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.

[smartcode_project_cta:default project_id=152022]

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.

<iframe allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" allowfullscreen="" frameborder="0" height="315" referrerpolicy="strict-origin-when-cross-origin" src="https://www.youtube.com/embed/KPZ9j5FRdsQ?si=Qztc1dNP3ZvEIUhb" title="YouTube video player" width="560"></iframe>

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>

First look: Inca eyes Mona Vale with State Significant DA for Dawn apartments

Office

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The former <a href="/news">South Melbourne</a> headquarters of the Royal College of General Practitioners sold with vacant possession for $9.9 million two years ago has been resold for $14.35 million through Lemon Baxter.
The 2012 buyers, a joint venture between Guy Nelson’s Alpha Partners and the JAK Investment Group, refurbished and re-leased <a href="/expert-insights/investing/the-royal-college-of-general-practitioners-south-melbourne-hq-fetches-healthy-9-million">the then vacant building</a>.
Nelson was formerly Macquarie’s head of property, and JAK is owned by Nelson’s former colleagues Adam Jane and Daniel Knights.
The four level Palmerston Crescent property with 2,794 square metre space had been the home of the medicos for 18 years.
The Royal College of General Practitioners, which relocated to <a href="/news">East Melbourne</a>, had been there since 1982.
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South Melbourne office flip yields $4 million in two years

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Business meetings via hologram, suburban ‘coworking hubs’ and the possibility of working in Joondalup one day and Auckland the next are just some of the predictions outlined in the Intel Security <a href="https://intelsecurityapac.com/2025/wp-content/uploads/sites/15/2014/05/FR5289b_McAfee_14Q2_ISEC_SSO_32pp_A4_Reportv_LR.pdf">Safeguarding the Future of Digital Australia in 2025</a>report published yesterday.
While 50% of the 1230 Australians surveyed in the report feel comfortable with the current rate of technological change, with only 17% feeling concerned, it is worth looking at what trends could be on the way that your business may need to adapt to.
1. Fully globalised work
According to the report, it’s not just knowledge work that forms the globalised economy: “We are seeing everything from surgery to mining machinery operation being routinely completed by people far away.”
As such, in the future it will become even more crucial for businesses to focus on high-quality customer service in a challenging environment where every industry can foreseeably go global, exposing businesses to many challenges but also unprecedented opportunities.
“Almost all work can be done anywhere now,” futurist, entrepreneur and author of the report <a href="https://www.smartcompany.com.au/growth/economy/3217-">Ross Dawson</a> told SmartCompany. “This will drive down the prices of what people are prepared to pay for this work.”
Likewise, marketing will take on a whole new importance, enabling companies to compete on a global scale and differentiate themselves from competitors the world over. According to the report, this will require companies to acquire more and more personal information from prospective customers in order to discover better ways to target them directly – and with 51% of Australians not reading online privacy policies, as well as the confluence of online activity, this information will be produced in incredibly high volumes.
Dawson says Australian businesses which have “the global perspective”, including strong links to Asia, will be able to take advantage of the opportunities posed by a fully globalised economy, but points out that such an environment would “place pressure on the availability of work and the wages paid for workers who do not have distinctive capabilities”.
2. Rise of the machines
The report says by 2025, machines will have risen against the humans – in a sense. While the advent of advanced robotics will make many jobs obsolete, they may allow for the creation of more jobs in the knowledge industry. These jobs will fill in the blanks with regards to what the machines are not likely to be capable of, such as creativity and relationship skills.
However, the report warns this will create inequalities in the job market that will be challenging to navigate. While specialist knowledge will be in demand and lead to many job opportunities, the rise of the machines will lead to fewer jobs for people without such skills – and lower wages too.
“This is one of the big uncertainties, the big unknowns: the degree to which we have ‘technological unemployment’,” says Dawson. “Whatever happens, what we do know is that we need to focus on developing the distinctively human skills and capabilities of people.”
“We have actually dehumanised work, we’ve made [jobs] into processes. The more tightly we define the work that is done, the easier it is to create a machine to replace it. We now need to work on humanising work… rather than trying to create highly process-orientated work roles,” he says.
Article continues on next page. Please click below.
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3. Flexibility
There will be more self-employed people by 2025, with many more opportunities for flexible and freelance work.
The report predicts businesses will reshape in order to adapt to this new labour flexibility, with a new focus on extended rather than permanent workforces.
While this might sound like an ideal situation for highly paid freelance workers of the future economy, too much inequity in pay for flexible workers may create job security issues – yet another challenge for businesses to address by 2025.
“The trend is already evident that we are moving towards more and more unstructured freelance work. And as we move to a more and more fluid economy, it means there will be more opportunities for individuals to create a portfolio of work,” says Dawson.
“There will be some people who struggle… but there is a lot that we can do to guard against that. Part of it is around the sorts of social support structures that we have, as well as the education opportunities we have available to adults as well as children.”
4. Office revolution
One of the most interesting possibilities outlined in the report is the notion of creating more ‘coworking hubs’ – suburban office spaces separate from a CBD-centred central office, where employees can work collaboratively in a creative capacity.
“[Collaborative work] is absolutely fundamental… to ensuring Australia’s competitiveness and success,” says Dawson.
These hubs are envisaged as being far more attractive than today’s offices, featuring access to sophisticated technology that may have only been available in the head office.
Short of simply cutting back an employee’s morning and evening commute, these hubs will serve the purpose of boosting productivity and financial turnover by fostering creative entrepreneurship among coworkers. One American survey by Deskmag says that 71% of workers reported an increase in creativity once joining coworking spaces, with 70% also reporting feeling healthier and 62% saying their work output was better.
Better networking technologies would help facilitate these geographically separated work situations, one idea being the use of a ‘holodeck’: a multi-camera set up that could project someone’s likeness in three dimensions, allowing bosses to meet with their employees even if they do all their work at the hub.
5. Security
Of course, an increased reliance on information technologies will require a corresponding increase in network security. If the globalised economy will require more information collection to facilitate marketing, new systems will need to be put in place to protect this personal information from malicious hacking.
“The first thing is understanding what sort of information we need,” says Dawson. “There is often a gathering of data for the sake of it, when it really needs to be focused on creating value. There needs to be a strategic directive,” he says.
Dawson says apart from a focus on plain IT security protocols, which are likely to include more shifts towards point-to-point security, the online behaviour of employees will also need to be addressed by business owners, in order to avoid information leaks.
“One of the other trends is that there are more and more people working remotely, so locking down data becomes very different to what it’s been in the past. It’s also about having the right behaviours by the people inside your organisation.” 
This article first appeared on <a href="https://www.smartcompany.com.au/" target="_blank">SmartCompany</a>.
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jake-cSmGT7VXVf

Five key workplace trends of the future: Report

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Workplace design and facilities sit just behind salary as key influences on a candidate’s choice of workplace, according to research from design firm HASSELL and Empirica Research.
When you’re expecting someone to spend more than forty hours a week in an office, that office had better be good. If it’s good enough, some workers may even be willing to accept a lower salary. In HASSELL and Empirca Research’s survey, 24% of candidates reported that they would be likely to accept lower pay than they currently received if the new position came with appealing workplace facilities and culture. Appealing technology bumped that proportion up to 37%.
Pay aside, the survey found that providing an appealing workplace doubled the attractiveness of an employer to candidates, all other variables held constant. While providing facilities like gyms, childcare and outdoor spaces were found to be the most effective way of boosting a workplace’s appeal, design was found to count too.  ‘Creative, modern’ workplace design increased an organisation’s attractiveness to the prospective candidates by three times over ‘conservative, corporate’ workplace design.
<img src="/images/2014/05/28/hub%20melbourne.jpg" alt="">
Hub Melbourne. Photograph by Dianna Snape.
Though much of this information will come as no surprise to those in the architecture and design industries, HASSELL principal Steve Coster says that the empirical data will go a long way in convincing employers about the importance of design.
“There are people who are converted to the idea that workplace is worth spending time and money and effort on, and there are people who need more convincing. And one of the challenges is that we often don’t have rigorous substantiation data to make our argument,” he says.
However, he says that employers are starting to realise the benefits of quality workplaces.
“I think that’s definitely a generally higher acceptance now of the opportunity that workplace represents than there was 10 years ago, when I started working in workplace strategy type work,” says Coster.
“The more people see it and the more they experience good workplaces, the more they realise what’s possible. The biggest barrier is people not knowing what they don’t know, and not realising what a workplace can be like, and that it doesn’t have to be awful – it can actually be quite a good place to be if it’s done well.”
Coster often cites SA Water House as an example where workplace design has influenced the organisation’s culture and cut costs. HASSELL designed the over 20,000 square metre building, which included office spaces and laboratories.
 <img src="/images/2014/05/28/sa%20water%201.png" alt="">
SA Water House. Photograph by Matthew Sleeth.
“They had quite a broad cultural agenda to change the kind of organisation that they were,” says Coster.
“One of the symptoms they said would reflect progress was their attractiveness to a new generation of employees. So that was a KPI for the shift they were trying to make. And from a couple of years before they moved into their new workplace until a couple of years after, they went from less than 20 graduate applications a year to getting more than 400 applications a year.”
With mining and engineering companies in Adelaide attracting the majority of engineering graduates, the influx of interest in SA Water from new candidates was a “strategically important issue,” says Coster.
 <img src="/images/2014/05/28/sa%20water%202.png" alt="">
SA Water House. Photograph by Matthew Sleeth.
But there was also an improvement in retention and productivity of the existing workforce.
“They had a reduction in sick days by one day per person per year. With nearly 1000 employees, matter what they do, that’s 1000 days of productivity that they didn’t get before.” Meanwhile, employee turnover reduced from 10% to 8%, and graduate, trainee and apprentice retention increased from 81% to 91%.
Another example of the influence on workplace culture and design on staff retention is Hub Australia. The Hub, working on a membership basis, charges freelancers, entrepreneurs and creative to use their office spaces. Their Australian spaces were designed by HASSELL. Coster says that the Hub’s members’ willingness to pay to work there is in some ways “the ultimate test of attractiveness.”
<img src="/images/2014/05/28/hub%20sydney.jpg" alt="">
Hub Sydney. Photograph by Nathan Dyer.
“How many organisations’ employees would pay for the right to use their work place? What would you provide differently if you had to encourage people to come so much that they would pay for it – because it would have to be different to your usual cubical work station,” he says.
<img src="/images/2014/05/28/hub%20sydney2.jpg" alt="">
Hub Sydney. Photograph by Nathan Dyer.
HASSELL uses the “Walking the talk” model by Caroline Taylor to analyse and describe workplace culture.
“She talks about culture being made up of the systems, symbols and behaviours that are repeated in an organisation over time,” says Coster. The three dimensions make up a business’s system of working.
“They show you what’s valued, they show you what the priorities are,” he says.
 “The physical workplace is an opportunity to affect all three of those channels, in a very underlying, pervasive, almost passive, background sort of way.” Coster notes the classic boss workplace stakeout, in the corner office rather than sitting with the team.
"That’s a highly symbolic message about the kind of culture you want to create. And if you think about what those messages are and what kind of messages you want to enforce or eliminate; what kind of systems you want to build in and which ones you want to get rid of, you can reinforce all of that through your physical environment." 
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Can good workplace design attract talent to your company?

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Smaller suites in secondary building assets are seeing solid demand, according to Ray White Commercial.
Noting the Sydney CBD strata market has been a strong performer in the total CBD office rental market, head of research for Ray White Commercial Vanessa Rader, said that Sydney CBD’s strata market is approximately 10% of the total market.
Gross face rents achieved for smaller office suites across the CBD averaged $579 per square metre as of March 2014. This is 2.65% up on 2013’s face rent achieved.
“This is a better result than the prime office market which currently averages $778 per square metre, a 1.89% increase on the previous 12 months,” said Rader.
The prime CBD office market has dramatically different incentive levels from the secondary market.
“The secondary market has a far more variable incentive structure which varies depending on lease size, term, quality and lease type,” she said.
THREE MUST KNOW FIGURES – VACANCY RATES
<ol>
<li>D-Grade stock: 6.7% 
</li>
<li>C-Grade stock: 7.8% 
</li>
<li>Average: 9.0%</li>
</ol>
Source: Ray White
“Incentives can range from as low as 5% to as high as more than 35% (for sublease space), shown as a combination of fit out and rent free periods,” she said.
“Quality small suites in attractive, modern assets continue to the highly sought after by small businesses and can be somewhat sheltered from high incentive levels offered in the prime market and achieve strong effective rental rates.”
Currently, D grade office assets are the best performing for occupancy in the CBD – with the vacancy rate at just 6.7%. The C grade assets are recorded a 7.8% vacancy rate. 
“This result when compared to the total Sydney CBD vacancy rate of 9.0% demonstrates the ongoing, solid demand for smaller suites in these secondary assets,” she said.
“These assets also showed the greatest six monthly absorption rate of all quality grades, with a total absorption of 10,873 square metre.”
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 Secondary office market shows Sydney strength: The three numbers to know

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Shell Australia have extended their lease by another 5,487 square metres at KS2, Kings Square, Perth, bringing their total leasing arrangement to 19,300 square metres of space, according to Leighton Properties and DEXUS Property Group. This covers the entire building.
The second office tower in masterplanned Kings Square Precinct, KS2 now has Shell across 11 floors of the building. The precinct is under construction in the $5.2 billion Perth City Link development, and is said to be one of the most significant commercial and retail projects nationally.
Leighton Properties national head of commercial Andrew Borger said that there is increasing confidence within the resources sector.
“We now have 100 per cent of the commercial space leased at KS2 - and with this we will see an increased occupancy at Kings Square and enormous flow on benefits for the precinct, particularly for its retail,” said Borger.
Shell Australia general manager – production Michael Schoch said that this move to Kings Square to occupy the entire KS2 building provides the flexibility required for growth and staff facilities.
“With our staff numbers doubling to 1,000 in support of Prelude FLNG, this investment in our new corporate headquarters reflects our commitment to Western Australia and Australia,” Schoch said.
Towers KS1, KS2 and KS3 are jointly owned, 50/50, by DEXUS Property Group and DEXUS Wholesale Property Fund. In total, the towers cover 52,033 square metres of office and retail.
DEXUS executive general manager, office and industrial Kevin George said that the total commitment across all three towers is now 55%.
“This is further evidence that quality, affordable stock is in demand in the Perth CBD and we expect to see continued interest from other potential high calibre tenants in the Kings Square precinct,” said George.
The precinct will include a childcare centre, 24 hour gym, retail and restaurants. The first four towers are currently being built, gearing up for a mid-2015 completion date.
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Shell Australia expands floor space in Perth’s KS2

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GUEST OBSERVATION
Office space is one of the largest costs associated with running a business, which is why hot desking, where employees choose from a selection of available work sites rather than having an assigned workspace, has gained popularity since the 1990s.
Greater collaboration is an essential ingredient in the creative process, and one of the arguments in favour of the adoption of hot desking in organisations. But research on information processing suggests employees need space to concentrate without distractions, and interruptions inhibit creativity. Open work spaces may actually undermine creativity by normalising group behaviours towards structures and boundaries.
Frequent desk relocations can also waste time and generate additional work, and the noise associated with more open work spaces can increase distraction, mental workload, fatigue and stress, all of which can negatively impact productivity.
One of the major criticisms of hot desking is that it reduces the opportunity for employees to express their identity and personality at work, which in turn can decrease job satisfaction, commitment and engagement, factors that have been shown to be positively associated with performance. It has also been suggested hot desking may contribute to a sense of loss and marginalisation thus negatively impacting mental well-being. When managers take control of an individual’s work space, workers can feel psychological discomfort and begin to identify less with the organisation.
The good news is that regular online communication helps maintain organisational attachment in hot desking environments. The bad news is that employees are wary of surveillance systems used to manage dispersed workers, and they may even increase counter-productive behaviours, such as only putting in as much effort as they feel inclined to. There is also evidence to suggest hot desking can result in distinct social structures and even indifference between those employees who settle, versus those that move regularly. Managing employee behaviour in this environment requires an awareness that two distinct cultures may emerge.
Health scares
The negative health implications associated with hot desking are often exaggerated, although perhaps rightly. Multiple user keyboards have been <a href="https://www.telegraph.co.uk/health/healthnews/5727910/Shared-computers-are-breeding-grounds-for-germs">found</a> to have five times the bacteria of single-user keyboards, although one would hope policies such as BHP’s <a href="https://www.miningaustralia.com.au/news/bhp-billiton-enforces-severe-clean-office-policy-" target="_blank">“office environment standard”</a> can go some way to diminishing the associated risks.
The negative effects associated with sedentary office jobs are however well established and it’s just possible that making employees walk around to find an available desk, find each other, and perhaps find themselves, could have beneficial health implications.
It’s apparent from the literature to date that different job roles require different environments. Hot desking works best when there are clearly defined inputs, outputs, and set goals, and in many cases these are unlikely to be sufficiently defined for every employee and team within every organisation.
There’s also evidence to suggest that employees have different preferences, for example, goal orientated environments align most closely with the preferences of conscientious individuals. For organisations and managers this means fitting the person to the job and to the workspace.
Activity-based working
Activity-based working (ABW) is one possible solution which is gaining momentum both in Australia and world-wide. ABW has moved beyond hot desking by creating multiple areas tailored to work tasks such as “hubs” for team working and collaborative areas for brainstorming and meetings.
Undoubtedly some of the challenges associated with hot desking will continue to be evident with ABW and the question as to whether the benefits outweigh the costs will still need to be answered. It’s possible ABW environments will become the norm in certain sectors and that there will be work spaces to fit the needs of every work role and every employee.
Global companies such as Microsoft and Google have experimented with ABW, closely followed by companies in the professional services sector such as PwC and KPMG. Companies in the financial sector, such as BankWest, Macquarie Bank, NAB and the Commonwealth Bank have also started to adopt ABW. More recently government departments have been getting in on the action, often using office refurbishments, to integrate the shift to ABW.
While the jury is still out with regards to the financial return of ABW, there are a number of other benefits including a reduction in sedentary behaviours, attracting talent, and retaining high performers. Ultimately it’s about matching individual employees and specific work tasks to work environments and technologies that support those activities in order to enable greater efficiency and effectiveness.
Graeme Ditchburn is academic chair - organisational psychology at Murdoch University.
This article was originally published on <a href="https://theconversation.com" target="_blank">The Conversation</a>. 
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The rise and fall of the hot desk: Say hello to activity-based working

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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.
<hr class="system-pagebreak">
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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Wood Group PSN are leasing approximately 6,800 square metres of office space at 171 Collins Street, Melbourne, later this year. Charter Hall and Cbus Property have had a 50:50 split in the joint venture project since March 2010.off
The building will also see McGrathNicol lease 1,666 square metres on level six and Vic Super Pty Ltd leasing 2,750 square metres over level nine and eight.
Since May 2013, more than 11,000 square metres have been leased in the building. Currently, just one floor and three small suites are available.
The leasing agents for the building are Colliers International and Knight Frank.
Property Observer was <a href="/news/vic/highrises-and-high-fashion-171-collins-street">previously toured through the building.</a>
Charter Hall Office Trust fund manager, Craig Newman, said that they are pleased with the high quality of the tenants attracted to the building.
“Following the recent leasing activity 90% of the leasable space is committed at 171 Collins Street. Tenants are attracted by a Collins Street address, with the Paris end remaining highly sought after by corporates, along with the high quality office accommodation and service offering, integrated energy and water efficiency technologies as well as featuring market leading end of trip facilities,” said Newman.
Also in the building are BHP Billiton, Egon Zehnder and Evans &amp; Partners.
The building also houses Dolce &amp; Gabbana, and new restaurant Super Normal – the brain child of Andrew McConnell.
Dolce &amp; Gabbana settled on the site after <a href="/news/vic/dolce-and-gabbana-open-in-melbourne-after-a-five-year-hunt">a five year hunt for the most appropriate address in Melbourne</a>.
Cbus property CEO Adrian Pozzo said that the building is an iconic address, being the first PCA Premium Grade 6 Star office building in the past 20 years in Victoria, and has a 5 star NABERS Energy rating.
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Leased: 90% of 171 Collins Street, Melbourne snapped up

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The headquarters of one of WA’s oldest and most successful advertising agencies has hit the sales block.
The Marketforce building, at 1314 Hay Street in West Perth, is fully leased by the advertising agency until 2019 with further options. It returns a net income of more than $650,000 per annum.
The three storey building is being sold through Knight Frank.
Knight Frank director Tony Delich said: “This property offers significant upside in terms of both rental growth and future development options.”
“The current net rent is below $300 per square metre and has fixed annual increases for the term of the lease."
“From a redevelopment perspective the site is 1250 square metres with a plot ratio of 2:1 but this could be increased to 3:1 for residential and given an additional 20% bonus for short term accommodation.”
The building has close to 1,900 square metres of fully refurbished net lettable space and 37 undercover car bays, plus three open bays.
Offers to purchase close on May 22.
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Marketforce's West Perth headquarters on sales block

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One of the country's biggest office landlords has said "positive indicators" were emerging from Australia's office market in 2014.
In a March quarter operational update, GPT chief executive Michael Cameron said GPT was experiencing "good momentum" with 37,000 square metres of office lease signed or at heads of agreement.
He made a point of saying that GPT had seen "positive indicators in 2014, with levels of enquiry continuing to improve and vacancy across its portfolio reducing to 8.9% at 31 March 2014".
Highlighting the point, GPT noted its announcement this week that top law firm King &amp; Wood Mallesons had signed a new 11,980 square metre lease at its Governor Phillip tower in the Sydney CBD.
His comments were part of a broader update on the trust's performance.
Comparable moving annual turnover (MAT) in the quarter grew 1.5%, while specialty sales growth rose 4.4%.
Mr Cameron said it was please with the positive momentum of nine consecutive months of specialty sales growth at its centres, "however we remain conservative on the broader retail market with our medium term outlook for shopping centre sales, and rents remaining unchanged."
It is anticipating moderate growth. 
Management also noted that its logistics development pipeline continued to expand and that its $7.2 billion funds management platform remained a solid performer, and was poised to "substantially grow throughout 2014".   
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