DocumentPE

1

Global Headquarters Project 03 June 2014

2

AGENDA

1. INTRODUCTION

2. CITI DISCOVERY

3. THE CITI CITY

4. PROJECT DELIVERY

5. CASE STUDIES

6. PROJECT IMAGERY

7. WHY US?

3

who are we?

1. INTRODUCTION

2. CITI DISCOVERY

3. THE CITI CITY

4. PROJECT DELIVERY

5. CASE STUDIES

6. PROJECT IMAGERY

7. WHY US?

4

the teamCarl Ordemann, AIA

Principal and Executive DirectorPrincipal-in-Charge

Heather Bensko, LEED AP ID + C

Associate Design LeaderLead Designer and Branding

Connor GlassSr. AssociateSr. Designer

Damian Besculides, AIAAssociate Principal Cost and Schedule Manager

Robert Pizzano, RAPrincipalProject Manager

Tamar MoyAssociateProgramming/ Workplace Specialist

5

13offices8 domestic

5 international

founded in

1981 200awards for

designexcellence

ADA Analysis § Architecture § Area calculations § Benchmark

analysis § Block and stacking plans § Building design consultation §

Building evaluation/selection § Design and Contract Documents §

Code research/variance § Construction administration § Construction

documents § Consulting § Custom furniture/millwork design §

Engineering services coordination § Facilities management assistance §

Furniture selection and procurement § Graphic and signage standards

§ Identity/branding § Interior architecture/design § Landscape

architecture § Lease/workletter consultation § Leasing log/charts §

Material and finish selections § Perspective renderings § Programming §

Project tracking analysis § Real estate and transportation planning services

§ Space planning § Strategic occupancy planning § Tenant standard

specifications § Test-fit space plans § Workplace standards/

procedures development

750staff

worldwide

commercial

healthcare

education

civic

corporate interiors

housing

mixed-use

urban design

the firm

6

clients

7

Our POint Of ViewInTEGRATED USER ExPERIEnCE

intrOsPectiOn is trenDinG

Perkins Eastman’s process is client-centric. Our

approach is never one-size fits all, and the user

experience is integral.

Organizations are looking for meaningful and

enduring workplace design solutions that reflect their

unique DNA.

Leaders are increasingly willing to look inward to

explore management style and guiding principles to

develop strategies crafted for their culture, values,

and business goals.

CLIENT

PRO

JECT

MANAGEM

ENT

DESIG

N

WO

RKPLACE

STRATEGIES

IMPLEM

ENT-

ATION

8

DrawinG On the BreaDth Of Our Practice area exPertise

the learninG cOntinuum

Life is an evolutionary experience set in a continuum

of learning spaces.

These settings — education, workplace, healthcare,

or other — share fundamental values like

collaboration, performance, knowledge-sharing,

and efficiency.

Corresponding design trends such as transparency

and active design are shared between space types,

and often initiated in the professional workplace,

trickleling down to other sectors.

KN

OW

LEDGE

EXC

HANGE

EDUCATION

COMMU

NITYHEALTH-

CARE

INTEGRATED USER

EXPERIENCE

WORK-PLACE

Integrated Technology

Focus Work

InnovationWellness

Communica-tion

Balance Team & Individual

Socializing

Efficient/Smart

Sustainability

Mentoring

9

who are you?

1. INTRODUCTION

2. CITI DISCOVERY

3. THE CITI CITY

4. PROJECT DELIVERY L

5. CASE STUDIES

6. PROJECT IMAGERY

7. WHY US?

1 0

what we KnOw aBOut citi sO far...

Comments

1 1

what’s citi’s AspIrATIoNAL wOrD clOuD?

RESPONSIBLEFINANCE

CONNECTION

PRODUCTEXPERTISE

SUSTAIN-ABILITY

LEADERSHIPDIVERSE

MERITOCRACYCOMMONPURPOSE

EMERGINGMARKETS

EFFICIENCY NETWORKSOCIAL

RESPONS-IBILITY

GLOBAL-IZATION

DIGITIZATION CLIENTRELATIONSHIP

EXCELLENCEINITIATIVE

COURAGE INGENUITY

VIRTUALTEAM

SERVICEDRIVEN

RESULTS DRIVEN SIMPLE PERFORMANCE CREATIVITY

GLOBALGUIDELINES

TRANSPARENTBEST IN CLASS

PRODUCTS

INNOVATION

WORLD-CLASS BRAND

1 2

cOmmOn wOrKPlace themes fOr financial serVices

OrGanizatiOnal GOals Parti Place-maKinG

THE WORKPLACEOF CHOICE

CONNECTION

TRANSPARENCY

HEALTH & WELLNESS Active design, fitness centers, meditation rooms, day care, connection to nature, sustainability, desk sharing/ mobility strategy, flex work schedules

MILLENNIAL PRIORITIES Smart technology integration, workforce diversity, branding, more casual environment

FLEXIBILITY Reconfigurable seating arrangements that change with team structure

COLLABORATIVE WORK SETTINGS Lounges, cafes, team rooms, coffee bars, open plan with focus spaces

INTEGRATED SMART TECHNOLOGY Connecting virtual, often global, teams

BREAK DOWN SILOS Glass walls, open plan, digitized storage/ archive library, connect to community with public spaces

BRAND MESSAGE Clearly articulated and celebrated brand message and corporate values for employees and visitors

ATTRACT & RETAIN TOP TALENTDesirable recruits increasingly joining faster growing industries such as technology & telecommunications

Millenials looking for less demanding jobs with “more meaningful work” and a better work-life balance

BRIDGE ACROSS DEPARTMENTSIntegrated teams provide better cross checks

Cross-departmental teams are seated together, and front- and back- offices are increasingly blended

Communication, collaboration, and creative thinking improve performance

BE FISCALLY RESPONSIBLEBanks are choosing to specialize in a smaller range of product and service offerings

A safer place to work, with less risk

More focus on community and environmental responsibility

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citi’s rOaDmaP

OrGanizatiOnal GOals Parti Place-maKinG

1 4

the citi city

1. INTRODUCTION

2. CITI DISCOVERY

3. THE CITI CITY

4. PROJECT DELIVERY

5. CASE STUDIES

6. PROJECT IMAGERY

7. WHY US?

1 5

BUILDIING PROFILE I SOCIAL MEDIA

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75%

13,500 Work points

64,000,000 square feet

25%

388 GREENWICH

AGILE

GLOBAL

390 GREENWICH

LIQUID SPACE

Citi’s Mission: Enabling Progress

Common Purpose

Responsible Finance

Ingenuity

Leadership

Borderless enterprise I The CITy Campus

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EXECUTIVE

MEETING

COLLABORATION

WORK POINTS

AMENITY

vertical integration I Smart StackIng

EQUAL DISTRIBTUTION

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knowledge marketplace I place makIng

S E M I - E N C L O S E D

S H A R E D T E A M

C O L L A B O R AT I V E / G AT H E R I N G

F O O D / B E V E R A G E

R E C E P T I O N

W O R K S PA C E

C I R C U L AT I O N

F O C U S

LOUNGE / PANTRY

ARRIVALS E M I - E N C L O S E D W O R K / M E E T I N G

S E M I - E N -C L O S E D W O R K /M E E T I N G

W O R K S PA C E

W O R K -S PA C E

ARRIVAL

FOCUS

FOCUS

SHARED TEAM

C O L L A B O R AT I V E /G AT H E R I N G

SHARED TEAM

SHARED TEAM

SHARED TEAM

W O R K S PA C EF O R M A L M E E T I N G

W O R K -S PA C E

C O L L A B O R A -

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a

d

b

e

c

f

flexibility +modularity I defInIng the kIt of parts

2 0

5 0 % f o c u s e d w o r k at d e s k

3 0 % s c h e d u l e d m e e t i n g s

2 0 % s p o n ta n e o u s c o l l a b o r at i o n

* R e q u i R e s v a R i e d u n i n t e R R u p t e d w o R k s pa n o f 2 - 3 h o u R s

* n e e d s f R e q u e n t f a c e t o f a c e a c c e s s t o c o l l e a g u e s f o R k n o w l e d g e s h a R i n g

* M a Y B e t e t h e R e d B Y t e c h n o l o g Y o R s e c u R i t Y p R o t o c a l s



3 0 % s p o n ta n e o u s c o l l a b o r at i o n

* R e q u i R e s v a R i e d u n i n t e R R u p t e d w o R k s pa n s o f 1 - 2 h o u R s

* M o v e s f R e q u e n t ly a R o u n d t h e w o R k p l a c e o R b e t w e e n b u i l d i n g s f o R f a c e t o f a c e M e e t i n g s w i t h c o l l e a g u e s

* c o M p l e a t e ly u n t e t h e R e d + M o b i l e



5 % s p o n ta n e o u s c o l l a b o r at i o n

* R e q u i R e s v a R i e d u n i n t e R R u p t e d w o R k s pa n s d e p e n d i n G o n t a s k

* w o R k s m a i n ly o f f s i t e t R a v e l i n G o R f R o m h o m e

* C o m p l e a t e ly u n t e t h e R e d + m o b i l e

r e s i D e n t a G i l e r e m O t e

flexibility +modularity I defInIng workspace typologIes

2 1

63% 78% 20% 3/4manager’s work day spent in meetings

scheduled meetings between 2-4 people

time spent out of the office

People more likely to engage colleagues in face to face interac-tions if they have visual access first

flexibility +modularity I defInIng workspace typologIes

2 2

integrated user experience I dIscoverIng User Personas INTEGRATED USER EXPERIENCE I DEFINING USER TYPOLOGIES

MOBILE RESIDENT CLIENT CONSULTANT

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• Merges work and personal l ife

• f o c u s e s f o r 6 0 - 9 0 M i n u t e s a t a t i M e

• w o r k s a t o d d h o u r s

• w a n t s p e r s o n a l c o n t r o l o f s u r r o u n d i n g s

• s t a y s M o t i v a t e d b y c h a n g i n g a c t i v i t y o r s u r r o u n d i n g s

• SeparateS work and perSonal life

• f o c u S e S f o r 3 - 4 h o u r S o n o n e a c t i v i t y

• n e e d S q u i e t t o b e a b l e t o c o n c e n t r a t e

• S t a y S m o t i v a t e d b y b e i n g “a l o n e t o g e t h e r ”

• f e e l S o v e r w o r k e d a n d i S o l a t e d w h e n e x t e n S i v e ly w o r k i n g f r o m h o m e

• SeparateS work and perSonal life

• f o c u S e S f o r 6 0 m i n u t e S o r m o r e

• S t a y S m o t i v a t e d t h r o u g h c o n S t a n t ly c h a n g i n g S u r r o u n d i n g S

• p r e f e r S e a S y a c c e S S t o f o o d /d r i n k

• f e e l S o v e r w o r k e d a n d i S o l a t e d w h e n e x t e n S i v e ly w o r k i n g f r o m h o m e

sOlO alOne tOGether Buzz BuilDer

integrated user experience I supportIng varIed work styles

2 4

integrated user experience I Day In the LIfe

8:00 AM

CONNECT

2 5

8:00 AM

CONNECT

FOCUS

10:00 AM

2 6

8:00 AM

CONNECT

FOCUS

REGROUP

10:00 AM 1:00 PM

2 7

8:00 AM

CONNECT

FOCUS

REGROUPREPORT

10:00 AM 1:00 PM 3:00 PM

2 8

8:00 AM

CONNECT

FOCUS

REGROUPREPORT

RESPOND

10:00 AM 1:00 PM 3:00 PM 5:00 PM

2 9

1. INTRODUCTION

2. CITI DISCOVERY

3. THE CITI CITY

4. PROJECT DELIVERY

5. CASE STUDIES

6. PROJECT IMAGERY

7. WHY US?

project delivery

3 0

PrOject manaGement

FACILITIES MANAGEMENT SERVICE

PERKINS EASTMAN PROJECT TEAMAND TECHNICAL STAFF

PROJECTMANAGER’S

ROLE

Real Estate

Legal

MEP Engineer

Structural Engineer

Audio/Visual

Acoustical

Lighting

Food Service

Tele/Data

LEED

CONSULTANTS

Construction Manager

General Contractor

Sub contractors

Furniture

IT Services

Security

Tele/Data

Movers

VENDORS / SUPPLIERS

3 1

PrOject manaGement rOles

• Single Point of Contact

• Schedule Master

• Project Financial Planning (Budgeting)

• Risk Mitigator (Advanced Warnings)

• Coordinating Consultants

• Goals Oriented

• Accountable

• Driver of Results

On time/ On BuDGetHHC - 350,000SF

1 Month Early, Within 2%

3 2

PrOject manaGement tOOlKit

PrOject trax• Project Directory

• Responsibilities Checklist

• Task Outlines

• Sets/ Runs Meetings

• Minutes/ Agendas

• Quality Assurance Checklinst

• Coordinating Consultants

• New Forma (Online Tool)

• Revit

3 3

Citi - Global Headquarters ProjectProject Schedule as Provided by Citi in RFP

May 30, 2014

Item #Phase/ Task Project Month

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75

1 Phase I - A Concept Design 1 2 3 42 Phase I - B Schematic Design 1 2 33 Phase II - A Design Development 1 2 3 44 Phase II - B Construction Documents 1 2 3 4 55 Phase II - C Permiting / Bidding 1 26 Phase II - D Construction Administration 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57

Citi - Global Headquarters ProjectPerkins Eastman Preliminary Project Schedule as recommended by PE

May 30, 2014


1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75

1 Key Milestone Dates u Kick Off2 $ u 4th month Concept / Programming Complete3 $ u 7th month Schematic Design Complete4 $ u 11th month Design Development Complete5 $ $ u 16th month Construction Documents Complete6 $ u 18th month Bidding and Filing Complete7 $ u Move 1 u Move 2 u Move 3 u Move 48 u Move 59 u Move 6

10 u Move 7 u Move 8 u Move 9 u Move 10 u Move 11

11 Phase I - A Concept Design/Plannning Confirmation 1 2 3 4 m Client Approval

12 3 Team kick-off meeting

13 Field Survery 3 Arch and Engineering field inspections

14 r Submit Arch Field Reports and Issue existing conditions backgrounds

15 r Issue MEP equipment evaluation reports

16 Programming Confirmation 3 Interview Citi Business Groups to develop Programming Report

17 3 Confirm Citi Programming Report with Business Groups

18 3 Issue Program

19 m Client Review and comment

20 m Program Validation and Approval

21 Blocking Stacking Plans Review r Issue Blocking Stacking Plans


23 Phase I - B Schematic Design 1 2 3 m Client Approval

24 Space Planning/Design r Confirm and Issue Preliminary Space Plans


26 r Issue Preliminary Finishes and Materials

27 m Client review and comment

28 Engineering/IT Design Concepts/Narratives r Issue Preliminary Concept Plans/conduit pathways/Narratives


30 r Issue Preliminary MEP/IT space requirements

31 r IT equipment room layouts

32 r Issue preliminary conduit runs


34 Security/AV r Issue assesment and recommendations


36 Phase II - A Design Development 1 2 3 4 m Client Approval

37 Furniture Planning r Issue Furniture Plans

38 Planning r Issue Preliminary Tel/Data and Ceiling/Lighting Plans


40 r Design Presentation - Finishes and Materials


42 r Final Design Presentation - Finishes and Materials


44 Engineering/IT Design r Single Line MEP equipment design/IT equipment room layouts/ conduit runs

45 r Finalize MEP equipment/IT equipment room layouts/ conduit runs

46 Security/AV r Issue equipment requirements and specs

47 Phase II - B Construction Documents 1 2 3 4 5 m Client Approval

48 r Issue Final Tel/Data and Ceiling/Lighting Plans

49 r Issue 50% CDs for Estimate and Coordination

50 r Issue 80% CDs for Coordination, Red Line by Client

51 Phase II - C Bidding / Filing r Issue CDs for Bid and Filing

52 Bidding / Contract Award 1 2 m Award Project

53 File With the DOB 1 2 m Permit In Hand

Phase II - D Construction Administration54 Phase II - D1 - Executive Floors (by others)

55 Phase II - D2 - Pre Con Work

56 Phase II - D3 - Floors 37-32 1 2 3 4 388 Floors 37-32

57 1 Move / Post Occ. Study

58 Phase II - D4 - Floors 31-28, 26-25 1 2 3 4 388 Floors 31-28, 26-25






64 Phase II - D7 - Floors 12-6 (7 tot) 1 2 3 4 388 Floors 12-6


66 Phase II - D - Façade / Atrium (by others) 1 2 3 4 5 6 7 8 9 10 11 12 Facades / Atrium (by Others)

67

68 Phase II - D8 - Amentity Floors 5 thru 1 - Await façade 1 2 3 4 5 6 388 Floors 5-1

69 Atrium / Entry completion 1 Move / Post Occ. Study

70 Phase II - D9 - Floors 8-6 1 2 3 4 5 6 7 8 390 Floors 8 - 6


72 Phase II - D10 - Data Center 1 2 3 4 5 6 7 390 Data Center Floors 8 & 6


74 Phase II - D11 - Trading - 5th Floor 1 2 3 4 5 6 7 390 Trading 5th Floor




78 Phase II - D13 - Trading - 3rd Floor 1 2 3 4 5 6 7 390 Trading 3rd Floor


80 Phase II - D14 - Trading - 2nd Floor 1 2 3 4 5 6 7 390 Trading 2nd Floor


82 Phase II - D15 - Trading - 1st Floor 1 2 3 4 5 6 7 390 Trading 1st Floor

83 1 Move / Post Occ. StudyTIME SAVINGS

Legend: Concept SD DD CD BN CA PO Time Save (9 Months Overall) u Key Mile Stone Event $ Budget Approval m Approval/Completion r Drawing Issue 3 Work Start u Citi Schedule

Phas

e II

- B/C

Con

stru

ctio

n D

ocum

ents

and

Filin

gPh

ase

II - D

Con

stru

ctio

n Ad

min

istra

tion

Clo

seou

t Ph

ase

Executive Floors (By others)Make Ready / Pre Con Work

Mile

ston

e Sc

hedu

le D

ates

and

Bud

get R

evie

ws

Phas

e I -

A C

once

pt D

esig

n / S

ite S

urve

y /

Prog

ram

min

gPh

ase

I - B

Sch

emat

ic D

esig

n (A

ll Fl

oors

All

Area

s)Ph

ase

II - A

Des

ign

Dev

elop

men

t (Al

l Flo

ors

All A

reas

)

3 4

Citi - Global Headquarters ProjectPerkins Eastman Preliminary Project Schedule as recommended by PE

May 30, 2014


1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75

1 Key Milestone Dates u Kick Off2 $ u 4th month Concept / Programming Complete3 $ u 7th month Schematic Design Complete4 $ u 11th month Design Development Complete5 $ $ u 16th month Construction Documents Complete6 $ u 18th month Bidding and Filing Complete7 $ u Move 1 u Move 2 u Move 3 u Move 48 u Move 59 u Move 6

10 u Move 7 u Move 8 u Move 9 u Move 10 u Move 11

11 Phase I - A Concept Design/Plannning Confirmation 1 2 3 4 m Client Approval

12 3 Team kick-off meeting

13 Field Survery 3 Arch and Engineering field inspections

14 r Submit Arch Field Reports and Issue existing conditions backgrounds

15 r Issue MEP equipment evaluation reports

16 Programming Confirmation 3 Interview Citi Business Groups to develop Programming Report

17 3 Confirm Citi Programming Report with Business Groups

18 3 Issue Program


20 m Program Validation and Approval

21 Blocking Stacking Plans Review r Issue Blocking Stacking Plans


23 Phase I - B Schematic Design 1 2 3 m Client Approval

24 Space Planning/Design r Confirm and Issue Preliminary Space Plans


26 r Issue Preliminary Finishes and Materials

27 m Client review and comment

28 Engineering/IT Design Concepts/Narratives r Issue Preliminary Concept Plans/conduit pathways/Narratives


30 r Issue Preliminary MEP/IT space requirements

31 r IT equipment room layouts

32 r Issue preliminary conduit runs


34 Security/AV r Issue assesment and recommendations


36 Phase II - A Design Development 1 2 3 4 m Client Approval

37 Furniture Planning r Issue Furniture Plans

38 Planning r Issue Preliminary Tel/Data and Ceiling/Lighting Plans


40 r Design Presentation - Finishes and Materials


42 r Final Design Presentation - Finishes and Materials


44 Engineering/IT Design r Single Line MEP equipment design/IT equipment room layouts/ conduit runs

45 r Finalize MEP equipment/IT equipment room layouts/ conduit runs

46 Security/AV r Issue equipment requirements and specs

47 Phase II - B Construction Documents 1 2 3 4 5 m Client Approval

48 r Issue Final Tel/Data and Ceiling/Lighting Plans

49 r Issue 50% CDs for Estimate and Coordination

50 r Issue 80% CDs for Coordination, Red Line by Client

51 Phase II - C Bidding / Filing r Issue CDs for Bid and Filing

52 Bidding / Contract Award 1 2 m Award Project

53 File With the DOB 1 2 m Permit In Hand

Phase II - D Construction Administration54 Phase II - D1 - Executive Floors (by others)

55 Phase II - D2 - Pre Con Work



58 Phase II - D4 - Floors 31-28, 26-25 1 2 3 4 388 Floors 31-28, 26-25






64 Phase II - D7 - Floors 12-6 (7 tot) 1 2 3 4 388 Floors 12-6


66 Phase II - D - Façade / Atrium (by others) 1 2 3 4 5 6 7 8 9 10 11 12 Facades / Atrium (by Others)

67

68 Phase II - D8 - Amentity Floors 5 thru 1 - Await façade 1 2 3 4 5 6 388 Floors 5-1

69 Atrium / Entry completion 1 Move / Post Occ. Study

70 Phase II - D9 - Floors 8-6 1 2 3 4 5 6 7 8 390 Floors 8 - 6


72 Phase II - D10 - Data Center 1 2 3 4 5 6 7 390 Data Center Floors 8 & 6






78 Phase II - D13 - Trading - 3rd Floor 1 2 3 4 5 6 7 390 Trading 3rd Floor


80 Phase II - D14 - Trading - 2nd Floor 1 2 3 4 5 6 7 390 Trading 2nd Floor


82 Phase II - D15 - Trading - 1st Floor 1 2 3 4 5 6 7 390 Trading 1st Floor

83 1 Move / Post Occ. StudyTIME SAVINGS

Legend: Concept SD DD CD BN CA PO Time Save (9 Months Overall) u Key Mile Stone Event $ Budget Approval m Approval/Completion r Drawing Issue 3 Work Start u Citi Schedule

Phas

e II

- B/C

Con

stru

ctio

n D

ocum

ents

and

Filin

gPh

ase

II - D

Con

stru

ctio

n Ad

min

istra

tion

Clo

seou

t Ph

ase

Executive Floors (By others)Make Ready / Pre Con Work

Mile

ston

e Sc

hedu

le D

ates

and

Bud

get R

evie

ws

Phas

e I -

A C

once

pt D

esig

n / S

ite S

urve

y /

Prog

ram

min

gPh

ase

I - B

Sch

emat

ic D

esig

n (A

ll Fl

oors

All

Area

s)Ph

ase

II - A

Des

ign

Dev

elop

men

t (Al

l Flo

ors

All A

reas

)

measuring success

of projects delivered on time

of projects delivered within 5% of original budget

of business from repeat clients

3 6

180 maiDen lane

731 lexinGtOn aVenue

BriDGewater

feDeral reserVe BanK Of new YOrK

case studies

1. INTRODUCTION

2. CITI DISCOVERY

3. THE CITI CITY

4. PROJECT DELIVERY

5. CASE STUDIES

6. PROJECT IMAGERY

7. WHY US?

3 7

REIMAGINE AND REVITALIZE.

Transform arrival experience

Revitalize interior public spaces

Amenity rich spaces to attract new tenants

Protection against weather events

Leverage connection to emerging waterfront

180 MAIDEN LANE

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Available

Leased

14’ - 21’ slab height54,477 sq.ft.

95,206 sq.ft.

264,444 sq.ft.

329,374 sq.ft.

AuditoriumFitness Center and Cafeteria

22,459

32,018

32,239

32,149

32,149

30,908

16,323

30,438

10,207

31,080

31,080

31,080

31,080

30,907

30,907

30,917

30,136

30,077

30,040

30,040

29,951

29,950

29,902

29,902

29,878

29,878

29,878

29,878

18,832

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109

87

65

43

21

17,257

STACKING PLAN

Lease Expires 2014

STACKING PLAN + PROJECT METRICS

3 9

2013-06-21

4 0

BUILDING ENTRANCE

4 1

4 2

4 3

4 4

4 5

200 person capacity auditorium200 PERSON AUDITORIUM

4 6

260 seats | operated by restaurant associates | south street seaport/ river views | recently renovated | 3 private dining rooms | updated restrooms

full service cafeteriaFULL SERVICE CAFETERIA

4 7

country club locker rooms | full assortment of cardio equipment including cycling machines, stairmasters, elliptical machines and treadmills | free weights and weight machines

fully equipped fitness centerFITNESS CENTER

4 8

FITNESS CENTERFITNESS CENTER

4 9

H.C.H.C.H.C.

Legend

Conference

Large Office

Office

Workstation

Floor Support

SUPPORTOFFICEOFFICEOFFICEOFFICEOFFICEOFFICESUPPORT

OFFICE

OFFICE

OFFICE

OFFICE

OFFICE

PHONE RMPHONE RM

OFFICE

OFFICE

OFFICE

OFFICE

OFFICE ECIFFOECIFFOECIFFO

OFFICE

OFFICE

OFFICE

RECEPTIONELEVATOR LOBBY

PANTRY

8 PERSONCONFERENCE RM


4 PERSONMEETING RM



OFFICE

OFFICE

OFFICE

OFFICE

TROPPUSTROPPUSFDITROPPUS

12' - 2"

20' -

0"5'

- 0"

5' - 0

"

6' - 0"

10' -

0"

COATS

COAT

S

© 2012

8.10.2012Progressive Workplace Firm (Financial Service)180 Maiden Lane, 24th Floor

SL GREEN

O�ce + Workstation Spaces - 24th FloorRoom Space Count Head Count

Large O�ce44'21 x '02 ,eciffO4

O�ce2222'21 x '01 ,eciffO

22WorkstationWorkstation, 5' x 6' 140 140

140661latot dnarG

Conference Spaces - 24th FloorRoom Space Count Seat Count

Conference4 Person Conference Room 1 48 Person Conference Room 2 1614 Person Conference Room 1 1416 Person Conference Room 1 16

5005latot dnarG

Office to Workstation Ratio 15:85Conference Room Seats to Staff 1:3.3

RSF 31,080 sfRSF/Person 187 sfUSF 22,689 sfUSF/Person 137 sf

Legend

Conference

Large Office

Office

Workstation

Floor SupportSouth

Stre

etPine Street

Maiden LaneFr

ont Stre

et

OFFICE AND WOrkStAtION SPACES

rOOM SPACE COUNt HEAD COUNt

Large Off ice

Off ice, 20’ x 12’ 4 4

4Office

Off ice, 10’ x 12’ 22 22

22 Workstat ion

Workstat ion, 5’ x 6’ 140 140

140Grand total 166

CONFErENCE AND PrACtICE ArEA SUPPOrt


Conference

4 person Conference Room 1 4


14 Person Conference Room 1 14

16 Person Conference Room 1 16

50Grand total 50

Off ice to Workstat ion rat io 15:85Conference Room Seats to Staff 1:3.3

RSF/Person 187 sfUSF 22,689 sfUSF/Person 137 sf

TYPICAL TOWER FLOOR - FINANCIAL SERVICES

31,080 SFTYPICAL TOWER FLOOR - FINANCIAL SERVICES

31,080 SF

5 0

TYPICAL TOWER FLOOR - TECHNOLOGY/MEDIA FIRM

31,080 SF

tECHNOLOGY/MEDIA FIrM - PrACtICE ArEA


Off ice

Off ice, 10’ x 11’ 11 11

11Workstat ion

Workstat ion, Bench 172 172

172

Grand total 183

CONFErENCE AND tEAM MEEtING


Conference



28Staff Support

4 Person Team Rm 1 4




3 Person Open Team Area 2 6

5 Person Open Team Area 2 10

12 Person Open Team Area

Grand total

2 2482

110

Off ice to Workstat ion rat io 6:94Conference Room Seats to Staff 1:1.6

RSF/Person 170 sfUSF 22,689 sfUSF/Person 124 sf

H.C.H.C.H.C.

Legend

Conference

Office

Staff Workstation

Team Room

Open Collaboration

General Support

6 PERSONTEAM RM

OFFICE OFFICE

LOCKERS

16 PERSONCONFERENCE

ROOM

RECEPTION

12 PERSONCONFERENCE

ROOM

LOCKERSELEVATOR

LOBBY

STAIR A

WOMENMEN

SERVICEELEVATOR

LOBBY

STAIR B

OFFICE

SUPPORT

OFFICE

IDF8 PERSONTEAM RM

8 PERSONTEAM RMSUPPORT

OFFICE

SUPPORT

OFFICE5 PERSONTEAM RM

5 PERSONTEAM RM

PANTRY

4 PERSONTEAM RM

PHONE RM

OFFICEOFFICE

6 PERSONTEAM RM

(3 PPL) OPENCOLLABORATION






2' - 6" 2' - 6"

5' - 6

"

10' - 0"

11' -

7"

PANTRY/COFFEE BAR

PHONE RM

COATS

OFFICE

SUPPORTSUPPORT

OFFICE

COATS

OFFICE

© 2012

8.10.2012Technology/Media Firm180 Maiden Lane, 24th Floor

SL GREEN

Technology/Media Firm - Practice Area - 24th FloorRoom Space Count Head Count

O�ce1111'11 x '01 ,eciffO

11WorkstationWorkstation, Bench 172 172

172381latot dnarG

Conference + Team Meeting - 24th FloorRoom Space Count Seat Count

Conference12 Person Conference Room 1 1216 Person Conference Room 1 16

28Sta� Support

41mR maeT nosreP 4012mR maeT nosreP 5212mR maeT nosreP 6612mR maeT nosreP 8

3 Person Open Team Area 2 65 Person Open Team Area 2 1012 Person Open Team Area 2 24

82011latot dnarG

Office to Workstation Ratio 6:94Conference Room Seats TO Staff 1:1.6

RSF 31,080 sfRSF/Person 170 sfUSF 22,689 sfUSF/Person 124 sf

South S

treet

Pine Street

Maiden LaneFr

ont Stre

et

Legend

Conference

Large Office

Office

Workstation

Floor Support

TYPICAL TOWER FLOOR - TECHNOLOGY / MEDIA FIRM31,080 SF

5 1

OCCUPANCY ANALYSIS PER FLOOR

CURRENT FINANCIAL MEDIA / TECH MIx OCCUPANCY INSTITUTION FIRMS

Executive Floor 56 people 66 people 66 people 66 people(22,459rsf) 400 rsf / person 340 rsf / person 340 rsf / person 340 rsf / person Tower Floors (27) 3,340 people 4,482 people 4,941 people 4,698 people(839,160rsf) 250 rsf/ person 187 rsf / person 169 rsf / person 178 rsf / person Low Rise Floors(10) 1,195 people 1,550 people 1,670 people 1,610 people(298,780rsf) 250 rsf / person 192 rsf / person 178 rsf / person 185 rsf / person

total1,160,399rsf 4,591 people 6,098 people 6,677 people 6,374 people 252 rsf / person 190 rsf / person 173 rsf / person 182 rsf / person

net increase 0 people 1,507 people 2,086 people 1,783 people 25% more efficient 32% more efficient 28% more efficient

5 2

731 lexington

5 3

RESEARCH: WHAT WE DID

UX PARTICIPANTS

• (6) Focus Groups - Designer, Prototyper, Usability Analyst (25 Participants)

R&D PARTICIPANTS

• (4) Focus Groups: Software Eng, Snr Software Eng, Team Lead & Technical Architects (29 Participants)

fOcus GrOuPs

GOALS

• What aspects of the workplace ENABLE high performance currently?

• What aspects of the workplace INHIBIT high performance currently?

leaDershiP interViews

GOALS

• Understand FUTURE vision for collaboration between Ux and R&D

• Discuss opportunities for improvements to future workplace

QuestiOnnaires

GOALS

• Quantify findings from the focus groups• Document work processes• Ensure all stakeholders are represented

UX PARTICIPANTS

• Leadership Focus Group (Manager & Direct Reports)

R&D PARTICIPANTS

• 1-on-1 Interviews (Manager’s Direct Reports)

UX PARTICIPANTS

• 30 Respondents

R&D PARTICIPANTS

• 28 Respondents

5 4

RESEARCH | PORTFOLIO ASSESSMENTSPACE IS A FINITE RESOURCE. SOMETHING’S GOT TO GIVE. HOW CAN THE SUPPORTED OPEN PLAN MODEL BE ACCOMMODATED IN AN ALREADY OVERSUBSCRIBED BUILDING?

• Understand the regional, long term, strategic

real estate plan:

• Departmental growth projections

• Change in organizational structure/

business model

• Ideal departmental adjacencies within and

between building stacks

• Conduct utilization studies to identify

“underutilized” spaces (copy rooms, coat

rooms, lower level, Fl 6)

• Is there an appetite for a more robust work from

home program?

• Is de-densification even an option?

• Understand the regional, long term, strategic

real estate plan:

• Available additional space at Location A and

Location B. Other new regional/ satellite offices?

• Study getting “creative” with space use

• Multi-purpose rooms serve double/ tripple duty

• Co-ed bathrooms (or sink areas)

• Smaller individual desks (stack 27” monitors?)

• Are laptops for all a real possibility? When?

ASSESS THE SUPPLY ASSESS THE DEMAND

Location A Location B

Strategic Workplace Tools:

Short-term Master Plan

Long-term Master Plan

New Workplace Strategy

Mockup/ Case Study Rollout

Best Practices Study

Change Management

Communication Strategy

5 5

RESEARCH | R&D LEADERSHIP INTERVIEWS

100% of r&D leaders agree...

TOP 5 BiGGest challenGes TO WORKPLACE PERFORMANCE

1. sPace shOrtaGe

2. limiteD tOOls

3. riGiD aDjacencies

4. BuilDinG infrastructure

5. nO flexiBilitY

• Not enough meeting rooms, teaming v. focus work

• Need laptops | whiteboard in teaming areas

• Seats can not accommodate changes & adds to teams

• challenging circulation, shortage of restrooms

• People feel they don’t have control over their environment.

PHYSICAL SPACE

wOrKPlace elements mODel

“The Workplace” is comprised of 3 Elements.

Disatisfiers in any Element will hinder overall workplace satisfaction.

PEOPLETECH-

NOLOGY

1. Casual conversations promote team unity

2. Quick interactions at desks

3. Accessibility to all, including managers

4. Quickly find anyone you need

5. Energetic buzz

TOP 5 strenGths TO OPen Plan IN WORKPLACE PERFORMANCE

5 6

RESEARCH | R&D FOCUS GROUPS | SWOT

25% 50% 75% 100% 25% 50% 75% 100%

Open plan collaboration Dispersed teams

Accessibility of all Noise distractions

Knowledge sharing among neighbors Poor move coordination process

Pantries - informal collaboration, snacks R&D sits away from product & support teams

Bright space/ natural light Lack of meeting rooms

Ample desk size Lack of focus space/ no ability to concentrate

No touch-down space/ shared space to work

Poor ergonomics/ adjustability

Sub par elevator recall system

Not enough men's restrooms

Lack of informal team areas

No vacant desks

Little leg room under desks

No storage for boxes/ personal items

Not enough desk space for CTO equipment

"Trading" bench layout ineffective

Rules against personalization/ display

Lack of technology in collaboration spaces

Conference room technology maintenance

Overbooking conference rooms

Whiteboards are not "smart"

Mobile meeting apps need upgrading

Poor remote desktop access

EXISTING WORKPLACE STRENGTHS EXISTING WORKPLACE WEAKNESSEStODaY:

the benefits of the open plan- accessibility, ease of collaboration- result in distractions at the desk.

there is not enough space for supporting amenities to allow people to effectively work away from the desks.

the future:

Provide more & better tools, amenities, and flexibility to allow people to be more agile in their workplace.

Don’t “take away”, give back.

25% 50% 75% 100% 25% 50% 75% 100%

Open plan collaboration Dispersed teams

Accessibility of all Noise distractions

Knowledge sharing among neighbors Poor move coordination process

Pantries - informal collaboration, snacks R&D sits away from product & support teams

Bright space/ natural light Lack of meeting rooms

Ample desk size Lack of focus space/ no ability to concentrate

No touch-down space/ shared space to work

Poor ergonomics/ adjustability

Sub par elevator recall system

Not enough men's restrooms

Lack of informal team areas

No vacant desks

Little leg room under desks

No storage for boxes/ personal items

Not enough desk space for CTO equipment

"Trading" bench layout ineffective

Rules against personalization/ display

Lack of technology in collaboration spaces

Conference room technology maintenance

Overbooking conference rooms

Whiteboards are not "smart"

Mobile meeting apps need upgrading

Poor remote desktop access

EXISTING WORKPLACE STRENGTHS EXISTING WORKPLACE WEAKNESSES

25% 50% 75% 100% 25% 50% 75% 100%

Product and support teams next to R&D Don’t replace 'start up' vibe with 'corporate vibe'

Open lounges with whiteboards & terminals (also used for lunch) Disconnect between floors is hard for cross-floor teaming

Mobile desks on wheels so people can "wheel up to team" Employee turnover if unhappy in work environment

More collaborative desk arrangements (no more benches) Don't put up walls/ keep openness and line of sight

Small team rooms that are unreservable Don't make open plan noise worse with open teaming areas

Quiet space (library, lounge, sections of a floor, focus room) Don't take away assigned desks

Standing height/ adjustable desk options Don't take away meeting space

Provide more conference rooms Keep "destination hubs" like pantries for informal interaction

Non-reservable quiet/ focus spaces studies/ libraries Don't make the floors more dense

Repurpose coat rooms into meeting rooms Poor cirulcation & flow through space/ don't use far away spaces

Variety of collaboration spaces for different needs/ styles Productivity lost due to time spent searching for meeting rooms

"Transparent noise barrier" between teams- break up open plan Productivity lost due to regular interruptions at desk

More whiteboards by desks Don't exclude remote offices

Temporary/ visitor desks Don't take away large monitors

Bar

More desks at perimeter/ maximize light and views

Access to better coffee/ espresso

Gym/ fitness center

Showers for those who ride bikes to work

Unisex bathrooms (or shared sink areas only?)

Upgrade elevator recall system

Laptops with docking stations make moving around easier

Improved access to video conferencing

Communication & display between groups (wall projection)

25-hour Movi wall in pantry connect to other offices real time

FUTURE OPPORTUNITIES FUTURE THREATS

25% 50% 75% 100% 25% 50% 75% 100%

Product and support teams next to R&D Don’t replace 'start up' vibe with 'corporate vibe'

Open lounges with whiteboards & terminals (also used for lunch) Disconnect between floors is hard for cross-floor teaming

Mobile desks on wheels so people can "wheel up to team" Employee turnover if unhappy in work environment

More collaborative desk arrangements (no more benches) Don't put up walls/ keep openness and line of sight

Small team rooms that are unreservable Don't make open plan noise worse with open teaming areas

Quiet space (library, lounge, sections of a floor, focus room) Don't take away assigned desks

Standing height/ adjustable desk options Don't take away meeting space

Provide more conference rooms Keep "destination hubs" like pantries for informal interaction

Non-reservable quiet/ focus spaces studies/ libraries Don't make the floors more dense

Repurpose coat rooms into meeting rooms Poor cirulcation & flow through space/ don't use far away spaces

Variety of collaboration spaces for different needs/ styles Productivity lost due to time spent searching for meeting rooms

"Transparent noise barrier" between teams- break up open plan Productivity lost due to regular interruptions at desk

More whiteboards by desks Don't exclude remote offices

Temporary/ visitor desks Don't take away large monitors

Bar

More desks at perimeter/ maximize light and views

Access to better coffee/ espresso

Gym/ fitness center

Showers for those who ride bikes to work

Unisex bathrooms (or shared sink areas only?)

Upgrade elevator recall system

Laptops with docking stations make moving around easier

Improved access to video conferencing

Communication & display between groups (wall projection)

25-hour Movi wall in pantry connect to other offices real time

FUTURE OPPORTUNITIES FUTURE THREATS

5 7

RESEARCH: WHAT WE FOUND

EXISTING WORKSPACE STRENGTHS

1. Open plan provides good access

2. Knowledge sharing among neighbors

3. Pantries, social interaction and snacks

4. Bright space and natural light

EXISTING WORKSPACE WEAKNESSES

1. Lack of space for focus work

2. Informal teaming space required

3. Meeting rooms are too big

4. More shared whiteboards needed

5. Physically dispersed teams

RESEARCH OBJECTIVES

Validate & Quantify Existing Finding

Present New Insights

executiVe summarY

The main benefit of the open plan-

ease of collaboration- results in

distractions at the desk.

There are not enough supporting

amenities to allow people to

effectively work away from desks.

The solution is The Next Generation

of “Supported Open Plan”, which

addresses each of the existing

workplace weaknesses/ key findings

with a scalable kit of parts.

5 8

DESIGN OPPORTUNITIES | “KIT-OF-PARTS”

COLLABORATION PODSLIDING WHITE

BOARDS

RIGHT-SIZED

CONFERENCE ROOMS

FOCUS ROOMS

The proposed solution to the existing workplace weaknesses is the “supported Open Plan”, which addresses each of the key

findings with a scalable kit of parts. In addition to meeting rooms, we are proposing the following space typologies to add

additional opportunities for:

1. Physically dispersed teams

2. Lack of space for focus work

3. Informal teaming space required

4. Meeting rooms are too big

5. More shared whiteboards needed

a DB c

5 9

DESIGN OPPORTUNITY A | RIGHT SIZED CONFERENCE ROOMS

KEY PLAN

3D PLAN DETAIL PERSPECTIVE VIEW

SUPPORTS KEY FINDINGS

#3. MEETING ROOMS ARE TOO BIGReplaces 8 person room with 2-4 person meeting space and allows for addition of (6) workpoints while supporting user workstyle.

73% of meetings are 4 people or less

54% of meetings are 2 people or less

#4. MORE SHARED WHITEBOARDS NEEDEDProvides writable whiteboard surface for ideation & separation from adjacent desks

SLIDING WHITE BOARD PANELSEXISTING CONDITIONS

6 0

DESIGN OPPORTUNITY B | SLIDING WHITE BOARDS

KEY PLAN

3D PLAN DETAIL PERSPECTIVE VIEW


#4. MORE SHARED WHITEBOARDS NEEDEDProvides sliding writable whiteboard surface for ideation & maximizes board area surface

SLIDING WHITE BOARD PANELS

6 1

DESIGN OPPORTUNITY C | nOn-BOOKaBle FOCUS ROOM

KEY PLAN PERSPECTIVE VIEW


#1. LACK OF SPACE FOR FOCUS WORKSliding door allows user controlled separation for focused work and 2 person meetings

#2. INFORMAL TEAMING SPACE REQUIREDProvides areas for informal interactions (room can be non-reservable)

#5. PHYSICALLY DISPERSED TEAMSProvides work space for agile collocation of team members

SCENARIO

The UX Manager and a Team Lead work together for a number of hours on a plan for a new product strategy for senior management.

They can focus and collaborate uninterrupted but are still accessible to the rest of the team if necessary.

6 2

DESIGN OPPORTUNITY D | nOn-BOOKaBle SKETCHING ROOM


#1. LACK OF SPACE FOR FOCUS WORKRotating acoustical panel allows user controlled separation for focused work and 2-4 person stand-up meetings

#2. INFORMAL TEAMING SPACE REQUIREDProvides areas for ad-hoc interactions

#4. MORE SHARED WHITEBOARDS NEEDEDProvides 2 sided writable whiteboard surface for ideation & separation from adjacent desks

Other:

HI + LOW FIDELITYIncorporates standard Bloomberg terminal for wire framing and viewing of other digital information

PERSPECTIVE VIEWKEY PLAN

3D PLAN DETAIL

6 3

DESIGN CONCEPT | Flexible Collaboration | FLOOR 22

DESIGN INTERVENTIONS

RIGHT-SIZED CONFERENCE ROOMS

SLIDING WHITE BOARDS

FOCUS ROOMS

COLLABORATION PODpivoting collaboration pods with sketching surfaces + terminals

EXISTING CONDITIONS

PROPOSED PLAN

PRINTER

a

B

c

D

PROPOSED

21 (+1)

6 (-6)

4 (+4)

2 (+2)

KeY metricsExISTING

Fixed Desk 20

Meeting Seats 12

Informal Collaboration 0Focus Room Seats 0

f

a

a

cD

B

B

B

BB

6 4

SUPPORTED OPEN PLAN | Workflow Scenario

EXISTING CONDITIONS PROPOSED PLAN

10:05 amThe rest of the team go upstairs to the desk area

10:20am A designer has a question about the Ux standard for Pop Ups. She contacts the standard owner and they go to the collaboration pod to discuss.

11:00am A Ux Designer has a weekly meeting with their TL. As the meeting is just with 2 people, they use the new Right Sized conference room.

13:15pm A Usability Analyst drops by to discuss plans for User Testing with a Ux Designer. They move to the Focus Room so they can collaborate without disrupting those working at their desks.

16:06 pm The Ux Manager and the Visual Design Manager are preparing a management presentation. It wouldn’t be possible to book a room for 2 hours on short notice but now they can collaborate in the Focus Room, whilst still being accessible to their team.

15:36 pm A Visual Designer wants to review her mocks with the Ux Designer. In the Collaboration Pod, they shows mocks on the screen and sketch alternatives on the white board.

6 5

QUESTION | What is our Workplace of the Future? Can we create a distinctly **** workplace?

Can we leverage the mobility of the sales force to test a new workplace model?

SPEC

SALES

CO

PIER

5W5 MILAN

5W4 MADRID

5W2 BERLIN - 24/7

5W3 ZURICH

5W1 LONDON

5W10

5W9

5W8

5W7

5W6

IDF RM

COAT RM

COPY AREA

WOMEN

MEN

SERVICEELEVATOR

ELEVATORLOBBY

MEN

COAT RM

J.C.

COPY RM

STORAGEELECTRICAL

ELEC CL.

HVAC

ELEC.

TELE CL

MECH

STAIRB

STAIRA

STAIRC

ELEC CL

SALES

FISH TANK

FIT API

PRODUCT

FXET

CAMS

CORE

CAM

S

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CORE SALES GROUPSASSET / INDUSTRY

NE SELLSIDE

FOREIGN BANKS

DOMESTIC MAJORS

CAN / MEX

NY/CT HEDGE FUNDS

MID ATL / MID-WEST

NE BUYSIDE

SOUTHEAST

CROSS DISCIPLINE GROUPSAPP SPEC

FIT

PRODUCT

API

FXET

CORE

CAMS

OTHERUNOCCUPIED WP

CONFERENCE

CAUSAL MEETING

5W OCCUPANTS• CORE SALES is a good sample population

because of its inherent mobility

• OTHER OCCUPANT GROUPS support sales

and interact with the nine core sales groups.

APPROACH

• Gather and review qualitative input through a

series of interviews and workshops with focus

groups

• Gather and review quantitative data through

analysis of badge data and current floor plans

• Review findings and co-create aspirational

scenarios for the future

Existing Core Sales plan

6 6

FINDINGS | CURRENT MOBILITY OF 5W GROUPS

5W occupants can be viewed as “residents” and “travelers”.

• Core Sales teams can be viewed as “residents” and “travelers” (based on the location of

their clients); all are expected to visit with clients at least 40% of the time.

• APP SPEC | FIT | FxET groups mirror the Core Sales travel patterns. They are knowledge

leaders and travel in support of core sales staff. They have their own sales goals.

• Other groups, such as PROD have some travel time, but are predominantly residents of 5W.

• For the nine Core Sales Teams, occupancy rarely hits 100% , only a few days per month at

90% capacity.

• Badge data does not tell us the amount of time each occupant spends at their workstation,

or if they come and go throughout the day.

Highest badge-in for core sales over a 5 month period was Monday Jan 9th

with 374 or 93% capacity(avg Monday is 86% capacity).

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28

F Sa Su M Tu W Th F Sa Su M Tu W Th F Sa Su M Tu W Th F Sa Su M Tu W Th

50

100

150

200

250

300

350

400

AVG 287

322 11 15 348 319 237 248 319 6 10 360 286 258 271 287 10 6 15 333 252 237 287 8 14 362 272 234 232

FEBRUARY 2013 | CORE SALES DAILY BADGE-IN NUMBER

0

10

20

30

40

50

60

70

80

90

100

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28

F Sa Su M Tu W Th F Sa Su M Tu W Th F Sa Su M Tu W Th F Sa Su M Tu W Th

CORE SALES GROUPS

FEBRUARY 2013 | % THAT BADGED IN BY GROUP

CANADA / MEXICO

ASSET / INDUSTRY

DOMESTIC MAJORS

FOREIGN BANKS

MID-ATL / MID-WEST

NORTHEAST BUYSIDE

NORTHEAST SELLSIDE

NY / CT HEDGE FUNDS

SOUTH / CARIBBEAN

“TRAVELERS”

“RESIDENTS”

Lowest badge-in for core sales over a5 month period was Wednesday May 22nd

with 227 or 56% capacity (average mid-week is 65% capacity).

BLP-SALES MOBILITY STUDYT= travelers (badge in @731Lex less than 60% of workdays)R=Residents (badge in @731Lex more than 60% of workdays)based on January-May 2013 badge data

Perkins Eastman 2/2/14

GROUP NAME TEAM NAME SEQ ID

JAN # DAYS OUT

FEB # DAYS OUT

MARCH # DAYS OUT

APRIL # DAYS OUT

MAY # DAYS OUT

TOT # DAYS OUT

TOT #WORK DAYS

# DAYS =40% OUT

# DAYS =30% OUT R / T

C-Sales NY Asset/Industry Grp C-Sales NY Asset/Industry Grp 20 4 8 8 9 2 31 104 41 31 R





C-Sales NY Asset/Industry Grp C-Sales NY CMDT 33 9 4 9 9 7 38 104 41 31 R



C-Sales NY Asset/Industry Grp C-Sales NY CMDT 70 9 7 9 6 12 43 104 41 31 T


C-Sales NY Asset/Industry Grp C-Sales NY CMDT 4 8 12 44 17 13 R






C-Sales NY Asset/Industry Grp C-Sales NY Corporations 74 2 5 1 0 5 13 104 41 31 R


C-Sales NY Asset/Industry Grp C-Sales NY Corporations 175 9 11 9 11 9 49 104 41 31 T





C-Sales NY Asset/Industry Grp C-Sales NY Inv Bank/Priv Eqty 10 2 4 4 5 5 20 104 41 31 R






C-Sales NY Asset/Industry Grp C-Sales NY MORT 84 8 12 4 8 11 43 104 41 31 T

C-Sales NY Asset/Industry Grp C-Sales NY MORT 152 0 3 4 4 7 18 104 41 31 R





C-Sales NY Asset/Industry Grp C-Sales NY MORT 223 18 11 21 50 63 25 18 T







C-Sales NY Asset/Industry Grp C-Sales NY MORT 7 7 22 8 6 R

6 7

FINDINGS | CORE SALES TEAM USER TYPE PROFILES

5W occupants can be viewed as “Residents” and “Travelers”, each with distinct workplace profiles and needs.

CLIENT LOCATION

GROUPS

DESK TYPES

DESK ASSIGNMENT

IN-OFFICE PRIMARY

WORKMODE

CRITICAL WORKPLACE

TOOLS*

SEAT RATIO

MEETING AREA

SEAT RATIO

TIME SPENT IN OFFICE

RESIDENT TRAVELER

60% + <60%

1 : 4.5 ratio for conference seats;1 : 7.5 ratio for casual meeting seats

1 : 4.5 ratio for conference seats;1 : 7.5 ratio for casual meeting seats

laptops & Thin Client Technology; Personal storage lockers & mobile file cabinets

laptops & Thin Client Technology;Personal storage lockers & mobile file cabinets

Heads-down work;Scheduled meetings;Informal collaboration

heads-down work, but if given laptops while on the road as recommended, will likely come to the office for collaboration more

Assigned benches for team & group leads;Unassigned for others

Assigned benches for team & group leads;Unassigned for others

1:1 4’w assigned for team & group leads;1:1 4’w unassigned benches for others

1:1 4’w assigned for team & group leads;1:0.6 4’w unassigned benches for others; 1:0.4 4’w unassigned benches for others

4’ wide benches along perimeter zone;3’ wide high touchdown desks available to all

4’ wide benches in interior zone;3’ wide high touchdown desks available to all

Foreign bank, Domesetic Majors, NY/ CT Hedge Funds, NorthEast Sell Side

Asset/ Industry, Canada/ Mexico, NorthEast Buy Side, South/ Carribean, Mid Atlantic/ Midwest, NorthEast Sell Side

NY Metro Area Outside of NYC

PrOtOcOl

• All must visit with clients at

least 40% of the time

• Badge data can categorize

users into Residents

& Travelers based on

number of days each

badges into HQ

• Travelers spend 40%+

days traveling (not

badging into HQ)

• Does not take into account

badging in for short

periods of time & leaving

• Over a period of 104

business days (January

- May 2013), 153/415,

badged in <60% of the

time (full days)

• 218/415 badged in

<70% of the time

6 8

PLANNING GUIDELINES

Develop a workplace solution that promotes the following principles:

NEIGHBORHOOD SCALE

• Plan organized to support team-based groups of 40-50 people (a “Neighborhood”)

• neighborhoods = sales Group

• The sense of ‘coming home’ shifts to neighborhood from individual desk

• Neighborhood consists of resident & traveler desks adjacent to support & amenity

• mobile desks provided for visitor and guest touchdown

VARIOUS WORK MODES

• Each neighborhood has close proximity & visual access to ample shared spaces

- Open collaborative space- idea sharing, learning & team building

- Quiet study spaces- focused individual work

- Dedicated & non-dedicated conference spaces- meeting

- Individual storage- personal needs

• Recommended ratio of 4.5 workpoint seats to 1 conference seat

• Varied height work areas for different modes & preferences

HIGH “BUZZ” LEVEL

• High energy atmosphere stems from organic idea exchange

• Workplace encourages “getting up” for intentional & unintentional information flow

• “Active buzz” spaces zoned separately from “quiet decompression” spaces

• Team leaders shift teammates around for better learning/mentoring

• shared workpoint model results in fewer empty seats on travel days

OPEN COLLAB-ORATIVE

ENCLOSEDCONFERENCE

& QUIET ZONE

NEIGHBORHOOD(TEAM “HOME”)




Resident Workerson Perimeter

Travelerson Interior

Touchdown Desks onInterior, Adjacent to Support & Amenities

High-Energy Separatefrom Quet Zones

Each Neighborhood has Visual Access to Ample Variety

of Shared Spaces

1

2

3

Planning Concept Diagram

6 9

perimeter workstations are retained for resident workers and are shared or “hot desks” for traveling workers

mix of mobile workpoints and benching for varied worktypes along interior promote

movement and activity and help to create and retain “buzz”

work surfaces at varied heights and sizes to accomodate different work styles

reduced number of typ workstation reduces empty seats on travel days

Library | Resource Centerplace for AppSpec to hold

knowledge sessions and a place to meet, work and share knowledge

increased number of conference rooms for dedicated and non-dedicated use

feedback from end users revealed that desks were not viewed as precious- a comforatble place to connect to their phones, computers and team is more important

all end users expressed an interest in learning from their colleagues both

in-group, across the department and across the company - a greater, and

more direct connection to product development was desired

a change of posture throughout the day is desired while being able to still have work continuity PLANNING GUIDELINES

having available meeting spaces for ad hoc and scheduled meetings was the #1 request by end users

Core Sales Teams whether residents or travelers are at clients at least 40% of the time

Team Leaders expressed an interest in moving the members of their team around to promote learning

PLANNING GUIDELINES | FOR PILOT IMPLEMENTATION

seating is organized by neighborhood / group

1

2

3

1

3

2

1

2

3

Neighborhood Scale

Various Work Modes

High Buzz Level

2

confidential client

WORKPLACE STRATEGY Parti

PARTI PLACE-MAKING

OF NATURE

FLEXIBLE

FOSTERCULTURE | WAY OF BEING

MEANINGFULCONNECTIONS

• Highlight what’s natural & genuine• Connect residents with nature • Integrate smart sustainable systems • Be humble- not grandiose nor man made

• Create space that is easily adaptable • Allow users to shape their environment

• Provide secure & robust infrastructure • Foster Way of Being through design• Create highly functional space to meet needs

• Create space for serendipitous connections• Offer opportunities to build meaningful

relationships through work & play• Balance intensity & activity with silence &void• Create scale with neighborhoods

PRINCIPLES

• Harmony with nature & universe• Simple, honest, timeless, integrated into

world• Reality & truth

• Learning from mistakes• Continuously adapt, improve, invent • Self reflection

• Radical transparency & truth• Base decisions on learning from

problems • Independent thinking

• Meaningful work & relationships• 1+1=3• Constantly get in synch• Assertive & open minded• Thoughtful disagreement

Design Parti align the business | cultural objectives of an organization with place-making priniciples that guide all aspects of the project.

WORKPLACE STRATEGY Current Workplace Standards as Benchmark

ASSESSMENT OF MOST RECENT & SUCCESSFUL BUILDOUT VALIDATES THE BEST

PRACTICE KEY METRICS & PLANNING GUIDELINES RECOMMENDED

FOR USE IN FUTURE DESIGNS.

PERKINS EASTMAN 5.19.14

SPACE CATEGORYAREA(USF)

QUANTITY

WORK-POINT

TOTAL AREA (USF)

%

WORKPOINTS (OFFICE / WORKSTATION) 496 41,007 44%PO-A (Leadership Office) 300 0 0 - PO-B (Typical Office) 150 27 27 4,050 SH-O-A (Shared 2-Person Office) 150 47 94 7,050 SH-O-B (Shared 3-Person Office) 150 23 69 3,450 SH-O-C (Shared 4-Person Office) 300 2 8 600 WSA (Typical Desk) 36 298 298 10,728 35% Circulation Factor 13,934 1 13,934 Planning Factor (3%) 1,194 1 1,194 44 Small

114 MediumMEETING (FORMAL / INFORMAL) 13,865 15% 86 LargeFocus/ Phone Room 50 7 350 32 X-LargeSmall Meeting Room (4p) 120 5 600 0 Board RmSmall Meeting Room (6p) 150 4 600 Medium Meeting Room (8p) 240 8 1,920 276 Conf SeatsMedium Meeting Room (10p) 300 5 1,500 Large Meeting Room (12p) 360 6 2,160 Large Meeting Room (14p) 420 1 420 X-Large Meeting Room (16p) 480 2 960 Board Room (30p) 1,000 0 - * vs. workpoints

Informal Meeting Space / Lounge 200 0 - Breakout Space 300 0 - Project Space/ War Room/Ideation 240 1 240 35% Circulation Factor 4,712 1 4,712 Planning Factor (3%) 404 1 404

AMENITY 14,341 15%Business Center/ Client Lounge/ Library 250 4 1,000 Training Room (30 pl) 1,000 0 - Learning Lab/ Boot Camp/Think Tank 1000 1 1,000 Auditorium/ Multi-Purpose Space (60 pl) 2,200 1 2,200 Game/ Activity Room 500 0 - Convenience Pantry 350 1 350 Coffee / Juice Bar (in connectors) 50 0 - Café 650 0 - Warming Kitchen (warming) 700 2 1,400 Dining Room 1,500 2 3,000 Fitness Center (spa,gym,locker rms,studio,Dr.) 6,500 0 - Quiet/ Meditation Room 50 1 50 Reception 500 0 - Wellness (Sick, Mother's) Room 50 1 50 35% Circulation Factor 4,873 1 4,873 Planning Factor (3%) 418 1 418

SUPPORT 24,203 26%Support 7105 1 7,105 Copy/ Print 180 8 1,440 Files/ Printer Stations Throughout 9 107 963 Coat Closets 15 4 60 AV Room 2,548 1 2,548 IDF/MDF Rooms 1,579 2 3,158 35% Circulation Factor 8,224 1 8,224 Planning Factor (3%) 705 1 705

SUBTOTAL PROGRAM NUSF 93,416 100% NOTES:* Does not include core space

TOTAL AVAILABLE NUSF IN BUILDING 93,807 BALANCE 391 - Does not include area in connectors

DRAFT

188 NUSF/ WORKPOINT*

0.6 CONFERENCE SEAT RATIO

20 WESTPORT 2ND FLOOR PROGRAM

EXISTING SPACE REQUIREMENTS KEY METRICS

496 WORKPOINTS

44%

15%

15%

26%

20 WESTPORT PROGRAM SPACE ANALYSIS

0%

5%

23% SH-O60%

26% CLOSED PLAN

2

GlendinningPlanning Space Typology

cOnference

rOOm seats

tO wOrKPOints

nusf/ wOrKPOint wOrKPlace aVeraGe

(128 nusf/ existing workplace workpoint)

.6 188

WORKPLACE STRATEGY

Floor 2NS

05..

14BRIDGEWATER - 20 WESTPORT 2 NSBENCHMARK

SINGLE OFFICE 20 20

20 40

22 66

1 4

70 70

QUANTITY OCCUPANTS

DOUBLE OFFICE

TRIPLE OFFICE

QUAD OFFICEWORK-STATIONS

200TOTAL

136NO. OF CONFERENCE SEATS

0.68

65/35

RATIO OF CONFERENCE SEATS TO PERSONNEL

RATIO OF PERSONNEL IN P.O. V WORKSTATIONS

239 SFNUSF/WP

BOMA NUSF FLOOR: 47,750 SF

NUSF FLOOR WITHOUT TECHNOLOGY: 44,784 SF

418 SF

2,548SF

05..

14BRIDGEWATER - 20 WESTPORT 2 NSBENCHMARK

SINGLE OFFICE 20 20

20 40

22 66

1 4

70 70

QUANTITY OCCUPANTS

DOUBLE OFFICE

TRIPLE OFFICE


200TOTAL


0.68

65/35



239 SFNUSF/WP



418 SF

2,548SF

SINGLE OFFICE 7 7

611 SF

550 SF

27 54

1 3

1 4

228 228

296

QUANTITY OCCUPANTS

DOUBLE OFFICE

TRIPLE OFFICE


TOTAL


0.5

23/77



156 SFNUSF/WP



05..

14BRIDGEWATER - 20 WESTPORT 2 EBENCHMARK

SINGLE OFFICE 7 7

611 SF

550 SF

27 54

1 3

1 4

228 228

296

QUANTITY OCCUPANTS

DOUBLE OFFICE

TRIPLE OFFICE


TOTAL


0.5

23/77



156 SFNUSF/WP



05..

14BRIDGEWATER - 20 WESTPORT 2 EBENCHMARK

Floor 2E

Current Workplace Standards as Benchmark

WORKPLACE STRATEGY

SCENARIO

SCENARIO 2

TrANsForMATIoN

SCENARIO 3

TrANsForMATIoN

For THE FUTUrE

• 3-5 year strategy • Redistribute staff so

Campus A houses Research during Campus B renovation

• Improve client experience and infrastructure

• 10-15 year strategy • Establish Campus A as

a proper Headquarters location

• Provide best practice workplace experience to staff and guests on a more permanent basis

• 15+ year strategy • Expand and occupy

entire Campus A site to accommodate future growth

• Establish Campus A as a HQ site with best practice workplace experience

• Option to add 20K SF Auxiliary space in 500 (including 6K basement space), and a full kitchen

• 984 FTE • (875 in existing leasehold +109 for aux space)• 2 workplace renovation options (complete vs partial)• 2 infrastructure upgrade options (build AV hub and

either upgrade rooms to standard or deviate from standard)

• Renovate 400 Atrium• Add Aux space/ basement in 500, add full kitchen • Add 16K SF new space as amenity hub• 984 FTE

(875 in existing leasehold +109 for Aux space)• Complete workplace floor renovations• Complete infrastructure upgrade (future standard)• Conduct site ugrades, option to reclad buildings

• Renovate 400 Atrium• Add Aux space/ basement in 500, add full kitchen • Add 16K SF new spce as amenity hub• Add 48K SF Building 100 and 84K SF Building 200

(typical workplace floors) and Building 300 Cafeteria• 1,500 FTE • Complete workplace floor renovations• Complete infrastructure upgrade (future standard)• Conduct site ugrades, connect campus, reclad option

100

100

100

NEW

NEW

NEW

SITE/ PLAZA

SITE/ PLAZA

SITE/ PLAZA

200

200

200

300

300

300

400

400

400

500

500

500

SCOPEIN OUT (BW)

OUT (NON-BW)OBJECTIVE DESCRIPTION/ ASSUMPTIONS

1B500 ADD

1A1PartialTech &ArchReno

1A2Full

Tech &ArchReno

SCENARIO 1

IMproVEMENT

1ANO 500 ADD

1B1PartialTech &ArchReno

1B2Full

Tech &ArchReno

Campus Plan Scenarios

WORKPLACE STRATEGY

30%

19%24%

27%

SCENARIO 2 AVERAGE

(both floors)

SCENARIO 2 “TRANSFORMATION”

05.1

9.14

BRIDGEWATER - NYALA FARMS

CAFE

BOOT CAMP

RECRUITING CENTER

SECONDARYRECEPTION (?)

RECEPTION(ATRIUM)

CLIENT EXPERIENCE ZONE

MULTIPURPOSE

URBAN LIVINGROOM

FIRST FLOOR SECOND FLOOR

OUT OF SCOPE - BW SPACE

OUT OF SCOPE - NON-BW SPACE

AMENITY

CONFERENCING

WORKPLACE

SUPPORT

BUILDING CORE

100

BARN* BARN*

200 200

300

400

500

100

300

400

500

CONFERENCE

BUSINESSCENTER

*BARN CONFIGURATION TBD

SUPPORT

KITCHEN

FITNESS

URBAN LIVINGROOM

500 BASEMENT

Master Plan Scenarios: Metrics

WORKPLACE STRATEGY Adjacency Diagrams

RESEARCHANALYTICS

RESEARCHSYSTEMIZATION

RESEARCHCOOP

RESEARCHTECHRESEARCH

IACO

RESEARCHSEC

COREMNGMNT

CM(GD)

CLIENTSERVICESRESEARCH

CLIENTSERVICESEXTERNAL

CLIENT SERVICES MNGMT/

COO

CLIENT SERVICES

REPORTING

CLIENTSERVICES

TECHNOLOGY

ASSTDOPERATIONS/

SUPPORT

CLIENTEXPERIENCE

ZONE

BOOTCAMP

RECRUITINGCENTER

REPRO-GRAPHICS

ROOM

WORKPLACE STRATEGY Departmental Program: Scenario 1A

BUILDING 300 386 SEATS 26% CLOSED 74% OPEN

NYALA FARMSDEPARTMENTAL STACK DIAGRAM PO-A PO-B SH-O* WS-A Total DPT SEATSOPTION 1A 300_2 Research Analytics 0 2 14 88 104 Research 252

300_2 Research Systemization 3 0 18 52 73 Core Mgt 99

300_2 Research COO Pillar 0 0 3 7 10 CS&M 258300_2 Flex Seats 0 1 2 15 18 CM Tech 40

3 3 36 163 206 Asst Ops 41Trading 115Acct Mngt 82

PO-A PO-B SH-O* WS-A Total SUB TOTAL 887300_1 Research Security 0 1 6 1 8 Gen Flex Seats 56300_1 Research Research Tech 0 0 1 46 47 Trdng/AM Flex 111300_1 Research IAC Office 0 0 2 7 9 TOTAL 1054300_1 Core Management - 2 3 41 53 99 ACTUAL FIT 973300_1 Flex Seats 0 1 2 14 17

2 5 52 121 180 GOAL 1042OVER/UNDER 69

BUILDING 400 283 SEATS 25% CLOSED 75% OPEN -69

PO-A PO-B SH-O* WS-A Total NOTES:400_2 CS&M Management/ COO 3 7 3 9 23 Provide 70 non-Trader/ AM "Flex Seats".400_2 CS&M External Pillar 0 12 4 58 75 20% accommodated in focus rooms and400_2 CS&M Reporting Pillar 0 3 1 16 20 other amenity spaces.400_2 CS&M Research Pillar 0 12 4 49 66 80% (56) are office and workstation seats400_2 Flex Seats 0 1 2 14 17

3 36 15 146 200 GOAL = 875 FTE + 56 non-Trading/AM flex seats + 111 Trading/ AM flex seats (existing)

PO-A PO-B SH-O* WS-A Total400_1 CM Tech 0 4 4 32 40400_1 Research 0 0 0 1 1400_1 Miscellaneous 0 1 1 11 14400_1 HR 0 0 0 1 1400_1 Client Services 0 0 0 1 1400_1 Security 0 1 1 5 6400_1 IT 0 0 0 2 3400_1 Facilities 0 2 2 12 15400_1 Flex Seats 0 0 0 2 2

0 8 8 67 83

BUILDING 500 385 SEATS

PO-A PO-B SH-O* WS-A Total500_2 CS&M Technology Pillar 0 9 3 63 75500_2 Flex Seats 0 0 0 2 2500_2 Trading 33500_2 Account Mngmnt 65

500_2 Flex Seats 69244

PO-A PO-B SH-O* WS-A Total500_2 Trading Research Pillar 0 0 0 0 79500_2 Account Mngmnt 17

Core To be Placed 500_2 Research 3Out of Scope Assorted Operations 500_2 Flex Seats 42

Other Tenant CM Tech (from GD) 141

NYALA 300, 400 & 500 1054 SEATS

Seatcount- 2015 (+ 4% Growth)

Bldng_Floor

Department Subgroup Seatcount- 2015 (+ 4% Growth)

Subgroup

BUILDING 300

BUILDING 400

BUILDING 500

Bldng_Floor

Department

Department SubgroupSeatcount- 2015 (+ 4% Growth)

Bldng_Floor

Department Subgroup

DEPARTMENT SUMMARY

2

1

BUILDING 300

BUILDING 400

BUILDING 500

Bldng_Floor


Bldng_Floor


Seatcount- 2015 (+ 4% Growth)

Bldng_Floor

CORE MNGMT

PUBLIC AMENITY ZONE

PUBLIC AMENITY ZONE

PUBLIC AMENITY ZONE

RESEARCH TECH

RESEARCH IACO

RESSEC

RESEARCH ANALYTICS

RESEARCH COOP

RESEARCH SYSTEMIZATION

CS&M EXTERNAL

CS&M RESEARCH

CS&M REPORTING

CS&MMNGMT/ COO

PUBLICAMENITYZONE

CS&MTECHNOLOGY

CAFETERIA

FITNESSCENTER

BOOTCAMP

TRADING/ASSET

MANAGEMENT

TRADING/ASSET

MANAGEMENT

KITCHEN/ RECEPTION

RECEPTION/TOWNHALL

RECRUITCENTER

CLIENTEXPER.ZONE

Perkins Eastman D R A F T F O R C O M M E N T 04.24.14

WORKPLACE STRATEGY

THE AGILE OFFICE FOOTPRINT

• Typical office can seat 1-4

• Private office, shared office, or team room

• Technology setup allows for easy change

of room function

• 2-seat layout can be assigned to one

person with a flex seat for guests, team

members of future growth

• Increase density over time

THE AGILE KIT OF PARTS

• Planning module

• Balanced and robust mix of focus and

collaborative areas within view of desk

• When module remains intact, best practice

ratios met

• 8-12 desks for every conference room, (2)

focus spaces, (2) small team zones

• Mirror pods for neighborhoods of 24-48

• Amenities outside of neighborhood serve

larger scale community needs

The Agile Workplace

THE AGILE OFFICE FOOTPRINT

THE AGILE KIT OF PARTS

20 30 40

80 80 80

0

20

40

60

80

100

120

140

Single Office 50/50 Mix Double Office

Total Workpoints for Agile 80/20 Plan With Range of Office Sharing

Workstations Office Seats

7 9

federal reserve bank

8 0

fisG’s chanGe manaGement GOalThe FISG workplace was reinvented to align with a new, more transparent and collaborative, operating environment put in place in response to the Dodd-Frank Act.

The CM goal was to engage the staff in learning to work effectively in this new workplace paradigm.

FEDERAL RESERVE BAN K O F N EW YO RK FISG

CHANGE NETWORK STRUCTURE

Senior Leadership Team

Rep from Pilot Group

Sponsor

Rep fromPilot group

Rep from Pilot group

PilotTeams

PilotTeams

PilotTeams

PilotTeams

LateralCommunication

Top DownCommunication

Bottom UpCommunication

Senior Leadership Team Members moving to pilot floors

Working Committee:Change agents to be identified for each group moving to the pilot floors (target- 12 to 15 people)

REPSONSIBILITIES:Monitoring issues/rumors, informing team members, developing guidelines for technology/workplace usage, advising on packing for move, assisting with questions during move-in

COO

F EDERAL RES ERVE B ANK OF NEW YORK F IS G

MANAGING/S U PPORT ING CH ANGE

DEFINE THE GAPbetween today’s culture/behaviors & tomorrow’s desired culture/ behaviors

CLOSE THE GAPthrough change management actions

MONITOR IMPACTRefine the change management actions to achieve goals

8 1

Timing Activity Description Audience Deliverer Developer/Advisor

Ongoing Intranet Regular updates on all areas of FISG’s Transformation projects to tie transformation efforts to FISG's value proposition‐‐ Description of each work stream: Workspace; People and Culture; One roof Model; BPE/BPI; Risk; Business Innovation (Note: Workspace work stream has dedicated page)‐‐ Blog (Sarah, all Directs, all work stream leaders)‐‐ Ask the Boss (staff questions)‐‐ FISG Idea Generator

All FISG Comms and Intranet team Comms, Project Team, and Perkins Eastman

Ongoing OneFed Online communities created to solicit input, facilitate ongoing discussions, and generally encourage collaboration.

All FISG Varies TBD

May‐June, 2013 FISG Style Focus Groups Gather feedback on the FISG Style framework and refine the framework so that it resonates with staff.Encourage sense of ownership and commitment to culture/behavior change outlined in FISG Style model.

Volunteer participants (18% of FISG staff)

People Culture Team Perkins Eastman

June 17, 2013 FISG Town Hall Introduce Transformation:‐ Context‐ Six work streams‐ Focus on two:1) Workspace ‐ more open, collaborative, no offices2) People & Culture ‐ introduce FISG Style

‐ How staff can get engaged: Intranet presence (Blog, Ask the Boss, FISG’s Idea Generator), Prototype, Pilot Floors.‐ All Functions will have a Function Town Hall within two weeks of the Group Town Hall to reiterate the messages.

All FISG Sarah Dahlgren, Joonho Lee

Comms and Perkins Eastman

June‐Sept, 2013 Function Town Hall Meetings (including Pre‐meeting On‐line Survey and Small Group Work Sessions)

Gather input on where the function is today along the 12 FISG Style continuums and the changes required to reach transformation goals at three levels:‐ Individual‐ Function Management‐ FISG and beyondEmphasize that change begins at the individual level and that we need to work together to achieve the goals

All FISG People Culture team People Culture team and Perkins Eastman

Aug ‐ Sept, 2013 Roundtable discussions Unstructured discussion forums to clarify goals, dispel rumors, and emphasize that FISG leaders are expected to be role models for the culture/behavior change.

Direct reports to SLT (originally requested by Steve Manzari for CFI leaders) and then expanded to broader group

Project team Project team and Perkins Eastman

Sept. 2013 Prototype Open House Encourage staff to visit prototype to see four workspaces, quiet room, and informal collaboraton spaces; share feedback with the project team.

All FISG Comms Project Team

Sept 2013 ‐ Aug 2014 Prototype “test occupants" (experiences and blogging)

Work in the prototype for a week or more to experience the value of the open work environment and uses for the quiet room. Share lessons learned with the project team and blog about the experience for FISG team members to read.

All FISG Project team Project Team and Perkins Eastman

September 23, 2014 FISG Town Hall Update On Transformation: Describe Phase 1 FISG Style ActionsVideo on experiences in the prototypePresent latest version of the design for the pilot floors

All FISG Sarah Dahlgren Comms, Project Team, and Perkins Eastman

Nov, 2013 Pre‐Pilot Survey On‐line survey to capture baseline data All FISG Comms Perkins Eastman

Nov/Dec, 2013 Moving notice for occupants of Floors 22 and 23

Meetings and e‐mail messges to notify staff on Floors 22 and 23 about their new locations and move schedule.

All staff moving from pilot floors Project team Comms

Nov/Dec, 2013 Participation notice for Pilot Floors

Meetings with groups selected for pilot floors All staff to occupy pilot floors Project team Comms

Nov/Dec, 2013 Updates on Pilot Floors E‐mail and web postings about:‐ Update on changes to pilot design (if any) based on prototype testing‐ Pilot construction and move schedule‐ Staff that were selected as pilot participants‐ Details of the moves/re‐stacking – let staff know where staff from 22 and 23 will be moving

All FISG Comms and Intranet team Comms and Intranet team

January 23, 2014 "Groundbreaking" event on Pilot Floors

Celebration of the start of demolition/construction on pilot floors FISG leadership and project team

Project team Project team

January 27, 2014 Town Hall Focus on 2014 as implementation year All FISG Sarah Dahlgren Comms and Project Team

February 3, 2014 Pre‐Pilot Survey Summary of Findings

Review of survey results and recommendations for actions based on findings. Metrics and Project Team Perkins Eastman Perkins Eastman

February, 2014 FISG Style Checkpoint Interview Function and SSO team leaders to discuss the impact of the 1st phase of FISG Style changes. Make recommendations for 2nd Phase of FISG Style actions.

Function and SSO team leaders People Culture Team Perkins Eastman

Feb 2014 ‐ Aug 2014 Construction Updates Email and web updates to communicate that construction is underway and to provide progress updates about pilot floors

All FISG Comms Comms

Spring 2014 Launch Change Network for Pilot Floors

Recruit one representative from each group that will be occupying the two pilot floors to participate in the Change Network, a team that will be responsible for: providing updates to their groups, fielding questions from their groups and getting answers from the project team, keeping the project team informed about rumors and other concerns, developing guidelines about use of the pilot floors, and guiding people through the move process. Plan and conduct orientation meeting for the members of the change network.

Designated Pilot Floor Participants

Project Team Perkins Eastman

Spring 2014 Develop Guidelines for Pilot Floors

Change network members will meet on a regular basis to draft and refine:1. Guidelines for Workplace/Technology Usage on Pilot Floors2. Guidelines for Moving to Pilot Floors3. Guidance for Leaders as Role Models on Pilot Floors

Project Team Change Network Perkins Eastman

June‐July, 2014 Hard‐hat Tours of Pilot Floors for Pilot Floor Occupants Only

Tours led by change network members for their groups; discussion of the guidelines and the move schedule (including packing details).


Change Network Perkins Eastman

X days before move date

Packing events Dress‐down days, lunch events, for packing: materials to be moved to the pilot floors, materials for long‐term storage



August, 2014 Move‐in day(s) events Welcome and move‐in events to help people settle in, explore the new environment, and engage in different work habits facilitated by the new workplace and technology on the pilot floors.


FISG Leadership and Change Network

Perkins Eastman

August, 2014 Post‐move Workstyle Coaching

Provide guidance to pilot participants regarding optimum use of the workplace and technology.


FISG Leadership, Change Network, and Perkins Eastman


September, 2014 Tours of Pilot Floors for Non‐Pilot Floor Occupants

Tours led by change network members for FISG staff who did not move to the pilot floors. FISG Non‐ Pilot Floor Participants

Change Network Change Network

September, 2014 FISG Style Year 1 checkpoint Re‐administer on‐line FISG Style survey to determine progress made in closing the gaps on the 12 continuums. Lead work sessions at the Function level to discuss progress and next steps. Reinforce the connection between the culture/behavior changes and the pilot workplace.

All FISG People Culture Team Perkins Eastman

2014 (after pilot floors move‐in)

Pilot Updates Provide regular updates via email and web posts on how the pilot is working: share stories through blogs, desktop videos, etc. about the experience of working on the pilot floors and the changes that have been made as a result of feedback

All FISG Comms Comms and Perkins Eastman

6 months after move‐in

Post‐Pilot Survey Determine the impact of the pilot floor on participants. Compare pilot floor participant responses to non‐pilot.

All FISG People Culture Team People Culture team and Perkins Eastman

fisG’s chanGe manaGement actiVitY matrix & select finDinGs

Timing Activity Description Audience Deliverer Developer/Advisor

Ongoing Intranet Regular updates on all areas of FISG’s Transformation projects to tie transformation efforts to FISG's value proposition‐‐ Description of each work stream: Workspace; People and Culture; One roof Model; BPE/BPI; Risk; Business Innovation (Note: Workspace work stream has dedicated page)‐‐ Blog (Sarah, all Directs, all work stream leaders)‐‐ Ask the Boss (staff questions)‐‐ FISG Idea Generator

All FISG Comms and Intranet team Comms, Project Team, and Perkins Eastman

Ongoing OneFed Online communities created to solicit input, facilitate ongoing discussions, and generally encourage collaboration.

All FISG Varies TBD

May‐June, 2013 FISG Style Focus Groups Gather feedback on the FISG Style framework and refine the framework so that it resonates with staff.Encourage sense of ownership and commitment to culture/behavior change outlined in FISG Style model.

Volunteer participants (18% of FISG staff)

People Culture Team Perkins Eastman

June 17, 2013 FISG Town Hall Introduce Transformation:‐ Context‐ Six work streams‐ Focus on two:1) Workspace ‐ more open, collaborative, no offices2) People & Culture ‐ introduce FISG Style

‐ How staff can get engaged: Intranet presence (Blog, Ask the Boss, FISG’s Idea Generator), Prototype, Pilot Floors.‐ All Functions will have a Function Town Hall within two weeks of the Group Town Hall to reiterate the messages.

All FISG Sarah Dahlgren, Joonho Lee

Comms and Perkins Eastman

June‐Sept, 2013 Function Town Hall Meetings (including Pre‐meeting On‐line Survey and Small Group Work Sessions)

Gather input on where the function is today along the 12 FISG Style continuums and the changes required to reach transformation goals at three levels:‐ Individual‐ Function Management‐ FISG and beyondEmphasize that change begins at the individual level and that we need to work together to achieve the goals

All FISG People Culture team People Culture team and Perkins Eastman

Aug ‐ Sept, 2013 Roundtable discussions Unstructured discussion forums to clarify goals, dispel rumors, and emphasize that FISG leaders are expected to be role models for the culture/behavior change.

Direct reports to SLT (originally requested by Steve Manzari for CFI leaders) and then expanded to broader group

Project team Project team and Perkins Eastman

Sept. 2013 Prototype Open House Encourage staff to visit prototype to see four workspaces, quiet room, and informal collaboraton spaces; share feedback with the project team.

All FISG Comms Project Team

Sept 2013 ‐ Aug 2014 Prototype “test occupants" (experiences and blogging)

Work in the prototype for a week or more to experience the value of the open work environment and uses for the quiet room. Share lessons learned with the project team and blog about the experience for FISG team members to read.

All FISG Project team Project Team and Perkins Eastman

September 23, 2014 FISG Town Hall Update On Transformation: Describe Phase 1 FISG Style ActionsVideo on experiences in the prototypePresent latest version of the design for the pilot floors

All FISG Sarah Dahlgren Comms, Project Team, and Perkins Eastman

Nov, 2013 Pre‐Pilot Survey On‐line survey to capture baseline data All FISG Comms Perkins Eastman

Nov/Dec, 2013 Moving notice for occupants of Floors 22 and 23

Meetings and e‐mail messges to notify staff on Floors 22 and 23 about their new locations and move schedule.

All staff moving from pilot floors Project team Comms

Nov/Dec, 2013 Participation notice for Pilot Floors

Meetings with groups selected for pilot floors All staff to occupy pilot floors Project team Comms

Nov/Dec, 2013 Updates on Pilot Floors E‐mail and web postings about:‐ Update on changes to pilot design (if any) based on prototype testing‐ Pilot construction and move schedule‐ Staff that were selected as pilot participants‐ Details of the moves/re‐stacking – let staff know where staff from 22 and 23 will be moving

All FISG Comms and Intranet team Comms and Intranet team

January 23, 2014 "Groundbreaking" event on Pilot Floors

Celebration of the start of demolition/construction on pilot floors FISG leadership and project team

Project team Project team

January 27, 2014 Town Hall Focus on 2014 as implementation year All FISG Sarah Dahlgren Comms and Project Team

February 3, 2014 Pre‐Pilot Survey Summary of Findings

Review of survey results and recommendations for actions based on findings. Metrics and Project Team Perkins Eastman Perkins Eastman

February, 2014 FISG Style Checkpoint Interview Function and SSO team leaders to discuss the impact of the 1st phase of FISG Style changes. Make recommendations for 2nd Phase of FISG Style actions.

Function and SSO team leaders People Culture Team Perkins Eastman

Feb 2014 ‐ Aug 2014 Construction Updates Email and web updates to communicate that construction is underway and to provide progress updates about pilot floors

All FISG Comms Comms

Spring 2014 Launch Change Network for Pilot Floors

Recruit one representative from each group that will be occupying the two pilot floors to participate in the Change Network, a team that will be responsible for: providing updates to their groups, fielding questions from their groups and getting answers from the project team, keeping the project team informed about rumors and other concerns, developing guidelines about use of the pilot floors, and guiding people through the move process. Plan and conduct orientation meeting for the members of the change network.


Project Team Perkins Eastman

Spring 2014 Develop Guidelines for Pilot Floors

Change network members will meet on a regular basis to draft and refine:1. Guidelines for Workplace/Technology Usage on Pilot Floors2. Guidelines for Moving to Pilot Floors3. Guidance for Leaders as Role Models on Pilot Floors

Project Team Change Network Perkins Eastman

June‐July, 2014 Hard‐hat Tours of Pilot Floors for Pilot Floor Occupants Only

Tours led by change network members for their groups; discussion of the guidelines and the move schedule (including packing details).



X days before move date

Packing events Dress‐down days, lunch events, for packing: materials to be moved to the pilot floors, materials for long‐term storage



August, 2014 Move‐in day(s) events Welcome and move‐in events to help people settle in, explore the new environment, and engage in different work habits facilitated by the new workplace and technology on the pilot floors.


FISG Leadership and Change Network

Perkins Eastman

August, 2014 Post‐move Workstyle Coaching

Provide guidance to pilot participants regarding optimum use of the workplace and technology.




September, 2014 Tours of Pilot Floors for Non‐Pilot Floor Occupants

Tours led by change network members for FISG staff who did not move to the pilot floors. FISG Non‐ Pilot Floor Participants

Change Network Change Network

September, 2014 FISG Style Year 1 checkpoint Re‐administer on‐line FISG Style survey to determine progress made in closing the gaps on the 12 continuums. Lead work sessions at the Function level to discuss progress and next steps. Reinforce the connection between the culture/behavior changes and the pilot workplace.

All FISG People Culture Team Perkins Eastman

2014 (after pilot floors move‐in)

Pilot Updates Provide regular updates via email and web posts on how the pilot is working: share stories through blogs, desktop videos, etc. about the experience of working on the pilot floors and the changes that have been made as a result of feedback

All FISG Comms Comms and Perkins Eastman

6 months after move‐in

Post‐Pilot Survey Determine the impact of the pilot floor on participants. Compare pilot floor participant responses to non‐pilot.

All FISG People Culture Team People Culture team and Perkins Eastman

FEDERAL RESERVE BAN K O F N EW YO RK FISG

CHANGING HOW TEAM MEMBERS USE THEIR T IME

Shift from solo work to organic collaboration (through insight sharing, stronger sense of community, digital workstyle)

Shift from back-to-back meetings to quick, informal conversations (re-think number of meetings, decision-making style, number of participants)

8 2

fisG’s PilOt flOOr- tOwn hall PresentatiOn

8 3


8 4


1. INTRODUCTION

2. CITI DISCOVERY

3. THE CITI CITY

4. PROJECT DELIVERY

5. CASE STUDIES

6. PROJECT IMAGERY

7. WHY US?

project imagery

8 6

trading

8 7

relOcatiOn case stuDY

StAckiNg pLAN 2.0

FLOORs 62-665 Typical Floors24,982 gsf Each Floor124,910 gsf Total

FLOORs 46-6116 Typical Floors30,775 gsf Each Floor492,400 gsf Total

FLOORs 14-4532 Typical Floors36,571 gsf Each Floor1,170,272 gsf Total

FLOORs 6-94 Typical Floors - Depressed Slab55,914 gsf Each Floor223,656 gsf Total

TOTAL gsF AbOvE2,011,238 gsf

THrEE WOrlD TrADE CEnTEr

MAiN ENTRy LEvEL

66

6261

4645

14

9

6

8 8

FLOOr pLAtE ANALySiS 3.0

TypiCAL 6TH-9TH FLOORs § total Floors

4

§ gross square Footage 55,914 sf per Floor

§ total gross square Footage 4 Floors 223,656 gsf

§ core area: including shafts 13,347 gsf

§ core as a % of gross

7.6%

§ core area: shafts only 9,855 gsf

§ net usable square Footage

42,567 sf per Floor

§ total net usable square Footage 4 Floors 170,272 nusf

§ gross to net usable loss Factor

24%

*Note: Floors 6-9 have a depressed slab to accommodate raised floor.

THrEE WOrlD TrADE CEnTErflOOr Plate analYsis

8 9

flOOr Plate analYsis

TypiCAL 14TH-45TH FLOORs § total Floors

32

§ gross square Footage 36,571 sf per Floor

§ total gross square Footage 32 Floors 1,170,272 gsf

§ core area: including shafts 10,795 gsf

§ core as a % of gross 7%

§ core area: shafts only 7,065 gsf

§ net usable square Footage

25,776 sf per Floor

§ total net usable square Footage 32 Floors 824,832 nusf

§ gross to net usable loss Factor

29.5%

FLOOr pLAtE ANALySiS 3.1THrEE WOrlD TrADE CEnTEr

9 0

9th flOOr traDinG BtESt Fit - 9th FLOOr trAdiNg B 4.1

TRADiNg b: 6-pACk suppORT

Areas § gross 55,914 sf § core 13,347 sf § net usable 42,567 sf

Legend Workspace § private offices 34 § work stations 80 § trading positions 387 § total personnel 501 § net usable per person 84 sf

Conferencing § conference rooms 16 § 20 seats

(5-Person Conferencing) 4 § 30 seats




(28-Person Conferencing) 1 § total conference seats 134 § conference seats to

personnel ratio 0.27 to 1

Amenities § Business centers 4 § it network rooms 2 § large cafe/pantry 1


9 1

15th flOOr traDinG tESt Fit - 15th FLOOr trAdiNg 4.2

TRADiNg: MiD RisE

Areas § gross 36,571 sf § core 10,795 sf § net usable 25,776 sf

Legend Workspace § private offices 12 § work stations 12 § trading 232 § reception 1 § total personnel 257 § net usable per person 100 sf

Conferencing § conference rooms 14 § 5 seats




(10-Person Conferencing) 4 § total conference seats 109 § conference seats to

personnel ratio 0.42 to 1

Amenities § Business centers 2 § it network rooms 2 § large cafe/pantry/

Vending 1 § pantry 1


9 2

T RA D ING

Aladdin Capital Pasternak, Baum & Company Partner Reinsurance CRT Capital Group

MF Global Strategic Value Partners Sorin Capital Management Noble Americas

NYSE Next Generation Trading TD Securities GE Asset Management UBS

traDinG

9 3

KeY trenDs | TRADInG EnvIRonMEnT DESIGn

BOrDerlessenterPrise

free ranGe technOlOGY

mODularitY + aGilitY

reGulatOrY resPOnse

talent turnOVer

healthY wOrKPlace

9 4

nYse: next GeneratiOn traDinG flOOr

9 5

nYse: DesiGnateD marKet marKers POst DesiGn

9 6

nYse: next GeneratiOn traDinG POsts

9 7

General electric: asset manaGement

9 8

merrill lYnch

9 9

Deutsche BanK | PRoJECT RoDAn

Deutsche Bank: Project Rodan

1 0 0



1 0 1



1 0 2



1 0 3

tD securities

1 0 4

tD securities

1 0 5

Emergency day care center / medical

1 0 6

chilDrens health anD wellness center

1 0 7

chilDrens health anD wellness center

1 0 8

mt sinai schOOl Of meDicine

1 0 9

msK

1 1 0

msK

1 1 1

fitness

1 1 2

General electric

1 1 3

30 lincOln Plaza

1 1 4

amBerlY wellness

1 1 5

food service

1 1 6

aVenues: the wOrlD schOOl

1 1 7

BBc america

1 1 8

BBc america

1 1 9

PePPeriDGe farm

1 2 0

PePPeriDGe farm

1 2 1

cOnfiDential firm

1 2 2

Getco uBs On call

1 2 3

uBs On call

1 2 4

conference center/ auditorium

1 2 5

GetcoDunbar High School

1 2 6

Getco sunY stOnY BrOOK simOns center

1 2 7

Getco uBs On call

1 2 8

Getco mOtt haVen

1 2 9

media production facility

1 3 0

Getco sKY news- lOnDOn , enGlanD

1 3 1

Getco Peninsula - DOha

1 3 2

Getco Peninsula - Kuala lumPa malaYsia

1 3 3

Getco Kaufman astOria stuDiOs, nY

1 3 4

Getco nBc exPerience stOre, new YOrK nY

1 3 5

Getco steiner stuDiO screeninG rOOm, BrOOKlYn nY

1 3 6

Getco steiner stuDiO screeninG rOOm, BrOOKlYn nY

1 3 7

general office

1 3 8

Getco BBc america

1 3 9

Getco BOehrinGer inGleheim Pharmaceuticals

1 4 0

Getco cOnfiDential firm

1 4 1

Getco General electric : enerGY financial serVices

1 4 2

Getco mcGraw hill

1 4 3


1 4 4

Getco sirius

1 4 5

collaboration zones

1 4 6


1 4 7

Getco BOehrinGer inGleheim Pharmaceuticals

1 4 8

Getco PePPeriDGe farm

1 4 9

BBc wOrlDwiDe america

1 5 0

BBc wOrlDwiDe americas

1 5 1

data centers

1 5 2

uniteD natiOns

1 5 3

nOrDen ParK

1 5 4

crt caPital GrOuP: Data center

1 5 5

the cerValis Data center

1 5 6

mf GlOBal Data center

1 5 7

state Of cOnnecticut: new Data center

1 5 8

1. INTRODUCTION

2. CITI DISCOVERY

3. THE CITI CITY

4. PROJECT DELIVERY L

5. CASE STUDIES

6. PROJECT IMAGERY

7. WHY US?

why us?

1 5 9

WHY US?

• GLOBAL

• DEEP BENCH / RESOURCES

• RELEVANT EXPERIENCE

• GOOD LISTENERS

• CULTURE OF URGENCY

• ENTHUSIASM

• BREDTH OF PRACTICE AREA EXPERTISE

• FOCUS ON INTEGRATED USER EXPERIECE

1 6 0

Thank you