How an improvement in office culture was the big win from our studio move
Alec Howard on how the design and move to our new office was managed and the surprising benefits it brought:
In 2017 we needed to make an important decision about where to base our business. Our lease was up for renewal and our then much-loved home in an old schoolhouse was in need of a major upgrade and refurbishment. We did not know it at the time, but the process we embarked on then - and the decisions we made - would have an incredible impact in areas that we could not have envisaged at the time.
For some twenty years the practice was based in Ebury Street in Belgravia in a characterful building in a residential area that had been repurposed to offices from its original classrooms. In an arrangement that was typical of its time, a central atrium brought light through the centre of the building and staff were dispersed over three floors. Over the years the space had developed alongside the changing needs of the practice. However, the dual whammy of the rent increase at renewal and the cost of upgrading was enough for the partners and the practice to stop and take stock, should we relocate, and could this be an opportunity to completely re-evaluate and think again?
Once we were in this mindset we were able to take a long, hard, objective look at what we had. We realised the space was probably inefficiently used, staff were working in separate spaces, there was potentially a lot of unnecessary storage space, unused space and accumulated detritus. But, probably the most critical aspect of our thinking was that the inward-looking arrangement and separated staff was starting to affect our culture, we were becoming quite introverted, introspective and inward looking, this was not the culture that we wanted to create or become.
Our first action was to undertake a detailed analysis of our space, a process that revealed some surprising facts. Meeting rooms were used at 50% capacity and mostly for internal meetings. Desk spaces were larger than needed as they were designed to accommodate A1 drawings. Workstations were also only used 70% of the time, as many staff were either out on site, at external meetings or working from site offices. Each partner had a desk that often wasn’t used. We calculated that the practice could easily function at its current size in a space that was one third smaller.
Our analysis revealed we could operate in a much smaller space
As our staff are central to the practice and using the space we decided the best way forward was to consult and ask them what they wanted and needed. The majority agreed with our suspicions that the office had out served its purpose and was no longer a reflection of the culture and practice we wanted to be. With this information and the upgrade costs, it made little economic sense to stay in the building. So, the next question is where would we go and what sort of space would we need?
Everyone had different thoughts and wishes depending on their stage of life, most were keen to stay in the area. Around this time, we were developing our support and flexible working systems and this was being actively taken up. With our staff already thinking about and embracing more adaptable ways of working, it seemed like this was the time for a radical change.
Eccleston Yards was a car park and used for electrical maintenance for the District Line
On approaching our landlord, Grosvenor, we had an amazing stroke of luck as they were in the midst of developing Eccleston Yards. The concept for this former electrical maintenance yard was for a cultural hub of architectural excellence, an integrated district with connected communities and green spaces with a core aspiration of wellbeing. It couldn’t have been a better fit for what we were looking for and incredibly, they had a left-over office space of around the right size that they had no idea what to do with. The dark, uninspiring space however did not have its own entrance, had low ceilings and was in very poor condition, but we were not deterred. We were sure that as architects, we had the skill set and vision to create something special.
The available space was dark with low ceilings
In fact with a practice of around 70 staff there was no shortage of ideas and although difficult at times to accommodate all viewpoints and ideas we wanted everyone to be part of the process with a sense of ownership of the final design solution. This mirrors our approach to our project work which is to create and resolve in an open and collaborative way.
One key request was for an open, multi-functional, collaborative space which could be used for informal meetings, presentations, CPD lunches, and social events. This ‘hub’ space would become the cultural heart of our workplace and set the way forward for our design thinking. An outdoor terrace was another request to give connected external space and our own entrance was essential. Once these broad parameters were agreed, from this point it was more about practicalities as we identified all the different functions our office utilised, arranged them in a logical spatial progression around a central open corridor and generated a working plan based on a much reduced desk size of 1400 X 600.
The plan developed from the request for a ‘hub’ space
The advantage of moving with the same landlord was that we were able to run the two negotiations together. We successfully negotiated out dilapidations from our existing lease on the basis that whoever was to take the building after us would undertake a comprehensive refurbishment and that dilapidations were just an unnecessary burden.
On conclusion of the lease negotiations in August 2017 and with an absolute end occupation date of March 2018, we had a maximum of seven months to complete the retrofit. With an incomplete design, the only way we could achieve this was to take a leap of faith with a building contractor who was familiar to the practice. A contract sum of £800,000 was agreed with Grangewood for asbestos removal, demolition and alterations, full strip out complete services installation and full CAT A and CAT B fit out.
Our multi-functional hub space connects to Eccleston Yards outside
To create a light filled office with maximised ceiling heights, all raised floors, suspended ceilings, and oversized column cladding was removed. External walls were removed and new windows added. To create a sustainable office, energy efficient MEP installations were designed, along with upgrades to the external envelope energy efficient LED lighting and water heaters which led to the achievement of an EPC rating of B, well above the landlords requirement for a D rating.
We feel very much part of the community of Eccleston Yards
We put a great deal of investment into our IT systems, partly as an upgrade but also to facilitate our earlier strategic decision for flexible working. Included in the fit out are over 6 kilometres of CAT6 cabling and a replacement of our computer servers with faster more energy efficient and more robust hardware. Unbeknown to us at the time this was to prove crucial in March 2020 when the first covid lockdown occurred.
A private terrace is used for meetings, a lunch area and social events
We managed the move on time and our workplace now is light and energised with a focus on the central hub space which connects the office as a whole and also visually to the community courtyard of Eccleston Yards outside. This outward looking extroverted space has become the antithesis to the previous inefficient introverted space. Following the move, we realised that staff have a high level of ownership and pride in the office, they enjoy coming to work and this helps to make our culture and brand. Staff retention has increased and there is a significantly higher level of engagement in CPD training and social events. Our new workplace has changed the culture of our practice for the better and improved staff wellbeing, factors that we hadn’t set out specifically to change at the outset of the process.
New windows have filled the space with light
Our key takeaway from this journey is that by involving staff in the decision-making process at all stages of the journey, and by listening and responding to their concerns and aspirations, we have created a space that has paid back massively in terms of strengthening our culture and positivity. Although we have for the most part all been away from the office last year, the positivity and support has endured, as we connect with each other online, to help us all through this difficult year.