In conversation

What changes are currently shaping the planning, design and construction industry?
We are facing dramatic changes that are characterised by various trends. On the one hand, interest rate policy is posing new challenges for the financing of construction projects and current inflation is causing construction prices to rise further. The way we build has also changed. The demand for sustainable and environmentally friendly construction projects with a view to the entire life cycle and the reduction of CO₂ emissions is growing. At the same time, the global production of construction materials can result in supply bottlenecks and scheduling difficulties. Another important trend is digitalisation. The increasing integration of BIM methods in our project work will significantly change the planning, design and construction process – affecting the way we work, how we communicate and how work product is delivered. This is particularly significant in the context of our work as a General Planner, where the bringing together of information from the design models of various individual specialisations into one overall model, and the unerring application of digital quality controls, are of fundamental importance. And finally, the industry must come to terms with an increasing shortage of skilled workers. Employee retention must remain an important focus, and our mission statement, our corporate goals, our management philosophy and our approach to sustainability are important in this regard. In this entire change process, more and more management tasks come into play for us as architects and engineers, in addition to our technical work.

What is the focus of your work in the company?
In terms of the company’s daily business, I am responsible for our Complex Buildings department with the specialisations of architecture, structural design, building services and construction management. In terms of company-wide responsibilities, my duties include quality management and technical management. A key objective is the adaptation of our work processes to suit changing conditions, with an increasingly strong focus on our work as General Planners. We also aim, together with our employees, to optimise our processes with the help of surveys and workshops, thus enhancing the quality of our work and increasing our productivity while also further improving internal communication. The trends I already mentioned show that we as a company are in a constant process of change. I find this exciting and am glad to have the opportunity to help shape these changes.

How can digitalisation affect the success of General Planning work?
Digitalisation is having a strong influence on the planning, design and construction processes. The introduction of the BIM approach is central to this. Compared to conventional planning and design methods, this modern alternative enables complex projects to be implemented more efficiently, thanks in part to digital collision checks and other check routines. Another advantage is the transparent communication between the design partners and with the client, facilitated by virtual 3D representations and reviews. This improves coordination during the various planning and design phases. We introduced the BIM approach to our work processes at an early stage, and invested in developing the required IT capabilities, human resources and responsibility structures. A central challenge in this ongoing process is the technical realisation of a uniform data structure – among the project’s planners, designers and constructors, and then for use by the structure’s users – within the framework of a General Planning project.

How can compliance with the principles of ESG (environmental, social and governance) be integrated in the company’s work practices?
As a company, we attach great importance to fair corporate governance and social commitment. We continue to develop our corporate values in close consultation with our staff, establishing appropriate strategies for the future. Our ESG compliance is therefore constantly under scrutiny and an integral part of our corporate philosophy. As part of our effort to expand our expertise relating to climate, we established our Sustainability Working Group in 2019 to improve the awareness of our employees about emissions and the efficient use of resources – especially as this may be relevant in their planning and design work. As a consultant, we have a responsibility to keep our knowledge up to date and take a holistic approach to our work so that, together with clients, we consider not only the initial construction costs but also the total lifecycle costs.

What added value does the General Planning approach offer clients?
The General Planning approach to contracting planning and design services differs from the traditional approach in that a single overall contract, covering a range of complex planning and design services, is awarded to the General Planner. This reduces effort for the client, who benefits from a well-coordinated, interdisciplinary planning and design team – resulting in time and quality advantages and increased cost reliability. The client has only one contract partner who is responsible for coordinating the work of the various specialist planners and designers. The General Planner is then responsible for any delays in completing the contracted work. The use of General Planner services is especially beneficial in the case of technically inexperienced clients or clients with a lean management team.

What do you see as the challenges of the near future?
Increasing digitalisation and the resulting potential use of AI in the planning, design and construction industry will affect processes as well as roles and responsibilities. The work carried out by our employees will continue to change. There will also be societal change and a new understanding of work/life models. Managing this change process in harmony with the company’s values will be one of the major challenges of the coming years.