Meridian had grown from a start up business into a mature and innovative energy company, positioning itself as the market leader in renewable energy.

Using the Dow Framework we undertook an in depth business engagement and briefing process with the senior management team. The insights gained from this process fundamentally changed the outcome of the project.

We established a link between the workplace and Meridian’s sustainability brand and aspirations. This resulted in Meridian leasing a flagship 5-Star Green Star building on Queen's Wharf, completed in 2008.

The principles developed for the project also informed the development of Meridian’s IT strategy focused on enhancing collaboration, communication and connectivity amongst staff. They were refreshed several years later by Dow and used as the drivers for the Accommodation Strategy undertaken for Christchurch.

When Brian Pink was appointed Chief Executive he recognised that improving the working environment was an important part in improving the reputation and performance of Statistics New Zealand.

Statistics’ Wellington operation was split over 3 older buildings that had small floors, inadequate amenities and dilapidated fitouts. This was inhibiting Brian’s ability to reposition Statistics from a ‘collector of data’ to a ‘purveyor of knowledge’.

Working alongside Brian and his management team, Dow Group led Statistics through a robust process to deliver a modern working environment at a very cost effective level – Statistics House – within CentrePort’s Harbour Quays business park. The solution was recognised as being an important part of Statistics transformational journey.

The post occupancy survey completed by staff indicated 50% of respondents believed their productivity had increased since moving to Statistics House. Brian Pink also believed staff interaction and collaboration had increased and there was a noticeable increase in the perception of professionalism and pride in the workplace and organisation.

The previous redevelopment schemes were unaffordable. New Chief Executive Pieter Burghout wanted to reactivate the project as one of his key initiatives and needed some fresh advice.

We used a structured briefing process to understand what BRANZ was wanting to achieve as an organisation. This allowed us to develop a redevelopment brief that best supported these aspirations. We engaged with the Board, management and staff to better understand their requirements and priorities.

This led to a ‘brief’ and preliminary redevelopment concept that was fitted to the project budget. The concept was signed off by the Board and provided to the project architect to convert into a detailed design and to manage the implementation.

For this strategy to be successful Rabobank needed to quickly establish a network of offices in rural towns and cities across the country. This would allow Rabobank to increase its brand awareness and provide personalised service to farmers and rural sector clients.

Dow Group was a key part of the planning, acquisition and implementation of 27 sites over a 3 year period.

We worked as an extension of Rabobank’s team, bringing market knowledge, a can-do attitude and commercial negotiation and implementation skills. This helped Rabobank get established quickly and at relatively low cost.

The Rabobank brand can now be seen in most rural communities and the business growth has been exceptional – it is now one of the major lenders in the New Zealand market.

The Radio Network was Dow Group’s first client, back in 1990 when it was part of Radio New Zealand.

In 2007 we were engaged to develop a fresh property plan for the network of owned and leased stations across the country. As new radio technology has been implemented the requirements for studios, office, sales space and other facilities has dramatically changed.

Dow Group developed a site by site strategy for each station based on the projected future staffing levels, brands operating in each market and technology used. This has resulted in a programme of sales for surplus sites, sale and leaseback arrangements and leasings and upgrade projects.

A key driver has been releasing capital locked up in property assets so the business can reinvest in new technology and innovation in its core markets.