InterContinental

Integrating a 5-star InterContinental Hotel into the Deloitte Centre at One Queen Street Auckland was both a strategic and challenging move. Due to hotels being new ground for them, the client sought RCP’s advice, and the team were crucial in the early planning discussions.  

These discussions proved essential as, when COVID-19 hit and the tourism and hotel industry faced significant uncertainty, the team had to rethink the project’s scope, reducing the number of hotel floors in favour of more office space. Ultimately, the decision was made to scale back the project to include 139 hotel rooms - down from the initial 244 - leaving room for flexibility to expand in the future. This cautious approach balanced risk while preserving the potential for future growth in the hospitality sector. 

The hotel features various room types, from standard King and Twin Queen rooms to larger suites located at the building's corners. The top floor houses premier suites, including the Presidential Suite with a fully-fitted kitchen. It also offers a gym and a Club Lounge, providing InterContinental’s hallmark exclusive services for club members.  In addition, the hotel also features the Advieh restaurant which is accessible to both hotel guests and the public. 

The high-end fit-out of the hotel featured timber panelling, wooden floors, and brass fixtures, aligning with the Intercontinental brand’s standards. The process involved significant collaboration with Precinct, the owner and developer, and IHG, the hotel operator. IHG’s involvement was critical, requiring their sign-off at each design phase to meet the stringent standards of a 5-star Intercontinental Hotel. 

One of the most effective strategies the team employed was constructing a full mock-up of a standard hotel room early in the process. This allowed detailed issues to be addressed proactively, ensuring a smoother construction phase. Local iwi artwork has also been incorporated, adding a cultural dimension to the hotel. Unique pieces, including photography, weaving, paintings, and carvings adorn the rooms and common areas, providing each floor with its own distinct character. 

A key lesson learned was the importance of ongoing stakeholder collaboration. During the design phase, close cooperation with IHG’s leads was crucial. However, the introduction of the hotel’s general manager later in the project revealed a gap between corporate decisions and operational needs. The manager’s practical insights led to late-stage changes, highlighting the importance of integrating essential team members and their perspectives early in the project to avoid conflicts and ensure cohesive decision-making between design, construction, and end-users. 

The hotel successfully opened to the public on January 30th, 2024.