GROUP 7 LETTING GO OF THE DESK AT WESTPAC Anuradha Prasad S11011042 Alvin Sharma S97001213 Sheron Subhasni S11039938
About Westpac Australia Summary of Case Study Discussion on: Organizational Structure at Westpac Purpose – Westpac Place ROI Sustainability Features Layout Strategy Advantages Westpac and Virtual Teams Recommendations References Q&A
“ Our new workplace will do more than simply support our work practices, it will continue to inspire us to be our best ”Dr. David Morgan, CEO of Westpac.
Westpac Banking Corporation (Westpac) was founded in 1817 and was the first bank established in Australia. Westpac began trading on 8 April, 1817 as the Bank of New South Wales with a single office in Macquarie Place, Sydney. In 1982, with the merger of the Commercial Bank of Australia, it changed its name to Westpac Banking Corporation. On 23 August 2002, Westpac was registered as a public company under the Australian Corporations Act (2001). In December 2008, Westpac merged with St. George Bank Limited.
Westpac being one of the largest banks operating in Australasia had a big challenge when they relocated to their new office in Kent Street from their old office at 60 Marin Place. Building opened by John Howard – then Australian PM Before the move, a study of all Westpac employees was carried out which saw that : 40% of an employees work day was spent at his desk 30% was spent in other places in the building 25% was spent outside the building Average meeting size was concluded at 3-4 people
The new office had smaller meeting rooms and it was built away from the open plan desks and office space. The rooms were equipped with wireless facility An entire floor was for supporting temporary project teams Communal furniture was located at the lunch and coffee areas to encourage wider communication The design of the building, office and furniture influences structural arrangement significantly. It increases communication and changes the nature of relationships
For Westpac, portability is a big part of the new work culture with the intention of maintaining a 5% desk vacancy rate This structural change may have an impact on external parties (visitors) who visit Westpac, as they are asked for a photo ID before being issued with a visitors pass They are also asked to read the “terms and conditions of entry” on the back of the pass Total cost of building Westpac Place was $280 million AUD excluding fitting
The new headquarters , located at the northern end of Darling Habour, near King Street Wharf The motive behind a new building was , that a number of leases was falling due in 2006, The opportunity was to align property strategy with business strategy Specifically, the bank had eleven offices around the city which had resulted in inefficiencies They had 20 kilometers of documents and, “we just had to let go” says GM, Group Property for Westpac
For Westpac, the new property strategy aligned culture, technology and design with the a single environment t to create “a great place to work”. For flexibility, teamwork, mobility, speed, interaction: 600 wireless access points to allow people to work anywhere in the building 5595 IPTEL handsets allowing employees to access their individual phone details from any handset in the building, a fully integrated voice, video and data network and a touch screen staff directory
The bank conducted workshops, focus groups and detailed research of best practice work environments all over the world which not only ensured a fully fleshed aspirational brief as the buildings vision but also the development of the detailed design concept The bank has 3 internal cafes, information resource cents and informal meeting areas and represent the main points of interaction for the entire population of the building.
Inspired by an international study tour into best workplace design, the objective of the program was to make the move a pleasant experience and promote Westpac Place to staff as a space that would “engage employees in ways that were fun, creative and lasting” using design and technology to increase flexibility, collaboration and productivity
To fulfill its vision and to become a great Australian company, the organization defined several key objectives for the new space.
The plan was to create a workplace with an innovative design, a strategic use of space, a better and more intensive use of technology, a place able to promote and reinforce teamwork and communication, to attract and retain the best talents. Finally, the new space was to embody the brand and invoke positive feelings of a company whose services would impress.
Westpac signed a 12 year lease on the building with three, six-year options, making this this the largest tenancy pre- lease in Australia in 2006. The “campus” style floor plates in high-rise configuration provide operating efficiencies within a high workplace amenity with in-built flexibility for team- based organizations such as Westpac.
Key learnings from the project showed that continual communication with move coordinators and business unit representatives led to good management of last minute changes and revealed the effectiveness of the command centre model “for large, risky implementations”. Other factors that benefited from the move was records management, where the company reduced their hard copy archive material by 50 percent due to technology and a more efficient record-keeping system.
Following a survey conducted a year after the move, 82% of the employees said that the new space enabled them to be much more productive and efficient than before. 90% of them declared that the new space planning helped them to collaborate with their own team. And finally 83% considered it helped them to work in collaboration with other business groups.
Moreover, people from Westpac said they enjoyed quicker decision making and issues resolution. They also praised Steelcase flexible desking and low height partitions. The Westpac work environment reflects that way of diversity of inner suburban living. There is, for example, no internal branding.
People can book a meeting space anywhere in the building. These spaces vary in size and location, with a mix of bookable and non bookable spaces. There are more than 5000 people working in this new building making it a town within a town and with a population which exceeds that of most towns in Australia.
30% workstation space reduction. 20 linear km of filing and storage saved. 75% of meeting space (increase interaction). 82% of employees declaring they are more productive. 90% of employees declaring they collaborate more with their own teams. 83% think it helps them collaborate with other business groups.
Striking rooftop active barometer, a unique feature in Sydney‟s skyline. 32 commercial office levels, 2 retail levels and 6 basement parking levels (total 864 cars) development. 74,000 sqm net lettable area (NLA) of commercial space with „campus style‟ floor places ranging from 3,500 sqm in the podium, to 2,600 sqm at mid-rise and almost 1,900 sqm floors at the top levels. The creation of a new sun-filled north facing „Urban Park‟, available for public use with food court/restaurant access. State-of-the-art technology including advanced ESD principles to minimise environmental impacts and reduce energy costs.
Integrated fit out of 74,000 sqm of Westpac‟s office floors. 3,000 sqm of retail space including a food court, bar/restaurant, a retail bank and childcare facilities. Conservation and refurbishment of the heritage listed Erskine Street Terraces. The terraces are double fronted to enliven the public amenity on both Erskine Street and the new Sussex Lane. Creation of through-site public links connecting the Darling Harbour precinct to Wynyard Transport Centre (trains and buses), and improved pedestrian links from the south of the city to The Rocks, promoting pedestrian connectivity. A major archaeological investigation of Sydney Harbour‟s early foreshore heritage, and installation of a public heritage „interpretation strategy‟ across the site.
Westpac Place was designed to provide a commercial hub and reference point for Sydney‟s western CBD, as well as a connection with the other developments that are now revitalizing the area bordering on Darling Harbour‟s eastern edge, including the Kings Street Wharf.
2007 „Property Development Award‟ from the Australian Property Institute NSW Urban Taskforce 2006 Development Excellence Awards - „Overall Winner‟ NSW Urban Taskforce 2006 Development Excellence Awards - „Commercial Development‟ 2006 Master Builders Australia Awards - „National Commercial/Industrial Construction Award Winner over A$100 million‟ 2006 Master Builders Association of NSW Excellence in Construction Awards Winner - „Commercial Building over A$250 million 2006 Master Builders Association of NSW Excellence in Construction Awards Winner - „Interior Fitout over A$15 million‟ Australian Institute of Building 2006 National Award - „Commercial Construction Category over A$100 million‟
Australian Institute of Building 2006 NSW Award - „Commercial Construction Category over A$100 million‟ 2006 National Electrical and Communications Association NSW Award - „Commercial – Large Project‟ 2006 National Electrical and Communications Association NSW Award - „Voice/Data – Large Project‟ Illuminating Engineering Society of Australia and New Zealand - „2006 NSW Award of Excellence – Level 23 & 32 Training Floors, Level 7, 15, and Building Control System‟ Illuminating Engineering Society of Australia and New Zealand - „2006 NSW Award of Commendation – Main Foyers‟ Illuminating Engineering Society of Australia and New Zealand - „2006 NSW Award of Commendation – Internal Stairs and Level 10 Typical Floor‟
Energy Management & Control System (EMCS) Electrical sub-metering Tenancy sub-metering Office lighting zone Peak energy demand production capabilities Power quality analysis Annual, seasonal, quarterly reporting.
Westpac‟s corporate headquarters in the western precinct of Sydney‟s CBD opened to praise not only from the bank‟s staff and customers, but the „green‟ construction industry. Setting new standards in environmental sustainability and workplace design, Westpac Place is fitted with an Energy Monitoring and Control System (EMCS) which is paving the way in energy efficiency and productivity.
The objective of layout strategy is to develop an effective and efficient layout that will meet the firms competitive requirements. Westpac used “office layout” strategy to position workers, their equipment, and spaces/ offices to provide for movement of information by removing physical and non-physical barriers.
Westpac currently uses Virtual Teams better known as Virtual Relationship Management Teams. It is used mostly in their Australian, Chinese, Indonesian and NZ offices. As per Westpac, the purpose of these teams is to:1. Increase productivity2. Extended Market Opportunities, and3. Knowledge transfer.
Higher utilization of space, equipment, and people, Improved flow of communication, materials, or people, Improved employee morale and safer working conditions, Improved customer/client interaction, Flexibility (whatever the layout is now, it will need to change).
o New property strategically aligned culture, technology and design within a single environment.o Created an enabling culture.o Encouraged change managemento Encouraged more interaction amongst staff and focused on team worko Encouraged use of virtual teamso More productive work environmento The top of tower consists of a 30m tall weather beacon which will be the first of its type in Australia.
Westpac demonstrated innovation as an entire floor has been allocated to support “Temporary Project Teams”. Westpac has demonstrated that the design of a building, office space and furniture arrangements can influence the structural arrangements quite significantly. It can change the nature of communication and relationships. With this building, Westpac uses a team structure and became a virtual and to an extent, a boundaryless organization.