Love Your Workspace Auckland Issue #12

Office Space For Lease

New Zealand, 136 Fanshawe Street

Mark Scowen

Featured articles

new working frameworks for

organisations are understanding and

the value of coming into the

Building a culture with the heart of a Lion

people-first

that

Avoiding the fitout

for

achieve

STREET,

88

The

The

The

CBRE is

to

Creating new working frameworks for better employee experience

After a turbulent two years, a key focus is now on attracting employees back into the office. Organisations are under pressure to explore, agree and communicate how they want their people to work now - and in the future. The answer is to have a clear and considered framework around hybrid working, that will support and encourage employees to return to the office and deliver a great workplace experience.

In light of what we have learnt over the last two years, organisations are reassessing the way they work, the role of their workplace, what it looks like and how they use it. The focus on employee attraction, retention and wellbeing is greater than ever before. Many organisations are using this opportunity to reframe what productivity looks like at home versus in the office, with at home productivity centering around focused work and ticking off to-do lists, while a day in the office provides opportunities to connect and network, have conversations, develop quicker solutions and decisions, and socialise with colleagues.

Kirstin Cooper, Senior Workplace Consultant at CBRE says, “As organisations grapple with how to attract higher numbers of employees back into the office they are engaging with us to develop a hybrid working framework to communicate their expectations to employees and articulate the benefits of spending time in the workplace.

“Acknowledging that employees predominantly feel more productive at home, it is crucial for organisations to understand and communicate the real value of coming into the office, especially for those businesses that thrive on cross-team collaboration.

“Organisations who have introduced heavily mandated hybrid working approaches are generally not achieving the results they hoped for, with the potential for this to adversely affect attraction and retention. With the tight candidate market employees have choices and flexibility has become a standard expectation.

“Even in traditional sectors, if one organisation is strictly enforcing a return to office and another is offering hybrid working, there is a natural exodus towards the more flexible option.”

Across various workplace surveys the predominant reason employees come into the workplace is to connect with other people. Activities such as scheduled and unscheduled collaboration, learning and development, onboarding, events, and networking all draw people into the office. Organisations are working hard to offer interesting and enticing activations relating to these activities, with these often being centred around food. The pull to continue working from home generally relates to more logistical aspects such as technology, commute times and costs and lack of access to meeting rooms or quiet spaces in the office. Many people are now well set up to work comfortably from home, so the office is competing with that environment.

The importance of communicating expectations

Not communicating a clear hybrid working framework, and taking a wait and see approach, may leave some organisations exposed. Employees who feel uncertain about expectations and longer-term commitments around hybrid working may search for alternative employment at an organisation where this is clearly articulated.

It is crucial for organisations to understand and communicate the real value of coming into the office, especially for those businesses that thrive on cross-team collaboration.

Kirstin Cooper Senior Workplace Consultant, CBRE

Cooper notes that many organisations have communicated return to office and hybrid working expectations at various points during the pandemic, but that these may no longer be fit-for-purpose as we move into a COVID normal way of life. A memo sent in January may no longer reflect the organisation’s hybrid working aspirations and may not have been effective in the first place. “There is a real need for organisations to revisit and formalise their hybrid working approach and this is where our Workplace team can add value.

“We assist organisations in assessing their hybrid working requirements and create a framework and toolkit that is specific to their needs. Working closely with senior leadership, we determine the why around attracting employees into the office, as well as the why around continuing to support more flexible ways of working.

From this we can develop clear expectations of time in the office and how decisions about where employees will work are made. We commonly see organisations requiring their people to come into the office three days per week, but others are requiring a percentage of time or are not putting a time expectation on it at all. There is no one-size fits all, and each organisation needs to decide what is right for their people and business outcomes.”

A framework can be developed to help employees make well-informed decisions about where they will work during the week. The outcome is to view hybrid working from a professional standpoint that balances business needs with the flexibility and autonomy many employees seek. A framework can also be developed around team operating rhythms, so there are clear and agreed norms around hybrid working, and everyone knows exactly what is expected of them.

The outcome of a well thought out and clearly communicated hybrid working framework cannot be underestimated. It can increase office utilisation by providing clear expectations and ensuring employees make the most of their time in the workplace. A hybrid working framework also offers a business-asusual model for an organisation, so even if we face restrictions again in the future, the overall goals and expectations remain very clear to all employees.

Light touch development

In recent months, a new service offered by CBRE’s Pacific Workplace team is a lighter touch hybrid working diagnostic report. This incorporates a short assessment of where an organisation currently sits, what their future hybrid working aspirations are and recommendations of how to achieve the outcomes desired. This lays a great foundation for developing a hybrid working framework and toolkit, which the Workplace team can also assist with.

Cooper highlights, “If your organisation has a clear and well-communicated approach to hybrid working, this will positively impact employee attraction, retention, and wellbeing, and will also inform your future workplace requirements, both in terms of how much space you require and how best to use that space.”

The outcome of a well thought out and clearly communicated hybrid working framework cannot be underestimated. It can increase office utilisation by providing clear expectations and ensuring employees make the most of their time in the workplace.

Hybrid expertise in action

An Australian technology client engaged CBRE’s Workplace team to help develop a framework to increase office utilisation after various lockdowns/ restrictions had meant employees were reluctant to relinquish the new-found flexibility.

Kirstin Cooper, Senior Workplace Consultant, CBRE said “Prior to the implementation of lockdowns, they were predominantly an office-based workforce. With restrictions lifted the struggle was on attracting employees back into the office and they knew a more structured approach in developing and communicating the new way of working for their organisation was needed, but they didn’t know how to decipher it and then implement.”

The CBRE team was initially engaged to undertake a diagnostic and feasibility study (stage 1) to review, collect and analyse qualitative and quantitative data and articulate meaningful insights that would inform an approach to hybrid working. During this phase we reviewed existing employee survey data, interviewed the leadership team, conducted an assessment of their current fit out to determine its hybrid fit-for-purpose and ran a hybrid working vision session with their leadership team.

The resulting report summarised key insights, outlined key components of their hybrid working approach including organisation-wide hybrid working principles, practices and personas and delivered recommendations for suggested next steps.

Cooper highlights that having built credibility and understanding with the client, they subsequently engaged CBRE for stage two. “This involved developing and delivering assets to support their leaders in adopting their hybrid working approach.”

Building on the insights from stage 1, the team conducted an employee survey and established a hybrid working group of leaders from across the business to further inform the assets for leaders and develop a hybrid working toolkit.

With the toolkit developed, CBRE led a train-thetrainer session for the hybrid working group, HR and L&D teams enabling them to confidently roll out the approach to leaders across the business.

Two months post-implementation Cooper checked in with the client who commented, “This has been a successful process for our business. We have seen the required uptick in office utilisation, more effective hybrid meetings, and our clearly defined hybrid working approach has allowed us to manage COVID restrictions more effectively with a clear BAU expectation in place once restrictions are lifted.

“By communicating this approach to our employees, they understand our expectations and appreciate the continued flexibility albeit through a more balanced lens.”

Goodman Fielder House

STREET, AUCKLAND CBD

WHERE BIG DECISIONS ARE MADE

Vero Centre

SHORTLAND STREET, AUCKLAND CBD

Auckland’s most prestigious legal

pivotal position

financial street. Here is your chance to become a part of this community.

has stood the test of time

is a triumph of design and function

quality

for guests and tenants; concierge service and on-site management team; restaurant, café kiosk and on-site catering; corporate gymnasium and wellness centre and large 1,200sqm column-free floor plates.

main lobby complete with meeting

Private offices by

Jarden

Prominent Position

Floor With Naming Rights

A new standard for office space

FIFTY ALBERT AUCKLAND CBD

The largest office project currently underway in Auckland, Fifty Albert will be the most sustainably built six-star greenrated building in Auckland's CBD.

Offering 15 levels of office space, ground floor retail and four levels of basement car parking, Fifty Albert will set a new benchmark for office space in New Zealand.

Targeting a 6 Star World Leadership Green Star rating, the building’s environmental and wellness aspects will create an exceptional space where people want to come to work.

With two street frontages, Fifty Albert’s central location provides easy access to public transport and motorways as well as all the amenity the CBD offers.

KEY FEATURES

> Naming rights available

> Expected completion mid 2024

> Large efficient floorplates

> Extensive on-site amenity and end-of-trip facilities

Create A Work Environment For Your People

In the battle for talent, your workplace forms part of your competitive edge. That’s why considered and strategic workplace planning and change management strategies are critical in driving business performance and attracting people back into the office.

We focus on defining strategies that elevate your workplace, improving both employee engagement and business performance.

For help creating adaptable, flexible work environments supported by thoughtful solutions that inspire collaborative working and meaningful connections for your people, get in touch today.

Building a culture with the heart of a Lion

Moving less than 1km from Freemans Bay to the CBD at the start of this year, provided Lion New Zealand (Lion) the opportunity to consolidate and focus on elevating and aligning their brand, culture and engagement with a workplace designed to welcome, inspire and collaborate for the future. The CBRE Office Leasing team partnered with Lion to offer strategic solutions allowing their Auckland office accommodation to right size itself to meet evolving workspace requirements which resulted in a relocation.

That new location was 136 Fanshawe Street which offered the opportunity to create a new head office for an iconic brand. Designed by FORMiS and built by Mansons TCLM, 136 Fanshawe Street is a 6 Star Green Star Rated building and comprises two towers connected with a full height glass atrium.

Prior to Covid, Lion had been operating their flexible working policy Lion Flex for over five years. An updated workplace strategy saw this evolve to Lion Flex 2.0 which restructured the occupancy ratio and allowed increased work from home flexibility to meet the changing requirements of the workspace.

Omri Yahel, Director, Office Leasing CBRE, and Nick Theyers, Director, Office Leasing CBRE worked with Lion to secure their new location highlight that many workplaces now identify their employees as customers first and foremost. “Property strategies are becoming more driven and focused on enticing teams back into the workplace, building on a strong culture, and attracting and retaining the right talent through high engagement. With Lion we were able to help them understand the market drivers and identify location solutions to create an office environment that was closely aligned with their team culture as well as uplift their already strong brand and identity and still ensure their workspace evolution was future focused.”

Theyers highlights the flight to quality within the leasing space continues as organisations look to create workspaces focused on employees, open collaboration, engagement and meeting an ‘at work’ requirement versus

what employees can experience at home. “It’s hard to build a strong culture through continuous zoom meetings; the physical space to engage with your colleagues, clients or someone who has just started in your business is critical. What continues to change is how we are using that space, what purpose it is allocated to and how it meets employeefirst property strategies.”

Craig Baldie, Country Director, Lion New Zealand agrees, “At the beginning of the year our team was excited to emerge from home offices, make-shift desks, dining tables and sofas to come back together into a new workspace that has a greater focus on flexibility, hybrid working and our increased need for collaboration and sociability. Over the last nine months, the relocation to a purpose fit-out workspace of 2,100sqm has seen an increase in engagement and it has allowed us to continue to establish a culture that proudly reflects our history but embraces our future.”

Jacquie Shuker, Culture and Change Director, Lion New Zealand says, “As a sociable, courageous and bold organisation, Lion’s culture reflects our overarching behaviours where the team is encouraged to bring a challenger mindset, do the right thing long-term, make

Property strategies are becoming more driven and focused on enticing teams back into the workplace, building on a strong culture, and attracting and retaining the right talent through high engagement.

Nick Theyers Director, Office Leasing CBRE

Omri Yahel Director, Office Leasing CBRE

things happen fast and create an environment where everyone feels they belong. This mindset impacts everything from property through to sustainability and how we collaborate as an organisation. As a result, Lion’s overall employee engagement is benchmarked near global top quartile levels, one specific focus outcome was how teams collaborate with other teams to achieve business goals, which achieved an 87% favourable score.

“With this relocation, our culture hasn’t changed; instead, our property strategy has allowed us to align the space we occupy to reflect it better. It has enabled and encouraged our organisation’s internal behaviours in a space that easily brings people together. Our onsite bar The Local allows us to host guests who come in and immediately feel the vibe that the space and our people are generating.

“What is also exciting is team members from various other Lion locations are coming into 136 Fanshawe Street and utilising the space available. This can only encourage more collaboration, innovation and ‘water cooler’ chats across our New Zealand-wide organisation, which adds to the overall cohesiveness of how this space is being used.

“People also love the practical improvements in the new office, such as standing desks, better technology, ample lockers for storage, two kitchen/lunchroom areas, and it’s close to town and the waterfront for shopping, restaurants and entertainment.”

With this relocation, our culture hasn’t changed; instead, our property strategy has allowed us to align the space we occupy to reflect it better.

Images: Lion New Zealand; Mark Scowen

The requirement of a more cohesive space design response was about creating an environment that embraced Lion’s personality and sociability alongside new ways of working. One key component of this was to elevate Lion’s brand identity through refinement of colour – it focused on the core brand first with the consumer brands used as secondary design elements and spaces. This helped deliver a space that created a united feeling of purpose and driven outcomes, encouraging cross collaboration of brands, more cohesion within the team, and a more defined purpose to engage within the workspace – something not achievable from a home office.

Creating seamless connectivity was a key objective when designing Lion’s workspace. Comprised of two spaces separated by an atrium, STACK developed the concept of the street developed to link and connect the spaces. The functions and activities of the office are accessed off this street: these include the collective, the commons and the studio.

David Plaistowe, Director from STACK who undertook the interior fitout commented, “The street is anchored at one end by a community space that is both client facing and the staff social and collaboration hub - and includes a bar. The decision to give this space to these functions was about creating environments for connection and socialisation and reflects Lion’s unique culture and personality.”

Lion’s core purpose is to champion sociability and help people to live well and it’s obvious they place their own people and sustainability at the centre of this focus. With an aspiration to always encourage thinking big, never settling and push boldly forward to do things differently in search of that something special, the space enables easier collaboration and sociability among the team with creative spaces and technology.

Shuker says, “Our sustainability focus is equally important and influenced our decision to relocate. Feedback we received told us that having an office closer to public transport, with a smaller footprint, that uses less energy and water and delivers a high standard of end-of-trip facilities was essential for our people. New team members expect us to have a sustainable focus as part of our overall culture and being located within a 6-star Green Star Rated office means we are delivering on this expectation.”

Baldie confirms, “Our new space supports our drive to be the most innovative and sustainable beverages company in Aotearoa with new ways of working, a range of collaborative spaces and the best technology alongside tributes to our long and proud legacy. It has helped build our culture of people and a business that never settles, always challenges the status quo and seeks out ways to do things differently. 136 Fanshawe Street has lived up to this aspiration with an unrelenting commitment to Lion’s culture, people and property strategy.”

Craig Baldie Country Director, Lion New Zealand

Located right in the heart of the Carlton Gore Road office precinct, 110 Carlton Gore Road is a premium new build development which will redefine the Newmarket office sector.

Designed to the highest 6 Star Green rating, boasting highly efficient 2,100sqm floorplates, incorporating a massive, light-filled atrium and lobby and equipped with luxurious end-of-trip facilities, 110 Carlton Gore Road ticks every box for the modern office occupier.

Only one tenancy remains - 1,100sqm on level 2. This won't last long so act now to secure a spot in Newmarket’s premium office development.

Newmarket is becoming an increasingly popular location for corporate occupiers, with a huge variety of amenity right on the doorstep. Transport is second to none with abundant car parking, cycle lanes and train stations in immediate proximity.

Development is fully underway and completion is targeted for Q4 2022.

Green Star Rated

1,100sqm on level 2

Abundant on-site car

Vibrant

Augustus Parnell

A New Modern Heritage

AUGUSTUS TERRACE, PARNELL

Imagine

landmark in Auckland’s Parnell, Augustus is an address you’ll be proud to call your own.

This stunning

consist of multi-level retail, car

the rich merchant history of Auckland’s Parnell, we’re proud to create a modern heritage

Augustus

for the forward-thinking enterprise.

an

forward to visiting.

clients will

InnoV8

at

TAHAROTO ROAD, TAKAPUNA

need

are available

Explore New Ways of Working

B:HIVE, 68-72 TAHAROTO ROAD, TAKAPUNA

Avoiding the fitout cost headache

Industry and media hype persists around the topic of rising construction costs, ongoing supply chain issues, delays, skills shortages, and other industry challenges.

Although construction activity may be showing signs of slowing, it still remains healthy in many sectors. Demand continues for both new developments and occupiers wanting to undertake fitouts for refurbishment or repurposing. Even with the supply, market, and resource pressures, it’s reassuring that projects are still being delivered on budget, while balancing priorities such as quality, sustainability, and safety, and all to rigid programme deadlines for business needs.

With the changing way occupiers are now working, many organisations are reviewing their business models and looking to adjust their current or newly leased space to suit these objectives. Occupiers considering undertaking an office fitout, need to consider how these risks are best mitigated to meet time, quality, and cost expectations.

CBRE’s Building, Depreciation and Cost Consultancy (BDCC) team manages that process. Being across market trends, the team has established relationships within the construction industry allowing them to deliver clarity, minimise programme times, mitigate risks and help maximise potential returns in the long-term.

By partnering with occupiers, they provide confidence by leading them through the project life cycle continually focused on minimising risk, engaging with the right people in the market, and with a sharp eye on delivering to time and budget constraints.

It’s critical to acknowledge the value and advantage that early design investment offers, along with careful project planning and management throughout the life of the project. This early engagement enables the BDCC team to achieve a clear understanding of priorities from the outset and provide the right specialist expertise to help ensure delivery of results and long-term value.

At the early stages of a project, the team considers concepts and market indicators to create a feasibility budget, advising on realistic costs that can incorporate all areas of risk within the current market. This usually includes an elemental review of the project, feasibility advice and allows for the latest market forecasts providing an annual project cash flow.

Through early engagement in the more developed stages of design, the BDCC team is on hand to develop a more detailed budget, tracking changes, updating cash flows, looking at value engineering opportunities, and helping ensure value for money is being achieved.

During procurement stage they undertake contract management ensuring up to date, beneficial and industry standard terms of engagement to protect all parties. The team focuses on a well-executed concise contract, with terms agreed clearly and early in procurement. By advising on specific topical terms such as agreed escalation adjustments, appropriate contingency allowances, accepted material alternatives, process for buying materials off-site and milestone completion dates, the team provides clarity and help dissolves the potential for disputes. Utilising the BDCC team’s extensive industry experience ensures the setup of a smooth tendering process, providing clear and consistent platforms for tender analysis, negotiation, and reporting recommendations.

Throughout project progress, the team works alongside appointed contractors to establish processes such as regular reporting, variation management, consistently updated project cash flow and regular inspections to track progress, expenditure, risks, and milestones. At final account and after completion, the result is evaluated against initial projections to verify the effectiveness of the decisions and strategies throughout the project.

BDCC’s specialist expertise also extends to cost management services such as:

–Reinstatement Cost Assessments for insurance purposes - should a loss event occur; this assessment provides accuracy in principal and mitigates underinsurance risks.

–Purchase & Capital Expenditure Cost Assessments for Depreciation - enhances overall property financial performance, net income returned and yield, all increasingly important in today’s market.

Put simply, the CBRE BDCC team is here to help ensure your fitout project is seamless and meets your property cost management needs. By removing the abundant stress, unknown risks and factors that can occur, they allow you to concentrate on your core business.

James Green leads CBRE’s Building, Depreciation and Cost Consultancy services in New Zealand along with Qusain Khan. The team delivers services across the full property lifecycle including cost management and contract planning, tax depreciation schedules, technical due diligence, and condition assessments across diverse property portfolios from Chartered and Registered surveyors and specialists.

Even with the supply, market, and resource pressures, it’s reassuring that projects are still being delivered on budget, whilst balancing priorities such as quality, sustainability, and safety, and all to rigid programme deadlines for business needs.

James Green Director, Building, Depreciation & Cost Consultancy

Qusain Khan Director, Building, Depreciation & Cost Consultancy

Millennium Centre

Explore the Possibilities

600-604

SOUTH ROAD, ELLERSLIE

Millennium encompasses over 43,000sqm of high quality office space offering a variety of leasing options to inspire your business to perform, from freshly refurbished openplan office spaces that are ready to occupy to flexible workspaces with room to grow.

The seven high quality, modern office buildings are set within vibrant, well-established landscaping along with onsite tennis court, gym, end-of-trip facilities and numerous food and beverage choices. You’ll never need to change address again.

Be part of this

the best place to work. Find out what Millennium can offer your business today.

provide

AVAILABLE FOR LEASE

The

on

and finding

elements. Presented as brand new, the simple clean large efficient floor plates are ready for your bespoke tenant fitout. The sawtooth feature ceiling on Level 1 with new sky lights and glazing provide a fantastic sense of open space while

in aged

natural light. Expansive exposed steel highlights the character and charm of the exposed brick featured throughout.

Conveniently secure car parking is available on-site. The location is highly accessible

options

motorway

as well as train

within a walkable distance.

Central Park - 660 Great South Road, Greenlane, Auckland

South Road Greenlane

Central Park is one of Auckland’s largest commercial business parks with over 70 businesses and approximately 2,500 people on-site.

It is a commercial hub of 11 office buildings totalling approximately 44,000sqm in net lettable area.

The estate occupies a prominent position in Auckland’s southern corridor. This Greenlane location is well-connected with nearby public transport, including Ellerslie Train Station and wellserviced main bus services.

The Green, Central Park’s Food & Beverage Precinct, provides an enhanced

of 9 eateries, and a recreational landscaped plaza. The vast public space caters for a range of activities, with a large outdoor

options.

OFFICES FULL FITOUT, READY FOR YOU.

Make one of these office spaces your own. Options range from a hotdesk or a dedicated office, to a large economical space. Locations in Highbrook, Manukau and Penrose.

There’s potential in every space.

You just have to know how to realise it.

We work in every dimension of commercial real estate. Our mission is to realise the potential in all the businesses and people we work with, so that together we can create the real estate solutions of the future.

We are driven by the entrepreneurial spirit of our people and the diverse needs of our clients. From instilling confidence in investors today, to re-imagining space requirements for tomorrow, we thrive in complex and ever-changing environments.

If you’re considering your options in Wellington or Christchurch, we have a team of experts to find the best solutions for you and your business. Contact one of our office leasing specialists today.

Campbell Pritchard

campbell.pritchard@cbre.co.nz 021 870

Chad Crenfeldt-Smith chad.crenfeldt-smith@cbre.co.nz 021

Chris Wong chris.wong@cbre.co.nz 021 964 924

Lindsay Jackson lindsay.jackson@cbre.co.nz 021

Matt Hockey matt.hockey@cbre.co.nz 021

Nick Theyers nick.theyers@cbre.co.nz 021 265 4667

Omri Yahel omri.yahel@cbre.co.nz 021

Sam Fitzgerald sam.fitzgerald@cbre.co.nz 021

Stefan Winstanley stefan.winstanley@cbre.co.nz 021 709