Andrew Pearson

Last summer, which was a still and cloudy one, wind and solar simply didn’t generate as much energy as we would have liked, and at this stage, all of the easiest, most suitable sites (the ones which may have access to transmission, and are very suited to wind and solar projects), have already been taken.. Interestingly, while energy systems modelling for wind and solar power often shows a hockey stick curve, as if the upward trajectory of deployment will continue undeterred, in actual fact, this isn’t the case.

Furthermore, new external chillers, AHUs (air-handling units), stacks and fans, louvres, waste stores, external access, and other material changes to the office building may still result in the need for Planning Permission.This can add many unexpected weeks or even months to a project and introduces an element of risk.

In the fast-moving life science industry this is particularly frustrating and removes much of the benefit of converting an office in the first place.The faster a lab can be designed, the faster these issues can be assessed and potentially mitigated.. Planning and other permitting matters will of course differ significantly outside the UK and a different approach will also be necessary.. 7.Existing offices may lack sufficient common areas or can pose problems for lab material and personnel flows throughout the wider building.. Office elevators sometimes aren’t big enough to transport larger lab equipment (e.g.

some automated bioreactors and liquid handlers) or HVAC and utility plant, which can only be broken down so far, and just because these items aren’t required on day one, an assessment should be made on potential future needs..Welfare facilities will need to be provided somewhere in the building, with food, drink, toilets, showers, and break areas typically kept outside the main lab space.

Furthermore, given the increasing competition to attract talented scientists and lab technicians, more luxurious social spaces such as gyms and chill-out areas are becoming the norm.

Office buildings that already provide these facilities may be more cost-effective overall..We can reap the hard-won benefits of technology and freedoms while at the same time repairing the world..

Professor John Dyson spent more than 25 years at GlaxoSmithKline, eventually ending his career as VP, Head of Capital Strategy and Design, where he focussed on developing a long-term strategic approach to asset management..While there, he engaged Bryden Wood and together they developed the Front End Factory, a collaborative endeavour to explore how to turn purpose and strategy into the right projects – which paved the way for Design to Value.

He is committed to the betterment of lives through individual and collective endeavours.. As well as his business and pharmaceutical experience, Dyson is Professor of Human Enterprise at the University of Birmingham, focussing on project management, business strategy and collaboration.. Additionally, he is a qualified counsellor with a private practice and looks to bring the understanding of human behaviour into business and projects.. To learn more about our Design to Value philosophy, read Design to Value: The architecture of holistic design and creative technology by Professor John Dyson, Mark Bryden, Jaimie Johnston MBE and Martin Wood.Available to purchase at.Design to Value book.