The property had been part of MP Pensions’ portfolio since construction - the original tenant moved out, and the property was put up for sale.
In order to achieve the best possible results for the customer, DEAS Property Asset Management initiated a thorough assessment of the potential of the property, and it was decided to put it on the market in order to find a new tenant.
After good preliminary work from the commercial broker Sadolin & Albæk, DEAS negotiated a lease with the North Sealand police, who wanted to combine all the activities and employees of the North Sealand Immigration Centre (UCN) in one place. The move into the new offices had to be carried out as soon as possible.
The need for a quick move resulted in an extremely tight timetable for the refurbishment work to be carried out. Both the tenant and DEAS had a number of requirements, and a number of the technical installations in the property had to be optimised, including lighting and ventilation.
The combination of the size and the layout of the building gave rise to a number of logistical challenges, and the activities of the workmen had to be carefully planned to achieve the targets within schedule.
|Development||Planning||Tender & Construction Management|
The project required several different DEAS areas of expertise, and employees from departments such as property asset management and technical building consulting planned the refurbishment and interior design, which was adapted both to the schedule and the new tenant.
To meet the tenant’s need to move in quickly, the building work was divided into two stages. The first stage, consisting of 1/3 of the property, had to be ready for occupation six weeks before the second stage, so the tenant could move in in two phases.
This led to challenges, as the day-to-day operations of the tenant had to be coordinated with the ongoing refurbishment of the remaining 2/3 of the property.
DEAS’s construction management and asset management ensured a smooth process and a solution-oriented collaboration between DEAS, tenant and contractors.
The timetable for both stages was kept to, and the new tenant was able to move into converted and refurbished offices on the agreed dates, adapted and equipped precisely in accordance with the tenant’s processes and ways of working.
The smooth, solution-oriented collaboration also ensured that timescale, quality and budget targets in the project were met.
The results of the project resulted in the client wanting to keep the property, and therefore took it off the market in order to maintain it as an asset with long-term value.