Brochure | Ziegler Cooper Architects

workplace performance analysis

consideration

Workplace Performance Analysis The reality of how organizations work day-in and day-out is sometimes more evident in what happens in the back-ofhouse (the workplace) where people work, where products are created, services performed and administration applied, than in the more highprofile, front-of-house areas such as reception lobbies, boardrooms, and executive offices.

The workplace not only reflects an organization’s culture and management style, it also impacts an organization’s performance.

We have found that organizations which focus their attention and appropriate resources on the design of the workplace benefit with improved productivity.

Reason for a Workplace Performance Analysis Strategic facilities

The Workplace Performance Analysis process, on

planning is now

the other hand, is independent of any of the conditions affecting a real estate transaction and is performed primarily to offer planning solution alternatives to everyday problems that exist in the workplace such as:

a well-recognized process used to align the workplace to the needs of the organization, but

• improving your work processes and workflow adjacencies; • aligning your workplace standards with each function; • improving your space utilization; • improving your competitive edge in your industry.

is usually only performed at such time when organizations are contemplating a real estate transaction, such as a lease renewal, a move, a corporate consolidation, or a renovation of their facility.

Our workplace performance analysis focuses on the impact of your workplace on organizational performance and productivity.

Through our process outlined on the following pages, you will be able to evaluate the benefits to improve your organizational performance and productivity.

STEP one: orientation

WORK STATIONS

OFFICE

KITCHEN SEC TRAINING

FILES

PROD

SERVICE

WORK STATIONS

STORAGE

SEC

TRAINING SUITE

FILES

PROD

TEAM ROOM

MAIN ENTRANCE

RECEPTION

OFFICE

OFFICE

OFFICE

OFFICE

OFFICE WORK STATIONS

PROD

OFFICE

SEC

FILES

SEC

STORAGE

PROD

STORAGE

SEC PROD

SUPPORT WORK STATIONS

CONFERENCE

MARKETING

SALES

Source: Scott, 2001

Interactions/Hour/Person by Workstation Type

Interaction/Hour/Person

2.0

1.5

1.0

0.5

0.0

Closed Office

2Ð3 Person Shared Enclosed Office

High-paneled Cubicle

Low-paneled Cubicle

Pod

4Ð6 Person Shared Enclosed Office

Bullpen

Office Type

attract & retain customer expectations

organizational structure

corporate aspirations

collaboration & communication brand / image

Source: Scott, 2001

Mean Duration of Interactions by Office Type global

technology

Length (sec)

350

sustainability corporate culture

300

250

vision real estate efficiency

200

150

Closed Office

2-3 Person High-paneled Shared Cubicle Enclosed Office

Low-paneled Cubicle

business processes

W O R K P L A C E

arena

400

Pod

4Ð6 Person Shared Enclosed Office

Bullpen

employee satisfaction

corporate values

First Step It is important to first understand your organization — to discover what makes you tick. We initiate our analysis by familiarizing ourselves with your business and your workplace through onsite observation and interviews.

Business Goals & Aspirations

OBJE CT IV E

Understanding your organization’s current business processes.

Business Processes

OB JECTIVE

Understanding your organization’s current business factors.

Workplace

OBJ ECTIVE

Understanding your organization’s workplace as it relates to your business processes and goals.

ACT IO N

CLIENT BENEFIT S

1) Listen to leadership.

2) Probe to understand how/if the workplace is supporting these business goals.

—

ACTION

CLIENT BENEFIT S

Clearly identify “Should we change the workplace?", and then "Why?".

1) Listen to leadership — Clarifies understanding of 2) Probe to understand ‘imbalances’ between/among the relationship of factors in today’s circumstances.

— Forms “base line” for these business organizational performance. processes with the built environment "the workplace".

ACTION

CLIENT BENEFIT S

1) Work with leadership showing other examples of effective workplace environments.

— —

Allows maximum input from client into design decisions.

Allows leadership to fully understand the importance of the workplace in impactingclient organizational performance.

step two: evaluation

Business Issues =

direction

mergers & acquisitions increasing market share discoveries

=

growth

divestitures

=

flexibility

strategic alliances

=

new markets new ways of working

=

planning long-term / intermediate / short-term

communication/ collaboration entrepreneurial

Workplace Response adaptability to change

Second Step The information collected from the client orientation period is used to develop a thorough evaluation of your organization’s workplace to determine it’s effectiveness as it relates to: adjacencies:

— How your employees and job functions are OFFICE

SEC PROD

OFFICE

FILES

OFFICE

OFFICE

Workstation - 1B 8'x 10' (155 sf)

standards:

branding:

— Selection and application of rules relating to office/workstation type and size, and other features or furniture, equipment, and related amenities.

— The physical presence of your corporate culture in the workplace.

SEC PROD

STORAGE

u

Executive Summary | All Floors Description

SUPPORT WORK STATIONS

Company 1

Company 2

Company 3

Company 4

Rentable SF

359,000

248,441

148,472

278,258

Usable SF

305,150

221,211

131,207

258,414

14.5

9.5

9.5

17.5

17.65%

12.31%

13.16%

7.68%

Company 1

Company 2

Company 3

Company 4 826

Number of Floors Add on Factor

All Floors:u Total Workplaces

physically positioned relative to each other and its relationship to your business processes.

space utilization:

— Your overall and specific density of people and office/workstation ratios.

905

574

395

RSF/Employee

397

433

376

USF/Employee

337

385

332

313

uu

benchmarking:

337

Percentage Employees/USF

48%

40%

44%

49%

Percentage Auxilary*/USF

30%

35%

28%

28%

— How do you compare to other organizations in your industry?

Percentage Circulation/USF

22%

25%

28%

23% u

Corporate Offices only

uu

Not to be confused w/existing Workforce or employee population.

*Auxiliary functions include the following: Conference, Copy, Files, Centralized File Rooms, Workrooms, Corporate Cafeteria, Computer Rooms, IDF closet, Interconnecting Stair, Break Rooms, Storage and all other support spaces.

step three: choices

migration plan Phased Construction - Two Swing Floors

Current Stack

Phase 1

Dining Facility Executive Dining Rooms Gym Kitchen

Phase 2

Phase 3

Phase 4

Operations shut down

Supply Planning & Logistics AHC Trading Company Crude & Products Trading Crude & Products Economics Manne Administration Domestic Marine Ship Planning & Utilization Shipping Accounting Spentonbush Administration

Treasury Corporate Planning International E&P Financial Controls Corporate Strategic Planning Corporate Secretary Human Resources Graphics Office Services

Operations move to 33rd Floor Swing Space

Chairman of the Board & CEO Chairman of the Exec. Committee President & COO Chief Accountant Executive V.P. & CFO / Controller Executive V.P. & General Counsel Corporate Secretary Risk Management

Refining Operations R&M Financial Controls Corporate Strategic Planning Corporate Planning Board Room Exploration & Production Adminstration (disbanded) Main Reception

Chairman of the Board & CEO Chairman of the Exec. Committee President & COO Chief Accountant Executive V.P. & CFO / Controller Executive V.P. & General Counsel

Move to 41st Floor

Treasury Human Resources Graphics Computer Services Office Services Communications

Move to 41st Floor

Hess Energy Trading Co., LLC Commodities Accounting Product Price Analysis AH Trading Company Accounting International E&P Financial Controls Storage / Changing (Office Services)

Move to 21st Floor

SWING SPACE - 33rd Floor SWING SPACE - 21st Floor

Construction

18 Weeks

18 Weeks

Construction Duration = 58 Weeks

Manne Administration Domestic Marine Ship Planning & Utilization Shipping Accounting Spentonbush Administration Crude & Products Economics Supply Planning & Logistics Product Price Analysis Hess Energy Trading Co., LLC Commodities Accounting AH Trading Company Accounting AHC Trading Company Crude & Product Trading Computer Services Communications

Flip to the other side of 38

10 Weeks

Proposed Stack Dining Facility Executive Dining Rooms Gym Kitchen

12 Weeks

Refining Operations Refining &Marketing Financial Controls Risk Management Board Room Main Reception

Legend

Third Step We determine from our previous evaluation of your workplace which areas are working and areas that are not.

Workplaces

Offices 38 8' x 12' Work Stations 18 8' x 8' Work Stations 2 Secretary 4 Total 62 3300 s.f.in primarySupport goal and objective

Finally, our Mix organization this thrid step is Proposed to help your 40% Open by: Closed 60% 427 rsf/Person

• Optimizing performance and productivity of The next step is to develop cost-effective, your organization; minimally disruptive solutions by showing • Providing cost benefits to your organization; you plan changes to your existing plans concept • Minimizing1disruption to your ongoing operafor your review. tions.

concept a | 80% closed

Legend

Workplaces

Offices 26 Legend Workplaces 8' x 12' Work Stations 38 Offices 38 Secretary 4 8' x 12' Work Stations 18 Total 68 8' x 8' Work Stations 2 Support 3300 s.f.

Secretary 4 Proposed Mix Total 62 50% Open Support 3300 s.f.

Closed 50% Proposed Mix 40% Open 390 rsf/Person Closed 60%

427 rsf/Person

concept 2 concept 1 concept b | 40% closed Legend

Workplaces

Offices 16 Legend Workplaces 8' x 12' Work Stations 54 Secretary 4 Offices 26 Total 74 8' x 12' Work Stations 38 Support 3300 4s.f.

Secretary Proposed Total Mix 68 75% Open Support 3300 s.f.

Closed 25% Proposed Mix 50% Open 358 rsf/Person Closed 50%

390 rsf/Person

concept 3 concept 2 Legend

Workplaces

involvement

who should be involved from your organization in this proCess?

Ultimately, it is the client that decides who will be involved in the process. Determning employee involvement varies based on the degree of workplace change undertaken.

Our advice is simple: To determine the best mix for your organization, follow the recommendations of this diagram:

Determining Employee Involvement: As-Is

(little to no change)

Refinement (some change)

Redefiniton (big change)

Active Participation Feedback

Feedback

Understanding

Understanding

Understanding

Awareness

Awareness

Awareness

Degree of Workplace Change

}

Employee Involvement

fee and schedule

Fee Structure & Schedule Steps

Description

Time

Step One

Preparation Period

1-2 Days

Step Two

Charette

2 Days

Executive Summary

1 Day

Step Three

Our compensation will be based on hourly estimate not to exceed $7,500 of which any hours not used will not be billed to you.

Team

team leader | michael cooper, AIA, LEED™ AP facilitator & business consultant | joseph w. synan Strategist / planner / programmer | janet rogers, TAID from Rice University, and his joint undergraduate degree from Pace University and the Pratt Institute. _______________ A hands-on leader, Michael Cooper excels at bringing together diverse groups to solve complex issues and create unique workplaces for clients such as Amerada HESS Corporation, Apache Corporation, McKinsey & Company, JPMorgan Chase, Accenture, and TEPPCO. . Michael has also worked to create successful branding strategies for Encore Bank and MD Serve.

A founding principal of Ziegler Cooper, Michael earned his Master of Architecture

As founder and president of Leadingwell Associates, Joe Synan facilitates consensus-building in the public, private and nonprofit sectors with leaders and teams in their planning and visioning efforts.

A 17-year senior management veteran of Chevron and Gulf in information resources, R&D, and strategic planning in the

US and Canada, Joe has attended the University of Virginia’s Executive Business Program and holds both a Masters and undergraduate degree from MIT as well as an additional undergraduate degree from Notre Dame in nuclear engineering. _______________

An expert in workplace strategies, planning, and programming, Janet Rogers has designed workplaces for for firms such as Apache Corporation, TEPPCO,

Devon Energy, McKinsey & Company, and Seitel. She has also played key roles on award-winning projects such as Parker Drilling, Sun Bank, Alto Technology, and Vinson & Elkins L.L.P. .

A graduate of the prestigious and highly-ranked Design College of the University of Cincinnati, Janet has worked as a designer for WED Enterprises at Walt Disney World, ISD, and Skidmore, Owings & Merrill prior to joining Ziegler Cooper Architects.

JPMorgan Chase Tower 600 Travis, Suite 1200 Houston, Texas 77002 TEL 713.374.0000 FAX 713.374.0001 www.zieglercooper.com