Proposal for workplace strategy
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The work is already underway The advantage isn’t that we’re learning Apple. We’ve already started. The same people who are helping today’s standards will help shape tomorrow’s rollout and evolution. In the last 6 months, we’ve worked with Shirley, Katie, and Julien on Apple’s standards initiatives, and each engagement taught us something about how Apple works. As we propose supporting the Workplace Strategy scope for FY27, these lessons are the operating principles we bring into this next chapter.
1
2
3
What we’ve done
What we’ve learned
Applying lessons learned
•
•
Take a point of view, don’t be afraid to be wrong
•
We’ll ask questions early
•
Ask questions, Shirely and Katie prefer
•
We’ll challenge assumptions and provide BU
Helped generate a Revit model for Apple’s Global Workplace Design Standards
•
Built benchmark studies and best-in-class •
•
Mapped personas and business-unit workplace needs
Apple + Unispace
providing clarity early on
solutions based on data
examples for conference rooms Workplace decisions happen at the floor level/
•
We’ll tell a better story
•
We’ll communicate, often and clearly
BU level, and that matters
Spark Brilliance.
The people driving it aren’t changing You know this team. We’ve worked closely with Shirley and Katie to develop planning ratios, workplace personas, and Revit standards. Although we’re pursuing only the Workplace Strategy scope, Beth remains part of our team to ensure continuity with the Revit Standards effort, providing a seamless transition and ongoing subject matter expertise as Apple evolves the model.
Albert DePlazaola Project Director Strategy and Change Management Lead
Kody Lam Workplace Data Analyst
Chris Jerde Workplace Data Analyst
Beth Ries, NCIDQ Associate Principal BIM Specialist
Jessie O’Neil Designer III Workplace Strategist
Sally Augustin, PhD Design Scientist SME Consortium
Alisa Yu Behavioral Scientist SME Consortium
You will also see we have added three new faces: Rex, Sally, and Alisa. They are our Subject Matter Expert Consortium, which will join us for the Relevance Workshops (described on the next page).
Rex MIller David Waingarten Ankitha Gattupalli Experience Designer (Personas) Experience Designer (Personas) Futurist SME Consortium Elevate Elevate
Apple + Unispace
Spark Brilliance.
A path from insight to action The proposed journey is designed so each phase builds on the last. At the start of the engagement, the subprogram prioritization meeting will map the six clientidentified subprograms and determine which should take precedence. Those priorities will shape the focus of the first benchmark report. The relevance workshops will then help identify findings that require further investigation, where subject matter expertise would add value, and whether new discovery-led subprograms should be developed alongside the original six.
2 0 2 7 O CT
N OV
Engagement begins
D EC
F E B
M A R
A P R
Benchmark report #1
M AY
J U N
J U L
AU G
Benchmark report #2
+ Executive summary deck Relevance workshop
Once subprogram prioritization meeting takes place, client can request specific topics to be shown in benchmark report #1.
+ Executive summary deck Relevance
workshop
S E P
Engagement complete
Begin work on benchmark report #2
Engagement complete 6 client-identified subprograms & discovery led subprogram (i.e. best-in-class signage & wayfinding)
Subprogram prioritization
Benchmark report
Subprogram prioritization
Relevance workshop
Sub-program deliverables
Report to include:
Meeting to be held at the start of the engagement to manage subprogram priorities and timeline expectations. Agenda to include:
Relevance workshop will inform specific topics/ data points to support subprogram at the time including:
To include:
1.
Findings recap
1.
Inform subprogram
2.
Relevance discussion
2.
Define direction
3.
Opportunity prioritization
3.
Opportunity prioritization
4.
Subprogram selection
4.
Evaluate feasibility
5.
Shape the subprogram
6.
Develop supporting materials
7.
Coordinate and refine
8.
Finalize for leadership
1.
Industry conferences
2.
Primary & secondary research
3.
Workplace innovation radar • Subject matter expert consortium • Perimeter scan
Apple + Unispace
J A N
1.
Feasibility
2.
Framework
3.
Templates
4.
Process
5.
Executive deck
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Insights and impact Mother’s room to Expression S-uite
Impact
Cultural considerations
In a survey of 44 employee leaders, 59% reported improved retention after implementing corporate lactation programs. Companies in the United States with comprehensive lactation support programs have reported as high as 94% return-towork rates after parental leave.1
Privacy and modesty
Inclusive language
Different cultures have different levels of comfort around exposing their body or discussing lactation as a whole. Providing fully enclosed rooms with reliable locks, acoustic privacy, and avoiding windows should accommodate all users. Another consideration is where the suite lives within the floor plate. Locating the Expression Suite in a discreet location rather than a high-traffic area allows for people not to be seen entering and existing. Provide a reservation system that protects the confidentiality of users.
Utilize gender-neutral terminology such as expressing or lactating to welcome all employees. Consider adding signage with multiple languages, depending on office location, and supplement with universally recognized icons.
Over 70% of parents with children under 18 participate in the U.S. labor force2. Only approximately 40% of parents report having access to adequate break time and private spaces for pumping at work 3. While there are many benefits to breastfeeding for infants, there are also many benefits for the lactating person. Breastfeeding can help lower the risk of high blood pressure, type 2 diabetes, ovarian cancer, and breast cancer 4. As breastfeeding is associated with better health outcomes for infants and lactating person, supporting lactation within the workplace reduces absenteeism and lowers healthcare costs.
Apple + Unispace
Emotional comfort Breastfeeding can be seen among cultures as a very normal action or could be considered highly private. It is important to ensure that the end users feel comfort and a sense of control of their surroundings.
Hygiene and organization Some cultures emphasize protecting the health of the parent and infant, influencing their desired level of cleanliness. There are also religions that seek to protect their food, including their breastmilk, from potential contaminants to maintain kosher or halal practices.
1 Centers for Disease Control and Prevention, “Promoting Worker Well-Being through Maternal and Child Health: Breastfeeding Accommodations in the Workplace,” National Institute for Occupational Safety and Health, February 11, 2019 2
U.S. Bureau of Labor Statistics, “Labor Force Participation Rate Was 73.9 Percent for Mothers and 93.7 Percent for Fathers in 2025,” The Economics Daily, May 1, 2026
3
University of Minnesota School of Public Health, “Majority of Breastfeeding Mothers Don’t Have Access to Basic Workplace Accommodations,” October 15, 2015
4
Centers for Disease Control and Prevention, “About Breastfeeding,” last modified December 5, 2025
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Central bench for waiting and touchdown, personal lockers for pump storage.
Lounge chairs provide alternate comfort options.
The Expression Suite
Transforming a Mother’s Room into an Expression Suite concept, informed by research and best-inCustom millwork with a full-height class examples refrigerator, sink, microwave, and Inclusivity and employee support
cleaning supplies.
Renaming the space the Expression Suite creates a more inclusive environment. The suite can also display information on workplace policies, parental benefits, wellness programs, and local amenities.
Space planning Shared sanitary and storage spaces improve space efficiency while maintaining user comfort. Best practice recommends approximately three to five user rooms per 500 occupants, with capacity adjusted based on workforce size, hybrid work patterns, and family-friendly policies. Privacy, comfort, and user control The revised Expression Suite enhances privacy by increasing acoustic separation between rooms to a target STC rating of 45 and incorporating centralized white noise. Individual rooms include varied furniture layouts, dimmable and task lighting, a dedicated suite thermostat, and calming, bleach-cleanable finishes. Security and functionality Optional features include card-reader access, occupied indicators, lockable storage, lockable refrigerated storage for expressed milk, and a room booking system. A shared cleaning area with a deep sink and pull-down faucet supports convenient pump part cleaning.
Apple + Unispace
Upright posture and adjustable height work surface for easier pumping.
Accessible user room with both lounge and upright posture options.
Spark Brilliance.
Don’t manage change, create it
Communication
Communicate less, change more.
Communication
Every organization communicates. Very few create belief. Standards are adopted when people understand why they make their work better and easier, not because they receive another email. In order for the Places team, the project managers, and business units to adopt new standards, communication alone is not enough. We have to understand what motivates and facilitates what change with our stake holders. Communication alone is not enough.
Traditonal thinking
Our thinking
Emphasis on communicating, less facilitiation
Empahsis on facilitating and motivating change
Facilitation
Motivation
Apple + Unispace
Facilitation Motivation
Spark Brilliance.
Understanding the stakeholders is the key We will conduct a full stakeholder analysis to develop resources that motivate and facilitate long-lasting change and adoption. As the foundation for change management planning and engagement, this analysis determines readiness for change by identifying how different stakeholder groups may be impacted, their current impressions, and any knowledge gaps, allowing us to assess overall change readiness and define a roadmap that better supports project success.
Apple + Unispace
Stakeholder
Readiness
Key message
Current state
Pain points
Engagement strategy
Definition of success
Places project team
High
Standards empower faster, better design — not less creativity
Introducing standards and generating support
Possible lack of adoption, perception of “why are we doing this”
Co-create with business Consistent adoption, units, generate a data-based more efficient delivery, case for change elevated BU and employee experience
Business units
Medium
Standards reduce lifecycle cost and accelerate delivery
Skeptical on ROI; loss of autonomy around decision making
Capital constraints, disruption, one-size-fits-all concerns
Consult early, involve in programming quantify ROI, demonstrate the benefits
Approve funding with minimal challenge and request standards by default
Project managers
Medium
Standards simplify delivery and reduce rework
Pragmatic; focus on ease of standards deployment
Learning curve, documentation, managing exceptions, Ownership issues may exists
Train, provide playbooks and training curriculum
Projects delivered faster with fewer RFIs, changes and decisions
Spark Brilliance.
B-S [2%]
B-N [7%]
Overall utilization Occupied
D [4%]
Signs of life
Focus workpoints Empty
Occupied
Signs of life
6% 3% 91%
C [3%]
Collab workpoints Empty
Occupied
Signs of life
8% 4% 89%
Empty
1% 99%
MPK - Work Environment Lab A [9%] G [5%]
Case study Multinational technolgy conglomorate
E [11%]
Menlo Park CA, USA
Overall utilization
F [5%]
Collaboration
Description
S I Z E
Text Portfolio-wide design standards
I N D U ST RY
Technology / communications
S E R V I C E S
Strategy, Design
Like all forward-thinking companies, our client understood that the future office landscape will differ greatly from the one we see today. They therefore engaged Unispace to evaluate their current workplace performance with a focus around engineers, teaming space, adn diversity in the workplace. We leveraged our advanced data collection, synthesis, and reporting resources to evaluate the entire ecosystem of their experience lab.
Features •
•
•
Engagement included testing and evaluating new settings and policies for pre- and post-Covid work patterns, revising space, and sharing ratios Through multiple strategy processes and workshops in locations globally, we studied end users and developed various test labs and cases Successful concepts, including a new initiative around community spaces and agile working space ratios, were rolled out for use in Global Standards
Focus
VC
QR survey - combined total
Signs of life
Empty
Very poor
A
A
B-N
B-N
B-S
B-S
C
C
D
D
E
E
F
F
G
G
0
50
100
Poor
0
Fair
50
Good
Very good
100
Survey scorecard Average scores of all workpoints in neighborhood. Response scale: 1-very poor, 2-poor, 3-fair, 4-good, 5-very good Source: QR code surveys, November 2021 - January 2022 <3.0
3.0 - 3.4
3.5 - 3.9
4.0 - 4.4
4.5 - 5.0
A
B-N
B-S
C
D
E
F
G
Focus
4.0
3.8
3.8
4.1
4.0
4.3
4.1
4.1
Level of privacy
3.8
3.6
3.4
3.9
4.0
4.4
3.8
3.5
Distance from others
4.2
3.0
3.8
4.0
4.0
4.0
4.4
4.2
Furniture comfort
4.5
3.9
3.6
3.9
4.0
4.6
4.3
4.0
Collab
4.3
3.5
2.8
3.8
2.0
3.6
3.5
3.8
Control of work settings
4.1
3.8
3.8
3.7
3.0
4.4
3.8
3.8
Lighting
4.3
3.9
3.5
4.2
4.0
4.0
4.2
3.5
Variety of options
4.1
3.8
4.0
3.8
3.0
3.9
3.9
3.7
Overall design
4.6
3.8
3.6
4.0
3.0
4.6
4.4
4.0
Overall average
4.2
3.8
3.6
3.9
3.4
4.2
4.0
3.9
Survey insights Neighborhood A and E scored the highest in overall design, furniture comfort, and overall average of all surveyed features Neighborhood E socored highest in level of privacy, focus, and control of work setting, while Neighborhood A was the only pilot to socre above 4.0 for collaboraton Neighborhood F scored the highest in distance from others but neighborhood E scored the highest in level of privacy and control of working setting.
Case study Global investment company
Using design and technology to activate change
Location
Our new headquarters will transform the way we work Description This firm was relocating to a new space and needed help determining the kit of parts (KOP) for various team’s shared spaces. To ensure a seamless transition to the new space, developing and implementing a change management process was key. Text
S I Z E
343,000 sqft
I N D U ST RY
Banking / Finance
S E R V I C E S
Strategy, Design,Change Management
We began our engagement by working with each department to select the best KOP for each team’s specific needs. Using the already established KOP, Unispace developed 3D models in uniBIM to walk each team member through their options. This facilitated conversations and demonstrated how their choices impacted the space’s design. With newly established KOP’s, we began developing and implementing the change management approach.
Operations CLIENT CENTER OVERVIEW
Welcome HOURS OF OPERATION Monday –Friday:
7:00 am – 6:00 pm
WORKPLACE EXPERIENCE – 74th - 77TH FLOORS Our new Workplace will enable the highest Performance & Collaboration of all our People. It will foster Innovation, Creativity, & Entrepreneurship. Our Workplace is equipped with easy-to-use Technology, Services, and Equipment. Each workplace floor also has a social hub and pantry. Welcome
• Employee will take high rise elevator from the Sky Lobby to designated floor • Office Operations will greet employee and escort them to assigned seat, as well as familiarize them with Social Hub, Pantry, Document Center (Copy Room), Restrooms, and Internal/Fire Stair • Employee will be given a floor plan showing all designations as well
Workplace Etiquette
Contact Information
FOOD SERVICES – SOCIAL HUB, PANTRY, EMPLOYEE CAFÉ & BARISTA
• Working in an open environment requires everyone to be mindful of their noise level • Avoid extended phone calls or loud conversations at your desk by using small huddle rooms or public spaces for extended discussions • Be cognizant of the types of food you are bringing into the office to eat as the smell can be distracting
Email: catering.ny@Client.com
Other Important Information • Restrooms (secured) Opened by: • Access badge
State of the art food program available to all employees and guests of • PIN code Client. Menu based on fuel for performance. State of the art barista Clean Desk Policy • Women’s – 3001# • Ensure desk is completelyprogram clear at the end of each day and discard any food or trash in the • Men’s – 3002#
Social Hubs
Employee Café / Barista • Please email facilities@Client.com for help with
Phase 1 Hours
Phase 1 Hours
• Monday – Friday: 7:00 am – 6:00 pm
• Desk locks • Monday – Friday: 7:00 am – 6:00 pm
Location • Located adjacent to central staircase
Location • 78th floor
Offerings • Coffee / Tea • Bottle Beverages • Whole Fruit and Nuts • Water (Still / Sparkling)
Offerings • Order in person or scan the QR code to the right for pickup within the cafe • Limited Breakfast / Lunch menu options • Barista/Smoothie Program • Pastries / Light Snacks • Smoothies and Juices • Coffee / Tea • Cold Brew
appropriate receptacles • Always secure all sensitive or confidential information (i.e. close or lock your devices)
UNIBIM IN ACTION
We continued to use the 3D models we developed to facilitate awareness workshops with change champions. We developed trainings and workshops that included education on the physical, procedural, and cultural changes required to maximize the efficiency of the new space. By engaging early and often, we gained trust with the members. We developed a website where employees could use their voice to create experiences that emotionally and cognitively connected them with the workplace throughout the entire process. Working closely with facilities and IT, we could minimize disruption during the move, enabling the workforce to thrive in the new workplace.
Trash
OVERVIEW
The Client Center has been designed to host a variety of events and meetings simultaneously and flexibly with highly-specialized Conference Rooms and Multi-purpose Rooms, located on the 78th and 79th floors, to actively manage demand. Design supports flexible reception staffing (roving and stationed at the desk) from all entry points to the Client Center from elevator bank and open internal stair.
STAFFING BREAKDOWN
2 Client Center Receptionists: Monday – Thursday: 7:00 am – 7:00 pm / Friday 7:00 am – 6:00 pm Shift 1: 7:00 am – 3:30 pm Shift 2: 10:30 am – 7:00 pm CR Shift am shift to sit in CC from 8:00am- 10:30am
2 Conference Services Team Members: Monday- Thursday: 7:00 am – 7:00 pm / Friday7:00 am – 6:00 pm (Physical location: TBD) Shift 1: 7:00 am – 3:30 pm Shift 2: 10:30 am – 7:00 pm Client Center Receptionists Contact Phone: 40-3001 Email: com
Operations Playbook Hudson Yards
any of the following: • Temperature in the office
• There is centralized trash the open–workspace providing wetpm trash (large opening in – Friday: 8:00 am – 4:00 pm • inMonday Friday: 8:00 am –for 5:00 • Monday • Trash removal top of bin), recycling (can/bottles/plastic -round slot in top of bin, and paper- long slot in • Shades top of bin) • Lights Normal Hours Normal Hours • Pantries have bins for wet trash and recycling with the round hole (cans / bottles / plastic)
Pantry Open 24/7. Located behind the Social Hub. You will find a microwave, refrigerator (for personal food storage) as well as plates / cups / utensils.
• Ergonomics • Cleaning/Sanitizing questions
COVID Protocols • Practice social distancing throughout the cafe • Take note of signage for closed tables to allow for social distancing • Mask must be worn within the café and should only be removed when eating / drinking
9
Scan QR Code below with your phone camera to order in advance, pick up food at 78th cafe
15
Appendix 01.
Global workplace insights
02.
From data to decisions
03.
Case study
04.
Resumes
05.
About Unispace
Spark Brilliance.
Global workplace insights 2025-2026
We know the Apple Places team designs every detail with intent, and this research deserves the same discipline. Informed by insights from more than 77,000 employees across 14 global markets, our approach goes beyond the data. Today’s workplace conversation has shifted from survival to performance, with employees consistently calling for calm, comfortable, flexible environments that enable focus. Together, we’ll translate those insights into design standards that meaningfully elevate the Apple employee workplace experience.
The numbers from our most recent report tell the story: Noise and distractions top every other complaint, cutting into productivity and innovation Globally, only 28% are fully in-office; most follow hybrid models, though mandates in markets like the US don’t necessarily increase attendance. More than half of employees say access to the right colleagues is essential, yet at least 1 in 5 can’t reach the people they need most. The new Global Workplace Insight report and data dashboard will be released in September ‘26. DOWNLOAD REPORT
Apple + Unispace
14
5,231
markets Australia France Germany Hong Kong India Ireland Italy
full-time employees Malaysia New Zealand Singapore Spain Switzerland United Kingdom United States
6
industries Media and technology Consumer products Legal Professional services Financial services Heavy industry Life sciences
Across mid-market and global enterpises
Our 2025 data is supported by insights we've gained from polling
77,000+ people
around the world, across companies and industrues, over recent years.
Spark Brilliance.
From data to decisions
Unispace tools and methods to help guide the places make evidence-based decisions
Built environment anchoring
Methodology for repeatable insights
Scenario modeling and predictive logic
KPIs and data signals must be explicitly tied to physical workplace attributes such as room types, adjacency, layouts, amenity provisions, and tech enablement. These attributes should be measurable and relevant across global sites.
The standards framework should allow for scenario testing and 'what-if' modeling— helping Apple simulate the impact of attendance changes, design interventions, or policy shifts on space demand and KPI behavior
Responsible communication of insights
KPI framework as planning tool
Blended signal model
Avoid misinterpretation and overreliance on raw utilization data. Build in guidance and caveats to help internal teams communicate findings responsibly and in alignment with strategic intent.
Rather than serving purely as a reporting function, KPIs should act as part of the planning process—used during design and strategy, not just after occupancy.
Incorporate subjective (surveys), objective (sensor, bookings, badge), and organizational/contextual data (e.g., regional norms, team structure, business function). This supports triangulation even when full data availability is not guaranteed. Include organizational network analysis when possible.
KPIs and data signals must be explicitly tied to physical workplace attributes such as room types, adjacency, layouts, amenity provisions, and tech enablement. These attributes should be measurable and relevant across global sites.
Apple + Unispace
Spark Brilliance.
From data to decisions (continued)
ONE SPACE FOR ALL An inclusive workplace for an inspired workforce
●
uniBIM
Space calculator
uniBIM integrates 3D photography, 3D laser scanning, phase planning, program validation, space and budget analytics, heat-mapping technology for structural analytics, design review, risk management and the development of
Space calculator is a dynamic tool designed to support portfolio planning and workplace strategy. Customized to your organization’s needs, it enables real-time calculations of space requirements based on headcount, growth rates,
Apple + Unispace
Bridge Bridge is Elevate’s experience-first content platform, designed to choreograph and deliver rich storytelling in physical environments.
Apri l 2 02 5
One space for all
Data lake
Inclusivity is not passive. Unispace has developed a toolkit that follows six principles: Purpose, Richness of diversity, Respect, Cooperation, Freedom from discrimination, and expression of ideas. Using these six principles, we have complied a dozen themes of inclusivity, with over two hundred implementations to realize them in our propierty toolkit “One Space for All.”
We maintain a robust database of over 40,000 survey responses collected globally, covering industries, markets, demographics, employment
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1.0 OVERVIEW
3.4 AgileWork Program
-
3.2 EMPLOYEE WORK POLICIES
Individual Work Seats
3.3 EMPLOYEE WORK MODES -
Private Office
Workstation (Assigned)
Agile Workstation
Flex
Assigned to all employees designated Onsite-Assigned work mode.
Available to be used by all OnsiteUnassigned, Hybrid, and Remote employees for 1 hour to a full day.
Available to be used by all OnsiteUnassigned, Hybrid, and Remote employees for 1 hour to a full day for laptop-based work.
3.4 AGILEWORK PROGRAM Program Objectives Measures of Success
-
Desk and Storage Allocation Impact on Space and Cost Requirements
-
Case study Boston Scientific Multiple locations worldwide
-
Success Factors and Key Objectives Conference Rooms
Additional Opportunities to Work
3.2 EMPLOYEE WORK POLICIES
Work Mode Allocation Process Engagement Roadmap
-
Focus Pods
Touchdown
Phone Rooms
Multi-Function Rooms
Huddle Rooms
-
Assigned to Director level or equivalent and above.
Space Utilization AgileWork Zoning Day in the Life Space Protocols and Etiquettes
Available to be used as a meeting room when not in-use by the assigned employee.
Workstation should have signage indicating availability when assigned employee is out of the office for more than 2 days.
Also supports external visitors.
Non-bookable, available to be used by all employees for short periods of time.
A variety of solutions for employees to work away from desks that cater for both focus and collaborative work. Work settings that support typical periods of higher occupancy. See suggested touchdown solutions here.
-
Cost2.0 Requirements GLOBAL DESIGN Space Utilization GUIDELINES AgileWork Zoning Day in the Life
-
Space Protocols and
-
Description
Global Connected Workplace Strategy Success Factors and Key Objectives
-
Work Mode Allocation Process
-
Engagement Roadmap
3.4 AGILEWORK PROGRAM -
Program Objectives
-
Measures of Success Desk and Storage Allocation Impact on Space and Cost Requirements Space Utilization AgileWork Zoning Day in the Life Space Protocols and Etiquettes
-
Design Standards Management, Design, Construction
3.0 NEW WAY OF WORKING
4.0 OFFICE
5.0 GLOBAL
SPACE 100% AssignedADAPTATIONS STANDARDS BY REGION
Table of Contents
Features •
STORAGE
LOCKERS & COAT STORAGE
PRINT STATION
LOCKERS & COAT STORAGE TEA STATION
7.0 RESOURCES
100 seats: 164 HC
Work Mode Allocation Process NIA: 16,000 SF
Global Connected Workplace Strategy Prepare managers & employees with guidance - to Success Factors and allocate work modes consistently across the siteKey Objectives
Gather additional data to align leadership64% and increase in HC capacity employee preference for new ways of working
9 Flex seats (+ 3 additional seats)
1 - Engagement Roadmap
1 Engagement Roadmap
Data Collection
Data Synthesis
Discover diverging perceptions
Define local agile considerations
2 Leadership Validation & Sign-off
Agile Preparation
Agile Assessment
Develop change readiness
Deliver consistent application
-
Work Mode Allocation Process
-
Engagement Roadmap
PRODUCT DISPLAY WALL
-
Measures of Success Desk Storage Workand Mode Allocation Allocation Impact on Space and Cost Requirements Space Utilization AgileWork Zoning
-
Interviews with senior leadership and SMEs Workplace survey for all office-based employees Focus groups by department or similar workstyle
Analyze gap between leadership direction and employee sentiment Update agile candidate checklist with local requirements for business continuity
WAITING AREA
Managers map roles to work modes
HR led manager training on employee work mode allocations
Ensure consistent decisions
6 Flex seats
Reduction in workspace
LOCKERS & COAT STORAGE
PRINT STATION
STORAGE
LOCKERS & COAT STORAGE TEA STATION
PRINT STATION
Boston Scientific Corporation • 67
Seat Count
Seat Leverage ratio (desk : HC)
Supported HC
56
1 : 1.5
84
FLEX (UNASSIGNED)
24
1:6
Total
108
WORKSTATIONS (ASSIGNED)
Manager-employee discussions
28
AGILE WORKSTATIONS (UNASSIGNED) Table of Contents
mode into Success Factors.
1:1
28
144
256
Global Design Guidelines • January 2021
Boston Scientific Corporation • 58
Global Design Guidelines • January 2021
Applied guidelines add interaction and unity to BSCI’s workplaces globally, easing communication and enabling brainstorming
Meeting rooms concurrently in use: All floors
Heat map: individual spaces
Total individual workspaces: 192 (2017) and 207 (2018)
On average 6 of 19 meeting rooms are occupied at any time.
Utilisation of workstations shown represents average utilisation of all workstations in designated wing.
25 of 60 individual workspaces utilised <20% are hot desks.
Maximum 12 of 19 meeting rooms were occupied concurrently at any time.
2018: Average utilisation of 207 individual workspaces Compared to fixed workstations, flex offices and hot desks are temporarily unoccupied less.
Most of the time meeting rooms are occupied there are used by 1-2 people.
Utilisation of flex offices is impacted by multi-use function as a meeting room.
Not included in count are 30 phone rooms/booths that are occupied 6% of the time.
Meeting rooms concurrently in use by hour of 19 total meeting rooms Utilisation: 80-100%
•
Informal, communal, and open spaces create flexibility and choice of how to work
90% 80% 70% 60%
40%
More formal spaces ensure confidentiality and privacy, when needed, meeting multiple needs
20-50%
0-20%
100%
50%
•
50-80%
30% 20% 10% 0%
Utilisation - fixed workstations (2018) Utilisation - hot desks (2018) Utilisation - flex offices (2018) Temporarily unoccupied - all spaces (2018) Utilisation of 192 workspaces (2017)
39% overall average utilisation
19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 0
Total count of meeting rooms occupied Occupied by 1-2 ppl Maximum 12 of 19 meeting rooms occupied concurrently
RDC 6 Average count of meeting rooms occupied per hour
27-Feb
28-Feb
01-Mar
02-Mar
03-Mar
06-Mar
07-Mar
08-Mar
This wor setti ergo up t inclu wor and and (ass wor dep wor will
For plan wor see
INDIVIDUAL WORK SEATS
Log work modes in Success Factors
3.4 Ag
Ind
TEA STATION
Day in the Life Space Protocols and Etiquettes
Communication to all employees
Distribute employee resources on agile work implications
7.0 RESOURCES
21 Agile seats
3
Program Objectives
6.0 OFFICE TYPES
RECEPTION
34 Assigned seats
3.4 AGILEWORK PROGRAM -
5.0 GLOBAL ADAPTATIONS BY REGION
39% reduction in total desks, equalling approx. 6,240 SF
3.3 EMPLOYEE WORK MODES
35 Agile seats
4.0 OFFICE SPACE STANDARDS
OF WORKING
3.2 EMPLOYEE WORK POLICIES
56 Assigned seats
PRINT STATION
Maintaining 100 HC, transitioning to preferred agile scenario (Onsite-unassigned, Hybrid & Deskcould Allocation inestimated: the Office - Example Floor Plan Remote) achieve an
3.1 INTRODUCTION
This page is an overview of the process used to allocate employee work modes consistently across BSC, while recognizing there are variations in local considerations for business 100 Assigned seats continuity. This process is governed by the Global & associated site HR teams and may vary site to site.
LOCKERS & COAT STORAGE TEA STATION
61 seats: 3.0 100 HC NEW WAY
2.0 GLOBAL DESIGN GUIDELINES
could achieve Phase an estimated: Phase 1: Define Local Requirements 2: Support Agile Transition-
Introduction
STORAGE
Agile implemented
1.0 OVERVIEW
For 16,000 SF, transitioning to preferred agile scenario (Onsite-unassiged, Hybrid & Remote)
160 SF/WS (Global average)
LOCKERS & COAT STORAGE
PRINT STATION
PRINT STATION
3.3 Employee Work Modes Agile implemented
6.0 OFFICE TYPES
100 seats: 100 HC
TableHR of and Facilities determine the essential With 35+ locations delivered to date, or 50% of the portfolio Local Contents engagement activities to further define the local agile considerations and build supplemental renewed, Boston Scientific (BSci) relies on Unispace’s trusted manager/employee resources for agile readiness. •Engagements Global Design Guidelines January 2021 should also be used to inform the design of the future office. design-build approach to create and translate the firm’s design The amount of engagement needed varies by Smaller sites or sites that already have an guidelines onto the built environment. Our global presence site. agile population can skip phase 1 and start with leadership sign-off on agile candidate checklist. informs local understanding, which lets executives and staff 2 - Leadership Validation & Sign-off Leadership sign-off on engagement findings focus on their mission, rather than office logistics. Use metrics and any updates to agile candidate checklist to and data drive new opportunities and allow performance be used for work mode assessments. 3 - Work Mode Allocation Following 1:1 discussion between manager and tracking. employee, use the job aid to enter the final work -
S E R V I C E S
RECEPTION
Etiquettes 3.1 INTRODUCTION Boston Scientific Corporation • 63
Global Design Guidelines • January 2021
Pharmaceutical / Bio
TEA STATION WAITING AREA
WAITING AREA
RECEPTION
capacities support Supports short 3.4 AGILEWORK PROGRAM different size periods of peak collaboration. occupancy, - Program Objectives e.g. employees coming in for - Measures of Success a half day for a Desk and Storage Town Hall. Not intended to Allocation be used for a full - Impact on Space and day of work.
AgileWork Impact on Space
TEA STATION
Work Mode Allocation
3.3 EMPLOYEE WORK MODES
I N D U ST RY
AgileWork Impact on Capacity
Bookable in Additional ad-hocProcess advance, available touchdown space to be used by all available to -be Engagement employees. used throughout Roadmap the day. Various room
1.0 OVERVIEW
Table of Contents
Text 5,000 - 200,000 sqft
Before AgileWork Implementation
Conference Rooms WORK Town Square 3.3 EMPLOYEE Cafeteria MODES (X-Small, Small, Medium, Large) Teapoint/Pantry
3.2 EMPLOYEE WORK POLICIES
S I Z E
Impact of AgileWork Program on Future Office Space Requirements
3.1 INTRODUCTION
- Global Aside from providing individual work seats and conference rooms, the office is supported by ‘additional opportunities to work.’ A diverse range Connected of work settings give the opportunity for focus or collaboration, planned or ad-hoc, and formal or informal work activities throughout the office.Workplace Strategy
LOCKERS & COAT STORAGE
7.0 RESOURCES
3.4 AgileWork Program
7.0 RESOURCES
LOCKERS & COAT STORAGE
6.0 OFFICE TYPES
6.0 OFFICE TYPES
LOCKERS & COAT STORAGE
Success Factors and Key Objectives
5.0 GLOBAL ADAPTATIONS BY REGION
5.0 GLOBAL ADAPTATIONS BY REGION
LOCKERS & COAT STORAGE
Global Connected Workplace Strategy
-
4.0 OFFICE SPACE STANDARDS
Employee Work Modes - Additional Opportunities to Work
3.1 INTRODUCTION -
3.0 NEW WAY OF WORKING
4.0 OFFICE SPACE STANDARDS
LOCKERS & COAT STORAGE
2.0 GLOBAL DESIGN GUIDELINES
3.0 NEW WAY OF WORKING
LOCKERS & COAT STORAGE
1.0 OVERVIEW
2.0 GLOBAL DESIGN GUIDELINES
09-Mar
10-Mar
R+1
R+2
About Unispace
25
Strategy Vision development Evidence based ratios Success scorecard Change management
countries Founded in 2010, Unispace was born from the belief that there is a better way to deliver strategy, architecture and construction than the traditional Architect–Engineer– Contractor model. After a decade of rapid global growth as a privately owned business, we partnered with leading private equity firm PAG in 2021, fueling further expansion through both organic growth and strategic acquisitions. Our diverse team of strategists, designers, architects, experience designers, project managers, and builders operates as One Team, united by a passion to deliver transformative spaces and experiences that exceed client expectations.
600+
people
28
studios globally
Apple + Unispace
One team
Experience design & digital solutions Persona development Brand Strategy and elevation IT engagement and integration
Design Digital kit-of-parts Planning principles scenario modeling Documentation Visualization Construction Standards costing/supply chain database Pilot implementation and testing
Spark Brilliance.
Resumes Unispace
About
Key experience
Albert de Plazaola
Kody Lam
Project Director, Change Management
Workplace Data Analyst
Albert is a strategy consultant with over 15 years of experience in people-centered design and change strategies for private and public institutions. By leveraging design thinking and a user-centric approach, Albert moves beyond the typical motivations to explore how meaningful change can occur to foster greater organizational responsiveness, adaptability, and innovation.
•
Apple, Cupetino CA
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Microsoft, Multiple locations
•
Meta, Bay Area CA
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Yahoo, Mountain View CA
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Fluke, Everette WA
•
•
Paper.io, Montreall Quebec, CAN
•
•
Sitecore, San Francisco CA
Apple + Unispace
About
Key experience
Kody is a data scientist who brings a quantitative lens to workplace strategy by transforming raw data into actionable insights. With a background in analytics and visualization, she supports clients by developing predictive models and intuitive dashboards, including tools for spatial visualization, that guide smarter space planning and business decisions.
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Apple, Cupetino CA
•
Dow Jones, New York NY
Disney, Burbank CA
•
Richemont, New York NY
Zoox, Bay Area CA
•
Multiple Life Science Projects, Various Locations, USA
Spark Brilliance.
Resumes Unispace
About
Key experience
Chris Jerde
Beth Ries, NCIDQ
Workplace Data Analyst
Associate Principal, BIM Specialist
Chris is a workplace analytics and corporate real estate strategy consultant with over 20 years of experience helping large organizations translate workplace, occupancy, badge, sensor, booking, HR, and collaboration data into actionable planning decisions. His work focuses on occupancy intelligence, portfolio strategy, space programming, behavioral segmentation, and the development of analytical frameworks that support smarter workplace and real estate investment decisions.
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Apple, Cupertino CA
•
BioMarin, San Rafael CA
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Microsoft, Redmond WA
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Bank of America, Charlotte NC
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Amazon, Seattle WA
•
•
Meta, Menlo Park CA
•
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Capital Group, Los Angeles CA
Apple + Unispace
About
Key experience
Beth designs and develops technical details catered to each project, ensuring that the design intent is successfully executed. She is trained in multiple computer software programs with an expertise in problem solving. Beth personally connects with each client, making way for efficient communications and management throughout the entire project.
•
Apple, Cupetino CA
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Sonos, Seattle WA
•
Zoox, Foster City CA
•
HCL Technologies, Mississauga CAN
AT&T, San Ramon CA
•
FanDuel, Atlanta GA
•
HCL Technologies, East Brunswick NJ
Nike, Beaverton OR
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Rover, Multiple Locations USA
•
VMWare, Beaverton OR
•
Slalom, Atlanta GA
•
F5 Networks, Multiple Locations USA
Spark Brilliance.
Resumes Unispace
Jessie O’Neil Designer III, Workplace Strategist
About
Key experience
Jessie is a talented designer who will collaborate with project teams to offer unique design solutions and create packages of finishes, furniture, and equipment. She will support senior designers throughout the design process by communicating with all project representatives, clients and project team members. Jessie is a detail-oriented and creative problem solver, with a passion for equity and the study of environmental psychology theories.
•
Apple, Cupetino CA
•
Boston St. Condominium*, Salem MA
•
HCL Technologies, Frisco TX
•
Essex North Shore Agricultural &
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Fikst*. Wilmington MA
•
Middleton Family Medicine*, Multiple Locations USA
Apple + Unispace
Technical School*, Danvers MA
*Prior Work Experience
Spark Brilliance.
Resumes Elevate
About
David Waingarten
Ankitha Gattupalli
Strategy Principal (Personas)
Experience Strategist (Personas)
David finds and expresses the heart of a project, sets the creative vision, and leads teams to execute at the highest level possible - from concept to delivery. Over 25 years, clients include the National Archives, Library of Congress, MoMA, Ralph Lauren, Google, and JPMorganChase.
Apple + Unispace
About
Ankitha Gattupalli is an experience strategist, with five years spent across workplace, retail, and corporate environments. She connects big-picture vision with on-the-ground execution, problem-solving across multiple scales. She bridges business, design, and technology through research-led insights to build design systems. Ankitha is curious about the ways technology blends built environments and natural ecosystems.
Spark Brilliance.
Resumes SME Consortium
Rex Miller Futurist
About
Rex Miller is a futurist and workplace strategist with more than four decades in the workplace industry. He holds a master’s degree in strategic foresight and spent 25 years as a project manager and corporate executive before advising organizations, an outside-insider, objective enough to see what’s coming and practical enough to make it usable. He is the author of eight books, including Change Your Space, Change Your Culture; The Healthy Workplace Nudge; and The Commercial Real Estate Revolution, winner of CoreNet Global’s H. Bruce Russell Global Innovator’s Award. His “barnraising” research method convenes large cross-industry cohorts, seven multi-year studies, and over 400 contributors, producing findings that organizations translate directly into design standards and workplace strategy. A regular presence at NeoCon, IFMA, LCI and CoreNet Global, Rex helps leadership teams see the next five years clearly, and decide what to do about them now.
Apple + Unispace
Alisa Yu
Sally Augustin, PhD
Behavioral Scientist
Design Scientist
About
Sally Augustin, PhD, is an applied neuroscientist whose work informs the design of places, objects, and services that support desired cognitive, emotional, and physical outcomes/ experiences. Her consulting clients include organizations and individuals that use designed solutions worldwide. Dr. Augustin, who is a Fellow of the American Psychological Association, has written widely on science-informed design for a broad audience of people interested in the designed and natural worlds and is a 2024 TEDx speaker. Sally has holds leadership positions in numerous international organizations. Dr. Augustin has been on the faculty of Georgia State University (Welsh School of Art and Design) and held a research appointment at the University of California, Berkeley (Interdisciplinary Center for Healthy Workplaces; School of Public Health). She is a graduate of Claremont Graduate University (PhD), the Kellogg School of Management, Northwestern University (MBA, finance), and Wellesley College (BA, economics).
About
Alisa Yu is the senior research manager of Atlassian’s Teamwork Lab. She integrates insights from behavioral science, design thinking, and data science to study modern teamwork. Alisa has a PhD in Organizational Behavior from Stanford Graduate Business School, has consulted for Fortune 500 companies, and currently uses her expertise to design and evaluate innovative workplace practices. Her current research focuses on frontier teams– how they are adapting their ways of working, and the spaces they need to coordinate.
Spark Brilliance.
Spark Brilliance.
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