The construction of Bassängkajen on the island of Universitetsholmen in central Malmö commenced in 2009 and took place over two phases. Skanska is acting as the general contractor and is in charge of project development, financing, planning, constructing and leasing. The first phase was completed in September 2011 and phase two is scheduled for completion in summer 2012. In total, the property encompasses 16,200 square meters and includes seven stories and a garage. When it is finished, Bassängkajen will be made up of two connected buildings surrounding a square courtyard.
Much of the property has been leased and many tenants have already moved into the space-saving offices. The premises are highly flexible, enabling tenants to grow, remodel or reduce floor space where necessary.
In September 2009, the first sod was turned for Malmö’s greenest office property. Foundation work commenced on an area where an old parking lot was once situated. The property has a thick in-situ cast foundation slab to withstand the groundwater pressure from below.
In order to select the right material, we have calculated the carbon footprint for the entire project per construction component. This involved computing the impact of the various parts on the external environment and selecting the material to be used accordingly. Some 12 percent of the project’s building material contains recycled material and the reinforcement bars used comprised 99 percent recycled steel.
When building Bassängkajen, great focus was devoted to the tenants who would occupy the building. It went without saying that all tenants should have access to natural daylight. Accordingly, the property was fitted with large windows allowing daylight to effectively penetrate the building.
To facilitate the construction process, the project managers were each given an iPad pre-installed with the Vela system. All of the building’s drawings and documents are stored in the system. The building information can subsequently be accessed by various individuals involved in the project, such as sub-contractors, suppliers and site supervisors. Out on the worksite, the project manager can readily enter relevant information and note any errors in the system. This data is then updated for all of those connected to the project. In this way, no one can miss out on events at the site and it is easier to follow-up any faults.
Safety was prioritized throughout the construction process and new methods were developed to enhance safety. Activities introduced included safety rounds in which all site personnel were included. We held safety meetings every afternoon at which we identified risks and carried out preventive measures. We also launched a safety award that we present to a committed employee once a month. A particular area of focus was the replacement of dangerous knives with modern and safer cutting tools.