WHAT RE-ENTRY INTO THE

WORKPLACE LOOKS LIKE

POST PANDEMIC

May 20, 2020

Our firm provides the information in this webinar presentation for general

guidance only, and does not constitute the provision of legal advice, tax advice,

accounting services, investment advice, or professional consulting of any kind.

The information provided herein should not be used as a substitute for

consultation with professional tax, accounting, legal, or other competent advisers.

Before making any decision or taking any action, you should consult a

professional adviser who has been provided with all pertinent facts relevant to

your particular situation.

MEET TODAY’S PRESENTERS

Timothy Greiner

JLL

Executive Managing Director,

Broker Lead for NJ Office & Retail Team

tim.greiner@am.jll.com

Randi W. Kochman

Cole Schotz

Chair of Employment Law

Department

rkochman@coleschotz.com

Todd Polyniak, CPA

Sax LLP

Partner,

Recovery Advisory Task Force

tpolyniak@saxllp.com

COVID-19 Re-Entry Framework

COVID-19 re-entry JLL framework

© 2020 Jones Lang LaSalle IP, Inc. All rights reserved. 2

The multi-phased journey ahead

ShockDenial and

disbelief

RealizationConfront the impacts

and dynamics

RespondShelter in place drives

workplace closures

A newworkplace

of the future

ImplementationImplement the

new vision

FlourishFeed, nurtureand

cultivate – thrive

Workplace continuity

• Scale remote work program

• Communication / governance

• Scenario planning

Three pillars for (re)entry

• (re)activate space

• (re)spect health & wellness

• (re)vitalize property and workplace operations

Re-enter spaces and places and

prepare for an adaptive futurestate

considerations: four key factors

Governmental mandates

Understanding of national, state

and local guidelines and requirements

Understanding landlord actions

• Cleaning protocols

• Building entry policies/security

protocols

• Building capacity/entry restrictions

• Social distancing/elevator and

common area regulations

• Modification of amenities,

selective re-opening

Developing occupier action plan

• Office entry protocols

• Office capacity/entry restrictions/understanding

of essential and non-essential employees

• Social distancing/floorplan reconfiguration

• Enhanced cleaning protocols

• Guidelines around usage of PPE

• Modification of amenities

• Enhanced employee health, safety

and wellbeing strategy

Considerations for the employee

Confidence in health, safety and wellbeing strategy

© 2020 Jones Lang LaSalle IP, Inc. All rights reserved. 7

space

Objective re-entry triggers

• Government mandates re-opening and

occupancy

• Building and tenant space is safe and

equipped for reuse

• Employee return to work plan confirmed.

• Prepare protocols for re-closing

Stagger return to office

• Identify who will return to the office in the

near-term – some employees may require

extended remote work due to underlying

personal factors, transit challenges and/or

school closures

• If possible, create shifts based on social

distancing in the workplace

• Number of shifts depends on company

headcounts and space capacity

New behaviors

• Communicate new protocols around

cleanliness and gathering in common

areas, as well as return to work timing

and scenarios

• Impose travel restrictions on early returns

Office reconfigurations

• Redraw floor plans and reconfigure

furniture (some of which may be required

by new government mandates)

• Incorporate more touchless technologies

for restrooms and trash receptacles

• Define cleaning and transition protocols

for any shared workspaces

Leverage technology

• Assess existing building technology

that could help in providing and

monitoring access and occupancy

• Consider new products in areas such as

support for remote work, health screening,

robotics, or touchless technology

Spatial distancing strategies

• Limit on-site meetings with clear guidelines

• Use videoconferencing and other virtual

meeting technologies

• If holding in-person meetings, limit the number

of attendees and maintain social distancing

• Plan for and manage congestion in common

areas like elevator banks, cafeterias, and gyms

Limited common area & amenity access

• Limit occupancy using clear guidelines

and shifts

• Manage higher demand and sanitation

for microwaves, and other equipment

• Encourage workers to bring food to

the office or have lunch delivered in

prepackaged containers to eliminate trips

outside the office

• Limit congregation in any communal

spaces, such as cafeterias, lounges

and fitness centers

© 2020 Jones Lang LaSalle IP, Inc. All rights reserved. 8

6

health and wellness

Recreational facility closures

Gyms, showers, lockers remain

closed or highly limited

Focus on wellness

Expansion beyond LEED to

WELL and understand and update

standards for “healthy buildings”

Optimize air quality for health

• Retrofit HVAC handling systems for

humidity control and supplemental

filtration

• Review and apply any updated

recommendations or standards from

industry associations

Visitor protocol

Consider health screening protocols

(thermal or otherwise) and tracking within

the space for all visitors

Mobile ordering from cafes

Consider grab-and-go stations for pick-up

and relationships with preferred vendors

Employee health screening

Health checks for employees consistent

with government or corporate guidance

PPE & other health products

• On-site employees provided adequate

masks, approved wipes, hand sanitizers,

and any other infection prevention and

health protection measures necessary.

• Consider availability and at reception

and other entry locations for use

throughout the site

• Maintain adequate advanced inventory

for any necessary PPE and other health

products and maintain detailed audits

Owner-occupier/occupier considerationsInvestor/owner considerations

© 2020 Jones Lang LaSalle IP, Inc. All rights reserved.

7

property & workplace operations

Communications

• Share best practices for maintaining safe

and clean workspaces and reinforce based

on observed employee behaviors

• Communicate frequently and clearly

any changes in protocol

• Consider change management expertise

to help coach employees through transition

Vendor impacts

• Assess vendors that may have gone

out of business, had impaired

operations, or had contracts terminated.

• Consider and plan for any impacts on

service delivery, delayed invoicing, etc.

Enhanced data collection

• Track space utilization and identify potential

risks for contamination with digital tools

Engineering continuity planning

• Review portfolio & operating objectives

• Develop scenarios to manage changing

capacity requirements

• Maintain safe building operations & effective

asset management

Building technical readiness

• Prepare your facilities to safely re-open

• Audit building’s technical systems and

identify and address any issues

• Re-instate heating and cooling systems

Regular enhanced cleaning routines

• Establish protocols for deep cleaning by

janitorial vendors

• Ensure proper training, PPE, and products

for all cleaning staff

• Focus on high traffic/touch spaces,

common areas, elevator buttons,

kitchenettes, bathrooms, etc.

• Make janitorial services more visible

Medical disposal of masks, gloves, etc.

• Create additional depositories throughout

workspace instead of through typical

trash collection

Safety inspections

• Test fire & life safety and emergency

electrical systems

• Confirm lift and elevator certifications

• Improve indoor air quality

Energy cost control

• Change heating / cooling zone

control and temperature and pressure

• Equipment schedules adjust to reflect

occupancy hours

• Review energy supply contracts &

opportunities changes

Expectations in the next normal

• Consider contingency and scenario

planning exercises

• Maintain a permanent cross-sectional

emergency response team

© 2020 Jones Lang LaSalle IP, Inc. All rights reserved.

© 2020 Jones Lang LaSalle IP, Inc. All rights reserved. 2

The multi-phased journey ahead

ShockDenial and

disbelief

RealizationConfront the impacts

and dynamics

RespondShelter in place drives

workplace closures

A newworkplace

of the future

ImplementationImplement the

new vision

FlourishFeed, nurtureand

cultivate – thrive

Workplace continuity

• Scale remote work program

• Communication / governance

• Scenario planning

Three pillars for (re)entry

• (re)activate space

• (re)spect health & wellness

• (re)vitalize property and workplace operations

Re-enter spaces and places and

prepare for an adaptive futurestate

Timothy R. Greiner

M: +1 973-476-8969

E: tim.greiner@am.jll.com

https://www.us.jll.com/en/coronavirus-resources

Contact

Info

8© 2020 Jones Lang LaSalle IP, Inc. All rights reserved.

© 2020 Jones Lang LaSalle IP, Inc. All rights reserved. This presentation has been prepared solely for informational purposes. The presentation is confidential and may not be reproduced. The contents of this presentation are not to be construed as legal, accounting, business or tax advice.

About JLL:JLL (NYSE: JLL) is a leading professional services firm that specializes in real estate and investment management. JLL shapes the future of real estate for a better world by using the most advanced technology to create rewarding opportunities, amazing spaces and sustainable real estate solutions for our clients, our people and our communities. JLL is a Fortune 500 company with annual revenue of $18.0 billion, operations in over 80 countries and a global workforce of more than 93,000 as of December 31, 2019.

JLL is the brand name, and a registered trademark, of Jones Lang LaSalle Incorporated. For further information, visit jll.com.The information contained herein is proprietary and confidential and may contain commercial or financial information, trade secrets and/or intellectual property of JLL and/or its affiliates. Although the information used in this presentation was taken from sources believed to be reliable, there is no representation, warranty or endorsement (expressed or implied) made as to the accuracy, reliability, adequacy or completeness of any information or analysis contained herein. JLL expressly disclaims any and all liability that may be based on such information, errors therein or omissions there from.

Certain information in this presentation constitutes forward-looking statements. Due to various risks, uncertainties and assumptions made in our analysis, actual events or results or the actual performance of the types of financing and values covered by this presentation may differ materially from those described. The information herein reflects our current views only, are subject to change, and are not intended to be promissory or relied upon.

The outbreak of the COVID-19 virus (novel coronavirus) since the end of January 2020 has resulted in market uncertainty and volatility. While the economic impact of a contagion disease generally arises from the uncertainty and loss of consumer confidence, its impact on real estate values is unknown at this stage. Given the prevailing domestic and global uncertainty arising from the Coronavirus, we recommend that the intended users of this report regularly seek our guidance.

Re-Entry Employment Issues

What Re-entry Into the WorkplaceLooks Like Post Pandemic; Employment

Issues

May 20, 2020

16

Employment Issues to Consider onReturn to the Workplace

• Limiting spread of COVID-19 and ensuring employee safety

• Handling reasonable accommodation requests

• Maintaining employee privacy in health and medical information

• Avoiding claims of discrimination

17

Employer Rights to Screen Employees

The declaration of the COVID-19 “pandemic” meets the “direct threat” standard under the ADA and allows employers more leeway to:

• Ask employees about symptoms

• Send employees home or refuse them entry to the workplace

• Take temperatures

• Require testing

18

Addressing Reasonable Accommodation Requests

Employers’ obligations to reasonably accommodate employees and applicants will depend upon employee category

• Diagnosed or symptomatic employees

• “At-risk” employees

• “Fearful” employees

• Employees with child care needs

19

Other Issues

• Employer liability for illness contracted at the workplace – workers compensation and related negligence issues

• Avoiding discrimination claims in rehiring

20

For additional information, please visit the Cole Schotz COVID-19 Resource Center at www.coleschotz.com/covid19-resource-center

The information in this presentation is general in nature and is purely for informational purposes and does not constitute legal advice, nor does it create an attorney-client relationship. You should accept legal advice only from a licensed legal professional with whom you have an attorney-client relationship.

Randi W. KochmanMember201-525-6309rkochman@coleschotz.com

Contact

Info

Questions & Answers

Thank You!

• Upcoming Webinar

Thursday, May 21 @ 10 AM

Weekly Recovery Update: COVID-19 Loan Options and

Forgiveness Strategies

• For additional questions: Email Covid19@saxllp.com

• Visit Sax’s COVID-19 Resource Center found on Saxllp.com to

register for webinars and for on-going information and resources.