Core Net Singapore 2008 Peter Ward (Full)

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1 Peter Ward – Head of People & Change South 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

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Transcript of Core Net Singapore 2008 Peter Ward (Full)

Page 1: Core Net Singapore 2008   Peter Ward (Full)

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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

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About Our Culture

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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.’

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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

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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

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• 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

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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

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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

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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

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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

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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

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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%

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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

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Building and FitoutDesign by Hassell

Workplace Strategy by DEGW

Building and FitoutDesign by Hassell

Workplace Strategy by DEGW

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Building and FitoutDesign by Hassell

Workplace Strategy by DEGW

Building and FitoutDesign by Hassell

Workplace Strategy by DEGW

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Building and FitoutDesign by Hassell

Workplace Strategy by DEGW

Building and FitoutDesign by Hassell

Workplace Strategy by DEGW

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Building and FitoutDesign by Hassell

Workplace Strategy by DEGW

Building and FitoutDesign by Hassell

Workplace Strategy by DEGW

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Building and FitoutDesign by Hassell

Workplace Strategy by DEGW

Building and FitoutDesign by Hassell

Workplace Strategy by DEGW

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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

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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

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tar

–O

ffice

Des

ign

v2Cr

edit

Sum

mar

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r: S

A W

ater

VS1

(75+ points = 6 Greenstar)

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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

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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)

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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

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