The Workplace 2021 Survey WE SURVEYED OVER 30

The Workplace 2021 Survey WE SURVEYED OVER 30, 000 FM PROFESSIONALS INTERNATIONALLY THE SURVEY WAS FOCUSED ON TAKING A PULSE ON THE THINKING AND ACTION PLANS DRIVING THE 2021 WORKPLACE AGENDA PRESENTED BY LUIS DE SOUZA, CEO, NFS TECHNOLOGY GROUP

NFS at a Glance Over 20 1, 800 years in business clients worldwide Full service provider with 24/7 UK (HQ) support Microsoft Gold Partner USA India South Africa Australia Private Company 90+ staff

The NFS Offering The NFS Solution Set Comprises How NFS Clients Benefit • Enterprise level scheduling • Robust platform, cloud based • Mobile Apps agile working • Mobile apps and HTML 5 self-service interfaces • Solution for; spaces, services and visitors • • Open API for easy integration Connected workplace technologies; scheduling, signage, sensing • Powerful data toolset, including dashboards. • Partner centric approach to secure technology investment.

Our Workplace Clients

We had respondents from all corners of the globe; 51% from the United Kingdom 20% from India 12% from the US 4% from Australia The respondents ranged from senior facilities heads to CIOs to CEOs and Managing Directors. 6% of respondents were from the C Suite. Companies represented included international law firms, major banking institutions and global IT companies (and many more!)

Workplace survey responses

Workplace survey responses

Workplace survey responses

56% indicated NO change in space profile. Why? • Lease commitments • More space per employee • Uncertainty about home working, in the longer term • Information gaps on space utilisation • Keep space but re deploy • Other priorities right now. Impact on Space

34% are looking to REDUCE space footprint, the majority by over 25%. Why? • Making a transition to new styles of work • Priority to reduce costs • Embracing home working more aggressively • See the office as the “Brand Value” facility and collaboration hub • More willing to confront fixed term obligations. Agile Office

What about home working? Key factors driving change: • Staff feel safer • Avoid regular travel • Majority can work more effectively from home • Technology now available to support remote collaboration

Home Working/Workplace 2021 There is no consensus yet, some key considerations: • An element of home working is now here to stay • Staff still want to come back to work, they miss camaraderie and informal engagements • Face to face engagement can be highly effective the Allen Curve impact • Growing concerns around Wellness and impact of loneliness • Most revealing, choice around work styles is a massive motivator—talent attraction/staff retention issue? • A successful 2021 workplace will combine different workplace types and styles, aligned to tasks and collaboration needs.

The Impact of Proximity The Allen Curve (circa 1977) measures the strong negative correlation between physical distance and frequency of communication. This curve has been found by subsequent studies in the 21 st century to still hold – despite the existence of email, Teams and instant messaging.

What about technology? Key findings • Technology is more than a catalyst, it is foundational to the future workplace • 80 % highlighted homeworking and 57% technology as key workplace 2021 drivers • 77% listed collaboration and 63% sighted virtual meeting platforms as key dependent technologies • Surprisingly, IOT/Sensors and Way Finding did not feature significantly as top investment priorities • The big questions around connected technology and a more holistic approach to technology deployment did not seems critical factors. Why? • Technology and remote working is not the panacea that drives the most effective outcomes. There is broad consensus that we need to avoid stifling creativity as we build the new workplace.

What about Agile Working? • 55% of respondents indicated that agile working would be increasing in 2021, a trend accelerated by COVID • In terms of utilisation data, desk utilisation information was ranked top in terms of critical data • More concerning is a lack of clarity and focus on how this data is best identified and used as a space planning tool—measurement complexity could be a factor! • Some conflicting perspectives on agile working and confusion in relation to home working. What are the questions this raises and how should businesses be envisaging workplace options? • There maybe a bigger question to address, how can home working and agile working in the workplace best be curated into a holistic approach for staff to support; productivity, collaboration and wellness?

Technology and Workplace Evolution • We envisage less of a “one size fits all” approach to the configuration of the workplace. The future is touchless and mobile. • Meeting rooms will change – used less often and more technologically driven. Meetings will see a mix of inhouse and external attendees via videoconference. • In-room technology will become more prevalent – meeting rooms will be Teams/Zoom/ Web. Ex enabled and touchless technology will increase. Scheduling software will support organising complex meetings. • Sensor technology offers the easy to use unallocated seating tool, collecting a wealth of utilisation data • For allocated seating, touchless technology such as desk sensors and QR code/RFID will be used. • Beacon technology will offer staff other benefits, such as finding members of their team using their mobile device, to drive collaboration. • To support a more agile approach to work in 2021, technology will need to be connected and flexible.

Who is leading workplace change? There are some open question but also key findings: • The Board seems to be taking a strong lead in setting workplace change direction, 46% of respondents sighted this fact • The other functions involved, in order of priority, are: Admin 13. 64% Facilities Other 11. 36% IT CRE HR 11. 36% 10. 23% 4. 55% 2. 27% • The research point to a high level of certainty on critical decision support data, but other survey responses suggest this is generally available at a high level, rather than at a granular level. • An important deduction from the survey responses is that some functions like the FM team appear to have a less strategic contribution. Why?

Creating Back to Work Strategies What are the key factors driving staff back to work or not! • Having the correct social distancing measures in place-- meeting face to face then rules are applied limiting room occupancy. • Sanitation procedures are tightly enforced. Scheduling software with automated notification can be used to schedule cleaning after each booking. • Allocated seating is socially distanced. Mobile technology can be used to book space and enforce the blocking of desks. • Track and trace procedures are followed. Visitor technology can be used to record visitor information for track and trace. • Proactive screening. The visitor technology can also be used to deny entry to visitors who have not self certified.

The Survey Results in Quotes “Make workplaces hubs that people occasionally visit e. g. with more meeting spaces, fewer desks and, if demand isn't there, downsizing” Space “Having medium term growth expectations set correctly by our business” Leadership “User Friendly interfaces for users to book the desk or service in few simple steps” Technology

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