Amazon by veronika.urtaeva

EXIST

EXIST A new delivery station. A place to live, to work, to belong.

COEXIST 10

Istituto Europeo del Design Laurea triennale Anno 2017-2018 Relatore: Matteo Rigamonti Correlatore: Antigone Acconci Assistente: Monika Petraityte Marta Civardi Lea Tubiana Ingrid Teseleanu Veronika Urtaeva

COEXIST 10

EXIST A design that will RESHAPE THE SURROUNDING ADD POSSIBILITIES CENTRALISE THE COMMUNITY

COEXIST 10

To Us

SUMMARY

COEXIST 10

BRIEF

1.0 AMAZON SOUL

1.1 1.2 1.3

Brand Philosophy & Idenity Competitor Services

2.0 THE PEOPLE

2.1 2.2 2.3

Analysis of Userâ&#x20AC;&#x2122;s work shift User Journey User Clusters

3.0 THE DELIVERY STATION

3.1 Prefabrication 3.2 Natural Light 3.3 Greenery 3.3.1 Case Study: Seattle Spheres

3.4

3.5

Physical & Mental Health in Workspce 3.4.1 Active Breaks 3.4.2 Ergonomic standing 3.4.3 Passive Breaks (Naps + Felt Insulation & Reading) 3.4.4 Smell perception Fresh Food

brand

4.1 4.2 4.3

Design for community Modular furniture system Ikea x Airbnb: showing the hidden part of the

4.4

Adaptable furniture

5.0 COMMUNITY

Sharing moments

6.0 PROJECT CoExist

6.1 Concept name 6.2 Analysis of the shapes 6.3 The design 6.4 The new services 6.5 The architecture 8.6 Renders

7.0 CONCLUSION

A new way of living the work environment

8.0 BIBLIOGRAPHY

COEXIST 10

4.0 TRENDS

COEXIST 10

ABSTRACT

COEXIST 10

Pat, virmihilne et adhuc ret? Natum et, conde atus vivirmi hiliam horecre etis id renatius, C. Epon dum ilincerrim furarib unumum et; num nes crit; C. Eperio et voltus plinat L. Quam se coen vastris intem haes reore ducivatum hala nihiliquid adhus estimoe niusatilis, Catque vid audam premquam iam pos achintum tatum estium se publin perioreo vivervi verficta, fatum vit; nonsum quam vius, vis, quam, viuript ilibus orurnih icieniam cricaeq uonos, quitem deesus me tam dit, que fur hintro efac vatissimur audes Catum int orsu inverei spicerudemo inatra ma, quid auconostam ium. Similius? Nam nos la vicam. Maio, conium etrumussena, vertereo manunum ompecta tillares est vium vesse nondum sent audeper ionsimpopost vius, consul ut ad sa consilibutum tuus, or hosultoris consus, faciisse fuisque hocaper ehemperitam nocum mus coerta iu in tem horte aus, ut in vivitia L. estrae crium nost iuro vid inatum in Itatandam octam peria verfend achuium, dit. Equem quam firte, es habeffre mul cre crica; nessa publicam re vivenatis patil hos et; es hos, temprarti, se igna, sum quem, C. Opiortus, spiendam incum in a ste, simis, cupion sentium te et; ne atabut iam, et finihilis. Etra noctusu lticiteatum nicaessules maiondi uscenirio hum, quas pra vivesenit imus; horem mo hica; Catum noruncu libus. Habissedo, dea nonstristrum diessin tarbeffrevis am qui sendelius et? intimihi, quos vitemun tiervidiem aur aus videm recribununte nonit; C. Vatum miliam deorur ut proponvere con tabem hiliend uconsimust?

COEXIST 10

0 BRIEF

COEXIST 10

Jeff Bezos

â&#x20AC;&#x153;There is more innovation in the future, than in the past.â&#x20AC;?

COEXIST 10

The philosophy behind Amazon is that they are driven by their customer-obsession. They have a passion for invention and they commit to operational excellence and longterm thinking. They believe in diversity and inclusion, but their core value is frugality. It breeds resourcefulness, self-sufficiency, and invention by re-investing every dollar saved. Based on their frugality mission and low cost-culture, Amazon requires the development of an innovative layout for their logistics warehouses and work scenarios, whose concept can then be easily applied to other contexts. The goal is to create a new and functional interior vision where employees can spend their break or have time to prepare before or after the shift (lockers, staff rooms, bathrooms, kitchen, relaxation areas, etc.). The functional relationship among these areas is the core of the project both in terms of spatial distribution and layout, creating an atmosphere where employees can strengthen human relationships and sense of community; a place to work, to live and to belong.

“A place to work, live,belong”

COEXIST 10

Amazon.com defines themselves as an American electronic commerce and cloud computing company. The founder, Jeff Bezos, chose the name Amazon because it was an “exotic and different” place that was recognized for its river, the “biggest” river in the world. His aim was to develop his store and make it the biggest in the world. Amazon started off as an online bookstore and ever since it continued its development by popularizing online shopping. Today, the company employs more than 300,000 people worldwide.

COEXIST 10

1.0 AMAZON SOUL

COEXIST 10

THE BRAND Amazon is one of the few Companies which name is known by everyone; which makes it the first company to come in the customers’s minds when shopping, mostly in the Northern hemisphere, and slowly growing into the Southern one. Which serves their purpose to be ” Earth’s most customer-centric company”, in comparison to some competitors who focus on other values, like technological advances for example. In order to accomplish this status, they created a service that have become essential to our consumer’s habits, based on instantaneity; furthermore they continue to improve and create new services, purposely made to facilitate exchanges anywhere, and between anyone. In this mind set, Amazon continues to grow worldwide,through what it does best : exchanges connecting people, and making Earth a smaller place to live in.

COEXIST 10

Ever since the beginning, Jeff Bezos, the founder of Amazon has been a visionary dreaming of explosive growth and e-commerce domination. When it first launched in 1995, Amazon’s website was only selling books, but Jeff wanted it to be “an everything store”. The Amazon name comes after a few trials. Jeff wanted a big, strong name for the company and he was inspired by the Amazon River, the biggest in the world, hence the company’s original logo.

1994

1998

2000

present

It rapidly took off as a bookseller, only in the first month selling in all 50 states and 45 different countries. In fact, Amazon.com did grow fast, reaching 180,000 customer accounts by December 1996, after its first full year in operation, and less than a year later, in October 1997, it had 1,000,000 customer accounts. Music and video sales started in 1998. That same year it began international operations with the acquisition of online booksellers in the United Kingdom and Germany. By 1999 the company was also selling consumer electronics, video games, software, home-improvement items, toys and games, and much more. So how could a company that only started having profits in 2001, after 6 years of activity, become such giant in e-commerce? With huge motivation to see it through. Jeff Bezos set the standards and the business strategies of Amazon.com. The mission statement of Amazon.com centres around one of the most important factor for them: the Amazon customer. It has had a clear focus and a solitary mission since it began; the mission statement has been guiding all their leadership decisions in the past years. “Our vision is to be earth’s most customer-centric company; to build a place where people can come to find and discover anything they might want to buy online.”

COEXIST 10

1.1 BRAND PHILOSOPHY

COEXIST 10

With a modest beginning, starting with bookselling, Amazon has expanded to be one of the biggest and most well respected companies in the world. It has positioned itself as a major global company and it has a growing presence in all countries due to its customer obsession. The unique feature that describes Amazon is the use of user-submitted reviews, where they encourage their customers to share their experience with the brand. This way, other customers can make informed decisions before purchasing and help Amazon develop through the customer’s word of mouth and ratings (B. Farfan, 2018). However, Amazon’s employees are also participating through word of mouth and their side of the story is somehow different than the one of the customer. Due to the fast-paced environment where they work, they are often exposed to intense stress conditions and fatigue. People suffering from illnesses, miscarriages or other personal issues are penalized or pushed out, as are any employees who do not meet the company’s high standards. The employees’ reviews are admitting the huge potential for advancement, but also suggesting that there are issues in the work/life balance leading to deranged circadian systems due to long hours and night shifts. Furthermore, these are not the only philosophies behind Amazon’s evolution. Besides being customer obsessed rather than focused on competitors, they thrive to have passion for invention and operational excellence, always keeping focus on the long-term thinking. These features contribute to the potential of the company to grow to unprecedented scale. They do this through frugality, preferring to keep a cost-conscious culture as a strategy for breeding resourcefulness, self-sufficiency and invention. The process and the approach to business in the case of Amazon is based on the idea that every dollar saves is another opportunity to invest in the business. Due to their low-cost culture, no employee flies first class, or has their telephone bill paid by the company. All costs are reduced as much as possible and their profits are prioritised to become an investment in the business.. Another way Amazon states that they invest in the company is through its employees, stating that they provide equal opportunity in all aspects of employment and does not tolerate any illegal discrimination or harassment of any kind. (Amazon Code Of Business Conduct

Talking about inclusion and equality, it is fair to say that the number of male employees at Amazon is slightly higher than the female one, only 24% of Amazon managers reaching managing positions in the company. It is even more difficult to spot a woman in Jeff Bezos’ senior team or corporate officers, only one in seven women arriving there. Just three of Amazon’s 11 board members are women, thus, essentially, the highest paid people at Amazon are men. The retailer commented at this mentioning that “There will naturally be slight fluctuations from year to year, but at Amazon we are committed to keeping compensation fair and equitable.”

COEXIST 10

and Ethics). However, according to some articles (The Guardian, Huff Post), employees of Amazon.com have to give their heart and soul to the company, and to follow Amazon’s leadership principles, expecting to be discharged if they cannot cope with it. These restrictions are aimed not only at Amazon’s fork-lift truck drivers and packagers but also at its executive workforce. The “Amazonians” should be obsessed with customers and drive for the best, meaning they should be available to Amazon at all times. (Will Hutton, The Guardian)

COEXIST 10

1.2 COMPETITORS

Apple sees an employee like an investment into the business. They are trained to be the best and are offered development programs, always aiming for improvement, not only company-wise, but also employee wise. Apple hires all types of people, no matter their age or national background or even sexual orientation. The jobs at Apple are open to people who are still studying, with a flexible option of working from home, to even veterans or LGBTQ people. According to Forbes, Apple is number 4 Best World’s Employees, with a retention rate of 81%. They believe inclusion inspires innovation, so they act on ensuring equal opportunities for all applicants without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, disability, veteran status, or other legally protected characteristics. Other perks of working at Apple, besides the personal development, are all the technological aspects and social responsibility. Apple did gain its position as a status symbol both in terms of customer’s mind, but also employee’s minds. As a direct competitor of Amazon, Alibaba Company is lead by its culture of transparency and its openness to criticism. This way, employees can talk about their concerns directly on the company’s internal communication platform “Aliway” and come up with solutions, that, at the same time, would probably help with the improvement of the company itself. Not only they are strong on this kind of communication, but they also have this feeling of family unity. Jack Ma is somewhat involved in the lives of his employees, but also employees are more motivated to work well for a company that treats them with respect instead of being motivated by fear. (Forbes, 2014) While Amazon focuses only on customer and frugality, Alibaba also takes into consideration ambition and humility. Their offices are not lavish, preserving the culture of modesty throughout employees, but at the same time taking into consideration their needs too and involving them in organized events such as Singles day.

COEXIST 10

Looking at other companies, at the same level as Amazon, their employees have different treatment and more opportunities for development.

COEXIST 10

After 23 years of activity, Amazon has reached the customer’s top of mind, selling at “record levels” worldwide whilst building trust within its customers. When Amazon started out at first, they found out that their main issue was the doubtfulness inside the customers towards e-commerce, since it was a relatively new trend. In order to solve the problem, Amazon came with the idea of customer reviews, allowing people to see rate their purchase. This way, when new potential customers see other people’s reviews they feel more confident to do the purchase and trust the website. Through the development of their database, Amazon now knows what people typed into the search bar tool and, based on this, they can recommend a set of customised products to the customer, making it easier and faster and somewhat even addictive for customer to purchase. With the development of e-commerce, consumer behavior changed gradually, trusting the process more. People find online shopping as an easy process, without hassles and queuing to buy something. Therefore, Amazon also worked on the “one-click ordering” procedure and patented it, making it even more customized for its customers. Getting in front of its competitors is not an easy task, but Amazon fulfilled this too by creating the Amazon Prime, allowing people to subscribe and avoid delivery fees in exchange for an annual rate, much smaller than the actual delivery prices of items. This approach helped Amazon create a long-term relationship with its customers, introducing the concept of brand loyalty. Enlarging the customer chain, they reach a larger audience, selling more and getting more positive reviews to help flourish the company. The customer service of Amazon is now available in every country and in every language, easing the process of complaints and even resolving most of the issues. Customer feedback is crucial for a company like Amazon, so even the return/replacement policies have to be addressed immediately. Step by step, and strictly following their mission and brand values, Amazon has developed a wide range of services available to people; from buying products online, to having deliveries at their door, to reading on Kindles or having quick access to information with Alexa’s help, people are now trusting Amazon more than ever.

COEXIST 10

1.3 SERVICES

COEXIST 10

They have the chance to be part of a community and get answers quickly to their questions regarding the purchase process. When they need to buy something, Amazon is the first place to check, both for price verification, since Amazon has various deals and discounts, but also for buying directly there due to the ease of shopping. More recently, Amazon started developing more on the digital services that they offer. Kindle is one example. It is a series of e-readers designed and marketed by Amazon that enables user to browse, buy, download and read e-books, newspapers, magazines and other digital media. The technology behind it comprises of e-ink electronic paper displays, making it easier for the eyes of the reader. Amazon Alexa is a virtual assistant that is able to play music, make lists, set alarms, stream podcasts and provide quick information regarding weather, traffic, sports and other real-time news. It is capable of controlling smart devices such as home automation, through interaction with manufacturers such as Belkin, Ecobee, Philips, SmartThings and so on. Currently it is only available in English, German and Japanese Amazon has also worked on physical stores, creating the Amazon Go system with no checkout required. This checkout free shopping experience is made possible by the same types of technologies used in self driving cars: computer vision, sensor fusion and deep learning. Amazonâ&#x20AC;&#x2122;s technology can see and identify every item in the store without having to attach a special chip to every can of soup and bag of vegetables. Using the Amazon Go app, people can go in the store, take whatever items they want and

AMAZON GO SYSTEM DOWNLOAD AMAZON APP TO ENTER THE STORE THE STORE IS PROVIDED WITH CAMERAS AND WEIGHT SENSORS Storeâ&#x20AC;&#x2122;s surveillance system identifies the customer and tacks them as they shop. Shelf cameras and weigh sensors detect when an item had been removed or put back.

THE ITEM IS ADDED TO YOUR VIRTUAL CART WITHIN THE APP LEAVING, THE TECHNOLOGY ADDS UP YOUR VIRTUAL CART AND CAHRGES YOUR AMAZON ACCOUNT.

COEXIST 10

they would be stored in a virtual shopping cart until their exit. After the exit, they send a receipt and charge the Amazon account for the purchase. Currently it is only available in Seattle, but they are trying to grow it and cultivate it in each country, making it the future of grocery shopping. It works hand in hand with the Amazon Fresh and Wholefoods that was recently acquired by Amazon, providing fresh food and ready to eat produce. (The New York Times, 2018)

COEXIST 10

2.0 THE PEOPLE

COEXIST 10

EMPLOYEES Located in suburbs area of Milano, Amazon’s fulfilment center has rooted a grand warehouse, which tries to accommodate the community of women and men that work for, and with them. Friendly called ”Amazonians”, the small workers community is made up of four different clusters, composed of wide age range,with various habits, problems, desires and above all: essential needs. The building was designed following the logistics needs of the workspace – since it is a 24/7 working warehouse, that puts efficiency of delivery on top of priorities. The 1000 sqm warehouse functions as both their essential utilities and a workplace. Under the duo’s guidance, Amazon failed to facilitate food services, locker spaces and relax area, while offering an unbalanced space division, therefore providing an unbalanced lifestyle to the people that make their Company turn restlessly. With strict rules of security, and complex work hours, the space offers today an unfitting workplace to the beating heart of the space: the people.

COEXIST 10

2.1SHIFT WORK

In the modern “24-hour Society” we are both consumers and producers at the same time by requiring, at any time of the day and the night, the availability of goods and services, on the one hand, and by making it possible, on the other hand (Kreitzman 1999). Although Bernardino Ramazzini (1633–1714), in his book “De Morbis Artificum Diatriba” (1713), pointed out the harmfulness of shift work, in particular night work. Indeed when the others sleep they stay awake, while trying to sleep during the day like animals who escape the light: hence, in the same town, there are men living an antithetic life in comparison with the others”. Medical and social interest in relation to this problem started last century, between the two World Wars, and the problem itselhas increased over the latest 50 years.

COEXIST 10

“Shift work” means, in general, any form of organization of work, different from the normal “daily work”, in which the operating time of a company is extended beyond the usual 8–9 h to cover the entire 24 h, through the alternation of different groups of workers. There are thousands of diverse shift systems adopted worldwide, which may have different impacts on workers’ health, depending on factors.

2.1.1 SHIFT WORK’S PROBLEMS

COEXIST 10

Shift work, night work, irregular and flexible working hours, together with new technologies, are the milestone of this transition to the 24-h working society, of which shift workers are builders and victims at the same time. The most recent statistics say that the majority of the working population is engaged in irregular or “non-standard” working hours. The classical working day, 7–8 a.m. to 5–6 p.m., Monday to Friday, is nowadays a condition affecting a minority of workers (27 % of employed and 8 % of self-employed people in Europe (Costa 2004), due to the globalization of labour markets, the development of new technologies and productive strategies, as well as the extension of basic services to the general population, requiring continuous human assistance and control over the 24 h, especially in a world where anything has to be handy at any time. Therefore, the borders between working and social times are no longer fixed and rigidly determined by the normal diurnal working day. Not only are waking hours extended to evening and night hours, and also to weekend days, even though hours of duty have become more variable. Further, not only the link between work place and working times has been broken but also the value of working time. Moreover, the more the modern economy transfers its interest from tangible to intangible goods, the more“time is money” becomes important. According to the World Health Organization definition, “health is a state of complete physical, emotional, and social well-being, not merely the absence of disease or infirmity”. Shift works: -it perturbs the physiological homeostasis, due to disturbance of the circadian rhythms of the psychophysiological functions, starting from the sleep/wake cycle;

Biological Functions and Sleep/Wake Cycle connected with the modified activity/rest pattern, is a significant stress for the endogenous regulation of the “circadian” (about 24 h) rhythms of biological functions, which are driven by the body clock, located in the suprachiasmatic nuclei of the encephalon, and synchronised by environmental cues, the light/ dark cycle in particular, through non-vision-related photic stimuli from retinal ganglion cells with high sensitivity to light (Reppert and Weaver 2002). Staying awake at night and trying to sleep during the day is not a physiological condition for diurnal creatures as we humans are. Workers are subjected to a continuous stress to adjust as quickly as possible to variable duty periods, which, in most cases, is only partial and invariably frustrated by continuous changeovers. The misalignment of circadian rhythms of body functions is responsible for the so-called “jet lag” (or more properly “shift lag” in this case) syndrome, characterized by feelings of fatigue, sleepiness, insomnia, digestive troubles, irritability, poorer mental agility and reduced performance efficiency. In fact, it has to be taken into account that the type of shift rotation can significantly affect resting and rising times as well as sleep duration. As a matter of fact, about 10 % of night and rotating shift workers, aged between 18 and 65, have been estimated to have a clinical “shift-work sleep disorder” according to the International Classification of Sleep Disorders. Shift workers frequently complain of irritability, nervousness and anxiety, inrelation to more stressful working conditions. Digestive troubles are the most frequently complained of by shift workers (20–75 vs.

COEXIST 10

-it decreases work ability, due to fluctuations in work performance and efficiency over the 24-hour span, with consequent errors, accidents and injuries; -it hampers human relations at both family and social level, with consequent negative influences - it deteriorates health and well-being both in the short-term, through disturbances of mood, sleeping and eating habits and related complaints, and in the long run, through more severe troubles and illnesses.

10–25 % of day workers), being connected with phase displacements between mealtimes and normal circadian phases of gastrointestinal functions, as well as to changes in food quality and composition (like more pre-packed food and‘pep’ and soft drinks (Knutsson and Boggild 2010). Several epidemiological studies have recently reported a higher prevalence ofnutritional and metabolic disturbances in shift workers, such as metabolic syndrome and diabetes, emphasizing their role in the pathogenesis of coronary heart disease.

2.1.2 EMOTIONAL EATING Many people experience emotional eating at one time or another. It could show itself as eating a bag of chips when bored or eating a chocolate bar after a difficult day at work. However, when emotional eating happens frequently or becomes the main way a person deals with their emotions, then their life, health, happiness, and weight can be negatively affected Emotional eating (or stress eating) is using food to make yourself feel better—eating to satisfy emotional needs, rather than to satisfy physical hunger.

2.1.3 MANAGED VENDING MACHINES It’s a well-known fact that skipping meals can be dangerous to a person’s health. Not only does it promote over-eating when eating the next meal, but it also has a bad influence on concentration. If an employee decides to skip their lunch, they’ll find it much more difficult to get their work done in a timely and high-quality manner. Vending machines are a great way to offer employees an easy way to have something to eat so that they don’t have to skip their lunch at all. Plus, workers are more likely to stay in the workplace instead of venturing out to nearby (or far away) places to get their beverages and meals. This reduces the chance that a worker will overstay their allotted lunch time, which will, in turn, increase the productivity of business.

2.1.2 CLUSTERS

VERO

3.0 DELIVERY STATION

THE DELIVERY STATION With an eye on the soul of the company, and the other on the people who make it alive and well, it is right to wonder how is this space working today ? The Amazon delivery station is located in Rogoredo in the suburbs area, surrounded by other international companies; consequently a human flow occurs in this site. After our analysis and research, we now focus further on the physical space of the delivery station, how is the site is dedicated to the efficient working mentality mentioned before. Furthermore, to have a more general view of warehouses and workspaces in the world, a deeper research is provided on the most essential points of what makes a workspace productive AND healthy, since employees have basic needs, and a workspace has essential architectural requirements. These elements are considered at different scales, starting from a general fabrication process view, moving to the natural elements such as light, greenery and food, which are proven to have a deep impact of workers health; to then focus on small elements that make life at work easier, such as break rooms, and furniture, and ending on the details like materials and ergonomic principles. Looking closely into every service available in various workspaces will help and inspire to build a better space for a greater Amazonian community.

PROBLEMS DETECTED

change

The break room is used only during the 30 mins break and the rest on the time remains unused and empty

The offices instead are characterised by a lack of adaptability due to the impossibility of rearrange the desks based on user needs.

Our research proved that people having a stressful and frenetic life are coping by eating more. Due to this, unhealthy vending machines are inducing people to have an unhealthy lifestyle.

An other key factor is that the space is loosing Amazon identity due to the poor personalisation and integration of the brand in the design.

PICTURES? VERO?

3.1 PREFABRICATION There is an urgent issue on huge quantities of wastage generation in construction. There should not be lack of environmental support from construction stakeholders. The current implementation of prefabrication seems unable to provide satisfactory results to the construction industry. The suitability in adopting prefabrication of various project types is also examined. Furthermore, a financial analysis is also investigated by a local case study. It found that wastage generation can reduce up to 100% after adopting prefabrication, in which up to 84.7% can be saved on wastage reduction. (1)

3.1.1 IDEA AND BENEFITS Prefabricated construction involves creating individual building components off site in a designated factory, shipping said parts to the plot of land and installing the components to create a finished structure. This method of construction differs significantly to basic methods and offers numerous benefits for both the building owner and the construction company. So why exactly is this method of construction so advantageous ? We can list out six main advantages compared to regular construction, the cost, the flexibility, the time of construction, the weather conditions, and the improved quality. - Less Expensive: Traditional construction methods are labor intensive â&#x20AC;&#x201C; each section of the structure has to be installed and built manually. Prefabricated structures are mainly built off site in purpose-built factories. This transferal of production from site to a factory greatly reduces the overall cost of labor and therefore makes prefab structures less expensive. - Greater Flexibility: Once a section of a structure is installed on-site, it is a great deal of trouble to change its design. As prefabricated structures are made up of many individual parts, this allows for a greater amount of flexibility. If something needs to be changed, the design of the specific prefab part can simply be altered before production. - Raw Materials Unaffected by Weather Conditions: As the components of a precast building are created in a factory, they are not exposed to the elements - this means the final quality is high and there is no distortion of sizes and measurements. During traditional onsite construction, materials such as bricks, breeze-blocks, cement mix, and steel could be

sat in the construction zone, exposed to the weather for weeks and months. - Reduced Construction Times: Prefabricated constructs take a fraction of the time to complete compared to traditional building. The components of the structure are built in a specialized factory, shipped to site, and promptly installed. - Improved Quality due to Factory QC: The factories where prefabricated buildings are made have to comply with strict regulations. Furthermore, the testing and quality procedures are stringent to ensure that each component is high quality and meets the customerâ&#x20AC;&#x2122;s requirements. This level of screening and quality control is often not present in traditional construction processes, and a contractor is relying on the individual suppliers to deliver the quality they have promised. It is clear from the above that prefabricated and precast construction methods offer a myriad of positive benefits. While this type of construction is not without its flaws, it is certainly an efficient and cost-effective approach and provides a real alternative to on-site processes.

3.1.2 CASE STUDY For all the reasons mentioned above, prefabrication has become a technique of design for many architects and designers, which projects have been rewarded; notably the Japanese Architect Shigeru Ban who was honoured with the Pritzker Prize in 2014, for his innovative and brilliant architecture. Since 1989, he is using reused and recycled paper and carton materials; his first project was ”Paper Arbor”, made of manufactured as form work for circular concrete columns, the tubes are used structurally. After the structure was dismantled, the strength of the paper tubes was analysed. Despite being subject to six months of wind and rain, the hardening of the glue and moderate exposure to ultraviolet rays actually resulted in increasing the compressive strength of the tubes. After this concluding project, Shigeru Ban never stopped using this combination of materials and techniques, throughout his projects. (a) One of the most renowned of his projects made with the technique of prefabrication, in which he mastered the use of recycled materials in prefabricated structures, is the Cardboard Christchurch, in New Zealand: ”The February 2011 Christchurch earthquake (magnitude 6.3) inflicted crippling damage on the Christchurch Cathedral which was the symbol of city. In response to this situation, we were asked to design new temporary cathedral. Paper tubes of the equal length and 20 ft containers form triangular shape. Since geometry is decided by plan and elevations of the original cathedral, there is a gradual change in each angle of paper tubes. This cathedral, which has a capacity of 700 people, can be used as an event space and a concert space. ”

CHANGE WITH HQ PI CWHEN I HAVE INTERNET

(b) The second project which takes the same elements of construction, is the Nagata-Ku church in Kobe, built in 1995 and disassembled in 2005, was built by church volunteers whose house of worship was destroyed by the 1995 Kobe earthquake. With 58 paper tubes, the church is simple in its elliptical shape, but a dramatic spatial experience that turns low-tech materials into spiritual space. All the church’s materials were donated and construction was completed in only five weeks by the 160 volunteers. In plan, the church’s elliptical form is based on Bernini’s church designs. After the church’s disassembly in 2005, all the materials were sent to a city in Taiwan for reconstruction. Here’s a great example of inexpensive, innovative design for a post-disaster context, proving that emergency architecture needn’t be sterile, ugly, ungreen, or pricey.

To conclude, in a Dezeen Interview in 2009, Shigeru Ban explains his philosophy behind his projects and choices, which has been also an inspiration for the new generation of architects. “Green design is just a fashion. It doesn’t mean anything to me. I’ve been working with materials like paper since 1986, long before this fashionable movement arose. I’m just interested in using materials without wasting it. Nothing has changed. The shape is different but the idea behind a project is always the same – taking advantage of the material itself. Paper is a very inexpensive material which you can obtain anywhere in the world. It’s lightweight, and even students can work with it without needing special techniques. I’ve made many projects with paper, including a tower installation in London and a number of disaster-relief structures.” (3)

6.0 PROJECT

INTRODUCTION After the previously occurred research, it became clear that creating the ideal place to WORK LIVE AND BELONG, would be indeed a place to coexist together. A new place designed to share, that promotes new human driven relationships and serves the community. A place with the purpose to allow them all live in the values of amazon, and most importantly, experience the hidden part of the Brand.

EXIST

RESHAPE THE SURROUNDINGS ADD POSSIBILITIES CENTRALISE THE COMMUNITY

CO- is a latin prefix that stands for ”together in harmony”. We design this space to co exist with any amazon warehouse. Our vision is made of of circular shapes. Circularity refers to the closed-loop system in which resources circulate in a continuous, regenerative flow, giving a positive feeling and represent harmony of the whole. This isn’t just living like a local, but living with the locals. It is an immersion on another level. Designed to be shared, this is a design and an architecture that both promotes new relationships and serves a Community.

Centralise Community Optimisation of space, a new place where people from the surrounding can live and discover Amazon together with their employees.

Add Possibilities A circular design to share the moment of eating fresh and healthy food together with the local people.

BELONG

WORK LIVE Reshape the Surrounding A new way of co-working with modular furniture system to satisfy any need.

6.1 VISION The project of community that we have analysed was born from the necessity to promote the Amazonian lifestyle into the users and the clients circles, with an approach based on the ”work, live, belong” core values; to instaure an inclusive atmosphere into the space, whilst amplify motivation and productivity among workers. The architecture was thought as an ”add-on” structure to the existing warehouse, to avoid any lasting trouble in the Fulfilment Center’s activity, and additional construction cost; but also as a structure that can be replicated in any location Amazon decides to invest. The starting point this project tries to face is the unhealthy aspect, which inevitably leads to inefficient and unmotivated workers, who then provokes a snowball effect on the productivity of Amazon, as well as a tarnished reputation to the Company. The heart of the project is the living space, representing the core of the space, where Amazonian and locals meet to form a one of a kind gathering: the user during his break, is lead to the centre of the space (a place to belong), bathed in natural light and fresh air, implementing an experience where people and natural elements encounter. The user therefore navigates, through a circular easy flowing space, not interrupted neither crowded anymore, but experiences truly what the site has to offer. At the centre of the project the user comes with his needs, this system aims to provide solutions to answer his reality inside the space, with the possibility to experience at best the Amazonian lifestyle (a place to live). Even though to create a place to work we need services that suit the community, a collective approach onto understanding the personal and collective needs, adding choices to solve user problems creating to provide extra comforts. Not only this but providing as technogym a well-balanced, zero-km fast meals for busy people; To keep people alert and efficient throughout the day while raising awareness. The lacking of means or initiatives, leads this project to provide Amazon the possibility to add new people to become members, ands to make them live and belong within their world. So to conclude we want to transform the place to work by: Reshaping the surrounding and making it into a place to live Adding services to provide extra comfort and rebuild the working environment Centralise the coomuity to create an inclusion of any kind and transforme it into a place to belong

6.2 CONCEPT BELONG CORE Entering the main area, we reach the core that breaks through the levels. This area aims to bring the community together and encourage them to socialize and share moments making it a network of relationships. Since we understand the busy life of people, we provide a fast and healthy meal through Amazon Go, therefore expanding on the Amazon Services. OFFICE CORE Putting foreward the Amazon frugality, employees are attracted to the heart of the office: the Core. Here we gave importance to the use of recycled cardboard tubes. elements that are repeated throughout the whole design. OFFICE CORE IN Inside the core, we have the conversation pit, that is filled with greenery and natural light from the top, which serves to reinvigorate and refresh the employees during work. Here the core is a chilled area where office workers can have an informal meeting, or simply breathe for a moment.

OPEN We want to encourage people, not only to come and go, but to have an experience and live the space day and night. In the Amazon Open, both employees and the local community can enjoy different activities besides meeting people, such as reading and relaxing and even having a work meeting.â&#x20AC;&#x2039;

6.2 CONCEPT LIVE STRETCHING POD On the other hand, we kept in mind the other service the employees need, to have a room to releive the accumulated stress and muscle pain during the day. Here again, an open area that favorises exchanges and group stretching, following the TRX method of using only oneâ&#x20AC;&#x2122;s own body weight and flexibility.

SLEEPING POD We mentionned the need for night shifters to have the option to take naps before or after their shifts, since te rythm is throwing their body into chaos. For that reason we created a cocconing shaped room, with an organic inspired form, to allow night workers to rest, and let them choose freely the position of napping they want. The fact that the pods are not completely closed highlights again the closeness of all the members in the room.

OFFICE Understanding the needs of the user is very important, as we mentionned and have seen during the research; therefore we proposed a furniture system, that gives them the possibility to choose between different configurations as they please. We kept in mind that the schedules and number of people in office change on a regular basis, consequently, they need a system that follows their changes both in number of people and in activit needs.â&#x20AC;&#x2039;

6.2 CONCEPT WORK WAREHOUSE OASIS IN We remembered the fact that workers couldn't bring beverages inside the working station, therefore we created an area where they can hydrate. Also here we provide a fresher environment that replicates the design and brings a peaceful and lush mirage like environment, with the same design as in the reste of the add-on, and can also be expanded throughout the warehouse if desired. WAREHOUSE OASIS We took into consideration the importance of their marked tape on the floor, and we evolved it and took it to the next level by transforming it into light, to highlight the freshness and encourgae workers to take a short but powerful hydrating moment.

OUR PLACE TO WORK, LIVE AND BELONG will change the quality of Amazon employees, not only that but it WILL affect also the quality of life of the citizens. In Milan the suburbs are one of the main object of the urban debate. They are at the center of every program of development and of every group active in the transformation of the city. Therefore we want to reshape the surrounding by making it a point of attraction. Amazon has a massive impactful presence into the suburb area, surrounded by many companies. The add on we proposed, it develops on 2 levels with different entrances for employees and people from the surrounding.

6.3 LOCATION ROGOREDO

AMAZON

6.4 ZONING GROUND FLOOR SEPARATED LOCKER ROOMS, LEADING THE WAY TO THE BRIEFING ROOM AND RECEPTION

INTERNAL MEETING ROOM

LOCKER ROOMS EXTERNAL MEETING ROOM

OFFICE

BRIEF ROOM

RECEPTION OASIS

CIRCULAR AND EFFICIENT FLOW CONNECTING THE EMPLOYEES TO THEIR WORKING AREA IMPROVED BY MULTIPLE CHECK IN DOORS REPLENISHING AND HYDRATING EMPLOYEES DURING WORK SHIFT AN INNOVATIVE WORKING SYSTEM DESIGNED IN A SPACIOUS ENVIRONMENT THE CENTRAL CORE IS ENHANCING THE QUALITY OF WORK OF EMPLOYEES THROUGH THE CONVERSATION ROOM

6.4 ZONING GROUND FLOOR

INTERNAL MEETING ROOM

EXTERNAL MEETING ROOM

OFFICE

OASIS

6.4 ZONING GROUND FLOOR

INTERNAL MEETING ROOM

EXTERNAL MEETING ROOM

OFFICE

OASIS

REPLENISHING AND HYDRATING EMPLOYEES DURING WORK SHIFT AN INNOVATIVE WORKING SYSTEM DESIGNED IN A SPACIOUS ENVIRONMENT THE CENTRAL CORE IS ENHANCING THE QUALITY OF WORK OF EMPLOYEES THROUGH THE CONVERSATION ROOM

6.4 ZONING GROUND FLOOR

INTERNAL MEETING ROOM

OFFICE

EXTERNAL MEETING ROOM

AN INNOVATIVE WORKING SYSTEM DESIGNED IN A SPACIOUS ENVIRONMENT THE CENTRAL CORE IS ENHANCING THE QUALITY OF WORK OF EMPLOYEES THROUGH THE CONVERSATION ROOM

6.4 ZONING GROUND FLOOR

THE CENTRAL CORE IS ENHANCING THE QUALITY OF WORK OF EMPLOYEES THROUGH THE CONVERSATION ROOM

6.4 ZONING GROUND FLOOR

6.4 ZONING 1ST FLOOR MADE TO CREATE AND SHARE MOMENTS, THE CENTRAL CORE CONNECTS THE TWO LEVELS , AND GATHERS EXTERNAL PEOPLE AND EMPLOYEES

SLEEPING POD TRX

EXTERNAL PEOPLE AND EMPLOYEES CAN COME TOGETHER AND ENJOY EACH OTHER COMPANY WHILE RELAXING AND UNWIND THE GARDEN IS WRAPPED AROUND BY MESH FACADE, WITH THE PURPOSE OF RESHAPING THE SURROUNDING ACCESSIBLE ONLY FOR AMAZON EMPLOYEES. A SPACE TO RELAX OR REENERGISE

6.4 ZONING 1ST FLOOR

SLEEPING POD TRX

6.4 ZONING 1ST FLOOR

SLEEPING POD TRX

THE GARDEN IS WRAPPED AROUND BY MESH FACADE, WITH THE PURPOSE OF RESHAPING THE SURROUNDING ACCESSIBLE ONLY FOR AMAZON EMPLOYEES. A SPACE TO RELAX OR REENERGISE

6.4 ZONING 1ST FLOOR

SLEEPING POD KITCHEN

TRX

ACCESSIBLE ONLY FOR AMAZON EMPLOYEES. A SPACE TO RELAX OR REENERGISE

6.4 ZONING 1ST FLOOR

When arriving to the new delivery station we are immediately understand the true identity of amazon. The overflowing greenery reinvigorateS the industrial surroundings, and the mesh facade gives the illusion of transparency

6.5 VIEWS

Following the circular corridor, employees start their day motivated by the amazon values that are integrated into the space.

After entering, the paths are clear, leading the people to their desired destinations, easy to understand by the painted indications on the floor.

Inside the core, we have the conversation pit, that is filled with greenery and natural light from the top, serves to reinvigorate and refresh the employees during work.

Entering the reception, employees are attracted to the heart of the office: the Core. Here we gave importance to the use of recycled cardboard tubes. elements that are repeated throughout the whole design.

Understanding the needs of the user is very important so we proposed a furniture system that gives them the possibility to choose between different configurations as they please.

Warehouse workers instead have a different routine. Keeping in mind that before they were wasting time queuing for entering the warehouse, we improved the check in by increasing the number of metallic doors and improving the efficiency.

Taking into consideration the importance of their marked tape on the floor, and we evolved it and took it to the next level by transforming it into light.

Since they couldn't bring beverages inside the working station, we provided an area where they can hydrate. Also here we provide a fresher environment that replicates the design and brings a peaceful and lush mirage like environment. this design can also be expanded throughout the warehouse.

As we analysed the surroundings, we noticed a big flow of people in the area and therefore we made the place to live and belong available to them by challenging people to discover the hidden part of amazon.

Going up though the circular main elevator or using the stairs, employees enter the top part of the core where they can enjoy their free time.

Since we understand the busy life of people, we provide a fast and healthy meal through Amazon Go, therefore expanding on the Amazon Services.

Entering the main area, they reach the core that breaks through the levels. This area aims to bring the community together and encourage them to socialize and share moments making it a network of relationships.

In the Amazon Open, both employees and the local community can enjoy different activities besides meeting people, such as reading and relaxing and even having a work meeting.

We want to encourage people. not only to come and go, but to have an experience and live the space day and night.

CONCLUSION

Co exist aims to solve the lack of adaptability, the employees involvement and the gap between brand image and brand identity. IN ORDER TO RECONNECT POEPLE WITH AMAZON CREATE A PLACE THAT EVOLVES WITH EMPLOYEES AND SET A NEW LIFESTYLE

With this project we set new standards for workers and for companies. We establish a new basis for both living and working in warehouses, throughout the key factor of human connection. We show how a small change in the urban landscape can regenerate and reshape the surroundings. It shows that Amazon can use his status of leader, to create a better environment, and influence others to follow the wave of change. As simple as it seems, it would indeed benefit for everyone, and simply create a better place for people, to allow and incite them to grow; a place where to work, to live, and to belong. always remembering that there is more innovation in the future than in the past THE FUTURE IS CO-EXIST.

On their way out, employees can return to work or enjoy the garden available also to the local community.

Thank you Thanks to our biggest fan and supporter, Mr. Matteo Rigamonti, who since day first never let us down. Thank to Monika, she pushed us to the limit. Thanks to my group, Mona, Vero, LĂŠa. Nothing would have been be the same without you. I will miss you as you were my family. Nonetism Will Grow With Us.