Telecomminications centre Leipzig / 2nd construction stage

Responsibility has nothing to do with competence.
(unknown)

Scope of performance
Phases 1 - 5
Staff
B. Bendorf, R. Ebner, S. Heinrich
Principal
DeTe Immobilien
Planning time
1996 - 1997
Construction costs
45 million EUR

 

 
 
p 04 verw k7      p 04 verw k8
p 04 verw k9  
p 04 verw k10
 

This planning concept had the following urban architectural features:

The incorporation of a large town square area orientated towards the intersecting street,

resulting in a truncation of the semi-public access route between the intersecting street and the Georgiring,

with the creation of the square adding clarity to the footpath connection.

In architectural terms, the square area defines the divide between two different types of structure, i.e. the 7-storey telecommunications office (1st construction phase) and the existing 4-storey development situated along the intersecting street.

The so-called southern wing (structural element A) is of the same architectural type as the first construction phase, while the proportions of the so-called northern wing (structural element B) echo the existing development in the intersecting street.  This architectural caesura, i.e. the creation of an open space between different styles of architecture, was accepted as desirable by the City of Leipzig at the consultation stage.

Despite these differences of form, similarities of design and materials accentuate unequivocally the coherence of the new complex within the urban environment, including its coherence with the first construction phase.

The connecting element arranged centrally between the wings, which is glazed on the side facing the intersecting street, both completes the western end of the square and, by virtue of its transparency, signals its accessibility to pedestrian traffic, thus constituting an element which provides structure in the spatial sense and connection in functional terms.

The conversion of a public enterprise into a DAX-listed joint stock company brought about constant staff restructuring and a concomitant lack of consistency in the setting of architectural and financial targets, because the employees – the so-called management – were acting in a short-term capacity, and were responsible only for short periods of time.

All in all, the project was redesigned about four times, with variations on the different solutions being developed.

Recently renovated old buildings were demolished and neighbouring properties bought up with a view to possibly implementing the last of these designs.

Then the project was halted.