20
INSIGHTS
PRACTICE PROFILE NBBJ
One of the world’s top architectural fi rms, US-founded NBBJ built a global reputation among healthcare and major corporate clients, but despite its size still aims to place people at the heart of all its buildings. Laura Shadwell reports
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ounded in 1943 in Seattle, NBBJ has grown over eight decades to support offi ces in 12 locations across the world including London, Boston, New York, and Shanghai. These
offi ces comprise 18 studios and cover eight sectors. Sitting in the top 30 of global practices, NBBJ has a solid reputation in several sectors, as David Lewis (pictured above right), partner and lead of the fi rm’s UK studio explains; “Globally, we’re known as the architecture fi rm of choice for technology companies such as Amazon, Linkedin and Microsoft, and we’ve always had a strong presence in healthcare, science and higher education.” The London offi ce opened in 2001 designing the headquarters of state-owned Norwegian telecommunications fi rm Telenor in Oslo. It now has 50 staff and specialises in healthcare, higher education, science and corporate workplaces.
Recent projects to date include two major schemes at the University of Oxford and the University of Cambridge, and the new Royal Liverpool University Hospital which opened last year. Says Lewis: “We’ve found in recent years the crossover between healthcare and the growth in life sciences has been the perfect sweet spot for us, and we’re relishing the opportunities.” With a global network of 800 staff ranging from architects, researchers and strategists to planners, interior designers and even nurses, the UK offi ce has a huge pool of resources to draw from. Lewis elaborates: “Being part of a networked fi rm, we’re able to bring the best thinking in design and research from a global perspective together with our local expertise.” The practice’s ethos – to ensure the best outcomes for the health of the building’s occupants and the building itself – holds true for how they nurture staff; “Our values bring our mission to life, guiding how we show up for each other and our clients; we’re guided by empathy, listening and emotional intelligence, and we lead with curiosity,” he says.
Measuring project opportunities Darius Umrigar, principal and science and higher education director at the practice (pictured above left), explains that NBBJ measures each project against three “opportunities” when determining whether it would be a good fi t for them: “We are committed to creating healthy places, strong communities and a resilient
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Cambridge Cancer Research Hospital
environment, all while helping our clients create lasting change.” The practice claims a distinct design ‘signature’ that runs across their projects, as Lewis details: “The hallmarks of our designs are openness, daylight, variety, nature and connection,” he asserts. “This is underpinned by a strong knowledge of our sectors and ability to create landmark buildings.”
Examples of such features from recent healthcare and science developments include a daylit atrium fi lled with plants and greenery; space which can support “moments of rejuvenation and stress release through comfortable, hospitality-laden amenities;” open, daylit-lab spaces that connect ‘outwards’ to the atrium and outdoor decks (placing the emphasis on social interaction and informal collaboration); and encouraging communal areas to be open to the public, directly connecting to the community. “We believe design can enhance and uplift everyday experience,” says Lewis. “All occupiable spaces should have access to daylight and there should be restorative spaces, especially within high-stress work environments,” he adds.
The design of the new Dumfries and Galloway Royal Infi rmary was an attempt to address a holistic experience for patients, staff and visitors. That meant a “clear identity,” and “intuitive wayfi nding,” plus “safe and simple access, and high quality public and private spaces that maximise natural light, access to nature, privacy and dignity.”
ADF MARCH 2024
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