diar
Ladbrokes
Richmond Pharmacology
Trafigura
Royal Academy of Arts
Urban and Civic
Land Securities Linkcity London Borough of Kingston Upon Thames M&G Real Estate Make Architects Mason + Fifth Maurice Investments Limited
Royal London Asset Management Royal Society of Medicine Second Home
Tower Hamlets Council Tower Limited Partnership Uppingham School Vabel Westminster Real Estate Weston Homes plc Whitechapel Art Gallery Zaha Hadid Architects
SRG Group Stenham Property
Photography copyright and disclaimer A huge thank you to all the clients, project colleagues and photographers who have provided permission for use of their photographs. We have made every possible attempt to identify and credit copyright holders, and if we have used yours without acknowledgement please let us know and we will put it right. We would like to thank: Exigere: Chris Owen, Project Lima: Aubrey Laret and Magnus+Associates, 50 New Bond Street: Jamie McGregor Smith, Incubator Building: Geoff Soden, Alconbury Club Building: Rob Parrish, Benjamin Street: AHMM, Crown Aspinall’s: Craig Sheppard, 25 Savile Row: Jack Hobhouse, 30 Broadwick Street: Exponent, Whitechapel Civic Centre: AHMM, 20 Farringdon Road: Matt Chisnall, 160 Old Street: Chris Owen, Johnson Building: Matt Chisnall, 77 Coleman Street: Cityscape, Nottingdale Village: Cityscape, 15 Bishopsgate: Kilian O’Sullivan.
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“Exigere manage to ‘demystify’ costs in an impressive way” Andrew Giblin, Director, Dorrington plc
Forming good working relationships with other members of the project team is key to delivering a successful project so we are proud that many clients choose exigere when they themselves are embarking on new projects. They choose us because they know and understand our approach and that we take pride in delivering successful projects across London.
“Exigere collaborate and communicate very well. You have a very direct connection to the partners of the business. They offer strategic, accurate and reliable advice which is an increasing rarity. I think exigere put themselves in a relatively select group of companies that can do that.” Phillip Turner, Associate Director, AHMM
Colleagues 5plus architects
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AHR Architects Akera Engineers AKT II Alan Baxter Engineers Akita Komar Architects Arup Ashfold Consulting Atelier Ten Aukett Swanke Barr Gazetas Basha Franklin Ben Adams Architects Ben Barfield-Marks Berman Guedes Stretton Architects Blackburn & Co Buckley Gray Yeoman Buro Four Capital & Provincial Caruso St John CBRE Chetwoods Architects Cluttons
Daniel Watney David Chipperfield Architects David Morley Architects Davies Maguire Dendy Byrne Duggan Morris Architects Eckersley & O’Callaghan Elementa Elliott Wood Engineers Engenuiti EngineersHRW EPR Eric Parry Architects estudio b Estudio Cano Lasso Fathom Architects Flatt Consulting Fletcher Priest Gardiner & Theobald
GVA Second London Wall Hannover Cube
M Moser Associates
Helen Leask Architects
Make Architects
Henley Halebrown
March & White
Heyne Tillett Steel
MATA Architects
Hilson Moran
Max Fordham
HK Architects
McBains Cooper
HLW International
MCM
Hoare Lea
Mecserve
Hurley Palmer Flatt
Mendick Wearing
Hush PM
Michael Barclay Partnership
Ian Chalk Architects Ian McArdle Architects Ingleby Trice Jackson Coles
Morey Smith Morrow Lorraine MTT
Jamie Fobert Architects
Norman Disney Young
Johanna Molineus Architects
Opera Orms Architects
Kempton Smith
Packman Lucas
KJ Tait Engineers
Parmarbrook
Ramboll Rise Consulting Rougemont Roz Barr Architects Scotch Partners Sheppard Robson SIR Solutions Squire and Partners Stanton Williams Stiff & Trevillion Stuart Brown Partnership Symmetry T P Bennett Tigg + Coll Architects vPPR Waterman Group Watkins Payne Woods Bagot XCO2
Thank you We would like to thank our brand consultant and Developing London Editor Chris Owen for supporting the development of this magazine. If you would like to talk to Chris he is available on 07974 788 638.
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Developing London. The world’s greatest city. “Exigere have worked with us on a number of projects and we have always been delighted with the results. With attention to detail, good understanding of the client, they have a thorough interest in the market & collaborative approach with the design team. Never ones to sit on the sidelines, they make active contribution and are widely respected by both consultants and contractors alike.” James Pellatt Director of Workplace & Innovation, Great Portland Estates plc
Morelands | 5-23 Old Street London EC1V 9HL United Kingdom Phone: +44 207 920 3400 Email: info@exigere.co.uk Web: www.exigere.co.uk
London’s independent construction cost advisors