Qualcomm Pacific Center Development Program Summary

PROGRAM SUMMARY

11.20.2012

TA B L E O F CO NT E N TS

0. 1 PRE FACE / ACKNO WL E DGEMEN TS

2

2 4

0.1 0.2

Acknowledgements Summary of Process

1. 0 E XE CUTIVE SUMMARY

1.1 1.2 1.3 1.4 1.5 1.6

8

Project Summary, Scope and Vision Vision Site Workspace Summary Spatial Organization Building Square Foot Program Summary

8 12 18 22 34 38

2. 0 DE PARTMEN T IN FO RMAT IO N

39

2.1 CoreBSP 39

2.2 Engineering Operations 39

2.1 Graphics 41

2.2 Sensors 41 足

3. 0 SPACE NEE DS

42

4. 0 APPE N DIX 4.1 Department Leaders Survey Results

46

4.2 4.3

48 63 94

Employee Survey Results Department Interview Meeting Notes

Program Summary

1

0.1

A C KNOW LED G EM ENTS QUALCOMM / OWNER Gigi Barnes Dave Beadle Edward Capozzoli Paula Draxler Frank Furlong Ronald Gaines Walter Kanzler Ilene Klein Susan Jentzsch Phil Lisotta Alex Mathers Quan Nguyen Elisa Richards Jennifer Schultz Christine Shearer Jorge Torres Larry Young

Business Process Analyst Sr. Mgr, Admin Svs VP, Real Estate & Facilities Mgr, Facility Planning Construction Coordinator Admin Supervisor Architect, Sr. Staff Dir GEHS Project Mgr Director, Architecture Fac. Mechanical Engineer, Staff Project Manager, Construction Events Supervisor Project Analyst Facilities Designer, Sr. Fac. Electrical Engineer, Staff Sr. Mgr., Facilities Engineering

DESIGN TEAM BNIM ARCHITECTURE + PLANNING + INTERIORS Matthew Porreca Project Manager Jeff Schaffer Architecture Phil Bona Architecture John Ambert Architecture Celina Echezarreta Architecture Steve McDowell Principal Design Director Hans Nettleblad Architecture Elif Tinney Interior Design Brittany Gamble Interior Design Aaron Ross Landscape/Planning Jim Schuessler Landscape/Planning Jared Nook Architecture Kyle Rogler Architecture Ryan Camp Architecture DPR CONSTRUCTION CONTRACTOR Branden Boysen Bill Cox Rick Lines Elwyn Pompei Kevin Britt Jay Leopold Christy Corbin MA ENGINEERS MECHANICAL Michael Akavan William (Bill) Hoeveler Brian Niemi

MICHAEL WALL ENGINEERS ELECTRICAL Michael Wall Principal Bryan Wayne Sr. Project Engineer RANDALL LAMB

QUALCOMM ELECTRICAL REPRESENTATIVE Bob Randall HOPE ENGINEERING STRUCTURAL Jim Amundson Principal Casey Whitsett Project Manager

STUART ENGINEERING CIVIL Stuart Peace Principal In Charge Nolan Huelsman Project Manager LANDLAB LANDSCAPE + PLANNING Neil Hadley Principal /Design Director Niki Van Buren PM/Designer Brian Garrett Designer Elias Rufe BIM/Graphics BRUMMITT ENERGY ASSOCIATES ENERGY ANALYSIS Beth Brummitt President Charlie Christenson VP, Senior Project Manager Sandy Houck Hans Marsman AUERBACH POLLACK FRIEDLANDER A/V THEATER Kenneth Fause Principal Michael McMackin Principal Vene Garcia Project Manager ROLF JENSON & ASSOCIATES FIRE + CODE Aman Shah Fire Protection Engineer MULLER DESIGN FOODSERVICE Frank Muller ROTHERMEL & ASSOCIATES ACOUSTICS Mark Rothermel Principal + Project Mgr. PARKING DESIGN ASSOCIATES PARKING STRUCTURE Di Botejue Principal

GEOPIER FOUNDATION COMPANY Brian Metcalfe Area Manager, Western Division CHRISTIAN WHEELER ENGINEERING GEOTECHNICAL ENGINEER Shawn Caya

PROGRAM SUMMARY

Program Summary

3

0 .2

S U M M A RY OF PROCESS The Programming Summary for the Qualcomm Pacific Center in San Diego, CA is the result of a three-month collaborative process. Members of the Pacific Center Design Team and extended team worked with Qualcomm leadership, focus groups, specialized support groups and end users. The design team’s approach for this study was to identify and investigate a range of opportunities for the project and simultaneously explore strategies for the space program and site.

COLLABORATIVE PROCESS

QCT DEPARTMENTAL LEADERSHIP

QCT LEADERSHIP

PAC DESIGN TEAM QREF + BNIM

QCT USER GROUP

SPECIALTY USER GROUP

CONSULTANT TEAM

Program Summary

5

PROGRAMMING SCHEDULE The programming process began with a Programming Kick-Off meeting. It was followed by a half day Visioning Session, distribution of departmental and employee surveys, and interviews with department leaders.

August | 27 - 31

01 Visioning Identify and agree on the future vision, project goals and measures of success for the project

September | 04 - 21

September | 24 - 28

02

03

04

Benchmarking/ Research

Discovery Investigate the scope of wants and needs across stakeholder groups

Programming Kick-Off Visioning Session Departmental Survey Distributed Department Interview with Graphics Department Interview with Sensors Department Interview with CoreBSP Department Interview with Eng Ops Employee Survey Distributed

October | 01 - 18

Compare data gathered to others in the industry

23 August 06 September 13 September 20 September 20 September 20 September 20 September 21 September

Analysis/ Refinement Analyze and refine space strategies and program brief in relation to building concepts

10:00 am 11:00 am 12:00 pm 1:00 pm

The study presented in this report includes the concluded programming requirements for the new Qualcomm Pacific Center office building AY and amenities building AZ.

Visioning Session

Program Summary

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1 .0

E XECU TIV E S U M M A RY 1.1

PROJECT SUMMARY, SCOPE AND VISION

The Pacific Center site will be state-of-the-art. It will be beautiful, deeply sustainable and will serve as a compelling amenity and powerful tool to increase productivity, be supportive to recruiting and retaining the very best and brightest, and be a showcase to technology, all of which advocates Qualcomm’s core values:

INNOVATION | EXECUTION | PARTNERSHIPS

The master plan concept has been focused on transforming the existing site from a vehicular oriented development to a pedestrian oriented campus environment in order to support Qualcomm’s biggest asset--its people. The master plan design develops opportunities with the other adjacent Qualcomm properties to expand the vision, and in the future will link all of Qualcomm’s facilities into a master corporate campus.

One of the initial opportunities developed is a new native trail through the Pacific Center campus which will connect to the Lopez Canyon trail on the north side of the site. This actively used natural amenity will provide a new opportunity for the employees of Qualcomm to interact with the natural environment throughout the campus. The campus design also creates a strong connection to the WT campus to the west. This unique location is where Qualcomm owns all four buildings at one intersection--‘Qualcomm 4 Corners.’

At this intersection there is an opportunity to connect multiple developments.

As a common theme, the overall campus design weaves together natural free flowing spaces with refined public spirited environments, defining the new campus vision and embracing strong sustainable site strategies for water systems and native ecosystems.

Program Summary

9

The master plan includes a hierarchy of spaces, pedestrian connections and site amenities to knit all of the existing buildings with the new development, creating a cohesive holistic campus environment.

The AY and AZ buildings have been developed to optimize passive design strategies to achieve high performance results, provide a higher quality of space for the interior workplace environments and increase employee productivity. The buildings optimize an east / west solar orientation and have a narrow floor plate to promote natural ventilation, enhanced daylighting and control heat gain and glare through a high performance façade design.

The height of the new buildings has been developed to layer up with existing building heights creating a stepping in hierarchy to the campus that accentuates the priority of the pedestrian oriented spaces between buildings.

The AY building program will incorporate all of the new office and lab program spaces into a single structure. The interior environment is centered around the individual user’s day, enhancing their surroundings to be more productive.

The lab space is located within the adjacent workplace so teams can interact seamlessly in a research environment. Conference spaces are located at the building hub which serves as a central gathering point to foster interaction, collaboration and innovation. The design approach organizes each of these program components as distinct ‘species’ which are optimized for each specific use to increase their individual performance, fully serving their user’s needs and the entire development.

The AZ building will include the Pacific Center Campus conference center, dining facility, fitness center and health center. The conference facility will provide meeting and learning spaces for varying group sizes while offering new models for collaborative gathering and learning. The dining center will offer a dynamic dining experience by providing the ‘flavors of the world’ within the open concept kitchen with a wide variety of menu options. The great hall within the dining space will be a transparent pavilion with direct connections to outdoor dining terraces overlooking both the soccer field and the entry courtyard. The fitness facility will be located on the second floor with adjacent roof terraces to host outdoor fitness classes and serve as the hub and the athletic zone within the Pacific Center Campus. The Center for the Future of Health will be imagining and defining the next generation of health centers which will embody the true spirit of innovation while fully integrating technology into the user experience.

The new buildings have been integrated into an overall campus environment which was organized around properly scaled public spaces, public amenities, and clear circulation systems. The campus experience will provide a dynamic social environment fostering a spirit of community on the new Pacific Center Campus.

It will change the way people live, work and play.

PROJECT GOALS

QUALCOMM’S FLAGSHIP SITE WILL SHOWCASE THEIR CORE VALUES BY ACCOMPLISHING FOUR PROJECT GOALS. THROUGH HUMAN CENTERED DESIGN, THE NEW ADDITIONS WILL CREATE AN ENVIRONMENT IN WHICH ENGINEERS CAN EXCEL IN MAKING PRODUCTS THAT CHANGE THE WORLD. IT WILL BE A GREAT PLACE TO WORK, BOTH ATTRACTING THE TOP 2% OF GRADUATES, AND RETAINING THEM FOR YEARS TO COME. IT WILL ALSO SHOWCASE THE TECHNOLOGY OF THIS AMAZING CAMPUS.

Program Summary

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1.2 VISION Workshop Summary – What is the Next Big Idea?

In early September a half day Visioning Session was hosted by BNIM with attendees from Qualcomm QREF, end user representatives, departmental leaders, and LandLAB. The purpose of the Visioning Session was for the design team to discover Qualcomm’s values and to establish Guiding Principles for the project.

VISION IS ACHIEVED AT THE INTERSECTION OF PROGRAM AND VALUES.

DEPARTMENT NEEDS

ATTITUDES

VALUES

SQUARE FEET

PROG RA M

ROOMS

VISI ON

VAL UE

GUIDING PRINCIPLES

FUNCTION

BEHAVIOR

SPACE

BELIEFS

BNIM introduced the project as a design for all senses--performance, aesthetic and experience. The new Pacific Center should be an exemplary place which enhances the human condition. It should contribute positively to the present and to the future incorporating nature and generous pragmatism.

Attendees broke into groups to participate in a breakout activity where they were given several dozen images and were asked to select those images which they felt were a metaphor to Qualcomm’s current and future culture. All three groups described Qualcomm’s current culture as fast moving, ever changing and always climbing. They described their future culture as innovative, energetic and embracing a life/work balance.

The design team also discussed the Site, suggesting it should engage nature and wellness. Regarding the workplace, design strategies for offices should incorporate biomimicry and embrace the multiple generations in today’s workplace.

The labs, which are constantly changing, should accommodate state-of-the-art equipment and HVAC.

Program Summary

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Then attendees broke into groups again to describe their “loves”, “hates” and what could be “improved”. They described views, access to natural light, natural ventilation, openness across the floors and the Tech Cave as things they “love”; things they “hate” included confined spaces, long hallways, lack of private rooms and slow elevators. Things they wish could be “improved” include access to views and light, well designed conference rooms and the wish to have an open connecting stair and/or open stairs.

Love: Tech Cave

Hate: Hallways

Could be changed/improved: Open stairs with natural light (as seen in this image)

Program Summary

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Visioning Outcomes Attendees broke into groups one final time to identify things which they felt should be incorporated into the design team’s guiding principles. Repeated comments included having an attractive place to work (interior and exterior) which is simple, open and flexible. It should incorporate art, have access to nature and more natural light (even in hallways), enhance communication and collaboration, improve amenities and food offerings and be a place where you will find happy smiling engineers.

Ultimately the result of the Visioning Session was the creation of the project’s comprehensive Guiding Principles.

GUIDING PRINCIPLES

• CREATE AN INSPIRING AND BEAUTIFUL CAMPUS • ENHANCE CONNECTION TO NATURE • CREATE SPATIAL PATTERNS THAT ARE ORGANIC AND INSPIRED

BY NATURE • INCREASE QUANTITY AND QUALITY OF OPEN SPACES, INCLUDING INCREASED DAYLIGHT • IMPROVE CONNECTION TO SURROUNDING QUALCOMM BUILDINGS • ENHANCE DIRECT AND IN-DIRECT COMMUNICATION • PROVIDE EFFECTIVE COLLABORATION SPACES • PROVIDE AMENITIES TO SUPPORT A GOOD WORK/LIFE BALANCE • FOSTER A COMMUNITY THAT SUPPORTS A HEALTHY LIFESTYLE • DESIGN A CAMPUS THAT MAKES QUALCOMM EMPLOYEES HAPPY • CREATE A FLEXIBLE WORK ENVIRONMENT • BE EFFICIENT • BE ON TIME • BE ON BUDGET

Program Summary

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1.3 SITE Site Design Goals and Objectives The overall campus design has woven together natural free flowing spaces with refined public spirited environments as a common theme which defines the new campus vision and embraces strong sustainable site strategies for water systems and native ecosystems. Following are the four categories of site goals and objectives.

1.

Workplace Environment 2.

Environmental Stewardship 3. Community/Connectivity 4.

Built Environment The AY courtyard will be an extension of the building lobby, providing a plaza environment for outdoor gatherings or short breaks. A central stormwater collection area connects the building roof and plaza drainage to a landscaped spine, bringing nature into the campus and integrating stormwater collection and filtration. The open air lobby will bring the outside in. Smaller outdoor plaza spaces will be incorporated into the east and south facades providing a variety of outdoor seating, meeting and dining options.

As an extension of the dining facility, the AZ plaza will provide shaded outdoor seating areas with a water feature on a terrace both north and south of the serving area. Building AZ shall provide a direct and welcoming connection to the WT building. A green roof will be sloped to provide access to the second floor of the dining area and to the health and fitness center.

The parking structure will have a green wall on the south faรงade providing visitors and employees with a welcoming nature experience as they walk to their offices.

PARKING SUMMARY: SW Visitor Surface Lot: 76 Stalls AV Basement: 63 Stalls AX Basement: 63 Stalls Existing Parking Garage A: 963 Stalls New Parking Garage P2: 1,516 Stalls New Parking Garage P3: 240 Stalls Total Parking: 2,921 Stalls Total QREF Parking Goal: 2,840 Stalls (3 cars / 1,000 sf)

BICYCLE PARKING SUMMARY: Exterior Bike Rack Parking: Interior Bike Rack Parking: Total Bicycle Parking: Loaner Bikes:

23 57 80 10

Site Opportunities Map Pacific Center Campus Development

Proposed Vehicular Drop-off Zone Existing Building Entries Parking Structure Entries Public Landscapes - Entries & Gathering Intimate Landscapes - Outdoor Respite Central Campus Core Circulation Zone Existing Central Plant Existing Service/Access Transitional Areas - Grading/ADA Access Sports Complex/Active Recreation Zone Pedestrian Connection ADA Connection Off-Site Canyon Connections

Program Summary

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Site Energy Efficiency Goals Site energy efficiency goals include: • Site Lighting - Provide a cost effective energy savings solution with minimized night sky light pollution.

• Water Efficiency - Incorporate drought tolerant landscaping with efficient irrigation systems and site fountains with minimized evaporation.

• Water Reclamation - Reclaim HVAC equipment condensation for site fountains • Renewable Energy - Integrate photovoltaic panels into site structures to power site lighting outside of SDG&E.

Site Materials/Resources & Waste Goals Site will provide for efficient handling and distribution of waste and recycled work place materials.

• Divert 75% of construction waste from the landfill.

• Use FSC certified wood for new wood-based materials and products.

• Specify construction and finish materials and products that are manufactured within a 500 mile radius.

• Specify construction and finish materials and products with recycled content.

• Provide recycling spaces per floor accommodating the collection of paper, cardboard, glass, plastic, and metal.

• Reuse a portion of existing concrete/asphalt • Integrate natural, simple, durable, unassuming and integrated materials such as rock (reclaimed from site or locally mined) and concrete. Materials should be long-lasting, naturally durable that don’t “wear out.”

• Provide low maintenance products, low water usage, minimal herbicide/ pesticides and only organic fertilizers • Use recycled products everywhere possible.

• Use non-toxic (low-emitting) finishes, stains, construction materials and installation methods

Site Master Plan Pacific Center Campus Development

TRAIL

REC. FACILITIES

MULTI-USE FIELD UNDERGROUND GARAGE

GARAGES

AZ AQ AZ COURTYARD LAWN

DROP-OFF

CENTRAL GREEN

AX

AV

PARKING DROP-OFF AY COURTYARD AY

TRAIL

PA C I F I C C E N T E R D E V E L O P M E N T

kebile nelson immenschuh mcdowell architec ts |949 West Hawthorn Street Unit 11, San Diego 92101 619 795 9920

bnim.com

BNIM Projec

andscape architecture + environmental design | 702 Wrelton Drive, San Diego, CA 92109 858 483 9817 land-lab.com

Program Summary

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1.4

WORKPLACE SUMMARY

Extensive workplace research began with the creation of two surveys. One survey was for employees and the other was for their departmental leaders.

Departmental leaders were to answer their survey questions on behalf of their department, rather than themselves.

Both surveys included many of the same questions. Additional questions in the Departmental Leader Surveys queried quantitative information and additional questions in the Employee Survey queried qualitative information.

The surveys were made available to 500+/- employees and their department leaders in four departments. CoreBSP (324 employees) had a 38% response rate.

Graphics (254 employees) had a 28% response rate. Sensors (16 employees) had a 69% response rate and Engineering Operations (32 employees) had a 6% response rate. The overall number of Department Leaders responding was relatively equal to the number of employees per department. And although no Employee Survey responses were received from Engineering Ops, the distribution of responses from the other three departments was very similar to the overall number of employees across those departments.

5% Eng Ops 13% Sensors

3% Sensors

12% Eng Ops 41% Graphics

52% CoreBSP

25% Graphics

Department Demographics

50% CoreBSP

Department Leaders Survey Respondents 5% Sensors

35% Graphics

60% CoreBSP

Employee Survey Respondents

Department Leader Surveys were made available to the department leaders within these same four departments. Responses were received from leaders within all four departments, and the distribution of responses was similar to the overall distribution of employees across those departments, including Engineering Ops. 85% of the respondents were male; 15% were female. Half of the respondents were Generation X-ers (1960-1980), 42% were Millenials (1980-2000), while only 7% were Baby Boomers (born before 1960).

15% Women

85% Men

7% Baby Boomers

42% Millenials

50% Gen X

94% of the respondents drive alone to work but said if the means were improved, 56% would still drive to work alone, but use of public transportation would increase dramatically.

94% drive to work alone

56% would drive alone even with improved means

Program Summary

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Department leaders reported that the majority of their employees’ time is spent in their workstations/offices with the remainder of their time split between the lab and conferencing. Department leaders and employees agreed that the majority of employees’ time is spent focusing on highly concentrative work. 85% of the respondents said that the best place for them to innovate is in a quiet and serene space. And yet 55% responded that the easiest place to be creative/innovative is in a collaborative environment. 73% said they came up with their best ideas when they were alone.

55%

85%

best place to innovate is in a quiet and serene space

easiest place to create/innovate is in a collaborative environment

73%

came up with their best ideas when they were alone

Workspace With almost two thirds of peoples’ time spent in their workspace, it’s important to understand why they are concerned about that environment.

95% or the respondents believe that the quality of their work environment is very important to their sense of job satisfaction, and 73% believe that the work environment has been a contributing factor to their decision to accept or reject a job offer.

95% Quality of environment important

73% Accept job offer based on environment

Employees are currently most satisfied with their thermal comfort and the lighting in their workspaces; employees are least satisfied with their current access to daylight and views. Department leaders are most satisfied with their current access to daylight/views and lighting in their workspaces. Reactions from employees and department leaders to current acoustics in their workspaces were neutral, not heavy in either satisfaction or dissatisfaction indicators.

79% said that if their work environment were improved, it would increase their productivity. Several people requested a more attractive space, one which incorporates art and stimulates one’s imagination.

For example, based upon Qualcomm’s fiscal annual earnings for 2011, an increase in productivity of only 5% for the 1,540 AY employees = $54.33m in revenue annually.

79% Better environment would increase productivity

Program Summary

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The majority of employees will be moving into workstations in their new environment.

78% of the returned surveys came from people who currently reside in private offices, half of which have glass sidelights or glass windows; the remainder are in fully enclosed offices with no views at all. 35% expressed the desire for access to daylight and views.

The large majority of department leaders and employees indicated that they do their best work in their personal workspaces, and 73% believe they come up with their best ideas alone. 85% indicated the importance of places to “get away” or focus.

35% Expressed 35% the desire Expressed for theaccess desire to daylight and for access to views daylight and views

85% Indicated 85% Indicated the the importance of importance places places tooffocus to focus

When people were asked about their desires for the future office space, 18% of the respondents expressed concern about noise and the potential lack of privacy within an open office environment. People don’t want to hear conversations and distractions around their workstations, and they don’t want people around them to be listening to their personal phone calls. 50% indicated that there are not enough privacy rooms; it is unclear as to whether or not that comment was based on current needs or future needs, when more people will be in workstations.

18% Expressed concern about noise and lack of privacy

50% Indicated the lack of adequate privacy rooms

77% indicated a desire for natural ventilation in their workspace, and 89% indicated a desire for individual thermal control in their workspace.

77% Desired natural ventilation

89% Desired individual thermal control

Where does work happen?

Typically what percentage of time do you spend: 61.92%

19.39% 14.70% 3.38% At Home

In Common Spaces

In Lab

In Meetings

Employees

In Office/ Workstations

0.47%

57% of employees’ time is spent on focused heads down work, 26% is spent collaborating, 13% of their time is spent learning, and 9% is spent socializing.

(Note: multiple activities can occur simotaneously. For example, one might be learning while their collaborating) 55% responded that they believe it is easier to be creative/innovative in a collaborative environment.

How does work happen?

Indicate percentage of time your teams spending working in these specific styles: 56.51%

25.36%

Learning

7.13%

Socializing

Employees

Collaborating

Focusing

11.00%

Program Summary

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Lab Spaces Similar questions were asked about Lab spaces. Employees ranked thermal comfort and lighting as satisfactory in Lab spaces while nothing in particular was noted as currently unsatisfactory. Department leaders ranked lighting, thermal comfort, and daylight/views as most satisfactory about their current Lab spaces while again nothing in particular was noted as currently unsatisfactory.

Quality of Space at Lab Rate your satisfaction of workplace quality at your Lab: Department Leaders

Employees

Thermal Comfort

Lighting Glare

Acoustics

Daylight Views

Extremely Unsatisfied

Unsatisfied

Neutral

Satisfied

Extremely Satisfied

Extremely Unsatisfied

Unsatisfied

Neutral

Satisfied

Extremely Satisfied

Workplace is best to do my work

69% of respondents indicated the importance of a collaborative lab environment while 47% indicated the importance for a quiet lab environment.

69% Indicated the importance of a collaborative environment

47% Indicated the importance for a quiet lab environment

Program Summary

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Conferencing Employees work in teams; teams are sized anywhere between 10 and 100.

A third of the teams work independently of each other and get together on a regular basis to collaborate. Most of the remainder work either independently or in small teams and report back to team leaders. Conference rooms are where collaborative team meetings take place. 53% indicated that the best place for teams to innovate is a quiet and serene space. Information is reviewed collectively, brainstorming and team building take place, and presentations are made to team leaders.

1 We work independently and get together on a regular bases to collaborate

Collaborative Work How is your team structured?

2 We work in small teams and report back to team leaders 5

3 We work independently and report back to team leaders

6 7

4 3

4 We work in multiple teams and get together with the large teams on a regular basis

1

5 We work in small teams and report back to the larger team 6 Circle of people: We work together, almost all the time 7 Other

2

Innovative Work Where is the best place for your team to innovate?

4 3 1

1 A quiet and serene space 2 Anywhere as long as we can be together

2

3 A lively and active space 4 No preference

There are currently not enough conference rooms, and the rooms that are available are not large enough for the sizes of groups that need to meet. Rooms are difficult to book because they are in such high demand relative to the rooms available. Many people indicated that they don’t even try to attend meetings because they know they will not fit in the room; they teleconference instead. A repeated comment was the need for many more conference rooms, and the need for additional flexible technology with ample audio capabilities including video conferencing and tele-presence rooms.

Work Tools Typically what tools, resources, space, etc. would make you most effective in collaboration spaces?

100% 87%

0% White boards Access to power Phone Flexible seating Closed area for acoustic isolation Large Flat Screens Desk Height Tables Lounge seating Furniture on casters Coffee Tables Library area War room Standing Height Tables Tack-able and / or magnetic walls Flip charts Temporary project storage Sleeping bags Other

Program Summary

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85% surveyed indicated the importance of effective conference space for formal meetings. 72% surveyed indicated the importance of state-of-the-art technology; that survey response may potentially be the result of conferencing technology needs but may also point to individual job function requirements.

White boards were noted repeatedly as the most effective tool in collaboration spaces by far.

72% Indicated the importance of stateof-the-art technology

85% Indicated the importance of effective conference space

87% of all meetings last one hour or less

Amenities When asked about what new amenities might be added, a desire for improved food options was voiced, in particular 81% indicated the need for healthy food options, plus there were requests for subsidized or free food, and food options for extended hours.

Access to outdoor space would be used for short breaks (82%), lunch breaks (76%), personal phone calls (62%), and informal meetings (45%) followed by many other suggestions as well. 66% responded that currently there is ot enough patio/deck/outdoor space.

82% for short breaks 76% for lunch breaks 62% for personal phone calls 45% informal meetings

An on-site fitness facility was requested by 1/3 of the respondents as well as break rooms, game rooms, and access to the outside (72%) to be able to take a quick break during long working hours.

Bike storage was also requested.

Use of access to outdoor space

Departmental Adjacencies Two thirds of the departments surveyed are split between multiple facilities.

According to Department Leader surveys, in San Diego only CoreBSP is split between AQ and AV; all other departments are primarily in AQ and congruent spaces. According to the Employee Surveys, there are also employees at AV, AZT and WT. Most department adjacencies requested were inter-departmental; only one department adjacency was requested and that was from a department leader from Sensors who requested they be near CoreBSP.

Sensors

5536

Sensors

CoreBSP

2472

CoreBSP Leadership

CoreBSP

2696

QCT Core Power SW SD Department

CoreBSP

5019

QCT CoreBSP SW Systems SD Department

CoreBSP

5328

QCT Core BSP APT SD Department

CoreBSP

5440

QCT CoreBSP Products SD Department

CoreBSP

5441

QCT CoreBSP Peripherals SW SD Department

CoreBSP

5442

QCT CoreBSP Drivers SW SD Department

CoreBSP

5443

QTC CoreBSP Integration SD Department

CoreBSP

5487

QCT CoreBSP Security Services Department

Eng Ops

5555

QuIC APSS Eng Ops & Management Department

Graphics

2475

QCT Graphics HW & DV San Diego Department

Graphics

5352

QCT Graphics Department

Graphics

5358

QCT Graphics SW SD Department

Graphics

5608

QuIC Graphics SW SD Department

Graphics

5421

QCT Graphics Compiler Department

Graphics

2694

QCT Graphics APT SD Department

Key Adjacent Near Distant Far Separation Requested

Program Summary

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1.5

SPATIAL ORGANIZATION

The programming surveys and interviews revealed essentially three workstyles – Focus, Collaborate and Socialize. Engineers perform focused work in their workstations, in the labs and in the privacy rooms. Collaboration occurs in the informal collaboration spaces and in enclosed meeting rooms. And employees socialize and recharge in spaces like the dining room, outdoor areas or break rooms.

Work Styles | Acoustical Separation

Privacy Rooms Informal Collaboration Lab

Enclosed Meeting

Break, Outdoor, Coffee

Workstations

FOCUS

COLLABORATE

SOCIALIZE

Spatial Relationships | Quiet vs Active Spaces where focused work is performed is the most quiet. Collaborative space is more active. And spaces most active are spaces where employees socialize and recharge.

Active Privacy Rooms Informal Collaboration Lab

Enclosed Meeting

Break, Outdoor, Coffee

Workstations Quiet FOCUS

COLLABORATE

SOCIALIZE

Acoustical Concerns There is acoustical concern that collaboration occurring in the labs and workstations may disturb their focused work.

Privacy Rooms Informal Collaboration Lab

Enclosed Meeting

Break, Outdoor, Coffee

Workstations

FOCUS

COLLABORATE

SOCIALIZE

By placing the enclosed meeting areas and informal collaboration spaces such that they are accessible to the teams, collaboration will occur in spaces designed for collaboration.

Informal Collaboration

40-50 People Teams

40-50 People Teams Enclosed Meeting

Program Summary

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Spatial Relationships Spatial interior layouts will correspond with the building’s narrow floor plate which promotes natural ventilation, enhances daylighting and is sited to have optimal east/west orientation for daylight, heat gain and glare control.

Studies were conducted to explore a variety of scenarios where the building was divided into zones segregating social, active and quiet areas.

The elevator lobbies, coffee bars, break areas and some conference rooms on each floor will be active hubs to encourage spontaneous social interaction and the exchange of ideas. Lab spaces will be centrally located with designated adjacent collaborative areas. The open office area will be the designated quiet zone to allow for concentrative and focused work.

Program Summary

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1.6

BUILDING SF PROGRAM SUMMARY

Room Name

Qty

Unit SF

Total Net SF

Break Room Large

6

1,183

7,098

*B

Room Name Lab Sensors

1

1,500

1,500

*A

Break Room Small | Coffee Bar

5

357

1,785

*B

Lab Storage

9

100

900

*A

Clerk/Admin

1

1,200

1,200

*A

Lab Test Equipment

1

800

800

*A

Collaboration Space

1,453

5

7,265

*A

Loading Dock

1

1,000

1,000

*A

Conf A

28

168

4,704

*B

Lobby/Waiting

1

700

700

*A

Conf B

15

308

4,620

*B

Maint Shop

1

2,500

2,500

*A

Conf B-Video

5

308

1,540

*B

MDF

1

600

600

*A

Conf C

17

392

6,664

*B

Mech Room

1

2,000

2,000

*A

Conf C-Video

5

392

1,960

*B

Mother's Room

3

100

300

*B

Copy Room/Mailboxes

11

140

1,540

Office (S)

77

121

9,290

*B

Cube hallways

1,453

23

33,419

OS1

1

238

238

Cubes

1,453

60

86,889

*A

Privacy Rooms

86

80

6,880

*B

Electrical Room - Small

5

80

400

*A

RR Men's (2 Fixture)

1

180

180

*B

Electrical Room - Medium

8

100

800

*A

RR Men's (5 Fixture)

4

300

1,200

*B

Electrical Room - Large

1

1,200

1,200

*A

RR Men's (6 Fixture)

4

340

1,360

*B

Elevator Control Closet

3

120

360

*A

RR Men's (7 Fixture)

4

380

1,520

*B

Elevators

36

70

2,520

*A

RR Women's (2 Fixtue)

1

180

180

*B

Freight Elevator

7

100

700

*A

RR Women's (5 Fixture)

4

300

1,200

*B

General Storage - Small

6

100

600

*A

RR Women's (6 Fixture)

4

340

1,360

*B

General Storage - Large

1

500

500

*A

RR Women's (7 Fixture)

4

380

1,520

*B

IDF

12

120

1,440

*A

Shafts

21

161

3,390

IT storage

1

500

500

*A

Shred Room

1

200

200

Janitor Closet

12

50

600

*B

Stairs

35

372

13,010

Janitor Storage

1

120

120

*A

Telepresence Room

1

784

784

*A

Lab Bench

723

53

38,319

*A

Training

3

816

2,448

*B

Lab Mega Lab

1

5,000

5,000

*A

Training- Large

1

1,600

1,600

*B

Lab Ops

1

650

650

*A

UPS Room support equipment

1

800

800

*A

Lab Prototype Room

1

400

400

*A

Walk-Up Center | Eng Ops

1

500

500

*A

Lab Rack Room

3

1,200

3,600

*A

Walk-Up Center | Eng Ops

1

500

500

Program Grand Total

5,548

61,958

274,353

*A - See Section 3.0 Space Needs for additional information and diagrams *B - See Qualcomm Building Guidelines and Program document - Sept 28, 2012.pdf

Qty

Unit SF

Total Net SF

*A

2 . 0

D EP A RTM ENTA L INFO RMATIO N 2.1 COREBSP CoreBSP designs the boards on which all chips are built and placed; this department consists of 324 (329 with ADT) people within 9 groups. There are Software Development teams and Testing teams.

Teams are comprised of 30 to 50 people with 8-10 people per sub-team. Sub-teams work closely and prefer a ‘cul-de-sac’ environment.

Time is evenly divided between their workstations (20-50% of their time) and the lab (30-50% of their time), with 20% of their time in meetings.

The majority (50%) of their work is concentrative; 30% of their work is collaborative.

2.2 ENGINEERING OPS Engineering Operations provides equipment and hardware support to all APSS engineers throughout the campus. The support is provided in person at a Walk-Up Center and via phone. The group needs to be located near a loading dock; equipment deliveries are received on flat bed dollies and stocked daily. Rolling equipment carts are used to move equipment inter-departmentally.

The department includes a Walk-Up Center, which is manned by 1-2 people at a desk or counter with a check-in monitor, and workstations for Engineering Ops personnel nearby.

Space is required in front of the Walk-Up Center desk for queuing plus seating for 2-3 people waiting. Space is required behind the Walk-Up Center desk for a rack of equipment. Adjoining space should house equipment and boxes, everything from headsets to 60” monitors as well as space to break down boxes.

The Walk-Up Center should be bright and inviting, encouraging engineers to utilize this resource; it could have its own building entrance.

Engineering Operations staff spend their time talking to people, providing hardware support, testing equipment, attending meetings and emailing. The staff need a way to secure equipment at their desks. The department workstation environment should be quiet.

Engineering Operations is comprised of 25 people.

People spend 55% of their time in their workstations and 20% of their time in meetings; no time is spent in lab space.

Their work is evenly divided between concentrative and collaborative.

Program Summary

39

2.3 GRAPHICS Graphics Department designs graphic processing units. This group has grown significantly. Graphics is subdivided into Software and Hardware and is currently 254 people. They work long hours and need to take breaks periodically throughout the day.

Graphics staff spend the majority (60-75%) of their time in their workstations, which work well for collaboration but not for productivity. Most people have at least 2 monitors and many have up to 5.

Although only 5-20% of their time is spent in meetings, meetings are an important part of their work process. Meetings are typically 5-7 people, 10-12 people, and 30-40 people every other week. Conference rooms are currently undersized and difficult to reserve, causing people to call into meetings instead of attending in person. High quality video conferencing equipment would improve the situation; teleconference often include as many as 20 people in several sites. International clients are becoming more prevalent. Technology needs to be flexible and not built in; equipment is quickly out of date. Smaller conference rooms could suffice with Skype. Whiteboards are highly desired.

0-20% of Graphics’ time is spent in the lab.

Privacy rooms would be helpful to have for confidential phone conversations and for 2-3 person meetings; they should all have whiteboards.

The majority (60-75%) of Graphics’ work is concentrative; 10-25% of their work is collaborative.

2.4 SENSORS Sensors is the group that develops and enables sensors such as accelerometers, gyroscopes, magnetometers, ambient light sensors, proximity sensors and temperature sensors. They also improve the functionality and performance of other Qualcomm technologies like video, audio, camera and GPS. Sensors is comprised of 20 people that are subdivided into two groups: Software Development and Implementation & Testing.

Software Development spends the greatest amount of time (40%) in their workstations, with the remainder of their time divided between meetings and lab, although they define their time as spent predominantly in meetings. Their work is equally divided between concentrative and collaborative work.

Implementation & Testing, as their name implies, spends the majority (50%) of their time in the lab, with the remainder of their time spent predominantly in their workstations and 15% in meetings. The great majority of their work is concentrative and not collaborative.

Two different types of lab space are required, one being standard lab space and the other for specialized equipment (soon adding a robot-arm lab). This specialized lab should be slab on grade in order to reduce vibration and should be located away from elevators or anything else which might cause vibration. A temperature chamber will be inside the lab; a compressor will be outside of the lab. The two labs should be co-located.

Conferencing requires Telepresence and other means of video conferencing; meetings often take place over the phone because of lack of conference space.

White boards are heavily used and there is a desire to be able to “speak loudly� while conferencing.

Program Summary

41

3 .0

S PA CE NEED S

Clerk/Admin Services Room 1,200 sq ft 1 per facility Can be located in basement Near or accessible to freight elevator Desks/workstations for 8 Lockers, Storage Shelves.

Clerk/Admin Services Room

Collaboration Area Collaboration Space (5 sf per person / 1 per every 25 offices) Informal area with comfortable informal furniture and whiteboards

Copy Room / Mailboxes / Printer Bar Copy Room to be centralized.

Mailboxes to be near Copy Room, Collaborative Areas and Printers.

Copy Room / Mailboxes / Printer Bar

8’-0” Cubes (Workstations) Target Headcount 1540 Collaboration Area

7’-0” Workstation

Electrical Room Small 80 sq ft Size per occupant load Centrally located.

Electrical Room Medium 100 sq ft Size per occupant load Centrally located.

Electrical Room Large 1,400 sq ft 1 per facility in basement Mechanical Room Small 100 sq ft Size per occupant load Centrally located.

General Storage - Small 100 sq ft 1 per floor

IT Storage 500 sq ft 1 per facility in basement, near or accessible to freight elevator

General Storage - Large 500 sq ft 1 per facility in basement, near or accessible to freight elevator

Janitor Storage 120 sq ft 1 per facility in basement, near or accessible to freight elevator

General Storage

LABS (14% OF TOTAL)

Elevators 70 sq ft ea Number of elevators varies per occupant load Centrally located Elevators - Freight 100 sq ft ea 1 per facility Elevator Control Closet 120 sq ft ea 1 per elevator bank

Lab Benches 53 sq ft each Bus ducts, connectivity requirements, adjacent to Rack Rooms, include white boards and collaborative spaces 3’-0” IDF Room 120 sq ft 1 within 250’ radius of offices / workstations /conference rooms, etc.

Stacked above MDF

6’-0”

A

Lab Bench

A

Example Lab (half scale)

Program Summary

43

Lab Mega Lab 5,000 sq ft 200 Racks Includes Server Room and Rack Room Lab Ops 800 sq ft Must be on first floor Lab Prototype Room 400 sq ft Rack Room 10% of Lab Space (1,200 sq ft) 1 per floor with Labs, Basement Rack Room part of Mega Lab Lab Sensors Specialty Lab 1,500 sq ft Robotic Arm, Rate Tables, Magnetometer, Motion Capture System, Ambient Light Test Equipment, Temperature Chamber with Exterior Compressor, Large Whiteboard(s), Storage Cabinets Lab Storage 100 sq ft 1 sf per bench. Accessible from within lab.

Lab Test Equipment 650 sq ft 4 workstations. Near loading dock Loading Dock (Shipping and Receiving) 1,000 sq ft 1 per facility at ground leve Lobby / Waiting 700 sq ft ea 1 per facility at facility entry.

Unsecured/public accessible.

Reception Desk, Adjacent to Security Office and Guest Restroom

Maintenance Shop 2,500 sq ft 1 per facility in basement

UPS Room 800 sq ft 1 per facility in basement

MDF 600 sq ft 1 per facility in basement Mechanical Room Large 2,800 sq ft 1 per facility in basement Shred Room (SLC-B1) 200 sq ft 1 per facility. Located near Loading Dock TelePresence Room – 18 person (see Cisco guidelines for more info) 750 sq ft (33’x22’ min per Cisco Room Guidelines)

Walk-Up Center (Eng Ops) 700 sq ft Desk or counter with 1 check-in monitor 1-2 people will man the desk (who will need a workstation within Department) Space in front of desk or counter for engineers to queue up Seating for 2 or 3 waiting Behind counter needs space for rack of equipment Adjoining room(s) houses equipment and boxes - everything from headsets to 60” monitors Would like space to break down boxes

Lighting – Overall illumination 200400 lux, Shoulder light/direct down light 400-800 lux Acoustics – ambient noise less than 45 dBA (ideally at 36dBA) Aesthetics – neutral colored walls Table with Non-reflective Top, Light Colored Chairs (not oversized), Window Shades (if applicable), Acoustical Wall Panel, TelePresence Equipment, Undercounter Refrigerator, Trash Receptacles, Recycle Bin, Clock, Signage

Walk-Up Center

TelePresence Room

4.0

APPE N DIX

4 .0

a p pend ix

4.1 Department Leaders Survey Results 4.2 Employee Survey Results 4.3 Department Interview Meeting Notes Download the Programming Summary Appendix at http://www.bnim.com/images/QPAC/index.html or scan the QR Code below:

Program Summary

47

4.1

DEPARTMENT LEADERS SURVEY RESULTS

Qualcomm | Pacific Center Campus Development | Departmental Survey

* 1. What is your name? [Last, First] Response Count

17

Qualcomm | Pacific Center Campus Development | Departmental Survey

*

answered question

17

skipped question

0

1. What is your name? [Last, First] Response Count

17 answered question

17

skipped question

0

*

* Detailed survey results are not shown as the respondents have been kept anonymous.

1 of 37

*

Qualcomm | Pacific Center Campus Development | Departmental Survey

* 1. What is your name? [Last, First] Response Count

17 answered question

17

skipped question

0

* Detailed survey results are not shown as the respondents have been kept anonymous.

Program Summary

49

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

We interact with all APSS depts & teams, providing engineering support. Sample functions: recieve & distribute SURFs/FFAs and their accessories. We have alot of foot traffic to our offices & walk up center.

I am from cost center 5536 - QCT Sensors Technology SD . We are a technology team developing sensors SW and algorithms for Qualcomm chips. Sensors are HW devices like accelerometer, gyro, magnetometer, Ambient light sensor, proximity sensors or temperature sensor.

Sensors s/w development. Modern cellphones have several sensors like accelerometers, gyroscopes, magnetometers etc. Our department enables Qualcomm customers to include such sensors in their designs easily.

We also develop novel algorithms to improve on the functionality and performance of other qualcomm technolgies like multimedia (video, audio, camera) and GPS etc.

Design of graphics hardware for Qualcomm chips (MSM, APQ, MPQ) Software for all Graphics Processing Units (GPUs) in our chips. Commonly known as Graphics Software.

Software development, test, integration, and release.

Graphics software team who develops, tests and supports the GPU rendering and computing software product Chip and chipset design Virtual platforms Differentiating technologies Design of Graphics cores which is mainly engineering design to deliver this core to the top level chip Deliver SW Power features across multiple processors and HLOSes and drive target power across different HLOSes Test organization for CBSP responsilbe for testing SP/PL for all QCT chips. Testing is done in mostly a lab environment, Planning and detailed work usually done in offices.

Engineering operations

4 13

Program Summary

51

spaces

OTHER RESPONSES INCLUDED: 1. Adequate and appropriate lab space.

2. access to light

Program Summary

53

Program Summary

55

Program Summary

57

OTHER RESPONSES INCLUDED: 1.

1 - 3 per week

Program Summary

59

OTHER RESPONSES INCLUDED: 1. Game Room 2. I’d like to know where the wellness rooms are...I’d use them!

OTHER RESPONSES INCLUDED: 1. Our sensor lab must be far away from any elevators, loading ramps or similar causing vibration.

2. Game room Program Summary

61

4.2 EMPLOYEE SURVEY RESULTS

*

*

*

* Detailed survey results are not shown as the respondents have been kept anonymous.

Program Summary

63

*

*

*

* Detailed survey results are not shown as the respondents have been kept anonymous.

Program Summary

65

Program Summary

67

Program Summary

69

OTHER RESPONSES INCLUDED: 1. A gym (weight & cardio).

2. Individual or shared office (with non-team officemate) instead of cubicle 3. Shower room if possible.

4. It’s easy to spread disease virus in current office building for some reason. Hope the new build can solve the problem.

5. I prefer current office structure in building Q. Cube office is not my liking 6. Please don’t take away personal spaces. Offices area good.

7. Private working spaces 8. My own window office room is important to me.

9. I prefer office with maximum natural light coming to my office.

10. If I was creating a wish list, here are some of the things I would request: access to natural light - either window offices or open floor plan, but sunlight is a must, somewhere to regularly focus without the distractions of a shared office, if it’s an open floor plan then use

11.

12.

13.

14.

high walls, access to healthy food - no more fridges and vending machines filled with sugar - spend some money on something healthy, a well landscaped and natural looking environment - maybe some park space, better parking - I’m tired of the tiny little California spaces and all parking should be covered here in the sun belt, larger and more private restrooms, elevators that work, a bigger gym without the rediculous access codes. In short, make it a healthy, comfortable environment.

Should look at google and facebook for models of nice work environments. Better collaborative areas, more fluid arrangement of people - easily form small teams for temp locations based on function groups. 5-6 people working together for 1-2 months at a time etc.

Gym, exercise facility Have my own privacy and space for team to come into my office and discuss issues without distrubing any neighbors A combination of quiet time for code development, and collaborating time for meetings, labs.

Program Summary

71

15. Gym, coffee, good parking space, real offices 16. Having my own office w/ 4 walls.

17. I want to have office on the west side of HWY 5 so I can get down to surf Black’s Beach or La Jolla reefs more quickly at lunch time. ;-) 18. I need a personal space, with a window, and walls, and an office-mate or two, with similar taste in music, so we can develop and rock at the same time.... This is how i’m at my most effective operating mode.

19. Private office space is as important as colloboration area. There are times when we want to focus on our work and not get distracted. Having a temporary quiet zone seldom works as it takes time to get adjusted to a new environment.

20. If we are moving towards an open office env. it is very imp to have a lot of private meeting rooms and conf rooms so that it does not disturb the other employees.

21. It’s of utmost importance to have a choice to work in a serene office environment, yet ability to collaborate in labs and meeting rooms when needed. This is a factor when selecting QUALCOMM as a workplace. If there is no secluded place to work, might as well convert all office spaces to labs. There is no distinction between cubicles and working in a lab in terms of noise, distractions, foot traffic, etc....

22. Storage space for expensive equipments 23. The most important way for me to do my job to its highest degree is having the necessary tools - enough devices, not needing to borrow devices out, access to network with the devices. It doesn’t matter the space or location, but that the tools work correctly.

24. window office, I love having that

Program Summary

73

Program Summary

75

Program Summary

77

OTHER RESPONSES INCLUDED: 1.

I am team lead for ~10 folks 2. all of the above, depending on the situation

Program Summary

79

OTHER RESPONSES AND ADDITIONAL COMMENTS INCLUDED: 1. Lab debug sessions with external vendors / companies.

2. Instant Message 3. My team has a daily meeting in the morning where we synch up with the daily tasks and ensure everybody is aware of the latest changes. We have also every Friday breakfast for the whole Sensors team. Right now it is brought to the lab because it is the only safe place for the team to have it available and ensure other teams do not scavenge it. It would be really nice if in the new building we could have our own break room just for sensors team we could do this Friday break fast.

4. Drink coffee 5. Yearly team social

Program Summary

81

OTHER RESPONSES AND ADDITIONAL COMMENTS INCLUDED: 1. non-overlapping projection screens and whiteboards 2. Projectors 3. Projector 4. You’re joking about the sleeping bags, right?

5. LOTS of outlets that are spaced apart at my desk, LOTS of whiteboard space at my desk, tables that change height so I can stand/sit at my desk 6. Projector 7. Beamers to project / share through those large flat screens. The other things that would also work is: working printers and office supplies (staplers, punchers, etc.). Adequate supply of markers, pencils, pens. I does not make any sense for me to go through multiple copy rooms to find out the supplies I need or try to find stapler or puncher that is not beyong my repair skills. Same for printer cartdridges and paper. It would be much faster if there would be adequate spare supply next to the printers. We can change the toner and put paper. Asking clerk email list to do such things takes 1 wk plus after several notifications.

Program Summary

83

Other Responses recorded a percentage of time spent participating in another activitiy but did not record that activity.

Program Summary

85

OTHER RESPONSES AND ADDITIONAL COMMENTS INCLUDED: 1.

Bocce, walking/running on a trail (not asphalt or concrete) 2.

Anything. I love being outdoors.

3.

Ultimate Frisbee 4. Swimming 5. Smoking 6. Walking

Program Summary

87

Program Summary

89

OTHER RESPONSES AND ADDITIONAL COMMENTS INCLUDE: 1. no 2. Patio, open space inside office building, being able to be close to nature around the building while I stand inside the building.

3. -healthy snacks such as fruits, nut bars, juice options -ping pong or billiard table, game room to unwind with co-workers, discuss ideas. -more plants, natural light , cleaner labs, stairwells, floors -more food choices/quality dining at cafeterias 4. free food!

5. no 6. Better lunch options 7. Access to free healthy snacks and beverages.

Decorations (pleasant pictures / paintings / indoor plants).

8. 1.Milk at the fridge for coffee , not some artificial soy powder 2. massage chair (if people don’t abuse it) 3. sleeping area at the bring up lab 4. segway rental (to go from building to building) 5. healthy food at vending machine!!! 6. free juice 7. comfortable coffee room (like Starbuck setting) 8. Have Qualcomm childcare center (maybe outsource it to some companies, but close enough to qualcomm so parent can visit their children at lunch) 9. Indoor Bike Locker. Ample Desk Space. Natural light.

Quick access to good food. Security of leaving things over night at your desk. Outdoor patio. Free Snacks.

Free Food. Ping Pong Room. Game Room. Billiard/Pool Room.

10. Fresh fruit and fruit juice for free. Better cafeteria food.

11. A gym with yoga classes

12. more accessible swimming facility 13. NO CAFETERIA IN AQ/AV/AX 14. bar to get drinks after work, driving range, golf area, soccer field, table tennis room, graphics/computer game room 15. A better equipped gym, 16. free breakfast 17. fitness center 18. Cafetaria, Gym, Subsidized food in cafertia, more parking spaces, more conference rooms, more video conferencing 19. Free cereal. Easy access to gym.

20. free or discount food for lunch. Currently is expensive.

Other companies (Google, Yahoo, nVidia) provide free healthy food 21. Gym, swimming pool, cafeteria, more choice of items in vending machines, more tea options, milk creamers, discounted price food on campus 22. it will be great we can have an improved cafeteria with multiple choices of food so that I won’t need to go out for lunch every day!

23. More tennis courts.

24. Sunlight, quiet areas, and healthy food/drinks. Double down on the healthy drinks since soda is total garbage.

And for the tea drinkers among us, how about fresh brewed iced tea? The coffee crowd gets no end of options, the tea crowd is stuck with simple tea bags. BTW, the Starbucks teas in the cafeteria are bitter crap. Find out what Panera brews (regular, not the Acai crap) and get some. If you really want to impress us, strike up a deal with Teavanna. Thanks!

25. Yes Coffe maker available at AQ-3rd Floor.

26. I think one thing that could help quite many people would be a place where you can drop your sick or healthy child in case you or your spouse cannot stay at home to take care of him/her or the standard options are not available for some reason. It does not have to be a free service, just a place where you can leave him or her for some time. It should not be a permanent service for any employee, just the last resort option when all normal back-up plans no longer work. It would help single parents for example a lot.

27. Badminton court will be great. Not much of sports other than volley ball courts. And a major of them are located in building Q. 28. The break rooms are very small and most of the time there is not enough space for people to take lunch. The Building names are not mentioned so it’s abig pain to find a building even if you are standing infront of that building.

29. Healthier snacks free of charge Higher quality gym equipment Free meals (breakfast, lunch and dinner) 30. Relaxation Pods 31. Game rooms 32. Free or subsidized food. It is a net gain to Qualcomm to keep employees near to work for food breaks, so it seems reasonable to expect decent food at below market prices. It would also be nice to have more free weights in the gyms.

33. Access to the above mentioned (DON’T HAVEs) in Q.29 34. Trolley access (my public transit commute is 2 hours each way), pedestrian-only exercise paths, bicycle-only

exercise paths, private campus, more parking 35. Yes. A Patio/deck/easy-access outdoor space would be helpful for us to take a break or refresh. Besides, it will be helpful if some facility in the office or seperate space can be used to take a short nap when they feel really tired. It willimprove ppl’s productivity.

36. Dining choices for late nights would be good.

37. Open spaces, Better break rooms, Better coffe bars, Better workspaces....... the list can go on. There is no comparision between AZT building and for example building N or QRC 38. Shower Room and Bike stalls.

39. Cafe Gym that is big enough for Yoga/Pilates classes.

40. We need to make our campus more bike friendly. A bike storage room with facilities to fix like an air pump etc.

Not many people bike to work despite the dedicated bike lanes and wonderful weather.

41. More parking would be nice.

42. Better break areas Free lunches 43. Beach Volleyball. Cafeteria. Tech Cave.

44. Healthy drink options. Microsoft has 7-8 different flavors of sparkling water, hot apple cider packets, tons of tea options, juice cans, milk cartons, and pepsi/coke products. This is what i want badly! take the same coke budget, and spread it out to milk, cheap canned juice, and natural sparkling water options, that aren’t spreading preservatives around :-) 45. Resting or gaming area to get recharged.

46. qc goodies 47. No cubicles, ever 48. Better Cafeteria 49. fruit juice bar 50. More garden space and greenery

Program Summary

91

OTHER RESPONSES AND ADDITIONAL COMMENTS INCLUDED: 1. no 2. favorite colors - Green, Orange :) 3. tablet/ultra book/net book with a Qualcomm chip, for every employee to improve mobility, use in meetings, collaboration. -electric bicycles to allow employees to commute between office buildings instead of relying on shuttle services.

4. shuttle service mira mesa and then 15/805 are very crowded in the morning and afternoon.

5. drab decorations are not inspiring.

6. Better video-conferencing equipment.

7. no 8. The cubicles are noisy and without any privacy, I very much prefer individual enclosed office space 9. 1. Please do not deploy open office concept. it is noisy. people cannot call in for conference at their desk.

However, sharing office is not ideal. If we cannot have a priviate office, i prefer a high wall , private cubical 2. Provide ESD equipment on request work office or stations. People are going to steal or bring devices from the lab to their office anyways, so may as well provide the right eqipment to work at their own desk 3.

Ban children of employee under 16 to the gym.

10. Read “Quiet: The Power of Introverts in a World That Can’t Stop Talking” by Susan Cain. There is a Harvard Business Review podcast and TED talk about it.

Engineers tend to be highly introverted.

11. Improving cell phone signal inside building.

12. ergonomic lab benches, currently bench is too high.

13. More green grass and shady trees for picnicking with co-workers.

14. This survey seemed to be very “innovation” driven, and not so much on the aspect of “productivity.” Certain environments would be better for driving innovation, but others would be considerably better to drive productivity.

15. I just hope when they move me to the new building I can still have a window (I don’t care if I have to share the office or not).

16. Personal space, whether office or cubes, is imperative.

It’s embarrassing how overcrowded this campus has become and how so many senior people have to share offices. Since you mentioned color, do something to spice it up around here. The while and weird blue/green walls in my office feel like a sanitarium.

17. Please maintain individual offices for those that want them. I have worked in open space office environments before and find them highly distracting. The the lack of privacy (for phone conversations, one-on-one talks, etc.) in these environments is very concerning, both for myself and those who work around me. It is impractical to have to go to a ‘privacy’ room any time you want to make a phone call and not disturb others. I don’t want to be forced to listen to others collaborate or hear their phone conversations, and I’m sure they don’t want to hear me do the same. Individual offices removes this problem.

18. The Cubicles newly preapred are really bad and the design is horrible. There is no space for books or other things. One person is on phone and others around him/ her goes off work. Height of the cubicles has to be more to give some privacy to the engineers.

19. Working meals are horrible in terms of taste and portion

20. Better quality whiteboard/partitions. The whiteboards are too flimsy. Try to clean it and the whole partition rattles.

21. No 22. One unifying architectural theme would be nice 23. Bigger and multiple monitors would help quite a bit especially for folks who do lot of coding 24. I like private offices rather than cubicles. I like 2 story buildings, and good parking lot is very important. I do appreciate having nice conference rooms like the ones we already have, and suitable equipment with reliable and fast network access.

25. Work spaces need to be more vibrant and colorful. Not just white and green.

26. Everyone wants a window seat and naturally window space is limited. I really annoys me when building planners waste window space with labs or meeting rooms.

In my opinion, these common rooms should be interior.

27. Having as much natural light as possible in the offices would be nice.

28. 1. Give the option for partial telecommute 2. Invest in infrastructure for better remote access/login and wireless coverage 29. I am open to cubicles, but I need a place I can work alone also. Windows are the most important thing for me.

30. I love the current setup, if only we could get healthy cold drinks. I love the coffee, the offices, the people, the lab space, everything. I’m not happy about cubes, but if we there is any way to have small-shared window space, with which speakers can be used quietly, i’ll be happy. The view isn’t important, just real, natural light, and some sound-insulation around it to listen to music and work together.

31. I really liked this survey.

32. trainings for contractors 33. Please no cubicles, ever.

34. I think we should share trash car instead of giving each person one for recycled and one for others. It is a waste.

35. Allowing developers the liberty to order any number of technical books for purchase online would be a nice luxury :) 36. I find the inability to upgrade hardware stifling (new policy since 2009). Considering the labour is typically more expensive, why would we have to use computer hardware even less powerful than what we have at home? I routinely waste time waiting for virus scanning to complete because using the computer is completely way too slow while it is happening, for example.

Backups that run during office hours is also highly frustrating. Activities that should be transparent, are not. Coupled with slow and old HW, I don’t understand why this policy is still around.

37. Please improve the ambience of a building. If you have been to AQ you will know what I am referring to. It is probably the most un-inspiring building I’ve ever been in.

Program Summary

93

4.3 DEPARTMENTAL INTERVIEW NOTES

MEETING NOTES Project

Qualcomm Pacific Center Development

Meeting Title

Programming Departmental Interviews

Meeting Location

Qualcomm

BNIM Project No.

Meeting Date

12043.00

20 September 2012

GRAPHICS HARDWARE AND SOFTWARE Meeting 1

Room AQ 407C

10:00am

09.20.2012

Attendees: Design Team - BNIM Elif Tinney, BNIM

etinney@bnim.com

816-783-1545

Brittany Gamble, BNIM

bgamble@bnim.com

816-785-1571

Matthew Porreca, BNIM

mporreca@bnim.com

816-529-9812

Susan Jentzsch, Qualcomm

sj@qualcomm.com

858-651-1127

Paula Draxler, Qualcomm

paulad@qualcomm.com

858-651-9128

Christine Shearer, Qualcomm

cshearer@qualcomm.com

619-508-0681

Jennifer Schulz, Qualcomm

jens@qualcomm.com

858-652-1156

Walt Kanzler, Qualcomm

wkanzler@qualcomm.com

858-651-3820

Design Team - Qualcomm

Department Representatives Eric Demers, Qualcomm

edmers@qualcomm.com

Chris Kitrick, Qualcomm

ckitrick@qualcomm.com

Charlie Mater

cmater@qualcomm.com

Gil Sih, Qualcomm

gsih@qualcomm.com

858-658-2633

Jon Thompason, Qualcomm

jont@qualcomm.com

858-232-7906

858-845-8796

Brief Highlights / Summary of Surveys (pre meeting prep) Surveys completed by: 2472 Han (completed contact information only) 2475 Matar 5352 Kitrick 5358 Thomason 5608 Zhou

Qualcomm Pacific Center

Page 1 of 13

20 September 2012

2472 Sih (all departments) 5555 Boackle (all departments) % of time spent: Workstation

70

75

60

70

20(Sih)

50(Boackle)

Meeting

20

5

20

15

60(Sih)

30(Boackle)

0

10

20

10

20(Sih)

13(Boackle)

Concentrative

65

75

70

60

20(Sih)

50(Boackle)

Collaborative

25

10

20

25

50(Sih)

25(Boackle)

Lab Type of Work:

Things of lower priority: Flexible space Family Friendly space Current Unsatisfactory Issues: Not proud to show office to guests Does not foster innovation Do not have diversity of spaces Unsatisfactory thermal space Unsatisfactory Acoustics "Cube is too loud to work" Space does not support Qualcomm mission Department Interview Notes: What We Do Design graphic cores / graphic processing units (GPUs) Electronics Design Write code.

Use visual communication on boards - white boards are always full Department works long hours - 8am to 6pm or 7pm Breaks during day are good.

Department is has largest number of sites for Qualcomm

Qualcomm Pacific Center

Page 2 of 13

20 September 2012

Program Summary

95

How We Work Workstations work well for collaboration but not for productivity Department growth has been significant.

It was noted that workstations has made this possible.

Management is always on the phone.

Stairs are important‌. Make stairs that are very usable!!!!

Visitors could us stairs, too.

See their existing stairs as what not to do Put conference rooms near stairs Is familiar with and likes active noise cancelling Offices on the perimeter would be desirable. Qadd has director on the glass.

Natural daylight is desirable.

Thermal comfort is an issue right now.

Like the idea of operable windows.

Multi-monitor use, most people have at least 2. There are a few that have up to 5.

Meetings and Communication Department has frequent meetings.

Would like high quality phone communication capability Phone conversations are often 20 people at each of two sites.

Privacy rooms are helpful because of privacy Privacy rooms are used for phone conversation Can be used for one person to make confidential calls.

Also for 2-3 people in person meeting Privacy rooms need whiteboards Should not be reservable More we can move the sound from conferences to perimeter would be best Most common meetings are 5-7 people and 10-12 people Their groups come from and their meetings are typically at the Pacific Center in buildings AX, AV, and AQ Reserving a conf room in AQ is very difficult.

Department may have more meetings if rooms were available Sometimes the meeting size is bigger than the room itself People call in because they know they can't fit in conference room.

Other meetings are with APSS Hardware and Software work with all of Gil’s teams (architecture, modeling and video) At least every other week 30-40 people meetings

Qualcomm Pacific Center

Page 3 of 13

20 September 2012

Audio is an important Video-conference is important…. Cisco room is heavily used Maybe new building could have smaller rooms too which have less expensive video like Skype Make technology flexible. Built into wall, is too permanent and becomes obsolete quickly Tele-presence…working with international clients are becoming more important Hardware recursive 4-6 people to 8 people…

Building for 6-8 people would make sense..

See Microsoft Studio in Redmond Washington

Qualcomm Pacific Center

Page 4 of 13

20 September 2012

Program Summary

97

SENSORS Meeting 2

Room AQ 470D

11:00am

09.20.2012

Attendees: Design Team - BNIM Elif Tinney, BNIM

etinney@bnim.com

816-783-1545

Brittany Gamble, BNIM

bgamble@bnim.com

816-785-1571

Matthew Porreca, BNIM

mporreca@bnim.com

816-529-9812

Susan Jentzsch, Qualcomm

sj@qualcomm.com

858-651-1127

Paula Draxler, Qualcomm

paulad@qualcomm.com

858-651-9128

Christine Shearer, Qualcomm

cshearer@qualcomm.com

619-508-0681

Jennifer Schulz, Qualcomm

jens@qualcomm.com

858-652-1156

Design Team - Qualcomm

Department Representatives Ashutosh Joshi, Software Development

ashutosh@qualcomm.com

858-655-7828

Len Sheynblat, Qualcomm

lens@qualcomm.com

858-656-4382

Marko Makela, Implementation & Test

mmakela@qualcomm.com

Department Representatives - via teleconf 858-651-8841

Brief Highlights / Summary of Surveys (pre meeting prep) Surveys Completed by: 1994 Joshi, Ashutosh 1994 Makela, Marko

2472 Sih (all departments) 5555 Boackle (all departments) % of time spent:

(Development)

(Implementation & Test)

Workstation

40

25

20 (Sih)

Meeting

20

15

60 (Sih)

30 (Boackle)

Lab

20

50

20 (Sih)

13 (Boackle)

Concentrative

30

75

20 (Sih)

50 (Boackle)

Collaborative

30

15

50 (Sih)

25 (Boackle)

50 (Boackle)

Types of Work:

Qualcomm Pacific Center

Page 5 of 13

20 September 2012

Things to note: Work environment does not support Qualcomm Mission Not innovative No diversity of spaces Does not promote cross communication Unsatisfied with: Acoustics, lighting and thermal comfort Department Interview Notes: What We Do Develops and enables sensors such as accelerometer, gyroscopes, magnetometer, ambient light sensor, proximity sensor or temperature sensors. Also improve functionality and performance of other Qualcomm technologies like video, audio, camera and GPS. How We Work Department is located in San Diego and Santa Clara. Currently 20 people in San Diego.

Department has two groups: Software Development (Joshi, San Diego) Implementation & Test (Marko, San Diego) Len is in Santa Clara.

Software Development is in meetings most of the time.

Implementation & Testing is in the lab most of the time 80/20 and 20/80 switch between the teams for lab vs office use Software Integration and Test, within San Diego Lab requirements One is standard and the other is specialized equipment soon adding a robot-arm lab Robot arm does not require extra ceiling height Lab should be slab on grade to reduce vibration Want to be away from anything causing vibration - like elevators or freight elevator Temp chamber is inside the lab.

Compressor would need to be outside.

Cable or wire connects them.

Qualcomm Pacific Center

Page 6 of 13

20 September 2012

Program Summary

99

There are two labs in Santa Clara that would remain in Santa Clara and be duplicated in San Diego Current labs are Q192 is special lab, Q210 is standard lab They would like to be co-located with lab spaces Software Development is typically not in the lab often but when they are, it's for 8 hours/day.

Note - Jennifer will be setting a meeting up to understand lab requirements better.

They work with CoreBSP. They also work with Multi-Media architecture, under Gil. Thermal comfort in the labs is more of an issue.

Ideally the whole sensors team would be co-located (to share 'Tribal Wisdom'/Office Chatter) More integration/more collaboration and face-to-face communication Sensors is currently 50/50 between San Diego and Santa Clara.

When asked if they’d move Santa Clara to San Diego or vice versus the answer was “We hire the best people wherever they are" Meetings and Communication Very good audio is needed Tele-presence rooms are used regularly with 6-10 people…

Systems engineering is a group that they tele-presence with Use other means of video conferencing…

It is hard to organize meetings because rooms are not available so they are having to meet over the phone Implementation & Test's daily meetings are commonly 13 people Also Implementation has spontaneous meetings for 6 people when they can find rooms.

Need white boards that allow impromptu meetings away from workstations.

Would like meeting rooms where they can speak loudly and use markerboards.

Conference rooms need markerboards but do not put them behind the screen.

Qualcomm Pacific Center

Page 7 of 13

20 September 2012

CORE BSP Meeting 3

Room AQ 222

2:00pm

09.20.2012

Attendees: Design Team - BNIM Elif Tinney, BNIM

etinney@bnim.com

816-783-1545

Brittany Gamble, BNIM

bgamble@bnim.com

816-785-1571

Matthew Porreca, BNIM

mporreca@bnim.com

816-529-9812

Susan Jentzsch, Qualcomm

sj@qualcomm.com

858-651-1127

Paula Draxler, Qualcomm

paulad@qualcomm.com

858-651-9128

Christine Shearer, Qualcomm

cshearer@qualcomm.com

619-508-0681

Jennifer Schulz, Qualcomm

jens@qualcomm.com

858-652-1156

Walt Kanzler, Qualcomm

wkanzler@qualcomm.com

858-651-3820

Steve Haehnichen, Development

shaehnichen@qualcomm.com

858-658-4609

Carrie Haluza, Implementation & Test

chaluza@qualcomm.com

858-655-3143

Chidy Krishnan, Development

chidu@qualcomm.com

858-651-7203

Eric Tallet, Development

etallet@qualcomm.com

858-655-7192

Design Team - Qualcomm

Department Representatives

Brief Highlights/Summary of Surveys Surveys Completed by: 2696 Krishnan 5019 Malamant (completed contact info only) 5328 Haluza 5441 Haehnichen (completed contact info only) 5442 Tallet (completed contact info only)

2472 Sih (all departments) 5555 Boackle (all departments) (Note Survey was difficult. Please add department names to the numbers) % Time Spent Workstation

50 20

20 (Sih)

50 (Boackle)

Meetings

20 20

60 (Sih)

30 (Boackle)

Lab

30 50

20(Sih)

13(Boackle)

Qualcomm Pacific Center

Page 8 of 13

20 September 2012

Program Summary

101

Type of Work: Concentrative

50

20(Sih)

50(Boackle)

Collaborative

30

50(Sih)

25(Boackle)

Things of Lesser Importance in this project (comparatively) Flexible Space Family Friendly (leave family at home) Space doesn’t support Qualcomm mission Proud to show visitors Space does not: (checked all choices) Foster Innovation Offer diversity of spaces Daylight and views Best place to do my work Thermal comfort Department Interview Notes: What We Do CoreBSP (Baseband Signal Processor) makes the boards on which all chips are built /placed How We Work CoreBSP is a big software team.

324 people or 329 if including ADT (Apt?) Department has Software Development and Testing teams Most people spend time 50% in workstations and 50% in lab Testing is more labs.

New people pick their office for view, seasoned people choose theirs per temperature (southwest corner of blg is very warm) 30-50 people per Team. 8-10 people per Sub-Teams.

Sub Teams work closely (turn around and talk with one another) They mentioned the ‘cul-de-sac’ idea. Reduces traffic to just that of the team/ those on the cul-de-sac.

Tallet mentioned he likes the workstations.

The break room centrally located in middle of the floor ie. AQ 10th floor Ventilation for break room is desired to vent aroma

Qualcomm Pacific Center

Page 9 of 13

20 September 2012

They would like art or decoration or something on the walls.

Building R has kid’s artwork Meetings and Communication Meeting rooms with views would be nice They work nationally and internationally, Boulder, Boston, Toronto, San Jose, Santa Clara, Austin They like tele-presence rooms but they need whiteboards Currently almost all conferences are scheduled because improptu meetings occur in offices.

They would like more rooms for 2 to 4 people conferences/meetings.

4 people tele-presence (or similar low tech option) for fewer attendees is desired Note. Confidential information on whiteboards should not be visible through exterior windows or from corridors where visitors may pass They like the Share board in Room 724 Meeting room ideas/identifiers look at Microsoft Would like digital reservation system displaying room use on Conf Rooms (or equal less expensive option)

Qualcomm Pacific Center

Page 10 of 13

20 September 2012

Program Summary

103

ENGINEERING OPERATIONS (ENG OPS) Meeting 4

Room 4th Flr Conf Rm

1:00pm

09.20.2012

Attendees: Design Team - BNIM Elif Tinney, BNIM

etinney@bnim.com

816-783-1545

Brittany Gamble, BNIM

bgamble@bnim.com

816-785-1571

Susan Jentzsch, Qualcomm

sj@qualcomm.com

858-651-1127

Paula Draxler, Qualcomm

paulad@qualcomm.com

858-651-9128

Jennifer Schulz, Qualcomm

jens@qualcomm.com

858-652-1156

Design Team - Qualcomm

Department Representatives Karen Crossland, Qualcomm

karenc@quicinc.com

Brief Highlights/Summary of Surveys Surveys Completed by: 5487 Melander (completed contact information only) 5555 Crossland

2472 Sih (all departments) 5555 Boackle (all departments) % Time Spent: Workstations

55

20(Sih)

50(Boackle)

Meetings

20

60(Sih)

30(Boackle)

Lab

0

20(Sih)

13(Boackle)

Concentrative

40

20(Sih)

50(Boackle)

Collaborative

40

50(Sih)

25(Boackle)

Types of Work:

Space is/does not: Collaborative Environment Provides Community Supports Qualcomm Culture Offer a diversity of spaces

Qualcomm Pacific Center

Page 11 of 13

20 September 2012

Unsatisfied with: Thermal Comfort Light Acoustics Department Interview Notes: What We Do Support engineers with equipment and hardware.

Provide Walk-Up Center How We Work Walk-Up Center should be bright and fun to encourage engineers to utilize Walk-Up service Walk-Up is: A desk or counter with 1 check-in monitor 1-2 people man the desk. (who will need a workstation within Department) Space in front of desk or counter for engineers to queue up Seating for 2 or 3 waiting Behind counter needs space for rack of equipment Adjoining room(s) houses equipment and boxes - everything from headsets to 60" monitors Would like space to break down boxes (somewhere) New Walk-Up Center needs to be nearly twice as big as current. Existing Room 940A in AQ might be too large.

Near a loading dock Deliveries arrive daily.

Big bins come and go from department for recycling and trash.

Streamliners (flat bed dolly) are used for deliveries Rolling equipment carts are used to move equipment around inter-departmentally They use freight elevator now because they are on 9th floor Visitor access to (public side of) Walk-Up Center could be its own entrance to the building.

Accessible to all APSS groups on this campus, as well as some from other groups.

Entire department needs to be near the Walk-Up Center but organized so Walk-Up Center is easier than going to an Eng Op's workstation.

Department headcount is currently 12. Plan for 25 people (includes Raul's group) Eng Ops do meetings, email, talking to people, hardware support, testing equipment Need quiet environment

Qualcomm Pacific Center

Page 12 of 13

20 September 2012

Program Summary

105

Quiet environment is very important to them Software engineer, needs quiet.

No lab space Department needs a way to police equipment. Especially equipment left on their desk.

Their current environment is ‘really bad’. All hard walled offices.

Meetings and Communication Twice a week, team meeting with 25 people.

A quick, stand up meetings are ideal They typically use lync meetings (not ideal due to acoustics), in person meetings white boards, projectors Lots of conf calls. Everyone has headsets. Everyone need to be able to focus Department employees interfaces with engineers via IM

Qualcomm Pacific Center

Page 13 of 13

20 September 2012

BNIM