2012 Group operating result 2012 - Drees & Sommer
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2012
Drees & Sommer_1305/ 1800/ wdn/E
Drees & Sommer Group Group operating result 2012
Annual Report 2012
2012
Drees & Sommer_1305/ 1800/ wdn/E
Drees & Sommer Group Group operating result 2012
Annual Report 2012
Group operating result 2012
Profit & loss statement Balance sheet
(in Euros) Assets (in Euros) Liabilities (in Euros)
1.
2.
Revenues
Change in work in progress
137,999,799
27,620,474
A.
I.
Fixed assets
Intangible assets 3,516,372
A.
I.
Equity
Subscribed capital 6,074,336 172.5
3. Other operating income 6,894,665 172,514,938 1. EDP software, licenses 1,005,798 less nominal value of treasury shares –180,001
4. Expenditure for purchased services 25,327,225 2. Good will resulting from capital consolidation 2,510,574 II. Capital reserves 9,284,850 Sales
5. Personnel expenses 94,101,825 II. Tangible assets 6,260,477 III. Revenue reserves 583,106 in € million
a) Wages and salaries 84,549,470 1. Other assets, operating equipment, fixtures and fittings 6,260,477 IV. Net income 6,046,877
b) Social security costs and pension fund 9,552,356 III. Financial assets 4,908,438 V. Change in equity due to exchange rate difference –229,824
6.
7.
Depreciation
Other operating expenses
2,737,876
32,867,363 155,034,289
1. Shareholdings
2. Other securities lending
2,146,249
2,762,189
VI. Minority interests –355,474
21,223,870 18.3
8. Income from shareholdings 336,816
9. Income from other securities and from long-term loans 812,779 B. Current assets B. Accruals Operating result
10. Interest and similar expenses 374,342 775,253 I. Inventories 0 1. Accruals for pensions 2,742,648 in € million
26 %
11. Operating result 18,255,901 1. Work in progress 191,162,288 2. Provisions for taxation 4,467,735
12. Taxes on income and earnings 7,060,431 ./. Advances received 191,162,288 3. Other accruals 23,379,589
13. Other taxes 99,529 7,159,961 II. Receivables and other assets 30,664,738 30,589,972
14. Net income 11,095,941 1. Trade receivables 24,660,710
Equity ratio
15. Shares held by other shareholders 118,849 2. Receivables from shareholdings 249,971 C. Liabilities
16. Profit brought forward less dividends –5,167,912 3. Other assets 5,754,057 1. Payments received on account of orders 17,715,661
1,500
17. Changes in equity as the result of purchase or sale of own shares 0 III. Securities 2,174,932 2. Trade payables 7,416,462
18. Group balance sheet profit 6,046,877 1. Other securities 2,174,932 3. Liabilities to shareholdings 133,761
IV. Checks, cash on hand, cash in banks 33,163,083 4. Other liabilities 5,959,724
31,225,609 Employees
C. Prepaid expenses (other) 410,382
D. Prepaid taxes 1,899,000 D. Deferred income (other) 71,938
E. Positive difference from asset allocation
Balance sheet total
113,967
83,111,389 Balance sheet total 83,111,389
35
Profit & loss statement Offices
Group sales grew by € 22.0 million to € 172.5 million (prior year € 150.5 million). Expenditure
increased by € 19.4 million to € 155.0 million (prior year € 135.6 million). The operating result
increased by € 3.0 million to € 18.3 million. Net income totalled € 11.1 million. Sales in ¤ million Operating result in ¤ million
Balance sheet 136.9 145.6 146.5 150.5 172.5 12.3 12.4 13.2 15.3 18.3
The transfer of the balance sheet profit of € 6.0 million – together with subscribed capital,
capital reserves and revenue reserves – results in equity of € 21.2 million. The equity ratio
is 26 percent.
Accruals for pensions, taxation and variable remuneration rose by € 2.5 million to € 30.6 million.
Liabilities, such as trade payables to suppliers and subcontractors have fallen by € 1.3 million to
€ 13.5 million. On the other hand, payments received on account of orders rose by € 3.5 million
to € 17.7 million.
This results in a balance sheet total for 2012 of € 83.1 million (prior year € 83.9 million). 2008 2009 2010 2011 2012 2008 2009 2010 2011 2012
Contents Report of the Supervisory Board 2 Report of the Executive Board 3 In focus 4 There is a different way: How major projects in Germany could run more smoothly Highlights from current projects 12 – Infrastructure and site development 14 – New construction projects 30 – Optimization of established properties 58 – Process consulting 88 Your contacts 96 – Partners and Associate Partners 98 – Offices and contacts 100 – Contacts for specific industries and special projects 105 Photo credits 106 Imprint 107
Report of the Supervisory Board Report of the Executive Board
Executive Board and Partners (from left)
Peter Tzeschlock, CEO
Chairman of the Supervisory Board Dierk Mutschler, COO
Joachim Drees, CFO from 01.09.2012
Prof. Dr. Hans Sommer Gabriele Walker-Rudolf until 31.08.2012
During fiscal 2012, the Supervisory Board been examined by accounting firm 2012 operating result excels above all with innovative services the form of a project audit. Specially
reviewed the management of the Aktien- Deloitte & Touche. No cause for objection At € 172.5 million, group sales were up in areas such as general construction established interdisciplinary teams draw
gesellschaft (stock corporation) by the was found and the annual financial 14.6 percent on prior year (€ 150.5 million). management in close connection with up a project management agreement
Executive Board and constantly moni- statement was certified as accurate Operating profit increased again, engineering. in which possible weaknesses and risks
tored business activities through written without reservation. In keeping with this, by € 3.0 million or 19.6 percent to as well as opportunities are analyzed,
and oral reports of the Executive Board. examination of the annual financial state- € 18.3 million (prior year € 15.3 million). Our unique selling propositions are discussed and defined in a binding
Once again, very good business perfor- ment by the Supervisory Board raises no innovative competence, high quality agreement on objectives.
mance and both qualitative and quantita- cause for objection. The number of employees rose by and absolute reliability. Our offices and
tive improvements were achieved. 11 percent from 1,350 to 1,500. While expert centers are closely networked We will also continue to drive inno-
The Supervisory Board approves the sales and operating results were held and work together transnationally in vations – such as Lean Construction
The annual financial statements submit- annual financial statement submitted by at the previous high levels in Germany, keeping with ‘the blue way’, which Management, integration of the Building
ted by the Executive Board to 31.12.2012 the Executive Board and it was thereby international business saw a significant combines economy and ecology. Information Modeling (see also ‘In focus’
for Drees & Sommer AG and the Group, adopted on 14.05.2013. The Supervisory rise in both – with each now accounting on page 4) and a simulation tool to
including all accounting records, have Board approves the management report. for some 25 percent of 2012 figures. Outlook ensure sound decision-making for
Organizationally, the company is poised complex projects such as the energy
The good result is largely attributable for further growth. We have enabled transition. In this way we will continue to
to innovation leadership in the area of our experienced staff to become strengthen Drees & Sommer’s innovative
‘optimization of established properties’, shareholders, thereby increasing their image and continue our path of growth
from which real estate consulting, commitment as intrapreneurs. based on quality and reliability.
engineering and project management
primarily benefited. The focus on expertise We have also decided that the company’s
in important industrial sectors has also entire expertise will be made available at
paid off. Internationally, Drees & Sommer the inception of every complex project in
22 3
IN FOCUS
There is a different way:
But an optimal process can only be Effective project management with Lean management is derived from
achieved if the principal is prepared to Lean Management kaizen, a philosophy developed by
meet the following conditions: Modern project management is based the car manufacturer Toyota. Kaizen is
How major projects in Germany −
–
Define objectives clearly
Adhere to defined objectives
on the principle of lean processes during
every phase of the project. The entire
process is based on lean management
translated as Continuous Improvement
Process (CIP). To prevent ‘waste’ such
as defects, cost overruns and project
could run more smoothly −
−
Establish a professional organization
Make quick and clear decisions after
principles, which facilitate continuous
improvement throughout the project
delays, project management has to
delve significantly deeper into content
appropriate preparation. period. The goals of lean management and processes. Initially, of course, this
are driven by the principles of the value is more time-consuming than a conven-
If these conditions are met, project creation process: tional approach. But this extra effort is
managers and engineers can ensure a definitely compensated many times over
project is completed on schedule, within − Maximization of value-add by reductions in time and costs in the
Large construction projects in this country are going budget and at the required quality. How? − Reduction of waste in all processes double-digit percentage range.
through hard times – especially where the public sector That is outlined on the following pages. − Perfection of processes
is accountable as the principal. Now, even abroad
people are rubbing their eyes in disbelief at the delays
and astronomical cost overruns – and Germany’s
reputation as a first-class technology base is starting
to suffer. But this does not have to be.
Four steps to project success: Not only the planning and construction phases are critical, but also the phases before and after
Consult Plan Build Operate
Objectives (Phase Zero)
– Function
The projects affected include large home-made, they are basically already When several occur at the same time, – Quality/standards Lean planning system
infrastructure projects such as the inter- known. They are: they often amplify each other. But – Area – Target value design
– Design-to-cost LCM ‘lean production’
national airport in Berlin or refurbish- – User processes and incomplete this could be avoided: Known issues are – Building Information – ‘Pull’ construction site
ments of famous cultural institutions planning specifications also solvable – if everyone puts the Strategic process Product Modeling (BIM) – Standardization
such as the Stuttgart State Theater. – Principal’s organization and interests of the project as a whole ahead consulting definition – Process optimization
– Line balancing of
That this cannot continue has been responsibilities unclear of self-interest. construction processes
Project Product planning Lean operations
recognized at the most senior levels, – Unrealistic cost expectations, failure Phase Minus One orga (virtual construction) – Lean FM
and has led to activities such as in the to perform projections, and lack of As Drees & Sommer’s practical manage- – Business case – Data management
Federal Ministry of Transport: By 2015, risk analysis ment experience shows, cost-effective, – Production process Construc- Execution – Life-cycle optimization
– Utilization process Project structure/IPD tion orga (actual construction)
a ‘Manual of Large-Scale Projects’ is – Ineffective planning and construction timely, high-quality execution of large-
– Structures/organization
to be drawn up containing the recom- processes, excessive project duration scale projects is indeed possible. Numer- – Integrated project delivery Operational
orga Operation
mendations of a panel of experts with – Lengthy approval procedures and ous examples, including the Potsdamer – Processes Lean logistics
aims including improving cost truthful- project interruptions Platz in Berlin, the new Trade Fair Center – Contracts – Material and capacity planning
– Communication concept – Logistics concepts/strategy
ness, cost transparency and schedule – And finally, lack of transparency and and the Mercedes-Benz Museum in – Supply Chain Management Lean start-up
stability, as well as the transparent an incorrect assessment of the general Stuttgart, and the complex refurbishment – Logistics simulation – Defect management
– Plant and equipment checks
presentation of risks. public. of the Deutsche Bank headquarters in – Commissioning
Frankfurt demonstrate this. The same – FM organization
But there is no need to wait that long. As Generally, any one of these issues is applies to the projects featured in this – Guidelines for staff
most of the reasons for the malaise are sufficient to derail a complex project. annual report.
4 5
IN FOCUS
STAGE 1: CONCEPTUAL CONSULTING STAGE 2: ECONOMIC PLANNING information, significantly improving
workflow. Reason: Each planner only
The basis of every successfully executed When it comes to planning, one first Principal needs to deal with the information
project is a clear definition of objectives thinks of technical drawings and the pertinent to their task. So the structural
– before planning starts – derived from German schedule of services and fees engineer, for example, is only concerned
the client’s core business. For project for architects and engineers (HOAI), but Project with data for load-bearing elements.
management Architect
managers, this means: it is essentially a communication task: BIM enables highly targeted – in other
e nt Project cockpi t
em words ‘lean’ – access to the specific
ag
an
m aspects currently required.
e
ag
ss
Me
To do To do M in Thanks to the three-dimensional re-
u
a n a g e m e n t es
li n g
m
er
First up, help the principal decide Throw the conventional planning nt t presentation of all elements, collisions –
w
e
h e d ule c o ntr ol
ma
vie
um
what they really want! Competition models provide an early idea of the later process overboard! for example, between pipes and
na g
O nl i n e
D oc
outcome Construction Virtual
em e nt
management/ Specialist cables – can be identified and eliminated.
project room planning
site supervision In addition to graphical representation,
physical properties and specific costs
rk sc
Drees & Sommer analyzes clients’ ideas selection process. Short paths of With PCS, you have data and information can be captured. BIM also acts as a
Wo
Pl a
for the expansion or optimization of their communication and quick decisions are exchange under control detailed catalog of predefined elements
ng
i
ck
n
an ra
m
core business with the objectivity of an the key to success. Principal, architect, future users, and ag kt such as walls, pillars, windows and
Ta s
Su
em
ent
bp
external consultant. With our strategic often over 50 planning offices and doors. Prioritization makes Target Value
ro
je
process consulting, our clients make the Professional organization more than 200 contractors: This is the an Design possible, whereby less costly
ct
d
m Authorities/
ult
right decisions for successful processes. But how can a complex project sub- rule rather than the exception for major i pr ace and technically simple items are changed
Suppliers o je in ter f public
This includes the development of busi- sequently be optimally organized and projects. How do so many parties ct m M obile institutions first, and more difficult and costly
a na g
em ent
ness cases from marketing, commercial, controlled? This is achieved by founding communicate with each other without elements last.
operational and real estate strategy point a temporary company – a virtual chaos ensuing? In the past, plans and Construction
of view. company with departments, assigned documents were sent to and fro through company In contrast to conventional planning
functions, decision-making structures, countless, endlessly long rounds of methods, the BIM-based planning
Early definition of objectives and a powerful, fast-acting team. Clear coordination, often with erroneous process shifts the planning effort into
The decisions made in Phase Zero have structures are drawn up for all involved – results and huge consumption of paper. the early stages of a project by creating
far-reaching consequences for the with definitions of who must fulfill The PCS project space assigns precisely defined roles with the appropriate access privileges to all project a comprehensive digital Modeling of
participants
economic, ecological and architectural which task, and what authority they Many years ago, Drees & Sommer took the design. This results in the benefit
quality of a construction project. That’s need to do this. an important step by developing the that initial simulations and calculations
why we provide professional support Project Communication System (PCS). can be performed at this early stage.
even at this early stage: Our experts Proper communication Without PCS as a powerful data and improves the quality of planning and,
ensure that clients can optimally imple- Only a project that is viewed favorably communication platform, project com- in particular, leads to early completion. This allows various design options to
ment their operational processes. To do by the public can build up a positive munication would still be uncoordinated In addition, the tool takes on essential be explored in detail, which reduces the
this, we work out the construction task image, prevent delays, and save time and the provision of information and exchange of information during the workload in later planning phases and
as part of requirements analysis, and and costs. But new construction pro- documentation would be associated with planning and construction, serves as results in higher design quality.
define project objectives. jects often bring changes that are rarely huge overheads. PCS has defined digital a document management system, room
accepted straight away. This results in planning and all its components with the book, and project archive. PCS is lean
We then establish the scope of the demand for information to which project necessary consistency. In projects where management in the truest sense.
project and represent this in a space communication and construction site we use PCS, the parties are contractually
and function design. We use a space marketing must respond at an early bound to use the platform. Better workflow with Building
allocation Modeling to determine the stage. For this reason, the creation of a Information Modeling
gross area and gross volume – and our comprehensive communication concept In this way the number of interfaces is A further step in the direction of a com-
experts cost the project on this basis. is an important part of project prepa- reduced to a manageable level. For prehensive lean planning system is the
If the return on investment matches ration. Drees & Sommer can establish example, users’ responsibilities are re- generation of a complete digital model
the client’s expectations, we support communication for clients with little flected in user management to this end. of the building using Building Infor-
the architects commissioned to realize time and cost. mation Modeling (BIM). BIM creates a
The Building Information Modeling (BIM) provides
the design concept, or conduct an With PCS, the planning process can be comprehensive digital representation of detailed insights into the planned building and
architectural competition or investor much more precisely controlled – which the planned object with great depth of makes planning errors immediately visible (below)
6 7
IN FOCUS
Project management PCS and BIM Simplified specification of services Lean Construction Management (LCM) –
complement each other Planning with BIM facilitates the specifi- everything in takt
Project management of a construction cation of services. A full specification During Lean Construction Management Project manager/Process consultants Site manager
project is dependent on reliable infor- of services can be developed through (LCM), Drees & Sommer project managers
mation to ensure that it meets its control the comprehensive mapping of con- transfer the successful model of lean
obligations. This information can be struction-specific items, types and management to construction projects
Visualization
obtained from Building Information details of digital plans, and links to and construction sites. By focusing on of activities
Modeling. As BIM coordinators, trained rooms and functional areas. This infor- processes as well as on information and
project managers can control cooperation mation is also relevant for assignment material logistics, these can be stabilized Implementation concept Process planning
of the planners and workflow in detail, to the installation area and thus for and accelerated. Waste – such as waiting
and coordinate plan delivery to meet the future logistics and delivery planning. times, defect repairs, and excessive or
Key figures
requirements of material and capacity inadequate inventories – is avoided. and to-do lists
planning and of the construction site. If Building Information Modeling were To achieve this, each step is exactly
This approach is also known as a ‘pull’ used by all project participants and planned.
construction site. the content were fully coordinated,
General execution plan Four-week board planning
this would result in specifications that As in the case of lean management, Bottleneck
BIM also offers project management would be largely error-free. However, the takt principle plays a major role. management
the possibility of simulating planning in some trades – especially in fitout – Each contractor is given a specific
scenarios, as this allows all scenarios it is necessary for contractors to be able window – two to four days, depending
to be tested for adherence to budget. to submit suggestions for quality and on complexity – during which they can
In conjunction with the PCS, BIM can be production optimization, and thus to work without hindrance. Material and
expanded to a powerful lean planning cost optimization. plans are available on time and trades Process analysis Overall schedule Logistics
system with huge benefits for even do not get in each other’s way. During
more effective project management. construction, the Lean Construction
Conversely, BIM can only become an Management team works closely together In Lean Construction Management, the overall process links integrated control with project and process management
effective tool as part of professionally STAGE 3: EFFECTIVE BUILDING with site management and the individual
conducted project management. contractors on site. This also means
A special challenge for project execution that all trades are involved in the project
An additional turbo-boost for project is the management of the countless from an early stage. Close partnership
management is that BIM allows teams small-scale activities involved in stabilizes the process and increases the
to work together in a so-called Big Room. construction. Even today, construction chance of achieving cost savings.
Target Value Design develops the virtual processes have a reduction potential of
plan for the building with an interdisci- 20 to 30 percent. This means: Drees & Sommer project managers and Integrated overall process planning Further, major projects should be divided
plinary approach based on budgetary process consultants jointly implement First, project management develops a into logically grouped subprojects – a
constraints. This allows any necessary LCM as a method on the construction conventional overall schedule using segmentation that can extend right down
changes, such as updated client require- site. This gives project management and empirical values. The managers then to individual work packages. These are
ments, to be easily implemented. To do site management a powerful tool to examine the entire process from the then subject to individual control by the
– Move back the start of control the processes – one which opti- perspective of LCM, including vulner- appropriate project manager. Finally, the
One of the biggest barriers that the construction mally combines the strategic (top-down) abilities and risks, as well as approval logistics concept is developed.
introduction of BIM still has to overcome – Reduce the available storage vision with operational (bottom-up) and objection proceedings, possible
is the current version of the German spaces execution expertise. subsoil problems, and the transport and The construction process for the next
schedule of services and fees for archi- – Set the production targets for delivery situation. Following evaluation four to eight months is defined based
tects and engineers (HOAI). This is be- the building significantly higher of these points, an overall project on these criteria. The managers consider
cause the current fee structure makes the than usual! schedule is created. The entire construc- the entire supply chain during this
early development of a comprehensive tion process is then defined with the process, in this way ensuring that – from
digital model unattractive to planners. planning disciplines involved. planning and production to the logistics
Drees & Sommer experts focus equally chain – all steps receive the necessary
on optimal line balancing of the construc- information and the required material
tion site and the overall process. The goal on the site in good time.
is a consistent implementation concept.
8 9
IN FOCUS
of planning and the link to execution STAGE 4: PREPARE OPERATION
Building construction/fitout
steps over the next four weeks, it can 14
283
be ensured that the right quantity of As part of project management, BIM 3
the right material is in the right place also supports defect elimination and open defects of which
at the right time. commissioning. The technology can even 1543 1529 Defective metal ceiling panel
Casino MBN
be used to update data over the entire Facade/roof
But regardless of all the tools, people life cycle – from planning to demolition. 75 8
remain the most important factor: The And precisely this is one of the enor- 2
open defects of which
fact that close personal coordination mous potential benefits of BIM: Data 1638 1630 Defective structural engineering
takes place between the parties involved can be systematically used beyond the mullion/transom construction MBN
during the construction process, that are individual planning and construction BSE mechanical
3
all very close to the action, and that they phases, with the result that time- 91 Open
2 Eliminated
see rebar installers, smell concrete, and consuming and error-prone re-entry of open defects of which Work in progress
406 . 403 . .
hear circular saws. These impressions information is considerably reduced. . . . Time-critical
. . .
add impetus and are the best possible This results in the following tasks:
combination of virtual planning and the
Board for detailed planning on the construction site real world of construction. Collaboration Carefully structured reporting allows the rapid identification of date critical defects – and supports their
rapid elimination
between creative young designers and
managers and experienced builders is To do
also optimal. Such a ‘think tank’ becomes Create the basis for professional
Board planning as a construction Focus on people the control center for all major decisions. operation! services equipment and undertakes with early tenant or user management.
schedule and visual work scheduling In conjunction with Building Information initial adjustment. This should begin when specification of
The most visible LCM tool on site is the Modeling, LCM links the ‘real world’ During actual construction, too, the lean the basic fitout starts, as the complexity
planning board for detailed planning. closely to virtual planning on the build- construction managers work closely Commissioning management requires of a construction project increases
This day-to-day construction schedule ing site. Overall process analysis and together with site management and with Defect management: Focus on users services that start as early as the quickly in the final stage.
has a range of four weeks and is used process planning define the processes the individual contractors on site. This Defects are the primary cause of late planning stage, for example in relation
by site management and the contractors that are implemented virtually in BIM. means that all trades must be involved acceptance and commissioning. Efficient to documentation. Here, Building The bottom line
as an active control tool. It provides de- This allows construction processes to in the project as partners at an early management of defect elimination Information Modeling complements our Clients supported by Drees & Sommer
tailed and stable work scheduling, be checked and simulated, and any stage. Close cooperation stabilizes and a transparent reporting system are expertise perfectly, as all information with Lean Construction Management
and shows everyone on site the inter- bottlenecks and execution issues to be project execution and increases the prerequisites for smooth building com- can be integrated in the course of so far primarily highlight the reliability
faces, dependencies and processes. detected and resolved even earlier. chance of achieving shared cost savings. missioning and handover. planning, tendering and implementation. of processes and cost estimates. The
Also, as a result of the high stability stability of a project execution with
The work card on the planning board Stringent defect management during Efficient building operation LCM is almost twice as high as with
represents work to be performed in construction can considerably speed The operation of a building should be conventional planning and construction
a defined area on a particular day. up defect elimination right through to designed to increase profitability in the processes, and avoids expensive catch-
Problems – such as missing information – the acceptance inspection, minimizing long term and preserve the value of up payments and ‘task-force’ initiatives.
are visualized by means of problem intrusive delays after occupation of the the property. Together with the building Generally, processes can be shortened
cards. This makes it clear at a glance, building. Here, too, BIM can provide owners or investors, our experts develop and costs reduced. And the quality of
how many problems, if any, need to be valuable support to project management individual facility management concepts execution is right from the outset.
resolved to ensure a smooth process, by geometric mapping of defects and on the basis of which we create tender
and whether stable work scheduling documentation of the required properties. documents for the future partners. However, the proviso made at the be-
has been achieved. A quick daily update Special interfaces allow additions to be ginning still applies: The principal must
of the construction schedule on the site Commissioning management – the basis made to BIM technology, whose content actively support the process and reckon
ensures high stability and reliability. for plant operation is then updated throughout the build- with higher fees than usual for project
Systematic commissioning forms the ing’s entire service life. control. But the value-add achieved will
basis for smooth operation and makes certainly be considerably greater.
an important contribution to improving Contracts between principal, investor
the function of building services and tenant often face the threat of
Ideally, construction projects are joint projects in equipment. Following acceptance, incalculable schedule and cost risks. For
which entrepreneurs, planners, project managers,
principal/decision-makers and project managers Drees & Sommer synchronizes the this reason, successful leasing of offices,
share a common goal individual components of the building apartments and function rooms begins
10 11
Infrastructure and site development
– Rhine Valley railway, Germany/Switzerland 14
– Site redevelopment, Mannheim 18
– Special: Sewer rehabilitation, Germany-wide 22
– Lowest-energy boarding pier, Frankfurt, Germany 24
– Climate protection concept, City of Ostfildern, District of Esslingen 26
New construction projects
– Audi automobile factory, Györ 30
– Data center, TelecityGroup, Frankfurt 34
– NRW healthcare campus, Bochum 36
– Marmara Park shopping center, Istanbul 40
– Porsche flagship store, Kiev 42
– Octapharma research center, Heidelberg 44
– Vodafone headquarters, Düsseldorf 46
– Audi research & development center, Beijing 50
– Zoo enclosures, Rostock 54
Optimization of established properties
– St. Elisabeth hospital, Ravensburg 58
– HVB Tower, Munich 62
Highlights from current projects
– Mercedes-Benz showroom, Hamburg 64
– AXA Winterthur office building, Zurich 68
– Dreischeibenhaus high-rise, Düsseldorf 70
– New Holland Island, St. Petersburg 74
– Goethe Galerie Jena 78
– Gerling district, Cologne 80
– WestendGate, Frankfurt 84
Process consulting
– TRUMPF corporate headquarters, Ditzingen 88
– Special: Healthcare consulting and hospital engineering 90
– Product Carbon Footprint at Schaeffler, international 94
12 13Upgrade of railway line
Client
DB ProjektBau GmbH,
Major Karlsruhe-Basel project
project duration
Commissioned from March 2012
Project control for the Rhine Valley Key project data
– Length: planning approval
railway: On track for success
section 9.1 – 9.3: 30.1 km
– Noise barriers: 11,200 m
– Retaining walls: Approx. 3,300 m
– Civil engineering projects: 9
– Points: 134
– Katzenberg tunnel: 9,385 m
(third-longest rail tunnel in Germany)
drees & Sommer services
The old Rhine Valley railway line from Karlsruhe to Basel will be upgraded – Contract award management
to four tracks over the next few years. Drees & Sommer is supporting – Preparation and management of an
architectural competition under the auspices
Deutsche Bahn (German Rail) with this ambitious infrastructure project, of the Canton of Basel for DB Netz AG
– Schedule and cost control
providing services including cost and schedule control. – Project management
Value-add achieved for client
– Solutions to technical and financial issues
– Development of Management Board
decision documents
– Moderation between various stakeholders:
DB Netz (DB Network), SBB (Swiss Federal
Railways), DUSS (German Road-Rail
Transshipment Company) and Rhine ports
– Increased transparency of processes
– Comprehensive control schedules
– Detailed process control
Staggered commissioning
The new line was planned in the mid
1980s. The first sections between Rastatt
South and Offenburg were commissioned
passenger transport capacity. The in 1993, while other sections are still
expansion provides for the upgrade to under construction.
four tracks throughout the Rhine Valley,
bringing an improvement in operational As each section has a different status
The existing Rhine Valley railway is quality. The new permanent way runs in terms of planning or execution,
150 years old and very congested with right next to the existing line. Passengers commissioning individual sections will
more than 250 trains every day. The will benefit from a reduction in journey be staggered. The order is determined
Faster on the move: The line upgrade will cut
passengers’ journey times by more than 30 minutes new/upgraded Karlsruhe-Basel line will times between Karlsruhe and Basel of by financial, operational and approval
sustainably increase the freight and more than 30 minutes. considerations.
14 15Upgrade of railway line
The 9.4 km-long Katzenberg tunnel was opened for rail traffic on schedule in December 2012
Drees & Sommer is managing the Katzenberg tunnel. The 9.4 km tunnel open since the end of October 2012.
30 kilometers bypasses the narrow, winding Rhine After the rehabilitation of the existing
Drees & Sommer was commissioned to Valley line. With detailed schedules two-track steel bridge, trains can now
undertake project control for the planning accurate to the day, the project managers use all four tracks across the Rhine. The
approval section 9.1, 9.2 and 9.3 kept the approval process on schedule, infrastructure experts are supporting
(Schliengen/Auggen area to Basel area) allowing the third-longest railway tunnel Deutsche Bahn with control of German
in the southern part of the new/upgraded in Germany to be taken into operation Tender Regulations for Construction Work
line. This section comprises 30 kilometers at the beginning of December. The new (VOB) and the Federal Railway Authority
of permanent way with civil engineering tunnel not only creates much-needed (EBA) acceptance and approval, and have
structures including tunnels and bridges, extra capacity for freight and passenger a firm handle on costs and schedules.
whereby section 9.3 on is located on transport, but also reduces train noise
Swiss territory. After joining an existing for Rhine Valley residents. Comprehensive workload reduction for
project in March 2012, Drees & Sommer infrastructure project
pulled out all the stops and established Drees & Sommer is also responsible As a result of the involvement of the
a team of infrastructure experts within for the optimal control of the approval expert team, Deutsche Bahn has
just one month of contract award. Since process for section 9.3 in Switzerland. benefited from stringent schedule and
then – working from Freiburg and Karls- The 3.1-kilometer section must be cost control. Drees & Sommer also
ruhe – this team has been supporting the planned and built in compliance with provided support in the area of organi-
southern railway sections to Basel from Swiss law. The line runs along the border zational and internal communication,
a new project office directly next to the between Germany and Switzerland, substantially reducing the client’s
client’s premises. and through the Badischer Bahnhof workload. More than 40 years of
(Baden railway station) in Basel to the experience in demanding infrastructure
Important stimulus for commissioning north bank of the Rhine. The route projects pays off for challenging railway
One of the infrastructure specialists’ key extends south over the second Rhine projects.
successes was the punctual opening of bridge in Basel, which has had two tracks
16 17redeVelopMenT of MiliTary SiTe
Client
MWS Projektentwicklungsgesellschaft mbH
project duration
Coleman Barracks (216 ha) Start: October 2011, open-ended
Key project data
– Six inner-city barrack facilities
for redevelopment
US fuel storage facility (12 ha) – Total redevelopment area: Approx. 500 ha
drees & Sommer services
– Determination of basic design data
and inventory
– Development of land-use concepts/
urban master plan
A coordinated development strategy is of key importance Funari Barracks (11 ha) – Strategic consulting on the purchase of
for the initiation of development processes that address the barracks from the Federal Office for
the different goals and motives of the stakeholders. Real Estate Management
Drees & Sommer provides sound advice and thus lays Benjamin Franklin Village (88 ha)
– Investor services/investor selection process
the foundation for optimal urban development solutions – Scheduling
that offer an appropriate rate of return Sullivan Barracks (44 ha) – Profitability analysis/development of
business plans
Value-add achieved for client
– Technical expertise at a very early stage
of development
– Transparency of budget and schedule
– Profitability of the project secured
– Support for acquisition and planning
processes
Development consulting
Taylor Barracks (46 ha) – Targeted conduct of negotiations
– Cost saving when buying land
Spinelli Barracks (82 ha) – Significant reduction of administrative
workload
for six inner-city barracks totaling
500 hectares in Mannheim Turley Barracks (13 ha)
Hammonds Barracks (7 ha)
STEM Barracks (4 ha)
By 2015, US forces in Mannheim will hand back six barracks. The vacated areas provide
a unique opportunity for the further development of the city, while at the same time presenting
considerable challenges. Drees & Sommer development consultants are supporting the city
council with defining a redevelopment strategy, determination of basic design data, and with Map of the U.S. facilities in
Mannheim: Together, they cover
acquisition processes. an area of about 500 hectares
The withdrawal of the Americans and fronted with protracted restructuring of Many years of experience with redevel- of successes in local government projects – in Bamberg and Sigmaringen, and ensuring the achievement of
the simultaneous closure of Bundeswehr the urban environment. The situation is opment redevelopment projects. each with around 200 hectares – are local-government economic and policy
(German defense force) bases will similar in ‚grid city‘ – so-called because In its 2011 White Paper, the city decided currently in the consulting phase. objectives are of outstanding importance.
present problems for local authorities of the layout of the city center – where on its acquisition goals and on further These include two projects, each in-
over the coming years, especially in the withdrawal literally leaves a gaping urban development by a company estab- volving about 70 hectares in Trier, one Special features of the Mannheim project
Baden-Württemberg. For cities, the hole: Six barracks with a total area of 500 lished by the city. As an experienced of around 400 hectares in Kitzingen, as include the fact that the vacated areas
closure of barracks not only means a hectares will close over the coming years. consulting firm, Drees & Sommer was well as two airport redevelopments – on are crucial for the future quality of urban
loss of purchasing power and falling This is about three times the size of commissioned to provide numerous the Memminger Berg and in Giebelstadt development. The sheer size of the
population levels – they are also con- Mannheim‘s city center. services. The company boasts a range – each of over 250 hectares. Two more projects means that public participation
18 19redeVelopMenT of MiliTary SiTe
Coleman Barracks (216 ha)
The true extent of the individual barracks
only becomes clear from the air
US fuel storage facility (12 ha)
Hammonds Barracks Taylor Barracks Spinelli Barracks Funari Barracks, Benjamin Franklin Village und Sullivan Barracks
Benjamin Franklin Village (88 ha)
federal Horticultural Show a possibility Drees & Sommer advised the city‘s Funari Barracks (11 ha)
Due to its size, it quickly became urban development corporation MWSP
clear that the project would require a on acquisition, and is now supporting
far-reaching realignment of urban further development. Drees & Sommer
Taylor Barracks (46 ha)
development over the next 20 years. experts were also commissioned to
For this reason, the city council opted undertake an inventory of the other five
for intensive public consultation. This locations. The work is taking place in
approach has since yielded many close cooperation with the property Sullivan Barracks (44 ha)
creative ideas for redevelopment of owner, the Federal Office for Real Estate
the sites. The proposals range from Management (BImA). The development
conversion into residential areas and consultants are also drawing up business
systematic relocation of local industries plans for the various areas as well as
to the establishment of a Mannheim urban master plans, and coordinating
cultural center and hosting of the 2023 the various purchase negotiations. Turley Barracks (13 ha)
Federal Horticultural Show.
Further development will be exciting.
September 27, 2012 was a significant Drees & Sommer looks forward to the
day in the history of the city of Mann- challenges ahead. Spinelli Barracks (82 ha)
heim: On this day, Mannheim made its
first purchase: Turley Barracks.
20 21SpeCial: Sewer reHaBiliTaTion
For long-term rehabilitation strategies, regulation of the Bavarian capital, GWG drees & Sommer services
– During planning:
above all, considerations such as market has carried out early leak tests and CCTV Comprehensive coordination of
capacity, a possible distribution of inspections of drainage systems. – Condition review for individual properties
investments across multiple years as Numerous properties were found to be and portfolios
– Analysis of rehabilitation options
well as possible alternative premises in need of rehabilitation. and strategies
and contract award strategies have – Development of implementation concepts
to be clarified. All work inside and outside the – During implementation:
Systematic control of:
buildings is carried out with the buildings – Tendering process and contract award
From a technical perspective, the costs remaining occupied, and the invest- for rehabilitation services
of various refurbishment scenarios have ment program has a budget of – Support of the client/owner and tenants
during remediation with the buildings
to be compared. And last but not least, € 20 million. Drees & Sommer has occupied or in operation
the impact on building users has to be been commissioned to undertake – Construction supervision
Drainage pipe with grease erosion Newly installed wastewater pipes considered, as their demands and rights project control for the first package of – Defect tracking and documentation
as tenants are central for coordination 20 projects. This also includes tenant Value-add achieved for client
of planning and construction services. management. – Cost effective rehabilitation programs
Coordination normally requires a long through proper rehabilitation procedures
– Cost reduction through market-oriented
leadtime. The Drees & Sommer infrastructure batch sizes
experts are managing a similar project – Early involvement of all stakeholders
example solutions from Munich and nrw for twelve properties owned by the state – Clarification of limitations with the tenants
– Timely settlement and, where applicable,
Damaged sewers: Private landowners
GWG Städtische Wohnungsgesellschaft of North Rhine-Westphalia. The project avoidance of penalties
München mbH is the owner of a property there involves establishing the current – Comprehensive reduction of client workload
portfolio comprising some 28,000 state of the sewers and inspecting them.
also have obligations residential and commercial units in
Munich. In compliance with the drainage
This will be followed by a comprehensive
remediation program.
No light at the end of the tunnel: The condition
of sewer systems is of increasing concern to
communities and households
A huge rehabilitation backlog is building up under Germany‘s cities: Of the more than
1.5 million kilometers of public and private sewers, some 37 percent are estimated
to be significantly damaged. The cost and expertise required for expert assessment
and remediation are considerable. In the meantime, legislators are exerting pressure
through new standards, guidelines and deadlines.
The sewage system in some cities and maintaining pipes and sewers – at least The right renovation strategy –
villages is around 150 years old. Sewage up to the point where they discharge into a problem, particularly for portfolios
leaks out of sewers into the soil, and the public sewer system. This is regulat- Owners of portfolios in particular face
groundwater forces its way into the ed by the Water Resources Act, but this a challenge. Because without a pro-
sewers and overloads sewage treatment does not prescribe any specific action. fessionally backed examination and
plants. In some places there is even a remediation strategy, dozens of proper-
danger of collapse, as indicated by press Some state governments do, however, ties are left without help. The sheer
reports that ‚once again, the ground in State Water Acts: For example, North number of sewers is not the only
suddenly opened up‘ somewhere. Rhine-Westphalia, Hamburg, Hessen problem. The owners‘ room for maneuver
and Schleswig-Holstein prescribe a leak is limited by lack of staff and whether
This problem affects both households test of private sewer pipes by a certain intervention is even possible while the
and local authorities: Because in deadline. The wastewater regulations building is in operation. It must also
Germany, the principle that ‚ownership of some local authorities also contain be ensured that the necessary plans are
entails responsibility‘ applies: Property such provisions. available and that the area under the
owners are responsible for checking and slab is accessible.
22 23pier of THe fUTUre
Client
Fraport AG, IFM-A
project duration
January 2006 – September 2012
architect
gmp Architekten von Gerkan,
Marg und Partner, Hamburg
Low-energy, low-exergy Key project data
– GFA: 185,000 m2
– Project cost: € 500 million net
terminal of the next generation – drees & Sommer services
– Realignment and conceptualization of
FM organization
greater economy and ecology
– System planning
– Facade technology
– Energy design (new building)
– Technical & economic controlling, BSE
– Energy monitoring
Value-add achieved for client
– Holistic building and plant concept for
minimal consumption, carbon emissions
and operating costs
Fraport AG has built a lowest-energy boarding pier at Frankfurt airport. – Professional advice during the entire
planning and implementation phase
Compared to conventional buildings of this kind, it emits some 10,000 metric – Building bridges between theory and
tonnes less carbon and cuts energy consumption for heating, cooling, and practice: Ensuring achievement of
consumption specified in planning by
ventilation area by 65 percent. This is made possible by a holistic approach monitoring of systems in operation
and innovative technology, with Drees & Sommer engineering experts playing
a significant role in both.
In operation since October 2012: The new lowest-
energy boarding pier A-Plus at Frankfurt airport
Roughly 700 meters in length, pier A-Plus to design, coordinate and track the The holistic facade and room climate Based on system planning, Drees & Sommer also supported the knowledge gained from the system
is an extension to Terminal 1 at Frankfurt interaction between the structural and concept ensures absorption of solar Drees & Sommer advised Fraport during principal during realization. The experts planning and planning support phases
airport. It is the main facility for handling facade characteristics of the building radiation by the floor, through which further planning on issues of technology, ensured that the fundamental solutions to support day-to-day operations. Over
Lufthansa‘s A380 aircraft in Frankfurt: envelope and the indoor climate water circulates. In addition to high- energy and cost-efficiency. The experts contained in the system design were the coming years, the specialists will
Seven additional aircraft parking bays concept, energy production and the temperature cooling and low-temperature ensured that the client‘s requirements adhered to and that components were perform a detailed analysis of system
at the building and three on the apron entire building services equipment. heating systems, the system also were implemented and that the focus harmonized with one another. The partly behavior and energy consumption.
increase the airport‘s handling capacity, features air humidification with rainwater remained firmly on the defined efficiency divergent requirements of the two user
particularly for aircrafts of this type. The Holistic concept and heat recovery as well as a chilled goals. At the end of each planning groups – airport staff and travelers – Drees & Sommer will support the new
extension was designed to cope with an System planning essentially provided air intake solution with no use of energy. phase, Drees & Sommer examined the were harmonized to ensure maximum pier A-Plus for the next two years. To
annual capacity of six million passengers. for thermal radiation concepts that give System planning also specified the use results and discussed them with comfort for both. achieve this, the company has developed
a high degree of comfort and a needs- of more efficient lamps and a lighting planners and the principal in detail. The a measurement concept that allows
Even at an early stage, the client intended based ventilation system for best system with a long service life of 18,000 experts also updated the anticipated ensuring minimal consumption in the efficiency of equipment and systems
the new gate to become a showpiece possible air quality. At the same time, hours, the use of rainwater for toilets, to- building operation costs. This allowed operation to be checked under various load
for sustainability and economy. In 2006, energy consumption is minimized by gether with a catalog of goals and energy the principal to see at an early stage how There is often a glaring difference bet- conditions in day-to-day operation and to
Drees & Sommer was commissioned to the optimized building shell, with a high parameter specifications for further these would evolve in later operation. ween the theory and practice of energy compare these with the manufacturer‘s
undertake system planning encompassing degree of self-shading providing more planning as well as an energy manage- consumption. For this reason, in project specifications.
all trades and disciplines. The aim was effective heat protection in summer. ment system to support operations. A-Plus Drees & Sommer transferred
24 25loCal-goVernMenT CliMaTe proTeCTion
“For the first time we, as a local
government, can evaluate our
previous climate protection efforts
on a large scale and coordinate
our future actions. As author of
The city of Ostfildern
the overall assessment and the
main initiator of the upcoming
measures Drees & Sommer has
takes a long-term approach dramatically advanced our local
climate protection.”
to climate protection Frank Hettler,
Department of Energy Management Ostfildern
Integrated climate protection concepts are an effective means
for cities and districts that want to systematically reduce greenhouse Methodological process
gas emissions. Drees & Sommer has supported the city of Ostfildern
in establishing such a concept, identifying the most effective local Phase 1 Communication strategy Kick-off Stakeholder workshop
Initialization
measures. The experts are also helping with implementation.
Collection and validation of basic data
active public relations and press work, working groups, coordination meetings
Classification as prototypical urban, built-up and landscape areas
Phase 2
Energy and Determination of current energy demand/consumption Determination of energy potential
carbon assessment
Determination of long-term energy demand Determination of energy sources
The European Union’s climate protection covers nearly every aspect of daily life,
goal is to reduce greenhouse gas from housing to mobility. A team of
Energy and carbon assessment
emissions to below 20 percent of 1990 engineering and infrastructure experts
levels by 2020. Local government from Drees & Sommer was charged with
authorities can now take measures to its preparation and the necessary pre-
meet such regulatory requirements. One liminary investigations. The specialists Development of scenarios Clustering scenarios
Phase 3
thing is certain: This ambitious target had already undertaken a related pilot Development
does not seem achievable without the project for the borough of Nellingen the of scenarios Determination of carbon-equivalent savings Structuring/in-depth discussions
cities and their citizens. previous year. and measures
Potential analysis
The district of Esslingen is playing an The main objectives of the Ostfildern
exemplary role in this respect. The climate protection concept are the
Phase 4 Thematic working groups Profitability analysis
municipality with a total of six districts reduction of carbon emissions by
and some 40,000 inhabitants has 16 percent or 32,000 tonnes and a Catalog of
been focused on the subject of energy significant increase in the share of measures Optimization, prioritization and preparation of catalog of measures
efficiency for years. In 2012, the city renewable energy in households and
decided to strategically pool its efforts industry. Drees & Sommer was able to
and to continuously reduce climate- underpin these objectives with concrete Phase 5 Recommendations Implementation schedule
damaging carbon dioxide (CO2) emis- figures: It was established, for example, Stabilization and
sions over the next few years. that Ostfildern’s households are controlling Controlling concept
responsible for roughly 42 percent of
The target is a reduction of 16 percent the carbon emissions and therefore
Phase 6
An integrated climate protection concept have a correspondingly very high savings Final report
Finalization
forms the basis for further action. It potential.
26 27You can also read
