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INSIGHTS
The Works Cambridge © Nick Guttridge
Methodically empathetic NBBJ describe their design methodology as “an empathetic process that begins with listening.” Umrigar explains how this manifests in each project relying heavily on building relationships and good communication, by listening to all stakeholders – be it a commercial developer who’s seeking to attract the best tenants, or a patient group wanting to understand how their needs will be met – as well as through ‘visioning’ workshops. Umrigar elaborates: “After gathering insights, we explore possibilities by asking questions guided by empathy: Do hospitals have to feel clinical? Do we always need to build new?”
Umrigar cites a recent project that exemplifi es this design methodology; The Life and Mind Building at the University of Oxford, due to open next year, will be the new home for the departments of Experimental Psychology and Biology, including Plant Sciences and Zoology, and home to 800 students and 1,200 researchers. He says: “Empathy, listening and close attention to the needs and wants of the future occupiers was so important in the early stages of briefi ng. The resulting design promotes engagement between the fi elds of research and education, taking advantage of the effi ciencies and fl exibility a shared building can offer.”
Designing for a post-pandemic culture Identifying how a company can balance in-person and remote work in a way that supports employee wellbeing while continuing to move the company forward can be a challenge. Designing workplaces with an emphasis on the individuals shapes the overall environment, an example being LinkedIn’s headquarters in California, which includes spaces for focus, collaboration, learning, and socialisation, but also spaces for rest. Employees can choose to work wherever they want, whenever they want. “We learned during lockdown that productivity goes up when workers have more personal agency,” says Umrigar.
On a mission to reduce carbon NBBJ has identifi ed its major sustainability challenge as balancing the NetZeroCities (NZC) agenda with the technical needs of energy-hungry hospitals and research buildings. Lewis cites a net zero carbon hospital design – the Cambridge Cancer Research Hospital – which aims to “change the story of cancer” through combining cutting-edge research with treatment. Its goal is to halve the standard operational energy target through a holistic approach including passive design, a high-performance building envelope, onsite energy, and use/reuse of heat and cooling. One of the key low carbon design drivers is enabling reuse or repurposing of the hospital for future changes in functionality.
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Life and Mind Building, University of Oxford
“We’ve optimised space and cut carbon by creating a highly fl exible fl oor plate that can increase the lifespan of the new building,” says Lewis. “This protects against future space redundancy and allows for new technologies to be integrated later.” To support its sustainability goals, the practice launched its ‘ZeroGuide’, an open-source carbon reduction tool that AEC professionals but also clients can use to design reduced and/or ‘carbon-free’ buildings.
Collaboration & JEDI ethics
Lewis explains how the London arm of the practice has led by example on collaboration, fostering knowledge-sharing within its project teams and across the fi rm; “We’re a tight knit community here in London. Keeping the best of the large fi rm mentality and resource with the small local boutique studio feel is really important to us.” With a strong culture of peer review, the UK offi ce hosts an annual Project of the Year awards event, inviting external architects (such as Amanda Levete and Amin Taha) and clients to evaluate their work, with a focus on projects that respond innovatively to climate change. Lewis explains the awards’ remit: “What projects ask the big questions, solve tough problems in new ways, blend beauty and performance, and refl ect JEDI (Justice, Equity, Diversity and Inclusion) principles?”
NBBJ demonstrates commitment to promoting diversity within its workplace and industry, which directly benefi ts the quality of its work. The fi rm’s JEDI Ambassador Program, launched in 2021, is key for addressing pressing issues and creating safe spaces for discussion. Additionally, the fi rm’s “Inclusive Leadership” initiative focuses on leadership, team motivation, and effective communication on JEDI-relevant areas.
Achievements
Continuing to build on an eight decades-plus legacy is one of NBBJ’s clearest achievements, and refl ecting on the success of the practice in London specifi cally, the fi rm’s David Lewis asserts that its reputation among specialist sector clients has been a crucial factor. “Being in the UK for 23 years and establishing ourselves fi rmly in the key markets of healthcare and science, we’re privileged to have some of the most forward-thinking institutions and developers as clients, working in sectors which enhance life, and research into some of the biggest global challenges.” The practice is fi rmly focused on developing the next generation of leaders, as well as being part of a larger story. The future will see NBBJ continuing to grow in science and healthcare, says Lewis, and “pursuing innovation and advancement to shape a brighter future.”
ADF MARCH 2024
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