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GUEST OBSERVATION
The past thirty years have seen the demise of the expectation of a job for life. We've seen traditional career paths of apprenticeship, journeyman and master craftsman largely disappear, not just in the trades but also in professions like engineering and government policy analysis. Waves of redundancies have hollowed out the middle layers of many organisations, leaving incumbents in key roles often lacking the depth of experience needed to make wise decisions. 
Demographic changes are one of the <a href="https://www.colliers.com.au/sitecore/content/Global/News/2014/January/7_Forces_Transforming_Your_Office.aspx">seven forces</a> affecting corporate property decision-making. There are of course many dimensions to this, including increased labour force participation by women and a broader ethnic mix in many organisations than we've seen previously. But one of the things that is particularly interesting is the composition of the workforce by age. Traditionally the population pyramid, which is a graphical depiction of the number of people of each age group split by gender, has been fairly, well, pyramidal. That is to say, plenty of younger people and relatively few older folks. 
What's happening is that it's starting to become a population rectangle and is generally getting taller as more people live into a ripe old age and family sizes decrease. This <a href="https://www.abs.gov.au/websitedbs/d3310114.nsf/home/Population%20Pyramid%20-%20Australia" target="_blank">link</a> takes you to the Australian Bureau of Statistics' animated population pyramid, where you can see how the shape changes over time.
Throw together the lingering effects of the global financial crisis (GFC) with a bit of "generational studies", there are some interesting implications for workplace planners:
Baby Boomers have abandoned early retirement dreams - A sad fact of the GFC is that many people have had to defer their retirement plans and remain in or return to the workforce. Many of the so-called baby boomers (people born immediately after WW2, who are now aged up to 70) are seeking part time work to top up their retirement income sources. Notwithstanding the fact that longer life expectancies are forcing people to re-evaluate the level of savings they need at retirement. In some cases people are preferring to continue working at least part time simply to keep themselves physically, mentally and socially active given the expectation of a longer period of retirement. 
Generation X battling to buy into the property market - Generation X (people from their early 30s to late 40s) are in the middle of raising families. Given housing (un)affordability or by choice, many X-ers are in double income families, but often at least one member seeks to work part time to make juggling family commitments a little easier.
Generation Y job-hopping and chasing online start-ups - As Generation Y's numbers in the workforce continue to swell over the next few years as they complete their education, they will become the dominant age group at work. While noted for their upwardly mobile job hopping ways (unsurprising given they are the first generation to enter a workforce with no notion of job security), we expect that as they hit their thirties they will start to moderate their expectations of their employers as they encumber themselves with children and/or mortgages. Nevertheless, some will continue to pursue multiple jobs: the office job for income to supplement their web business or hobby job until it takes off.
Meanwhile the Millennials, who will be joining the workforce before this decade's end, are growing up in a world of iGadgets and social media and will be occupying the offices you are fitting out today.
This article continues on the next page. Please click below.
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Here are three ways to leverage your workplace to help bridge the generation gap:
1. Support multiple generations with a mix of work settings
How do you cope with up to four generations working under the same roof? At one end of the spectrum the Millennials are likely to want something that is contemporary and open, giving them good access to management, cutting edge technology and a sense of personal control over when, where and how they do their work. At the other end of the spectrum is a generation that is perhaps least accustomed to open plan environments and may seek the solace of an enclosed office.
Across all generations we see  distraction avoidance as a key requirement, though some individuals are more adept at dealing with this than others. While some advocate a set of ear buds and a good music collection, listening to music can potentially introduce more distraction and reduce cognition, impacting productivity except for mundane repetitive activities. Quiet rooms for individual use and so-called "library" spaces where groups of people can work quietly and phone calls are banned are becoming more common. The success of such environments depends on an appropriate mobile technology solution and managerial permission for staff to move about the office and select an environment that meets their needs (including off premises options).
2. Hot desk to create space for part time and part remote workers
Even an open plan workstation is a relatively expensive overhead, generally costing a CBD based corporate in the order of A$10,000 - A$18,000 per annum in rent, fit out depreciation and operating costs. Economically (with the <a href="https://www.colliers.com.au/sitecore/content/Global/News/2014/February/A_flash_new_office.aspx" target="_blank">new world economic order</a> in mind) it makes sense to optimise utilisation by imposing some form of desk sharing regime for all those part timers. It's an approach being adopted at a growing number of workplaces as we've seen in <a href="https://www.colliers.com.au/sitecore/content/Global/News/2013/September/How_to_cut_accommodation_costs_by_20_per_cent.aspx">other posts</a>.  Organisations must be careful when introducing desk-sharing regimes. <a href="https://www.colliers.com.au/sitecore/content/Global/News/2013/October/The_office_moves_that_scare_staff_away.aspx" target="_blank">Our experience</a> is that staff are more likely to accept workplace changes that take something away (such as an office entitlement) if something else is given back. Given the property, fit out and churn savings derived from largely or completely eliminating enclosed offices, it should be possible to channel a benefit back to the affected staff, in the form of an expanded potential bonus pool if nothing else. Effective communication of this balance is critical, which is why workplace projects need great change managers.  Before we leave this topic I'll point out that there are several pitfalls with staff working part time (and even full timers who work remotely some of the time). The first is that many part timers target at least three days per week, therefore limiting opportunities for desk sharing due to the overlap. Another is that the opportunities for team interaction and collaboration may diminish and/or demand for meeting spaces peaks on the overlap days (and indeed we typically find midweek mornings to be the most popular time for meetings). In some cases the use of mobile technologies can overcome such issues. Nevertheless, as talented employees seek work/life balance more employers are needing to gear up to accommodate this change.
3. Mentoring the trick to keeping younger employees engaged
A problem with older fit outs is that they do not facilitate the mentoring opportunities younger staff crave. However, an issue in some cultures is the sense of entitlement that mature staff may feel towards an enclosed office, particularly if promotions or longevity have traditionally been rewarded with the proverbial "nice piece of carpet". But as more people remain in the workforce past the traditional retirement age, there won't be enough senior management positions to go round. In any case (and partly due to the loss of traditional apprenticeship based career paths), there's a fantastic and desperately needed opportunity for mature, long term staff to mentor younger workers, which is not easily achieved from an individual office.  As can be seen, walking the tight rope between each demographic group's expectations while maintaining fiscal prudence is difficult. The compromise solution may be some form of activity-based or agile workplace strategy, but perhaps without going to the extreme of forcing people to find a new seat every day.
David McEwen is a management consultant working at the intersection of workplace strategy, sustainability and technology with <a href="https://www.colliers.com.au/%E2%80%8E" target="_parent" rel="nofollow">Colliers International</a>.
You can connect with David on <a href="https://www.linkedin.com/profile/view?id=9321351&amp;locale=en_US&amp;trk=tyah&amp;trkInfo=tas%3Adavid" target="_blank">LinkedIn</a>.
This article first appeared on <a href="https://www.colliers.com.au/News.aspx" target="_blank">Colliers International News</a>.
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Three ways to leverage your workplace to help bridge the generation gap

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This week I’m drilling into the first of <a href="https://www.propertyobserver.com.au/office/the-seven-forces-that-are-transforming-your-office/2014021867634" target="_blank">seven key forces</a> influencing contemporary workplaces. The shadow still looming over corporate Australia and many other countries is what we call the "new world economic order."
Following the global financial crisis (GFC), organisations are more conscious about their costs and cautious about their spending, while many individuals may be a little more tolerant about working conditions in order to safeguard their employment. This is translating to a lot of property consolidation as organisations compact themselves into a smaller footprint and release or sublease excess office space.
I've looked previously at the <a href="https://www.colliers.com.au/sitecore/content/Global/News/2013/September/How_to_cut_accommodation_costs_by_20_per_cent.aspx" target="_blank">ways organisations use less space</a>, through space intensification and more recently hot desking strategies.
We've seen many organisations trying to combine efficiency with a more effective workplace - increasing the variety of work settings and implementing flexible mobile technologies. Our research looks at the adoption of flexible working as a workplace strategy and found that one in three organisations had already deployed it (to at least part of their workforce) or had firm plans to do so. We think this level of interest was clearly driven by the impacts of the GFC and wonder if the catalyst of a certain investment bank's celebrated activity-based working implementation in Sydney (occupied in 2009) would have had the same level of impact on market trends if it had been rolled out in, say, 2006 when the economy was still riding high. At the other end of the spectrum we're also seeing many organisations defer refurbishments or relocations, preferring to sweat their accommodation assets rather than sink capital into a new fit out. Our research shows 15% of tenants are more likely to renew and stay put with a further 30% focusing on cost savings. In cases where the existing workplace is not aligned with the organisation's employment brand or is impeding productivity or restricting opportunities for collaboration, this could be a case of robbing Peter to pay Paul.
The latest ME Bank Household Financial Comfort Report shows job insecurity is in the top three money concerns noted by respondents. As such, employees may be more accepting of older fit outs, lower quality buildings, fringe locations or desk sharing arrangements. There's a realisation too, that spending on a flash office fit out has a direct and long lasting impact on a firm's bottom line. Workplace projects that achieve a balance between cost savings versus staff amenity and other benefits may be viewed more favourably by current and prospective employees.  Conversely, while there's no evidence that people leave organisations primarily because of physical workplace arrangements (it's more likely to do with relationships with colleagues, pay, or the work itself), it can be an influencing factor in some cases.
In the various top employer rankings there are many examples of high ranking organisations where the workplace arrangements are cited as a significant strategic factor. In times where many organisations are tightening the purse strings on accommodation, those that do invest in workplace arrangements that appeal to employees may derive some advantage in the so-called war for talent.
But it's important to understand what will appeal to the employees you want to retain - those with the right cultural and productive fit - as opposed to those you don't. For instance, if many of your competitors have introduced desk sharing, perhaps the retention of assigned seating could be a point of difference.
David McEwen is a management consultant working at the intersection of workplace strategy, sustainability and technology with <a rel="nofollow" target="_parent" href="https://www.colliers.com.au/%E2%80%8E">Colliers International</a>.
You can connect with David on <a target="_blank" href="https://www.linkedin.com/profile/view?id=9321351&amp;locale=en_US&amp;trk=tyah&amp;trkInfo=tas%3Adavid">LinkedIn</a>.
This article first appeared on <a href="https://www.colliers.com.au/News.aspx" target="_blank">Colliers International News</a>.
                               
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A flash new office? I'm worrying about my job!

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Work in the future will no longer be a place you go, but a thing you do. With new ways of working evolving, modern office environments need to be flexible and responsive to change to attract talented staff and boost productivity.
However, property is traditionally an inflexible resource, with buildings lasting longer than many companies. While the average office lease in Australia is around six years, larger firms typically take out 10 or 15 year terms with extension options. In a good quality, well maintained office fit out, many of the fittings and furnishings can wear well for nearly 15 years.  In comparison, product life cycles for many industries are now less than two years and technology is changing our lives in ways we could have barely imagined even seven years ago when the iPhone first debuted.
When considering renewing or relocating your office, you need to think long-term about whether your workplace actually supports the way people work and how your business will react to change.
For starters, many of the key decisions, like building selection and the amount of space need to be made several years prior to occupation.
This presents a real challenge for project teams as they gaze into their crystal balls and predict the future. Both in terms of internal questions, like what markets their organisation will be operating in and its consequent labour force composition, plus external questions like the direction technology is heading and what sort of workplace prospective staff will expect. Colliers International's research team has had a crack at identifying what might be on the horizon that could affect the way we design and use office space. We don't claim to be futurists and aren't in the business of predicting disruptive technologies so our point of departure is what we are starting to see today.  
Here are the seven forces transforming your office:
1. The new world economic order
Prevailing weak economic conditions leading to a focus on cost reduction and in many cases making employees more accommodating of changing and constrained working conditions. At the same time, organisations are becoming hyper competitive in order to survive, meaning the facilitation of product and process innovation has become paramount.  
2. Demographic change
The need to balance differing generational expectations at work and deliver work life balance. Ageing populations in many economies, combined with other factors such as weaker economic growth, are challenging traditional notions of apprenticeship, skill mastery and graceful retirement.  
3. Technology
Having enabled and created the expectation of a mobile and connected distributed workforce, we now need to think differently about the role and functional requirements of office buildings.  
4. Health and well-being
Healthy workers are more productive and effective workplace Arrangements can facilitate this in many ways.  
5. The regulatory environment
Restrictions and obligations on business activity are becoming tougher in many parts of the world. Sometimes this goes counter to what we hope to achieve through our workplace strategy.  
6. Sustainability
We have a duty to the planet and future generations to limit our environmental footprint at individual, business and community levels. We also need to make our organisations more resilient in the face of increasing severe weather and other events related to the impacts of climate change. Workplace strategy can play a significant part in this goal.  
7. Urban planning
Given the foregoing trends, how must our cities, buildings and workplace expectations adapt? I'll be examining each of these forces over a series of posts in the coming weeks. 
David McEwen is a management consultant working at the intersection of workplace strategy, sustainability and technology with <a href="https://www.colliers.com.au/%E2%80%8E" target="_parent" rel="nofollow">Colliers International</a>.
You can connect with David on <a href="https://www.linkedin.com/profile/view?id=9321351&amp;locale=en_US&amp;trk=tyah&amp;trkInfo=tas%3Adavid" target="_blank">LinkedIn</a>.
This article first appeared on <a target="_blank" href="https://www.colliers.com.au/News.aspx">Colliers International News</a>.
 
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The seven forces that are transforming your office

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Location, location, location. The age old real estate mantra should not just apply to where you live. Choosing the right location should be a key element of any good business strategy.
The location you choose for your business is critical in positioning your brand, while a good choice in location will be vital in attracting and retaining the best staff.
But don't be enticed to a premium location if it doesn't match your brand. Alternatively, don’t be put off by the cost of a premium location until you’ve done your due diligence and understood the benefits it can bring to your business.  A premium location may retain good staff, so ultimately cut down on your recruiting and training budgets.
Having a clear understanding of your business strategy and how your organisation sits in its market environment are the first steps to choosing your location.  Here are a few tips to consider when that all important choice has to be made:
Position it right and talent will follow
 In order to attract a steady supply of the right people to your business, you need to consider the type of person you wish to attract, their ages, qualifications, salary expectations and where they live.  Once you have a clear understanding of their profile, choose a location which will appeal to them. 
Keep competition close
 In most countries and cities there are clear geographic clusters for certain types of organisations. Employees move between these organisations and become accustomed to the geography.
 
What location tells your clients
 Where do your potential clients expect you to be? A company's physical address sends market signals that should be in tune with your branding and convey the appropriate stature and size to your target market.
 
Be easy to work with
Look at the type of business you are in and where work is carried out. Some businesses need their sales or support personnel to be based according to their clients' geographies. Major call centres are often located in proximity to major telecommunications hubs.
 
Catch talent with an easy commute
Consider where your preferred talent are likely to reside, then ensure that you choose a location that is as easy commute.
Don’t expect staff to walk for a sandwich
Amenity covers a wide range of considerations, from convenient and affordable parking, to cafes and bars, retail, banking and other services.
 
There's safety in numbers
With longer working hours the norm for many organisations, the relative risks involved in making it safely into one's car, bus or train when leaving the workplace after dark do impact on people's employment decisions.
 
Pay only for what you need
Do you actually need a physical office presence? Some organisations may be able to operate successfully on a largely virtual basis, with team members working from their homes, co working sites or clients' sites. Where previously staff needed to work in a central office to be able to access records and equipment, this is no longer the case. However, for many organisations a central office fulfils important collaborative, social, cultural/brand and other requirements.
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David McEwen is a workplace strategy consultant with <a href="https://www.colliers.com.au/?" target="_parent">Colliers International</a>.
 
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Office location – what does it mean for your business? David McEwen

One of North Sydney's best-known commercial buildings could become hundreds of new homes, with insurance giant Zurich Australia lodging a State Significant Development Application (SSDA) to transform 5 Blue Street into a mixed-use residential development above North Sydney Station.

Rather than demolishing the existing building and starting again, Zurich is proposing an adaptive reuse project that would convert the landmark office building into a 15-level residential development delivering 62 apartments, 86 affordable co-living dwellings, activated retail and significant upgrades to the Blue Street Plaza.

The proposal reflects a growing trend of commercial property owners repositioning ageing office assets into residential housing as Sydney grapples with housing supply shortages and changing workplace demand.

<img alt="Zurich" data-entity-type="file" data-entity-uuid="0bba7d12-06dc-4375-aad7-238c94b21ac5" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Screenshot%202026-07-22%20at%2010.42.05%E2%80%AFAM.png?VersionId=NJl5oLAEBDGuPmY3RnyliKODjMc8lvRh" />

Located directly above North Sydney Metro and train station, the 3,051 sqm site occupies one of the most strategically positioned parcels of land on Sydney's Lower North Shore.

Designed by fjcstudio, the proposal seeks to retain and adapt much of the existing structure while creating a contemporary residential address that better connects with the public domain surrounding North Sydney Station.

The application proposes two basement levels, ground floor retail, affordable co-living accommodation across the podium levels, and apartments above, while preserving and enhancing the publicly accessible Blue Street Plaza.

Rather than pursuing maximum apartment numbers, Zurich has opted for a housing mix heavily weighted towards larger owner-occupier residences.

The proposal includes 62 build-to-sell apartments comprising 12 one-bedroom, 19 two-bedroom, 29 three-bedroom apartments and two premium penthouses. It also incorporates 86 affordable co-living dwellings, which would be managed in perpetuity by a Community Housing Provider.

That balance between traditional apartments and affordable housing reflects the NSW Government's push to increase housing diversity around major transport infrastructure.

The proposal has been lodged concurrently with a rezoning application, with Zurich arguing the site is ideally positioned to support additional housing given its immediate proximity to public transport, employment and services.

"The proposal aims to respond to the housing challenges facing Sydney through the delivery of diverse housing types in a highly accessible location," the design report by fjcstudio states. It also seeks to improve pedestrian amenity through upgrades to Blue Street Plaza while creating a high-performing residential building that responds to the surrounding context.

<img alt="Zurich" data-entity-type="file" data-entity-uuid="36082e15-c636-4481-bb68-5a5f6443fe39" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Screenshot%202026-07-22%20at%2010.41.36%E2%80%AFAM.png?VersionId=5P6VD.fvmqjQfIG3TWWMRXxQWiQBjeFB" />

Rather than replacing the commercial building, fjcstudio has developed a design that works with the existing structural framework above the rail corridor, an approach that significantly reduces demolition while allowing the site to be repositioned as a mixed-use residential precinct.

The existing structural constraints have informed much of the building's design, including its relationship with Blue Street and surrounding public spaces.

The building has been designed as a slender tower rising above a clearly defined podium, with vertically expressed façades intended to reduce the perceived bulk while reinforcing North Sydney's emerging skyline.

According to fjcstudio, the architectural language responds directly to the surrounding commercial towers while maintaining a finer grain expression more closely aligned with the neighbouring Lavender Bay streetscape.

The tower incorporates articulated façade elements, landscaped podium edges and recessed upper levels to soften its appearance and improve pedestrian amenity below.

A significant component of the proposal is the revitalisation of Blue Street Plaza.

The existing public space has long served as one of the primary pedestrian connections between North Sydney Station, Greenwood Plaza and Blue Street, yet its role is expected to become even more important following the opening of Sydney Metro.

Zurich's proposal seeks to strengthen that role by improving landscaping, introducing new retail frontages, enhancing pedestrian permeability and creating more active edges throughout the day and evening.

Ground floor retail would wrap the plaza, while separate residential and co-living entries have been designed to improve wayfinding without reducing street activation.

Landscape design has been integrated throughout the podium and public realm, softening what is currently one of the most heavily urbanised parts of North Sydney.

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fjcstudio has carefully oriented apartments towards Sydney Harbour and the CBD while using privacy blades and articulated façades to minimise overlooking between neighbouring buildings.

Large framed openings along the western elevation maximise harbour outlooks, while the eastern apartments have been angled towards the south-east to improve privacy from neighbouring development.

The project forms part of the continuing transformation of North Sydney from a predominantly commercial CBD into a genuine mixed-use city centre.

Since the completion of Victoria Cross Metro Station, developers have increasingly shifted their attention towards residential projects capable of leveraging the area's unparalleled transport connectivity.

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FiveX recently lodged plans for a 61-storey, 490-apartment tower that would become one of the tallest residential buildings in North Sydney if approved.

Aqualand continues to expand its Lower North Shore presence following the completion of AURA on Walker Street and its recent St Leonards and Roseville proposals.

Developers are also progressing projects throughout Walker Street, Miller Street and the Victoria Cross precinct as demand for well-located owner-occupier apartments continues to strengthen.

Joel Robinson

First look: Zurich targets North Sydney office conversion with 148-unit proposal above Metro station

Busy developer Aqualand Prestige has formally taken the next step in its expansion across Sydney's Lower North Shore, lodging a State Significant Development Application (SSDA) for its long-held Archer Street site in Chatswood.

The application covers <a href="https://www.apartments.com.au/new-apartments/51-55-archer-street-chatswood-nsw-2067">51-55 Archer Street</a>, a 1,767 sqm amalgamated site on the eastern edge of the Chatswood CBD, where the developer is seeking approval for a 45-level mixed-use tower delivering 114 apartments, including a significant affordable housing component, alongside retail, commercial space and six basement levels of parking.

The SSDA marks the latest milestone for a project Aqualand has been quietly progressing over the past two years. The developer first secured the site for its Aqualand Prestige platform before undertaking an alternative design excellence process with PTW Architects, ultimately avoiding a formal design competition through the Housing Delivery Authority pathway.

The proposal has evolved considerably from Aqualand's original concept. The revised scheme has been designed around larger owner-occupier product, with an unusually high proportion of three and four-bedroom apartments, targeting the more affluent buyer profile, and downsizer, emerging across the North Shore.

<img alt="Archer St" data-entity-type="file" data-entity-uuid="0171204c-5811-41b5-9b09-2335d1b7c3d0" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Screenshot%202026-07-22%20at%208.52.48%E2%80%AFAM.png?VersionId=6YTuxfq.puZo7k2wbfgemcO5K3QfXYGQ" />

The 114-apartment mix comprises six studios, 27 one-bedroom apartments, 18 two-bedroom apartments, 50 three-bedroom residences and 13 four-bedroom homes. A quarter of the building will be dedicated to affordable housing, well above the mandated 15 per cent&nbsp;

PTW has structured the building vertically, with affordable housing across levels one to six, premium apartments through levels seven to 31, duplex skyhomes on klevels 32 to 43, a penthouse on level 44, and a rooftop plant level above. Six basement levels will provide resident parking and servicing.

The tower is proposed to reach approximately 154 metres, placing it among a growing collection of residential high-rises transforming Chatswood's skyline.

Rather than competing purely on height, PTW says the design has been driven by creating a slimmer tower capable of delivering significantly larger apartments.

"The primary objective of this project was to create a distinctive building that stands out from the recently approved or built structures in the Chatswood area," the design report states, noting the structural efficiency allows greater investment into apartment quality and resident amenity.

Residents would have access to more than 450 sqm of communal open space including landscaped gardens, swimming pool, rooftop entertaining areas, fitness spaces, community gardens, children's play areas and barbecue facilities.

A major focus of the design has been the public domain.

The ground plane has been opened up through landscaped terraces inspired by Willoughby's sandstone ridges, with native planting, public seating, artwork, retail activation and a series of gathering spaces intended to soften what has traditionally been a hard commercial streetscape.

The landscape strategy references Blue Gum forests once common throughout the area, while incorporating Indigenous storytelling, public art and lighting installations to strengthen the connection to Country.

Chatswood has been one of Sydney's busiest apartment markets over the past 12 months, with a steady pipeline of both new project launches and fresh development applications.

Hyecorp recently launched Celine, a 122-apartment development just along Archer Street, while Changfa and Huirong Group are progressing The Anderson, an 84-apartment project on Anderson Street.

Develotek recently secured approval for a 101-apartment tower on Pacific Highway, while Tian An LFD received the green light for Hammond Greens, its apartment development on the edge of the Chatswood Bowling Club.

Commercial property developer FiveX is also making its move into the residential market. Last month it lodged plans for a 61-storey tower with 490 apartments, which, if approved, would become one of the tallest residential buildings in Chatswood.

Read more:&nbsp;<a href="https://www.apartments.com.au/news/nsw/first-look-fivex-targets-chatswood-skyline-with-61-storey-tower-after-north-sydney-plans">First look: FiveX targets Chatswood skyline with 61-storey tower after North Sydney plans</a>

Aqualand is also expanding its development pipeline following the launch of its luxury residential brand, Aqualand Prestige. The developer has delivered a string of high-end apartment projects across Sydney's affluent suburbs over the past decade, most recently AURA by Aqualand on Walker Street in North Sydney.

[smartcode_project:default project_id=30959 project_image_fid=292863]

It has since quietly assembled its next wave of projects.

Earlier this year Aqualand launched Boronia in Roseville, a boutique 111-apartment development on Larkin Street. The project is one of the first significant apartment developments to launch in the suburb ahead of what is expected to become one of Sydney's most active new housing precincts under the NSW Government's Low and Mid-Rise Housing reforms, which allow greater density around train stations.

[smartcode_project:default project_id=152095 project_image_fid=373685]

The developer has also lodged plans for a two-tower, 413-apartment development on Herbert Street in nearby St Leonards, further strengthening its presence across the Lower North Shore.

Beyond that, Aqualand remains behind the final stage of Barangaroo, where plans will deliver a five-hectare mixed-use precinct comprising new homes, retail, hospitality and community facilities, alongside a new Metro entrance and more than two hectares of public open space, completing the Barangaroo precinct.

Read more:&nbsp;<a href="https://www.apartments.com.au/news/nsw/central-barangaroo-development-takes-big-step-with-concept-proposal-approval">Central Barangaroo development takes big step with concept proposal approval</a>

Read more:&nbsp;<a href="https://www.apartments.com.au/news/nsw/first-look-aqualand-joins-st-leonards-apartment-party">First look: Aqualand joins St Leonards apartment party</a> 
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First look: Aqualand pushes ahead with Chatswood apartment tower as SSDA lodged for Archer Street

Mass timber is becoming an increasingly popular construction material in apartment developments, but Adelaide developer <a href="https://www.apartments.com.au/developers/otello">Otello</a> is taking the approach a step further.

At its new <a href="https://www.apartments.com.au/new-apartments/flowe-bowden-18-gibson-street-bowden-sa-5007">Flowe Bowden</a> development, the exposed cross-laminated timber (CLT) structure isn't just about reducing the building's environmental footprint. It also forms the foundation of a broader wellness strategy, influencing everything from indoor air quality and natural materials to the way residents move through and experience the building.

The 115-apartment mixed-use development, designed by Melbourne-based architecture practice Fieldwork, will occupy a prominent island site opposite Bowden Village Reserve, combining one, two and three-bedroom apartments with retail and a dedicated wellness destination.

[smartcode_project:default project_id=152022 project_image_fid=375528]

Wellness isn't confined to a gym or shared resident facility at Flowe. Instead, Fieldwork embedded the concept into the building itself.

The development has been split into two residential wings connected by a naturally ventilated central breezeway, replacing traditional enclosed corridors with open-air walkways that improve natural light, encourage cross ventilation and create more opportunities for neighbourly interaction.

"Rather than treating wellness as something that only happens on the ground floor, our response integrates it throughout the building, which led us to ask what it really means to design a healthy building," Fieldwork Director Quino Holland said.

[smartcode_project:default project_id=152022 project_image_fid=375531]

The building's architecture also reflects Bowden's industrial heritage. The lower podium references the area's historic brick and sandstone buildings, while the upper levels transition to exposed CLT, allowing the timber structure to become a defining feature throughout the apartments and shared spaces.

The use of mass timber sits alongside a range of sustainability initiatives, including a fully electric, gas-free design, rooftop solar and a targeted 5 Star Green Star rating.

[smartcode_project:default project_id=152022 project_image_fid=375524]

Inside the residences, the focus remains on natural, durable materials. Blackbutt engineered timber flooring, exposed CLT ceilings, porcelain surfaces and warm timber joinery create a calming interior palette, while low-VOC finishes and responsibly sourced materials have been selected to improve indoor air quality.

Kitchens have been designed as the centrepiece of each apartment, featuring porcelain island benchtops, timber-look cabinetry and brushed steel tapware, with layouts that maximise natural light and ventilation.

[smartcode_project:default project_id=152022 project_image_fid=375530]

The more traditional interpretation of wellness comes in the form of Level Eleven, a two-storey wellness club spanning the ground floor, mezzanine and first floor.

The facility will include a gym, yoga and reformer Pilates studios, Finnish and infrared saunas, magnesium hot and cold plunge pools, and dedicated recovery spaces. Unlike many residential wellness facilities, Level Eleven will also operate commercially, allowing the broader Bowden community to access the venue while giving residents exclusive membership benefits.

The ground floor has also been designed around everyday living. A café overlooking Bowden Village Reserve will activate the street frontage, while a bike workshop with tool storage, co-working space and dog wash has been incorporated to support daily routines and encourage interaction between residents.

"Flowe brings together my two biggest passions, creating places and creating healthier lives," Otello founder Daniel Harris said.

"We wanted to create something Adelaide hasn't seen before, a genuinely healthy building, where the way you live is lifted without even trying."

Flowe is positioned directly opposite Bowden Village Reserve and within walking distance of Bowden Railway Station and the Adelaide Entertainment Centre, placing future residents just minutes from the Adelaide CBD while remaining connected to one of the city's most established urban renewal precincts.

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Otello launches wellness-focused Flowe Bowden with Adelaide-first mass timber apartment design

Not all apartment amenities are immediately visible.

Swimming pools, gyms, rooftop terraces and residents' lounges have long featured on buyers' wishlists, but as the way Australians live has changed, so too have the features that make apartment living more convenient.

Increasingly, buyers are placing value on the practical aspects of day-to-day life. Fast internet, EV charging, secure bike storage, flexible workspaces and parcel management are becoming just as relevant as lifestyle amenities, reflecting changing habits and expectations.

Online shopping has been one of the biggest drivers of that shift.

Australians spent a record $82.6 billion shopping online in 2025, with almost one in every four retail dollars now spent digitally, making parcel deliveries a routine part of everyday life rather than an occasional convenience.

For apartment residents, however, receiving those deliveries isn't always straightforward.

Without someone home to accept a parcel, deliveries can be redirected to a nearby Post Office, left in building foyers or common areas, or require building management to temporarily store packages. As apartment living continues to grow across Australia's cities, parcel management has become an increasingly important consideration for both residents and developers.

Australia Post's Parcel Locker network is one response to that shift.

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Rather than relying on home delivery, eligible parcels can be directed to a nominated Parcel Locker, where they're securely stored until collected. Once a parcel arrives, residents receive a notification through the AusPost app or SMS and can retrieve it using a one-time code or QR code at a time that suits them.

The network has expanded to more than 1,500 locations nationwide, with Parcel Lockers positioned at Post Offices, shopping centres, supermarkets, transport hubs and, increasingly, within or alongside residential developments.

That growing presence reflects a broader change in how apartment buildings are being planned.

Developers are increasingly considering the operational side of apartment living alongside traditional lifestyle amenities. Just as secure mailrooms, bicycle storage and EV charging have become more common inclusions, parcel management is emerging as another feature that supports everyday convenience.

It also helps preserve the arrival experience within a building. Carefully designed lobbies and communal spaces can quickly become cluttered when deliveries accumulate, while secure parcel solutions reduce the likelihood of missed deliveries or parcels being left unattended.

For buyers comparing apartments, these everyday details are becoming part of the decision-making process.

Location, floorplans and finishes remain fundamental, but the features that simplify daily life are carrying greater weight than they once did. As online shopping continues to shape consumer behaviour, secure parcel delivery is increasingly becoming another amenity worth looking for.

Parcel delivery is joining the apartment amenity checklist

Inca Property Group has lodged a State Significant Development Application (SSDA) for Dawn, a 53-apartment oceanfront development overlooking Mona Vale Beach.

The proposal, at 35-39 Darley Street East, would replace an existing 18-apartment strata building with a new owner-occupier-focused development comprising 53 two and three-bedroom apartments, including nine affordable built-to-rent residences delivered under the State's infill affordable housing scheme.

Positioned on a 2,679 sqm elevated site around 280 metres from Mona Vale Beach, the development has been designed to maximise panoramic ocean views while responding to the site's sloping topography.

<a href="https://www.apartments.com.au/developers/inca-property-group">Inca Property Group</a> Managing Director Josh Thompson said the State Significant pathway provided greater certainty for projects of this scale.

"This State Significant pathway gives the team real certainty to progress <a href="https://www.apartments.com.au/new-apartments/dawn-35-39-darley-street-east-mona-vale-nsw-2103">Dawn</a> through to completion," Thompson said.

"It allows us to acquire a one-off site, design it carefully and deliver the right offering for the suburb, assessed by the NSW Government's planning department."

The project is one of the first developments in the area to be assessed under the NSW Government's Low and Mid-Rise Housing policy, with the site sitting on the edge of the policy's designated inner area.

The proposal includes three basement levels providing 124 car spaces, alongside a range of resident amenities including a swimming pool, gym, sauna, wellness facilities and private plunge pools for selected ground-floor and penthouse apartments.

<img alt="Dawn" data-entity-type="file" data-entity-uuid="fc1a1daf-0ce4-4f12-9076-b1fa553c7a91" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Screenshot%202026-07-21%20at%208.42.11%E2%80%AFAM.png?VersionId=4GZ9h.gpNkTljbxyAET8Jfhv51XUamDm" />

Thompson said Dawn had been designed specifically for owner-occupiers and downsizers, a buyer profile that has driven demand across Inca's recent Upper North Shore developments.

"The majority of buyers in our recent North Shore projects have been downsizers, and we are learning exactly what this market is looking for. Beyond the location itself, we have included resort-style amenities to deliver a genuine lifestyle offering," Thompson said.

Located within walking distance of Mona Vale Beach, the town centre, Mona Vale Golf Club and the Royal Motor Yacht Club, Dawn represents Inca's first Northern Beaches project following the sell-out of Tara on Park in Waitara and Ellis Residences, currently under construction in St Ives.

Construction will be undertaken by Inca's in-house construction arm, GOP Constructions.

Dawn is the latest major apartment proposal for Mona Vale, with the suburb emerging as one of the key beneficiaries of the NSW Government's new Low and Mid-Rise Housing policy.

New developer One Living, led by industry veteran Joseph Scuderi, recently secured a site on Mona Vale Road, on the border of Mona Vale and Pymble, where it is planning around 140 apartments.

IPM is also planning its third project in Mona Vale, significantly increasing the scale of its previous developments with an 82-apartment proposal at <a href="https://www.apartments.com.au/new-apartments/159-167-darley-street-west-mona-vale-nsw-2103">159-167 Darley Street West</a>, opposite Bayview Golf Course and less than 800 metres from Mona Vale town centre.

Read more:&nbsp;<a href="https://www.apartments.com.au/news/nsw/one-living-enters-sydneys-new-apartment-market-with-northern-beaches-site-acquisition">One Living enters Sydney's new apartment market with Northern Beaches site acquisition</a>

Read more:&nbsp;<a href="https://www.apartments.com.au/news/nsw/first-look-ipm-plans-third-mona-vale-project">First look: IPM plans third Mona Vale project</a>

David McEwen

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