creating an exceptional corporate campus

Architecture
Interior Design
Landscape Architecture
Planning
Urban Design
Australia
China
Hong Kong SAR
Singapore
Thailand
United Kingdom
CREATING AN
EXCEPTIONAL CORPORATE
CAMPUS
Knowledge and Sustainability
June 2015
Contents
Section
01
02 03 04 05
Why corporate campus?
Creating an exceptional corporate campus
Case studies
Conclusion - the importance of design
References
Front cover image: Alibaba
Hangzhou, China
Photography by Peter Bennetts
Contact
Steve Coster Principal
[email protected]
Authors
Agustin Chevez, Senior Researcher
[email protected]
Michaela Sheahan, Researcher
[email protected]
HASSELL
61 Little Collins Street
Melbourne, VIC
Australia 3000
T + 61 3 81023000
hassellstudio.com
@HASSELL_Studio
HASSELL Limited
ABN 24 007 711 435
01
03
05
14
15
01 Why corporate
campus?
Campus style workplaces are widely held to offer numerous
business benefits to large corporations including, amongst
others, attraction and retention of talent, strength of brand
and culture, enhanced communication and a ready expansion
strategy.
Essentially, businesses choose the corporate campus model
because it brings people together.
This paper explores the design elements considered in the
creation of an exceptional corporate campus and summarises
a range of corporate campus configurations used by some of
the world’s leading companies.
ANZ Centre, Melbourne
Photography by Peter Bennetts
HASSELL
© 2015
1
Alibaba, Hangzhou, China
Photography by Peter Bennetts
02 Creating an
exceptional corporate
campus
There is much anecdotal and some
empirical research dedicated to the
advantages of corporate campuses,
including flexibility, connectivity, brand,
community and talent attraction.1,2,3
However, less often discussed is how
advantages during boom periods and
times of stability may become
disadvantages during economic
downturns.1 The potential for excess land
or buildings, ongoing landscape
maintenance, and limited transport
options and amenities can all have a
detrimental effect on how a campus
functions over time.
The HASSELL Creating Exceptional Places
framework, developed as part of our
Urban Futures research program, is based
on analysis of design indicators and
prevailing issues in urban development. It
identifies six dimensions of successful
places that can be applied at a range of
scales – from the city, to precinct and
corporate campus developments, right
down to small workplaces.
The dimensions highlight the global and
local challenges in providing places that
are well positioned to withstand various
negative forces, as well as opportunities
to accentuate the positive ones:
1.
2.
3.
4.
5.
6.
Alignment of these dimensions with the
business objectives and workplace
culture of an organisation is a strong
starting point for the planning of a
corporate campus.
The following case studies of leading
organisations around the world explore
the potential of these dimensions to
positively influence the branding and
productivity of companies, and,
importantly, the health and wellbeing of
their employees.
Multi-connected
Co-operative
Super-concentrated
Restorative
Distinctive
Adaptive
Project name. Photography by xxxxxxx.
HASSELL
© 2015
3
Exo-Sciences Precinct, Brisbane Australia
Photography by Christopher Frederick Jones
03 Case studies
Multi-connected
The overarching benefit of a campus
arrangement, from which all other
benefits stem, is the potential for
connectivity - physical, organisational,
and community links that can be forged
and strengthened by large numbers of
staff being located together.
While there are obvious benefits from
co-locating employees (in the same or
adjacent buildings), the broader potential
for connection is sometimes overlooked.
Location has been identified in research
as the chief parameter of corporate
campuses, outranking amenities as the
highest physical factor contributing to
attraction and retention.2
Transport is central to this, and should be
seen in the context of the company
workforce - where they live, their travel
preferences, and how limiting travel
options may affect the company’s ability
to attract staff. This is almost always the
most contentious issue affecting
employees in organisational relocation
because it can significantly affect people’s
daily lives.
Connectivity between work and home is
not the only consideration however.
Access to a suitable labour pool will be
enhanced by housing options, access to
services and other lifestyle choices.
Capacity for expansion and costs are also
affected by the primary decision of where
to locate the campus.
Adjacency to activity in related fields can
be a crucial attractor. The benefits of
geographic proximity of like-minded
industries (agglomeration) have long been
recognised, 4 and are demonstrated
strongly by the three Silicon Valley case
studies herein. Apple and Google here, and
Facebook West (see page 10) are part of a
significant multi-connected ecosystem of
technology companies.
Low rise and suburban in their physical
form, and located between the urban
centres of San Jose and San Francisco,
these three world leading companies
benefit from the longstanding advantages
of agglomeration. The co-location of many
like-minded technology companies and
start-ups near Stanford University
provides an intensity of talent, research
and innovation, and a connected regional
community with shared purpose.
HASSELL
© 2015
Apple Campus 2
Google
Cupertino, California, US
Mountain View, California, US
Typology: Suburban
Population: 13,000
Construction: 2014-2016
Site Area: 700,000 sqm
Floor Area: 260,000 sqm
Cost: $US 4 billion
Design: Foster and Partners
Typology: Suburban
Population: 8,000
Construction: 1997-2005
Site Area: 46,500 sqm
Floor Area:185,800 sqm
Cost: $US 319 million
Design: Clive Wilkinson Architects/DEGW
The circular form of the new Apple
campus (currently under construction)
represents an ‘infinite loop’ of
collaboration, around a shared, central
courtyard. The building, one and a half
kilometres in circumference, will provide
an open-space system designed to
encourage accidental mingling. This
internal connectedness and fluidity is yet
to be tested, but consciously builds on the
already strong connections to the
surrounding community of innovators in
the region.
Although Google’s regional location may
not offer the immediacy of inner city
connectivity, culture and services, it
provides a more focused community of
industry connections and compensates
its staff with targeted services on site.
Google consistently ranks as one of the
best places to work in the world, offering
free food, and amenities including
hairdressers, gyms, pools, games, dry
cleaning and on-site medical staff.
Apple is seeking to provide a unique
campus form that supports its already
legendary brand. To underscore the
importance of a distinctive campus
experience, Apple offers “a serene
environment reflecting Apple’s brand
values of innovation, ease of use, and
beauty.”
While Apple is not the only company to tie
its brand to the physical environment (see
Novartis and adidas) it is, perhaps, more
overtly reliant on brand value across its
products and workplace.5,6,7,8,9,10
The Googleplex, as it is sometimes known,
was designed specifically to mimic the
loose structure of a university campus,
with a variety of settings and potential
learning and working formats both
internal and external.
The site was chosen because of its setting
near San Francisco Bay, its proximity to
universities, its family friendly
environment and central position in
Silicon Valley.
Google has recently announced its latest
campus expansion plans (yet to be
approved by the local council), which
include easily re-locatable and reconfigurable lightweight structures that
maximise the adaptability of the spaces
and the site itself. 11,12,13,14
5
03 Case studies
Co-operative
Campuses are shared places. They bring
people together physically and foster a
sense of common purpose. Both the
external neighbourhood and the internal
company community can be enhanced by
a co-operative corporate campus.
Co-location has the potential to positively
affect interaction among employees and
provides a strong statement about the
importance of cross organisational
communication. However, co-operation
can extend beyond the employees, to
include the surrounding community.
As an economic anchor within a
neighbourhood, a campus can provide the
local economy with a significant boost,
and a marketable identity. But a good
relationship with the surrounding
community is also important in
negotiating growth and contraction
planning, and in the resolution of housing
and traffic issues, amongst others.
The partnership at Menlo Park, California,
between St Anton Partners and Facebook
illustrates a positive approach to this type
of relationship. The two organisations
formed a strategic collaboration to build a
residential community (including low
income housing) within walking distance
of the new campus. Facebook also funded
local improvements and restricted vehicle
numbers at the new campus.15
ANZ Centre, Melbourne, Australia
Photography by Earl Carter
There are others ways to co-operate. The
majority of corporate campuses now
include various retail and services outlets
on site, or provide public access to
sporting and other facilities.
Others have begun to invite the start-up
business community into on-site
innovation hubs, or incubators. Google’s
“Campus” tower block in London houses
over 90 start-ups and has a waiting list of
more than 800 new technology
companies. 11,12 The development of this
type of facility can be seen as
complementary to the rise of co-working
and decentralised workplacess now
located around the world. The opportunity
to provide diversity of activity on site,
access to new talent, and a supply of
lettable space to boost asset flexibility
can help to cement the business case for
a campus environment.
Telefonica, Madrid, Spain
Photography by HASSELL
03 Case studies
Co-operative
Telefonica
Alibaba
ANZ Centre
Madrid, Spain
Hangzhou, China
Melbourne, Australia
Typology: Suburban
Population: 14,000
Construction: 2004-2008
Site Area: 390,000 sqm
Floor Area: 140,000 sqm
Cost: $US 641 million (€500m)
Design: Rafael de La-Hoz
Typology: Suburban
Population: 9,000
Construction: 2006-2009
Site Area:60,000 sqm
Floor Area: 150,000 sqm
Cost: Not available
Design: HASSELL
Typology: Suburban /Urban Hybrid
Population: 6,500
Construction: 2006-2010
Site Area: 18,500 sqm
Floor Area: 130,000 sqm
Cost: $A 750 million
Design: HASSELL and Lend Lease
The administrative buildings of this large
development are distributed around a
central, grassed atrium – the lawn of the
campus. At the corners stand four large
cubes which delineate the perimeter of
the site. A canopy of photovoltaic panels
over the central areas generates some of
the energy required for the campus and
provides shade in the shared spaces
between buildings.
The design of the Alibaba headquarters is
based on connectivity, clarity and
community. The workplace has been
designed to be a positive and healthy
environment to encourage informal and
creative meetings throughout the
complex, building co-operative
relationships throughout the shared
spaces.
ANZ Centre is the largest single-tenanted
commercial office building in Australia,
designed around the concept of an urban
campus. A central common and a
hierarchy of shared spaces creates a rich
variety of settings and an openness that
fosters interaction.
The campus seeks to invite the
community into the site by incorporating a
shopping centre that is open to the public,
a childcare centre, health centre and
gymnasium. These shared spaces allow
the development of transparency and
trust between the company and the
public. 16,17
HASSELL
© 2015
With a vision to become the number one
data sharing platform in the world, and
the company with the highest employee
happiness index, Alibaba has a strong
focus on getting people together to share
ideas.
The campus is a series of clustered
buildings arranged around a central
courtyard. Hubs, internal and external
streets, bridges, roof terraces and
strategically placed destination points
contribute to the collaborative intent. 18,19
Permeability through the publicly
accessible ground floor common, which
contains cafes, public art and a vistors’
centre, is an important element that seeks
to connect ANZ to the public, its
customers, and to the city around it.
Locating the work floors around the
central atria maintains a high level of
visual connection between the public
‘common’ and the workplace – reinforcing
the day-to-day connection between the
ANZ population and the community it
serves. This demonstrates a new direction
for a banking institution seeking to
balance the need for security and
transparency.20
7
Telefonica, Madrid, Spain
Photography by HASSELL
adidas, Herzogenaurach, Germany
Photography by HASSELL
03 Case studies
Distinctive
A distinctive campus combines a global
perspective with local meaning. There are
many and varied opportunities to express
brand and culture: aesthetics, space,
services and management can be used to
create and deliver a concentrated
experience that not only communicates,
but enriches the image of an organisation.
In a globalised jobs market, talent
attraction and retention are ongoing
issues for many companies. HASSELL
research into the attraction and retention
of staff has previously shown that after
the two major factors of salary and
culture, facilities were the next most
significant factor in making an
organisation attractive. Extra amenities
were most important in making facilities
appealing, and then aesthetics.32
The provision of an optimal working
environment that also has an attractive
lifestyle component may be the deciding
factor for sought-after talent. A number of
the companies noted in this paper seek to
make bold architectural statements with
their workplaces, from the circular Apple
building, to the soaring towers of Tencent
and the lattice screens of Alibaba. Each of
these is the result of a deliberate process
of design to define and enhance the image
and brand of the companies involved.
But the local context is important too, in
defining the values of a company. Sporting
facilities and history are embedded in the
adidas campus, while the architectural
legacy of the naval shipyard are
incorporated into the Urban Outfitters
headquarters in Philadelphia. These
distinctive and localised references can
underscore a company’s brand, its local
identity, and the campus experience.
HASSELL
© 2015
Urban Outfitters
adidas
Philadelphia, US
Herzogenaurach, Germany
Typology: Urban
Population: 600
Construction: 2005-2006
Site Area: 26,000 sqm
Floor Area:32,500 sqm
Cost: $US 100 million
Design: Meyer, Scherer and Rockcastle
Typology: Suburban
Population: 3,800
Construction: 1998-2018
Site Area: 200,0000 sqm
Floor Area: Not available
Cost: Not available
Design: KINZO, COBE and others
Urban Outfitters was the first major
non-ship building corporation to move to
the Navy Yard, which had ceased as a ship
building facility in 1996. With the benefit
of a tax incentive for historic preservation,
the dilapidated building was completely
renovated. The workplace is supported by
numerous amenities such as a gym, yoga
studio, dog park, farmers’ market, a
cafeteria, library, and courtyard.
The adidas campus consists of a series of
buildings located on an old military
airfield surrounded by Bavarian farmland.
Numerous new buildings with a
contemporary aesthetic have been
designed to capture the “genuine adidas
experience”.
One of the major reasons to relocate was
to bring the company’s entire workforce,
previously spread over six locations into a
single building to enhance interaction.
Since moving to the new premises,
employee morale and wellness have
increased, with an overall drop in sick
leave, and an 11 per cent reduction in
employee turnover. Departments now
work closely together and the campus has
improved creative collaboration, which
ultimately improves their bottom line. The
company’s revenue in 2008 increased 22
per cent over 2007, and the retailer opened
49 new stores (it now has almost 300
around the world).33,34,35,36,37
The regional location of the campus
makes the attraction and retention of
world-class product designers, digital and
brand experts difficult. Adidas has been
losing market share to the world’s biggest
sportswear brand Nike, which is seen as
far ‘cooler’ in consumer surveys and is
based near Portland, which is ranked as
the most liveable city in the US.
Acknowledging that it is hard to recruit at
its headquarters near a town of just
24,000 people, adidas has invested in
providing a campus that appeals to
potential recuits whose passion is sport
by providing sports fields, a climbing wall,
and fitness centre as well as sporting
memorabilia, kindergarten and high
quality canteen.38,39,40,41,42
9
03 Case studies
Super-concentrated
The super-concentrated campus creates
places of focused energy and diversity,
and uses land efficiently while
maintaining high quality amenity for its
users.
As cities become increasingly dense,
available land in central locations is
becoming scarce, and expensive. It is
expected that by 2050 up to 70% of the
global population will live in cities and
some argue that the sprawling campus
model is unlikely to be feasible in the
future.21 Vertical campuses may be able to
provide the same benefits as their
horizontal counterpart, but better align
with the challenges of increasingly dense
urban environments.
Tencent has embraced the idea of a
super-concentrated campus, which is
particularly suited to the hyper-dense
urban form of large Asian cities. Their new
campus in Shenzhen, China, seeks to
encourage interaction via horizontal
shared spaces within and between two
adjacent vertical towers.
This vertical approach could also help to
resolve “reverse commuting”, where
people prefer to live in the city (e.g. San
Francisco) and drive or take private buses
to suburban campuses like Apple, Google,
and Facebook. This phenomenon can
exert pressure on housing prices in
already desirable locations and potentially
lead to community backlash. 22
But super-concentration of the urban form
is not the only way to generate vibrancy in
a campus. Workspace densities (the
number of square metres per person), or
density of activity are equally important in
creating an attractive and efficient
workplace. The new Facebook West
campus boldly seeks to bring a
concentration of activity and collaboration
to the workplace through the co-location
of 6,000 staff in one large open plan
layout. Other companies take a more
nuanced approach to the connection and
concentration of aligned activities and
staff through strategic adjacencies.
Tencent
Facebook West
Shenzhen, China
Menlo Park, California, US
Typology: Urban vertical
Population: 12,000
Construction: 2014-2016
Site Area: 33,000 sqm (estimated)
Floor Area: 270,000 sqm
Cost: $US 290 million (1.8 million RMB)
Design: NBBJ
Typology: Suburban
Population: 6,600
Construction: 2013-2015
Site Area: 40,500 sqm
Floor Area: 50,530 sqm
Cost: US$120 million
Design: Frank Gehry
Tencent takes a campus model with green
spaces and amenities that are usually on
the ground plane and flips it vertically
within two 250 m tall towers. Three
interlinking bridges — sky streets —
spread key social spaces across the
organisation – a ‘knowledge’ bridge at the
top (libraries, conferences), a ‘health’
bridge half way down (fitness centre, pool)
and a ‘culture’ bridge at the base,
connecting the city with the company
through a public gallery.
Aligning with research that suggests being
on the same floor is the most valuable
precondition for interaction1, Facebook
will place over 6,000 staff in one large
room to maximise the opportunities for
collaboration.
The concern about high rise workplaces
for many companies is that they will
segregate and isolate employees. It is
expected that this inverse design will help
break down office social hierarchies.
21,23,24,25,26
“The idea is to make the perfect
engineering space: one giant room that
fits thousands of people, all close enough
to collaborate together. It will be the
largest open floor plan in the world, but it
will also have plenty of private, quiet
spaces as well. The roof of the building
will be a park that blends into the
community with a long walking trail, a
field and lots of places to sit. From the
outside it will appear as if you’re looking at
a hill in nature.” -Mark Zuckerberg, CEO
Facebook.27
The campus will be supported by
numerous services including a café,
sports pub, bicycle repair shop, pet
services, dry cleaning and package drop
off, sports facilities, and a community
business facility.15.27,28,29,30,31
03 Case studies
Adaptive
An adaptive campus accommodates
change through innovation and flexibility.
Campus style development can be an
attractive strategy for organisational
growth - owning a large area of land or a
group of co-located buildings facilitates
fast turnaround of new projects, and
options for changes in the fit-out of
workspaces.
Departmental and team space flexibility is
becoming more important as economic
and business conditions become more
volatile. An ability to reconfigure
constantly, easily, and cheaply into
knowledge hubs and networks for specific
projects is valuable.
But in the event of business contraction,
restructure or takeover, a flexible strategy
that allows repurposing, downsizing or
disposal is equally valuable. Campuses
grow well, but do not shrink well –unless
they are designed to do so. The current
glut of business parks and obsolete
corporate campuses in New Jersey in the
United States is a testament to the
potential for a growth strategy
(implemented by the city in the 1980s) to
be undermined by economic conditions,
technological change and shifts in
business models.48
Long term planning and an emphasis on
consistent design parameters can allow a
company the flexibility to grow (as British
Airways has been able to do), or contract.
It can also provide certainty of the
company’s development intentions for the
surrounding community, evident in the
master planning and urban regeneration
intent of the Novartis campus.
HASSELL
© 2015
British Airways
Novartis
London, UK
Basel, Switzerland
Typology: Suburban
Population: 4,000
Construction: 1995-1998
Site Area: 114,000 sqm
Floor Area: 19,000 sqm
Cost: $US 321 million (€200m)
Design: Niels Torp / RHWL Architects
Typology: Urban dispersed
Population: 7,500
Construction: 2001-2030
Site Area: 200,000 sqm
Floor Area: Not available
Cost: Not available
Design: Vittorio Lampugnani and others
The campus consists of six horseshoe
shaped four storey buildings backing onto
an atrium street. Bridges that cross the
street connect the individual buildings,
which house almost entirely open plan
workspace- no personal space is
assigned, although enclosed areas are
available for meetings and study. The
street houses a health centre, hairdresser,
travel agent, supermarket, bank, and food
outlets.
Novartis appointed Vittorio Magnago
Lampugnani to develop the master plan of
an old industrial suburb within the city,
and recruited a host of world renowned
architects to design various buildings
within it. The site is now partially
redeveloped, and will continue to change
over the next two decades. In alignment
with its health values, the campus is a
car-free, non-smoking zone with generous
public green areas.
Since first occupying the campus in 1998,
British Airways has reconfigured the
spaces a number of times as their user
departments and space requirements
have developed and changed. This
included the doubling of the occupancy
(originally 2400 staff) through clever use
and interpretation of the original design
principles.49
Novartis values design and environments
that promote innovation. Over time, the
campus is expected to transform from its
original use as an industrial production
site to a modern research centre for the
express purpose of attracting the highest
quality scientific talent.
This long term planning provides stability
and a strong brand statement for the
company. The site transformation is also
part of a broader plan for regeneration of
the surrounding harbour area, providing
value for the company as well as the
city.50,51,52
11
Royal Bank of Scotland, Edinburgh, Scotland
Photography by HASSELL
Optus Centre, Sydney, Australia
Photography by Shannon Bennett
03 Case studies
Restorative
A restorative campus is one that provides
a balanced experience for its users, with
options for passive and active recreation,
as well as support for work/life balance.
The restorative value of nature is central
to people’s health and wellbeing, but also
valuable in its own right.
The large population contained within a
campus enables the economies of scale
required to provide (or have access to)
amenities that otherwise could not be
supported: fitness centres, food courts,
banking, and in larger campuses, child
care facilities, parkland, and drycleaning,
as well as precinct-based environmental
systems.
These amenities are particularly
important on sites located away from
urban centres. They can assist companies
to attract appropriate talent by tailoring
services to particular needs, preferences
and demographics - a bicycle repair shop
at Facebook West encourages bike
commuters, and a childcare centre at the
Royal Bank of Scotland in Edinburgh
enables a more family friendly workplace.
Mixed uses that invite the community in,
including supermarkets and other retail
and cultural activities are increasingly
common.
The human benefits of access to green
space, natural light and fresh air are well
documented. Corporate campuses with
landscaping and gardens are able to
provide opportunities for their staff to
walk, play sport, or relax in the outdoors.
In the case of adidas, sporting faciltiies
provide both amenity and brand
reinforcement, but at other campuses, the
provision of these elements is a necessary
part of providing an atttractive and
relaxed place to work.
Large grounds also afford the opportunity
for companies to address issues of
corporate environmental sustainability
through land remediation, ecological
diversity, water sensitive design, and other
environmental initiatives.
HASSELL
© 2015
Optus Centre
Royal Bank of Scotland
Sydney, Australia
Edinburgh, Scotland
Typology: Suburban
Population: 7,000
Construction: 2004-2007
Site Area: 76,000 sqm
Floor Area: 84,000 sqm
Cost: Not available
Design: Rice Daubney/HASSELL/Anton
James Design/James Mather Delaney
Typology: Suburban
Population: 3,400
Construction: 2002-2005
Site Area: 364,000 sqm
Floor Area: 74,000 sqm
Cost: $US 562 million (£350 m)
Design: Michael Laird/RHWL Architects
The Optus Centre campus was designed
around the metaphor of a village - six four
to five storey buildings linked by
circulation streets, each centred on an
internal, communal town square.
The location of departments was
specifically planned to encourage
movement between the buildings, which
surround a secure, landcaped courtyard.
This 50,000 square metres of restorative
space contains an amphitheatre, water
features and gardens, Multi-use sports
fields, a health centre, gym and a
childcare centre have been combined with
flexible work practices to provide a
healthy balance within a large corporate
environment. 43
The corporate campus of the Royal Bank
of Scotland is set on 65 hectares of serene
parkland, on the site of an old country
estate and hospital at the edge of
Edinburgh.
The main office building has seven
‘business houses’ and is arranged around
a tree lined internal street that acts as the
principal focus and circulation spine of
the building.
Amenities are distributed along this main
street: a conference centre, leisure centre,
staff club, childcare centre, coffee shops,
hairdresser, pharmacy, bank and a
supermarket. A Business School,
developed jointly with Harvard Business
School, is situated on an adjacent
parkland site. 44,45,46,47
13
04 Conclusion
The importance of design
Corporate campuses can have both
positive and negative influences on the
behaviour of their occupants. Design, in
all its phases - planning, briefing,
execution, commissioning and
maintenance - is important in mitigating
the risks while capitalising on the benefits
of corporate campuses.
A clear understanding of what matters
most to an organisation will assist in the
decision about what type of strategy will
be most appropriate.
Alibaba, Hangzhou, China
Photography by Peter Bennetts
As part of our Urban Futures research
program, HASSELL has developed a
framework - Creating Exceptional Places
- that identifies potential opportunities
and challenges in design across different
development typologies, from city scale to
the workplace.
Informed design decisions that balance
the six dimensions of exceptional places
- Multi-connected, Super-concentrated,
Restorative, Adaptive, Distinctive and
Co-operative - are crucial in managing the
risks faced by large organisations
investing in a corporate campus
accommodation strategy.
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industrialland-environmental-remediation-starts-in-two-weeks-1
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