Navigating the Post COVID Workplace by BDH

Life Beyond COVID-19 Navigating the Post-COVID Workplace

74%

of employees believe going into the office remains fundamental63

Table of Contents 04

Why will infectious disease transmission be a concern after we overcome the COVID-19 pandemic?

How do I know if remote work is right for my company?

What should I do to keep employees safe and healthy in the office during future pandemics?

How much of the week should my employees be working remotely?

How do I help my employees navigate stressful times, such as pandemics?

How should my office space align with my remote work needs?

What is the long term impact of the coronavirus pandemic on the workplace?

Resources

Q Why will infectious disease transmission be a concern after we overcome the COVID-19 pandemic?

Another pandemic is likely to occur during our lifetime.3 Preparing your workplace for future infectious disease outbreaks is imperative for business continuity and to keep your employees safe and healthy.

Future pandemics are likely to occur Employee illness equates to lost productivity New safety expectations have transpired Uncertainties around immunity are prevalent

8.7 hours work hours lost per each occurrence of the common cold2

Future Pandemics

Lost Productivity

As new diseases emerge every year, scientists predict more pandemics are likely to occur throughout our lifetimes.3

Employee illness, even from the common cold, equates to lost productivity.

• COVID-19 is the sixth pandemic to occur in the last century45 • Deforestation and human encroachment on wildlife habitats facilitate the spread of pathogens from animals to humans3 • 70% of emerging diseases and almost all known pandemics are zoonoses, which are diseases caused by microbes of animal origin45

• Incidental costs of health deficiencies such as absenteeism, disability, or reduced output may be several times higher than direct medical costs1 • The average annual cost of productivity losses due to employee health is $1,685 per employee1 • Prioritizing employee health through the office environment, operations, and policies regains lost productivity from illness

New Safety Expectations

Uncertainties Around Immunity

Employees have developed new expectations for how employers will keep them safe at work.4

Although the COVID-19 vaccines received an efficacy rating of more than 90% during the trial phases, the duration of immunity will determine the likelihood for annual surges of COVID.6

• Employer offered well-being policies and programs will be the norm • Presentism, when employees go to work but aren’t fully functioning due to an illness, will become devalued in favor of remote work to keep fellow employees healthy46 • Employees will require enforcement of cleaning policies even after the pandemic is over

• The duration of immunity following vaccination is currently unknown5 • The effects of a vaccine on immunity and regular resurgence of the virus still must be studied • The coronavirus could prevail for years to come, requiring businesses to implement their continuity plans on a repeated basis

$8 Billion the economic cost of lost productivity attributed to absenteeism from the common cold2

Q What should I do to keep employees safe and healthy in the office during future pandemics?

Make temporary adaptations to your office design and operations to maximize health and safety.

Require staff and guests to pass health screenings Establish an elevated cleaning protocol Install touchless technology Install cleanable surfaces Establish a shift structure Implement staggered seating Reduce furniture in collaborative areas Implement measures to control building access Enhance indoor air quality Designate an isolation room

Health Screenings

Elevate Cleaning Protocol

Mitigate the spread of infectious disease by requiring employees and guests to pass a health screening.

Establish an elevated cleaning protocol that aligns with CDC recommendations to keep your workplace safe.7

• Create a contact-less screening process by implementing tools like Microsoft Forms • Click here for an example • Require a health screening every day an employee or visitor enters your office to evaluate the potential for new symptoms • Confidentiality guidelines apply to all results

• Install sanitation stations stocked with disinfectant spray, hand sanitizer and PPE throughout your office • Use an EPA-approved disinfectant to sanitize high-touch surfaces daily8 • Embed buffers of time between meetings to clean meeting areas • Ask the building manager to disinfect high-touch surfaces in common areas daily

Touchless Technology

Cleanable Surfaces

Reduce the opportunity for spreading infectious disease by utilizing touchless technology. Areas for touchless technology include:

Audit cleanability of high touch surfaces.

• Motion sensor lights • Automatic door openers • Automatic faucets and soap dispensers • Motion sensor flush valves

• High touch surfaces must withstand repeated cleaning with EPAapproved disinfectants • Click here for a list of EPA-approved disinfectants8 • Consider adding self-cleaning surfaces such as NanoSeptic • Be cautious of materials with applied anti-microbial finishes due to negative health impact

automatic faucet

automatic soap dispenser

cleanable high-touch surface

Contact BDH for a touchless technology or cleanable surface specification package

Shift Structure

Staggered Seating Plan

Reduce occupancy by dividing employees into shifts.9

Maintain social distancing guidelines without modifying workstations.

• Cut occupancy in half to make contact tracing more manageable if an employee becomes ill • Disperse team members among varying shifts to reduce the risk of an entire team falling ill at the same time

• Implement a staggered seating plan by instating a checkerboard seating arrangement • Discontinue free address seating • Assign each employee a dedicated work station for easy contact tracing

100% occupancy adjacent seating

100% occupancy

adjacent seating

Pre-Infectious Disease

Furniture Reduction

Controlled Entries

Reduce density by removing furniture from shared space.

Enhance security and decrease the potential for cross-contamination.

• Reduce furniture in conference rooms and collaborative areas by at least 50% • Place chairs at least six feet apart • Install reconfigurable furniture to adjust quantities as appropriate

• Designate separate entries for staff, clients and delivery personnel • Use a key fob system to restrict access • Add a video doorbell system to monitor and authorize access into your suite

50% occupancy furniture reduction allowing 6’ between users

3 person max

staggered seating

Post-Infectious Disease

Enhance Indoor Air Quality

Ensure your HVAC system is operating at a level conducive to reducing airborne aerosol transmission per ASHRAE standards.10 • Upgrade to MERV-13 filters or the highest level filter compatible with your HVAC system10 • Increase outdoor air ventilation11 • Disable demand-controlled ventilation (DCV)11 • Open minimum outdoor air dampers, as high as 100%, to eliminate recirculation11 • Keep systems running for extended periods, if possible 24/711 • Install a UV-C air disinfection system to inactivate viral, bacterial and fungal organisms10

Isolation Room

Designate an enclosed room on a separate HVAC system as an isolation room for symptomatic employees.12 • Instruct employees to retreat to the isolation room if they begin exhibiting symptoms of infectious disease while at the office12 • Advise symptomatic employees to vacate the office after their belongings are collected for them • Install furniture with cleanable surfaces • Install high efficiency filters and increase ventilation rates in this room12 • Train workers to implement the isolation policy appropriately

90% of particles with a mass median diameter of 3.0 are removed by MERV-13 filters10

Q How do I help my employees navigate stressful times, such as pandemics?

Put practices in place to address health and safety concerns, support employee mental health, & maintain a positive culture.

Conduct employee surveys Establish a risk mitigation plan Establish a redundancy plan Offer options for employee choice Communicate with employees frequently Boost employee morale Support mental health Post cleaning schedules

Conduct Employee Surveys

Establish a Risk Mitigation Plan

Conduct surveys to determine employees’ main concerns around working in your office.13

Establish a written plan that outlines the policies and practices in place to address employee health & safety during a pandemic.

• Create a survey using a digital platform like Microsoft Forms • Form questions to receive actionable feedback • Click here for a survey example • Communicate the survey results and the actions you intend to take in response to the feedback with your employees

• Develop protocols for health screenings, contact tracing, social distancing, workplace ventilation, workplace disinfecting, delivery protections, and training practice • Click here for a preparedness plan template • Communicate your preparedness plan with employees frequently

Establish a Redundancy Plan

Offer Options

Outline a plan to ensure business continuity if employees become incapacitated due to illness.

Support your employees’ mental and physical well-being by offering options for office and remote work.

• Identify essential business functions and primary processes • Identify a back-up person to complete each essential task if the primary person becomes ill • Identify external service providers • Communicate the operational redundancy plan with all employees

• Determine options that work for your business, such as voluntary staff presence or flexible in-office hours • Set criteria linked to infection rates and business needs for implementation of each option • Allow employees to choose which option matches their comfort level while still fulfilling their duties

65% of employers experienced challenges maintaining employee morale during the COVID-19 pandemic14

Communicate Frequently

Boost Employee Morale

Communicate updates about your mitigation plan & transition process on a regular and consistent basis.

Take measures to elevate employee morale if it decreased during the pandemic.

• Use multiple forms of communication such as a Town Hall followed by an email synopsis • Communicate with directness, transparency and empathy • Click here for communication recommendations from the CDC15

• Conduct surveys to evaluate employee engagement and act on the results • Provide flexibility for working hours • Offer virtual water cooler chats to encourage social interactions • Establish committees to plan morale boosting events and ideas for increased physical and mental wellness

Support Mental Health

Post Cleaning Schedules

Offer mental health resources to assist in coping with the uncertainty and anxiety of a pandemic.

Transparently share how and when the office is being cleaned to ease anxiety surrounding virus transmission.

• Acknowledge employee fears and address them in a respectful and individual nature • Offer an Employee Assistance Program (EAP) • Encourage employees to use PTO for mental health days • Check in directly with employees regularly to assess their well-being and offer the appropriate support

• Communicate the cleaning frequency of shared spaces, such as conference room disinfection after meetings • Install room booking technology to manage use and post when the room was last cleaned • Provide sanitation stations throughout the office to increase employee control over disinfection

Q What is the long term impact of the coronavirus pandemic on the workplace?

The global shift to working remotely and adapting to life during a pandemic will permanently alter the needs and expectations that influence office space.

Improved air quality Focus on employee wellness Adjusted amenity expectations Advanced building security Blending physical & digital Flexibility of the office Increase in collaboration space Remote work expectations Modified employee benefits

Improved Air Quality

The importance of air quality not only to mitigate the risk of infectious disease transmission but to improve overall health has become acutely understood by the general public during the SARS-CoV-2 pandemic. As a result, employees will place higher value on indoor air quality of the office spaces they inhabit for at least eight hours a day.48 • Implement ASHRAE recommendations (ANSI/ ASHRAE Standards 62.1 and 62.2) for acceptable indoor air quality49 • Upgrade to MERV-13 filters or the highest level filter compatible with your HVAC system10 • Run the HVAC system with maximum outside air flow for two hours before and after times when spaces are occupied19 • Disable demand controlled ventilation19

11%

the increase in employee productivity due to elevated fresh air intake and a reduced amount of pollutants 50

57% the amount of sick leave attributed to poor ventilation22

SUPPORTING EVIDENCE 76% of people believe companies should do more to support the mental health of their workforce.52

Contact BDH to elevate the wellness offerings in your office

Focus on Employee Wellness

80% of the workforce asserts that employee well-being is a key factor in an organization’s success and 96% believe well-being is an organizational responsibility.24 On top of providing a positive culture, employers will need to promote and support employee well-being through the built office environment. • Align your office with WELL standards • Improve indoor air quality through increased fresh air intake and filtration systems • Enable employees to access natural light and views of the outdoors • Install sit to stand desks to encourage movement • Offer increased flexibility • Provide an environment that is not too hot or too cold, as this is the number one wellness factor employees want improved50 • Establish a committee to promote wellness and engage employees in healthy behaviors • Support the mental health of your workforce by providing access to an EAP, self-service resources, and wellness or meditation apps • Employ ergonomic best practices to mitigate health risks

80%

of the workforce asserts that employee wellbeing is a key factor in an organization’s success24

Adjusted Amenity Expectations

Amenities will remain a big factor in employee attraction and retention and continue to contribute to brand identity, culture and staff engagement. The types of amenities in demand are predicted to change along with expectations of cleanliness in amenity areas. • Offer outdoor amenity space as a low-risk working environment and an area for respite • Provide shared collaboration spaces for casual brainstorming or private meetings • Incorporate touchless technology in amenity areas • Provide convenient lunch options by partnering with a contact-free delivery service such as Foodsby in lieu of a traditional cafeteria setting • Provide offerings that contribute to elevated wellness such as a meditation room or standing work surfaces • Consider hiring a risk mitigation concierge to ensure heavily used amenity areas are monitored for operational and safety best practices • Be transparent with cleaning schedules so users know when amenities were last cleaned

82% the amount of people that will favor buildings that offer flexible office space and shared meeting areas47

Post-COVID Amen

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Advanced Building Security

New technology can be implemented to align with increased remote work policies and safety standards. • Consider transitioning to a mobile-based security management system that offers remote unlock, mobile credentialing, door schedule changes, real time alerts, and lock down capabilities • Ensure your security system has hands-free unlock capabilities if installing touchless entry systems • Install a video doorbell to verify and control access when the office is unoccupied or when employees are working alone • Consider implementing two-factor authentication to gain entry into the building

Blending Physical & Digital

Considering remote work is likely to be here to stay in some capacity, the built environment will need to support team members that are both physically present and remote. • Equip the infrastructure with technology designed for video conferencing to create an inclusive experience for all employees despite their location • Create space for individual and group video interactions that address lighting, privacy and acoustics • Provide FF&E options such as private phone booths for solo video calls • Encourage employees to turn on their cameras so they can gauge body language and emotions

Flexibility of the Office

Another pandemic is likely to occur during our lifetime3, and the lessons learned from COVID will continue to be applied. A flexible office space became critical in navigating uncertain times. This flexibility will remain a priority for weathering uncertainties in the future, not only from the threat of pandemics but due to shifting employee expectations, technological advancements, and overhead costs. • Install demountable walls to easily reconfigure your space as needs change • Strategically purchase workstations, including those in private offices, with consistent components to create an efficient and reconfigurable footprint • Install ancillary furniture groupings that can be easily contracted and expanded as necessary • Design spaces to support multiple modes of work such as a room conducive for internal collaboration as well as video conferencing • Provide a diverse range of settings throughout the office that can adapt to the wide variety of tasks required by each employee throughout their day

56%

of people anticipate using more flexible office space in the future47

Contact BDH for assistance with creating a flexible office environment

SUPPORTING EVIDENCE Face-to-face meetings are essential for developing new ideas and keeping staff motivated and focused.51

Contact BDH to elevate the collaboration offerings in your office

Increase in Collaboration Space

94% of people want the option to return to the office, which demonstrates that instead of replacing physical offices, remote work should supplement them.25 Since collaboration is the number one reason people go into the office,23 strategically design collaborative areas to ensure employees feel comfortable and safe when using the space. • Increase quantity and variety of collaboration areas • Implement flexible solutions for easy reconfiguration as needs and safety protocol change • Install materials conducive to EPA-approved disinfectants so shared spaces may be easily and frequently cleaned to improve employees’ feelings of safety • Provide technology that allows for ease of use with room booking, screen sharing, and virtual interactions

87%

of employees say the office is important for collaborating with team members and building relationships23

Remote Work Expectations

During the coronavirus pandemic, nearly 70% of fulltime workers residing in the United States worked remotely.34 Not only did the workforce quickly adapt to virtual meetings and balancing work life with home life, but 99% of employees expect the option to work remotely at least some of the time for the remainder of their careers.37 • Offer the option to work remote more frequently • Trust employees to complete their work when and how they want • Redesign your office environment to align with the changing landscape of the modern way of working

Modified Employee Benefits

While more than half of employed Americans worked at home during the COVID-19 pandemic,26 they became accustomed to elevated flexibility, comfort, and choice. Integrating these same benefits into the corporate culture will be the new tool in employee retention. • Incorporate more ancillary furniture groupings to provide elevated comfort and flexibility • Install temperature control and adjustable lighting for enhanced employee comfort • Create a “smart office” by incorporating innovative technology for controlling building access, welcoming guests to the office, reserving work areas, and adjusting environmental factors

80%

of full-time workers expec work from home at least th times per week34

ct to hree

77% of people say the ability to work from home beyond the COVID-19 pandemic would make them happier34

1 in 2 people won’t return to jobs that don’t offer remote work options34

Q How do I know if remote work is right for my company?

There isn’t a one size fits all approach for remote work. There are many factors to consider when analyzing if remote work is a fit for your office.

Evaluate benefit to the company Determine office space functions Evaluate remote work viability Analyze future vision Assess the impact on company culture Consider employee attraction and retention Assess technology Weigh the challenges

Evaluate Benefit to the Company

Determine Office Functions

Acknowledge the positive outcomes to the company as a whole, not just individual employees.

Determine what needs your physical office space will fulfill in the post COVID landscape.

• Access a larger talent pool by expanding your candidate search outside your local geographical area • Achieve cost savings from modified office square footage and tapping into salary expectations from less inflated labor markets • Increase employee output with reported gains in productivity and reduced absenteeism at your office53

• Conduct surveys to determine the tasks your employees are conducting in the office: brainstorming, team building, meetings, heads down work • Analyze if your built environment supports employee productivity and post COVID work styles • Assess how free address desking can improve flexibility and efficient use of square footage

Evaluate Viability

Analyze Future Vision

Assess which employees align with remote work by auditing time spent in the office along with job responsibilities.

Analyze if remote work supports or hinders your company vision, values, and goals.

• Determine the number of hours each role spends in the office per week • Evaluate each employee’s tasks to understand how often they visit clients, travel for work, and are physically present in the office • Collect accurate data using furniture sensors and time tracking apps • Consider that some employees want the structure correlated with going into the office regardless of their role

• Analyze how remote work aligns with company goals, such as employee attraction & retention, and innovation • Consider obstacles remote work could present to achieving your vision or desired company culture • Ensure remote employees understand their connection to the company’s vision to maximize engagement

Contact BDH to conduct an audit of your current office space and its functions

7% Remote employees are 7% less likely to understand their connection to the vision of the organization.27

40% of Millennials & Gen Z professionals are motivated by the work-life integration produced by remote work54

79% of survey respondents would be more loyal to their employers if they had flexible work hours29

of w work perk

Assess the Impact on Company Culture

Determine the type of culture desired by your company and how remote employees will affect that culture • Ensure the drivers of your culture (values, traditions, unwritten rules) are well defined27 • Create programs that engage remote employees with these culture drivers and make them feel included in the day-to-day business • Plan events where all employees can attend together • Be aware that building culture with remote employees requires more proactive planning compared to the organic development that happens when all employees are in the office together

Consider Employee Attraction & Retention

Flexibility is a huge factor in employee attraction and retention.23 Evaluate implementing remote work as a way to secure top talent.

57%

workers say the option to remotely is one of the top ks they want offered by an employer55

• Integrate remote work as a tool to produce effective work life balance and increase loyalty among your employees29 • Target Millennials and Gen Z professionals by capitalizing on the fact that 40% are motivated by the work-life integration remote work can offer54 • Consider the effect remote work has on employee attraction, with 57% of workers saying the option to work remotely is one of the top perks they want employers to offer

Assess Technology

Adopt a company wide set of technology tools to make remote work feasible, productive and successful. • Assess your current technology infrastructure, employee connectivity, and cybersecurity • Evaluate beneficial technology tools such as Office 365 for internal communication and video conferencing, Donut to boost camaraderie, and cloud based file storage • Implement a cybersecurity training program

Weigh the Challenges

Weigh the positive attributes of remote work against potential negative impacts for your company • Audit your organization’s experience with remote work during the COVID pandemic and determine if solutions are available for the issues you encountered • Outline additional costs or liability you will encounter, such as an employee home office allowance, responsibility towards employee injury, or damage to company equipment occurring at home • Examine the impact remote work could have on company culture and employee mental health

Q How much of the week should my employees be working remotely?

In order to determine how much, or even if any, remote work is right for your organization, evaluate the pros and cons of each model.

Working in the office 100% Hybrid workplace model Working remote 100%

Leaders in the US intend on conducting business using three primary approaches.61

23%

70%

In Office

Hybrid

Full Remote

Pros and Cons of Work

Avoid Work Creep

Fewer Security Threats

Workplace Camaraderie

Departing from one’s workstation at the end of the day allows employees to create more concrete boundaries and prevent work from creeping into their personal lives.

Utilizing company owned equipment on a secure network decreases the risk of cyberattacks.40

Decreased Flexibility

Decreased Staff Retention

Workplace Distractions

Employees lose flexibility in their schedules to accommodate personal appointments, daycare drop off & pick up, sick kids, inclement weather and work-life balance.

46% of people would look for a new job that offered remote work if their employer discontinued the ability to work remote at least some of the time.34

The typical office wo is interrupted every minutes and it take minutes to regai focus.41 That’s a b hindrance to emplo productivity.

Workplace friendship strengthened by in pe interaction. The sen of belonging derive from these relations correlates with increa happiness.42

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Reduced Technology Issues

Mentorship Opportunities

Foster Innovation

There’s no need to worry about frozen videos, getting disconnected or un-muting the mic before speaking. Decreased tech issues can lead to more efficient meetings.

Young professionals gain knowledge by observing seasoned professionals. Being physically present with colleagues provides more opportunities for learning.

Being in the office promotes spontaneous idea sharing and organic discussions, which can lead to the development of innovative content and solutions.

Decreased Engagement

Environmental Impact

Detrimental to Competitive Edge

54% of people would be less willing to go the extra mile for their employer if the flexibility to work remotely wasn’t offered, resulting in reduced employee engagement.34

If people worked from home 50% of the time, the greenhouse gas reduction would equate to removing the entire New York State workforce from the road.38

With only 29% of Millennials and 26% of Gen Z wanting to work entirely in the office, not offering remote work can hinder a company’s competitive edge.44

Pros and Cons of a Hy

Retention and Attraction

Increased Flexibility

Employee Cost Savings

Remote work attracts and retains talent. In a recent survey, 99% of respondents would like to work remotely at least some of the time for the rest of their career.37

Employees have more flexibility with their hours and environment, leading to elevated comfort and convenience. Flexibility is one of the highest ranked benefits by Millennials.38

Employees save betw $2,500 and $4,00 year on travel, park and food expenses working remotely ha time.38

Accountability Challenges

Decline in Employee Morale

Unplugging Af Work

Employees must be self-motivated and managers must be trained to successfully oversee remote workers. Intentional check-ins and trust are required.

Maintaining company culture can be hard when working remotely. During the COVID pandemic, 65% of employers reported challenges maintaining morale.14

In a recent survey remote workers repo unplugging as th biggest challeng associated with rem work.37 1 in 5 work m hours when remote

ybrid Workplace Model

Better Work-Life Balance

Maintain Collaboration

Employer Cost Savings

ween 00 a king s by alf the

Remote work flexibility results in higher levels of job satisfaction and reduced levels of psychological burnout and stress.32

The number 1 reason people go into the office is to collaborate.23 The hybrid model ensures employees don’t lose the opportunity for in-person teaming.

Employers can save $11,000 annually per each half time remote worker due to increased productivity, decreased real estate costs & reduced absenteeism.38

fter

Not Always A Fit

Cybersecurity Risks

Inclusion Problems

y, orted he ge mote more e.34

Some people need the structure and mental separation of working in an office. Working at home could be hard for the social butterflies or those with kids at home.

20% of companies recently surveyed reported facing a security breach as a result of a remote worker and 18% said cybersecurity is not a priority for their staff.40

Whether by choice or circumstance, some employees may still work in the office full-time. There’s a risk of creating a divide between remote and in-office employees.

Pros and Cons of R

Avoid the Commute

Increased Flexibility

No Geographi Limitations

Eliminating the commute allows for more time spent working or playing. The average time lost to commuting over a one year time period equates to a total of 9 days.30

Remote work offers more flexibility and elevated convenience. In a recent survey, 62% of respondents left or considered leaving a job due to a lack of flexibility.31

Employees aren’t lim to living in close prox to their employer headquarters and employers have acc to a talent pool bey their geographic ar

Increased Liability

Increased Loneliness

Employers should confirm that employees working off site do not pose any undue risks such as liability for injuries or ergonomic issues.

Loneliness is one of the biggest challenges for remote workers. In a recent survey, 70% of remote workers felt left out of the workplace.33

Elevated Burnout

With work stations c by, work can eas encroach on perso time. On average, re employees worked extra 26 hours ea month during COVI

Remote Work 100%

Better Work-Life Balance

Increased Productivity

Environmental Benefits

mited ximity r’s d cess yond rea.

Working remote allows more options and prevents the “hustle culture.” Work-life balance is the top reason people seek flexible work options.31

A study from Stanford concluded that remote workers were 13% more productive than those in the office due to taking shorter breaks and decreased distractions.32

CO2 emissions in San Francisco dropped by 28% during the first 6 weeks of the COVID-19 lockdown due in part to decreased traffic.56

Added Expenses

Cybersecurity Risks

Decreased Collaboration

In a recent survey, 42% of employers are already or are considering reimbursing remote employees for cell phone, Internet and home office expenses.35

Operating on unsecured networks or personal devices increases susceptibility to cyberattacks. 1 in 10 had video calls hacked while WFH during COVID.36

Complete remote work eradicates in-person collaboration. In a recent survey, difficulties with collaboration was ranked as a top challenge for remote workers.37

close sily onal emote d an ach ID.34

Q How should my office space align with my remote work needs?

Whether your team works remotely, in the office or a combination of both, your office space should be designed to support your specific needs. Review the considerations for each approach as a starting point to create a customized solution.

We’re here to stay We like to mix it up Home base isn’t the office

87% of leaders around the world say they expect to allow more flexibility around where, when and how people work.61

We’re here to stay You’re at the office full time

71% of employees think the workplace of the future should be fully automated with smart office features57

Analyze Square Footage

Design for Resilience

Examine fundamental changes in the company’s business plan & assess any implications to your square footage.

Create a resilient work environment that can withstand future infectious disease outbreaks.

• Create a strategic plan for your office space based on long term goals • Determine if you need to prepare for future expansion • Analyze if containing costs by reducing square footage would be advantageous • Consider if you need to lock in to a floor plate and plan to increase staff without increasing square footage

• Confirm your office space has flexibility built in to accommodate safety practices for future pandemics • Incorporate employee health and safety priorities, specifically improved air quality as it’s a top concern57 • Support employee mental health with resources such as quiet rooms, Employee Assistance Programs, and transparency over safety protocols

Capitalize on Amenities

Address Employee Desires

Offer a robust amenity package that will attract and retain employees.

Incorporate employee preferences that have become more prevalent during COVID into your workplace policies as part of your retention and attraction efforts. • Consider setting core business hours and allowing employees to flex their remaining workload • Establish a flexibility program that offers time shifts, location variety, and the freedom to adapt work schedules to attend important personal appointments

• Strategically locate your office to benefit from nearby restaurants, public transportation, trails, etc. • Prioritize buildings that offer hospitality areas, collaboration suites, fitness centers, and outdoor spaces • Incorporate amenities such as work cafes, a hospitality bar, social areas, and wellness rooms into your suite • Consider technology an amenity as a growing number of employees support automation

Innovate your Office

Align your physical office space with how work, life, and interaction have changed due to the COVID-19 pandemic. • Update your office layout to accommodate new needs such as teleconferencing rooms used to blend physical and digital collaboration • Explore how benching systems and non-dedicated workstations implemented through a free address program can help you capitalize on your available square footage • Review the types and quantity of collaboration space • Include choices for focused work outside of the employees’ desks, such as quiet zones or individual concentration pods • Audit the opportunities for organic team building and social connection within the office layout • Ensure your built environment supports and represents your company’s culture

1/4

of businesses will continue to work in the office as the primary destination.61

Contact BDH to update your office environment to align with your new needs

Consider Satellite Solutions

Instead of one large office, multiple satellite offices can accommodate a decentralized work force for a reasonable cost. • Re-evaluate your employees’ distance from the office, as more than one-fifth of adults relocated due to COVID or know someone that did58 • Integrate candidates outside your immediate geographical area into your recruitment strategy • Revise your square footage program to reflect a main office for the majority of your workforce along with significant all company events and then smaller satellite offices that are streamlined in nature • Analyze cost savings that could result from capitalizing on real estate outside the urban core

More than

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adults relocated due to COVID or know someone that did58

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73% of employees ranked air quality as the top health and safety concern related to their office environment.57

Work Station Density

Blending Digital & Physical

Contract the amount of work stations and consider right sizing your space.

Incorporate technological tools that support remote collaboration.

• Determine the reduced number of work stations required to support the typical amount of employees that will be in your office concurrently • Provide employees with work settings other than their dedicated desk, such as collaboration areas, quiet zones, or free address desking, to minimize work station quantity • Sublet the square footage no longer necessary to support your functions

• Designate private rooms for virtual meetings • Equip virtual meeting rooms with proper technology, A/V equipment and lighting • Insulate video conference rooms to elevate privacy and mitigate sound interference • Use room booking technology for ease of reservation and coordination

Health & Safety

Utilize Free Address

Prioritize employee health and safety during their time in the office.

Introduce free address desking to maximize your square footage.

• Confirm flexibility is built into your space to accommodate safety practices during future pandemics • Install materials that can withstand EPA recommended cleaning protocol • Incorporate employee health and safety priorities, especially improved air quality as it’s a top concern57 • Support mental health with resources such as quiet rooms, an EAP, and transparency over safety protocols

• Determine how many people will need to enroll in free address desking to support your targeted decrease in work station quantity • Align use of free address stations with employee role and needs • Use desk booking technology for ease of reservation and use • Establish a cleaning protocol to protect users from infectious disease transmission

Business Operations

Establish business operations that successfully support remote work and flexibility. • Set parameters around the frequency in which your employees can work remote • Establish expectations for the frequency, means, and ideal timing of communication • Provide effective communication tools such as Microsoft Teams to support virtual collaboration • Determine new onboarding methods to accommodate remote employees • Provide managers with training on overcoming challenges associated with reduced face-to-face supervision with remote workers

Cultural Equity

Find ways to bring the company together as a whole to sustain your culture and combat remote worker loneliness. • Organize in person events that include the whole company • Create virtual team building activities and fun chat channels so employees can bond over mutual interests regardless of their location • Schedule regular face-to-face interaction • Recognize achievements via digital platforms so employees can celebrate no matter their location • Implement lunch break wellness activities such as yoga or meditation

Contact BDH for assistance with creating an office space that supports hybrid work

56% of employees place more value on workplace culture than salary59

21% The profitability increase demonstrated by connected teams60

#1 The primary reason employees go into the office is to collaborate23

of em impor team

We Space vs. Me Space

Embrace your office space as a collaboration tool by creating an environment that is supportive of individual and team work. Shift away from primarily single user spaces and incorporate more settings that promote group interaction. • Create a variety of single user and collaboration areas and spread them throughout the office for convenient access by all employees • Give choice with different types of collaboration spaces so employees can select the setting and posture most conducive to the task at hand • Accommodate groups of all different sizes, ranging from two up to large groups • Use areas previously off limits for employee collaboration such as front reception or the coffee area to promote a culture of innovative brainstorming

Employees now spend

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KEY FEATURES

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Home base isn’t the Office You’ve made the switch to remote employees

Analyze Functional Needs

Cultivate Connectedness

Evaluate day-to-day functions that warrant retaining a small office footprint.

Determine how to unite employees and build a strong culture when all employees are physically separated.

• Determine in-office resources that are crucial for business operations such as large scale printers, specialized equipment and meeting rooms • Offer a few free address desking stations to allow a change of scenery • Ensure the physical footprint you keep is flexible in order to accommodate evolving needs • Retain consolidated meeting space to foster in person collaboration

• Plan company wide events as teams that have a strong connection demonstrate a 21% increase in profitability60 • Maintain company wide meetings with virtual video calls • Encourage employees to be on camera during meetings so they benefit from seeing each other and can observe body language

Cybersecurity

Rules of Engagement

Address cybersecurity risks associated with remote work and standardize procedures to prevent cyberattacks.

Establish a defined set of expectations, policies, and tools to set employees up for successful full-time remote work.

• Provide training on how to identify suspicious links, malware, phishing attacks, & other cybersecurity threats • Require employees to use a VPN to ensure secure network connection62 • Set standards for use for company issued devices and cloud services62 • Monitor digital activity on companyowned devices

• Establish expectations for core hours and communication response time • Ensure employees have a dedicated work space and child care • Communicate whether work related equipment will be provided or if employees will need to outfit their own home office • Define how results and productivity will be measured

What does an office focused on remote w

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KEY FEATURES

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References 1. “Worker Productivity Measures | Model | Workplace Health Promotion | CDC.” Centers for Disease Control and Prevention, 1 Apr. 2016, www.cdc.gov/workplacehealthpromotion/model/evaluation/productivity.html. 2. Bramley, Thomas J et al. “Productivity losses related to the common cold.” Journal of occupational and environmental medicine vol. 44,9 (2002): 822-9. doi:10.1097/00043764-200209000-00004 3. Gill, By Victoria. “Coronavirus: This Is Not the Last Pandemic.” BBC News, 6 June 2020, www.bbc.com/news/ science-environment-52775386. 4. Briggs, Michael, and Rory Stone. “Presenteeism. Through COVID & Beyond.” Lexology, 8 June 2020, www. lexology.com/library/detail.aspx?g=0a0ec8dc-c3ef-4ab8-908a-06eb268b04b4. 5. “COVID-19 Vaccine.” MU Health Care, 2020, www.muhealth.org/conditions-treatments/coronavirus/vaccine. 6. Scudellari, Megan. “How the Pandemic Might Play out in 2021 and Beyond.” Nature, Nature, 5 Aug. 2020, www.nature.com/articles/d41586-020-02278-5?error=cookies_not_supported&code=75e7ac9f-04a6-400190da-a4e745d32f2c. 7. “Guidance for Cleaning and Disinfecting Public Spaces, Workplaces, Businesses, Schools, and Homes.” Centers for Disease Control and Prevention, 11 Feb. 2020, www.cdc.gov/coronavirus/2019-ncov/community/reopen-guidance.html. 8. “List N: Disinfectants for Coronavirus (COVID-19).” US EPA, 15 Dec. 2020, www.epa.gov/pesticide-registration/ list-n-disinfectants-coronavirus-covid-19. 9. “General Business Frequently Asked Questions.” Centers for Disease Control and Prevention, 11 Feb. 2020, www.cdc.gov/coronavirus/2019-ncov/community/general-business-faq.html. 10. “ASHRAE Epidemic Task Force | Filtration & Disinfection.” ASHRAE, 20 Oct. 2020, www.ashrae.org/file%20 library/technical%20resources/covid-19/ashrae-filtration_disinfection-c19-guidance.pdf 11. Schoen, Lawrence. “Guidance for Building Operations During the COVID-19 Pandemic.” ASHRAE, May 2020, www.ashrae.org/file%20library/technical%20resources/ashrae%20journal/2020journaldocuments/72-74_ieq_ schoen.pdf. 12. “Guidance on Preparing Workplaces for COVID-19.” OSHA, U.S. Department of Labor, 2020, www.osha.gov/ Publications/OSHA3990.pdf. 13. “Guidance for Businesses and Employers Responding to Coronavirus Disease 2019 (COVID-19).” Centers for Disease Control and Prevention, 11 Feb. 2020, www.cdc.gov/coronavirus/2019-ncov/community/guidance-business-response.html#anchor_1609684800152. 14. Author, Guest. “6 Ways to Boost Employee Morale During COVID-19.” Blog, 11 June 2020, www.talentlyft.com/ en/blog/article/389/6-ways-to-boost-employee-morale-during-covid-19. 15. “COVID-19 Communication Plan for Select Non-Healthcare Critical Infrastructure Employers.” Centers for Disease Control and Prevention, 11 Feb. 2020, www.cdc.gov/coronavirus/2019-ncov/community/communication-plan.html. 16. Rettner, Rachael. “Coronavirus Can Survive on Skin for 9 Hours.” Livescience.Com, 7 Oct. 2020, www.livescience.com/coronavirus-survives-9-hours-on-skin.html#:%7E:text=The%20new%20coronavirus%20can%20 linger,hours%2C%20according%20to%20the%20study. 17. “Study Suggests New Coronavirus May Remain on Surfaces for Days.” National Institutes of Health (NIH), 31 Mar. 2020, www.nih.gov/news-events/nih-research-matters/study-suggests-new-coronavirus-may-remain-surfaces-days.

18. Harvard Health Publishing. “Sour Mood Getting You down? Get Back to Nature.” Harvard Health, July 2018, www.health.harvard.edu/mind-and-mood/sour-mood-getting-you-down-get-back-to-nature. 19. “ASHRAE Epidemic Task Force | Commercial.” ASHRAE, 17 Aug. 2020, www.ashrae.org/file%20library/technical%20resources/covid-19/ashrae-commercial-c19-guidance.pdf. 20. “ASHRAE Issues Statements on Relationship Between COVID-19 and HVAC in Buildings.” ASHRAE, 20 Apr. 2020, www.ashrae.org/about/news/2020/ashrae-issues-statements-on-relationship-between-covid-19-andhvac-in-buildings#:%7E:text=ASHRAE%20officially%20opposes%20the%20advice,the%20spread%20of%20 the%20virus.&text=Transmission%20of%20SARS%2DCoV%2D2%20through%20the%20air%20is%20sufficiently,the%20virus%20should%20be%20controlled. 21. Sachser, Raquel. “Addressing Workplace Amenities Post-COVID-19.” Work Design Magazine, 15 May 2020, www.workdesign.com/2020/05/addressing-workplace-amenities-post-covid-19. 22. Allen, Macomber, Joseph, John. “What Makes an Office Building ‘Healthy.’” Harvard Business Review, 21 Aug. 2020, hbr.org/2020/04/what-makes-an-office-building-healthy. 23. PricewaterhouseCoopers. “Business Needs a Tighter Strategy for Remote Work.” PwC, 12 Jan. 2021, www. pwc.com/us/en/library/covid-19/us-remote-work-survey.html 24. DeBellis, Pete. “Promoting Workforce Wellness in Unprecedented Circumstances.” Toolbox, 23 Dec. 2020, www.toolbox.com/hr/employee-wellness/guest-article/promoting-workforce-wellness-in-unprecedented-circumstances. 25. Heilmeier, Hannah. “Workspace or Wellness Place? Office Designs Shift in COVID-19 Environment.” JLL, 13 Aug. 2020, www.us.jll.com/en/newsroom/workspace-or-wellness-place--office-designs-shift-in-covid-19-en. 26. Boland, Brodie, et al. “Reimagining the Office and Work Life after COVID-19.” McKinsey & Company, 14 Dec. 2020, www.mckinsey.com/business-functions/organization/our-insights/reimagining-the-office-and-work-lifeafter-covid-19#. 27. Herway, Hickman, Jake, Adam. “Remote Work: Is It a Virtual Threat to Your Culture?” Gallup.Com, 11 Dec. 2020, www.gallup.com/workplace/317753/remote-work-virtual-threat-culture.aspx#:%7E:text=Remote%20 employees%20are%20seven%20percentage,company’s%20reputation%20on%20the%20line. 28. “State of Remote Work 2020.” Owl Labs, 2020, www.owllabs.com/state-of-remote-work/2020?utm_ source=adwords&utm_campaign=State+of+Remote+Work+2020&utm_medium=ppc&utm_term=remote%20 work%202020&hsa_kw=remote%20work%202020&hsa_mt=b&hsa_tgt=kwd-836922767997&hsa_src=g&hsa_ad=473909118153&hsa_ver=3&hsa_cam=11405785359&hsa_net=adwords&hsa_acc=2493962266&hsa_grp=110910085879&gclid=CjwKCAiA4o79BRBvEiwAjteoYOCVMrI4irKbwNErd27kKodGRU5pgoW5dTX9Ck4l9T55EdBlxJDcEBoCFKkQAvD_BwE. 29. Reynolds, Brie Weiler. “2017 Annual Survey Finds Workers Are More Productive at Home, And More.” FlexJobs Job Search Tips and Blog, 28 Dec. 2020, www.flexjobs.com/blog/post/productive-working-remotely-top-companies-hiring. 30. Schad, Eric. “7 Positive Environmental Benefits of Remote Work.” Remote Work From Home Job Search Tips and Advice, 27 Oct. 2020, www.virtualvocations.com/blog/telecommuting-survival/8-environmental-benefits-of-remote-work. 31. Reynolds, Brie Weiler. “2017 Annual Survey Finds Workers Are More Productive at Home, And More.” FlexJobs Job Search Tips and Blog, 28 Dec. 2020, www.flexjobs.com/blog/post/productive-working-remotely-top-companies-hiring.

References 32. “Remote Work Statistics & Trends in 2020: A Look Into the Future.” Miro, miro.com/guides/remote-work/statistics. Accessed 28 Jan. 2021. 33. Digneo, Greg. “6 Important Remote Work Statistics To Know in 2021.” Biz 3.0, 30 Dec. 2020, biz30.timedoctor.com/remote-work-statistics/#:%7E:text=Here%20are%20some%20other%20notable,productive%2C%20 according%20to%20Workforce%20Futures.&text=Additionally%2C%20three%20out%20of%20four,them%20 with%20work%2Dlife%20balance. 34. “State of Remote Work 2020.” Owl Labs, Owl Labs & Global Workplace Analytics, www.owllabs.com/stateof-remote-work/2020?utm_source=adwords&utm_campaign=State+of+Remote+Work+2020&utm_medium=ppc&utm_term=remote%20work%202020&hsa_kw=remote%20work%202020&hsa_mt=b&hsa_tgt=kwd-836922767997&hsa_src=g&hsa_ad=473909118153&hsa_ver=3&hsa_cam=11405785359&hsa_net=adwords&hsa_acc=2493962266&hsa_grp=110910085879&gclid=CjwKCAiA4o79BRBvEiwAjteoYOCVMrI4irKbwNErd27kKodGRU5pgoW5dTX9Ck4l9T55EdBlxJDcEBoCFKkQAvD_BwE. Accessed 28 Jan. 2021. 35. Miller, Stephen Cebs. “Is It Time for Employers to Reimburse Remote Workers’ Expenses?” SHRM, 1 Nov. 2020, www.shrm.org/resourcesandtools/hr-topics/benefits/pages/employers-may-overlook-reimbursing-remote-work-expenses.aspx. 36. Twingate. “Internet Security Research - Cybersecurity in the Age of Coronavirus.” Twingate, 15 June 2020, www. twingate.com/research/cybersecurity-in-the-age-of-coronavirus. 37. Griffis, Hailley. “State of Remote Work 2018 Report: What It’s Like to Be a Remote Worker in 2018.” Buffer Resources, 2 July 2020, buffer.com/resources/state-remote-work-2018/#satisfied. 38. Analytics, Global Workplace. “Latest Work-at-Home/Telecommuting/Mobile Work/Remote Work Statistics.” Global Workplace Analytics, 10 Oct. 2020, globalworkplaceanalytics.com/telecommuting-statistics. 39. “Latest Work-at-Home/Telecommuting/Mobile Work/Remote Work Statistics.” Global Workplace Analytics, 10 Oct. 2020, globalworkplaceanalytics.com/telecommuting-statistics. 40. “Enduring From Home: COVID-19’s Impact on Business Security.” Malwarebytes, Malwarebytes, 2020, resources.malwarebytes.com/files/2020/08/Malwarebytes_EnduringFromHome_Report_FINAL.pdf. 41. Boudinet, Jeremy. “Working From Home vs. Working in an Office: Pros &...” Business VoIP, Customer Experience, Sales & Marketing Content - Nextiva Blog, 20 Aug. 2020, www.nextiva.com/blog/working-from-home-vsoffice.html. 42. Morgan, Kate. “Why Your In-Office Friendships Still Matter.” BBC Worklife, 30 Sept. 2020, www.bbc.com/worklife/article/20200925-why-your-in-office-friendships-still-matter. 43. Loveland, Elaina. “Are Promotions Within Reach for Telecommuters?” SHRM, 15 May 2017, www.shrm.org/ resourcesandtools/hr-topics/employee-relations/pages/are-promotions-within-reach-for-telecommuters.aspx. 44. Esymczak. “New Survey Data Shows Possible Scenarios for the Future of Offices, Commuting, and Cities.” Salesforce News, 18 Sept. 2020, www.salesforce.com/news/stories/new-survey-data-shows-possible-scenarios-for-the-future-of-offices-commuting-and-cities. 45. Daszak, P., das Neves, C., Amuasi, J., Hayman, D., Kuiken, T., Roche, B., Zambrana-Torrelio, C., Buss, P., Dundarova, H., Feferholtz, Y., Foldvari, G., Igbinosa, E., Junglen, S., Liu, Q., Suzan, G., Uhart, M., Wannous, C., Woolaston, K., Mosig Reidl, P., O’Brien, K., Pascual, U., Stoett, P., Li, H., Ngo, H. T. “IBPES Workshop on Biodiversity and Pandemics Executive Summary.” IBPES, Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services (IPBES), July 2020, ipbes.net/sites/default/files/2020-11/201104_IPBES_Workshop_ on_Diversity_and_Pandemics_Executive_Summary_Digital_Version.pdf. 46. Hemp, Paul. “Presenteeism: At Work—But Out of It.” Harvard Business Review, Harvard Business Review, 1 Aug. 2014, hbr.org/2004/10/presenteeism-at-work-but-out-of-it.

47. “8 Core Truths Guiding the Future of Work.” CBRE, www.cbre.com/thewayforward/real-estate-reset. Accessed 8 Feb. 2021. 48. “Bacteria and Viruses.” American Lung Association, www.lung.org/clean-air/at-home/indoor-air-pollutants/ bacteria-and-viruses#:%7E:text=Research%20shows%20that%20air%20flow,likely%20diseases%20are%20 to%20spread.&text=Ventilation%20can%20also%20limit%20moisture,transmission%20of%20viruses%20 and%20bacteria. Accessed 16 Feb. 2021. 49. “Standards 62.1 & 62.2.” Web Starter Kit, www.ashrae.org/technical-resources/bookstore/standards-62-1-62-2. Accessed 16 Feb. 2021. 50. “Future Workplace Wellness Study.” View, view.com/sites/default/files/documents/workplace-wellness-study. pdf. Accessed 16 Feb. 2021. 51. Wong, May. “Big Ideas Are Getting Harder to Find | SIEPR.” Stanford Institute for Economic Policy Research, SIEPR, 31 May 2017, siepr.stanford.edu/news/productivity-ideas-hard-to-find. 52. “Global Study: 82% of People Believe Robots Can Support Their Mental Health Better Than Humans.” Oracle, www.oracle.com/emea/news/announcement/artificial-intelligence-supports-mental-health-2020-10-07.html. Accessed 18 Feb. 2021. 53. Hassell, David. “Is Remote Work Right for Your Company?” 15Five, 28 Feb. 2020, www.15five.com/blog/is-remote-work-right-for-your-company. 54. “Global Talent Trends.” LinkedIn, business.linkedin.com/content/dam/me/business/en-us/talent-solutions/resources/pdfs/global_talent_trends_2019_emea.pdf. Accessed 2 Mar. 2021. 55. Zapier Editorial Team. “The Remote Work Report by Zapier.” Zapier, 13 Nov. 2019, zapier.com/blog/remotework-report-by-zapier. 56. Katherine, Bourzac. “COVID-19 Lockdowns Had Strange Effects on Air Pollution across the Globe.” Chemical & Engineering News, 25 Sept. 2020, cen.acs.org/environment/atmospheric-chemistry/COVID-19-lockdownshad-strange-effects-on-air-pollution-across-the-globe/98/i37. 57. Steelcase. “Work Better.” Steelcase, 11 Jan. 2021, www.steelcase.com/research/articles/topics/work-better/ work-better. 58. Cohn, D’Vera. “About a Fifth of U.S. Adults Moved Due to COVID-19 or Know Someone Who Did.” Pew Research Center, 6 July 2020, www.pewresearch.org/fact-tank/2020/07/06/about-a-fifth-of-u-s-adults-moveddue-to-covid-19-or-know-someone-who-did. 59. “Culture Over Cash? Glassdoor Multi-Country Survey Finds More Than Half of Employees Prioritize Workplace Culture Over Salary.” Glassdoor, about-content.glassdoor.com/en-us/workplace-culture-over-salary. 60. Vardhman, Raj. “24+ Mesmerizing Workplace Collaboration Statistics [2021].” Goremotely, 21 Feb. 2021, goremotely.net/blog/workplace-collaboration/#:%7E:text=83%25%20of%20employees%20rely%20on,skills%20 for%20employees%E2%80%99%20future%20success.&text=Employees%20now%20spend%20about%20 50%25%20more%20time%20engaged%20in%20collaborative%20work. 61. Steelcase. “Global Report: Changing Expectations and the Future of Work.” Steelcase, 15 Feb. 2021, www. steelcase.com/research/articles/topics/work-better/changing-expectations-future-work. 62. Barton, Anne Marthe. “How to Avoid Cyberattacks When Working from Home or Remotely.” Admincontrol, 14 Oct. 2020, admincontrol.com/how-to-avoid-cyberattacks-when-working-from-home-or-remotely. 63. Pradère, Flore. “Shaping Human Experience: A Focus on Hybrid Work and Four Emerging Worker Profiles.” JLL, 21 Feb. 2021, www.us.jll.com/en/trends-and-insights/research/global-hybrid-work-models-emerging-worker-profiles.

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