Planning and Strategies: Workplace Strategy

― Advisory Services

Workplace Strategy

Contents Introduction ― 4 Our Services ― 6 Our Approach ― 8 Selected Projects ― 10

Future of Work.

For much of the last century, workplaces were physical

Sustainability has also become crucial, with organizations

locations where employees gathered. Today, work happens

addressing environmental and social impacts in their

anywhere—offices, homes, coffee shops, or on the move.

building designs, driven by ESG goals and stakeholder

Many organizations are adapting, embracing hybrid models

expectations. As work becomes more distributed, employees

that blend central offices with remote work. This shift has

seek meaningful connections—with colleagues, workspaces,

redefined how we approach work.

and communities.

Businesses are meeting the demand for seamless hybrid

What does this mean for workplace design? Above all, it’s

communication while making offices a compelling

about connection. Today’s workplace is more than an office—

destination. Flexibility and choice in schedules and

it’s a thoughtfully crafted environment that supports business

environments have become key priorities. Offices are moving

goals, empowers people, and fosters sustainability.

away from outdated, impersonal designs toward spaces that emphasize natural light, fresh air, and well-being.

Improved employee experience. Increased productivity.

Resiliency. Operational efficiency. Better utilization. Energy and cost savings. These are just a few of the measures we use to define success in our buildings. From strategic planning to post-occupancy evaluation, we offer tools and strategies to define key performance indicators, measure performance, and help to drive changes through an organization by preparing, equipping, and supporting leaders, managers, and staff.

But of all the performance indicators, there’s one that tops the list. How will we know if it’s working...?

4

... We’ll know when we see our businesses, our people, our environment, and ourselves thriving.

Our Services.

Questions from Clients nj How do we create a vision for our building that accommodates change and flexibility? nj How can we best size our office space based on a mix of different work styles and functional needs? nj How do we design HR policies, new technology, and office spaces to support an unknown future? nj How can our workplace enhance the employee experience? nj How can our workplace be more inclusive to all abilities and cultures?

6

Workplace Strategy

Visioning

Facility Master Planning

Identify values and goals that will impact the project, including purpose, growth objectives, and cultural, technological, temporal, aesthetic, symbolic, economic, environmental, safety, sustainability, and other relevant criteria.

Define conceptual, architectural, functional, aesthetic, operational, and budgetary needs to align with (or to elevate) organizational goals and aspirations as they relate to site selection and the physical workplace.

Workplace Strategy

Real Estate Portfolio Consolidation/ Reduction

Align an organization’s work patterns with the work environment to enable peak performance, accommodate hybrid work models, and reduce costs. Engage stakeholders to achieve sustainable outcomes, equitable decision-making processes, and deeper relationships and trust between stakeholder groups, particularly related to building design and approvals.

Determine the demand for space across a building, campus, or portfolio, and based on site amenities, building condition, and the needs of occupants, determine which buildings to maintain, improve, or sell.

Pre- and Post-Occupancy Analysis Analyze the effectiveness of spaces measured by the opinions of the users via structured surveys, interviews, and focus groups.

Workplace Guidelines Develop a “playbook” including persona types, concept and planning approaches, space types, kit-of-parts (sizing and ratios) and FF&E performance criteria to support planning across a campus or real estate portfolio.

User Engagement Gather insights through feedback, interactive sessions, and collaboration; Actively involving client and end-users in design process.

Change Management

Experience Design

Help drive changes through an organization by preparing, equipping, and supporting leaders, managers, and staff through change, particularly as it relates to place, process, or building technology.

Create holistic environments that optimize how people interact with and feel within spaces, including spatial journey mapping, stakeholder workshops, job shadowing, and digital-physical experience integration.

Strategic Programming

Digital Discovery

Identify space needs to help make critical real estate or facilities planning decisions at the building, campus, or portfolio level.

Evaluate current data systems and provide actionable insights to optimize your real estate operations.

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Workplace Strategy

Delivering real value to our clients.

The workplace is recognized as an asset that can be utilized effectively to define the brand, culture, and ethos of your business, and attract the right customers and talent to push your organization forward.

We use human-centered data-driven design. We use mixed methods and multiple perspectives resulting in greater validity and more reliable data. We believe in an inclusive process, where all voices are heard.

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Workshop 1: Visioning Visioning session and project understanding

Phase 01: Mobilization and Discovery Orient our team to your vision and establish clear goals and success metrics. Establish a communication strategy that will support change management.

with project team and decision makers.

01 Workshop 2: Findings and Feedback Present findings and obtain feedback

Phase 02: Analysis and Option Development Explore options that satisfy your set priorities and meet stakeholder goals.

from project team and decision makers

02 Workshop 3: Planning Scenarios Present and discuss planning scenarios

Phase 03: Refinement and Decision Making Incorporate team feedback into clear and distinct options. Prepare key messaging in support of change management.

with project team and decision makers

03 Workshop 4: Option Refinement Present options to project team and

Phase 04: Final Direction

decision makers

Incorporate team feedback into clear and distinct options. Articulate a comprehensive change management strategy.

04 Workshop 5: Recommendations Present final recommendations to project team and decision makers 9

10

― Workplace Strategy

Selected projects

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Cognizant London, UK Client: Cognizant ― Size: 50,000 square feet ― Completion Date: 2022 ― Sustainability: BREEAM Excellent, WELL Platinum

Project Objectives and the Vision

A Shifting Use

Bringing teams, clients and community together to

Cognizant’s aims and objectives for this project suggests a

collaborate and interact was the key driver for this project.

significant change in how the office is viewed and utilized.

Relocating all of Cognizant’s London-based staff and

Marking a shift away from what we traditionally consider

its acquisitions together for the first time enabled fresh

the office to be, towards becoming a collaborative team and

opportunities to support the organization as it grew and

client-based hub that is underpinned by other workplaces

evolved, developing new connections, synergies and a

(e.g. home & client sites) away from the HQ.

stronger community.

Key Requirements

The new London HQ also sought to take advantage of new possibilities offered by hybrid working, where homes and

There are two primary experiences that Cognizant’s new

third spaces contribute to a richer workplace landscape. The

London HQ supported. Firstly, team-based work and

office acted as an important hub and point of connection

secondly, supporting interaction with clients/visitors. Within

within this new landscape.

these two primary experiences there were wide ranging needs and multiple use cases. Spaces needed to support

Cognizant’s aims for the project are captured in the

teams and individuals who have very different requirements,

vision statement: •

•

as well as supporting different scales and styles of

This workplace will be a physical representation of

interaction. The building needed to offer variety and choice

Cognizant’s new operating model.

through a wide range of settings. As a result, flexibility was a key requirement to provide this level of variety in an efficient

A place that supports one Cognizant and allows teams,

way. Day-to-day flexibility allowed spaces to be tailored to

relationships, and collaboration to thrive.

•

suit specific use cases and the needs of teams and clients

Instill pride and demonstrating the best of what

/ visitors. In the long-term, flexibility and adaptability was

Cognizant has to offer to teams and their clients,

necessary to respond to evolving working patterns and post-

supporting in the attraction and retention of talent.

pandemic expectations.

↓ Team Experience Scenarios

Place of experience

+ Place of doing

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Spatial Implications

Managing Change

The aforementioned requirements were delivered through

It was clear that the level of cultural change required to

a landscape of spaces, with flexible collaborative spaces

support this shift from “traditional office” to “collaborative

(Co-Labs) forming the backbone of the office experience

hub” needed careful management and nurturing. It also

for teams. This was supported by more traditional settings

required new and innovative ways of assigning, managing

(clusters of workstations, 1-1 rooms, traditional meeting

and using space. We treated the new London HQ as a

rooms, etc). The client/visitor experience was delivered

focal point and precious resource in Cognizant’s new

through a set of multifunctional and re-configurable areas

workplace landscape.

that provide the opportunity to engage with clients/visitors COAT

LOCKERS

in multiple ways.

MAIN SWITCH ROOM

↓ Co-lab design typology

1P

4P

1P

2P

Planning

4

LOCKERS

1

Co-Lab subdivision runs parallel to the circulation

2

- 7.5m wide - Medium Co-Lab (avg WP 10) + 7.6m wide - Large Co-Lab (avg WP 20)

3

Enclosed Co-Lab is always adjacent to an open Co-Lab

4

1.5-1.8m clear circulation alongside the Co-Labs

COAT

3 1

4

Optional sub-division 2 7.5m

6m

6m

12m

Medium

Medium

Medium

Large

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If Large Co-Lab are subdivided into Small Co-Labs, then circulation routes need to be considered

Headquarters Relocation & Consolidation Hoboken, New Jersey Client: Confidential ― Size: 85,000 square feet ― Completion Date: 2024 (Design)

Setting New Standard This client is relocating from a 350,000 square flexible room division, integrated technology

foot space to an 85,000 square foot office with a maximum occupancy of 700 people on peak days. The new North American Headquarters marks the future of the CPG Industry: Setting

movable furniture, locker storage

the new standard for future of work through unprecedented experience and innovation while delivering breakthrough results on employee performance, satisfaction, retention

extension of team group / focus work

and recruitment.

The new facility will feature an unassigned seating model and amenities such as a test kitchen, consumer discovery center, townhall space, company store, and salon. The primary

adjacent lounge breakout

goal is to ensure the new space accommodates the workforce while fostering a culture of innovation. This involves creating a dynamic environment that can adapt to market changes independent focus work

and support various work styles.

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Headquarters Relocation & Consolidation

Flex Lab

5

Brand Pop-ups

6

Heritage Hall

4

The Welcome Center

1 3

― WHAT MAKES IT COOL

Sampling

Brand & Product action out front—loud and proud—for all to see, discover, explore and consume.

Discover

Define

2

Test

Production Discovery

Celebrate

Flexible Work Zones

Brand Visibility and Engagement

The plan includes implementing flex zones with sliding

A central showroom environment will be created to display

partitions that can expand or contract as needed. Each

its brands and products. This area will be designed to

neighborhood has an anchor zone with flexible boundaries,

maximize visibility and encourage interaction with the brand.

allowing departments to scale the environment needed for

Work settings will be strategically placed around this central

their teams to connect, collaborate or focus. These zones

area to facilitate engagement and participation. A project

will be equipped with pre-determined furniture and system

priority is to celebrate the process—from ideas to execution—

solutions to maintain efficiency for growing teams.

not just the end result. This is accomplished through planned zones to: Discover, define, test and celebrate.

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Thomson Reuters Toronto, Ontario Client: Thomson Reuters ― Size: 153,000 square feet ― Completion Date: 2023

― WHAT IT IS

A Partnership Built on Trust

A variety of design services are the foundation of our more than 20-year relationship with Thomson Reuters.

Perkins&Will has worked closely with Thomson Reuters for over two decades completing more than 200 projects worldwide. As a trusted advisor, we have helped to transform their real estate portfolio and workplace environments to better support the company’s evolving business needs.

Our partnership includes developing the concept for their high-end Customer Center—reinforcing their brand as ‘the answer company’— establishing workplace strategy guidelines, piloting scalable workplace models—to name a few—at numerous locations across their real estate portfolio worldwide.

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Thomson Reuters

19 Duncan Street: Re-Imagining the Workplace Most recently, we designed the space for Thomson Reuters at 19 Duncan Street in Toronto, Canada.

This project, beginning in the spring of 2020, originally called for a consolidation of three locations utilizing existing Thomson Reuters global standards until evolving global circumstances— paired with a forward-thinking Client Executive Group—steered the project towards a “ReImagination of the Thomson Reuters workplace”.

Ultimately, all bets were off. The implementation Workplace Strategy

of the global standards was parked, and our team

Reimaging Thomson Reuters Workplace Strategy

began exploring what the future of work is for Thomson Reuters.

Technology

Well-being

Current (e.g London 5CS)

Progressive

Transformational

Maintain current workplace strategy, with most seats dedicated to focus work

Minor modification to current workplace strategy, with more emphasis on collaborative & community seats

Major modification to the current workplace strategy, with the focus on collaborative and community seats

A major workplace strategy modification, with focus on collaborative and community seats.

Together, we designed a workplace that is progressive and flexible to evolve over time. It is a workplace that will showcase Thomson Reuters’ commitment to well-being, innovation, and technology while offering much needed diversity in its programme to offer increased flexibility and choice as well as enhanced amenities.

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Re-Imagined 19 Duncan Results

Downtown Campus Master Plan Minneapolis, Minnesota Client: Hennepin County ― Size: 2.2 million square feet ― Completion Date: 2021 Project Room

Open Collaboration Small Meeting Room

Average Utilization

Flex Office

32%

Focus Room

Medium Meeting Room Touchdown Benches

Workstations

33%

Offices

― WHAT IT IS

An opportunity to re-envision the County’s downtown campus in a way that provides greater support for county employees and access to County residents.

Re-envisioning a Campus that Provides Greater Support for Employees and Clients The Downtown Campus Master Plan provides a roadmap for the consolidation of staff into the 625 Building, the 701 Building, and the Government Center and it articulates key workplace aspirations for the County’s Downtown Campus.

Our workplace strategy team collected data about County staff through interviews, focus groups, and a space utilization survey. This information allowed us to determine spaces needs and make strategic decisions about the ultimate locations of departments within the downtown campus.

Our team worked closely with the client and cost estimators to detail a phased approach that allows the County to manage construction and renovation projects through 2023. The final solution balances fiscal responsibility and office space needs.

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Downtown Campus Master Plan CU

LT

URE

PE O 8 Surveys/Day 8am – 5pm (excludes 12-1pm)

Floor Utilization Comparison HIGHEST

32%

33%

FLOOR 12

WORKSTATIONS

10 Days

March 27-April 9, 2019 (excludes Saturdays & Sundays)

372 Points 310 offices or workstations

DRAFT

OFFICES

Future Strategies Enabling Tools Intuitive Tech

CE

LO

GY

PL

A

Effective Efficient Sustainable Flexible

37%

FLOOR 11

26%

ION

Floors A-4, A-5, A-11, A-12

N

Average Active Utilization

HIGH PERFORMANCE WORKPLACE

HN

SIO

Individual Space Utilization Government Center

O

MIS

Space Utilization Study

PR O

ISS

E PL

SS CE

TEC

DATA COLLECTION EMERGING THEMES

Public Safety Design Service Design Workstyle Diversity Future Proof

M

Wellness (physical, mental, emotional spiritual) HR Policies

CUL

TU

RE

LOWEST

Activities Recorded At Occupied Individual Space Computer Meeting Phone Personal Reviewing

69% 10% 8% 7% 6%

Data Collection Interviews

Space Utilization Study

Site Observations

Discovery Sessions

12 Department Meetings

12 Tours 6 Locations

10 Days 372 Data Points

3 Groups

Insights on Space Utilization The space utilization survey results

DRAFT

confirmed some suspicions about the lack of utilization of space in the Government Center. Like many previous clients that have been surveyed, average desk utilization was

― WHAT MAKES IT COOL

at 31%. This key metric drove conversation and decisions about how space could be

Key metrics from data collection provided the County with early rationale for decision making.

used more effectively and efficiently.

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Confidential Tech Client - Strategy & Planning Boston, Massachusetts Client: Confidential ― Size: 360,000 square feet ― Completion Date: 2022 SECTION A / OVERVIEW

04. Primary Users / Collective Journeys

Primary Users / Collective Journeys The following graphic identifies where the key users (their needs and the moments that matter) overlap in the space: Associates

BlueBike Station

Pantry Grab & Go

Digital Wayfinding

Assigned Workstation

Informal Hackable Space

Enclaves

MultiPurpose Event Space

Gym/Fitness Center

Cafe Space

Interns/Co-Ops

BlueBike Station

Reception

Pantry/Cafe

Enclave

Flex Workstation

MultiPurpose Event Space

Community/ Coworking space

Gym/Fitness Center

Cafe Space

Red Hat Leadership

BlueBike Station

Reception

Pantry/Cafe & Cafe Space

VP Office/ Enclave

Open Staircase

EBC Conference Rooms

EBC Chef Experience

EBC Hackable Space

Community Space

EBC Customers

Parking Benefits

Hospitality Experience @ Reception

Digital Content & Wayfinding

EBC Pantry/ Coffee Station

EBC Conference Rooms

Open Staircase

Informal Hackable Spaces

EBC Speakeasy

EBC F&B Experience

Hospitality Experience @ Reception

Brand Moments

Digital Wayfinding

Pantry Grab & Go

Community Space

MultiPurpose Event Space

Cafe Space

Training Room

Local Community 15

― WHAT IT IS

A Comprehensive Vision for a New Office

A workplace assessment completed for the first phase of the Boston 300A Street master plan

300 A street is a hub for new talent and innovation, connecting all employees with customers and the community to transform the software industry. The memorable environment will engage, delight, and inspire those who visit and work there.

The new space explores new ways to deliver an immersive, innovative, and personalized experience. Exploring the right mix of neighborhood and on-site amenities, employees and clients alike are delivered a unique, convenient, and enjoyable time in the office. The workplace strategies use enhance socialization and support connection amongst leadership, associates, and customers, while also supporting hybrid work and the changing work from home patterns in today’s new environment.

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SECTION A /EXECUTIVE SUMMARY

04. Preliminary Stack: Program Opportunities & Users SECTION A /EXECUTIVE SUMMARY SECTION A /EXECUTIVE SUMMARY Program Stack: Opportunities and Users for both 04.

Preliminary Stack: Program Opportunities SECTION A /EXECUTIVE SUMMARY The following stack summarizes the key program opportunities existing and future floors. The mix&ofUsers spaces includes: introd

04. Preliminary Stack: Program Opportunities & Users The following stack summarizes the key program opportunities for both existing and future floors. T 04.

Preliminary Stack: Program Opportunities & Users and services of existing spaces.

The following stack summarizes the key program opportunities for both and future floors.

The mixtools, of space new spaces types (amenities & gathering spaces), increased WYW collaboration ratios and enhanced prot 04.

Preliminary Stack: Program Opportunities &existing Users 04.

Preliminary Stack: Program Opportunities & Users The following stack key program opportunities for bothWYW existing and future floors. mix oftools, spaces includes:and introduc newsummarizes spaces typesthe (amenities & gathering spaces), increased collaboration ratios and The enhanced protocols servi

SECTION A /EXECUTIVE SUMMARY Introduction of new space types (amenities & gathering spaces), increased collaboration ratios and enhancedtools, tools,protocols protocols and services of existing sp new spaces types (amenities & gathering spaces), increased WYW collaboration ratios and 04.

Preliminary Program Opportunities &enhanced Users SECTION AStack: /EXECUTIVE SUMMARY SECTION A /EXECUTIVE SUMMARY

The following stack summarizes the key&program for both and ratios futureand floors.

The mix of spaces includes: introduction of spac new spaces types (amenities gatheringopportunities spaces), increased WYW existing collaboration enhanced tools, protocols and services of existing Program Opportunities The following stack summarizes the key program opportunities forspaces both existing and future floors.

The mix of space The followingnew stack summarizes the key & program opportunities for both existing and future floors.

The mix of includes: introduction of spaces types (amenities gathering spaces), increased WYW collaboration ratios and enhanced tools, protocols and services of existing spaces.

Program Opportunities newincreased spaces types & gathering increased WYW collaboration ratios and new spaces types (amenities & gathering spaces), WYW(amenities collaboration ratios andspaces), enhanced tools,Program protocols and services of existing spaces. tools, protocols and serv Destination +Enhanced Open Enhanced Pantry + Enclaves & enhanced Opportunities Space/ Library

Collab A/B phone rooms+Enhanced Open Enhanced Pantry Destination Program Opportunities Space/ Library Collab A/B Destination +Enhanced Open Enhanced Pantry + Enclaves & Program Opportunities Workspace Gathering 5 Workspace Space/Open LibraryEnhanced Collab A/B phone rooms Destination +Enhanced Pantry + Enclaves & Program Opportunities Program Opportunities Workspace Gathering 5 Workspace Space/ Library A/B Pantry + Enclaves & phone rooms Destination +Enhanced Open Collab Enhanced Workspace Gathering 5 Workspace Space/ Library Collab A/BPantry + Enclaves phone rooms Open Enhanced Pantry + Enclaves & Destination +Enhanced Destination +Enhanced & + Enclaves &Open Enhanced +Enclosed Enhanced Pantry +Enhanced Open EBC Open/ + Enclaves +Enclosed Enhanced Pantry Workspace Gathering Space/ Collab A/B & phone rooms 5 Workspace Space/ Library Collab A/B phone roomsLibrary phone rooms A/B Enhanced Collaboration phone rooms Collaboration Collab Informal + Enclaves & +Enclosed Pantry +Enhanced Open Workspace Gathering 5 Workspace Workspace Gathering Workspace (Leadership) (Leadership) Workspace 4 EBC phone rooms Enhanced Collaboration Collab A/B (Leadership) (Leadership) Collaboration Workspace + Enclaves & +Enclosed Pantry +Enhanced Open EBC Open/ EBC (Leadership) (Leadership) Workspace 4 EBC phone rooms Collaboration A/B Informal + Enclaves & +Enclosed Enhanced Pantry +Enhanced Open Collab EBC Open/ (Leadership) (Leadership) Collaboration Workspace 4 EBC phone rooms Collaboration Collab A/B Informal + Enclaves & +Enclosed Enhanced Pantry +Enhanced Open + Enclaves & +Enclosed Enhanced Pantry +Enhanced Open EBC Open/ + Enclaves & +Enhanced Open Collab Enhanced (Leadership) (Leadership) Collaboration Workspace phone Collaboration A/BPantry 4 EBCphone rooms Collaboration Collab A/B rooms Informal phone rooms Collab A/B + Enclaves & +Enhanced Open Enhanced Pantry EBC Open/ + Enclaves & +Enhanced Open Enhanced Pantry EBC Open/ (Leadership) (Leadership) (Leadership) (Leadership) Collaboration Workspace 4 EBC Workspace EBC Workspace 3 EBC phone rooms Collab A/B Informal phone rooms Collab A/B InformalEBC Open/ + Enclaves & +Enhanced Open Enhanced Pantry Collaboration Workspace 3 EBC phone rooms Open Collab A/B Pantry EBC Open/ Informal Collaboration Workspace EBC + Enclaves & +Enhanced Enhanced Collaboration Workspace 3 EBC phone rooms Collab A/B Informal Enclaves & +Enhanced Open Enhanced Pantry EBC Open/ + Enclaves & +Enhanced Open Enhanced Pantry EBC +Open/ Assembly Space +Enhanced Open Enhanced Pantry Workspace 3 EBCphone rooms phone rooms Collaboration Collab A/B Informal Collab A/B Informal Collab A/B Gathering Assembly Space +Enhanced Open Enhanced Pantry +Collaboration Enclaves & Workspace 3 Collaboration EBC Workspace EBC (Assembly Workspace Collab phone rooms Gathering 2 Assembly Space Assembly +Enhanced Enhanced +A/B Enclaves & SpaceOpen +Enhanced Open Pantry Enhanced Pantry + Enclaves & Space) (Assembly Workspace Collab A/B 2 A/B Pantry + Enclaves phone rooms phone rooms Gathering Gathering Assembly Space +Enhanced Open Collab Enhanced & Space) Workspace (Assembly Collab A/BPantry + Enclaves rooms Open Enhanced Pantry + Enclaves & (Assembly Workspace Gathering 2 Assembly +Enhanced Assembly Space +Enhanced Open Enhanced & Spacephone Innovation/ + Enclaves & Rotating Chefs Space) (Assembly Workspace Collab A/B phone rooms Gathering Collab A/B phone rooms Space) 2 Gathering phone rooms Cafe Innovation/ +Community Enclaves & space Rotating Chefs Space) (Assembly Workspace 2 (Assembly Workspace 1 Gathering Workspace Amenities Community space phone rooms Cafe Space) Innovation/ + Enclaves & Rotating Chefs Space) 1 Gathering Workspace Amenities Community space rooms Cafe Innovation/ Enclaves Rotating Innovation/ ++Enclaves & & phone Rotating Chefs Chefs 1 Gathering Workspace Amenities Community space phone rooms Cafe space Rotating phone rooms CafeInnovation/ + Enclaves & Rotating Chefs Innovation/ +Community Enclaves & Chefs Creative Suite Pantry/Micro Fitness Center Community space phone rooms Cafe GatheringWorkspace Workspace Amenitiesspace phone rooms Community Cafe Gathering1 Amenities Market Center Creative Suite Pantry/Micro Fitness Bike Parking/ 1 Gathering Workspace Amenities Gathering Workspace Amenities LL Amenities Support Gathering

5

Workspace

5

4

4

3 3

2 2

1 1

LL Amenities Amenities

LL LL

Workspace

Gathering

LL Amenities Support Creative Suite LL Amenities Support Gathering SuiteCreative Suite Creative Pantry/Micro Amenities Support Gathering Market LL Amenities Support Support Gathering Support Gathering Key Users Key Users Key Users

Key Users

Associates

Key Users

Associates

Interns

Key Users Associates

Interns

EBC Customers

Interns Associates

EBC Customers

8 Leadership

EBC Customers

8 Leadership

Local Community

8 Leadership

Local Community

Interns

EBC Customers

8

Local Community

8

APPENDIX/ Leadership

Gathering

Program Opportunities

space

Associates

Program Opportunities Work Your Way Guidelines Associates Interns Program Opportunities + = Increased Ratios Work Your Way Guidelines Interns EBC Customers Program Opportunities = Increased Ratios Enhanced= Improved tools/protocols/services Work Your Way Guidelines+Program Key Customers Users EBC Leadership Opportunities Program Opportunities Enhanced= Improved tools/protocols/services + = Increased Ratios Work Your Way Guidelines 8 Associates New Space Types/Amenities Leadership Local Community Program Opportunities WorkSpace Your Way Guidelines + = Increased Ratios Enhanced= Improved tools/protocols/services Work Your Way Guidelines Interns New Types/Amenities Local Community Enhanced= Improved tools/protocols/services + = Increased Ratios + = Increased Ratios EBC Customers New Space Types/Amenities Work Your Way Guidelines Enhanced= Improved tools/protocols/services Enhanced= Improved tools/protocols/services Leadership Space Types/Amenities + =New Increased Ratios New Space Types/Amenities Local Community New Space Types/Amenities

Enhanced= Improved tools/protocols/services

Socio demographic Study: Target Profiles

Amenities Appendix

Urbanists

High Risers

Sky High

Rising Professionals

Description

Early career, high-income young professionals renting in elegant neighborhoods of first tier cities

Educated, high-income young professionals renting in densely populated areas

Highly educated, high-income singles and young couples living in the dense urban core of major cities

Recent college graduates renting in the trendiest parts of town, trying to increase their professional connections

Demographics

Age: 25-34 $100k-$125k avg. household inc.

College degree: 65.2% Homeowners: 21.11%

Age: 25-34 $200k+ avg. household inc.

College degree: 77.12% Homeowners: 39.83%

Age: 35-44 $200k+ avg. household inc.

College degree: 80.21% Homeowners: 59.09%

Age: 25-34 $75-$100k avg. household inc.

College degree: 62.32% Homeowners: 24.41%

Key Data Points

Educated liberals involved in politics

Liberal-minded city dwellers that support independent businesses

Typically rent as opposed to purchase and interested in progressive politics

Enjoy listening to podcasts. To them, local is cool

Health & Wellness

Frequently visit dog parks and attend guided fitness programs at gyms

Frequently visit dog parks and attend guided fitness programs at independent gyms

Typically have pets rather than children and frequent the local dog park

Rock climbing is a popular recreational activity. Members at trendy workout studios

Food & Beverage

High-end markets and independent grocers

Heavily use food delivery services and shop at high-end, natural grocers

Shop at high-end grocers and co-ops.

Frequent healthy juice shops

Co-op grocers are a commonplace and frequently shop at high-end markets

Entertainment

Local art museums and bookstores are popular places to hangout

Local art museums are popular places to hangout

Local art museums and parks are popular places to hangout

Local, independent coffee shops, music venues, and art museums are popular places to hangout

Higher-end lifestyle retail, home improvement, and furniture stores

High-end retailers, car dealerships, and home improvement stores 21

Interested in fashion. Higher-end retailers, dealerships, and home improvement stores

Higher-end lifestyle retail, home improvement, and furniture stores

Geodemographic Segmentations

Retail

+Enhance Collab A/B EBC Open Informal Collaborat

EBC Open EBC Open Informal Informal Collaborat Collabora

+ Enclaves phone roo

Bike Park Package D Coffee Bar

Market Package Pantry/Micro Fitness Center Bike Parking/ Coffee BaristaDrop Immersive Entry Gathering Market Package Drop Pantry/Micro Fitness Center Bike Parking/ Coffee Barista Immersive Entry Experience Hybrid MultiPantry/Micro - Bike Creative FitnessSuite Center Bike Parking/ Coffee Barista En Market Package Drop Experience Purpose event Pantry/Micro - Immersive FitnessEntry Center Bike Parking/Immersive Coffee Ba Fitness Center Parking/ Coffee Barista Hybrid Multispace Market Package Drop Experience Market Package Drop Package Drop Experience Purpose event

Creative Suite

New Space Types/Amenities Local Community Socio demographic Study: Targeted Profiles

8

+ Enclaves phone roo

United Airlines Chicago, Illinois Client: United Airlines ― Size: 850,000 square feet ― Completion Date: 2020 ― Scope of Services: Visioning Session, Existing Space Review, Focus Groups, Departmental Interviews, Employee Satisfaction Survey, Programming, Kit-of-Parts, Mobility Study, Scenario Planning, Feasibility Scorecard Assessment, Change Management Road Map

1,572 NSF 4% 2,273 NSF 5%

3,551 NSF 8%

4-P Efficiency: 52%

11% OFFICES

6-P Efficiency: 40%

89%

8-P Efficiency: 40%

WORKSTATIONS

18,042 NSF 42%

10-P Efficiency: 28%

42,772 USF SPACE ALLOCATION 17,334 NSF (51,980 RSF)

12-P Efficiency: 16%

41%

PERSONNEL

CONFERENCE

.45 : 1 ME

WE

US

SUPPORT

CIRCULATION

COLLAB SEATS : WORK SEATS

19 PERSON

1 PERSON

4 PERSON AVERAGE

Shared Purpose: Connecting People United Airlines enlisted Perkins&Will to help redefine their coporate headquarters, located in Chicago’s Willis Tower. The objective was to provide a range of well-vetted workplace options for consideration, of which each was to be defensible, equitable, and viable while meeting business goals and aligning with United’s Core4 Values. These options included identifying new workstyles and developing workplace standards, a mobility strategy, high-level stacking, and phasing.

The success of this project hinged on ensuring a diverse range of voices within the organization provided feedback and that the proposed scenarios were sufficiently detailed for budget pricing exercises. Lastly, a scorecard for future workplace measurement was developed in order for the Steering Committee to make an informed decision.

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― LIVE THE CORE4

Pride of United on display; demonstrating customer stories and creating an environment that fosters innovation, collaboration, and sustainability.

United Airlines

Scenario Development BEHAVIORS PROJECT DRIVERS RISKS PROJECT GOALS

SCOPE / CAPACITY SURVEY RESULTS

MEASUREMENTS

ASSESSMENT

1. Measurement #1

SPACE ANALYSIS

NOT ADDRESSED

GOOD

SCENARIO #1

INTERVIEWS

SCENARIO #2

SCENARIO SCORECARD

FOCUS GROUPS

2. Measurement #2

FINAL SCENARIO

BETTER

SCENARIO #3

3. Measurement #3

BEST

Employee Survey Q. How much do you agree or disagree with the following statements about your current workplace?

Design of my workplace is important It enables me to work productively Supports sharing ideas/knowledge Enables us to work productively Creates an enjoyable environment Contributes to a sense of community Place I’m proud to bring visitors to 0% Disagree Strongly

20%

Disagree

Disagree Slightly

Neutral

Ranking

% Importance

% Satisfaction

Avg.Ranking

Desk

1

85.1%

63.5%

1

78.6%

-15.1%

Chair

2

84.5%

53.2%

2

72.6%

-19.4%

Meeting rooms (small)

3

77.8%

17.7%

3

73.2%

-55.5%

Temperature control

4

76.3%

22.3%

4

42.6%

-20.3%

% Satisfaction

5

73.0%

56.5%

7

58.7%

Noise levels

6

72.3%

19.2%

6

44.4%

-25.2%

Natural light

7

70.0%

37.1%

5

72.9%

-35.8%

Meeting rooms (large)

8

65.6%

22.2%

9

71.0%

-48.8%

Office lighting

9

63.1%

38.8%

10

74.9%

-36.1%

Air quality

10

61.4%

57.8%

-29.8%

Desk/room booking systems

11

60.8%

16.1%

12

62.2%

-41.7%

12

59.2%

62.8%

13

48.0%

Dividers (between desk/areas)

13

59.2%

40.6%

20

47.2%

-6.6%

Quiet rooms for working alone or in pairs

14

57.3%

8.9%

11

53.1%

-44.2%

32.4%

19.3%

8

Agree Strongly

Identified new workstyles and developed workplace standards, a mobility strategy, high-level stacking and phasing.

14.8%

People walking past your workstation

15

19

40.4%

Informal work areas/break-out zones

16

50.5%

15.3%

15

70.4%

-55.1%

General décor

17

50.0%

20.9%

14

72.3%

-51.4%

18

Agree

100%

― WHAT WE ACCOMPLISHED

-2.2%

Ability to personalize my workstation

-21.1%

48.9%

9.7%

16

53.0%

-43.3%

Space between work settings

19

47.0%

36.6%

18

61.1%

-24.5%

Accessibility of colleagues

20

44.8%

62.1%

17

77.4%

-15.3%

Atriums & communal areas

21

42.7%

18.0%

21

73.1%

-55.1%

Art & photography

22

41.0%

14.7%

22

46.8%

-32.1%

Variety of different types of workspace

23

30.2%

9.3%

23

65.8%

-56.5%

Shared storage

24

25.9%

25.3%

24

49.3%

-24.0%

Archive storage

25

17.3%

22.5%

25

43.4%

-20.9%

Plants & greenery

Agree Slightly

80%

% Gap

Personal storage

51.6%

60%

Leesman+

Client

TOP 10

40%

23

Waste Management HQ Change Management Houston, Texas Client: Waste Management, Inc. ― Size: 285,000 square feet ― Completion Date: 2021

assist employees in their headquarters relocation. The primary goals of this initiative were to generate excitement around the new award-winning office space, ease moving anxieties and concerns, and provide the tools employees needed to jump in on day 1 without any disruption to their day-to-day business.

Waste Management and Perkins&Will worked together to create a roadmap of change activities and communications that synchronized with the design and construction schedule.

Activities and communications included: nj Design input solicitation from Stakeholders and Leaders nj Design and construction updates to Executive Leaders nj Touch points with Stakeholders to maintain a pulse on employee sentiments and concerns nj Construction updates to employees nj Clean-up reminders and coordinated clean-up days nj New Location Benefits interactive document showcasing the new building and associated amenities nj Design Reveal interactive document with a video walkthrough of the new space nj Furniture Mockup of workstations, private offices, and focus rooms nj Task Chair testing and voting nj Tours of the new space prior to move-in nj Day 1 Desk Drops to assist employees on their first day in the space

24

←

Waste Management engaged Perkins&Will to provide Change Management services to

New Location Benefits Interactive Document

Waste Management HQ Change Management

Welcome to 800 Capitol

CLEANING OUR SPACE December Clean-Up Days will occur during the week of December 16th!

During the last Clean-Up Days in September, you worked on cleaning your personal space. This month, you will focus on shared departmental spaces and appropriately dispose or recycle materials. Shared spaces include:

CONNECT

Your WM devices will auto-connect to our wifi network. To connect a personal device, review the instructions provided on the WM Now app - MY WM > DSC > Digital Resources.

PRINT

We have a new printing system that allows you to print sustainably and securely on any device by swiping your badge. Detailed instructions are being finalized. Our Xerox print shop is located on the 44th floor of First City Tower.

• Filing Cabinets • Storage Rooms • Supply Closets Additional toters will be placed on floors for your convenience.

DONATE! OFFICE SUPPLIES no longer in use should be dropped off in designated ‘DONATION’ bins.

SUPPLIES

• Binders • Paper Supplies • Staplers & Hole Punchers DIGITAL EQUIPMENT AND SUPPLIES no longer in use will be deployed to other sites. Drop off these items in the bins designated ‘E-CYCLE’ on each floor.

MEET

• Printers • Fax Machines / Copiers • Electrical Cords

EAT

• Extra Monitor Screens Unused or partially used PRINTER CARTRIDGES no longer compatible should be returned to the MAIL ROOM.

DRINK

DON’T FORGET! Remember to review the Records & Information Management Policy as you determine whether to:

MAIL

Your Health Is Our Priority

Paper for printers/copiers is stored next to the equipment on your floor. General office supplies are available on the 30th floor in the Facilities department.

COVID-19 Office Policies Log onto WM Now for additional information

Meeting spaces are reserved via Outlook or on the touch pads outside of meeting rooms. Conference Center rooms on the 30th floor are booked through FAST. All team members must complete their health screening on the WM Now app to enter the office.

Store your lunch in the refrigerators at the HydrationFailure to complete the health screening is a violation Stations on your floor. Seating is available on the 31st of company policy. floor Cafe for you to eat or take a break. Food service in the Cafe will begin in April. The Understory in the tunnel below the building is open for dine-in and carryout.

Wear a face covering when you’re at 800 Capitol.

Exceptions include: Coffee, tea and soda are located in the Hub and the • When alone in an enclosed personal office or similar Hydration Stations on your floor. The Barista service in space with four (4) floor-to-ceiling walls; or the 31st floor Cafe will begin in April.

• When actively eating, drinking or taking medicine for a limited duration provided six (6) feet of social distancing

Incoming mail is delivered to the Admin or a designatedcan be maintained (note: meetings should not be drop off bin in your department. The mail room is on thescheduled to include group meals).

25th floor (Room 2555) for package drop-off or other mail services.

The maximum number of people allowed in each meeting room is displayed on the monitor at the door and in Outlook. Continue to wear your mask and maintain 6-ft distancing in all meeting spaces.

You may have noticed there is no waste bin at your desk. We have centralized collection at the Hydration Stations on each floor to help us increase our waste diversion and improve our recycling habits.

Our Commitment to Sustainability

To reduce the use of paper, we have incorporated digital displays throughout our space and we ask all WM team members not to post If you find yourself feeling ill during the day, please printed materials on the walls. notify your supervisor and leave the office immediately.

RECYCLING PAYS FORWARD Recycled content will be repurposed within other WM facilities or donated to nonprofit organizations, schools or libraries. If you know of businesses that will benefit, please share details with us!

As we recycle our stored items and move to digital copies, we will incur a large cost saving, use fewer natural resources and generate less waste.

Need Additional Assistance?

WHO CAN I ASK FOR ASSISTANCE?

Contact wmatwork@wm.com.

Facilities: Andrew Pruneda Questions related to Clean Up Days WM@Work Questions related to the HQ Move Records Services Manager: Alisha Wilson Questions related to the Records & Information Management Policy We know cleaning our spaces will require more than just one week, so NOW is the time to start!

Over the upcoming months, we will have designated Clean-Up Days to continue preparing for the move. Cleaning our spaces today will help make the move an easier process!

REMEMBER! You must not dispose of any records subject to a current Legal Hold or Tax Hold, regardless of the retention period assigned under the Records & Information Management Policy. Duplicates and records that have exceeded the retention period assigned under the Records & Information Management Policy may not be sent to offsite storage.

↑ Day 1 Desk Drops

― WHAT IT IS

WELCOME! WELCOME!

Change Management

OUR VISION Goals

WELCOME TO OUR NEW WORKPLACE OUR VISION

We are pleased to present an overview of our future workplace.

This newsletter outlines information about our new space, the amenities it provides, and information about your specific department.

Use the menu on the right to begin exploring!

DESIGN INSPIRATION

Design Inspiration Benefits Video Walk-through OUR SHARED SPACES 31st Floor Cafe

WELCOME!

YOUR DEPARTMENT

The design of our new HQ is inspired by the foundation of WM’s values.

We expect this and upcoming communications will answer many of your questions – but if you have more, please reach out to WM@Work using the email icon on the right.

OUR VISION

Floor Plan

Goals

Collaboration Spaces

Design Inspiration

excitement around Waste

Benefits

Amenity Spaces

- WM@Work Team

services to generate

30th Floor Conference

Department Locations

Your Workspace

Video Walk-through

WHAT’S NEXT? OUR VISION Timeline

OUR SHARED SPACES 30th Floor Conference

Management’s new HQ and

31st Floor Cafe

From layout to furniture to materials; sustainability and innovation are kept at the forefront.

QUESTIONS?

WELCOME!

YOUR DEPARTMENT Department Locations

OUR VISION

Floor Plan

1

Collaboration Spaces

Goals

Amenity Spaces

Design Inspiration Video Walk-through

WHAT’S NEXT?

OUR SHARED SPACES

Timeline

BACK

provide a smooth moving

Benefits

Your Workspace

Inspiration Images

30th Floor Conference

NEXT

experience.

31st Floor Cafe

QUESTIONS?

YOUR DEPARTMENT Department Locations Floor Plan Collaboration Spaces

3

Amenity Spaces Your Workspace WHAT’S NEXT? Timeline

BACK

NEXT

QUESTIONS?

7

25

For more information, contact: advisoryservices@perkinswill.com