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INSIGHTS
“Our role is to align all disciplines, architecture, structures, services, landscape and ensure we bring the best offer to every market”
Victoria Hutchinson, practice director for building design at AtkinsRéalis
national excellence with career development, project variety, and consistent client delivery.” Social value in design, for AtkinsRéalis, is democratic: “Everybody deserves great design,” says Groves. “That doesn’t mean it costs more; it’s asking what does this community need?” Projects such as Cardiff’s Child-friendly City programme exemplify this approach, with inclusivity, sustainability, and community growth inherently linked.
Sustainability embraces social and economical factors for the
fi rm, and its Decarbonomics programme helps clients reduce carbon across entire property portfolios. Hutchinson says: “It’s about making something amazing through retrofi t, minimising footprint while maximising value.” Architecture and the other disciplines offered are also viewed holistically: “We don’t have a separate architectural vision, it’s One Building Design,” Groves explains, “that’s what we celebrate.”
This integrated approach is supported by global collaboration, including via a Global Technology Centre in India. “Our role is to align all disciplines, architecture, structures, services, landscape and ensure we bring the best offer to every market,” adds Hutchinson, with the goal to exceed standards in each territory.
Design approach AtkinsRéalis is not a “signature” practice, explains Groves, “We don’t have a fi gurehead whose design style we imbue in our projects; we do have a shared vision that great design has the power to transform people’s lives.” The practice’s multidisciplinary approach values technical excellence and design equally. Groves’ priorities are around fostering that shared vision across disciplines and harnessing a vast knowledge base. “Knowledge-sharing keeps our people motivated, keeps projects fresh, and allows teams to constantly learn.”
Credibility around sustainability claims is paramount, says
Groves: “We can’t just say these things; they need to be proven.” The practice developed its own toolkit, called Azolla, to embed sustainability thinking holistically from the start. “It’s not just about carbon; we’re also looking at biophilia, ecology, circular economy, and human impacts, to consider every angle, and at every stage.” Innovation comes not just from internal tools, but from cross- sector partnerships. “Our work with the University of Cambridge on low-carbon concrete is a great example,” she adds. “It’s led by our engineers, but the whole building design team is involved. That’s the power of our interdisciplinary model.” One area where the fi rm is leading particularly meaningful work is in human-centred design, especially for neurodivergent users. “We realised that we needed better ways to engage with young people with special and additional needs,” says Groves. “So we developed tools to capture that feedback, not just from teachers or support staff, but from the young people themselves.” Working closely with the National Autistic Society and others, the team created a design framework that values empathy. “We
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A Government Property Agency commission is one of the results of the fi rm opening a major Manchester offi ce
ensured that our language, our techniques, even the format of our consultations, were inclusive and accessible. That work is now a core part of our Azolla methodology.” On AI, Groves is pragmatic but optimistic. “The potential is
vast, but it should be used to empower people, not replace them. It can take away time-consuming tasks, allowing us to make better decisions.” The company is exploring strategic use cases where AI can have measurable value, from performance analysis to regulatory compliance. “Where it will come into its own is in binary tasks like checking fi re regs compliance. We’re not quite there yet, but it’s coming.” She sounds a note of caution: “AI is only as good as the information you feed it. If it becomes self-referential, you’ll never move forward. It’s a tool, but creativity, imagination, and orchestration still belong to humans.” Several recent projects exemplify AtkinsRéalis’s approach. The Manchester Digital Campus, approved for planning, brings civic presence to the heart of Ancoats with a bold and carefully detailed form that respects industrial heritage. “It’s a beautiful, bespoke workplace designed to elevate everyday experience,” says Groves. The Elizabeth Line, a project in collaboration with Grimshaw, Maynard and Equation, which won the RIBA Stirling Prize, was “a great example of how engineering and architecture can achieve harmony,” says Groves. “It showed that architectural quality can shine even in highly technical environments.” Other recent highlights include the Sky Innovation Centre, where early- stage collaboration was key, in a project that was “about how a workplace can shape an organisation’s future,” says Groves. Leading a team at a national scale isn’t without its challenges:
“Aligning behind a shared vision is the real work,” says Hutchinson. Groves agrees: “It’s about keeping people motivated and engaged. Our teams might be working on a local care home one week and a nuclear fusion project the next.” Hutchison says that post-pandemic, they’ve “put effort into purposeful reconnection,” says Hutchinson. “Whether it’s around operational excellence, winning work, or client relationships, it’s about creating meaningful links.” While Groves says the Stirling Prize win was “a stamp of excellence,” she says she is “just as proud that we’re a Times Top 50 Employer for Gender Equality.” Looking ahead, the fi rm sees further growth in sectors like defence, energy, and housing, says Groves, as well as leading the way on research. “We want to continue rewriting the rulebook, whether in housing or inclusive offi ce design. It’s about leading the conversation with clients through research, not being reactive.”
ADF MAY 2025
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