Home' Facility Perspectives : Vol 11 No 2 Contents FACILITY PERSPECTIVES | VOLUME 11 NUMBER 2
BUSINESS RELOCATION |
ensuring that they were regularly updated
with timely and correct information, regular
stresses that can arise from relocating were
kept to a minimum.
FP: What were the environmental and
sustainability considerations and strategies
employed in the process of selecting a new
building and relocation for the company?
CC: Donald Cant Watts Corke is
committed to making a positive difference
across Australia. When working with our
clients, an incorporation of responsible and
sustainable business practices is a key focus.
As we hold ourselves to the same standard,
it was essential to base ourselves in a
building where environmental management
is an integral part of its operations.
The Property Management division at Angel
Place is committed to continually improving
its direct environmental impact through a
range of environmental considerations. Within
the building, there is a key focus on reducing
the usage of energy, water, paper and other
materials. The purchasing decisions within
the building are also considered for their
environmental impact. Angel Place has been
awarded three environmentally conscious
awards for its commitment to sustainable
operations and building energy efficiency,
and to achieving the NABERS Energy rating
and NABERS Water rating. This building was
the perfect match in terms of standards and
FP: What were the most important factors
in mind when selecting an appropriate site?
CC: Our own facility was scrutinised with
the same level of dedication we provide
to our clients. Our team of professionals
have exceptional expertise in facilities
management; this wealth of knowledge was
used to ensure that our new facility would
not only meet the needs of our staff and
business, but of our clients, as well.
An office space is also a reflection of the
company and our core business services.
The space we occupy says a lot to our clients
about our company’s brand, and contributes,
in part, to the personality and reputation of
an organisation. As partners for excellence,
it was essential for us that the chosen site
would appropriately reflect this.
FP: Has anything in the new site been
purpose-built to accommodate the needs
of both Donald Cant Watts Corke and
CC: We identified that, as part of the
sharing of information and collaboration
between the Donald Cant Watts Corke and
Heymann-Cohen teams, it was important to
have a space where people can meet – not
only to discuss technical issues, but to also
feel comfortable and get to know the people
that we’re working with. To do this, we
purpose-built a large ceiling-suspended sushi
bar in the kitchen – this is the focus of our
communal space, along with the essential
We have also formed a few intimate
spaces with a cafe-feel for smaller groups of
people to interact.
FP: What were the aims behind the set of
the interior office at the new site?
CC: Our office relocation in Sydney
symbolised the finalisation of the Donald
Cant Watts Corke and Heymann-Cohen
teams coming together. We wanted an office
space that would continue to assist with this
transition and enable further opportunity for
There is a trend in office environments
to create a workplace that has
interconnected and interdependent places
to support the physical, cognitive and
emotional needs of staff. Our greatest
aim was to find a space that encouraged
engagement between our people, as this
aligns with our national, collaborative,
company-wide, joined-up thinking
approach to the business we conduct.
FP: Were there any major risks involved in
the relocation, and how were these managed
CC: Ensuring that contingency plans were
in place to effectively manage any risks that
arose in the relocation process was essential.
Knowing how to deal with situations avoids
us reaching panic stations.
FP: What were the most challenging
aspects involved in relocating a large number
CC: One of the most challenging aspects
involved in relocating a large number of
staff is ensuring that all of the different
elements to moving are addressed, including
communicating with staff in a timely and
As trusted advisors to our clients in project
management, we had access to knowledge
that ensured that this relocation would go as
smoothly as possible.
FP: Were there any challenges in terms of
timing during the relocation?
CC: Our greatest challenge in terms of the
timing of this relocation was how close it
was to our annual Group Strategic Workshop
– an event where leaders and directors
from across Australia meet in Melbourne to
discuss our past year and our foresights for
the year to come.
Moving a few days before this yearly event
could have been difficult; however, with
a strong team of professionals within our
Sydney office, this concern was overcome.
Furthermore, at Donald Cant Watts Corke,
‘joined-up thinking’ is the way that we
approach business; with teams around the
country, knowledge-sharing is second nature.
With our teams in both Perth and Brisbane
having moved in the last 12 months, their
experiences, lessons learnt and success
stories were passed on to our team in
Sydney to assist with the transition being as
smooth as possible.
FP: What were the overall benefits
for both Donald Cant Watts Corke and
Heymann-Cohen that were brought about by
the new facility?
CC: Almost like a blended family moving
into a new home, this office is the new
home for the coming together of our
New South Wales team. Donald Cant Watts
Corke and Heymann-Cohen are now
beginning a new journey together as one
cohesive group. This new facility is a
physical marker that symbolises the way
forward for our Donald Cant Watts Corke
New South Wales business.
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