Mercedes-Benz Grand Prix Team Headquarters – MultidisciplineBrackley
Ridge was originally appointed by British American Racing to design a new HQ building for its then new Formula 1 team.
The original £50 million facility included: offices, Drawing Office, R&D, workshops / Machining / Tooling, Composites, 40% wind tunnel, clean rooms, race bays, gym and catering.
The expansion project has provided:
Complete Machine shop refurbishment and extension to provide light and bright facilities, and trenched service route with high level cranage, costing £4 million
Foundation and groundworks for new waste compound, and data centre
Upgrade of site HV infrastructure to provide power provision for future site improvements
Construction of rear extension to main site facility to allow the installation of five new autoclaves
Management of masterplan that sees multi-phased development of main site manufacturing facilities over 5 phases and 3 years.
Drawing Office extension to accommodation 150 designers
New engine and transmission Test Cell, costing £3 million. Challenges included acoustic restrictions, the reduction of vibration transfer to an absolute minimum, and the need for deep excavations close to a water course with piled foundations within an occupied building
New Brake DynoTest Cell; a new £1 million facility within an existing building, where the acoustic separation and co-ordination with Austrian technology were the biggest challenges
Full-scale Wind Tunnel with Design and Model Shop, costing £32 million. The scheme comprised bespoke rolling road shipped from USA, fan designed in Canada and made in Czech Republic, steel tunnel manufactured in north of England
New Model Shop (Drawing Office, pattern and mould making departments, Autoclave and car bays)
Experience Centre, including an exhibition space and 60-seat auditorium
Site landscaping, including balancing pond
Machine shop refurbishment and extension
Ridge understands procurement of specialist plant with lengthy lead times and from various suppliers worldwide and used its experience in the field to consistently promote a “team approach”, co-ordinating and integrating the specialist contractors and workers who were not contractually linked to work in tandem with each other.
5 phases over 3 years, whilst working around the operation of a 24 hour facility