Core Net Singapore 2008 Peter Ward (Full)
-
Upload
peterjward -
Category
Documents
-
view
539 -
download
1
description
Transcript of Core Net Singapore 2008 Peter Ward (Full)
1
Peter Ward – Head of People & ChangeSouth Australia Water Corporation
Transforming Business Culture through Workplace
Ambitious objectives
• We wanted– a building that would help us shape the right culture– a building that would help us attract and retain the
workforce we need to remain sustainable– to bring laboratories and offices together in one building– a very green building … in Adelaide's CBD– to achieve this through a competitive market process –
with a developer team that would work in partnership with us– to avoid any cost premium to market prices
• Everybody told us it was impossible
• It wasn’t … here is our story
2
About Our Culture
3
What is high performance culture?
• Organisations recognise that culture is a competitive edge or tool to be used
• Defined by better:– Speed to market– Ability to change– Ability to deliver promised outcomes– Profit and share market performance
over the longer term– Attractiveness to prospective employees
• Continued high performance sustained over long periods
Definition: performance culture
‘A culture in which individuals, teams and the organisation achieve what they agree to achieve.
Other words that can be used for this are: accountability, achievement, focus, speed, delivery, discipline, meritocracy andrigour.
In a Performance Culture people deliver on their promises. Whenthey say ‘I can do this’, whether it is to meet an annual target or fulfil a commitment to complete a report by Friday, it occurs. Rewards and consequences are aligned to delivery.The results are speed and focus because people are conscious of what they commit to; the assess risks more carefully and complete what they start. This provides confidence that what is targeted will be achieved.’
4
We then looked at various change examples andadapted a “high achieving culture” model
Relentless pursuit of Vision, Mission, Values, Strategy
Focus on Leadership
and Teamwork
Aligned by simple,
transparent processes &
systems
Staffed by world class capability
Intense performance
driven environment (recognition,
reward & consequence management)
HIGH ACHIEVING CULTURE
Human resources strategy
Supported by clear communication and transparent measurement
Cultural messages are sent through three channels
•Goal setting budgeting•Reporting and measurement•Remuneration•Performance management process
SYSTEMS
•Where is time spent•Where resources are invested•Physical environment•What and who is rewarded•Who is involved in what•Voice of key stakeholders•Rituals
SYMBOLS
•Observation of others•Especially key influences•What is said•What is done
BEHAVIOUR
Message sent byChannel
Workplace impacts
all of these
… which all convey what is valued in the organisation
5
About SA Water
• 150 years old mid 2006
• Previously Engineering and Water Supply Department– Mega department for South Australia– Vertically integrated design to delivery– 8000+ staff at the peak
• Corporatisation July 1995– Commercial Charter– Public Service staff transferred– Metropolitan Operations outsourcing to United Water– Various B.O.O.T infrastructure– Dis-aggregation of core business– Design– Capital works– Resource planning and ownership– Asset owner
• Bottomed at 1100 staff in 2001, now 1350
When Moons Align – Seizing the Opportunity
1. Culture survey identified accommodation as an issue – Morale and Equity
2. Aging, outdated facilities– General condition is average to poor– Government policy requires SA Water to vacate Thebarton
(to be returned to parklands)– AWQC is outdated and inflexible, Grenfell St has limited capacity– Significant changes and upgrading is required – regional and
metro – within the next 5 years
3. Significant cost incurred because of the geographical spread
4. Government accommodation standards not being achieved
5. Alignment with sustainability values and chance to showcase these
6. Opportunity only occurs once in a career– Culture, efficiency, address internal customer
and communication issues
Best Practice Companies
SA Water 2003
6
• It is more than bricks and mortar
• Business case stacked up – do nothing/base case option not cheapest!
Strategic Intent
• Business– Productivity/efficiency– Staff attraction and retention– Workforce morale– OH&S– Sustainability/ESD– Replace ageing accommodation
• Cultural– High achievement– Collaboration and teamwork– Openness and transparency– Sustainability– Employer of Choice
• Government Policy– State Strategic Plan– Parklands– Office accommodation
standards
Key requirements & principles
• Flexibility, future-proof• Openness and transparency – no offices• Ecologically Sustainable - 5 Star Green Star
minimum• Healthier environment and natural light• Consider our customer’s needs• Part of the community• Facilities provided on the basis of need not
hierarchy• Encourages teamwork, collaboration and
communication• Staff input to their own workspace• Accessible Leaders
7
About Our Process
Three key processes
1. Planning a holistic process of change– Unusual - we started with change management
2. Reinventing how we work– Space requirements are easy – but what do you want staff to say
and do?– Allow people the opportunity to ask “why do we do it this way”– Extensive Consultation – executive, managers and staff, unions
3. Reinventing how a building is procured– Allow people the opportunity to ask “why do we do it this way”
Build a great project team– Within the organisation, key consultants (private + government),
and the development partner
8
Unique procurement process
Change Management + Workplace BriefWhat is this building for … and how do we intend to use it … what can be different?
6 months
Building Performance BriefDefining a building by what it does – not how to design/build itUsed both for RFP then as a design quality review
8 weeks
RFP – commercial + design responses – 3 bidders6 week design process3 workshops with each developer team design + commercialEncouraged to put forward innovation – and choicesTransparent, partnership building
6 weeks
Evaluation + ImplementationPartnership, Site, Design, CommercialWork in partnership to complete design against brief
12 weeks+
DAIS REM + Project Risk Services our Partner
DEGW + ARUP our consultants
The results
We were able to meet many stakeholder requirements
Design:6 Star Green Star achieved 87 points
GOAC standards met or exceeded
Exciting and engaging design
High level of innovation
Integration of offices and laboratories
Commercial:Acceptable gross rent achieved( now comparably cheap!)
% increase achieved acceptable
High level of transparency
Best impact on long term financials(25 year NPV calculation)
Partnership:
Experienced and capable team
Willingness to engage and share information, share pain and gain
High level of trust
Openness and transparency
Site Objectives:
Best resolution of access and customer requirements
Great urban amenity
A memorable presence on the skyline and at street level
9
Engagement Starts at the Top
• Executive and Senior Management Team workshop in March 2005
• Purpose: Create a shared understanding and vision
• Mission: Create a building that brings us together whilst allowing freedom & diversity leading to a dynamic organisation for a sustainable future.
• Draft project principles developed• Project objectives agreed• Opportunities and Threats identified
Staff Engagement- The Beginning
• Staff Reference Group (SRG) established – training, process and support provided
• Staff consultation session conducted by the SRG• Approximately 600 out of 800 people attended• Education and information provided – ESD, the
case for change, the procurement process, WIIFM • 1000’s of comments collected• Results presented to the Executive Team• Project principles changed to incorporate staff
suggestions• Project brief reflects staff preferences, particularly
ESD• Results communicated to staff
10
Staff Engagement – Ongoing
• Intranet site established• Regular updates and articles in weekly staff
newsletter• Workplace Performance survey undertaken• Focus Groups during the design process
– Workstyles– Specialty areas– Laboratories– Office protocols
• Manager and staff involvement in decision making – eg ‘their areas’ and furniture
• Site visits• Site training and induction programs• Communication, communication, etc.
Staff Engagement – ‘Post’
• Implement office protocols• Maintain workplace design principles• Post-implementation Review• Smooth transition of laboratories• Successful delivery of the core brief,
including Green Star and ABGR• Cultural change/OCI remeasure• Increase in staff satisfaction • Improvement in Workplace Performance
Survey• Retention / attraction / to be employer of
choice• Achieved within government parameters• Staff know how to use the building
11
About Our Building
Snapshot of the project
• Headcount – 900 people
• Area 17,000sqm (185,000sqft) over eight levels
– Offices 11,500sqm– Laboratories 5,300sqm– Learning 350sqm
• Density– 13 sqm/p (140 sqft/p) typical– 15 sqm/p (160 sqft/p) overall
(SA Government guidelines)
• Costs– building AU$2,900/sqm
(SGD$270/sqft)– tenancy AU$1,350/sqm
(SGD$125/sqft) – laboratory AU$5,300/sqm
(SGD$490/sqft)
• Rental– AU$420/sqm (gross)
(SGD$3.30/sqft/m)
Assumed exchange rate AUD$1 : SGD$1
12
collaboration zonestair
atrium
2,000sqm per level
fritted double façade to West
Building and FitoutDesign by Hassell
Workplace Strategy by DEGW
Furniture system1800 x 900 bench
(mobile)supplier Schiavello
Significant increase in collaborative + shared space
circulation20%
offices0%
open work31%
interact + support
49%
circulation20%
offices10%
open work45%
interact + support
25%
now future
25% 49%
13
Who gets an office?
• No one … but we have lots of quiet and collaborative and quiet spaces we share
• Offices are against our workplace principles!
• Was there resistance?• How did you tackle that?
Building and FitoutDesign by Hassell
Workplace Strategy by DEGW
14
Building and FitoutDesign by Hassell
Workplace Strategy by DEGW
Building and FitoutDesign by Hassell
Workplace Strategy by DEGW
15
Building and FitoutDesign by Hassell
Workplace Strategy by DEGW
Building and FitoutDesign by Hassell
Workplace Strategy by DEGW
16
Building and FitoutDesign by Hassell
Workplace Strategy by DEGW
Building and FitoutDesign by Hassell
Workplace Strategy by DEGW
17
Building and FitoutDesign by Hassell
Workplace Strategy by DEGW
Building and FitoutDesign by Hassell
Workplace Strategy by DEGW
18
Building and FitoutDesign by Hassell
Workplace Strategy by DEGW
Building and FitoutDesign by Hassell
Workplace Strategy by DEGW
19
Building and FitoutDesign by Hassell
Workplace Strategy by DEGW
Avoiding Cost Premium
• One Star 10 - 19 pts• Two Star 20 - 29 pts• Three Star 30 - 44 pts• Four Star 45 - 59 pts Best Practice• Five Star 60 - 74 pts Australian Excellence
(broadly equivalent to LEED platinum)• Six Star 75+ pts World Leader
• The Green Building Council of Australia onlycertifies buildings that achieve a rating ofFour, Five or Six Stars
SA Water RFP target
SA Water RFP achieved
at market rental!
2% market premium
20
Greenstar in context with typical building stock
4, 5, 6 star buildings
SA Water
Sustainability RatingGreenstar (Australia)
Overall Weighted Score 87 design, probably 80 interiors
35Innovation
99122Total Credits
1114Emissions
48Land Use and Ecology
914Materials
1213Water
1111Transport
1824Energy
2226Indoor Environment Quality
1212Management
Total Points AchievedTotal Points AvailableCategory
Gre
en S
tar
–O
ffice
Des
ign
v2Cr
edit
Sum
mar
y fo
r: S
A W
ater
VS1
(75+ points = 6 Greenstar)
21
Challenges
• West facing façade• Deep footprint (2000m2)• Tight programme• Tough IEQ & energy targets
Light & Views
• Central open atrium (the brief did not ask for an atrium – it came out of satisfying how we wanted to use the building)
• Western fritted veil• Automated blinds
22
Air
• Under Floor Ventilation• Individual control• 100% outside air• 150% to 300% increase in
outdoor air quantity compared to normal building
• C02 monitoring• Low off gassing carpets,
paints, sealants, adhesives & joinery
• Humidity Control
Conventional – sneeze recirculates
Under Floor – sneeze up and out!
Energy
• A fritted secondary glass skin in front of the building’s west façade to shade that façade and reduce solar loads while still retaining views and daylight.
• High performance double glazing to north, south and east facades
• Wider temperature band• Efficient water cooled chillers• 340kWe trigeneration (electricity,
heating & cooling)
23
Water
• Water efficiency• Rainwater collection• Class A water for toilet
flushing & cooling tower• Recycling of fire test water
Roof Level
Basement
50kL Buffer Tank
100kL Rainwater Tank
Class A Recycled Water
100kL Header
Tank
Building and FitoutDesign by Hassell
Workplace Strategy by DEGW
End