CIBSE BUILDING PERFORMANCE AWARDS Collaborative Working Award


NORLAND AND EE Project Orbit


Collaborative working techniques were given a stern test with Project Orbit – EE’s plan to reduce its corporate property portfolio by 20%. Norland was up to the challenge, rotating and relocating more than 5,500 staff over 30 weeks


Thanks to Project Orbit, Norland helped EE achieve a £10.2 m saving in operational budgets


This is the second straight victory for the Norland and EE collaboration. In 2013 it won Contractor of the Year for an EE project in Darlington where HVAC systems were replaced in two offi ces. Norland maintains building services at


EE’s UK corporate buildings. Project Orbit was implemented to reduce EE’s corporate property portfolio by 20% and realise a £10.2 m saving in operational budgets (energy, building running and servicing costs), and to change working practices. Norland devised a detailed programme


HIGHLY COMMENDED


Finchley Memorial Hospital, London – North London Estate Partnerships


A collaboration of private and public sector groups, including Galliford Try, Bilfi nger Berger, Community Health Partnerships and gbpartnerships, helped to develop a landscaped health campus that offers outdoor space for the whole community.


and delivery handover process across 14 phases, rotating and relocating more than 5,500 of its staff over 30 weeks. The integrated programme made enough space for Norland to carry out M&E installation and build works so that – when the teams moved – their rooms and


Norland delivered signifi cant savings to a challenging


programme The judging panel


OTHER FINALISTS


Energy Management Team (Debut, the Defence Infrastructure Organisation and supply chain specialists) -– Debut Services (South West)


HVAC roof infrastructure, Harrods, Knightsbridge, London – Harrods


Sponsored by:


labs were available from day one. A blog was used to assist with staff communication, and the delivery team was engaged through an online Q&A format. This was coupled with face-to-face briefi ngs with move champions from each team. Soft landings principles were employed, which included procedures and checklists that acted as signposts for design teams to help end-users get to grips with their often unfamiliar and complex new buildings. In addition to the operational savings,


Norland is in the process of completing a 12-month energy consumption comparison across the whole estate. Three months into post-handover monitoring, early results show an obvious reduction in carbon and energy from closing the fi ve sites, plus an impact made by changing the lighting, controls and HVAC systems.


PROJECT TEAM


Building services engineer: Norland Building occupier: EE (T-Mobile and Orange)


Design/building control: Norland CDM: Norland Air conditioning: Daikin Lighting: Thorn Lighting Contractor: Norland


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CIBSE Journal 19


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