Workplace Brief Deliverable Sample

Workplace Summary MONTH 2023

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CLIENT | CUSHMAN & WAKEFIELD

EXECUTIVE SUMMARY

1 2 3

Collaboration and connection are key drivers; however current social space is underutilized and outdated; Add more variety in meeting spaces and right size social space to enable run-ins

Space is underutilized and could be condensed up to 45%

Space for concentrative work is a must; create quiet zones and a variety of enclosed and open settings for focused work

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CLIENT | CUSHMAN & WAKEFIELD

Space is underutilized ~ 50% coming in at peak Heavy on concentrative work and meetings, both in person and virtual Space needs to be more fluid for growth and shifting needs of workforce Execs need to sit with their teams/on the floor and be accessible Stakeholder Input

HYBRID & FLEXIBILITY SPACE & TECH AMENITIES PEOPLE » Bell curve analogy for return to office – ideally two thirds in a hybrid situation, and a third split between the bookends of in office and remote » In order to maintain status as an employer of choice , must offer some level of flexibility to employees » Guidelines about remote work will be established at the corporate level with some flexibility at the local level while ensuring promotions are equitable; can’t be grass roots where office managers pick and choose what they want » Need to establish a world class distance learning platform that caters to a hybrid experience » Mentorship primarily takes place informally on projects or while traveling; There is no formal mentorship program » The office has to provide socialization mechanism » Culture needs be sustained in the virtual and physical environment » Office cannot go back to being a place of managing by seeing; “Hoteling” type spaces with lockers and some dedicated seating for those who will be there » The concept of “ Office as a Service” – the office should offer services, opportunities and environments that enhance employee experience and drive team productivity and collaboration » “From Tetris to Transformers” – Shift from moving teams around the cube farm to more flexibility. Space should be open, dynamic and reconfigurable to best serve project teams by allowing them to adjust space depending on needs. » People will need privacy in the office and designated “ concentration zones ” to reduce distractions » A coffee bar with a Starbucks feel can purposefully drive interactions and socialization while also providing an alternative work setting » Beverage Friday is not the right option; Something to increase “ competitive spirit ” and blow off steam would be great, like volleyball or foosball/ping pong table

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CLIENT NAME | CUSHMAN & WAKEFIELD

Commute Analysis

Office Location

Current Office Employee Home Location 15 Drive Time From Office Minutes 45 30

60

Findings

Commutes are the #1 deterrent in returning to the office.* For Client Employees: • 45% have an average drive time of less than 30 minutes • 37% have an average drive time of 30-45 minutes • 20% have an average drive time of more than 45 minutes By offering flexible start and end time for employees, the average commute time saved is 15 minutes • Staggered start times for the operations team would offer the most savings, reducing commute times by an average of 25 minutes

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CLIENT NAME | CUSHMAN & WAKEFIELD

*Source: C&W Experience Per Square Foot™ survey, results from January 1, 2022 – December 31, 2022, n=5,326

WORKPLACE POLICY

Specialty & Support 17%

Insert client’s logo

3 Days per Week, Employee Choice

Collab Space, 7%

Current State

Individual Space 76%

BADGING / UTILZATION

~35% Average, Peak Day is Tuesday 50% Average. (Jan-Apr 2023 Data)

100 Peachtree Street

AREA (SF)

TOTAL AREA (SF)

QTY

CAPACITY

% OF TOTAL

Private office Workstation Total Primary Focus Space

75

1 1 1 0 4

140

10500 8575 19075

175

49

50,143 RSF

250

73%

4 8 1 0 0 4 4 1 1 1 1 4 7

50 74

200 592 792 800

High top perch/layout

Total Neighborhoodd/ Alt Work Points

3%

XL/Presentation (20+)

24 14

800 400 300 170 100 905 713 200

Large (14-18)

0 0

200 Headcount

Medium (8-12 seats) Small (4-6 seats) Total Collaborative Entry/ Reception Huddle (3-5)

8 6 4

680 400

64

1880 905

7%

Multi-function Lounge/Work/Collab space

28 40 68

713 200

250 Seats

Café/Pantry

Total Specialty, Amenity Wellness/Mothers Room

1818

7%

67

67

Print/Mail/Copy

300

1200

Storage (Coat, Personal Storage)

72 20

504 280 500

June 2025 Lease Expiration

Storage (Filing)

14 2.5

IT/IDF

200

Total Support TOTAL SF

2551

10%

26,116 41,786 50,143

USF ( Incl. Circulation)

RSF

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CLIENT | CUSHMAN & WAKEFIELD

Range of Options

There are a range of options and considerations when evaluating your future workplace. These include worker patterns, space utilization, workplace experience and business objectives. Three scenarios are modeled to show potential use cases and space reduction compared against current state space to show the range of space requirements and tradeoffs.

Virtual First Agile, Activity-Based Work Environment Agile, mobile workforce in and out of the office Variety of space types to accommodate different work modes Reduced desk seats, primarily unassigned seats/desk sharing Mix of collaboration spaces equipped for hybrid meetings

Community Hub Collaborative, Hospitality Focused with Touchdown Space Highly collaborative, engaging environment with meeting and social spaces for gathering and teamwork Reservable and non-reservable touchdown workspaces with a mix of open and enclosed spaces for focused work or video collaboration

Office First Efficient and Flexible with Higher Office Attendance Office is the primary work location Mix of open and enclosed workspaces Reduced space standards, private offices on the interior for increased natural light and more open workstations, mostly assigned seats with some desk sharing Slightly increased collaboration and a few alternate work points

Hybrid Balanced Mix of Spaces and Workstyles Mobile workstyle with a mix of in

Traditional Individual Focused Office Work Office is the primary work location High concentration of private spaces Higher quantity of assigned, dedicated work seats with private offices primarily located on the perimeter and larger, more private workstations Smaller amount of collaboration space

office and non-office work Mix of open and enclosed workspaces

Modern space standards with a variety of work settings, mix of assigned and unassigned seats Balance of focus, collaboration and group/social spaces

Scenario 3

Scenario 2

Scenario 1

Current State

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CLIENT NAME | CUSHMAN & WAKEFIELD

Group based

Individual based

Range of Options

Three scenarios are modeled to show the range of options and tradeoffs to achieve desired workplace experience and overall footprint. Through each scenario, variables are adjusted to align with space use and to showcase potential space reduction: ⁄ S pace Standards The size of private offices and workstations ⁄ Space Allocation How many private offices versus workstations ⁄ Desk Sharing How much of the workforce is sharing desks versus those with dedicated, assigned seats; Moderate to Progressive levels of desk sharing

Traditional

Hybrid Virtual First INCREASE DESK SHARING + ADJUST SHARED GROUP SPACES Office First

Community Hub

Scenario 1 20% Space Reduction

Scenario 2 35% Space Reduction

Scenario 3 45% Space Reduction

DECREASE SPACE STANDARDS

Smaller Sizes, Fewer Offices

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CLIENT NAME | CUSHMAN & WAKEFIELD

Individual Space

Collaboration Space

Support Specialty Amenity

Seat Count

Space Scenarios Current v Future Space Scenarios show a range of space requirements and tradeoffs for the future workplace compared with the current space. Individual Space is reduced in each scenario. Collaboration Space is increased in each option. Support, Specialty and Amenity Space is right sized to headcount, utilization and overall square footage. Headcount and growth is modeled at the same level in each scenario. 3% Growth 7 Years 242 Plannable Headcount GENERAL ASSUMPTIONS

60,000

300

50,143

50,000

250

39,869

40,000

200

32,754

27,791

30,000

150

20,000

100

10,000

50

0

0

CURRENT

SCENARIO 1 OFFICE FIRST

SCENARIO 2

SCENARIO 3

RSF

Seat Count

HYBRID

VIRTUAL FIRST

Primary Seats

250

222

194

121

10x14 Private Offices 7x7 Workstations

10x12 Private Offices 6x7 Workstations

10x110.5 Private Offices 6x6 Workstations

10x10 Private Offices 5x6 Workstations

Space Standards

30% Office / 70% Workstation

15% Office / 85% Workstation

10% Office / 90% Workstation

5% Office / 95% Workstation

Allocation (Private Office / Workstation)

# Offices # Workstations

75 175 0%

33 189 25%

19 174 50%

6 115

Desk Sharing (% of workforce sharing desks)

100%

Ratio (People : Seats)

1:1

3:2

5:3

2:1

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CLIENT | CUSHMAN & WAKEFIELD

PRIMARY SPACES

SECONDARY SPACES / ALTERNATE WORK POINTS

Space Types Spaces are broken into the following categories: Primary Spaces Work seats primarily suited for general work activities, including private offices and workstations which can be assigned or unassigned/reservable. Secondary Spaces Variety of work points for individual work or collaboration, open/enclosed, reservable/non-reservable with different furniture layouts and technology equipment to suit the different uses Collaborative & Interactive Space Group spaces that enable formal collaboration and informal interaction such as meeting spaces, training space, multi-function space, community space, pull-off spaces off main corridors, team space, brainstorming, layout space Amenity & Support Space Space that supports typical functions such as print, mail, storage, as well as other specialty spaces such as reception and pantry/café spaces

ENCLOSED

OPEN

ENCLOSED

OPEN

Private Office (10x12, 10x10.5 or 10x10)

Workstation (6x7, 6x6 or 6x5)

Focus Room (50 SF)

Phone Room (25 SF)

Video Collab (50 SF)

Work Pods (15 SF)

COLLABORATIVE & INTERACTIVE SPACE

OPEN

ENCLOSED

Training Space

Medium Meeting (8-12 seats)

Lounge Meeting

Small Huddle Meeting (4-6 seats)

Work Lounge/ Multi-function

Brainstorming

High-top Perch

SPECIALTY, AMENITY & SUPPORT SPACE

Common Area/Recept.

Pantry/Cafe

Library

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CLIENT | CUSHMAN & WAKEFIELD

Neighborhood Planning

VIRTUAL FIRST NEIGHBORHOOD

OFFICE FIRST NEIGHBORHOOD

24 work seats for 30 people (2) 1p enclosed focus space (8) alternate work points 35 primary + alt seats HYBRID NEIGHBORHOOD

Focus/Individual •

Focus/Individual •

Focus/Individual •

(15) work seats for 30 people (2) 1p enclosed focus space (8) alternate work points 25 primary + alt seats (2) enclosed collab spaces (2) open collab spaces 12 team collab seats

28 work seats for 30 people (2) 1p enclosed focus/phone space

• • •

• •

• • •

30 primary + alt seats

Team Space •

Team Space •

(2) enclosed collab spaces (2) open collab spaces 18 team collab seats

Team Space •

• •

(3) enclosed collab spaces (2) open collab spaces 26 team collab seats

• •

• •

Support •

Support •

(1) File drawer or locker per person

Support •

(1) File drawer or locker per person

(1) File drawer or locker per person

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CLIENT | CUSHMAN & WAKEFIELD

Are you change ready? Change is a natural part of life, and in today's dynamic and rapidly evolving world of technological advancements and organizational restructuring, workplace change is inevitable. Analyzing and implementing change readiness enables individuals, teams, and organizations to successfully navigate and adapt to changes in their environment.

» Is your organization prepared for a change in space? »

Do you have a sponsor, and are they prepared to lead the initiative? » What personas are in your organization? » What motivates your employees?

READINESS IMPLEMENTATION REINFORCEMENT STRATEGY

» How will you support the impacted employees? »

What communication channels support each team? » What partners do you have with your own organization to support employees? » How will you listen to concerns and opportunities about the change journey?

» What activities and communications will prepare employees? » What is the budget for implementation? » Who will lead implementation efforts? »

Is there a place where everyone can gather in person for announcements?

» What will keep people from wanting to go back to the old place/habit? » How will you track engagement with or acceptance of the new technology/office/space? » How will you collect feedback and adjust strategies? » What incentive(s) will keep people focused on sustaining the change?

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CLIENT | CUSHMAN & WAKEFIELD

RECOMMENDATIONS

• SHORT TERM SPACE SOLUTIONS • Consolidate people onto single floor to create energy in the space • Pilot/Concepts - Test new space types or concepts (e.g., build a sample desking area, convert meeting room to library/work lounge, pilot a tech helpdesk concept) • LONG TERM SCENARIO RECOMMENDATION • Increase collaboration and variety of space types (open/enclosed, formal/casual) • Move to neighborhood concept • Reduce open desking, add variety in space types (focus spaces, library) • Reduce social space to align with utilization • Reduce overall space by ~30% • NEXT STEPS • Review Brief with Brokerage Team and Internal Stakeholders

• Consider Change Management Options • Consider Project Management Options

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CLIENT | CUSHMAN & WAKEFIELD

Taylor van Dam Workplace Strategy Director +1 404 853 5235 taylor.vandam@cushwake.com

About Cushman & Wakefield Cushman & Wakefield (NYSE: CWK) is a leading global real estate services firm that delivers exceptional value for real estate occupiers and owners. Cushman & Wakefield is among the largest real estate services firms with approximately 52,000 employees in over 400 offices and approximately 60 countries. In 2022, the firm had revenue of $10.1 billion across core services of property, facilities and project management, leasing, capital markets, and valuation and other services. To learn more, visit www.cushmanwakefield.com or follow @CushWake on Twitter.

Jennifer Hearing Change Management Manager +1 843 823 3349 jennifer.hearing@cushwake.com

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CLIENT | CUSHMAN & WAKEFIELD