Archer Hotel Capital
Request for Proposal for
Capex Support Services
Second Round – Project Specifics
15 April 2021
th
Archer Hotel Capital
RFP for Capex Support Services
Second Round - Project Specifics
Contents
Artelia is one of Europe’s leading
engineering and multidisciplinary 1. Portfolio Management Infrastructure (All Assets)
organisations a) Information Technology Software
b)
ESG Targets and Strategy
c) Project Monitoring
2. Delivery of Cost and Project Management
Document Information Spain
a) Technical Proposal
Document Title:
• Proposed delivery methodology
Prepared For: Archer Hotel Capital • Organisational Chart
Project Name: Capex Support Services • Team CVs
Document Type: Request for Proposal - Second Round
Issue Date: 15th April 2021 • Client References
b) Commercial Proposal
UK & Ireland
Key contact for this proposal a) Technical Proposal
Contact: • Proposed delivery methodology
• Organisational Chart
Tim Naughton, Director
020 7269 0450 / Mob: 07980 693 896 • Team CVs
[email protected] • Client References
High Holborn House, 52-54 High Holborn, London b) Commercial Proposal
WC1V 6RL
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1. Portfolio Management Infrastructure
(All Assets)
a) Information Technology Software
Portfolio Management Infrastructure
1.0 Information Technology Software
1.1 AHC’s Brief:
• Development and implementation of a specific BI platform for the management of AHCs portfolio and project specific requirements. This includes
bur is not limited to, dashboard-style data analytics, processing of carbon reduction, Energy and ESG goals, Project, Cost and Commercial
Management instruments, as well as data benchmarking across the portfolio.
• The data and developed system should be portable, transferable and fully owned by AHC.
1.2 Artelia proposal:
Artelia proposes a technology platform that seeks to fulfil AHC’s brief and will include the following programme critical features:
1. Assurance
Full control and visibility of schedules, costs, risks and processes of projects, which in turn provide objective assessment for project performance. Integrated
Assurance is not always incorporated in projects delivery and are currently done manually. Hence assurance is not perceived as a risk base function.
2. Cost Management
System functionalities to support management of project cost, including budgeting, cost estimation, and cost control
3. Project Management
System functionalities to support project management in project planning, managing progress, tracking risks and issues, managing tasks, managing RFIs,
storing documents and enabling collaboration
4. Integrated Reporting
System functionality to incorporate data visualisations via dashboard and snapshot reports at both the project and programme level
5. Scalable
Able to scale up or down the number of users, amount of data stored in the system and the number of documents which can be uploaded to the system
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In our experience and given the quantity of hotels in the AHC portfolio, we propose developing a bespoke system using ‘out the box’ applications in a Microsoft 365
environment only. The alternative would be to purchase a 3rd party system and then customise the solution to AHC’s specific requirements. This can be avoided by utilising
what is readily available across multiple Microsoft applications already available to client and endorsed by most IT and Systems teams. The benefits of this approach are:
• System is developed within the AHC environment and minimal annual licensing fees required
• Centralised data and documents repository on SharePoint to avoid duplication of data and documents
• Automate and streamline approval processes with data input in predetermined way
• Built in Governance and Assurance via enforced stage gates through workflows and email reminders
• Incorporate necessary project cost & commercial data as part of data capture
• Integrate with multiple stakeholders via a common easily accessible platform without the need of costly 3rd Party software
• Allow version control and audit trails of documents on SharePoint document library
• Customised reporting dashboards and data analytics to monitor trends and benchmark performance
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1.3 Key Roles and Competencies:
Process Owner Project Manager Digital Developer
AHC’s Process Owner is tasked with The Artelia Project Manager will deliver the BI Under the guidance and supervision of the Artelia
formulating and embedding the BI platform within platform on behalf of the Process Owner for Project Manager, the Digital Developer will develop
AHC’s PMI ways of working via a dynamic and the purpose of this brief the PM will display the the BI platform in a Microsoft 365 environment
contemporary process. following attributes: utilising several integrated applications to ensure
a robust outcome accessible across the various
It is a driven digital platform that provides all the • Experienced Commercial Real Estate stakeholders.
benefits necessary to enhance project delivery and Professional
provide assurance that all the necessary project • Capable of approaching & engaging with User interface and experience will be a major
governance has been fulfilled. identified stakeholders considerations as well as the seamless integration
• Digital transformation expertise of several data sources to create bespoke system
• RE systems and processes acumen exclusive for AHC portfolio management
• Efficient and dynamic approach
1.4 Development Fees:
Depending on AHC’s detailed brief and requirements we estimate 120 days will be required to setup the BI platform utilising the approach described above. Artelia
technology development team will work closely with AHC’s team to further develop the brief and then the development of the platform.
Our development team will consist of 2 resources and their utilisation will be as follows:
Utilisation Rate Days Total
BI Project Manager 15% £ 620.00 120 £ 11,160.00
BI Digital Developer 100% £ 570.00 120 £ 68,400.00
Total Fee £ 79,560.00
Assumptions:
• It is assumed for the purposes of this development that AHC operate a Microsoft 365 Environment across the business
• No provision has been included for integration into any other financial systems or any other 3rd party software or application such as SAP, Salesforce etc.
• A more detailed brief will be required to confirm the approach described herein will be effective
• Limited provision allowed for integration of data from Carbon Reduction, Energy and ESG Goals until more is understood about the selected tool for these initiatives.
• This is not a standalone service.
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1.5 Deliverables Matrix:
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b) ESG Targets and Strategy
Cundall is our trusted partner, recognised as a leader in sustainability across the world. Cundall is one of 38 founding signatories for Net Zero Carbon Buildings
Commitment (‘the Commitment”). Led by the World Green Building Council (WorldGBC) this commitment is the start of a leadership movement towards a decarbonised
built environment.
Through our partnership, Artelia and Cundall’s are able to offer AHC best value for money, sustainable solutions. We have detailed below Cundall’s proposal:
Proposal Asset
Cundall have proposed a three-level approach to refining and implementing Archer Alongside the portfolio review, asset level audits should be undertaken
Hotels’ ESG strategy. This will ensure a consistent approach is taken across corporate, to produce more detailed recommendations and bespoke improvement
portfolio and asset levels pathways for individual assets. Two options are set out for the audits:
Corporate 1. Desk-top audit (per asset) £7,000
ESG Strategy Review £ 7,500 Desk-top audits estimate performance and set out qualitative
A review of Archer Hotels’ ESG strategy to ensure that the objectives and targets align recommendations for improvements.
with best practice and provide useful indicators for driving ongoing operational im-
provements. 2. Audit and modelling (per asset) £19,000
Broken down as:
Portfolio • Desk top review & strategy £7,000
Portfolio Review and Pathway £14,500 • Operational energy review £7,000
A high-level review of the portfolio will assess current progress against ESG targets, • Whole life carbon review £5,000
prioritise areas of focus and set out recommendations for improvements. Audits with modelling calculate operational energy and whole life carbon
impacts and provide a quantitative analysis of expected costs and savings.
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Scope of works: 4. Scoping exercise to determine materiality
ESG Strategy Review • Scope 1 emissions
• Scope 2 emissions
Review of ESG Targets
• Scope 3, upstream & downstream emissions
1. We will undertake a strategic review of Archer Hotels’ ESG practices across
the organisation, including assessment of current approaches against 5. Our review will include (but not limited to) relevant work in this area
industry best practice, peer comparison and regulatory requirements. than has been undertaken by the National Governments, the Europe
Union, Local Authorities, the Building Regulations,
2. In addition to the existing ESG objectives, we use the One Planet Living
principles, UN Sustainability Development Goals (SDGs), green building any potential future carbon taxes or regulations in addition
certification schemes, industry best practice and peer analysis to define the to any regulations concerning refrigeration, waste disposal,
targets. and transportation.
6. We will also summarise and highlight all industry best practice standards
3. Based on this review, we will develop an updated ESG framework
incorporating draft high level targets and detailed supporting indicators. with regards whole life and net zero carbon.
7. We will review the commitments and strategies of at least three competitors
4. We will host a sustainability workshop to identify the key requirements and
aspirations of the Archer Hotels in order to refine the targets and indicators. and peers and cross reference their performance.
5. The findings of the review will be written up into a summary report with
agreed priority impacts, recommended goals, as well as guidance on the Part 2 – Data collection and review
next steps including producing a roadmap for delivering these goals.
An initial high-level review of the portfolio assets will be undertaken, to understand
their current performance and the overall feasibility of achieving net zero carbon
Portfolio Review and Strategy and other ESG objectives. We will:
8. Issue a request for information and asset level questionnaire.
The following scope of works outlines a 6-part process to deliver an ESG pathway
for Archer Hotels: 9. Host a workshop to collect the required data for the audit.
Part 1 – High level portfolio strategy 10. Review any existing CRREM, GRESB EPC, ESOS documentation, or other
energy audit reports made available.
Before starting the data collection process, we will produce a high level strategy for
Archer Hotels’ portfolio of building assets, including defining the scope and extent 11. Establish a robust database to better understand performance, using a
of the assessments, which scope 3 emission stream are material and a high level "build-up" of historical asset data to reflect actual performance.
review of current market trends and regulations. Steps included are as follows:
12. Assess utility costs and tariff structures for existing electricity and gas
1. Agree programme contracts and provide a breakdown of contribution of energy consumption,
peak demand, and fixed network costs to overall utility costs.
2. Develop reporting framework
3. Agree lines of communication
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13. Review the of the available information relating to the following emission Part 3 – Reduction Strategy
scopes: We will use the outcomes of the high level portfolio review to produce
• Scope 1 – direct emission from the use of primary fuels (such as natural recommendations for achieving Archer Hotels’ ESG targets. This will identify
gas) and refrigerant leakage potential enhancements required to allow the implementation of these strategies.
• Scope 2 – indirect emission from the use of secondary fuels, such as We will identify focus areas likely to achieve the greatest impact, including
electricity or purchased heating, cooling and steam
a) Carbon impact
• Scope 3 – indirect emission, such as embodied carbon, water and waste b) Energy impact
where available.
c) Legislative impact
14. Highlight any missing data based on the above review and set a strategy for
improving data collection and accuracy in future years. d) Cost benefit
15. Produce an operational performance summary report, based on the
information currently available, and considering past and current The strategy will include but not be limited to:
performance.
• Operational Energy and Carbon
16. Provide high-level insights for:
• On-site Generation
• Benchmarking – net zero carbon frameworks
• Renewables Procurement
• Benchmarking – comparison of assets based on location and use, where
possible • Embodied and Whole life Carbon
• Data analytics, to identify representative assets and outliers for each • Offsetting
usage type • Certification and Industry Standards
• Climate risks/resiliency implications. • Reporting
17. Undertake a high-level forecasting exercise, to consider performance • Cost of Carbon
targets up to 2050. This will consider grid decarbonisation and other market We will advise how to commission follow-on surveys and reviews, depending on the
factors.
findings of the high-level review.
18. We will set relevant energy, carbon and operational targets as appropriate Part 4 – Green Energy and Offsetting
to facilitate ESG objectives.
We will produce a high-level green electricity strategy, covering:
19. The findings will be summarised and presented to the key stakeholders.
• Onsite generation options
• Archer Hotels’ owned offsite options
• Third party offsite options
• Purchasing options
• Energy market forecasting
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We will produce a high-level offsetting strategy, covering: 2. Holding a meeting with the building manager on site and discuss the
current system set up, condition and any issues and ongoing initiatives. This
• International standards
will identify what data is available in terms of energy, record
• Local standards drawings and surveys. We will walk the site to get an appreciation of
• Archer Hotels’ own scheme in local communities to increase social value. the current condition of the asset, its future operational life span and the
potential opportunities for decarbonising.
• Pricing forecasting and low carbon technology pricing
3. We will undertake a series of investigations to understand the building
• We will outline an approach and assist with offset purchase. This will include: performance and opportunity for improvement:
• Identification of preferred types of offset projects and co-benefits that suit the a) Review of available utility and meter data for energy consumption for the
wider sustainability strategy and budget. past 1 to 5 years.
b) Review of any existing EPC, DEC, ESOS or any other energy audit reports.
Part 5 – Reporting c) Review of available utility and meter data for water consumption for the past
20. We will produce a comprehensive net zero carbon roadmap document 1 to 5 years.
aligned with Archer Hotels’ internal targets. d) Review of any available data on waste generation and management.
21. We will produce a report of findings including a carbon baseline and e) Benchmarking performance against current industry standard benchmarks
detailed action plan to assess and deliver the net zero carbon roadmap.
for the building typology as well as energy intensity targets from net zero
22. We will provide short, medium, and long-term targets that identify key carbon frameworks, such as the RIBA Challenge, UKGBC and LETI.
milestones that enable Archer Hotels to transition the business to net
zero carbon, whilst explaining how these milestones will impact business
operations. 4. We will develop a net zero carbon building strategy based on the UK Green
Building Council’s net zero carbon buildings framework, highlighting the
23. We will present a summary of the roadmap to Archer Hotels’ staff and key following key areas:
stakeholders including key actions and targets.
1) Passive design optimisation
Asset level audits 2) Low operational energy consumption
3) Combustion free design
Option 1: Desk top audit
4) Onsite energy generation
1. We will undertake a high-level review of the building to understand the
feasibility of achieving ESG and net zero carbon targets. It will highlight the 5) Options for procurement of certified renewable electricity
actions required at the following phase for developing a pathway. 6) Limiting upfront embodied carbon emissions
7) Considering whole life carbon emissions
8) Options for offsetting any remaining carbon using grade-A carbon offset
schemes
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9) Public disclosure strategy for performance annually Asset Level Audits
5. The review will cover all energy usage and generation, water consumption Option 2: Audit and Modelling
and waste generation for the asset. This will cover impacts both directly
controlled by Archer Hotels and under the control of building operators and As above but including the following detailed assessment to determine the
users. operational energy and embodied carbon intensity of the scheme and set pathways
down to intensity targets set out by the corporate ESG strategy.
6. The above will identify a range of appropriate options/opportunities to be
agree with the client which to take forward for further analysis, including: Assessment Surveys
• Bespoke reduction pathway in chronological order 1. Undertaking the following investigations to understand the building
performance and opportunity for improvements:
• Prioritisation and relative impacts
a) Building fabric and façade enhancements:
• Emission trajectory against targets, (such as SBT and CRREM)
• Desk top review of available installation drawings.
7. We will host a workshop to discuss and above strategy and carbon offset
strategy, drawing on available operational energy consumption benchmarks • Review of available façade replacement and maintenance schedules and
for the building. reports
• Visual inspection of existing façade and building fabric to gauge
condition, performance and remaining life.
Deliverable – Asset Pathway
• Utilising the findings of the above to recommend enhancement of
8. A standalone document will be delivered highlighting the current passive design elements; improving the building fabric performance as
performance of the design against ESG and net zero carbon requirements close to passivhaus standards as possible whilst considering the whole
and recommend measures. life carbon
9. Please note this option does not included for any operational energy or • Undertaking a thermal performance and daylighting review of the
embodied carbon calculation, so is unable to determine compliance façade to feed into the upgrade strategy.
with intensity targets.
b) Assessment of the potential for partial or full hybrid ventilation system:
10. We have included for presentation the findings to the client.
• In order to achieve the demanding net zero carbon energy intensity
targets we anticipate that some or all of the building will need to be fully
or partially naturally ventilated for a proportion of the year. This is likely
to sit alongside a mechanical ventilation system with heat recovery in
winter with some potential comfort cooling required for peak summer
periods to achieve comfort conditions.
• We will undertake a dynamic modelling exercise to understand what
proportion of the space can be naturally ventilated and for what
percentage of the year.
• This will consider external conditions such as current and future air
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quality and acoustic issues. • Provide a budget of CapEx vs OpEx for any plant or equipment
replacements.
• Incorporating natural ventilation in the building will be likely to
require significant alteration to the existing façade. The results of this d) Electrical infrastructure and capacity review within the building and supplies
feasibility assessment will therefore be incorporated the building fabric to it:
replacement and upgrade plan.
• Desk top review of electrical design and loads to understand demands
• The findings will also be used to support development of MEP upgrade and capacities. Whilst considering whether the design allowances can
plans and the system control strategies. be reduced.
c) Mechanical plant replacement upgrade strategy: • Desk top review of the implication to moving to an all-electric scheme,
including an allowance for an electric vehicle infrastructure.
• Will we carry out a due diligence inspection, to ascertain the types
of systems installed, their age, remaining indicative service life, a • High-level review of the availability in the local electrical infrastructure
judgement made on condition and an assigned ranking, including (if required).
whether assets are still serviceable, whether spares are available and • We will also review the potential of onsite electrical generation using
predict the likely failures that could occur in the 10 year period, finally renewable energy technologies, including the potential for onsite energy
setting an appropriate budget.
storage.
• The budgets would provide a profile of the significant expenditures likely e) Building Automation Systems (BAS) and strategy:
in the period.
• Visual inspection of HVAC, lighting and energy management control
• Review of available plant replacement and maintenance schedules and systems.
reports.
• Workshop with the facilities team to understand any current known
• Site visit including inspection of existing plant and equipment to gauge issues.
condition, performance and remaining life.
• Desk top review of available Sequences Of Operations (SOO), installation
• We will review the current mechanical plant and prepare a high-level drawings, commissioning data and submetering system data.
summary identifying potential zero carbon replacement options.
• Review with the current specialist maintenance contractors of the
• Key to this will be replacing any fossil fuel combustion technologies. operation of the control systems.
If present we will carry out a desktop review of alternative heat
generation technologies, including air and ground source heat pumps • Review of the BMS controls setup to identify areas of energy wastage.
and solar thermal collectors. This will include a review of the implication • Update the SOO and specify an improvement in control of the HVAC and
to heating and hot water systems. i.e. weather they need to be Lighting.
completely replaced or can be simply connected to alterative generation
technologies. • Provide a budget of CapEx vs OpEx for any hardware improvements.
• With reference to available plant condition reports and tenant lease
expiry dates we will identify a phased low carbon plant replacement
programme.
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f) Review of ICT strategy and plug in equipment: Operational Energy Assessment
• Review of available equipment schedules and reports. 2. Prepare a simulation model incorporating anticipated building energy uses.
• Visual inspection of existing ICT and plug in equipment to gauge The simulation model will be developed in accordance with CIBSE TM54.
condition and performance. 3. Using the model, prepare an options analysis to guide the design
development process and support achievement of the
g) Building maintenance survey:
agreed base building operational energy performance target. We
• Desk top review of available building maintenance schedules and will investigate up to 4 alternative solutions.
reports.
4. We will provide input into a design reports at the end of the stage to identify:
• Review of available building component repair and replacement
schedules and reports. 5. Relevant input data, as well as highlighting any assumptions requiring
review
h) Predict and minimise embodied carbon emissions during the building’s
operation: 6. Simulation and risk analysis results
7. Key areas of focus for the following stage, including metering and controls
• Using the RICS ‘Whole life carbon assessment for the built environment’
methodology to predict the likely emission from the buildings use, requirements
maintenance, repairs, replacements and refurbishment works. 8. We will prepare a short summary of results.
• Produce a low embodied carbon framework for the above for the life of
the building operations. Whole Life Embodied Carbon Assessment
• Assessment to include the treatment of the construction/demolition 9. Carry out a WLCA based on cost plan and design information and following
waste from above process. RICS guidance document ‘Whole life carbon assessment for the built
i) Assess occupant behaviour and the changes required to systems and environment, 1st edition’.
behavioural patterns to reduce wasted energy:
10. Produce report including embodied carbon reduction appraisal and provide
• Stakeholder engagement workshops. design guidance to design team to encourage and facilitate the use of low-
carbon materials. Present finding to team.
• Development of engagement and action plan.
• Develop green leasing clauses to support tenant engagement.
Deliverables – Net Zero Carbon Strategy
11. We will produce a report detailing out the current performance of the asset.
With an outline action plan for achieving ESG and net zero carbon targets,
including an annual reporting methodology
12. We have included for presentation the findings to the client.
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c) Project Monitoring Services
Artelia UK will set up and manage the project monitoring service using UK and local surveyors during the design and construction periods.
• Agree the report format
• Provision of monthly reports.
• Attendance at the site meetings – one visit per month.
• Monitor progress against the development programme.
• Review Expenditure – progress against cashflow and budgets including monitoring significant variations.
• Assess any proposed variations in terms of cost, time and conformance with design development procedures, subject to any de minimums limits specified in
the contract documents.
• Cost Forecast – including assessment of costs to complete.
• Summary of Construction – confirmation that contract administrator is satisfied and notification of any technical non-compliance issues including remedial
proposals and actions taken to rectify.
• Current issues and actions - matters Archer should be aware of including identification of issues requiring action and assessment of potential risks.
• Completion – confirm that certificates of Practical Completion, Certificates of Making Good Defects and Final Certificates have been properly issued.
• Snag/Defect - Confirm to Archer when the contractors have stated that the snagging items / defects have been agreed.
FEE PROPOSAL
Initial Report - £3,250 + VAT including expenses
Monthly Reports - £2,250 + VAT including expenses
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2. Delivery of Cost and Project
Management
SPAIN
Hotel Mezquita Center, Córdoba
17
Technical Proposal Proposed delivery methodology
Scope of works
The Arts Barcelona [HAB]
Execution of a Property Improvement Plan for the Ritz Carlton brand to include full renovation of guestrooms, suites
and apartments (483 keys) as well as meeting spaces by End 2023. Full renovation of all other public facing areas by
End 2024 subject to conclusion of an overall Masterplan for the newly acquired beachfront concessions. Concept design
development for the Masterplan anticipated for 2021.
The Westin Palace Madrid [WPM]
Execution of a Property Improvement Plan for the rebranding of the Westin Palace to the Luxury Collection brand to
include full renovation of guestrooms and suites (470 keys) as well as meeting spaces by End 2022. Full renovation of
all other public facing areas (Masterplan) by End 2025 subject to the conclusion of licences, building permits etc. for the
reconfiguration of the lower floors and roof.
The scope will further include the integration of sustainable technologies to improve the overall energy performance of
the hotel and the improvement of circulation throughout the building with the introduction of new lifts and cores.
01. PROJECT MANAGEMENT 1.1. SCOPE OF SERVICES 1.1.2. KEY ACTIVITIES DURING CONSTRUCTION
Services will be provided during three main phases: PHASE
On general terms, ARTELIA is to provide ARCHER: • PRE-CONSTRUCTION PHASE: Project design, • Project Team Organization on site,
• Project management services in pre-construction permitting and procurement • Construction Monitoring (Progress and Quality),
phase. • CONSTRUCTION PHASE: Site works • Health and Safety,
• Tendering services of the full tendering package, • POST CONSTRUCTION PHASE: snagging and close • Cost Control and Change Management,
knowing that the contracts will be signed between out
ARCHER and the suppliers directly. • Reporting.
• Assistance for the bidding procedure and the 1.1.1. KEY ACTIVITIES DURING
contract preparation package. PRE-CONSTRUCTION PHASE During construction phase ARTELIA’S project
• Project management for the whole site in order • Expression of Needs (EON) manager will have 100% dedication and will deliver
to satisfy ARCHER operation requirements and daily visits on site.
suitable with the design. • Project Team Organization,
• Project Audit and Review of Preliminary Concept /
• Close-out and handover documents. 1.1.3. KEY ACTIVITIES DURING POST-
Layout, CONSTRUCTION PHASE
• Insurance that the consultation works are made • Project Budget,
according to ARCHER standards and basic • Inspection, Snagging and Handover to Owner,
requirements. • Master Project Schedule, • Final Completion and Close-out,
• Benchmarking, • Reporting.
• Risk Analysis,
• Design Management,
• Schematic Design including outline specifications,
• Building Permit file,
• Design Development and Specifications,
• Construction Documents / Shop Drawings /
Samples,
• Preparation of Building Tender Package ,
• Tendering and awarding of contract
• Reporting.
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2. OVERALL METHODOLOGY 3.1. PRE-CONSTRUCTION PHASE • Prepare and review / outline improvement budget
for review and approval by ARCHER.
3. METHODOLOGY ARTELIA will follow and be involved during the process
of definition of the overall strategy regarding all • Determine other necessary capital requirements
The following proposal for Project Management aspects of design and construction of the Project. associated with the project.
services is intended to clearly define ARTELIA scope of
services as well as the organization and methodology The Project strategy shall be based on optimal • Manage architect, and engineering programming
to be put in place to carry out the Project. procurement solutions regarding contractors and process.
suppliers, as well as all administrative constraints that • Prepare, review and recommend for Client
ARTELIA endeavours at all time to defend ARCHER’s must be taken into account in the design, construction. approval the master project programme;
interests, acting as ARCHER’s "eyes and ears", providing Ecological and green aspects shall be equally settled
professional and timely guidance in all aspects of the and reviewed. • Research and summarize permitting process, to
Project. assure the compliance with local regulations
This phase will conclude once Project for permits and • Oversee the preparation of, and application for,
ARTELIA ensures clear communication and efficient Project for tendering will be issued and approved by building and urbanization permit and services
coordination between ARCHER, all the team, and all ARCHER. connections.
third parties and stakeholders involved in the Project.
During this phase, ARTELIA will attend weekly 3.1.2. DESIGN MANAGEMENT
ARTELIA, in close collaboration with the ARCHER meetings with ARCHER, the appointed Architect and
Project team, ensures that the Project is executed in other consultants or suppliers if any. • Represent client during design process.
accordance with ARCHER’s requirements regarding
cost, quality, and schedule. 3.1.1. GENERAL SCOPE • Prepare order of cost estimate based upon
schematic design.
ARTELIA provides the methods and procedures • Determine technical requirements in collaboration • Provide value engineering of alternate methods
to be used by all contractors in carrying out the with ARCHER. and systems – provide detailed breakout budgeting
Project. These systems, developed by ARTELIA of options.
during many years of experience with major projects, • Determine necessary design/consultancy team
ensure efficient global management of the works members (topographic, geotechnical, structural • Review concept design and “value engineering”
with maximum control over risks. ARTELIA will also testing, etc....) options with the Client for approval.
incorporate ARCHER requests and standards • Prepare Project Definition Plan and associated risk • Manage design development process.
and communications protocols.
General Project Management methodology is divided in • Co‐ordinate information from and between the
3 main phases: • Determine necessary design/consultancy team Client user and project team members.
members.
• Update budget, preparing a Cost Plan, based upon
• PRE-CONSTRUCTION PHASE: Project design, • Prepare request for proposal from design/ Schematic design, design development elements.
permitting and procurement Consultant team members and ask for proposals.
• Update project programme, subject to Client
• CONSTRUCTION PHASE: Site works • Review proposals, interviews and make award approval.
• POST CONSTRUCTION PHASE: snagging and close recommendations for consultants. • Manage construction document production.
out • Prepare project master schedule for review and
approval by ARCHER. • Provide input to constructibility, methods and
materials.
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• Prepare tender package including pricing schedule. 3.1.4. TENDERING 3.1.5. CONTRACT FINALISATION
• Review Detailed Design to assure the compliance ARTELIA globally manages the procurement process The services provided by ARTELIA SPAIN in this phase
with Client objectives, quality standards, and for all required suppliers and contractors. consist of:
mandatory regulations.
ARTELIA coordinates with ARCHER, regarding the use • ARTELIA advises ARCHER, regarding all aspects
• Undertake final review of all documents prior to of any pre-approved suppliers or contractors. For all of contracts which require clarification and assists
bid. other supply and contracting, ARTELIA recommends ARCHER in finalizing the Contractors’ scope of
a Procurement Strategy based on consultation of
3.1.3. PERMITTING PROCESS Suppliers and Contractors with experience in similar work.
Along with the Project Permitting documents projects and a proven reputation for high quality • ARTELIA assists ARCHER. in final negotiation of the
developed and signed by the appointed Architect, performance. price, terms and conditions of the contracts and
ARTELIA will manage the submittal of those additional ARTELIA manages the tender process for all the final award of contracts for each package.
documents required for obtaining administrative construction services from specialized contractors on • Once the final contracts have been signed, ARTELIA
permits and satisfy any procedure with city of Porto, behalf of ARCHER. As part of the procurement process issues the notice to proceed to the Contractors.
Fire Department, etc… ARTELIA: • ARTELIA assists ARCHER in obtaining all
The procedures would mainly correspond to the • Finalises the commercial documents: Bills of documents to be submitted by the Contractors,
following scheme: Quantity (previously produced by appointed such as insurance certificates, proof of payment
• General Works. Architect), Terms & Conditions and assembles the of insurance premiums, bank guarantees, etc, in
complete tender package; accordance with the terms of the contract.
• Utilities supply electricity and water.
• Compiles pre-qualification documents for bidders 3.1.6. COST MANAGEMENT
• After ARCHER approval, ARTELIA will: depending on the method selected (traditional, turn Regarding the Cost Management, ARTELIA applies a
• Incorporate these procedures in the Project key, Delegated Developer) pro-active cost management approach based on global
Schedule. • Finalises the list of bidders for all packages agreed risk management.
• Manage the completion of all permit applications / with ARCHER. • We produce a Project Risk Register in which we
procedures. • Issues the tender package to pre-qualified bidders identify, among other types of “risk” to the Project,
• Follow-up with relevant public administrations until and responds in writing to any requests for all items that could potentially generate extra cost
the required authorizations are obtained. clarifications; during the life of the project. Most importantly,
we propose ways in which these risks could be
• Evaluates all proposals from bidders and issues mitigated.
bid evaluation report to ARCHER.
• As part of the Design Management role, we carry
• Appointment of contractors and Contracts out design reviews at critical milestones in the
signature.
Project with the objective of optimizing ARCHER
investment.
• Our objective is to deliver maximum value to
ARCHER by means of challenging unnecessary
costs based on the way things
Archer Hotel Capital _ RFP for Capex Support Services - Second Round
Commercial and in confidence © Artelia UK 2021 21
01.1 CONSTRUCTION PHASE approval of supplier/contractor shop drawings, 3.1.10. SCHEDULING AND PROGRESS
3.1.7. GENERAL construction, snagging and close out. • The Project Schedule is issued by ARTELIA at
• ARTELIA, in collaboration with the design the start of the Project and updated on a regular
• ARTELIA is responsible for the global coordination
of the Project team for the execution phase of the team, ensures that the quality of all work is in basis to incorporate detailed schedules and key
Project. ARTELIA facilitates collaboration among accordance with contractual requirements ARTELIA milestones provided by the Contractors.
ARCHER., the Design Team and the Contractors, may reject any material or workmanship that fails • ARTELIA monitors progress versus plan to detect
serving as the central point of communication. to meet contractual requirements. any deviation from the Project Schedule. ARTELIA
As such, all instructions to the Contractors are • ARTELIA technical team, in accordance with the alerts ARCHER, in the event of Contractor non-
systematically transmitted by ARTELIA. Designer, will assist during the construction works performance and ensures that corrective actions
to the contractors for any detail or specifications are applied immediately.
3.1.8. DOCUMENT MANAGEMENT should be defined.
• ARTELIA continually verifies that Contractor
• ARTELIA ensures that all Project documents • ARTELIA will supervise construction works during resources are sufficient to achieve their contractual
including contracts, change orders, minutes of the construction phase by attending regular Schedule. ARTELIA advises ARCHER, if he believes
meetings, reports, etc., are maintained and kept weekly site meetings. additional resources are required and recommends
available in their most current version. ARTELIA • During this stage, all modifications to the design corrective actions.
ensures that design documents are kept up to proposed by the Design team or Contractors are
date by the Design team and issued to all relevant evaluated by ARTELIA in terms of cost, quality 3.1.11. CONTRACTOR INVOICES
parties for execution. and schedule impact. ARTELIA shall ensure that • ARTELIA verifies all monthly invoices submitted by
• ARTELIA collects Quality; Health & Safety plans such changes, following ARCHER`s approval, are the Contractors for compliance with contractual
from the Contractors and checks their conformity recorded in the design documents. terms and conditions and accuracy in terms of
to contractual requirements. • ARTELIA consults ARCHER, whenever decisions quantity of work completed.
• ARTELIA organizes chairs and issues minutes of are required regarding significant issues or • Following verification, Contractor invoices,
weekly site meetings with the Design Team and modifications with a potential impact on the Project including any change orders, deductions,
the Contractors to review the progress, quality and Schedule and/or Budget. For all such decisions, retentions, penalties, etc., in accordance with
safety. ARTELIA provides ARCHER, with adequate contractual conditions, are submitted to ARCHER,
information in the form of cost estimates from the for payment, following ARCHER, procedure.
• ARTELIA ensures that all parties carry out Contractor. ARTELIA provides recommendations to
their scope of service in accordance with their enable ARCHER, to make a final decision. 3.1.12. COST CONTROL
respective contracts.
• Monitoring role is not included in Project
3.1.9. SITE AND WORKS SUPERVISION Management fees. ARTELIA assists ARCHER, in establishing a global
Project Budget. The Project Budget includes an agreed
• The figure of the “Health & Safety Coordinator percentage covering unforeseen events/changes
• ARTELIA ensures that adequate supervision of all (CSPS)”, necessary if several different contractors
work is provided within the scope of all respective are involved in the works, will be assumed by (contingencies) which is progressively decreased as
disciplines, in accordance with their contractual an external consultant and is not included in our the Project nears completion.
scope of services. This applies to all phases of proposal.
execution from pre-construction activities through
Archer Hotel Capital _ RFP for Capex Support Services - Second Round
Commercial and in confidence © Artelia UK 2021 22
ARTELIA continuously manages Project costs by 3.2.2. SNAGGING AND CLOSE-OUT administrative / permitting issues,
measuring cost-vs-plan and reports on a monthly basis • ARTELIA, in collaboration with the Design Team, • Quality management,
regarding:
supervises snagging and remedial works carried • Significant pending items and decisions required
• Invoiced amounts. out by the Contractors, verifies that all snags have from ARCHER,
• Costs committed. been properly accomplished and organizes final
sign-off. • Problems faced during past period, problems
• Cost projection at the end of the Project. anticipated in next period and proposed solutions.
• ARTELIA, in collaboration with Design Team,
Based on the above data, ARTELIA compares the actual collects conformity certificates, operating and
costs with the cost plan and identifies any deviations, maintenance manuals for all equipment, test 4.2. DELIVERABLES
advising ARCHER, and recommending remedial actions reports, as-built drawings and other documentation
if required. from the contractors, suppliers and the Design Different deliverables will be issued at each stage,
Team. ARTELIA verifies that all documents are hereafter a short list of them:
complete and issues a complete “as-built” and • Project Execution Plan
3.2. POST CONSTRUCTION PHASE maintenance file to ARCHER.
3.2.1. FINAL INSPECTIONS AND ACCEPTANCE • ARTELIA collects the Contractors’ final statement • Initial and updated cost plans
• ARTELIA organizes the final inspections and and completes the final accounts. ARTELIA ensures • Initial and updated schedules
commissioning tests with the Contractors in their acceptance and sign off by the Contractors. • Pre-qualification and Qualification documents for
collaboration with the Design Team. A list of ARTELIA issues a complete “close-out” file to consultants and contractors.
incomplete works and snags is established ARCHER. • Tender documents
collectively with the Design Team and issued by
ARTELIA. • Construction and Project management templates
4. REPORTING AND DELIVERABLES for:
• ARTELIA organizes inspections by all public
Authorities required for authorizations to operate 4.1. MONTHLY REPORT • Change orders
the completed facilities. ARTELIA ensures that all ARTELIA issues monthly reports adapted to the • Materials approval
necessary actions have been undertaken by the different phases of the project in accordance with
Design Team and/or Contractors to complete the standard reporting formats which provide a clear • Technical instructions on site
inspection and acceptance process. overview to ARCHER´S program manager regarding • Approved plans
• Preliminary project acceptance is signed-off by status of the Project, including: • Close-out checklist and report
ARCHER, based on recommendation by ARTELIA • Health and Safety, • Update team performance dashboard
in accordance with the terms and conditions of the
contract. • Design Management, • Tender recommendation reports
• Change management,
• Procurement,
• Progress-versus-schedule, including a general
update on the status of the Project, availability of
required resources and materials, as well as any
Archer Hotel Capital _ RFP for Capex Support Services - Second Round
Commercial and in confidence © Artelia UK 2021 23
Organisation Chart_SPAIN
Archer Hotel Capital _ RFP for Capex Support Services - Second Round
Commercial and in confidence © Artelia UK 2021 24
Marta brings 22 years’ experience successfully delivering a wide range of projects
Marta Alda Establés from Offices, Shopping Malls, Industrial Warehouses, to Cultural Buildings. As
OPERATIONS MANAGER Operations Manager, Marta specialises in managing clients relationships. She
brings key experience from delivering high profile projects for multinational
(CLIENT RELATIONSHIP) companies, including Google, Colonial, Estée Lauder and Iron Mountain, coordinating
SPAIN multinational and local stakeholders and managing the local project team. While
performing her role, Marta proactively ensures that all client requirements are
incorporated into every phase of the project, tailoring processes, while also making
sure that her clients fully understand the requirements of project delivery in Spain.
Relevant Experience
Google Spain - Marta has delivered various
project for Google, providing Project &
Construction Management, Permits and
Skills & Capabilities Licenses Management, Procurement &
Contracts, Site Management: Cost Control,
• Client relationship management Planning and Quality follow-up. These include::
• Strong communicator, who is • Virus Total (Google): Pº de Farola, Málaga.
able to work at every level of an SPAIN
organisation
• HQ Google in Spain: L23 Torre Picasso,
• Opportunity and risk definition Madrid
• and management • Google Campus Spain: Mazarredo St, 9.
• Team leadership and mentoring Madrid
• Excellent programme and project • HQ Google Spain, L26 & L27 Torre Picasso
management expertise Cultural Building: Centro Federico García
• Delivering complex multistranded Lorca, Granada - Project and Construction
programmes Management, Permits and Licenses
Management, Site Management, Cost Control,
• Adds value through innovative Planning and Quality follow-up
thinking
• Developing client briefs with clear Refurbishment for “El Saler” Mall, Valencia -
and effective project initiation Project & Construction Management, Permits
and Licenses Management, Procurement &
• In depth knowledge of permit Contracts, Site Management, Cost Control,
requirements in Spain Planning and Quality follow-up & DEO.
Qualifications Architecture Services Corporate Image
for VW Volkswagen Audi España SA -
• Building Engineer - EU de
Arquitectura Técnica, Madrid. Framework contract for network development
• Architect - Alfonso X el Sabio Implementation for Corporate Design and
University, Madrid Image for Showrooms and Workshops |
Suppliers Management 25
Belén brings a strong multidisciplinary skill set, with combined project
Belén Hernández experience, she has led on complex projects including the Marbella Club Med
management and architectural skills and expertise. With strong hospitality
Fenoll Project, where she coordinated and managed a project with more than 15
PROJECT DIRECTOR different consultants and stakeholder groups. As Architect within Artelia, she
works across the construction lifecycle, from preparation and coordination of
SPAIN projects and licenses, costs estimation, tendering and contracting of works, to
cost control and works follow up. Her close and proactive supervision of
process and works guarantees they completely fulfill her Clients’ requests.
Relevant Experience
4*Leonardo Hotel, Granada - refurbishment,
of 177 rooms and meeting rooms.
Skills & Capabilities 5* Sofitel - Capex management, validation of
Construction and installation works execution
• Architectural and design expertise and, consequently, follow-up the invoicing
once completed.(163 rooms).
• Building energy efficiency
solutions 4* Pullman Hotel - Capex management,
• Programme and construction validation of Construction and installation
management works execution and, consequently, follow-up
the invoicing once completed.
• Clear reporting in line with client
requirements 5* Club Med Marbella Resort - Project
• Rigorous attention to detail Manager Coordinator for the major
refurbishment of 486 guest rooms and 107
• Due diligence expertise
staff rooms together with more than 27.500m²
• Driving co-consultants and of public areas (auditorium, nightclub, bars,
contractors to achieve the restaurants & buffets, shops and spa & indoor
requisite deliverables swimming-pool.). Furthermore, the complex
• Value management and has more than 110.000m² of exterior areas
leadership destined to sports and leisure such as tennis
club, paddle, golf and 4 swimming-pools.
Qualifications DUE DILIGENCE REPORTS – HOSPITALITY
PORTFOLIO ACQUISITION -
• Architect Degree - Escuela Técnica • 20 Due Diligence Reports for the purchase
Superior de Arquitectura de Madrid of 20 Hotels in Cataluña-Madrid-Andalucía-
Canarias-Valencia.
• Master degree in Bioclimatic
Architecture and Environmental • 15 Due Diligence Reports for the purchase
studies - Escuela Técnica Superior of 15 Hotels in Cataluña-Madrid-Valencia-
de Arquitectura de Madrid Albacete-País Vasco-Granada. 26
Cesar Puig Aguilera As Senior Technical Architect Project Manager and Quantity Surveyor.
SENIOR PROJECT MANAGER & Cesar has 26 years’ experience specialising in construction management,
faculty management, project management and implementation of large-
QUANTITY SURVEYOR scale construction projects. He brings key hospitality sector experience,
MADRID SPAIN having worked on conversion, refurbishment and technical due diligence
projects.
Relevant Experience
FULL RENOVATION AND USE CHANGE TO
HOTEL - Contractor Bidding Report Area 3,000
m2, PEC 2.5 M € IPIH
Skills & Capabilities
HOTEL ONLY YOU - Coordination of work
execution and activity equipment; Coordination
• Clear communication and liaison of project teamsArea of action 1.500 m2, PEC 6
with stakeholders at all levels
M €. AYRE HOTELS
• Client liaison and satisfaction
monitoring RESIDENTIAL BUILDING PLAZA DE LA
INDEPENDENCIA 5 -12 EXCLUSIVE HOMES
• Value and change management Coordination of work execution and activity
• Risk and opportunity analysis and equipment Coordination of project teams,
development properties, decorators Area 12,500 m2, PEC 17
• Leading procurement and M €. GRUPO MILLENIUM
tendering REHABILITATION OF HERMOSILLA
• Effective programme RESIDENTIAL BUILDING 67 - Project
management Manager. Area 3,229 m2, PEC 3.8 M €. DAZIA
CAPITAL
LOCAL LA HABANERA - Coordination of work
execution and activity equipment Coordination
of project teams Area of action 1.500 m2, PEC
1,5M €. LA RUMBA GROUP
Qualifications TECHNICAL DUE DILIGENCE OF THE
FOLLOWING ASSETS - 4 Hotels in Cartagena,
• Degree in Building Engineering from Ávila, Fuenlabrada and Getafe. European
the Camilo José Cela University
• Technical Architecture Universidad University of Madrid
Politécnica de Madrid, Escuela 2 industrial warehouses in Madrid.
Universitaria de Arquitectura AUDI CENTER MADRID NORTE NEW
Técnica, DEALERSHIP - Construction Manager.
Area 6.200 m2, PEC 5 M€. VGRS 27
Architect and Project Manager with more than 7 years of experience
FERNANDO JASMIN in design of 90+ housing projects and construction management. Since
2017 he also performs Project Manager functions that encompass
SENIOR PROJECT MANAGER all phases of the construction process and projects, from the control
BARCELONA SPAIN and monitoring of projects and licenses, team and collaborators
management, estimation and verification of initial costs, bidding and
contracting, responsibility for cost control during the construction
period, monitoring and control of the work planning, confirmation of the
correct adequacy of the work to the client’s needs, close out.
Relevant Experience
Half Moon Bay (AntigUa): 5-star hotel project
on investment fund plot.His main functions
from the scope of the architectural project for
Skills & Capabilities client acquisition, Investment Fund, feasibility
study, aspects of environmental impacts.40
• Extensive experience of carrying suites, convention center and service facilities
out feasibility studies, cost (Spa, restaurant, etc.). Surface area > 20,000
planning, tender and contract m2 plot / 10,000 m2 built area. Technical -
documentation preparation, both economic feasibility analysis > 20M dollars.
at pre-contract and post contract The Beach House (Barbuda): Extensive
stage renovation and expansion for an old hotel
• Working closely with diverse abandoned since the 80’s. Area > 10 Ha.
stakeholders to develop detailed Budget and volume: $ 25M
and reliable cost plans Alstom Transporte, S.A. Santa Perpetua de
• Preparation of valuations, cost la Mogoda Factory - Project Manager. Project
monitoring and final account and works management in Santa Perpetua
evaluations de la Mogoda factory with a portfolio of 30+
works. Responsible for the daily monitoring
• Procurement process, contract of all aspects to be clarified/solved of the
law and contract administration works in progress and future projects under
development: Cost: 100K - 5M
Architect and Project Manager
Qualifications • Development and design of housing
projects, offices, hotels, renovations,
• Architect University of Seville. changes of use, interior design, facade
(2009-2015) Specialties: Projects,
Urbanism and Heritage. refurbishment and worship centers.
• Superior Degree in Development • Development and follow up of initial phase
and Application of Construction of hotel projects in the Caribbean and
Projects. (2007-2009) SA.FA. - San presentation of projects for International
Luis, Cadiz Investment Funds. 28
Quantity Surveyor and Project Manager with 7 years of experience and also
Aitor Jaurrieta qualification as Superior Architect. Broad expedience in tertiary, retail and
residential sectors. The functions carried out encompass different phases
Iglesias of the construction process, from the control and monitoring of projects and
COST MANAGER their licenses, estimation and verification of initial costs, bidding for works
and contracting, cost management during the construction phase.
BARCELONA & MADRID SPAIN He has worked for international and patrimonial clients such as SCANIA,
VGRS, and AUDI. Resolution capacity.
Relevant Experience
Interior Design Architecture; Client: Private
| 2016-2017 - Development of architectural
projects and advanced design through
Skills & Capabilities digital manufacturing with CNC technology.
Participation in all phases: design, production,
• Exceptional technical construction manufacture and project execution Interiors’
understanding based on his – Niko-Niko Restaurant | Decorative panel
engineering background fabrication – Aalto Winery | Reservation desk
• Combined Architecture and sculpture – Arup offices | Design furniture –
Quantity Surveying background Private person
• Sustainability understanding Scania Headquarters - Scania Hispania
• Strong collaboration skills | Architecture and engineering | 2018 -
Management and drafting of the execution
• Adapting delivery to client needs
project (Plans y memories)
• Experienced at managing
procurement exercises Shopping Center Sixth Avenue, Madrid Corio
Real State España / Zubiarte Inversiones
• Ability to act as the quality | 2018 - Final management of licenses.
controller/ client adviser
Development and processing of the license
Qualifications Project (Plans and memories)
Gym Implementation Basic Fit | 2019 -
• Master of Architecture. 2020 - Architecture and engineering projects.
• Rey Juan Carlos University. Madrid.
2016-2017 Management and drafting of the execution
• Degree in Architecture. project, preparation of budgets.
• Universidad Rey Juan Carlos. Building Renovation, Madrid - Private | 2017
Madrid. 2013-2016
• Quantity Surveyor (Building Architect – Quantity surveyor Monitoring of
Engineer). the execution of the work, Budget and 2D and
• Politécnica of Madrid University. 3D plans, draft projects, risk plan elaboration,
Madrid. 2007-2013 topography projects. Customer and suppliers
communication. 29
Industrial Engineer with over 25 years of experience, his vast knowledge as
MIGUEL ALFONSO head of construction project installations is of note, as well as performance
ROMAN CAÑIZARES in deadline and execution-cost control, relations with clients and contractors
and procedures with utilities companies. Of the projects he has worked on,
noteworthy in its scope is the Foresta Business Park, Phase I, II, III, and IV
SENIOR MEP PROJECT (Las Tablas – Madrid) and Osito Parque Retail Park (La Pobla de Vallbona –
MANAGER, SPAIN Valencia).
Relevant Experience
EXTENSION III OF IFEMA MADRID FAIR,
MADRID - Installations Project Manager
Skills & Capabilities Constructed area 258.234 m². Overall Budget:
156 M€ IFEMA
• Combined building services and RENOVATION AND EXTENSION OF THE
project management engineer OLD CANTOBLANCO HOSPITAL BUILDING
• Sustainable and innovative - Installations Project Manager. Constructed
solutions surface area: 6,000 m² . Overall Budget: 18.4
• Excellent stakeholder M€ IMDEA
engagement HEADQUARTERS OF PROPERTY
• Robust and rigorous planning REGISTRARS OF MADRID AND OFFICES
• Technical focus with a keen eye ON CALLE ALCALÁ 520. Project Manager.
for detail Constructed surface area: 36,000 m² above
ground / 20,000 m² below ground. Overall
Qualifications Budget: 30 M€. THERUS
OFFICE BUILDINGS (VALLSOLANA GARDEN
Industrial Engineer, specialised in
Electricity, Automatic and Electronic BUSINESS PARK) - Installations Project
Intensification Polytechnic University of Manager. Constructed surface area: 30000
Madrid (UPM), Higher Technical School m² above ground / 10000 m² below ground
of Industrial Engineers of Madrid (1989- Overall Budget: 15 M€ NEXITY
1996)
Degree in Business Administration and
Management, specialised in Accounting
and Audits
National University of Remote Education
(UNED), Madrid 1999-2008.
University master’s degree in Energy
Engineering, Itinerary of Gas, Petroleum
and Coal Polytechnic University of
Madrid (UPM) 2018 30
Client References _ SPAIN
We have provided two Client reference and contact details below for IPIH and MAGNA
REFERENCE 1 REFERENCE 2
CLIENT IPIH MAGNA
Emilio Fajardo
CLIENT CONTACT Sergio Aparicio
19 ESPACE MEDITERRANEE, 66000 PERPIGNAN, France CALLE PADRE PACO OSTOS, MARBELLA, 29602 –Spain
ADDRESS
Emilio Fajardo
[email protected]
CONTACT DETAILS +34 647304216 [email protected]
(+34) 649 418 874
IBIS Plaza Porto Magna Hotel Marbella Club Med
Project Management In the pre-construction phases and construction
Due Diligence Technical & Project Management of “The demolition of The 5 star Don Miguel resort represents Club Med’s return to
first Ibis Hotel in the world where this new image will be Spain.
implemented” ARTELIA was in charge of managing and
adapting the Pilot Room, a room with an industrial and Following the complete renovation of the 1978 building, Don Miguel will
minimalist concept, with sober and simple finishes. include 486 rooms and 107 staff rooms, along with over 27,500m2 of
PROJECT DETAILS Continuous steel furniture innovator system, which gives unity common areas including an auditorium, discotheque, bars, restaurants and
to the entire space and also serves the passage of facilities. buffets, stores and spa and indoor pool.
In addition, the complex has more than 110,000m2 of outdoor areas for
sports and leisure such as the Tennis Club, paddle, archery, golf, racing
tracks or 4 swimming pools.
Archer Hotel Capital _ RFP for Capex Support Services - Second Round
Commercial and in confidence © Artelia UK 2021 31
Commercial Fee Proposal_SPAIN
Proposal
The Arts Barcelona
Project management fee - 645,000 €
Cost & commercial management fee - 278,000 €
Best combined project, cost & commercial management offer - 875,000 €
Hotel Westin Palace Madrid
Project management fee - 580,000 €
Cost & commercial management fee - 225,000 €
Best combined project, cost & commercial management offer - 765,000 €
Variations to initial proposal
Hotel Ars Barcelona
Initial Indicative Project, Cost and Commercial Management Fee - 965,000 €
Best Project , Cost and Commercial Management Fee - 875,000 €
Hotel Westin Palace Madrid
Initial Indicative Project, Cost and Commercial Management Fee - 840,000 €
Best Project , Cost and Commercial Management Fee - 765,000 €
Resourcing per project_SPAIN
Hotel Ars Barcelona - Project Management
2021 Jan 2021 Feb 2021 Mar 2021 Apr 2021 May2021 Jun 2021 Jul 2021 Aug 2021 Sep 2021 Oct 2021 Nov 2021 Dec 2021
Operations 5% 5% 5% 5% 5% 5% 5% 5% 5%
Director
Project Director 25% 25% 25% 25% 25% 25% 25% 25% 25%
Project Manager 50% 50% 50% 50% 50% 50% 50% 50% 50%
Asst. Project
Manager
MEP Project
Manager
2022 Jan 2022 Feb 2022 Mar 2022 Apr 2022 May2022 Jun 2022 Jul 2022 Aug 2022 Sep 2022 Oct 2022 Nov 2022 Dec 2022
Operations 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5%
Director
Project Director 25% 25% 25% 25% 25% 25% 25% 50% 50% 50% 50% 50%
Project Manager 50% 50% 50% 50% 50% 50% 50% 50% 100% 100% 100% 100%
Asst. Project 50% 50% 50% 50%
Manager
MEP Project 5% 5% 5% 5%
Manager
Archer Hotel Capital _ RFP for Capex Support Services - Second Round
Commercial and in confidence © Artelia UK 2021 33
Hotel Ars Barcelona - Project Management
2023 Jan 2023 Feb 2023 Mar 2023 Apr 2023 May2023 Jun 2023 Jul 2023 Aug 2023 Sep 2023 Oct 2023 Nov 2023 Dec 2023
Operations 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5%
Director
Project Director 50% 50% 50% 50% 50% 50% 10% 10% 10% 10% 10% 10%
Project Manager 100% 100% 100% 100% 100% 100% 20% 20% 20% 20% 20% 20%
Asst. Project 50% 50% 50% 50% 50% 50%
Manager
MEP Project 5% 5% 5% 5% 5% 5%
Manager
2024 Jan 2024 Feb 2024 Mar 2024 Apr 2024 May 2024 Jun 2024 Jul 2024 Aug 2024 Sep 2024 Oct 2024 Nov 2024 Dec 2024
Operations 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5%
Director
Project Director 10% 10% 10% 25% 25% 50% 20% 20% 20% 20% 20% 20%
Project Manager 20% 20% 20% 50% 50% 25% 100% 100% 100% 100% 100% 100%
Asst. Project 50% 50% 50% 50% 50% 50%
Manager
MEP Project 5% 5% 5% 5% 5% 5%
Manager
2025 Jan 2025 Feb 2025 Mar 2025 Apr 2025 May 2025 Jun 2025 Jul 2025 Aug 2025 Sep 2025 Oct 2025 Nov 2025 Dec 2025
Operations 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5%
Director
Project Director 20% 20% 20% 20% 20% 20% 20% 20% 20% 20% 50% 50%
Project Manager 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%
Asst. Project 50% 50% 50% 50% 50% 50% 50% 50% 50% 50% 50% 50%
Manager
MEP Project 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5%
Manager
34
Resourcing per project_SPAIN
Hotel Ars Barcelona - Cost & Commercial Management
2021 Jan 2021 Feb 2021 Mar 2021 Apr 2021 May2021 Jun 2021 Jul 2021 Aug 2021 Sep 2021 Oct 2021 Nov 2021 Dec 2021
Project Director 10% 10% 10% 10% 10% 10% 10% 10% 10%
Cost Manager 40% 40% 25% 25% 25% 25% 25% 25% 25%
2022 Jan 2022 Feb 2022 Mar 2022 Apr 2022 May2022 Jun 2022 Jul 2022 Aug 2022 Sep 2022 Oct 2022 Nov 2022 Dec 2022
Project Director 10% 10% 10% 10% 10% 10% 10% 10% 10% 15% 15% 15%
Cost Manager 25% 25% 25% 25% 40% 40% 40% 40% 40% 40% 40% 40%
2023 Jan 2023 Feb 2023 Mar 2023 Apr 2023 May2023 Jun 2023 Jul 2023 Aug 2023 Sep 2023 Oct 2023 Nov 2023 Dec 2023
Project Director 15% 15% 15% 15% 15% 15%
Cost Manager 40% 40% 40% 40% 50% 50%
2024 Jan 2024 Feb 2024 Mar 2024 Apr 2024 May 2024 Jun 2024 Jul 2024 Aug 2024 Sep 2024 Oct 2024 Nov 2024 Dec 2024
Project Director 15% 15% 15% 15% 15%
Cost Manager 40% 40% 40% 40% 40%
2025 Jan 2025 Feb 2025 Mar 2025 Apr 2025 May 2025 Jun 2025 Jul 2025 Aug 2025 Sep 2025 Oct 2025 Nov 2025 Dec 2025
Project Director 15% 15% 15% 15% 15% 15% 15% 15% 15% 15% 30% 30%
Cost Manager 40% 40% 40% 40% 40% 40% 40% 40% 40% 40% 40% 40%
35
Resourcing per project_SPAIN
Hotel Westin Palace Madrid - Project Management
2021 Jan 2021 Feb 2021 Mar 2021 Apr 2021 May2021 Jun 2021 Jul 2021 Aug 2021 Sep 2021 Oct 2021 Nov 2021 Dec 2021
Operations 5% 5% 5% 5% 5% 5% 5% 5% 5%
Director
Project Director 25% 25% 25% 25% 25% 25% 25% 25% 25%
Project Manager 25% 50% 50% 50% 50% 50% 50% 50% 50%
Asst. Project 20% 20% 20% 20% 20% 20% 20% 20% 20%
Manager
MEP Project
Manager
2022 Jan 2022 Feb 2022 Mar 2022 Apr 2022 May2022 Jun 2022 Jul 2022 Aug 2022 Sep 2022 Oct 2022 Nov 2022 Dec 2022
Operations 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5%
Director
Project Director 25% 40% 40% 40% 40% 40% 40% 40% 40% 40% 40% 40%
Project Manager 50% 50% 50% 100% 100% 100% 100% 100% 100% 100% 100% 100%
Asst. Project 20% 20% 20% 50% 50% 50% 50% 50% 50% 50% 50% 50%
Manager
MEP Project 5% 5% 5% 5% 5% 5% 5% 5% 5%
Manager
Archer Hotel Capital _ RFP for Capex Support Services - Second Round
Commercial and in confidence © Artelia UK 2021 36
Hotel Westin Palace Madrid - Project Management
2023 Jan 2023 Feb 2023 Mar 2023 Apr 2023 May2023 Jun 2023 Jul 2023 Aug 2023 Sep 2023 Oct 2023 Nov 2023 Dec 2023
Operations 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5%
Director
Project Director 40% 40% 70% 10% 10% 10% 10% 10% 10% 25% 40% 40%
Project Manager 100% 100% 100% 20% 20% 20% 20% 20% 20% 50% 50% 50%
Asst. Project 50% 50% 50%
Manager
MEP Project 5% 5% 5%
Manager
2024 Jan 2024 Feb 2024 Mar 2024 Apr 2024 May 2024 Jun 2024 Jul 2024 Aug 2024 Sep 2024 Oct 2024 Nov 2024 Dec 2024
Operations 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5%
Director
Project Director 40% 40% 40% 40% 40% 40% 40% 40% 40% 40% 40% 40%
Project Manager 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%
Asst. Project 50% 50% 50% 50% 50% 50% 50% 50% 50% 50% 50% 50%
Manager
MEP Project 5% 5% 5% 5% 5% 5% 5% 5%
Manager
2025 Jan 2025 Feb 2025 Mar 2025 Apr 2025 May 2025 Jun 2025 Jul 2025 Aug 2025 Sep 2025 Oct 2025 Nov 2025 Dec 2025
Operations 5% 5% 5% 5% 5% 5%
Director
Project Director 40% 40% 40% 40% 40% 70%
Project Manager 100% 100% 100% 100% 100% 100%
Asst. Project 50% 50% 50% 100% 100% 100%
Manager
MEP Project 5% 5% 5% 5% 5% 5%
Manager
37
Resourcing per project_SPAIN
Hotel Westin Palace Madrid - Cost & Commercial Management
2021 Jan 2021 Feb 2021 Mar 2021 Apr 2021 May2021 Jun 2021 Jul 2021 Aug 2021 Sep 2021 Oct 2021 Nov 2021 Dec 2021
Project Director 10% 10% 10% 10% 10% 10% 10% 10% 10%
Cost Manager 40% 40% 25% 25% 25% 25% 25% 40% 40%
2022 Jan 2022 Feb 2022 Mar 2022 Apr 2022 May2022 Jun 2022 Jul 2022 Aug 2022 Sep 2022 Oct 2022 Nov 2022 Dec 2022
Project Director 10% 10% 10% 15% 15% 15% 15% 15% 15% 15% 15% 15%
Cost Manager 40% 40% 40% 40% 40% 40% 40% 40% 40% 40% 40% 40%
2023 Jan 2023 Feb 2023 Mar 2023 Apr 2023 May2023 Jun 2023 Jul 2023 Aug 2023 Sep 2023 Oct 2023 Nov 2023 Dec 2023
Project Director 15% 15% 25%
Cost Manager 40% 50% 50%
2024 Jan 2024 Feb 2024 Mar 2024 Apr 2024 May 2024 Jun 2024 Jul 2024 Aug 2024 Sep 2024 Oct 2024 Nov 2024 Dec 2024
Project Director 15% 15% 15% 15% 15% 15% 15% 15% 15% 15% 15% 15%
Cost Manager 40% 40% 40% 40% 40% 40% 40% 40% 40% 40% 40% 40%
2025 Jan 2025 Feb 2025 Mar 2025 Apr 2025 May 2025 Jun 2025 Jul 2025 Aug 2025 Sep 2025 Oct 2025 Nov 2025 Dec 2025
Project Director 15% 15% 15% 15% 30% 30%
Cost Manager 40% 40% 40% 40% 50% 50%
38
UNITED KINGDOM & IRELAND
Pullman London St Pancras
39
Technical Proposal Proposed delivery methodology
1. Scope of works
The Dilly London [DIL]
Execution of a Masterplan to Reposition the property and realign it as one of London’s most exclusive Hotels. The antici-
pated interventions along with a comprehensive renovation to include: (i) improvement of public areas/ F&B offering by
reconfiguring primarily the ground floor spaces; (ii) a redefinition of guest and service flows to enable operational and
layout efficiencies; (iii) potential conversion of below ground floors to concessions, and (iv) increase the guestroom count
from 283 to approx. 355.
Construction budget £55m
The Conrad Dublin [CDH]
Execution of a Masterplan to Reposition the property and realign it as one of Dublin’s most exclusive Hotels. In tandem
with a renovation of the existing bathrooms, corridors and facades, scope will also comprise the reconfiguration of the
lower ground floors to create new F&B and Spa Wellness outlets as well as extensions to create a new state of the art
events platform and 88 additional guestrooms complete with rooftop bar. All to be completed by Mid 2024.
Construction budget €50m
40
2. Scope of services
PROJECT MANAGEMENT SCOPE OF SERVICES (Based on RICS)
1. PROJECT MANAGEMENT
1.1.9. Liaise with the Professional Team, prepare and maintain the Programme
1.1. Generally for the design, procurement and construction of the Project. Monitor
actual against planned progress. Report to the Client.
1.1.1. Attend Client, Design, Project, Construction and other meetings as provided
under this Appointment. 1.1.10. Liaise with the Professional Team and prepare regular/monthly quality,
progress and cost reports. Advise the Client of any decisions required
1.1.2. Establish a structure and procedure for Project, design, construction and and obtain authorisation.
other meetings including frequency, function, required attendees, chair per
son and responsibility for recording of meetings and circulating reports and 1.1.11. Check applications for payment from the Professional Team.
other information. Recommend payments to the Client.
1.1.3. Convene and chair all principal Project meetings. 1.1.12. Check other invoices related to the Project. Recommend payments to
the Client.
1.1.4. Prepare and maintain a Project execution plan, or similar management
tool, identifying the roles and responsibilities of the Client, the Professional 1.1.13. Liaise with the Professional Team, arrange for the preparation
Team, the Contractor and specialist sub-contractors and suppliers. and maintenance of cash flow forecasts and other statements
Establish review, approval, variation and reporting procedures. Prepare monitoring expenditure on the Project.
recommendations for the Client’s approval.
1.2. Preparation
1.1.5. Issue instructions, on behalf of the Client, to the Professional Team and
Contractor in accordance with the terms of their Appointments/the Building 1.2.1. Liaise with the Client and the Professional Team to determine the
Contract. Client’s initial requirements and to develop the Client’s Brief.
Establish review, approval, variation and reporting procedures.
1.1.6. Agree financial and progress reporting procedures with the Client, the Prepare recommendations for the Client’s approval.
Professional Team and the Contractor. Implement agreed procedures.
1.2.2. Liaise with the Professional Team and advise the Client on structural,
1.1.7. Monitor the performance of the Professional Team and the Contractor. building, measured and other surveys and site investigations including
Implement agreed procedures. condition reports, soil reports etc.
1.1.8. Monitor the performance of the Professional Team and the Contractor. 1.2.3. Advise the Client on demolition, strip-out, site investigation and
Report to the Client. enabling works contracts required before the Building Contract.
Archer Hotel Capital _ RFP for Capex Support Services - Second Round
Commercial and in confidence © Artelia UK 2021 41
PROJECT MANAGEMENT SCOPE OF SERVICES (Based on RICS)
1.3. Design
1.2.4. Liaise with the Professional Team and procure demolition, strip-out,
site investigation and enabling works contracts required before 1.3.1. Liaise with the Professional Team and establish a structure and
the performance of the Building Contract. procedure for quality management. Establish review, approval,
variation and reporting procedures. Prepare recommendations for the
1.2.5. Liaise with the Professional Team and co-ordinate the preparation Client’s approval.
of alternative viability studies, feasibility studies, sensitivity analyses
and investment appraisals. 1.3.2. Liaise with the Professional Team and establish a structure and
procedure for cost management. Establish review, approval, variation
1.2.6. Advise the Client on specialist services, including consultants, and reporting procedures. Prepare recommendations for the
contractors, sub-contractors and suppliers required in connection with Client’s approval.
the Project.
1.3.3. Liaise with the Professional Team and establish a structure and
1.2.7. Liaise with the Professional Team and advise the Client of its obligations procedure for programme management. Establish review, approval,
under the CDM Regulations. variation and reporting procedures. Prepare recommendations for the
Client’s approval.
1.2.8. Comply with the CDM Regulations insofar as they relate to this
Appointment. 1.3.4. Establish the roles and responsibilities of the Client, the Professional
Team, the Contractor and specialist/design sub-contractors.
1.2.9. Advise the Client on the selection, the terms of appointment and fee
structures for the Professional Team. Conduct negotiations with, 1.3.5. Liaise with the Professional Team and prepare a scheme design, or
and prepare and complete the forms of appointment for the Professional similar, report summarising the Project design, cost, programme and
Team. risk register. Establish review, approval, variation and
reporting procedures. Prepare recommendations for
1.2.10. Advise the Client on the Professional Team’s professional indemnity the Client’s approval.
insurance cover. Annually confirm cover remains in place.
1.3.6. Confirm the scope of the Building Contract to the Client and advise on
1.2.11. Advise the Client on the need for staff resident at the Site. additional works required by third parties.
1.2.12. Liaise with the Professional Team and advise the Client on statutory 1.3.7. Liaise with the Professional Team and identify any long delivery
approvals required and fees due in respect of the Project. Recommend building components and systems. Prepare recommendations
payments to the Client. for the Client’s approval.
1.2.13. Visit the Site and carry out initial inspections. Advise the Client on areas 1.3.8. Liaise with the Professional Team and identify speciality/proprietary
of concern. building components and systems. Prepare recommendations
for the Client’s approval.
Archer Hotel Capital _ RFP for Capex Support Services - Second Round
Commercial and in confidence © Artelia UK 2021 42
PROJECT MANAGEMENT SCOPE OF SERVICES (Based on RICS)
and the Professional Team. Liaise with the Client’s legal advisers, prepare the
1.4. Pre-Construction contract documents and deliver to the Client and the Contractor for
completion.
1.4.1. Prepare a risk management strategy. Prepare and maintain a risk
register. 1.5. Construction
1.4.2. Advise on tendering and contractual procurement options. Prepare 1.5.1. Agree approvals required from the Professional Team under the
recommendations for the Client’s approval. Building Contract.
1.4.3. Advise on suitable tenderers for the Building Contract. Prepare 1.5.2. Obtain authorisation from the Client for additional costs where the
recommendations for the Client’s approval. Consultant’s limit of authority is exceeded.
1.4.4. Liaise with the Professional Team and prepare a pre-construction 1.5.3. Undertake regular Site inspections. Obtain progress and quality
report summarising the Project design, cost, programme and reports from site staff representing the Client, the Professional
risk register. Establish review, approval, variation and Team and the Contractor.
reporting procedures. Prepare recommendations for
the Client’s approval. 1.5.4. Agree all test certificates and statutory and non-statutory
approvals required from the Professional Team and the Contractor.
1.4.5. Attend pre- and post-tender interviews. Prepare recommendations for the Client’s approval.
1.4.6. Monitor and report to the Client on the procurement process. 1.5.5. Liaise with the Client, the Professional Team and the Contractor
and prepare and maintain a handover plan, or similar
1.4.7. Advise on the tenderer’s design and construction programmes and management tool, identifying the roles and responsibilities
method statements. for the Client, the Professional Team and the Contractor.
Establish review, approval, variation and reporting procedures.
1.4.8. Liaise with the Professional Team and prepare a tender report. Prepare Prepare recommendations for the Client’s approval.
recommendations for the Client’s approval. During the construction period, the Artelia Project Manager will make daily
visits to site.
1.4.9. Conduct negotiations with tenderers. Obtain documentation from
the Professional Team to confirm adjustments to the tender 1.6. Use
sum. Prepare recommendations for the Client’s approval. 1.6.1. Liaise with the Client, the Professional Team and the Contractor
and prepare and maintain a defects administration plan, or similar
1.4.10. Liaise with the Client and the Professional Team and advise on methods management tool, to identify the roles and responsibilities of the
of progressing design and/or construction works prior to the execution Client, the Professional Team and the Contractor.
of the Building Contract. Establish review, approval, variation and reporting procedures.
Prepare recommendations for the Client’s approval.
1.4.11. Obtain confirmation that required insurances are in place prior to
commencement of works on the Site. 1.6.2. Facilitate agreement to the final account or similar financial
statement from the parties to the Building Contract. For
1.4.12. Obtain contract drawings and specifications from the Client the purposes of this clause the final account or similar financial
statement excludes the assessment of loss and expense claims.
1.6.3. Advise on the recovery of liquidated and ascertained damages.
Archer Hotel Capital _ RFP for Capex Support Services - Second Round
Commercial and in confidence © Artelia UK 2021 43
2. Scope of services
COST & COMMERCIAL MANAGEMENT SCOPE OF SERVICES (Based on RICS)
1. QUANTITY SURVEYING
1.2.8. Advise on alternative procurement options.
1.1. Generally
1.2.9. Visit the Site. Advise the Client on any factors likely to affect cost,
1.1.1. Attend Client, Design, Project, Construction and other meetings as provided time or method implementation.
under this Appointment.
1.2.10. Prepare an initial budget estimate to test feasibility proposals.
1.1.2. Prepare regular/monthly cost reports. Advise the Client of any decisions
required and obtain authorisations. 1.2.11. Prepare a preliminary cost plan and cash flow forecast.
1.2. Preparation 1.2.12. Advise on the likely effect of market conditions.
1.2.1. Liaise with the Client and the Professional Team to determine the Client’s initial 1.3. Design
requirements and to develop the Client’s Brief.
1.3.1. Prepare, maintain and develop a cost plan and cash flow forecast.
1.2.2. Advise the Client on demolition, strip-out, site investigation and enabling works
contracts required before the Building Contract. 1.3.2. Advise on the cost of the Professional Team’s proposals, including
effects of site useage, shape of buildings, alternative forms of
1.2.3. Liaise with the Professional Team and procure demolition, strip-out, site design, procurement and construction etc. Advise on any cost
investigation and enabling works contracts required before the Building variances to the allowances contained in the cost plan.
Contract.
1.3.3. Measure gross floor areas.
1.2.4. Liaise with the Professional Team and advise the Client of its obligations under
the CDM Regulations. 1.3.4. Measure net lettable/saleable floor areas.
1.2.5. Comply with the CDM Regulations insofar as they relate to this Appointment. 1.3.5. Confirm the scope of the Building Contract to the Client and advise
on additional works required by third parties.
1.2.6. Advise the Client on specialist services, including consultants, contractors, sub-
contractors and suppliers, required in connection with the Project. 1.4. Pre-Construction
1.2.7. Advise on the cost of the Project. Advise on the cost of alternative design and 1.4.1. Advise on tendering and contractual procurement options. Prepare
construction options. recommendations for the Client’s approval.
Archer Hotel Capital _ RFP for Capex Support Services - Second Round
Commercial and in confidence © Artelia UK 2021 44
COST & COMMERCIAL MANAGEMENT SCOPE OF SERVICES (Based on RICS)
1.4.2. Liaise with the Client’s insurance advisers and advise on construction 1.4.14. Liaise with the Professional Team and advise on errors, omissions,
related insurances (excluding the administration of claims). exclusions, qualifications and inconsistencies between the
tender documents and the tenders received. Prepare
1.4.3. Liaise with the Client’s legal advisers and advise on warranties/third party recommendations for the Client’s approval.
rights etc.
1.4.15. Advise on the tenderers’ design and construction programmes and
1.4.4. Liaise with the Client’s legal advisers and advise on bonds for performance method statements.
and other purposes.
1.4.16. Liaise with the Professional Team and prepare a tender report.
1.4.5. Liaise with the Client’s legal advisers and advise on use and/or Prepare recommendations for the Client’s approval.
amendment of standard forms of contract or contribute to drafting
of particular Client requirements. 1.4.17. Conduct negotiations with tenderers. Prepare documentation to
confirm adjustments to the tender sums. Prepare recommendations
1.4.6. Obtain tender drawings and specifications from the Client and the for the Client’s approval.
Professional Team.
1.4.18. Liaise with the Client and the Professional Team and advise on
1.4.7. Liaise with the Client and the Professional Team and prepare a tender methods of progressing design and/or construction works prior to the
documentation. execution of the Building Contract.
1.4.8. Prepare bills of quantities, or other pricing documents, for inclusion in 1.4.19. Obtain confirmation that required Contractor insurances are in place
tender documents. prior to commencement of works on the Site.
1.4.9. Advise on suitable tenderers for the Building Contract. Prepare 1.4.20. Obtain contract drawings and specifications from the Client and
recommendations for the Client’s approval. the Professional Team. Liaise with the Client’s legal advisers, prepare
the contract documents and deliver to the Client and the Contractor
1.4.10. Investigate prospective tenderers and advise the Client on their financial for completion.
status and technical competence. Prepare recommendations for the
Client’s approval. 1.4.21. Maintain and develop the cost plan and the cash flow forecast.
1.4.11. Attend pre-and post-tender interviews. 1.5. Construction
1.4.12. Arrange delivery of tender documents to selected tenderers. 1.5.1. Visit the Site periodically and assess the progress of the Project for
interim payment purposes.
1.4.13. Check tender submissions for errors, omissions, exclusions, qualifications,
inconsistencies etc. 1.5.2. Prepare recommendations for interim payments to the Contractor.
Archer Hotel Capital _ RFP for Capex Support Services - Second Round
Commercial and in confidence © Artelia UK 2021 45
COST & COMMERCIAL MANAGEMENT SCOPE OF SERVICES (Based on RICS)
1.5.3. Advise on the cost of variations prior to the issue of instructions under the
Building Contract.
1.5.4. Agree the cost of instructions, excluding loss and expense claims, issued
under the Building Contract.
1.5.5. Advise on the rights and obligations of the parties to the Building
Contract.
1.6. Use
1.6.1. Prepare recommendations for interim payments and release of retention
funds.
1.6.2. Prepare the final account or similar financial statement. Facilitate
agreement to the final account or similar financial statement from
the parties to the Building Contract. For the purposes of this clause the
final account or similar financial statement excludes the assessment of
loss and expense claims.
1.6.3. Prepare recommendations for the payment of liquidated and ascertained
damages.
3. Programme
• The Dilly overall duration 30 months
• The Conrad overall duration 33 months
We have included highlevel outline programme on the following page.
Archer Hotel Capital _ RFP for Capex Support Services - Second Round
Commercial and in confidence © Artelia UK 2021 Greenwich Peninsula - O2 InterContinental 46
The Dilly, London and The Conrad, Dublin
Notes
Archer Hotel Capital Outline Programmes Artelia Based of programme in RFP
February 2021
2021 2022 2023
Line Name Duration Start Finish
M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D
The Dilly, London
1 Appoint Consultant Team 40d 03/05/2021 25/06/2021 1 1
2 Confirm Scope of Works and Budget 20d 31/05/2021 25/06/2021 2 2
3 Prepare Brief for Design Team 20d 31/05/2021 25/06/2021 3 3
4 Design 130d 28/06/2021 24/12/2021 4 4
5 Tender 65d 03/01/2022 01/04/2022 5 5
6 Prepare Planning Application / Listed Building Consent 65d 03/01/2022 01/04/2022 6 6
7 Process Planning Application / Listed Building Consent 130d 04/04/2022 30/09/2022 7 7
8 Refurbishment of Existing Building 190d 04/04/2022 23/12/2022 8 8
9 Reconfiguration and Extension 320d 03/10/2022 22/12/2023 9 9
The Conrad, Dublin
10 Appoint Consultant Team 40d 03/05/2021 25/06/2021 1010
11 Confirm Scope of Works and Budget 20d 31/05/2021 25/06/2021 11 11
12 Prepare Brief for Design Team 20d 31/05/2021 25/06/2021 12 12
13 Design 132d 28/06/2021 28/12/2021 13 13
14 Tender 65d 03/01/2022 01/04/2022 14 14
15 Prepare Planning Application 60d 12/07/2021 01/10/2021 15 15
16 Process Planning Application 130d 04/10/2021 01/04/2022 16 16
17 Refurbishment of Existing Building and Reconfiguration 450d 04/04/2022 22/12/2023 17 17
Programme number: UK13762/OP1
Revision number: -
Issue date: 14/04/2021
Drawn by: tn
Project Ref. C:\Users\tim.naughton\OneDrive - Artelia UK\Asta\Projects\Projects\Archer\The Dilly Outline Programme - 15-04-21.pp printed on 14/04/2021
4. Key Areas in Project Delivery:
• ARTELIA360 set up - As the PILOT SITE for Archer Hotels Capital has al- • Consider impacts on operations / revenue displacement - Through
ready been set up, this site will become LIVE with information uploaded to the engaging with Hotel staff, we are able to plan ahead to minimise impacts on
platform where Artelia is the Project Manager. operations and assess revenue displacements.
• Establish communication procedures for the project - Key Account • Develop procurement strategy - In understanding the current market,
Manager, Tim Naughton together with the Project Director Gareth Stuart, will we will work closely with AHC to develop and procurement strategy that
work closely with AHC’s project teams to fully understand the extent of key enables best value for money solutions for AHC
stakeholders that need to be consulted and engaged with, including project • Select best contractor(s) - Develop robust tender documents and
teams currently involved. From this, Gareth will establish the Communication through a rigorous tendering process, enables us to engage with
and Stakeholder Plan for every stage of the project, detailing, who, when and contractors who demonstrate relevant experience, capabilities including
what information is to be provided in a timely manner. value for money (not necessarily cheapest) innovative solutions.
• Confirm the Scope of works - Critical to the projects success, we will • Consulting and engaging with the Hotel - At the commencement
sit down with AHC to clearly define the scope, budget, programme and of every project stage, we consult with the Hotel and staff to ensure no
sustainable targets and benefits to be realised for each project. This enables disruption and that everyone understands and fully aware of the next steps
our teams to develop the Project Execution Plan. and outcomes for the project stage
• Establish quality standards - It is crucial for the whole project team
• Confirm the budget - Once we have understood and clearly defined the to understand the quality standards and sustainability criteria at the
scope for each project, we are then able to review and validate the budget very beginning of the project. We establish a rigorous inspection regime
against the project scope. to monitor progress and quality at every stage from design all the way
• Cost options for achieving Planning Permission/ Listed Building through to construction and handover. A model room will be constructed as
Consent - Working closely with the design team, we will cost options against soon as possible within the programme.
the agreed scope. We envisage early engagement/ involvement with Local • Daily supervision of the works on site - We have a presence on site,
Authority Planners and Historic England to ensure designs will comply with so that we can proactively resolve issues that might have an impact on the
with both Planning as well as listed building consent (for the Dilly). Artelia success of the project
have a specialist heritage team in-house who we are able to call upon for • Clean handback to operations - With phased completions, the hand
expert advice and solutions.
overs from and to hotel operations will be carefully planned to keep the
construction activities and hotel operations completely separate.
• Logistic/ Phasing - The Project Director will assess the logistic and
phasing for the projects. To avoid disruption to the Hotel staff and guests,
we anticipate sectional phasing and handover. With COVID still a threat, the
logistic plan will be developed to ensure the health and safety of everyone.
Archer Hotel Capital _ RFP for Capex Support Services - Second Round
Commercial and in confidence © Artelia UK 2021 48
Organisational Chart
Archer Hotel Capital _ RFP for Capex Support Services - Second Round
Commercial and in confidence © Artelia UK 2021 49
Gareth Stewart an accomplished Project Director of our hotels team. Gareth has been
With the combined expertise of a Project and Cost Manager, Gareth is
PROJECT DIRECTOR responsible for helping some of the world’s major hotel developers expand
UK& IRELAND their operations and improve the way they work across the UK. He brings
sound knowledge of pre and post contract elements which enables him to
understand and envisage how projects will work even before he gets to site.
Relevant Experience
Pullman St. Pancras - the refurbishment
of 312 guest rooms, the restaurant, bar,
Skills & Capabilities lobby reception, entrances, meeting rooms,
conference ballroom, public WCs, gym and
boardroom on behalf of Accor Hospitality. Led
• Client relationship management
designers and contractors for two different
• Risk & opportunity management contracts within an operational environment.
• Pre-contract cost planning to
optimise development value Sanderson & St Martin’s Lane
Refurbishments - refurbishment of guest
• Design co-ordination
rooms, the restaurant, bar, reception lobby,
• Procurement strategy public WCs, meeting and conference rooms at
• Financial reporting two hotels on behalf of Morgans Hotel Group.
The Savoy - Project Director for Lobby and
“Gareth has provided outstanding guestroom refurbishments
project management towards the
development of a new 100 bed hotel Whitbread Premier Inn Programme - Senior
with his clinical precision and logical lead delivering a programme across the UK.
thought process in co-ordinating all Artelia is retained as PM/QS on the Whitbread
aspects of the project, bringing clear framework for projects from pre-acquisition
benefits to a smooth operation on site.” through to post completion. To date we have
completed 14 Premier Inn hotel projects.
Phil Wade, Development Manager
Bridgwater Gateway Le Meridien Etoile, Paris – Construction
monitoring of refurbishment works
Qualifications
• MRICS
50
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