InterContinental Sydney

Revitalizing Sydney's heritage gem

This was a well-executed design vision that delivered a contemporary architectural expression of the prestige hotel’s heritage character and a deeper connection with Sydney locals though elevated hospitality options including a dramatic rooftop bar.

With a diverse scope of works, and ensuring the hotel remains fully operational, the various stages of the project took several years of planning and development.

The successful completion is the result of WSP working in close collaboration with Woods Bagot, operator InterContinental Hotels & Resorts, owner Mulpha Australia and Built, which managed construction.

Awards won include:

2023 Good Design Australia Awards for Excellence in Design and Innovation
2023 Good Design Awards - Interior Design Winner

Location

Sydney, Australia

Client

Mulpha Australia

Architect

Woods Bagot

Project value

$83m

Project status

Completed 2022

Keeping a famous heritage building operational

Winner at the 2023 Australian Good Design Awards for Excellence in Design and Innovation, the Jury described the InterContinental Sydney as “a perfect marriage of old and new” which has resulted in a beautiful space for guests to enjoy.

The work included extensive heritage restoration, removal and replacement of the hotel’s cooling towers, new windows in the 509 rooms and suites, which were completely renovated, the creation of a new entrance, and redesign of the existing reception area.

WSP provided mechanical, electrical, hydraulics and fire protection services, with upgrade works to replace the existing Main Switchboards and Central Mechanical services. This involved replacement of roof mounted cooling towers and window upgrades within the existing façade for improved energy efficiency and improved single pane aesthetic.

To ensure that the Hotel remained fully operational through the staging of the project, significant work was undertaken to align shutdown times and limit the impact to the hotel. These include:

The existing chilled water and hot water risers were replaced due to poor condition. A new system was installed in parallel as part of a phased methodology. This enabled each floor to be upgraded on a floor-by-floor basis and switched over to the new system whilst maintaining supply to the existing system.

The main switchboard replacement required a power down of 2 weeks. To maximize this down period, other main activities which would cause disruption to occupancy were also coordinated within this timeframe to eliminate further hotel operation disruptions.