PARK STREET NORDICOM STRATEGY 2020 CAPITAL

Acquisitions Sales DESIGN Finance Management

CORE OPERATIONS Management Property

Leasing

Administration

TECHNOLOGY

STRATEGY 2020 Page 2 CONTENT

STRATEGIC SELECTED OVERVIEW CORE FINANCIALS OPERATIONS OPERATIONS PROJECTS

STRATEGY 2020 Page 3 PARK STREET NORDICOM OVERVIEW

Park Street Nordicom owns and manages over 60 properties with more than 250,000 SQM built up area across .

The company has a deep history of over 2 decades acquiring properties with significant development potential.

Around 90% of the assets are stable, with around 90% of occupancy level.

In 2019, Park Street Nordicom took significant steps towards the following objectives of:

• Building a Real Estate Platform with core pillars: - Technology - Design - Value Enhancement - Responsible Ownership

• Digitising and standardising processes towards creating a scalable platform.

• Deepening design and development skills towards creating a long term Asset Management impact on our portfolio.

STRATEGY 2020 Page 4 FOR THE YEAR

WE CONTINUE TO SEEK TO MEASURE OUR PERFORMANCE AGAINST THE FOLLOWING 2020 ... TARGETS:

• Design and technology driven streamline of Core operations ensuring best in class asset management, administration, property management and leasing.

• Acquisition of assets with high value creation potential and disposal of non-core assets.

• Optimize Capital Management through refinancing of existing assets, external capital partnerships for future acquisitions and large redevolepment opportunities.

• Redevelopment of selected projects with significant value increase.

STRATEGY 2020 Page 5 CORE OPERATIONS

ADMINISTRATION

PROPERTY MANAGEMENT

FINANCE

LEASING

STRATEGY 2020 Page 6 CORE OPERATIONS ADMINISTRATION - PROPERTY MANAGEMENT - FINANCE

Acquisitions Sales • Digitally mapped assets and leases. Finance

Management • Well defined & established operational processes, based on accurate real time data, across the business functions of Property Administration, Property Management and Finance management leading to more responsive CORE OPERATIONS operations. Management Property • Digital reporting and be-spoke analytical tools for the financial data analysis.

• Focus on further automation of rent collection and Leasing reconciliation, insurance claims, vendor management, tenant engagement & management. Administration • Initiatives to optimize utilities and common costs: Further cost optimization by 5% (Core operating cost reduction).

STRATEGY 2020 Page 7 CORE OPERATIONS LEASING - VACANCY REDUCTION AND LEASING ENHANCEMENTS

• ZERO VACANCY TARGET From this year we are incorporating Zero Vacancy ambition across our core portfolio. This will influence our daily work approach - to be dynamic about pricing, about the design and refurbishment decisions towards achieving full occupancy.

• VALUE ADD MARKETING We are taking next step in the marketing strategy by enhancing visualisation content, targeted ads, direct marketing and increased use of social media. Along with those we are working close with select external brokers for proactive lettings of vacant areas.

• SPECIALIST RESOURCES Hire further specialists for leasing into our team, who will focus on leasing and tenant management to wards better services and mutually beneficial terms. We will seek to actively use external specialists for optimal positioning of our properties.

• STANDARDISATION AND DIGITISATION We will seek to standardise all processes, documents and steps in leasing which creates long term administration benefits for tenants. It will lead to digitalization of all procedures within leasing, which is no doubt one of the key future trends in real estate market.

• FULLY SUPPORTED Leasing department needs to be fully supported by administration, finance and design. eW find it feasible in Park Street Nordicom as all aspects of support are in house, which helps smooth communication, quick response and full support to the leasing process.

STRATEGY 2020 Page 8 STRATEGIC OPERATIONS

DESIGN AND REDEVELOPMENT

ACQUISITIONS & DISPOSALS

CAPITAL

STRATEGIC TECHNOLOGY

STRATEGY 2020 Page 9 DESIGN AND REDEVELOPMENT Potential Future Value REDEVELOPMENT PROJECTS 2020-2023 Current Asset Value

Construction Cost

Million DKK

600

500

400

300

200

100

0 PULSE T2 PULSE N PULSE Ø PULSE K VESTCENTER (SELSMOSEVEJ, (HEJREVEJ, (TÅSINGEGADE, (HELLIGKORSGADE, (KIRSEBÆRGÅRDEN, ) ) COPENHAGEN) ) ALLERØD)

STRATEGY 2020 Page 10 PULSE T2, TAASTRUP Revitalization and development of Tåstrup Station Center. By adding three brand new floors, with room-sized modular elements in steel and the transformation of the existing three floors, 440 modern youth housing are created centrally between the educational institutions in and Copenhagen. Construction has started and is expected to be completed by 2021.

PULSE N, COPENHAGEN NV In the middle of the charming northwest quarter, which over the past several years has developed into a coveted residential area with plenty of life and experience such as shopping, restaurants, café’s, etc., lies the property formerly occupied by Copenhagen’s municipality. As a natural part of the development in the area, we are planning to convert the 7-storey property into youth housing with the concept of Pulse. With a sustainable approach to the project, maintaining the building’s exterior, and refurbishing the interior into 149 youth apartments and 8 larger family apartments. The building permit is in process and construction is expected to be completed by the end of 2020 / 2021.

PULSE Ø, COPENHAGEN Ø The centrally located property in Tåsingegade, Østerbro with mixed residential and retail usage, is planned to go through a modernization in order to adapt them to the Pulse concept. There will be a mix of more than 200 units including large and small youth housing and apartments. Continuous transformation is expected over the next few years.

PULSE K, HELLIGKORSGADE, KOLDING It is expected to convert the existing property, centrally located in Kolding, to 37 modern youth housing according to the Pulse concept. A positive dialogue has already been initiated with the municipality and the project is expected to be completed in the next few years.

TRANSFORMATION OF VESTCENTER, ALLERØD The current Allerød Vestcenter is the story of a well-functioning grocery store on the ground floor and a less functioning 1 floor consisting of small offices and an empty bowling center. In order to increase the value of the property a plan has initiated to transform the center into new modern family apartments. The positive development of the area with a new upcoming super hospital and rising house prices, due to more newcomers to the region, as well as a greater housing demand in the area make the property perfectly suitable for a combined housing and retail project. There has been a positive and welcoming dialogue and process regarding the project, and it is expected that during 2020/2021 approximately 21 apartments with a size between 58 and 112 square meters will be erected.

STRATEGY 2020 Page 11 DESIGN AND REDEVELOPMENT Existing building area LOCAL PLANNING BUILDING RIGHTS Potential additional building rights

x 1000 square meters 70

60

50

40

30

20

10

0 RÆBÆK SJÆLLANDS- DANNEBROGS- SØPARK GADE PORT GADE () () (GLOSTRUP) ()

STRATEGY 2020 Page 12 REBÆK SØPARK, HVIDOVRE The very central location in the northern part of Hvidovre in the greater Copenhagen area and close to public transport, makes the area extreme- ly attractive for new functions including housing, sports facilities and business. Hvidovre Municipality is in continuation of the new development project - Rødovre Port- positive on the possibility of adding a new identitity-building project combining housing, sport and business complex for the entire area, that can leverage the high ambitions and create synergy in the local area.

SJÆLLANDSGADE, VEJLE Located in the heart of Vejle and close to the train station, we are planning to initiate a new local planning process in order to create a new sus- tainable district consisting of approximately additional 20,000 square meters of new housing types including family and senior housing.

The first initiatives for a new local planning process have been launched and are expected to run over the next 1-2 years.

GLOSTRUP PORT, GLOSTRUP The shopping center 2G, centrally located in Glostrup, and next to the train station connecting in 20 minutes to the Copenhagen city center is go- ing through a plan to attract new tenants and revitalize the center. At the same time, in line with the municipality’s desire to create a new central space, new functions, including additional floors, are planned to be added on top of the existing property, including housing and business.

The project and upcoming local planning process will run over the next few years.

TRANSFORMATION OF THE OLD POST TERMINAL, ODENSE The old postal terminal located right next to the main train and bus station, is going through a significant transformation adding new functions and renovating existing units. A vibrant mix of innovative tech companies, hotel, leisure center, housing and offices are expected to occupy the build- ing in the near future.

The future project revitalizes the area aiming to restore the old connection and tunnel to the city center. In addition, the building opens up to the surroundings and the public, consisting of additional multilevel green urban spaces.

Local planning process has already started, as well as development of the property will run over the next 3-4 years starting in summer 2020.

STRATEGY 2020 Page 13 ACQUISITIONS & DISPOSALS EXPLORE OPPORTUNITIES FOR EXPANDING PORTFOLIO ACROSS EUROPE

• Acquisition of assets in the greater Copenhagen area with special focus in the Nørrebro area where the company already owns more than 25,000 sqm in assets.

• Possibility to acquire portfolio or companies in order to create sinergies either by acquiring distressed assets or operations that can provide significantly value and returns.

• Acquisition plan subject to establishment of capital partnerships where Park Street Nordicom performs the Asset Management of the properties as a consequence of optimized Core operations and technology.

• Targeted disposal of assets post conclusion of asset management optimization of non core assets with a value between 800 to 1,000 million DKK.

STRATEGY 2020 Page 14 CAPITAL OPTIMAL CAPITAL MANAGEMENT

• Maintain LTV (Loan to Value) of 60% to 70% on a Portfolio level with Long Term Mortgage Debt financing.

• Long term target to generate Asset level Return on Equity of over 15%, with Company level Return of Equity of over 12%.

• Refinance selected Assets in terms of existing financing:

- 13 assets with of DKK 200 million value have No Mortgage debt. - 6 assets with DKK 750 million value have low LTV Mortgage debt. - Reduce Bank Debt with Term Mortgage Debt.

• External capital partnerships with long term institutional capital partners for future acquisitions and large redevelopment opportunities.

• Initiate steps for buy back of shares in accordance to provisions in articles of association of Park Street Nordicom, which corresponds to a maximum of 10% of the Company’s class A share capital.

• Last dividend declared by the Company took place in 2008. The Management intend to propose recommencing dividend payments in view of the strong balance sheet and sustainable performance of the Company.

STRATEGY 2020 Page 15 STRATEGIC TECHNOLOGY DIGITISED TECHNICAL PROPERTY MANAGEMENT

TECHNICAL ASSETS BLUEPRINT REAL TIME TECHNICAL PERFORMANCE PREDICTIVE MAINTENANCE FORWARD MAINTENANCE PLANS CAPEX & BUDGETING

Create technical asset register Capture and review technical Actionable tasks for property Asset - Forward Maintenance Data based CAPEX and and tag the asset location asset performance management Plans OPEX for future OPEX & CAPEX – impact Capture required technical data assessment

STRATEGY 2020 Page 16 STRATEGIC TECHNOLOGY SMART BUILDINGS - INTITIATE STEPS

DEPLOY AND CAPTURE REAL TIME DATA FROM THE WIRELESS SENSORS (TEMPERATURE, HUMIDITY, LIGHTING, UTILITIES)

REMOTELY MONITOR AND MANAGE ASSETS UTILITY CONSUMPTION

CAPEX & BUDGETING

ANALYSE THE DATA AND GENERATE PREVENTIVE MAINTENANCE ACTIONS

STRATEGY 2020 Page 17 FINANCIALS

FINANCIAL SUMMARY

PORTFOLIO STRATEGY

VACANCY

TARGETS

STRATEGY 2020 Page 18 FINANCIAL SUMMARY PROJECTIONS

Estimates - not audited Amounts in DKK 1000s 2019 2020 2021 2022 2023

Rental Income 167,907 165,184 181,702 199,872 219,860 Redevelopment and sale of assets (*) 950 20,000 40,000 68,000 115,600 Total Income 168,857 185,184 221,702 267,872 335,460 Opera�ng expenses and Central Costs -51,851 -53,702 -59,072 -64,979 -71,477 Deprecia�on -2,138 -2,181 -2,399 -2,639 -2,903 Total Cost -53,989 -55,883 -61,471 -67,619 -74,380 Total Opera�ng Profit (EBIT) 114,868 129,301 160,231 200,254 261,079 Financial items -29,336 -22,954 -25,249 -27,774 -30,552 Earning before value adjustments and tax (EBVAT) (*) 85,532 106,347 134,981 172,479 230,527 Corpora�on Tax (expected 10%) -8,553 -10,635 -13,498 -17,248 -23,053 Profit and Loss a�er TAX 76,978 95,712 121,483 155,232 207,475 Total Equity 894,671 990,383 1,111,866 1,267,097 1,474,572 Total Equity and Liabili�es 2,720,165 2,815,877 2,937,360 3,092,591 3,300,066 Equity Ratio 32.89% 35.17% 37.85% 40.97% 44.68% (*) Redevelopment Value generation considered as Operational Income for presentation purposes

STRATEGY 2020 Page 19 PORTFOLIO STRATEGY BY ASSET VALUE (MILLION DKK)

SELL 28% 734

1,509 CORE 58%

357 REDEVELOPMENT 14%

STRATEGY 2020 Page 20 VACANCY ESTIMATED RENTAL VALUE (MILLION DKK)

SELL 20% 7,5

14,0 CORE 37%

16,6

REDEVELOPMENT 44%

TARGETS

• Target to reduce Core Vacancy to 0.

• Reduce Operating costs (55 million DKK in 2019) by 5% as a consequence of cost optimization with focus on optimising energy performance of our portfolio.

STRATEGY 2020 Page 21 SELECTED PROJECTS

TRANSFORMATION & CHANGE We strive to explore the existing… To observe, analyze and identify qualities - and to maintain these qualities in various forms of representations. What already exists forms the basis for developing our future architectural projects across our portfolio.

CONCEPTS & SCALABILITY We develop scalable usage across our building mass to connect and optimize management. Our concepts aim to enhance tenants experience, and closes the gap between users and the building.

STRATEGY 2020 Page 22 PULSE TAASTRUP T2 SOUTH FACADE

STRATEGY 2020 Page 23 PULSE N NORDVEST

STRATEGY 2020 Page 24 2300 2350 2630 1550 930 1900 sliding door

desk desk Bathroom 2.2 m² bed bed 1050

2300 2350 2630 1550 930 1900 5190 5190 Bathroom RoomPULSE N Room shelves 17.1 m 6.4 m² sliding door 20.6 m² ² 2380 5980 5980

desk desk ROOM EXAMPLES Room N Bathroom 17.8 m² 7330 2.2closet m²

bed bed shelves 1050 1000

closet 8370 closet 2950 1250

bed kitchenette 1700 1550 10070 Room kitchenette GENERAL NOTES: kitchenette 5190 20.0 m² 5190

2780 Bathroom Room Room shelves 17.1 m 6.4 m² bed 1. ALL DIMENSIONS ARE IN MILLIMETERS 20.6 m² ² 2380 5980 5980 2. THIS DRAWING IS A COPYRIGHT AND PROPERTY OF PARK STREET NORDICOM AND IS NOT TO BE desk 1940 2140 PRODUCED,COPIED, HANDED OVER TO THIRD PARTY OR USED FOR ANY OTHER PURPOSE OTHER closet Room THAN FOR WHICH IT IS INTENDED N

desk 7330 closet 17.8 m² 3. ALL DIMENSIONS SHALL BE VERIFIED ON SITE PRIOR TO START OF WORK. ANY DISCREPANCY 1050 1300

1250 1050 shelves SHALL BE BROUGHT TO THE NOTICE OF PARK STREET NORDICOM Bathroom Bathroom 1000 4. THE CONSTRUCTION MANAGER / CONTRACTOR MUST CHECK ALL DIMENSIONS AND DETAILS AND closet closet 8370 2270 2270

2.2 m² 2.2 m² sliding door 2950 BE RESPONSIBLE FOR THE SAME 1250 4900 5. DIMENSIONS ARE TO BE READ AND NOT TO BE SCALED bed 2350 6. THIS DRAWING IS TO BE READ IN CONJUNCTION WITH ALL RELEVANT ARCHITECTURAL, kitchenette STRUCTURAL, MEP DRAWINGS, SPECIALIST DRAWINGS ALONG WITH THEIR SPECIFICATIONS.ANY 1700 sliding door 1550 10070 Room kitchenette DISCREPANCY SHALL BE BROUGHT TO THE NOTICE OF THE CONSULTANTS WITHIN 7 WORKING DAYS GENERALOF RECEIPT NOTES: OF THIS DRAWINGS, BUT ALWAYS PRIOR TO PROCUREMENT / EXECUTION OF WORKS kitchenette 20.0 m² 7. DRAWING APPROVAL IS FOR THE CONFORMITY WITH OUTLINE DESIGN INTENT ONLY AND DOES 2780 bed 1.NOT ALL RELIEVE DIMENSIONS THE PROJECT ARE IN MILLIMETERS MANAGERS / CONTRACTORS / SUB CONTRACTORS FROM FULL 2.RESPONSIBILITY THIS DRAWING FOR IS A THE COPYRIGHT ACCURACY, AND INTEGRATION PROPERTY OF AND PARK FITNESS STREET FOR NORDICOM PURPOSE ANDOF DESIGN IS NOT TO BE desk 1940 2140 PRODUCED,COPIED,8. PROJECT MANAGERS HANDED TO REVERT OVER TO BACK THIRD WITHIN PARTY 7 WORKINGOR USED FOR DAYS ANY OF OTHER RECEIPT, PURPOSE OF THIS OTHER DRAWINGS 1580 closet THANON CO-ORDINATION FOR WHICH IT ISAND INTENDED BUILD ABILITY ISSUES. IF OTHERWISE, IT WOULD BE DEEMED THAT THEY desk 3.HAVE ALL UNDERSTOOD DIMENSIONS SHALLAND ACCEPTED BE VERIFIED THE ON DRAWINGS SITE PRIOR / DESIGN TO START AND OF OWN WORK. FULL ANY RESPONSIBILITY DISCREPANCY FOR shelves 1250 1050 1050 1300 SHALLTHE WORKS BE BROUGHT CARRIED TO OUT THE ACCORDINGLY NOTICE OF PARK STREET NORDICOM Bathroom Bathroom 4. THE CONSTRUCTION MANAGER / CONTRACTOR MUST CHECK ALL DIMENSIONS AND DETAILS AND 2270 2270

2.2 m² 2.2 m² sliding door BE RESPONSIBLE FOR THE SAME 4900 5. DIMENSIONS ARE TO BE READ AND NOT TO BE SCALED 2350 6. THIS DRAWING IS TO BE READ IN CONJUNCTION WITH ALL RELEVANT ARCHITECTURAL, STRUCTURAL, MEP DRAWINGS, SPECIALIST DRAWINGS ALONG WITH THEIR SPECIFICATIONS.ANY sliding door DISCREPANCY SHALL BE BROUGHT TO THE NOTICE OF THE CONSULTANTS WITHIN 7 WORKING DAYS OF RECEIPT OF THIS DRAWINGS, BUT ALWAYS PRIOR TO PROCUREMENT / EXECUTION OF WORKS 7. DRAWING APPROVAL IS FOR THE CONFORMITY WITH OUTLINE DESIGN INTENT ONLY AND DOES NOT RELIEVE THE PROJECT MANAGERS / CONTRACTORS / SUB CONTRACTORS FROM FULL RESPONSIBILITY FOR THE ACCURACY, INTEGRATION AND FITNESS FOR PURPOSE OF DESIGN 8. PROJECT MANAGERS TO REVERT BACK WITHIN 7 WORKING DAYS OF RECEIPT, OF THIS DRAWINGS 1580 ON CO-ORDINATION AND BUILD ABILITY ISSUES. IF OTHERWISE, IT WOULD BE DEEMED THAT THEY HAVE UNDERSTOOD AND ACCEPTED THE DRAWINGS / DESIGN AND OWN FULL RESPONSIBILITY FOR shelves THE WORKS CARRIED OUT ACCORDINGLY

Room Type A Room Type B Room Type C Room Type D1 net area 22.8 m² net area 19.3 m² net area 26.4 m² net area 20 m²

Room Type A Room Type B Room Type C Room Type D1 net area 22.8 m² net area 19.3 m² net area 26.4 m² net area 20 m²

930 2200 1300 930 3900 sliding door kitchenette 1470 Bathroom Bathroom 2.2 m² 2.2 m² 1050 bed bed 2270 2270 1130

930 2200 closet 1300 930 3900 1100 sliding door kitchenette sliding door desk Room desk 5980 shelves kitchenette 35.1 m² 1470 Bathroomcloset 7330 Room 7330 shelves Bathroom 21.2 m² 2.2 m² 2.2 m² 1050 bed bed 2270 2270 1130 Room 14.7 m² Drawing issued by: 4940 4940 closet 1100 9680

sliding door AB Clausen

kitchenette Valhøjs Alle 176, 2610 Rødovre, Denmark closet T: +45 3030 8080 www.abclausen.dk bed bed desk Room desk 5980

shelves 35.1 m² Danish Energy Management Galionsvej 64, 1437 Kbh K, Denmark closet T: +45 8734 0600

7330 desk Roomdesk 7330 shelves www.dem.dk 21.2 m² Bathroom Room 2.2 m² Park Street Nordicom

2270 1050

STRATEGY 2020 sliding door Page 25 14.7 m² Drawing issued by: Svanevej 12, 2400 Kbh NV, Denmark closet T: +45 3190 9575 3250 4940 4940 www.psnas.com 9680 AB Clausen ValhøjsAB Clausen Alle 176, 2610 Rødovre, Denmark closet kitchenette T:Valhøjs +45 3030 Alle 8080176, 2610 Rødovre, Denmark www.abclausen.dkT: +45 30308080 bed bed www.abclausen.dk

1110 Danish Energy Management Galionsvej 64, 1437 Kbh K, Denmark shelves Project Name Project No desk desk T: +45 8734 0600 www.dem.dk Bathroom PULSE NORDVEST, DENMARK 1810_HEJ 2.2 m² Park Street Nordicom

2270 1050 Hejrevej 8 - 10, 2400, Kbh NV sliding door SvanevejMatr. 12, Nr.2400 337 Kbh Københavns NV, Denmark Kommune

closet T: +45 3190 9575 3250 www.psnas.com Drawing Title AB Clausen

kitchenette Valhøjs Alle 176, 2610 Rødovre, Denmark ROOM TYPES T: +45 30308080 www.abclausen.dk

1110 Date Drawn By Checked By shelves Project Name Project No PULSE19-12-2019 NORDVEST, DENMARKCM/KT CNL/RR1810_HEJ Phase Format Scale Hejrevej 8 - 10, 2400, Kbh NV Matr. Nr. 337 Københavns Kommune

A5 A0 1:50 Room Type D2 Room Type E Room Type F Drawing Title Drawing No Rev No net area 23.4 m² net area 16.9 m² net area 37.3 m² ROOM TYPES IPN_K01_F1_H4_EX -- Date Drawn By Checked By

19-12-2019 CM/KT CNL/RR Phase Format Scale Room Type D2 Room Type E Room Type F A5 A0 1:50 Drawing No Rev No net area 23.4 m² net area 16.9 m² net area 37.3 m² IPN_K01_F1_H4_EX -- ODENSE POST TERMINAL SITE PHOTOS AND REFERENCES

STRATEGY 2020 Page 26 ODENSE POST TERMINAL SITE OVERVIEW TRANSFORMATION AF POSTTERMINALEN

EKSISTERENDE VOLUMEN TRANSFORMATION AF POSTTERMINALEN TRANSFORMATION AF POSTTERMINALEN TRANSFORMATION AF POSTTERMINALEN GENDANNELSE AF DEN GAMLE TUNNEL NYE VOLUMENER Erhverv EN NY URBAN PARK/KOBLING TIL DET OMKRINGLIGGENDE BANEGÅRD (medietårn)

Food and leisure Cafe og restaurant

level 1

JERNBANEMUSEUM Erhverv

level 2 De nye volumener og byggeretter placeres level 1 omkring den eksisterende bygning. Værksteder, Tættest mod Banegården placeres et tårn, der gallerier mm Bolig Bolig/erhverv kunne fungere som et landmark for hele Der etableres en ny passage for gående mellem Thomas B. Kantine/møde området. Butikker/cafeer Thriges Gade og Banegården. Hvis muligt genetableres Det viste volumenstudie viser ca 30-35.000m2 den gamle tunnel til Nørregade. udover det eksisterende level 1 Fra den nye passage etableres en ny vertikal Det oentlige byrum, bestående af tagterrasser og MOD HAVNEN trappe/elevator op på tagterrassen af den eksisterende byrum i to plan, bindes sammen via trapper og bygning, og der arbejdes med kombineret dagslys og elevatorer fra henholdsvis Banegårdsiden, level 0 kunstig belysning. Dannebrogsgade og Thomas B. Thriges Gade. SKIBHUSKVARTERET Alternative løsninger såsom gallerigang Det er ydermere intentionen at passagen, der løber fra Thomas B. Thriges Gade og Banegården kobles på det (Jernbanemuseum), forretninger etc skal være med til at Fra tagterrassen er der en nye byrum i form af trapper/elavorer. skabe en spændende og levende passage. Funktionerne ud til det nye byrum henvender sig til smuk udsigt ud over byen Bolig/erhverv oentligheden og bygningens mange virksomheder og nabolaget. herunder it, tech, bio, hotel, biografer mm.

Bolig/erhverv

BANEGÅRD

NØRREGADE

TRANSFORMATION AF POSTTERMINALENTHOMAS B. THRIGES GADE Bygningen i dag står i find Den gamle postrampe ernes og velholdt stand i gode KONCEPTSKITSE/VOLUMENSTUDIER og de gamle sten genbruges til nye trappe/rampeanlæg. materialer.

MEDIETÅRN

De store tagarealer er ideelle for tagterrasser og nye anderledes byrum.

NØRREGADE/ CENTRUM

DET BLØDE LOOP BANEGÅRD

Bolig

Erhverv

Bolig Bolig

JERNBANEMUSEUM

Erhverv DET BLØDE LOOP level 1

Publikums level 2 -orienteret Bolig Bolig Publikums Erhverv Bolig -orienteret Bolig Publikums trappe/elevator -orienteret Bolig THOMAS B. THRIGES GADE Erhverv level 1 Erhverv level 1

Erhverv level 0 Erhverv Publikums -orienteret MOD HAVNEN

SKIBHUSKVARTERET

STRATEGY 2020 Page 27 PARK STREET NORDICOM STRATEGY 2020 REACH US AT: [email protected] +45 33 33 93 03