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Partnership working critical aspect in Lloyd’s refurbishment strategy

17 July 2020

Close working with its supply chain partners is seen as an essential factor to maintain the highly impressive Lloyd’s facility in central London.

The eye-catching Lloyd's building in Lime Street, London opened in 1986 and was the youngest building to receive grade 1 listed status in 2011.

It was designed by Lord Rogers of Riverside and commonly named as the "inside out building" because all of the services are on the outside of the building.

Included within the facility are 80km of stainless steel clad pipes and ducts, 12,000 sq m of glass and 30,000 sq m of stainless steel cladding.

In 2019, the building was recognised by the Council on Tall Buildings and Urban Habitat (CTBUH) as one of the world's top 50 most iconic and influential buildings.

With the building coming up to 35 years old, Lloyd's Corporate Real Estate (CRE) team has embarked on a major refurbishment programme. The goal is to modernise the floor services, building assets, systems and controls to offer fit for purpose and energy efficient office space for the next 35 years, whilst carefully preserving the original concrete structure, façade and listed elements.

Nearly all the facility’s assets are either being refurbished or replaced, from the iconic glass lifts, escalators and building maintenance units (cranes) on the roof to the high voltage (HV) and low voltage (LV) electrical infrastructure, generators and flues, vertical rising busbars and both the BMS and EMS.

Making the process a little more challenging, the facility will have to continue functioning as the world's leading specialist insurance marketplace throughout the refurbishment works and will remain fully occupied.

Lloyd’s CRE senior manager, facilities Terry Blacker says: “Approximately 7,000 people come into Lloyd's daily and over 30,000 people have an access pass.

"One of the most challenging part of the works is the replacement of the ageing mechanical and electrical assets beneath the raised floors, which are known as “galleries”, on each of the 12 storeys.

“This has already started on galleries 5, 6 and 12 where the Corporation of Lloyd's resides. A quarter of the building is surplus to Lloyd’s requirements and is sublet to tenants, who we are consulting with about their future space requirements in order to refurbish their floors,” he explains.

In conjunction with The Future At Lloyd's programme of work, which aims to digitise much of the market over the next few years, it will be refurbishing the market floors known as the Room or Underwriting Room, where the brokers and underwriters meet daily at their traditional "boxes".

“When we remove these boxes to refurbish we intend to replace them, but how the Lloyd's market will operate in the future will require a high degree of collaboration between all stakeholders in the market, CRE, technology and the service partners that run the building day to day,” Mr Blacker continues.

He further explains that to support all this work, Lloyd's has key relationships with a small number of best-in-class FM service partners. including Jaguar (building maintenance), Elior (catering, hospitality and front of house), Principle Cleaning (cleaning and logistics) and Mitie (security).

It also works with a number of consultants, such as Arup for façade inspections, using drone technology and an interactive 3D digital model of the building to track maintenance and defects.

The company additionally uses Hoare Lea for advice on vertical transportation; MEIT for mechanical and electrical (M&E) design and performance, and Mace, Turner & Townsend and CHPK for project management, programme management, cost consultancy and CDM respectively, and is continuing its close relationship with Rogers Stirk Harbour to help with any work that impacts on important architectural and design features.

"Our outsourced service partners play a critical role in the strategy, planning and co-ordination of all of this work," says Mr Blacker.

“Employing 200 outsourced workers who are based in the building, the service partners have been carefully chosen because of their own culture, which gels with Lloyd's ‘one team approach’ brought together in one cohesive programme of work we refer to as ‘Spotlight’.

"I developed the Spotlight programme a few years ago with our core service partners so that all parties benefit from the highly collaborative engagement process that now exists between us, helping align objectives and maximise value for the business," Mr Blacker continues.

“Twice yearly the chief executive officers (CEOs) and managing directors (MDs) of Jaguar, Mitie, Elior and Principle meet with the CRE senior team meet to discuss and agree strategy.

“There is also a Spotlight Ambassador group that meet regularly to discuss the culture and behaviours at Lloyd's, working conditions, charity events and educational classes for all service partners to attend. The group is made up of members of each of the outsourced companies.”

Although certain elements within the Spotlight programme were used by Mr Blacker in his previous FM roles, these have been further extended in a number of areas to create the unique initiative that is proving highly successful at Lloyd’s.

One of the current ambassadors is Elior catering assistant Clara Pinzon, who confirms that the Spotlight programme has been a “real success that has allowed me to see the bigger picture and my role in this”.

She further states that it has helped her to feel like a valued member of the team and Lloyd’s.

Another ambassador, Roger Taylor, stated: “I have worked as an electrician for Lloyd’s for about 30 years.

"Presently, I’m mentoring the next generation of apprentices and assisting where I can in the massive alterations that are happening across corporate real estate.”

The MDs and CEOs of the service partners also attend the Lloyd's CRE six-monthly town hall meetings where they share information and celebrate the success of team members that have demonstrated the culture of Lloyd's through their collaborative actions and/or customer service.

“I find the town halls very interesting,” says deputy cleaning manager Maria Mazzillo. “I particularly enjoy the quiz at the end of each event.”

Further endorsement of the effectiveness of the ‘one-team’ approach is provided by Lloyd’s security officer Dion Henry, who says: "I really feel part of the Lloyd's family. I was part of the Lloyd's Pride march last year and always enjoy the Christmas party.

"Lloyd's and its service partners are both here to serve the insurance market. That's what makes our relationship work so well."

Lloyd’s head of CRE Jack Kent adds further endorsement of the partnership efforts of all those involved: “We are able to perform a hugely important function for Lloyd’s, and I am very proud of the team and relationships that we have built around us that enable us to achieve success.”

Given the high level of focus on collaborative working, readers will be unsurprised that the company reached the final stage of judging in the PFM Partnership Awards 2019 with its partner Principle Cleaning, allowing Mr Blacker to experience the highly-regarded judging process for the first time.

Having been suitably impressed with the experience, he has generously offered to support this year’s awards and has signed up as a member of the independent judging panel.

Mr Blacker is currently engaged in the planned reopening of the Lloyd’s Underwriting Room on 1 September, following the easing of restrictions relating to the recent Covid-19 lockdown.


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