AtkinsRéalis is a firm that has redefined architectural practice, blending engineering precision with people-centred design, with sustainability and collaboration to the fore. Kim Neville reports.
AtkinsRéalis’ journey began with an unorthodox move, establishing an architecture arm within what was formerly global engineering-led practice WS Atkins & Partners. Practice director Victoria Hutchinson explains, “The architecture practice was founded due to our desire to develop a unique position in the marketplace.”
This reversal of the conventional model, where most multi-disciplinary firms are architecture-led, has become a defining strength of what is now the UK’s fifth-largest architectural practice. It enables it to tackle schemes from the largest infrastructure projects like Hinkley Point C to community-focused projects like a new SEND school.
While rooted in engineering, and “technologically driven” the firm is also “research-led,” says head of architecture, Helen Groves. “We have the capability to do the thinking that leads our design.”
Ethos
Using the human experience to inform the firm’s design ethos, AtkinsRéalis houses teams with ‘Human Factors’ and Wayfinding specialisms that might seem niche but are, as Groves puts it, “highly relevant to how human beings interact with the world.” The firm’s ethos continues to evolve however, with a dual focus – local presence and global capability. “We are deliberately not in an ivory tower,” Groves says, “we’re in the communities we serve.” With 10 building design teams across the UK, the practice brings national expertise to regional contexts.
Its new Manchester ‘hub’ unites over 1,000 staff across disciplines under one roof. “Opening our office in the heart of Manchester really enabled us to bring together those teams and face our regional clients more strongly,” says Hutchinson – those clients ranging from the TransPennine Route Upgrade to Lancashire County Council and the Government Property Agency.
The firm’s interior designers planned the office to enable collaboration, says Groves: “It’s about those passing conversations – bumping into someone in the corridor.” She adds: “We want it to be a catalyst for growth, supporting education projects that give young people the best start in life.” Hutchinson adds that scaling while maintaining quality is key: “We want to deliver local focus and national excellence with career development, project variety, and consistent client delivery.”
Social value in design, for AtkinsRéalis, is democratic: “Everybody deserves great design,” says Groves. “That doesn’t mean it costs more; it’s asking what does this community need?” Projects such as Cardiff’s Child-friendly City programme exemplify this approach, with inclusivity, sustainability, and community growth inherently linked.
Sustainability embraces social and economical factors for the firm, and its Decarbonomics programme helps clients reduce carbon across entire property portfolios. Hutchinson says: “It’s about making something amazing through retrofit, minimising footprint while maximising value.” Architecture and the other disciplines offered are also viewed holistically: “We don’t have a separate architectural vision, it’s One Building Design,” Groves explains, “that’s what we celebrate.”
This integrated approach is supported by global collaboration, including via a Global Technology Centre in India. “Our role is to align all disciplines, architecture, structures, services, landscape and ensure we bring the best offer to every market,” adds Hutchinson, with the goal to exceed standards in each territory.
Design approach
AtkinsRéalis is not a “signature” practice, explains Groves, “We don’t have a figurehead whose design style we imbue in our projects; we do have a shared vision that great design has the power to transform people’s lives.” The practice’s multidisciplinary approach values technical excellence and design equally. Groves’ priorities are around fostering that shared vision across disciplines and harnessing a vast knowledge base. “Knowledge-sharing keeps our people motivated, keeps projects fresh, and allows teams to constantly learn.”
Credibility around sustainability claims is paramount, says Groves: “We can’t just say these things; they need to be proven.” The practice developed its own toolkit, called Azolla, to embed sustainability thinking holistically from the start. “It’s not just about carbon; we’re also looking at biophilia, ecology, circular economy, and human impacts, to consider every angle, and at every stage.”
Innovation comes not just from internal tools, but from cross-sector partnerships. “Our work with the University of Cambridge on low-carbon concrete is a great example,” she adds. “It’s led by our engineers, but the whole building design team is involved. That’s the power of our interdisciplinary model.”
One area where the firm is leading particularly meaningful work is in human-centred design, especially for neurodivergent users. “We realised that we needed better ways to engage with young people with special and additional needs,” says Groves. “So we developed tools to capture that feedback, not just from teachers or support staff, but from the young people themselves.”
Working closely with the National Autistic Society and others, the team created a design framework that values empathy. “We ensured that our language, our techniques, even the format of our consultations, were inclusive and accessible. That work is now a core part of our Azolla methodology.”
On AI, Groves is pragmatic but optimistic. “The potential is vast, but it should be used to empower people, not replace them. It can take away time-consuming tasks, allowing us to make better decisions.” The company is exploring strategic use cases where AI can have measurable value, from performance analysis to regulatory compliance. “Where it will come into its own is in binary tasks like checking fire regs compliance. We’re not quite there yet, but it’s coming.” She sounds a note of caution: “AI is only as good as the information you feed it. If it becomes self-referential, you’ll never move forward. It’s a tool, but creativity, imagination, and orchestration still belong to humans.”
Several recent projects exemplify AtkinsRéalis’s approach. The Manchester Digital Campus, approved for planning, brings civic presence to the heart of Ancoats with a bold and carefully detailed form that respects industrial heritage. “It’s a beautiful, bespoke workplace designed to elevate everyday experience,” says Groves.
The Elizabeth Line, a project in collaboration with Grimshaw, Maynard and Equation, which won the RIBA Stirling Prize, was “a great example of how engineering and architecture can achieve harmony,” says Groves. “It showed that architectural quality can shine even in highly technical environments.” Other recent highlights include the Sky Innovation Centre, where early-stage collaboration was key, in a project that was “about how a workplace can shape an organisation’s future,” says Groves.
Leading a team at a national scale isn’t without its challenges: “Aligning behind a shared vision is the real work,” says Hutchinson. Groves agrees: “It’s about keeping people motivated and engaged. Our teams might be working on a local care home one week and a nuclear fusion project the next.” Hutchison says that post-pandemic, they’ve “put effort into purposeful reconnection,” says Hutchinson. “Whether it’s around operational excellence, winning work, or client relationships, it’s about creating meaningful links.”
While Groves says the Stirling Prize win was “a stamp of excellence,” she says she is “just as proud that we’re a Times Top 50 Employer for Gender Equality.”
Looking ahead, the firm sees further growth in sectors like defence, energy, and housing, says Groves, as well as leading the way on research. “We want to continue rewriting the rulebook, whether in housing or inclusive office design. It’s about leading the conversation with clients through research, not being reactive.”