CLEANROOMS
part of our working ethos. We focus on collaboration; consequently, we developed a bespoke leadership training programme, not just for the senior team but for everyone. A ‘living leader’ programme with emphasis on emotional intelligence, which has helped enhance communication and effective management, enabling our teams to work increasingly more cohesively. Not a common approach in our sector, yet one that is serving us well and believes helps set us apart.
Technologies and validation We combine our multidisciplinary and collaborative approach alongside embracing new technologies, from advanced 3D design capabilities so our clients’ projects become virtual reality at the earliest opportunity. We actively encourage the involvement of end-users, including clinicians and pharmacists and with the utilisation of our 3D visualisation models clinicians, estates management, constructors, and specialist suppliers can all see what is involved as soon as feasible and contribute to the ergonomics, buildability, facility management aspects etc.
Supported by tailored digital document management systems, this enables validation to be more efficiently controlled throughout the project, so that incorporating project validation from the start becomes part of the natural process, again helping keep the project on track and on schedule. The use of smart design strategies and digital modelling tools are helping to provide more accurate evidence on energy efficiency opportunities – these are invaluable assets to demonstrate how both carbon and OpEx savings can be achieved. The data supports in identifying the opportunities for maximising on economies which can be debated with the architects and built into an overall scheme. It goes without saying addressing this at the outset has huge potential savings later.
Project first approach Having been fortunate to be working at the cutting edge with several leading global pharmaceutical clients who are
Case study: Weston Park Hospital Challenges of ‘business as usual’
Weston Park Hospital, part of the Sheffield Teaching Hospitals NHS Foundation Trust, specialises in cancer treatment. The hospital is in the process of realising a two-phase refurbishment project designed, engineered, and constructed by BES to create a new Advanced Therapy Medicinal Product (ATMP) and Clinical Trials (CT) aseptic suite, along with a refurbished pharmacy Chemotherapy Aseptic Dispensing Unit. ATMP denotes an extremely sophisticated field of emerging biopharmaceutical medicines, with preparations tailored to the specific requirements of individual patients. This includes regenerative medicine, personalised treatments, and the development of nanomedicines using either a gene therapy medicinal product, a somatic cell therapy medicinal product, or a tissue engineered product. The pharmacy and aseptic suite project is designed to futureproof the hospital’s drug preparation capabilities on site. Appointed as principal designer and principal contractor, we have been
responsible for maintaining business as usual within the fully operational hospital during the two-phase project. We took Sheffield’s concept design from RIBA stage 2 to stage 4, as there were opportunities to make significant improvements to the design to generate cost, buildability, and operational benefits, one of which was the relocation of the main corridor. We switched this from the north side to the south side of the building to enable key areas to be temperature controlled where there was less solar gain, reducing cooling load, simplifying the building services, and reducing operational costs. The new facilities have been designed to HTM and GMP pharmaceutical requirements and involved consultation with MHRA (Medicines and Healthcare Regulatory Authority). Validation of the new facilities was embedded in the project design and construction process from the outset. Design reviews commissioned by the Trust were documented to enable design qualification.
innovators in their field, we can apply this knowledge and experience to new projects, which enables us to influence key decisions and user requirements early on. We can also cross fertilise information between sectors, bringing some of the advancements in pharmaceuticals to healthcare environments and vice versa. For example, when working within
aseptic areas we are able to draw on previous experience to evaluate the advantages and disadvantages of RABS (Restricted Access Barriers) versus Isolators. We are able to challenge air change norms, which are often historic and embedded within out of date specifications. We can easily provide comparative cost information on a whole host of facility finishes, including wall types, doors, floors etc and can provide first-hand experience of risks and how to mitigate these. Each project we tackle presents its
The use of smart design strategies and digital modelling tools are helping to provide more accurate evidence on energy efficiency opportunities – these are invaluable assets to demonstrate how both carbon and OpEx savings can be achieved
IFHE DIGEST 2023
own challenges. However, we have built our expertise since 2002, and we learn from each facility that we have completed, bringing this experience to each new project. We are not replicating designs but applying knowledge alongside the clients’ requirements. This is invaluable and enables us to influence constructability and provide sound advice and respond quickly to changes. We can consider design or process options at speed allowing the client to rule them in or out without delay. We will know what impact certain changes will have on realistic build timescales. Our desire is to design and deliver
exemplary buildings through providing a high level of service, being best in class and delivering what we say we will. It is a holistic approach from all aspects of the services coming together to consider options and changes and make informed decisions. Ultimately, to have the full skill set required for one project in-house will mean a smoother operation that delivers more quickly coupled with a unified desire to progress the design and build to schedule and on budget. The onus is on us to have responsibility to build a quality facility at the end, it makes sense everyone is involved from the start. IFHE
Bibliography l Healthcare Construction Market Report – UK 2021-2025 9th edn [
https://constructuk.com/ healthcare-construction-market-report-uk- 2021-2025-new-report-from-ama-research].
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