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For tHe competition to DeVise A neW interior-DesiGn concept for WorKspAces AnD pUbLic spAces At ROSAtOM

COMPETITION BRIEF
SpAce mAY AnD sHoULD be efficient! IS THE MAIN THESIS FOR THE COMPETITION. ENTRANTS ARE ASKED TO TACKLE A HIGHLY INTERESTING PROBLEM: HOW TO GET INTERIOR SPACES IN THE ATOMIC-ENERGY SECTOR TO PLAY A FULL PART IN THE UNIQUE WORK PROCESS. THIS COMPETITION IS THE FIRST STAGE IN A LONG-TERM AND LARGE-SCALE PROJECT AIMED AT MODERNIZING THE OVERALL LOOK OF PLANTS AND FACILITIES IN THIS SECTOR FROM THE INTERIOR DESIGN OF ROSATOMS SCIENCE LABORATORIES TO THE EXTERNAL APPEARANCE OF ITS ATOMIC POWER STATIONS.

THE GOAL OF tHE COMPEtItION:


To create a new format of corporate space which will improve the efficiency of the way in which business is organized at Rosatom and of employees work in accordance with this state corporations principal objective namely, to maintain its position as a leader in high technology and intellectual innovation in both Russia and the world.

CorporAte spAces At RosAtom sHoULD tAcKLe tHe foLLoWinG contemporArY cHALLenGes:


The new look of the spaces should correspond to Rosatoms principal goals as a world leader in innovational technology and new knowledge. The most important constituents of the corporations image are its advanced engineering and ecological soundness. The main overall objective of design work undertaken for the competition is to devise solutions which may be reproduced in various kinds of interior space and at Rosatoms plants, and which may, among other things, be easily adapted to sites which differ in size, configuration, and function. Just as important is to create multifunctional transformer spaces whose look and function can be changed as a resultof simple transformations. This is especially important for communication areas and public spaces. An example is meeting rooms whose size may be increased or decreased depending upon the number of participants and which may be turned into conference halls, lecture rooms, and so on.

COMPETITION BRIEF 

ADDitionAL obJectiVes WHicH Are to be tAcKLeD bY meAns of cHAnGinG tHe spAces At RosAtoms pLAnts AnD fAciLities Are:
1

To stimULAte creAtiVe ActiVitY bY encoUrAGinG peopLe to creAte neW tHinGs


Possible methods:
Employees are encouraged to change the space themselves. Part of the space may be organized in such a way that it encourages people to transform this space themselves in order to make use of a function (if you dont change the space, then you dont get to use the given function). The main objective of this method is to get people to change something (in this case, their working environment) on a daily basis. Changing existing reality should become standard and set users free not just in their work, but also in their interaction with other people. Not all functions of the space should be dependent on users taking independent action. The method suggested here is not the only one possible! We shall be glad to see other methods which tackle the given objective.

To AcceLerAte tHe process of creAtion of A corporAte iDentitY


Rosatom comprises more than 250 enterprises situated all over the country, as well as numerous overseas representative offices. Today each of these is a special world with its own special atmosphere. Often the only sign that an office or plant belongs to the Rosatom family is the logo at the entrance, a number of small temporary structures (stands carrying the corporate newspaper, information stands, and so on), and labels on the company clothing. All the above are temporary or have a temporary appearance. In order to develop the idea of the kind of corporate identity that Rosatom needs in order to fulfil its ambitious objectives, there should be closer integration of the corporations individual enterprises and their employees with Rosatoms overall corporate objectives. When employees of one of Rosatoms enterprises enter any other corporate site (even one several thousand kilometres away), they should intuitively understand and sense that they are now in part of the same unified space.

Possible methods:
It is important that this objective should be tackled not merely by means of decorative methods! Provisions should be made for zones, structures, and real elements of space whose presence and use would make Rosatoms various plants and facilities recognizable and intuitively familiar. For instance, this might be a distinctive function which is arranged in a special way and which is present at each of Rosatoms facilities and is used by the majority of employees: for example, special communication areas, relaxation rooms, devices for making corporate drinks, a place to get to know the latest corporate news, a sign system providing navigation around facilities and/or the corporation, an information system, etc. The more distinctive is this element of space and the more often it is used by employees, the greater will be its contribution to simplifying employees identification of other of the corporations facilities as their own. This may be an altogether unexpected function which never existed before or, on the contrary, a new version of an old function with which everyone is already familiar. The presence of corporate symbols in public spaces, a direct association with elements of corporate identity (e.g. exhibitions of corporate photos or of the history of the atomic-energy sector in the foyer, etc.). The ability to read off from a space the history of the companys development. Involvement of employees of all levels in the design work both in the design concept and in terms of managing small aesthetic and symbolic elements.

COMPETITION BRIEF 

To creAte comfortAbLe WorKinG conDitions AnD improVe LAboUr proDUctiVitY


By this we mean both the long-established laws and principles of ergonomics and the latest trends in this field that make it possible for employees to use their time at work to the greatest effect. For instance, a space may make it possible for employees to regain their strength during short breaks in their work and to switch their attention to other things or, on the contrary, to concentrate on their work free from the influence of irritants, and so on. The methods and techniques employed in tackling this objective are limited only by your knowledge and your ability to use this knowledge in the piece of space that you have selected for the competition.

To HArmoniZe sociAL reLAtions WitHin tHe corporAtion


Rosatoms complex structure is reflected likewise in the large number of different categories of employees. Clearly, there are big differences in these employees work conditions and salaries. This layering should be partly levelled out in the spatial design for instance, by including identical services and mechanisms for access to these services or through uniform spatial elements that are present in the work environment for any Rosatom employee from the General Director to the serving staff and so on.

Possible methods:
Transparency of space, an increase in the proportion of work processes that are visible and may be observed. A unified identity, smoothing over of any feeling of inequality, underlining of shared interests, introduction of standards in layouts for workspaces.

To creAte A spAce for effectiVe commUnicAtion As A necessArY bAsis for reseArcH AnD proDUction
The process by which new technology and knowledge are generated is directly bound up with communication. The more concentrated and efficient the interaction between participants, the greater the number of interesting solutions that are eventually produced. At Soviet plants (especially military and secret plants), given security requirements, the space served the opposite purpose to reduce intensity of communication and distribution of information. This was reflected in a reproducible layout with personal offices arranged along a corridor with windowless walls. Today the latter layout continues to be reproduced by inertia, in spite of the fact that it fails to fulfil the old objectives and acts as a severe brake on the fulfilment of new ones. An important requirement for design projects is that they should move beyond the Soviet legacy of how work and public spaces are laid out and put forward a fundamentally new concept which is capable of activizing the communicational element in scientific research and the work process.

Possible methods:
increase the number of weak social links by creating shared spaces for all employees. Increase the density of distribution of bearers of knowledge and of the latters contacts with other employees. Link workspaces to accelerate the transmission of formal and informal information and create an emotional background (users of the space should possess instruments for managing this process; the latter must not be spontaneous). The space should be characterized by intensive activity in information and education. Employees should be able to get together in various different formats by means of slight transformations of the space.

COMPETITION BRIEF 

To sUpport sWeepinG cHAnGes in tHe Atomic-enerGY sector (reDUce resistAnce to orGAniZAtionAL AnD otHer cHAnGes; form A positiVe AttitUDe toWArDs eVerYtHinG tHAt is neW)
Work and public space at Rosatoms facilities should create a positive attitude towards change and make the process of change habitual, undermining conservatism and reducing fear of transformation.

Possible methods:
Indicate priorities and changes in the companys policies. For instance, have a transparent tube carrying recycled mail and passing through the entire office as a symbol of reduced paperwork. Or have objects (tubs containing trees, for example) move around the office to reflect the way in which teams have been reorganized for specific projects; book stands as a way of emphasizing accumulation of knowledge; and so on. Switch to popular new design solutions to create a striking and trendy office.
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To AttrAct AnD retAin YoUnG empLoYees (DeVeLop An AttrActiVe AnD trenDY AppeArAnce for tHe corporAtions WorKspAces)
The methods and techniques that may be used for this objective are limited only by considerations of functionality and safety.

In tHe cAse of ALL tHe AboVe points, tHe possibLe metHoDs Are GiVen eXcLUsiVeLY As eXAmpLes of HoW tHe obJectiVe mAY be tAcKLeD. PArticipAnts in tHe competition mAY Use tHe GiVen metHoDs AnD/or propose otHers WHicH tHeY tHinK WiLL serVe to fULfiL tHe obJectiVes.

COMPETITION BRIEF 

THE OBJECTIVE OF PARTICIPANTS IN THE COMPETITION


Is to devise a modern new workspace concept for interior spaces with various different functions at Rosatom in accordance with progressive ideas for creating a maximally efficient and motivating work environment. Participants should propose universal layouts and ways of decorating Rosatoms premises with a view to their transformation and reproduction at sites with different sizes, configurations, and functions.

The competition is to be held in four categories:


PRODUCTION FACILITY SCIENCE LABORATORY OFFICE COMMUNICATION AND RECREATIONAL SPACE.

In order to carry out the competition task, participants must:


1. Select one of four real facilities owned by Rosatom in the above categories. 2. Propose a layout and interior-design concept for the selected space, based on the respective Technical Brief (see the technical briefs for particular sites), without focusing on particular details but giving a clear overall view of their ideas in accordance with fulfilment of the competition objectives. 3. Show how this concept or particular parts of it may be transferred to other types of corporate space belonging to Rosatom. For each of the categories designated for the competition (production facility, science lab, communication and recreational space, office), Rosatom has allocated pilot sites where the best ideas will be realized and which will become prototypes illustrating changes to be carried out in the future.

TECHNICAL BRIEFS FOR PARTICULAR SITES


1

CAteGorY: PRODUCTION FACILITY


FACILITY
MANUFACTURING BUILDING AT KOVROVSKY MECHANICAL FACTORY

DESCRIPTION OF THE SITE


Kovrovsky Mechanical Factory (KMZ) is part of OAO TVEL. This factory mass-produces gas centrifuges for use by uranium-enrichment plants and provides TK TVEL with sublimation separators. KMZ is a pioneer in application of PSR (the Rosatom Production System a system of scientific organization of labour, production, and management). The PSR project will lead to savings on operating costs achieved by concentrating the entire production process in a single building and by reducing losses and cutting expenditure. A process of consolidating staff and rearranging technical equipment is underway.

OBJECT TO BE DESIGNED
The plans for where equipment is to be placed in the production unit are rigid and have been fine-tuned. The production processes have been calculated down to each second. So everything that concerns equipment is to be left as it is. For the competition, participants must design the look of the production unit and of the non-production areas (communication areas, workspaces, and relaxation rooms).

COMPETITION BRIEF 

STRUCTURE OF THE SITE


Put simply, the production consists of three units: 1) assembly unit 2) mechanical processing unit 3) unit for applying coatings. Each unit is divided into three sections, giving nine sections in all. At the assembly unit, each department has employees who must be situated in proximity to the production unit: the section manager, the work allocators (1-2 per department), technologists (1-2 per department), a planner, foremen (about 3 per section). Each unit likewise has its own service staff with their own storage and equipment spaces. The workers are divided into small groups which are responsible for making individual parts. There are 10 people on average in each group, headed by a leader (foreman). Under the standards which regulate the operation of the plant, workers have a 5-minute break every hour and a 40-minute break for lunch. There are two shifts from 7.00 to 16.00 and from 15.00 to 23.00.

OBJECTIVES FOR KEY ZONES Production unit:


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Conditions should be provided for employees to enjoy brief physical and psychological relaxation without having to leave the machine at which they are working. They should have the opportunity during their fiveminute break to sit down, take a breather, and relax without having to walk far, but not at their machine itself. Due to the fact that the manufacturing equipment stands close together, it would be a good idea to consider efficient ways to use the workshops second level (possibly, in the form of a mezzanine accommodating workspaces and communication spaces). However, it is necessary to understand that there are requirements governing the volume of space in the workshop and the conditions under which the technological process is carried out. Consideration should be given to the fact that a mist of oil fills the mechanical workshop and there is also considerable machine noise. It is necessary to provide places for audio- and video-messaging systems in the workshop. The workspaces of the department manager, work allocators, technologists, planners, and foremen should, if possible, be situated in direct proximity to the workshop or actually on the production site. The leaders of the small groups should have if not their own separate computerized workspaces, then at least a room where they can concentrate in a quiet and tranquil setting (this may take the form of a single space for all the foremen with shared workspaces, since they will not be using them the whole time). This space may also serve as an area in which the foremen communicate with their workers. It is desirable that this should be a space with visual access to the shop floor.

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The communication zone, recreational rooms, and canteens


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Since the regulations specify that employees should have only 5 free minutes per hour (to smoke, go to the toilet, etc.), their main chance to talk to each other comes in their lunch break, which is 40 minutes long. In designing this type of space, participants in the competition should design separate areas for communication and relaxation; these may become standard for other production plants at Rosatom.

Teaching and meeting rooms


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Given the way that production is organized, each production unit requires a meeting room for 10-12 persons. Likewise, a classroom for 25 persons is required. Furthermore, there should be additional rooms for discussion, including rooms which provide a view of the entire workshop. These rooms should be easily transformable into a single space in which larger meetings (involving employees from the entire workshop) may be held.

COMPETITION BRIEF 

Entrance areas
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Here participants should design possible solutions for faade elements and the layout of the outside space in front of the building.

CAteGorY: SCIENCE LABORATORY


FACILITY
GIREDMET TESTINGAND ANALYTICAL AND CERTIFICATIONAL CENTRE (IASTS)

DESCRIPTION OF THE SITE


Giredmet is a participant in Rosatoms programme for creation of centres for research into materials and chemical technology and falls into the category of science and innovation. The main functions of this centre are to determine the chemical composition of non-ferrous, rare, and precious metals and of high-purity substances and their conjunctions, alloys, and basic products. The centres universality comes from its use of a complex of mutually complementary methods and devices, including mass spectrometers and atomicemission, atomic-absorption, X-ray, phsyicochemical, and other devices.

OBJECT TO BE DESIGNED
The fundamental layout, including determination of zones, for the main laboratory equipment has already been devised by employees of Giredmet, taking into account considerations of safety and the complexity of the laboratory equipment. Participants in the competition are required to design particular zones which may become standard for other plants owned by Rosatom. There is no need to devise layouts for the all spaces at the centre; it is sufficient to show a finished solution for a particular part of a laboratory and office.

STRUCTURE OF THE SITE


The IASTs is to be allocated part of a building on land owned by OAO NIIgrafit at 2, Elektrodnayaul., Moscow. The approximate area of this plot of land is 850 sq. m. The structure of the site must include heavy laboratory equipment, light laboratory equipment, a chemical laboratory, workspaces for employees, a place for communication, a classroom, and an external representative zone. A floor plan showing where the equipment is to be placed is attached. The staff at the IASTs comprises approximately 40 permanent personnel, of whom are women and more than half of whom are younger than 35. There are approximately 10 students who come in to work on a temporary basis.

OBJECTIVES FOR KEY ZONES Laboratory zone


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In the laboratories use is made of substances which are classified as belonging to danger categories 1-4. The buildings functional fire-safety rating under the Construction Standards and Rules of 21.01.97 is F5.1. Provision must be made for a mini-laundry for employees laboratory clothing. Stretch ceilings may not be used in rooms where chemicals are in use. Provision must be made for 1.5 x 2 metre ventilation shafts for forced ventilation. Provision should be made for remote communication with other employees and for the laboratory equipment to be remote-controlled. Account should be taken of the fact that in the case of rooms with chemical reagents access must be provided to a shower room with automatic release of water from above. The safety regulations stipulate that individual employees may not work with chemicals on their own.

COMPETITION BRIEF 

At the present time employees decorate the walls and equipment with flowers; this is categorically forbidden by the safety regulations. The visual look of the laboratory should underline its scientific potential. The design of employees workspaces should facilitate concentration on laboratory research. The following should be arranged on the basis of considerations of ergonomics:

services for laboratory equipment (washing, drying, storage, access) recording of materials used storage space for chemicals.

Non-laboratory zone
The centre should also include the following zones: a communication zone, workspaces, a relaxation room, a classroom. This may be a hybrid space, with one and the same room turning into a work area, classroom, etc.

Communication zone:
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This zone should be able to accommodate up to 40 persons taking part in a discussion. This may also be used for events, training seminars, meetings between small groups of staff, etc. For training, provision should be made for space for cupboards containing teaching materials (books, articles, methods for conducting expert assessments), as well as for a board and projector. The visual design should make people want to take part in discussions, as well as even out the differences in status between participants.

Workspaces:
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At the facility should be workspaces for 2/3 of the centres permanent staff, i.e. for at least 27 people, as well as several hot-desking workspaces for students. The nature of employees work requires that they should be able to both concentrate on their own tasks and share information with others in an efficient manner.

Zone for recreation and eating:


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Given that employees working with equipment will spend most of their day standing up, it is important that they should be able to relax physically. The relaxation zone must makeprovision for remote monitoring of laboratory equipment.

Entrance areas
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Designs for facade elements and the layout of the outside space in front of the building should be developed.

CAteGorY: OFFICE
OFFICE A

(participants are given a choice of three sites: A, B,and C)


PROJECT OFFICE FOR THE CONSTRUCTION OF AKKIUYU ATOMIC POWER STATION AT NIAEP-ASE

DESCRIPTION OF THE SITE


NIAEP-ASE is an engineering company which designs and builds complex facilities from atomic-power stations and power-generation blocks to particular pieces of equipment. At the present time NIAEPASE is carrying out 27 construction projects and is the most technologically advanced company in the atomic-energy sector from the point of view of automatization and optimization of work processes. Its development plans include creation of a system for managing the lifecycle of power blocks at atomicpower stations (this will include Multi D smart technology somethingof which there is no equivalent

COMPETITION BRIEF 

anywhere else in the world and3D design); development of a risk-management system; and introduction of IT systems for managing projects and procurement. Even now, the interior design of the NIAEL-ASE building at Dmitrovskoeshosse, d. 2, str. 1 in Moscow stands out among other facilities in the atomic-power sector in particular, for its: ground-floor communications area with ecological motifs; corporate symbols (large dark-blue stripes) extending along the walls on each floor; and the high-quality decoration and chromatic design of the open-space zones. However, all the above is insufficient to put across NIAEP-ASEs brand image as a future leader in the market in high-tech EPC contracts.

OBJECT TO BE DESIGNED
Competition participants should create a layout and design project for NIAEP-ASEs project office. The latter is a standard office space. When designing this facility, entrants should bear in mind the requirements of the overall competition brief governing design projects; however, it is extremely important to highlight the companys high standard of engineering innovation and employ effective solutions that lie at the intersection of IT and design.

STRUCTURE OF THE FACILITY


The project office is a temporary association of specialists from OAO NIAEP who come together for the realization of complex engineering projects. The project office will be situated on the third floor of the NIAEP building, above the central control room. This is NIAAEP-ASEs largest project; it involves the construction of 4 atomic power blocks. The project office should be able to accommodate in the region of 20 persons: the project manager, 2 heads of department, deputies to heads of department, and employees. In addition to employees who are a permanent part of the design team during the course of realization of a project, there are also specialists and managers of functional blocks at NIAEP-ASE who join the team to carry out specific tasks and services relating to management of the project. These may be up to 10-15 people at one time. They require temporary workspaces. The main functions of staff at the project office are coordination, aggregation of information, and analysis. In termsof age, 40% of staff are younger than 30, 20% are elderly, and 40% are middle-aged. Their work requires them to be constantly tackling non-standard objectives. The project office may be pictured as a collection of standardized spaces which should be repeated throughout the office. The design of the various functional zones may differ, but should have common elements which make it possible to identify spaces with similar functions.

OBJECTIVES FOR KEY ZONES Zone of mobile workspaces


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The main requirement is adaptability: the space should be capable of being narrowed or expanded to accommodate the changing number of employees (the space must be hybrid and easily transformable). This is an office where people are frequently arriving or moving (people arrive from other facilities, while others leave to go to those facilities): provision must be made for hotdesking. The design should make it possible for newly arrived employees to adapt quickly. Employees equipment includes mobile devices, equipment for remote communication, and digital archives. Each workspace should be fitted with equipment for video-conferencing. On the one hand, employees should be maximally accessible to one another (matrix management); on the other, they should have the opportunity to carry out complex and concentrated work (when they talk on the phone or by video-conferencing, this should not impede other employees nearby). In spite of the requirement of adaptability, workspaces should focus employees attention wholly on the work process.

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COMPETITION BRIEF 

Communication area:
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Due to the need to hold both large collegial meetings and smaller meetings with subcontractors and individual specialists, the meeting and conference space should be transformable and scalable to different sizes. The nature of the work to be carried out (construction in virtual space) requires that provision should be made for working virtually with people situated anywhere in the world from any spot in the office.

Information zone:
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This zone is mandatory. It should comprise a separate, permanent, and specially equipped workspace for an employee (operator) of the project office giving access to the information portal of the project manager (graphic station and video wall consisting of several screens). The zone will provide all employees, and especially the project manager and operator, with real-time and immediate access to information regarding the current situation at various sites.

Copy centre:
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This zone is mandatory and is part of the zone where staff are constantly present. This space should be capable of printing a large volume of material (design projects, technical documents, regulations, and so on).

Relaxation area:
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Given that during the course of the entire working day employees are under great stress, the main thing here is that they should be able to relax and de-stress. This zone may be divided into an area for passive relaxation (sofas and armchairs, coffee tables, massage chairs, bookshelves, tea-and coffee-making equipment) and an area for active recreation (containing e.g. table tennis, table football, air hockey, and so on).

CAteGorY: OFFICE
OFFICE B
THE FRONT OFFICE FOR ROSATOMS COMMUNICATIONS DEPARTMENT

DESCRIPTION OF THE SITE


The front office for Rosatoms communications department will be situated in an annex in the grounds of the headoffice at ul. BolshayaOrdynka, 24, Moscow. The main objectives of the communications department are to promote the Rosatom brand and to create and project a positive corporate image for the company.

OBJECT TO BE DESIGNED
The competition entrants are asked to devise a layout and design project for the front office at Rosatoms communications department. The space to be designed is Rosatoms key representative space. Here account should be taken of all the general requirements concerning design of Rosatoms spaces, but special attention should be paid to demonstrating the atomic industrys high standard of engineering innovation and ecological soundness.

STRUCTURE OF THE SITE


The front office of the communications department is situated in a separate building (annex). This will be an open zone that will not be subject to the restrictions of access that usually apply to buildings in the atomicenergy sector; it will have a separate entrance from the pedestrian zone on BolshoyTolmachevskypereulok. The plans for the plot of land which is to be built upon are attached. The floor area of the building is approximately 3000 sq. m. spread over 3 floors. The task is to zone the spaces inside the building in accordance with their different functions. Below, we give a list of the types of space which should be included in the front office for the communications department.

COMPETITION BRIEF  10

OBJECTIVES FOR KEY ZONES Recreational area:


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The recreational area is for holding briefings and press conferences. It should comprise a zone with furniture for press conferences; this space should be capable of being quickly cleared and transformed into a free area for briefings. There should be a separate small room for storing equipment (cameras, TV prompts, and so on) next to the zone for press conferences.

Lounge zone:
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A place for holding informal talks. Here there should be workspaces that can be used by journalists while waiting for an interview a space where they can sit around, drink coffee, finish writing their articles, and so on, a kind of co-working space with a caf/bar for both the corporations own journalists and journalists from outside. Nearby there should be a separate room with a mini-kitchen where people can talk at their ease while sitting on a sofa. Mobile workspaces. Hotdesking spaces with computers for the duty correspondent and other visiting employees of Rosatom.

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Representative meeting zone:


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This is first and foremost for talks between managers and foreign guests (so as not to have to take the latter through into parts of Rosatoms headquarters which are officially secret). Should be able to accommodate 6-8 people; nearby there should be a zone for coffee breaks.

Workspaces:
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22 workspaces (8 square metres per person) for staff working at the communications department; there should be provision for employees to retain their personal space. Separate workspaces for the department manager,2 assistants, and 3 department heads.

Entrance area, hall:


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Ideas should be developed for facade elements and the layout of the outside space in front of the building. The entrance hall should contain a cloakroom for visitors. The entrance hall should preferably be double- or triple-height.

CAteGorY: OFFICE
OFFICE C
OFFICE SPACE ON THE 11TH FLOOR OF ROSATOMS CENTRAL OFFICE

DESCRIPTION OF THE SITE


UK GK Rosatom (the management company of state corporation Rosatom) manages all Rosatoms assets, including both those associated with armaments and those that have peaceful applications. Accordingly, the headquarters building accommodates the companys entire support staff. At the present moment the 11th floor, which will be a pilot site for the modernization project, accommodates the communications and international departments. Exactly what structures will occupy the 11th floor following realization of the project has not yet been decided, but is of no great relevance since the basic activities in which the corporations different departments are engaged are similar in terms of the way in which they proceed. Rosatoms main office is situated at ul. BolshayaOrdynka, 24, Moscow.

COMPETITION BRIEF  11

OBJECT TO BE DESIGNED
Competition participants are asked to devise a layout and interior-design project for the 11th floor of the central office of UK GK Rosatom. This is to be a standard office space. Unlike at the offices of other major management companies of state corporations, no processes occur here. The only thing that is special is the regime of secrecy. There is no need to plan the entire 11th floor; it will be sufficient to zone it into standard blocks and then produce a detailed design for one of these (comprising a workspace and communication area).

STRUCTURE OF THE SITE


The corporations entire management system was originally based on the principle of preservation of secrecy. This means that contact between ordinary employees in different departments was ruled out in order to avoid information leaks. This principle is reflected in the way that the buildings layout is based on personal offices: each employee carries out his functions in a routine manner and with little understanding of his role in the overall process or of in what this process consists. The layout has had the consequence that middle managers know their colleagues from other departments either not very well or not at all. The only shared space consists of the canteen and ground-floor entrance hall, and this is insufficient for establishing informal communication between employees. The standardized structure of each department is as follows: director, 2 section heads, 2-4 deputies to the section heads, and 20 executors.

OBJECTIVES WITH RESPECT TO KEY ZONES Workspaces:


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The workspace must be designed in such a way as to improve concentration, given that the key performance indicators for staff at the administrative office are speed in taking decisions and precision of execution. A reserve of additional floor space should be provided to allow for realization of development and expansion programmes. The need to work with secret materials means that 3-4 out of 20 employees should each have two computers on their desks (one of which will be for secret documents); this implies that larger workspaces will be needed. Furthermore, these employees and the management should have safes in which to store documents. Employees with the same access to secret documents should be situated together. The setting should encourage a positive and creative mood and improve motivation and job satisfaction.

Communication zone:
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This is a space for interdivisional communication. Its design should stimulate formal and informal interaction between employees and obviate bureaucracy. The requirement is for 1-2 mini-meeting-rooms for 10-20 persons, where staff will be able to mix with people from outside or with employees from other floors in the building.

Relaxation area:
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This must be situated in immediate proximity to the communication area. Here there may be a mini-kitchen combined with a relaxation room, as well as other additional functions of whatever kind.

COMPETITION BRIEF  12

CAteGorY: COMMUNICATION AND RECREATIONAL ZONE


SITE
SUPERSTRUCTURE BUILT ONTO ROSATOMS CENTRAL OFFICE

DESCRIPTION OF THE SITE


This space is a superstructure situated in the internal courtyard above the canteen at Rosatoms head office at BolshayaOrdynka, 24.

OBJECT TO BE DESIGNED
Participants are asked to devise a layout and visual design project for a communication and recreational space. Here there is scope for all kinds of possibilities both inside and outside (examples are given in the attachments).

STRUCTURE OF THE SITE


The communication zone is to be accommodated in an approximately 1350-square-metre space on the roof of and within the footprint of the existing building built onto the office.

OBJECTIVES WITH RESPECT TO KEY ZONES Communication zone:


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All the corporations employees should have the opportunity to organize all kinds of communications (mini-talks, discussions, seminars, workshops, lectures, and so on) here. A space for effective communication.

Additional zones:
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The design for the recreational space may include any of a number of solutions for informal and unconstrained interaction between employees during recreation.

COMPETITION BRIEF  13

REQUIREMENTS CONCERNING THE VOLUME AND PRESENTATION OF ENTRIES:


1. Entries are to be submitted to the competition in the form of PDF presentations and are to be sent to the competition coordinator at contest@artplay.ru. 2. Concepts should include visualizations of the main interior zones (additional use of sketches, drawings, models, and other images is permitted), as well as plans, cross-sections, and an explicatory text giving the fullest possible representation of the authors idea. There is no limit to the number of images that may be submitted. 3. Concepts are to be submitted in the form of PDF presentations of not more than 30Mb in size, WITHOUT ANY INDICATION OF THEIR AUTHOR, and additionally in the form of separate JPG images with a resolution of 300 dpi in A4 format and a textual file containing not more than 3000 characters in Word. 4. Entries are to be accompanied by a SEPARATE (!) filled-in questionnaire giving the names and contact details of all participants who wish to be identified as co-authors or partners, and with the personal signatures of all authors of the project (see Appendix No.1). ATTENTION! Competition entries sHoULD be sUbmitteD AnonYmoUsLY for tHe consiDerAtion of tHe JUrY. AUtHors nAmes Are not to be inDicAteD WitHin PDF presentAtions.

COMPETITION BRIEF  14