1. Richard Veale Accommodation Project Change Manager South Australia Water Corporation Driving Organisational Culture Through Workplace Design – When Moons Align

2. It is more than bricks and mortar Business case stacked up – do nothing/base case option not cheapest! Strategic Intent Business –Productivity/efficiency –Staff attraction and retention –Workforce morale –OH&S –Sustainability/ESD –Replace ageing accommodation Cultural –High achievement –Collaboration and teamwork –Openness and transparency –Sustainability –Employer of Choice Government Policy –State Strategic Plan –Parklands –Office accommodation standards

3. About Our Culture

4. Cultural messages are sent through three channels Channel Message sent by BEHAVIOUR Observation of others Especially key influences What is said What is done SYMBOLS Where is time spent Where resources are invested Physical environment What and who is rewarded Who is involved in what Voice of key stakeholders Rituals SYSTEMS Goal setting budgeting Reporting and measurement Remuneration Performance management process Workplace impacts all of these … which all convey what is valued in the organisation

5. When Moons Align – Seizing the Opportunity 1.Culture survey identified accommodation as an issue – Morale and Equity 2.Aging, outdated facilities –General condition was average to poor –Government policy requires SA Water to vacate Thebarton (to be returned to parklands) –Bolivar was outdated & inflexible, Grenfell St had limited capacity –Significant changes and upgrading is required – regional and metro – within the next 5 years 3.Significant cost incurred because of the geographical spread 4.Government accommodation standards not being achieved 5.Alignment with sustainability values and chance to showcase these 6.Opportunity only occurs once in a generation –Culture, efficiency, address internal customer and communication issues Best Practice Companies SA Water 2003/04

6. About Our Process

7. Three key processes 1.Planning a holistic process of change –Unusual - we started with change management 2.Reinventing how we work –Space requirements are easy – but what do you want staff to say and do? –Allow people the opportunity to ask “why do we do it this way” –Extensive Consultation – executive, managers and staff, unions 3.Reinventing how a building is procured –Allow people the opportunity to ask “why do we do it this way” Build a great project team –Within the organisation, key consultants (private + government), and the development partner

8. What is Change Management? Magic? Risk management? HR Gobbledy-gook? The correct answer is Risk Management and considers: Staff Involvement/Engagement Leadership Communication Workforce Transition Training and Development Performance Orientation

9. Engagement Starts at the Top Executive and Senior Management Team workshop in March 2005 Purpose: Create a shared understanding, vision and mission Draft project principles developed Staff Engagement Staff Reference Group (SRG) established Staff consultation sessions by SRG Education and information provided – ESD, the case for change, the procurement process, WIIFM 1000’s of comments collected and Results presented to the Executive Team Results communicated to staff

10. Key requirements & principles Flexibility, future-proof Openness and transparency – no offices Ecologically Sustainable - 5 Star Green Star minimum Healthier environment and natural light Consider our customer’s needs Part of the community Facilities provided on the basis of need not hierarchy Encourages teamwork, collaboration and communication Staff input to their own workspace Accessible Leaders

11. Staff Engagement – During Intranet site established, regular updates, regular presentations to SRG, Managers and work groups Workplace Performance survey undertaken Focus Groups during the design process Manager and staff involvement in decision making – e.g. ‘their areas’ and furniture Workpoint Pilot – approximately 300 people participated. Site visits – approximately 600 people Site training and induction programs Communication, communication, etc.

12. About Our Building

13. Snapshot of the project Headcount – 940 people Area 17,000sqm over eight levels –Offices 11,500sqm –Laboratories 5,300sqm –Learning Centre 350sqm Density –13+ sqm/p typical – <15 sqm/p overall (SA Government guidelines)

14. collaboration zone stair atrium 2,000sqm per level fritted double façade to West Building and Fitout Design by Hassell Workplace Strategy by DEGW Furniture system 1800 x 900 bench (mobile) supplier Schiavello

15. Greenstar in context with typical building stock 4, 5, 6 star buildings SA Water other benefits

16. Benefits to date Attraction to prospective employees Retention, pride in the workplace Flexibility – work and meet anywhere Improved communication Everything is transparent, opportunity to standardise Supportive of collaboration, people bump into each other Good Staff Amenity Changed leadership behaviours, manage by being seen and by overhearing Mixing of cultures Very little downsides

17. Building and Fitout Design by Hassell Workplace Strategy by DEGW End