Workplace Strategy

W O R K P L A C E S T R A T E G Y

Creating places that​inspire wonder, connect communities and enable great things.​

Our vision

To transform the human experience through the power of design

Our mission

To create innovative, thoughtful and sustainable solutions with our clients

Our guiding principles Our customer, first We work every day knowing that we exist for our clients.

Innovative by design We make design excellence the constant.

Ethical always We insist on the highest moral standards from ourselves and others.

Fair and inclusive We respect everyone and appreciate the value in diversity.

Responsible We own the impact of our work.

Never stop learning We bravely explore our curiosities.

Make it fun We love what we do and celebrate the hard work.

Excellence beyond expectations For more than 100 years, our dedication to design excellence has produced exceptional spaces that enhance and enrich the human experience. We are a teamfocused organization, committed to empowering innovation, creativity and talent.

Respective Clients AIG - American International Group Akridge Real Estate Services American Chemical Society American Red Cross Bernstein Management Corp.

China Mobile Communications CITIBANK, N.A. CitiCorp Cobalt Credit Union Colliers Conagra Dollar General DRI Development First Data Resources, Inc. First National Bank Flagler Development General Electric Hearst Properties Hilton Hines Interests Jones Lang Lasalle Land Development Corporation Lidl U.S. Lockheed Martin Corporation Marriott Hotels & Resorts

McLane Corporate Headquarters MGM Mutual of Omaha National Retail Federation Noddle Companies Nokia Northwestern Mutual Life Insurance National Automobile Dealers Association Opus Group Regus Group Republic Properties Rockrose Development Corp.

Royal Caribbean Cruises, Ltd. Security National Bank Shamrock Development, Inc. State Farm Insurance Companies Stater Bros. Markets Sygnus Capital Sysco Target The Bernstein Companies The John Akridge Companies The Toro Company Trammell Crow Company Vestar Development Co. Voloridge Investment Management Werner Enterprises Westminster Investing Corporation

Meet our practice leadership.

Leif Eikevik

Farihah Oliver

AIA, LEED AP, WELL AP

NCIDQ, LEED AP

Associate, Market Sector Leader, Commercial LTEikevik@leoadaly.com

Senior Interior Designer FOliver@leoadaly.com

Kimberly Cowman

Heather Robbins

PE, LEED AP, HFDP

NCIDQ, IIDA, LEED AP, EDAC, WELL AP

Vice President, National Director of Engineering KRCowman@leoadaly.com

Senior Associate, Senior Interior Designer HERobbins@leoadaly.com

the hybrid work environment The office has always required agility but, in today’s time of rapid change, organizations are having to make incremental shifts to meet their goals. As employers navigate how to respond to these immediate shifts, they are also having to balance workforce preferences and organizational needs to shape how they will operate in a post-pandemic world.

A successful hybrid workplace will be able to facilitate both a valuable in-office experience and support, even encourage, a flexible digital experience. New themes are emerging and reshaping the future workplace: •

Immersive Technologies

•

Ubiquitous Collaboration

•

Reduced Densities

•

Focus on Human Performance

•

More Flexibility

•

Restorative Design

As organizations continue to embrace hybrid work policies, the design of the physical office becomes increasingly more relevant in supporting this transition and new way of work. The shift to hybrid work comes to the promise of added flexibility and adaptability. It can also result in higher employee satisfaction with increased work-life balance, reduce commutes, and cost savings. At the same time, the physical absence at the office threatens the fabric of the work environment and challenges its relevance.

a new landscape of work Unprecedented change and disruption are challenging the standards that have guided how, where, and why we work. By applying a deeper understanding of what makes people come together as a community at work, while addressing the advancements in technologies that enable greater flexibility and mobility, we are poised to re-define the future of work.

In today’s hybrid world, designers must focus on the specific set of requirements of an organization, with emphasis on who is using the work environment, who is not, and why. In today’s office, the true context for design are the people who activate and energize the work environment.

Traditional space standards and metrics can no longer be relied upon to yield expected outcomes. A new ONE SIZE FITS ONE approach delivers custom solutions that bear the unique fingerprint of an organization, are flexible to adapt to certain change, and build a stronger community at work. By identifying who is in the office, and who is not, we can better tailor the working experience to the individuals who use it most.

WORKPLACE DRIVERS collaboration + privacy

attract + engage

Hiring and developing motivated workers is critical to success and innovation. Space can help attract the right talent and help worke develop the skills needed to work in an interconnected world.

As organizations strive for innovation, employees need to be energized and engaged in order to put together diverse ideas in new ways. Collaboration is critical to the innovation process. People also need time alone to do their best thinking. Employees seek the right balance of privacy and collaboration in the workplace.

brand + culture

Living your brand means living in your brand.

Organizations are using space to foster the type of culture that fits their brand in an authentic way. Space can express organizational values and can be carried through the entire workplace to shape the behavior of employees.

resilient rea

Organizations are a than ever before. R create greater value in new and innovat

wellbeing

g

d n

ers

.

al estate

asking their real estate to work harder and smarter Resilient real estate leverages the workplace to e by anticipating change while supporting people tive ways.

The workplace should support the physical, cognitive and emotional wellbeing of workers.

Wellbeing in the workplace considers the whole person – the body and mind – and understands wellbeing as a systemic issue.

The workplace can help people be healthier, think better and feel happier.

culture

Understanding organizational culture is the key to developing a successful workplace strategy. Before pen meets paper, CRE and their teams must first be clear about where the company is headed from a business perspective and they must understand the organizational culture. Leadership readiness is important in aligning culture and engagement. Leaders must fully understand and embrace the organization’s culture, and be prepared to shepherd, champion and drive positive behavior in support of culture alignment with the organization.

A workplace that embraces an organization’s culture drives creativity for employees, leading to innovation.

communal

amenity-rich

work-life balance

holistic

DESIGNING FOR THE FUTURE Creating a workplace that delivers a more natural and desirable experience encourages people to converge and strengthen company culture.

Combining traditional work and life themes can transform the workplace into a vibrant, soughtafter destination.

people-focused

variety of settings

home away from home

experience-based

flexible

connected

WORKPLACE - MODES This is a list of activities that take place on a daily basis in the workplace. These activities can be done in-office or remotely. A successful work environment is planned with a mix of these modes.

Focus

Collaborate

Learn

Uninterrupted time to concentrate and tend to ‘heads-down’ work

Working with one or more people to achieve a goal, such as collectively creating content, brainstorming, etc.

Building knowledg in a classroom or a conversation with

Meeting Rooms

Training Rooms

Huddle Rooms

Conference Center

Workstations/Offices Quiet Rooms Phone Booths Remote Work/Work from Home

Virtual/Hybrid Meetings

ge, whether a structured peers

r

Socialize

Rejuvenate

Informal opportunities to come together and share knowledge

Downtime for your brain and body to refresh and recharge

Café

Meditation/Privacy Areas

Game Room

Exercise/Fitness Areas

Lunchroom

Outdoor Space

WORKPLACE - APPROACH Depending on an organization’s program, various types of approaches - individually or in combination - may be taken to plan the work space appropriately.

Cellular Space Fully assigned combination office and/or workstations

Open Plan Fully assigned majority open plan workstations

Hybrid Mixed use of unassigned and assigned workstation and support spaces

Activity-Based Fully unassigned workstations and support spaces

STRATEGIC PROCESS Through a tailored approach we gather critical information about an organization with an eye towards future planning and design. Each step in the process is designed to uncover a specific data set that, when combined, can paint a holistic picture of the organization’s operations, physical needs, its culture, and current work practices. The result of this process is a comprehensive analysis of the organization;s current practice coupled with recommendations towards future needs and work practices that will maximize operational resiliency, be flexible, and adaptable, and boost company culture.

1.

2.

Data Gathering

catalogue and analyze

vision workshop High-level interactive work session with key stakeholders to identify the organization’s culture, projections, and future goals

information gathering

Solicit feedback across the organization to understand work process, likes/dislikes, areas for improvement. Tools for information gathering include: Staff surveys | In-person observation | Focus groups | Occupancy data

3.

4.

benchmarking Compare and evaluate organization’s profile against industry benchmarks and the best practices

gap analysis Identify the difference between the current profile and potential future practices

Recommendations test and compare

workplace standards

5.

Propose targeted solutions for various work styles including: Focus | Social | Collaborate | Learn | Rejuvenate

6.

strategic plan

Quantitative document outlining requirements for existing and projected personnel, furnishings, equipment, operating procedures, security requirements, communications and adjacencies

blocking & stacking

7.

Develop adjacency diagrams co-locating groups and functions based on programmatic information

scenario planning Testing and comparing various program profiles will help determine the best fit for the organization

8.

CASE STUDY: ACS WORKPLACE SCENARIOS ANALYSIS ACS isPLAN in the process of consolidating operations into a single building, reducing their overall real estate by 45%.

PLAN ANALYSIS In theTYPICAL process, they have an opportunity to re-imagine their future work environment. LEO A DALY has conducted TYPICAL USE PER PERSON FLOOR METRICS TYPICAL USE PER PERSON TYPICAL FLOOR METRICS Average square footage per assigned seat/deskat leveraging ACS’ work-from-home and Average ratioworkplace of people/desks to collaboration spaces and a six-month strategy, planning, and re-stacking study aimed Average square footage per assigned seat/desk Average ratio of people/desks to collaboration spaces and meeting room seats. meeting room seats. remote work practices. Through this new strategy, ACS will not only consolidate operations, but also standardize spatial allocations,9increase square footage for collaboration and socialization, and add much needed wellness :1 9:1 : SPACES and rejuvenationPEOPLE spaces.

1 : 193 usf 1 : 193 usf PEOPLE : SPACES

PLAN ANALYSIS

1 : 1.2

1 : 1.2

PEOPLE : SEATS

PEOPLE : SEATS

TYPICAL USE PER PERSON

TYPICAL FLOOR METRICS OPEN CLOSED WORKSPACE Average ratio ofVS. people/desks to collaboration spaces and SPACE ALLOCATION meeting room seats.

OPEN VS. CLOSED WORKSPACE

SPACE ALLOCATION Average square footage per assigned seat/desk

9:1

45% OPEN

45% 55% PEOPLE : SPACES OPEN CLOSED

55% CLOSED

5% SOCIAL

1 : 1.2

PEOPLE : SEATS

23% COLLAB

19% OFFICES

10% CORE

10% CORE

7% 5% OPEN SUPPORT

1 : 193 usf

5% SOCIAL 23% COLLAB

19% OFFICES

7% 5% OPEN SUPPORT

31% CIRCULATION

31% CIRCULATION SCENARIO PLANNING | OCTOBER 23, 2023 | 44

SPACE ALLOCATION

OPEN VS. CLOSED WORKSPACE

SCENARIO PLANNING | OCTOBER 23, 2023 | 44

STACKING CONCEPT

SEAT COUNT WORK / COLLAB

FLOOR : SCENARIO

08: 2

21%

07: 3a 06: 2

45% OPEN

10%

55% 32% CLOSED 7% 5% 3%

19%

10% 5% 5%

32%

10%

10%

59 / 63

31%

10%

64 / 53SOCIAL

5%

33%

23% COLLAB

10%

59OPEN / 63SUPPORT

19% OFFICES

7% 5% 3%

10% CORE

33%

7%

5%

12%

22%

19% 5% 5%

27%

10%

70 / 80

04

10%

25%

19% 5%

31%

10%

52 / 41

03: 3c

7%

23% 5% 5%

31%

10%

64 / 77

33%

10%

72 / 71

18%

28 / 100

05: 3d

14%

02: 3b 01

19%

5%

6%

19%

10% 5% 5% 32%

7% 5%

27%

468 / 551

P1 P2 The stacking concept diagram is meant to illustrate the flexibility of the planning approach, where each floor can be laid out to meet specific end user needs.

31% CIRCULATION

SCENARIO PLANNING | OCTOBER 23

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SCENARIO PLANN

PLANNING ARCHITECTURE ENGINEERING INTERIORS

Leif Eikevik AIA, WELL AP, LEED AP Associate / Market Practice Leader, Commercial LTEikevik@leoadaly.com 651.324.1740 Farihah Oliver NCIDQ, LEED AP Senior Interior Designer FOliver@leoadaly.com 202.861.4625 leoadaly.com