Optiver’s office move puts circular thinking in action

When your lease is up and your team has outgrown the space, a move can feel like a logistical mountain.

For Optiver, a global proprietary trading firm with more than 490 people in Sydney, this was also an opportunity it wasn’t going to waste. 

Optiver had spent over a decade in a much-loved heritage building on Hunter Street. But as the team grew, so did the need for a bigger, better-designed space. The solution: a new 9,000 square metre office on Kent Street – nearly double the previous space – finessed from the ground up with the circular economy in mind. 

That meant asking harder questions from the start. What could be reused from the old office rather than replaced? Which suppliers could demonstrate real lifecycle thinking? How do you design a fitout that generates as little waste as possible – and manages what it does generate well?  

Over 3 years, Optiver's team worked through all of it: green leasing, biophilic (nature-friendly) design, waste tracking, supplier partnerships and more than a few surprises along the way (it turns out cushion consultant is a real profession). 

Head of office operations APAC Jo-Ann Duff and facilities manager Sarah Kable share what they learned – what worked, what they'd do differently and what other offices can take from their experience. 

How did Optiver integrate circular economy principles into the set-up of the new office? 

Circularity has been part of how we operate for some time. The move was a good opportunity to build on that foundation. 

Reuse came first. Our former office fitout was still in good condition, so we worked with the building manager to relocate key infrastructure, including trading desks, pedestals and kitchenettes, to the new Kent Street office. This avoided unnecessary waste and replacement. 

Furniture and equipment that could be reused made the journey to the new location, including chairs, soft furnishings and kitchen items. Where items were no longer required, they were donated to local charities or offered to employees. Even plants were given a second life: employees were encouraged to take them home.  

Landfill was always the last resort. 

Supplier selection was another important factor. We prioritised partners who could demonstrate responsible sourcing, reuse pathways and lifecycle thinking. Where possible, we chose Australian made and locally sourced products to reduce transport impacts and support local suppliers.

How did you work with contractors, designers and suppliers to ensure the fitout aligned with circular outcomes? 

Clarity early on made a big difference. 

We set clear expectations through our internal design and building standards, then brought together designers, builders and consultants. 

We also worked with a sustainability consultant to support the pursuit of the WELL certification process – a certification that measures building features supporting human health, happiness, and well-being. This added an additional layer of rigour across design, material selection and construction.  

Rather than treating our suppliers transactionally, we approached them as partners. We sought input and worked together to identify practical, low-waste solutions. For example, we gave our plant rental company freedom to design a large-scale installation for the new space.  

Did green lease clauses help embed circularity principles? 

Yes, and it was surprisingly easy. 

We found Mirvac’s sustainability commitments and expectations within the lease mirrored our own approach, so agreeing to the lease terms was relatively seamless. Instead of rigid KPIs, both parties focus on continuous improvement. 

Our partnership with Mirvac using Bintracker has strengthened our ability to track waste. We get clear visibility on volumes, trends and contamination rates. This data helps guide where we focus our efforts.

What did you change to support circular waste management? 

Food is our largest waste stream due to our full commercial kitchen, which can provide breakfast, lunch, snacks and evening meals to more than 350 employees each day.  

To manage this well, we introduced a simple, consistent multi-stream waste system, supported by Bintracker. It makes improvements more visible. 

Most organic waste is processed through Mirvac’s Pulp Master system, which converts food waste into fertiliser. This creates a practical closed loop outcome and significantly reduces landfill. 

Other initiatives include coffee grounds collection for composting, recycling bathroom paper towels through Mirvac partnerships and office collection points for donations such as clothing.  

Simplicity has been key in our success so far: clear signs, consistent bin systems that blend with our design aesthetic without losing impact and making the right choice the easy one has led to strong participation and low contamination. 

The new office is full of plants. How does biophilic design connect to circularity? 

Biophilic design – nature – was a key priority. 

The new office includes more than 1,200 plants. They’re one of the most popular elements of the office. 

Beyond aesthetics, planting improves air quality and overall wellbeing.  

Reuse also plays a role. We allow employees to take plants home after displays such as orchids used for Lunar New Year celebrations.

How did you bring employees along on the journey? 

We’ve focused on making the right behaviour easy, visible and rewarded. 

Waste stations are set up with simple signs, so there is minimal guesswork. Once a small group adopts the behaviour, it tends to scale naturally across teams, particularly with support from team leaders. 

Over time, these behaviours have become part of how the office operates rather than something that needs to be enforced. 

Removing under desk bins, particularly on the trading floor, was one of the tougher behavioural changes. Listening to feedback, adjusting the bin locations and explaining the why helped embed the new system. Adoption is now strong.

What surprised you along the way? 

• Unknown recycling programs: we discovered recycling streams we didn’t know existed, like a program that recycles old office carpet tiles. 

• Weird terms: we learned some interesting terminology such as ‘wet food’ for things like curries and pasta dishes. This was amusing to us.  

• Keen collaborators: perhaps the most pleasant surprise was Mirvac’s genuine enthusiasm for sustainability. Support felt collaborative rather than tokenistic, with building management actively sharing ideas and encouraging us to bring ideas to them. 

What were the biggest challenges and lessons learned? 

Managing 2 offices during the transition was the biggest challenge. 

Temporary catering solutions led to more packaging and food waste than normal.

In hindsight, we would look to maintain more consistent service models during transitions, even if it meant higher upfront cost. If we could do it all again, we’d probably hire the key equipment needed – it was heartbreaking to see all the packaging ending up in the landfill bin. 

Working with Mirvac and key vendors such as cleaners even earlier is another lesson. While cooperation existed at senior levels, earlier coordination at an operational level would have smoothed procurement, waste systems and cleaning services. We left a very short timeframe for us when it came to selecting bin solutions. 

What’s next for circularity at Optiver? 

The focus now is on deepening what already works. 

This includes refining our supplier base with a greater focus on circular inputs, responsible sourcing and social impact. We also see an opportunity to apply these lessons across our regional offices, adapting to local infrastructure and opportunities 

Optiver's key suppliers

• Puzzle Partners change management consultants – we couldn't have done it without them.

• Compass Group helped us manage the huge catering operation relocation.

• GCSA designed our new office.

• METEM built our new office and helped us find consultants and services.