Ahmed Basha

– – Energy cost control: Identify and operationalize lowcost or no-cost energy savings measures, which can deliver immediate savings (and keep your operating expenses in check) as you re-open your facilities. • Engineering continuity planning: Update your engineering business continuity plan to reflect the “next normal,” ensuring that your plan captures postpandemic changes to your portfolio size and structure, operating requirements, and scenario planning needs. Then, identify options to deliver both immediate and longer-term cost savings across your operations (without sacrificing safety or efficiency). Challenge: Before you re-open your buildings and welcome your employees back to work, you need to be confident that your buildings – and their technical systems – are operating safely and in compliance with government regulations. Simultaneously, you need to adjust office operations to ensure you’re effectively and efficiently managing decreased capacity and different ways of working. initiatives (like seeking WELL Certification) that help your employees adapt to post-pandemic life and reinforce your organization’s commitment to their health and well-being. • Our facility reinstatement package is designed to do just that, with features including: • • Building technical readiness evaluation: Assess the current state of your plant and equipment, so that you have a clear picture of which systems are fully operational, which are in standby mode, and which are non-operational due to issues that should be addressed prior to re-entry. You’ll have the data you need to enter new work orders and address any outstanding issues – before your building re-opens. As part of our ongoing maintenance, we’ll continue to work with you to ensure all indoor air quality meets agreed upon standards. WELL strategy & implementation plan: Define and deliver a robust well-being strategy across your portfolio, using the WELL Portfolio framework as your guide. Start by assessing current gaps in your wellnessrelated building designs and operating practices, then identify and implement new health and wellness Preventative, reactive & decontamination cleaning: For sites that have been exposed to COVID-19, complete a full decontamination cleaning, in accordance with approved cleaning guidelines and as instructed by local health authorities. Safety, compliance and risk inspections: – On-site water systems – and resuming any water treatments that have been paused and testing water quality. – Sewage and waste systems – including ensuring that waste pipes and water traps are clean and clear. – Fire, life & safety systems – as tested by a certified third-party provider. – Electrical systems – including testing of emergency lighting systems and safety switch (RCD) testing, both as required by local legislation. – Heating and cooling systems – including ensuring that the heating and/or cooling system’s operational mode has been reinstated for the appropriate re-entry season (Winter/Summer). – Lifts and elevators – and confirming that their certifications are up to date, as required by local legislation. 5 Pressure systems – and checking all safety devices and inspecting for system leaks. Ventilation systems – and configuring HVAC systems to run on full fresh air (rather than recirculation) and pre-purging the air conditioning systems, both as a means to improve indoor air quality for building occupants upon re-entry. • Ensure buildings and offices are safe, resilient, and ready • Re-entry | Strategically prepare your buildings, space and people Re-entry | Strategically prepare your buildings, space and people • • • Facility mothballing: Temporarily close facilities that are not part of your re-entry strategy, through our facility mothballing program. Partially or fully shutter your unoccupied facilities, in full compliance with safety and insurance regulations – and you’ll preserve your facilities, systems, equipment and machinery for later use, lease or sale. By developing and managing a unique plan by component or a comprehensive re-entry package, we will partner with you to optimize the safety and resiliency of your buildings while also effectively and efficiently adjusting your operations to your “next normal.” • Enhanced janitorial standards: Establish enhanced cleaning protocols for your space (with a focus on hightraffic and high-touch common areas), designed to prevent the spread of germs and help your employees feel at ease. Identify the right scope and frequency of cleaning to suit your specific needs and ensure you have a decontamination plan in place, to guard against the spread of future outbreaks. • JiLL, enhanced with COVID-19 features: Simplify the workday for your employees – whether they’re returning to work or continuing to work remotely – with JiLL, JLL’s AI-based enterprise digital assistant. With JiLL’s help, your on-site employees can schedule in-person meetings (with room booking algorithms that are specifically programmed to support social distancing), access on-demand cleaning and mask delivery services, and manage contactless food deliveries. And JiLL also gives your at-home workers the ability to schedule virtual meetings and instantly access IT support, FAQs and other essential employee communications. Remote monitoring of dark buildings: Install sensors into key building systems (if not already installed) in unoccupied facilities, so that you can continuously and remotely monitor indoor air quality metrics, detect leaks and spills, and have insight into standby generation readiness - all without needing to keep engineering personnel on-site. This technology allows you to notify critical personnel of issues as they arise via email, phone or text. Once an issue is identified, a work order is automatically generated – so that the right resources can be dispatched to the site (and with full transparency). Engineers will quickly access the site and address issues before they become problematic. Covid-19 Scenario 1: Business as Usual Scenario-5: Liquidating Assets Financial Management Scenario-4: Building Lockdown Optimization FCI – 0.30 • • • • FCI – 0.20 Energy management Defficiency Backlog, USD Scenario-3: Reduce Capacity Scenario-2: Reduce Workforce Scenario-1: Business As Usual • • • • FCI – 0.10 Year 2021 Scenario planning Labor optimization PPM Optimization Benchmarking. Scenario 2: Reduced Workforce Increased focus on energy savings Energy management Portfolio level energy management Indoor air quality management. • • • • Year 2022 Funding Level as % of Current Replacement Value Strategic sourcing Insurance requirements Lease agreements and rent reductions Common area charges. Scenario 1: Business as usual Scenario 2: Reduce workforce Life Scenario 3: Reduce capacity Scenario 4: Building lockdown Scenario 5: Liquidating assets • 80% to 100% occupancy • 50% to 80% occupancy • 15% to 50% occupancy • Mostly working from office • Partial home working • Increased home working Only at the direction of government authorities To be decided. • • Full complement of site management • • No disruption to the supply chain. • • Potential exposure to COVID-19 and specific hygiene requirements Continued mandatory Fire, Life and Safety services and critical business operations Closure of the property for all building services • Continued essential services utilizing current suppliers • Continue with essential Fire Life Safety Systems • Ensure critical buildings continue receive services • Monitor impact on critical business infrastructure • Reduce and cut back on non-life safety systems at non-critical buildings • • Establish mothballing and reinstatement programs Essential number of security, reduced cleaning, where required for safety only, no deliveries to site • Review supplier availability and resilience, and determine worst case scenario. • Personnel required to respond to incidents or hazards • Alternative sourcing strategy. • Tenant and public access provided • Enhanced personal sanitisation requirements • Model the financial scenarios and review remote working and operations. • Focus on critical building systems and processes • Ensure that there is a Covid-19 BCP plan in place • Adopt innovative best practices from peer accounts and encourage fresh thinking. • 50% to 80% occupancy level • Partial home working • Continued essential services utilizing current suppliers • Potential exposure to COVID-19 and specific hygiene requirements • Enhanced personal sanitisation requirements. • Model the financial scenarios and review remote working and operations • Update capital plans and forecasts • Establish minimum capital investment funding level. • Continued essential services utilizing current suppliers • Potential exposure to COVID-19 and specific hygiene requirements • Enhanced personal sanitisation requirements • Identify alternative suppliers if and when needed • Inventory management is optimized and lead times are updated • All critical suppliers have Covid-19 BCP Plan in place. • Tenant and public access provided to the building • Plan to cut back on non-life safety systems at non-critical buildings • Develop operational what-if scenarios • Review energy saving opportunities. • 15% to 50% occupancy level • Increased home working. • Model the financial scenarios • Financially restructure the business to reduce risk and add value • Review insurance policies and lease agreements • Educate Finance team about the financial implications of a shutdown, how to mitigate risk and protect cash reserves • Discuss which capital projects can be put on hold. • Review supplier availability and resilience, and determine worst case scenario • Identify alternative suppliers if and when needed • Manage critical supplies • Continuously review lead times • All work orders raised should be identified as being part of the reinstatement following the building shut down for the Covid-19 pandemic • Ensure critical buildings continue receive services • Reduce and cut back on non-life safety systems at non-critical buildings • Where appropriate, all fluids and hazardous materials should be removed from the facility • Establish mothballing and reinstatement programs • Appoint a person to oversee mothballing and reinstatement • Continued mandatory Fire, Life and Safety services and critical business operations • Identify energy conservation measures and track utility costs. • Personnel required to respond to incidents or hazards only as building is under lockdown • Mostly home working. Scenario 4: Building Lockdown Potential Covid-19 Building Scenarios and Response Plan © 2020 Jones Lang LaSalle IP, Inc. All rights reserved. • Workplace foot traffic management & wayfinding: Help your employees seamlessly navigate your space according to social distancing guidelines (and mitigate the risk of non-compliance in the process). Use signage to clearly communicate new one-way circulation patterns and provide queueing guidance where bottlenecks typically occur (in elevator lobbies and restrooms, for example). • Social distancing occupancy strategy & enablement: Adjust your space’s capacity, seating plan and layout based on social distancing guidelines, identify those critical employees who should return to work in each wave of re-entry (and create rotational schedules where needed), and execute any work setting changes or furniture reconfigurations. Update your space usage guidelines (especially for shared Social Distancing Occupancy Strategy & Enablement • Flexible space risk advisory: Add flexibility to your re-entry strategy. Quickly assess opportunities and risks within your flexible space portfolio, de-densify your office space by taking on short-term flexible space, renegotiate or exit existing flexible space agreements, and achieve the right portfolio liquidity balance. © 2020 Jones Lang LaSalle IP, Inc. All rights reserved. • Model the financial scenarios • Carry out Facility Condition Assessment prior to a lockdown • Discuss what and how maintenance can be deferred • Review revised 2020 capital plan and suggest deployment of capital plan in high priority areas • Review operational cost optimization strategies • Adopt continuous monitoring of Opex and Capex budgets. • Essential number of security, reduced cleaning, where required for safety only, no deliveries to site • Alternative sourcing strategy • Whenever a property is to be left unused for a time, weekly flushing is a good way to reduce the chances of the growth of legionella occurring • Emergency generators will need to be tested if they are still being relied upon • Where elevators are still operating, they will require Statutory Compliance inspections to be carried. Attendance monitoring & self-reporting: Leverage readily available data sources – like security badge access data and daily show-up rates – to ensure that you’re not exceeding your post-pandemic capacity (and minimizing the risk of breaching social distancing guidelines). Engage your employees to self-report social distancing breaches to reinforce your organization’s commitment to their safety. • Workspace, meeting & collaboration space management: Coordinate the employee re-entry process using our web-based COVID-19 reservation management system. Designate specific seats as “unavailable” due to social distancing protocols, rotate available seats based on shifts, and block out conference rooms after meetings end to refresh the space before the next session. Challenge: Knowing the elements to consider in re-entry is the first challenge, but even after your plan has been developed, you still have to focus your plan and work across various groups, vendors and stakeholders to implement it. Bringing everyone together to effectively partner and communicate throughout re-entry is a critical component. Our offering can include two elements to help you focus and manage your re-entry: Re-entry readiness plan: We have developed a robust framework to help CRE teams organize planning activities, to ensure appropriate stakeholders are involved, and to address key questions before, during and after the initial reopening of the office. We understand re-entry isn’t one-size-fits all – each organization will need to create their own re-entry playbook tailored to the nuances of their business and portfolio. However, there are a number of fundamental questions that will need to be addressed by all businesses; our framework helps you do just that. • Program management: We have experienced professionals who can help you navigate this complex process to ensure you’re coordinated along the way and nothing falls through the cracks during your re-entry process. Using our proprietary tool, we can quickly and effectively determine the right steps for your unique re-entry process. We’ll help solve any challenges along the way and provide ongoing progress reports to show you where you are in the process and what else needs to be considered. We can deliver the peace of mind and positive results that comes with a dedicated re-entry program manager. 8 Workforce Covid-19 Building Scenarios and Response Plan Scenario 1: Business as Usual Financial Management Scenario-5: Liquidating Assets • • • FCI – 0.50 Optimization Scenario-3: Reduce Capacity FCI – 0.30 • • • • FCI – 0.20 Energy management Scenario-2: Reduce Workforce Scenario-1: Business As Usual Year 2020 Facility asset condition assessment Re-entry asset condition assessment Deferred maintenance and backlog management. Scenario-4: Building Lockdown • • • • FCI – 0.10 Year 2021 Scenario planning Labor optimization PPM Optimization Benchmarking. Scenario 2: Reduced Workforce Increased focus on energy savings Energy management Portfolio level energy management Indoor air quality management. • No disruption to the supply chain • Review possible disruption to supply chain • Review confidence of suppliers during a Covid-19 outbreak • Monitor exposure and trends • Perform risk assessment of suppliers • Discuss how critical suppliers are prepared for a pandemic outbreak • Request Covid-19 BCP from Suppliers. • Focus on critical building systems and processes • Ensure that there is a Covid-19 BCP plan in place • Adopt innovative best practices from peer accounts and encourage fresh thinking. • 50% to 80% occupancy level • Partial home working • Continued essential services utilizing current suppliers • Potential exposure to COVID-19 and specific hygiene requirements • Enhanced personal sanitisation requirements. • Model the financial scenarios and review remote working and operations • Update capital plans and forecasts • Establish minimum capital investment funding level. • Continued essential services utilizing current suppliers • Potential exposure to COVID-19 and specific hygiene requirements • Enhanced personal sanitisation requirements • Identify alternative suppliers if and when needed • Inventory management is optimized and lead times are updated • All critical suppliers have Covid-19 BCP Plan in place. • Tenant and public access provided to the building • Plan to cut back on non-life safety systems at non-critical buildings • Develop operational what-if scenarios • Review energy saving opportunities. • 15% to 50% occupancy level • Increased home working. • Model the financial scenarios • Financially restructure the business to reduce risk and add value • Review insurance policies and lease agreements • Educate Finance team about the financial implications of a shutdown, how to mitigate risk and protect cash reserves • Discuss which capital projects can be put on hold. • Review supplier availability and resilience, and determine worst case scenario • Identify alternative suppliers if and when needed • Manage critical supplies • Continuously review lead times • All work orders raised should be identified as being part of the reinstatement following the building shut down for the Covid-19 pandemic. • Ensure critical buildings continue receive services • Reduce and cut back on non-life safety systems at non-critical buildings • Where appropriate, all fluids and hazardous materials should be removed from the facility • Establish mothballing and reinstatement programs • Appoint a person to oversee mothballing and reinstatement • Continued mandatory Fire, Life and Safety services and critical business operations • Identify energy conservation measures and track utility costs. • Personnel required to respond to incidents or hazards only as building is under lockdown • Mostly home working. • Model the financial scenarios • Carry out Facility Condition Assessment prior to a lockdown • Discuss what and how maintenance can be deferred • Review revised 2020 capital plan and suggest deployment of capital plan in high priority areas • Review operational cost optimization strategies • Adopt continuous monitoring of Opex and Capex budgets. • Essential number of security, reduced cleaning, where required for safety only, no deliveries to site • Alternative sourcing strategy • Whenever a property is to be left unused for a time, weekly flushing is a good way to reduce the chances of the growth of legionella occurring • Emergency generators will need to be tested if they are still being relied upon • Where elevators are still operating, they will require Statutory Compliance inspections to be carried. • Lockdown only at the direction of government authorities • Closure of the property for all building services • Continue with essential Fire Life Safety Systems • Monitor impact on critical business infrastructure • Heating systems could potentially be winterized as we move into summer months • If the equipment has missed more than one PPM (for example a monthly and a quarterly), it is best to carry out the highest level of PPM that is overdue. Other • • • • Year 2022 Funding Level as % of Current Replacement Value Strategic sourcing Insurance requirements Lease agreements and rent reductions Common area charges. Scenario 3: Reduce Capacity Building scenarios Scenario 1: Business as usual Scenario 2: Reduce workforce Life Scenario 3: Reduce capacity Scenario 4: Building lockdown Scenario 5: Liquidating assets • 80% to 100% occupancy • 50% to 80% occupancy • 15% to 50% occupancy • Mostly working from office • Partial home working • Increased home working Only at the direction of government authorities To be decided. • • Full complement of site management • • Closure of the property for all building services No disruption to the supply chain. Continued mandatory Fire, Life and Safety services and critical business operations • • Continued essential services utilizing current suppliers • Continue with essential Fire Life Safety Systems • Ensure critical buildings continue receive services • Monitor impact on critical business infrastructure • Reduce and cut back on non-life safety systems at non-critical buildings • • Establish mothballing and reinstatement programs Essential number of security, reduced cleaning, where required for safety only, no deliveries to site • Review supplier availability and resilience, and determine worst case scenario. • Personnel required to respond to incidents or hazards • Alternative sourcing strategy. • Potential exposure to COVID-19 and specific hygiene requirements • Tenant and public access provided • Enhanced personal sanitisation requirements • Model the financial scenarios and review remote working and operations. Building Operations • Put ourselves in the client’s shoes – be laser-focused to understand operational and financial impact of a Covid-19 outbreak • Develop detailed remote working scenarios • Take control of spending and operational costs. Life cycle asset management Projected Backlog Reduction Plan with Additional Capital Investment Supply Chain • 80% to 100% occupancy level • Gain insight and assess risk exposure • Staff mostly working from office • Full complement of site management. Optimizing Opex and Capex • Lockdown only at the direction of government authorities • Closure of the property for all building services • Continue with essential Fire Life Safety Systems • Monitor impact on critical business infrastructure • Heating systems could potentially be winterized as we move into summer months • If the equipment has missed more than one PPM (for example a monthly and a quarterly), it is best to carry out the highest level of PPM that is overdue. • Effectively focus, manage and implement the entire process of re-entry Building Operations • No disruption to the supply chain • Review possible disruption to supply chain • Review confidence of suppliers during a Covid-19 outbreak • Monitor exposure and trends • Perform risk assessment of suppliers • Discuss how critical suppliers are prepared for a pandemic outbreak • Request Covid-19 BCP from Suppliers. Scenario 3: Reduce Capacity Building Scenarios Re-entry strategy & implementation plan: Develop a holistic re-entry strategy, by designing an integrated approach that’s specifically tailored to the needs of your workspace and your workforce (and coordinated with landlords and other tenants, where applicable). And ensure that your implementation plan accounts for multiple re-entry scenarios, to give you maximum flexibility with when and where you re-enter. FCI – 0.05 Other FCI – 0.05 Year 2020 Facility asset condition assessment Re-entry asset condition assessment Deferred maintenance and backlog management. Supply Chain • Put ourselves in the client’s shoes – be laser-focused to understand operational and financial impact of a Covid-19 outbreak • Develop detailed remote working scenarios • Take control of spending and operational costs. Life cycle asset management FCI – 0.50 Project delivery services: Project, program and relocation management services to help with employee moves, adds, changes and workplace reconfigurations. Our re-entry package is designed to help you do just that, with features including: • As you design and implement these changes, you’ll want to ensure protocols and guidelines you put in place are being enforced. We can help you drive compliance with these new protocols (and minimize risk in the process) through: • • • 80% to 100% occupancy level • Gain insight and assess risk exposure • Staff mostly working from office • Full complement of site management. Optimizing Opex and Capex • • • spaces like meeting rooms, collaboration spaces, and restrooms) and associated cleaning routines. Replace high-touch items (like doors and trash cans) with notouch options. And finally, make sure your employees are clear on what’s expected of them, too – by clearly communicating new protocols for respiratory etiquette, sharing office resources like desks and phones, and what to do if an employee becomes sick at work. Before you re-open your buildings and welcome your employees back to work, you need to be confident that you’ve thought through any space, occupancy or design adjustments. A critical step in developing your re-entry strategy is mapping potential risk points based on typical movements within the workplace and establishing dedensification thresholds. Each decision should effectively balance health, safety and financial implications. 7 Workforce Projected Backlog Reduction Plan with Additional Capital Investment Create and monitor effective guidelines and adjustments to your space Digital mail lockers: Evolve your mail services to enable your shifting onsite workforce, by installing digital mail lockers. Mail and packages are checked-in as they’re received and placed into a locker. Recipients are notified via email and can pick-up their mail and packages at their convenience – with the peace of mindthat their items are safely secured until then. 6 Building Scenarios and Response Plan Re-entry | Strategically prepare your buildings, space and people Challenge: Defficiency Backlog, USD Re-entry | Strategically prepare your buildings, space and people Scenario 4: Building Lockdown Potential Covid-19 Building Scenarios and Response Plan © 2020 Jones Lang LaSalle IP, Inc. All rights reserved. © 2020 Jones Lang LaSalle IP, Inc. All rights reserved. (re)entry | A guide for working in the next normal (re)entry | A guide for working in the next normal (re) entry (re) Table of contents Introduction ............................................................................................................................................. 1 Reactivate space.....................................................................................................................................3 A guide for working in the next normal For a moment in time, the world has hit pause. Things screeched to a halt as we collectively assessed the true impact of a global pandemic, all while adjusting in an instant to a new way of life. But human perseverance, sacrifice and selflessness have us moving forward to prepare for ( )entry. This journey will be bumpy and nonlinear. Continual adaptation and response to new information and changes will be critical for success. Respect health and wellness ............................................................................................................13 April 2020 (re)entry | A guide for working in the next normal The impact of the pandemic worldwide is generating shared experiences on a global level in ways not previously experienced by most generations. It is driving us to reevaluate our physical closeness to other members of society. When we return to normalcy, our anxiety about invisible contagions will persist, resulting in a new definition of personal space and a change in our comfort level with physical closeness. Physical spaces will need to be re-thought to allow for a type of always-on social distancing that will become our new way of life. Revitalize property and workplace operations ..........................................................................16 Returning to work will be a lengthy and extensive process. Owners of office towers and companies alike will need to prepare for re-entry and consider instructions from government and health officials, practice rigorous health procedures, utilize technology in new ways, and more. Here’s how to ensure reentry is done correctly, efficiently and safely: re re To ensure we are ready to navigate what’s next, it’s vital that we ( )activate our spaces to balance health, safety and financial implications. And that we continue to ( )spect each other’s well-being. Preparedness, agility, and resilience will be key. re • Identify re-entry triggers • Stagger return to office • Instill new behaviors • As employees and tenants begin to return to the workplace, it is extremely important that when we open the doors, we are inviting everyone into a safe environment. Together we can ( )vitalize businesses as we take a step forward into a new and different world. re Reconfigure workplaces • Leverage technology • Implement spatial distance strategies that comply with social distancing guidance • Limit access to common areas and amenities Objective re-entry triggers Before you re-open your buildings and welcome your employees back to work, be confident that your buildings—and their technical systems—are operating safely and in compliance with authorities having jurisdiction. Simultaneously, adjust office operations to ensure you’re effectively and efficiently managing decreased capacity and different ways of working. Here’s what to consider: Government mandates re-opening and occupancy First, comply with your state’s executive orders and mandates from authorities having jurisdiction (AHJ). Document key dates such as when shelter-in-place or stay-at-home orders are lifted, and understand AHJ mandates for social distancing, curfews, health screenings and wearing face coverings. Also review CDC guidelines with your employees and/ or ownership and meet minimum standards. Building, employee, and tenant spaces are safe and equipped for reuse As your capacity in the office ebbs and flows, you will need to quickly plan, adjust and optimize operational processes. Your organization and/or building management will need flexible processes in place to maximize health, safety and efficiency while ensuring a safe environment for your employees to return to. The gradual, multi-phased journey Implementation Implement the new vision Shock Realization Respond Denial and disbelief Confront the impacts and dynamics Shelter in place drives workplace closures Flourish Feed, nurture and cultivate—thrive (re) imagination A new workplace of the future Workplace continuity • Scale remote work program • Communication/governance • Scenario planning 2 (re) entry Three pillars for (re)entry • (re)activate space • (re)spect health and wellness • (re)vitalize property and workplace operations Re-enter spaces and places and prepare for an adaptive future state 5 5 1 (re)entry | A guide for working in the next normal (re)entry | A guide for working in the next normal (re)entry | A guide for working in the next normal (re)entry | A guide for working in the next normal • Reception, lobbies, elevator lobbies, stairwells, escalators and elevators • Restrooms, copy/supply rooms, lunchrooms, hubs/clubs and other high traffic areas • Workstations, benches, and offices • Conference rooms • Open collaboration spaces • Training rooms • Circulation corridors • Retail and restaurant spaces • Evaluate current technology at your disposal and identify gaps in capabilities • Re-imagine layouts through occupancy data and space utilization software • Prioritize data-driven building operations with realtime monitoring and work order management In order to do this, consider: • Redrawing floor plans and reconfiguring furniture • • Incorporating more touchless technologies for restrooms and trash receptacles Deliver employee-facing apps that build trust and confidence in the workplace • • Defining cleaning and transition protocols for shared workspaces Continue to optimize and adjust your real estate operations with holistic data Create a technology roadmap • Adding sneeze guards, physical barriers at high-risk areas (such as reception) and furniture panel height adjustments determining if and when to open the spaces to events. Also, limit occupancy using clear guidelines and shifts. with key functionality that you might not be leveraging today. Evaluate IT equipment to determine what can be shared among workstations safely and how you might install touchless technology in frequently trafficked spaces. Leverage technology Technology will be critical as we re-enter the workplace and adapt to new health and safety standards. We’ve seen this already in its role enabling our remote workforce. Consider the following: Develop and deliver a food and beverage strategy to accommodate expected changes in employee behaviors, like an increase in meals brought from home—and expectations, like a need for social distancing in your cafeteria. Occupancy and utilization software for social distancing Install occupancy sensors to make data-driven decisions about workplace layouts to maintain social distancing. If you’re already measuring utilization through sensor technology, like VergeSense or FMS:Analytics, you’re ahead of the game. Applying tried-and-true technology to this new scenario will provide quicker time-to-value, including the insights to re-stack office layouts and monitor occupancy to a new health and safety standard. Determine your must-have capabilities that enable dayto-day operations in the workplace, like room-booking and wayfinding for hoteling; and work order management to ensure proper cleaning practices. It’s easy to be overwhelmed by technology options, so it’s important to first identify what needs to be solved immediately and what can be solved in subsequent waves. Create a timeline to introduce automation tools and efficiencies through technology milestones. Many organizations already rely on Integrated Workplace Management Systems (IWMS) or Enterprise Asset Management (EAM) to perform daily tasks. These technologies can be optimized for re-entry • Encourage workers to bring food to the office or have lunch delivered in prepackaged containers to eliminate trips outside the office • Manage higher demand and sanitation for microwaves and other equipment • Limit congregation in any communal spaces, such as cafeterias, lounges and fitness centers Remote monitoring and mobile engineering • Install sensors in key building systems—if they’re not already installed—in unoccupied facilities so you can continuously and remotely monitor indoor air quality metrics, detect leaks and spills, and have insight into standby generation readiness all without needing to keep engineering personnel on-site. Right-size your food and beverage spend to suit your post-pandemic occupancy needs—helping you strike the right balance between managing costs and caring for your employees’ dining needs • Communicate with restaurants and retailers that occupy space in your building to understand their sanitation protocols, ordering and to-go process as well as their special social distancing requirements Facility management software like Corrigo or IBM Maximo will enable you to notify critical personnel of issues as they arise via email, phone or text. Once an issue is identified, a work order can be automatically generated so the right resources can be dispatched to the site and with full transparency. Engineers will quickly access the site and address issues before they become problematic. Build trust and confidence with your workforce Employees will be understandably nervous returning to the workplace. Employee-facing apps that give solutions to address health and safety standards will be increasingly important. Imagine you’ve done all the work in the back end to automatically trigger cleanings in shared workspaces, but employees have no way to know it’s been done. Consider integrating cleaning notifications into your room-booking and wayfinding applications like FMS:Employee to automate service or janitorial requests to a recently occupied space. Or better yet, to instill confidence in your team that the areas around them are safe, deliver updates through one simple interface using employee experience apps like JiLL or Modo. They’ll easily connect all of your backend systems to provide critical updates like air quality at a larger space than needed due to restrictions in how many people can be in one room at a time. Plan for and manage congestion in common areas like elevator banks, cafeterias and fitness centers Help your employees and tenants seamlessly navigate your space according to social distancing guidelines and mitigate the risk of non-compliance in the process. Use signage to clearly communicate new one-way circulation patterns and provide queuing guidance where bottlenecks typically occur, such as elevator lobbies and restrooms. Limited common area and amenity access Event programming and frequency will vary based on state and local ordinances, building occupancy and/ or client discretion. Consider the types of events, social distancing at events and sanitation processes when 11 8 12 9 (re)entry | A guide for working in the next normal (re) activate space (re)entry | A guide for working in the next normal (re)entry | A guide for working in theinnext framework for working thenormal next normal (re) spect (re)vitalize Ensuring the safety, security and health of employees, tenants and visitors. Preparing safe and productive properties and workspaces in adherence with new business and social protocols, as well as government guidelines and requirements. health & wellness Addressing how and when people should begin to return to space, and how space is structured and used once ready for re-entry, while balancing health, safety and financial implications. (re) entry property & workplace operations Strategically prepare your buildings, space and people Loriam, corum aut aut quiam, vent. Lecupta quia saperuptate doloremoles ut volupiet, sed ex eos eossi aped quaepediam dolorep eliquis doloribusam volor Vendigni cus. Caeria eum quid min 3 16 13 Chiffr clés par an 45 Panoramas rédigés Leader du conseil en immobilier d’entreprise 88 analyses de marché thématiques développées 30 études sur-mesure commandées en moyenne Leading the pack SOLUTIONS BUSINESS INTÉGRÉES FUSIONS ACQUISITIONS & CONCURRENCE EXACERBÉE JLL I 2 jusqu’à la mise en œuvre opérationnelle de votre projet. 14 NOTRE ATOUT : Notre capacité à innover et nous renouveler études entreprise disponibles en 2019 The Workplace of Tomorrow Page 2 As we witness an unprecedented world event and we continue to embrace the digital revolution, what we need from our physical environment is changing. The traditional workplace needs to become so much more than a place to work. By harnessing the intersection between the emotional, digital and physical… March 2020 NOUVELLES ATTENTES DES COLLABORATEURS cartographies générées en 2018 It will become an extension of our lives, a place to learn, a place to thrive, a place to connect, a place to give back. Barclays New York Strategy DISRUPTION DIGITALE & 4ÈME RÉVOLUTION INDUSTRIELLE JLL vous accompagne dès la réflexion stratégique 600 Leading the pack 2025 & Beyond ENJEUX MACRO ÉCONOMIQUES bureau, commerce, logistique, industriel, logement, résidence gérée, santé 6 The Future of Work Constat Barclays will lead the pack Page 7 Furthermore, organisations need to provide a sense of purpose and meet employees’ at their motivation to attract and retain talent. Meet them at their motivation... SUSTAINABILITY 76% % of millennials that consider a company’s social and environmental commitments when deciding where to work Modular bamboo, translucent woods, aluminium foam, single use plastics, rainwater toilets, energy saving LEDs HEALTH & WELLBEING 89% % of employees at companies supporting health and wellbeing initiatives that are more likely to Exercise classes and clubs, NEURODIVERSITY / D&I 78% % of organisations that believe supporting diversity Inclusive environments with diverse atmospheres and onboarding to cater for the neurodivergent recommend their company as a good place to work and inclusion initiatives and neurodiversity offers a competitive advantage nutritional advice, meditation rooms, mindfulness workshops