Unispace Strategy Sample 1

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Strategy and space planning proposal Seagen

Firstly, thank you for the opportunity to submit a proposal in support of Seagen’s evolving workplace appraoch. Developing new ideas and strategies for an innovative workplace is an analytical and creative endeavor – we are excited for the opportunity to partner with you as you continue your journey.

We approached this proposal as an extension of our conversations thus far. We know your team is looking for fresh ideas, an evidence-based approach to design decisions, and in parallel, deliver on

Contents

Dear Dang,

the creation of workplace experiences that support your business goals. We believe your ambitious growth targets will need high-performance work environments that drives innovation, encourages new work practices, and attracts the very best talent.

Through a highly engaged process, we will partner with Seagen to generate data, provide analysis and synthesis, and deliver business cases, and deliver business cases with world class workplace recommendations. Here’s how: •

Workplace Research Data. Our tools, benchmarking and research methods move beyond the typical motivations for change to explore how Seagen can use the built environment to optimize flexibility and performance.

•

An Interdisciplinary Team: Our team is comprised of data analysists, social scientists, designers and architects, and cost estimators. Our team translates quantitative and qualitative data into ideas and design concepts based on research, not trends. We then consider cost and schedule implications and ensure we can deliver on time and on budget.

•

Design Technology: Our unique design platforms allow us to capture program requirements, space plan, and virtually prototype initial concepts. We can generate costs and timelines in real-time that ties directly to 3D models. This will allow Seagen a comprehensive comparison of multiple scenarios, enabling faster decision making.

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Change Management: Our unique approach to change focuses on changing minds and behaviors to better support key business objectives and reinforce the Seagen culture. We identify tools and resources that motivate and facilitate change, and enable employees to thrive.

Finally, we see this as an opportunity to establish credibility and trust with Seagen. We are excited and inspired by the potential to partner in developing the future of Seagen’s workplace experience.

Our team enjoyed developing this proposal because it required us to think about how we could incrementally integrate and support you in your new CRE role, and we also hope to have some fun doing it.

01 Your partner

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02 Strategy scope

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James Brown

03 Change Management

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james.brown@unispace.com

04 Team

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05 Fee

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06 Case studies

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Principal, Client Development +1 480 284 1052

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Your partner

Your partner

The Unispace story We aim to revolutionize the creation of workplace, by providing an agile end-to-end experience fit for today’s ever-changing global brands.

Unispace was founded in 2010. After ten years as a privately owned business that’s experienced unparalleled growth internationally, Unispace was acquired by leading private equity firm PAG. Today, the business continues to revolutionize the creation of workplace, with more than 5,500 workplace projects completed, presence across 26 countries, and 600+ employees worldwide. Unispace creates workplaces powered by collaborative client partnerships, delivered seamlessly across borders, and enabled by industry-leading intelligence and technology.

An end-to-end solution A seamless blend of strategy, design and construction that improves certainty, upholds vision and drives performance.

A global partner, connected to support projects anywhere in the world.

The Philosophy underpinning our methodology We deliver a seamless methodology with globally recognized talent collaborating on local projects from strategy to design and delivery.

W E H AV E

48 STUDIOS

COLLABORATIVE PARTNERSHIPS over 150 clients have chosen us for five or more of their projects.

The foundation of our approach We approach every project using the following five pillars: An integrated approach Agile and dynamic workplace creation, offering a frictionless end-to-end experience Client-centric attitude Working with clients, openly, collaboratively and without ego, every step of the way Everywhere local Genuine global connectivity, deep local understanding, and consistent levels of service everywhere

We call it Think Create Make.

Think Global intelligence-led strategy Organizations and their people attain the most value from workplaces built on strategy and research. We partner with clients to ask the hard questions, challenge convention, apply intelligence from one country and discipline to another, and ultimately develop solutions for a more profitable, effective and human business future.

Create Design-driven solutions Design brings people together to create ideas and better business outcomes. At Unispace, we set egos aside to create environments that engage, empower and inspire the people who inhabit them. Together with our clients, we translate strategy and business aspirations into spaces that unlock the potential of people, allowing them to do their best, most creative work.

Workplace intelligence The world’s best talent and an unwavering focus on workplace that drives improvement and creates industryleading insight.

Transformational technology Digital innovation that empowers smart decision-making and drives speed.

Make Risk-free delivery The conventional process of translating design into a built environment is broken; delays and cost-overruns are almost inevitable and are often borne by the client.

Unispace offers a risk-free delivery model, through a seamless and end-to-end integration of Design and Construction Teams. Our projects conform to budget from the outset and, not only meet schedules, but can be delivered faster and with costs controlled at every point.

O P E R AT I N G I N

26 COUNTRIES

ON

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CONTINENTS

E M PLOY ER O F

600

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PEO PLE

DELIVERED OVER

5,500 P R OJ EC T S I N +2 0 0 C I T I E S

AbbVie - Puerto Rico

Your partner

Seagen

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A client-centric global offering A global partner for our clients, we are connected to support projects anywhere in the world. Our global nature allows our design to be informed by the latest global trends to create world-class workplaces that are people-centric and culturally focused on your company.

We’re not just a design firm though - we are a design-led construction firm focused on revolutionizing the workplace.

OUR LOCATIONS Our global headquarters is in Sydney, Australia and our Americas’ headquarters is in Boston, Massachusetts.

THE AMERICAS Boston Austin Chicago Columbus Los Angeles Minneapolis New York San Diego San Francisco Seattle Toronto Vancouver

Regional Headquarters

EMEA London Amsterdam Barcelona Brussels Dublin Frankfurt Geneva

Bogota Buenos Aires Lima Mexico City Panama City San Jose Santiago São Paulo

Lisbon Madrid Milan Paris Rome Zurich

Studios Operating Locations Reach

ASIA PACIFIC Sydney Auckland Adelaide Brisbane Canberra Christchurch Darwin Melbourne Perth Wellington

Hong Kong Kuala Lumpur Singapore Mumbai Bangalore

Your partner

Seagen

Our methodology

Project designed better.

Delivered better.

Our methodology Phase 01 Strategy

Phase 02 Design Development

The conventional process of translating design to a built environment is broken: delays and cost-overruns are almost inevitable and are borne by the client. Our methodology is a risk-free delivery model that seamlessly integrates strategy, design and construction teams.

Our methodology Phase 01 Strategy

Phase 02 Design Development

Phase 03 Design Documentation & approvals

Phase 04 Construction

Project delivered up to 25% faster

How it works

Phase 03 Design Documentation & Approvals

Traditional design and construction teams are bound by rigid, sequential timelines and beholden to external cost estimators to value engineer the design at the end of the Construction Documentation phase.

Phase 04 Construction

Our integrated teams leverage progressive budgeting to evaluate the budget line by line every week as the drawings progress through Schematic Design and Design

Development. Together they explore project requirements, material options, construction methods and site limitations in real time with current pricing. This translates to a more complete, technically ready project, decreases the need for a time-consuming value engineering phase and increases the speed at which the project can progress to construction and completion.

Projects delivered on-time and within budget Our designs conform to budget from the onset and not only meet schedules, but can be delivered up to 25% faster and with costs controlled at every point.

Greater risk mitigation The use of our methodology to design and deliver your project can guarantee that change orders will come only from unforeseen field conditions or client driven changes. We assume 100% of the risk for design, budget, scheduling and construction when our clients choose to use our full methodology.

Traditional design delivery method Phase 01 Strategy

Measures of success Flexibility and scalability Our methodology is flexible and fully scalable. Whether we provide design only or full design and construction services, we take issues of buildability into account from the start to increase the speed and quality of project delivery.

Consistency of design and delivery locally and globally We recognize the importance of design and delivery consistency for clients in a single location or across continents.

We provide coordinated design documentation through quality assurance procedures.

Project completion

Progressive budgeting

Phase 02 Design Development

Hand off to Design Development

Phase 03 Design Documentation & Approvals

Hand off to Design Documentation & Approvals

Phase 04 Construction

Value Engineering Hand off to Construction

Project completion

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Strategy scope

Strategy scope

Seagen

Seagen example roadmap We have developed a workflow and process to integrate with your existing workplace initiatives and reinforce your data gathering capabilities. Our goal is to develop concepts based on evidence and data that will be socialized with leadership.

Concept models

Steering committee

Survey

Benchmark analysis

Visioning or leadership interview

Executive workshop

Steering committee workshop

Tech audit Focus group

Data lake development

Kit of parts and concept design

Space calculator and modelling tool

Seagen

Roadmap actions Steering committee

Scenario model

Your steering committee will be a partner to Unispace every step of our project journey. We will engage and exchange ideas during a working session to create a holistic employee and customer experience both within the office and working remotely.

After performing the work ready survey, interviews and other exercises, Unispace will develop three (3) Return to Work’ scenarios that will consider opportunities for Seagen to leverage days in the office and desk sharing that support new office search or retrofits of existing space.

Survey

These scenarios will be inclusive of all existing design guidelines Seagen may have in place, any modifications and space types that support ‘return to work’ and a clear approach to SF footprint and ROI to action these scenarios.

These surveys give Unispace team members a clearer picture of your workforce’s sentiment around returning to the office. Through these surveys the Unispace team will share an approach to days per week in the office and desk sharing that is benchmarked across other companies like Seagen.

Benchmark analysis We perform a scan of multiple market sectors and disciplines to identify emerging workplace and technology trends that may have implications on how the work environment is used in the future. We will work with your steering committee to identify peer companies and industries to research.

Steering committee workshop Your steering committee will be a partner to Unispace every step of our project journey. We will engage and exchange ideas during a working session to create a holistic employee and customer experience both within the office and working remotely.

Focus group Employee input is critical to our research, and focus groups allow us to gather information from many employees at once in a collaborative, interactive setting. Engaging users early in the process doubles as the first step of change management, offering contributors a sense of project ownership.

When employees feel their input contributed to decisions, they’re quicker to adopt changes in the new workplace.

We’ve not only embraced the in-person restrictions brought about by Covid-19, we’ve mastered virtual workshopping platforms to lead more effective focus groups than ever before. Virtual focus groups allow us to incorporate more voices, facilitate more efficiently, and leverage cutting-edge technologies to completely rethink activities.

Visioning or leadership interview One-on-one interviews with key representatives of the SeaGen team will help us refine project objectives and gather individual opinions about each person’s goals and desired outcomes for the future workplace. Individual sessions allow leaders to be candid about how they see the needs of the business changing and what support their people need to reach their outcomes.

Tech audit Working with your internal technology team and specialist technology consultants (if required), Unispace will perform a gap analysis of your organization’s current technology capability and what is required to support new workplace models under consideration.

Executive workshop Opportunities and ideas gathered during the discovery phase collide with the needs of your workforce defined in your Workforce Profile in the form of a kit of parts. This is a collection of space typologies that best support your project goals and the behaviors, needs, and expectations of your workforce. These form the baseline for the design concept. When paired with the space program, they provide the design team with the framework they needs to flesh out a space custom-built to suit your team.

Data lake development Once we have consensus around concept direction, we will create a data base with metrics and analytics around remote working percentages, potential sharing ratios, and a “kit of parts.” This data “lake” will power the space calculator and our modelling platform.

Manager interviews One-on-one interviews with the senior leadership team will elicit further feedback and build a deeper understanding of the specific needs of each part of the business. These sessions allow leaders to be candid about how they see the needs of the business changing and what support their people’s need to reach their outcomes.

Kit of parts and concept design Opportunities and ideas gathered during the discovery phase collide with the needs of your workforce defined in your Workforce Profile in the form of a kit of parts. This is a collection of space typologies that best support your project goals and the behaviors, needs, and expectations of your workforce. These form the baseline for the design concept. When paired with the space program, they provide the design team with the framework they needs to flesh out a space custom-built to suit your team.

Space calculator and modelling tool Based on the information captured in the Seagen Data Lake, we will use our StartBlock and Ugene technology to generate planning and program scenarios based on concepts we developed (in real time). We can adjust collaborative and individual work point ratios, amenities, support, and community spaces in any floorplan and immediately understand the implications in terms of space efficiency, usage, collaboration and culture. We can run simulations and test design performance against various criteria such as capacity, space adjacencies, access to amenities and daylight and cost.

Strategy scope

Seagen

Technology throughout the process

We have a suite of technologies that ensure accuracy and speed.

For this initial engagement, we will leverage our data-driven design platform and uniBIM. Cost modelling

Data-driven design

BIM 360

uniBIM

Accountability

Procore

24/7 access

Covid safety

OpenSpace

Veriwolf

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Automated scenarios

F i n is

Star t

Real time metrics

Virtual site tour

Automated scenarios

Clash detection

3D visualization Reality modeling

BIM comparison Badge scanning

Strategy scope

Seagen

Space Calculator

Space Calculator Status - Beta Testing begins October 2021 Status - Beta Testing begins October 2021

Performance data dashboard

Data from remote readiness dashboard feeds our space calculator to ensure all proposed scenarios are fed with real time Data remote dashboard feeds our space calculator to ensure all proposed sectorfrom and industry data toreadiness establish baselines. scenarios are fed with real time sector and industry data to establish baselines.

Cloud hosted for real time client collaboration:

Design Technology at Unispace

Establish ‘Kit of Parts’ and adjacency planning for space planning:

Compare remote and desk sharing scenarios::

learn

Where we are headed Design technology at Unispace

Desk sharing & work from home pulled from survey results:

Where we are headed

UGene - Generative Design Remote Work Readiness Surveys

Space Calculator Scenario Planning

UGene Generative Design

Understand workforce sentiment around return to work with a short and easily deployable survey.

Consider desk sharing and work from home scenarios fed by industry trends and ratios.

Upload existing or potential new location floor plans and validate program scenarios fit in physical space.

All results are fed into Unisapace’s ‘Data Lake’ and Work Readiness Dashboard to help Unispace teams establish industry bench marks and develop a client-centric approach to return to work.

Upload organizational data, portfolio information and design guidelines to evaluate possible scenarios that support space search and portfolio analysis .

‘UGene’ is an algorythm driven design portal that automates decision making based on design priorities and adjacencies established in the scenario planning phase.

Status - Beta Testing began March 2021

UGene - Generative Design

apply

Space- Beta Calculator program Status Testing began March bace 2021 budgets and design criteria are live linked into the ‘UGene’ generative design platform to test program scenarios agains physical space and evaluate fit, feasibility and market Space Calculator program bace budgets and design criteria are live linked into the ‘UGene’ generative design platform to test cost. program scenarios agains physical space and evaluate fit, feasibility and market cost.

1. Space budget and design priorities from space calculator linked into ‘UGene’

3. Map adjacencies and design criteria to ‘score’ and evaluate multiple design options:

2. Establish design criteria in ‘UGene’:

4. Evaluate proposed design for feasibility and cost impacts:

Consider design outcomes with real time ROI from Unispace cost database

INNOVATION CIRCULATION

CIRCULATION COMMUNITY

BEST VIEW

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Change management

Change management

Seagen

Approach to change management Seagen’s change experience will emotionally and cognitively connect with your employees, enabling them to thrive and succeed in their new workplace.

Three key elements to drive successful, lasting change

Fueled by Unispace’s four core differentiators Technology

Alignment

The foundation of all change is a strong vision and a plan for how to achieve it.

Pushing the boundaries of what’s possible to create the most informed outcomes

Use technology to gain insight into real-time sentiment towards change

Deploy sensors and IoT to measure KPIs, identifying areas for improvement

Facilitate blended collaboration to ensure wider participation

Data benchmarking

Research

Subject matter experts

Less communication, more focus on orchestrating experiences

Make the change experience relevant, fun, and seamless

Use a wide array of tools and resources to keep experiences fresh

Evidence

Facilitation

Less talk, more facilitation: involve your people in the process to foster ownership and pride.

Scientific studies, data, and behavioral experts inform our offering and your change engagement

Experience

Positive experiences create good outcomes so we focus on elevating the workforces experience

Measurable Outcomes

We focus on defining, measuring and tracking outcomes so we understand what success looks like and ensure you achieve it.

Equity

We believe all of your people have equal stakes in the change and should be incorporated into the plan for success

Ensure equity at every stage

Cater for all personality types and learning styles

Install a variety of feedback mechanisms

Harness technology to widen participation and support

Change management

Seagen

Change management

Post-covid transformational change

COMMUNICATE LESS, CHANGE MORE. Communication

Communication

The covid pandemic has shifted our perceptions and expectations for what “work” means. As organizations adapt and support the evolving needs of their employees, the workplace has become a catalyst and enabler of new work practices and experiences. The workplace has become an organizational asset.

Facilitation

For Seagen, this may have significant implications around why, when, and how employees use the workplace in the future. Furthermore, there will be new “rules of the game, ”new etiquette, protocols, and desired behaviors that will require Seagen not simply to manage change, but to curate transformation.

Generate leadership agreement around the future of work at Seagen to enable organizational goals

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Communicate less, change more

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4

Enable employees to thrive

With that imperative in mind, we see five objectives for the change program at Seagen:

Motivation

Facilitation

Motivation

TRADITIONAL THINKING

OUR THINKING

More communication, less facilitation

The right communication, more facilitation Click here to learn about our Change Management approach

Changing the workplace involves changing attitudes & behaviors.

Companies spend considerable time and money reacting to and managing change, operating under the assumption that change can be managed. When business is interrupted or conditions change, people tend to get defensive. Leaders and consultants gather, prepare a game plan, identify the “burning platform” (we must change or else!) and follow a prescriptive “10 step” plan to bring employees along—as if containing and mitigating the change itself, is the goal. The reality is that if your platform is burning, it’s probably already too late.

That’s why the term Change Management has a bad reputation.

The term has become a euphemism for unpopular corporate initiatives that involve taking something away from employees.

Google the term and you will be sure to find numerous anecdotes and statistics about why change efforts fail.

When change is something that needs to be managed, conformance and compliance become the focus, rather than motivation and engagement. This approach requires us to put people at the center of our process. We look to the behavioral sciences to develop a journey that focuses less on communicating, and more on facilitating and motivating the adoption of new ways of thinking and working.

By focusing more on the adoption of change, rather than simply creating awareness around it, we develop change experiences that emotionally and cognitively connect with our audiences. We provide tools and resources that enable employees to thrive and succeed in their new workplace.

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Align the vision

Encourage Ownership

Engage your workforce in the change process to motivate and facilitate adoption of new behaviors and optimal work practices

Focus on workforce needs and facilitating adoption over awareness of initiatives and dictating requirements

Focus on high impact change solutions that provide the tools and resources employees need to thrive in a new work environment

Change management

Seagen

Stakeholder analysis sample At the outset of the change process, we will evaluate each teams points of resistance and identify the right tools and resourcess to facilitate a positive change experience.

Stakeholder Analysis Example Stakeholder

•IT •Commercial Infrastructure •FBS & Quality •Legal & Compliance

Who Are The Influencers On The Team?

• L1 • Direct Reports • HR Business Partner

• Client relations leader

Marketing & sales

Research & development

• Team managers

W h at I s t h e Current Attitude About Change?

• Excited/ Jazzed • Some IT skepticism

• Uncertainty around schedule • Unsure about the level of disruption

• Unsure about project drivers (why are we doing this?)

• Uncertainty - wait and see

W h at A re The Points of Resistance?

• Worried about low panels • Introverts ‐ Some feel different about collaboration ‐ More worried about business disruption • Lack of privacy • Lack of empathy • Managers not listening to employees about Obeya rooms • Storage concerns • Concerned about the level of business disruption during the moves of others into the adjacent swing space(s) • Some will need to move into new locations (but old furniture) to make room for a contiguous swing space in the pod plus move again for their renovation

• • • •

Introverts Privacy Lack of empathy Engineering disconnect with managers

W h at i s a w i n f o r t h i s g r o u p?

• For groups to sit all together • Cool factor • More visual wall space • Some storage • Sit/stand desks

• Clear understanding of what is happening, why they are moving, and when

• Obeyas – speed performance

Change management

Seagen

Sample change management activities The chart below is a sample of our change management activities. For each client, we identify a unique set of options that are “High Impact” based on the degree of change and gaps in skill or awareness.

Activities Analysis and Roadmap

Minimum scope

High impact

High touch

Activities

Gather and assemble content

Define opportunities (and scope levels)

Create and distribute newsletter

Core Change Team Check-ins Develop meeting cadence and agendas Facilitate meetings Complete follow-up items Power User Engagement Define engagement opportunities Help identify change champions Develop session cadence and agendas Facilitate meetings Content Development and Distribution Flexible workplace playbook User and space types Etiquette and expectations Space booking Policies and procedures Key technology guide Newsletter / regular outreach Create newsletter template Define cadence and schedule

High impact

High touch

Coordinate feedback activities Gather, analyze, and incorporate feedback In-Office Social / Celebratory Events

Create user outreach / engagement plan

Define event opportunities and schedule

Purchase domain and build website

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Social media Create campaign structure and schedule

Plan and coordinate event activities Help with client (broker) walkthroughs and networking events

Create content for posts

Staff training

Monitoring of platforms

Personalization Sessions / Walkthroughs

Video content (Vlogs) Create framework, topics, and schedule Develop scripts and storyboards

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Create framework for each team Co-create objectives and run of show Lead personalization sessions 3 training sessions

Interview and direct subjects

Development of framework and content

Produce and post final content

Facilitation of trainings

Engagement Town halls / webinars Create framework, topics, and schedule

High impact

Define opportunities to gather feedback

Develop site framework

Continuous updating

Minimum scope

Employee Feedback

Interactive Microsite

Incorporate ongoing updates

Activities Engagement (continued)

Content Development and Distribution (continued)

Stakeholder analysis Create opportunity roadmap

Minimum scope

Next steps and actionable items Post-occupancy Survey

Develop and co-facilitate sessions

Create survey

Gather feedback and own follow-ups

Analyze survey results Develop strategy for incorporating insights

Legend Minimum scope High impact recommendations

High Touch Options + High Touch Plus

High touch

Change management

Seagen

Recommended change management activities Stakeholder analysis

Short-Form Videos

The foundation for all change management planning and engagement, the Stakeholder Analysis determines your readiness for change opportunities to better support project success. Not everyone is affected equally, nor do they feel the impact the same way. Therefore, we separate stakeholders into key groups and identify potential impact, current impressions, and knowledge gaps to determine overall change readiness and define a roadmap forward.

Video content is quick and easy to produce. Write some talking points, pick a fitting location, get in the right lighting and start recording with your phone. And it’s powerful! Direct messaging from leaders, power users, and coworkers on key information for the new office, helps your employees feel informed and supported and can foster excitement for the new office. We’ll help you define a schedule and types of content to record for these videos.

Opportunities and scope levels

Engagement activities

The stakeholder analysis gives us the information we need to define a bespoke change management plan with unique opportunities to support your people. We identify who each activity is meant to support and how it is meant to impact the overall outcome. We’ll also identify high impact, low investment solutions for driving major change as well as some higher touch options to further engage your community.

Much like content, there are many ways to engage the Seagen community. However, it’s critical you pick the right mix and interval activity to keep up excitement without overdoing it. With a smaller office, it’s easier to give your staff more personalized attention, and we recommend taking advantage of that opportunity.

Town Halls and Webinars

Opportunity roadmap Making change happen requires a well-timed plan. We’ll take our change management engagement recommendations and align them with your project schedule to help you get a sense of when each activity should start, who should be involved, and how they work together to create a comprehensive initiative.

Power user engagement We help identify Power User teams that become advocates and project liaisons between staff and the core project team. These are often a combination of users you would identify as early adopters and a few people who were initially resistant to change but have come around to see the benefits of the project. Remember, a converted resister is often the best—and most convincing—asset for bringing others on board. We’ll work with you to determine how and when to incorporate Power Users into your change engagement activities.

Content development and distribution There are many types of content that can help drive change. However, we believe the two most crucial and impactful options for the Seagenoffice are a Flex Work Playbook and short-form Video Logs.

Flex Work Playbook A playbook pulls together the critical components to inform and guide users on how to use the new workplace: users and space types, etiquette and expectations, space booking, policies and procedures, and key technology information. This serves as the foundation for many engagements and knowledge sharing and is the source of truth for engaging with the new environment.

Town Halls and Webinars are a critical base effort that can be executed remotely or in person and offer key opportunities to gauge employee participation and gather feedback. Gathering feedback is critical to keep your staff feeling engaged and supported. Incorporate feedback into future sessions so they hear you’re listening and responding to their concerns and needs.

Staff training It’s difficult to stay engaged with formal training modules—especially in our current reality when everything is digital. Give your employees a break from the digital, and avoid the resources needed for formal training sessions by running in-person walkthroughs. Guide employees through all of the new space types, etiquettes, and technologies, taking the opportunity to highlight all the benefits for them. Additionally, they get an opportunity to see everything before they come to work the first day and ask any questions they might have.

Post-occupancy 3-6 months after move in, we recommend surveying the affected population to determine what has changed in their self-reported behavior or attitudes about the organization or environment.

We can compare responses to pre-project responses to gauge our success and identify areas that could use optimization for Day 2.

In-Office Social / Celebratory Events Your staff miss interacting and socializing with one another, and they’re excited for (or maybe a little skeptical of) the new office. We recommend organizing social events to bring people into the new office to celebrate key milestones of the project. Let them see what’s happening, and help them experience first-hand the investment and effort you’re putting into a new office that is built to support them.

Client (Broker) Walkthroughs This is also a great opportunity to bring in your clients (brokers) to show them your new investment. We can help you coordinate how best to host some of your most important guests for walkthroughs or networking events.

KEY Minimum scope

High impact scope recommendations

Change management

Seagen

Sample change management roadmap Activities

Month 1

Month 2

Month 3

KEY Strategy

Month 4

Month 5

Month 6

Month 7

Month 8

Steering committee development Visioning session 1:1 interviews Space program development Stakeholder analysis Change engagement opportunities and roadmap Communication and engagement development Playbook Development Change champion engagement Website development Monthly newsletters Town halls Leadership vlogs Training and personalization Move coordination Day one experience Post occupancy evaluation Ongoing change integration

Regular updates

Base change management

Month 9

Month 10

Month 11

High impact change scope

Month 12

Month 13

01 02 03 04

04

Team

Team

Seagen

Team introductions

James Brown Principal, Client Development

Albert De Plazaola Global Principal, Strategy

Alex Palmisano Senior Associate, Strategy

Kendall White Consultant, Strategy

Daniel Bender Senior Associate Change Management

Aimee Collins Principal, Design Support

Principal, Client Development Jim plays an integral role in Unispace’s plans to strategically grow its designbuild business, with emphasis on client partnerships. He focuses on project solutions and client satisfaction, assuring Unispace teams from Strategy, Design, Pre-Construction and Construction are fully integrated and deliver on our quality, financial and schedule commitments. With a diversity of service provider roles, and experience in many vertical industries and international project delivery, Jim is uniquely qualified to help our clients achieve outstanding outcomes on projects and across their portfolios.

Albert is a strategy consultant with over 14 years of experience in peoplecentered design and change strategies for private and public institutions. By leveraging design thinking and a usercentric approach, Albert moves beyond the typical motivations to explore how meaningful change can occur to foster greater organizational responsiveness, adaptability and innovation.

Alex has 15 years of experience in the architecture and construction industry, having worked with a wide range of clients. As a workplace strategist, technical architect, design technologist, and design and construction project manager, Alex always “starts smart” by strategically bringing design and construction best practice every project. Re-joining Unispace in 2021, his recent experience managing design and construction for Compass Real Estate expansion projects gives Alex a clear understanding of how to support portfolio level decision making and project execution.

Kendall lends more than 3 years of innovation and design thinking experience. Strategizing at many levels of a company’s value chain, she combines holistic evaluation with data to generate sustainable and equitable solutions for her clients. Kendall believes that fresh approaches to problems and a commitment to communityfocused design will catapult companies into a new way of thinking about the workplace. She values collaboration, spunk, and user empathy.

Daniel has led qualitative and quantitative research studies for a variety of Fortune 100 companies, translating findings into comprehensive workplace strategy and change management plans. He excels in facilitation and is excellent at workshop development, field research, and stakeholder and user interviews, to name a few. Daniel has a unique ability to tap into his teammates abilities to create superior project outcomes.

When not in the office, Daniel can be found outdoors year round, enjoying kayaking, biking, running or skiing, depending on the time of the year.

Aimee has practiced interior architecture for over 20 years, serving as an interior designer and planner for corporate, hospitality, multi-family, and retail spaces. Her practiced approach of establishing communication and collaboration chains early in the project process, combined with her innovative and enduring design expertise, makes her an invaluable asset. As Design Director for the Seattle team, Aimee ensures her client’s vision is effectively implemented while adhering to budget and schedule requirements.

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Fee

Fee

Seagen

Terms and conditions Owner’s Responsibilities

Sign-Off

A. Owner shall provide full information regarding the requirements and budget for the Project and Architect and its consultants and their respective representatives and agents (hereafter “Architect”) shall be entitled to rely on the accuracy and completeness thereof. Owner, for its own benefit may, from time to time on its own or retain others to perform certain tests, inspections, and analyses or other information and materials for use by Architect.

Architect may and is expected to rely on such tests, inspections, analyses, opinions, data, reports, materials and other information without the need for independent evaluation and/or verification.

Moreover, Owner agrees to indemnify, defend and hold Architect harmless from any and all losses, damages, and claims of any nature which may in any way arise out of or in connection with the use by Architect of the tests, inspections, analyses, opinions, data, reports, materials and other information prepared by Owner or others and furnished to Architect in connection with this Project.

At each milestone, Unispace will seek sign-off documents produced in the delivery of the services provided for in the agreement with the Client. In signing-off these documents, the Client or its representative acknowledges the documents represent an accurate statement of the Client’s requirements which, if subsequently varied by the Client or its representative, will be considered to be a variation to our services, the cost of which is payable by the Client upon receipt of a Service Variation Notice (SVN).

B. Architect’s Scope of Services does not provide for continuous supervision or exhaustive inspection of the work performed by the Contractor or subcontractors.

C. If Owner or Contractor becomes aware of any discrepancies, errors, or omissions in the Contract Documents, or of any unanticipated job or site conditions, or of any fault or defect in the Project or nonconformance with the design documents, or of any proposed field revisions, prompt written notice thereof shall be given by Owner to Architect.

D. Owner has the responsibility for the cost of construction and any costs that vary from or exceed any estimates or budgets.

Contractor’s Responsibilities Architect shall be responsible only for the design shown in Architect’s Contract Documents. Owner shall specifically hold Architect harmless from any and all claims or damages arising from or relating to the Contractor’s failure to properly perform the work. Furthermore, Architect shall not be responsible for or have control over the means, methods, procedures of construction, dimensions, quantities or instructions for installation or performance of equipment or systems designed by the Contractor or site safety precautions employed by the Contractor or subcontractors on the Project, which remain the sole responsibility of the Contractor.

Standard of Care Architect will perform services under this Agreement, consistent with that level of care and skill ordinarily exercised by members of Architect’s and its consultants’ profession, practicing under similar circumstances in the same or similar locality in the same period of time. No guarantees or warranties are included or intended in this Agreement or in any representation, opinion or otherwise of Architect. This representation and warranty are in lieu of all other warranties and representations, either express or implied.

Use of Architect’s Documents Documents prepared by Architect are Instruments of Service for use solely with respect to this Project.

Architect retains all common law, statutory and other reserved rights, including the copyright thereto.

Provided owner is not in default under this Agreement, and payment in full of all fees due, Architect will supply owner with a full, exclusive, non-revocable license to use the instruments of service. However, such documents are not intended or represented to be suitable for use by Owner or others on extensions of the Project, for completion or implementation of the Project by others, or any other project. Owner further agrees to waive all claims against Architect resulting in any way from unauthorized changes or use of the Instruments of Service or completion of the Project without Architect’s involvement

Construction Administration Services A. If Architect is required to assist Owner in bidding or in determining whether cause exists to terminate a contractor, pursuant to the terms of this Agreement or the construction contract, then Owner agrees to indemnify, defend and hold Architect harmless from

any and all losses, damages and claims of any nature, which may in any way arise out of Architect’s rendering of good faith advice to Owner on these topics.

B. Architect’s visits to the construction site shall be for the sole purpose of becoming generally familiar with the progress and quality of the construction work within Architect’s scope and to determine in general if the work, when completed, will be in accordance with the Contract Documents..

Termination, Suspension or Abandonment A. In the event Architect does not receive payment when due, Architect, or Owner, may terminate or suspend services without breach of contract upon giving other seven (7) days written notice. In the event services are terminated or suspended, Architect has no obligation to deliver documents and any consequences (including delay) resulting from such termination or suspension are the sole responsibility of Owner. Architect shall be compensated for all services performed up to the date of termination together with all reimbursable expenses then due.

B. Failure of Owner to make payments to Architect in accordance with this Agreement shall be considered substantial nonperformance and is sufficient cause for Architect to either suspend or terminate services.

Limitation of Liability There are a variety of risks which potentially affect Architect by virtue of entering into an Agreement to perform professional services on Owner’s behalf. In order for Owner to obtain the benefit of a fee which does not need to account for unlimited risks, Owner agrees to limit Architect’s liability to Owner. To the fullest extent permitted by law, the total liability of Architect with regard to the Project under any and all theories of liability shall be limited to the Architect’s available insurance coverage for the Project. Limitations on liability provided in the Agreement are business understandings between the parties and shall apply to all theories of liability, including negligence, strict or statutory liability, or any other cause of action.

No Personal Liability No director, officer, shareholder, employee, representative or agent of the Architect or Owner shall have any individual liability to other.

Mutual Waiver of Consequential Damage Each party waives consequential damages for claims, disputes or other matters in question arising out of or relating to this agreement.

No Third Party Beneficiary.

Nothing contained in this Agreement shall create a contractual relationship with, or a cause of action in favor of, any other person.

Insurance A. Owner is obligated to carry adequate liability, property and fire insurance on the property where the Project is located for the duration of this Agreement and construction of the Project.

Owner must present Architect with a certificate of insurance upon the signing of this Agreement.

B. Architect must carry & keep current insurance coverage, including worker’s compensation insurance, general liability insurance, professional liability insurance. Architect shall provide Owner with copy of certificate of insurance, listing owner as additional insured.

Mediation/Litigation A. In addition to, and as a condition precedent to litigation, the parties shall endeavor to settle claims or disputes by non-binding mediation, in accordance with the Construction Industry Mediation Rules of the American Arbitration Association then in effect, unless the parties mutually agree otherwise. Any mediation shall be conducted in Washington.

B. If mediation fails to resolve the claims or disputes, then all claims, disputes or other matters in question arising out of or related to this Agreement shall be determined in a court of competent jurisdiction located in Washington.

C. This Agreement shall be governed by the laws of Washington.

D. Both parties specifically waive their right to a jury trial to resolve any and all claims, including but not limited to those sounding in contract, tort or statute, against the other arising out of or connected in any way to the Project or this Agreement because the parties hereto believe that the complex commercial and professional aspects of their dealings with one another make a jury determination neither desirable nor appropriate.

Limitation on Years to Bring Claim

Betterment

Any and all claims and/or causes of action between the parties arising out of or relating to this Agreement shall be brought by either party within two (2) years of substantial completion of the Project or termination of this Agreement whichever is sooner.

If due to Architect’s breach of the standard of care, any required item or component of the Project is omitted from Architect’s construction documents, Architect shall not be responsible for paying the cost to add such item or component to the extent that such item or component would have been otherwise necessary to the Project or otherwise adds value or betterment to the Project. In no event will Architect be responsible for any cost or expense that provides betterment, upgrade or enhancement of the Project.

Assignment of Claims Neither party shall assign nor transfer its interest or any claim arising under or related to this Agreement, including interest in and claims for any moneys due or to become due, without the written consent of the other party. Any such assignment or transfer shall be deemed void and invalid, the assignee shall acquire no rights as a result of any such assignment and the non-assigning party shall not recognize any such assignment.

Services Agreed Upon:

Access to Site Architect shall have access to the Project site at all reasonable hours and shall be permitted to photograph the Project during construction and upon completion for its records and future use. Architect shall have the right to take photographs and make other reasonable promotional use of the Project, with owner’s permission, and Architect shall be given appropriate credit on all construction signs or other promotional materials concerning the Project.

Hazardous Materials Architect shall have no responsibility for the discovery, presence, handling, removal or disposal of or exposure of persons to hazardous materials in any form at the Project site, including but not limited to asbestos, asbestos products, polychlorinated biphenyl (PCB) or other toxic substances.

Hidden Conditions The Instruments of Service are based on observable conditions. A condition is hidden if it is concealed by existing finishes or cannot be investigated by reasonable visual observation. In the event Architect, in the performance of the services, uncovers a hidden condition, Architect shall immediately bring condition to attention of the owner, but, Architect shall not be responsible for costs associated with repairing, restoring, removing or otherwise correcting said condition. Architect shall have no responsibility for hidden conditions or any subsequent damage to persons or property related to any hidden conditions.

Client

Date

Unispace

Date

01 02 03 04 05 06

06

Case studies

How will we implement the borderless office across the globe?

Case studies

Client | MULTI-MEDIA COLLABORATION (EXAMPLE) Innovation Hub (T1V Room) INNOVATION

Global pharmaceutical company

FUNCTION

PLANNING PRINCIPLES

DASHBOARD

Reservable space for teams to collaborate both in person and virtually. The integrated technology will support a more interactive approach to collaboration, conducting workshops, and brainstorming.

Located in close proximity to dynamic work zones.

ASSIGNABLE

PRIMARY

BOOKABLE

SECONDARY

NON- BOOKABLE

MEETING

SPACE TYPE * The scale to the right indicates how the space type is categorized PROBLEM SOLVING

Multiple locations

INNOVATION

COMMUNITY

SUPPORT

HIGH FURNISHINGS

IT REQUIREMENTS

•

•

Modular furniture items with acoustic properties Multiple working heights Additional components to consider are: acoustic wall panels, dimmable lighting; draperies for more control over acoustics and light glare Credenza for rack or storage of IT items for room users Design and branding should be aligned to Client Guidelines

• •

•

•

O N -SITE

IN PERSON FIRST

W E E K LY MEETINGS

VIRTUAL FIRST

F U L LY V I R T U A L

On Site Daily (100%)

On-site 3-4 days per week

On site 1-2 days per week

On-site for sprints or monthly

On-site semi-annually or quarterly

•

•

•

MEDIUM

Various mounted screen sizes could be needed: 6X1 portrait video wall with an appliance running the T1V ThinkHub software, or of 98”, 86” and 75” displays A camera at front wall for Webex and Microsoft Teams meeting participation Microphones and speakers will be placed to accommodate overall audio coverage in the room A small touch panel for display on/off and audio control

LOW

BEHAVIORS * The scale to the right indicates how the space supports work behaviours

FOCUS

SOCIAL

COLLABORATIVE

QUIET

HIGH MEDIUM LOW

*PLEASE CHECK SHAREPOINT FOR LATEST IT INFORMATION

Study - Borderless Office Borderless Office - Minimal traditional individual workpoints

Potential Space Types • • • • • •

Traditional Primary Workpoint Touchdown Area Booths Side-by-Side Table Huddle Rooms Innovation Rooms

Potential Space Types • • • • •

Traditional Primary Workpoint Touchdown Area Cafe Booths Huddle Rooms

Potential Space Types • • • • • •

Touchdown Area Side-by-side Table Stand-up Meeting Huddle Rooms Duo Rooms Project Rooms

Potential Space Types • • • • • •

Touchdown Area Communal Tables Duo Rooms Project Rooms Smart Labs Team Rooms

Potential Space Types • • • • •

Touchdown Areas Duo Rooms Innovation Rooms Large Meeting Rooms Cafe

1

FOCUS POD

6

C O M M U N A L TA B L E

11

HUDDLE ROOM

1

4

2

SIZE up to 200,000 sqft up to 18,000 sqm INDUSTRY Pharmaceutical/Bio SERVICES Strategy Design Delivery

W O R K S TAT I O N

7

BOOTH

12

10

MEETING

Our team engaged with the client on the Deerfield campus project initiative to consolidate their staff of 14,000 from 3 buildings into 2 buildings. Our work began with strategy sessions that determined that the teams didn’t have the spaces they needed for the way they wanted to operate.

Working with a consultant, we developed a website displaying the output of the strategy and the practical approach to support the consolidation.

3

13

Creating dynamic workspace that encourages collaboration and embraces the company culture.

We have worked with this client on multiple projects globally, included work with Shire.

On our most recent project in Zurich we created ‘one campus’ by introducing new environments that reinvigorated the reception area, flexible conference space and workspace that reflected their values. One of the key drivers was wellbeing, the final project maximized light, uses international plants, sit-to-stand desks and outdoor workspace to support work-life balance.

7

5 3

LI BR ARY

8

T H I N K C AV E

13

15

CENTRAL HUB / CAFE

8 6

9 4

TOUCHDOWN

9

I N N O VAT I O N HUB

14 14 M U LT I - P U R P O S E 11 12

5

FLEX OFFICE

10

DUO ROOM

15

CONCIERGE

16

HOME OFFICE

T E M P O R A R I LY O R P E R M A N E N T LY A S S I G N A B L E BOOKABLE NON-BOOKABLE

Fluke’s new workplace promises to deliver a new and inspired employee experience. With new opportunities for collaboration and teamwork, as well as areas for staff to get away and focus, or take a private phone call. The new space has a fresh approach to branding, using a variety of colors and accents to better reflect who and what Fluke represents.

Case studies

Fluke

Everett WA, USA

Fluke Corp. Fluke 13 December Corp. 132016 December 4 2016

4

HowHow We Did WeItDid It

Activities:

Fluke Corp. 13 December Fluke Corp.2016 13 December 4 2016

How We How Did WeIt Did It

Fluke Corp. 13 December 2016

4

4

EXECUTIVEEXECUTIVE VISIONINGVISIONING SESSION SESSION UTILIZATION UTILIZATION STUDY STUDY SENIOR LEADERSHIP SENIOR LEADERSHIP INTERVIEWS INTERVIEWS EMPLOYEEEMPLOYEE SURVEY SURVEY

How We Did It

30,170 30,170 Observations Observations over 5 over 5 days days

SIZE 26,000 sqft 2,415 sqm INDUSTRY Technology / Communications SERVICES Strategy Design Delivery

WORKPLACE WORKPLACE STRATEGY STRATEGY

7474 307 307 Leadership Leadership

Online survey Online survey Responses Responses

interviews interviews

EXECUTIVE VISIONING VISIONING SESSIONUTILIZATION STUDY UTILIZATION STUDY SENIOR LEADERSHIP SENIORINTERVIEWS LEADERSHIP INTERVIEWS EMPLOYEE SURVEY EMPLOYEE SURVEYWORKPLACE STRATEGY WORKPLACE STRATEGY Integrating both hardware and software, Fluke isEXECUTIVE the SESSION premier global provider of industrial and electronic test equipment.

EXECUTIVE VISIONING SESSION

Fluke initially approached us to conduct workplace strategy for their entire company but quickly expanded the scope to incorporate design, delivery and change management. With a primary need for employee retention, the project’s goal was to shift teams to an activity-based work environment and update amenity spaces such as the on-site cafeteria and fitness area.

In addition, a central work hub was created to better foster collaboration, efficiency, and utilization, all while accurately reflecting Fluke’s position as a market leader in the test equipment industry.

This workplace approach represented a significant shift from their traditional cubicle and office environment to a more open and collaborative neighborhood concept.

As a result, we worked with the Fluke team to create a comprehensive Change Management approach.

We structured a change program that varied in intensity and activity levels in accordance with the schedule and timeframe of the project through design development, move-in and beyond. Activities include, a town hall gallery walk, etiquette discussions and a graphic welcome booklet. At all stages, we sought involvement or input from employees and stakeholders in order to make certain that our engagement activities and communication truly prepared users for the transition. Equally important, these activities also helped keep teams excited about the move and allowed for the resolution of many issues or concerns in anticipation of and throughout move-in.

In post occupancy focus groups, employees report that the new environment has led to higher and more effective levels of collaboration, increased internal mobility and more chance encounters with members from other teams. A formal post occupancy survey is planned for later this year.

UTILIZATION STUDY

SENIOR LEADERSHIP INTERVIEWS

EMPLOYEE SURVEY

WORKPLACE STRATEGY

7474307 307 307

30,170 30,170 30,17074

Observations over 5 Observations Observations over 5 over 5 Leadership survey days LeadershipLeadership OnlineOnline Online survey Responses survey days days interviews ResponsesResponses interviews interviews

Readiness & Communication Road Map Kickoff Meeting

Leadership Check-In (Executive and Manager Team)

Change Advocate Meeting #1

Town Hall (all pods)

Change Advocate Meeting #2

Change Advocate Meeting #3

Change Advocate Meeting #4

Leadership Check-In (Executive)

Town Hall (B pod only)

Move In Date

Change Advocate Meeting #5

April 11

May 22-24

May 22-25

May 22-26

May/June

June

July

August

August

August 28

May x

• Kiosk in Café with design team the day of Town Hall

• Email to announce Town Hall

• Email updates

• Welcome guide to new space to B Pod

• Internal website with project info, updates, FAQ

• Podcast about the project • What to expect in the move and after the move

Case studies

Seagen

Boston Scientific Multiple Locations, Worldwide

SIZE from 5,000 to 200,000 sqft from 450 to 18,580 sqm INDUSTRY Pharmaceutical / Bio Manufacturing SERVICES Strategy Design Delivery

Our global presence informs local understanding to enable Boston Scientific’s staff to focus on their mission rather than office logistics.

As a worldwide developer, manufacturer and marketer of medical deTakedas, Boston Scientific has offices across the globe with widely ranging cultures. Their mission is to transform lives through innovative medical solutions, however their disjointed offices were becoming a hindrance, lacking in technology, collaborative spaces and the open dynamic environment that they need to compete in their changing industry.

Using our unique methodology, we looked at how we could bring more interaction and unity to their spaces across the world.

Through various leadership workshops, test-fits, scheduling, and budgeting, Unispace teams worked with Boston Scientific to establish spaces that would

satisfy their current and long-term needs.

By pairing local teams with global oversight, we brought an understanding of local design and delivery practices to their workplaces, while incorporating global standards.

With emphasis on flexibility, we incorporated informal, communal, and open spaces into our designs to promote interaction, communication, and brainstorming while more formal areas were added for confidentiality and privacy.

Each space includes tools and technology to support collaboration and encourage cross department interaction. To enhance productivity and a sense of well-being, natural light was integrated as much as possible.

unispace.com © Copyright. Unispace Global Pty Limited 2021. All rights are reserved. Not to be reproduced, published or communicated for commercial purposes without Unispace consent or except as permitted by applicable law. No moral rights are waived by any author. The concepts, insights and methodologies in this document and any associated presentation are owned by, and confidential to, Unispace, are shared for consultation purposes only with you personally (and not with your assignees, successors or affiliates) and must not be used or disclosed by you for any other purpose without Unispace consent. Any recommendations or representations made in this document or any associated presentation are only preliminary in nature and no reliance should be made by you on such recommendations or representations unless adopted in a binding legal contract with Unispace.