design Archives - RPA Group

How designers manage value engineering, without compromising on results

Commerciality of concept is paramount in the current landscape due to the mounting financial crisis. Value engineering should be hard baked into design from concept stage by good designers, and ‘good’ clients with clear aspirations and it should also be applied post-concept. This is due to the often rapidly changing financial circumstances during a project’s development and delivery. Post concept stage VE should be relatively straightforward, because the designer would already know and understand the ‘value’ of every piece of the design and can work with the client to ensure key touchpoints are maintained, and those with less impact are mitigated in cost.

But firstly, it helps to have a clear understanding of what Value engineering is, because it isn’t about making nonsensical shortcuts or sacrificing on quality, but rather about being smart and sustainable. The focus should be on what will work, while cutting out unnecessary costs and materials that do not contribute to quality or the experience. This is achieved through a systematic approach to improving the value of a project, by conducting a detailed analysis of its performance, function and cost and then finding the most effective solutions. Far from limiting the creative process, experienced designers know how to imaginatively solve problems and to optimise Value Engineering, through good design and clever use of materials at the outset.

Making Strategic Material Choices:

For Designers, when it comes to creating and delivering a brand experience in a physical environment, then making strategic choices about the use of materials is essential. Through experience of working with varied and cutting-edge materials , designers are adept at considering alternatives that offer comparable performances, sustainability and aesthetics that can be achieved at a lower cost. Similarly, matching materials with projected lifespan allows for appropriate durability and consideration of cradle-to-cradle use.

Ensuring Design Optimisation:

Streamlining layouts through optimised space planning will not only maximise efficiency and how elements are used, but will also minimise the use of unnecessary materials, creating less waste. This is where modularity can come into its own, as modular furniture and components not only simplify installation, but can offer a far more flexible configuration of a space, which also contributes to its longevity. Utilising pre site fabrication methods, such bathroom pods for hotels can also reduce costs. There is also scope for repurposing existing elements, which saves costs and offers a more sustainable solution. To maximise value in materials, designers can focus on the use of impactful elements and focal points. These could be eye-catching feature walls, distinctive graphics or unique light fixtures, so that the concept execution is more on quality than quantity.

Embracing Current Trends:

There has been an increasing trend for interiors that appear “authentic,” with exposed brickwork and ceilings and concrete finishes. Rather than a love of brick or steel – it’s a reticence to ‘guild the lily’, to accept that the core material of construction can in itself be appealing if considered from the outset. A good historic example of this is the shuttered concrete of the royal festival hall or the “guts-on-the-outside” Lloyd’s building. Aside from being visually striking, money can be saved by expressing certain elements and features in their raw state. This is something that we recently helped achieve for our client Alo Yoga in their new Covent Garden flagship store in London, which has large areas of brickwork that have been left exposed and a stripped back ceiling. These elements provide an eye-catching, textured contrast against the merchandise and new store fixtures and fittings, while also revealing the integrity and character of the historic building that the store is situated in. These features also advocate sustainability, due to the reuse and potentially upcycling of existing architectural elements and installations.

Collaboration and Communication:

Experienced designers tend to have longstanding and trusted relationships with various suppliers who they can consult with to explore cost-effective alternatives and to negotiate prices. However, communication with the client is also essential in this process, to ensure that they understand and buy into the options and the thought processes at all stages of the project.

Utilising the latest technology:

Technology plays a crucial role in value engineering by enabling efficient analysis, cost optimization, and innovative solutions through tools such as 3D modelling, BIM, and data analytics. We are increasingly providing surveys for clients utilising technology from Matterport. This technology enables us to meet with clients either face-to-face or virtually and walk the prospective sites prior to feasibility stage, and discuss their potential and their challenges with absolute clarity. This ability to easily share with the wider client team means quicker buy-in and efficiency in formalising the final brief, thus adding value to the collaborative process. Furthermore, it allows for the seamless integration into our architecture software such as BIM and CAD for total accuracy and efficiency. This information can then also be shared across other disciplines within our business, external consultants and contractors, to ensure synergy, save time and to negate costly risk of error.

To conclude, the best interiors feel authentic and enjoyable to be in. The design of these does not have to be overly decorative or try to be too clever. People appreciate sustainability, authenticity and brand storytelling above costly components that lack integrity, and this is something that should be the driving force of any value engineering going forward.

Utilising the benefits of Matterport

Tell us about what your job entails:

As a part of the Architecture Division, my role involves collaborating with our clients in the development, management and delivery of projects. These can be for new stores, relocations or refits of existing heritage locations. Some of these involve the development of realistic renders, using Enscape and Photoshop. I have developed multiple standard detail packs, which help to ensure seamless delivery of new concepts and to elevate a brand’s ethos. Many within our company will know me as a custodian of Revit, via my training and supporting new members of the team, my creation of client specific Revit families and templates for company-wide use, alongside constant database maintenance and administration.

What made you want to learn how to use a Matterport scanner:

Through my project work, I have often had Matterport scans shared with me. These are fantastic 3D “twins” of spaces, which allow me to virtually visit locations internationally and provide immensely valuable and accurate insights into physical sites, which is useful in my role to optimise the appropriate layouts. They allow me to enhance customer experiences, by tailoring to real world obstacles that may not be evident in traditional plans and photo accompaniments. It was using these Matterport scans that drew my interest and led me to seek out how they were made and how to further harness these into generating 3D models within Revit. Terry Cowen, Associate Director of Architecture, is also our company champion for Matterport surveys, and he imparted his valuable knowledge to me on a live project site.

How easy was it to learn the skills:

The Matterport scanner, I discovered has a user-friendly interface and Terry provided me with the key principles and a simple workflow to ensure efficient capture. The 3D scanner provides a piece-by-piece amalgamation of the built environment around us in real time, with each placement, making it in turn a captivating enterprise to undertake. Once the site is fully surveyed and we are satisfied with the capture of everything, we upload it into our Matterport organisation account for processing. The next step occurs back in our offices, where we import assets from a Matterport space into a point cloud that we can then see within our Revit interface. A point cloud is a collection of data points within a 3D space, where each point is representative of a specific location. Each point can hold a wealth of additional information that can be extremely helpful in the understanding of locations. The power of this allows for detailed visualisation and analysis of the space where accurate dimensions can be taken, even when there are complex architectural elements.

How do you see this impacting work for architects in the future:

It is already influencing the sector and, in my opinion, will only get stronger and more influential. The reason for this is that it has a use in various stages of a project’s lifecycle. In feasibility and design development, it can provide accurate measurements alongside visual data, which can go on to allow for exploration and refinement to designs. In construction stages, it can allow for reduction in site visits, identification of real-life site conflicts and provide a valuable insight to key stakeholders, resulting in better collaboration on a project’s lifecycle and on completion it is a rapid way to capture an As Built survey. As a global architecture, design, cost and project management consultancy, this is an invaluable tool to provide both creative and practical solutions for built environments.

What are the benefits to our clients:

This technology has so many benefits, but ultimately it will provide our clients with an aid to saving time and money on projects, over and above traditional documentation methods. I can also see that in the marketing and sales future, we will see these 3D models being converted to 360° tours for clients and buyers alike to immerse themselves in the environment and will be a powerful tool to allow businesses to engage on a totally new and unique level with their audiences.

Why apprenticeships are vital

With the Government’s ambitious plan to build 1.5 million new homes, there is no doubt that architects are going to play a significant part in enabling this to happen. Yet, in September 2024, the Government announced plans to reform England’s apprenticeship system, by introducing a new Growth and Skills Levy (the Levy), which is set to exclude funding for Level 7 architecture apprenticeships from the Levy. For many talented young individuals, qualifying as an architect in the UK is by no means easy or ‘affordable’. This means that apprenticeships are vital, to allow for the development of future skills that will help achieve the Government’s growth priorities, and is especially important for those from low-income backgrounds.

There are numerous advantages to taking on Apprenticeship students, one of which is that they simultaneously learn in an office environment and at university, which brings about a deeper understanding of an architectural practice, and instils valuable skills and experience before they even graduate. For smaller practices such as ours, apprenticeships allow us to offer an opportunity that we might not otherwise be able to support financially, which in turn encourages loyalty and commitment, that when imbued with self-motivation and development, benefits us too.

rpa:group is proud of our ongoing commitment to investing in new and young talent. Over the years, we have welcomed a number of interns and work experience students, who show a strong ability and a passion for architecture. While with us, they join our own teams to work on real projects, gaining a wealth of experience that would be hard to achieve elsewhere. Not only do they enhance their practical applications such as Revit/Drawing and how the industry works, but they also gain more psychological and no less important skills such as time management, communication and confidence building. Says Emma Sharp, HR Director at rpa:group, “During their placement with us, our interns and work experience students are able to put their skills and theories into practice and we support them in gaining invaluable, hands-on experience in the field of Architecture”.

Nicola Szczepaniak, who studied at the University of Portsmouth, enjoyed a one-year placement with us and said, “In my time here, I have gained more knowledge about the industry than I could ever have hoped for. The wide range of expertise amongst my colleagues has helped me develop many skills, from learning how to use the software more efficiently, to managing myself to complete various tasks professionally, on time and to a high standard.”

Michael Pearce, who studied at the University of Brighton shares that his time at the rpa:group was extremely important in terms of progression for his career. “I was urged to begin working on live projects from my second day, so that I could get a feel for these kinds of projects. In only a few months this allowed me to become an integral part of the team producing work to a high standard”, he said.

Phoebe Goodley also spent some time with us during her second year at university at Nottingham Trent and comments, “I’ve really enjoyed the experience as whole. The people are very kind and eager to offer their time and help me with any questions I have had. I’ve gained a real insight to help guide me towards what my future will entail.”

Mark Cherrett, Director of Architecture agrees. “Interns bring with them new perspectives, fresh ideas, and skill sets. We in turn benefit from the “injection” of fresh thinking and it can ultimately help us gain valuable future employees.”

When it comes to inspiring the next generation of architects, we also welcome students from local schools such as Bishop Wand School in Sunbury on Thames, St Bernard’s Catholic Grammar School in Slough and the Salesian School in Chertsey. We also recently provided work experience for a group of year 10 students from Thomas Knyvett College, during which they were able to gain valuable insights and practical exposure in the workplace. Comments Mr McPherson, the school’s Raising Aspirations Coordinator, “During their time at your company, our students were mentored and nurtured by your dedicated team, providing them with a tremendous learning experience. The skills, knowledge, and confidence they have gained will undoubtedly prove instrumental in shaping their future aspirations.”

There is no doubt that inspiring and supporting the next generation of architects will also help to augment the success of the built future of this nation. Practices such as ours will do what we can to help, but it is also up to the government to help achieve this, by continuing to offer vital apprenticeships where needed.

The rise of ultra luxury hotels

Although meeting the demands of this type of traveller requires considerable preparation and investment, we are seeing an increase in ultra hotel brands because there is an opportunity for significant profits to be made. The industry has seen a 447% increase in rooms in the last half-century, and in 2023 there were about 197,000 ultra-luxury hotel rooms worldwide. However, demand continues to outstrip supply, with some predicting that a further 46,000 rooms will open in the next decade.

This increase results in a ripple effect for “standard” luxury and below – the nature and expectation of luxury changes, being driven at the very top end, which is promoting growth and an increase in NOI (Net operating income) across the entire sector.

Catering for this market is a careful commercial balance of understanding customer’s needs and the confident application of a concept. The nature of ultra-luxury is not an exponential upgrading of existing materials or location, in that creative development is a holistic consideration of all design elements and amplification of the most resonant themes, to create unique exclusivity.

Once the concept is identified, the primary operational factor is its frictionless implementation and a total seamlessness of execution that exceeds expectations – a service that appears almost pre-cognitive of the customers desires. Every part of the customer journey, as with all commercial design, needs to inspire joy and wonder to all the senses, to endure and generate loyalty.

Location

The role of location can be central to concept or be developed in response. Coastal and natural reserve hotels for example, create an extrovert connection with the ocean and landscape. Ultra-luxury expertly frames and delivers the method that customers want to interact with it. But location also extends beyond a place to sleep and a view.

Physical location and its relationship with the overarching concept are key to understanding the entire brief. A location could be an escape from attention, a place for wellbeing or the ultimate party venue irrespective of geography. Clear concept direction at the outset allows key deliverables to be defined and then exceeded in a focused and coherent way. A hosting-suite in Manhattan’s Tribeca makes absolute sense for its location, but so does a wellbeing retreat concept, complementing the area’s high social profile – the treatment of both requiring very individual requirements from the outset.

Flexibility of design is an operational must-have, but never at the expense of authentic implementation. In an atmosphere of increased expectation, nothing less than complete dedication to concept is acceptable.

The devil is in the detail

Ultra-luxury identifies itself through is polar differences. Extreme discretion and privacy can oppose high-profile appearances. Quality of finish and materials needs to be congruent and flawless but visibly striking. Overfamiliarity and forensically personalised service can undermine a sense of professionalism and the human touch.

The only solution is to ensure the element or process sits clearly within the concept that the customer is buying-in to. An expertly curated experience, consistently applied, provides a baseline from which the operator can spontaneously enhance the experience, when required to deliver additional surprise and joy.

Whether for a value-offer or for ultra luxury, fundamental human psychology is in constant play, so visibly flawed or soiled surfaces trigger immediate and amplified feelings of dissatisfaction. Loud noises are intimidating, as are crowded spaces in whichever setting, so these potential pain-points need to be skilfully resolved.

Delivering authenticity and experiences

Good commercial hotel design responds beyond outstanding operational delivery. It recognises the temporary transfer of an individual’s most intimate personal spaces to a new location and integrates human interaction, to create an experience that generates physical and metal comfort, before exponentially exceeding expectations.

Human interaction is also essential – great hotel ambassadors, from door-people to room maintenance staff, create a vital human connection that delivers both directly and indirectly.

With extensive experience in designing and delivering ultra-luxury hospitality environments, rpa:group is your ideal partner for your next project, offering a range of services that include architecture, design, cost and project management. If you need our help or would like to know more, please contact s.fraser@therpagroup.com or visit www.therpagroup.com.

The future of restaurants and how designers can support them

This optimism is especially high for fast food and casual dining restaurants, possibly because they benefit from savings made by bulk buying their ingredients, fulfilling higher order volumes at a fast rate and operating with fewer staff. The report details that nearly half of fast food (44%) and casual dining restaurant owners (40%) said they feel much more optimistic compared to last year, followed by café or other (38%), and fine dining (31%) restaurant owners. In spite of this optimism, no restaurant, whether high-end or fast food, can get complacent. There is work to be done, to make this optimism manifest itself into profitability.

Key factors are at play, which can be utilised to help bring this about.

Technology

The primary use of technology should focus on the seamlessness of the dining experience and responding to the diners preferences – whether advanced ordering prior to seating, easy pay-at-table with QR codes, allowing bill-splitting and electronic payment or inviting immediate resolution of issues with the experience. Advanced review of allergens, tolerances and food preferences is becoming more widespread with potential diners foregoing restaurant locations without this clear information. Advanced booking of areas within the restaurant can be accommodated: quieter spaces for neuro-divergent customers, nearer facilities, speedier casual dine-and-go service can all be managed ahead of time.

Expanding from the core offering

Going forward, we are likely to see an increase in uptake at restaurants that are looking to expand their business outside of their core offerings, in order to respond to the growing interests of customers. This can be as varied as providing meal kits of popular dishes, or selling premade meals and even wine subscriptions, if relevant. It is all about understanding who your customer is and what they want. This is particularly pertinent for Gen Z, which is set to become the largest consumer base, and who claim that their interest would be increased by restaurants that offer additional options such as cooking classes and events, or meal kits and the options to order at a kiosk or through a QR code.

Brands need to ensure they understand their core USP to effectively expand their core offer and avoid diluting their core experience. The expanded offer is to provide a ‘memory’ of the experience to generate an enduring authentic engagement and therefore loyalty – not to replace the offer itself. Additionally, the expanded offer needs to retain the commensurate quality of the original experience to add value or offer something complementary – a sushi offer could, for instance, offer a wider insight into the cuisine, its culture and traditions and encourage the making or purchase of dishes or products that are not practical or commercial to offer ‘in-store’ to retain the core offer.

Flexible and Multi-Purpose Spaces

When it comes to restaurant design, the focus needs to be on the creation of adaptable spaces that are flexible enough to be changed easily to support various needs and events. Elements to facilitate this include modular furniture and movable partitions. Having this sort of flexibility enables restaurants to generate additional revenue by renting out the space for private events, which can provide a valuable extra source of income.

Creating a unique dining experience is another advantage of designing multi-purpose spaces as it is through providing a variety of seating options and décor that restaurants can create a customised environment that is relevant to each event, and that optimises the customer experience by catering to their specific requirements.

Multi-purpose spaces are not limited to dining and hospitality events, as revenue can be generated by creating space for art galleries, pop-up shops and even venues for shows and theatrical performances.

Although flexible, blended spaces are more suitable for the pace of fast and casual dining, careful consideration needs to be given to the core of the experience. This form of disruption needs to address whether ‘mindful’ eating is a concern to the whole experience, and the expectation needs to be clear for the customer, to avoid creating an experience that doesn’t fully satisfy the multiple experiences within the space

Creating sensory symmetry

Creating a congruent experience is a skilful combination of all elements of the brand. Ambient temperature, lighting, music choice and even the comfort of the furnishings all form a synergy and the all-important connection with the customer. Sensory theatre can use contrast to amplify a particular experience (thinking Hestons’ dry-ice…) but it needs to be easily read and understood as part of the experience.

Eco-Friendly and sustainable

As customers increasingly make their choices based on ethics, the future of successful restaurant design needs to focus on sustainability.

Governance of ingredients, procurement and quality staffing are all considerations for the inclusive and sustainably aware customer. Seasonal or low-impact natural ingredients have become a focus – and storytelling around this element is key to reassuring the customer and enhancing the experience. Staff, as in retail, are expected to be sensitive and knowledgeable ambassadors for the experience – fully versed on allergies, tolerances and food choices.

Construction and servicing of the physical environment is also increasingly under environmental scrutiny, all through the statutory approval stages via the design process, with constant efficiency of equipment delivering all important saving for the operator.

Utilising Virtual Reality

Though it might still seem far fetched to some, virtual reality technology is making significant strides in revolutionising the entertainment industry and has the potential to be utilised in the food industry as well. .

There are so many possibilities that can be explored, such as offering augmented reality (AR) or virtual reality (VR) technologies to be able to help diners to select a three course meal – complimenting tastes with wine selection etc. based on simple inputs, or to transport them to different environments to enhance their understanding of ingredients and flavours.

There is potential to “blur the lines” between the physical and digital worlds, which can elevating the dining experience to new heights. Regardless of advancements, it is important to bear in mind that technology is 99% a tool for efficiency – not the experience itself.

There are many exciting possibilities to justify the optimism being felt by the restaurant industry. It all boils down to knowing who you are catering for and then creating an environment and a service that is responsible, memorable and ultimately enjoyable.

A Sustainable Summer for Paris Olympics 2024 Megastore Pop-up

London 2012 Megastore

In 2012, rpa:group were pitched to create the retail environments for the London 2012 games, which included the 40,000sqft megastore in the Olympic Park in Stratford, which accommodated 65,000 customers a day. All areas of rpa:group’s expertise were set to work to design and deliver in excess of 100,000 sq. ft of retail space, which aside from the megastore also included Kiosks around the UK and the ‘Pop-up’ shop in Hyde Park, the largest pop-up store in the world at the time.

The remarkable thing about the retail environments created for the London 2012 games were that they were so sustainable, in that most materials used to construct them were able to be completely recycled after the event. It was encouraging to see that the sustainable legacy we helped create for the 2012 Olympics has been replicated in Paris.

Paris 2024 Megastore

Located right in the middle of a roundabout, but still offering lots of space to browse and located next to The Place de la Concorde, the Paris Olympic megastore has been built to accommodate thousands of tourists a day. Clad externally in wood to add texture, it has a sleek and modern appearance and features the Olympic Rings and the Paralympic Agitos alongside its unique logo, a legendary Mascot of the historic French hat The Phryge and the Eiffel Tower, the city’s iconic landmark. As part of the sustainability statement, all will now be repurposed or recycled, proving that temporary retail environments can be striking and demonstrate creativity, while still being sustainable.

With the London Paris Olympics successfully over, Los Angeles has some big shoes to fill, as the saying goes. It will be exciting to see what progress will be made in the next 4 years and how sustainable design will evolve for the 2028 LA Olympics.

Airports are becoming destinations in their own right

A surge in the middle class globally, rapid urbanisation, and a rise in disposable income has led to an increasing demand for air travel. Nowadays, more people are choosing to fly for business and leisure, and airports are experiencing an increase in passenger traffic, which is driving the need for additional services and infrastructure. Research shows that the global airport services market is expected to hit around USD 485.99 billion by 2032, growing at a CAGR of 17.09% during the forecast period 2023 to 2032.

For millions of us, airports are as much associated with shopping as travel, with retail still the primary experience at airports, prompting one airport retailer to comment that they are quite simply “huge shopping centres with runways attached.” Such is the demand for retail space, that large airports like Heathrow have a number of applicants for every retail unit, and have become one of the most sought-after retail locations in the world. Each shopper is around for just 60 or 70 minutes on average, and despite being considered a “captive audience”, they still expect the overall retail experience to be effortless and appealing. The challenge for retailers is that the airport trading environment is nothing like the high street and they are having to work even harder to deliver to customer expectations, as the high street also continues to evolve and to create truly engaging experiences.

For designers, airport terminals can throw up a number of challenges, such as awkward spaces, negotiating brutal commercial deals, retail design management and demands for extra-ordinary concepts and short dwell-time potential. However these can in turn stimulate truly creative responses with hard-edged commercial realities.

We are also seeing a different design approach to Airport lounges, with what were previously rather mundane spaces, now being looked at by designers in the same way that a high-end hotel concept would be. They are gearing towards creating more unique and personal atmospheres, with design elements and technology that are not generally seen in commercial projects. In addition, the boundaries between leisure and retail have become blended propositions, which means that exclusiveness in retail can now filter into these ‘exclusive’ lounge spaces and deliver a VIP experience – mimicking the experiences of the finest shopping malls.

rpa:group has extensive experience in terms of designing and project managing various types of Airport experiences from First and Business class lounges to Retail, Restaurants, Airline check-in and more, which makes us the ideal partner for your next airport lounge project. We are also familiar with the process of obtaining the necessary external and internal airside passes and of navigating stringent airport approvals, managing the coordination of approved consultants and site access for a range of schemes. If you would like to know more, or need our help, please get in touch.

The Great Hotel Conversion Trend

Shopping malls were retail destinations in their own right, giving shoppers a large variety of retail offerings within one location. However, the way people shop, and the arrival of online shopping has forever changed and increasingly challenged the shopping mall, with the pandemic just speeding up the changes. With some exceptions, owners of shopping malls have come under growing pressure to maximise the potential viability of their assets again.

A ray of hope that could be set to save many shopping malls, is the post-pandemic surge of experiential travel. In the case of shopping malls, it means enhancing the retail components, by providing more restaurants and a variety of leisure facilities and experiences – and the addition of hotels. This will entice tourists and local shoppers, who will see these as leisure destinations, rather than just places to exchange cash for goods.

Shopping malls are ripe for this transformation, as many often have substantial acreage in densely populated areas that already have good access to infrastructure, which helps make them suitable for accommodation as well. This in turn can unlock land value by activating dormant space such as parking lots or as many malls have flat roofs, there is scope to consider airspace development.

Having a mixed purpose offering in one location answers the concept of the 15-minute city, which was inspired by French-Colombian scientist Carlos Moreno, highlighting that it can and should be attainable for people to have access to everything they need within a 15-minute walk or cycle of their dwellings to save time and enhance quality of life.

The idea of mixed-use development doesn’t stop with shopping malls. There is a growing trend in cities to convert redundant office buildings into hotels. This is being driven by various factors, such as changes to the office market, with an estimated 35% decrease in office rentals and an increasing demand for hotel accommodation.

The rise of hybrid and remote working has meant that traditional office space is less in demand and property owners and developers have had to look hard at alternative uses for their buildings, in order to stay lucrative. In many instances, converting them into hotels is emerging as an attractive and viable solution.

In cities such as London, where space is a premium, and being a global tourist destination, there is always a demand for hotels. With feasible space for new build hotel developments scarce, converting existing buildings such as redundant office blocks that can be viably repurposed is a no-brainer.

Office blocks lend themselves to this cause for several reasons, with a prime benefit being that so many are open plan. Partition walls and modularity can be successfully used for the construction of rooms, which can be key to commercial success. Structurally, large open office spaces tend to be solidly constructed and surround a central service core containing lifts, plumbing, ducts and risers, fire stairs, bathrooms and equipment. Wet areas located against the core can easily be connected to the building services and systems.

Most modern office buildings already have the advantage of a 3-meter floor to ceiling height and large windows to allow plenty of natural light. There is also often scope to move various exterior walls, in order to create balconies or outside leisure and hospitality spaces.

Taking into consideration that many office buildings are centrally situated, puts them in close proximity to prime tourist locations and makes them very attractive for redevelopment.

As with any large-scale conversion, it is essential to have the right team in place. A good Architect will be able to visualise and design the best use of the space within the building, to maximise its potential and ensure its adherence to the differing regulations required for the changed use of the space. An experienced Project Manager and Quantity Surveyor will be able to facilitate the planning elements, and to help ensure that the works out carried out on time and within budget.

Ultimately, whether it is a redeveloped office block or the addition of a hotel within a shopping mall, these will help to inherently improve the local urban experience and to drive profitability for the owners.

Demand sees surge in office refurbs

Hybrid working has been on the rise since the turn of the century and even prior to the pandemic JLL expected 30% of London’s office space to be ‘flexible’ by 2030, however, it is Covid that has permanently changed the way we work, resulting in a surge in demand for flexible workspace globally. This is helping to generate the largest increase in the refurbishment of office buildings since 2020, as demand from workers shifts to the highest quality and flexible spaces and embracing of new working practices.

Comments Geraint Evans, Managing Director of Office Network Global, “Changes to employee rights in the UK will only increase the migration to flexible working when the Flexible Working Bill achieves Royal Assent later this year. The Bill enables employees to request flexible working changes to their job role even before they start work, with each request having to be considered and only dismissed with good reason. Recent CIPD research shows that 6 percent of employees changed jobs last year specifically due to a lack of flexible options and 12 percent left their profession altogether due to a lack of flexibility within the sector. This represents almost 2 and 4 million workers respectively and will undoubtedly result in further alterations and refurbishments as business leaders and landlords strive to accommodate accordingly.”

The Summer 2023 London Office Crane Survey carried out by Deloitte found that the number of office refurbishments across the capital hit a record high in the period between October 2022 and March 2023.

Margaret Doyle, chief insights officer for financial services and real estate at Deloitte, has said: “Tenants’ shift toward quality over quantity has led to desire for attractive, sustainable, well-kitted out spaces, close to transport hubs and amenities.”

This is having a ripple effect with new infrastructure and expanding transport links such as the new Elizabeth Line helping to attract people to previously overlooked areas, such as mid-town and the eastern fringes of the city.

Another influencing factor is the need to bring offices up to scratch legally – especially in terms of energy efficiency – which is set to drive London’s development for the rest of the decade. The letting of commercial space with an EPC rating below E becoming soon becoming unlawful, has initiated 37 new retrofit and refurbishment schemes, providing nearly 300,000m² of workspace, the highest since Deloitte began tracking activity in 2005.

Recently released figures by Industry analyst Glenigan also show that planning approvals on detailed office schemes in the past three months were up 8 per cent on the start of the year, and 31 per cent on last year, in a clear sign that this sector is not showing any signs of slowing down.

With nearly 40 years of experience delivering construction services including PM and QS, Architecture and Design, in the commercial sector for clients such as WeWork and PVH’s UK Head Quarters , rpa:group is your ideal partner for your next office scheme.

Airport lounges are transforming – let us help you with yours

Business travel can be dreary and time-consuming and airlines, airports and other institutions are increasingly seeing the value of investing in better airport lounges to help make this experience more enjoyable, which attracts repeat business and enhances profitability.

Airline lounges have been around for a while, offering a place of respite, some light refreshment and internet access away from the hustle and bustle of the terminals, but opportunities are afoot to make these lounges destinations in their own right —think fully-stocked bars, spa services, gourmet meals, private TSA and immigration, and being chauffeur driven across the airfield to your flight.

We are also seeing a different design approach, with what were previously rather mundane spaces, now being approached by designers in the same way that a high-end residential or hotel concept would be. They are gearing towards creating more unique and personal atmospheres, with design elements that are not generally seen in commercial projects.

As travellers prefer a sense of the location they are in, consideration is increasingly being given to the design of lounges, to embody local flavours, rather than being identical around the world. As an example, last year’s winner of the Priority Pass Annual Lounge Awards was Club Kingston at Jamaica’s Kingston Norman Manley International Airport, which includes artwork and décor sourced from across the island, as well as traditional Jamaican food and drink.

Lounge buffets are also getting makeovers, with more stations manned by chefs and an increase in grab-and-go selections, or fine cuisine from a made-to-order menu. For those travellers with more time on their hands, options for distinctive dining are also on the increase.

When it comes to technology, airports have fast become some of the most technologically advanced buildings in the world, with biometric enabled self-service check-in facilities and apps that help navigate airport processes. Airport lounges are moving into the digital field too with the likes of Etihad, Emirates and Aviapartner introducing VR entertainment technology. More than a form of entertainment, these airlines anticipate that this type of technology will enable more personalised end-to-end solutions and an enhanced user-experience.

The introduction of premium lounges is not limited to airlines; and we are seeing a wave of independent lounge programmes being launched all over the world.

rpa:group has extensive experience in terms of designing and project managing various types of Airport experiences. From First and Business class lounges to Retail, Restaurants, Airline check-in and Security combs and more, we are the ideal partner for your next airport lounge project. If you would like to know more, or need our help, please get in touch.

Designing for Daylight

Increasingly, daylight is being recognised as a key component of biophilic design, forming a ‘direct experience’ of it. The term “biophilia” derives from the ancient Greek for “bio” meaning life, and “philia”, which translates to “brotherly love, friendship, or affection.” The concept examines how buildings can be designed and built in such a way as to provide a positive impact on people’s everyday lives. As part of this, good daylight design has been shown to improve health, mood, cognitive abilities, and productivity of occupants. It can create a connection between interior spaces and nature and helps to reduce the energy consumption of buildings.

Regardless of whether it be for a home, school or commercial space, design for daylight needs to be carefully considered. Low daylight levels can result in gloomy spaces, which will require additional artificial lighting. Conversely, too much daylight can cause glare and increase the solar grain in a space, which will cause visual discomfort and may require additional space cooling measures. Good design involves a complex process of balancing the available natural light with artificial light, which can be achieved by utilising architecture, responsive lighting solutions and shading devices.

Daylight modelling is one such tool that examines how daylight interacts with a building and behaves within the interior of it. When used correctly, it can identify where there is too little or too much natural light, also evaluating variables such as different times of day and weather scenarios, to create spaces that are perfectly balanced between light and dark.

In addition, building performance systems such as the WELL Building Standard ® are used to measure, assess, certify and monitor features of the built environment that will have an impact on human health and wellbeing, through air, water, nourishment, light, fitness, comfort and mind.

Designers can utilise these tools and systems, whilst collaborating on projects alongside architects, electrical engineers, mechanical engineers and lighting designers. If it happens to be a building project in the early stages, then building orientation can be evaluated around the schematic design phase, as this forms a critical part of the process of designing for daylight and energy efficiency.

As daylight is the ultimate light source in terms of how it renders architectural features and colours, good design focuses on the optimum use of interior surfaces to enhance a space and absorb or reflect light where needed, to create the best possible environment for all those within it .

Sustainable Office Design

The pandemic has increased hybrid working and this looks like it is here to stay. With this in mind, employees and employers are more than ever considering the personal impact upon their environments and are embracing a ‘new’ approach to how and where they work.

Maybe the time has also come to consider commercial space more as a commodity in the same way that an increasing number of self-employed and start ups do, which will bring our investment in these spaces into sharp focus – i.e. “if I’m paying someone to provide a serviced work environment for me, I’m going to want to be the most productive I can!” Brand choice from offerings such as WeWork and Work.Life etc is going to be driven by the provider’s authentic attempts to offer a sustainable space that promotes wellbeing and productivity – just like retail brands have to fight for market share.

Sustainable office design goes beyond the use of construction materials and extends to adaptability of space, which will help give it longevity. Considering that the average organisation can undergo a physical change roughly every 18 months or less, and also has to adapt to the changing financial climate and needs of the workforce at that particular time – i.e. expanding and contracting to suit – requires adaptable design and the creation of reusable products for modularity, disassembly and re-assembly. This helps eliminate waste and provides a working environment that meets the ever-changing requirements of employees.

Preferred characteristics include flexible workspaces, connective and reliable mobile technology and a setting that caters for different activities within the working environment. The provision of “sticky spaces” to enable deep collaboration are as important as providing spaces specific to eating and socialising and leisure activities. Rather than designing things that can only be used once, thought is now being given into how they can be disassembled and used again.

Environmental factors also have their part to play, blurring the designated barriers between inside and outside, and using as much natural light as possible. This will differ according to location, but good design is about understanding the environmental elements and creating the right solution in a ‘passive’ way. Greenery is an often overlooked but essential element in sustainable office design. Not only are plants aesthetically pleasing and help to absorb excess noise and purify the air, but they can also be used to create natural delineation of spaces and function. In fact, various studies have shown that incorporating plants into workplace design can have a positive effect on perceived productivity.

Sustainable design ideally involves the use of recycled materials in construction. As an example, there are significant challenges to face when producing an entire flooring system using recycled materials such as abandoned fishing nets, or upcycling shipping pallets for office fixtures and furniture. British start-up Biohm is one such business working towards fabricating construction materials from waste products, such as paper and even dried orange peel and is working towards an off-site modular construction approach. The modular method of construction means very little waste product compared to onsite and traditional methods, so it looks set to play an increasingly important role in embracing sustainable construction methods.

Technology has its part to play, as it can help enable businesses to evolve their workplaces into resource production and to be carbon neutral. This can include micro-harvesting energy through solar panels and wind turbines depending on location, or harvesting and processing rainwater, as seen in companies such as Living PlanIT, that uses AI water technology to help drive this. Overall, an efficient energy management system cuts down a building’s energy use.

The principals of sustainable office design are being incorporated across a variety of platforms. RIBA for example has launched a Sustainable Futures Group, which introduces these principles into their coursework and gives awards to designs that are both sustainable and humane. Increasing numbers of landlords are putting sustainability at the heart of their building design, and are targeting a BREEAM rating of Excellent. One thing is for certain, cutting-edge workplaces of the future will be designed with sustainability in mind.

Images courtesy of WeWork

value and values…

The speed at which retail theory evolves has meant that the language and terms we use quickly become overused, obsolete and obfusticated. This means goodbye to ‘experiences’, ‘omnichannel’ and ‘phygital’ and our associations with them. This also reduces our ability to clearly define our brief and brand expectations. However, there is some enduring retail language worth investigating further, to gain a more insightful view of how we might approach this evolution.

Let’s consider ‘value / values’ as a persistent term, associated with retail…

A brand’s value could be said to refer to its customer’s relationship to the product or service and the financial worth attributed to it. As this is calculated on investment in marketing versus uplift, and is exclusive of cost and margin it is sufficient to measure Return on Investment. However it begs the question: Where is the longevity in the relationship? In this sense, Value is subjective and reliant wholly on a brand’s marketing skills to establish and maintain this. The ‘storytelling’ is unilateral, non-interactive and lacks true engagement. We experience this historically in the cosmetics industry, witnessing a pot of cold-cream, increasingly miniaturized, slathered with impenetrable pseudo-scientific jargon and afforded an exorbitant price tag related to perception, but not necessarily performance. Brand loyalty in this case is garnered only by the psychology of limitation and the need for ‘the latest’, not necessarily ‘the best’.

A brand’s Values however, when carefully considered and delivered, can significantly alter this dynamic. Values are inherent components of the human individual that govern selection in most things. They are subconscious and can be subjective, but share commonality that is regardless of gender, race and social background. If you are able to appeal to the fundamental psychological level of shared human values, empathy is generated, inclusivity prevails and lasting engagement is the result. Let’s not forget that humans process their relationships with brands, with the same part of the brain that they use to generate and evaluate friendships and social bonds. If brands and designers engage with and stimulate this process in the same way, through generating genuine empathy and understanding, a lasting retention of the brand experience is created. It results in authentic engagement, and trust – friendship in other words.

So, the ultimate question no doubt is how do designers appeal to these values? Reflecting on the time-poor nature of many consumers, the brand message needs to be focused both on individual relevance and wider cultural inclusion. Generosity, inclusivity and wellbeing are just three arenas in which we to battle for the hearts and minds of customers. We see brand generosity increasingly reflected in conversion of prime retail space, into complimentary service areas. L’Occitane and Lululemon, both on London’s premium Regent Street estate, dedicate their first floors to a focused extension of the main brand. Make no mistake, these are conceptually indulgent, committed, beautifully designed environments, devoid of direct sales and suggesting a wider world beyond the brand. Inclusivity and empathy with alternative social and cultural sectors generates that fundamental feel-good factor, especially alongside the feelings of indulgence during purchasing. US online retailer Zappos understands this and parallel with their retail website has a compelling, but most importantly, easily realised methodology of donating used goods. The customer simply prints and attaches their own label to a box of donations and drops them in the post. Domestic and foreign charities benefit, and allow selection of specific destinations. Physical ease and altruism are a winning formula

Wellbeing and social conscience continue to be enduringly historic on the high street. Arguably, Anita Roddick began to extol the virtues of brand Values with the first UK Body Shops in the late ‘seventies, infusing the brand with ethical sourcing and moral leadership. That trend extended to physical health over a decade ago with Innocent Smoothies 5 for 5 cafes, aiming to serve 5,000 people their 5-a-day for a fiver. We now see slowly increasing focus on mental wellbeing, with active wear brand Ivy Park consulting mental health charity MIND, to help positively empower women by increasing self-esteem. Similarly Boots is focusing on positive engagement with teens regarding their mental and physical wellbeing.

How do designers initiate this process with clients? It all leads back to Values. We need to remember that our clients are human too. Engagement and empathy with their brand aspirations is just as important as translating it for their customer. Understanding the traditional ‘goods-for-money’ transaction is dead. We need to embrace the fact that information is the new currency and investing in understanding any customer or client, taking time to listen and empathise is going to give us a return on experience.

educational environments: 5 key drivers of change

“Form follows function” a principle associated with 20th-century architecture, denotes that the shape of a building should relate to its intended function. Problems arise when the function no longer fits the form for which it was intended. Previous teaching methods involved a teacher needing to be seen and heard, demonstrating what was being taught via a two dimensional surface. The best way to accommodate this was rows of desks in a rectangular room, all facing the front. However, numerous factors have influenced and changed the way we teach and learn; and trying to squeeze these into traditional teaching spaces is like forcing a square peg into a round hole…

omnichannel is the only road to success for car dealerships…

For many of us, the stereotypical notion of buying a car involves an over enthusiastic salesman, peddling his deals among rows of shiny motor cars on a large forecourt. But changes are afoot…The technological advancements that can be seen and felt in retail and hospitality environments, combined with the relentless march of online selling; have not spared the motor sales industry.

For starters, consumers are increasingly embracing the web as a means of purchasing goods and services. According to research, in 2017 approximately 87% of U.K. consumers have bought at least one product online in the last 12 months, with the UK being second only to Norway in making e-commerce purchases in Europe.

Car purchasing is becoming no different. Accenture recently reported that some 80% of all research into buying a new car is conducted online, with car buyers subsequently visiting fewer than two dealerships on average. So, while physical car dealerships are still relevant, it is crucial that automotive retailers find innovative ways to address this change in consumer behaviour. It is more important than ever that car manufacturers and dealerships create brand exposure in not only the digital, but also the physical world, before the actual need to purchase arises.

The Millennial generation is the fastest-growing auto retail segment, with 35% of all loans originating from this generation and a 49% growth in Millennials’ share for lease contracts from 2012 to June 2016. This generation is clearly interested in acquiring new vehicles and represents a lucrative segment for those dealerships who can make the connection with this group of car buyers, being fully aware and prepared for the fact that they are arriving at the car purchasing process with some completely new expectations.

Older generations are also picking up some new habits. This is because we are all conditioned by Amazon and other online experiences, and increasingly follow omni-channel customer episodes: We research, select and buy cars in different ways to our non-digital predecessors, and increasingly expect the same capabilities and quality of service when shopping for cars as we are accustomed to experience in other aspects of our digital lives.

In the physical world, the wealth of technology is becoming more prominent and is increasingly being used in the automotive industry to drive customer engagement. There are various examples such as Audi launching their very first Digital Showroom, bringing virtual reality (VR) technology and with it a rich and interactive experience, through simulated test drives on London’s Park Lane. Similarly, Jaguar Land Rover offers potential customers a virtual tour of life-sized, as-yet unreleased models, illustrating technical details through added animations. BMW, was also an early adopter of in-store digital technology, offering dealers worldwide a multi-lingual solution, displaying information and promotional material in showrooms, that can be controlled at a local level to meet the specific needs of a dealer’s demographic.

These days, more and more car manufacturers and dealerships are also electing to trade away from the traditional “out of town” forecourts and are instead taking up residence alongside other retailers in shopping centres and on high streets. The benefits to consumers are that they are offered more diversity while shopping, and that they get to touch and experience these cars, creating a connection and a familiarity with the brand, before the purchasing need arises. For retailers and landlords, it is a valuable use of excess space, and leads to an overall increase in dwell time.

For instance, if you visit Bluewater shopping centre, you’ll see a Hyundai store among all the usual retailers. The location of all of the cars out on test are displayed in-store, which creates an engaging visual for passing shoppers. Customers can visit the store to research Hyundai options and make their purchase, with the cars delivered to a place of their choosing. Bentley has opened in the middle of Westfield Stratford, with the introduction of their luxury studio that allows customers to design their bespoke Bentley onsite. BMW Mini has a presence in Westfield Stratford and Tesla has opened showrooms in Westfield White City and Canary Wharf respectively.

There is no doubt that car dealerships are here to stay. However, it will be the ones that continue to evolve, bringing technology, staff and online strengths together and creating a truly omni-channel automotive retail experience in order to meet the purchasing patterns of today’s customer, that will thrive.

New breed of hotels & restaurants want to be one of the locals…

Airbnb’s rallying cry, “live like a local,” is now being applied by hospitality brands to both hotel and restaurant chains, with owners happily embracing the idea by developing localised design that has extra Millennial appeal. All this is changing the face of hospitality, not just in the UK but across the globe. Millennials, with their desire for something new and authentic, are demanding a new style of venue that offers homely, comfortable and interesting looks, often with a retro or vintage twist.

It may all be artfully designed, choreographed and perhaps even ‘curated’ but it certainly has the gravitational pull to attract the right audience and keep them coming back for more. The evidence is certainly there for all to see with successful ventures like the Hoxton group expanding each year.

Hoxton now has two hotels in London and one each in Amsterdam and Paris. Actually inspired by a neighbourhood, closely associated with graffiti artist Banksy and the original White Cube Gallery, the Hoxton ‘brand’ majors on the looks and ambience that intellectually, emotionally and physically engages both the laptop and latte hotel guest and locals who come to enjoy the restaurant and bar. Hoxton and other brands like Ace are taking design to a hyper-local level by using themes that closely mesh with the locality of each site.

Firmly in the vanguard of hospitality’s new radical chic they both challenge their designers to create a venue for guests and locals and above all to create something that enriches the neighbourhood itself. Like others in the new hospitality vanguard, the brand realises that it needs to imprint a strong brand on each of its venues and this is done largely through typography and a ‘look’ that is rendered, albeit with a twist, in every venue. LEON has even dedicated a page on its website to its changing faces which beautifully illustrates the point.

In conclusion, by tapping into the ‘zeitgeist’, with good interior design and excellent service, hospitality brands will be able to deliver the surprise, standout and authenticity that Millennials want, creating a unifying brand that will fit both the times and the audience.

six retail design trends to look out for in 2017

Here we share what we believe to be the top retail trends that will dominate in 2017.

James Breaks, Associate Director (Design) – rpa:group.

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why are stores being redesigned more often?

This means individual elements have to be completely compatible with existing products, so that they can be used without difficulty and facilitate the renovation and remodelling of the store with as little time and effort as possible. Today’s stores no longer just have to stand up to comparisons with other retailers on location, but are also in a global competition thanks to the Internet. Merchandise and products are available anytime and anywhere thanks to modern mobile devices. Customers get updated with frequently changing content and have come to expect the same in a physical store environment. Flexibility and engaging retail design are by no means irrelevant; customers still want individual and pleasant shopping experiences. Even if many retailers are now also online, the store remains an important component in the marketing mix.

Through store design and store furnishings, central marketing messages can be directly communicated to customers. In addition, they are indispensable to create unique incentives to buy that differ from those on the Internet and from other competitors. Environment, product and customer service defines brand and forms the connection. More than ever, retailers today have to worry about which target audience they want to reach and which channel enables the best and most direct sales approach in certain cases. However, modern shop-fitting does not just cater to the customer, but also to the purchasing situation and the type of products.

In any case, digital presentation media and a comprehensively arranged, flexible shopfitting concept facilitate a perfect target audience adaptation of the store and enables for quick remodelling to support special sales campaigns. This flexibility is also more economical and allows for continuous engagement with customers because it can be evolved and also allows for bringing in local relevance to the environment. With a direct focus on the customer and their needs, retail design creates emotional buying incentives and effective need satisfaction, which online retail is not able to offer customers. After all, sales promoting emotions are still best created directly at the point of sale.

the perfect store is the result of a ‘right’ brain ‘left’ brain balance…

Store design and brand thinking has gone astray for many retail brands and it seems that stores are either being too creative or too analytical and are missing out on a blend or balance of the two. The most successful stores achieve a balance of the two hemispheres.

Former Burberry CEO (now at Apple) Angela Arendhts rather tellingly pointed out that Burberry cherished both the right and left-brain, but more importantly relished thinking that was a union of both. Her current partnership with Apple’s design guru Jonathan Ive is already revitalising the look of its stores and taking the brand into new territory that fits a changing product base. The store in Belgium, for example, is filled with trees and boasts huge glass walls, doubtless very creative. However, it is bringing the outside world into the store, thereby underlining the unquestioned mobility and freedom of Apple’s products, which shows the logical left-brain at work.

It’s a big statement that is ‘on brand’ and the result of both hemispheres working together. Achieving this balance is easier than you may think. It simply requires designers to understand more about how consumers think and behave. This is easily achieved if designers work with retail marketers, psychologists and digital specialists to address a store’s ‘big picture’, thereby enabling the space to deliver everything the customer wants. Increasingly, this means understanding the basics of what makes shoppers ‘tick’. A retail psychologist, for example, will be able to tell you that your fate is sealed in just 1,000th of a second, as that is how long it takes for people to get their first impression of your store. And a digital expert will tell you that IT ‘bells and whistles’ should not be too prominently on display, but available and on demand and strategically placed. What will change the fortunes of flagging brands on the high street is the creation of a team where both left and right brains are given an equal shout, a team that decides the retail destiny of the brand. I think that more collaboration in this style will throw up some unexpected and enviably successful retail projects.

pop-up comes of age

The Telegraph revealed recently that almost a third of new businesses launched in the UK over the next two years will start life as a pop-up and reminded us that UK burger chain Meatliquor, now valued at £20m, started life in various car parks and vacant lots with just a van and a Twitter account. Like most successful brands, they happened to hit the zeitgeist but their success is not just inspiring a new generation of entrepreneurs, it is also putting some fire in the belly of more established brands who are also hoping to catch the wave.

The line between pop-ups and traditional retail has all but disappeared and yesterday’s transient and sassy retail concept has now become a central plank in the strategy of the biggest brand names. The benefits are obvious, pop-up stores, by their temporary nature, have a novelty value and are often seen as an edgy accompaniment to the main brand or as an attempt to ‘reach out’ to the customer. They also provide a good venue to break new ideas and products and remain flavour of the month with the press.
One established global brand that has used the concept to great effect is Foot Locker, which employed a pop-up strategy to evolve and define their Sidestep brand. Sidestep launched three pop-ups in Europe, made from a ‘kit of parts’ that could be re-jigged to suit customer preferences, a fine tuning strategy that allowed the store to act as a retail lab, in which design and presentation could be changed to suit customer behaviours and needs.

Foot Locker followed on from this activity by building the same flexibility into their new Runners Point stores across Europe. Pop-up is now a profitable vehicle for bringing innovative retail experiences to life, and the names we see popping up around us are getting bigger. With brands like Foot Locker, Marc Jacobs, Louis Vuitton and Nokia investing in the trend, we are perhaps only at the beginning of the pop-up revolution.