{"id":49710,"date":"2026-03-26T12:06:22","date_gmt":"2026-03-26T11:06:22","guid":{"rendered":"https:\/\/www.swecobelgium.be\/?post_type=showroom_cpt&p=49710"},"modified":"2026-03-26T12:06:22","modified_gmt":"2026-03-26T11:06:22","slug":"baureals","status":"publish","type":"showroom_cpt","link":"https:\/\/www.swecobelgium.be\/en\/showroom\/baureals\/","title":{"rendered":"BAUR\u00e9aLS"},"content":{"rendered":"\n
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Critical care services at the heart of the Lyon Sud campus<\/p>

BAUR\u00e9aLS<\/h1> <\/div>\n
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With the BAUR\u00e9aLS project, Sweco Architects and Michel R\u00e9mon & Associ\u00e9s are leading a large\u2011scale renovation and extension of the Lyon Sud hospital campus of the Hospices Civils de Lyon. The design team brings an integrated, forward\u2011looking vision to a highly complex project on a site that remains fully operational throughout the works.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n

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Facts about the project<\/h2> <\/div>\n
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    Expertise:<\/dt>\n
    High-performance buildings, Health & life sciences<\/dd>\n
    Hospices Civils Lyon<\/dt>\n
    Client<\/dd>\n
    Lyon, Frankrijk<\/dt>\n
    Location<\/dd>\n
    architecture, hospital design, advisory services<\/dt>\n
    Expertises<\/dd>\n
    Michel R\u00e9mon & Associ\u00e9s<\/dt>\n
    Partners<\/dd>\n <\/dl>\n\n\t\t<\/div>\n\t<\/div>\n<\/section>\n\n\n
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    A single, integrated architectural gesture<\/h2>\t\t\t<\/div>\n\t\t\n\t\t\t\t\t
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    To create a clear and coherent campus, Michel R\u00e9mon & Associ\u00e9s and Sweco Architects approach all interventions as one unified project. Slim aluminium cassettes in a range of finishes wrap the new volumes, subtly distinguishing the different departments while reinforcing a shared architectural language. The result is a strong, recognisable identity that gives Lyon Sud a renewed presence.<\/p>\n

    Daylight, views and orientation are central design drivers. A generous light well brings natural light deep into the core of the critical care services. Within the existing buildings, circulation is simplified and sightlines are opened up, enabling patients, visitors and staff to navigate the campus more intuitively and efficiently.<\/p>\n

    Sweco Architects acts as co\u2011architect from the competition phase through to tender, with particular attention to feasibility, phasing and continuity of care.<\/p>\n<\/p>\n\t\t\t\t\t\t\t<\/div>\n\t\t\n\t<\/div>\n<\/div><\/section>\n\n\n

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    Careful phasing on a live campus<\/h2>\t\t\t<\/div>\n\t\t\n\t\t\t\t\t
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    1. Phase 1 \u2013 Extension and reorganisation of the Emergency Department<\/strong>\n
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      • Transition from non\u2011programmable to programmable care<\/li>\n
      • Forward flow with clearly separated patient streams<\/li>\n
      • A central triage and dispatch hub as the operational nerve centre<\/li>\n
      • Care pathways tailored to different patient profiles<\/li>\n
      • Controlled discharge flows<\/li>\n
      • A short\u2011stay unit and integrated post\u2011intervention intensive care<\/li>\n<\/ul>\n<\/li>\n<\/ol>\n
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        1. Phase 2 \u2013 New medico\u2011technical platform<\/strong>\n
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          • Two stacked operating suites with a total of\u00a034 operating theatres<\/strong><\/li>\n
          • A consolidated intensive care unit<\/li>\n
          • The G\u00e9olab<\/strong>\u00a0and an integrated logistics platform<\/li>\n<\/ul>\n<\/li>\n<\/ol>\n
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            1. Phase 3 \u2013 Repurposing of existing areas
              \n<\/strong>Once the critical functions have been relocated, the vacated spaces are converted into support facilities for the surgical day hospitals, including preparation and recovery rooms, changing areas and storage.<\/li>\n<\/ol>\n<\/p>\n\t\t\t\t\t\t\t<\/div>\n\t\t\n\t<\/div>\n<\/div><\/section>\n\n\n
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              Lean Design: participation as the foundation of the project<\/h2>\t\t\t<\/div>\n\t\t\n\t\t\t\t\t
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              Before the design phase began, an exceptionally broad participatory process was launched, based on\u00a0Lean Design\u00a0principles. Around\u00a0100 patients\u00a0and more than\u00a0180 healthcare professionals\u00a0from Emergency, operating theatres, intensive care and support services were involved. Over the course of a year, workflows, bottlenecks and success factors were analysed, and potential solutions were tested.<\/p>\n

              From the outset, this approach integrated:<\/p>\n

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              • Organisational performance<\/li>\n
              • Quality of care and patient experience<\/li>\n
              • Working conditions<\/li>\n
              • Spatial and cost efficiency<\/li>\n<\/ul>\n

                The medical strategy was translated into a comprehensive functional and spatial programme, with departmental adjacencies and flows forming the backbone of the design.<\/p>\n

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                Modular operating cluster and integrated critical care<\/h2>\n

                The\u00a034 operating theatres\u00a0are organised into a quadruple operating suite across two identical levels, with the G\u00e9olab and sterilisation facilities positioned between them. All interventional activities\u2014ranging from urgent and complex surgery to day surgery, endoscopy and interventional radiology\u2014are consolidated within a single building volume. This configuration allows scarce expertise to be deployed more efficiently, increases utilisation rates and reduces waiting times.<\/p>\n

                The operating theatres are arranged around standardised, modular halls, allocated by type of care rather than by medical discipline, maximising flexibility and adaptability over time.<\/p>\n

                The intensive care unit is consolidated on a single level, in direct proximity to both Emergency and the operating suites. Three nursing units of 15 beds allow flexible use for post\u2011operative patients or admissions from Emergency. Adaptable air\u2011handling systems enable rapid reconfiguration in the event of infection risks or a pandemic.<\/p>\n

                Programmable care pathways are organised from a central dispatch point in Emergency, with the aim of achieving an average length of stay of no more than four hours. Forward flow, clear triage and tightly coordinated post\u2011care pathways reduce overall lead times and minimise the crossing of flows.<\/p>\n<\/p>\n\t\t\t\t\t\t\t<\/div>\n\t\t\n\t<\/div>\n<\/div><\/section>\n\n\n

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