Professional Studies 3 - Journal A

en.Y Group E Journal A

Professional Studies 3, 2019

en.Y Gen.Y Carmen Maxim Chris Foulkes Constantina Alambriti Daniel Vella Daria Pavlova Dimitra Evmorfopoulou Farah Arar Frixos Petrou Joseph Stooke Justin Chung Shambhavi Joshi Smriti Solanki

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CONTENTS Introduction

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Gen.Y Culture 1 Employment Structures 2 Communications Strategy 3 Social Responsibility

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Our Work 1 Business Overview 2 Project Management 3 The Gene.Y App

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Our Process 1 Finance and Fees 2 BIM Database 3 Quality Assurance

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Management 1 Insurance, Taxes, Health & Safety 2 Environmental Strategies

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Conclusions

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Bibliography

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Gen.Y partners’ countries of origin U.S.A. U.K. Malta Romania Russia Greece Cyprus Syria India Hong Kong Australia

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INTRODUCTION WE ARE GEN.Y

1.2 ETHOS

1.1 OVERVIEW Gen.Y is an established practice with an existing client base. Anticipating shifts in the future of the construction market, we have developed a subscription-like business model, focusing on the post-occupancy period and using technology and data analysis to both save the client money and develop an expertise that attracts future projects.

We gather quantitative and qualitative data alike from clients and building users in order to improve the performance and experience of our designs. We do this, partially through the firm’s app called Gene.Y, which is also used by the occupants of the buildings, providing us with a constant feedback loop.

It would be funny if not tragically true: most architect-client relationships are like toxic couples: they need each other but they just cannot wait for it to be over.

We prefer to think of architects and clients as partners - as a happy marriage if you will. We collect data from completed projects and use it to improve future developments. We operate on a subscription model: think spotify, netflix, amazon prime. We work for low fees prior to construction and “a piece of the pie” later on. We focus on post-occupancy and performance benchmarks.

We are here for the long haul.

we have developed a subscription-like business model, focusing on the postoccupancy period

Gen.Y also provides a service to other architectural firms, sharing our ongoing data and research collected from previous projects and analysed by our data analysts.

Due to the size of the practice, we are able to take certain risks and work for discounted fees prior to and during construction, while benefitting from the steady income of completed projects (subscriptions). Our partnerships with clients are expected to follow the building’s own lifetime.

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1.3 OUR STORY In 2008 a group of friends from various fields, mostly architecture and tech, met in the pub to drink their recession sorrows away. While working at their old jobs within construction companies they wondered why architectural firms say goodbye to their projects as soon as construction is completed. Those twelve friends decided to create their own architectural firm, focusing on a strong, stable, and long-lasting marriage between the client and the architect by concentrating their work on continuous post-occupancy studies.

Gen.Y story timeline

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Gen.Y illustrated work flow

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Gen.Y was established in Manchester in 2009. Within the first two years of establishing Gen.Y the team carried out extensive research on every design project they did through the installation of various technologies, such as heat mapping, sensors and ranging techniques, collecting data during the post-occupancy period. This helped the firm to collect and analyse enough data to begin optimising future designs or the designs of the live projects. This allowed us to create a subscription-based model, providing clients with a continuous analysis of their projects, as well as offering our services for the long-term, weaponising our expertise attained through the data analysis. This effectively attempts to convert return clients into a steady, subscribed client base.

improvement and research, our clients choose to work with us for an unforeseen future as well as capitalising on the knowledge production that has taken place within our practice for the past decade. Clients trust us, as we consistently and constantly improve on our work by collecting data from our own projects or projects we join only after their completion, making clients’ buildings better with every new project. Til death do us part.

we prefer to think of architects and clients as partners - as a happy marriage

Within the ten years of Gen.Y’s existence, the company was able to expand from one office to having 5 other branches around the globe, sharing our knowledge with architects all over the world through consultancy.

Everything is better with family. Gen.Y is a Limited Liability Partnership. We decided that this type of partnership works best for the family that we are. Our practice consists of highly skilled professionals with a vast skill set within architecture, marketing, technology, data analysis and management with the support of a stable client base.

We believe that true partnership is like equal marriage.

We are all equally responsible for our child that is Gen.Y. That is why in our company the equities are equally shared between the partners. This provides us with shared liability for our work and firm.

1.4 CORE TEAM

Gen.Y consists of 12 equal partners that work within various fields. The practice consists of practitioners with qualifications and knowledge in architecture, marketing, management and data analysis.

We believe in an equal relationship between our firm and the client. This provides us with a steady work flow and a strong, consistent relationship with them. We value our relationships and as we focus on subscriptionbased post-occupancy analysis and sustainable building improvements. Because of our focus on constant

1.5 OUR TEAMS We are Gen.Y: designers, architects, researchers, technicians, space planners, collaborators, visualizers, problem solvers, managers, marketeers and consultants. We are sub divided into four sectors that consist of the design team, the creative technology team, the management team and the marketing team.

Since our beginnings in 2009, we have managed to establish a sizeable practice and focus on larger scale developments, something which demands a seamless practice coordination. The secret to our success in the industry is deeply rooted in the effective collaboration between our four teams. By working closely with each other we have managed to develop new skills and technologies that have helped us evolve as a practice.

Our design team is in constant communication with the rest of the teams and in our opinion this is the key to successful projects. The design team is self explanatory: they work on the architectural design side of things. The management team is the glue which holds the practice together, coordinating communications and enabling a healthy work structure as well as good relationships with clients. The creative technologies team is an instrumental part of our work flow, focusing on the data collection and analysis aspect of our practice, epitomised in the development and running of our app, Gene.Y. The marketing team gives public exposure to our studio culture and to our work, creating a brand and attempting to reach out to new potential clients.

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Design Team

Justin Chung

Joseph Stooke

Daniel Vella

Architect

Architect

Design Coordinator

Principal Designer

Quality Director

Creative Technologies Team

Shambhavi Joshi

Carmen Maxim

Dimitra Evmovfopoulou

Architect

Technology Executive

Software Developer

Data Analyst

Management Team

Chris Foulkes

Daria Pavlova

Frixos Petrou

Business Administrator

Management Executive

Environemental & Sustainability

HR Manager

Project Manager

Manager

Marketing team

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Constantina Alambriti

Smriti Solanki

Farah Arar

Social Media Manager

Branding Executive

Graphic Designer

Designers

Designer Team

Marketing Marketing Team

Creative Technologies Techs

Management Management Team

Gen.Y team structure

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1.6 DESIGN Our approach to design is pro-active. It is based on the data that we collect from our own designs and those of other practices where we offer the client post occupancy services. Our designers work closely with the technology team that provides them with key conclusions drawn from the data analysis that help shape the designs. That does not mean that we do not take into consideration the end user. Through Gene.Y the designers get insights on the users’ needs and wants which is very important to our design development in order to achieve spaces and buildings with a rich experiential quality. We use advanced technologies for the design of our projects such us BIM, Virtual Reality and technology we develop in house. Our practice is well known for the excellent relationship between our designers and clients. Gene.Y + helps our designers to have a seamless and transparent communication with the clients.

Client Relationships

Designer Team Design Development

BIM & VR

1.7 MARKETING Our approach as the marketing team is to ensure that our projects and practice are easily accessible to people and gets the right kind of exposure. We have different roles and responsibilities within the team such as social media management, events and public media, project branding and social prospect management. OurClient social media managers work on different socialRelationships media platforms to reach out to both our target audience and the wider population. We showcase both our designs and parts Designer our process and data analysis which will help them to Occupancy Co-ordination understand the work flow behind individual designs. The Team events and public media manager and project branding officer actively seek collaborations with other print media Design BIM & VR and eventDevelopment organizers to ensure appropriate networking opportunities. The social prospect officer maintains close relationships between various organisations that try to bring about a change in society. We work towards decreasing our carbon footprint as a practice and join forces with organisations that support the cause. We also work closely with climate change organisations and offer our expertise and experience to their cause. Many Gen.Y architects and technicians volunteer with schools and colleges across UK as part of the company’s socially aware profile.

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Social Media Management

Events & Public Media

Marketing Team Project Branding

Social Prospects

Occupancy Co-ordination

Soci Man

P

1.8 CREATIVE TECHNOLOGIES Data Analysis

Software Interface

Data Processing

Creative Technologies

IT Operations

Our Creative Technologies team isSustainablity instrumental to our HR /BusiManagement ness operations. Since our designs are constantly improving Relations through data collected and analysed, the technology team has a very important role in ensuring we are designing Project/ increasingly Contract effective and efficient buildings. They have Management designed our app interface Gene.Y and Gene.Y+ which is where all the information is processed. They gather the data from buildings, analyse them, process them and pass Construction on the data analysis reports to our designers Management to alter and improve theirManagement designs. Furthermore they Team analysis using collaborate on live projects through advanced technological software tailored to our work.

The two teams are in constant communication, primarily through the app from the design stage to the building’s completion. They are also in charge for all IT operations and emergencies within the practice. They have also developed our website where our marketing team features our work.

1.9 MANAGEMENT HR /Business Relations

Sustainablity Management

Project/ Contract Management

Construction Management

Management Team

Our management team undertakes a variety of roles within the practice including project/contract manager, construction manager, HR/business relation manager and sustainability manager. They work together to ensure good fluidity within the practice but also with other practices and organisations. We understand the needs of our clients and manage our projects so that every detail is taken into consideration and accounted for. Gen.Y care not only about the project but also about the people working in the practice. The HR team works towards the continuous development of our employees and makes sure to provide a healthy and comfortable work environment. We believe that management can make or break a practice, hence it is of absolute importance to have a well-coordinated and trained management team.

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Gen.Y partner equity

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GEN.Y CULTURE 1 EMPLOYMENT STRUCTURES

1.1 EQUITY As mentioned previously, the 12 founding partners of Gen.Y own an equal share of the business. Our structure as an LLP (Limited Liability Partnership) means that the 12 partners have an equal share of our profit and of the company’s assets. This also means that the partners have shared responsibilities between them in the development of the practice, but also that they are equally liable for potential losses suffered, therefore there is a continuous collective effort to make decisions that take the office in the right direction.

1.2 EMPLOYEE DEVELOPMENT At Gen.Y we are very aware that people make the practice. We strive to ensure that our employees have all the support that they need for their personal development as well as a healthy and comfortable environment that supports them in their journey. New employees receive a comprehensive welcome pack to ensure they understand the ethos of the practice, alongside any necessary training regarding software skills that are required. Upon arrival they attend a series of brief introductory lectures about the office and the different teams that operate within it. While they are at Gen.Y they have the opportunity to schedule one on one personal development meetings with an appointed mentor within the practice, go on regular site visits for educational purposes, enjoy paid study leave for relevant courses, attend weekly office reviews

and talks from the Gen.Y team or visiting lecturers, and participate in a monthly in house study group. We offer a comprehensive set of development opportunities in order to ensure that employees do not feel like they are in a static work environment or grow tired, in an attempt to maintain the skills and knowledge produced within the office itself. This is supported by our benefit scheme.

1.3 EMPLOYEE BENEFITS Gen.Y wants to offer employees a series of benefits firstly to ensure that they are working in a supportive and healthy environment and secondly, in a more practical way, to keep them at the office. We offer a three-tiered benefit system. The first tier, well-being, offers weekly yoga classes and meditation sessions, a free gym membership, a cycle-to-work scheme and spaces available for prayer during the work day. The second tier, relating to finance, provides a dental insurance scheme, maternity and paternity leave, and life insurance. The third tier, the social aspect, is about organising regular events and parties, offering sports teams with weekly games, a monthly sketch club and lunches paid for by the company during the work day.

we are very aware that people make the practice and ensure that they are working in a supportive and healthy environment 21

3 tiered benefit scheme

Well-being

Weekly yoga classes Meditation classes

Free gym membership

Cycle-to-work scheme

Available space for prayer

Finance

Dental insurance

Available split maternity/ paternity leave

Life insurance

Social

Regular social events and parties

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Practice sport teams Competing against other firms

Monthly sketch club

Paid for lunches

Welcome Pack

Necessary Training Provided

Inroduction Lectures About Every Team

New employees

One-on-one Personal Development Meetings

Regular site visits for educational purposes.

CPDs Paid study leave Paid for courses

Weekly office reviews Weekly talks by Gen.Y team or guest visitors

Monthly study group

Continuous development

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GEN.Y CULTURE 2 COMMUNICATIONS STRATEGY

2.1 STRATEGY As we spend most of our weekly hours at work, we consider ourselves a big family. In a family, constant and strong communication is the key to success. We always thrive for every employee to be comfortable to speak up and chip in with their ideas regardless of the sector they work in. Towards this purpose, we hold various reviews and presentations. Thus every employee in each department always knows what is going on throughout the whole company.

2.2 COMMUNICATION WITHIN THE PRACTICE We thrive for every person in Gen.Y to be up to date with projects going on within and office and we provide full transparency on our firm’s business strategy and finance goals.

There is a strong communication within the teams on a daily basis through emails, Skype and verbal communication. We encourage everyone to ask a question and bring up their concerns on any relevant matters.

Every week project managers are welcomed to pin up their finished projects or work in progress for the office review, where anyone can bring their ideas to the table and discuss further amendments or things that went 24

exceptionally well. Those reviews help us learn from each other and keep great ideas in mind for future projects.

Every month, we have a whole office meeting, talking about employee’s individual accomplishments such as weddings and passing their Part IIIs exams. This meeting also gives an opportunity to talk about any competitions, social events within the company, projects and new research that the office has done over the previous month.

Every quarter of the year we discuss how the finances of the firm are going on top of the usual monthly meeting.

Gen.Y believes that everyone is equal and has a right to full transparency within the team on how things are progressing. We also hold big exhibitions of completed projects to celebrate each team’s success and hardworking attitude.

Once a year, we have another all office meeting with an overall financial report and aims for the future 12 months.

We celebrate what everyone has accomplished by giving each employee the bonus they deserve at the end of the financial year.

As a firm, we encourage continuous development and learning. For this, the firm creates a friendly, “all employees are equal” type atmosphere, where each and one of us is able to speak up and be constructively critical about the projects during reviews, presentations or during the average work day.

Practice communications

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GEN.Y CULTURE 3 SOCIAL RESPONSIBILITY

3.1 INSIDE AND OUTSIDE THE FAMILY

providing lectures and consultancy on the postoccupancy research we do.

Gen.Y realises the social and environmental responsibility we have as an architectural firm and a place of work.

We thrive to make the built environment suitable for the fragile times we live in and make places affect people using them in a positive way.

3. Being constantly engaged with the user, providing information on our buildings’ performance with an ability for feedback.

When starting Gen.Y we questioned the way traditional practice model works and made some amendments to the way we work. Our sole focus as an architectural firm is to constantly be able to research and learn the new ways of improving the built environment around us through Gene.Y technology and post-occupancy studies.

We portray Gen.Y as a family and care not only about our responsibility within the world but inside the office too. We thrive to make the workspace a healthy, friendly environment, by providing various classes and healthy work hours to maintain the well-being of each employee, we pride ourselves in being an all-equal employer.

4. Constant contact with the communities around the projects on the global scale, involving them into the design and environmental improvements through consultations.

5. Valuing environmental responsibility on a microlevel. The office itself using the Gen.Y technology and also constantly monitoring CO2 and being paperless.

6. Vast benefits for the employees, including joint maternity/paternity leave, life insurance and liability insurance.

3.2 SOCIAL DESIGN MANIFESTO 1. Strong commitment to addressing the environmental issues, outside and inside the office.

2. Constantly adding to our extensive research and having absolute transparency with the society, 27

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Gen.Y overall business strategy

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OUR WORK 1 BUSINESS OVERVIEW

1.1 BUSINESS OVERVIEW Gen.Y is an architectural practice for the new millennium.

The aim is to address the changing facets of the construction industry and create a business model that manages to engage with constantly shifting concerns regarding sustainability and user comfort. The office has its own unique work flow, discussed in more detail further on, focusing on collecting and analysing data and a forward feeding cycle underlined by our constantly improving design process. We focus on long term, returning clients that are part of our subscriber model. The office is split into four distinct sectors: architectural (the design team in charge of new build projects), management (project management and quality assurance), marketing (branding, networking and reaching out to potential clients), and creative technologies (data collection and analysis – the pulsing heart of the company).

strategies are discussed in more detail in the fee and cash flow sections found in the following pages.

1.2 TARGET MARKET We focus on clients that have a continuous need for our services. This could be through large developments that require post occupancy optimisation, or, ideally, clients that are very active in constructing. An example would be a hotel brand, where the client subscribes to our services, constructing a series of hotels over the years. The data collected both from their own buildings as well as other developments from other clients goes towards improving and optimising the design and construction of their future projects (as well as those of other clients). We believe that clients with several large scale developments in mind in the future would be attracted to our expertise gained through data collection and analysis, as well as the simplicity and ease of a wellfunctioning partnership as highlighted by our subscription model.

The aim is to address the changing facets of the construction industry and create a business model that manages to engage with constantly shifting concerns regarding sustainability and user comfort

The four teams in the office work together in order to ensure the best results. In particular, the data analysis feeds directly into the design process which creates new data to be tested both virtually and in the field, feeding back into the design process. This is understood as a forward feeding loop and the cornerstone of our operations. In this way the office builds a specific expertise which would we believe would be very attractive for our target market.

We have three main sources of income: the subscription model for long term clients, the trial model for new clients and a product aimed at small architectural offices. This is the ability to access some of the data we have collected and analysed in order to gain a better understanding for a project they might be working on but do not have the resources to research in depth. Our income and capital

1.3 BRANDING & MARKETING

Gen.Y focuses on a twofold approach for branding. The first is the deployment of visually striking, simple graphics with a calm and elegant colour scheme to support them.

The second is our use of humour to make the practice appear approachable and humane.

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Gen.Y marketing & branding strategy

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Gen.Y branding mockup

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Both of these aspects stem from our understanding and analysis of our target market: the construction industry can be drab, uninspiring and soulless. Our carefully designed logo, typeface and colour scheme aim at instilling confidence regarding our abilities in new clients.

Our name, Gen.Y (Generation Y) is derived from the time period in which we became architects. We are creating a platform for a generation of architects that were trained at the turn of the millennium and who got hit by the recession of the late ‘00s, as a new business model for a changing industry. Gen also means information. This relates to our work flow of forward feeding data collection and analysis as an integral part of our business plan and design process.

Our logo is an abstracted G and Y linked together. The shape has some intentional ambiguity: we see it as both a loop that represents our design process and postoccupancy focus with long term subscribing clients, but also as the two main partners linked together: the ‘marriage’ between architect and client. This partnership is something we capitalise upon to use our humorous sensibility and capitalise upon by creating advertisements that parody both unsuccessful and successful architectclient relationships. We promote our subscription model as a long term partnership that provides for a better relationship and collaboration (a happy marriage), in contrast with the traditional tensions that come with it (a toxic couple).

We promote our subscription model as a long term partnership that provides for a better relationship and collaboration (a happy marriage), 34

Gen.Y process

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gen-y.com mockup

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gen-y.com mockup

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Gene.Y app users & interfaces

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OUR WORK 2 PROJECT MANAGEMENT

2.1 PROJECT FRAMEWORK Gen.Y can join a project before, during or after its construction.

When a client approaches us with a completed building, we offer to options: the first is our subscription model which includes the post-occupancy evaluation, and the second is to opt for consultation only.

When we are approached by a client for the design and construction of a building, we consult data from our library to aid with the design process. During the construction we install data collecting technology which will later feed forward into our data cloud. If the client chooses to subscribe to our services we offer post occupancy evaluation that will improve the efficiency of the building but also contribute to any future projects that we collaborate on. Gen.Y offers different modes of subscription discussed in our fee policies section, allowing the client to choose according to their needs and whether or not they are an existing subscriber. If the client does not subscribe to our model there is still the option of consultation.

completed buildings in order to receive and feed data back into our data library. For these purposes we use technologies consisting of sensors, heat mapping devices and ranging techniques like LiDAR. Sensors embedded into the building’s structure allow us to detect faults before they become problems and be pro-active. We collect quantitative data in terms of the building’s performance as well as qualitative data that connects to the building’s users and how they appreciate and appropriate the spaces we (or others) have designed. Both types of data are collected in order to improve aspects of building construction such as sustainability, building services, resilience, security & safety, energy usage, technological implementation and user comfort.

The data collected is fed into Gene.Y, an app designed in house by our practice, built specifically to analyse the data and generate reports.

It is also used by the end users of the buildings in order to gather qualitative about users’ experiences as discussed. Initial reports are looked at by our analyst team, and conclusions are forwarded to the design team who then uses the knowledge produced by the practice’s work flows in order to feed forward and improve current and future designs. The improvements are then uploaded on to Gene.Y by the design team and can be accessed by the client, where the client can modify and approve any suggestions.

we encourage constant dialogue and partnership between clients and us as a design practice

As consultants we allow other practices to access or data library, using anonymised data in exchange for a fee. This is aimed at smaller practices which need specialised information but do not have the resources or capacity to acquire and analyse it by themselves.

2.2 UNDERSTANDING THE DATA COLLECTION & PROCESS

Through the process we encourage constant dialogue and partnership between clients and us as a design practice - our happy marriage metaphor. Furthermore, as a practice we create an expertise through our data collection and analysis, which, together with the fact that we focus on returning clients through our subscription model, ensures a relational loop where the clients’ needs are met with increasing efficiency.

We collect data during and after construction for new build projects we carry out, and install technology into 41

OUR WORK 3 THE GENE.Y APP

3.1 APP OVERVIEW Gen.Y’s business model necessitated a technological mediation in order to increase its efficiency. The creative technologies department developed an app based on the practice’s needs, focusing on optimising communication and transparency between the client and the architect.

There are different interfaces for different users in order to ensure a smooth experience and an ease of communication.

3.2 GENE.Y(+) The first interface is called Gene.Y, and it is used by architects, analysts, and end users alike. The second interface is called Gene.Y+ and is a subscription based interface used by clients, analysts and other practices. The clients use the app for our post occupancy services which focus on evaluation plans according to their subscription.

Other architectural practices use the app to access our data library as a method of consultation for their own projects. Both of these users have a limited access period to the app, which is in line with the mode of subscription which they follow - for other practices this is envisioned as a brief consultation period, while for clients it would last throughout the duration of their subscription to our services.

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3.3 DATA & ANALYSIS It is important to keep up to date with new technologies given its immense integration into our everyday lives. The app has optimised our work flows and operations, saving us time, improving our data collection and analysis and ultimately improving our profits. It helps us analyse the data more precisely and present it to the client in a simple and legible manner, so that they can make an informed decision regarding any changes or improvements to be made in the building, as well as any suggestions we pitch to them. Within the building and its envelope we position sensors and meters which gather the data and transmit it to the data library. The in house analysts then process it and upload it to the app for the architects to access relevant information and be able to respond through their designs.

Gen.Y’s business model necessitated a technological mediation in order to increase its efficiency

Architect Architect

Users Client

Data Analyst Team Other Practices

Data Analyst Team

Gene.Y app work flow illustrated

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Gene.Y app screenshot

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Labour services

Rent

Wages

Interest

Investment

Injection

HOUSEHOLD

CASHFLOW

Taxes

FIRM

Savings

Consultation

Subscription

Standard fee

Cash flow loop illustrated

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LEAKAGE

Profit

OUR PROCESS 1 FINANCES & FEES

1.1 CASH FLOW Our business’ cash flow is based on a flexible loop system. On one end of an ideally closed system are capital injections and investments, and on the other are leaks through savings and taxes. We have three main sources of income: the fees from the design and construction processes, the subscriptions from clients and the consultation fees received from smaller architectural practices to access our database for short periods of time. This capital allows for the company’s overheads and day to day functioning, including services and labour costs. The reproduction of the office’s processes through time operates in a cyclical manner, where the incomes allow for the business to function and the businesses’ continuous functioning generates income.

1.2 OVERALL FEE POLICY Our company operates with a unique approach to fees.

We are focused on a subscription model, with clients that require continuous services relating to both the design/ construction and post-occupancy stages. The subscription model is based upon a standard monthly rate, with a simple algorithm allowing us to calculate additional costs relating to typological multipliers, number of buildings requiring analysis and floor area. However, we appreciate that not all clients will be completely on board with a subscription model from the beginning. As such there are two fee routes, discussed below. Gen.Y also has a third

The subscription model is based upon a standard monthly rate, with a simple algorithm allowing us to calculate additional costs relating to typological multipliers, and floor area

income flow: smaller architectural companies can pay for access to specific, anonymised aspects of the database that would be useful on a project but which they do not have the resources to produce and analyse themselves.

This is again calculated with a simple algorithm, relating to typology and data sets requested, and is charged monthly for the duration the designers require access.

1.3 SUBSCRIBING CLIENTS

The first option regarding fees one is the long term subscription, where clients pay significantly reduced fees during the design and construction processes. This would be enough to cover overheads and immediate costs related to the project. The office would make its profit on the subscription payments received during the postoccupancy era of the building(s). This strategy is ideal for long term clients that benefit from our forward feeding data analysis loop. This strategy is also aimed at clients that require only post-occupancy related services, where there are no design fees. Clients can sign up for postoccupancy and data analysis for developments designed by others

1.4 TRIAL CLIENTS The second fee route is the ‘trial’ version. It is understandable for new clients to be hesitant to sign up for a long term partnership with Gen.Y. As such, they pay increased fees during the design and construction processes compared to our long term clients. Due to the businesses’ size there is the possibility to offer reduced fees relating to the rest of the industry, however we are careful to choose our clients based upon the possibility of an actual partnership in the future.

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Marketing Team

Management Team

Designer Team

Client

Email Events Competitions

Creative Technologies

Marketing Team

Management Team

Creative Technologies

Client

Email Events Newsletter Social media

Marketing Team

Gen.Y client approach routes

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Designer Team

Gen.Y fee strategy

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We do not just offer ‘trials’ blindly. The ‘trial’ includes a oneyear package of services after construction is complete, and if the client is satisfied, they have the opportunity to sign up to our normal subscription, benefiting from the reduced fees in the early stages of a project for future developments.

1.5 PROCUREMENT ROUTE The traditional procurement route referred to sometimes as ‘design-bid-build’ is based upon an architecture practice being appointed to design the project in detail and prepare tender documentation. Contractors then submit a bid for constructing the building while the design consultants stay on board for the construction process. Traditional contracts are commonly lump-sum contracts. Gen.Y’s approach to procurement is based upon the traditional route, with certain alterations that match our work flows.

The procurement route is strongly linked to our processes and our approach to architect-client partnerships.

Since Gen.Y operates primarily on a subscription model, our operations are tailored for returning clients with large scale products that benefit from our collected data and analysis. For them, we are already appointed as long term design consultants. Through time, these collaborations could potentially grow to include contractors. In any case, the practice has identified specific contractors that work well with us and understand our approach. For both subscribing and new clients, we design the building referring to our data analysis, and carry out a limited invitation tender, from which a contractor is selected.

Gen.Y’s approach to procurement is based upon the traditional route, with certain alterations that match our work flows 52

Traditional procurement method

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Gen.Y procurement method

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Data collected

App feedback loop

Central BIM Database

BIM Energy analysis

BIM feedback

Live projects

BIM interaction with Gen.Y projects

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OUR PROCESS 2 BIM DATABASE

2.1 OVERVIEW Our team has compiled a central database to improve efficiency through BIM. Our database allows for cross disciplinary collaboration by incorporating quality control through a graphical interface; a shared digital representation of physical and functional characteristics of any built object.

Our work flow facilitates the coordination of the construction process, but more importantly, allows us to effectively manage buildings over their lifetime. We are developing a ‘common data environment’ (CDE) in order to improve communication and collaboration within the industry and reach clients’ expectations. BIM energy analysis packages allow us to receive feedback on our projects; an example would be how much energy the building will use, anticipated CO2 emissions and whether the building passes performance criteria (standards, LEED, BREEAM).

Our work flow facilitates the coordination of construction process, but more importantly, allows us to effectively manage buildings over their lifetime. We have developed an app, Gene.Y, as a systematic approach to monitoring the behaviour of buildings and ensure the energy criteria of the design are met in practice.

2.2 POST OCCUPANCY EVALUATION For the Post Occupancy Evaluation (POE) we have developed an app, Genie, as a systematic approach to monitoring the behaviour of buildings and ensure the energy criteria of the design are met in practice. + We identify the key variables of operational and carbon performance and embed them in our BIM database. + We perform continuous analysis on live data during the lifetime of buildings to ensure quality standards.

While technology progresses, we update and upgrade our database to include the latest innovative solutions. + We are ISO 19650 certified + BIM deliverables: >>3D models >>BIM model for maintenance >>2D CAD drafting >>Schedules >>Visualisations, renders, walkthroughs >>Detailing >>COBie (Construction Operations Building Information Exchange) >>Employer’s Information Requirements(EIR)

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People

Clients

Sub Contractors

Central BIM Database

Information

Gene.Y

Process Contractors

Gen.Y BIM process

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OUR PROCESS 3 QUALITY ASSURANCE

3.1 OVERVIEW As a chartered practice, at Gen.Y we have streamlined our activities through the development of a Quality Management System (QMS). It is the basis of our methodology; it describes the activities, standards, tools and processes that we undertake to ensure a continuous quality through our projects. QMS helps us deliver our objective of providing a reliable and competent architectural service to our clients and the users of the buildings/spaces we design or monitor.

industry standards and best practice and keep our certifications up to date. + We are BS EN ISO:9001 certified. + Regular benchmarks for quality assurance + Select team of qualified experts for every project.

3.4 RISK MANAGEMENT We are aware of the risks involved in the construction sector. That’s why we go the extra mile to make sure we limit the risks both for us and our clients.

3.2 LEGAL REQUIREMENTS The practice maintains a register to monitor compliance with legal requirements applicable to its activities, both in relation to its design and technical output, and its operations as a limited company.

Relevant aspects include: + Building Regulations + Planning legislation + H&S Regulations + CDM Regulations + Employment law + Company law + Insurance law

3.3 MANAGEMENT ACCOUNTABILITY Our Quality Director is fully committed in assuring every project exceeds the quality standards. All of our team is inducted in the requirements and use of the QMS and its benefits. Quality audits are conducted every year by an external UKAS registered agency to ensure our competence against quality standards, legislation, 60

+ Manufacturer evaluations to specify the right products. + Mutually beneficial relationships from supplier to client. + Monitoring at defined stages.

3.5 CUSTOMER SATISFACTION Keeping our clients happy is our top priority, whether that is the architects we are collaborating with or the end users.

We regularly maintain the legal register to ensure full compliance with statutory and regulatory requirements.

Clients can communicate with us through the Gene.Y app, giving feedback and comments on our approach and designs. + We hold feedback & review meetings every 3 months for corrective and preventive actions. + Gene.Y app generates forms and reports on customer satisfaction, which we take on board by updating our QMS.

Quality Management System illustrated

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MANAGEMENT 1 INSURANCE, TAXES, HEALTH & SAFETY

1.1 OVERVIEW At Gen.Y we do our best to carry out our work errorfree. However, we are aware of the truth; accidents and mistakes do happen. We are protecting our reputation by choosing a detailed insurance package, protecting ourselves and our clients from those risks.

1.4 PROFESSIONAL IDEMNITY Our work is based on years of experience and expertise, but any professional service is vulnerable to claims of negligence. Professional indemnity insurance (PII) covers us for compensation to our clients or any other third parties caused by problems with our work, including compensatory damages and claimant’s legal costs.

Our adequate and appropriate PII covers:

1.2 BUSINESS OWNER POLICY A business owner policy (BOP) combines protection for all major property and liability risks in one insurance package.

1.3 RISK MANAGEMENT Risk management services: +Free contract reviews typically with 24-hour turnaround +Self study training course with continuing education credits +Individualized risk management services including publications, seminars, live and recorded webinars and contract reviews by experienced risk management professionals

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+ Negligent design or incorrect advice that causes financial loss to a client. + Intellectual property rights + Breach of confidence + Defamation + Legal Costs

1.5 EMPLOYERS’ LIABILITY INSURANCE We have employers’ liability insurance for our employees, contractors, casual workers or temporary staff. It covers claims from employees who have been injured or become seriously ill as a result of working for you.

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Gen.Y tax strategy

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1.6 CYBER PROTECTION At Gen.Y we protect our digital assets and data in the event of a cyber security breach.

It includes: +Data recovery service. +Cyber extortion insurance. +Compensation for business interruption if we get targeted by hackers. +Hacker damage reimbursement.

1.7 GDPR Complying with data protection regulation is an essential part of Gen.Y. We collect, monitor and process data on a lawful basis and rely on consent upon contract. +Records of processing activities including sharing data with third parties. +Duty to report data breach to the Information Commissioner’s Office (ICO) and in some cases to individuals concerned.

reinvestment in the company as well as offering rewards for our staff. As well as dealing with our tax accounts within the company’s administration, we have appointed a specialist team to assist us with the more complicated procedures. This includes supporting us with paperwork, advice and meetings with HMRC inspectors.

1.10 OVERVIEW At Gen.Y, we aim to ensure Health & Safety through every part of our work; from activities inside the office to each one of our projects, from concept to completion. There is both a legal and professional responsibility in securing health and safety.

1.11 CONSTRUCTION (DESIGN AND MANAGEMENT) (CDM) Our Principal Designer(PD) plans, manages, monitors and co-ordinates health and safety in the pre-construction phase of a project. The PD possesses the technical knowledge to manage and co-ordinate the preconstruction phase.

This includes:

1.8 TAX OVERVIEW We have a distinct design process with sustainable systems deeply integrated into our approach. Through our Gene.Y app and data analysis we identify design constraints and develop solutions. We take complex energy performance into consideration for our projects, as well as integrating technology with our projects. These characteristics allow us to effectively utilise profit to help further company growth while maintaining productivity.

+Assisting the client in providing Pre-Construction Information (PCI), assessing and sharing PCI with the design team and contractors +Identifying, eliminating or controlling foreseeable risks +Ensuring designers carry out their duties +Liaising with the principal contractor

1.9 R&D TAX CREDIT SCHEME Our approach to design and management allows us to qualify for Research and Development (R&D) Tax relief.

R&D is a Corporation Tax relief which can be claimed to reduce taxable profits. We retrieve capital back for

We retrieve capital back for reinvestment in the company as well as offering rewards for our staff 67

Internal sustainability approach

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MANAGEMENT 2 ENVIRONMENTAL STRATEGIES

2.1 OVERVIEW At Gen.Y we are committed to promoting sustainability in architecture and the construction industry. We have developed an Environmental Management System (EMS).

It describes our environmental policy and outlines our commitment to continual improvement in environmental performance both in our internal proceedings and our work outcomes.

performance. Since our certification, staff engagement and motivation have increased, safe in the knowledge that they are contributing positively to the environment through our products and services.

Audits are conducted every year by an external UKAS registered agency to ensure our competence against standards, legislation and best practice and keep our certifications up to date. We also perform regular internal audits to monitor the environmental performance within our offices.

2.2 BENEFITS We operate in compliance with all relevant environmental legislation and we strive to implement environmental best practice through business, management and design.

2.4 REDUCING WASTE We take pride in our commitment to reducing waste. Both our internal policies and our project standards reflect this.

The main benefits of our EMS include: +Improved control and management of emissions, effluents and wastes. +Avoidance & safe handling of hazardous and polluting materials. +Reduction in generated wastes in office and construction. +Energy efficiency improvements and cost savings. +Conservation of natural resources, including water, land and minerals. +Operational efficiency and cost savings. +Satisfying legal and other requirements.

2.3 MANAGEMENT + We are BS EN ISO:14001 certified.

Similarly to the Gen.Y QMS, our Directors and Officers have a proven record of involvement in environmental

+Purchasing recycled, recyclable or refurbished equipment, products and materials where available, economical and suitable. +Responsible disposal of remaining unavoidable waste. +Paperless office policy, since most of our operations and communications are done through technological means.

2.5 SUSTAINABILITY + We strive to choose sustainable and locally sourced materials + Promote efficient use of space heating/ lighting, equipment, materials and resources including water, electricity, raw materials and other resources, particularly those that are nonrenewable 69

External sustainability approach

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CONCLUSIONS Gen.Y was formed as a response to the financial crash of 2008 as an architectural practice for the new millennium.

We are attempting to transgress the traditional work flow of the architectural milieu. The use and experimentation with new technologies is instrumental to our operations.The new millennium we face poses many challenges: social and environmental issues, changing demands and legislations as well as financial instability. Here at Gen.Y we engage with all the above through our projects. Our subscription model is understood as a long term partnership with our clients, ensuring the practice’s financial viability in the long term.

Furthermore, through our focus on the post occupancy stage of built projects and the collection of data and its analysis related to our Gene.Y app, we improve the efficiency and prolong the lifecycle of buildings. We see buildings as a process, not a product. Through a forward feeding data analysis and design process, we produce a wealth of knowledge in-house and create an expertise that both contributes to the projects (and finances) of our existing, subscribing clients, but also attracts new clients interested in a long term collaboration with an architectural office. Gen.Y is an equal partnership between the 12 founding partners, but we also strive to provide a healthy and supportive environment for our employees, with a balanced studio culture, where they can develop their skills.

The key to our success is our excellent communications, both within and outside the practice. We operate with transparency and honesty. We are Gen.Y - we are here for the long haul.

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[Online] 21 September. [Accessed on 15th Nov. 2019] Link: https://www.architecture.com/knowledge-and-resources/ knowledge-landing-page/changes-on-the-horizon-for-data-protection-legislation HTA (2019) Our Culture [Online] [Accessed 10th Nov. 19] Link: https://www.hta.co.uk/diversity HTA (2019) Your Career [Online] [Accessed 10th Nov. 19] Link: https://www.hta.co.uk/recruitment Information Commissioner’s Office (2018) Guide to the General Data Protection Regulation (GDPR) [Online] [Accessed on 20th Nov. 19] Link: https://ico.org.uk/for-organisations/guide-to-data-protection/guide-to-the-general-dataprotection-regulation-gdpr/ International Organization for Standardization (2015). ISO 14001 Key Benefits. Geneva: ISO. Link:https://www.iso.org/ files/live/sites/isoorg/files/standards/docs/en/iso_14001_key_benefits.pdf Nolo (2019) Why Choose a Limited Liability Partnership (LLP)? [Online] [Accessed 1st Nov. 19] Link: https://www.nolo. com/legal-encyclopedia/why-choose-limited-liability-partnership-llp.html Paterson, A. (1995). Professional Idemnity Insurance Explained. London: RIBA Publications

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RIBA Insurance Agency (2019). Professional Indemnity Insurance for Architects [Online] [Accessed on 20th Nov. 19] Link: https://architectspi.ajginternational.com/ publications Royal Institute of British Architects (2015). CDM 2015: a practical guide for architects and designers. London: RIBA Publishing Royal Institute of British Architects (2018). RIBA Chartered Practice Primer [Online] 19 February. [Accessed on 4th Nov. 2019] Link: https://www.architecture.com/-/media/GatherContent/Chartered-Practice-Primer/AdditionalDocuments/RIBACharteredPracticePrimerJanuary2018pdf.pdf Statutory Instruments (2015) SI 2015/51 Construction (Design and Management) Regulations 2015. London: The Stationery Office Ltd The Accountancy Partnership (2019) What’s the Difference Between an LLP and Limited Company? [Online] [Accessed 1st Nov. 19] Link: https://www.theaccountancy.co.uk/news-articles/whats-difference-llp-limitedcompany-7698.html

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