A look over the shoulder "Rheinmetall Immobilien GmbH" 

At Rheinmetall Immobilien GmbH, we have the opportunity to manage the entire life cycle of a property, from the development phase to the utilization phase. This is very challenging but also extremely varied.

In addition, there are always new projects in which we, as real estate specialists, are involved. This exposes you to exciting content and new ideas. I have the feeling that I can play an active role in shaping our company. This creates a high level of satisfaction and motivation to give my best every day.

It was exactly this mix of variety and the pursuit of ongoing projects that I was looking for and found at RIG.

The building plot in Weeze was acquired by a real estate company set up specifically for the project, Rheinmetall Immobilien Weeze GmbH.

Together with colleagues from the Planning and Construction Project Management department, Asset Management held talks with the owner of the building rights from the outset in order to coordinate and negotiate Rheinmetall's specific requirements and the necessary contractual details.

Asset Management is also the direct interface to the other specialist departments within the Group and thus ensures that all relevant checks are initiated and that important input from the specialist departments can be provided for the necessary contract details.

When negotiating the land contract for the F-35 project in Weeze, it was first necessary to clarify whether the property was suitable for the development planned by Rheinmetall and under which conditions the owner was willing to let us use the property.

Clear agreements on operating and maintenance costs are essential for the smooth operation of the property.

After agreeing on the main details of the contract with the owner, we worked together to clarify various legal and technical issues.

As we work with the project from the outset, we collaborate closely with the construction project management team during the construction phase. This enables us to ensure that the property is operated in the most optimal manner for its future purpose. This includes coordinating the floor plans, selecting the technical building systems, and choosing the materials. In this way, the property can be designed to be cost-efficient and sustainable.

Once the property has been handed over, we remain available to the users/tenants as a permanent point of contact. This allows us to ensure that any construction defects are claimed against the general contractor and that official inquiries relating to the property are clarified.

The construction planning process is divided into three main areas: production, storage, and office building.

Weekly planning meetings with the project management and asset & property management departments, as well as external service providers and the future user of the property, were held to develop the design and create the basis for the approval planning.

The challenge in the planning phase was to consider the interdependence of the individual areas while making efficient use of the property. I maintained close contact with my colleagues Sven Wiesemann and Moritz Thönnessen.

Thanks to the cooperation of highly experienced specialist planners and the support of the authorities, we were able to compile the documents required for the building permit as quickly as possible and submit a complete building application for approval.

The biggest challenge was the short time frame for the entire project and therefore also for the individual milestones, such as the building permit. Early involvement and constructive coordination with the relevant authorities and specialist departments was crucial.

Rheinmetall offers me the opportunity to apply my enthusiasm for technology and architecture on a daily basis. Being involved in the planning process for domestic and international construction projects provides me with a unique insight into the construction industry. Furthermore, I have found that we have an open communication culture within the entire team at Rheinmetall.

Various factors play an important role here, but the following points in particular are the cornerstone for project implementation within budget:

1. Thorough planning: as many aspects of a project as possible must be covered here. In particular, this includes cost forecasting as well as time and risk planning in order to minimize unforeseen costs.
2. Cost controlling: Costs must be tracked continuously and seamlessly and compared with the planned budget.
3. Risk management: Potential risks must be identified and strategies developed to avert them.
4. Contract management: Contracts with planners and contractors must contain clear and transparent regulations in order to rule out any cost overruns as far as possible.
5. Cooperation: A constructive partnership between contractor and client supports the solution-finding process in the event of potential cost risks.

Constructive and goal-oriented cooperation with ay general contractor is essential for the success of the project. Only by working together as partners can deadlines, costs and quality be ensured and adhered to within the required framework.

At Rheinmetall Immobilien GmbH, we cover the entire development of a project. In addition to project development and project execution, this also includes planning, cost controlling and handover to the users. Cooperation between the various specialist departments is essential for the success of the project.

Through regular communication, we ensure that everyone involved within RIG has the same level of information. We use regular meetings and reports for this, as well as time over a coffee in the kitchenette.