One might say ‘halls’ – clearly defined, rational, geometric, efficient. A well-built hall is the foundation yet there is much more that makes industrial development successful. 

Let’s take a closer look at some of the aspects. 

P3 Jeřmanice © Goldbeck

1. Vision

When, a few years ago, the industrial developer P3 Logistic Parks chose one of the Vítkovice brownfields, a former raw waste disposal site, they had a much higher ambition than just another logistics complex. The empty spot on the map of Ostrava is to become a commercial and industrial district, and its layout and area of 40 hectares make this possible. But for the project to become part of the city, it needed an urban vision. This was provided by the Ostrava-based PROJEKTUDIO with architect David Kotek, just as the idea of building on the orthogonal connections of the surrounding buildings and the neighbouring industrial icons of the Lower Vítkovice area. 

The project has already undergone the first two stages of construction, and the mix of companies operating in the new halls confirms that the vision is being fulfilled. “The idea of P3 Ostrava Central is to create a space where production, logistics and services work side by side, complementing each other,” says Aleš Zacha, Head of Development and Acquisitions at P3, and continues: “We want business to thrive there, whether it is based on large engineering units or small trades.” Those who have already started their operations there include a beer distributor, a toy retailer, a handling equipment lessor, a wholesaler of refrigeration equipment, a newspaper company and a bed store. 

Over 40,000 sq m is immediately available for other companies in four halls, while smaller units can also be rented. The total built-up area is supposed to come to 155,000 sq m. The territory is gradually being fitted with new infrastructure, planted with greenery and equipped with outdoor fixtures and fittings for employees. The new district is already taking shape.

2. Location

The location represents the absolute key to the success of an industrial park and especially the business within. The proximity of the motorway network for freight transport must also meet the availability of labour and, of course, the appropriate designation of the land in the zoning plan.

If some location is doing well and further expansion is no longer possible, it is logical for the developer to look for opportunities in the immediate vicinity. This was also the case with the P3 Plzeň Myslinka park, which is located just a few kilometres from the P3 Plzeň Myslinka park in Nýřany, which is, due to its connection to the D5 motorway, popular especially with tenants from the logistics and automotive sectors. There is also a railway transshipment point nearby. 

“The park in Myslinka is a relatively new location. We managed to occupy the first two halls before they were completed. We smoothly followed up with the construction of the other two, both with an area of 8,730 sq m. They were completed this summer and are already available,” says Aleš Zacha, adding that there is also a project for a larger hall that they want to build to suit a specific tenant. 

Terrain can be a challenge, not an obstacle

The intersection of land availability, transport and workforce has recently intersected in the foothills of the Jizera Mountains. “Manufacturing companies in the Liberec Region are benefiting from the D10 motorway with a connection to the Mladá Boleslav car factory. Although the construction of the necessary industrial halls is complicated by the mountainous terrain there, we decided to accept this challenge,” explains Aleš Zacha. P3 invited Goldbeck to the technically demanding construction and partially sunk the 9 m high hall into the terrain. It was custom-built for ZF Automotive Czech, which develops and manufactures brake systems for leading world car manufacturers in nearby Jablonec nad Nisou. 

3. Municipality

Seven years ago, P3 began construction of P3 Lovosice at the transport hub between Prague and Dresden. This year, they completed the last building, which is currently being offered for rent. There are several logistics companies operating in the area, such as FM Česká, Impuls Logistics, and Ecologistics. It is also used by Mondi Štětí for storage and distribution of paper and packaging

materials, and Van Eupen’s employees are engaged in reverse logistics and electrical engineering services. In total, the tenants offer 500 job vacancies. 

The developer has been, from the beginning, working closely with the town of Lovosice and the adjacent municipality of Lukavec. “In cooperation with the local government, we strive to develop the potential of the location for leisure activities for local residents. We built an outdoor gym, contributed to a children’s playground, and this year we were happy to open a pump track. Every generation should find something for themselves,” says Aleš Zacha. Bicycles, scooters, skateboards and skates are already racing along the brand new track of the outdoor sports facility, designed and built by the specialized company Schneerstern. The undulating track with its banked turns is popular with enthusiasts from even further afield.

For more information see www.p3parks.com. 

Photo: P3 archive, Goldbeck and Vladimír Pryček

 

P3 Logistic Parks, the owner, administrator and developer of European industrial properties, has been investing in the construction of their parks for 20 years and they further continue to own, lease and manage them. It has therefore had a natural interest in their long-term sustainability from the very beginning. 

Varyáda, the largest shopping centre in the Karlovy Vary Region, is currently undergoing renovation as well as construction completion while in full operation. The shopping centre remains fully open during the reconstruction and the construction work is divided into several phases. 

Martin Malý, Marketing and Communications Director at EPG Global Property Invest, answered our questions. 

When was the final decision to reconstruct the shopping centre Varyáda made? What arguments prevailed?

After 19 years, the shopping centre needed to be reconstructed, the range of brands and services expanded, and the food court modernized. We have been discussing the completion of Varyáda for several years. Unfortunately, the final decision was first postponed by Covid followed by expensive building materials and energy, and last but not least by inflation. Nevertheless, everything came together and we decided to modernize Varyáda at the beginning of 2023, when the entire project was ready. The overall argument for completing Varyáda was the lack of services as well as the demand for a larger range of brands, which was impossible without expanding the existing centre. There we responded to the demand of tenants who wanted to come to the Karlovy Vary region.  

Is the reconstruction proceeding while in full operation and in several phases?  

The completion of the Varyáda shopping centre comprises three large parts. The first one is the completion of the northern part (the rear wing of the building), which has already been partially handed over for utilization providing ready-to-use premises to a new Albert hypermarket and its full operation as of 29th September, and two other parts – Květiny Novák and the Karlovy Vary supplier of fresh baguettes, Rad’s Baguette. A completely new food court with 10 restaurants for a total of 260 visitors, a side entrance and a completely new arcade opened this year, at the turn of November and December.

That means that there are also the second and the third phases planned, right? How difficult is it to bring everything into accord?

The second phase should be completed and opened next summer through a completion of the southern part in the place of the existing car park, where there will be the first multiplex cinema in the region, additional retail units and a new entrance passage to the future Varyáda. The third stage, which will take place at the beginning of 2025, includes the modernization of the existing part of the centre, in which the existing tenants will also participate. Some brands will remain in the same location, but their interior elements will be renovated. Other units will be relocated to newly created or modified premises. The transformation will also include, for instance, floor tiling, lighting and relaxation zones. I think that reconstructing and completing a medium-sized shopping centre while in full operation is a big challenge in itself. However, with a team of professionals – whether on the investor’s side or on the side of the building operator, which is CBRE – everything is going according to plan. Of course, we adopt various anti-dust and anti-noise measures that we have already tested in our other shopping centre Central in Most. In the last three years, the centre there has undergone a complete modernization while in full operation.

The original area of Varyáda was 18,000 sq m with 80 shops and a food court. How will the overall layout change after the reconstruction?  

The centre’s area will be increased by a full third and in the total area of 27,000 sq m, Varyáda will offer over 110 shops, including a range of new brands, restaurants, services and film entertainment. They will open the first multiplex in the region offering six screening rooms in an area of 2,500 sq m and almost thousand seats. There will also be a new non-stop car wash with eight washing boxes at the entrance to the building. 

The new entrance passage and side entrance for easier accessibility, as well as an outdoor terrace, will fundamentally change the concept of the building.

The new side entrance will represent a great novelty for both the locals and other customers from the region. It will be intended for those who want to buy groceries in the hypermarket or have a snack in our food court. Apart from the aforementioned outdoor terrace, there will also be two drive-in restaurants in this part. 

What assortment will the brand offer be expanded by? Can you name some of the brands?

When it comes to the Karlovy Vary region, we know that customers want more men’s and women’s fashion, which I can promise now. We will also expand the offer for men and women by sports brands. From a strategic point of view, we do not communicate fashion and other brands in advance, so I will not name them. However, we regularly inform customers about new products on all our communication platforms, whether it is the website nova.varyada.cz or social networks. 

Apart from the shops, there will also be premises with a cinema and a food court. What can visitors look forward to?

We believe that the multiplex will attract other customers from the wider area to visit. This will benefit the entire town, which has not yet had a multiplex. In addition to screenings, the screening rooms will also be used for congresses, i.e. for various conferences and corporate events. As for the equipment, we count on having a top-notch projection and sound technology, which includes, among other things, Dolby Altmos multi-channel surround sound and laser projectors. Apart from the multiplex, there will also be the largest food court in the region. Varyáda Bistro was inspired by the Ore Mountains and will open at the turn of November and December. In the restaurant zone, you will find the famous food court trio: McDonald’s, KFC and Bageterie Boulevard. They will also be joined by the Asian bistro Mianchi, the popular Running Sushi, Czech cuisine and Pai Thai. The Rud’s Pizza brand is aslo expanding to Varyáda from Plzeň. The food court will also feature the Grand Café and Bubblify – a bar with refreshing drinks with popping balls. Apart from that, customers can get refreshments in the already open units Bistrotéka Zlámalíková and Rad’s Baguette. The food court will feature a completely new concept of catering and emphasising global trends with more greenery, modern lighting and pleasant nooks. 

How do you address accessibility, parking and public transport?  

Our centre is accessible by public transport on lines 2 and 6, but it is also situated within walking and driving distance. Varyáda will also provide around 800–850 parking spaces, which will be free for our customers. Those who just want to park their car with us and go to a sports match at the nearby KV Arena, for instance, will have to pay for parking now. The entire building will be equipped with entry and exit barriers with cameras, including automatic license plate recognition.

Do you offer advantageous programmes for loyal customers?

We have been offering our customers a mobile application for several years now. We were the first shopping centre to switch from a paper coupon book to a digital version. Last year, we changed providers and created a unique loyalty programme. Customers simply scan or take pictures of their purchase receipts into the Moje Varyáda application. For this, they earn points that are credited to them, and they can then choose a gift of their choice. These include various vouchers for our tenants’ business premises and luxury gifts with the Varyáda logo. We also cooperate with partners in the town and the region, providing us with free entrance to swimming pools, the Plzeň Zoo, and Bagr Park in Most. And of course, this application can also be used for entering our marketing events, where we, for instance, give away free mulled wine, children can carve pumpkins or participate in various workshops.

What was the original financial balance for the reconstruction? 

The total planned investment in the modernization and completion of Varyáda is EUR 40 million. It is a significant investment not only from the investor’s point of view, but I think also from the city’s point of view. 

Arnošt Wagner

Photo: Varyáda archive

Grinity has been operating on the market for almost three years, but with its extensive expertise – previously under the Arcadis and EC Harris brands – it is recognized as an established player in the industry. What are the current trends and challenges in the development sector, and how does Grinity assist clients in meeting the demanding requirements of the modern era?

We explored these topics with Lenka Matějíčková, Sector Leader Sustainability, who oversees a team of more than 40 sustainability experts, and Jakub Pavelka, Sector Leader Commercial Developers, who leads the Project Management and Energy Building Optimization teams.

What changes have you observed on the market over the past few years?

JP: A pivotal moment occurred due to the combination of several factors – COVID-19, the war in Ukraine, the energy crisis, inflation, and ESG requirements. These events drove up the cost of construction and development projects financing, as well as the costs of building materials and labor. This made companies rethink efficiency and investment returns. In addition, the EU’s pressure to reduce carbon footprints and implement non-financial reporting introduced new opportunities as well as obligations. All these factors significantly accelerated the demand for our services. 

LM: I can confirm this, particularly in relation to my team and sustainability itself, where we are witnessing massive growth. There is a noticeable shift away from traditional certifications such as LEED, BREEAM, and more recently WELL, towards ESG, including the mandatory non-financial reporting in line with the EU Taxonomy. Additionally, the demand for Energy Building Optimization has increased significantly.

So, how do you react to this situation?

LM: ESG has become an integral part of our services. Clients increasingly come to us with questions like, ‘What does the EU actually require from us? How should we implement it? And what does it practically mean for us?’ This legislation introduces new challenges but also creates opportunities for many of our activities and solutions.

JP: From the client’s perspective, these measures are not often met with enthusiasm, but for us, they represent an opportunity. We know how to guide them and help them navigate this period with minimal disruption. Our team designs solutions that not only comply with legislative requirements but also deliver tangible operational savings for their buildings.

Can we therefore say that EU regulations are beneficial in this case?

LM: The European Union is returning to fundamental values that once existed but have gradually faded. This approach creates a stable foundation for our services. A key aspect is ensuring a return on investment, which provides banks with confidence that tenants will remain long-term and won’t be forced to leave properties due to rising operating costs. Additionally, international companies with parent organizations in other countries are increasingly focused on minimizing energy expenses. We are able to provide clients with detailed calculations on how much they can save on operational costs in the long term by investing more in higher-quality construction. We don’t limit ourselves to simple recommendations, such as installing photovoltaic systems – we analyze buildings comprehensively to propose the most efficient and realistic solutions. And we’ve been doing this for over 10 years.

JP: Building owners are currently under pressure from multiple directions. They must consider not only their own ESG reporting but also the demands of their tenants, who seek energy-efficient buildings to meet their ESG commitments. Moreover, the terms set by banks for refinancing properties play a crucial role, as they also prioritize energy efficiency.

What does the client service package include?

JP: There are several stages in which we can implement our services. One involves buildings in the development phase – either still conceptualized on paper or just starting to take shape. Based on our understanding of the client’s requirements, relevant legislation, and reporting standards, we can define the parameters of the building to ensure it is as energy-efficient as possible while meeting the current ESG requirements for buildings.

And how do you approach existing buildings? Is it possible to meet the required standards with them?

JP: Most existing buildings are part of portfolios, and clients are interested in upgrading them to be more energy-efficient and reduce their carbon footprint. We provide energy optimization, where we assess the building’s technical condition, focus on operational savings, and prepare investment measures for further improvements. We are often surprised by how much energy can be saved simply by optimizing operational parameters.

LM: Older buildings sometimes have more significant potential than one might expect. Even a building constructed just a few years ago can perform worse than an older one if its technical systems are insufficient. Unfortunately, fewer people are entering technical fields, which impacts the quality of implementations but simultaneously provides us with numerous opportunities for improvement.

JP: Another critical factor is a building’s ability to adapt to future requirements and climate challenges. The EU Taxonomy, for example, provides forecasts of changes, and we aim to prepare buildings for the next 10, 15, or even 20 years. This is not about overengineering but about creating flexibility – such as adaptable spatial layouts for future technologies or larger infrastructure systems that enable easier modernization. These measures are cost-effective yet strategically significant.

So it’s not just about the building.

LM: Exactly, it’s also about the surrounding environment. If I construct a new office building in a specific location, I should also consider how to compensate the local community. Governance plays a key role – it’s not enough to have admirable goals, such as being carbon-neutral by 2030, if concrete numbers, plans, and control mechanisms do not support them. These activities must be integrated into the company’s policy to have a real impact. This philosophy is closely tied to our work in ESG Due Diligence (ESG DD). Our team addresses not only parameters related to water or air pollution and facility operations but also Project Management that builds on governance principles. ESG now employs our entire company – while previously, a single project might involve three or four people, today it could include up to 15, ranging from biodiversity and energy experts to specialists in local pollution or Project Management. ESG is fundamentally a multidisciplinary matter requiring a coordinated approach.

Back to the situation on our market. There are not many new buildings being constructed, and instead, many economically unsuitable ones remain. What solutions do you recommend from this perspective?

JP: Currently, the market has a significant number of buildings that are ‘old’ only in a relative sense – 20 years is not a critical age for a building. However, this is often the point where the original technologies reach the end of their lifecycle. This requires significant interventions and modernization. Based on the current needs of our clients, we can prepare concepts that not only address existing issues but also consider future operational and sustainability requirements for these buildings. This approach helps ensure their long-term competitiveness.

You have completed many successful projects. Would you like to highlight any where the collaboration with the client was particularly successful?

JP: I’d like to highlight our collaboration with Mint Investments on the energy optimization of their portfolio, where we achieved significant operational energy savings. Another example is our synergy with the Fidurock portfolio, focusing on retail parks and residential buildings, where we also contributed to more efficient and sustainable operations.

LM: I would add our partnership with Česká spořitelna on their newly constructed headquarters spanning 100,000 sq m in Prague’s Smíchov district. Beyond operational carbon footprint reduction, we also focused on the embodied carbon footprint, assessing the environmental impact of the materials used. This approach was one of the first of its kind on the Czech market. Given the scale of the project, Česká spořitelna’s requirements for low-carbon materials can significantly influence the market and contribute to a transformation in supplier practices across the Czech Republic.

We face key milestones such as 2025, 2030, and 2050. How should clients prepare for these deadlines? What legislative requirements lie ahead?

LM: These years mark significant shifts, primarily due to the obligation to comply with non-financial reporting and ESG requirements. Companies will need to start systematically collecting data, analyzing it, and implementing concrete measures. The focus will be on energy savings, reducing energy consumption, and gradually achieving net-zero operational carbon emissions.

JP: Based on legislative requirements and our experience, we recommend our clients prioritize the efficient operation of their buildings, whether new or existing. Conducting an audit or operational optimization is crucial. This includes implementing measures with minimal investment costs that have a significant impact on reducing energy consumption. These measures can be implemented almost immediately if approached correctly and represent the quickest step toward preparing for future requirements.

Eventually, it’s all about people…

LM: Absolutely. Any measures should reflect the fact that employees and tenants are the most valuable assets in a building. People’s expectations are rising, and retaining them is becoming increasingly challenging, which makes it essential to prioritize their satisfaction. Optimizing a building must go hand in hand with creating a high-quality indoor environment. It’s inefficient to blindly replace all systems or implement measures solely to achieve carbon neutrality if they don’t serve a real purpose. It’s important to use common sense and remember that a building exists primarily for the people inside – this applies to 2030 and beyond. While operational carbon neutrality will be required, no one can predict with certainty what technologies will be available in the future. Therefore, it’s crucial to maintain a flexible approach, consider multiple options, and avoid a one-sided perspective. The key is openness and the willingness to adapt to whatever the future brings.

Arnošt Wagner

Photo: Archiv Grinity

OBERMEYER HELIKA is one of the largest and most stable design and construction consulting offices in the Czech Republic.

The company provides comprehensive services in the field of design, construction engineering, project management and professional technical consulting and its team has extensive experience with the realization of large scale and technically demanding projects both in our country and abroad. Jiří Fousek, CEO of OBERMEYER HELIKA, told us more about the activities.

What can customers imagine from what you offer – complex design services?

To put it simply, if you’re an investor who does not have an expert in-house team, we’ll guide you smoothly through the entire planning and permit process, while if you have your own experts, we’re able to offer the services you need in coordination with the investor’s team. More specifically, our comprehensive design services cover the entire process, from the initial concept through to final completion and commissioning, including cost management, time management and quality assurance. Using state-of-the-art technologies such as BIM (Building Information Modelling), we can efficiently plan, coordinate and implement projects with a high degree of accuracy and transparency. This enables us to prevent potential problems before the construction work begins.

The range of projects implemented by Obermeyer lately has been really diverse. Which one was a tough nut to crack, and is there one close to your heart that you’re particularly proud of?

Our portfolio really does cover a wide range of designs, from shopping and office centres, to large-scale residential projects, logistics parks and healthcare buildings. We’ve successfully implemented a number of important healthcare construction projects, of which the recent Family Care Pavilion at Pelhřimov Hospital is especially worthy of note. We succeeded in designing and constructing the new hospital pavilion in the passive standard, while achieving energy self-sufficiency and meeting all the requirements for a modern healthcare building. The quality, functionality and timelessness of this project is also evidenced by the fact that it won the Building of the Year 2023 award. Looking back at our successes in the field of healthcare construction, we cannot forget the reconstruction of the children’s ward at the Motol University Hospital, the Proton Centre project at the Bulovka University Hospital, the construction of the Waltrovka Medical Centre in Prague, or the extension of the magnetic resonance imaging facility in Pelhřimov. We also pride ourselves on our long-standing cooperation with major investors in designing business and administrative centres. Of these, I’d like to mention the shopping centres in Prague that we’ve been working with for a long time now. From the Westfield Chodov shopping centre and the multi-purpose Palladium complex, to the Quadrio Shopping Station and the iconic Centrum Černý Most. Centrum Černý Most, for example, one of the first shopping centres in the Czech Republic and still the most successful, started working with us back in 2012, when we were commissioned as the general designer. The next phase of the expansion is now under way, building on previous phases of construction. The current phase will be finished in autumn 2025, marking the completion of the entire Centrum Černý Most site. We are delighted to have played a part in such a successful project from its very beginnings through to the present day. And it’s not just business and cultural centres in the capital that we work on. I’d like to mention our role as the general designer for the expansion of Galerie Šantovka in Olomouc, Galerie Pardubice – a shopping and social centre, and the Galerie Teplice shopping centre.

What about residential projects?

We are working on several high-end projects with leading residential developers and top architects. These include, for example, our cooperation with CPI on the Kolbenova Park project, the Semerínka project by Crestyl, and the new Archa Smíchov project by J&T.

You use BIM in your projects. How did you start with this system and what’s the current situation with BIM?

We began working with BIM back in 2012, when this technology was still in its infancy. The early days were challenging, requiring us to invest in training and new software. Today, BIM is an integral part of our projects and allows us to efficiently manage and coordinate all aspects of construction. BIM provides us with detailed digital models that improve communication between teams and increase planning accuracy. In terms of our projects, this results in higher quality and greater client satisfaction.

How is sustainability, which has been mentioned a lot lately, reflected in your projects?

Sustainability is a fundamental aspect of every project. We strive to ensure that the buildings we design have the smallest ecological footprint and the greatest energy efficiency as possible. We do this by choosing materials that are environmentally friendly. Also, by using renewable energy sources and designing buildings with an emphasis on ensuring their long-term sustainability, or designing buildings in the passive standard, as was the case, for example, with the Pelhřimov Hospital healthcare project. 

Many shopping centres are now modernizing and expanding their existing capacities. What are the requirements in the brief today in terms of environmental design, energy and security compared to 10 or so years ago?

Over the past decade, there has been a fundamental change in the requirements for the modernization of shopping centres. Today’s trends place emphasis on sustainable design, characterized by energy efficiency and the use of environmentally-friendly materials. Increased safety standards require the implementation of advanced effective monitoring and management technologies. The design must not only be aesthetically appealing, but also functional and flexible enough to respond to the dynamically changing needs of the market and customer expectations.

Obermeyer works abroad. How does the interaction between the different offices work?

Our international network of offices allows us to efficiently share knowledge and human resources across borders. Czech designers actively participate in projects abroad, enabling them to gain valuable experience and improve their skills in working with cutting-edge technologies. They then effectively apply this expertise in our projects here in this country. By collaborating on projects around the world and using best practices and innovations from different markets, we are able to keep up with global design standards.

Given the current difficult situation in the property market, can you outline your plans for the short term – focus, action and responses to market needs?

We are currently focusing intensively on strengthening our position in sustainable and technologically advanced projects. We plan to expand our digitalisation and BIM management services to enable us to better respond to the dynamic needs of the market. Our strategy is based on flexible and innovative solutions that reflect current trends and the requirements for sustainability and efficiency. We actively seek out new opportunities and adapt quickly to changing market conditions in order to stay at the forefront of the industry. Of course, our employees play a major role in this strategy.

PR

Photo: Archive of OBERMEYER HELIKA and CPI