Core Net Singapore 2008 Peter Ward (Full)


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Core Net Singapore 2008 Peter Ward (Full)

  1. 1. Transforming Business Culture through Workplace Peter Ward – Head of People & Change South Australia Water Corporation 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 1
  2. 2. About Our Culture 2
  3. 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 and rigour. In a Performance Culture people deliver on their promises. When they 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.’ 3
  4. 4. Human resources strategy We then looked at various change examples and adapted a “high achieving culture” model Relentless Intense pursuit of performance Aligned by Focus on HIGH Vision, driven Staffed by simple, Leadership environment Mission, ACHIEVING world class transparent and (recognition, Values, capability processes & Teamwork reward & CULTURE Strategy consequence systems management) Supported by clear communication and transparent measurement Cultural messages are sent through three channels … which all convey what is valued in the organisation Channel Message sent by •Observation of others •Especially key influences BEHAVIOUR •What is said •What is done Workplace •Where is time spent •Where resources are invested SYMBOLS impacts •Physical environment •What and who is rewarded all of •Who is involved in what •Voice of key stakeholders these •Rituals •Goal setting budgeting •Reporting and measurement SYSTEMS •Remuneration •Performance management process 4
  5. 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 SA Water 2003 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 Best Practice geographical spread Companies 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 5
  6. 6. Strategic Intent • Business • Government Policy – Productivity/efficiency – State Strategic Plan – Staff attraction and retention – Parklands – Workforce morale – Office accommodation standards – OH&S – Sustainability/ESD – Replace ageing accommodation • It is more than bricks and mortar • Cultural • Business case stacked up – do – High achievement nothing/base case option not – Collaboration and teamwork cheapest! – Openness and transparency – Sustainability – Employer of Choice 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 6
  7. 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 7
  8. 8. Unique procurement process Change Management + Workplace Brief What is this building for … and how do we intend to use it … what can be different? 6 months Building Performance Brief Defining a building by what it does – not how to design/build it Used both for RFP then as a design quality review 8 weeks RFP – commercial + design responses – 3 bidders 6 week design process 3 workshops with each developer team design + commercial Encouraged to put forward innovation – and choices Transparent, partnership building 6 weeks Evaluation + Implementation DAIS REM + Project Risk Services our Partner Partnership, Site, Design, Commercial Work in partnership to complete design against brief DEGW + ARUP our consultants 12 weeks+ The results Design: Partnership: 6 Star Green Star achieved 87 points Experienced and capable team GOAC standards met or exceeded Willingness to engage and share information, share pain and gain Exciting and engaging design High level of trust High level of innovation Openness and transparency Integration of offices and laboratories Commercial: Site Objectives: Acceptable gross rent achieved Best resolution of access and customer ( now comparably cheap!) requirements % increase achieved acceptable Great urban amenity High level of transparency A memorable presence on the skyline Best impact on long term financials and at street level (25 year NPV calculation) We were able to meet many stakeholder requirements 8
  9. 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 9
  10. 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 10
  11. 11. About Our Building Snapshot of the project • Headcount – 900 people • Costs – building AU$2,900/sqm • Area 17,000sqm (185,000sqft) (SGD$270/sqft) over eight levels – tenancy AU$1,350/sqm – Offices 11,500sqm (SGD$125/sqft) – Laboratories 5,300sqm – laboratory AU$5,300/sqm – Learning 350sqm (SGD$490/sqft) • Density • Rental – 13 sqm/p (140 sqft/p) typical – AU$420/sqm (gross) – 15 sqm/p (160 sqft/p) overall (SGD$3.30/sqft/m) (SA Government guidelines) Assumed exchange rate AUD$1 : SGD$1 11
  12. 12. fritted double façade to West Furniture system 1800 x 900 bench (mobile) supplier Schiavello collaboration stair zone atrium Building and Fitout Design by Hassell Workplace Strategy by DEGW 2,000sqm per level Significant increase in collaborative + shared space interact + circulation circulation support 20% 20% 25% 25% offices 49% interact + 0% support 49% offices 10% open work 31% open work 45% now future 12
  13. 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 Fitout Design by Hassell Workplace Strategy by DEGW 13
  14. 14. Building and Fitout Design by Hassell Workplace Strategy by DEGW Building and Fitout Design by Hassell Workplace Strategy by DEGW 14
  15. 15. Building and Fitout Design by Hassell Workplace Strategy by DEGW Building and Fitout Design by Hassell Workplace Strategy by DEGW 15
  16. 16. Building and Fitout Design by Hassell Workplace Strategy by DEGW Building and Fitout Design by Hassell Workplace Strategy by DEGW 16
  17. 17. Building and Fitout Design by Hassell Workplace Strategy by DEGW Building and Fitout Design by Hassell Workplace Strategy by DEGW 17
  18. 18. Building and Fitout Design by Hassell Workplace Strategy by DEGW Building and Fitout Design by Hassell Workplace Strategy by DEGW 18
  19. 19. Building and Fitout Design by Hassell Workplace Strategy by DEGW Avoiding Cost Premium at market • One Star 10 - 19 pts rental! • Two Star 20 - 29 pts • Three Star 30 - 44 pts SA Water • Four Star 45 - 59 pts Best Practice RFP target • Five Star 60 - 74 pts Australian Excellence (broadly equivalent to LEED platinum) • Six Star 75+ pts World Leader SA Water RFP achieved 2% market • The Green Building Council of Australia only premium certifies buildings that achieve a rating of Four, Five or Six Stars 19
  20. 20. Greenstar in context with typical building stock 4, 5, 6 star buildings SA Water Sustainability Rating Greenstar (Australia) Category Total Points Available Total Points Achieved Management 12 12 Indoor Environment Quality 26 22 Green Star – Office Design v2 Credit Summary for: SA Water VS1 Energy 24 18 Transport 11 11 Water 13 12 Materials 14 9 Land Use and Ecology 8 4 Emissions 14 11 Total Credits 122 99 Innovation 5 3 Overall Weighted Score 87 design, probably 80 interiors (75+ points = 6 Greenstar) 20
  21. 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 21
  22. 22. Air • Under Floor Ventilation • Individual control • 100% outside air • 150% to 300% increase in Conventional – sneeze recirculates outdoor air quantity compared to normal building • C02 monitoring • Low off gassing carpets, paints, sealants, adhesives & joinery • Humidity Control 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) 22
  23. 23. Water • Water efficiency • Rainwater collection • Class A water for toilet flushing & cooling tower • Recycling of fire test water   100kL Header   Tank Roof Level Basement Class A  50kL Buffer  Recycled  100kL Rainwater Tank Tank Water  End Building and Fitout Design by Hassell Workplace Strategy by DEGW 23