Hutchison/MRC Research Centre – Case Study
Located on the Addenbrooke's Hospital site, approximately two miles south of the centre of Cambridge, the Hutchison/MRC Research Centre is a state-of-the-art cancer research facility. The building was built in 2001 and is a leading site for basic and translational cancer research in Cambridge and houses the MRC Cancer Unit and some laboratories of the Department of Oncology.
Kershaw Mechanical Services were appointed by the University of Cambridge to undertake small refurbishment and room changes to four rooms. The building works consisted of minor alterations to the rooms, which were then reconfigured to the client’s requirements.
Working on rooms on the ground and third floor, the team made modifications to the workbenches, ceilings and walls as well as to the existing ventilation and pipework systems - including the medical gases.
To fit the new designs and layouts the ventilation systems were re-commissioned and the domestic systems were altered. A new layout for the medical gases was installed and connected to the equipment within the rooms. Electrical works and modifications were also carried out including fire alarm and access control works.
Throughout the project, the other rooms within the research centre were occupied and in use. This meant that extra care had to be taken to ensure the safety of the staff and visitors using the building. Kershaw was in continual communication with the client to ensure the work being undertaken caused the minimal disruption possible. Deliveries and removals were organised to avoid peak times and where isolation of services was required the team liaised with the client in good time to make sure there was minimal disruption to the working practices of the wider site.
Paul Harris, Special Projects Division, Kershaw Mechanical Services “As with any project completing it to programme, in a safe and controlled way, is our priority. When working in a live environment there are many factors we have to take into consideration. The safety of our team and the occupants of the building will always come first. We then have to think about how we can schedule the works to cause minimal disruption to those working within the premises.” He continued “I think the key to this is to maintain a great relationship with the client and make sure there is regular communication. That way we can plan and undertake works safely and the clients are always aware of where we are in the programme.”
The project was started in late 2014 and completed by February 2015.