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ING Bank's management team developed their business strategy after considerable research, several challenges emerged as a result. Firstly, the business plan revealed that it was not cost effective to run and operate a stand-alone Disaster Recovery Centre (DRQ facility in its entirety.
Secondly, one of the outcomes of the bank's risk management plan dictated that the building needed to be geographically distanced from its CBD head office in Sussex Street, Sydney.
After ING DIRECT assessed available facilities locally and interstate, it was decided to build a satellite purpose-built premise in Tuggerah on the central coast of NSW. The CIO of ING BANK Brian Parker recalls that the final site location was a people-based decision, as many of ING Bank's personnel commute from the central coast on a daily basis.
Two years ago the Response Group designed ING BANK'S 7000-square metre head office where a 'different approach' strategy was adopted for the interior fitout. As ING DIRECT see itself as different to alternative banking institutions, it was important that the design strategy be different from traditional banking fitout standards. All personnel work in the same size workstation foot-print including management and the CEO. The nature of the business in the call centre called for an alternative workstation configuration. The workstations are radial and are grouped in pods. Having the same workstation footprint for the operations of the bank (being more paper-based) and the same workstation layout for the call centre (telecommunications based) reduces the cost of churn. A[ I workstation screens are low to allow for communication, whilst giving a degree of acoustic and task-based privacy. The low screens also maximise on the amount of natural light permeating the building. All built areas are close to the core of the building. Environmental branding (large floor to ceiling graphics, text, colour and imagery) was introduced to reflect the organisation's brand values and culture within the physical environment.
The result was such a success that ING BANK's brief to Response was to replicate the strategy for the Tuggerah site with the aim of providing equal design and amenity standards as the city site. In addition if the Tuggerah site were to be used as a disaster recovery site, all personnel within the bank would be familiar with the workstations, furniture and systems. The Tuggerah site is a two-storey building (3600 square metres) and is divided into four wings, situated within Tuggerah's new business estate which backs on to rural landscape, a visual backdrop from all aspects of the building. As the centre is remote and is operational 24/7 it was important to provide onsite staff amenities including parking, a bike lock up area, a large cafe lunch room, outdoor barbeque facilities, chance meeting areas, a chill-out area (private and more remotely located), breakout areas, tea hubs, quiet rooms, communication zones for personal phone calls and lockers for personal items.
Thecall centre atTuggerah has been designed to accommodate 216 personnel (with a growth capacity for 300), and by the end of July 2003 the centre will already house 120 staff. A small proportion of work positions are available for 'hot desking', although demand is not high. The majority of call centre personnel 'own' their work position and are encouraged to personalise their workspace.
Tuggerah houses many of the computer and soft training rooms and conference areas utilised by the bank, all of which can double as mail rooms, project and work rooms in Disaster Recovery mode. Flexibility has been maintained throughout. Any built zones can be easily removed without impacting on services and additional workstations can be added for growth or vice versa.
Graham Gunner has 22 years' experience in facility management and joined ING DIRECT in April 2002 to manage both building sites. The Response Group asked him to comment on how the facilities operate and how they could be improved.
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