united kingdom Archives

transforming office blocks

As we all experience the profound impact of Covid-19 and the changes we have had to make, it has probably had some of the greatest impact on our working lives. Previously, flexible working was mostly pioneered by a few of us who had “earned our stripes” and the right to work remotely. Forced into this situation, what has undoubtedly been proven is that we can all be adaptable and productive, while working from home and that this seems here to stay. Already, a BBC study has discovered that at least 50 major UK employers have no plan to return all their staff to their offices on a full-time basis.

Of course, remote working isn’t suitable for everyone and there are circumstances when face-to-face communication is the most effective way to get things done, but this won’t be on the same scale as before. Many large companies are already dramatically saving costs on office space and associated utilities, by having most of their work force operate from home. Employees also benefit because they save on commuting costs and gain the ultimate gift of time.

As architects, we at rpa:group believe that this major shift towards working from home will have a significant impact on the built environment and begs the question; what is to become of vast office blocks, as the need for them and the demand for commercial office space declines.

We think that an obvious solution is to repurpose them into homes. According to the BBC’s Housing Briefing, it is estimated that we have built 1.2 million fewer homes than we should have, and the need for more homes is increasing. Calculations suggest that it will take at least 15 years at current building rates to close the gap and more concerningly, not enough of what is being built is affordable.

Office blocks lend themselves to this cause for several reasons, with a prime benefit being that so many are open plan. Partition walls can easily divide vast spaces into new living areas. Another key advantage is the existing health and safety standards that would have been in place when the buildings were used commercially, which surpass residential guidelines. Repurposing buildings also benefits the environment as there is less need for new materials and land to be utilised.

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 outside spaces.

Many office buildings accommodate ground floor shops and restaurants that rely on high levels of commuting office workers to survive and who are suffering as their trade dries up. Converting office spaces above into residential will provide a steady stream of local customers. Add to this the scope to include sports facilities, health centres, hair and beauty salons and childcare centres, among others, will result in the formation of micro-communities, breathing essential new life into the business districts of our towns and cities.

However, this all comes with a word of caution. The influx of vacant office spaces available is enticing developers to take advantage of the new Permitted development Rights (PDR). What this means is that offices can be converted into residential units via a “fast-track” process, without planning permission. As attractive as this new planning system seems to be, it comes with limitations and conditions.

Firstly, prior approval must be sought from the local authority to ensure that PDR can be allowed. Without the expertise of consultants, there are growing concerns about the increase of micro flats, lack of amenity space and little or no consideration for the needs of the local community and how this can impact negatively on them. Low-quality housing and inadequate housing standards are also on the rise and being reported with inconsistencies in the delivery of PDR developments.

We at the rpa:group strongly believe that what should never be compromised when transforming office blocks into homes, is the creation of environments that have been sensitively designed to provide a high quality of living. As architects and experts in the planning process, we can help realise projects and assist with all important prior approvals, helping to achieve a successful scheme that considers the wider community, and safeguards and maintains better housing standards for all.

getting ahead in the fitness industry race

You don’t need to read these types of reports to know that the fitness and health club industry is on a continuing growth path and that an exciting future lies ahead, for both budget and premium fitness businesses. Stroll along any high street and you will encounter a shop that has been replaced by a gym. Offering high spec equipment, no hefty membership fees, the convenience of 24 hour accessibility and the ability to join online and on-site, allows people to begin their fitness journey within minutes. The prediction is that the fitness sector will continue to break all barriers as the consumer gets easier access, with more personalisation, localisation and easier sign-up and payment options.

With bricks and mortar retail increasingly under pressure, and store closures in evidence daily across many UK towns, these new gyms also breathe life into struggling high streets. They can absorb vacant shops and help save high street communities that would otherwise face the risk of turning into ghost towns.

Businesses like PureGym are perfectly placed to take over vacant space near transport hubs and on UK high streets, with a model that has helped them become the first operator to reach 200 clubs and impressively pass the one million-member mark in 2018, with no signs of slowing down.Naturally, transforming a previous retail or business space into a suitable fitness hub, requires necessary design management, development management and cost expertise. When combined, these go a long way in supporting business such as PureGym and helping to ensure that their expansion is not compromised by poor time keeping on delivery of roll-outs, or being at risk from poorly managed budgets.

Various factors come into play, where good PM and QS services can prove invaluable in helping deliver an expansion programme. A recent example of this for us has been a change of use from office space into a gym, that required extensive negotiations with the landlord and a structural engineer, to overcome weight-loading issues – vital, when considering that gym equipment is far heavier than office furniture. A solution involving a new floor sub-structure and additional support to the existing structure, ensured that the building was safe and fit for its new purpose.Other factors overseen by a project manager include acoustics and soundproofing and also the strength and suitability of floor surfaces and how these will withstand impact. Then there is planning, signage and being the key negotiator between client and contractor. Because some gyms are open 24 hours, safety is paramount and has a different set of building regulations, such as remote monitored CCTV, panic alarms, help points and the correct implementation of all fire and safety requirements.

Where in many instances internal teams can differ, it is up to the PM and QS to ensure that there is consistency in the delivery of the final product, through efficient communication with contractors. Similarly, because multiple sites are often underway simultaneously, a PM and QS can apply their learnings from one contractor to another, instilling best practice across all.One might argue the need for external support, if the client already has their own in-house PM? To this our answer is simply that the additional support from an external PM and QS, will in fact offer greater savings, through their efficiencies and contract negotiations. You could say that a good QS and PM can save you more than they cost!

The opportunity to develop and to meet the increasing demands of today’s fitness market is vast and whilst competition is strong, there is ample room for change, diversity and progression in years to come. There truly has never been a more inspiring and rewarding time to invest in fitness.

essential retail design trends for 2019 that can’t be ignored

01. UNDERSTANDING THE FREQUENCY OF CHANGE

The speed at which things change visually with shopping websites and the constant advancements in technology, mean that customers have come to expect the same frequency of change in physical stores. This means that with the exception of grocery stores, (where customers want and expect familiarity), “Bricks and mortar” retailers need to allow for the customer journey and experience to be refreshed regularly. Because, when it comes to retail environments, flexibility drives engagement so there is a very real need to create environments that are easily adaptable. This means that the displays, the spaces around them and how these are used, is more important than ever.

02. ENCOMPASSING THE RETAILER HIERARCHY

It is during the design process that the need for flexibility first needs to be considered, and it is both the designers and the manufactures who need to fully understand what the retailer motivations are. There is essentially a hierarchy of needs to be taken into account. These are: delivering engagement, experience, flexibility, convenience and using quality materials that are fit for purpose, all of which when implemented collaboratively, will generate well designed, flexible and engaging retail environments.

03. CREATING BOTH EXPERIENTIAL AND SENSORY ENVIRONMENTS

Store design must support experiential and personal environments, that resonate with each consumer on an individual level. We are sensory creatures and sight, sound, touch, taste and smell when utilised synchronistically, deliver an engaging sensory experience that naturally leads to empathy. This in turn creates longevity of a relationship with a brand. In other words, stores need to be created to “sell from the inside, as well as the outside”.

04. ADAPTING TO SHRINKING SELLING SPACES

With many physical retailers continuing to pay premium rents, stores need to be designed to allow for the maximum use of space and purpose. With customer perspectives of physical space in stores also changing, selling space is morphing into experiential space – and the proportions of purely sales versus engagement space, needs to be adapted as such.

05. ENABLING THE CHANGING FUNCTIONALITY OF STORES

We are seeing stores becoming show-rooms and distribution centres, as well as conventional purchasing platforms. Offering fulfilment services such as “click and collect” is increasingly important and innovative physical retailers are merging online and offline experiences with the offer of convenience and ease of access. Here, customers can choose how much they wish to engage with the store. They can obtain product information directly from knowledgeable staff members face-to-face, (something online shopping cannot provide), or simply pick up a pre-ordered online purchase from a locker, while passing by.

06. TRANSITIONING THE ONLINE TO PHYSICAL ENVIRONMENTS

An increasing number of online retailers are opening physical stores. The function of these are not necessarily to buy product, but to provide an all important physical interaction with the brand, offer customers product trials and the opportunity to acquire product knowledge from informed brand representatives. This strengthens the customer relationship with the brand but for this to truly work, the design and fixtures need to bridge the gap between the online and physical stores – creating an easily identifiable synchronicity of themes and colours that are inherently recognisable within both the online and the physical stores.

07. EMBRACING TECHNOLOGY TO DELIVER ENGAGEMENT

Technology used accurately, will continue to go a long way to deliver engagement. The use of touch screens, in-store tablets, virtual reality and devices such as smart mirrors, are all helping to deliver this. Mobile usage continues to grow and retailers are increasingly seeking to capture the attention of customers in-store by utilising tools such as iBeacon technology, to “push” information specific to them. Some brands are opting for portable tech, which continues to create opportunities for brand interaction, even when the customer is no longer in the store. Tommy Hilfiger, for example, is using smart tags in their clothing, that the customer chooses to activate. These then track how often and where the item is being worn, rewarding the wearer accordingly.

08. RECOGNISING THE IMPORTANCE OF SERVICE DESIGN

If anything, good service interactions are as critical as well-designed environments and also need to be “designed” to form part of the entire store experience. Training and support is becoming increasingly essential, to ensure that staff have the brand and product knowledge that allows them to be a key part of the delivery of the full sensory experience to shoppers.

Why Symbiotic Retail Space Works…

There is no doubt that big changes are afoot and retailers need to adapt in order to prevent themselves from toppling over the edge.

Customers have come to expect more from their retail experience than just the exchange of goods for cash. They can easily undertake this sort of transaction online, so if they have taken the time to venture into a store, they want to be entertained, engaged with and to be made to feel part of a community. With the interaction between retailer and customer becoming more personal, and technological advancements meaning that stores are becoming more like showrooms; stores no longer need to tout everything they offer. Gone therefore is the need for gigantic retail spaces in which to display lots of merchandise. With many retailers still beholden to long term rentals or not wishing to give up prime locations, what does this mean for all the resulting surplus space?

The good news is that excess space can be turned into a great opportunity for retailers. Increasingly, we are seeing some of this being used to accommodate “pop-ups”, which is a perfect example of a symbiotic relationship in that the host retailer benefits from extra capital, the pop-up retailers are provided with a low risk platform to trial their brand to a relevant target market, and customers are offered a more varied environment to engage with.

We are also seeing space used for integration of brands, such as Sainsbury’s incorporating Argos concessions in their stores, which in turn drives footfall and looks to transform the grocer into more of a department store. Not to be left behind, we are seeing some department stores also adapt to new demands and expectations, such as Selfridges incorporating a “silence room”, the perfect antidote to a busy and often overwhelming retail environment.

Utilising space to incorporate coffee shops and restaurants also increases customer dwell time. Book shops have been successfully doing this for years and our client Tommy Hilfiger has recently added a People’s Place café for customers to linger over a latte. The House of Dunhill was an early pioneer to offer some “non retail” space to add value. We worked with their internal team to develop the retail and club concept in their Mayfair flagship, which gives members access to a suite of facilities; including a historic humidor, traditional gentleman’s grooming salon, private club rooms, dining and a private cinema.

Lululemon offers free yoga and fitness classes in many of their stores and we helped our client Adidas transform an original bank vault in a listed building in Barcelona into what has been dubbed “The activity room”, which is used for fitness classes, product demonstrations and guest appearances from sports celebrities.

Ultimately, whether extra retail space is utilised for pop-ups, hospitality and leisure space, or as a social “hub”, it is essential that it both compliments and reinforces the brand ethos of the retailer that offers it.

the future of student accommodation

Overseas students currently represent 1 in 5 of the student body in the UK and have been prepared to pay more than £160 per week for accommodation where concierge services, private gyms, pools and cinemas are considered standard. Post BREXIT, has seen the numbers of foreign students falling, with 41,000 fewer wanting to study in the UK this year. Developers face the prospect of empty accommodation or slashing rental fees.

Future projects will have to adapt to a rapidly changing market. The challenges differ across the regions. Like other areas, London still suffers from fundamental levels of undersupply, with The London Plan suggesting a need for up-to 31,000 additional bedspaces by 2025. In the capital, development has been impacted significantly by high land costs and competition from other uses forcing developers to acquire secondary stock to recycle, rather than build from scratch.

rpa:group have long been involved in repurposing buildings such as redundant office blocks, as well as refurbishing existing student accommodation schemes in response to the demand for elevated student living. We are now involved in addressing a more affordable future where cluster flats of 2 bedrooms and more are proving popular, creating a communal living opportunity rather than isolated studio “boxes” and breakout spaces that reflect the needs of modern students, such as raised seating and work stations with multiple power supplies to support their technology.

As the Huffington Post recently pointed out, when they surveyed students’ expectations; “ students just want good wifi, a large bedroom and a double bed. Even a dishwasher and a tumble dryer could not crack the top 5 student accommodation desires let alone the desire to have a porter service, a gym and a nightclub on the ground floor. ”

Clearly, higher end design will still have a place in some parts of the country but going forward, a more streamlined version also needs to be considered.

If you would like our help with your next student accommodation project, please contact us on 01784 256 579 or send an email to s.cuff@therpagroup.com

What politicians could learn from retailers…

In sharp contrast, the fast-paced retail industry welcomes the competition that makes it focus on brand building and customer delivery. The old adage that customers vote with their feet is never far from mind, and every retailer knows their success depends on securing a ‘vote’ for their brand 365 days a year. If one compares the general management style of our politicians to the world of retail there are some interesting comparisons to be made. First of all, retailers are campaigning all the time. Their media and marketing machines, design, research and development departments and customer insight experts never stand down or drop their guard. They know that you are only as good as your last customer interaction.

By comparison, political parties market themselves every few years at local or general elections. Polls happen all the time of course, but they reach their apogee over a few weeks of electioneering. One could argue that the typical voter, is most receptive at those moments when they will either ‘buy’ one political brand or another. As a consequence politicians know their voters far less than retailers know their customers. As retail designers we make sure that customer insight lies at the bedrock of a retail brand’s existence. If you can’t deliver to consumers the products they want, in an environment where they want to shop, with a great customer experience, then you will fail. Brands have no mandate that will last them until the next election. Their values, their manifesto if you like, are based on an understanding of the desires and needs of customers.

I cannot think of an example in the retail industry where a CEO (Theresa May) and two managing directors (personal advisors) have conducted a strategy that ignores the company’s entire management team (the cabinet) and ultimately the company’s customer base (the electorate). Somebody pointed out that May had been too ‘presidential’ in her campaign and insufficiently ‘collegiate’. As all those who work in retail know, a ‘collegiate’ management style – working as a team, and putting the customer at the heart of all you do – is the template for success. We also saw social media, particularly Facebook, used by the Conservatives and Labour in very different ways. The Tories ran a campaign where hundreds of different messages could be delivered at a granular level, targeting people down to their postal code. Campaign content amounted to little more than blunt character assassination. On the other hand, Labour engaged with the battle weary electorate by using positive imagery and messaging.

Of course, the retail industry is no stranger to social media and spends millions on sophisticated personal profiling and targeting, but I cannot imagine a situation where one leading brand would run an ad telling you how bad a competitor’s products are. Sadly, in the UK we have almost arrived at a Hobson’s Choice and something is needed to sharpen and energise Westminster. Perhaps taking a closer look at the retail sector and how it engages with customers might improve the thinking of parties and what they deliver to all of us?