Welcome to the inaugural edition of Dissing+Weitling’s Sustainability Report. Here, you can explore our company’s own environmental data, learn about our remarkable employee engagement, and gain insight into how we are integrating sustainability into all aspects of architecture and consulting. Additionally, you will find three examples of projects in construction, mobility, and transformation and cultural heritage, which are the driving forces behind our success.
I am proud of our 2023 results, and I am particularly pleased with the way our employees across all Dissing+Weitling business areas are engaging in green solutions and transparent processes. Our employee engagement index in Dissing+Weitling’s sustainability initiatives stands at an impressive 83%!
The urgent green transition places us all on the same burning platform — employees, partners, contractors — and forces us to collectively be ambitious and change our behavior. It is precisely in these strong collaborations that we mutually push each other in a greener direction.
Sustainable architecture is of utmost importance, and together, perhaps more than ever, we recognize that we are shaped by a Dissing+Weitling design DNA that — from its inception — has focused on creating durable, buildable, minimal, and user-friendly designs. Our work philosophy and ethics have never been more relevant.
In 2023, Dissing+Weitling achieved certification in the international environmental management standard ISO 14001. In 2024, our management and employees underwent a follow-up audit to evaluate our environmental impact, policies, and performance. Through our environmental management system, we systematically tracked our energy and material consumption, aligning our environmental ambitions both internally and externally. This applies to everything from material assessments, LCA calculations, ESG consulting, and training, among other areas.
Not only did we meet our strategic goals for the ISO 14001, but we also exceeded them — tightening our targets along the way and thereby reducing energy and material consumption more than anticipated. For instance, we achieved a 30% reduction in electricity consumption, and the results and sense of community throughout the process have been motivating for all of us.
We will continue as sustainability advisors with a focus on ‘putting our own house in order,’ and I look forward to sharing our progress with you in the years to come.
Best regards,
Tine Holmboe, CEO
Architecture that Moves You
We create buildings, bridges, and environments that move you physically and emotionally. We unite the buildable, durable, and user-friendly with sustainable methods and tools to achieve harmony between function, environment, and aesthetics.
We transform existing square meters to meet new needs, consistently striving to make a positive impact for you, the everyday user of our solutions. It should be motivating to cycle in the city, comfortable to work in all professions, and feel safe waiting for the train. Our architecture is a catalyst of great experiences as we move people across distances and through space.
With roots in Arne Jacobsen’s studio, we draw on a unique foundation in Danish design and architectural history. This heritage is ingrained in our DNA and forms a common thread through over 50 years of work. Our portfolio includes iconic works such as the National Bank, the Great Belt Bridge, and the Bicycle Snake. We transform this legacy into sustainable solutions for today and tomorrow.
We design offices, residences, cultural and commercial buildings, and we optimize and preserve built cultural heritage. We are also behind bridges, stations, and other mobility solutions – ensuring access for all and connecting urban and community spaces. Regardless of the solution’s size, location, or typology, our methods and design language embody Nordic design heritage, drive green solutions forward, and push professional standards.
We foster collaboration across disciplines and nationalities, nurturing a work culture where young talents and experienced architects learn from each other.
Materiality Assessment
Dissing+Weitling’s materiality assessment was a crucial first step in implementing the studio’s sustainability strategy for 2022-2024. Conducted in spring 2022, we identified the firm’s significant ESG impacts, forming a vital foundation for our ongoing three-year strategy.
All aspects were evaluated — from firm activities to the impact of new construction projects, renovations, transformations, and mobility solutions - both nationally and internationally. In other words, the evaluation covered the entire value chain, examining a full spectrum of environmental and social impact areas.
The materiality assessment also included perspectives from all of Dissing+Weitling’s key stakeholders — management, employees, customers, partners, and the public. We collected data via an internal questionnaire and conducted over 15 hours of interviews with key employees. The data collection was based on Dissing+Weitling’s strategic goals, strategy, organizational culture, market analysis, and regulatory obligations. External stakeholders were not directly involved, but their perspectives were presented during the interviews by internal staff with close working relationships and ongoing dialogues.
We assessed environmental, social, and governance impacts based on relevance to different stakeholders, geographic areas, and industries. They were prioritized according to the stakeholders’ interests and their impact on the business.
The greatest significance lies in the environmental impact associated with Dissing+Weitling’s designs, including material selection and consumption, CO2 emissions, and circularity. Other key topics include waste management, accessibility and Universal design, social cohesion, employee training and development, as well as ethics and regulatory compliance - especially with the new Danish building LCA limits.
Indigenous Rights
Supply Chain Transparency
Biodiversity
Anti-Corruption
Human Rights
Waste Management
Energy Magagement
Risk Management
Social Cohesion
Climate Mitigation
IT & Data Security
Pollution Prevention Health & Safety
Climate Adaptation
Training & Development
Circularity Whole Life Carbon Reduction
Accessibility & Universal Design
Diversity & Inclusion
Ethics & Compliance
Materials Innovation
Sustainability Program
Dissing+Weitling’s sustainability program supports a long-term vision to embed sustainability at the core of our operations and design philosophy. This is achieved by addressing the key issues identified in our materiality assessment and implementing the strategic objectives of the 2022-2024 Strategy.
We share in the Danish architecture sector’s overwhelming commitment to taking sustainability seriously and for Dissing+Weitling, sustainability has long been a part of our DNA. Robustness, durability, responsibility respect for materials and people we believe that sustainability is not an add-on or a cost center, but an essential feature of design and an investment in a healthy future within planetary boundaries.
Our program addresses three key pillars: our operations, our workforce, and our designs. With a focus on capacity building and adapting to emerging industry trends, we take a holistic approach to sustainable architecture and ESG management.
It is important to us to listen to the needs of both our clients and end-users and to embrace the enthusiasm and urgency from our workforce to participate in the green transition. Dissing+Weitling’s Sustainability Roadmap and environmental action plan set ambitious goals and hold us accountable for continuous improvement to our key stakeholders: our clients, our colleagues,
Responsible Operations
Dissing+Weitling is committed to minimizing the environmental impact of our business operations while engaging transparently throughout our value chain. We recognize that our architectural projects contribute significantly to global carbon emissions, with the construction industry responsible for 37% of this impact1. At the same time, we believe that a responsible sustainability strategy must begin with our internal practices.
We are dedicated to reducing our organizational impact by setting ambitious goals to lower consumption and emissions at our Islands Brygge offices. Our approach involves comprehensive environmental management: measuring our footprint, implementing strategies to minimize impact, and evaluating our outcomes. We focus on optimizing resource use, reducing waste, and enhancing energy efficiency.
Simultaneously, we are committed to transparent communication with stakeholders and partners, ensuring our sustainability practices align with industry standards and emerging ESG reporting trends. By developing our environmental management system, we have enhanced our ability to provide accurate ESG data for partners affected by the CSRD (Corporate Sustainability Reporting Directive) and fostered a culture of ambitious sustainability goals within our team. This dual focus on responsible operations and environmental management not only aligns with broader standards but also inspires our colleagues to pursue more impactful sustainability targets within their own work.
Primary initiatives
Reduce our energy consumption and minimize the studio’s resource use and waste.
Evaluate and minimize the GHG emissions of our supply chain.
Assess the total GHG emissions resulting from business travel.
Prioritize environmentally conscious suppliers in our procurement processes.
Goals for 2024
Reduce the studio’s consumption of electricity, heating, and water.
Assess our office waste and collaborate with the landlord to achieve reductions.
Evaluate the extent of business travel and develop a plan to reduce the number of trips and/or choose alternatives.
Prioritize sustainability in procurement, ensuring that 70% of all our suppliers and partners publish their own ESG commitments.
Victoria Greenhouse
GHG Emissions
To gain an overview of Dissing+Weitling’s total climate footprint, we have committed to measuring our own GHG emissions as part of our three-year firm strategy for 2022-2024.
In accordance with the GHG Protocol and using the Climate Compass tool provided by the Danish Business Authority, we conducted a partial carbon footprint assessment that includes GHG emissions from Scopes 1, 2, and upstream 3.
To ensure comparability, we found it important to establish a baseline year and completed our first calculations for 2022 and 2023.
Scope 1 & 2 Emissions
Scope 1
Direct emissions from sources that we own or control, such as from vehicles.
Scope 2
Indirect emissions from the consumption of purchased electricity, steam, heating, and cooling.
Scope 3
Indirect emissions from activities we do not own or control.
transformation, and mobility infrastructure - was not feasible. Therefore, we decided to include the following upstream Scope 3 categories until 2024:
• Purchased goods and services
• Business Travel
• Waste Generated in Operations
• Upstream Leased Assets
• Fuel and Energy Related Activities not included in Scopes 1+2
Electricity
Our electricity consumption is divided between purchased electricity for our leased offices and the allocated share of our building’s consumption, which is purchased by our landlord. Of the total electricity consumption, 84% comes from certified wind energy.
Our Scope 1+2 emissions result from our owned and leased means of transportation, as well as our purchased electricity, heat, and process energy for our leased office space in Islands Brygge.
Scope 3 Emissions
As an architectural firm involved in complex value chains and collaborations, we recognize the challenges and importance of assessing a comprehensive climate footprint, which includes uncontrollable activities (Scope 3). Although including Scope 3 emissions is crucial, obtaining a complete overview of all carbon emissions across our business areas - new construction, renovation,
As a part of our ISO 14001 certification journey and approving our first Environmental Policy in 2023, we identified energy efficiency as a key area of impact of our operations. Energy usage is significantly influenced by our IT systems however, there is a variation of data-processing needs across our three business units. Based on an analysis of usage patterns, we strengthened our practice of distributing energy-efficient machines to teams with higher processing needs and installed automatic sleep and shutdown settings for all computers.
Our goal was to reduce our electricity consumption by 60% in 2023, and we achieved a total reduction of 32% and a reduction of 42% per employee.
Heating Water
Our offices are connected to the integrated District Heating system in Copenhagen. In the 2023 fiscal year, we expanded our staff and changed the function of an annexed work studio into additional office space. Despite the additional heating footprint, we kept our heating consumptions stable, while meeting work environment requirements.
As a standard office, we require water for normal business activity. Despite increasing our headcount, we saw a reduction in overall water consumption in 2023. Together with the heat measurements, we concluded it is possible to expand operations while reducing overall consumption.
Waste
Currently, we do not have the capability to measure our waste as sorting and disposal are handled by a contracted cleaning service. Nevertheless, we found it important to include a goal in Dissing+Weitling’s environmental policy for waste reduction.
Paper is a central part of daily operations at the firm, so the goal was to reduce paper consumption by 20% in 2023. We measured this based on the amount of paper purchased over a twelve-month period.
As a Danish architectural firm with global reach, regional and international travel is part of our activities. The Building and Cultural Heritage & Transformation departments primarily travel within Denmark, while the Mobility unit handles projects and networking obligations across large parts of the world.
The nature and frequency of our international travel have changed significantly in the aftermath of the COVID-19 pandemic. It has become feasible to deliver critical business services online, resulting in a reduction of travel activity compared to pre-pandemic levels. Several of Dissing+Weitling’s international markets experienced extreme reductions in business travel from 2020-2022.
In 2023, we committed to measuring the number of kilometers and associated carbon emissions from our travel activities. We established a baseline for future reduction goals. However, data collection revealed that 2023 was an atypical year due to several factors: heightened need for in-person stakeholder engagement post-pandemic in Asia and Australia, a study trip to North America, and acceptance of papers and subsequent presentations at professional conferences.
Business Travel Air Travel
In 2023, Dissing+Weitling celebrated its 50th anniversary with a study trip to Chicago, Illinois, USA. This special destination added a significant number of person.kilometers to the total business travel, but it is an exception in the company’s annual education program. We therefore believe 2024 to serve as a more accurate baseline year for business travel and reduction goals going forward. In 2024, we will expand our measurements to include total person.kilometers travelled for flights, car, and train journeys.
Responsible Procurement
As a consultancy firm, we are committed to providing our clients with transparent data and taking responsibility for sustainability. This commitment was a significant driver for our ISO 14001 certification, and it’s an obligation we aim to implement across our own value chain.
In 2023, we assessed our own suppliers’ sustainability commitments. It revealed that 58% of our operational suppliers disclosed sustainability commitments and ESG goals.
In 2024, our intention is to enhance supplier assessments to include SaaS providers and strategic partners as well, with a goal that 70% of all suppliers disclose sustainability commitments.
Engaged Workforce
Dissing+Weitling is committed to fostering a diverse and skilled workforce, equipped with the knowledge and expertise needed to advance the green transition. We recognize that our team is our greatest asset and focus on cultivating green competencies to address sustainability challenges and drive innovation.
To support this, we emphasize continuous learning and development. Our approach includes personalized career development, group training sessions, and workshops, alongside transparent communication about progress toward our sustainability goals. This ensures our employees are motivated, informed, and ready to navigate the complexities of sustainability in architectural projects.
Sustainability is integral to every aspect of our operations and job functions. We have established Employee Resource Groups dedicated to key areas such as Life Cycle Assessment (LCA) and Digital Tools, sustainable materials innovation, and impact evaluation. These groups offer a platform for all employees to engage with sustainability efforts and contribute their insights. By investing in these initiatives, we enhance our internal green competencies and foster an inclusive environment that supports collective success and innovation.
Primary Initiatives
Develop expertise in sustainable architecture and construction.
Promote awareness and engagement in Dissing+Weitling’s sustainability initiatives.
Foster a diverse and inclusive work environment.
Goals for 2024
Increase the number of hours spent on sustainability-related learning.
Ensure all employees understand Dissing+Weitling’s environmental policy, goals, and action plan.
Learning & Development
Learning and mentorship are ingrained in our work culture and supported by educational resources. Our staff can participate in courses and learning opportunities individually or in groups throughout the year.
In 2023, we offered various learning opportunities, including workshops on carbon emissions, Life Cycle Assessment (LCA) calculations for early design phases, Universal design, and updates to the building regulations.
Awareness of Sustainability Strategy
No sustainability strategy can succeed without an engaged workforce! This is our starting point and what we strive to achieve through several initiatives.
In 2023, we measured employee engagement in the sustainability program during the annual APV survey. The overall engagement score for 2023 was 83.37%. This metric will serve as baseline for assessing employee engagement and guide our efforts to enhance our sustainability initiatives going forward.
12
3 Employee Resource Groups Department Roadmaps Monthly Updates (meetings, dashboards)
4
Diversity and Inclusion
Dissing+Weitling is enriched by a diverse workforce that reflects our commitment to inclusion and innovation. Our team spans genders, generations, nationalities, and educational backgrounds enhancing our creative processes and strengthening our ability to deliver high-quality architectural solutions.
In 2023, we employed 58 full-time staff members, 80% of whom were covered by collective agreements ensuring fair working conditions. Gender diversity is a key focus, and we are proud that our overall gender distribution was 2:5 women to men. At the management level, women comprised 50% of our leadership team, underscoring our commitment to gender equity within the built environment sector.
Our workforce is international, with employees from 12 different countries. This diversity enhances our global outlook and enables effective engagement with clients and partners worldwide. In 2023, 28% of our staff were non-Danish nationals, contributing to a dynamic work environment and supporting crosscultural collaboration.
Age diversity is a cornerstone of our inclusive approach. Our team spans five generations, each bringing unique skills and perspectives. This intergenerational collaboration blends the energy of younger employees with the wisdom of seasoned professionals, maintaining our innovative edge.
We are committed to fostering an environment where all employees feel valued and supported. Diversity and inclusion are essential to our success and resilience, equipping us to tackle complex challenges and deliver innovative, inclusive solutions.
Collaboration across generations
Excerpt from an interview with architects Poul Ove Jensen and Danijel Zorec. Find the full interview here
Poul Ove Jensen is internationally known for designing some of the world’s most notable bridges including the Great Belt Link, the Stonecutter Bridge in Hong Kong, and the Samuel de Champlain Bridge in Montreal. He has dedicated the last 30 years to developing significant bridge and tunnel projects, and has received numerous awards and accolades, including the International Fellowship awarded by the Council and Honours Committee of the Royal Institute of British Architects (RIBA) and the Eckersberg Medal awarded by the Royal Danish Academy of Fine Arts. He considers teamwork to be a cardinal point in bridge design.
Poul Ove’s co-worker, Danijel Zorec, is as Poul Ove puts it: “not a typical young architect. Danijel already has a lot of experience, and he does not propose things that are not possible.”
- Danijel, what do you learn from Poul Ove?
Danijel Zorec: - We have developed a strong partnership, and Poul Ove has played a significant role in advancing my technical knowledge. Bridge design is truly a unique field, one that is typically not covered in basic university education.
- Poul Ove has also taught me the art of patience! Like many in my generation, I am used to everything moving quickly, but at Dissing+Weitling we strive to refine the design to perfection, which of course takes time.
- “Patience,” is an interesting word! That is what we consider part of the Dissing+Weitling’s DNA – the understanding that even the smallest details can have consequences for the bigger picture …?
Danijel Zorec: - Yes, for example, a project doesn’t end with creating renders or submitting competition proposals. Things can go very wrong if you’re not mindful of every detail and lack the patience to be precise in communicating the design. This is important when collaborating with engineers, clients, or contractors. As architects, we are often a kind of translator between different disciplines, maintaining a balance between many demands and the design concept.
- Poul Ove has an exceptional eye for both the big picture, details, and a sense of proportions. For example, he frequently emphasizes the importance of drainage even in the conceptual phase, as many bridges have been spoiled due to neglecting such a functional element.
- Poul Ove, in your opinion, what do you pass on to the younger colleagues?
Poul Ove Jensen: - First and foremost, respect for the work. And the fact that the design must be doable. We are constantly fine-tuning the small elements to find the best solutions. It must, of course, also be economically reasonable.Bridges are built with taxpayers’ money. Consideration for the environment is also important, and by that, I mean the visual environment as well. When you build a large bridge like the Great Belt Bridge, it will stand for 125 years. That’s serious, and it matters how it looks.
Design for Sustainability
Since its founding in 1971, Dissing+Weitling has engaged in a broad range of architectural endeavors, creating designs across virtually all genres and scales. Our portfolio spans from bridges and rail infrastructure to cultural buildings and heritage sites, as well as hotels, corporate headquarters, residential projects, and urban planning within Denmark and internationally.
As part of our strategic focus on sustainability, we have set three key objectives: reduce the climate impact of our architecture, increase the number of contracts with a strong sustainability focus, and develop in-house tools and processes to enhance our sustainability service offerings. These objectives are embedded in every aspect of our work, guiding us in integrating sustainable practices into all phases of the design and construction process.
The following three projects illustrate this diversity, each representing one of our three core business areas: Building, Cultural Heritage + Transformation, and Mobility.
These case studies feature an industrial facility on Zealand, a pedestrian and bicycle bridge in Australia, and the transformation of a listed building in Frederiksberg. Despite their differences, all projects share a commitment to quality, attention to detail, Nordic minimalism, and constructability.
Bridges and Social Value Creation
From 2022 to 2024, Dissing+Weitling’s mobility team has engaged in projects across Norway, Sweden, Germany, Switzerland, China, Africa, the USA, and, relatively newly, Australia. Our portfolio includes both major road bridges as well as smaller pedestrian and cycling bridges.
Australian projects gained momentum beginning in 2020 with the Kangaroo Point Green Bridge in Brisbane, followed by the Swan River Causeway in Perth. Additional projects include Swan Hill Bridge between Victoria and New South Wales and the Fremantle Traffic Bridge.
Swan River Causeway Bridge
The Swan River Causeway Bridge for pedestrians and cyclists is part of a broader infrastructure plan to connect Swan River2 (Derbarl Yerrigan) from Perth CBD to Victoria Park and beyond. The project features two separate cable-stayed bridges with a curved path connecting vital parts of Perth. It forms a bridge ensemble alongside the heritage-listed Causeway Bridge (1952).
Multifunctional landmark bridges in Australia
With separate lanes for cyclists and pedestrians, the bridge enhances safety and comfort for approximately 1,400 cyclists and 1,900 pedestrians who use the existing Swan River Causeway Bridge daily. The bridge design includes lookout platforms and rest areas, offering panoramic views of the river and skyline.
Visualization, Swan River Causeway Bridge
Environmental Considerations
Located approximately 90 meters downstream from the existing road bridge, the bridge’s placement minimizes impact on flora and fauna3 while improving connectivity for non-motorized traffic.
Its proportions make it visually and physically slim and light. The cable-stayed design was chosen to minimize material use and environmental impact. Environmentally friendly materials were also used to reduce the bridge’s overall CO2 footprint.
The city council has placed great emphasis on protecting the local ecosystem, especially the water environment, wildlife, and vegetation around the bridge’s foundations in Swan River. An advanced water management system ensures rainwater from the bridge is filtered and purified before flowing into the river. Energy-saving LED lighting on the bridge not only reduces energy consumption but also minimizes light pollution in the area. Traffic noise is mitigated with noise-reducing elements in the construction, and trees and bushes near the bridge have been replanted to compensate for vegetation removed during the construction process.
The environmental reports were prepared by engineering firm WSP and incorporated into both the process and bridge design.
Navn
Type: Pedestrian & bicycle bridge
Client: Mainroads Western Australia (City of Perth)
Year: 2020-2024
Size: 660 m
Type: Bygherre: År: Størrelse:
Swan River Causeway Bridge
Indigenous Rights and Structural Symbolism
The bridge crosses an area sacred to the indigenous Australian people. In addition to improving accessibility, traffic safety, and connectivity, the location and design show respect for local cultural heritage, values, and symbolism. The bridge literally lifts heritage and history skyward with a symbol-laden pylon design that holds potential for local pride and user delight.
During the development phase, significant effort was made to involve and collaborate with local stakeholders, including members of the Whadjuk Noongar community. The bridge project is an example of co-creation with the local population around their cultural heritage. Previously excluded stakeholders have been engaged and heard.
Thus, the design reflects the rich culture and history of the local area, and the Swan River Causeway Bridge is characterized by symbolism and folklore of the indigenous population. The recognizable structure and pylon design reflect Whadjuk Noongar culture with clear references to prominent Whadjuk Noongar figures, including a boomerang representing the warrior Yagan and a digging stick (wanna) representing the indigenous rights activist Balbuk.
Beyond addressing an infrastructure issue, the Swan River Causeway Bridge is a concrete example of the global demand for bridge designs that support local pride, heritage, and serve as a catalyst for international branding of a place.
Dissing+Weitling is no stranger to this trend — bridges in China and Canada also express local symbolism and support social and local values. The Perth bridge is a clear exponent of this movement towards iconic structures.
For Dissing+Weitling, bridge design always revolves around maintaining its design integrity and DNA known for prioritizing simplicity and buildability. The design considers social, cultural, and economic aspects but never resorts to excessive ornamentation or other monumental effects. The symbolism in the winding path, wanna, and boomerang pylons, details on the bridge’s interior, and views from the river road are all integrated — never detached decoration — but individually significant and collectively meaningful elements.
In 2023, Dissing+Weitling explored this design trend in the paper ”Structure as Symbolism: Pylons as Tools for Cultural Expression in the Asia-Pacific Region,” IABSE 2023.
Commercial and Industrial Construction
From 2022 to 2024, Dissing+Weitling has undertaken several projects in the administration, laboratory, and production building sectors.
A significant portion of these projects stems from our long-standing collaboration with a confidential client in the pharmaceutical industry. Commercial and industrial construction is a core expertise of our firm.
A long-standing collaboration
Since 2022, Dissing+Weitling has designed new, temporary, and transformed facilities for the pharmaceutical company. We have been involved in everything from pavilions to highly specialized warehouse buildings with well-thought-out and seamless logistics.
Regardless of the building type, we contribute to ensuring good and efficient working environments for employees both in the short term, during the client’s expansion and change, and in the long term in the competition to attract the best talent.
Rational, Flexible, and Pleasant to Work In
This architecture is characterized by modernist rationality and logically practical spatial arrangement, creating optimal conditions for the building’s complex interior. One 21,000 square meter building complex is composed of a warehouse section and an office section, where all functions and layout principles are aligned with client guidelines and, most importantly, meet users’ needs.
Observation studies, user and stakeholder analyses, among others, have clarified real needs and helped qualify and future-proof our proposed solutions.
Approximately one-third of Dissing+Weitling’s staff are engaged in tasks for the client. They take a holistic approach to the enormous design tasks and delve into details when necessary. As is typical for pharmaceutical construction, this involves providing frameworks for technically complicated production, which requires extensive consultation on building layout and design. As consultants, we have an in-depth understanding of the production down to the smallest detail to create the most optimal building design.
Type: Warehouse, Office, Laboratory, Administration, Changing and Shower
Facilities, Canteen
Client: Confidential
Year: 2023 -
Size: 21.000 m2
Light and Well-being
A good working environment4 is particularly influenced by good daylight and proper solar orientation relative to functions. We have carefully aimed for this bright, spacious quality to enhance users’ well-being and reduce passive energy consumption. Since production and cleanroom laboratories do not allow daylight to enter the warehouses themselves, we have worked diligently to provide daylight to the spaces connected to the warehouses. This includes areas such as goods-receiving and offices, where open views to the outdoors have been ensured. Skylights and strategically placed window sections also support internal wayfinding in the large building complex.
The raw material warehouse is divided into specific functions and connected by a technically heavy ’backbone’ with associated goods receiving, cleanroom laboratories, and administrative facilities. In smaller volumes, there are cold, frost, chemical, and enzyme warehouses, each with different requirements for indoor climate, temperature conditions, etc.
The administrative area covers 2,900 square meters and is equipped with 220 fixed workstations, cleanroom laboratories, changing rooms, showers, offices, a canteen, and a serving kitchen with seating for 100 people. The special working conditions require, for example, airlock systems with advanced air exchange, temperature, and humidity conditions.
We Challenge and Innovate
Industrial construction faces significant challenges regarding sustainability as factory hyper-optimized and functionalist solutions are resource-intensive and may struggle to incorporate new and less tested sustainable materials, processes, etc. Additionally, productions are subject to restrictive requirements for hygiene, cleaning, flow, and production. However, it is not impossible to push industrial facilities and work environments in a more sustainable direction.
As architects, we see it as an important task to ensure the integrity of specialized work processes while proposing the most advantageous solutions within social, environmental, and economic sustainability.
Dissing+Weitling prides itself on being a thorough and competent advisor in this pragmatic and functionalist building genre. We demonstrate that industrial architecture does not have to be bland or uninspiring. Similarly, its climate impact is not inherently negative or harmful. Regarding this specific pharmaceutical company, we maintain a longstanding collaboration and experience a shared understanding of the importance of creating good working conditions within the relatively strict requirements for production facilities.
The art of looking both deep and far
Excerpt from an interview with architect Karsten Brandt-Olsen. Find the full interview here
Karsten Brandt-Olsen has more than 30 years of experience as an architect. He has dealt with virtually all building types and phases, and he masters all the roles an architect can hold. He possesses solid experience with industrial architecture, including for the pharmaceutical industry, one of the areas Dissing+Weitling has been engaged in since the firm’s founding.
- Is mastering all phases in construction especially important within pharmaceutical construction?
Karsten Brandt-Olsen: - It is definitely a huge advantage. Being able to be involved from the very beginning, from the first sketches, and also being able to step up on the construction site and ensure through supervision that the quality is maintained throughout the entire process.
- How would this differ from working on a different type of project?
- The big difference is that pharmaceutical construction is technically complicated. An efficient and optimized production should take place in the buildings – whether it’s research, food production, medicine, or something else. Regardless, this places significant demands on the layout of the building and the design. Therefore, one must truly understand the production down to the smallest detail in order to create the design. How should the process work? What should the final product be? What should the working conditions be like? This is absolutely crucial.
- That’s why it’s not without challenges to change employees midway through a construction project, as the knowledge gained at the beginning of a project influences what you shape.
- And how do you reconcile all those requirements and constraints with the ambitions you have as an architect? Is there room for aesthetics in industrial architecture?
- Yes, fortunately, I would say. We have a client in the pharmaceutical industry who really appreciates architecture, and is aware that good architecture can help attract the best employees.
- They are competing for the brightest minds, so arguments about a great workplace, ample daylight, and the interaction between building and nature are high on the agenda. They listen to our arguments and appreciate them. And when the client is ambitious, you can actually fulfill some of your own ambitions in the design. It’s a matter of the client recognizing the value of cohesive solutions – and understanding that architecture and well-being are directly connected to a sustainable economy, which also prevents patchwork solutions.
Historic University Buildings
The older buildings at the University of Copenhagen (UCPH) represent a diverse cultural heritage. Since 2009 Dissing+Weitling has had the privilege of preserving and developing this heritage and continues to do so. Towards 2025, we are managing the fourth four-year framework agreement for technical consultancy in the renovation, preservation, and conversion of the educational institution’s buildings. These framework agreements encompass both preserved and listed buildings around 1 million square meters, in addition to courtyards and green areas.
Specialized Knowledge of Listed Architecture
Our collaboration with UCPH is deeply rooted in respect for the institution’s building heritage, and it is a great pleasure for the firm to use its specialized knowledge of listed and preserved architecture on campus.
As UCPH’s building portfolio is extensive, all specialized skills are needed from knowledge of historical building techniques and heritage materials to insight into laws and regulations in the field.
Since UCPH projects are often solved through total consultancy, and the buildings are listed or preserved, we also engage in close dialogue with the Danish Agency for Culture and Palaces and involve craftsmen early on. This is crucial when ensuring buildability and providing precise instructions for execution.
The buildings, in all their diversity, require us to closely study and interpret the cultural and architectural values while also advising on CO2 reduction and other climate and environmental issues. An example of this holistic approach to the renovation of historical buildings is evident at Rolighedsvej 23 in Frederiksberg, where Dissing+Weitling has completely renovated a listed brick building, erected back in 1857-1859.
Flexible
Process and Optimization of Spaces
At Rolighedsvej 23 in addition to applying specialized knowledge of listed buildings we have developed process plans, involved users and stakeholders in needs analyses, and other tasks that are ’beyond’ architectural design.
The main wing, with three cross wings to the north, has been renovated in stages with a strong focus on creating the best functional conditions.
This transformation has provided more square meters for teaching through flexible and efficient use of spaces and new arrangements. This has been part of the university’s development plans, where the institutes IGN, IFRO, and NEXS have been brought under the same roof. In total, space has been made for 120 new employees and students in the building’s 6,700 square meters.
Where possible, masonry, doors, and windows have been renovated and reused in accordance with original craftsmanship techniques and construction. Color archaeology has been used to recreate the original colors, along with fine carpentry and specialized knowledge to enhance the building’s preservation value. Extensive environmental remediation has also been carried out to remove health and environmental hazards such as lead and PCBs in paint. Finally, work processes and logistics have been managed in a way that allowed UCPH to maintain its workplace during the renovation.
Rolighedsvej 23
Type: Listed Building for Educational Use
Client: University of Copenhagen
Year: 2018-2020 (framework agreement through 2025)
Size: 6,700 m2
Materials, Recycling, and Indoor Climate
Several significant building components were replaced, including 1,600 square meters of natural slate roof, with prior insulation. Roof windows and clerestory windows have also been replaced, incorporating the Danish Agency for Culture and Palaces’ aesthetic requirements and the users’ functional needs into solutions and details. As a result, daylight now enters and increases user comfort, and the leaky and outdated windows have been replaced with new windows that are both energy-efficient and match the building’s neoclassical aesthetics.
The internal conversion, layout, and technical renovation have been carried out with a focus on preserving the building’s historical values, including traces from previous use, the original plan and construction conditions, and the quality of the space and materials. We have ensured that the new spaces adhere to the building’s basic principles and open up for multi-user functions in conjunction with the building’s main traffic arteries.
User Involvement
The layout has been developed in collaboration with users, and an ’investigation catalog’ was developed to describe the needs for new facilities. At the same time, efforts were made to make the building accessible to as many users as possible, including new access ramps and accessible toilets. All new initiatives were aligned with historical and preservation values.
The renovation of Rolighedsvej 23 is an example of Dissing+Weitling’s holistic approach to architecture. Our efforts on the building have in addition to the CO2 benefits that come from preserving rather than building anew5 resulted in extended lifespan, reduced energy consumption, and, most importantly, preserved a piece of local cultural heritage.
Frederiksberg is generally rich in older architecture, which is an important part of the city’s identity and charm. Rolighedsvej has its important place in this heritage and can now serve for many years to come. The work at Rolighedsvej 23 combines historical presence with contemporary needs in the campus environment.
Consult users if you wish to future-proof your project
Excerpt from an interview with architect Andrea Tryggvadottir. Find the full interview here
Andrea Tryggvadottir is an architect at Dissing+Weitling. In collaboration with the firm’s user-process-managers, she facilitates workshops and design processes for users, organizations and collaborators. The methods used by Andrea and the team include everything from quantitative and qualitative analyses, to interviews, visualizations, workshops and risk - and stakeholder - analyses.
- Should it be a given to involve the users in every construction project?
Andrea Tryggvadottir: - Yes - one might ask - what are we building or transforming architecture for, if not to meet the needs of those who will use the buildings? Unfortunately, it is just not that simple. There seems to be a perception that user analyses can be cut out, and that the requirements can be formulated from the top down.
- There can be several reasons for choosing to conduct a user analysis. Perhaps there’s a direct request from the users to be consulted. Maybe the client fundamentally believes it’s the right thing to do — that it is humanistic and democratic to involve the people who are directly affected. And then there’s the argument of evidence — that user involvement can show ‘what works and what doesn’t.’ But I would like to add that users’ input also helps us achieve durable solutions. It simply enhances the quality of the proposals and future-proofs them. It can mean the difference between a socially and economically sustainable building and a short-term, standard solution.
- Which methods do you use?
- If it’s about optimizing an office building, for example, we investigate how the meeting rooms are used. What are the lighting and acoustic conditions like? This is fundamental knowledge that needs to be established before we can create new design proposals.
- We also do user interviews and workshops. It depends on the task at hand. In some cases, we visit relevant places with the users that are similar to their own project. This could be, for example, a renovation project. We do this to open up a conversation about what is possible. Often, this leads to very positive results. It reduces friction during the change process and serves as risk management. In other words, we meet the users’ expectations and prevent misunderstandings. We also hold regular evaluation meetings with the users.
- Will it add to the cost of a project to hire advisers for a user analysis?
- Not in the long run. The user analysis is part of the client’s risk management, and there can be potentially large savings by getting the priorities right from the beginning. Maybe something can be cut if not needed, and maybe perhaps some things need to be rethought in a more innovative and efficient way, while also ensuring happy users.
Footnotes
1. The Global Status Report for Buildings and Construction, 7 March 2024, UNEP https://www.unep.org/news-and-stories/press-release/not-yet-built-purposeglobal-building-sector-emissions-still-high
