<a href="https://www.apartments.com.au/architects/bates-smart">Bates Smart</a> is one of Melbourne's longest standing architecture firms.

Founded in Melbourne in 1853 by Joseph Reed, the firm began as Reed &amp; Barnes and has evolved through various partnerships before adopting the Bates Smart name in the 20th century. With a continuous presence spanning more than 170 years, the practice has played a pivotal role in shaping Melbourne’s architectural identity.

In the 19th century, Bates Smart designed several of Melbourne’s enduring landmarks, including the Royal Exhibition Building (1880), a UNESCO World Heritage site, and the Melbourne Town Hall. The firm’s influence continued into the 20th century with notable works such as Ici House (1958), considered Melbourne’s first modern skyscraper and a milestone in post-war Australian architecture.

One of their landmark designs was&nbsp;The First Church of Christ, Scientist, at 336-340 St Kilda Road. The building, which is listed on the Victorian Heritage Register, was designed by Bates, Peeble and Smart with construction completed in 1922. Architecturally, the building is significant as a rare example of early twentieth century classicism applied to a religious building. Historically, the building is significant as the first church of the Christian Science movement.

Melbourne developer Time &amp; Place decided to bring Bates Smart back to the area to design their next residential apartment project, Park Modern.

[smartcode_project:default project_id=138453 project_image_fid=2138]

<a href="https://www.urban.com.au/new-apartments/park-modern-south-melbourne-1-middleton-lane-south-melbourne-vic-3205">Park Modern</a>, on one of the largest island sites on the Melbourne CBD fringe, bordered by Dorcas Street, Wells Street, and Middleton Lane, will comprise two sculptural towers. It is being positioned as a design-forward response to evolving owner-occupier preferences in the Domain precinct.

Tim Price, Director at <a href="https://www.apartments.com.au/developers/time-place">Time &amp; Place</a>, says&nbsp;Bates Smart have got a footprint on this city, probably like no other architect.

"It’s a really nice kind of next chapter story, that they created from a design perspective so long ago," Price told Apartments.com.au.

Park Modern will be the third time Time &amp; Place has worked with Bates Smart, having successfully designed and delivered Collins House and Opera on St Kilda Road together.

The brief focused on creating a built form that would feel contextually appropriate while offering a contemporary evolution of inner-city apartment living.

[smartcode_project:default project_id=138453 project_image_fid=2137]

The focus for Park Modern is squarely on owner-occupiers.

“It’s not always about downsizing," Price says.

"Sometimes it’s just about creating a space which is easily maintained, lock up and leave, reflecting people’s aspirations, whether they’re entertainers, big dining room spaces, big open terraces, they’re important parts of any design consideration.”

The building includes a mix of one, two and three-bedroom apartments, as well as penthouses, with layouts and floor plans designed to suit a broad demographic. The architecture has been shaped to capture&nbsp;view corridors to the Botanic Gardens, Port Phillip Bay and the CBD skyline.

Each apartment has been oriented to maximise natural light and provide a clear outlook, elements often cited by owner-occupiers as key criteria.

[smartcode_project:default project_id=138453 project_image_fid=351806]

Rather than defaulting to a generic luxury offering, the amenity strategy at Park Modern reflects specific insights into how residents want to live. The ground floor will include co-working areas, wellness facilities, and a concierge-led lobby that blends indoor and outdoor design cues.

“Wellness has become a more thoughtful consideration, not just gyms or lap pools, but things like magnesium plunge pools, saunas, daybeds, and studio spaces for Pilates and the regular cardio workout,” says Price.

One notable inclusion is a substantial porte-cochère, a covered vehicle drop-off zone integrated into the site plan. It’s a feature rarely seen in inner-urban developments and speaks to the team’s emphasis on ease of arrival and departure for residents and guests.

A display suite for Park Modern is now open by appointment, giving prospective buyers an early look at the project.

[smartcode_project_cta:default project_id=138453]

Joel Robinson

100 years on, Bates Smart returns to South Melbourne's Domain Precinct to design Park Modern

One of the most significant beachfront projects ever proposed for the small suburb of Miami on the Gold Coast, has taken a major step forward.&nbsp;Monaco Property Group has secured approval for <a href="https://www.apartments.com.au/new-apartments/nalu-miami-122-marine-parade-qld-4220">NALU</a>, a $500 million development comprising just 45 ultra-luxury residences on the iconic former Nobby’s Outlook site.

Acquired by <a href="https://www.apartments.com.au/developers/monaco-property-group">Monaco Property Group</a> in 2024 for $70 million, the rare 7,238 sqm Marine Parade parcel boasts more than 80 metres of uninterrupted ocean frontage.

With approvals now secured, Monaco Property Group will move NALU into its delivery phase. The project has been designed by&nbsp;<a href="https://www.apartments.com.au/architects/bda-architecture">BDA Architecture</a>, who collaborated with&nbsp;<a href="https://www.apartments.com.au/landscape-architect/ldg-landscape-architecture">LDG Landscape Architecture</a> and <a href="https://www.apartments.com.au/interior-designers/tom-mark-henry">Tom Mark Henry Interiors</a>&nbsp;to create the low-rise building, its landscaping, and interiors.

<img alt="NALU" data-entity-type="file" data-entity-uuid="3fdf578e-7cc4-4b17-bbc2-ba853522a5d8" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/122_Marine_Parade_002.jpg?VersionId=zFhJWVzX0jmCO.5iIIxNELImHesTjWS4" />

Residences will range from 237 sqm layouts to beachfront homes exceeding 1,400 sqm.

At the heart of the project is a 2,200 sqm lifestyle precinct with a bathhouse, fitness centre and resort-style pool, elevated by a concierge service.

Jonathan Grasso, Co-Founder of Monaco Property Group, said the council approval marks an exciting milestone for NALU, which will launch in Q1 2026.

“The project will now progress toward construction, working alongside our world-class collaborators to bring NALU to life," Grasso said.

“Our vision is to create a legacy project for the Gold Coast, one that not only honours the history of the site but also elevates its future, setting a new standard for coastal living in Australia. NALU embodies the pinnacle of design and location and will stand as an enduring icon of prestige and liveability.”

<img alt="NALU" data-entity-type="file" data-entity-uuid="6ae8545b-87ca-4dea-90ed-ac273ec6515d" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Image7.jpg?VersionId=Wnmie4bu3x2WQonnG4Pwmh39NdZVKeOV" />

Originally developed in the 1970s as Nobby’s Outlook and later refurbished in 2019 as Nalu, the property has long held a place in the local community’s coastal identity. The new vision will build on this legacy, creating luxury residences that capture ocean views while fostering a lifestyle defined by wellness, connection, and ease.&nbsp;

Beyond its residential offering, NALU will deliver significant economic benefits to the Gold Coast through job creation and opportunities for local suppliers and contractors. Construction is anticipated to commence in early 2026, with completion expected in Q3 2028.

Monaco Property Group approved for $500 million NALU apartments on Miami beach

The most elevated residential tower in Palm Beach, <a href="https://www.apartments.com.au/new-apartments/corallo-palm-beach-5-palm-beach-avenue-palm-beach-qld-4221">Corallo</a>, has officially launched this week, however only a handful of buyers will have an opportunity to buy in to the 17-storey project.

The $200 million mixed-use project includes ground floor dining and retail and is considered so valuable its developer, <a href="https://www.apartments.com.au/developers/changfa-group">Changfa Group</a>, will be staging its release of one-, two- and three-bedroom apartments and penthouses to the market.

[smartcode_project:default project_id=112194 project_image_fid=806]

<a href="https://www.apartments.com.au/project-marketer/colliers">Colliers</a> International, Director, David Higgins, said the development’s location just metres from the beach on the corner of Palm Beach Avenue and the Gold Coast Highway influenced the sculptural design by the acclaimed Plus Architecture studio.

“<a href="https://www.apartments.com.au/developments/palm-beach-qld-4221">Palm Beach</a> locals understand the rare opportunity here at Corallo, particularly being the tallest building in the suburb and its proximity to the beach and local restaurants, and they’ve represented the bulk of pre-launch enquiries,” Higgins said.

“The orientation of the apartments captures views of the coastline from Surfers Paradise to Currumbin, and the diversity of floor plans and apartment types provide an exceptional level of choice.

“The first release includes just 59 one-, two and three-bedroom apartments and two half-floor penthouses, with flexible use designed to appeal to both owner-occupiers and investors."

&nbsp;

[smartcode_project:default project_id=112194 project_image_fid=799]

In addition to the ground floor amenity, residents will also have access to a private dedicated wellness level offering 734 sqm of resort-style amenities including a pool, cold plunge, wet deck, steam room, sauna, gym, day bed, fire pit, barbecue area, dining area and yoga/stretch deck.

The project is located within walking distance of Tallebudgera Creek, Burleigh Heads village, Currumbin Alley and Palm Beach Currumbin High School. The Gold Coast Airport is under 10 minutes away.

[smartcode_project:default project_id=112194 project_image_fid=814]

Higgins said Palm Beach remained a hotly contested suburb for home buyers, with prices doubling in the past five years.

“What makes Corallo so appealing to the local market is the diversity of apartment types and pricing, with one-bedroom apartments starting from $841,000 and two-bedroom apartments starting from $1.34 million,” he said.

“The ground floor retail and dining offering will further expand on Palm Beach’s village atmosphere and create a meeting place for locals, and those opportunities for connection are highly valued.”

&nbsp;

[smartcode_project:default project_id=112194 project_image_fid=807]

The on-site sales display, which includes a fully fitted kitchen, bathroom and bedroom, will be open until early works commence in Q1 2026. Each residence at Corallo will feature premium finishes including natural stone, artisanal brickwork, and warm copper accents.

Changfa Group has a two-decade history of delivering premium developments in Australia and internationally, having recently completed its collection of premium townhomes at Lyra, Hope Island, as well as apartment projects in Leichhardt, Carlingford, and Chatswood in New South Wales.

[smartcode_project_cta:default project_id=112194]

$200 million Corallo Palm Beach launches with limited apartment release

In a move that aligns with NSW's accelerated planning incentives for affordable housing, developer&nbsp;<a href="https://www.apartments.com.au/developers/the-one-collection">One Collection</a> has revised its Hills District apartment plans, and taken it to the NSW Government, to secure approval.

The developer, which is currently delivering Horizon Hurstville, is seeking to add 80 more apartments to its <a href="https://www.apartments.com.au/new-apartments/the-one-castle-hill-16-dawes-avenue-nsw-2154">Castle Hill development</a> near Castle Towers. They already have approval for 280 apartments across eight six-storey buildings.

<img alt="One Collection" data-entity-type="file" data-entity-uuid="b3c298ba-1cc5-4db7-9872-607c75f8ceca" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Screenshot%202025-10-13%20at%2010.19.22%E2%80%AFAM.png?VersionId=wN9KpFIu5ENSGZLLsaZgXQHrXcwEO3Vd" />

Now on the desks of the NSW Department of Planning is 360 apartments, 48 of which will be dedicated to affordable housing.&nbsp;Affordable housing is to be “fully integrated within the building and visually indistinguishable,” according to the planning submission.

The 15,697 sqm block, an amalgamation of 16 sites, spans across Dawes Avenue, Hughes Avenue, and Camdan Crescent, sits 550m from Hills Showground Metro Station.&nbsp;

"The existing context is quickly changing from free-standing homes into residential flat buildings in line with the Hills Showground Precinct planning framework," Place Studio noted.

<img alt="Castle Hill" data-entity-type="file" data-entity-uuid="3ec24948-c185-48fa-af8b-ed25adf302bf" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Screenshot%202025-10-13%20at%2010.19.04%E2%80%AFAM.png?VersionId=zNDX.IeRROX1RlDeYcS38xn8w_dqgU2t" />

They said the design was informed by the site's unique condition of having three street frontages and was developed to to respond sensitively to iots surrounding context.

"The design adopted a conventional perpendicular alignment to the primary street frontage. The massing of the development was carefully modulated to align with the evolving character of the neighbourhood. The design ensured that the scale was not excessive or out of context, but instead contributed to a cohesive urban form consistent with emerging developments in the area."

<img alt="Castle Hill" data-entity-type="file" data-entity-uuid="f83ffdaa-f960-469d-b6fe-abcece57c9ef" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Screenshot%202025-10-13%20at%2010.19.09%E2%80%AFAM.png?VersionId=4oKlCyfaKes7jLi1_EMoqa46w2h_YvDZ" />

The apartment mix will be 46 one-beds, 168 two-bed apartments, and 146 three-bedroom units, with 631 parking spaces proposed.

Along the street frontages, the building heights are four storeys with a 7.5 metre setback, and eight storeys with an 11.5 metre setback. It should cost about $150 million to build.

One Collection works hand-in-hand with the respected development and construction firm Masscon, which has built a reputation for leveraging its expertise in the built environment to take on developments others can't. That's what they're achieving at Horizon Hurstville, having taken over the project to deliver it.

First look: One Collection advances plans for Castle Hill apartments

At Yarra’s Edge, <a href="https://www.apartments.com.au/developers/mirvac">Mirvac</a>’s newest tower under construction, <a href="https://www.apartments.com.au/new-apartments/trielle-at-yarra-s-edge-docklands-16-point-park-crescent-docklands-vic-3008">Trielle</a>, sets a new benchmark for elevated living. Rising 45 storeys, 12.5 metres from the Yarra River, the landmark building offers residents access to a private wellness retreat and spa, a resident-only golf simulator, and an elegant lounge, dining and bar complete with a self-playing piano, all without ever having to leave home.

Now, that sense of elevation has reached new heights with the Aerus Sub-Penthouses, a limited release of half-floor riverfront residences on the Collins St axis where the sought-after street meets the Yarra River.

Each Aerus Sub-Penthouse, located across levels 42 and 43, represents the most expansive offering within Trielle, aside from the yet-to-be-revealed crowning penthouses. Spanning between 269 and 301 sqm, these residences are designed to capture natural light and uninterrupted views of the city skyline, Yarra River, and Port Phillip Bay.

[smartcode_project:default project_id=114216 project_image_fid=3784]

Among the collection are three-bedroom sub penthouses, complemented by a media room, and expansive four-bedroom layouts. All include panoramic living areas and oversized master suites with luxury ensuites reminiscent of a five-star hotel, complemented by dedicated dressing rooms finished in timber and natural stone.

The interiors have been crafted by <a href="https://www.apartments.com.au/architects/mirvac-design">Mirvac Design</a>, the developer’s award-winning in-house architecture and design team. Every material has been chosen for quality and longevity, from sculpted stone island benches with feature soft wash LED lighting to bespoke joinery and chevron timber oak flooring.

Kitchens are fitted with a BORA induction cooktop with integrated downdraft extractor, alongside Gaggenau appliances, including a fridge, freezer, and wine fridge. The adjoining butler’s pantry incorporates the exclusive Gaggenau Minimalistic Series including oven, steam oven, microwave, coffee machine and warming drawer, all concealed behind handleless glass panels for a clean, integrated presentation. Bathrooms feature custom Apaisar freestanding baths and basins and natural stone benchtops, continuing Mirvac’s design emphasis on tactile, timeless materials.&nbsp;

<img alt="Trielle at Yarra's Edge, Docklands" data-entity-type="file" data-entity-uuid="c00be724-b0f1-47c0-afed-54f829870704" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Aerus%20sub-penthouse.png?VersionId=Uktd61kpLSqNjwJeDFs7IaZ3xgLlDQmu" />

Michael Wiener, Design Director at Mirvac, says The Aerus Sub-Penthouse embodies the apex of Mirvac’s design ethos.

“Moving through your home is like walking on air - a private sanctuary where the craftsmanship is refined, the proportions generous, and the flow so effortless, you feel completely at ease in the sky,” Wiener says.

“In Aerus, we wanted to create a sense of weightlessness - a home that feels suspended in the skyline, full of light, grounded in luxury.”

[smartcode_project:default project_id=114216 project_image_fid=3777]

The Aerus Sub-Penthouses are expected to attract a mix of local and international buyers seeking a long-term residence of scale and quality in a riverfront setting, from returning expats to established families and business owners who value privacy, craftsmanship, and convenience within walking distance of the CBD.

With an unmatched suite of amenities, Trielle is the most extensively appointed development Mirvac has created to date at Yarra’s Edge. Within the tower will be The Oasis, a 900 sqm podium rooftop wellness retreat designed in collaboration with spa expert Naomi Gregory. Located seven storeys above the Yarra River promenade, it features a 25-metre lap pool, spa and sauna, hot magnesium spa, biophilic gym, yoga and Pilates studio, cold-pail contrast treatment, and day spa treatment rooms. Further amenities include a piano lounge, bookable dining room, cinema room, golf simulator studio, games room, teppanyaki bar, dog wash bay, and two flexible work hubs, The Biblioteca library and Mills Place office space, catering to residents’ evolving lifestyle needs.

Construction of the $350 million tower is underway through Mirvac’s in-house construction arm, with completion anticipated for mid-2027.

[smartcode_project_cta:default project_id=114216]

Sky-high sanctuaries: Mirvac unveils The Aerus sub-penthouses at Trielle

workplace design

<html><body>
The future of office workspaces is evolving as more businesses move from generic offices to more customised, worker-focused spaces.

This morning Woods Bagot Principal Bronwyn McColl gave a talk about what she believes the future holds for workplace design.

<blockquote>
“Never before have we seen so many generations sharing a workplace. Nor have we previously had the ability to collect and understand the data available in such detail. These factors contribute to making today an exciting point in time, where workplaces are developing into transformational spaces driven by user experience and workplace culture.”

- Bronwyn McColl, Woods Bagot Principal
</blockquote>

In 2016, Woods Bagot completed the largest government integration project at 1 William Street in Brisbane. The project involved co-locating nearly 5000 government employees from 16 sites. Following the transition, over 80% of employees shared that they were satisfied with their workplace. The design focused on maximising light flow into the office space, capitalising on the stunning 360° views, and creating open-plan social and collaborative spaces for workers. The office also has a 6 Star Green Star rating and 5.5 Star NABERS energy rating. 

<figure><a class="colorbox colorbox-insert-image" href="https://res.cloudinary.com/dz9xllyip/image/fetch/q_auto:good/https://s3-ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/pictures/article-images/mini_magick20190130-24890-6vd0m620190130-24890-elw8ud.png" rel="gallery-all" title="1 William Street, Brisbane. Image: Woods Bagot"><img alt="" class="image-article-full-width-580px" height="387" src="/sites/urban.melbourne/files/styles/article_full_width_580px/public/pictures/article-images/mini_magick20190130-24890-6vd0m620190130-24890-elw8ud.png?itok=jJJRDrC4" title="1 William Street, Brisbane. Image: Woods Bagot" width="580"></a>

<figcaption>1 William Street, Brisbane. Image: Woods Bagot</figcaption></figure><blockquote>
“Workplaces of the future are heading towards a transformative collision point between the best part of all sectors,” said McColl. “Sectors are blurring and inspiring one another, and user experience and expectation are increasingly influential to design outcomes.”
</blockquote>

The Woods Bagot technique of approaching workplace design is to focus on the holistic business strategy rather than a simplistic accomodation brief. This can include collecting available data to inform designs for productivity, comfort and versatility. 

<blockquote>
“Businesses are far more innovative with the way they engage with their employees and deliver their services. In response, designers have become more knowledgeable about the psychology of space and how to use data collection to meaningfully inform our designs.” 
</blockquote>

After almost a decade with Woods Bagot in Brisbane, McColl has relocated to Melbourne to head up the studio’s workplace design team. McColl’s design experience spans across any sector where user experience is the focus.

<blockquote>
“Bronwyn’s experience is a tremendous asset and we will see that infuse through the Melbourne studio.”

- Rosina di Maria, Woods Bagot’s workplace design leader (Australia region)
</blockquote>

McColl has already begun work with the Melbourne team to deliver new accommodation for retail, property, government and legal clients.

Lead image: Bronwyn McColl, courtesy of Woods Bagot
</body></html>

Olivia Round

Woods Bagot principal Bronwyn McColl discusses the future of the modern workplace

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EXPERT OBSERVER
Who can concentrate under these conditions?
<img src="https://images.theconversation.com/files/228128/original/file-20180717-44103-1ms7ein.jpg?ixlib=rb-1.1.0&amp;q=45&amp;auto=format&amp;w=754&amp;fit=clip" alt="File 20180717 44103 1ms7ein.jpg?ixlib=rb 1.1"> 
Open-plan offices have taken off because of a <a href="https://www.sciencedirect.com/science/article/pii/S0272494413000340">desire</a> to increase interaction and collaboration among workers. But an innovative <a href="https://www.propertyobserver.com.au/http://rstb.royalsocietypublishing.org/content/373/1753/20170239" target="_blank">new study</a> has found that employees in open-plan offices spend 73% less time in face-to-face interactions. Email and messaging use shot up by over 67%.
The study is the first to track the impacts of open-plan offices using objective measures of communication. It used electronic badges and microphones to monitor interactions among employees and tracked changes in email use.
The findings build on previous research, which has found, for instance, open-plan work environments <a href="https://www.sciencedirect.com/science/article/pii/S0272494413000340" target="_blank">compromise employees’ ability</a> to focus and concentrate on their work.
Why go open plan?
Theoretically there are good reasons to move to an open-plan office. Our social environment <a href="http://psycnet.apa.org/record/2000-13324-007" target="_blank">plays a big role</a> in our ability to be proactive and motivated.
And success in modern workplaces is often driven by how well individuals <a href="https://onlinelibrary.wiley.com/doi/abs/10.1111/joms.12024" target="_blank">interact</a> with each other and with the organisation.
Research has shown that the time employees spend on “collaborative activities” has “<a href="https://dialnet.unirioja.es/servlet/articulo?codigo=5543898" target="_blank">ballooned by 50% or more</a>” in the past two decades.
Workplaces that facilitate more frequent and higher-quality contact with others have been shown to have improved <a href="https://www.propertyobserver.com.au/https://www.jstor.org/stable/2392545?casa_token=TA0oRq0WNiEAAAAA:hXZ9j6DPo2nz3vJb1aS5W2SQR39YdMnMdtuFAm9INVhZ01etTstg6PcwFOX9MZUh0ieX8ZUwtK0Uhw_LM6jwN-CLP_MEB8jI_JBzUWSl5p6hnNOW4VA&amp;seq=1#page_scan_tab_contents" target="_blank">communication and collaboration on tasks</a>, <a href="https://www.propertyobserver.com.au/http://journals.sagepub.com/doi/abs/10.1177/0146167201278002" target="_blank">job satisfaction</a> and <a href="https://www.sciencedirect.com/science/article/pii/S0272494414001182" target="_blank">social support</a>.
The design of the workplace significantly influences this, by supporting or detracting from interdependent work.
Building a strong sense of community <a href="http://www.wired.co.uk/article/we-work-startup-valuation-adam-neumann-interview" target="_blank">has been</a> a key factor in the success of the coworking space provider WeWork. This has been largely achieved through the physical work environment – clean spaces, narrow hallways, communal kitchens and the like.
Privacy and concentration are critical
But despite the pursuit of collaboration in workplaces, the need for concentration and focused individual work is also increasing.
And <a href="https://www.emeraldinsight.com/doi/abs/10.1108/978-1-78714-577-120171011" target="_blank">research</a> shows that when employees can’t concentrate, they tend to communicate less. They may even become indifferent to their coworkers.
Knowledge work <a href="https://www.propertyobserver.com.au/http://journals.sagepub.com/doi/abs/10.1177/0018726701547004" target="_blank">requires</a> employees to attend to specific tasks by gathering, analysing and making decisions using multiple sources of information. When any of these cognitive processes are interrupted, inefficiency and mistakes <a href="https://www.sciencedirect.com/science/article/pii/S0003687011000986" target="_blank">increase</a>.
Being able to focus on a task without interruption or distraction is an essential <a href="https://www.sciencedirect.com/science/article/pii/S0003687011000986" target="_blank">foundation</a> for effective work.
But <a href="https://www.sciencedirect.com/science/article/pii/S0090261617302000" target="_blank">research</a> suggests that poor design can have unintended consequences – increasing the cognitive load on workers through high density or low privacy, both of which increase distraction.
Why open plan doesn’t necessarily lead to collaboration
In many open-plan offices, the drive for increased interaction and collaboration comes at the expense of the ability to focus and concentrate.
When distraction makes it hard for employees to focus, cognitive and emotional resources are <a href="https://www.sciencedirect.com/science/article/pii/S0090261617302000" target="_blank">depleted</a>. The result is <a href="https://onlinelibrary.wiley.com/doi/abs/10.1002/hrm.20004" target="_blank">increasing</a> stress and errors, undermining performance.
When employees can’t concentrate on their work, their <a href="https://www.anzam.org/wp-content/uploads/pdf-manager/1687_ANZAM-2014-293.PDF" target="_blank">desire</a> to interact and collaborate with others is reduced.
In addition, <a href="https://journals.aom.org/doi/abs/10.5465/amr.2016.0240" target="_blank">new research</a> suggests that increased crowding in the workplace and low levels of privacy lead to defensive behaviours and strain workplace relationships.
Other aspects of workplace design, such as views of nature or access to daylight, can replenish <a href="https://www.sciencedirect.com/science/article/pii/S0090261617302000" target="_blank">cognitive resources</a> even in the presence of distractions.
An aesthetically pleasing environment may provide an experience that is <a href="https://link.springer.com/chapter/10.1007/978-1-4757-4425-5_5" target="_blank">restorative</a>.
Additionally, <a href="https://journals.aom.org/doi/abs/10.5465/amj.2016.0248?casa_token=1B194dHoBzEAAAAA:Z32URe5SJO3Q_t34iM77xEhxgj7i9Mrs8X60fdnzQAiJc96YN70bKxH1uY9aCOL5LC_HfHEbT3Dh" target="_blank">research</a> has shown that aesthetically pleasing workplaces can help create trust within organisations.
Getting the balance right
Emerging <a href="https://www.anzam.org/wp-content/uploads/pdf-manager/1687_ANZAM-2014-293.PDF" target="_blank">research</a> has shown that individuals view similar work environments differently. Rather than a one-size-fits-all approach, as is traditional in open-plan design, work environments should provide various options that support employees working effectively.
Evolving <a href="https://www.propertyobserver.com.au/https://www.emeraldinsight.com/doi/abs/10.1108/14630011111136830" target="_blank">models</a> of workplace design are seeking to achieve this, by providing different zones for different types of work and different needs.
However, the effect of shared desk arrangements in these types of environments requires further <a href="https://www.sciencedirect.com/science/article/pii/S0003687016302514" target="_blank">investigation</a>.
Many employers are heavily <a href="https://www.propertyobserver.com.au/https://www.tandfonline.com/doi/abs/10.1080/09613210412331313025" target="_blank">focused</a> on driving collaboration and interaction at the expense of privacy and concentration. This has negative outcomes for both productivity and work relationships.
Organisations should focus on providing workplaces that support the requirements for privacy and focus, as well as interaction and collaboration.
<img src="https://counter.theconversation.com/content/99756/count.gif?distributor=republish-lightbox-basic" alt="The Conversation" width="1" height="1">To achieve this, greater emphasis needs to be placed on both visual and auditory privacy, particularly the use of acoustic treatments, as well as the layout and appearance of the workplace as a whole.
Libby Sander is the Assistant Professor of Organisational Behaviour at the Bond Business School
This article was originally published on The Conversation.
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j.ballantyne1990-6AQqhLzZaK

A new study should be the final nail for open plan offices

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In seeking to develop the future workplace for its staff, Investa, Australia's largest office manager, engaged project management company Montlaur to manage the delivery of its new head office in Sydney based on a design prepared by HASSELL.

Located at 420 George Street, the subsequent transformation, completed in January 2018, has seen Investa consolidate its workforce onto a single level and shift to an agile workplace.

This has provided the staff with greater flexibility and variety in their working environment, as they are encouraged to move around the office and work where they are most productive. Instead of having just one desk, the team are provided with a variety of desks and workstations in addition to collaborative areas, or quiet zones for individual work.

<figure><a class="colorbox colorbox-insert-image" href="https://res.cloudinary.com/dz9xllyip/image/fetch/q_auto:good/https://s3-ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public//pictures/article-images/p1120120_1.jpg" rel="gallery-all" title="Investa's staff are encouraged to work where they are most flexible. Image: Supplied"><img alt="" class="image-article-full-width-580px" height="435" src="/sites/urban.melbourne/files//styles/article_full_width_580px/public/pictures/article-images/p1120120_1.jpg?itok=Wv2VwpGr" title="Investa's staff are encouraged to work where they are most flexible. Image: Supplied" width="580"></a>

<figcaption>Investa's staff are encouraged to work where they are most productive. Image: Supplied</figcaption></figure><blockquote>
Over the last five to 10 years, we have seen huge changes in the contemporary workforce. The best organisations view their workplaces as strategic assets to help them compete. Investa recognised early on in the relocation process the opportunity to change the way its workplace was designed, to better align with its culture and support the way its people wanted to work and collaborate.

Before any architect can start designing, we really need to work out what the strategy is around the physical space, the technology and how people work. 

It’s important in this stage of the consultation that we aren’t steering anyone in a particular direction. Our job is to get to know the business and its people and present options soundly based on what they are trying to achieve as an organisation.

- Stuart Munro, Montlaur Change Director 
</blockquote>

Investa's workforce is mobile and technologically connected, spending considerable time out of the office, working between the company’s commercial properties and offices in Sydney, Melbourne and Brisbane.

The company's previous premises didn’t reflect this type of work environment, instead, it provided a traditional desk-and-cubicles layout, inefficiently spread across two levels with the work being performed by teams who were isolated.

HASSELL and a technology consultant, POMT were engaged to design a workplace that reflected best-practice office design and would ensure Investa's staff remained motivated and productive.

The team conducted focus groups, interviews with leadership, an all-staff survey to analyse how the current workplace was performing and a utilisation study to assess how the workspace was being used. The results highlighted numerous opportunities.

The assessment presented the possibilities for activity-based working (ABW) and explored a hybrid option, combining two different styles. Montlaur was then engaged to develop a workplace strategy with Investa that would align its work environment with its business strategy and vision for the future, with a complete transformation roadmap created. 

<figure><a class="colorbox colorbox-insert-image" href="https://res.cloudinary.com/dz9xllyip/image/fetch/q_auto:good/https://s3-ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public//pictures/article-images/p1120131.jpg" rel="gallery-all" title="One of the many different areas of Investa's new workplace. Image: Supplied"><img alt="" class="image-article-full-width-580px" height="435" src="/sites/urban.melbourne/files//styles/article_full_width_580px/public/pictures/article-images/p1120131.jpg?itok=MWXq4GS8" title="One of the many different areas of Investa's new workplace. Image: Supplied" width="580"></a>

<figcaption>One of the many different areas of Investa's new workplace. Image: Supplied</figcaption></figure>According to Investa, the choice to move to agile working was fundamentally about providing everyone in the team more choice about how they approach their work environment and how it assists them in completing their daily tasks.

As part of the consultation process Montlaur also created a team of ‘change champions’ drawn from all levels of the company, who they collaborated with to create a series of videos and events to help the wider workforce understand why the business had chosen to work in a new way. 

These also highlighted the benefits provided by the central city location adjacent to Pitt Street Mall in the CBD and its proximity to retail, fitness and dining opportunities.

A launch event brought everyone together to learn about the new workplace and highlight how it would better meet the needs of staff, enabling a strong, positive culture to thrive.

<blockquote>
Montlaur were an integral part of our workplace transformation project from both a change management and project management perspective. They ensured our people were fully engaged with on the project and ready to transition to the new way of working. We were very pleased to have them on board.

- Sally Franklin, Group Executive, Real Estate Services and Business Operations, Investa
</blockquote>

For Investa, the entire relocation process was made easier by the fact that Montlaur is one of the few companies to offer change management and project management services under the one umbrella.

<figure><a class="colorbox colorbox-insert-image" href="https://res.cloudinary.com/dz9xllyip/image/fetch/q_auto:good/https://s3-ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public//pictures/article-images/p1120252.jpg" rel="gallery-all" title="Investa's new workplace designed by Hassell and managed by Montlaur. Image: Supplied"><img alt="" class="image-article-full-width-580px" height="435" src="/sites/urban.melbourne/files//styles/article_full_width_580px/public/pictures/article-images/p1120252.jpg?itok=JLBDE0cs" title="Investa's new workplace designed by Hassell and managed by Montlaur. Image: Supplied" width="580"></a>

<figcaption>Investa's new workplace designed by HASSELL and managed by Montlaur. Image: Supplied</figcaption></figure>
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Laurence Dragomir

Investa's new Sydney office highlights the value of workplace design

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GUEST OBSERVER
Companies spend tens of billions of dollars each year on wellness programs - on gyms, health funds, yoga classes, and the like. But research shows only mixed success, with low take-up rates among employees and a poor return on investment for companies.
People attending work while sick costs the Australian economy about A$34.1 billion each year through lost productivity.
Rather than promoting these wellness programs, companies should instead design the workplace itself to support wellness. Sleep pods, air filtered by green walls, and selectively placed healthy food are already realities in some workplaces.
Through this kind of design, employees are “opted-in” to an environment that supports their health and well-being during the day. They don’t have to choose to take a walk at lunchtime or think about taking the stairs. The design of the workplace is engineered around creating these positive choices.
It isn’t just “presenteeism” (showing up to work in spite of medical problems such as back pain, headaches, or mental health issues) that is a problem. The cost of absenteeism in Australia is estimated at A$7 billion a year.
Meanwhile, the prevalence of chronic disease including obesity, diabetes and heart disease continues to rise among the workforce.
Modern work practices contribute to these diseases through the largely sedentary nature of modern office work. Increased sitting, for example, has been associated with higher risk of chronic disease.
 
Wellness programs that work
Wellness programs have become increasingly popular as companies and researchers have realised that productivity lies in the health of individual workers. The focus has also shifted to prevention of health problems rather than treating them after the fact.
Traditionally, this was accomplished by offering a range of services, from discounted health fund and gym memberships, and medical screening services, to activity-based programs such as in-house massages and yoga classes.
But simply giving employees lots of information about their health and telling them what to do doesn’t work. Research has shown that these programs don’t often change behaviour or help us to build new habits. If we are faced with too many choices, for example, our self control is quickly depleted.
So instead of simply presenting employees with options that are good for us, companies can borrow from behavioural economics and “nudge” us to change our behaviour.
Many workplaces are already using this design, covering a range of factors including lighting, air quality, materials, furniture, physical activity, and food.
Take the stairs, for example. In traditional offices lifts are generally positioned centrally, making them the easiest option. If you wanted to take the stairs that often means using the fire stairs, with the added risk that you might be locked out when you try to re-enter on another floor.
By simply moving the staircase into a central position you can make them the most convenient option for quickly moving between floors. This is common practice now at a wide variety of companies such as the Boston Consulting Group’s New York offices.
But let’s not stop there. By using experience design, employees can be incentivised in other ways to take the stairs.
Timber walls, natural lighting, art and music can be used to align with our natural preferences for attractive and calming environments, and nudge employees to take the stairs. At the offices of Delos in New York, sensors in the stairs record the number of trips employees take during the day.
Every time an employee uses the stairs, a drop of water is added to an electronic “waterfall” display. The more times you take the stairs, the bigger the waterfall gets.
This use of technology represents a bit of gamification within the workplace. It’s like a scorecard for stair use, and every trip comes with a visual reward that gradually adds up.
 
<img src="https://images.theconversation.com/files/207226/original/file-20180221-132670-yg9rzj.jpeg?ixlib=rb-1.1.0&amp;q=45&amp;auto=format&amp;w=754&amp;fit=clip" alt="">
Communal areas and greenery in the Delos New York HQ. Author provided
By creating well-designed, centrally located eating areas and providing healthy food choices, organisations can also encourage employees to make better food choices.
In one study researchers from Yale teamed up with Google to try and nudge employees towards healthy choices. Simple changes in the office cafe had huge results. Replacing loose M&amp;Ms with small packages reduced serving sizes by 58%, and putting up prominent signs increased the number of employees eating certain vegetable dishes by 74%.
Research also shows that air quality and lighting at work can have significant effects on brain function and productivity. Poor oxygen levels, toxic gases from furniture, and toxic chemicals are commonplace in modern workplaces, while poor lighting can cause headaches, eye strain, and tiredness.
Workplaces can be designed to counter some of these problems, by using circadian lighting systems for instance. Circadian lighting follows the patterns of natural light over the course of a day. Sleepy in the morning? The system will provide the right amount of light to wake you up. Circadian lighting results in your body releasing melatonin at the right times, helping employees unwind after work and improving sleep quality.
Using air filtration systems, as well as materials and furniture that don’t contain chemicals like formaldehyde, can significantly contribute to employees’ well-being and productivity. Providing natural ventilation, views of nature, and greenery in the workplace have also been shown to improve employee’s wellbeing and productivity.
Investing in office design has been seen as a “nice to have”, but the research shows it can also be seen as an investment. The costs of employee illness and lost productivity are high and even simple changes can have huge impact.
And while employees may be concerned about companies designing environments to engineer behavioural choices, this inclusion of behavioural insights is widespread, and can be seen in areas as diverse as city planning and retail.
<img src="https://counter.theconversation.com/content/91983/count.gif?distributor=republish-lightbox-basic" alt="The Conversation" width="1" height="1">By providing environments that support and encourage employee well-being organisations can ensure that well-being is not something that people have to make a choice to opt-in on.
Libby Sander, Assistant Professor of Organisational Behaviour, Bond Business School
This article was originally published on <a href="http://theconversation.com" target="_blank">The Conversation</a>. Read the <a href="https://theconversation.com/how-employers-can-design-workplaces-to-promote-wellness-91983" target="_blank">original article</a>.
Main photo: Putting staircases in the middle of offices can encourage more use. Author provided
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How employers can design workplaces to promote wellness: Libby Sander 

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Informal, family-like and professional are words that would describe the new offices of Richard Crookes Constructions in Sydney’s Gore Hill, which has been designed by architectural design firm, Futurespace.
The new workplace spans 2,300 sqm over one floor and caters for more than 140 staff.
Design director of Futurespace, Gavin Harris, said that Richard Crookes’ family-based culture is able to thrive in the new space that has an informal vibe to it where employees can socialise, eat together and collaborate.
“So often our work colleagues become close friends who feel like family and it’s no wonder when you’re spending more than 40 hours a week with the same people. It makes sense to create a more comfortable workplace that feels like home,” said Harris.
“Before we started designing the office, we asked the employees to choose words that would best describe what they wanted in a new workplace. They came back with ‘home’, ‘high tech’ and ‘flexible’, so this has been the focus and outcome of the new office.”
<img src="https://res.cloudinary.com/dz9xllyip/image/fetch/c_scale,w_580,q_auto:good/https://s3-ap-southeast-2.amazonaws.com/po.images/2017/10/27/Future3.jpg" alt="">
The choice of materials was less about “aesthetic and more about creating an experience” aligned with the objectives of the project, he added.
“We used textured weaves, raw timber, patina metals and naturally aged materials to reflect the core of the company’s operation in construction. The colours we used further reveal the truth of the company with references to cement, terracotta, steel and timber.”
<img src="https://res.cloudinary.com/dz9xllyip/image/fetch/c_scale,w_580,q_auto:good/https://s3-ap-southeast-2.amazonaws.com/po.images/2017/10/27/Future2.jpg" alt="">
Managing director of Richard Crookes Constructions, Jamie Crookes, said the new office space was a total overhaul from its previous, ad-hoc space. 
The office has been designed to “create a home for our employees, creating a domestic feel that promotes collaboration and productivity for our growing team,” he said.
“There has been noticeable shift in the way our teams having been working together since the move.  The high-tech element and collaborative nature of the workplace also fosters innovation, producing better outcomes for projects and clients.”
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jonathanchancellor-7SQnKwU6yx

Family-owned Richard Crookes Constructions gets a homely workspace

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<img src="https://counter.theconversation.edu.au/content/77104/count.gif?distributor=republish-lightbox-advanced" alt="The Conversation" width="1" height="1">
GUEST OBSERVER
The purpose of the “agile” working style is to help businesses adapt to turbulent markets by adopting a fast and flexible approach to work.
In one sense, it should come as no surprise that ANZ’s chief executive Shayne Elliot recently announced that ANZ will be shifting parts of its workforce to this style.
With the bank’s recent withdrawal from Asia and subsequent lower than expected revenues, this is part of ANZ refocus on its core business. In fact, each of Australia’s big four banks might be looking to become more efficient and responsive in the face of a tightly regulated market and slowly building retail banking competition from newer financial technology companies.
In another sense though, it’s surprising that one of Australia’s largest banks should signal such a profound change in work style. Finance is certainly not where agile got its start.
The origins of agile
The forerunners of agile stretch back as far as the Plan-Do-Study-Act method developed by Walter Shewart at Bell Labs in the 1930s and the Toyota Production System, based, in part, on the quality and systems thinking of Shewart’s student, William Edwards Deming.
However, agile as we understand it today is seen as emerging from software programming communities. It crystallised when 17 software developers gathered at the Snowbird ski resort in Utah in 2001 to share and refine their approaches to software development.
One of the participants had been reading a book on major companies coping with turbulent markets, called Agile Competitors and Virtual Organizations: Strategies for Enriching the Customer. Drawn to the agile’s connotations of speed and responsiveness, the group eventually adopted it as the moniker for their movement.
They published their views in The Manifesto for Agile Software Development, intending to help accelerate developers’ efforts to reliably produce software of the highest quality. Agile has since spread beyond the confines of IT to the other types of work and other organisations.
How to work in an agile style
As academics Rigby, Sutherland, and Takeuchi explain, agile now covers a broad range of methods, each varying according to their guiding principles and work rules. The three most well-known methods are scrum, lean, and kanban.
Scrum focuses on structuring teams to work across functions in a business, using creative and adaptive teamwork, daily stand-up meetings, and project reviews to quickly invent solutions and improve team performance.
Lean focuses on eliminating waste in systems and does not prescribe work rules to achieve this in the same way as scrum.
Kanban aims to shorten the time between the initiation and completion of work by visualising workflows, restricting the work being done at each stage in development, and measuring work cycle times to detect improvement.
ANZ seems to be most interested in the scrum method. ANZ’s Head of Product Katherine Bray stated:
There are vestiges of roles that we recognise, but with the underpinnings of hierarchy totally blown apart…[A scrum coach] is not your boss, that’s a coach, who is a peer. That product owner is not your boss, they’re a product owner who defines the how, and you galvanise around that.
Going back to the origins of agile and system thinking, it seems clear the agile approach is most likely to succeed where the organisation adopting it possesses structural modularity. Modularity proposes that organisations structure themselves in a way that allows teams to produce work that is layered, discrete, and testable.
This is what Bray is talking about - a radically new approach to roles and work styles at ANZ.
We might dismiss this whole reorganisation as marketing theatre, but intensifying competition and rapid change are all too real. This means many Australian businesses will have to come to terms with agile approaches if they are to remain responsive and competitive.
By taking up agile’s shift from top-down management to teams that organise themselves, and from a focus on compliance to a focus on innovation, ANZ is making its intent clear. It wants to achieve different results by doing things differently – surely a sane approach to change.
Yet this idea challenges the conventional structure and ethos of banks and similarly run businesses. These organisations are built to be secure and centralised in service of efficiency; modularity pushes them to be integrated and decentralised in service of innovation.
Modularity and agility are not easy to achieve. But they are fast becoming necessary if large companies, like ANZ, are to move with the times and adapt well to market turbulence.
<a href="https://theconversation.com/profiles/massimo-garbuio-369039" target="_blank"></a>
<a href="https://theconversation.com/profiles/massimo-garbuio-369039" target="_blank">Massimo Garbuio</a> is senior lecturer, University of Sydney.
<a href="https://theconversation.com/profiles/massimo-garbuio-369039" target="_blank"></a>
<a href="https://theconversation.com/profiles/dreu-harrison-369349" target="_blank">Dreu Harrison</a> is research assistant, University of Sydney.
<a href="https://theconversation.com/profiles/massimo-garbuio-369039" target="_blank"></a>
Both are authors for The Conversation.
<a href="https://theconversation.com/profiles/massimo-garbuio-369039" target="_blank"> </a>
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jchancellor-FAypfDUnLy

The agile working style started in tech but it could work for banks

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<img src="https://counter.theconversation.edu.au/content/75612/count.gif?distributor=republish-lightbox-advanced" alt="The Conversation" width="1" height="1">
GUEST OBSERVER
A recent survey of 400 multinational corporations found that two-thirds plan to implement shared-desk workplaces by 2020. But research shows these arrangements have a range of outcomes, many of which are negative. 
A recently published study of 1,000 Australian employees found that shared-desk environments had a number of problems. These included increased distrust, distractions, uncooperative behaviour and negative relationships. On top of this, there was a decreased perception of support from supervisors. 
Another study showed that shared-desk environments can lead to employee marginalisation, indifference and inattention to co-workers, loss of identity and decreased organisational commitment.
These studies and more should sound a cautionary note against the uptake of shared-desk arrangements.
<h2>Changing workspaces</h2>
Office spaces are changing rapidly thanks to remote work, technology and the need to innovate. But cost is also a big factor. 
Office space is typically the second-biggest cost for organisations. And some research suggests that up to 40% of office space is vacant at any one time. 
The cost of offices is one of the drivers of shared-desk work arrangements, which fall into two categories: hot-desking and activity-based working. By using these arrangements, an employer can fit more workers into an existing space and more efficiently use the available space.
Hot-desking is where employees either share a desk with others or are not assigned a permanent desk and must find one when needed. Hot-desking arose as a strategy to save on space and to cater to the needs of employees who largely worked outside the office.
Activity-based work, by contrast, assumes all employees work flexibly and will seek out a range of different spaces to undertake different tasks. As such, these workspaces provide a range of work settings for different types of activities such as meetings, collaboration, private work, creativity and concentration. Employees are expected to switch between these settings as necessary.
Proponents of activity-based work claim that cost is not a major driver of its uptake. Rather, companies have implemented it to attract and retain talent, and increase collaboration and innovation, employee well-being and sustainability.
But plenty of research shows negative effects of shared-desk workplaces. These negatives potentially outweigh the benefits.
<h2>Diving into the research</h2>
Some studies have suggested that having a permanent desk may not be as important as the overall layout of the office, or the freedom to personalise that space. 
But employees without an assigned desk complain of desk shortages, difficulty finding colleagues, wasted time and limited ability to personalise their space. And, as I noted earlier, hot-desking has been found to result in higher levels of distrust, fewer co-worker friendships and decreased perceptions of supervisory support.
Meanwhile, research on activity-based work has shown that it is likely to work best for employees who see themselves as mobile and independent, and who have largely self-contained work processes. For those who work well in these environments, the ability to select a workstation or area based on individual needs and preferences is seen as a positive. Another positive is the ability to avoid unwanted social interaction when necessary, by working in a quiet space, for example.
However, the flipside of activity-based work is workers who have troublefinding privacy or concentrating. Further research shows that employees rarely, if ever, switch between different work settings. While those who did switch workstations were found to be more satisfied, there were strong objections among those who didn’t.
Activity-based work can also have an impact on the social dynamic in the workplace, creating tensions between those who come into the office and use certain spaces regularly, and those who don’t. Lastly, it can create additional work, as workers must find and set up a workspace, move between locations, and then remove everything at the end of the day. 
So while hot-desking and activity-based work are touted as increasing communication, collaboration and efficiency, research shows there are other outcomes as well. While these environments can work well for some employees – those who are highly mobile and autonomous, for instance – the research shows that many employees do not work well in these environments. 
A one-size-fits-all solution is unlikely to succeed. Implementing one may have negative impacts on the organisation as well as workers. Employers need to accommodate differences in individual employees and in the type of work they undertake. Additionally, research has shown that management style, as well as social and cultural factors will have a significant impact on whether activity-based work is successful. 
Workplaces should be designed to support both well-being and productivity. This requires a more nuanced approach.
Libby Sander is lecturer, Bond Business School, Bond University and author for The Conversation. She can be contacted <a href="https://theconversation.com/profiles/libby-sander-143232" target="_blank">here</a>.
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The research on hot-desking and activity-based work isn’t so positive

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SPONSORED POST
It’s one of the first questions you will ask when setting up a new business or moving into a new building: how much office space do I need?
When it comes to office workers, the Building Code of Australia requires a minimum of 10 sqm per person.
But this is simply based on the total floor area – and this might include corridors, furniture etc – divided by the number of employees.
For office workers, the Building Code of Australia requires a minimum of 10 sqm per person.
It is vital that when planning your own office space, you take into account other key issues as well.
Colliers International Manager of Office Leasing Adam Davy says that while the needs of every business are different, there are some common factors when working out how much floor space you need.
“Before you get caught up with the search for a new office – or perhaps before you get too far down the line with those refurbishment plans – it is important to assess the future of your business,” Davy says.
“Commercial leasing decisions should be considered with a medium to long-term mindset, with most leases running for three years or more. Property decisions should take into account your company’s future requirements as well as today’s needs.”
Davy says there are some key factors to consider.
How much space do you need?
<ul>
<li>Is your business growing or shrinking?</li>
<li>How many, and what type of, employees will you have in the future?</li>
<li>What will your technology requirements be in three, five, 10 years’ time?</li>
<li>Should your data centre be located off site or in a co-location facility?</li>
<li>Are you considering acquiring, or merging with, other firms?</li>
<li>What are your brand values?</li>
<li>What are your preferred work settings?</li>
<li>Should alternative work settings, such as non-assigned seating and activity based working, be considered?</li>
<li>What effect will moving have on your customers and staff?</li>
</ul>
Davy says the type of business will help dictate the amount of floor space needed.
 “For example, for a call centre, as a general rule of thumb you can tentatively work from a floor space ratio of 1 person per 10 sqm or less, whereas in a general office set-up, this ratio is generally estimated at around 1 person per 12-14 sqm.” 
Colliers International National Director of Tenant Representation Simon Crouch says law firms usually estimate 14-20 sqm per person.
“However, this trend is gradually reducing and becoming more efficient as law firms move to a regular office size or do away with offices all together,” Crouch says. 
Law firms usually estimate 14-20 sqm per person but this is reducing as law firms do away with individual offices.
He also points out that all buildings differ when it comes to floor plates and efficiencies, and one size does not always fit all.
“For example, you may require 500 sqm to accommodate your staff in one building whilst another may be able to house them comfortably in only 400 sqm,” Davy says. 
Charter Build design director Jane Bright says there is not a per-square-metre-fits-all solution when it comes to office space.
She says while it’s possible to work out a “guesstimate”, there are many variables at play.
“A good designer should be asking ‘what type of work is performed at their desks’, ‘what materials will they use at their desks’, ‘how often will they be at their desks’, ‘how much storage will they need at their desks’ before determining how much space you actually need,” Bright says. 
For more information, <a href="https://bs.serving-sys.com/BurstingPipe/adServer.bs?cn=tf&amp;c=20&amp;mc=click&amp;pli=18755997&amp;PluID=0&amp;ord=%5Btimestamp%5D" target="_blank">click here</a>.
ABOUT REALCOMMERCIAL.COM.AU: realcommercial.com.au is the leading website in Australia for commercial property, attracting an average of 1.7 million visitors a month (Source: Nielsen Online Market Intelligence, Total Traffic, average calculation May-July 2015, includes app traffic from Omniture Site Catalyst as Nielsen doesn’t report on app). It is owned and operated by realestate.com.au Pty Ltd, a subsidiary of ASX-listed REA Group Limited ACN 068 349 066 (ASX:REA).
 
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po-LsXgBTHBmX

How much office space does your business need? realcommercial.com.au

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GUEST OBSERVER
While some recent office construction plans have focused entirely on open-plan layouts and stand-up desks, one particular feature of the modern workplace has shot up the priority list of many companies – interactive technology.
Ten years ago, technology costs represented about seven percent of a company’s interior construction budget. Now, they can consume 25 percent or more of a total build-out cost.
Companies are much more focused on digitization and connectivity, with common examples including more sophisticated conference rooms featuring interactive audio/visual technology and smart TVs, as well as cloud-based solutions for employee mobility.
The focus on technology has influenced workplace design as well. 
“Spaces are being designed to accommodate what the technology can offer now,” says David Roberts, international director at JLL.
“Pioneering workplaces consist of tech-enabled meeting and huddle areas, and employees can work seamlessly whether they’re in an office, cubical, meeting room – or even at home. The physical personal space matters less now while tech-focused spaces matter more.”
Of less importance to many of today’s offices are material finishes. 
“Materials, fixtures and finishes are getting less attention as the technological components of the workplace grow in prominence,” says Christian Beaudoin, national director, Research &amp; Strategy at JLL. “Offices are becoming more minimalist and decreasing expenses on millwork and granite, for example, so they can allocate more of the budget for technology.”
<h2>What a tech-enabled workplace looks like</h2>
One example of this is UI LABS, a first-of-its-kind research and development facility in Chicago dedicated to advancing high-tech commercial innovation. 
“It’s minimal in design but maximized in technology,” Roberts says.
Zurich Insurance‘s North American Headquarters in Schaumburg, Illinois, has also created a tech-enabled workspace. The simple task of setting up a video conference call used to require at least a week’s worth of notice and several steps. Now, employees simply agree to a meeting time, walk into the conference room and touch a screen to begin the meeting.
However, what works for one company may not necessarily be a good fit for another: Companies which are successful in using technology to maximize both a workspace and an employee base start by thoroughly researching how their own employees work.
This prevents the use of technology tools that don’t have the end user in mind. Companies embracing technology can use quantifiable data like seat sensors to show how much time people are at their desk or, for example, working in co-working spaces in an office. With that objective data, they then develop solutions built around the end users – a company’s employees.
A successful IT build-out also doesn’t put much stock in brands, manufacturers and providers until the planners have a clear understanding of the technology needs of each team. Once that is established, the appropriate components can be selected.
<h2>Change comes from within</h2>
Often IT teams work in a reactive capacity, but that should change in a tech-enabled workplace. A technology system should be intuitive and user-friendly so IT experts can dedicate time to solve actual problems rather than troubleshooting and re-booting computers. The design and support team should be an integral part of the IT build-out process from ideation to implementation, and they should continue to be involved even after.
“Companies may have to be prepared for more frequent updating of the systems in their space than people have been used to,” Beaudoin says. 
“During a 15-year lease, for example, they may need to upgrade technology as the business and the solutions evolve. It’s a much more continuous cycle of advancement.”
Finally, the budgets of companies that successfully embed technology in the workplace go beyond the rough cost-per-square-foot metric. They include cost allocations for pre-design research, envisioning sessions and data analysis, change management communications, adoption training and post-installation analysis and modification.
“With new technology frequently coming to market, the modern office is changing rapidly,” Roberts says. “Companies that take a holistic approach to IT can get the most out of their employees, their workspace and their technology.”
This article was by William Polk as featured in <a href="https://www.jllrealviews.com" target="_blank">JLL Real Views</a>
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Why the tech-enabled workplace tops the corporate wish list

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The BVN designed Minter Ellison workplace is the winner of the 2016 John Verge Award for Interior Architecture in the NSW Architecture Awards conducted by the Australian Institute of Architects.
According to the jury the project “provided a new benchmark for the design of legal workplaces”.
They found that “through a rigorous challenging of the traditional hierarchical legal office structure, the architects have developed a new model blending office based work with the principles of Activity Based Workplace (ABW)."
The outcome was a "collaborative and connected working environment.”
The jury also noted that choosing to minimise material use by exposing concrete floors and ceilings was bold for a legal workspace and reflects the progressive nature of the project and the client.
<img src="/images/2016/07/04/minister.jpg" alt="">
Ms Domino Risch, Workplace Director, BVN, noted that “a desire for visual connectivity has created a series of overlapping and cascading voids with a ribbon-like winding oak stair connecting the floors, minimising lift use and encouraging less sedentary behaviour.”
She also pointed out that there are a range of work settings, “with minimally sized multi-functional offices for partners and sit-to-stand benches, with the number of partners choosing to sit with their teams steadily increasing.”
The Minter Ellison workplace is eligible to receive a national architecture award that will be announced in November. 
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