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Grimshaw departs as WilkinsonEyre arrives on Euston HS2 job


WilkinsonEyre has replaced Grimshaw on the High Speed 2 (HS2) package of work for the concept design of Euston Station

Grimshaw and Arup had been leading the design work on the new London terminus for the multibillion pound rail link, having landed the job in 2012.

However the work was retendered last year and the package has now been picked up by WilkinsonEyre as part of the WSP Parsons Brinckerhoff-led bid.

According to the AJ’s sister title New Civil Engineer,  HS2 evaluated the tender based on 70 per cent technical and 30 per cent price and split it into three different contracts covering civil engineering, railway systems and environmental services. 

The contracts are understood to mark the final phase of the concept design work (RIBA 2) and could pave the way for a further ‘station design’ competition which would take forward the detailed design (RIBA 3+).

An HS2 spokesperson told New Civil Engineer: ’We can confirm that WSP has been awarded three contracts to provide ongoing design support as we continue to progress our plans for Euston Station.’

They added that the contracts also covered ‘the development of a masterplan for Euston Station which will integrate the Network Rail, London Underground, HS2 and proposed Crossrail 2 stations as well potential over site development opportunities’.

Both WSP and Arup qualified for the contract framework in 2012, with Arup winning the design work for the redevelopment of Euston Station to incorporate the planned HS2 terminus. 

However, when Arup’s contract came to the end of its term, WSP won the tender for the remaining package of works, and will now carry out the concept design for the station on a nine-month contract.

‘They’re both on the framework and have been for many years,’ said the spokesperson, ‘so we have confidence in both companies, but WSP just happened to win the competition for the next package on the framework.’

A spokesperson for Grimshaw said: ’We have been working on Euston Station for Arup and HS2 for almost five years, and have enjoyed the rare opportunity to create a project of such scale and ambition.

We hope that the integrity of the design will be maintained as the project progresses

’We’ve put in place a design for an efficient station, which provides active streets and public spaces to deliver a characterful place for passengers and visitors alike. Our scheme sets high ambitions for the redevelopment of the station and the Euston area, and we hope that the integrity of the design will be maintained as the project progresses. We wish HS2 and the new team all the best for the development of the scheme.’

160125 euston apo3 ipd south amended4

160125 euston apo3 ipd south amended4



Readers' comments (7)

  • still no arch??

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  • The trouble with the Arch is that it would probably steal the show.

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  • MacKenzie Architects

    Apropos all Government-funded projects, yet another stupid way of getting something built.
    Why on earth would you get rid of a team who had spent 5 years working on something, to replace them with someone 'cheaper'?
    Not that I like the design, but does anyone expect the new guys to respect it and just carry on?
    AJ I'm sure will show a fancy set of glossy images in about 4 months from now.

    Appoint an Architect, give him a lot of power and responsibility, and trust him.

    Do they do the same musical chairs with the Project Managers? I hope not and I hope not.

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  • Retendering contracts at each stage created major difficulties for the Crossrail suburban stations Bennetts Associates was involved with; one architect for the concept and 2 or sometimes 3 architects in the subsequent stages, with no proper continuity. The lessons need to be fed back to HS2.

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  • Rab Bennetts hits the nail on the head. HS2 is just a gravy train.

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  • Fragmenting work stages is invariably a route to diminishing quality. Good architecture will never be about a Fordist production line, and as Rab Bennetts points out only increases difficulties. The more jobs are sliced up the worse it becomes.

    At each re-appointment team continuity maybe lost, upon each transfer, work previously done needs to be re-audited, analysed and evaluated by each new consultant. Each such additional transaction adds costs which are in large part borne by the architects and contractors, with the risk passed down the supply chain. But clients too face costs on repeated tendering that impacts not only programmes but there outputs. The total additional cost of work stage fragmentation is significant and punative. Is it any wonder therefore that architectural earnings have been in long term decline?

    Needless ‘competition’ introduced at each and every conceivable stage does not produce efficiencies and fundamentally this growing trend is not effective. Clients need to recognise this more clearly and develop deeper understanding of the role of architects. The profession should push harder to de-fragment their appointments.

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  • Reminds me of the madness at King's Cross where McAslan's had to keep bidding throughout the project. A miracle the quality survived the dozy ideology of self-interested project managers.

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