1 Activity-Based Workplace Design

Activity-Based Workplace Design: An Australian Perspective

The University of New South Wales

Dissertation submitted in fulfilment of the requirements for the degree of

Master of Philosophy in

Built Environment

Simon Theresianto

Supervisor: Sing D'Arcy Co-supervisor: Judith O'Callaghan

December 2017 1

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Activity-based working (ABW) refers to office design theories that are meant to optimise workspace efficiency by providing multiple workspaces for a specific work function, and eliminate the personal cubicle in favour for functional spaces, leading to improved productivity. Rather than employees ‘owning’ spaces, they are free to move between spaces to carry out workplace tasks. Since its inception in the early 1990s, ABW has been implemented worldwide, however, the approach has experienced interpretations in the way it has been implemented. ABW was focused on Europe, and has quickly been adopted by large Australian corporations in their recent office designs, such as the Commonwealth Bank. ABW is being embraced due to its innovativeness (fostering cooperation and creativity) and ability to bring high levels of accountability to employees, prompting alleviation of supervisory burden. The adoption of ABW in Australia is relatively new and the study illustrates how ABW has evolved within Australia, where it has been adopted and how it reflects established practice in Europe.

The literature review identified five major characteristics of ABW: non -assigned seating, variety of work spaces, flexibility of work spaces, breakout spaces, and flexibility of future fit out. The study quantitatively evaluated 60 companies located in Australia that have introduced ABW designs within their workspaces to determine the adoption level. Out of these 60 companies, five companies, NAB, BHP, Woods Bagot, Fujitsu, and GPT Group were selected for a qualitative analysis. It was found all companies had similar approaches to ABW design. The research study found that all the analysed companies adopted all five, or most of the five, characteristics of ABW.

Table of Contents

List of Figures ...... 6

Chapter 1: Introduction ...... 9

1.1. Overview ...... 9

1.2. Research Aims and Objectives ...... 11

1.2.1. Research Aims ...... 11

1.2.2. Research Objectives ...... 11

1.3. Research Questions ...... 12

1.5. Overview of the Chapter Structure of the Study ...... 12

1.5.1. Chapter 1: Introduction ...... 12

1.5.2. Chapter 2: Methodology ...... 12

1.5.3. Chapter 3: Origins of ABW ...... 12

1.5.4. Chapter 4: ABW in Australia ...... 12

1.5.5. Chapter 5: ABW Design Application in Australia ...... 12

1.5.6. Chapter 6: ABW Case Study Analysis ...... 13

1.5.7. Chapter 7: Conclusion ...... 13

Chapter 2: Methodology ...... 14

2.1. Introduction ...... 14

2.2. Theoretical Framework ...... 14

2.2.1. Organisational Theory ...... 14

2.2.2. Knowledge Management Theory ...... 15

2.2.3. Human Identity Theory in Relation to the Workplace ...... 15

2.2.4. Demographics of Workplace Changes ...... 16

2.3. Methodological Framework ...... 16

2.5. Research Design ...... 17

2.6. Data Collection ...... 18 3

2.7. Data Analysis ...... 19

2.7.1. Quantitative Data Analysis ...... 19

2.7.2. Qualitative Data Analysis ...... 19

2.8. Justification of Research ...... 19

2.9. Chapter Summary ...... 20

Chapter 3: The Origins of ABW ...... 21

3.1. Introduction ...... 21

3.2. Taylorism – Systematisation of the Workplace ...... 21

3.3. Post-World War II – Corporatisation of the Workplace ...... 24

3.4. Bürolandschaft and the Late 20 th Century ...... 26

3.5. The 21st Century – Knowledge Economy and Humanisation of the Workplace ...... 31

3.6. Reactions to ABW Implementation ...... 35

3.7. Chapter Summary ...... 35

Chapter 4: ABW in Australia ...... 37

4.1. Introduction ...... 37

4.2. Development of ABW in Australia ...... 37

4.2.1. Shifting Demographics and Work Culture ...... 43

4.2.2. Economic Proposition for ABW Adoption ...... 44

4.3. Chapter Summary ...... 46

Chapter 5: ABW Design Application in Australia ...... 48

5.1. Introduction ...... 48

5.2. Establishing Patterns of ABW Implementation in Australia ...... 48

5.2.1. Location of ABW Adoption ...... 49

5.2.2. Rate of Adoption ...... 49

5.2.3. Type of Organisation ...... 51

5.2.4. Size of Organisation ...... 52

5.3. Macro Analysis and Implications ...... 53 4

5.4. Chapter Summary ...... 58

Chapter 6: ABW Case Study Analysis ...... 59

6.1. Introduction ...... 59

6.2. Similarities of ABW Characteristics across Different Office Spaces ...... 59

6.2.1. Non-Assigned Seating ...... 60

6.2.2. Variety of Workspaces ...... 62

6.2.3. Flexibility of Workspaces ...... 64

6.2.4. Breakout Spaces ...... 66

6.2.5. Flexibility for Future Fit Out ...... 67

6.3. Casual Effect of Various Companies and ABW ...... 68

6.4. Implications for Future Interests ...... 71

6.5. Chapter Summary ...... 71

Chapter 7: Conclusions ...... 72

7.1. Conclusions ...... 72

7.2. Research Limitations ...... 74

7.3. Study Recommendations ...... 74

7.4. Future Research ...... 74

References ...... 76

Appendix A: List of ABW Projects Investigated ...... 87

Appendix B ...... 118

Appendix C ...... 128

Appendix D ...... 135

Appendix E ...... 141

Appendix F ...... 147

List of Figures

Figure 1: Range of ABW Floorplans (Kuang 2009: 1) ...... 9

Figure 2: Example ABW Layout (Enterprise Furniture Group 2016: 2) ...... 10

Figure 3: Conceptual Framework of the Variables ...... 17

Figure 4: Open Floor Plan of the Northwestern Bell Telephone Company (Watt 2016: 1) ...... 22

Figure 5: Taylorism Exemplified in the Wainwright Building (van Amstel 2015: 1) ...... 22

Figure 6: Paper-Factory Office Design (Akitunde 2014: 2) ...... 25

Figure 7: ABW Open Areas (van Amstel 2015: 1) ...... 25

Figure 8: Bürolandschaft (Rumphfer 2011: 1) ...... 27

Figure 9: Bürolandschaft Floor Plan (Ross 2012: 1) ...... 27

Figure 10: Cubicle Farm (van Amstel 2015: 1) ...... 28

Figure 11: Miller’s Action Office Concept (Miller 2015b: 2) ...... 29

Figure 12: Centraal Beheer Office (Derwig 2008: 1) ...... 30

Figure 13: Professionalism (Kristal 2013: 1) ...... 31

Figure 14: Office Design of the 21 st Century (Karaer 2015: 2) ...... 32

Figure 15: Space to Work (Goodman 2016: 1) ...... 37

Figure 16: Macquarie Bank (Bleby & Boardman 2015: 1) ...... 38

Figure 17: Bankwest Branch Office (Design Clarity 2013: 2) ...... 39

Figure 18: Commonwealth Bank (The Financial Brand 2013: 1) ...... 39

Figure 19: MYOB (Office Snapshot 2013) ...... 40

Figure 20: Canon Australia (Pearce 2014: 1) ...... 41

Figure 21: Open Space for Teamwork Opportunities at Canon Australia (Pearce 2014: 1) ...... 42

Figure 22: Location of ABW Implementation in Australian State Capitals (excl. Hobart) 2007-2015 . 49

Figure 23: ABW Project Implementation per Year ...... 50 6

Figure 24: Industries Adopting ABW Concepts ...... 51

Figure 25: Office Space Sizes that Implement ABW (in m 2) ...... 52

Figure 26: ABW Characteristic Adoption ...... 53

Figure 27: NAB Level 11 Floor Plan (Theresianto 2015: 1) ...... 60

Figure 28: NAB Level 14 Floor Plan (Theresianto 2015: 1) ...... 64

Figure 29 (Left): Exterior of National Australia Bank. (McGarth et al. 2014)...... 118

Figure 30 (Right): Aerial View of National Australia Bank. (McGarth & Mein 2013)...... 118

Figure 31: Concourse Level. (Woods Bagot 2015c; Tay 2010)...... 122

Figure 32: Level 11 Floor Plan...... 123

Figure C.33 (Left): BHP Brookfield Place. (Servo 2015: 1)...... 128

Figure C.34 (Right): Aerial View of BHP Brookfield Place. (Hatherty 2012: 1)...... 128

Figure 35: Floorplan of Lower Level in BHP Brookfield Place. (Hassell & Fitzpatrick + Partners 2014;

LifeCycle 2015; Norman Disney & Young 2014)...... 129

Figure 36: BHP Brookfield Place...... 130

Figure 37: Interior of BHP Brookfield Place...... 131

Figure 38: Outdoor Work Areas at Woods Bagot’s Sydney Studio. (Dunkop 2015)...... 135

Figure 39: Woods Bagot Sydney Studio – Characteristics of ABW. (Woods Bagot 2012a; 2012b). .. 137

Figure 40: Fujitsu HQ in Sydney. (Fujitsu 2015: 3)...... 141

Figure 41: Fujitsu Floorplan. (Office Snapshots 2014: 1)...... 143

Figure 42: Fujitsu HQ...... 144

Figure 43 (Left): MLC Centre. (Woods Bagot 2015a)...... 147

Figure 44 (Right): MLC Centre. (Harry Seidler & Associates 2015: 2)...... 147

Figure 45: Floor Plan of GPT Group. (The ArchDaily 2015: 3)...... 149

Figure 46: GPT Group...... 150

Chapter 1: Introduction This chapter provides an overview of this study regarding Activity-based Working (ABW), its characteristics and its implementation in Australia. The first section of the chapter introduces the topic of ABW and covers the significance of ABW, and its purpose. Next, the research aims, objectives, and research questions are established. These sections are followed by a brief explanation of the research design and an overview of the chapter layout of the study.

1.1. Overview ABW is an approach to office layout in which employees do not 'own' any space and have the flexibility to choose workspaces that meet their current needs (Hubbard 2014: 8). Many architects and designers have labelled this key characteristic of ABW as 'hot-desking,' which refers to having unassigned cubicles or desks (Hubbard 2014: 8) in the office workspace. Thus, ABW is defined to design the office, allowing work activities to be supported in optimal ways and preventing boundaries of personal spaces to be established (Time 2013: 1). ABW also focuses on the ways that different activities, such as communication and completing material tasks, are intertwined (Andersen 2006: 9- 25). Its emphasis is on designing the structure of the workplace around the activities necessary to achieve company objectives. Figure 1 (shown below) shows different floor plans based on the different influences of ABW, such as (1) Taylorism; (2) Bürolandschaft; (3) action office; (4) cube farm; and (5) networking.

Figure 1: Range of ABW Floorplans (Kuang 2009: 1)

The overarching goal of the study is to understand the evolution of office design in relation to ABW, as well as what concepts and characteristics of ABW are the most effective in influencing work styles and productivity, particularly within Australia. However, it is also noted that ABW is still in its infancy. The significance of this study relates to expanding the very limited availability of scholarly data on ABW research by carrying out research in Sydney, Australia. This study also contributes to the field by addressing how ABW can facilitate a workplace for employees that focuses on human development, yet prepare for a constantly changing business environment.

One of the most basic, and most frequently criticised principles of ABW is the lack of personalised space afforded. In an interview with Hubbard (2014: 8), Peter Townsend, a managing director at a division of workspace specialists (Know More), stated that desk occupation only occurs about 52% of the time. However, companies continue to avoid the implementation of ABW because it is suggested that the costs of providing personalised space are too expensive for such little use. Figure 2 (shown below) shows how ABW may be developed in different workplaces.

Figure 2: Example ABW Layout (Enterprise Furniture Group 2016: 2)

It is claimed that these types of workplace designs have encouraged smaller offices to be provided, less traffic, and greater sustainability for many companies (Disney 2012; Davidson 2012). It has also been argued that ABW has allowed for numerous changes to the workplace structure and to workplace culture. For example, it may provide opportunities for workplace morale to increase for both employees and managers/supervisors by allowing employees greater freedom in meeting the company's objectives (Hubbard 2014; Disney 2012; Davidson 2011; Cummins 2012: 9). 10

As such, ABW has been beneficial to many organisations in increasing innovative activities and renewing the focus on meeting the objectives of the company (Davidson 2011: 3). Based on positive results seen in practice, many more companies are following suit and implementing ABW layouts within their companies (Cummins 2012: 9). While initial adoption was typically based in Europe, the trend has now spread to Australia and increasingly, more Australian companies are embracing ABW to provide more effective workspace for their employees (Hubbard 2014: 8).

ABW is a relatively new design movement within workplace design but despite the lack of research, ABW is consistently emerging as a major form of office design, as evidenced by the increasing number of Australian companies implementing it in both new and refurbished workspaces. To date, there are few studies detailing the range of improvements or the ways in which ABW is being implemented in these companies, nor are there any studies indicating which industries in Australia are most likely to adopt ABW.

The adoption of ABW can potentially improve the quality of life for Australians by providing employment that workers are excited about, thus increasing standards of living. In fact, the changes brought by ABW seem to have been beneficial because they have reflected a value shift that has occurred within the modern enterprise, suggesting ABW implementation is increasingly valued (Hubbard 2014: 8).

1.2. Research Aims and Objectives 1.2.1. Research Aims Within this study, the researcher aims to:

1. Trace the development of ABW globally and its evolution in Australia; 2. Determine the most commonly adopted characteristics of ABW, and, in particular, the characteristics of ABW adopted in Australia; and 3. Establish when ABW design was first adopted in Australia and what industries are prevalent in ABW adoption

1.2.2. Research Objectives Within this study, the research objectives include:

1. Define the key characteristics, advantages, disadvantages, and history of ABW design and its history in an international context.

2. Establish when ABW design was first adopted in Australia as well as determine which industry is most suitable for the utilisation of ABW and the reasons for this. 3. Establishing the extent of ABW design adoption in Australia, including the implementation of the most effective characteristics, how to measure these characteristics, and the ways in which ABW was adopted.

1.3. Research Questions Within this study, the researcher asks:

1. In what way and to what extent has ABW developed, particularly within Australian corporate interiors, including distinguishing characteristics and origins?

1.5. Overview of the Chapter Structure of the Study 1.5.1. Chapter 1: Introduction The focus of Chapter One is to introduce ABW. By providing basic information regarding the origins of ABW, it is possible for the researcher to define the specific problem that is being addressed within this study – the lack of information regarding ABW and its adoption in Australia. The research aims, objectives, and questions are identified and explained in this chapter.

1.5.2. Chapter 2: Methodology This chapter explains the design of the research in greater detail, addresses data collection, analysis, and the limitations of the study.

1.5.3. Chapter 3: Origins of ABW The focus of Chapter Three is to provide information regarding the history of ABW and its evolution. This is divided into chronological sections that emphasize the different time periods. Common characteristics of ABW and its implementation are also defined.

1.5.4. Chapter 4: ABW in Australia The focus of Chapter Four is to define the growth and implementation of ABW in Australia. Thus, this chapter shows how, where, and why ABW was adopted in Australia.

1.5.5. Chapter 5: ABW Design Application in Australia The focus of Chapter Five is the presentation of the quantitative results of the research based on the criteria discovered in preceding chapters. This chapter focuses on describing the corporate applications of ABW and is divided into different analysis segments, such as industry size, typology, or

12 location. This allows the researcher to provide an overall criteria analysis of ABW through the business community within Australia. The chapter also develops conclusions that will support or challenge the nature of the ABW implementation decisions that different organisations have taken in Australia.

1.5.6. Chapter 6: ABW Case Study Analysis The focus of Chapter Six is the qualitative nature of the study. This is done by comparing five individual case studies, found in Appendices B through F. The information obtained from the case studies allow for a comparison of the similarities and differences of ABW implementation styles across different office spaces. The chapter also addresses the versatility of ABW, especially in consideration of workplace needs, and the causal effect of ABW on working styles.

1.5.7. Chapter 7: Conclusion This chapter concludes the study. It provides a summary of the study and summarises the ways that ABW can be beneficial, providing recommendations regarding the implementation of this office space design.

Chapter 2: Methodology 2.1. Introduction ABW has been widely studied in a general way but there have been no studies of Australian companies that have adopted the technique. Furthermore, there is limited research that examines the influence that ABW has had on workplace design, or on the changes that have developed in work processes within Australia. The lack of research is mainly due to lack of implementation of the workplace approach until recently. The researcher uses both quantitative and qualitative data to examine the influences that the global shift towards ABW has had on the corporate interiors of Australia. Through a historical overview, the research reveals how companies have introduced the most common ABW characteristics in the effort to enhance their practices. The scope of the study covers Australian corporate interiors in major cities to obtain data. Chapters 3 and 4 trace the development of the global ABW movement and determine the key characteristics of the ABW platform, identify key trends of ABW in Australia, and identify the key issues that have arisen over ABW implementation. Using the background information from Chapters 3 and 4, the theoretical framework and methodology are formed in this chapter, allowing the research questions to be answered through Chapters 5 and 6.

2.2. Theoretical Framework The research question, as described in the preceding chapter, cannot be understood unless certain theories are also understood, such as organisational theory (also known as change theory) knowledge management theory, human identity theory as related within the workplace, and projected demographics which are instrumental in the identification of changes within the workplace. These theories and concepts are discussed in the following subsections.

2.2.1. Organisational Theory The focus of organisational theory is to determine how efficiency and productivity is maximised. Thus, it is possible to determine what patterns and structures are most efficient for problem solving, efficiency maximisation, and increased productivity. These patterns are used to determine the best functionalities for the organisation, which allows the organisation to restructure its management (or workplace design using concepts, such as ABW) to enhance success (Pollack 2015: 37). These benefits are both for internal and external stakeholders. As such, organisational theory can be beneficial in assisting companies in determining the most effective mechanism to use within the company to create a positive outcome. Moreover, organisational theory is beneficial in the determination of ineffective practices within the company (Pollack 2015: 39). Organisational theory is important to the

14 investigation of ABW because it provides insight as to how productivity is impacted through the implementation of ABW in different corporate interiors. As no two companies have the exact same organisational structure, this information is important to understanding the differences in productivity based on the commonalities (such as the established variables) of ABW.

2.2.2. Knowledge Management Theory The first knowledge management theories began appearing during the 1990s. In knowledge management theories, focus is placed on the collection and distribution of knowledge to those within an organisation. For example, within organisational knowledge management theory, emphasis is placed on the management of knowledge through the cultural and hierarchical design of an organisation (Choi, Poon, & Davis 2008: 239). Knowledge management is widely used within ABW because much of ABW comes from assessing what is needed to help the company succeed. This includes the consideration of positive and/or negative workplace cultural aspects, as well as determining the impact of the organisational hierarchy on the company. Therefore, the use of knowledge management theory is important in the planning phase of ABW because it provides insight as to what the company needs to meet its strategic goals. Using knowledge management theory, the characteristics of ABW can be stated more effectively, which is beneficial for the understanding of how the design will directly impact the organisation.

2.2.3. Human Identity Theory in Relation to the Workplace Human Identity Theory was developed in the 1950s and 1960s. Identity Theory is concerned with how important one’s identity is in their interactions with others, given a situation. Moreover, identity theory analyses the way that different identities relate, such as within a workplace (Stets & Serpe 2013: 34). In this context, identity refers to the roles associated with different individuals. Another consideration within identity theory is verification, discussing how others view the identity of other people. This is important because it allows for the consideration of different identities within one workplace, allowing for the development of a diverse, yet unified, work culture. ABW uses human identity theory because it often uses input from the employees themselves to see what is needed and/or desired. Much of human identity comes from the workplace; therefore, the inclusion of the human identity theory in the study of ABW is necessary to see how different designs are impacted by different identities.

2.2.4. Demographics of Workplace Changes The most significant demographic changes that are expected to impact the workplace is population. Australia’s population is expected to increase from 22.7 million in 2012 to approximately 48.3 million in 2061 and 70.1 million in 2101. Although much of this growth is anticipated to be from births and deaths, much significance is attached to migration (Australian Bureau of Statistics 2013: 2). Thus, organisations can expect to have widely diverse workplaces. Thus, different demographics, such as generational impacts, may influence the way that ABW is implemented within the workplace. Moreover, as different work styles are developed because of advanced technology, ABW will also need to adapt to meet changing needs within the workplace.

2.3. Methodological Framework This methodological framework will provide insight as to how the mixed method research design will be utilised in this study. The methodological framework being used in this study is a case study methodology, as well as text-based analysis of the literature and historical background. For this study, the case study methodology is appropriate because it allows for the investigation of trends within a topic (Yin 2013:19). Since the research question considers trends of ABW within Australian companies, as well as in a historical context, the case study is useful in the generation of themes related to this application, which will provide further information relating to how ABW has impacted Australian companies (Yin 2013).

The case study can use both qualitative and quantitative data, allowing for a comprehensive analysis. It is acknowledged that a case study can only provide indicators and partial answers (Yin 2013: 19), its suitability as a method for this study is based on the flexibility offered by the method to analyse various case studies. The ABW characteristics defined in Chapter 3 are the variables based on the theoretical concepts explored in section 2.2, which can be utilised to measure Australian ABW implementation, as well as provide organisation for the qualitative and quantitative analyses. The variables considered in this study include:

1. Unassigned seating 2. Workspace variety 3. Workspace flexibility 4. Availability of breakout spaces 5. Future workspace flexibility

2.5. Research Design The conceptual framework for the research is illustrated in figure 3. The purpose of the conceptual framework is to establish the breakdown of the variables and to show their operationalisation.

Operationalisation of Variables

Unassigned seating Standardised Workplace variety procedures Workplace flexibility Availability of breakout spaces Future workspace flexibility Case study

Qualitative Quantitative

Figure 3: Conceptual Framework of the Variables

As stated in Section 2.1., much research has been conducted involving ABW in general, yet little research has been conducted regarding the implementation of ABW within Australia. This research is using a case study approach to analyse the implementation of ABW in Australian companies. Using the case studies, trends and patterns such as frequencies, magnitudes, structures, processes, causes, and consequences are shown based on extraneous variables included within this study (Pakdeeronachit 2010; Lofland et al. 2006; Xu & Storr 2012:1-18).

For this thesis, frequencies focus on how often a phenomenon occurs. In this case, it could be how many companies implement ABW in Australia (Pakdeeronachit 2010; Lofland et al. 2006). Magnitude refers to the level of adoption of ABW characteristics by different companies (Pakdeeronachit 2010; Lofland et al. 2006). Structure refers to the different ways something occurs. In this case, structure could be implied through common characteristics of ABW implementation (Pakdeeronachit 2010; Lofland et al. 2006). Processes refer to order between process elements. In this 17 case, process can be inferred through the relationship between the different ABW characteristics, meaning that the relationship is defined by how ABW characteristics interact (Pakdeeronachit 2010; Lofland et al. 2006). Causes refer to why something occurs and could refer to preceding workplace needs, attempts at resolution, and ultimate failure of previous attempts before implementing ABW (Pakdeeronachit 2010; Lofland et al. 2006). Finally, consequences refer to the effect of an action. In this case, consequences can infer the results, both positive and negative, of ABW adoption (Pakdeeronachit 2010; Lofland et al. 2006).

For this study, the case study approach is being used to organise qualitative and quantitative data. Appendix A presents the 60 companies, which provides the basis for the case studies, as well as the quantitative analysis. Using this information, it is possible to draw conclusions about the impact of ABW on Australian organisations, as well as theorise what future impacts may exist.

2.6. Data Collection The criteria that were used in the selection of the sites used in the study included:

1. Location in a large Australian city, to provide relevant data for the study because most companies that will implement ABW are in larger cities to meet demand 2. Adoption of ABW after 2007, to ensure availability of information, especially as this is when ABW became increasingly recognised as a viable workplace design 3. Typical corporate organisation (i.e.: not necessarily a mega-organisation), to ensure that the results are not skewed through outliers or unusual results caused by the size of the corporation 4. Involved in a tertiary industry, that is, being influential in the business market 5. Utilises knowledge workers to show how ABW can be utilised in different ways

Based on these criteria, corporate sites were examined and eliminated until 60 sites were obtained. All the data for the study were derived from major publications, such as InDesign and Artichoke. These two magazines are used because they provide the most comprehensive information regarding ABW adoption and projects relating to their implementation. The data was limited to these sources because it was possible to find well-rounded information regarding the different industries. In other words, using these specific sources, unbiased information could be obtained from generalised reports of the adoption of ABW. However, due to availability of information, four of the case studies were designed by Woods Bagot, which indicates a bias in the sample. The reason that Woods Bagot was extensively used was the availability of information on the company, as well as the extensive work

18 conducted within ABW design by the company. Moreover, the use of Woods Bagot allowed for the ability to obtain floorplans, vital to the analysis of ABW characteristics, as demonstrated in Chapter 1.

2.7. Data Analysis The study is conducted through quantitative data analysis and qualitative data analysis using a case study design. This section explains how the analysis is conducted.

2.7.1. Quantitative Data Analysis Quantitative analysis is applied to the case studies, selected from the population of the 60 companies described in Appendix A. This approach allows descriptive statistics to be derived. Descriptive statistics are designed to describe, show or summarise data in a meaningful way such that, for example, patterns might emerge from its analysis (Weiss and Weiss 2012: 2). However, it is impossible to draw definitive conclusions from descriptive statistics. These statistics enable the researcher, as well as interested parties, to visualise the data results, suggesting simplicity in interpretation of data (Weiss and Weiss 2012: 2). Descriptive statistics (qualitative data analysis) are grouped in two categories: measures of central tendency and measures of spread. This study uses this form of quantitative data analysis to identify the relationship between ABW adoption and common features of different companies, such as location or business sector. This is evident in Chapter 5, which provides the frequencies, trends, and patterns found from Appendix A.

2.7.2. Qualitative Data Analysis The qualitative data, which is obtained from organisational information and designer information, and variable-oriented analysis was conducted using five case studies – National Australia Bank (NAB), BHP Brookfield Place, Woods Bagot Sydney Studio, Fujitsu, and GPT Group – and are chosen from the 60 companies provided in Appendix A. The five case studies are described in detail in Appendix B to F. These organisations were selected because they contain the five instrumental ABW characteristics. Thus, the case studies consider the interrelations between the characteristics established in Chapter 3 and defined in subsections 2.4 and 2.5. The information obtained regarding the case studies can be analysed through the trends found in preceding chapters, which will allow the researcher to show how these trends have impacted current ABW design.

2.8. Justification of Research This study is justified based on the knowledge gap regarding ABW implementation by companies in Australia. Thus, this study contributes to a growing field of interest to many architects, business owners, and employees. Although there is an immense amount of data regarding the adoption 19 of ABW in other nations, there is little on ABW in Australia, suggesting that to advocate for (or abdicate from) the use of this design technique, more evidence is needed.

There are several limitations to the study which must be identified. These are important because it demonstrates consideration of how the researcher seeks to ensure validity in the study. Limitations cannot be controlled by the researcher (Creswell 2013: 59).

Limitations of this study revolve around limited data regarding ABW adoption within Australia. Despite the limited data, it is possible to conduct a critical analysis of the characteristics in relation to the case studies. Another limitation caused by the limited data is that four of the case studies are regarding ABW designs by Woods Bagot. This was completed to provide the most relevant information for a variety of industries. Although ABW is not entirely new to the business world, it is new to Australia. Furthermore, the publication used to select the 60 cases may not be entirely neutral in their reporting of ABW, as they are working to establish new trends towards workplace design. These two constraints may make it difficult, or impossible, to generalise to other companies because not all companies will have the same needs. The study only considered Australian companies in large cities. Therefore, it is lacking data from companies that have implemented ABW in smaller locations, which may influence the study results.

2.9. Chapter Summary The case study approach is the basis for the methodological framework for this study. The established variables are the five ABW characteristics: unassigned seating, workplace variety, workplace flexibility, breakout space availability, and future workplace flexibility. The standardised procedure is operationalised into the five case studies, which is further defined by qualitative and quantitative data analysis. The quantitative analysis is conducted for all 60 companies. However, only five of these companies were selected for qualitative analysis, based on higher availability of information. The following chapter provides the historical context of ABW and is focused on specific time periods. Therefore, it will be possible to see the different ways that previous applications of ABW have contributed to modern day ABW implementation.

Chapter 3: The Origins of ABW 3.1. Introduction While workplace design has a significant history dating back to the mid-1940s, ABW has been identified as a relatively new design movement resulting from an accumulation of ideas utilised in the past. The purpose of this chapter is to determine the origins and development of ABW and to define its key characteristics through an analysis of the literature. The historical context for ABW is provided by exploring different time periods that appeared to influence modern ABW. After the introduction to the chapter, Taylorism is discussed, especially in the context of the systematisation of the workplace. In the consideration of this study, systemisation refers to the specific workplace design that adheres to a specific scheme or organisational process. Following sections address the corporatisation of the workplace that has occurred post-World War II and the 1960s and 1970s, with an emphasis on Bürolandschaft. In this study, corporatisation occurs to the hierarchy that was developed in the business world, whereas Bürolandschaft refers to the movement for open spaces in office settings. This is followed by an examination of the professionalisation of the workplace from the 1970s to the 1990s. Professionalisation refers to the emphasis on integrity, competence, and unity within the workplace hierarchy. The final section before the chapter summary addresses the 21 st century, with an emphasis on the knowledge economy and the humanisation of the workplace. Humanisation, therefore, refers to creating a workplace that focuses on the needs of employees, rather that company objectives alone.

3.2. Taylorism – Systematisation of the Workplace This section will discuss how Taylorism was influential to ABW, especially its influence on the open floor plan concept. Taylorism theory suggests that there is a way to scientifically complete work tasks, which lead to decreased time consumption of employees, resulting in increased productivity. The section will show how Taylorism utilised different business goals, such as performance and productivity to influence workplaces and how work processes (the tasks required to meet a specific objective within the company) were completed.

Taylorism was developed by Fred W. Taylor (b. 1856, d. 1915), who viewed the role of management as the key determinant in the effective completion of work activities (PBS 2015: 1). In this sense, ABW began because it primarily focuses on developing more efficient ways of completing tasks. An example is shown in Figure 4 (which depicts the Northwestern Bell Telephone Company in 1921), which shows how two different workspace styles (such as supervisory section at the front of the

21 room overlooking the subordinate rows of tables) can exist within one location. Taylorism is shown in this image through the factory-like rows with employees (Waring 1994: 9).

Figure 4: Open Floor Plan of the Northwestern Bell Telephone Company (Watt 2016: 1)

Within the Wainwright Building, designed by Louis Sullivan in 1890 and one of the first generation commercial office buildings, different workspace styles were shown in different areas on one floor, as shown in Figure 5.

Figure 5: Taylorism Exemplified in the Wainwright Building (van Amstel 2015: 1)

The workspace shows an enclosed cubicle surrounded by areas of open spaces. Figures 4 and 5 respond to Taylorism through the provision of different work layouts. Thus, the Taylorism philosophy that focuses on work process optimisation, rather than increased labour, can be more efficiently accomplished (Altman 2012: 25). Taylorism was instrumental in establishing that cooperation needed to exist between employees and management, leading to the ABW concept of personal accountability as well as collaboration.

Taylorism represents one of the first attempts to understand how the workplace operated (Altman 2012: 25). Taylorism focuses on numerous goals, such as:

1. The achievement of the maximisation of job breakdown (such as through individual tasks) for the minimisation of skill requirements, resulting in a lower time frame for learning the job; 2. The separation of work and work-planning; 3. The separation of direct and indirect labour; 4. Replacing productivity estimates with accurate measurements; 5. The introduction of the study of time and motion to determine optimal job performance possibilities, decreased costs, and workspace designs; and 6. Wages provided to employees, including incentive pay for improved performance (Altman 2012: 29).

Thus, Taylorism was instrumental in maximising efficiency to maximise profit (Altman 2012: 30). This can also be referred to as systematisation, which refers to the reorganisation of the company, commonly known as departments within the organisation. This structure allows for specialisations, suggesting that each ‘system,’ or department, is tasked with one specialised task. Thus, a system of hierarchies was established. The hierarchies are shown to be based on the departmental structure as noted in Figure 4 and 5.

Through Taylorism, organisations are viewed as machines. As a result, physical, rather than cultural, aspects of the organisation are emphasised (Lalehzar, Manera. & Talsma 2015: 1). Furthermore, since the advent of Taylorism, softer variables, such as culture, company dynamics, and intelligence have increased organisational change (Lalehzar, Manera. & Talsma 2015: 1) ABW was influenced through changes that occurred within the traditional office, causing personal offices to be transformed to workspaces based on specific (Lalehzar, Manera. & Talsma 2015: 2). Through the instalment of ABW, the office landscape has become divided through the separation of work tasks (necessary to complete objectives) and the provision of different workspaces, such as breakout rooms, 23 open floor plans, and workspace flexibility (Lalehzar, Manera. & Talsma 2015: 2). In this context, flexibility refers to provision for workers to work in the most efficient manner commensurate with their current activities, as well as provision for future changes based on corporate goal adjustments. This is related to Taylorism through the commitment to efficiency.

Because of Taylorism, the open plan concept began gaining credibility in the workplace in the 1940s. This was because an open plan allowed for more collaboration and for managers to monitor their employees more effectively (Lalehzar, Manera. & Talsma 2015: 3). Thus, workspace flexibility became a reality due to the ability of management and employees to readily contact their co-workers as needed. However, despite the benefits that Taylorism has had on the ABW movement, it did not resolve all the issues that management and employees faced, such as those relating to innovation and creativity (Lalehzar, Manera. & Talsma 2015: 3). For example, Taylorism focused on worker performance monitoring. ABW attempts to move away from constant monitoring, allowing supervisors to become leaders and workers become accountable for completing tasks. Taylorism introduced a strict hierarchy. However, this meant increased supervision and a distinct separation between supervisors and employees, which created differences regarding teamwork which had adverse effects on innovation and creativity (Lalehzar, Manera. & Talsma 2015: 13).

3.3. Post-World War II – Corporatisation of the Workplace Corporatisation refers to the way that companies have been reorganised for profit maximisation (Moser 2010: 1). In the context of the current study, corporatisation also refers to the establishment of organisations through a managerial hierarchy, suggesting a more formal design of the chain of command. Mass work environments were established following World War II. During the 1950s, these workspaces were commonly called “paper-factory offices” because of similarities in the design of factories (Salama 2004: 2). Both types of facilities were similar because they focused on maximum effectiveness in layout to complete work processes (Hassanain 2006: 2013). For example, a factory is designed to be ready for future expansion. Similarly, a paper-office factory is designed to accommodate more employees and changing processes (Roustela et al. 2015). An example of a paper-factory office is shown in Figure 6 below:

Figure 6: Paper-Factory Office Design (Akitunde 2014: 2)

As Figure 6 shows, the office designs of the 1950s were continued to be incorporated during the late 1980s and allowed for immense amounts of paper accumulation. Routine processing of paper could be conducted in different areas of the office, including individual desks. Air conditioning, established at the end of the 1950s, encouraged open workspaces, such as that shown in Figure 7 (Salama 2004: 3).

Figure 7: ABW Open Areas (van Amstel 2015: 1)

Despite the openness of the floor plan, this type of office does not meet all the ABW characteristics because there was no, or little, flexibility to allow for collaboration and innovation. Workers were confined to desks (Ross 2011: 3). During this period, it was necessary for workers to store immense amounts of paper, which limited worker mobility and flexibility of the workplace (Ross 2011). Ultimately, this was ineffective because storage accounted for approximately 15% to 17% of available floor space within the office (Ross 2011: 3).

Common work practices involved the allocation of one person per desk, cubicle, or office. It was believed at the time, that this would allow for improved workspace organisation, suggesting that space would be optimally used. Other common practices included the clustering of workers. Clustering involved dividing the entire workforce of the company into departments. Thus, the hierarchy of the corporation was established (Ross 2011: 3). During this time period, the office gained “reflected status and power, not role and function” (Ross 2011: 4). However, the office “also represented stability and certainty [for the employee], although, for the company, inflexibility and unresponsiveness” (Ross 2011: 4). Thus, change did not come easily, quickly, or cheaply.

From research by Miller (2015a: 1), workstations are empty approximately 60% of the time, whereas private offices are empty 77% of the time. This information was gathered from data regarding office space utilisation. This is due to the collaborative nature of many tasks causing people to utilise teamwork, which may not occur in individual offices, but in communal areas or meeting rooms (Ross 2011: 4). Furthermore, although desks are unoccupied, spaces for collaboration are not always easily found. As workers and management began noticing the need for open spaces, ABW concepts became increasingly developed, focusing on flexibility, and meeting different needs within the workplace, as well as reduction of costs due meeting the needs of employees in a more effective manner.

Corporatisation does not necessarily facilitate innovation and creativity, leading workers to search for a better way of doing things, such as through working in teams. The need for innovation can be related to ABW, especially considering the different ways of working and types of workplace designs established.

3.4. Bürolandschaft and the Late 20 th Century Bürolandschaft, otherwise known as office landscaping, was originally developed by a German management consultancy, and established in the mid-1950s to mid-1960s (Moran 2004: 20). It was further developed throughout the 1960s by Eberhard & Wolfgang Schnelle. The design was based on open-plan offices that first emerged during the 1940s within the United States, allowing for informal layouts that represented landscapes, especially enhanced using foliage (Curl 2000: 3). The purpose of this section is to see how organisations used ABW characteristics established in the 1970s to increase business opportunities and how the ABW characteristics were furthered to meet expectations in more significant ways. The concept was formed based from previous works by Henry Ford and through Taylorism. The purpose was to increase the humanity of the workplace and encourage collaboration (Liu 2012; Walsh 2015). It was expected that through an open plan landscape, communication would

26 also improve. An example of Bürolandschaft is shown in Figure 8 (located within Bertelsmann company, established in 1835 and redesigned in 2016 in Gütersloh, Germany below.

Figure 8: Bürolandschaft (Rumphfer 2011: 1)

The goal of Bürolandschaft was the creation of a ‘flat hierarchy’ atmosphere characterised through desk groupings within offices. Artistic effects separated these groups, such as plants and paintings on walls and/or support columns, as well as portable room dividers (Moran 2004: 20). An example of this type of office floor plan is shown below in Figure 9:

Figure 9: Bürolandschaft Floor Plan (Ross 2012: 1) 27

As shown in the unidentified office in Figure 10, this type of office landscape is designed to be open and enhanced by dividers. This image employs columns and movable dividers for creating divisions within the open areas to provide a sense of organisation. The Bürolandschaft was established as a challenge to Taylorism, choosing instead to believe that an open floor plan could be used within the workplace without the need for hierarchical subdivisions (Ross 2012: 2). Initially, it was believed that these offices would be developed to meet the needs of specific clients (Moran 2004: 20).

Figure 10: Cubicle Farm (van Amstel 2015: 1)

However, during this period, it was found that office furniture had become standardised due to metropolitanisation through multinational companies. This metropolitanisation resulted in regulations in regards to health and safety (Moran 2004: 20). These changes evolved because the furniture grew increasingly uniform, and so did office environment. For example, as office chairs are replaced often to meet changing health and safety standards, the differences are also congruent upon the worker's status, resulting in the cubicle farm, as shown in figure 10. A mail clerk, for example, is not likely to receive a memory foam chair as the CEO may (Moran 2004: 20). This contradicts the pioneering spirit of Bürolandschaft to design an office with organic, democratic layout and relaxed atmosphere.

Further initial conceptions of Bürolandschaft focused on improving communication within the office environment (Salama 2004: 3). The office layout was designed using visual cues. This visual communication was important to creating a cohesive flow throughout the workspace (Salama 2004: 6). During the 1960s, North America began embracing Bürolandschaft through the concept of office landscaping. Changes included the elimination of casual meeting places, stationing clerical workers in open spaces, and moving top management to private enclosed offices (Salama 2004: 6). However, 28 other options soon developed. In 1964, the Herman Miller company introduced the concept known as the “action office,” which was created by Robert Propst (Salama 2004; Saval 2014). Miller’s concept came after the Bürolandschaft concept was developed. The action office concept was based on devising areas dedicated to various office work tasks using different office furniture and is still in use today, shown in Figure 11 (Salama 2004: 6).

Figure 11: Miller’s Action Office Concept (Miller 2015b: 2)

However, criticisms against Bürolandschaft emerged through deterministic assumptions (Salama 2004: 7). For instance, it was believed by designers in the 1960s that office layouts could not be landscaped in symmetrical ways because of hierarchical assumptions (suggesting that differences in social classes due to differences in work status must be maintained). Furthermore, it was found that some organisations (such as factories) did not have such needs for increased communication as portrayed by Bürolandschaft (Salama 2004: 7). Thus, during the 1960s, it was suggested that by building architects that organisations could have unique designs and landscapes reflecting individual tastes and work needs to meet their workplace objectives (Propst 1966: 299). Figure 12 shows the Centraal Beheer office (redesigned by Hertzberger in 1967), showing that unique designs could be established in a tasteful way to meet workplace objectives.

Figure 12: Centraal Beheer Office (Derwig 2008: 1)

The criticisms led to further adaptations of Bürolandschaft. For example, during the early 1970s, a different type of office known as “archetypal” was thought to be an effective way for working (Salama 2004): 7. The goal of this layout was to provide balance between aspirations for both the worker and the corporation, as shown in figure 12, using semi-private and private spaces, as well as foliage to separate spaces (Salama 2004: 7). Herman Hertzberger was one of the first designers to meet the challenges of this balance through designing the archetypal office within the Centraal Beheer building, located in the Netherlands. In this office, communication was enhanced using open spaces. At the same time, there were separate spaces that small groups could use and personal zones that were easily identifiable (Salama 2004: 8). Thus, an open plan with modular furniture, commonly used in ABW, is the only residue of the Bürolandschaft concept.

In the context of ABW, there are implications for collaboration and creativity. As evidenced in the literature, flexibility and open plans are instrumental to Bürolandschaft. These characteristics have continued into modernised ABW techniques and are instrumental in the success of many organisations that have adopted ABW design today. Moveable furniture, for example, is a crucial part of ABW because it allows for flexibility in workspaces.

In the context of this current study, professionalisation refers to the transformation of organisations, allowing them to become recognised as being competent within their respective 30 industries (Salama 2004: 8). During this period, people were starting to need certain credentials to enter certain jobs. Their jobs become more specialised, which in turn may have created workers with different spatial needs. The transformation occurred in a variety of different ways and has been instrumental in the definition of many modernised ABW characteristics. For example, through professionalisation, group rooms were added to the standard design concept of ABW at the time. Professionalisation of the workplace is characterised through both closed and open areas for workers and the public, and is shown below:

Figure 13: Professionalism (Kristal 2013: 1)

It is noted that within northern Europe, the Combi office has established new ways to professionalise the building. This has been done through the inclusion of enclosures like cubicles, evidenced in the preceding figure. However, the Combi office also offers public areas for gatherings, particularly in core areas. Collaboration has been enhanced through the provision of group rooms (Salama 2004: 8). This meant that some characteristics remained from the 1980s to 1990s (Salama 2004: 8). However, some employees are insistent in that they need work environmental control, such as ways to meet personal preferences for workspaces through personalisation their personal workspaces (Salama 2004: 8). This personalisation allows workers to individualise their workspaces to meet their unique tastes. This may include wall decorations, for instance. This need for control (such as the ability to control the way the workspace looks) is exemplified within ABW designs.

3.5. The 21st Century – Knowledge Economy and Humanisation of the Workplace Technological advancements and globalisation has caused rapid changes to occur (Smith 2007: 1). In fact, research shows that the knowledge economy, as well as the global marketplace, has resulted 31 in immense growth of information because of knowledge accumulation capabilities, including the ability of workers to develop new processes for task completion (Smith 2007: 2). It has been suggested by management experts that knowledge is the most important resource ‘owned’ by a company (Smith 2007: 2). The knowledge economy refers to those economies where the means of production is less important than the quantity and quality of information available (Powell & Snellman 2004: 201). The knowledge economy has placed incredible pressure on organisations to be more innovative and to re- invent themselves. In fact, new knowledge is established through knowledge transfers from person to person within the organisation, in a process of creative thinking and discussion. Thus, companies are working on finding ways to transfer or disseminate this knowledge (de Kok, Esten, & Helms 2015: 315). Advancements in knowledge management theory show that information connection is important within the process of knowledge creation (Smith 2007: 2). In fact, those involved in knowledge management theory found that the transfer of knowledge was facilitated or impeded, depending on workplace design (Smith 2007; de Kok et al. 2015). Thus, it can be theorised that workplace design affects the knowledge creation process. Most importantly, to adapt to the knowledge, communication and information age, the introduction of new technologies (such as social media and mobile technology) have enhanced social activities, which also influences knowledge creation, suggesting that workplaces are paramount for these activities, such as in Figure 14 (Smith 2007: 3).

Figure 14: Office Design of the 21 st Century (Karaer 2015: 2)

Knowledge, therefore, must be an integral part of the culture for the knowledge economy to be successful. This means that the culture must be able to produce new knowledge. Thus, innovation and 32 creativity is emphasized to produce new knowledge. However, the knowledge economy represents learning challenges, yet, at the same time, knowledge is created through education and activities involving different knowledge forms (such as explicit and implicit knowledge, business knowledge, social knowledge, and theoretical knowledge) (Guile 2010: 3). Thus, organisations typically must find ways to impart knowledge. Using ABW characteristics, such as flexible workspaces, knowledge can be imparted successfully. This flexibility is shown in the preceding figure, showing differences in workspace types.

Further research shows that change factors involve how employees and management think within the organisation. (Seemann 2015: 2). For instance, it has been suggested that people’s experiences are important, even within global companies, and when people leave the company so does knowledge. Therefore, it is important to utilise that experience through effective work processes and the provision for support systems bearing in mind that knowledge transfer requires trust and time, including social bonding (Seemann 2015: 2). Thus, the use of different zones in the workplace, such as cafés and a variety of socialisation areas is useful in creating bonding opportunities, allowing for knowledge transfer.

This has become even more evident because there have been numerous requirements for changes within companies that operate within the global marketplace, such as alterations to work patterns. It is expected that these requirements will continue to expand as technology advances further (Salama 2004: 9). In other cases, there has been greater emphasis on environmental protection, strategies related to effective communication, employee productivity and overall physical health (Dodds 2011: 5). Meeting these types of challenges have resulted in new demands. For example, global markets are influenced by fiscal policies, costs, and restructuring (Salama 2004: 9). This means that the use of ABW will more likely to influence how the global market functions in terms of productivity expectations.

Employees have become increasingly important in company development (Altman 2012: 31). It is evident that as market, corporate, brand images and strategies change, so must the workplace to provide the most efficient opportunities for employees to complete work tasks. As noted earlier, productivity increases, as does profitability of the company (Altman 2012: 31).

Corporate design can be representative of ‘re-humanising’ the workplace. Thus, ABW can take the next step in the corporate design revolution which involves establishing a workplace that meets the needs of the company, yet provides the mechanisms necessary to allow for innovative activities among 33 employees (Altman 2012: 29). Thus, the building is designed around the necessary tasks and social needs of employees, rather than forcing employees to conform to the building (Kim et al. 2015: 102).

Total commitment is needed to ABW during the adoption process by both employees and management. It is evident that ABW principles are attractive because organisations have opportunities for increased benefits, such as flexibility, collaboration, space savings, and innovation. Furthermore, ABW design focuses on performance (established from Taylorism). At the same time, technology is instrumental in ABW designs due to the ability of ‘virtuality,' allowing for participation in different locations (Harris 2012: 5).

When considering technology, it is noted that ABW has become possible through technologies related to information and communication. However, these technologies are used to facilitate ABW, not drive it (Samson 2013: 624). Thus, it is arguable that ABW outcomes involve management changes, such as the increase in talent, risk, and productivity. Furthermore, companies have embraced further environmental responsibility in relation to their operations. There are also challenges in establishing a new company culture and enhancing customer engagement (Samson 2013: 625).

ABW has allowed for increases in productivity through improved work designs and practices (Tesyre 2012) and it has been useful in eliminating staff-related barriers and increasing productivity (Tesyre 2012). However, some companies (such as legal companies) will not support ABW adoption because established work styles have proved effective for them. These industries that are more rigid in their structure, such as the legal industry, may experience a competitive gap due to the increased collaboration and improved financial health created through decreased costs for those companies that utilise ABW design (Tesyre 2012).

Occupancy efficiency, for example, has been established using a spatial approach, such as offering different work options through flexible working, considered to be an effective way to decrease current costs, such as floor space. Space allocation is important for ABW (Moser 2010: 1). At the same time, many failures in the introduction of new work styles have been attributed to lack of technology and behavioural changes (Ross 2011: 4). When considering the concept of ABW, it is evident that work styles are open to review. In fact, it has been established that due to technological advancements, previous assumptions and rules are no longer valid. Thus, through ABW initiatives, work is no longer a place to go, but a process to be done, particularly in consideration of the ABW characteristics of unassigned seating, workspace variety, workspace flexibility, availability of breakout spaces, and future workspace flexibility. These trends are not passing fads, but are rooted in societal changes. Thus, 34 the logical adoption is ABW. Therefore, societal changes, partially caused by increases in technology, can be linked to the adoption of ABW (Pourzolfaghar & Ibrahim 2015: 166).

The changes noted above will be reinforced through increased company sustainability because the system reflects mobility and the infrastructure required will be less complex, reducing overall expenses. Ultimately, the goal of ABW is to develop not only sustainability, but also connections through social networking (Ross 2011: 4).

3.6. Reactions to ABW Implementation In 1993, Jay Chiat, an advertiser for Apple, believed that offices had devolved from a place of maturity to an elementary school setting. Thus, Chiat believed that his office should resemble a university campus where employees could come and go, as well as collaborate with their co-workers (Lanks 2014: 2). To accomplish this, ABW was established through “banishing job titles, workstations, landlines, and desktop computers” (Lanks 2014: 1). Employees were free to work from home or the office. However, when visiting the office, employees would be required to “store their personal items in a locker and sign out company-owned laptops and cell phones” (Lanks 2014: 2). This experiment resulted in failure. This was partly due to lack of supplies (such as computers and cell phones) and partly due to lack of locker space. Thus, in some respects, ABW has not always been beneficial, especially if the company is unprepared for the change. Moreover, managers may have negative reactions to ABW because they do not always have their teams within line of sight. At the same time, employees may have difficulties in adjusting due to the lack of personal space at work (such as an individualised desk, which can be personalised). On the other hand, positive reactions to ABW note the ability for improved concentration and productivity, increased physical activity, increased collaboration and idea sharing, and increasing awareness of tasks to be completed (Time 2013: 1).

3.7. Chapter Summary Initially, the Taylorism of the early 20th century was discussed, especially in the context of how ABW was influenced. Taylorism has different goals that influenced workplaces and processes, focusing on the increase of efficiency and performance in regularly completed tasks. However, it has been argued that there is no absolutely right way to complete tasks. In relation to ABW, Taylorism suggests the importance of performance. Flexibility, therefore, refers to provisions for worker efficiency in relation to current activities, as well as in conjunction with prospects for future changes based on corporate goal adjustments, which is related to Taylorism.

Corporatisation of the workplace then occurred in the 1950s with mass work environments established. Companies were considered machines in this method, excluding the social needs of employees (Altman 2012: 28). Offices during this time stored an immense amount of paper. Therefore, a paperless office was desired and was established through the digital work flow. Ultimately, corporatisation has shown that the traditional office design does not facilitate innovation and creativity, leading organisations to search for a better way of doing things, leading to the need for an open floor plan. Furthermore, Bürolandschaft emphasises flexibility and open floor plans. Thus, basic research shows that there are several common characteristics of ABW based on previous office design revolutions, such as: unassigned seating, workspace variety, workspace flexibility, availability of breakout spaces, and future workspace flexibility. Experimentation with flexible work styles has begun. This leads to the next chapter, which discusses the introduction of ABW in Australia.

Chapter 4: ABW in Australia 4.1. Introduction ABW has been proven to be influential in myriad ways for business organisations in Europe. However, the ABW design movement did not arrive in Australia until the early to mid-2000s. Since the influx of ABW design is new to the country, there are still concerns that the movement may not be beneficial for all Australian companies due to the changing nature of the design (Stewart 2011: 1). Therefore, within this chapter, the evolution of ABW in Australian companies will be explored through showing how the different characteristics of ABW, such as unassigned seating and availability of breakout spaces have been established in Australian companies. Although generalised in some places to provide context, this chapter focuses on the development of ABW in Australia capabilities) and work culture (such as changing worker age ranges influences on work styles), economic rationale for ABW adoption, and the business advantages of ABW.

4.2. Development of ABW in Australia ABW began its evolution from Taylorism, corporatisation and professionalisation and focuses on the open plan concept. The most well-known open plan concept is the 'Space to Work' model, developed by Goodman in 2011 and is shown in Figure 15 below:

Figure 15: Space to Work (Goodman 2016: 1)

Organisations that focus on this version of the ABW model tend to focus on the company as a whole, rather than the solely physical needs necessary to get the business’s daily activities completed. For instance, in the preceding figure, there are provisions for team meetings, as well as lockers along the wall where workers can place personal items and glass dividers to incorporate semi-private areas. This means that the company is integrated in such ways that it can focus on all departments equally. 37

The approach creates potential for growth within these companies because of the increased opportunities for collaboration and creativity among employees. For instance, according to an interview with Luc Kamperman of Veldhoen+ Company, growth may occur in product or services expansion, derived through collaboration or the development of innovative processes, commonly occurring through knowledge transfer that occurs within ABW office designs (Stewart 2011: 2)

In Australia, ABW has taken root within the financial services sector due to the flexible nature of this industry. One instance is Macquarie Bank Headquarters in Martin Place Sydney, which was designed in 2009 (Clive Wilkinson Architects, 2010: 1). The ABW aspects of the design primarily featured workspace flexibility with open layouts, as shown in the following figure 16:

Figure 16: Macquarie Bank (Bleby & Boardman 2015: 1)

Bankwest was adapted for ABW operation during 2011 by Design Clarity (Design Clarity 2012; Clark 2013). The floor plans for this facility feature the use of bright colours and the bank's logo in decorative fixtures, such as ceiling lights. Spaces are open, yet include allowances for private areas as well as places for team meetings in lounges. A typical Bankwest branch office ABW installation is shown in the following figure 17:

Figure 17: Bankwest Branch Office (Design Clarity 2013: 2)

The Commonwealth Bank implemented ABW through the Blue Sky Group (Clarke 2013; The Financial Brand 2013). Common features include open spaces, as well as semi-private areas for meetings, as shown in the following figure:

Figure 18: Commonwealth Bank (The Financial Brand 2013: 1)

The use of ABW has expanded to other business service providers, such as MYOB, designed by Futurespace in 2013 (Johanson 2013: 35) The goals of the company’s move to ABW were to keep key

39 staff within the organisation., as well as increase interaction between staff members, and provide spaces for innovation, fun, and creativity (Johanson 2013: 35). When developing their office space, the company chose themes relating to festivities and music. The reasons for this are varied. For example, it is possible that the company wanted to focus on space and/or function differentiation. In other cases, outdoor-oriented scenarios were developed, like camp-sites. These are joined by ‘lane ways’ and ‘playing fields’ and were designed following numerous meetings surveys and discussion with MYOB’s workforce at all levels (Johanson 2013: 35). The MYOB experience shows that different workspaces can be designed to meet different needs, meeting the ABW characteristics of variety and flexibility of workspaces. This is shown in Figure 19 below:

Figure 19: MYOB (Office Snapshot 2013)

Thus, teams and individuals can work in a place that meet their needs for specific tasks, as well as meeting their wishes at the time. It has been stated that the introduction of ABW has been significant for MYOB because its costs have decreased and profitability has increased. Furthermore, employee productivity has increased, allowing the company to use their resources in more efficient ways (Johanson, 2013: 35).

These companies – MYOB, Bankwest, Commonwealth Bank, and Macquarie Bank – have several things in common. To begin with, they have all engaged in ABW to emphasize flexibility – a key characteristic of ABW (Shave 2011: 1). That is, these companies emphasize activities taking place within the workplace, not the nature of the workplace fixtures such as permanent desks. Therefore, employees become more responsible for, and capable of, achieving end results, rather than resting

40 entirely on managers, or supervisors. There is less emphasis on superior/subordinate relationships and more emphasis on teamwork and equality within the workplace. The companies described above exemplify this by providing open spaces, that allow employees to meet their own unique needs while still meeting the needs of the company. One way this has been achieved is by having meetings with staff to find out what they need to complete work successfully, as conducted by Canon Australia.

Canon Australia was one company that adopted ABW partially (Pearce 2014: 1). Canon's 2014 adoption, of ABW, or lack thereof, in its Australian office is instrumental in proving that ABW is truly flexible because the company could adopt the principles that best meets its needs. After Canon's adoption of ABW, the facilities utilised open areas, as well as closed areas, as shown in the following figure:

Figure 20: Canon Australia (Pearce 2014: 1)

Research shows that facilitating flexible working has not come easily to Canon Australia. (Pearce 2014: 2) However, despite the challenges, Canon Australia has could establish a workplace that has generated high performance. The company implemented a hybrid ABW approach that focusses on both flexibility and technology. The company determined the needs of its employees through observing how the existing office space was utilised and through asking staff what was needed to work more productively. The questions also included those about how long it took to conduct individual tasks or to collaborate with other employees (Canon Australia 2014: 3). Some changes are shown in the following figure:

Figure 21: Open Space for Teamwork Opportunities at Canon Australia (Pearce 2014: 1)

Pearce’s (2014: 2) interviews and observations within Canon Australia and with the company's employees resulted in determining three categories of employees:

• Focused Workers – These workers tend to work on individual tasks at desks • Balanced Workers – These workers balanced their time between individual task completion and group collaboration. • Mobile Workers – These workers primarily focused on collaboration, resulting in little time at desks (Pearce 2014: 3).

Based on this information, it was found that Canon Australia would not benefit from a strict application of ABW workspace. The company created its own model through observing different models by other companies. This allowed Cannon Australia the ability to synthesise a set of design parameters to meet the needs of its employees. Implementation of the ‘Canon model’ has met the varying needs of the workers through utilisation of a range of technologies, such as laptop, tablet, or notebook that can turn into a tablet. Workers are empowered to choose the technological devices that best meet their needs (Canon Australia 2014; Pearce 2014).

Therefore, it is concluded that ABW can be individualised for each company, and that a pure implementation incorporating a ridged adherence to all the fundamental tenants of ABW is not 42 necessary or even desirable, to derive the potential benefits. The key to successful adoption – as demonstrated by Canon - is that the company allows the employee the opportunity to tell them what is needed to best complete the work assigned, which emphasizes the flexibility nature of ABW.

4.2.1. Shifting Demographics and Work Culture The global development of ABW influenced its adoption in Australia because of the demographic, work culture and similarities of lifestyle across generations, particularly Generation Y and X. Generation Y refers to those born in the 1980s and 1990s, whereas Generation X refers to those born between the early 1960s and mid-1970s.Therefore, each generation had different desires. For example, Generation Y prefers to work closer to their homes (Shave 2011: 1). Trends will include generational change (allowing for the induction of a new workforce in place of an aging workforce), increased competition (showing increased domestic and global competition), and industrial transformations. The result of these trends allows workspaces to be developed that are adaptable, allowing for flexibility (Ward 2013a:109). In general, these changes affect where work will be conducted.

ABW did not reach Australia quickly, but once the concept gained traction in key workplaces such as MYOB and the Commonwealth Bank, many other companies followed suit (Cummins 2012: 9). One of the reasons why this has occurred is due to an aging workforce, requiring the need to accommodate four or more worker generations simultaneously, all with unique experiences, styles, and expectations (Cummins 2012: 9). In fact, it has been found that Generation X (born between 1960 and 1980) makes up half of the working population in Australia (Cummins 2012: 9). This group has focused on ‘working to live’ rather than ‘living to work’ as the Boomer generation did (born between 1946 and 1964) (Cummins 2012: 9). Thus, ABW has been highly beneficial because it involves a heavy reliance on flexibility within the workplace. It also promotes the creation of different types of workspaces, typically between 5 and 10 within a larger office space, to meet a variety of needs within the physical workspace (Shave 2011: 1). This allows organisations and employees alike to work towards meeting organisational and personal career goals.

Although the road to ABW can be difficult, the company that successfully institutes ABW typically experiences a better-equipped workforce that is able and willing to meet the needs and expectations of the company (Shave 2011: 1). It has been beneficial for many companies that have instituted it in terms of economic growth and profitability increases (Shave 2011: 1).

It is noted that conventional work culture tends to restrict innovation due to routines, such as identical work start times and homogeneous workplace styles (McGillick 2013a: 52). However, per Ward’s (2013a: 109) assessment, those that support ABW believe that the choices in relation to work styles provide employees with empowerment and some freedom to make decisions in relation to their jobs. Furthermore, empowerment can lead to increased productivity, as well as enhanced job satisfaction. On the other hand, opponents of ABW believe that ABW designs are only successful when workplace culture is adapted first, so that ABW can be embraced with limited difficulty (Ward 2013a: 109).

Establishing a flexible workplace that meets the needs of a diverse workforce is clearly dependent on employee engagement (McGillick 2013a: 52). If staff are not engaged, flexible workplaces cannot be established, expansion may not occur, and changes in workplace culture cannot be developed. Furthermore, an understanding of workplace culture, as well as change management planning are important for successful ABW adoption (McGillick 2013a: 52).

Interior refurbishment projects in Australia are dominated by workplace design, based on the data of annual project completions, as well as level of investment (Coster 2011: 44). In fact, the focus of the shift in workplace design has been on making organisations that are increasingly attractive, functional, and profitable (Coster 2011: 44). Thus, ABW has had a positive effect on most organisations that have adopted the concept (Coster 2011: 45).

4.2.2. Economic Proposition for ABW Adoption Interior projects in Australia are dominated by workplace design, based on the annual projects completed, as well as investments, including research and financial (Coster 2011: 45). In fact, the focus of workplace design shifts has been on making organisations that are increasingly attractive, functional, and profitable (Coster 2011: 45). Thus, ABW has had a positive effect on most organisations that have adopted the concept (Coster 2011: 45). Per Akerlof and Kranton (2010: 5), within the workplace, a sense of belonging is important. This can be obtained in a physical location. In fact, physical places can exemplify value and a sense of belonging, which may serve to meet employee needs (Akerlof & Kranton 2010: 10).

ABW can be important in creating the innovation necessary to attract and retain talent. This is because ABW provides employees with the opportunity to work the way they would like to work. The new designs can foster new ways of doing things and creating new products, services, and ideas. Today, experimental and flexible workplaces are becoming more widespread within Australian 44 industry. Furthermore, architects and designers have become attuned to the need to reduce risk related to ABW adoption costs (Trimble 2014: 117). These risks primarily involve the increased initial financial investment. Australia offers some of the most cutting edge technology, products, services, and innovations available in the world (e.g.: such as the electric drill, Cochlear implants for the deaf, electronic pacemakers, and flight recorder) (Rees 2011: 60). As such, it has been shown that dynamic workplace designs must meet user demands. Most importantly, dynamic workplaces must be designed to be flexible in order to meet changing needs (Rees 2011:60). Employers have begun to alter workplace roles in context of increased employee retention, engagement, and attraction (Coster 2012: 120).

Along with the primary benefits of ABW implementation, particularly those benefits allowing employees to choose what space they work in based on their tasks (Ward 2013b: 2), there are potential secondary benefits, such as reduced expenses through space conservation tactics, which are commonly a part of ABW adoption as reported in the results of survey in Chapter 5. This is evident because these spaces are divided along specific functions, which allows them to be more intensively used as opposed to Hubbard (2014: 8) suggesting that the desk is mostly unoccupied. Because these spaces are more intensively used, it can be reasonably assumed that there are more workers per square metre that can be fitted from the previous office design setting. Thus, the space is more efficiently used, allowing the office itself to reduce energy consumption. It includes benefits such as decreased electricity usage due to a more efficiently used space (for instance, heating and cooling) (Ward 2013b: 2). Because of the vast areas for a multiplicity of meeting spaces and the ability of workers to utilise different spaces to meet the needs of their specific tasks, it is possible to work more efficiently.

Improved work processes and increased opportunities for innovation have allowed for improved quality and performance, resulting in improved productivity and revenues for Australian companies (Duffy 2008: 21). Therefore, the economics of ABW must be studied in more depth to ascertain what characteristics are most beneficial for organisations. Importantly, it must be remembered that ABW is not a “one size fits all” solution. ABW must be individualised for each organisation., although it is based on the same principles.

ABW principles involve the allocation of individualised spaces to meet work preferences. To make this application practical, technological freedom is necessary, allowing for worker mobility (Castle 2011: 46). The goal behind ABW is to maximise workspace, yet enable a variety of work tasks to be accomplished, which should result in reduced costs and increased productivity. Most

45 organisations have experienced extremely positive effects following the introduction of ABW, despite the investment required in terms of time, technology, money, and commitment to success.

However, success can be intangible and may be evident through increased collaboration and knowledge sharing instead (Sayogo, Gil-Garcia, & Pardo 2016: 149). Therefore, the benefits are not just financial. In some cases, the benefits of ABW are shown through innovative activity, such as the development of new ideas, that occurs in the workplace.

These concepts are more enhanced as workplace designs are shown to add value to the company, such as Canon Australia. Through these increasingly complex drivers, workplace has been reinvented through innovation. Furthermore, business drivers will cause workplace solutions to be adaptable to multiple demands (Coster 2011: 45). This suggests that business performance is improving significantly.

The biggest arguments for the ABW movement are improved worker productivity, increased motivation, and decreased costs (Stewart 2011: 2). Thus, employee engagement and creativity increases in these settings. Profits increase while costs decrease. This is important for the survival of the company.

4.3. Chapter Summary In Australia, ABW has taken root beginning during the mid-2000s, primarily within the financial services sector, including companies such as: MYOB, Bankwest, Commonwealth Bank, Macquarie Bank, and Canon. These companies have several things in common. To begin with, they have all engaged in ABW to create a workplace that emphasises flexibility – a key characteristic of ABW (Shave 2011: 2). That is, these companies want to put more emphasis on the activities taking place within the workplace, not on the workplace fixtures themselves. However, ABW may not be the right option for some companies. Canon Australia was one company that adopted ABW partially as a bespoke hybrid implementation and it is concluded that ABW can be selectively operationalised for companies and yet still be effective.

However, ABW has not been beneficial for everyone (e.g. law, medical, education, and similar industries with increased rigidities) and may not be the right option for some companies considering the move. This is due to the need for custom made designs for the approach to be successful. That is, those companies in particular sectors that are fairly traditional and even rigid or governed by particular laws and regulations may not benefit from ABW. This was confirmed when it was determined that

ABW would be least likely to be implemented by the legal industry, due to the rigidity of the legal system (Hopkins 2012: 9), for example. However, internal rigidity, regulations, and laws were not the only constraints to ABW implementation. For example, it has been found that large organisations with long lease terms were most likely to implement ABW and the converse may also be true that companies with short term leases are unlikely to adopt the approach (Hopkins 2012: 9).

Following the finance and banking industry, the most likely industry to implement or plan to implement ABW appears to be Information Technology (IT). This finding is consistent with how this sector readily adopted new mobile technologies and advanced work styles to include remote working and introduced them much earlier than other sectors (Hopkins 2012: 9).

Chapter 5: ABW Design Application in Australia 5.1. Introduction The goal of this chapter is to present the results of the survey of ABW projects in Australia. The quantitative data collected is summarised in the matrix shown in Appendix A and is presented in the form of graphs with accompanying discussion.

5.2. Establishing Patterns of ABW Implementation in Australia Research was conducted to identify companies in Australia that have implemented ABW. This was necessary to provide information regarding the evolution of ABW in Australia. The data and information was obtained from two well-known architectural magazines, specifically InDesign and Artichoke . Using these fact-based and comprehensively illustrated architectural magazines, it was possible to ascertain the changes made by the client, as well as gain information on the architects and designers responsible for the changes in the office. The objective in establishing the matrix is to summarise the location and business sector of the project and the ABW characteristics which have been implemented application and evolution of ABW in various companies in major Australian cities.

The primary limitation within this study is the most likely location for a company that adopts ABW is to be found within metropolitan cities. Therefore, this study is limited to large urban areas, reducing the mapping of companies that may possess different characteristics in small cities. The following figure (Figure 22) shows the distribution of the ABW workplace locations. This was done in conjunction with the first criterion of being in major cities (population over 10,000), established in Chapter 2.

5.2.1. Location of ABW Adoption

Figure 22: Location of ABW Implementation in Australian State Capitals (excl. Hobart) 2007-2015

Based on the data presented by InDesign and Artichoke between 2007 and 2015 and shown in Figure 22, the most ABW projects have occurred in Sydney. The use of these sites is justified because it conforms with research obtained from governmental sites, confirming that 53% of Australia's economic activity occurs within Sydney and Melbourne alone (Department of Infrastructure and Regional Development, 2014: 1). Melbourne, the second most common location and second largest city for ABW implementation, has less than half the ABW activity of Sydney, yet the city contributes significantly towards the economy. Research shows that, as of 2012, Sydney contributed 73% to the New South Wales economy, Melbourne contributed 81% to the Victoria economy, Brisbane contributed 52% to the Queensland economy, Perth contributed 64% to the Western Australian economy, and Adelaide contributed 79% to the South Australian economy (Kelly 2014: 2). Out of the 60 workplaces analysed, 37 were in Sydney, resulting in 61.7% of the total project locations. Melbourne, in contrast, only housed 13 such workplaces, resulting in 21.7% of the total locations. The combination of these two cities, however, accounts for a total of 83.4% of the locations that have ABW designed businesses. The remaining four cities in the analysis (Brisbane, Perth, and Adelaide) only constitute 16.6% of ABW designed workplaces.

5.2.2. Rate of Adoption The data collected for this study consists of eight and a half years from 2007 to June 2015: 49

Figure 23: ABW Project Implementation per Year

After 2008, the downward trend to 2011 (see Figure 23) suggests that the global financial crisis had impacted decision making and budgetary constraints. However, in 2012 and 2013, there was renewed interest in ABW implementation. The data for 2015 is not comprehensive and does not reflect the entire year of ABW implementations. However, it does include an assumption by the researcher that the second half of the year will have the same number of ABW projects implemented as the first half of the year.

Figure 23 indicates that the highest incidence of ABW adoption occurred in 2013. This corresponds with suggested rates of economic recovery from the global recession. For example, 17 ABW design projects were completed in 2013. In 2014, the second greatest year of ABW adoption, 11 ABW adoptions occurred. This suggests that as the business market recovered from the global recession, ABW adoptions became more common due to fewer budgetary constraints.

5.2.3. Type of Organisation

Figure 24: Industries Adopting ABW Concepts

ABW projects are particularly popular with the banking and finance industry, shown in Figure 24. However, it is also seen that the legal industry is advancing in ABW project implementation as well. There were some other significant trends within the sample. For example, the construction and property, media, and legal industries each had 7 companies that adopted ABW, representing 11.67% of the total. At the same time, technology, healthcare, and government industries had 4, 3, and 3 companies respectively that adopted ABW, representing 6.67%, 5.8%, and 5.8% respectively of the total. Furthermore, mining and engineering had 2 companies each that adopted ABW, each representing 3.33% of the total. Finally, the sample included one company each from consultancy, co- working space, diversified, education, energy, family business, food and beverage, not for profit, and telecommunications that adopted ABW, representing 1.67% each of the total sample.

Based on this information, it could be hypothesised that ABW adoption depends upon the diversity and flexibility of the industry. The legal industry, for example, offers some level of flexibility in terms of collaboration between professionals in the establishment of cases. At the same time, the banking and finance industry has one of the highest rates of ABW adoption. Based on the rate of adoption, it is theorised that the banking and finance industry may be the most flexible in the context of 51 adoption. However, some industries have fewer opportunities for the use of open or shared spaces. Part of the telecommunications industry is an example, since it typically utilises cubicles to provide workspaces for their employees. Within the education industry, teachers do not always work together, one specialising in English and another in mathematics is another example of open spaces not being demanded because of job functions, as evident through the organisational theory.

5.2.4. Size of Organisation

Figure 25: Office Space Sizes that Implement ABW (in m 2)

The number of companies considered in the sample was 60. The highest number of companies that installed ABW was 19, sized 5,000 – 19,999 square meters, representing 31.67% of the sample, shown in Figure 25. The next largest was 18 companies, sized 1,000 – 4,999 square meters, representing 30% of the sample. Although the largest companies were most likely to benefit from ABW, they represented the lowest number of projects (11 companies), sized 20,000 square meters and above, representing 18.33% of the sample. At the time of this writing, it is not shown that any of these implementations of ABW were trials or prototypes, but were the official and final implementation.

This section provided an analysis regarding basic characteristics of those companies that implemented ABW (size, industry, location, and year). These characteristics were deemed important to consider the likelihood of implementation throughout all companies in Australia. The following section provides a macro analysis and the related implications.

5.3. Macro Analysis and Implications In Section 5.2, it was shown that industries embrace ABW goals more than others. For example, banking and finance were most likely to adopt ABW characteristics. At the same time, those companies with less flexibility were less likely to adopt all characteristics of ABW due to industrial limitations, such as the nature of the work or constraints in output. For instance, 14 out of the 60 companies (23%) were found to embrace non-assigned seating, while 44 out of the 60 companies (73%) were found to embrace variety of workspaces. Fifty out of the 60 companies (83%) were found to embrace flexibility of workspaces; 40 out of the 60 companies (67%) were found to embrace breakout spaces and 37 out of the 60 companies (62%) were found to embrace flexibility for future fit out. These data are summarised from the information provided in Appendix A and shown in Figure 26. Significantly, it is noted that although all five characteristics of ABW are deemed important, the core or most commonly adopted characteristics were variety of workspaces, breakout spaces, and future fit out.

Figure 26: ABW Characteristic Adoption

Therefore, it could be theorised, based on the evidence provided, that non-assigned seating is not crucial to the success of ABW in many industries and does not provide significant limitations (such as risk to company culture), shown in Figure 26. Given that many have considered ABW to be 'hot- desking,' this finding was particularly interesting.

It can be seen in Figure 26 that the banking and finance industry have the highest incidence of ABW implementation with 12 companies implementing the five concepts presented (as evidenced in 53

Appendix A). New markets (such as for changing products within the different industries) may be developed, new inventions may be created, and new ways of doing things may be developed (Australian Bureau of Statistics, 2010: 2). The transforming concept of ABW allows employees to meet the needs of a changing and diverse market. As such, corporate business models (including short- and long-term goals) can be altered to change to meet the current needs of the market. This is evident with the improving Australian market (Australian Bureau of Statistics, 2010: 2). As such, ABW allows these concepts of increasing business models to meet a changing market to be undertaken.

The companies that engage in ABW adoption will face changes within their organisations, albeit in different ways depending upon their industry. Furthermore, the evidence portrayed in 5.2 shows that ABW changes are more likely to occur in moderately sized companies, which may enhance profitability for these companies. Most are within the banking and finance industry, the most likely industry to adopt ABW. However, those companies that adopt ABW typically have lower overhead costs, such as decreased energy expenses, which support the assertion that profitability increases for these companies. This may be considered especially important in times of technology advancements, especially as more funds are expected to be spent towards meeting the technological needs of the organisations.

Upon considering “Space to Work,” (one of the first ABW models available in Australia), it is unsurprising that few companies with 20,000 plus square metres have engaged in ABW. This is because these companies may consider it poor use of time if it is spent ‘travelling’ to different departments within the company for meetings, collaboration or to discuss ideas. In fact, large purpose- built workplaces typically include team zones which are useful in assisting employees in meeting together to share their thoughts. Such zones are often signified through urban planning cues, such as area designations, to allow for teamwork opportunities. This version of ABW focuses on the entire company, rather than physical needs needed to complete daily activities. However, those companies that do embrace this model of ABW have well-rounded transformations that involve equal component focusing, such as equal dedications to quiet areas and team areas, enabling tremendous opportunities for growth, as evidenced in projects explored in Chapter 4.

To date, the trends relating to ABW have been very beneficial for the banking and finance industry in particular, evidenced through the increased number of ABW adoptions in this industry. This has prompted several positive arguments to support the use of ABW models in the establishment and successful running of different companies. The biggest arguments for the ABW movement are that

54 money is saved and productivity/motivation is improved (Stewart, 2011: 2). Thus, employee engagement and creativity increases in these settings and profits increase while costs decrease. This is important to ensure the survival of the company. For instance, one small architecture and design company in Sydney (Goodman Unit 84 in Appendix A) utilised ABW to meet the constraints of a limited budget. The end result of this ABW project allowed this company to create an efficacious division of workspace.

Other concepts of ABW, such as workspaces established around activities, made it possible for employees to work in places that were conductive for specific tasks, as well as current moods. A media company in Sydney (Clemenger BBDO, Appendix A) followed similar concepts by focusing their office space design on a café through the creation of a zone with this type of atmosphere to enhance productivity and innovation. The goal of this arrangement for this particular company was to provide a deliberately bright, light, and open atmosphere in the workspace, which was organised to improve communication and creativity. Concepts like these allow for a personalised workplace, which can provide opportunities for increased innovation. This is because employees can determine where and how they want to work in places that appeal to them or otherwise establish a sense of relaxation.

The focal point of these companies engaging in ABW is to create a workplace with less hierarchy, focusing instead on collaboration, accountability, and flexibility (Shave 2011: 1). For instance, a moderately sized architecture and design company (Woods Bagot in Sydney, Appendix A) uses their ABW initiatives to create a variety of work spaces, including meeting rooms for interaction and projects discussions. This company is significant because it offers flexibility of workspaces, which will meet future needs by making meeting rooms expandable, flexible, and movable to promote more collaborative working. Companies such as these want to put more emphasis in the activities taking place within the workplace, not on the workplace itself.

Because of the emphasis being placed on activities, employees experience the freedom and empowerment that allows them to make decisions that affect how they complete their tasks. For example, a very small co-working space (Hub Melbourne in Appendix A) focuses on flexibility of work spaces. All spaces are unassigned, allowing them to be personalised for unique tasks, using moveable partitions, but always subject to community etiquette.

ABW is deemed effective because it has been suggested that conventional desks are largely unoccupied (page). Chapter 3 shows that new work styles are being used to create improve corporate end results, commonly caused by the adoption of innovative techniques. These techniques are 55 beneficial because they assist in meeting company goals more rapidly or with better results, prompting workplace culture and structure changes. For example, a large mining company located in Perth (BHP Brookfield Place in Appendix A) instituted ABW by using unassigned seating and flexible workspaces. This has provided opportunities for the consolidation of 19 different mining sites in the area. However, there have also been difficulties relating to communication management in the new mining site due to changes in workplace culture.

ABW has not been beneficial for everyone, however and may not be the right option for some companies considering the move. This is due to the need for custom made designs for the facility for ABW to be successful, showing the flexibility in design of ABW, such as allowing companies to pick and choose characteristics that are effective for them, like the activities of Canon Australia. This means that although companies need custom made designs to adopt ABW successfully, each plan can be adapted to new businesses, showing the concept's flexibility. That is, those companies in particular sectors that are fairly rigid and governed by laws and regulations may not benefit from ABW. This was confirmed through the research when it was indicated that the legal industry was not likely to adopt ABW (Hopkins 2012). However, other research shows that legal companies have been highly accepting of ABW (Jones Lang LaSalle 2012: 1). This may be due to a variety of reasons. For example, the complexity of the legal system has created additional need for teamwork, leading to an emphasis on sharing and collaboration. Furthermore, companies within the legal industry have become increasingly focused on productivity within the workplace, as well as space efficiency (Jones Lang LaSalle 2012: 2). It is concluded, therefore, that ABW must be individualised for each company in order to be effective.

Per Ward (2013a: 108), a fundamental shift has occurred in how, when, and where work is completed. A large non-governmental company, the Cancer Council of Victoria in Melbourne, is a striking example. For instance, this company offers clear spatial connections across its workspaces with its design cues coming from urban resorts, such as those facilities with different themes associated with different areas. These employees use flexible workspaces to meet their needs through these spatial connections. Furthermore, the company proves that demolition and renovation is not always required to implement ABW successfully. In fact, the establishment of ABW has initiated many different changes within the workplace on every different level within the organisation. However, it must be noted that these changes may have been difficult in coming, but have had many positive results. Thus, employees have had a lot more flexibility but within a framework of much more responsibility. This shows a growing trust of organisations in their employees to meet corporate strategic expectations and is one of 56 the benefits of ABW for many companies – allowing employees to exercise judgement on behalf of the company to meet assigned objectives.

It is worth mentioning that design innovation and renovation is tied to the economy. That is, as the economy improves, available resources increase, allowing for greater priority to be allocated for renovation upgrades. When the economy suffers a downturn, companies focus on maintaining profit and being frugal in times of uncertainty.

An aging workforce has influenced the development of ABW due to the accommodation requirements of different generations of staff, each with different experiences, styles, and expectations (Cummins 2012: 9). It has been found that Generation X makes up half of the working population in Australia and has been characterised by their philosophy of working to live, rather than living to work (Cummins 2012: 9). Therefore, ABW acknowledges flexibility in workspaces which can meet the needs of the varying workforce.

It has been found through different experiences with ABW that the same method of providing flexible working has been applied throughout a variety of workplaces, which has contributed to the identification of the characteristics of ABW (McGillick 2013a: 51). Thus, it has been proven that there is a relationship between an individual and the workplace (Coster 2012: 120). Many trends are independent and involve a workforce that is self-organizing. Workplace design is changing. Significantly, designs within the workplace are shown to be dominant in terms of interior projects as evident in the number of annual major projects, evidenced in Appendix A (Coster 2011: 44). However, not all companies need to redesign their workspaces to implement ABW principles. In these cases, changes in company culture and protocols would suffice. Thus, ABW is truly flexible in that it can take place both physically (such as a physical redesign) or culturally (in the way those within the workplace think and act as part of the company).

ABW focuses on providing individualised workspaces and technological freedom, which allows for mobility while working. In some cases, the benefits of ABW are shown through innovative activity that occurs in the workplace, such as knowledge sharing, creating new products, and the establishment of new business processes, through the implementation of ABW concepts, such as flexible workplaces, as evident in Appendix A.

5.4. Chapter Summary The chapter presented quantitative data regarding ABW design application in Australia. The analysis of these trends can assist in generalising the results of the study. For instance, the highest number of ABW projects have occurred in Sydney and Melbourne. This suggests that the bulk of business and economic activities in Australia are still concentrated in Sydney and Melbourne, confirmed through research (Kelly 2014: 2).

At the same time, year of project implementation appears to be significant. For instance, between 2012 and 2013, there is a renewed interest in implementing ABW with the most adoptions occurring in 2013, suggesting that budgetary constraints have relaxed somewhat, allowing for workplace investments. This corresponds with a degree of economic recovery from the global recession.

Companies that adopt ABW offer consistent patterns of similar, if not identical, characteristics covering non-assigned seating, variety of workspaces, flexible workspaces, breakout spaces, and flexibility for the future. Floor area sizes, workplace culture, and business objectives may influence the way in which these primary ABW characteristics are adopted.

At the same time, the establishment of ABW has initiated many different changes within the workplace on every different level within the organisation. However, it must be noted that these changes may have been difficult in coming, evidenced through the slow initial adoption of ABW in Australia as noted in the literature from Chapters 3 and 4. Thus, employees have a lot more flexibility but also have had to become significantly more responsible. This shows a growing trust that organisations have placed in their employees with a view to helping meet corporate strategic expectations. Evidence suggests that Australian companies that have implemented ABW have focused on creating diverse workspaces that can meet a variety of employee – and visitor - needs. It is evident that ABW must be individualised for each organisation., although it is based on the same principles. This leads to the next chapter, which analyses the individual case studies.

Chapter 6: ABW Case Study Analysis This chapter focuses on the qualitative nature of the study and considers the similarities and differences of ABW characteristics across five different offices space projects in Australia, completed between 2012 and 2015. The case studies explore whether it is possible to determine the significance of ABCW’s versatility in addressing various workplace needs.

6.1. Introduction The primary ABW characteristics being considered within this study are non-assigned seating, variety of workspaces, flexibility of workspaces, breakout spaces, and flexibility for future fit out. In the context of this study, flexibility for future fit out refers to an organisation’s ability to accommodate future employee needs, such as employee turnover, contraction, and/or expansion. This consideration also takes customisation for a rapidly evolving business organisation into account. In this study, flexibility is evident through the company making expandable, flexible, and movable meeting rooms and other spaces. This was done to promote more collaborative working. However, the small size of the company floor areas often limits the degree of fit out possible. These characteristics were evaluated against 5 companies: NAB Headquarters (Melbourne, completed in 2014 by Woods Bagot, shown in Appendix B); BHP Brookfield Place (Perth, completed in 2015 by Hassell & Fitzpatrick + Partners, shown in Appendix C); Woods Bagot Sydney Studio (Sydney, completed in 2012 by Woods Bagot, shown in Appendix D); Fujitsu (Sydney, completed in 2015 by Woods Bagot, shown in Appendix E); and the GPT Group (Sydney, completed in 2012 by Woods Bagot, shown in Appendix F). It is noted that four of five case studies were designed by Woods Bagot, potentially identifying bias within the study. However, the use of Woods Bagot was solely due to the availability of information.

6.2. Similarities of ABW Characteristics across Different Office Spaces All five case studies have similar attributes in regards to the main ABW characteristics. However, it is also evident that not all companies implemented every element of ABW described in this study. For instance, NAB utilised non-assigned seating, which was shown to allow employees to use different areas based on the tasks currently being conducted. BHP Brookfield Place followed similar patterns in its provision of a variety of workplaces. Both NAB and BHP Brookfield Place offer flexibility of workspaces, evident by the circulation paths (such as walkways and/or staircases) allowing movement from location to location. Breakout spaces were dominant in Woods Bagot Sydney, shown through the use of separated spaces, such as quiet spaces. Since breakout spaces are designed to inspire creativity through offering different areas so employees can have different views and different atmospheres. 59

6.2.1. Non-Assigned Seating

Figure 27: NAB Level 11 Floor Plan (Theresianto 2015: 1)

NAB allowed for non-assigned seating. This is evident from floor plans, specifically for the 11 th floor (shown in Figure 27), which provides plenty of public or semi-private areas. Glass partitions are used to provide space division and yet maintain transparency, important in ABW because it allows for flexibility. When using glass, it is possible to meet several needs in the context of non-assigned seating, especially as non-assigned seating is based on variety of workspaces. This is because the use of non- assigned seating is based on meeting a variety of needs dependent upon the work activity being undertaken. Glass is beneficial in this context because it shows where people are within a specific work area. At the same time, the use of glass provides semi-privacy in terms of noise acoustics.

NAB focuses on fostering creativity and innovation by offering different types of workspaces. It is a priority for the company (Woods Bagot 2013a). According to the company, ABW adoption has allowed creativity to be fostered, evident in increased work processes (such as increased workspace availability) that allow for more effective business operations (Malkoski, 2012: 1). For example, some areas are enclosed, offering private spaces for work opportunities that may require acoustic privacy. In these situations, individual work tasks such as data entry can be undertaken in quiet areas located in enclosed or semi-enclosed areas of the floors. The partitions and walls reduce noise in these spaces, providing quieter zones for employees to work individually, meet with clients, or make phone calls. These areas are typically on the opposite wall of larger spaces (such as team zone spaces) on most floors. On Figure 27, this is shown as workstations.

BHP Brookfield Place offers similar features in their non-assigned seating. For example, the 45 th floor provides an area that is for mixed use. The mixed-use area is believed to be ideal for meals and relaxation or working quietly. The area is designed to decrease or eliminate external noise using partitions in conjunction with open areas (Hernandez 2012: 1). Thus, it is possible to have private or semi-private conversations in these areas. Since external noise is minimised, there are also quiet places to work so that there are a variety of workspaces available in the area.

There is no evidence that Woods Bagot Sydney Studio seating is non-assigned. However, it is noted that employees have the opportunity to collaborate in their work to meet their specified goals, evident through the mix of open areas and enclosed areas. There is also evidence of mixed-use areas, including areas for team zones. However, the space is extremely small, which has led to immense overlapping of ABW characteristics.

Due to the multitude of ABW features used on one level in the floor plans of Fujitsu, it is evident that there are few opportunities for non-assigned seating, which is shown in the cubicle-like 61 areas for employees. The Fujitsu facility has multiple instances of overlapping ABW characteristics. For example, open areas for team meetings may be surrounded by semi-enclosed or enclosed spaces (particularly against walls) to provide more secluded working environments. However, with the small space, it may be required that employees work in the same, or at least similar, locations daily.

The GPT Group offers non-assigned seating through the ability to choose different sections of the office in which to work. This was done despite the consolidation of staff into a limited number of floors from several levels. Consolidation meant that more efficient use of space could complete the same amount of work, as emphasised through ABW. For instance, the company designed different themed areas, allowing employees to determine what area suited them the best, not only in work tasks but personality as well. The themed areas include quiet spaces, rooms with technology facilities and collaboration spaces. Through the consolidation space, workers have had to work in closer areas, but have greater opportunities for both individual and team work using multiple work sections. The double staircases are important because they allow for openness, which promotes non-assigned seating because it encourages circulation of employees, allowing them opportunities to work in the place that best meet their needs. This is done through producing an inviting workplace, promoting opportunities for meeting current needs and being accountable for completing work tasks assigned.

6.2.2. Variety of Workspaces For these five companies, upper management (such as CEOs and executives) commonly share the same workspace options as other employees. Because of NAB's triangular shape, it was possible to maintain the confidentiality that is necessary for business activities by using the corners of the triangle to provide open areas for team meetings, yet also allow for private, quiet areas using semi-enclosed areas in the corners of the triangle (Keighman 2014). For organisational purposes, there are enclosed places and team areas, which are scattered around the floor plate to break the massive scale of the building. This is done through providing placings in strategic locations of the facility. Specifically, the corners and walls of NAB were beneficial for providing enclosed areas and areas for team meetings.

BHP Brookfield Place offers a similar variety of workspaces as NAB. For example, there are lounges, staff kitchens, team zones, meeting spaces, and quiet areas. With this variety of workspaces, the owner of BHP Brookfield Place can meet the goals of creating collaboration and sharing knowledge. This is possible because of the wide range of spaces available for work. For instance, team zones, lounges, staff kitchens, and meeting spaces are all areas where communication can occur within

62 the organisation. These areas are used to provide different vantage points, as well as opportunities for meetings with co-workers, allowing for knowledge exchange.

The Woods Bagot Sydney Studio provides a variety of workspaces through the facilitation of meeting spaces for interaction and projects, enclosed areas, and creative areas. These areas facilitate a variety of task completion opportunities. For example, client meetings can be held in enclosed areas while at the same time, conferencing with team members in different locations can be held in similar areas, even in smaller offices.

Fujitsu also offers a variety of workspaces. The company utilises spaces known as ‘bump space,’ which are areas where there is intersection between work points which are designed for employee engagement (Woods Bagot 2015a: 1). Work points are found around the staircases, which also create 'bump spaces,' allowing for circulation of employees and opportunities to exchange information. Furthermore, meeting areas are clustered around the staircase to foster the sense of community, which can also increase collaboration and teamwork. The staircase also allows passageway for employees to access the kitchen so they can get a cup of coffee or a snack (Woods Bagot 2015a: 2).

The GPT Group also offers a variety of workspaces through the utilisation of staircases. They lead to formal and informal meeting spaces, quiet rooms, and large informal rooms for impromptu meetings and can be found on all levels of the facility. The staircases offer easy access to each floor, representing availability and generating camaraderie among employees. Thus, the company shows organisational change through flexible working and the provision of different workspaces to meet a variety of needs (Woods Bagot 2015d: 1).

6.2.3. Flexibility of Workspaces

Figure 28: NAB Level 14 Floor Plan (Theresianto 2015: 1)

NAB offers flexibility of workspaces in different ways. The roof of the NAB building is a significant example of the overlapping of workspaces. The roof of the NAB building focuses on outdoor space use and external views. The curved path starts at the top corner of the gathering area that is designed for purposeful interaction, as shown in the top corner of the preceding figure and leading down to the bottom corner. The path is useful in breaking up this open area into smaller gathering spaces. At the same time, the path progresses along the roof to intersect different spaces, such as the sitting areas. Since there are no walls, the space is flexible in that it can be designed to meet changing needs. There are different spaces available for employees that have different needs for specific tasks. On level 11, for example, breakout spaces are evident using closed areas (such as the points of the triangular site) for secluded private meetings and individual tasks, yet most the remaining floor area is open. Other floors follow the same type of design, prompting closed spaces to be along walls and/or near the triangular points.

BHP Brookfield Place also offers flexibility of workspaces, particularly through the interconnected staircase. Since the floor plan is designed to be open, it is possible to create new workspaces as the need arises. For example, if more enclosed areas are needed, they can be provided through removable partitions or walls. Furthermore, the openness of the current floor plan is useful in that it can adapt to changing needs without requiring structural changes.

Woods Bagot Sydney Studio offers flexible workspaces. For example, the reception area of the company also doubles as space for exhibitions and social spaces. In other cases, the open-access kitchen doubles as a bar. This allows for meetings with teams and places for knowledge sharing.

The design of Fujitsu facility is flexible in a variety of ways. For example, the design allows for open and closed spaces. The use of these spaces is important because it allows different needs to be met through the provision of different areas. Private meetings can be conducted in enclosed or semi- enclosed areas. Team collaboration can occur in public meeting areas. Furthermore, there are few segregated offices and the company provides greater inherent flexibility for users on how it conducts its business.

The GPT Group offers workplace flexibility through the utilisation of staircases. The staircases offer easy access to each floor, facilitating availability and camaraderie among employees. Thus, the workplace design represents flexibility to meet organisational change (Woods Bagot 2015d: 2). With the different areas in GPT Group, it is then possible to modify each of these spaces to meet different

needs, such as the creation of enclosed spaces. In other cases, modifications can be made using moveable walls, pathways and visually different areas.

6.2.4. Breakout Spaces NAB offers breakout spaces in different locations on all floors. However, some floors are planned primarily with breakout spaces, whereas others offer a mix of areas. Overall, it is shown that the mixed floors are arranged in sections, with breakout spaces and quiet spaces at opposite ends of the floor. For example, on the roof of NAB, it is possible to find gathering places with teams within breakout spaces, yet there are also semi-private and private meeting areas.

BHP Brookfield Place offers breakout spaces through the provision of relaxation areas, quiet private workspaces, meeting and reading areas, lounging areas, areas for meals, and the staff kitchen, which are distributed across different floors. Although all floors offer some type of relaxation area, not all floors offer meal areas, a staff kitchen, gym, or child care. Some, especially the latter three, are confined to specific floors. For many floors, the different spaces are based along the walls or on opposite ends of the facility. For example, one half may have quiet places, followed by semi-enclosed spaces, and the opposite end may have meeting areas and open areas.

The Woods Bagot Sydney Studios offers studio pods (quiet areas) and communal tables, primarily in the creative areas noted on the floor plan. Furthermore, the company focused on the use of indoor plants, colour, sound, and quiet spaces. This was done to promote flexibility within the company and an informal ABW design (Woods Bagot 2012a: 1). It also meets the needs of employees because it helps address different personalities amongst the employees. For instance, an introvert would likely appreciate quiet places. An extrovert may appreciate areas with more noise and/or colour. The use of plants is beneficial because it breaks up these areas into distinct sections.

Fujitsu has breakout spaces known as 'bump' spaces, located around the stairwell, which involve areas for lounging, meals, and general meeting spaces. As a result, employees can collaborate on ideas, allowing for teamwork to occur (The ArchDaily 2015: 1). GPT Group offers a variety of breakout spaces through the provision of lounges and other open areas on all levels. This was done to allow for greater collaboration and knowledge sharing. All of these companies offer breakout spaces throughout their structures, which have been shown to be valuable to the success of ABW implementation because it provides areas for employees to relax, allowing opportunities for reflection and perhaps new knowledge to be developed (The ArchDaily 2015: 2).

6.2.5. Flexibility for Future Fit Out NAB has shown flexibility for future fit out. For instance, if more enclosed spaces are needed, those can be accommodated. However, to remain flexible, the company will wish to consider the utilisation of removable walls. This will allow for more open areas and greater numbers of closed areas (as needed). The use of non-assigned seating is beneficial in this context as well since flexibility is enhanced through non-assigned seating, allowing different areas to be re purposed for different reasons and the company can meet changing needs. Futuristic thinking is also evident in the flexibility in different workspace designs. For instance, although the roof has a curved path, the areas around the path are not definitively dedicated, which allows opportunities for these spaces to be established for specific purposes at a later time, should they be needed.

BHP Brookfield Place offers flexibility for future fit out through the allowances of the open space. This space is important because it allows the company to adapt it for future business operations. Moreover, long tables allow employees to ‘slide in’ on an ad-hoc basis. The company can utilise this space to meet changing needs and goals through the inclusion of more closed spaces and greater enhancement of open spaces to spark creativity.

The Woods Bagot Sydney Studio offers flexibility for future fit out through expandable, flexible, and movable meeting rooms. This was done in order to promote more collaborative working. Since much of Fujitsu’s facility is open, there is ample flexibility for future fit out. There are few enclosed offices. Therefore, the open space can be readily converted to meet the company’s changing needs. The organisation can prepare for future changes through changes in technology.

The GPT Group is prepared for future fit out through the use of technology in order to equip themselves with new ways to work. Flexibility is shown through technology and the provision of open areas so companies like GPT can use technology to meet changing needs and expectations. At the same time, these companies all use removable walls and half-walls that are specifically designed to meet the demands of employees. The approach also allows for changing designs.

Some companies also utilise plants as a way to develop divisions or boundaries. These are also movable, increasing flexibility in design. However, it is noted that those facilities that centre on staircases may experience less flexibility than other spaces because of the rigidity of these structures. For example, the company has had to place kitchen amenities on multiple floors in order to ensure employee needs to be met. The company is also able to offer future fit out due to the ability to adapt to changing needs through open plans. Thus, the company can provide enclosed areas, should they 67

become needed, or semi-closed areas. At the same time, using removable walls, areas can be opened for other needs.

6.3. Casual Effect of Various Companies and ABW The implementation of ABW has had a profound effect on NAB. In fact, NAB has focused on the implementation of changing company goals to achieve desired objectives (Woods Bagot 2015d: 2). The most important difference is that the building is designed to facilitate the sharing of ideas that can lead to innovations, in comparison to lack of opportunities to have creative flows while in the workspace. However, it is suggested that for innovation to occur, barriers must be removed and mobility must be increased to provide choices of workspaces. Thus, the move from fixed workstations to flexible and digital mobility inspires evolutions of new workspaces, allowing employees to be empowered to work depending on their task, mood, age, or gender (McGillick, 2014a; Woods Bagot 2015d). Thus, historical limitations are removed. There are formal and informal work spaces, which include meeting rooms, video conferencing rooms, quiet rooms, work booths, collaboration tables, team huddle spaces, and areas to allow for spontaneous virtual or physical meetings (McGillick 2014a; Woods Bagot 2015d). With the addition of these areas, it is possible for creative thinking and innovation to occur through the provision of different workspaces.

BHP Brookfield Place experienced changes in working through the establishment of flexibility in collaboration and knowledge sharing (Council on Tall Buildings and Urban Habitat 2012: 1). For instance, the facility provides a welcoming environment for pedestrians, clients, and employees through the provision of paving, furnishing, and finishes that are of high quality, as well as through the provision of shading that comes from the trees that line the area between the lobby and heritage buildings, which provides interconnectivity (Hassell 2015: 1). The same type of interconnectivity is found from the heritage courtyards to the lower levels of the heritage buildings. This has created alfresco spaces outdoors that are shielded from natural elements of wind and sun, providing a sense of security for employees (such as from the elements of weather) (Hassell 2015: 1). This interconnectivity is important in accomplishing business activities, because the open plaza spaces and artwork elements are placed strategically to encourage activity and increase vibrancy within the site (Hassell 2015: 2).

The Woods Bagot Sydney Studio prides itself on 24/7 innovation. It is known for its agile team of employees (Woods Bagot 2012a: 1). Therefore, the company encompasses many different facets of ABW to accommodate the hours spent at work joyfully. Thus, the studio is designed to be considered home by making it a space that is warm and inviting for employees. The intention is to improve the

quality of life for both employees and customers (Woods Bagot 2012a: 1). To do this, the company focused on creating an environment that combines elements of both indoors and outdoors. Due to the dynamic opportunities in the workplace the company has created, the company has could create innovative ideas for architectural projects and research.

The entire facility embodies elements of display and discussion which focuses on benchmarking current projects against the success of previous projects (Woods Bagot 2012a: 1). This has resulted in the creation and display of different artefacts, suggesting that the studio has become an exhibition of previous accomplishments by the company. By this benchmarking process against previous accomplishments, the company focuses on fostering research and development so that clients can engage in the design process and the creation of the final product (Woods Bagot 2012a: 1).

The design of Fujitsu HQ was influenced by the company’s Japanese origins. This was done using origami-like motifs, as well as the use of traditional block print patterning and tonal timber laying (Woods Bagot 2015a: 1). The company encompasses five floors, creating a workplace that is connected and energised to focus on employees and customers (Woods Bagot 2015b: 1). The building was designed to be agile to offer collaborative and flexible ways of working. In fact, agile working is the core principle of the company, allowing for an output-driven management. Thus, technology can be incorporated into meeting spaces, which encourages staff to adopt flexible working (Woods Bagot 2015a: 2).

The focus of the GPT Group was to provide sustainable fit outs, from levels 50 to 52. In fact, the company utilised open-plan common areas that were designed to be airy using picture-postcard windows. This created the atmosphere of a trendy cafe or club rather than office. At the same time, the layout of the office and design are sustainable (which allows for continued use) and functional to allow for future fit out, which emphasises the use of innovation, design, technology, and establishes behavioural changes within the organisation, designed to reduce the size of the facility from five floors to three, as well as highlight the company's expertise and leadership (Green Building Council of Australia 2012: 1). The ABW design is instrumental to the growth of the business and performance optimisation through the provision of a range of work settings that are technology and task oriented. As such, there are concentrated private spaces, team spaces for collaboration, and meeting rooms (World Architect News 2011). This is not your writing – needs quote and page number – in several places above too

All five of the common ABW characteristics are shown in BHP Brookfield Place. For instance, the facility provides a welcoming environment for pedestrians, clients, and employees through the provision of paving, furniture, and finishes. There is also shading from trees, found between the tower lobby and heritage buildings (Hassell 2015: 2). Other connections are found using bridge elements between the podium and ground levels, enhancing the originality of the space.

The focal point of the Woods Bagot Sydney Studio is on displaying previous works and discussing them, which resulted in a specific culture designed to promote dialogue between groups and clients. The focus also revolves around quality of life at work. The company embodies this partly through the provision of localised task lighting to reduce eye strain. The quality of life emphasis is improved through recycling furniture to reduce the carbon footprint, benefiting the environment. Other tactics to increase quality of life and emphasize collaboration involved removing the executive office from the office perimeter and walled meeting rooms for general access to natural lights and park views, yet provide privacy for meetings as needed.

To create an ABW environment, Woods Bagot worked with Fujitsu to ensure that seamless integration occurred between the design and building base (Woods Bagot 2015a: 2). For example, the designers used materiality to link the facility transitioning the public areas in the building lobby into work areas (Woods Bagot 2015a). The zones are broken into neighbourhoods to emphasize the use of sit-to-stand work points, quiet spaces, and zones for collaboration (Woods Bagot 2015a: 1). Thus, employees have choices in where and how they work. The versatility of these components will allow the company to adapt to future needs.

The GPT Group achieved ABW effectively by offering an innovative design, providing flexibility in its platform to reinvigorate the business. In fact, through Woods Bagot's design, the company enjoys a non-allocated and task-oriented environment specifically designed to integrate technology into a variety of work spaces to allow for task diversification (The ArchDaily 2015: 2). With the three-dimensional stack, the company was able to “free itself from the constraints of a central core building. For example, the company introduced two stairs to promote interaction and ease of access. The north stair is reserved for client experience, whereas the south stair is part of the employee work experience” (The ArchDaily 2015: 1). This involved remaining authentic to the base building, showing how the prior building aesthetics influenced ABW implementation (The ArchDaily 2015: 3).

6.4. Implications for Future Interests The case studies suggest that there are implications for future fit outs in relation to ABW implementation. The companies that adopt ABW will face changes within their organisations, albeit in different ways dependent upon their industry. Furthermore, the evidence portrayed shows that ABW changes are more likely to occur in moderately sized companies, which may enhance profitability for these companies, most of which are within the banking and finance industry. However, those companies that adopt ABW typically have lower overhead costs (such as lowered utility costs), which support the assertion that profitability increases for these companies through reduced expenses. Indeed, ABW may make companies even more competitive within the global marketplace, especially as adopting companies tend to look very favourably on the value of technological advancements.

Some companies across the different industries embrace ABW characteristics more than others. It is reasonable to assume that other companies within these industries might be receptive to ABW adoption because their peer companies appear to be succeeding. Furthermore, the companies that adopt ABW offer consistent patterns of similar, if not identical, characteristics: non-assigned seating, variety of workspaces, flexible workspaces, breakout spaces, and flexibility for the future. At the same time, floor area sizes, workplace culture, and business objectives may influence the extent to which adoption of these primary ABW characteristics take place.

6.5. Chapter Summary This chapter focuses on the qualitative research undertaken through the case studies found in Appendices B through F. It considers the similarities, differences, and versatility of ABW. NAB utilises non-assigned seating using public and semi-private areas. Creativity is potentially fostered through the different types of workspaces. BHP Brookfield Place offers a similar option that uses mixed-use areas that are designed to meet a variety of needs. This offers opportunities for collaboration. Although Woods Bagot Sydney Studio does not offer non-assigned seating, it offers creativity opportunities in different ways, such as flexibility. The final chapter concludes the thesis and provides recommendations for future actions.

Chapter 7: Conclusions 7.1. Conclusions When ABW is implemented in an office, the employees share all spaces. This contrasts with the Hubbard (2014: 8) belief that ABW is an amplified form of hot-desking. The reality is that companies that utilise ABW allow employees to choose workspaces based on their current needs. This is beneficial from a spatial as well as furnishing viewpoint, as traditionally desks are only used for approximately 52% of the workday as reported in 2014 to a study conducted by researchers analysing workspace usages (Hubbard 2014: 8). Employees in an ABW environment are working in different ways to create improved end-results, which has resulted in innovative changes occurring within a company such as the inclusion of technology-based workspaces, adapted to meet employee needs.

Prior to this study, there was limited scholarly research regarding ABW in an Australian context. Despite the lack of scholarly information, ABW is consistently emerging as a major form of office design. The study is significant because it provided an understanding of office design evolution, as well as the concepts and characteristics of ABW that can best serve a company. Therefore, it was determined that the analysis of Australian corporate offices would be highly beneficial because Australian corporate offices are closely related to European corporate offices, which are at the forefront of the ABW movement.

The ABW movement was initially influenced by Taylorism because the latter was designed to increased efficiency. It has been suggested that efficiency is a driving force behind ABW implementation. Although Taylorism had departmental hierarchies, ABW differs in that it emphasises teamwork, as well as meets the social needs of employees to a degree.

After Taylorism, corporatization had an influence on ABW. Through corporatization, it was found that the traditional office design tends not to facilitate innovation and creativity, leading employers to search for a better way of doing things, including emphasising the need for an open floor plan. ABW differs from corporatization since it shows that open floor plans can benefit organisations through the provision of workspace flexibility and versatility. In fact, Bürolandschaft emphasises flexibility and open floor plans, characteristics which have continued in modernised ABW techniques and which are instrumental in the success of many organisations that have adopted ABW design today.

With these modest beginnings, five specific characteristics of ABW have materialised: unassigned seating, workplace variety, workplace flexibility, breakout space availability, and future workplace flexibility. For example, as no employee can 'own' any particular space within an ABW 72

workplace format, flexibility is enhanced because all office spaces are designated to meet a variety of needs. Sharing is expected to increase opportunities for individual productivity, as well as opportunities for improved teamwork because ABW helps employees to think about their tasks and how best to complete them. ABW has led to increased employee engagement and creativity, which has the effect of encouraging an increase in profits and a decrease in costs, such as utility costs (Stewart 2011: 2). ABW also represents empowerment for employees, especially in consideration of how tasks are completed, as well as provides increased accountability, creating teamwork and leadership opportunities (Shave 2011: 2).

The most ABW implementations have occurred in Sydney and Melbourne. Melbourne, the second most common city for ABW implementation, has less than half the activity of Sydney. Thus, it is suggested that the size of the city affects the rate of ABW adoption. It is suggested through research that the banking and finance industry is well-suited to ABW implementations due to significant technological advancements. Since this industry has a significant amount of securities needed to protect both the contents of the company and the clients themselves from physical theft and data theft, it is common for the banking and finance industry to have the most up-to-date technological innovations available. Thus, it can use these technologies found throughout the company to implement ABW. However, it is also seen that the legal industry is increasing its ABW project implementation as well. This suggests that some conservative industries (such as highly regulated industries) are starting to embrace innovation. Based on this knowledge, it could be maintained that ABW adoption depends upon the diversity and flexibility of the industry.

Companies that adopt ABW offer consistent patterns of similar, if not the same, characteristics. At the same time, floor area sizes, workplace culture, and business objectives may influence the way in which these primary ABW characteristics are implemented. This means that the ABW implementation is not homogeneous for all organisations. For example, not all organisations will implement all characteristics of ABW, but will implement the characteristics that best meet their needs.

ABW has proven to be extremely versatile and resilient in a variety of situations. The companies that engage in ABW adoption will face changes within their organisations, albeit in different ways dependent upon their industry. With an emphasis being placed on activities within the workplace, employees experience the freedom and empowerment that allows them to make decisions that affect how they complete their tasks. In this way, accountability is enhanced. At the same time, corporate risk is increased because companies are anticipating that employees will be able to ensure all

necessary tasks are completed as required on schedule. Through placing emphasis on activities within the workplace and making employees accountable for their tasks, it is shown that employees are working in different ways to create improved end results. It has resulted in companies finding new ways to complete common tasks to meet the goals of the company. All these changes in working arrangements have allowed for numerous changes to corporate structure and workplace culture. Thus, it is evident that ABW must be individualised for each organisation, although it is based on the same principles.

The case studies suggest that there are implications for future goals and business objectives in relation to ABW implementation. This may be considered especially important in times of technology advancements because the introduction of new technologies may be costly to the company. At the same time, technology is commonly expected to decrease costs to the company in the long run. However, ABW may make companies even more competitive within the global marketplace. This is because those companies that participate in ABW commonly engage in more innovative activities to conduct business.

7.2. Research Limitations The research is limited in several ways. To begin with, the study only considers Australian companies. Since the movement has only recently begun taking hold in Australia, this may not provide a wide enough range to determine the most common characteristics of ABW. At the same time, although 60 studies were used for the quantitative analysis, only 5 were used for the qualitative analysis. This may have had an impact on the conclusions, especially as the results were company specific.

7.3. Study Recommendations It is recommended that a definitive definition be developed for ABW. This can be used as a standard for ABW adoption within Australia. Other companies can follow this guideline to comply with standards, which can be useful in ensuring competition remains fair. Furthermore, if ABW standards are determined through this dynamic environment, then organisations can see what has and has not worked for other organisations within the same or similar industries. Thus, regulatory bodies can show ABW trends and make information available for interested parties.

7.4. Future Research It is recommended that additional studies be conducted to explore other influences of ABW. These studies are summarised as follows: 74

1. An investigation of why companies in smaller towns with a smaller customer base have not embraced ABW.

2. It would be useful for stakeholders to examine ABW implementation in depth in several respects, to show how the workplace culture changes because of project adoption and what still needs to be changed. Further analysis needs to be undertaken in the context of the financial costs and benefits and the rewards of ABW implementation which are difficult to quantify such as reduced utility usage and savings.

3. The case studies suggest that there are implications for future fit outs in relation to ABW implementation. It would be very beneficial to explore the impacts of significant changes in employee’s numbers – either increases or decreases – on corporate performance.

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Appendix A Appendix A contains the information that provides quantitative data for Chapter 5.

Year Project Details ABW Characteristics Additional Characteristics 2007 Janssen-Cilag Designer: Facilitating variety of Sharing of natural light and Futurespace work spaces - Multi- views functional break out, training and meeting area City: Sydney Flexibility of work spaces - Avoid fixed walls for more flexibility without impact on lighting and air-conditioning; Flexible partitions such as screens and pods Size (square Breakout spaces – metres): 3,000 Breakout areas extended to the ‘winter garden’ Business Sector: Future workplace Healthcare flexibility - Highly flexible system for future way of work Source: (McGillick 2008a: 52) 2007 KPMG Designer: Hassell Facilitating variety of Spread over five levels work spaces - Provide variety of rooms and workspaces to have views City: Brisbane Break out zones - more Can accommodate up to 500 generous staff areas staff when needed Size (square Future workplace Focus on colleague’s metres): 6,035 flexibility - Keen on engagement future-proofing beyond ten years of their tenancy by focusing on flexibility of fit out Business Sector: Banking Source: (McGillick 2008c: 2011) 2007 Optus HQ

Designer: Hassell Facilitating variety of 6500 employees work spaces - Variety of personal and collaborative work spaces City: Sydney Flexibility of work Campus planning of six spaces - Staff evaluate buildings variety of workstations with the focus on flexible, robust, and aesthetically pleasing Size (square Breakout spaces - Urban community clustered metres): 84,000 Amenities such as around village square childcare centre, gym, basketball court, and retail and food outlets Business Sector: Largest corporate campus in Telecommunications Australia Source: (McGillick Emphasize (square metres) 2008b: 149) connectivity between buildings Boulevards punctuated by town squares Staircases for vertical connectivity Extensive process of consultation with Optus staff Emergence of knowledge worker - individuality, creativity, difference, and merit Promote socialisation and engagement Workplace design to break down silos 2008 Commonwealth Bank Designer: Davenport Unassigned seating - Corporate campus planning Campbell moving people, not desks; team zones City: Sydney Facilitating variety of Collaboration with various work spaces - Variety of stakeholders open plan and quiet spaces

Size (square Flexibility of Focus on linking three metres): 23,300 workspaces - work buildings together - single zones; Adaptable to unifying atrium accommodate influx of people in short notice Business Sector: Break out area planned Optimal use of natural light Banking around an internal garden Source: (McGillick Future workplace Generates a mood for 2008e: 2011) flexibility - future- collective activity proofing allowing for changing needs Intermittent large number of visiting employees Restricting security to the ground floor and allowing free movement to the rest Adopted domestic design cues 2008 Deacons Designer: Carr Flexibility of work 1800 floor plate Design Group spaces - flexible, adaptable module that could interchange between offices, open plan work settings, meeting rooms and support areas as required City: Sydney Future workplace Four-floor refit flexibility - Flexibility was imperative given the client's inherent need as lawyers for a degree of caricaturization and privacy, balanced with team-based activity; fully flexible work plate Size (square Curved floor plate metres): 7,200 Business Sector: Replicate the rhythmic Legal repetition rather than try to be square-like Source: (Barton Radial pattern layout 2008: 187)

More open, egalitarian, and contemporary workspace, democratisation of views 2008 Geyer Designer: Geyer Facilitating variety of Strategies to keep the work spaces - Large workplace operating tables double as both through the major client and staff renovation meetings; Empowering people with the choice to work by facilitating variety of workspaces City: Melbourne Breakout spaces - Everything is on view in one creative and team large studio space spaces Size (square Clusters of workstations metres): 2,000 with scattered tables maximising natural light Business Sector: Architecture Source: (Pascoe 2008) 2008 MLC/NAB Designer: Design Unassigned seating - Consolidation of various Inc. team zones satellite offices City: Sydney Facilitating variety of Transparent, innovative, and work spaces - Lockers flexible organisation with a and 'ad hoc' meeting and team-based, highly work rooms are interactive approach provided for staff and visitors alike Size (square Flexibility of work Maximise the use of natural metres): 9,000 spaces - Informal light meeting areas separated mainly by loose furnishings Business Sector: Break-out spaces are Accommodate the rise of Banking hubs linking the work the 'transient' or 'nomad' areas; workers Budget: $23 million Amenities such as café and commercial kitchen Source: (McGillick 2008f: 185) 2008 Morningstar Designer: The Facilitating variety of Spread over 2 levels World Is Round work spaces - private meeting spaces 90

City: Sydney Flexibility of work Adhere to single standard to spaces - No enclosed its global network of offices spaces apart from meeting and training room Size (square Breakout spaces Circular floor plate metres): 2,064 Business Sector: The curved walls demanded Banking tapered joinery and meticulous construction

Source: (McGillick Maximise its 360 degrees’ 2008d: 175) view Emphasize on flexibility of workspaces and sound absorbent materials Non-hierarchical, relaxed, professional 2008 Parramatta Justice Building Designer: Bates Breakout spaces - Smart encourage interaction between staff City: Sydney Future workplace 10 storey atrium links the flexibility - Open core with the office levels flexible floor plate with the potential for greater connectivity between staff by detaching the lift and services core Size (square Atrium double to draw light metres): 24,718 into the building and extracting air for ventilation Business Sector: Mix of semi secure areas Legal and fully secure work zones

Budget: $70 million Rectilinear geometry Source: (McGillick 2008b: 149) 2008 Stockland Designer: BVN Facilitating variety of 1300sqm floor plates work spaces - Freedom and collaboration throughout the workplace; adapt to different way of work

City: Sydney Flexibility of 650 workers workspaces - interconnecting stairs with 8.5x5.5 metres void spans 8 floors of the tenancy Size (square Consolidation of three metres): 10,000 offices Business Sector: Focus on visibility and Construction inter-connectivity Source: (Ferguson Destination floors to 2008: 149) encourage movement between floors Egalitarian, unity, transparency, functionality, innovation, and community 2009 American Express Designer: Geyer Unassigned seating - Get a firm understanding of Offers work area the business and strategy without a permanent desk; More people are working remotely and according to flexible hours City: Sydney Flexibility of work Encourage collaboration spaces - Flexibility and between staff of different elasticity of space business units Size (square Breakout spaces - Build closer relationship metres): 13,475 Generous lounge area with their clients, enabling them to come to the office and feel comfortable, interact with the staff, and feel part of the organisation Business Sector: Future workplace Sense of transparency in the Banking flexibility - flexible interior working methods for unknown future work requirements Budget: $15.4 Encourage collaborative million working methods Source: (McNabb Breakout space 2009: 99) 2009 Lend Lease Designer: Hecker Facilitating variety of Staff enjoy larger desks of Phelan & Guthrie work spaces - Variety of 2.7 metres width and ample and WHO Design spaces to work in, leg room creating options is

essential

City: Melbourne Flexibility of work Treated each pod more like spaces - Subtle divisions a dining room at home - within the space pendant lights over tables Size (square Future workplace Embedded with personal metres): 10,494 flexibility - Open plan storage offices extending the entire length of the building Business Sector: Construction Budget: $5 million Source: (Crafti 2009a: 117) 2009 Red Bull Designer: Sheargold Facilitating variety of Old linseed silo building Design work spaces - open and closed areas work options; workstations City: Sydney Flexibility of work Reflects on youth, vibrancy, spaces - silo and high energy and focuses transformed into on human experiences exhibition space; breakout spaces linked via a staircase and upstairs deck Size (square Breakout spaces - Youthful interior such as metres): 2,800 Amenities such as snow board table, surfboard basketball court and light and skateboard wheels functional library; meeting rooms Business Sector: Future workplace Retains several closed Food and Beverage flexibility - Wide offices, most workers are in boulevards also provide open-plan workstations future-proofing - ample space for more workstations to be added Source: (Craswell 2009a: 148) 2009 South Australia Water

Designer: Hassell Facilitating variety of 900 staff work spaces - Occupy first 8 floors with customer service, learning centre, laboratory, and administrative areas; Encouraging staff to move between floors to utilise kitchen and meeting spaces and other activity zones City: Adelaide Flexibility of work Challenge of spaces - Deliberately institutionalised, dispersed blurring the traditional and ageing organisations spatial demarcation between service, laboratory, and write-up areas to create less technical and more workplace-focused spaces Size (square Breakout spaces - Workplace consolidation, metres): 880,000 informal breakout areas attracting new workforce scattered throughout demographic and environmental responsibility

Business Sector: Democratic interior Government Source: (Cys 2009: Workplace interaction and 109) collaboration fostered No individual offices and only one type of task chair and one type of workstation for all members who are mostly located at the perimeter of work areas Water saving and recycling initiatives Water imagery interior 2009 Wesfarmers

Designer: Woods Facilitating variety of Four floors Bagot work spaces - Operable wall which separates the main boardroom on Level 10 with the café area can be opened out to form a seminar or function space City: Perth Flexibility of work Open the space by moving spaces - Flexible open to the core of the building work space for easier access to each other; Reduce the number of enclosed offices; Clustered workstations to facilitate teamwork; Booths for individuals to complete focused tasks with minimal distraction and acoustic privacy Size (square Centralised staff utility areas metres): 2,800 Business Sector: Consultative process and Diversified stakeholder engagement Source: (Kamovski 2009) 2010 Abigroup Designer: Cox Facilitating variety of Connectivity between inside Rayner work spaces - and outside Workplaces are open, with several staff coffee hubs provided for retreat and meeting. City: Brisbane Flexibility of work Executive offices line both spaces - Flexibility, sides of the open versatility, and workspaces, but are explorative workplace transparent Size (square Breakout spaces - Café 4-star green star and 5 star metres): 4,766 breakout areas open to NABERS rating veranda Business Sector: Open space encourages Construction social atmosphere Budget: $11 million Source: (Craswell 2009b: 100) 2010 Aegis Media

Designer: Incorp Facilitating variety of Relaxed interior with work spaces - Places for domestic feel meetings or quiet contemplation City: Sydney Flexibility of work Family of 'eclectic' spaces - Relaxed furniture'. informal workplace Size (square Simple dining table and metres): 2,707 chairs with blackboard nearly Business Sector: Workplace environment Media target minimum of 4-star green star rating Budget: $2.7 million Automated management of lighting and general office power Source: (Craswell 2012: 102) 2010 AMP Designer: Gray Facilitating variety of 800 square meter floor plate Puksand work spaces - Quiet rooms scattered around the neighborhoods while overcoming the privacy challenges presented by 120 degrees’ workstations City: Melbourne Flexibility of work Workshops and stakeholder spaces - Staff wanted to engagement be near windows, to access everything that they needed quickly, and for each of the distinct business within the company to have a sense of privacy Size (square Future workplace Establish what was metres): 3,800 flexibility - provision important in the new space for hot desk area and what it felt amiss at its former abode Business Sector: Removing vertical Banking segmentation imposed by previous building Budget: $4.5 million Create areas of 'neighborhoods’

Source: (Hearn Reflect different aspects of 2009: 94) the business yet at the same time yield some intimacy

Foster interaction and a sense of community Creating a sense of walking through the lane ways of European village AMP corporate color scheme and furniture determined the color palette of the workspace zones and so the design layout assumed greater significance in defining the space 2010 Norman Disney and Young Designer: E+ Flexibility of work Addition of two level (800 Architecture spaces - 4 rectangular square meters each) workstations; have 1 table in the center for collaboration or spreading out plans City: Melbourne Breakout spaces 160 staff Size (square 5-star rated building metres): 4,000 Business Sector: Wanted the interior to have Engineering an industrial aesthetic Budget: $12 million Central staircase as the focal point Source: (Crafti Expose services in the 2009b: 78) building - mechanical, electrical, or hydraulic keeping with the industrial aesthetic. In addition, as a constant reminder of what the company is about. Boardroom on top floor to maximise views Striving for green environment, without the usual maintenance Two plants for every staff member to absorb carbon dioxide in the air 97

Being collaborators made the proves that much smoother as they are aware of the mechanics of the design 2011 BVN Studio Designer: BVN Flexibility of work General shift with focus on Architecture spaces - Large single innovation and creativity open plan space - create through informal smaller 8 blocks with 4 communication clusters of workstations City: Sydney Breakout spaces - Walls are reserved for Kitchen as attraction democratic access to views zone for visible gathering Size (square Future workplace metres): 2,000 flexibility - Reconfigurable office for the future Business Sector: Architecture Source: (Craswell 2011: 99) 2011 Deepend Designer: The Facilitating variety of Small floor plate World Is Round work spaces - Zones for collaboration; Ground level devoted entirely to production aspect of the business; Café replaces conventional desk by allowing staff and client to interact in a relaxing, informal atmosphere City: Sydney Flexibility of work Two level office space spaces - Workbench system allows for an elastic project team, allowing freelancers to slide in Size (square Future workplace Clearly created as a design metres): 627 flexibility - flexibility to studio suits the changing needs of such as dynamic, contemporary group Business Sector: Fluidly connecting the two Media floors in a coherent manner

Budget: $600,000 Sense of flow between different zones Source: (Nelson Two smaller enclosed 2010a: 114) offices to ensure privacy 2011 Westpac Contact Centre Designer: Geyer Facilitating variety of Café and communal kitchen work spaces - Alternate for social interaction with workspaces casual furniture to unwind

City: Sydney Flexibility of work Domestic aesthetic spaces – there is a distinction among zones: for workspaces (work); for shared space, encouraging collaboration and interaction between colleagues (play); and for personal retreat (pause) Size (square Future workplace Low screens divide metres): 9,025 flexibility - workplace workstations, making spaces to accommodate not appear more open but still only the comfort and allowing enough privacy needs of all employees, and separation for phone but also rapidly calls to clients changing business pressure Business Sector: Encourage employees to Banking move between floors every meeting space is unique Source: (Nelson 15 different rooms, all of 2010b: 141) which are defined by individual themes, promoting choice of specific work environments 2012 Cochlear HQ Designer: Geyer Facilitating variety of Houses all aspects of work spaces for Cochlear's business - transient visitors and manufacture hearing permanent staff implants on site City: Sydney Future workplace Hearing precinct linking flexibility - Designed academia, business, and for future growth medical Size (square metres): 24,000

Business Sector: Healthcare Source: (Nishi 2012) 2012 Coda Studio Designer: Coda Facilitating variety of Spread over two floors Studio work spaces - downstairs zoned for social, upstairs zoned for work City: Perth Breakout spaces - social Significant growth - zone maintaining domestic feel Size (square Future workplace Careful attention paid to metres): 200 flexibility - Removable sound, temperature, and the precinct for changing general ambience of the projects studio Business Sector: Architecture Source: (Churchill 2013: 96) 2012 GPT Group Designer: Woods Unassigned seating - Spread over three floors Bagot Select their own work (51- 53) setting everyday City: Sydney Flexibility of work Consolidate staff that were spaces - sculptural spread over several floors stairway curves over three floors as a focal point Size (square Facilitating variety of Reuse existing fit-out as metres): 9,000 work spaces - Variety of much as possible meeting spaces, from formal, corporate spaces to more casual spaces; From quiet rooms to informal open areas for impromptu meetings Business Sector: Future workplace 70 % less energy usage Construction flexibility - technology to equip new opportunities to work Source: (Craswell Irregular octagon - unusual 2012: 102) floor plate 2012 Hub Melbourne Designer: Hassell Unassigned seating 600 workers

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Size (square Flexibility of work Promoting innovation metres): 600 spaces - Everything can through collaboration and be moved at will, within cross fertilisation of ideas the bounds of community etiquette Business Sector: Spurred by surge in Co-working freelancers Source: (Baumgart Intentionally intense, dense 2013: 110) and diverse 2012 J.P. Morgan Designer: Geyer Unassigned seating Occupy level 8-21 City: Sydney Facilitating variety of Consolidate 3 existing work spaces - locations Collaborative hubs for socialising and meeting and Collaboration pods for team work Size (square Flexibility of work Create opportunities for metres): 18,000 spaces - priority of collaboration and innovation efficiency and flexibility Business Sector: Variety of breakout Away from enclosed Banking spaces offices, large footprints, and workstations Source: (McGillick Future workplace Challenge due to regulatory 2013c: 127) flexibility requirements, workers must be separated at times

Exploit sharp corners (difficult to use space) as 'corner lounges' Only a few enclosed offices 2012 Woods Bagot Designer: Woods Facilitating variety of Long but flexible work Bagot work spaces - Meeting hours spaces for interaction and projects City: Sydney Flexibility of work Enhancement of indoor spaces - Reception plants, lighting, colour, doubles as exhibition sound, and quiet spaces zone and social spaces Size (square Breakout spaces - Traditional office metres): 1,300 Studio pods and characteristics noticeably communal tables absent

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Business Sector: Future workplace Open-access kitchen Architecture flexibility - Meeting doubles as a bar areas expandable, flexible, and moveable to promote more collaborative working Budget: Under Display and discuss' culture $1,000 per square to promote metre dialogue between groups and clients Source: (Woods Localized task lighting to Bagot 2012a: 2) minimise eye strain Recycled furniture to reduce carbon footprint Freed the perimeter of executive offices and walled meeting rooms for general access to natural lights and park views 2013 12WBT Designer: Ian Moore Flexibility of work Architects spaces - general trend of working off-site City: Sydney Facilitating variety of 16 permanent staff in work spaces - full addition to casual workers kitchen doubles as video feeds of cooking demonstrations Size (square Breakout spaces - Not look like a start-up metres): 314 Amenities such as generous shower and bathroom facilities; Studio space doubles as living room Business Sector: Future workplace Color scheme of yellow and Consultancy flexibility - Flexible avocado green curtains for segregation Budget: $379,756 Source: (McGillick 2013f: 135) 2013 Allens Linklaters Designer: BVN Facilitating variety of Spread over seven floors Architecture workplaces - balance between private and communal

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City: Melbourne Breakout spaces - Reduced Size (square Lounges, breakout meters) of large private areas, spaces for office collaboration and teamwork interface Size (square Corporate landscape where metres): 12,500 values blend spatially and virtually through the uniting of the physical office with the company's web presence, graphic design, and media Business Sector: Lessens the traditional Legal office hierarchy by providing everyone access to views Source: (Kalms 2013: 112) 2013 Bankwest Designer: E. G. O. Unassigned seating - Spread over thirteen floors Group and team zones Davenport Campbell City: Perth Facilitating variety of Consolidation from five work spaces - Movable separate sites tables and enhanced acoustics on group spots Size (square Flexibility of work Removing line-of-sight metres): 31,000 spaces - Self-regulated work equipped with mobility technology Business Sector: Emphasize (square meters) Banking on collaboration and team based creativity Source: (McGillick 20% savings on space 2013b: 52) Significant reduction in carbon footprint from lower energy usage Cultural shift adapting to new workplace design Vertical strategy to link all the floors 2013 BHP Brookfield Place Designer: Hassel & Unassigned seating Occupy level 1-4 and 16-45 Fitzpatrick + Partners 103

City: Perth Facilitating variety of 3500 employees work spaces - staff kitchen, lounges Size (square Flexibility of work Consolidate 19 sites around metres): 60,000 spaces - interconnecting Perth staircase Business Sector: Breakout spaces - Change and communication Mining relaxation, quiet private management challenge work, meeting and reading areas, etc. Source: (McGillick Future workplace Long shallow floor plate 2013d: 115) flexibility (75x25) Opportunity for internal communication Purpose built for BHP 2013 Gadens Designer: Hassell Flexibility of work Spread over five floors spaces - Large reception area - social space for functions and exhibitions City: Brisbane Breakout spaces - Stone floors and marble- adjacent to the clad walls establish and stairwells earthly, textural intimacy Size (square Future workplace Stairs break the expanse of metres): 8,500 flexibility - space between the gathering Workstations are zones and the almost positioned on the museum-like library wall of perimeter of the office law books to encourage open-plan environment Business Sector: Reduced hierarchy by the Legal transparency of all the rooms - shared outside view

Source: (Fraser 2013b: 56) 2013 Goodman Designer: Bates Facilitating variety of New workplace initiative to Smart work spaces - Corner push real cultural change spaces for open plan meeting and working spaces while Central staircase, flanked by open meeting spaces

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City: Sydney Flexibility of work Increasing inter-staff spaces - More flexible collaboration, space-use and engaging efficiency and overall productivity Size (square Breakout spaces - Greatly reduce the amount metres): 2,400 Breakout and social of work stations, paperwork, areas with visual and storage facilities connectivity Business Sector: Future workplace Over a week, only 60% of Construction flexibility - ABW fit-out staff were present in the - less workstations and office storage facilities in exchange for highly flexible space and mobile technology Source: (Castle Staff equipped with 2013: 125) technology - i.e., laptop, mobile headsets, and electronic filing Increased morale, low turnover 50% reduction in paper usage and 46% reduction in power usage - significant cost saving 2013 Goodman Unit B4 Designer: Make Facilitating variety of Constraints of limited Creative work spaces - Meeting budget rooms and amenities, central workstation zone - hub City: Sydney Flexibility of work Transformative industrial spaces - Large internal site volume Size (square Breakout spaces - Horizontal work plane of metres): 360 Informal breakout the floor and the sculptural spaces support spaces Business Sector: Future workplace Service zones have been Industrial flexibility - Efficacious conceived as discrete division of space architectural objects Source: (D'Arcy Marked separation between 2013: 38) their autonomous form and their context Experiment of industrial landscape in terms of form, material, and palette 2013 Mirvac 105

Designer: Woods Facilitating variety of Flexible environment Bagot work spaces - circulation spaces double as informal meeting areas City: Melbourne Flexibility of work Diversity of work settings spaces - Not strictly and spaces activity based, staff have their own desk, but given the flexibility to work somewhere else such as meeting rooms, booths, quiet area, etc. Size (square Breakout spaces – Technology for metres): 1,200 Corridors contain collaboration breakout spaces and kitchen doubles as breakout space Business Sector: Future workplace Booths and private spaces Construction flexibility - Elements of for informal chats flexibility and duality Source: (Reid 2013: Dedicated media hubs 82) More efficient and better space, 30 to 40 percent reduction in space per person 2013 MLC & NAB Wealth Designer: Woods Unassigned seating - Bagot team zones City: Sydney Facilitating variety of Cultural change by work spaces - variety of embracing technological collaborative and change individual work settings Size (square Flexibility of work Themed floors for metres): 22,300 spaces - fully geared for differentiation flexible working; customised for diverse workforce: different personalities, genders, ages, and backgrounds. Business Sector: Breakout spaces - level Destination floors to attract Banking 11 for casual work clients and workers

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Budget: $35 million Future workplace flexibility - adapt to current needs and opportunities; flexible, adaptable, and able to exploit the latest technology Source: (McGillick 2013c: 127) 2013 Moor Street Studio and Residence Designer: Clare Facilitating variety of Spread over three floors Cousins, Oliver work spaces - Pod-like Duff, Dita Beluli meeting rooms City: Melbourne Few enclosed spaces Size (square Art installations metres): 498 Business Sector: Enlarged kitchen Media Source: (Crafti 2013b: 145) 2013 Norton Rose Designer: Carr Facilitating variety of Spread over two floors Design Group work spaces including private spaces to retreat to City: Brisbane Flexibility of work Series of spaces that rigidly spaces - open, semi- comply with a clean-desk enclosed and enclosed policy workspaces wrap the building perimeter, ensuring each team member has a direct line of sight to the surrounding landscape Size (square Breakout spaces – Social spaces take cues from metres): 3,400 shared zones are home and domesticity clustered around the stair on each level, separating noisy zones from the work areas Business Sector: Etiquette about noise when Legal people can see each other Source: (Fraser Vertical gardens in the 2013a: 64) central foyer for softer palette

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Work spaces one quarter open space, the rest closed modes Passageways are positioned on the outer perimeter to maximise river views

2013 Red Cross Blood Services Designer: Design Facilitating variety of Transparency, efficiency, Inc. work spaces - and flexibility Courtyards double as informal meeting areas and 'hub' with nine pod- like offices for private meetings Size (square Flexibility of work Indoor gardens to separate metres): 17,500 spaces - Lounges, hot vast spaces desks and a variety of loose furniture Business Sector: Breakout spaces - Enclosures for lab to restrict Not-for-Profit Laneway links lab and air movement open plan spaces, doubles as breakout areas Budget: $90 million Future workplace Allow free movement flexibility - Clear sight between the spaces lines to encourage communication between staff Source: (Crafti Consolidate organisation 2013a: 116) under one building 2013 Saatchi & Saatchi Designer: Smart Flexibility of work Spread over three floors Design Studio spaces - No partitions on creative floors City: Sydney Breakout spaces for State heritage significance collaborative work Size (square Previously disorganised and metres): 2,000 siloed environment Business Sector: Media Source: (Allenby 2013: 98) 2013 Slattery Australia

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Designer: Elenberg Facilitating variety of New working environment Fraser work spaces - kitchen changed the way of work doubles as training room City: Melbourne Flexibility of work Physical environment spaces - Open and designed to promote and flexible space to reinvents process changes encourage communication among teams across projects Size (square Future workplace metres): 800 flexibility - Sliding doors allow spaces to be separated when necessary Business Sector: Engineering Source: (Kempton 2013: 95) 2013 Spring in Alaska Designer: Andrew Future workplace Linear space challenge - Waller, Linda Li flexibility - flexible open space desks for fluctuating staff City: Sydney Careful attention to lighting Size (square metres): 70 Business Sector: Media Source: (Scriberras 2013: 106) 2014 Adobe South East Asia HQ Designer: ODCM Unassigned seating 1.5 floors connected by a staircase City: Sydney Facilitating variety of 200 employees work spaces - 50 different types of meeting and collaborative areas Size (square Future workplace Previous office - enclosed metres): 2,700 flexibility - Movable offices and high partitions walls Business Sector: Largely open plan Technology

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Source: (Bernstone Achieve fit-out on a budget 2013: 121) of less than half compared to similar projects Initial resistance to change - changed the culture of the organization Fewer employees leaving to go to meetings 2014 Ansarada Designer: Those Flexibility of work Heritage conservation Architects spaces - Gives the restrictions workers more flexibility in the way they work; space is designed so people can work wherever and however they like; table spaces are interactive and can be rearranged City: Sydney Breakout spaces - Issues of privacy for clients amenities such as the gym Size (square Future workplace Customized ceiling for metres): 800 flexibility - provisions better acoustic treatment for fast growing company Business Sector: Feel as much like home as Technology possible Source: (Scriberras 2014: 122) 2014 Australia Post HQ Designer: Carr Facilitating variety of 5000 square meter plate Design Group work spaces - Variety of meeting and work group spaces City: Sydney Flexibility of work Spread over two floors spaces - Clear spatial connection Size (square Breakout work hubs and Major renovation metres): 13,000 Communal social spaces clustered around the spiral staircase Business Sector: Future workplace Design cues from urban Government flexibility - Congenital resort open plan ready for ABW transition

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Source: (D'Arcy Show that it is not always 2014b: 84) necessary to demolish and rebuild 2014 CHE Proximity Designer: Bates Facilitating variety of Occupies level 8 and 9 Smart work spaces - Communal tables scattered throughout for informal meeting City: Melbourne Flexibility of work Senior personnel are out on spaces - Reduce the the floor number of walls to encourage teamwork and transparency; Meeting rooms can be configured according to privacy demand Size (square Breakout spaces - Staff Focus on collaboration metres): 2,000 kitchen can double as a central bar Business Sector: Staircase connecting the Media floors Source: (Davies Future workplace The whole idea of the 2014: 115) flexibility - Generally interior was to encourage open plan with a few interaction enclosed offices 2014 Corrs Chambers Westgarth Designer: Bates Unassigned seating - Evidence-based design Smart 790 metres - u-shaped floor plates divided into 'villages' City: Sydney Flexibility of work Work environment that spaces - Flexibility from facilitate new opportunities greater connectivity and in working using the space to promote interaction Size (square Future workplace New physical workplace can metres): 8,000 flexibility - Open plan facilitate cultural change - activity based working, the way people work agile working, flexible working Business Sector: Previously highly Legal cellularized, enclosed offices, lots of paper, limited opportunity for the staff to socialise

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Source: (McGillick Strategic for the design to 2014b: 108) encourage a different way of working Strength through collaboration Accommodate 150 people Democratic sharing of the light and views Change from an enclosed office culture to an open and collaborative culture invariably entails trade-off Less corporate and more high-end hospitality Facilitate a major cultural change in a profession many thoughts would never abandon its cosy closets 2014 Facebook Designer: Siren Unassigned seating Commercial and domestic Design design blend City: Sydney Facilitating variety of Occupying top floor (18) work spaces - Collaborative areas and work areas Size (square Flexibility of work Expand by leasing the floor metres): 700 spaces - Workstations below with adjustable desks (stand while working) Business Sector: Breakout areas such as Adhere to internationally Technology lounges standardised spatial requirement Source: (McGillick Future workplace Easy-going 'un-designed' 2013h: 104) flexibility - Apart from space some enclosed meeting rooms, the rest is open plan populated with diverse collection of loose furnishings 40% of the floor space is designated as informal 2014 Herbert Smith Freehills Designer: BVN Facilitating variety of Spread over 13 floors Donovan Hill work spaces - private offices transformed into reconfigurable 112

'pavilions'

City: Sydney Flexibility of work Focus on client-centred spaces - Accommodates business and greater staff the need for collaboration confidentiality - different spaces for different needs Size (square Breakout spaces – Consolidating previous metres): 24,000 Clusters of breakout unconnected floors spaces or informal meeting points - Putting interaction back to public zones Business Sector: Future workplace Central void and staircase Legal flexibility - Useable through 13 levels desk space in workstation areas is the same as the one in pavilions - reduces the aspiration for isolation Source: (D'Arcy Split and staggered void - 2014a: 108) glimpses between levels • Flattening spatial hierarchies Pavilions occupy a third of workspace Higher up-front investment in design for longer lifecycle 2014 Merck Sharp & Dohme Designer: Davenport Unassigned seating Previously spread over Campbell & several facilities with Partners differing work cultures and company divisions City: Sydney Facilitating variety of Consolidate in 1 place to work spaces - create single unifying work Collaborative work by culture bringing people together in a variety of ways (from the formal to the informal - 'bump' factor) and in doing so encouraging people to

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move about and stay healthy

Size (square Flexibility of work Need to move to a more metres): 6,000 spaces - From private to collaborative environment collaborative settings flexible, open plan environment was the way to go Business Sector: Breakout spaces - Space Sense of well-being and Healthcare around the central belonging to the workplace stairway for gathering Source: (McGillick Future workplace High levels of mobility and 2014b: 102) flexibility - Entire place work styles within MSD can be reconfigured and enabled an unusually large opened up for future number of alternative work capacity for up to 300 setting and level of agility employees Staff fully embracing the new, flexible workplace Less use of paper - storage space halved Clean desk policy, environmental initiatives 2014 National Australia Bank Designer: Woods Unassigned seating - Floor plate of 5000 m2 Bagot team zones divided into 8 zones City: Melbourne Facilitating variety of Specifically built for NAB work spaces - Cluster of open and enclosed, formal, and informal spaces for customers and staff Size (square Flexibility of work The building performs metres): 75,000 spaces - Flexibility to around the organisation facilitate effective and creative responses to business challenges

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Business Sector: Breakout spaces - team Customisation for rapidly Banking spaces evolving business environment Source: (McGillick Facilitate diverse 2013g: 133) organisational structure Vertical integration using staircases Consolidated headquarters to merge the workforce into functional hubs Design through stakeholder engagement and organisational change Pedestrian-focused precinct

Amenities such as childcare

Struggled with triangular site 2015 Cancer Council Australia Designer: Hot Black Facilitating variety of Six floors work spaces - Configured into open plan workstation, enclosed offices, meeting rooms City: Melbourne Flexibility of work 400 employees and spaces - stairwell for top volunteers three levels for connection Size (square Breakout spaces, Diverse workforce metres): 8,500 hospitality, and rest amenities; Casual seating outside offices for informal interaction; Relaxation area, café (as opposed to kitchens), collaborative zones, storage systems Business Sector: Requirements of different Government departments, variety of ages and personalities Source: (Henderson 2015: 95) 2015 Charles Perkins Centre

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Designer: Francis- Facilitating variety of 6 floors Jones work spaces - clinic, numerous forms of research laboratories and offices as well as undergraduate teaching spaces Morehen Thorp Breakout spaces - Way finding and circulation interaction and informal meeting, formal meeting, workplace neighbourhood, various laboratory support City: Sydney Flexibility of work Atrium for vertical spaces - sculptural connectivity staircase for vertical connectivity. Size (square Future workplace Graphics and cellular metres): 16,000 flexibility - opportunity patterns used to break the to evolve their approach sense of scale and glass of research and walls educational facilities Business Sector: Indigenous Australian art Education inspired with intense earth colours Source: (D'Arcy Conception to construction 2015: 67) within two-year period 2015 Fujitsu Designer: Woods Non-assigned seating - 5 floors Bagot teams coming together for projects, then dispersing City: Sydney Facilitating variety of Designed for project-based work spaces - working workstations, meeting pods, boardrooms Size (square Breakout areas - bar, Thoughtful signposts for metres): 9,000 lounge, customer way finding lounge, 'community' banquet seats Business Sector: Staircase for vertical Technology circulation Source: (McGillick Timber shades reflecting 2013i: 137) Japanese vernacular interior

2015 Kennards Self Storage

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Designer: SJB Facilitating variety of Communal and relaxed Interiors work spaces - business culture photocopy room, pigeonhole area, office supply centre, workstations, and kitchen City: Sydney Flexibility of work Cues from domestic, spaces - workspace industrial, and corporate connected to storage interiors facilities Size (square Breakout areas - Large Opportunity to bring metres): 200 kitchen and benches for together the organisation's relaxed and informal marketing, accounts, congregation finance, and call centre operations under one roof Business Sector: Separation between the Service public and less public zone by large kitchen and meeting area Source: (Welsh 2015: 98)

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Appendix B B1. National Australia Bank (NAB)

Project Name: NAB Docklands

Architect: Woods Bagot

Year of Completion: 2014

Location: Melbourne Docklands

Size: 75,000 m 2 over 11 floors

Business Sector: Banking and Finance

B1.1. Description of the Company

Figure 29 (Left): Exterior of National Australia Bank. (McGarth et al. 2014).

Figure 30 (Right): Aerial View of National Australia Bank. (McGarth & Mein 2013).

NAB is a public organisation within the banking and finance industry that is traded as NAB on the Australian Securities Exchange and has over 12,700,000 customers and employs over 42,000 people to operate the more than 1,700 global stores and banking locations (National Australia Bank 2015: 1). Although the major offices are in Australia, the company also has operations in other countries, such as New Zealand, Asia, the UK, and the US (National Australia Bank 2015: 1). In 2014, NAB was found to be the 22nd largest bank in the world in regards to market capitalisation (Global

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Banking Directory 2015: 3). The company prides itself on being in a place of unique position since it is located within a triangular building (National Australia Bank 2015: 1). According to NAB’s Group Chief Executive Officer, Andrew Thornburn, the company's strategy focuses on placing customers first, as well as helping customers realise their potential (National Australia Bank 2015: 1).

The building located at 700 Bourke Street is unique due to its triangular shape. The business model of putting customers first was influential in designing the interior architecture. This, in turn, influenced the exterior architecture (McGillick 2008a: 52). Through being able to consider the goal of the business, as well as interior and exterior architecture, NAB shows itself as being innovative, especially since the company decided it did not want to have a building that resembled conventional office buildings.

B1.2. Overall Facility Design

The MLC Campus, a subsidiary of NAB, is located in North Sydney. It is an example of the evolution of workplace design in Australia because it was one of the first to utilise ABW. Nik Karalis, a leading architect of Woods Bagot and the company's managing director, suggests that NAB has been influencing the transformation in the workplace with different business objectives (such as its focus of putting employees and customers first before the company's bottom line), aimed at reaching the desired outcomes (Woods Bagot 2015c: 3). In other words, the workplace transformation has become aligned with changing business objectives. There are four principles that are the focus in designing 700 Bourke Street:

1. Respond to the triangular site and do not ‘over-dress’ the interior.

2. Embed the workplace with a variety of meeting spaces in order to allow spontaneous virtual or physical meetings.

3. Provide space for the community and customers at the concourse and the sky lobby for public engagement.

4. Provide the use of micro-climates (a combination of a chilled-beam cooling system and the façade treatment) in order to provide climatic variety within the building (Woods Bagot 2015c: 3).

Simon Pole, one of the architects from Woods Bagot and the company’s principal, suggests that the idea behind the building is to facilitate the sharing of ideas that can lead to innovations (Woods

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Bagot 2015c: 3). However, Pole also suggested that for innovation to occur, barriers must be removed and mobility must be increased in order to provide choices of workspaces. Thus, the move from fixed workstations to flexible and digital mobility allows employees to be able to work depending on their task, mood, age, or gender (Woods Bagot 2015c: 4). Thus, traditional restrictions are removed.

The ABW implementation at NAB represents one of the largest scaled Australian ABW implementations. Enabled by wireless computing technology, employees have the freedom to work in many different spaces. Therefore, the highlight of this case study is the notion of customisation, at both the macro scale of the unique architecture of the triangular site, down to the individual level. In this instance, customisation occurs through making the building 'mold' the company and how it works. This means that the ABW adoption that occurred within this facility occurred based on employee needs, especially as the employees were asked for their input prior to ABW adoption, prompting the architecture to be 'molded' to fit around the employees and company culture. Furthermore, although every business is unique in some way, NAB realises that to be successful, the business also must respond to a rapidly evolving business environment (National Australia Bank 2015; Woods Bagot 2015c: 4).

NAB has been a presence in Docklands since 2004. The company's initial presence can be attributed to the initiative within the corporate office regarding obtaining the highly innovative building located at 800 Bourke Street. Afterwards, NAB was afforded the opportunity to create organisational change and increase business efficiencies through a consolidated workplace by acquiring 700 Bourke Street. Per Monica Klyscz, NAB’s head of commercial property, it was found that the plan was to consolidate the bank’s property portfolio and utilise the headquarters to merge the workforce as functional hubs (Cummins 2012). It was expected that this action would assist to create an integrated process-based organisation. Research by Cummins (2012) shows that process-based management is an approach to business that focuses on a process sequence. Thus, the organisation utilised this information to support NAB’s planning and strategies, allowing for the allocation of sufficient resources necessary to build a business structure that would enable it to achieve success in the long term (Cummins 2012; National Australia Bank 2015).

Significantly, Woods Bagot saw that stakeholder engagement was critical within this project to achieve innovative solutions. Therefore, workshops were held to allow planners to understand the NAB business and work culture (Woods Bagot 2015c: 2). James Calder, NAB's workplace strategist and project designer, noted that 700 Bourke Street is a reaction to 800 Bourke Street in that it is an

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evolution from an existing ABW model and refined, adjusted, and developed to involve complementarity between the building and its users (Woods Bagot 2015c: 2).

Per James Calder (NAB’s workplace strategist and project director) and Nik Karalis (Woods Bagot Global Design Director), there was an initial struggle with the triangular site. The fissures are strategically placed to create zones for team spaces. The triangle focus is furthered by green, yellow, orange, and red coloured triangular façade panels (Woods Bagot 2015c; McGillick 2013a).

The floor area of the building totals 75,000 m 2. The four floor plates are approximately 5,000 m2 each (Brown & Drake 2005: 1). The building has eight zones capable of accommodating 50 people each. Thus, the total maximum occupancy is 400.This is important because NAB does occasionally have to provide room for 100+ influx of staff members, consultants, and members of the community. Therefore, there is a continuity of open and enclosed spaces (McGillick 2013a.; Woods Bagot 2015c).

With the addition of these areas, it is possible for new ways of working to occur through the provision of different workspaces. For example, teams can meet in meeting rooms, at collaboration tables, or team huddle spaces. Meetings with team members that are not on-site can be held in video conferencing rooms. NAB focuses on innovation, which is a major contributor to ABW adoption for this company (McGillick 2014a: 127). Creativity is often emphasized through openness because employees have multiple areas to choose from to work (Woods Bagot 2015c: 2).

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Figure 31 : Concourse Level. (Woods Bagot 2015c; Tay 2010).

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Figure 32 : Level 11 Floor Plan.

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B1.3. Non-assigned Seating

The floor plan from level 11 shows that NAB seating is non-assigned. This suggests that employees can work where needed to meet their specified needs. The floor plans, specifically for the 11 th floor and the concourse provide plenty of public or semi-private areas. This is accomplished using glass for space division, acoustic privacy, and transparency. The company fosters creativity by offering different types of workspaces, such as open workstations, closed workstations, team meeting areas, and formal meeting areas. This relates back to Chapter 3, suggesting that creativity can be fostered through different environments. For example, some areas are enclosed, offering private spaces for work opportunities that may not require the use of louder areas, such as through open spaces. In these situations, individual work tasks can be met in quiet areas, such as data entry tasks. Furthermore, some employees prefer to work in solitude and quiet. These barriers allow for facilitation of creativity in these employees through the provision of areas that meet their specific desires – seclusion. However, the floor plans show that all areas in the facility have easy access to other areas of the facility and are capable of meeting different needs. For instance, it is easy to move from a quiet space to a team meeting space. This lends credence to the belief that ABW uses non-assigned seating because of the wide range of spaces designed to meet differing needs. Since this floor has different workspaces, it is evident that employees can choose places that meet their needs freely. This also includes spaces that have been segmented for team zones.

B1.4. Variety of Workspaces

The second common characteristic of ABW is the provision of a variety of workspaces, provided for by NAB. A typical workspace floor plan for the NAB facility is shown on Level 11. On this level, the architects utilised the simple and effective triangular motif of the site plan (Keightam 2014). For instance, corners of the site plan could be used for discreet meetings to ensure confidentiality.

For organisational purposes, there are enclosed places and team areas, which are scattered around the floor plate to break the massive scale of the building. It has been found that within the work zones, a ratio of ten work spaces for every thirteen people results in fewer floors of space with higher attendant savings and efficiencies. These zones are designed to facilitate various spaces for socialisation, sharing, private work, and learning environments to improve productivity (McGillick 2008a: 52). These are shown in the different levels, showing that different areas exist to meet changing needs. Finally, there is a large void in the centre of the floor plan, designed to create the sense of an 124

expansive space through the sun-filled connectivity, yet provides distance from high-noise activity areas and high concentration areas. The concept flows from the socialisation area, or town centre, to team zones, then to private spaces. This provides solid evidence that, with Woods Bagot's assistance, NAB has expertly developed a variety of workspaces available to its employees to meet different needs.

B1.5. Flexibility of Workspaces

The NAB dockland workplace offers flexibility of workspaces. For instance, the roof of the NAB building focused on the use of outdoor spaces and external views for visual impact. Vertical integration is important in this concept because it allows users to have aesthetically pleasing ways to travel to their next location. For example, there is a ‘deliberately curved path’, located at the top corner of the gathering area, designed to unite the high interaction zone but also to break up the space into smaller gathering areas. This shows that there are different spaces available for employees that can be utilised as needed to undertake different tasks.

B1.6. Breakout Spaces

Breakout spaces are evident in the various areas of the facility, important for diversification of space use. This is because of the open areas and enclosed areas. For instance, the roof utilises outdoor spaces, allowing for enhanced gathering spaces. Some spaces are more geared towards private meetings. Yet, also on the roof, the company offers many spaces for public meetings (such as open communal areas) and team zones, allowing for different needs to be met. Thus, the NAB facility is shown to have spaces on different floors to meet different needs, proving that NAB is receptive to employee needs and flexible to how tasks are accomplished. These breakout areas are important to enhance employee efficiency. On level 11, for example, breakout spaces are evident using closed areas (such as the points of the triangular site) for secluded areas for private meetings and individual tasks, yet most the remaining floor area is open. Other floors follow the same type of design, prompting closed spaces to be along walls and/or near the triangular points.

B1.7. Flexibility for Future Fit Out

In the context of this study, flexibility for future fit out refers to the organisation’s ability to accommodate future employee needs, such as employee turnover, contraction, and/or expansion. This consideration also takes customisation for a rapidly evolving business organisation into account. Both floor plans (concourse and level 11) shown in this specific case study suggest that there is flexibility for

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the future. For instance, if more enclosed spaces are needed, those can be accommodated using temporary walls. In other instances, it is possible for flexibility for future fit out to be seen in the wide- open areas portrayed, allowing for different avenues to be considered, such as private areas, semi- private areas, or different zones. Future fit out is also evident in the flexibility in different workspace designs. For instance, although the roof has a curved path, the areas around the path are not definitively dedicated, which allows opportunities for these spaces to be established for specific purposes later, should they be needed. However, to remain flexible, the company will wish to consider the utilisation of removable walls. This will allow for greater open areas and greater numbers of closed areas (as needed). The use of non-assigned seating is beneficial in this context as well. This is because the flexibility of non-assigned seating is enhanced with the flexibility of the workspace. Furthermore, this enhances the flexibility of future fit out needs because it facilitates a better employee turnover rate. Future fit out is important for the success of this type of facility. This is because, through future fit out, it is possible for the company to meet changing needs and demands from consumers.

B1.8. Cohesion of the Elements

The review of NAB’s architecture shows the bank is uniquely positioned due to its strategy and focus. In fact, the company’s strategy is succinctly defined by Andrew Thornburn, NAB's CEO, stating that the company's strategy focuses on putting their customers first (Woods Bagot 2012a: 2). The building’s architecture shows an initial view of how it collaborates with ABW principles. Since ABW focuses on innovation, ideas, and creativity, it must allow for an approach that focuses on teamwork, yet allows for flexibility to meet diverse needs (Malkoski, 2012: 1). Therefore, organisations seeking to utilise ABW must focus on emphasising teamwork, rather than individual work. Thus, individual ownership of workstations is lost, traded for team ownership of home zones (Malkoski, 2012: 2). For example, zones are designed to meet the needs of the different teams. This is shown within NAB because it has continuously worked to improve its workplace since its inception. In fact, the architecture was influenced by the business model of the company, which flowed to the exterior architecture.

The evolution of workplace design in Australia began at the MLC Campus in North Sydney (Keightham 2014). This has expanded to include NAB, which focused on four primary principles, including a response to the triangular site, utilise the workplace to include different meeting spaces to allow for spontaneity, allow for public engagement, and provide climatic variety. Thus, per Simon Pole, the building focuses on sharing ideas that can lead to innovation, which also requires that barriers

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be removed and mobility options be increased. Thus, employees are empowered to work where and how they need to, which promotes innovative ideas, allowing them to plan their tasks, improving productivity. Therefore, NAB has shown that ABW can work effectively and can influence the building’s architecture through a variety of methods.

NAB has utilised the five major characteristics of ABW in differing ways. For example, non- assigned seating and variety of workspaces are simultaneously shown through the floor plans that show a variety of workspace styles, as well as the utilisation of the roof for public areas (such as informal meetings). As noted, through the triangular shape, private areas are found within the corners, allowing employees to meet with their teams or clients, an important component of the banking and finance industry. However, considering the number of glass barriers provided in the workspaces, it is possible to ascertain that NAB offers flexibility in its workspaces. Furthermore, the use of the glass barriers and open spaces offers flexibility for future fit outs, which will be important as the company continues to grow. Sound, in certain areas, is buffered due to the use of moveable walls, which also enhances privacy in these areas. Since there are a wide range of options for employees and customers/visitors in relation of where to work, the space is beneficial to meet a wide range of needs.

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Appendix C This appendix presents information related to Case Study 2:

C1. Project Information

Project Name: BHP Brookfield Place

Architect: Hassell & Fitzpatrick + Partners

Year of Completion: 2013

Location: Perth

Size: 60,000 m 2 over 34 floors

Business Sector: Mining

C1.1. Company Description

Figure C.33 (Left): BHP Brookfield Place. (Servo 2015: 1).

Figure C.34 (Right): Aerial View of BHP Brookfield Place. (Hatherty 2012: 1).

BHP has 3,000 employees and occupies 34 floors of Brookfield Place’s 45 floors. Furthermore, the relocation of BHP to Brookfield Place has marked the largest relocation in the history of the state's office transfers (Hernandez 2012: 1), allowing for the closure of 21 other locations.

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C1.2. Overall Facility Design

Figure 35: Floorplan of Lower Level in BHP Brookfield Place. (Hassell & Fitzpatrick + Partners 2014; LifeCycle 2015; Norman Disney & Young 2014).

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Figure 36: BHP Brookfield Place.

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Figure 37: Interior of BHP Brookfield Place.

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Within the preceding three images, it is important to note the importance and availability of lounges and meeting spaces. It is seen that these are placed strategically around corners and walls to offer congregation areas. At the same time, second of the three images, it is shown that the typical workspace has a variety of informal meeting spaces and team spaces. The final image shows the internal staircases, breaking up the open areas, as well as the provision for workstation.

When designing the skyscraper, the focus was on the provision on of a collaborative workplace that was flexible (Council of Tall Buildings and Urban Habitat 2012). Because of this focus, the design encompassed a tower with a side-core, allowing for complete visual connectivity to occur across the open plan floors. This was reinforced by vertical connections through the stair and void zones, shown in the first figure (Council of Tall Buildings and Urban Habitat 2012). By creating the offset core, there are protections for enclosed spaces, created by buffering the façade from the sun and resultant solar heat (Council of Tall Buildings and Urban Habitat 2012). The tower has distinctive aesthetics because of the expressive external east and west exoskeletons (Council of Tall Buildings and Urban Habitat 2012). Furthermore, the tower is designed to complement the building's height, terminating into a tapered roof crown. It is noted that on the ground plane, there is a connection provided through a public realm that was created through entry plazas with surrounding natural aspects, such as trees and landscapes (Council of Tall Buildings and Urban Habitat 2012).

C1.3. Non-assigned Seating

Due to the open nature of the facility, there are unassigned seating capabilities using open floor plans. For example, the 45 th floor provides a mixed-used area that is designed for a variety of uses, such as meals, lounging, or working quietly. This mixed-use area is specifically designed to block external noise using moveable walls and partitions for privacy (Hernandez 2012).

C1.4. Variety of Workspaces

As the preceding figures show, there is a variety of workspaces available for the employees to use. For example, there are lounges, staff kitchens, team zones, meeting spaces, and quiet areas. With this variety of workspaces, the goal of creating collaboration and the ability to share knowledge is enhanced (Hernandez 2012).

C1.5. Flexibility of Workspaces

The figures also show that the workspaces are flexible, particularly through the interconnected staircase. This staircase is instrumental in the open floor design, allowing for the provision in allowing 132

for flexibility in current workspaces, especially considering the varying needs of the employees. Since the floor plan is designed to be open, it is possible to create new workspaces as the need arises. For example, if more enclosed areas are needed, they can be provided through removable walls. Furthermore, the openness of the current floor plan is useful in that it can adapt to changing needs without requiring structural changes.

C1.6. Breakout Spaces

The breakout spaces, shown through the abundance of lounges within the facility, are composed of relaxation spaces, quiet private workspaces, meeting and reading areas, lounging areas, and areas for meals. This includes the staff kitchen, gym, and child care. Since many of these areas are mixed-use, they are designed to block external noise using half-walls and semi-enclosed areas. Therefore, it is possible to work quietly in an area that is designed for meals or relaxation. It is necessary to have these spaces to meet changing needs within the organisation. These changing needs can be met through the inclusion of more relaxed areas, designed to enhance creativity in employees.

C1.7. Flexibility for Future Fit Out

The company offers flexibility for future fit out through the allowances of the open space. This space is important because it allows the company to adapt it as needed in the future for future business operations. This means that the company can utilise this space to meet changing needs through inclusion of more closed spaces, greater enhancement of open spaces to spark creativity, and the changes needed to meet changing company goals.

C1.8. Cohesion of the Elements

All five of the common ABW characteristics are shown in BHP Brookfield Place. Another way ABW is accomplished is through the ways that courtyards provide connections for all the lower levels of the buildings through high-quality alfresco spaces, sheltered from both wind and sun (Hassell 2015). This interconnectivity is important in accomplishing flexibility for future fit out. Other connections are within podium and ground floors using bridge elements that are designed to establish the originality of the space. The company ensured that workers remained happy and would not be recruited by other mining firms through the provision of amenities such as outdoor settings, complete with barbecues and benches. These benches emphasized the use of recycled materials. Furthermore, the company allowed for a gym and child care within the building (Hernandez 2012). It was also noted that through the

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integration of the separate offices, the entirely open-plan office was representative of the largest grouping of BHP employees to be found in one building globally (Hatherty 2012).

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Appendix D This appendix presents information related to Case Study 3:

D1. Project Information

Project Name: Woods Bagot Sydney Studio

Architect: Woods Bagot

Year of Completion: 2012

Location: Sydney

Size: 1,300 m 2 over 2 floors

Business Sector: Architecture and Design

D1.1. Description of the Company

Figure 38: Outdoor Work Areas at Woods Bagot’s Sydney Studio. (Dunkop 2015).

Woods Bagot’s Sydney Studio prides itself on providing innovation around the clock and is known for its agile team (Woods Bagot 2012b: 2). The company encompasses many different factors of ABW to accommodate the long and flexible modern work day. The studio is designed to be considered home by making it a warm, welcoming, and liveable (Woods Bagot 2012b: 2). The purpose of this action is to improve the quality of life, not only for employees, but for the clients and guests. To do this, the company focused on creating an environment located indoors that provided interactions with 135

outdoors. Due to the dynamic workplace, the company has could create innovative ideas for architectural projects (Woods Bagot 2012b: 2).

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D1.2. Overall Facility Design

Figure 39: Woods Bagot Sydney Studio – Characteristics of ABW. (Woods Bagot 2012a; 2012b).

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Based on the preceding figure, a smaller space shows that it can accommodate various needs in ABW platform to meet big needs. For example, the team zones are flexible, as well as movable, to promote collaboration (Woods Bagot 2012a: 1). Since the area only encompasses one level, there is little space for distinction between ABW characteristic implementation. For example, different aspects of the implementation can be found in a row form across the floor. At the upper left of the figure, informal gathering areas are shown, leading to lounge areas immediately to the right, followed by meeting spaces. This 'row' ends with open workstations in the upper right corner. This meets the demand within ABW that working be collaborative to be most profitable and successful within the company. Furthermore, the entire facility embodies the concept of displaying legacies and discussing them, allowing benchmarking to occur against legacies (Woods Bagot 2012a: 3). This has resulted in the creation and display of different artefacts (legacies), suggesting that the studio has become an exhibition (Woods Bagot 2012a: 3). By this benchmarking process, the company focuses on fostering research and development, not only through physical motivations, but conceptual motivations to engage the client in the design process, as well as the materiality of the work (Woods Bagot 2012a: 3). The results of this case study are even more significant considering that the company’s budget was under $1,000 per square metre.

D1.3. Non-assigned Seating

There is no evidence showing that Woods Bagot Sydney Studio seating is non-assigned. However, it is noted that employees can collaborate in their work where needed to meet their specified goals. This could be due to the nature of the work. Although flexible, the mechanisms to create architectural designs are still limited, which would suggest that assigned seating would still be beneficial. Assigned seating may be beneficial in order to accommodate the different needs of the employees. For example, since the space is small, employees have less room to be creative and collaborate. However, if the seating was designated based on the skills and talents of employees, creativity could flow more freely. The floor plan shows evidence of different places to work within the company. Thus, the company shows that traditional office characteristics, such as primarily enclosed offices, are noticeably absent.

D1.4. Variety of Workspaces

The second common characteristic of ABW is the provision of a variety of workspaces. It is believed that Woods Bagot Sydney Studio provides this. This is done through the facilitation of meeting spaces for interaction and projects, enclosed areas, and creative areas. These are in the corners 138

of the floor plan. This allows for different work needs to be met. For instance, clients can meet with employees in private or teams can have collaboration sessions in public meeting areas.

D1.5. Flexibility of Workspaces

D1.6. Breakout Spaces

Breakout spaces are evident in various parts of the facility. For instance, Woods Bagot Sydney Studios offers studio pods and communal tables, primarily in the creative areas noted on the floor plan. Furthermore, the company focused on the use of indoor plants, colour, sound, and quiet spaces. This was done to promote flexibility within the company and an informal ABW design (Woods Bagot 2012a: 3).

D1.7. Flexibility for Future Fit Out

In the context of this study, flexibility for future fit out refers to the organisation’s ability to accommodate future employee needs, such as employee turnover, contraction, and/or expansion. This consideration also takes customisation for a rapidly evolving business organisation into account. In this study, flexibility is evident as the company made expandable, flexible, and movable meeting rooms. This was done in order to promote more collaborative working. However, the small size of the facility limits the degree of fit out possible.

D1.8. Cohesion of the Elements

The focal point of the company is on the concept of 'display and discuss,' which resulted in a specific culture designed to promote dialogue between groups and clients. This revolves around quality of life at work (Woods Bagot 2012a: 3). The company embodies this in one way through the provision of localised task lighting in order to reduce eye strain in an effort to make their employees more comfortable. This quality of life emphasis is improved through recycling furniture in order to reduce the carbon footprint (Lombardo 2013: 98). Other tactics to increase quality of life and emphasis collaboration involved freeing the perimeter of the executive office and walled meeting rooms for general access to natural lights and park views (Lombardo 2013: 100). ABW characteristics are shown in the studio through the variety of components offered, ranging from enclosed spaces, to open spaces,

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to meeting rooms, to lounges. Through these characteristics, Woods Bagot shows that small spaces can utilise ABW in order to establish new ways of working.

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Appendix E This appendix presents information related to Case Study 4:

E1. Project Information

Project Name: Fujitsu

Architect: Woods Bagot

Year of Completion: 2015

Location: Sydney

Size: 9,000 m 2 over six levels

Business Sector: Technology

E1.1. Description of the Company

Figure 40: Fujitsu HQ in Sydney. (Fujitsu 2015: 3).

The company is known for being a leading business service provider, specialising in information technology and communication solutions (Fujitsu Australia 2015: 2). Since the company is the third largest IT company within the Australian and New Zealand market place, it has been able to

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establish alliances with customers in both markets through offering a wider range of business solutions to meet a wider range of needs (Fujitsu Australia 2015). Some of the services offered include strategic consulting, application, infrastructure solutions, and other services. According to company feedback and wide market, through providing these services and products, the company has earned a stellar reputation for being the supplier of choice (Fujitsu Australia 2015).

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E1.2. Overall Facility Design

Figure 41: Fujitsu Floorplan. (Office Snapshots 2014: 1).

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Figure 42: Fujitsu HQ.

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The decorative design of Fujitsu HQ was influenced by the company’s Japanese origins. This was done using origami-like motifs in detailing the structure, as well as traditional block prints and timber tonal layering (Woods Bagot 2015a: 1). The company encompasses the six floors that develop the entire building, creating a workplace that is connected and energised, allowing business to focus on employees and customers (Woods Bagot 2015b: 1). The building was designed to be agile to offer collaborative and flexible ways of working. In fact, agile working focuses on output-driven management, and involves the incorporation of technology into meeting places, which assists in encouraging flexible working practices to be adopted by staff (Woods Bagot 2015a: 2).

E1.3. Non-assigned Seating

It is evident that there are decreased opportunities for non-assigned seating due to the close proximity of ABW characteristics (shown in the figures), especially evident in the provision of cubicle- like areas for employees. However, versatility is evident through the different areas offered to the employees. Teams can gather together for projects, and then disperse for individualised work. Thus, the company has been able to re-brand itself as a versatile, dynamic company (Fujitsu 2015: 3). Part of this has been due to the implementation of ABW because it has allowed the company to meet changing needs.

E1.4. Variety of Workspaces

The company offers a variety of workspaces. For example, the company utilises spaces known as ‘bump spaces,’ which are spaces where intersections are created between work points, shown through pathways to the staircase (Woods Bagot 2015a). These spaces are open, allowing for free information exchange among co-workers and impromptu meetings. Meeting areas can also be seen in this area, allowing for community areas that are inviting to encourage mingling among employees, which can also increase collaboration and teamwork. The staircase also allows for kitchen amenities and various circulation points through the openness of the circulation points (Woods Bagot 2015a). As such, provisions for meals can be found on multiple levels, allowing more opportunities for socialisation between employees. Variety of workspaces is also shown using open and enclosed areas. For example, there are semi-private areas for quiet spaces, allowing for working.

E1.5. Flexibility of Workspaces

The facility is flexible in a variety of ways. For example, the design allows for open and closed spaces. The use of these spaces is important because it allows different needs to be met through the

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provision of different areas. Private meetings can be conducted in enclosed or semi-enclosed areas. Team collaboration can occur in public meeting areas. Furthermore, there are few segregated offices. Thus, the company provides greater flexibility for the users on how it conducts its business and where.

E1.6. Breakout Spaces

Breakout spaces are shown through the multitude of open areas with lounges and meeting areas. These areas are important because they allow for collaboration among employees and within teams. Therefore, these spaces can be used for different reasons and to meet different needs. In other instances, breakout spaces can be found in the kitchen amenities located on different floors. This is because it offers a relaxed area for employees to meet and exchange ideas and knowledge.

E1.7. Flexibility for Future Fit Out

Since much of the facility is open, there is ample flexibility for future fit out. There are few enclosed offices. Therefore, the open space can be converted to meet the company’s changing needs. Therefore, the organisation can be prepared for future changes within the technology. For example, the company has kitchen amenities on multiple floors. This can allow for assurances that multiple needs are met within the floor. The company can offer future fit out due to the ability to adapt to changing needs through open plans. This means that the company can provide enclosed areas, should they become needed, or semi-closed areas. At the same time, using removable walls, areas can be opened for other needs.

E1.8. Cohesion of the Elements

To create an ABW environment, Woods Bagot worked with Fujitsu to ensure that design integration was seamless (Woods Bagot 2015a). For example, the designers used materiality, such as the origami like motifs to link the facility transitioning thee base building lobby from public space to work zones (Woods Bagot 2015a). The zones are broken into neighbourhoods to include sit-to-stand workstations, quiet spaces, and interactive zones (Woods Bagot 2015a). Thus, employees have choices in where and how they work. The versatility of these components allows the company the ability to adapt to future needs.

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Appendix F This appendix presents information related to Case Study 5:

F1. Project Information

Project Name: GPT Group

Architect: Woods Bagot

Year of Completion: 2012

Location: Sydney

Size: 9,000 m 2 over two levels

Business Sector: Construction and Property

F1.1. Description of the Company

Figure 43 (Left): MLC Centre. (Woods Bagot 2015a).

Figure 44 (Right): MLC Centre. (Harry Seidler & Associates 2015: 2).

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The GPT Group focuses on providing retail property and is listed on the Australian Securities Exchange as a property group (The GPT Group 2016: 1). The company is known for being the first property trust in Australia. At the same time, the company used this heritage to build a foundation that has allowed it to increase in size and assets (The GPT Group 2016: 1). GPT Group focuses on the provision and management of retail space, as well as offices.

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E1.2. Overall Facility Design

Figure 45: Floor Plan of GPT Group. (The ArchDaily 2015: 3).

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Figure 46: GPT Group.

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The focus of GPT Group was to provide sustainable fit outs, from levels 50 to 52. The GPT office is personalised through the implementation of open-plan common areas. Picture- postcards are used to break out of a tradition style of a commercial office space and assist in establishing a trendy feeling (Green Building Council of Australia 2015). However, the layout and design allow for sustainability and functionality, as well as being aesthetically appealing, especially using innovative design and technologies to facilitate organisation-wide behavioural changes. The new design also allowed the GPT tenancy to be reduced from five floors to three (Green Building Council of Australia 2015: 2). This is viewed as important to show the expertise and industrial leadership of the company. Therefore, the ABW design is instrumental to showing business growth and performance optimisation through a range of technologically enabled and tasked oriented work spaces. These may range from private spaces to collaborative spaces (World Architect News 2011; The GTP Group 2015)

At the heart of the GPT Group design was the creation of three-dimensional stack, promoting cross group communication (World Architect News 2011). It has been shown that the north-east and south-east facades have two stairs introduced into the floor plates. One of these stairs has been introduced to enhance the client experience through providing views over the land and the other is to enhance the collaborative work zone (World Architect News 2011). This has resulted in a community-like connection across the entire building. In fact, the stairs have been shown to be integral to the design due to the promotion of interaction and community between employees (World Architect News 2011). At the same time, the company remained dedicated to its values in relation to a strong interface focusing on community and commitment to the environment. For example, the former fit out components were reused and recast into the new fit out, such as recycled timber joinery and the original, Seidler concrete ribbing (World Architect News 2011).

F1.3. Non-assigned Seating

Due to the open areas, there are non-assigned seating through the ability to choose different sections to work. This was done despite the consolidation of staff that was spread over several floors. This consolidation meant that the same amount of work could be completed in less space due to more efficient use of space, as emphasised through ABW.

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The double staircases are important because they allow for openness along the floors, which promotes non-assigned seating because the open areas have random seating areas available for use. This is shown in the ease of access.

F1.4. Variety of Workspaces

The variety of workspaces is evident through the inclusion of formal and informal meeting spaces, quiet rooms, and large informal rooms for impromptu meetings. In this way, differing needs can be met for both employees and clients. For example, there are open and enclosed spaces. Open spaces are useful for team collaboration, whereas enclosed spaces are useful for private client meetings. Furthermore, as the floor plans show, there are lounges, team zones, breakout spaces, and open workstations.

F1.5. Flexibility of Workspaces

The company offers flexibility of workspaces through the utilisation of staircases. These staircases offer easy access to each floor, facilitating availability and camaraderie among employees. Thus, the workplace design represents flexibility in working to meet organisational change demands (Woods Bagot 2015d).

F1.6. Breakout Spaces

The company offers variety of breakout spaces through the provisions of lounges and other open areas across the three floors. This was done to allow for greater collaboration and knowledge sharing.

F1.7. Flexibility for Future Fit Out

The building’s interior design allows for future fit out as needed. This was primarily achieved using technology to equip new ways to work. For example, the open floor plans allow for the inclusion of private areas through movable walls. Thus, moveable walls can be altered to meet changing needs within the workspace. At the same time, the use of open areas within the company space allows for these areas to be used for different ways. Multiple team meetings can be held within one large space. Addressing the questions of multiple clients can be conducted in one large space. It is also possible for future fit out to occur through redesign of the open spaces.

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F1.8. Cohesion of the Elements

GPT Group offers an innovative design through flexibility for business reinvigoration. In fact, the design by Woods Bagot allowed for a non-allocated, task- oriented environment (Woods Bagot 2015d). This allows for technology integration into a range of work settings to complement diverse tasks (Woods Bagot 2015d). With the three- dimensional stack, the company could overcome constraints related to a central core building, especially through the introduction of two stairs for interaction promotion and ease of access (The ArchDaily 2015: 3). Therefore, through these features, the company achieved ABW effectively.

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