c


    
Real estate is more than buildings. Itǯs even more so in these turbulent days. We in Arup have
learnt a lesson from our most successful clients: doing well what you do is not enough; you must
change the ground before the ground changes you and your industry.

Letǯs talk about buildings. Helping to design ambitious buildings is what Arup is best known for.
But that doesnǯt tell the whole story. In addition to world -class engineering, we offer diverse
design and consultancy services that address all aspects of built environment. But itǯs the way
we do it what our clients value most.

x

 

¦onsider the structure of a building for example. For some engineers, a good structural design is
the capacity to satisfy 100% the architectǯs design intentions. For others, the key is to use locally
proven materials and solutions. Others will focus solely on reducing construction cost and
construction time. These are all important points, but the key is to find the right balance. The
structural engineers in Arup try and get to be involved in the process much sooner, and ask
fundamental questions to the parties. What are the developerǯs intentions? What is the expected
durability of the building? Are future changes of use foreseeable? From here, a better balance can
be found for the structural design, using tools as lateral thinking and involving high quality
specialist advice.

Now, the structure is a part of a whole. We cannot provide a good structural design if we havenǯt
integrated the other aspects of the project: cost and programme expectations, energy
performance, sustainable targets, services design, building envelope, etc. A holistic approach Ȃ
that is, seeing and understanding beyond your expertise Ȃ is embedded in our DNA as
consultants.

More than that: we donǯt work for the building or for our client in isolation; we work for its
future users and society as a whole. The balance we seek as engineering and consulting
providers includes supporting corporate responsibility and sustainability agendas. It may sound
as nowadays jargon, but we have been acting sustainable (environmental, social and economic
sustainable) since at least 1970. Ove Arup, our founder, stated in the Ǯkey speechǯ the aims of the
firm and the principles through which those aims may be achieved.

From the Key Speech:

Humanitarianism also implies a social conscience, a wish to do socially useful work, and to
join hands with others fighting for the sa me values. Our pursuit of quality should in itself be
useful. If we in isolated cases can show how our environment can be improved, this is likely to
have a much greater effect than mere propaganda.

Our longstanding aim, to Ǯshape a better worldǯ, is the ultimate goal that paves the way we work.

‰ 
 

  

Because Arup strives to provide world-class engineering for buildings and beyond, we offer a
diverse range of services. Each service is organized as an internationally focused team, providing
support to our project teams around the world to find the best answers to complex problems.

Mechanical, electrical or structural engineering is at the base of what we do as consultant

engineers in every country and region. But we wouldnǯt provide a good service if we hadnǯt
specialist teams on acoustic consulting, audio visual and multimedia, building physics, facilities
management, geotechnics, seismic design and wind engineering to name a few. There is an
additional layer of more fundamental services as fluid dynamics, advanced geometric design or
resilience, security and risk, where design applications are found starting from pure research.
Software applications are being developed within Arup as a combination of practical work and
theoretical research. They may involve building physics simulation, evacuation modelling in case
of fire, or finite element programs to analyse the non-linear response of structures.

Engineering is much more than calculations and ¦AD drawings. Advanced computer modelling is
transforming the design process of buildings worldwide. Arup leads the field of building
information modelling. The virtual building, where design, construction, environmental
performance and operational challenges are visualised, solved and optimised in an integrated
computer simulation, is becoming a reality.

Sounds as too many services? Maybe, but it helps Arup building teams solve our clientsǯ needs.
And clients keep telling us that this way of working Ȃ mainstream and specialist at the same time
Ȃ gives them answers to their problems, sometimes even when they hadnǯt made the question.

º
 



¦ities are more than a sum of their buildings, and the world is much more than a sum of cities. As
a company with global reach, we had to engage ourselves not just in property buildings and
social infrastructure, but also in transport and energy, resources and industry. Arup soon
expanded its initial task of providing structural engineering by the 1950s into a Ǯtotal buildingǯ
concept since the 60s, and then into a wider Ǯtotal designǯ approach. Letǯs review what lies
behind the four markets into which we organize our commitment to design.

‰
  shapes not just the skyline, but the down-to-earth viability of every city. Arup covers
here the range of real estate: from commercial workspace, hotels and leisure facilities,
residential and retail developments, to all kinds of sport venues. Our skills and services cover the
entire lifecycle of property portfolios Ȃ from planning, construction, fit-out and operation to
refurbishment and post-occupancy. At every stage our teams meet the challenges of a resource-
constrained world with adaptable, low-carbon and low-energy building design.



    supports people and helps create a sense of community. Arupǯs work in the
social infrastructure market includes arts and culture, education, government and healthcare
projects of varying size and budgets. Our teams consult with governments, private and public
businesses and institutions to design and implement buildings, infrastructure, campuses or
masterplanned communities that benefit people in towns, cities and countries around the world.

 
, our next market, includes aviation, highways, maritime and rail. Working across these
modes of transport Arupǯs experience goes from airport design, operational readiness, port
projects, transport planning and rail infrastructures. Our design of transport hubs, integrated
transport and multi-mode solutions tackles both climate change and the growth in urbanisation.

  
   are markets well known to Arup since long ago, even if they seem
less building-oriented. The firmǯs experience here crosses sectors as water, energy and waste,
resource extraction through mining, up to science and industrial activities. Much of this work
across these essential building blocks of society is hidden from view, yet Arupǯs positive
influence can be felt far and wide.

Arupǯs understanding of the interconnections between these four markets ensures clients
benefit from our integrated approach.

˜ 
 
 
Arup brings together professionals from diverse regions and with complementary skills, on a
uniquely global scale. The depth of expertise and the sheer numbers of specialists allow Arup to
take on complex, strategic projects that no other firm could have delivered. Global and local are
for us two sides of the same coin.

Having started in London back in 1946, w e now have offices in 33 countries spanning around
five continents. Some of these offices are located in the countries that will shape the future of
world economy: Brazil (Sao Paulo), Russia (Moscow and St Petersburg), India (Mumbai) and
¦hina (ten offices in cities as Beijing, Shenzhen, Hong Kong and others). Our presence is also
strong in hot spots of todayǯs world: Middle East (Qatar, Abu Dhabi and Dubai), North America
(nine offices in the United States and one in ¦anada), East Asia (with offices in Thailand,
Malaysia, Singapore, Vietnam, Philippines and Japan) or Australasia (six offices in Australia and
one in New Zealand).

Our presence in Europe and Africa is also expanding. Arup has 17 offices in the United Kingdom,
four offices in Ireland, as well as offices in Germany, Italy, Poland, Spain, Denmark, Romania,
Netherlands, Turkey and Serbia. African offices are in Nigeria, Botswana, Zimbabwe, South Africa
and Mauritius.

c



  


¦lients trust Arupǯs people to question a vision as well as help to realise it. Arupǯs commitment to
a sustainable approach to all its projects is both enshrined in a formal sustainability policy and
embraced personally by the individuals that together make up the firm. Arupǯs ownership
structure Ȃ not linked to stakeholders Ȃ actively reinforces this approach and holds the firm
accountable to its own people for its independent approach, and to its social and corporate
responsibility. 

Arup has a healthy mix of people with very different perspectives and from many cultures,
working together, learning from each other and generously sharing their knowledge and ideas.
International team-working is the stuff of everyday life for our people, who take advantage of the
skills networks within the firm that allow easy collaboration between colleagues who may be on
opposite sides of the world, but are working on the same or similar projects.

Arupǯs independent ownership structure gives conviction a place in its decision-making,

alongside the needs of clients and commercial imperatives. The result is clear-sighted, thoughtful
decisions about its priorities as a business and as a member of society. Arup is rising to the
challenge: investing in research, innovating and creating better solutions for its clients and the
wider world.

That is not added value Ȃ thatǯs the value we provide. We try to make no difference between the
icing and the cake.