Kirkgate Shopping Centre
Sewell Construction was appointed to turn four existing shops units at Bradford’s Kirkgate Shopping Centre into one large retail unit for leading high street retailer TJ Hughes, working on behalf of client Workman, the largest, independent commercial property management and building consultancy firm in the UK.
Attracting 15 million visitors each year and situated in the heart of Bradford’s City Centre, Kirkgate is a key part of Bradford’s core retail market. Work needed to be completed across five floors and it was a challenging project due to noise restrictions set out in the tenants’ lease agreements and by the centre management team. This was in addition to other challenges, including limited space, restricted deliveries, high footfall and predominantly pedestrianised areas outside the centre. Out of hours working was one of the main hurdles to overcome.
A new stockroom needed to be created in the existing basement service yard, with a new lift shaft and staircase leading up to the main shopping unit on the ground floor. A new glazed shop front also needed to be installed to identify the base as one single retail outlet.
Sewell was appointed based on cost and quality, and has already developed an existing working relationship with Workman, having completed previous projects in Hull and Leeds.
Past projects included converting two existing units into one 1,300 sq m unit for a major kitchen, bathroom and furniture retailer on a Hull retail park, with the space eventually becoming the company’s first showroom to feature all of its ranges.
Two other projects of note included forming three Victorian buildings into one unit, creating a home for a high-end restaurant at the popular Victoria Quarter in Leeds, and a 504sq m extension to an existing commercial unit in Seacroft, Leeds, providing additional warehouse space.
Project development
Before site work began, we had regular meetings with Workman, the architect, the structural engineer and centre management to ensure everyone knew and agreed the programme. The site delivery team planned ahead, talking to all adjacent shops and tenants within the centre on a daily basis to keep them informed of activities and progress on site.
Communication was key, ensuring the centre management team also knew exactly when any power shutdowns needed to occur. Plans were adapted to work out of hours due to daytime noise restrictions within the shopping centre. Access and egress proved challenging, as access was through the live basement and delivery area.
Minimising disruption
Deliveries were coordinated around the other retailer’s schedules to minimise disruption and plans were made for project deliveries to arrive steadily to ensure as little space as possible was used. Lots of time was spent looking into the original M&E services installed in the 1960s and ’70s. The team needed to verify unclear changes before alterations were made.
Asbestos was identified within the shops, so a specialist asbestos removal firm removed it correctly, with clean air certificates issued. The supply chain was chosen on tried and trusted relationships.
The results
The project was delivered on time and on budget. There were 25 subcontractors involved in the project, with 256 site inductions carried out.
Space was available on site for skips, which ensured waste was not mixed and recycling was high priority whenever possible. The team took between 15 and 20,000 concrete blocks out of the building during the demolition phase at night and took up 22,000 sq ft of floor screed and replaced it with new.