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SUSTAINABLE

WORKPLACES_
PRODUCTIVE
COMMUNITIES
By Suzette Jackson
February 2008
[Insert document title]

0 ____ Abstract

Co n ta c t

Suzette Jackson
Bachelor of Interior Design
RMIT University 1988

Senior Associate
Sustainable Futures Unit
sjackson@hassell.com.au

HASSELL
61 Little Collins Street
Melbourne VIC
Australia 3000
T +61 3 8102 3000
F +61 3 9654 1422
© February 2008

HASSELL Limited
ABN 24 007 711 435
[Insert document title]

0 ____ Abstract
Contents

Section Page

_______ Abstract 1
1 _____ Introduction 2
2 _____ Sustainable Workplaces and
Sustainable Organisations 3
3 _____ Sustainable Workplace Case
Studies 5
4 _____ Cultural Change in
Sustainable Workplace
Communities 8
5 _____ Conclusion 9
6 ______ Appendices 10
Sustainable Workplaces, Productive Communities

Abstract

We have seen an increased focus on the creation of sustainable workplaces based on sustainability principles and
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rating tools due to many factors. The greatest change has occurred in mid to large scale firms due to awareness
within the global market of sustainability indicators such as the International Global Reporting Initiative, and overall
growing awareness within the global community of climate change. In addition to this a growing concern about a
balanced healthy lifestyle and increased productivity opportunities in a competitive employment market has further
driven the cultural change in sustainable workplaces.

We review five recent workplaces that achieve sustainable outcomes and have measured their sustainability
achievements against the Green Building Council of Australia - Green Star rating tool. In addition we discuss the
organisations that inhabit these workplaces, productivity studies undertaken, and their commitment to progressing
sustainability within their community. Workplace design initiatives and outcomes completed for HASSELL clients:
Investa, Sydney; Sustainability Victoria, Melbourne; SA Water, Adelaide; HASSELL Studio, Melbourne; and Green
Building Council of Australia, Melbourne are reviewed and compared. The productivity studies completed for
Sustainability Victoria and HASSELL Studio are compared for perceived employee and organisational outcomes
related to the sustainability initiatives implemented.

Keywords: sustainable workplace, indoor environment quality, productivity, cultural change, energy efficiency
Sustainable Workplaces, Productive Communities

1 ____ Introduction

As with all cultural change, awareness and education of the challenges and opportunities is critical to creating the
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change in community attitudes and actions. Whilst the demand for sustainable workplaces is driven by the need for
healthy and environmentally responsive workplaces, the process of creating a sustainable workplace requires
employee engagement and a level of awareness and education. There is an opportunity to provide not just a
workplace that reduces operational costs whilst increasing staff productivity – a sound business case; but to engage
the community in pursuing a responsible approach to our environment; providing the opportunity to change cultural
behaviour on a daily basis throughout the workplace and broader community

In the growing global movement towards corporate social responsibility the incentive to reduce the demand on our
finite earthly resources and share the benefits with our community is a global imperative and something increasingly
aware employees demand in a potential business employer. Through education and awareness, younger generation
employees are increasingly seeking employers who are environmentally responsible and provide a healthy
supportive workplace that allows them to function at their optimum ability. A workplace that operates on a minimum
carbon footprint with an optimum indoor environment quality; including increased fresh air, minimised indoor toxins,
renewable onsite energy and low energy demand may provide a more productive employee community.

The question from our employee community is “will these changes improve our health and the environment?”
However the challenge for our global community is whether we can affect change quickly enough for the planet.
Cultural change will occur when the community is educated, actively engaged and believe they can influence the
process and outcomes.
Sustainable Workplaces, Productive Communities

2 ____ Sustainable Workplaces and Sustainable Organisations

Sustainable workplace outcomes are maximised when designed and operated as integrated components of living
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buildings - by sustainable organisations. This requires not only that the workplace is designed to operate as a
sustainable workplace; but for the workplace to be located within a building that is designed to operate sustainably;
and for the organisation to apply sustainability principles to their organisational values and operations. A successful
sustainable workplace lives within a sustainable built environment, within a sustainable community.

Sustainable workplaces incorporate:


_ A healthy indoor environment i.e. the provision of clean, fresh air; flexible and appropriate lighting, heating and
cooling solutions;
_ A safe and community-orientated indoor environment; and
_ The provision of amenities which support equitable and accessible local transport and encourage physical and
mental health and wellbeing.

Living buildings incorporate:


_ Solar passive design with building façades built to suit climatic conditions, aspect of the building and provide
comfortable thermal conditions (protected against weather extremes);
_ Passive and /or active building systems which are flexible to allow reduced energy demand, and monitoring of
resources;
_ Onsite renewable energy generation;
_ Onsite water capture and recycling; and
_ Onsite reuse / recycling of waste.

Sustainable operations incorporate:


_ An environmental management system (EMS) that is transparent, responsive to local environmental needs and
takes a cradle-to-cradle approach for energy, water, materials procurement and waste;
_ Carbon Reporting, Sustainability Reporting and a commitment to a zero carbon strategy for the organisation;
_ Support and engagement with the local and global community to pursue sustainable resourcing i.e. Corporate
Social Responsibility (CSR).

To achieve sustainable workplaces as integrated components of living buildings we need to do more than change the
way we design, create and use our workplaces: we need to change our community values, lifestyles and culture.

Successful, sustainable workplaces require:


_ Visionary clients who are in touch with changing values and current global and regional needs;
_ Business leaders, regional and global leadership engaging/driving the transition to a more sustainable community;
_ Passive and active design elements which support the health and wellbeing of employees whilst minimising toxins
and emissions; and
_ Passive and active building operation which are allied to the local environment in terms of energy, water and waste.

2.1 Resources and Research


Australian and regional research has done much to stimulate the uptake of sustainable activity. At a national level,
the Green Building Council of Australia (GBCA) is a key industry body providing policy, education and rating tools for
sustainable buildings and advocates role with government. The ‘Your Building’ website is a national online forum
providing research information and case studies on sustainable built environments throughout Australia and
internationally.

At the local level State Governments and leading local councils provide sustainability goals, targets and programs to
businesses and community groups. For example, in Victoria, the Melbourne City Council and Sustainability Victoria
offer programs and education for facility managers, building owners and tenant representatives with the objective of
reducing energy demand in existing Melbourne tenancies and base buildings. The Melbourne City Council’s
‘Sustainable Office Lighting Guide’ and associated seminars, enable interested parties to understand the
sustainability rationale and financial incentives behind improving lighting systems, to reduce energy demand. It also
provides funding to facilitate early uptake. Sustainability Victoria actively educates and provides financial incentives
to businesses to reduce their energy and water demand and reduce waste outputs and impacts.

The recently announced Green Building Fund program is one of the three elements of the $240 million Clean
Business Australia initiative. Other elements include the Climate Ready Program and the Retooling for Climate
Change Program. These funding programs provide further incentive for building owners to upgrade our existing
building stock in order to minimise building energy demand and therefore carbon emissions.
Sustainable Workplaces, Productive Communities

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International research has contributed significantly to the body of knowledge required for behavioural and cultural
change in relation to the procurement of the built environment. The development of living buildings integrated with
their environment will further support reduced onsite energy demand and onsite renewable resource generation.

Sustainable workplaces utilise passive and active design to increase indoor environment quality for improved health
and productivity. Current research demonstrates the link between productivity and indoor environment quality and
the disproportionate organisational costs of sick leave compared with the provision of environmental ‘comfort’ i.e.
employee salaries exceed building energy and maintenance costs by a factor of approximately 100 and exceed
annual construction or rental costs by almost as much [1]. Even the achievement of a 1% increase in productivity
should be sufficient to justify an expenditure equivalent to a doubling of energy or maintenance installation costs or
large increases in construction costs or rents. Productivity increases of 1% correspond to reduced sick leave of two
days per year, reduced breaks from work or increased time at work of 5 minutes per day, or a 1% increase in the
effectiveness of physical and mental work [2].

With improvements in employee health come improvements in overall community health, easing the economical
social and environmental burden on our communities and economy. Whilst this is not a key incentive for companies,
it is an economic incentive for governments and local communities. An improvement in overall health of our
community will contribute to stronger and greater global economic capability.

2.2 Global Issues and Influences


It is the global and regional challenges of our time that drive the transition to a more sustainable community. The
critical issues of climate change, provision of potable water, greenhouse gas emissions increases, population growth,
peak oil and ecological and human health are seen as key drivers. Advancement in communications, building
technologies and social and environmental sciences has enabled the global community to share knowledge at an
unprecedented rate. This opportunity for collaboration and co-operation must be capitalised upon in order
to accelerate the transition to sustainable environments.

With the advent of new research and a better understanding of climate change, the business case for purchasing
carbon credits to offset carbon emissions is seen as beneficial for short term goals only. The imminent introduction
of the Australian Government Carbon Pollution Reduction Scheme (CPRS) will initially promote the carbon credit
offset market to the public as a quick reduction approach to carbon emissions. The long term view however requires
that we change our cultural expectations and dramatically reduce energy and greenhouse gas emissions, whilst
providing more sustainable workplaces. Companies embracing sustainability are beginning to reap the economic,
environmental and social advantages of doing so, and whilst they are by no means the norm, there is a marked shift
in attitude, evidenced by increasing corporate responsibility and carbon reporting.
Sustainable Workplaces, Productive Communities

3 ____ Sustainable Workplace Case Studies

3.1_Sustainable Workplace Measures


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So what are the measures of a successful sustainable workplace? We know from experience that the success of a
sustainable workplace is dependent on the organisation and the building it resides in.
This sustainable workplace performance review therefore looks at the base building selection and a number of
organisational sustainability measures in addition to the workplace measures.

Key workplace measures include:


_ Tenancy energy demand (appliances and equipment), lighting energy demand (watts per m2) indoor environment
quality, material reuse/minimisation, tenancy waste/recycling programs, and sustainability rating (and/or
certification)
_ Workplace productivity improvements (based on pre and post occupation evaluation of organisational cost/income,
occupant surveys and air quality measures)
_ Greenhouse emission reduction/neutrality

Key base building measures include:


_ Base building energy demand, water demand, waste/recycling program and sustainability rating (and/or
certification)
_ Greenhouse emission reduction/neutrality
_ Onsite energy generation; onsite water treatment/storage

Key organisational measures include:


_ Environmental Management System (EMS)
_ Occupational Health &Safety System (OH&S)
_ Greenhouse Gas/Carbon (emission) Reporting
_ Sustainability Reporting
_ Commitment to achieving a carbon balance (carbon neutrality/zero carbon).

3.2_Sustainable Workplace Performance


When large, multinational organisations embrace the need for sustainable workplaces, the opportunities for cultural
change can occur rapidly with a global reach. Grasping these opportunities and delivering successful outcomes is
critical.

Since 2000 in Australia opportunities for cultural change due to sustainable workplaces have been growing. Table 1
below outlines the sustainability initiatives by workplace, building environment and organisation. Two organisations
have undertaken productivity studies conducted by Business Outlook and Evaluation, which is discussed in Item 3.4.
SA Water is currently under construction and, in this review, is used as a current comparison of sustainability
initiatives to the earlier workplaces (refer to Table 1 of the Appendix).

In addition to reviewing Sustainability initiatives and the use of rating tools, Table 1 below looks at two additional
components: the selection of the base building and respective Sustainability rating and initiatives; and the ongoing
commitment to sustainable business management practices.

3.3_Sustainable Workplace Outcomes


Of the workplaces/organisations reviewed, the majority have implemented key sustainability initiatives in respect to
indoor environment quality and in the provision of supportive amenities. Many organisations referenced or applied
the Green Star rating tool for both fit-out AND base building with overall energy, water and waste reductions.

Sustainable buildings have the potential to minimise toxic emissions, provide more flexible building operating
systems; increase fresh air rates; provide monitoring of resources and thereby allow improved energy, water and
waste efficiency. Sustainable buildings provide greater opportunities for the creation of a sustainable workplace with
potentially less cost.

The sustainable workplaces reviewed in Table 1, implemented a range of key sustainability initiatives, through
varying design approaches. The key sustainability initiatives are highlighted under the following themes of energy,
water, waste and indoor environment quality.
Sustainable Workplaces, Productive Communities

Energy
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_ General overhead lighting significantly lowered in Lux and energy demand – utilising a two component and/or
flexible function based lighting system in conjunction with an addressable lighting system with motion and daylight
sensors;
_ Zoned lighting and end-user controls to allow varying lux levels through the floor plate depending on building
aspect / orientation.
_ Utilise modern technology - low energy computer components and/or laptops to reduce equipment and appliance
energy demand;
_ Access to natural ventilation; widened thermal and on heating and cooling system; increased ventilation rates
exceeding Australian standard requirements by between 50-150%;
_ Energy submeters to assist with operational management of the premises.

Energy initiatives implemented generated energy reductions in the range of 40-60% a significant cost and carbon
saving. The new SA water tenancy is more than twice as efficient in terms of energy use with an annual energy
saving of approximately 760MWh. In addition a number of the companies subscribe to 100% accredited renewable
energy for not only their tenancy energy supply but also their portion of the base building supply offsetting any
potential carbon emissions from operational energy demand.

Water
_ Water efficient sanitary fittings and appliances using low flow tapware and low water appliances;
_ Integrated fitout with building to ensure water efficiency in base building systems including black water treatment
systems (refer SA Water)

Water savings achieved by SA Water highlight the significant potential savings when integrating a fitout with a
building design. SA Water as the key tenant in the VS1 building placed a significant focus on potable water saving,
including rainwater harvesting (from the roof of the building and the school roof next door) and black water treatment
for toilet flushing and cooling tower water supply. Through design initiatives potable water consumption has been
reduced by 60% with an approximate saving of 4700kL per annum.

Waste
_ Builder requirement to minimise, sort and recycle between 60 – 80% of construction waste;
_ Minimise material demand for fitout, selection of materials and furniture based on pre and post recycled material
and recyclability;
_ Selection of materials based on longevity of use and service/maintenance available;
_ Reuse of existing good quality chairs, workstations and storage;
_ Implementation of waste sorting system in fitout;
_ Use of innovative / alternative recycled materials such as recycled rubber flooring throughout to openly
demonstrate commitment to waste diversion and minimisation.

Waste savings both in construction materials and furniture selected were significant with most organisations electing
to purchase furniture which was flexible and of good quality to any future relocation.

Indoor Environment Quality


_ Access to high levels of natural daylight throughout the tenancy floor plate;
_ Access to external views and or views to indoor vertical planting walls throughout the floor plate;
_ Increased fresh air rates of between 50-100%;
_ Innovative vertical planting screens and planting boxes throughout the floor plate;
_ Material selection based on low or zero Volatile Organic Compound (VOC) or toxicity.

Indoor environment quality improvements were significant across the workplaces which were able to demonstrate
outcomes through a productivity study. Both air quality and staff perception improvements are demonstrated. In
particular, reports of reduction in health impacts such as eye strain, headaches and cold and flu indicate the lighting
and air quality improvements assist with employee productivity improvements equating to significant annual labour
savings.

Overall the combined savings achieved through implementing the key initiatives of a sustainable workplace sell
themselves. Whilst the review does not include a fitout cost comparison to a standard fitout, our experience with
interior fitouts indicates that no client and no fitout is the same, with the range of price per m2 varying form a basic
Sustainable Workplaces, Productive Communities

fitout through a luxury fitout. What we do know is that across that range sustainability initiatives can be implemented
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to reduce resource use and improve the health of occupants without necessarily increasing the budget.

In addition to building design considerations, many organisations demonstrate a commitment to sustainability within
the broader community through thought leadership, community education and engagement programs. For example,
Investa has produced the Green Lease Guide in conjunction with other local organisations. This publicly available
document assists business in understanding how they can operate as a sustainable workplace. SV and HASSELL
have implemented Environmental Management Systems certified to Australian/International standards.
Both have also conducted productivity studies and have implemented carbon reporting with a commitment to achieve
carbon neutrality (Zero Carbon) in the near future. These initiatives have occurred since the establishment of their
sustainable workplaces. Whether this is a direct outcome of sustainable workplace initiatives or the continuing
evolution of a sustainable organisation is not clear from this review. What is clear, and fundamentally important, is
that the continual process of education and awareness which occurs in the process of establishing a sustainable
workplace does not stop. It continues through the organisation via the employees to create a sustainable community.

3.4_ Productivity Study Outcomes for Melbourne Sustainable Workplaces


All reviewed workplaces indicated a high level of end-user satisfaction. Productivity studies conducted on three
workplaces/buildings included both pre-occupancy and post-occupancy evaluation. This allowed a more detailed
evaluation of employee satisfaction health and productivity indicators. In these surveyed workplaces, many
employees indicated the new work environment was a major contributing factor to improvements in their job
satisfaction.

The productivity survey results from HASSELL [3] and Sustainability Victoria [4] (which include indoor air quality and
HR data) are compared in Table 2 below. Productivity survey results from a tenant within 500 Collins Street [5] (also
undertaken by Business Outlook and Evaluation) offer a third set of comparative indoor environment Sustainability
initiatives within the Melbourne context. In this context the survey was undertaken within the same building, pre and
post base-building refurbishment (the tenant temporarily relocated within the building during this period) [6]. The 500
Collins St building is also reviewed in context of the new Melbourne office of the GBCA (see Table 1).

Investa did not conduct independent pre and post occupancy productivity studies. Instead they have conducted
internal qualitative surveys which identified that significant benefits had been achieved by implementing sustainable
workplace initiatives. These included decreased absenteeism, increased productivity and staff satisfaction. Investa is
currently participating in a University research project on productive and sustainable workplaces which will, in the
near future, provide further data on this subject.

The three productivity studies of sustainable workplaces found significant improvements across a range of workplace
indicators including staff health, productivity, reduced sick leave, and better staff concentration and engagement in
meetings. Table 1 clearly shows that within SV and HASSELL, both organisations have ongoing commitments to
sustainability, including the management of their workplace and resource usage and the ongoing education and
engagement of staff. From the outcomes of the productivity studies we can see a clear indication that where an
organisation successfully implements sustainability initiatives within their workplace, they will also see improved
employee satisfaction, and improved employee productivity and engagement.

Attraction and retention of staff is also increasingly important in an era of professional skills shortage. The benefits of
a sustainable workplace in attracting and retaining employees through the provision of a healthy and environmentally
responsible workplace are also implied through the productivity study results.

However the ability to activate cultural and behavioural change within a short space of time is most critical,
particularly as cultural change can take one or more generations to occur. We do not have the luxury of an extended
timeframe. Many would say that the requirement to change our cultural behaviour and reduce our energy
consumption and greenhouse gas emissions has been known by a section of our community for the last 30 years.
Sustainable Workplaces, Productive Communities

4 ____ Cultural Change in Sustainable Workplace Communities

Many of the organisations reviewed here have fulfilled their early vision by creating a more sustainable workplace,
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supporting the health and productivity of their employees and minimising their resource demand and environmental
impacts. A number of organisations however have continued to evolve along their path towards sustainability by
committing to carbon neutrality, incorporating carbon reporting mechanisms, certifying their Environmental
Management System (EMS) and creating meaningful cultural change within their employees, client and industry
groups.

Organisations commencing the process to deliver better productivity and lower operational costs for the business
should seize the opportunity for the organisational culture to influence broader community change. Large employers
in particular have the ability to affect change in thousands of employee households. In this way organisations
demonstrate corporate social responsibility and provide an educative role.
Sustainable Workplaces, Productive Communities

5 ____ Conclusion

If we are to change our communities’ mindset towards an environmentally responsive culture and lifestyle we need
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our governments and organisations to educate and support the changes for all of our community. Leadership by
Governments, organisations and industry professionals is critical to make the policy and cultural changes required to
significantly reduce our energy usage, greenhouse gas emissions and provide us with a healthy and sustainable
lifestyle.

Sustainable workplaces, like sustainable buildings, act as a mechanism for broader cultural and behavioural change
within our community. To ensure we as a community move forward at the speed which is now imperative, we need to
populate the creation of sustainable workplaces globally as a catalyst for cultural change – change to an abundant
and promising future.

References
_ Woods, J.E. (1989) Cost Avoidance and Productivity In Owning And Operating Buildings. Journal of Occupational
Medicine, No.4.
_ Fisk, W. and Rosenfeld, A. (1998) Potential Nationwide Improvements in Productivity and Health from Better Indoor
Environments. Lawrence Berkeley National Laboratory.
_ Business Outlook and Evaluation. (2007) Green Office Fit-out, A Pre and Post-Occupancy Study of Employee
Productivity at HASSELL. A report prepared for HASSELL and Sustainability Victoria.
_ Business Outlook and Evaluation. (2007) Indoor Environment Quality, A Driver of Productivity. A report prepared
for Sustainability Victoria.
_ Business Outlook and Evaluation. (2006) Tenant Productivity In A Sustainable Building Pre and Post-Occupancy
Studies in 500 Collins Street. A Study Commissioned By Sustainability Victoria and The Kador Group.
_ Jackson, S.J. (2008) Sustainable Workplace Productivity Study Outcomes, comparison of three workplace
productivity outcomes. HASSELL
Sustainable Workplaces_Productive Communities
6___Appendices

1
Table 1_Sustainable Workplaces including building and organisational impact
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Sustainability
SUSTAINABLE Investa Sydney HASSELL Studio ARUP Melbourne GBCA Melbourne SA Water Adelaide
Victoria Melbourne
WORKPLACES 2005 Melbourne 2006 2007 2007 2008
2006
2 2 2 2 2 2
Area 2,880m 1,500m 1,650m 1,400m 140m 16,600m

Energy Certified 5 Star Registered Green Registered Green Star Registered Green Designed to Green Registered Star
Green Star Office Star Office Interiors. Office Interiors. Aim 5 Star Office Interiors. Star Office interiors Office Interiors
2 2 2
Interiors. Certified 5 Aim 5 Star ABGR ; Star ABGR ; energy Aim 5 Star ABGR ; best practice 2
2 Aim 5 Star ABGR ;
Star ABGR energy reduction reduction program. energy reduction 2
Aim 5 Star ABGR ; energy reduction
program; program.
Achieved an approx Addressable lighting energy reduction program
60% energy Energy Resource: system program.
Addressable lighting
100% Accredited
reduction (5 star plus system
Green Power.
30% predicted ABGR Lighting 6-7 watts Achieved an approx
rating) 2
per m . Addressable 50% energy
lighting system reduction

Water Efficient fittings and Water efficient Water efficient Water efficient Water efficient Water efficient
appliances sanitary fittings and sanitary fittings and sanitary fittings and sanitary fittings and fittings/appliances,
appliances appliances appliances appliances black water and
rainwater harvesting

Waste 80% construction 60% construction 80% construction Waste Reduction Waste Reduction 80% construction
waste recycled; waste recycled; waste recycled; Waste program program waste recycled;
waste reduction Waste reduction reduction program:
Workplace designed Waste Reduction
program program: Landfill Landfill/recycled paper
to be packed up and program
comingling compost and cardboard /
relocated easily.
– worm farm /mobile recycled glass and
Product / material
phone, cork, CD and plastics/ compost /
minimalisation
DVD’s/ catering and procurement policy
procurement policy

1
The Sustainability Victoria Productivity Study utilised two productivity measures: Sick leave as a quantitative indicator of organisational performance; and self assessed staff performance in meetings. Air quality measures were undertaken separately
utilising Deakin University’s MABEL technology.
2 ABGR – Is the Australian Building Greenhouse Rating which is now known as the ‘NABERS Energy’ rating tool.
Sustainable Workplaces_Productive Communities

Indoor Environment 50% improved 50% improved 50% improved 50% improved 50% improved 100% fresh air,
Quality 11
ventilation rates, ventilation rates, ventilation rates, ventilation rates, ventilation rates, planting, low toxicity
planting, low toxicity planting, low toxicity planting, low toxicity planting, low toxicity planting, low toxicity materials and
materials and materials and materials and materials and materials and environment,
environment, environment, environment, environment, environment, improved views and
improved views and improved views and improved views and improved views and improved views and daylight
daylight daylight daylight daylight daylight

Environmental Implemented. Staff Implemented / Implemented/Certified. Staff awareness and Staff awareness and Implemented. Staff
Management awareness and Certified. Staff Staff awareness and education on education on awareness and
System education on awareness and education on sustainability and sustainability and education on
sustainability and education on sustainability and energy usage energy usage sustainability and
energy usage sustainability and energy usage energy usage
energy usage

Productivity End User Productivity study Productivity study End User End User Commitment to pre
Outcomes Satisfaction High Complete. End-user Complete. End-user Satisfaction High Satisfaction High and post occupancy
(Internal Survey) Satisfaction High Satisfaction High (Anecdotal) (Anecdotal) Productivity study.
Sustainable Workplaces_Productive Communities

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Table 2_Sustainable Workplace productivity study outcomes 12
1
PRODUCTIVITY HASSELL Sustainability Victoria 500 Collins Street SA Water
STUDY Sustainable Workplace Sustainable Workplace Workplace/Building Refurbishment Integrated fitout/workplace
Satisfaction index Previous office -16; 69% more comfortable office (light, Previous office -11; tba
New office +46 air quality/temperature, ergonomics) New office +16
Air quality Previous office: -42 rated as stuffy Meeting room Air Quality index Previous office: 73% rated as stuffy tba
or variable; rose15%; or variable;
New office: +24 rated as normal or Meeting room ambience rose 19%. New office: 77% rated as normal or
fresh fresh
Temperature Previous office: 50% rated as too Previous office: 45% rated as too tba
hot or too cold; hot; 59% rated as normal and none
New office: 60% rated as normal rated it too hot
Workplace ambience Previous office 43% found it tiring; Meeting room concentration index Previous office 64% found it tiring; tba
New office 48% of staff found it rose 43%; New Office 40% of staff found it
‘invigorating’ Meeting room engagement index ‘invigorating’
rose 41%
Health / Sick leave: Significant falls (8-27%) in the Sick leave fell by approximately 2 Significant falls (10-25%) in the Initial measures demonstrate
frequency of headache, sore days per employee per year. Or by frequency of headache, sore a 30% reduction in sick leave
throats, sore eyes, fatigue, colds 30% in average sick days per throats, sore eyes, fatigue, colds booked since occupation of
and flu and feeling ‘off-colour’. employee and flu and feeling ‘off-colour’ the new tenancy (July 2009)
Sick leave fell by 0.2 days per Sick leave reduction represents a
employee/per year. (Sick leave in financial saving of approximately
conjunction with significant $76,080pa
increase in project workloads
experienced in the first 8-10
months. This is seen as a
successful reduction.)
Staff self-assessment Increased by 3%. (productivity Increased workplace performance Increased by 11.7% tba
of productivity: improvements occurred at a time of 13%
increased workloads /
administrative requirements)
Business impact Consulting work increased by 20% Significant savings in other sectors tba
in the first 8-10 months after of the new fit-out were achieved.
relocation. 96% of respondents say the new
Staff involvement in sustainability workplace represents the
programs increased significantly. Sustainability Victoria values.

2
All completed workplace productivity studies were conducted by independent consultant ‘Business Outlook and Evaluation’ (BOE). SA Water workplace Productivity Study is currently being Undertaken by CETEC.