Download Annual Report 2012 - Drees & Sommer

2012
Drees & Sommer Group
Annual Report 2012

Group operating result 2012

Group operating result 2012
Profit & loss statement
Balance sheet
1. Revenues
2. Change in work in progress
137,999,799
27,620,474
(in Euros)
Assets
A. Fixed assets
I. Intangible assets
(in Euros)
3,516,372
Liabilities
A. Equity
I. Subscribed capital
(in Euros)
6,074,336
172.5
3. Other operating income
4. Expenditure for purchased services
5. Personnel expenses
a) Wages and salaries
b) Social security costs and pension fund
6. Depreciation
7. Other operating expenses
6,894,665
25,327,225
94,101,825
84,549,470
9,552,356
2,737,876
32,867,363
172,514,938
155,034,289
II.
III.
1. EDP software, licenses
2. Good will resulting from capital consolidation
1,005,798
2,510,574
Tangible assets
6,260,477
1. Other assets, operating equipment, fixtures and fittings 6,260,477
Financial assets
4,908,438
1. Shareholdings
2,146,249
2. Other securities lending
2,762,189
less nominal value of treasury shares
II. Capital reserves
III. Revenue reserves
IV. Net income
V. Change in equity due to exchange rate difference
VI. Minority interests
–180,001
9,284,850
583,106
6,046,877
–229,824
–355,474
21,223,870
Sales
in € million
18.3
8. Income from shareholdings
9. Income from other securities and from long-term loans
10. Interest and similar expenses
11. Operating result
12. Taxes on income and earnings
13. Other taxes
336,816
812,779
374,342
7,060,431
99,529
775,253
18,255,901
7,159,961
B. Current assets
I. Inventories
1. Work in progress
./. Advances received
II. Receivables and other assets
0
191,162,288
191,162,288
30,664,738
B. Accruals
1. Accruals for pensions
2. Provisions for taxation
3. Other accruals
2,742,648
4,467,735
23,379,589
30,589,972
Operating result
in € million
26 %
14. Net income
15. Shares held by other shareholders
11,095,941
118,849
1. Trade receivables
2. Receivables from shareholdings
24,660,710
249,971
C. Liabilities
Equity ratio
16. Profit brought forward less dividends
17. Changes in equity as the result of purchase or sale of own shares
18. Group balance sheet profit
–5,167,912
0
6,046,877
3. Other assets
III. Securities
1. Other securities
IV. Checks, cash on hand, cash in banks
C. Prepaid expenses (other)
5,754,057
2,174,932
2,174,932
33,163,083
410,382
1. Payments received on account of orders
2. Trade payables
3. Liabilities to shareholdings
4. Other liabilities
17,715,661
7,416,462
133,761
5,959,724
31,225,609
1,500
Employees
Profit & loss statement
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.
D. Prepaid taxes
E. Positive difference from asset allocation
Balance sheet total
Sales in ¤ million
1,899,000
113,967
83,111,389
D. Deferred income (other)
Balance sheet total
Operating result in ¤ million
71,938
83,111,389
35
Offices
Balance sheet
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.
136.9 145.6 146.5
150.5
172.5
12.3 12.4 13.2
15.3
18.3
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
Report of the Executive Board
2
3
In focus
There is a different way: How major projects
in Germany could run more smoothly
4
Highlights from current projects
– Infrastructure and site development
– New construction projects
– Optimization of established properties
– Process consulting
12
14
30
58
88
Your contacts
– Partners and Associate Partners
– Offices and contacts
– Contacts for specific industries and special projects
96
98
100
105
Photo credits
Imprint
106
107

Report of the Supervisory Board
Report of the Executive Board
Executive Board and Partners (from left)
Chairman of the Supervisory Board
Prof. Dr. Hans Sommer
Peter Tzeschlock, CEO
Dierk Mutschler, COO
Joachim Drees, CFO from 01.09.2012
Gabriele Walker-Rudolf until 31.08.2012
During fiscal 2012, the Supervisory Board
reviewed the management of the Aktiengesellschaft
(stock corporation) by the
Executive Board and constantly monitored
business activities through written
and oral reports of the Executive Board.
Once again, very good business performance
and both qualitative and quantitative
improvements were achieved.
The annual financial statements submitted
by the Executive Board to 31.12.2012
for Drees & Sommer AG and the Group,
including all accounting records, have
been examined by accounting firm
Deloitte & Touche. No cause for objection
was found and the annual financial
statement was certified as accurate
without reservation. In keeping with this,
examination of the annual financial statement
by the Supervisory Board raises no
cause for objection.
The Supervisory Board approves the
annual financial statement submitted by
the Executive Board and it was thereby
adopted on 14.05.2013. The Supervisory
Board approves the management report.
2012 operating result
At € 172.5 million, group sales were up
14.6 percent on prior year (€ 150.5 million).
Operating profit increased again,
by € 3.0 million or 19.6 percent to
€ 18.3 million (prior year € 15.3 million).
The number of employees rose by
11 percent from 1,350 to 1,500. While
sales and operating results were held
at the previous high levels in Germany,
international business saw a significant
rise in both – with each now accounting
for some 25 percent of 2012 figures.
The good result is largely attributable
to innovation leadership in the area of
‘optimization of established properties’,
from which real estate consulting,
engineering and project management
primarily benefited. The focus on expertise
in important industrial sectors has also
paid off. Internationally, Drees & Sommer
excels above all with innovative services
in areas such as general construction
management in close connection with
engineering.
Our unique selling propositions are
innovative competence, high quality
and absolute reliability. Our offices and
expert centers are closely networked
and work together transnationally in
keeping with ‘the blue way’, which
combines economy and ecology.
Outlook
Organizationally, the company is poised
for further growth. We have enabled
our experienced staff to become
shareholders, thereby increasing their
commitment as intrapreneurs.
We have also decided that the company’s
entire expertise will be made available at
the inception of every complex project in
the form of a project audit. Specially
established interdisciplinary teams draw
up a project management agreement
in which possible weaknesses and risks
as well as opportunities are analyzed,
discussed and defined in a binding
agreement on objectives.
We will also continue to drive innovations
– such as Lean Construction
Management, integration of the Building
Information Modeling (see also ‘In focus’
on page 4) and a simulation tool to
ensure sound decision-making for
complex projects such as the energy
transition. In this way we will continue to
strengthen Drees & Sommer’s innovative
image and continue our path of growth
based on quality and reliability.
2
3

IN FOCUS
There is a different way:
How major projects in Germany
could run more smoothly
Large construction projects in this country are going
through hard times – especially where the public sector
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.
But an optimal process can only be
achieved if the principal is prepared to
meet the following conditions:
− Define objectives clearly
– Adhere to defined objectives
− Establish a professional organization
− Make quick and clear decisions after
appropriate preparation.
If these conditions are met, project
managers and engineers can ensure a
project is completed on schedule, within
budget and at the required quality. How
That is outlined on the following pages.
Effective project management with
Lean Management
Modern project management is based
on the principle of lean processes during
every phase of the project. The entire
process is based on lean management
principles, which facilitate continuous
improvement throughout the project
period. The goals of lean management
are driven by the principles of the value
creation process:
− Maximization of value-add
− Reduction of waste in all processes
− Perfection of processes
Lean management is derived from
kaizen, a philosophy developed by
the car manufacturer Toyota. Kaizen is
translated as Continuous Improvement
Process (CIP). To prevent ‘waste’ such
as defects, cost overruns and project
delays, project management has to
delve significantly deeper into content
and processes. Initially, of course, this
is more time-consuming than a conventional
approach. But this extra effort is
definitely compensated many times over
by reductions in time and costs in the
double-digit percentage range.
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
The projects affected include large
infrastructure projects such as the international
airport in Berlin or refurbishments
of famous cultural institutions
such as the Stuttgart State Theater.
That this cannot continue has been
recognized at the most senior levels,
and has led to activities such as in the
Federal Ministry of Transport: By 2015,
a ‘Manual of Large-Scale Projects’ is
to be drawn up containing the recommendations
of a panel of experts with
aims including improving cost truthfulness,
cost transparency and schedule
stability, as well as the transparent
presentation of risks.
But there is no need to wait that long. As
most of the reasons for the malaise are
home-made, they are basically already
known. They are:
– User processes and incomplete
planning specifications
– Principal’s organization and
responsibilities unclear
– Unrealistic cost expectations, failure
to perform projections, and lack of
risk analysis
– Ineffective planning and construction
processes, excessive project duration
– Lengthy approval procedures and
project interruptions
– And finally, lack of transparency and
an incorrect assessment of the general
public.
Generally, any one of these issues is
sufficient to derail a complex project.
When several occur at the same time,
they often amplify each other. But
this could be avoided: Known issues are
also solvable – if everyone puts the
interests of the project as a whole ahead
of self-interest.
As Drees & Sommer’s practical management
experience shows, cost-effective,
timely, high-quality execution of largescale
projects is indeed possible. Numerous
examples, including the Potsdamer
Platz in Berlin, the new Trade Fair Center
and the Mercedes-Benz Museum in
Stuttgart, and the complex refurbishment
of the Deutsche Bank headquarters in
Frankfurt demonstrate this. The same
applies to the projects featured in this
annual report.
Objectives (Phase Zero)
– Function
– Quality/standards
– Area
Strategic process
consulting
Phase Minus One
– Business case
– Production process
– Utilization process
Product
definition
Project
orga
Project structure/IPD
– Structures/organization
– Integrated project delivery
– Processes
– Contracts
– Communication concept
Lean planning system
– Target value design
– Design-to-cost
– Building Information
Modeling (BIM)
Product planning
(virtual construction)
Construction
orga
Lean logistics
– Material and capacity planning
– Logistics concepts/strategy
– Supply Chain Management
– Logistics simulation
LCM ‘lean production’
– ‘Pull’ construction site
– Standardization
– Process optimization
– Line balancing of
construction processes
Execution
(actual construction)
Operational
orga
Lean operations
– Lean FM
– Data management
– Life-cycle optimization
Operation
Lean start-up
– Defect management
– Plant and equipment checks
– Commissioning
– FM organization
– Guidelines for staff
4
5

IN FOCUS
STAGE 1: CONCEPTUAL CONSULTING
The basis of every successfully executed
project is a clear definition of objectives
– before planning starts – derived from
the client’s core business. For project
managers, this means:
To do
First up, help the principal decide
what they really want!
Drees & Sommer analyzes clients’ ideas
for the expansion or optimization of their
core business with the objectivity of an
external consultant. With our strategic
process consulting, our clients make the
right decisions for successful processes.
This includes the development of business
cases from marketing, commercial,
operational and real estate strategy point
of view.
Early definition of objectives
The decisions made in Phase Zero have
far-reaching consequences for the
economic, ecological and architectural
quality of a construction project. That’s
why we provide professional support
even at this early stage: Our experts
ensure that clients can optimally implement
their operational processes. To do
this, we work out the construction task
as part of requirements analysis, and
define project objectives.
We then establish the scope of the
project and represent this in a space
and function design. We use a space
allocation Modeling to determine the
gross area and gross volume – and our
experts cost the project on this basis.
If the return on investment matches
the client’s expectations, we support
the architects commissioned to realize
the design concept, or conduct an
architectural competition or investor
Competition models provide an early idea of the later
outcome
selection process. Short paths of
communication and quick decisions are
the key to success.
Professional organization
But how can a complex project subsequently
be optimally organized and
controlled This is achieved by founding
a temporary company – a virtual
company with departments, assigned
functions, decision-making structures,
and a powerful, fast-acting team. Clear
structures are drawn up for all involved –
with definitions of who must fulfill
which task, and what authority they
need to do this.
Proper communication
Only a project that is viewed favorably
by the public can build up a positive
image, prevent delays, and save time
and costs. But new construction projects
often bring changes that are rarely
accepted straight away. This results in
demand for information to which project
communication and construction site
marketing must respond at an early
stage. For this reason, the creation of a
comprehensive communication concept
is an important part of project preparation.
Drees & Sommer can establish
communication for clients with little
time and cost.
STAGE 2: ECONOMIC PLANNING
When it comes to planning, one first
thinks of technical drawings and the
German schedule of services and fees
for architects and engineers (HOAI), but
it is essentially a communication task:
To do
Throw the conventional planning
process overboard!
With PCS, you have data and information
exchange under control
Principal, architect, future users, and
often over 50 planning offices and
more than 200 contractors: This is the
rule rather than the exception for major
projects. How do so many parties
communicate with each other without
chaos ensuing In the past, plans and
documents were sent to and fro through
countless, endlessly long rounds of
coordination, often with erroneous
results and huge consumption of paper.
Many years ago, Drees & Sommer took
an important step by developing the
Project Communication System (PCS).
Without PCS as a powerful data and
communication platform, project communication
would still be uncoordinated
and the provision of information and
documentation would be associated with
huge overheads. PCS has defined digital
planning and all its components with the
necessary consistency. In projects where
we use PCS, the parties are contractually
bound to use the platform.
In this way the number of interfaces is
reduced to a manageable level. For
example, users’ responsibilities are reflected
in user management to this end.
With PCS, the planning process can be
much more precisely controlled – which
Construction
management/
site supervision
Project
management
Subproject
Suppliers
Message management
Online
viewer
Plan management
and multiproject management
improves the quality of planning and,
in particular, leads to early completion.
In addition, the tool takes on essential
exchange of information during the
planning and construction, serves as
a document management system, room
book, and project archive. PCS is lean
management in the truest sense.
Better workflow with Building
Information Modeling
A further step in the direction of a comprehensive
lean planning system is the
generation of a complete digital model
of the building using Building Information
Modeling (BIM). BIM creates a
comprehensive digital representation of
the planned object with great depth of
Principal
Project cockpit
Virtual
project room
Document management
Mobile
Construction
company
Minutes management
interface
Architect
Authorities/
public
institutions
Specialist
planning
The PCS project space assigns precisely defined roles with the appropriate access privileges to all project
participants
T
Ta
sk
tracking
controlling
Work
schedule
information, significantly improving
workflow. Reason: Each planner only
needs to deal with the information
pertinent to their task. So the structural
engineer, for example, is only concerned
with data for load-bearing elements.
BIM enables highly targeted – in other
words ‘lean’ – access to the specific
aspects currently required.
Thanks to the three-dimensional representation
of all elements, collisions –
for example, between pipes and
cables – can be identified and eliminated.
In addition to graphical representation,
physical properties and specific costs
can be captured. BIM also acts as a
detailed catalog of predefined elements
such as walls, pillars, windows and
doors. Prioritization makes Target Value
Design possible, whereby less costly
and technically simple items are changed
first, and more difficult and costly
elements last.
In contrast to conventional planning
methods, the BIM-based planning
process shifts the planning effort into
the early stages of a project by creating
a comprehensive digital Modeling of
the design. This results in the benefit
that initial simulations and calculations
can be performed at this early stage.
This allows various design options to
be explored in detail, which reduces the
workload in later planning phases and
results in higher design quality.
The Building Information Modeling (BIM) provides
detailed insights into the planned building and
makes planning errors immediately visible (below)
6
7

IN FOCUS
Project management PCS and BIM
complement each other
Project management of a construction
project is dependent on reliable information
to ensure that it meets its control
obligations. This information can be
obtained from Building Information
Modeling. As BIM coordinators, trained
project managers can control cooperation
of the planners and workflow in detail,
and coordinate plan delivery to meet the
requirements of material and capacity
planning and of the construction site.
This approach is also known as a ‘pull’
construction site.
BIM also offers project management
the possibility of simulating planning
scenarios, as this allows all scenarios
to be tested for adherence to budget.
In conjunction with the PCS, BIM can be
expanded to a powerful lean planning
system with huge benefits for even
more effective project management.
Conversely, BIM can only become an
effective tool as part of professionally
conducted project management.
An additional turbo-boost for project
management is that BIM allows teams
to work together in a so-called Big Room.
Target Value Design develops the virtual
plan for the building with an interdisciplinary
approach based on budgetary
constraints. This allows any necessary
changes, such as updated client requirements,
to be easily implemented.
One of the biggest barriers that the
introduction of BIM still has to overcome
is the current version of the German
schedule of services and fees for architects
and engineers (HOAI). This is because
the current fee structure makes the
early development of a comprehensive
digital model unattractive to planners.
Simplified specification of services
Planning with BIM facilitates the specification
of services. A full specification
of services can be developed through
the comprehensive mapping of construction-specific
items, types and
details of digital plans, and links to
rooms and functional areas. This information
is also relevant for assignment
to the installation area and thus for
future logistics and delivery planning.
If Building Information Modeling were
used by all project participants and
the content were fully coordinated,
this would result in specifications that
would be largely error-free. However,
in some trades – especially in fitout –
it is necessary for contractors to be able
to submit suggestions for quality and
production optimization, and thus to
cost optimization.
STAGE 3: EFFECTIVE BUILDING
A special challenge for project execution
is the management of the countless
small-scale activities involved in
construction. Even today, construction
processes have a reduction potential of
20 to 30 percent. This means:
To do
– Move back the start of
construction
– Reduce the available storage
spaces
– Set the production targets for
the building significantly higher
than usual!
Lean Construction Management (LCM) –
everything in takt
During Lean Construction Management
(LCM), Drees & Sommer project managers
transfer the successful model of lean
management to construction projects
and construction sites. By focusing on
processes as well as on information and
material logistics, these can be stabilized
and accelerated. Waste – such as waiting
times, defect repairs, and excessive or
inadequate inventories – is avoided.
To achieve this, each step is exactly
planned.
As in the case of lean management,
the takt principle plays a major role.
Each contractor is given a specific
window – two to four days, depending
on complexity – during which they can
work without hindrance. Material and
plans are available on time and trades
do not get in each other’s way. During
construction, the Lean Construction
Management team works closely together
with site management and the individual
contractors on site. This also means
that all trades are involved in the project
from an early stage. Close partnership
stabilizes the process and increases the
chance of achieving cost savings.
Drees & Sommer project managers and
process consultants jointly implement
LCM as a method on the construction
site. This gives project management and
site management a powerful tool to
control the processes – one which optimally
combines the strategic (top-down)
vision with operational (bottom-up)
execution expertise.
Project manager/Process consultants
Implementation concept
General execution plan
Process analysis
In Lean Construction Management, the overall process links integrated control with project and process management
Integrated overall process planning
First, project management develops a
conventional overall schedule using
empirical values. The managers then
examine the entire process from the
perspective of LCM, including vulnerabilities
and risks, as well as approval
and objection proceedings, possible
subsoil problems, and the transport and
delivery situation. Following evaluation
of these points, an overall project
schedule is created. The entire construction
process is then defined with the
planning disciplines involved.
Drees & Sommer experts focus equally
on optimal line balancing of the construction
site and the overall process. The goal
is a consistent implementation concept.
Overall schedule
Process planning
Four-week board planning
Further, major projects should be divided
into logically grouped subprojects – a
segmentation that can extend right down
to individual work packages. These are
then subject to individual control by the
appropriate project manager. Finally, the
logistics concept is developed.
The construction process for the next
four to eight months is defined based
on these criteria. The managers consider
the entire supply chain during this
process, in this way ensuring that – from
planning and production to the logistics
chain – all steps receive the necessary
information and the required material
on the site in good time.
Site manager
Visualization
of activities
Key figures
and to-do lists
Bottleneck
management
Logistics
8
9

IN FOCUS
Board for detailed planning on the construction site
Board planning as a construction
schedule and visual work scheduling
The most visible LCM tool on site is the
planning board for detailed planning.
This day-to-day construction schedule
has a range of four weeks and is used
by site management and the contractors
as an active control tool. It provides detailed
and stable work scheduling,
and shows everyone on site the interfaces,
dependencies and processes.
The work card on the planning board
represents work to be performed in
a defined area on a particular day.
Problems – such as missing information –
are visualized by means of problem
cards. This makes it clear at a glance,
how many problems, if any, need to be
resolved to ensure a smooth process,
and whether stable work scheduling
has been achieved. A quick daily update
of the construction schedule on the site
ensures high stability and reliability.
Ideally, construction projects are joint projects in
which entrepreneurs, planners, project managers,
principal/decision-makers and project managers
share a common goal
Focus on people
In conjunction with Building Information
Modeling, LCM links the ‘real world’
closely to virtual planning on the building
site. Overall process analysis and
process planning define the processes
that are implemented virtually in BIM.
This allows construction processes to
be checked and simulated, and any
bottlenecks and execution issues to be
detected and resolved even earlier.
Also, as a result of the high stability
of planning and the link to execution
steps over the next four weeks, it can
be ensured that the right quantity of
the right material is in the right place
at the right time.
But regardless of all the tools, people
remain the most important factor: The
fact that close personal coordination
takes place between the parties involved
during the construction process, that are
all very close to the action, and that they
see rebar installers, smell concrete, and
hear circular saws. These impressions
add impetus and are the best possible
combination of virtual planning and the
real world of construction. Collaboration
between creative young designers and
managers and experienced builders is
also optimal. Such a ‘think tank’ becomes
the control center for all major decisions.
During actual construction, too, the lean
construction managers work closely
together with site management and with
the individual contractors on site. This
means that all trades must be involved
in the project as partners at an early
stage. Close cooperation stabilizes
project execution and increases the
chance of achieving shared cost savings.
STAGE 4: PREPARE OPERATION
As part of project management, BIM
also supports defect elimination and
commissioning. The technology can even
be used to update data over the entire
life cycle – from planning to demolition.
And precisely this is one of the enormous
potential benefits of BIM: Data
can be systematically used beyond the
individual planning and construction
phases, with the result that timeconsuming
and error-prone re-entry of
information is considerably reduced.
This results in the following tasks:
To do
Create the basis for professional
operation!
Defect management: Focus on users
Defects are the primary cause of late
acceptance and commissioning. Efficient
management of defect elimination
and a transparent reporting system are
prerequisites for smooth building commissioning
and handover.
Stringent defect management during
construction can considerably speed
up defect elimination right through to
the acceptance inspection, minimizing
intrusive delays after occupation of the
building. Here, too, BIM can provide
valuable support to project management
by geometric mapping of defects and
documentation of the required properties.
Commissioning management – the basis
for plant operation
Systematic commissioning forms the
basis for smooth operation and makes
an important contribution to improving
the function of building services
equipment. Following acceptance,
Drees & Sommer synchronizes the
individual components of the building
Building construction/fitout
1543
283
Facade/roof
75
1638
BSE mechanical
406
91
.
.
.
open defects
open defects
open defects
Carefully structured reporting allows the rapid identification of date critical defects – and supports their
rapid elimination
services equipment and undertakes
initial adjustment.
Commissioning management requires
services that start as early as the
planning stage, for example in relation
to documentation. Here, Building
Information Modeling complements our
expertise perfectly, as all information
can be integrated in the course of
planning, tendering and implementation.
Efficient building operation
The operation of a building should be
designed to increase profitability in the
long term and preserve the value of
the property. Together with the building
owners or investors, our experts develop
individual facility management concepts
on the basis of which we create tender
documents for the future partners.
Special interfaces allow additions to be
made to BIM technology, whose content
is then updated throughout the building’s
entire service life.
Contracts between principal, investor
and tenant often face the threat of
incalculable schedule and cost risks. For
this reason, successful leasing of offices,
apartments and function rooms begins
14
1529
8
1630
3
403
.
.
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of which
of which
of which
3
Defective metal ceiling panel
Casino MBN
2
Defective structural engineering
mullion/transom construction MBN
2
.
.
.
Open
Eliminated
Work in progress
Time-critical
with early tenant or user management.
This should begin when specification of
the basic fitout starts, as the complexity
of a construction project increases
quickly in the final stage.
The bottom line
Clients supported by Drees & Sommer
with Lean Construction Management
so far primarily highlight the reliability
of processes and cost estimates. The
stability of a project execution with
LCM is almost twice as high as with
conventional planning and construction
processes, and avoids expensive catchup
payments and ‘task-force’ initiatives.
Generally, processes can be shortened
and costs reduced. And the quality of
execution is right from the outset.
However, the proviso made at the beginning
still applies: The principal must
actively support the process and reckon
with higher fees than usual for project
control. But the value-add achieved will
certainly be considerably greater.
10
11

Highlights from current projects
Infrastructure and site development
– Rhine Valley railway, Germany/Switzerland
– Site redevelopment, Mannheim
– Special: Sewer rehabilitation, Germany-wide
– Lowest-energy boarding pier, Frankfurt, Germany
– Climate protection concept, City of Ostfildern, District of Esslingen
New construction projects
– Audi automobile factory, Györ
– Data center, TelecityGroup, Frankfurt
– NRW healthcare campus, Bochum
– Marmara Park shopping center, Istanbul
– Porsche flagship store, Kiev
– Octapharma research center, Heidelberg
– Vodafone headquarters, Düsseldorf
– Audi research & development center, Beijing
– Zoo enclosures, Rostock
Optimization of established properties
– St. Elisabeth hospital, Ravensburg
– HVB Tower, Munich
– Mercedes-Benz showroom, Hamburg
– AXA Winterthur office building, Zurich
– Dreischeibenhaus high-rise, Düsseldorf
– New Holland Island, St. Petersburg
– Goethe Galerie Jena
– Gerling district, Cologne
– WestendGate, Frankfurt
Process consulting
– TRUMPF corporate headquarters, Ditzingen
– Special: Healthcare consulting and hospital engineering
– Product Carbon Footprint at Schaeffler, international
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30
34
36
40
42
44
46
50
54
58
62
64
68
70
74
78
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84
88
90
94
12
13

Upgrade of railway line
Client
DB ProjektBau GmbH,
Major Karlsruhe-Basel project
Project control for the Rhine Valley
railway: On track for success
The old Rhine Valley railway line from Karlsruhe to Basel will be upgraded
to four tracks over the next few years. Drees & Sommer is supporting
Deutsche Bahn (German Rail) with this ambitious infrastructure project,
providing services including cost and schedule control.
project duration
Commissioned from March 2012
Key project data
– Length: planning approval
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
– Contract award management
– Preparation and management of an
architectural competition under the auspices
of the Canton of Basel for DB Netz AG
– Schedule and cost 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
Faster on the move: The line upgrade will cut
passengers’ journey times by more than 30 minutes
The existing Rhine Valley railway is
150 years old and very congested with
more than 250 trains every day. The
new/upgraded Karlsruhe-Basel line will
sustainably increase the freight and
passenger transport capacity. The
expansion provides for the upgrade to
four tracks throughout the Rhine Valley,
bringing an improvement in operational
quality. The new permanent way runs
right next to the existing line. Passengers
will benefit from a reduction in journey
times between Karlsruhe and Basel of
more than 30 minutes.
Staggered commissioning
The new line was planned in the mid
1980s. The first sections between Rastatt
South and Offenburg were commissioned
in 1993, while other sections are still
under construction.
As each section has a different status
in terms of planning or execution,
commissioning individual sections will
be staggered. The order is determined
by financial, operational and approval
considerations.
14
15

Upgrade of railway line
The 9.4 km-long Katzenberg tunnel was opened for rail traffic on schedule in December 2012
Drees & Sommer is managing
30 kilometers
Drees & Sommer was commissioned to
undertake project control for the planning
approval section 9.1, 9.2 and 9.3
(Schliengen/Auggen area to Basel area)
in the southern part of the new/upgraded
line. This section comprises 30 kilometers
of permanent way with civil engineering
structures including tunnels and bridges,
whereby section 9.3 on is located on
Swiss territory. After joining an existing
project in March 2012, Drees & Sommer
pulled out all the stops and established
a team of infrastructure experts within
just one month of contract award. Since
then – working from Freiburg and Karlsruhe
– this team has been supporting the
southern railway sections to Basel from
a new project office directly next to the
client’s premises.
Important stimulus for commissioning
One of the infrastructure specialists’ key
successes was the punctual opening of
the Katzenberg tunnel. The 9.4 km tunnel
bypasses the narrow, winding Rhine
Valley line. With detailed schedules
accurate to the day, the project managers
kept the approval process on schedule,
allowing the third-longest railway tunnel
in Germany to be taken into operation
at the beginning of December. The new
tunnel not only creates much-needed
extra capacity for freight and passenger
transport, but also reduces train noise
for Rhine Valley residents.
Drees & Sommer is also responsible
for the optimal control of the approval
process for section 9.3 in Switzerland.
The 3.1-kilometer section must be
planned and built in compliance with
Swiss law. The line runs along the border
between Germany and Switzerland,
and through the Badischer Bahnhof
(Baden railway station) in Basel to the
north bank of the Rhine. The route
extends south over the second Rhine
bridge in Basel, which has had two tracks
open since the end of October 2012.
After the rehabilitation of the existing
two-track steel bridge, trains can now
use all four tracks across the Rhine. The
infrastructure experts are supporting
Deutsche Bahn with control of German
Tender Regulations for Construction Work
(VOB) and the Federal Railway Authority
(EBA) acceptance and approval, and have
a firm handle on costs and schedules.
Comprehensive workload reduction for
infrastructure project
As a result of the involvement of the
expert team, Deutsche Bahn has
benefited from stringent schedule and
cost control. Drees & Sommer also
provided support in the area of organizational
and internal communication,
substantially reducing the client’s
workload. More than 40 years of
experience in demanding infrastructure
projects pays off for challenging railway
projects.
16 17

edeVelopMenT of MiliTary SiTe
Client
MWS Projektentwicklungsgesellschaft mbH
Coleman Barracks (216 ha)
US fuel storage facility (12 ha)
project duration
Start: October 2011, open-ended
Key project data
– Six inner-city barrack facilities
for redevelopment
– Total redevelopment area: Approx. 500 ha
A coordinated development strategy is of key importance
for the initiation of development processes that address
the different goals and motives of the stakeholders.
Drees & Sommer provides sound advice and thus lays
the foundation for optimal urban development solutions
that offer an appropriate rate of return
Funari Barracks (11 ha)
Benjamin Franklin Village (88 ha)
Sullivan Barracks (44 ha)
drees & Sommer services
– Determination of basic design data
and inventory
– Development of land-use concepts/
urban master plan
– Strategic consulting on the purchase of
the barracks from the Federal Office for
Real Estate Management
– Investor services/investor selection process
– Scheduling
– Profitability analysis/development of
business plans
Development consulting
for six inner-city barracks totaling
500 hectares in Mannheim
Taylor Barracks (46 ha)
Spinelli Barracks (82 ha)
Turley Barracks (13 ha)
Hammonds Barracks (7 ha)
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
– Targeted conduct of negotiations
– Cost saving when buying land
– Significant reduction of administrative
workload
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
acquisition processes.
STEM Barracks (4 ha)
Map of the U.S. facilities in
Mannheim: Together, they cover
an area of about 500 hectares
The withdrawal of the Americans and
the simultaneous closure of Bundeswehr
(German defense force) bases will
present problems for local authorities
over the coming years, especially in
Baden-Württemberg. For cities, the
closure of barracks not only means a
loss of purchasing power and falling
population levels – they are also confronted
with protracted restructuring of
the urban environment. The situation is
similar in ‚grid city‘ – so-called because
of the layout of the city center – where
the withdrawal literally leaves a gaping
hole: Six barracks with a total area of 500
hectares will close over the coming years.
This is about three times the size of
Mannheim‘s city center.
Many years of experience with redevelopment
In its 2011 White Paper, the city decided
on its acquisition goals and on further
urban development by a company established
by the city. As an experienced
consulting firm, Drees & Sommer was
commissioned to provide numerous
services. The company boasts a range
of successes in local government
redevelopment projects.
These include two projects, each involving
about 70 hectares in Trier, one
of around 400 hectares in Kitzingen, as
well as two airport redevelopments – on
the Memminger Berg and in Giebelstadt
– each of over 250 hectares. Two more
projects – in Bamberg and Sigmaringen,
each with around 200 hectares – are
currently in the consulting phase.
Special features of the Mannheim project
include the fact that the vacated areas
are crucial for the future quality of urban
development. The sheer size of the
projects means that public participation
and ensuring the achievement of
local-government economic and policy
objectives are of outstanding importance.
18
19

edeVelopMenT 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
Due to its size, it quickly became
clear that the project would require a
far-reaching realignment of urban
development over the next 20 years.
For this reason, the city council opted
for intensive public consultation. This
approach has since yielded many
creative ideas for redevelopment of
the sites. The proposals range from
conversion into residential areas and
systematic relocation of local industries
to the establishment of a Mannheim
cultural center and hosting of the 2023
Federal Horticultural Show.
September 27, 2012 was a significant
day in the history of the city of Mannheim:
On this day, Mannheim made its
first purchase: Turley Barracks.
Drees & Sommer advised the city‘s
urban development corporation MWSP
on acquisition, and is now supporting
further development. Drees & Sommer
experts were also commissioned to
undertake an inventory of the other five
locations. The work is taking place in
close cooperation with the property
owner, the Federal Office for Real Estate
Management (BImA). The development
consultants are also drawing up business
plans for the various areas as well as
urban master plans, and coordinating
the various purchase negotiations.
Further development will be exciting.
Drees & Sommer looks forward to the
challenges ahead.
Turley Barracks (13 ha)
Funari Barracks (11 ha)
Sullivan Barracks (44 ha)
Spinelli Barracks (82 ha)
Taylor Barracks (46 ha)
20
21

SpeCial: Sewer reHaBiliTaTion
Drainage pipe with grease erosion
Newly installed wastewater pipes
Damaged sewers: Private landowners
also have obligations
For long-term rehabilitation strategies,
above all, considerations such as market
capacity, a possible distribution of
investments across multiple years as
well as possible alternative premises
and contract award strategies have
to be clarified.
From a technical perspective, the costs
of various refurbishment scenarios have
to be compared. And last but not least,
the impact on building users has to be
considered, as their demands and rights
as tenants are central for coordination
of planning and construction services.
Coordination normally requires a long
leadtime.
example solutions from Munich and nrw
GWG Städtische Wohnungsgesellschaft
München mbH is the owner of a property
portfolio comprising some 28,000
residential and commercial units in
Munich. In compliance with the drainage
regulation of the Bavarian capital, GWG
has carried out early leak tests and CCTV
inspections of drainage systems.
Numerous properties were found to be
in need of rehabilitation.
All work inside and outside the
buildings is carried out with the buildings
remaining occupied, and the investment
program has a budget of
€ 20 million. Drees & Sommer has
been commissioned to undertake
project control for the first package of
20 projects. This also includes tenant
management.
The Drees & Sommer infrastructure
experts are managing a similar project
for twelve properties owned by the state
of North Rhine-Westphalia. The project
there involves establishing the current
state of the sewers and inspecting them.
This will be followed by a comprehensive
remediation program.
drees & Sommer services
– During planning:
Comprehensive coordination of
– Condition review for individual properties
and portfolios
– Analysis of rehabilitation options
and strategies
– Development of implementation concepts
– During implementation:
Systematic control of:
– Tendering process and contract award
for rehabilitation services
– Support of the client/owner and tenants
during remediation with the buildings
occupied or in operation
– Construction supervision
– Defect tracking and documentation
Value-add achieved for client
– Cost effective rehabilitation programs
through proper rehabilitation procedures
– Cost reduction through market-oriented
batch sizes
– Early involvement of all stakeholders
– Clarification of limitations with the tenants
– Timely settlement and, where applicable,
avoidance of penalties
– Comprehensive reduction of client workload
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.
No light at the end of the tunnel: The condition
of sewer systems is of increasing concern to
communities and households
The sewage system in some cities and
villages is around 150 years old. Sewage
leaks out of sewers into the soil, and
groundwater forces its way into the
sewers and overloads sewage treatment
plants. In some places there is even a
danger of collapse, as indicated by press
reports that ‚once again, the ground
suddenly opened up‘ somewhere.
This problem affects both households
and local authorities: Because in
Germany, the principle that ‚ownership
entails responsibility‘ applies: Property
owners are responsible for checking and
maintaining pipes and sewers – at least
up to the point where they discharge into
the public sewer system. This is regulated
by the Water Resources Act, but this
does not prescribe any specific action.
Some state governments do, however,
in State Water Acts: For example, North
Rhine-Westphalia, Hamburg, Hessen
and Schleswig-Holstein prescribe a leak
test of private sewer pipes by a certain
deadline. The wastewater regulations
of some local authorities also contain
such provisions.
The right renovation strategy –
a problem, particularly for portfolios
Owners of portfolios in particular face
a challenge. Because without a professionally
backed examination and
remediation strategy, dozens of properties
are left without help. The sheer
number of sewers is not the only
problem. The owners‘ room for maneuver
is limited by lack of staff and whether
intervention is even possible while the
building is in operation. It must also
be ensured that the necessary plans are
available and that the area under the
slab is accessible.
22
23

pier of THe fUTUre
Client
Fraport AG, IFM-A
project duration
January 2006 – September 2012
Low-energy, low-exergy
terminal of the next generation –
greater economy and ecology
Fraport AG has built a lowest-energy boarding pier at Frankfurt airport.
Compared to conventional buildings of this kind, it emits some 10,000 metric
tonnes less carbon and cuts energy consumption for heating, cooling, and
ventilation area by 65 percent. This is made possible by a holistic approach
and innovative technology, with Drees & Sommer engineering experts playing
a significant role in both.
architect
gmp Architekten von Gerkan,
Marg und Partner, Hamburg
Key project data
– GFA: 185,000 m 2
– Project cost: € 500 million net
drees & Sommer services
– Realignment and conceptualization of
FM organization
– 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
– Professional advice during the entire
planning and implementation phase
– Building bridges between theory and
practice: Ensuring achievement of
consumption specified in planning by
monitoring of systems in operation
In operation since October 2012: The new lowestenergy
boarding pier A-Plus at Frankfurt airport
Roughly 700 meters in length, pier A-Plus
is an extension to Terminal 1 at Frankfurt
airport. It is the main facility for handling
Lufthansa‘s A380 aircraft in Frankfurt:
Seven additional aircraft parking bays
at the building and three on the apron
increase the airport‘s handling capacity,
particularly for aircrafts of this type. The
extension was designed to cope with an
annual capacity of six million passengers.
Even at an early stage, the client intended
the new gate to become a showpiece
for sustainability and economy. In 2006,
Drees & Sommer was commissioned to
undertake system planning encompassing
all trades and disciplines. The aim was
to design, coordinate and track the
interaction between the structural and
facade characteristics of the building
envelope and the indoor climate
concept, energy production and the
entire building services equipment.
Holistic concept
System planning essentially provided
for thermal radiation concepts that give
a high degree of comfort and a needsbased
ventilation system for best
possible air quality. At the same time,
energy consumption is minimized by
the optimized building shell, with a high
degree of self-shading providing more
effective heat protection in summer.
The holistic facade and room climate
concept ensures absorption of solar
radiation by the floor, through which
water circulates. In addition to hightemperature
cooling and low-temperature
heating systems, the system also
features air humidification with rainwater
and heat recovery as well as a chilled
air intake solution with no use of energy.
System planning also specified the use
of more efficient lamps and a lighting
system with a long service life of 18,000
hours, the use of rainwater for toilets, together
with a catalog of goals and energy
parameter specifications for further
planning as well as an energy management
system to support operations.
Based on system planning,
Drees & Sommer advised Fraport during
further planning on issues of technology,
energy and cost-efficiency. The experts
ensured that the client‘s requirements
were implemented and that the focus
remained firmly on the defined efficiency
goals. At the end of each planning
phase, Drees & Sommer examined the
results and discussed them with
planners and the principal in detail. The
experts also updated the anticipated
building operation costs. This allowed
the principal to see at an early stage how
these would evolve in later operation.
Drees & Sommer also supported the
principal during realization. The experts
ensured that the fundamental solutions
contained in the system design were
adhered to and that components were
harmonized with one another. The partly
divergent requirements of the two user
groups – airport staff and travelers –
were harmonized to ensure maximum
comfort for both.
ensuring minimal consumption in
operation
There is often a glaring difference between
the theory and practice of energy
consumption. For this reason, in project
A-Plus Drees & Sommer transferred
knowledge gained from the system
planning and planning support phases
to support day-to-day operations. Over
the coming years, the specialists will
perform a detailed analysis of system
behavior and energy consumption.
Drees & Sommer will support the new
pier A-Plus for the next two years. To
achieve this, the company has developed
a measurement concept that allows
the efficiency of equipment and systems
to be checked under various load
conditions in day-to-day operation and to
compare these with the manufacturer‘s
specifications.
24
25

loCal-goVernMenT CliMaTe proTeCTion
The city of Ostfildern
takes a long-term approach
to 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 overall assessment and the
main initiator of the upcoming
measures Drees & Sommer has
dramatically advanced our local
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
gas emissions. Drees & Sommer has supported the city of Ostfildern
in establishing such a concept, identifying the most effective local
measures. The experts are also helping with implementation.
Methodological process
Phase 1
Initialization
Communication strategy
Kick-off
Stakeholder workshop
Collection and validation of basic data
The European Union’s climate protection
goal is to reduce greenhouse gas
emissions to below 20 percent of 1990
levels by 2020. Local government
authorities can now take measures to
meet such regulatory requirements. One
thing is certain: This ambitious target
does not seem achievable without the
cities and their citizens.
The district of Esslingen is playing an
exemplary role in this respect. The
municipality with a total of six districts
and some 40,000 inhabitants has
been focused on the subject of energy
efficiency for years. In 2012, the city
decided to strategically pool its efforts
and to continuously reduce climatedamaging
carbon dioxide (CO2) emissions
over the next few years.
The target is a reduction of 16 percent
An integrated climate protection concept
forms the basis for further action. It
covers nearly every aspect of daily life,
from housing to mobility. A team of
engineering and infrastructure experts
from Drees & Sommer was charged with
its preparation and the necessary preliminary
investigations. The specialists
had already undertaken a related pilot
project for the borough of Nellingen the
previous year.
The main objectives of the Ostfildern
climate protection concept are the
reduction of carbon emissions by
16 percent or 32,000 tonnes and a
significant increase in the share of
renewable energy in households and
industry. Drees & Sommer was able to
underpin these objectives with concrete
figures: It was established, for example,
that Ostfildern’s households are
responsible for roughly 42 percent of
the carbon emissions and therefore
have a correspondingly very high savings
potential.
Phase 2
Energy and
carbon assessment
Phase 3
Development
of scenarios
and measures
Phase 4
Catalog of
measures
Phase 5
Stabilization and
controlling
Phase 6
Finalization
Classification as prototypical urban, built-up and landscape areas
Determination of current energy demand/consumption
Determination of long-term energy demand
Determination of energy potential
Determination of energy sources
Energy and carbon assessment
Development of scenarios
Clustering scenarios
Determination of carbon-equivalent savings Structuring/in-depth discussions
Potential analysis
Thematic working groups
Profitability analysis
Optimization, prioritization and preparation of catalog of measures
Recommendations
Implementation schedule
Controlling concept
Final report
active public relations and press work, working groups, coordination meetings
26
27

loCal-goVernMenT CliMaTe proTeCTion
Client
City of Ostfildern, District of Esslingen
project duration
May 2012 – March 2013
Key project data
– Population: Approx. 40,000
– Districts: 6
– Targeted carbon reduction by 2020:
16% (32,000 t)
Scharnhauser Park, Ostfildern’s youngest district, already has energy-efficient buildings
drees & Sommer services
– Development of an integrated climate
protection concept
– Development of a tool for updating
the carbon assessment
– Monitoring and controlling tool for
following up the progress of measures
– Support for the development of a
communication and public relations strategy,
including the creation of a logo for the
Ostfildern climate protection program
– Writing subsidy applications
implementation-oriented concept
The Drees & Sommer team started
by undertaking an overall carbon
assessment for the entire city, taking
Ostfildern’s financial and human
resource parameters into account. In
this overall assessment the experts
considered factors such as transport,
industry, and private and public
buildings. Actual measured values
were used, with statistical figures
being used only in exceptional cases.
Based on the data from the assessment,
the experts, the city officials responsible
for the program and citizens together
defined 46 concrete climate protection
measures including in the areas of
public administration, transport, energy
supply and private households. Measures
to be taken over the coming years
include, for example, the establishment
of a climate protection council, the promotion
of mini- and micro-cogeneration,
a thermography campaign for private
house owners, and the development of
a footpath concept.
and the availability of human
resources were important criteria for
the development of measures. To
provide further support for implementation
and to ensure an ongoing process,
the Drees & Sommer team will continue
to assist the city with public relations
and the acquisition of subsidies.
The measures already adopted show
how serious Ostfildern is about achieving
its objectives. Starting in 2014, the
administration will make exclusive use
of green energy in its premises. And the
conversion to energy-efficient LED
lighting, which started in March 2013,
saves the city around € 100,000 in
electricity costs every year.
This shows that the municipal coffers will
also benefit from the climate protection
concept. The next major step is already in
prospect: A climate protection manager
subsidized by the Federal Ministry for
Environment, Nature Conservation and
Nuclear Safety is due to be appointed in
the autumn of 2013.
A wood-fired heating and power
plant in Scharnhauser Park
cuts carbon emissions by
some 10,000 tonnes
Value-add achieved for client
– Close cooperation with local and municipal
players (authorities, regional power utilities,
chimney sweeps, plant operators, etc.)
– Practical statements based on on-site
measurements
– Focus on economy and staffing feasibility
resulting in high acceptance of the measures
by both the public and the administration
– Practical link between current and future
measures
– All services from a single source
leds alone save € 100,000 a year in
electricity costs
In addition to greatest possible public
acceptance, both economic feasibility
28 29

Construction of new car factory in Hungary
Automotive know-how from A to Z:
Audi expands its Györ plant
In Györ, Hungary, Audi is building a car manufacturing plant with a complete process chain
comprising body shop, paint shop, assembly, pressing plant, central building and other buildings.
The client is counting on Drees & Sommer‘s specialized services and many years of experience
in project management for the automotive industry.
Between 1999 and 2001,
Drees & Sommer supported Audi
Hungary with the expansion of its
engine plant in Györ. In 2010, the
premium marque decided to expand
Györ to a complete car manufacturing
plant. In addition to the production
facilities, the site – which has an area
of more than 170 hectares – will also
accommodate a main building, an
energy center, and various outbuildings.
Assembly
Central building
Paint shop
Aerial view of the Audi car plant in Györ
Body shop
Pressing plant
Pressing plant
Assembly
Body shop
Central building
Paint shop
30
31

ConstruCtion of new Car faCtory in Hungary
Client
Audi Hungaria Motor Kft., Györ
project duration
April 2011 – March 2013
architects
– Kempen Krause Ingenieurgesellschaft, Aachen
– RPB Rückert, Heilbronn
– OBERMEYER Planen + Beraten, Munich
– Kohlbecker Architekten + Ingenieure,
Gaggenau
– ATP Architekten und Ingenieure, Vienna
Key project data
– GFA: 360,000 m²
– Vehicles per year: 125,000
drees & sommer services
– Project management
– Overall scheduling (coordination of plant/
construction/operators)
– Contract management
– Coordination of steel construction
for conveyors
View of main building from the north
value-add achieved for client
– Safeguarding of schedule,
budget and quality
– Clear structures and processes
– Reduction of workload for Audi thanks
to employees with experience in large-scale
projects, automotive expertise and
local knowledge
Modern industrial architecture at the Audi site in Györ
major construction site with many
subprojects
It was not only the sheer size that made
the new plant a challenge to the project
management team. Competing with
other modern factories in Europe,
Audi shifted into top gear and set a very
ambitious deadline for the start of
production: May 2013. Drees & Sommer
was responsible for overall coordination
and helped to ensure that this deadline
was met. This included assessing all
interdependencies between buildings,
plant and later operation to allow early
detection and initiation of countermeasures
in the event of any deviations.
As part of the project management role,
Drees & Sommer coordinated the parallel
planning and implementation of subprojects,
for each of which different
designers were commissioned. To
guarantee flexibility and cost-effectiveness,
the team managed the individual
contract awards for the various trades
for all buildings. During the course of the
project, over 100 contracts were signed
with contract management support from
Drees & Sommer.
Project management also included
management of all infrastructure projects
on the site – roads, paths, parking areas,
railway tracks, utilities infrastructure,
perimeter fencing including the guardhouses,
a fuel station, a well house,
and the test track.
ellipse experience
Ten months after the laying of the
foundation stone, the Lord of the Four
Rings celebrated the topping-out
ceremony in May 2012. And right on
schedule, 12 months later, the high-tech
equipment was set in motion to
produce new models. Drees & Sommer‘s
experience with similar projects ensured
realization of the plant in Hungary for
Audi – on schedule and within budget.
32 33

ConstruCtion of new data Center
Client
TelecityGroup Germany GmbH, Frankfurt
TelecityGroup Frankfurt:
Data security in record time
and within budget
In view of the rapid development of information technology, operators of data centers
have stringent requirements with regard to data security and the reliability of their infrastructure.
Drees & Sommer, as a task force, undertook project control of a data center for the TelecityGroup
and completed the project after a construction time of just six months.
project duration
April 2011 – June 2012
architect
ttsp hwp seidel planning mbH, Frankfurt
Key project data
– Average Power Usage Effectiveness (PUE)
per year: 1.2
– Over 6,500 hours per year 100 % free cooling
– Effective free cooling 97 % of the year
drees & sommer services
– Project control
– Cost control
– Lean Construction Management (LCM)
– Support during commissioning
value-add achieved for client
– Project completed on schedule and
within budget
– On-site representation of the principal
led to a marked reduction of workload,
maximum possible project certainty,
and fast decisions
Circulating air cooling unit in a data center zone
Low-voltage main distribution board IP bus
The data center zone for customers offers sufficient
space for a powerful server infrastructure
Data links and data centers are the
backbone of our knowledge society
based on fast communication. Even
though they work almost invisibly in
the background, because of their
immense importance, greatest demands
are made on their security, for example
with regard to the failure probability of
servers. The special safety and security
demands naturally affect construction
work in this area. The situation was
similar for the expansion of the data
center in Gutleutstraße, Frankfurt for
the data center operator TelecityGroup
Germany.
Drees & Sommer joined the project
when it was already under way after the
former project controller had proven
unsatisfactory. The principal intended to
install state-of-the-art data servers in the
expanded hall. One of the challenges
was that the general contractor award
was already being processed but it
was essential to complete the award of
construction contracts within budget.
project management and engineering
right on schedule
With the aid of the company’s own
engineering experts, Drees & Sommer
succeeded in adhering to the budget
specification while at the same time
meeting the technical requirements
for the building. As the existing servers
had to remain in operation throughout
the entire construction period,
Drees & Sommer relied on tried and
tested management methods and tools
as well as Lean Construction Management
(LCM) process control expertise.
Despite the anything but optimal
conditions at the start of the project,
the team managed to adhere to the
extremely tight construction period of
only six months, finishing the project
bang on schedule. Drees & Sommer
achieved this through on-site representation
of the client and professional
support of the commissioning process
by its engineering specialists.
a special premiere
As the result of new computer technology,
in 2012 the TelecityGroup Germany
was awarded the German Data Center
Prize in the category Energy. This resulted
in a special kind of premiere for
Drees & Sommer: This was the first time
a data center with this innovative
technology was realized in Germany.
The principal was completely satisfied
with the services provided. The
Drees & Sommer experts have already
received inquires about two follow-up
projects, one in Sweden and the other
in Frankfurt.
34
35

Construction research and development facility
Comprehensive healthcare
under one roof: Competent consulting
for NRW healthcare campus in Bochum
A healthcare campus for North Rhine-Westphalia is being built in Bochum. Drees & Sommer
has been commissioned by the NRW Construction and Properties Office to support the tightly
scheduled project by providing services including project control, to ensure excellent
preparation for realization, and to make sure everything runs smoothly during commissioning.
Consolidate, network and refine: The
NRW state government is building a
central healthcare campus in a prominent
location just to the west of the Ruhr
University to consolidate healthcare
facilities currently scattered around the
state. The state of North Rhine-Westphalia
wants to strengthen its position
as a leading healthcare region and
also promote professional exchange
between the disciplines.
The healthcare campus will see the
construction of three new large buildings:
An office building for the state institutes
of various ministries (A block), premises
for the newly founded University of
Health (B block), and shared facilities
such as the refectory, library, auditoriums
and conference centers (C block). The
project also includes extensive infrastructure
work and two multistory car parks.
In autumn 2010, the architectural firm of
Leon Wohlhage Wernik was commissioned
to undertake general planning following
an urban-planning competition and
negotiation process.
The new campus with its three central buildings will
consolidate the NRW healthcare region’s position
36 37

ConstruCtion researCH and development faCility
Client
NRW Construction and Properties Office,
Dortmund office
project duration
August 2011 – October 2016
architect
Leon Wohlhage Wernik architects, Berlin
Whether lounge, foyer or refectory: Consistent color and design concepts
ensure open and varied rooms
Key project data
– GFA: 44,000 m 2
– Gross volume: 184,000 m 3
– Investment volume:
Approx. € 92 million gross
– Completion Stage 1: June 2014
– Completion Stage 2: October 2016
drees & sommer services
– For the principal
– Project control
– User coordination
– Planning reviews
– Emulation
– Commissioning management
– For the general planner
– Facade planning
– Energy concept
– Preliminary study for
Green Building certification
value-add achieved for client
– Optimal project preparation through
in-depth planning
– Professional coordination of user
requirements for the principal
– Trusting cooperation and reduction of
client’s workload during project realization
– Transparency of project execution
throughout all phases
– Adherence to budget and schedule
– Fast, solution-oriented holistic
consulting through integration of in-house
competencies
detailed coordination with users
Construction of the University of Health
began in spring 2012. Drees & Sommer
was commissioned by the NRW
Construction and Properties Office to
undertake project control. For the first
stage (blocks B and C and infrastructure),
the project managers are supporting
the principal from the preparation of
execution phase onwards and for the
second stage (block A) directly from the
project preparation phase onwards,
and are undertaking user coordination,
planning reviews, emulation and commissioning
management. The general
planner has also sought Drees & Sommer
support for facade planning and the
development of an energy concept. The
experts also carried out a preliminary
study to establish whether the campus
could be DGNB-certified.
The special challenge for the entire
project is, above all, the timeline: It is
essential that the University of Health
(first stage) can move in on schedule in
time for Winter Semester 2014. As the
university was only founded in autumn
2009, it is still under development –
with the result that the Drees & Sommer
team is giving priority to determining
user requirements. For the second stage
(block A), too, user coordination with
nine individual users – including state
healthcare institutes – has resulted in
a considerable workload.
project on schedule
Despite the deadline pressure and
extensive coordination with users,
Drees & Sommer services ensured that
planning was successfully completed.
The project is on schedule within budget,
and the approval phase for the second
phase with subsequent preparation of execution
will follow over the coming months.
Shell construction
work on the
upper floors will also
proceed apace. Optimal
service delivery during the NRW
healthcare campus project was a
significant reason for follow-up contracts
from the NRW Construction and Properties
Office.
38
39

ConstruCtion of new sHopping Center in turKey
Marmara Park in Istanbul:
One of Turkey‘s biggest retail projects
opens on time and within budget
Successful finale to cross-border cooperation: Marmara Park in Istanbul opened its doors
on schedule in October 2012. Turkish and German Drees & Sommer experts closely supported
the shopping center during the roughly two-year planning and construction phase as well as
providing advice and support to the investor ECE at critical times.
ECE retail property to be supported by
Drees & Sommer in Turkey.
Drees & Sommer has further reference
projects in Turkey: Forum Kayseri,
212 Istanbul Shopping Center, and the
NILPark Bursa.
detailed analysis
In preparation, Drees & Sommer first
undertook a project analysis having
been directly commissioned by ECE
Türkiye. The analysis included a precise
schedule and defined the major milestones
for the general contractor award.
In parallel, the experts examined all
planning, tendering and construction
processes prior to the start of the project.
were developed. The experts rounded
out their analysis with a detailed interface
definition for the prime contractor
contract and a risk assessment.
They also developed a bonus system
that created an incentive to achieve
the schedule and quality objectives for
the deadline for the general contractor
award. ECE Türkiye also directly
commissioned progress checks and
consultations during construction to
ensure on-schedule completion.
Confident even in critical situations
Drees & Sommer not only supported
the actual planning and construction
phase, but also the finance arrange-
Client
DWS financial service GmbH, Frankfurt
general planner
ECE Türkiye Proje Yönetimi A.S, Istanbul
project duration
November 2010 – October 2012
Key project data
– GFA: 220,000 m 2
– Total leasable area: Approx. 100,000 m 2
– Gross volume: 600,000 m 3
– Parking: 4,000 spaces
– 250 stores and specialty shops,
home improvement store, hypermarket,
cinema, food & beverage
– Investment volume € 220 million
drees & sommer services
– Technical due diligence
– Technical support for fund conceptualization
– Project management
– Project monitoring
– Financial controlling
value-add achieved for client
– Project completed on time and within budget
– Construction period shortened
– Industry-specific advice and management
throughout all phases
– Intercultural competence through own
Turkish-German project team
Marmara Park,
Istanbul won
an award in the Best
Shopping Center
category at
MIPIM 2013.
Bildunterschrift
For a number of years Istanbul, the
Turkish metropolis on the Bosphorus,
has recorded robust economic growth
and rising prosperity. Demand for
shopping and entertainment has risen
accordingly. This resulted in the
construction of the Marmara Park
shopping and entertainment center
in Beylikdüzü/Esenyurt in the west of
the city between early 2011 and the
end of 2012. On four levels, with a total
of some 100,000 square meters of
leasable area, visitors can find not
only a home improvement store and a
hypermarket but also some 50 other
shops and specialty stores, a cinema
complex, and a food court. There are
also some 4,000 parking spaces. This
makes Marmara Park one of the largest
shopping malls in Turkey.
A closed DWS real estate fund is one
of the investors in the shopping center
with a 50 percent share in the € 220
million project. The other 50 percent
remain in the possession of the ECE
group. The project is financed by the
Turkish Finansbank, which provided a
credit line of up to €115 million.
Following a shopping center in Eskisehir,
Marmara Park, Istanbul is the second
To identify any risks in advance, they
simulated different execution scenarios.
This analysis helped to optimize later
project execution and to shorten the
construction period. Construction site
logistics and site management planning
were also worked out in detail. So, for
example, the use of construction cranes
was examined, and a site setup plan
and concepts for supply and disposal
ments. At the end of 2010, extensive
technical due diligence resulted in
additional security for both the transaction
and investment projects. In the
first quarter of 2011, Drees & Sommer
also provided technical support to
the client for the fund conceptualization
phase. The team undertook financial
controlling on behalf of Finansbank
Istanbul.
40
41

new Car sHowroom in tHe uKraine
Client
Winner Imports Ukraine, Kiev
Kiev Airport Porsche Center:
Symbol of quality and internationality
One of the leading Ukrainian companies in the automotive sector has teamed up with Winner
Imports Ukraine to build a flagship store for the sale of the premium car brand Porsche at Kiev
airport. Drees & Sommer undertook general planning for the project. The client benefits from
an internationally experienced partner with local expertise.
project duration
April 2012 – July 2013
architect
Drees & Sommer in cooperation with
Fiebiger architects and engineers
Key project data
– GFA: 7,150 m 2
– Area of site: 2.35 ha
drees & sommer services
– General planning
– Property monitoring (Avtorskiy Nadsor)
value-add achieved for client
– Quality assurance – in particular meeting
Porsche standards
– Integration of innovative technology
– Safe adaptation of international standards
to local requirements
The representative building at the airport in Kiev meets the sports car manufacturer’s high standards
As the official importer, the client Winner
Imports has been importing Ford, Jaguar,
Rover, Range Rover, Volvo and Porsche
vehicles into the Ukraine for 20 years to
international standards. In addition to
exclusive import, Winner is synonymous
with excellent sales and after-sales
service. As a result, Winner has acquired
a reputation as one of the flagship
companies of the Ukrainian economy.
The Kiev Airport Porsche Center is the
first stage and the premium property in
an ensemble of three buildings. Two
further car dealerships for premium
brands of the group will follow. Their
design is planned to comply with the
brand standards of the manufacturers,
so that the showrooms will be a powerful
symbol of quality and of Kiev’s
international orientation.
employees in great demand
The Porsche Center includes a total of
some 7,150 square meters of gross floor
area. This center has a showroom and
retail areas as well as workshop, warehouse
and logistics space, and offices.
The latter have a generous staff area
including special rooms for training,
a cafeteria, and a gym.
Its basement car park, service, exhibition
and technology areas make it one of
the largest brand centers in Central and
Eastern Europe.
well-connected player with expertise
As general planner for concept, approval
and execution planning, Drees & Sommer
continues to rely consistently on local
planning expertise and experience
resulting from the responsible implementation
of previous projects for international
automobile brands in Russia,
the CIS and worldwide. Drees & Sommer
is a licensed general planner and general
contractor in the Ukraine and Russia. In
this way, Drees & Sommer implements
projects locally to international
standards and in compliance with
approval conditions.
A consistent local presence as an
international company and the ability
to provide local planning services were
crucial factors for contract award to
Drees & Sommer. The specialists also
impressed with their many years of
experience in the implementation of
international brand standards.
The project for the German premium brand
Porsche was successfully implemented
based on international standards – quality
‘Made in Germany’.
42 43

ConstruCtion of new a researCH Center
Laboratories and offices are located behind
the transparent glass facade
Octapharma
creates space
for research &
development in
Heidelberg
The biotechnology specialist completed its new Research Center in Heidelberg on schedule
in October 2012. Some 50 employees undertake research into recombinant plasma products
in the vicinity of major medical and clinical facilities. Drees & Sommer life sciences experts
supported the project during the planning and construction phases.
Thanks to its offices in Munich and
Stuttgart, Drees & Sommer was close
at hand while supporting planning in
Martinsried and the subsequent tender
process and realization in Heidelberg.
This separation of tasks made it possible
for Octapharma to continue to focus
on research, while the project managers
controlled processes on the construction
site. That was particularly important as
the new building was to set the standard
for the company’s future buildings.
plenty of space in the future, too
In future, Heidelberg will not only undertake
innovative research in the field of
recombinant proteins, but also promote
the development and clinical production
of new medicines. A feature of the new
building is a six-meter high room
that can accommodate a 1,000-liter
fermenter for production. It also houses
a laboratory and office facilities for up
to 120 employees. Expansion areas
are primarily located on the third floor,
with GMP-compliant laboratories
taking up most of the first (ground)
and second floors.
Drees & Sommer impressed clients
with its professional work: In Dessau,
colleagues from the Leipzig office are
already supporting Octapharma’s
next expansion project.
Client
Octapharma Biopharmaceuticals GmbH,
Heidelberg
project duration
January 2010 – October 2012
architects
Burger Architekten und Partner, Heidelberg
Key project data
– GFA: 10,625 m 2
– Cost: € 25 million net
drees & sommer services
– Project control and project management
– Project Communication System (PCS)
value-add achieved for client
– Adherence to budget
– On-schedule consolidation of all employees
at the Heidelberg site
– Technical optimization of construction
processes and use of state-of-the-art
building materials
– Extraction and consolidation of
different locations’ specifications
to establish new standards for this and
future construction projects
Office area
Laboratory area
With some 4,500 employees, Octapharma
has specialized in development, production
and sale of high-quality preparations
derived from human plasma and human
cell lineages. The products help patients
with coagulation disorders and immunodeficiency
in over 80 countries, and
modern intensive care and emergency
medical treatment are unthinkable
without them.
The company now has production
facilities at five sites in Austria, France,
Germany, Sweden and Mexico. Octapharma
Biopharmaceuticals GmbH
was founded in 1997. With premises of
just 1,400 square meters in Martinsried
near Munich, the subsidiary has recorded
a steady growth since its foundation.
new site for further growth
In 2009, production capacity in Martinsried
was too small and urgently needed
space for growth was not available at
the site. For this reason, the company
gravitated towards the Rhine-
Neckar region – a booming center
for the life sciences-industry.
After examining several options,
Octapharma acquired a building
site in the Technology Park in Heidelberg,
Germany. The new location offers
plenty of space and is located close to
prestigious medical and clinical
institutions such as the German Cancer
Research Center and the Heidelberg
University Hospital.
Customer proximity
Thanks to Drees & Sommer’s many years
of experience with projects in the life
sciences industry, a team of experts
from the company was commissioned
to support the planning and realization
of the 10,000 square meter new building.
The special feature of the project was
that the principal remained completely
operational in Martinsried right up to
the relocation in March 2012.
Documentation
workplaces
laboratory
Office area
Plan of the second floor of the new building,
(Burger Architekten und Partner, Heidelberg)
44 45

Construction of new office buildings
Vodafone campus in
Düsseldorf: Tenant support
par excellence
The new headquarters of Vodafone Germany rises into the sky where a brewery once
stood: At the end of 2012, the Vodafone campus was completed on the site of the
former Gatzweiler brewery in Düsseldorf-Heerdt. Drees & Sommer managed the project
and successfully supported the client with user and tenant management services.
Three low-rise buildings with up to nine
stories and a 75-meter high-rise with
19 floors make up the new group headquarters.
Some 5,000 employees benefit
from modern workplaces and other
amenities such as a fitness center, daycare
and a medical center housed in the
complex in Düsseldorf‘s west. The
building also includes several operational
control centers that monitor the mobile
network nationally around the clock.
Countermeasures can be initiated
centrally from here in the event of faults.
Focus on users
The new building was built by an investor
who will lease the building to Vodafone
following completion.
Drees & Sommer has been commissioned
to undertake project management
right through to planning approval.
This was followed by a tender process
managed by Drees & Sommer to find a
suitable investor.
Following completion of principal
representation functions for the investor,
Drees & Sommer switched to the tenant
side with Vodafone to undertake project
control, tenant management and quality
control. Here, the integration of the
telecommunications company‘s user-
With its 75-meter tower, the Vodafone Campus
is a Düsseldorf landmark. It is part of a complex
of four buildings built on behalf of Vodafone
46
47

ConstruCtion of new offiCe buildings
Client
Vodafone GmbH, Düsseldorf
project duration
October 2008 – December 2012
architect
HPP International Planungsgesellschaft mbH,
Düsseldorf
specific requirements was a key task.
This was because the Vodafone Campus
was intended not only to consolidate
various locations throughout Düsseldorf,
but also to introduce a new office and
communication structure and to realize
this architecturally. This was reflected in
the user requirement to have ‚paperless
office‘ and mobile working implemented
throughout the entire building.
one company for vodafone
Interdisciplinary Drees & Sommer
expertise was required for the successful
implementation of the project. In
keeping with the motto ‚as much as
necessary, as little as possible‘,
technical & economic controlling showed
clearly how early decisions can impact
on later construction. Cost/benefitoptimized
coordination of architecture
and technical systems was particularly
important during the investor selection
phase to ensure timely conclusion of
the lease agreement.
In a major project with 46,000 square
meters of facade cladding, 13,000 tonnes
of steel construction and approx. 90,000
cubic meters of concrete – sufficient to
build about 900 single-family homes –
it is important to ensure that all involved
maintain an overview and that changes
requested by the tenant are implemented
as soon as possible. To achieve this,
Drees & Sommer actively supported the
interface between tenant and investor.
This required additional services on
the part of Drees & Sommer, including
responsibility for the coordination of
the tenant fitout in the areas of IT and
telephone systems, as well as for the
installation of the campus-wide media
technology.
it interpreter between the client and
engineers
During the construction phase, Vodafone
IT professionals provided intensive
support, because although the architecture
addressed the requirements of
modern telecommunications technology,
intervention was often required to ensure
the best-possible IT solution. As a result,
the project managers undertook a comprehensive
needs analysis right down
to individual user level to address the
different requirements of the Vodafone
departments. For example, a service
center requires a different IT infrastructure
to administrative offices.
This allowed the actual requirements
for the backup power supply and the
availability of the communication components
to be determined with Vodafone
stakeholders and incorporated into the
project via the landlord.
Clearly coordinated facility management
is required to ensure that everything
runs smoothly during commissioning.
In this case, the FM strategy for the
Vodafone Campus was linked to Vodafone
Germany‘s portfolio strategy. In
the course of the reorganization and
re-tendering of all operator and FM
services for all properties in Germany,
Drees & Sommer managed a tendering
process to find and appoint a new
strategic partner for Vodafone. A
customized start-up concept for the
portfolio – specially tailored to the new
campus – ensured that the new operator
was involved in commissioning and
acceptance from an early stage and
was able to assume operational responsibility
directly.
Friendly reception: The spacious lobby
welcomes visitors to the building
Key project data
– GFA: 85,809 m 2
– Gross volume: 472,530 m 3
– Project cost: € 240 million
– Workplaces: 4,700
drees & sommer services
– Project control/tenant management
– Technical & economic controlling
– Facility management consulting
– Tenant fitout consulting
– Integration of IT/telecommunication systems
– Engineering
value-add achieved for client
– Comprehensive tenant and interface
management ensure implementation of
tenant requests to investor/principal
– Reduction of workload for client‘s
construction department through temporary
assignment of experts
– User-friendly and timely building handover
through participation in determination of
basic design data and interface review
– Tenants’ technical requirements met thanks
to technical & economic controlling
Modern, bright workplaces on all levels:
The paperless offices are user friendly and
designed for flexibility
48
49

ConstruCtion of new researCH & development Center in CHina
Client
Audi China, Beijing
project duration
January 2012 – April 2013
architect
MV architects, Qinghang
Key project data
– GFA: 25,000 m 2
– Laboratory and workshop space: 8,000 m 2
– Number of floors: 9
drees & sommer services
– Project control
– Quality management
The Audi China building:
A futuristic building in Beijing‘s
old 751 Industrial Park
value-add achieved for client
– Replanning and realization successfully
implemented in just nine months
– Ensured efficient communication
between Chinese designers,
contractors and the client
– High quality standards imposed in China
Audi China Building
in Beijing – Statement for
successful expansion
Drees & Sommer is supporting Audi with its expansion in the growth market
of China. The automaker has created a Research and Development Center
offering 8,000 square meters of laboratory and workshop space for 300 Audi
developers in the artists‘ quarter of Beijing. Drees & Sommer‘s German-Chinese
team has ensured that the client‘s high quality objectives are met.
Asia, alongside Europe and America,
is one of the three major pillars of Audi‘s
worldwide growth strategy. In China, the
‚four rings‘ are the leader in the premium
segment and achieved growth of nearly
30 percent in 2012 compared to the
previous year. The company wants its
Research and Development Center to
ensure that ideas and innovations from
this part of the world are rapidly incorporated
into new car concepts. More
than 300 developers will work in the
areas of motor, body, electronics and
battery development. A prototype hall
and test facilities have also been built.
The laboratory and workshop have a
total area of some 8,000 square meters.
Large atriums bring daylight into the building and
create an atmosphere that promotes communication
50 51

Construction of new research & development center in China
The organic design elements
in the entrance hall represent
the link between nature and
technology
Planted walls in the communal areas create a healthy climate
International team ensures positive
project communication
Early February 2013 saw the opening
ceremony for the Audi China Building.
Drees & Sommer‘s role involved the
replanning of the 25,000 square meter
shell and facade and completion of
construction. This included sensitive
changes to the building shell, a complete
redesign of the building services equipment
and the fitout including furnishings
and equipment. The German-Chinese
composition of Drees & Sommer team
was decisive for the success of project
control.
This allowed both the quality standards
expected by Audi and the project‘s
internal processes to be met while at
the same time ensuring successful
communication between Chinese
planners, construction companies
and the building owners.
High-quality buildings for the premium
marque
In keeping with the standards applied
to its own products, Audi set the bar
high for its R&D Center. The realization of
user requirements and quality standards
within the prescribed planning and
construction period of less than one
year was a major challenge. Quality
control of planning and construction
was a key focus for the project managers.
Due to the lower depth of planning in
China and – in some cases – lower
quality standards, the German-Chinese
team had to make special efforts to
ensure the success of the project.
52
53

Construction of new zoo enclosures
The fascination of evolution:
Rostock Darwineum
completed in record time
Rostock Zoo’s Darwineum shows the worlds of prehistoric and contemporary species based on evolutionary history
The Darwineum is a combination of zoo and museum exhibits planned
by the Rostock Zoological Garden to provide appropriate accommodation
for great apes. Drees & Sommer’s project control services were responsible
for ensuring implementation of the project on time and within budget.
In addition to the facilities designed
specifically to meet the needs of the
animals, the zoo wanted to create
areas for exhibits and information
for visitors. Planning focused on EU
directives regarding appropriate
accommodation for great apes. As
a result, the existing buildings and
grounds were found to be too small
for the animals, apart from which the
population was to be increased.
The Darwineum was designed as a
reflection of evolution, allowing visitors
to see animals in a more natural setting.
The 20,000 square meter facility not
only provides a new home for gorillas,
orangutans and more than 40 species.
It also uses edutainment – a combination
of education and entertainment – to
present the theme of evolution with a mix
of models, aquariums and multimedia
presentations.
In the vast Tropical Hall, visitors can observe
apes in more natural environments
54 55

ConstruCtion of new zoo enClosures
Client
Zoo Rostock gGmbH
Challenging construction for animals
and visitors
The zoo planned the extension building
internally for ten years. By 2008, the
analysis of all flora-fauna areas, a site
report and environmental and geotechnical
reports were all complete. At
the end of 2009 Drees & Sommer was
planning and the tender documentation.
This was necessary to allow the general
contractor to meet requirements with
regard to the housing of the animals.
Another focal point was the integration
and synchronization of planning
processes for structural engineering and
building services equipment with media
economic structures (GRW). The
Drees & Sommer experts controlled
compliance with budget by undertaking
a ‘Red Point’ campaign. This
allowed systematic scrutiny of planning
with the planners and principal, and
the identification of savings potential.
Effective communication is essential
construction of the Darwineum. The
project managers checked whether
the various animal enclosures were
compliant with regulations. Through
comprehensive project organization
the team controlled the individual
construction stages and ensured timely
completion of the project.
project duration
January 2010 – June 2013
architects
Consortium of Rasbach Architekten &
Inros Lackner AG, Rostock
Key project data
– GFA: Approx. 9,000 m 2
– Phase A building: 2,455.40 m 2
– Phase B building: 4,041.20 m 2
– Phase C building: 2,328.60 m 2
– Quarantine: 170.20 m 2
– Gross volume: 89,000 m 2
– Area of grounds: Approx. 10,900 m 2
– Construction period: 15 months
– Project cost: € 28.8 million gross
drees & sommer services
– Project management
– Cost, schedule and quality management
– Project organization
– Contract management
– Project Communication System (PCS)
– CostMonitor for cost control
– Project lead function
value-add achieved for client
– Systematic implementation of
client requirements
– Efficient project communication
– Reliable subsidy management
– Professional advice on specific topics
such as optimization of ventilation system,
thermal simulation and energy performance
certificate with an eye on the big picture
– Integration of client’s major user
and equipment needs into the schedule
and budget
Large aquariums reflect underwater life
The innovative exhibition concept – a mixture of edutainment and education – is supported by modern interior
design
Whether dinosaurs or Galapagos tortoises – visitors
both young and old get their money’s worth here
commissioned to undertake project
control of the new building. Following
the granting of planning permission,
work on the new building started in 2010
with adherence to cost, schedule and
quality specifications being key issues.
A range of priorities made the project
extremely challenging. First, the specific
requirements for the accommodation
of great apes had to be integrated into
exhibition planning. The Drees & Sommer
project managers coordinated requirements
planning before the start of
construction to avoid costly changes
during construction.
monitoring costs and assuring quality
A large share of the funding – some € 23
million – was a subsidy from the German
government’s publicly funded joint
scheme for the improvement of regional
for a project of this magnitude.
Drees & Sommer’s Project Communication
System (PCS) kept all participants
up-to-date at all times.
The principal also benefited from transparent
decision documents presented
by the project managers based on status
and as the need arose. Each species has
different welfare requirements. So careful
quality control was essential during the
56 57

Construction and remodeling of hospital
The measures will result in a marked improvement
of therapeutic possibilities and space available for
intensive care
Lasting enhancement
of competitiveness –
St. Elisabeth hospital
in Ravensburg
A modern hospital building is to be built in Ravensburg by 2017. All areas will benefit
from the remodeling, expansion and new building projects, some of which must
be undertaken with the building in full operation. With extensive knowledge of the
healthcare industry, Drees & Sommer is helping to keep the project on track throughout
all planning and construction phases.
The District of Ravensburg acquired
St. Elisabeth hospital in 2005. The
hospital’s key performance indicators
were not optimal at this time. The new
owner quickly realized that the hospital
would only have an economically
secure future with the right medical
approach and new buildings.
In the course of subsequent planning
and implementation, which started in
the year 2009, the project evolved into
a highly complex, long-term construction
project. The goal is to maintain the
attractiveness of the St. Elisabeth
hospital for patients and to retain its
leading position in Upper Swabia through
a coherent package of measures.
58
59

ConstruCtion and remodeling of hospital
Client
District of Ravensburg, Eigenbetrieb IKP
project duration
– April 2005 – November 2017
– The first phase of construction of the
new building: by March 2013
architect
Arcass Freie Architekten BDA, Stuttgart
Key project data
– Number of beds: 550
– GFA: 77,000 m 2 , of which 55,000 m 2
new construction
– Gross volume: 310,000 m 3
– Costs: Approx. € 190 million net
drees & sommer services
– Review existing target planning
for sustainability
– Control operational organization and
development of a new design of space
– Management of architectural design
competition
– Selection of specialist planners
– Project control
– Anti-claim management
– Energy concept
– Flow simulation for lobby
– Technical & economic controlling
– Commissioning management for
new building services management center
Generous design of Radiology Department’s control center
Modern control panel for the operating room
value-add achieved for client
– Enhanced accommodation for patients
and clinic operations in the long term
– Structured construction scheduling,
secure timeline
– Minimization of operational constraints
on hospital
– Ensured cost efficiency of operations
and energy efficiency
– Long-term continuity through established
expert team
– Transparent project communication for all
participating stakeholders
– Reduction of workload for principal
step by step towards an efficient facility
Following commissioning in 2006, the
Drees & Sommer healthcare experts first
examined the architectural structures
of the hospital, which date from 1902 to
1993. They also checked existing planning
for viability. The team then oversaw the
creation of an organizational concept,
design of space, as well as various
planning alternatives. On this basis, a
pan-European architectural competition
was organized in 2007, the results of
which determined the further way forward.
The implementation phase began in
2009 and extends over three stages until
the end of 2017. The first phase, lasting
until the end of the year 2013, will see
new construction or refurbishment of
40,000 square meters.
The construction includes a temporary
building for the emergency room and
intensive care units, a new ward block
with 360 beds that was opened in
March 2013, the remodeling of the
existing examination and treatment
areas, including the operating theaters,
the demolition of the old ward blocks,
the construction of a new emergency
room building and both a women’s and
childrens’ hospital.
detailed concept
A concept with 23 subprojects and
associated scheduling forms the basis
for all work. Drees & Sommer developed
the concept with users and architects
at the start of preliminary planning.
However, constantly changing conditions
in healthcare and medical progress make
regular adjustments necessary.
For example, the ward block had to be
expanded by one floor during the shell
construction phase, and state-of-the-art
equipment had to be acquired for the
examination and treatment areas.
Reconstruction work in noise-critical
areas presented a special challenge,
above all the four operating theaters
and the clinical and treatment building.
These are particularly high-sensitivity
as certain functions cannot be relocated
for organizational reasons and lack of
suitable space. For this reason, the healthcare
specialists divided the renovation
into six steps to be undertaken with the
unit in full operation. Interim buildings
were made available for obstetrics and
the children’s intensive care ward. The
experts worked with the hospital to
schedule particularly noisy work outside
main treatment times.
To promote a better understanding,
the site management regularly invited
hospital staff to a ‘construction site
breakfast’, where hospital staff could
hear about the latest progress.
State-of-the-art diagnostics in oncology with
a modern PET computer tomography
60 61

general refurbishment of an offiCe high-rise
The HVB Tower in Munich
“The transformation of the HVB
Tower in Munich’s Arabellapark
to a Green Building that meets
the requirements of a building
strategy to achieve sustainability
and environmental compatibility
is an extraordinarily complex
and challenging project. The
heritage-listed building will be
completely renovated and
equipped as a future-oriented
office building.”
Peter Weidenhöfer,
Member of the Management Board of
HVB Immobilien AG
All working for one goal:
Interdisciplinary team
of experts gets the HVB
Tower in Munich fit for
the future
As ‘One Company’, Drees & Sommer is supporting the
comprehensive revitalization of the famous landmark.
Real estate consultants, project managers and engineers from
various locations are working together to help the client
upgrade an established property to meet modern requirements.
A feasibility study was the decisive factor for the project.
Built in 1978, the building ensemble,
which has received multiple architectural
awards, comprises a high-rise and
low-rise building, and is one of the
administrative centers of the Hypo-
Vereinsbank. Its uses include offices,
a data center, and a conference venue.
Visible from a distance, the striking
building with its load-bearing pillars has
a number of special features. The 11th
floor is critical to the building’s structural
engineering: Floors 12 to 27 are supported
by it and the floors 5 to 10 beneath
are suspended from it. The U4 line of the
Munich subway passes through the
second and third floors.
In 2010, Drees & Sommer was commissioned
to undertake a feasibility study
to examine scenarios for cost-efficient
upgrading of this aging building and its
‘companions’. The primary goals were to
increase user comfort, space efficiency
and operational safety – for example, by
providing openable windows – as well
as to increase the number of workplaces
while at the same time preserving the
heritage-protected exterior of the
building and minimizing costs and
consumption by modernizing building
services equipment.
feasibility study shows the best
refurbishment option
Based on the results of an initial
study conducted in-house, in 2010 a
Drees & Sommer team of experts from
a range of disciplines set to work. The
building was to be examined in detail
and the optimal refurbishment option
found. The engineering specialists
started by inspecting the building
and subjecting the building services
equipment to close examination. In the
next step, Drees & Sommer examined
the existing facade and developed
several remediation options for it.
Client
Objektgesellschaft HVZ GmbH & Co. Objekt KG
project duration
May 2011 – September 2015
architects
– Original architect: BETZ ARCHITEKTEN
Planungsgesellschaft mbH, Munich
– Building planner: HENN Architekten, Munich
Key project data
– HVB tower height: 114 m
– Floors: 26
– GFA:
– High-rise: 27,000 m²
– Low-rise buildings North and South,
Entrance hall: 40,000 m²
– Basement levels: 68,000 m²
drees & sommer services
– Feasibility study
– Project control
– Data and information exchange (PCS)
– LEED Green Building certification
The heritage-protected facade
is being totally renovated, but will
retain its original appearance
62
63

Construction and upgrading of car dealership
Mercedes-Benz Hamburg subsidiary:
A showcase energy project
Lodestar in terms of sustainability:
The new Mercedes-Benz branch
office in Wandsbek
The showroom in Wandsbek presents the prestige
automobile in an appropriate light
The Mercedes-Benz Hamburg subsidiary with its Wandsbek
and Niendorf branch offices was restructured over a period of
some two and a half years. Ecological optimization was a key
objective. Drees & Sommer undertook project management
for the general contractor Daimler Real Estate and developed
an innovative energy concept: The energy and heating demands
of the center in Wandsbek are met by a stationary fuel cell.
A total of some €38 million was invested
in the remodeling and new construction
of the branch office. The existing foundations
and parts of the existing building
fabric were retained at both locations.
The Wandsbek center’s distinctive cube
was completely refurbished and its energy
systems upgraded to the state of the art.
The center was also equipped with a new
service workshop. In the Niendorf center,
the sales area was partially demolished,
gutted, refurbished and extended forward
to provide a new showroom.
The Daimler Real Estate project managers
and Drees & Sommer worked together
to develop an elegant solution for temporary
showrooms during the construction
phase: In Wandsbek, a historic workshop
was quickly converted into a showroom,
with Drees & Sommer also coordinating
the move with the customer. The showroom
in historical surroundings was a big
hit with Mercedes customers. Instead of
the being demolished as planned, the
hall will be retained and used in future to
house used cars.
The Hamburg Drees & Sommer team
was responsible for project control and
undertook operational tasks for Daimler
Real Estate’s project leadership,
including liaison with and coordination
of contractors.
Intensive schedule management
Naturally, the showroom had to remain
open to customers during renovation
and construction work: This meant that
the project leadership had to coordinate
all work with the workshop and sales
department in full operation.
The deadline for the completion and
official opening of the Mercedes-Benz
Center was timed to coincide with the
launch of the new A-Class in September
2012.
Intensive schedule management was
required to keep to the demanding
schedule. The project managers undertook
a large share of the coordination
on all operational requirements for the
building on site with users during the
planning and construction phases.
64 65

ConstruCtion and upgrading of Car dealership
general contractor
Daimler Real Estate, Berlin
project duration
September 2010 – October 2012
A stationary fuel cell supplies the buildings in
Wandsbek with 100 kilowatts of electricity and
120 kilowatts of heat
Innovative contract award strategies
were applied in close cooperation with
the project management, thus overfulfilling
the ambitious cost and schedule
goals. This allowed realization of
measures not originally planned, such
as the preservation of the historical
workshop hall and the optical connection
of the two sales levels of the Wandsbek
sales and administration building.
ecologically and economically futureoriented
consulting
The energy design for the Hamburg
branch office had three objectives: The
early achievement of 2020 targets of
the Hamburg climate protection program,
in particular involving the avoidance of
energy consumption, the reduction of
resource consumption through the use
of existing building fabric, and the
reduction of carbon emissions through
innovative, decentralized generation of
final energy.
The main office of the Mercedes-Benz
Center on Friedrich-Ebert-Damm is the
world’s first car dealership to meet its
electricity and heating needs using a
stationary fuel cell. The decision in favor
of the fuel cell was based on an energy
concept developed by Drees & Sommer
Hamburg’s engineering experts. The
team had compared several alternative
systems to a conventional system. The
analysis included the search for a suitable
fuel cell manufacturer and evidence
of rapid payback.
and 120 kilowatts of heat, which is
supplied to the center. The branch
invested € 1 million in this technology.
The cost will have been amortized within
six to seven years. As a result, the client
Daimler benefits from an ecologically
and economically efficient system. The
stationary fuel cell is the centerpiece of
the ‘green’ Hamburg car dealership.
reduced resource consumption
The incorporation and partial preservation
of the existing building fabric
allowed a considerable reduction of the
originally planned resource consumption
to be achieved. The chosen overall concept
focused on redevelopment concepts
for existing buildings. Energy consumption
of over 25 gigawatt hours and over
3,500 tonnes of carbon emissions –
that would otherwise have been incurred
for the production of new building
components – were avoided. And as an
additional benefit, Mercedes-Benz
company history was made tangible for
customers and employees: Mercedes-
Benz vehicles had been sold on the site
and maintained in the old workshop
from as far back as the 1920s.
In addition, extensive modification
and thermal insulation of the service
buildings alone reduced consumption
of heat energy by half and of electrical
energy by one third. Daimler is aiming
to achieve DGNB Silver certification for
the newly built workshop building.
architect
Planungsgruppe Beichler + Rohr, Bremen
Key project data
– GFA: 29,500 m 2
– Area of site: 50,000 m 2
drees & sommer services
– Project management
– Energy concept, energy design
value-add achieved for client
– Ensured on-schedule opening
– Achieved cost savings and allowed
additional measures
– Developed innovative energy concept
with high savings potential and prestige
– Enhanced image for Mercedes-Benz
advanced fuel cell technology
A stationary fuel cell is different to that
used in automotive drives – it is powered
not by hydrogen, but by natural gas. This
process yields 100 kilowatts of electricity
The separation of the new building (sale of new
vehicles) from the legacy building (sale of used cars)
in the integrated office block is architecturally elegant.
The upper floor houses the service and sales management
and conference room
66
67

efurbishment of offiCe buildings
Attractive eyecatcher: Premium
premises raise value of Zurich offices
the Stock Market, Paradeplatz and the
Hürlimann-brewery, the principal’s goals
were to offer potential tenants maximum
possible flexibility and to optimally
balance the cost of basic fitout and
tenant fitout.
During tenant evaluation, Drees & Sommer
project managers coordinated the outline
design of space – such as the size
of offices, conference areas and auditoriums
– as well as the potential tenant’s
other requirements with the architects’
preliminary designs. The potential
tenant’s requirements with regard to
sustainability of the property were a key
issue. The experts based their services
on these conditions.
The approval process (building permit) –
which, in the conventional Swiss execution
model follows the draft planning
phase of the project, was brought forward.
This quickly made clear whether,
overall, the plans were likely to be
approved.
interface definition for greater
transparency
A precise definition of all interfaces
undertaken by Drees & Sommer – both
with regard to project execution and
cost – made the allocation of costs for
basic fitout transparent and predictable
for both AXA Winterthur and the
potential tenant.
The departure of AXA employees at the
end 2012 marked the start of preparatory
measures, such as demolition and
removal of contaminants. The Swiss
Drees & Sommer team will provide
project controlling during refurbishment
and thus ensure timely completion of the
project to a high standard and within
budget.
Client
AXA Investment Managers AG, Zurich
project duration
September 2011 – December 2015
architect
Romero & Schaefle Architekten, Zurich
Key project data
– GFA: 11,500 m 2
– 130 parking spaces in 3 underground levels
drees & sommer services
– Management of the planning phase
– Execution control
– Project organization
value-add achieved for client
– Adherence to preliminary project
plan schedule
– Technology optimized, thus cutting costs
– Transparency of costs and tasks for
the principal and the tenant
AXA Winterthur’s established buildings, built from
the late 1960s to the early 1980s
Prestigious modern office space will be created in the center of Zurich by
2015
AXA Winterthur is refurbishing an office complex with a total area of 11,500
square meters in Zurich’s sought-after city center. The rental property is to
be upgraded to modern office standards by mid 2015. Drees & Sommer is
preparing the ground for optimal leasability of the property by undertaking
project controlling and tenant evaluation.
View of the double-skin facade of Brandschenkestrasse
24/30, which will meet Swiss Minergie
standards
The real estate strategy of the largest
Swiss insurance company provides for
the consolidation of employees at large
conveniently situated locations on the
outskirts of the city where modern workplace
concepts can be implemented. The
inner-city areas thus freed up are to be
fully refurbished to a high standard and
leased externally.
modified approach to execution
In the case of the property Brandschenkestrasse
24/30 in the triangle bordered by
68
69

Renovation of heritage-protected high-rise facade
The Dreischeibenhaus impresses
with its clear lines
Dreischeibenhaus
high-rise in Düsseldorf:
Intelligent facade
optimizes indoor climate,
energy consumption
and leasable area
At just under one hundred meters in height, the architectural
icon in a prime inner city location has a problem: The barely
acceptable level of amenity. The main cause is the heritageprotected
facade of the office building. Specialists from
Drees & Sommer subsidiary DS-Plan with established facade
expertise are supporting the development of a sustainable
solution that achieves an optimum outcome for all stakeholders.
Needed: A new facade concept
The Dreischeibenhaus was built in the
late 1950s at the height of the Economic
Miracle. The visionary design by HPP
Architekten still impresses with its clarity
and rigor. The building – which first served
as corporate headquarters of the Thyssen
Group and later of ThyssenKrupp AG –
was first refurbished in the mid 1990s.
The current facade dates from this time.
A landmark of so-called postwar modernism
on the Rhine, the Dreischeibenhaus
(‘three-slice house’) in Düsseldorf has
brought its users little joy in recent years:
Loud traffic noise, virtually ineffective
solar protection and unopenable windows
proved a disastrous combination,
particularly in summer. The result: Offices
were either unpleasantly hot or overcooled
by the air conditioning.
This also led to exorbitant energy costs
for heating and cooling of the 26-story
building. So not only the previous users
but also the new owners of the building –
the MOMENI Group/Black Horse Investments
– saw the need for urgent action.
They called in established revitalization
experts, including Drees & Sommer
subsidiary DS-Plan.
A new, optimized facade has to meet
two seemingly conflicting requirements:
On the one hand, it should make a significant
contribution to ensuring modern
and comfortable office space. On the
other hand, it must comply exactly to
heritage protection requirements. And as
if that was not difficult enough, it also has
to play an important role in transforming
the Dreischeibenhaus into a Green
Building – into a building that is both
ecologically sustainable and cost-efficient.
70 71

enovation of heritage-proteCted high-rise faCade
Client
MOMENI Group, Hamburg/Black Horse
Investments, Düsseldorf
project duration
July 2011 – September 2013
architect
HPP Hentrich-Petschnigg & Partner GmbH +
Co. KG, Düsseldorf
Key project data
– Office space: 30,000 m 2
– Height: Approx. 96 m
– Above-ground floors: Up to 26
The new facade has a positive impact on the interior in several ways: In addition to extra space, the rooms are more open
useful side-effect: greater leasable area
HPP, the original architects, proposed a
simple but a logical idea for the facade
concept to meet this set of requirements.
It is based on changing the existing
facade principle from single-skin to
compact double-skin. This results in the
external, structurally intact curtain facade
remaining unchanged in appearance
while a new single facade with a high
level of thermal insulation and openable
windows is added on the inside between
the floor slabs. The only change to the
existing facade is the replacement of the
current double glazing with single glazing
of laminated safety glass. The DS-Plan
experts undertook extensive planning
and consulting services, the facade
technology and building physics, as well
as building physics measurements and
simulations, such as the complex
thermal flow at the external envelope.
along the parapet can be removed.
Despite the deeper facade, this results in
500 square meters of additional leasable
area for the owner.
taking the user seriously again
In the end, everyone benefits from this
low-tech solution. The conservation
authority can rest assured that the
appearance of the original facade is
retained. Users get openable windows
for free ventilation and highly effective
solar protection as well as good thermal
insulation as the result of triple glazing.
The Dreischeibenhaus allows ventilation
like in the ‘olden days’ – by opening a
window. This simple and proven principle
reverses the disenfranchisement of users
resulting from the exclusive use of
automated air conditioning systems and
considerably reduces heat input in the
summer and energy demand for cooling.
Horizontal section, standard detail (DS-Plan)
drees & sommer services
– Planning and consulting services within
the framework of the HOAI* phases 1 – 8
(*German schedule of services and fees for architects
and engineers)
– Facade technology
– Building physics:
– Facade flow simulation
– Thermal simulations
– Noise measurement
value-add achieved for client
– Sustainable upgrading of property through
– Creation of a comfortable indoor climate
– Energy- and cost-saving low-tech
solutions
– Retention of unique architectural
characteristics
– Space gain of approx. 500 m 2
This combination results in a permanently
rear-ventilated double-skin facade,
which provides space for exterior solar
protection. Completely outdated from
an energy consumption point of view, the
recirculated air cooling systems mounted
The realization phase will last until the
end of 2013, but the future users of
the Dreischeibenhaus can already look
forward to enjoying a pioneering
building.
72
73

Development of a historic city district in Russia
The old brick buildings will soon take on a new lease of life
New Holland Island in
St. Petersburg: An old jewel
restored to its former glory
A new city district is taking shape on New Holland Island in the middle of the
Russian city of St. Petersburg. In addition to a broad range of cultural facilities,
other uses – including retail, offices and residential – are planned for the
existing buildings, some of which are of historical importance. Drees & Sommer
is supporting the investor in key roles as consultant for energy infrastructure
provision, technical monitoring and the award of technical contracts.
New Holland has been a ‘Sleeping
Beauty’ for nearly a quarter of a century.
Until a few years ago, the 7.8 hectare
island was a restricted military area
without any specific use. But as is the
case with sleeping beauties: They
inspire imagination and awaken desire.
Since the mid 1990s, New Holland has
attracted the attention of local and
international investors, architects and
developers.
But the colorful history of New Holland
goes back much further. Back in the
times of the Russian czars, ships were
built and tested in a special harbor basin.
Old brick warehouses still bear witness
to bustling activity in timber stores and
workshops. The imposing Navy Prison
Building which, with its circular courtyard
is a trademark for the island, is just one
of the city’s numerous attractions.
New Holland is taking shape in
the middle of St. Petersburg as
a popular tourist attraction
74
75

development of a historiC City distriCt in russia
Client
New Holland Development, St. Petersburg
aiming for an attractive mix of uses
The more recent history of the island is
almost as colorful: Only after an investor
competition based on a design by Norman
Foster failed before the global financial
crisis a breakthrough was achieved in
2011. Roman Abramowitsch’s Millhouse
Group brought continuity to the project
by purchasing the rights to the island
and making a commitment to investing in
the property. He initiated redevelopment
with guidance from his London-based Iris
Foundation and the project company New
Holland Development.
The new investor’s goal is to establish a
cultural center on the island with theaters,
museums, exhibition rooms and various
training institutes. At the same time, a
multipurpose complex is to be created,
which complements the cultural facilities
with an efficient commercial infrastructure
consisting of hotels, apartments,
retail outlets and office buildings. The
international architectural competition
held in 2011 for the redesign and
redevelopment of New Holland was won
by the American firm WORKac. Features
of the design include creating attractive
public rooms and parklands as well
as ensuring high-quality – and even
exclusive – uses for both existing
buildings and those yet to be built.
growing workload for drees & sommer
The historic brick buildings, which had
been neglected for decades, have been
undergoing conservation measures since
2011. Back in the summer of 2012 the
island was opened up for the general
public and visitors to the city. Temporary
parklands, games and sports facilities,
cafes and exhibitions attract people
to the island in the warmer months and
have proved very popular.
Since 2011, Drees & Sommer has
been undertaking technical monitoring
(Russian: Stroitelniy Kontrol) of the safety
and rehabilitation work on the historic
properties on the island, thus giving the
principal great security, particularly
with regard to construction progress and
adherence to quality specifications.
In 2012 the St. Petersburg Drees & Sommer
team was given the addition role of
awarding technical contracts (Technitscheskiy
Szakashik). The energy specialists
are also supporting the company
with the development of an innovative
and efficient energy supply concept for
the island’s future use. The transfer of
further tasks is planned.
The project is one of the city’s strategically
most important development
projects. And an important step for
Drees & Sommer, too.
The extensive interior of the island offers visitors
a glimpse of the numerous attractions
project duration
June 2010 – June 2017
architect
WORKac, New York
Key project data
– GFA: 54,000 m 2
– Area of site: 78,000 m 2
– Investment volume € 300 million
drees & sommer services
– Award of technical contracts
(Technitscheskiy Szakashik)
– Technical monitoring (Stroitelniy Kontrol)
– Development consulting and
project management
– Energy consulting
value-add achieved for client
– Quality assurance – in particular in view
of the historic building fabric
– Integration of innovative technology
– Contribution of international know-how
from similar projects
– Stability of cost tracking
76
77

optimization of established hotel/retail properties
The shopping center connecting the heritage-protected parts of
the building with new buildings is spanned by a large glass roof
The light-flooded six-story
atrium of the Steigenberger
Hotel takes on a new lease
of life following remodeling
store and provide other services such as
tenant management and assessment
of the established buildings. The work in
the Goethe Galerie Jena was carried out
with a project budget of € 10.6 million.
Conversion of building services
A special feature of the project was that
previously redundant technical systems in
the existing building were to be converted
for use in the new areas. A challenge for
the project managers was the mapping
of the existing electrical installations as
extension measures carried out in the past
did not suit the intended future uses.
Client
WealthCap Real Estate Management GmbH,
Munich
project duration
September 2011 – December 2012
architect
IB Schröder, Jena
Key project data
– Year of construction: 1995/1996
– Total GFA: Approx. 83,700 m 2 of which
– Retail: 32,500 m 2
– Office/administration: 30,900 m 2
– Hotel: 20,300 m 2
– Gross volume: 85,357 m 3
– Floors: 12
– Hotel rooms: 138
– Project cost: € 12.60 million net
Back to the future:
Controlling the demolition
and remodeling of
the Goethe Galerie in Jena
Optimization of established buildings is a huge challenge –
as clearly demonstrated by the remodeling of the Steigenberger
Esplanade Hotel in Jena‘s Goethe Galerie. Drees & Sommer
undertook project controlling and ensured the success of the
extensive remodeling work.
The Steigenberger Esplanade Hotel is an
independent part of the Goethe Galerie
on the west side of the shopping mall.
Even though the two buildings have been
connected since their construction in
1995, there are few links between the
utilization units. To complete the industry
mix and thus further increase the attractiveness
of the center, the owner was
looking for an additional attraction.
After a thorough examination of various
alternatives and weighing up a range
of options, the owner opted for the
integration of an electronics store. A total
of some 3,000 square meters of retail
space was freed up for the shopping
center by opening up three stories and
redesigning the connection to the hotel.
In 2011, WealthCap commissioned
Drees & Sommer to undertake project
controlling for the refurbishment of the
hotel, the integration of the electronics
Drees & Sommer helped project participants
by searching through archives to
provide the necessary records and structural
requirements for documentation.
The general contractor had the task of
preparing the leasable area for the specialty
store and removing installations that were
no longer required.
All other installations had to be removed
from the leased area and rerouted via
new utility ducts to supply the upper
levels of the hotel. This approach was no
problem for plumbing, heating, cooling
and ventilation, but proved critical for
electrical installations. The remodeling
was also used by the principal as an
opportunity to clearly structure previous
extensions and fitout work, thus preparing
the property for a sustainable future.
single point of contact for all involved
Due to many years of experience with
demanding optimization of established
buildings in the hotel and retail industries,
the project managers were able to provide
professional support for the demolition
and remodeling work. Drees & Sommer
analyzed and structured the existing
problems and worked together with the
client to find an outcome-oriented
solution. An additional contract to coordinate
the renovation of 138 hotel
rooms was received around the middle
of the project.
As Drees & Sommer was the single point
of contact for all involved in the project,
the client was able to focus on its core
drees & sommer services
– Project organization
– Quality control
– Schedule and cost control
– Contract control and management
– Anti-claim management
– Assessment of existing buildings
– Tenant management for landlord
– Data and information management
value-add achieved for client
– Reduction of client workload allowing
focus on core business
– Single point of contact for all involved
– Despite all unexpected turns of events,
completion within the budget and time frame
business. As the result of consolidated
expertise from all areas of real estate
consulting and project management
and continuous support through project
controlling, all schedule and cost
objectives were met and the electronics
store and the Steigenberger Hotel were
opened on time. The result is an
attractive shopping center with a new
attractive electronics specialty store
and a very exclusive hotel.
78
79

evitalization of an urban distriCt
Expert network supports Cologne‘s
Gerling district during construction phase
In a prime inner city location, the Gerling district features excellent
infrastructure. At the same time, it offers residents and office workers
sufficient green space to get away from it all
Client
IMMOFINANZ Friesenquartier GmbH, Cologne
project duration
August 2012 – June 2015
architect
ksg Architekten und Stadtplaner GmbH, Cologne
Key project data
– Land area: 30,300 m 2
– Total GFA: Approx. 123,000 m 2
– Total gross volume: Approx. 387,500 m 3
– Buildings: 22
– Apartments: 150
– Parking spaces: Approx. 600
drees & sommer services
– Project lead function
– Cost control with CostMonitor
– Support during commissioning
Located in Cologne‘s city center, the
Gerling district evolved historically
into an administrative center. It is now
to be developed into a new, exclusive
residential and business address.
To implement the principal‘s project
requirements, Drees & Sommer will
secure the necessary capacity and
expertise during the construction phase
and continue to support the project
right through to successful marketing.
value-add achieved for client
– Technical, commercial and building-services
support for project management
– High cost transparency
– Schedule certainty
– Professional quality assurance
– Reliability through professional consulting
and construction cost monitoring
IMMOFINANZ Friesenquartier GmbH is
developing high-quality residential and
office accommodation in a special
location: Right in the center of Cologne
and surrounded by heritage-protected
buildings, the former headquarters of
the Gerling insurance group is being
converted into apartments and offices.
The project, which will be completed in
2015, is the third largest inner-city district
development in Germany. And another
superlative: The Gerling district is
regarded as the largest private building
complex of historical importance built
during the Economic Miracle.
80 81

Revitalization of an urban district
Special setting – special challenges
Joining a project that was already under
way resulted in special challenges for
the Drees & Sommer team. The team
had to work with the client to realign the
project focus in the short term and not
only mobilize expertise, but also ensure
immediate provision of appropriate
staff. Organization, cost, and schedule
structures also had to be readjusted
and optimized by the specialists in
consultation with the principal.
Once more, the company‘s broad range
of services proved of special benefit in
this situation: Experts for project management,
engineering and real estate
consulting worked efficiently hand in
hand. Drees & Sommer also impressed
the client with its experience in major
projects and investor support. Other
tasks undertaken by the team included
management of the tender and contract
award processes, as well as the establishment
of internal cost monitoring.
The experts analyzed building services
equipment (BSE) and existing plans for
quality assurance purposes, and advised
the principal.
Striking architectural details are
retained to ensure continuity and
identity
As a result, the Gerling district project
is on track for on-schedule completion
within budget at a quality standard
that meets the exacting demands of exclusivity
in building execution. The range
of services provided can be expanded
at any time at the client‘s request.
Whether an office building lobby
or an apartment with a view:
Premium quality has highest
priority throughout the district
82 83

modernization of offiCe and hotel high-rise
Client
RFR Management GmbH, Frankfurt
project duration
Stage I: May 2012 – December 2013,
with more stages to follow from January 2014
architects
Just Burgeff Architekten, Frankfurt
Clear configurations based on a systematic
design concept ensure high quality
A new start in Westend
thanks to holistic consulting
and a ‚big picture‘ approach
Key project data
– Total area: 55,000 m 2
– Height: 159 m, 47 above-ground levels,
3 basement levels
– Hotel: 588 rooms
– Underground car park: 610 spaces
– Net investment: € 50 million
drees & sommer services
– Project restructuring
– Project management
– Indoor climate concept
– Overall technical building strategy
– Asset value report
– Technical & economic construction consulting
– Facility management consulting
value-add achieved for client
– Cost optimization through strategic tender
and contract award management
– Technical & economic and commercial
synergy effects through single-source
consulting
– Reduction of client workload through
technical advice on individual issues
while at the same time providing higherlevel
support to the overall process
One of the best-known office blocks in Frankfurt – WestendGate – gets a
makeover. The owner decided to modernize to increase the attractiveness
of the building, soon to be 40 years old. The Marriott Hotel in the same
building will also undergo refurbishment. Drees & Sommer is providing
an interdisciplinary team of specialists and generalists for the project.
What happens to an office tower that
was once the tallest building in Germany,
but where 60 percent of the office space
now stands empty In view of the fierce
competition in the banking center, the
owner, the RFR Group – which purchased
WestendGate at the beginning of 2012 –
chose to take a decisive step. The company
will have the building extensively
modernized, thereby increasing its
attractiveness. This move is designed to
win new tenants and retain existing ones.
Even today, WestendGate offers office
space in one of Frankfurt’s most soughtafter
locations. The entrance is striking
as the building is located directly
opposite Festival Hall at the trade fair
grounds. The environment is captivating
as a result of the dynamism of the adjacent
trade fair with contacts in over 150
countries and the evolved structure with
its mansions and Gründerzeit buildings.
The 160-meter-tall building has
always been a trendsetter for
Frankfurt’s high-rise cityscape
84 85

Modernization of office and hotel high-rise
Welcome to the office of the 21st
century: WestendGate employees
and guests are greeted in the newly
designed lobby
New inspiration for a trendsetter
The WestendGate was built in the mid
1970s – in an eventful period in Frankfurt’s
high-rise history. Its 47 floors were
the trigger for the construction of further
skyscrapers in the vicinity – and throughout
Frankfurt. With a gross floor area
(GFA) of some 55,000 square meters,
the office and hotel building was, from
the outset, one of the truly prestigious
addresses in the city.
Based on the company’s experience with
established properties of this magnitude,
RFR commissioned the Drees & Sommer
experts to provide project management,
technical & economic controlling and
other consulting services. The client
specifically wanted everything from a
single source – and, of course, smooth
execution. This alone represented a
challenge as the modernization had to
take place with the building remaining
fully operational. And for a hotel at least
that means: 24 hours a day, seven days a
week.
Flexible office space allows individual
targeting of tenants
For the modernization project, the office
complex with a GFA of 27,000 square
meters was addressed first. Since
November 2012, a sample floor shows
the technical innovations that await
WestendGate in future. These include,
for example, innovative indoor climate
technology with floors open to a
clear height of some three meters. In
addition, the office space offers very
high flexibility, allowing arrangement
as open-plan offices, individual offices
and other open areas. This addresses
the needs of potential tenants who only
require smaller amounts of space. RFR’s
goal is to achieve 100 percent occupancy
in the next few years. Modernization of
the other ensembles is then to follow.
From 2014, the striking building will
present itself as a completely refurbished
office high-rise that is on a par with latest
construction standards. Then, as in
the past, WestendGate will once again
combine solid tradition and sophisticated
modernity.
86
87

OPTIMIZATION OF CONSTRUCTION PROCESSES
Client
TRUMPF Immobilien GmbH & Co. KG, Ditzingen
Project duration
May 2012 – June 2013
Key project data
– GFA: 8,980 m 2
– 8 levels
Drees & Sommer services
– Lean Construction Management (LCM)
Value-add achieved for client
– Stable and reliable process
– Transparent processes for all participating
designers and contractors
– Problems detected earlier allowing
solutions to be sought
TRUMPF headquarters in Ditzingen, Germany
Lean Construction Management
for TRUMPF group headquarters
> >
>
At the beginning of the project:
Monthly:
Weekly:
Drees & Sommer process consultants worked with all stakeholders to optimize the planning
Overall process analysis Process planning
Board planning
and construction process for the refurbishment of TRUMPF‘s prestigious headquarters in Ditzingen
leads to early problem detection
reduces obstructions
speeds up the process
near Stuttgart. Using this bottom-up approach, contractors‘ expertise was integrated into the
without additional costs
project allowing early detection of any problems. This resulted in greater stability and certainty
of the later construction phase, which was much appreciated by the client.
Seamless process system – Lean Construction
Management (LCM)
For years, the Synchro lean production
system has made TRUMPF a highly
efficient manufacturer of production
and medical technology. So it seemed
an obvious move for the client to transfer
the lean principle to the refurbishment
of its buildings.
Following two smaller-scale projects,
Lean Construction Management (LCM)
has now been applied to the administration
building with an area of nearly
9,000 square meters. The building
accommodates various functions
including management, offices,
conference areas, as well as a cinema
and the staff restaurant.
Step by step to a stable construction
process
Lean Construction Management took
place in three steps. Processes, workflows,
and information and material
flows were examined and optimized in
increasing detail. In the first step, overall
process analysis, Drees & Sommer
consultants worked with designers and
contractors to develop outline sequences
for all tasks and to establish timings.
Even before the start of construction,
over 150 points requiring further planning
and stipulation were identified.
During process planning, which extended
over six months, the project participants
defined processes and steps for each
building area for the following three
to four months in weekly workshops.
Potential obstacles were identified,
discussed by the team, and eliminated
by clear process definitions. The special
benefit was that the entire process chain
was taken into consideration: For example,
for the installation of elements such as
dividing walls, facades or ventilation,
the entire sequence was traced back,
critically examined and scheduled –
from installation work on site, delivery,
prefabrication, approval of planning right
back to contract award.
Updated daily, the on-site project boards
showed four weeks in advance what work
would be taking place in which areas.
The contractors used the boards to
coordinate their personnel and material
requirements and were able to undertake
daily checks and adjustment.
LCM for smooth process
The reliability and stability of the
construction process was the highest
priority for TRUMPF. Overall process
planning resulted in critical points in the
construction process being recognized
up to three months earlier than without
lean management. The bottom-up
approach promoted the strategic thinking
on the part of all involved, and contractors‘
expertise was incorporated into the
schedule at an early stage. This even
made it possible to integrate unforeseen
additional work for structural reinforcement
into the construction process.
LCM has enabled the renovation at
TRUMPF to proceed smoothly and will be
used right through until completion to
achieve process stability of some 90
percent – far above the 30 to 40 percent
usual on most construction sites.
88
89

SPECIAL: PROCESS OPTIMIZATION FOR HOSPITALS AND CLINICS
What challenges do hospitals face today
Healthcare consulting and
hospital engineering:
Interdisciplinary industry expertise
– Little financial leeway combined with
simultaneous modernization pressure
resulting from changes in the compensation
and revenue system for Diagnosis Related
Groups (DRGs)
– Shift from inpatient to outpatient care system
– Optimization of established buildings has to
be carried out with facilities in full operation
– Renovation backlog, declining subsidies
– Competition pressure
– Changed patient expectations and greater
choice due to high density of clinics
– Growing demand combined with increasing
shortage of highly qualified personnel,
leading to increasing costs
– Permanent high cost pressure resulting
from operation and maintenance of facilities
– Changed conditions, such as new and costly
examination and treatment methods, calling
existing functional/clinical relationships
into question
areas of designated use are related in
the healthcare industry. Changes in one
necessarily require changes in the
other – and vice versa. But how can the
demands of medicine and process be
translated into appropriate measures
for technology and construction
Model of Kempten hospital
The healthcare sector is in transition. The many-faceted causes lead to cost and
competitive pressure that force hospitals to continuously optimize their processes –
a trend that often ends in restructuring and mergers. Since nearly all hospital areas are
affected, the ability to offer industry-specific advice combined with technical expertise
is important. For this reason Drees & Sommer has an interdisciplinary team that
addresses all issues within the hospital.
„The patient is the focus“: Even though
this principle still applies, the structures
that enable safe patient care in compliance
with guidelines have changed
considerably in Germany over recent
decades. And they continue to change.
For a long time now, the healthcare
industry has been subject to pressures
from such trends as demographic shift
and increasing efficiency pressure. These
pressures also result from changes in
the remuneration and income structure
of Diagnosis Related Groups (DRGs).
Consequences for day to day clinical
practice are inevitable. And frequently
the building fabric of hospital and clinic
facilities no longer meets the requirements.
This can result in necessary protection
objectives and hazard prevention
initiatives no longer being fulfilled.
Process and buildings form a single
entity
This shows how closely the interaction
between processes and structures, as
well as between building technology and
These complex challenges require an
interdisciplinary approach. All the more
so as the buildings themselves can have
an impact on patients’ convalescence.
St. Elisabeth hospital in Ravensburg is
a good example of so-called Healing
Architecture (see page 58 for the entire
project). The Drees & Sommer team’s
achievements include having engineered
and managed one of the first hospitals
to have been planned and commissioned
with thermal component activation.
The technology is based on the use
of renewable energy sources with
geothermal energy and heat pumps.
The goal: Patients’ rooms should
have a comfortable room climate and
actively support recovery process,
without however increasing energy
consumption. This can be checked
virtually in advance: Using tools adapted
to the specific needs of the healthcare
industry, Drees & Sommer can – in the
early design stages – model consumption,
energy costs and the achievable
level of comfort that will result during
subsequent clinic operation.
90
91

SPECIAL: PROCESS OPTIMIZATION FOR HOSPITALS AND CLINICS
Operational safety
How can the functionality of hospitals be
improved to enhance clinical risk management
and patient safety
Project organization
Sustainability
Safe building services equipment
Patient safety
The 360-degree analysis takes the complex
interdependencies in hospitals and clinics
into account
– Consolidation and clear structuring of
functional areas
– Ensure integrity of all measures both from
medical & functional and technical points
of view
– Redesign or separate internal and external
routing
– Reduce waste of space and minimize
distances
– Consider expedient connection of individual
function areas
– Process restructuring with implicit clinical
risk management
– Full utilization of subsidies
Clinical risk management
Interdisciplinary analysis and advice
360-degree analysis, for example,
provides a swift and efficient approach
to complex hospital projects.
Drees & Sommer has demonstrated this
working on a project for a large specialist
clinic in Saxony. The clinic faced the
challenge of upgrading fire prevention in
central revenue-generating areas with the
building in full operation, and developing
a complex strategy for the evacuation of
the building. The project parameters
then changed, however, with the owner
commissioning Drees & Sommer to
undertake comprehensive analysis. The
aim was to evaluate existing planning in
terms of costs, schedule, quality levels,
as well as the target and implementation
concept.
Other topics discussed with the client
were sustainability, resource-efficient
energy management of established
buildings and the innovative combination
of clinical process optimization and
hospital engineering. The Drees & Sommer
team of experts included experienced
clinicians, project managers, civil and
building services equipment engineers.
Together, they succeeded in defining
the status of the project with regard to
planning, approval status, execution,
costs and schedule situation, as well as
the operational organization including
planning permission issues. The team
also drew up recommendations for
further measures, as well as a summary
of open issues and project risks.
From consulting to implementation
The Kempten hospital project showed
how sound analysis and professional
advice can bring about successful
realization and commissioning. At an
early stage, the consolidation of two
sites, as well as the refurbishment and
expansion of the main hospital were
considered.
When it came to developing a strategy, it
was important to examine the feasibility
and functionality of measures – both
new and those already planned. The site
consolidation in particular – which had
to take place under the strict conditions
of fast implementation without interim
measures – proved to be a major
challenge.
In 2010, the management commissioned
the Drees & Sommer healthcare experts
to examine the strategy for the planned
development of the hospital, including
the development of an alternative target
concept. Based on existing performance
data, the team analyzed the development
forecast for the hospital and its range of
services, calculated space requirements,
and optimized the space and functional
design.
Functionality optimized
On this basis, the specialists created
the strategic concept for implementing
Patient elective
Control center CEA
E+T
Hallway elective
E+T
Hallway Green
Hallway Yellow
Spatial flexibility
E+T, plaster,
surgery
Main corridor
Radiology +
trauma room
Control center
Triage
Access area
Atrium
Function diagram central interdisciplinary emergency room, Kempten hospital
Hallway Red
Trauma
CIEA
Emergency
a single-building solution as fast as
possible. This was coordinated with the
users responsible and funding bodies at
an early stage. Based on the results, the
individual functional departments and
processes were further optimized and
implemented in the subsequent planning
steps.
Following this sound groundwork, the
desired centralization of the hospital –
including lean processes and reduced
costs – was achieved in autumn 2012
after a planning and construction period
of only about two and a half years.
Functional
diagnostics
Cardio
Admission ward
Central patient monitoring (daytime)
Heart catheter
lab
92
93

PROCESS OPTIMIZATION FOR INDUSTRY
Client
Schaeffler Technologies AG & Co. KG,
Herzogenaurach
> > > > >
Schaeffler reduces carbon footprint
for ball bearings by over 20 percent
Raw materials and
prefabrication
Production Distribution Usage phase Disposal
Project duration
October 2008 – December 2008
September 2012 – February 2013
Key project data
2 types of ball bearing for automotive
and industrial use investigated
Drees & Sommer services
– Product Carbon Footprint reporting
– Train the trainer for client
Schaeffler Technologies AG & Co. KG combines
cost-awareness with ecological sustainability:
Working with Drees & Sommer trainers, the global
player optimized its Product Carbon Footprint (PCF).
Two pioneering projects at sites in Slovakia and
Portugal have already realized significant savings
potential in the first step.
As industrial products require raw materials and energy throughout
all phases of their lifecycle, they are responsible for a corresponding
level of carbon emissions. Both raw material and energy consumption
and greenhouse gas emissions cause considerable costs
Drees & Sommer subjected the production, distribution and use of
two types of ball bearing – one for automotive use, for example in
transmissions, the other for industrial use such as in washing machines –
to close examination. Targeted measures succeeded in reducing
emissions by over 20 percent in each case
Value-add achieved for client
– Evidence of the reduction of the Product
Carbon Footprint at the sites in Slovakia
and Portugal by over 20 % in the period
2008 to 2012
– Transparent indication of further efficiency
improvement measures
– Development of process-related value
streams and addition of carbon components
to them
Without high-performance ball bearings, the automotive
sector would grind to a halt
Suppliers in the automotive industry
and in other manufacturing industries
not only have to meet manufacturers’
demands for highest quality, lowest cost
and a rapid delivery of their products.
In times of climate change, increasing
shortage of resources and rising energy
prices, they also have to provide reliable
information on the resource and energy
efficiency of each individual product.
This requires complete transparency
throughout the supply chain. Ideally, all
important details of the material and
energy consumption of a product – from
raw material extraction, prefabrication,
distribution and use right through to
disposal – should be known, particularly
as manufacturing costs make up a
substantial part of the overall cost. The
challenge is that the necessary data and
details of its accuracy are not readily
available even to the major players in the
industry.
Carbon footprint reduced after first pass
Schaeffler is a global leader in roller and
sliding bearing solutions, linear and
direct drive technology – and a renowned
supplier to the automotive industry.
With some 76,000 employees, it is one
of the largest family-owned industrial
companies in Germany and Europe.
Through its market-oriented organization
and application consultancy, the Industry
Division supplies components and
systems to some 60 different industrial
sectors. The Drees & Sommer trainers
scrutinized the production of two types
of ball bearings at sites in Slovakia and
Portugal for the global player. Based on
comparative analysis and value streams,
they were able to identify specific savings
potential in the years 2008 and 2012.
After the first pass in 2008, the client
immediately initiated measures aimed
at improving resource and energy
efficiency as well as productivity. This
resulted in a reduction of more than 20
percent in the carbon footprint of ball
bearings reviewed at the sites in Slovakia
and Portugal compared to the period
before 2008.
Product design offers greatest
optimization potential
One of the initial questions was to what
extent the lifecycle steps prefabrication,
transportation and disposal could be
included in the studies. The entire process
chain was examined, but only production,
distribution and use were included
in the actual calculation. Measures
implemented between 2008 and 2012
included, for example, optimization of
space and layout, increasing overall
equipment efficiency and setup time
optimization, as well as the introduction
of a team structure and qualification.
This was made possible through the
use of just-in-time and Kaizen measures
offered by Drees & Sommer.
Improvement of product design proved
particularly effective. This allowed ball
bearing friction to be reduced, which
in turn led to longer service life. Other
savings were achieved through inventory
reductions, which were also taken
into account in the calculation. The
Drees & Sommer trainers also advised
on the use of efficient demand management
(pull principle).
Experts accurately forecast payback
period
During the second study in 2012,
Drees & Sommer was able to evaluate
the measures implemented since 2008
using value stream analysis and design,
as well as measurements of consumption
and energy efficiency, and to advise
Schaeffler on further specific improvements.
Intelligent lighting systems in the factories
further reduced energy consumption
while increasing the well-being of
employees. The trainers stated the exact
payback period for each measure – for
example, for the installation of a
cogeneration plant for heat and power
generation in Slovakia. In this case,
the payback period is just two years. In
this way, the measure brings about a
further saving, which is also measurable
at product level.
94
95

At each location
the right contacts for every job
The staff are our link to our customers. On the following pages we introduce the responsible
intrapreneurs of Drees & Sommer: Our Partners. This is followed by an overview of our
international offices and contact persons as well as an overview of our industry experts and
central specialist divisions.
All offices are well acquainted with regional peculiarities. This allows us to support our local
clients, but also to support international customers in these countries.
96 97

Partners and ...
Status March 2013
(from left to right)
Prof. Dr. Michael Bauer
Joachim Drees
Jörg Ewald-Lincke
Prof. Phillip Goltermann
Thomas Häusser from 01.07.2013
Prof. Dr. Friedrich Hensler
Stefan Heselschwerdt
Thomas Hofbauer
Roland Huber
Thomas Jaißle
Sascha Kilb
Daniel Kluck
Dr. Jürgen Laukemper
Martin Lutz
Dr. Peter Mösle
Dierk Mutschler
... Associate Partners
Effective 01.07.2013
Christopher Vagn Philipsen
Frank Reuther
Ralph Scheer
Alexander Scheidler
Marc Schömbs
Matthias Schulle
Steffen Sendler
Prof. Dr. Hans Sommer
(from left to right)
Oliver Beck
Sylvia Becker-Daiber
Mirco Beutelspacher
Claus Bürkle
Steffen Szeidl
Peter Tzeschlock
Bernhard Unseld
Gabriele Walker-Rudolf
Björn Jesse
Alexander Kittel
Markus Lauber
Ralf Molter
Markus Weigold
Jörg Wohlfarth from 01.07.2013
Rino Woyczyk
Norbert Otten
Andreas Schele
Patrick Theis
98
99

Offices and contacts
Corporate headquarters, Stuttgart
Drees & Sommer –
Holding Company
Obere Waldplätze 13
70569 Stuttgart
Phone +49 711 1317-0
Fax +49 711 1317-101
info@dreso.com
Your contacts:
Joachim Drees
Dierk Mutschler
Peter Tzeschlock
Drees & Sommer –
Engineering and Real Estate Consulting
Obere Waldplätze 11
70569 Stuttgart
Phone +49 711 687070-0
Fax +49 711 687070-368
info.stuttgart@dreso.com
Your contacts:
Prof. Dr. Michael Bauer
Thomas Häusser
Martin Lutz
Dr. Peter Mösle
Drees & Sommer –
Project Management and Real Estate Consulting
Obere Waldplätze 13
70569 Stuttgart
Phone +49 711 1317-0
Fax +49 711 1317-101
info.stuttgart@dreso.com
Your contacts:
Mirco Beutelspacher
Prof. Dr. Friedrich Hensler
Thomas Jaißle
Ralph Scheer
Andreas Schele
Bernhard Unseld
Drees & Sommer –
Development and Infrastructure Consulting
Liebknechtstraße 33
70565 Stuttgart
Phone +49 711 222933-0
Fax +49 711 222933-4190
info.infra@dreso.com
Your contacts:
Claus Bürkle
Roland Huber
Daniel Kluck
Dr. Jürgen Laukemper
Christopher Vagn Philipsen
Drees & Sommer –
Strategic Process Consulting
Untere Waldplätze 28
70569 Stuttgart
Phone +49 711 1317-2500
Fax +49 711 1317-114
info.stuttgart@dreso.com
Your contacts:
Fabian Schuster
Patrick Theis
Drees & Sommer –
InternationalServices
Obere Waldplätze 13
70569 Stuttgart
Phone +49 711 1317-0
Fax +49 711 1317-101
info.stuttgart@dreso.com
Your contacts:
Josef Linder
Bernhard Unseld
Barcelona
Drees & Sommer Espana S.L.
Ronda de Sant Pere 17, 20°
08010 Barcelona, Spain
Phone +34 93 451-0839
Fax +34 93 451 -6395
info.spain@dreso.com
Your contact:
Kilian Geadah
Basel
Drees & Sommer Schweiz GmbH
Riehenstrasse 43
4058 Basel, Switzerland
Phone +41 61 695-9660
Fax +41 61 695-9670
Your contacts:
Steffen Szeidl
Prof. Jürgen M. Volm
Beijing
Drees & Sommer
Project Management and
Consulting (Beijing) Co., Ltd.
Unit 1310 Landmark Tower 2
8 North Dongsanhuan Road
100004 Beijing, P.R. China
Phone +86 10 65900 265
Fax +86 10 65900 275
info.beijing@dreso.com
Your contacts:
Markus Lauber
Bernhard Unseld
Berlin
Drees & Sommer
Bundesallee 39-40a
10717 Berlin
Phone +49 30 254394-0
Fax +49 30 254394-222
info.berlin@dreso.com
Your contacts:
Oliver Beck
Sylvia Becker-Daiber
Hermann Funke
Thomas Graf
Marc Porath
Markus Weigold
Bremen
Drees & Sommer
Am Speicher XI, Abt. 7, Boden 3
28217 Bremen
Phone +49 421 200-9687
Fax +49 421 200-9829
info.hamburg@dreso.com
Your contact:
Jörg Wenzel
Brussels
Drees & Sommer Belgium S.P.R.L
Avenue des Cerisiers 15
1030 Brussels, Belgium
Phone +32 2 73770-30
Fax +32 2 73770-31
info.brussels@dreso.com
Your contacts:
Christopher Matthies
Frank Reuther
Bucharest
Drees & Sommer Romania S.R.L
Str. Lt. Av. Serban Petrescu, Nr. 15, Et. 2
011891 Sector 1, Bucharest, Romania
Phone +40 31 690-8001
Fax +40 31 690-8066
info.bucaresti@dreso.com
Your contacts:
Andrei George Ghenghea
Anton Marius Stroe
Cologne
Drees & Sommer
Gürzenichstraße
(Entrance Kleine Sandkaul 5 a)
50667 Köln
Phone +49 221 13050-0
Fax +49 221 13050-155
info.koeln@dreso.com
Your contacts:
Jürgen Einck
Stefan Heselschwerdt
Frank Kamping
Christian Könings
Jochen Kurrle
Arne Pohl
Matthias Schulle
Copenhagen
Drees & Sommer Nordic A/S
Frederiksborggade 15, 8. sal
1360 Copenhagen K, Denmark
Phone +45 45 269000
Fax +45 45 269099
info.nordic@dreso.com
Your contacts:
Prof. Phillip Goltermann
Peter Nielsen
100
101

Dortmund
Düsseldorf
Hamburg
Kiel
Milan
Munich
Drees & Sommer
Königswall 21
44137 Dortmund
info.dortmund@dreso.com
Your contacts:
Nadin Bozorgzadeh
Stefan Heselschwerdt
Dresden
Drees & Sommer
Freiberger Staße 39
01067 Dresden
Phone +49 351 873239-0
Fax +49 351 873239-20
info.dresden@dreso.com
Your contacts:
Frank Schulze
Jörg Wohlfarth
Dubai
Drees & Sommer Gulf FZ LLC
DIC – Dubai Internet City
Building 13, Office 116, PO Box 500 128
Dubai, U.A.E.
info.dubai@dreso.com
Your contact:
Bernhard Unseld
Drees & Sommer
Derendorfer Allee 6
40476 Düsseldorf
Phone +49 211 23390-0
Fax +49 211 23390-111
info.duesseldorf@dreso.com
Your contacts:
Andre Boers
Karsten Eisenmann
Jörg Ewald-Lincke
Olaf Kirschner
Prof. Dr. Michaela Lambertz
Erfurt
Drees & Sommer
Anger 66–73
99084 Erfurt
Phone +49 361 59896-6410
Fax +49 361 59896-6420
info.erfurt@dreso.com
Your contact:
Andreas Rost
Frankfurt
Drees & Sommer
Schmidtstraße 51
60326 Frankfurt
Phone +49 69 758077-0
Fax +49 69 758077-8833
info.frankfurt@dreso.com
Your contacts:
Frank Bornmann
Sascha Hempel
Thomas Hofbauer
Sascha Kilb
Norbert Otten
Alexander Scheidler
Marc Schömbs
¸
Drees & Sommer
Am Sandtorkai 68
20457 Hamburg
Phone +49 40 514944-0
Fax +49 040 514944-6398
info.hamburg@dreso.com
Your contacts:
Prof. Phillip Goltermann
Björn Jesse
Christian Knäpper
Claudia Niendorf
Hannover
Drees & Sommer
Podbielskistraße 333
30659 Hannover
Phone +49 511 2138870-0
Fax +49 511 2138870-20
info.hamburg@dreso.com
Your contact:
Martin Albrecht
Istanbul
Drees & Sommer Türkiye Ltd. Sirket
Inönü Cad 29/3 Gümüssuyu
34 427 Istanbul, Turkey
Phone +90 212 29284-00
Fax +90 212 29284-10
info.istanbul@dreso.com
Your contacts:
Bülent Canpolat
Sascha Hempel
Drees & Sommer
Schwedendamm 16
24143 Kiel
Phone +49 431 9902954-10
Fax +49 431 9902954-99
info.hamburg@dreso.com
Your contact:
Joachim Lenschow
Kiev
Drees & Sommer Ukraine
Pereulok Muzejny 10, office 803/804
01001 Kiev, Ukraine
Phone +38 0442535677
Fax +38 0442538492
info.kiev@dreso.com
Your contact:
Steffen Sendler
Leipzig
Drees & Sommer
Brühl 65
04105 Leipzig
Phone +49 341 91930-0
Fax +49 341 91930-6220
info.leipzig@dreso.com
Your contacts:
Thomas Grundmann
Marko Grünberg
Dr. Uwe Knauer
Dr. Jürgen Laukemper
Andreas Rost
Frank Schulze
Jörg Wohlfarth
Drees & Sommer Italia
Engineering S.r.l.
Corso Garibaldi, 86
20121 Milan, Italy
Phone +39 02 29062666
Fax +39 02 29011388
info.milano@dreso.com
Your contact:
Jürgen Kreisel
Mannheim
Drees & Sommer
Augustaanlage 13
68165 Mannheim
Phone +49 621 7186899-0
Fax +49 621 7186899-2689
info.stuttgart@dreso.com
Your contacts:
Mirco Beutelspacher
Jochen Günther
Moscow
Drees & Sommer Russia & CIS
Zemlyanoy Val 9, 4th Floor
105064 Moscow, Russia
Phone +7 495 7923092
Fax +7 495 7923091
info.moscow@dreso.com
Your contacts:
Tim Comaia
Arndt Schilkowski
Steffen Sendler
Drees & Sommer
Geisenhausenerstraße 17
81379 Munich
Phone +49 89 149816-0
Fax +49 89 149816-4890
info.muenchen@dreso.com
Your contacts:
Martin Berger
Dr. Monika Fischer
Dr. Thomas Harlfinger
Wolfgang Lindner
Frank Reuther
Holger Seidel
Dr. Markus Treiber
Munsbach/Luxembourg
Drees & Sommer Luxembourg SARL
6c, rue Gabriel Lippmann
5365 Munsbach/Luxembourg
Phone +352 261205-5550
Fax +352 261205-5580
info.luxembourg@dreso.com
Your contacts:
Dirk Arweiler
Maximilien Ast
Laura Krebs
Silke Lang
Emmanuel Le Blanc
Frank Reuther
Nuremberg
Drees & Sommer
Willy-Brandt-Platz 10
90402 Nuremberg
Phone +49 911 9928660-0
Fax +49 911 9928660-4988
info.nuernberg@dreso.com
Your contacts:
Frank Pickel
Holger Seidel
102
103

Rome
Drees & Sommer Italia
Engineering S.r.l.
Via Piave, 66
00187 Rome, Italy
Phone +39 06 42020-052
Fax +39 06 42004-285
info.roma@dreso.com
Ulm
Drees & Sommer
Hämpfergasse 9
89073 Ulm
Phone +49 731 9691495-136
Fax +49 711 1317-40136
info.stuttgart@dreso.com
Zurich
Drees & Sommer Schweiz GmbH
Förrlibuckstrasse 10
8005 Zurich, Switzerland
Phone +41 43 366-6864
Fax +41 43 366-6863
info.zuerich@dreso.com
Contacts for specific industries
and special projects
Automotive, industry & manufacturing
Ingo Fischer
Thomas Jaißle
ingo.fischer@dreso.com
thomas.jaissle@dreso.com
Your contact:
Jürgen Kreisel
Shanghai
Your contacts:
Frank Bindszus
Andreas Schele
Vienna
Your contacts:
Kenan Kaya
Udo Klingels
Steffen Szeidl
Philipp Späth
Stefan Schweitzer
Operator consulting
Andreas Schele
philipp.spaeth@dreso.com
stefan.schweitzer@dreso.com
andreas.schele@dreso.com
Drees & Sommer
Sustainable Engineering
Consulting (Shanghai) Co., Ltd.
The Bridge 8, Building 2, Unit 2203
Jianguo Zhong Lu No.10, Huangpu District
200025 Shanghai, P.R. China
info.shanghai@dreso.com
Drees & Sommer
Projektmanagement und bautechnische
Beratung GmbH
Lothringerstraße 16, top 9
1030 Vienna, Austria
Phone +43 1 5335660-0
Fax +43 1 5335660-90
info.wien@dreso.com
Energy industry
Claudia Niendorf
Christopher Vagn Philipsen
Green Building
Dr. Peter Mösle
Healthcare consulting
Martin Frey
claudia.niendorf@dreso.com
christopher.philipsen@dreso.com
peter.moesle@dreso.com
martin.frey@dreso.com
Your contacts:
Martin Lutz
David Schenke
St. Petersburg
Your contacts:
Manfred Drescher
Marc Guido Höhne
Michael Schreil
Prof. Dr. med. Christian K. Lackner
Hermine Szegedi
Hospitality consulting
Matthias Schulle
Fabian Schuster
christian.lackner@dreso.com
hermine.szegedi@dreso.com
matthias.schulle@dreso.com
fabian.schuster@dreso.com
Drees & Sommer Russia & CIS
Ul. Marata, 47/49, litera A, office 202
190002, St. Petersburg, Russia
Phone +7 812 3334307
Fax +7 812 3334308
info.st.petersburg@dreso.com
Your contacts:
Evgeniy Kaverin
Steffen Sendler
Warsaw
Drees & Sommer Polska SOO
Okecie Business Park –
Gebäude „Zephirus“
Ul. 17-go Stycznia 45b
02-146 Warsaw, Poland
Phone +48 22 3203790
Fax +48 22 3203751
info.polska@dreso.com
Lean management
Dirk Jannausch
Fabian Schuster
Patrick Theis
Harald Wolf
Life Sciences
Harald Gräfe
Ulrich Kaufmann
Rino Woyczyk
dirk.jannausch@dreso.com
fabian.schuster@dreso.com
patrick.theis@dreso.com
harald.wolf@dreso.com
harald.gräfe@dreso.com
ulrich.kaufmann@dreso.com
rino.woyczyk@dreso.com
Your contact:
Oliver Beck
Optimization of established properties
Peter Tzeschlock
peter.tzeschlock@dreso.com
Retail
Dirk Hünerbein
dirk.huenerbein@dreso.com
Ralph Scheer
ralph.scheer@dreso.com
Workplace consulting
Sven Baade
sven.baade@dreso.com
104
105

Photo credits
Cover, title, backgrounds
Pages 2 – 13, 96 – 105
© Roman Sakhno – Fotolia.com
Page 2
Sandra Ickinger, Böblingen
Pages 3, 98 – 99
Sandra Schuck Fotografie, Berlin
Fotografie Angelika Raiber, Stuttgart
Page 6
Uwe Rau, Berlin
Page 10
© Daimler AG, Stuttgart
Pages 14 – 17
© Erhard Hehl Fotografie, Tiefenbronn
Pages 18 – 21
© KAY SOMMER Mannheim/Frankfurt
Pages 22 – 23
© chalabala – Fotolia.com
Pages 24 – 25
© Fraport AG, Frankfurt
Pages 26 – 29
– © Stadt Ostfildern
– © Swetlana Wall – Fotolia.com
Pages 30 – 33
– © Audi AG, Ingolstadt
– © Kohlbecker Architekten & Ingenieure, Gaggenau
Pages 34 – 35
© Frank Marburger Photography, Frankfurt
Pages 36 – 39
© LÉON WOHLHAGE WERNIK, Berlin
Pages 50 – 53
© XiangYu Sun, Beijing
Pages 54 – 57
© ATELIER BRÜCKNER, Stuttgart / Michael Jungblut, Berlin
Pages 58 – 61
© Morlok Fotografie, Forbach
Pages 62 – 63
© HVB Immobilien AG, Munich
Pages 64 – 67
© Dominik Reipka, Hamburg/www.reipka.de
Pages 68 – 69
© Romero & Schaefle Architekten AG, Zurich
Pages 70 – 73
© MOMENI Gruppe, Hamburg
Pages 74 – 77
© New Holland Development, St. Petersburg
Pages 78 – 79
© Steigenberger Esplanade Jena
Pages 80 – 83
© IMMOFINANZ Friesenquartier GmbH, Cologne
Pages 84 – 87
© RFR Management GmbH, Frankfurt
Pages 88 – 89
© Barkow Leibinger Architekten, Berlin
Pages 90 – 93
– © Juice Images – Fotolia
– © styleuneed – Fotolia
Pages 94 – 95
© Schaeffler AG, Herzogenaurach
Pages 40 – 41
© ECE Turkiye, Istanbul
Pages 44 – 45
© Architekten Burger und Partner, Heidelberg
Pages 46 – 49
© Vodafone GmbH, Düsseldorf
106

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