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Transcript of Catalyst Tomorrow's Office
CATALYST Business Smart Relocation.
Tomorrow’s Office.
Glasgow City Council.
Integrated business change and property
rationalisation programme reduces city
centre office space by 63%; enables 15%
headcount reduction and delivers annual
savings of £18m.
The Background.
Glasgow City Council is the largest local authority in Scotland, with a gross annual budget of
£2.4bn and 24,000 employees delivering a range of services for 600,000 residents.
The Council employs 4,450 staff within the city centre office portfolio (Fig 1). The corporate
headquarters is based in Glasgow City Chambers, which accommodates 1,000 staff (Fig 2).
The remaining 3,450 employees are spread across 10 different sites within 1.5km of George Sq.
The Council is structured into 7 departments: Chief Executive’s Office; Corporate Services;
Development & Regeneration Services; Education Services; Financial Services; Land &
Environmental Services and Social Work Services.
Additionally, the Council has 8 arms-length external organisations (ALEO’s) that deliver a range
of service: City Building; City Property; City Markets; City Parking; Cordia; Glasgow Life;
Community & Safety and ACCESS.
ACCESS manages the Council’s property and ICT assets and is a joint venture between Serco
Group plc and Glasgow City Council.
CATALYST Business Smart Relocation.
Glasgow City Chambers.
We were appointed by ACCESS to develop an integrated business change and property
rationalisation programme that could help the Council make substantial savings. We provided
the strategic consulting; programme management and specialist work-stream consulting services
to create the operating model, develop the business case, secure Executive Committee approval
and produce the transition strategy. We built and coached the in-house delivery teams for the
Council, ALEO’s and ACCESS, who are now responsible for the implementation stage.
The Challenges.
The Clyde Valley Review; The Independent Budget Review; The Draft Scottish Budget 2010-11
and the recession have challenged the public sector to fundamentally change their business
models to improve economy and efficiency.
The Council has published a comprehensive Council Plan for the period 2009 to 2011. One of
the five key objectives is to improve the efficiency and effectiveness of service delivery, reduce
spending and invest in a flexible workforce in order to meet the financial challenges of the
economic downturn.
The Council’s city centre office portfolio consists of 19 buildings on 10 different sites spread
across the city centre (Fig 1). The total gross internal area is 94,715-sq.m with a total occupancy
cost of £14m per annum.
The Council owns 14 buildings, which total 61,800-sq.m and have a net book value of £21m.
The market value of these assets has dropped substantially as a result of the property crash.
The 5 leased properties total 32,915-sq.m are held on institutional leases that expire between
2011 and 2023.
The office portfolio ranges from Glasgow City Chambers, which is a Grade-A listed property
built in 1888, to a mix of modern office buildings that were developed in the 1970’s, 80’s & 90’s.
The estate has suffered from significant underinvestment with the overall condition being poor
to moderate (Fig 3 & 4). The internal working environment across the portfolio is outdated and
in a poor condition (Fig 5).
The Council’s 7 departments are spread across the 19 buildings. The 4,450 employees operate
a wide range of public sector work-styles and working practices; with a 1:1 desk ratio and an
occupancy density of 1:21-sq.m per person. The average utilisation rate across the office
portfolio is less than 40%.
The Council’s 7 departments operate 20 city centre service desks, which carry out 443,000
face-to-face transactions annually (1,775 per day). The finance office at 45 John Street has been
the public face of the Council since 1888 and processes over-the-counter payments of £250m
per annum from this one location. The 20 service desks are staffed by 95 employees and
occupy 6,250-sq.m of floor space within 9 buildings.
The Council predominately operates manual and paper based processes and systems. This
has resulted in 43,000 lin/m of paper filing across the 19 buildings, which takes-up 9,000-sq.m
of floor space. Several departments have significant storage requirements in the range of
15 lin/m to 20 lin/m per person.
The Council signed up to Scotland’s Climate Change Declaration in 2007 and is committed
to reducing carbon emissions; reducing energy consumption; increasing energy efficiency;
promoting renewable energy; reducing water consumption; improving water efficiency;
minimising waste; increasing re-use; increasing recycling; promoting public transport;
applying sustainable procurement; promoting sustainable construction and increasing
health & wellbeing.
The Council is one of the principal agencies responsible for the development and
implementation of the city’s new economic development and regeneration strategy, A Step
Change for Glasgow, which sets out the city’s ambitions for growth over the next 10 years.
The Council’s 7 departments and remaining 19,550 staff occupy more than 600 properties
within the city boundary, which consist of local offices, libraries, depots, workshops, industrial
units, retail outlets, sports complexes and leisure facilities. The characteristics of the city-wide
portfolio are very similar the situation outlined above for the city centre office portfolio.
Services Provided:
Strategic Consulting
Financial Modelling
Programme Director
Programme Management
Business Change Management
Corporate Communications
Workforce Planning
Business Process Design
Customer Service Design
Real Estate Consulting
Property Transactions
Development Consulting
Information Technology
EDRMS
Document Management
Sustainability Consulting
Workplace Consulting
Space Planning
Interior Design
Corporate Branding
FF&E Consulting
Migration Management
FM Consulting
Procurement
Project Management
Benefits Realisation
Team Coaching
CATALYST Business Smart Relocation.
City Chambers Complex.
The Approach.
The key components of the programme are outlined below:
Portfolio Assessment.
We carried out an extensive data collection exercise involving more than 100 surveys to establish
the key business and property metrics: workforce details; organisational structure; operational
model; service model; technology platform; department budgets; occupancy costs; property
tenure; floor plans & space plans; building condition; energy performance; utilisation rates and
FM model.
Strategic Review.
We reviewed the Council’s business strategy, budget, service delivery model, organisational
structure, operating practices, business processes and technology, property and workplace assets
to produce a Strategic Review that outlined the potential operating model and quantified the
potential savings.
Outline Business Case.
We developed the Strategic Review into an Outline Business Case for the “Office Rationalisation
Programme”, which justified the investment decision and was used to secure Executive Committee
approval for Stage 1 of the programme: rationalisation from 19 building into 8 buildings; 50%
reduction in office space (94,715-sq.m to 46,863-sq.m); decant 1,600 staff (36%) to enable works;
capital expenditure of £47.1m; complete by July 2012; savings of £4.14m per annum.
Tomorrow’s Office.
We aligned the “Office Rationalisation Programme” with the Council’s two other major change
programmes: Tomorrow’s Council and Tomorrow’s Workforce. We re-branded the programme
– Tomorrow’s Office.
Value Delivery.
We carried out an extensive options appraisal and cost benefit analysis to test over 50 business
change and office rationalisation permutations in order to maximise cost reduction opportunities;
mitigate contingent liabilities; release capital; maximise return on investment and optimise
financial performance (Fig 9 & 10).
Full Business Case.
We developed the Outline Business Case for the Office Rationalisation Programme into a Full
Business Case for Tomorrow’s Office, which substantially improved the benefits case:
rationalisation from 19 building into 6 buildings; 63% reduction in office space (94,715-sq.m to
34,780-sq.m); decant 120 staff (3%) to enable works; capital expenditure of £44.45m; complete
by July 2012; hard property cost savings of £6m per annum; and additional efficiency savings of
£12m per annum (Fig 13, 14, 15 & 16).
Programme Management.
We provided a dedicated programme director and management team to direct and control
every aspect of the programme and ensure proper governance. We established the Executive
Board; Programme Board; programme management team; user groups; support groups and
delivery teams (Fig 6 & 7). We structured the programme into 5 key stages: Stage 1 Initiation;
Stage 2 Onboarding; Stage 3 Change Definition; Stage 4 Transition; and Stage 5 Review and
managed 25 separate work-streams involving a core programme team of over 200 people.
The entire programme was scheduled over a period of 1,062 days – from July 2009 to June
2012 (Fig 8).
Change Management.
We controlled the stakeholder engagement, corporate communications, Union consultation
and cultural issues to successfully manage the complex matrix of interdependencies associated
with 4,450 staff, 7 departments, 8 ALEO’s and 3 public sector Unions.
Human Resources.
We helped to realign the workforce with the Council Plan and introduced new ways of working
to improve productivity; enable 15% headcount reduction (4,450 staff down to 3,750) and create
a more flexible workforce.
CATALYST Business Smart Relocation.
Agile Working.
We consulted with all 7 departments and analysed the work-styles to create a fully integrated agile
“lite” working policy that formalised the existing flexible working practices; enabled a 1:1.3 desk
ratio; reduced the occupancy density to 1:9-sq.m per person and increased average utilisation to
over 80%. The agile “lite” policy incorporates processes and systems that will enable the Council
to implement a more radical change in working practices over time (Fig 27, 28, 29 & 30).
Customer Service.
We analysed the service delivery model and introduced new processes and systems to rationalise
the 20 service desks (6,250-sq.m) and create a new one-stop service desk (650-sq.m) for all 7
departments at 45 John Street, which will improve the quality of service and accessibility, optimise
interactions, increase user satisfaction and enhance visitor experience (Fig 18).
Business Processes.
We helped to analyse the operating models and redesign the key business processes across all
7 departments to enable smarter working and improve efficiency and effectiveness.
Document Management.
We analysed the 43,000 lin/m of paper filing and 9,000-sq.m of storage and developed a
document management policy that enables the Council to reduce the amount of filing held
within the buildings to less than 10,000 lim/m and reduce the amount of storage to less than
2,000-sq.m. We assisted one of the ALEO’s to set-up a document management service and
storage facility, that will reduce the Council’s dependence on external providers and reduce
outsourcing costs.
EDRMS.
We introduced a Council-wide electronic document and records management system for all
24,000 staff to help rationalise the paperwork; improve the accuracy of records; streamline FOI
requests and accelerate the processing time associated with all Council services.
Information Technology.
We worked with the ICT team to develop the new infrastructure to facilitate the EDRMS and
property rationalisation and realign the Council’s 2010 to 2012 ICT Refresh programme to enable
agile working from 2011 onwards.
Collegelands Regeneration.
We negotiated a pre-let development agreement for a new 10,000-sq.m Cat-A office building
with Dawn Group, which is just 400m from the City Chambers Complex. The pre-let to the
Council enabled Dawn to commence a £200m mixed use regeneration project that will develop
over 100,000-sq.m on the 6.8 hectare site. The development of this derelict area is expected to
create up to 3,000 new jobs and boost the city’s economy by £110m per annum (Fig 31 & 32).
Workplace Standards.
We provided the best practice, research and design to develop efficient, effective, engaging
and flexible workplace standards that will create dynamic, collaborative, productive, high quality
and affordable working environments. We standardised the workplace settings into 20 modules
and created a corporate branding and interior design scheme that can be rolled out across any
building within the city centre and city-wide portfolios (Fig 18, 19, 20, 21 & 23).
Kit of Parts.
We developed a standard kit of parts for the workplace standards, which componentised all interior
fitting out, furniture and finishes elements in order to enable one of the ALEO’s to manufacture all
components off-site; thus reducing costs; streamlining cycle times; reducing on-site works and
improving quality for all the refurbishment projects within the programme (Fig 21 & 22).
Sustainability.
We reviewed the Council’s sustainability policies and integrated the requirements into the
programme, which will enable the Council to achieve 16% of the overall city-wide CRC target,
reduce energy consumption by 50% and achieve a 4-star BREEAM in Use certification.
Leasehold Liabilities.
We reviewed the Council’s liabilities for the 5 leasehold buildings and developed an exit plan for
each property that will minimise the financial exposure, mitigate the risks and ensure a smooth
migration. We helped to transfer the surplus freehold properties to City Property and produced
an exit plan that minimised the holding costs and accelerated the disposal of the assets.
Collegelands.
CATALYST Business Smart Relocation.
Business Continuity.
We produced detailed implementation and migration plans to ensure business continuity at all
times (Fig 11 & 12). We produced disaster recovery plans and established “safety-net” office space
that could be utilised is case of an emergency or delay. We reduced the amount of decant from
1,600 staff in the Outline Business Case to just 120 staff with a double move.
Benefits Realisation.
We developed a detailed benefits realisation plan, which was integrated into the Full Business
Case in order to ensure that the benefits and financial savings are managed across the entire
lifecycle of the programme (Fig 25 & 26).
Teambuilding & Coaching.
We built an in-house team of more than 90 people for ACCESS, which utilised the resources
within the Council and ALEO’s – governance, business change, communications, HR, finance,
procurement, ICT, project management, design, City Building, City Property and Cordia. We
coached the team during the Initiation, Onboarding and Change Definition stages and handed
over the programme to the implementation team in July 2010.
Pilot Project.
We managed every aspect of the pilot project for Strathclyde Pension Fund to test and prove
every element of the Tomorrow’s Office programme and ensure that the in-house implementation
team were fully trained on a live project involving the relocation of 110 staff and a capital spend
of £0.9m (Fig 17).
Transition Strategy.
We consolidated all of the above activities in to a comprehensive delivery plan and produced a
migration plan for each department and building, which detailed more than 1,000 individual
projects over a period of 24 months. We prepared the Transition Strategy and secured Executive
Committee approval for the completion of Stage 1 to Stage 3 and for the commencement of
Stage 4 – Transition.
The Results.
The Tomorrow’s Office programme allows Glasgow City Council to reduce city centre office
space by 63% and enables a 15% reduction in headcount.
The programme is expected to deliver hard property cost savings of £6m per annum and
efficiency savings of £12m per annum.
The in-house teams from the Council, ALEO’s and ACCESS commenced the transition stage in
July 2010. The programme is expected to be complete by July 2012.
The Council is presently developing plans to roll out the Tomorrow’s Office operating model
across the entire city-wide office portfolio in order to increase efficiency and generate
additional savings (Fig 24).
The Highlights.
• Programme – integrated business change & property rationalisation.
• Savings – £18m per annum.
• Less staff – 15% headcount reduction (4,450 to 3,750).
• Less sites – 10 spread across the city down to 2 within 400m.
• Less buildings – 19 down to 6.
• Less space – 63% reduction (94,715-sq.m to 34,780-sq.m).
• Less service desks – 20 down to a one-stop-shop.
• Less CO2 – achieve 16% of CRC target.
CATALYST Business Smart Relocation.
Fig 1.
City centre office portfolio.
Fig 2.
Glasgow City Chambers Complex.
CATALYST Business Smart Relocation.
Fig 3.
City centre office portfolio.
Fig 4.
City centre office portfolio.
CATALYST Business Smart Relocation.
Fig 5.
Typical working environment.
Fig 6.
Programme management structure chart.
Glasgow CityCouncil
ORPExecutive Board& Project Sponsor
Programme Management
Strategy Risk Compliance Finance Audit Communications Procurement Business Change Quality Plan Performance
Work-streams
Agile Working>
Document Man>
Service Desk>
ICT>
Migration>
Sustainability>
FM Systems>
>>
Collegelands>
SAMP>
Multiple Projects – Delivery
RefurbishmentCity Building
Fit OutCity Building
FurnitureRSBi
Fittings>
Equipment>
Technology>
Specialist>
Removals>
Property Portfolio – Occupancy
FacilitiesManagement
EnergyManagement
ServiceContracts
ORP
Programme Board
User GroupsChief Executive
DrsEducation Services
Financial ServicesLand & EnvironmentalSocial Work Services
Culture & Sport GlasgowAccess
Support GroupsCorporate ServicesHuman Resources
Finance CommunicationsBusiness Change
PropertyGovernance
Others???
Property Portfolio – Building Disposal – City Properties
Tontine House Nye Bevan 1&2 Ingram Street George Street
High School Charlotte House Richmond Exchange
Property Portfolio – Retain
Chambers – West Chambers – East Montrose Street Wheatley House
229 George Street 231 George Street Centenary House Collegelands
Sponsors
Champions
Multiple Projects – Management & Design
Project ManageDRS
Cost ControlDRS
Space Planning>
Interior Design>
Archi & ConserveDRS
M&E EngineeringDRS
C&S EngineeringDRS
ICT Design>
Sustainability>
Health & Safety>
Service Reform
Board
Capital Projects
Board
CATALYST Business Smart Relocation.
Fig 7.
Programme management resource schedule.
Fig 8.
Master programme – 1,062 days.
0
100
200
300
400
500
600
700
A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J
2009 2010 2011 2012
Initiation Change Definition Transition ReviewOB
Initiation
Onboarding
Change Definition
Transition
Decant
229 & 231 George St
Montrose Street
Wheatley House
City Chambers East
Centenary House
Collegelands
Review
2009 2010 2011 2012
1,062 Days
Nye BevanHigh School Charlotte House
5 February
187 Days3 Aug 1 July
Complete on 25th September
Complete on 3rd November
CATALYST Business Smart Relocation.
Fig 9.
Property cost savings.
Fig 10.
Capital investment profile.
£454.3m
£350.7m
£305.7m
£103.6m
Saving = £4.14m pa
£148.6m
Saving = £5.95m pa
0
50
100
150
200
250
300
350
400
450
500
Do Nothi ng ORP Repor t 6 Bui l di ng M ont r ose
Today ORP Tomorrow’s Office
£454.3m
£350.7m
£305.7m
Appraisal
Property operating costs over 25 years
0
1
2
3
4
5
6
7
8
9
10
Backl og Chamber s
East
M ontr ose Exchange Wheat l ey Centenar y Fur ni t ur e Decant IT E DRM S Fees Agi l e St udy Agi l e " l i te" Ser vi ce
Desk
112 I ngr am Chamber s
East
Chamber s
West
BUSINESS CASE ADDITIONAL PROJECTS
Business Case
Additional Projects
Total
TOP
£39.70m
£4.75m
£44.45m
ORP
£47.10m
£0m
£47.10m
Capital Investment
CATALYST Business Smart Relocation.
Fig 11.
Master transition programme.
Fig 12.
Typical departmental migration plan.
Initiation
Onboarding
Change Definition
Transition
Approval
EDRMS
Clean Out & Storage
Finance – Charlotte House
Exchange House (229 & 231)
Chambers East
23 Montrose Street
45 John Street – service desk
Chambers West
Collegelands
Wheatley House – flex-space
Richmond Exchange – safety net
Review
Complete on 25th September
Complete on 30th October
Phase 1 Phase 2
2009 2010 2011 2012
SPFO AEOR 73 staff
Aug – part decant to Charlotte
Retain as flex-space until December 2012
Lease termination 15 November 2013
9th April
Pilot
Key date Refurbishment Migration
CATALYST Business Smart Relocation.
Fig 13.
Existing city centre office portfolio.
Fig 14.
Tomorrow’s Office portfolio.
Portfolio
Dispose
1 Nye Bevan
2 High School
3 Tontine Complex
4 112 Ingram St
5 280 George St
6 Parish Halls
Lease Exit
7 Richmond Exchange
8 Charlotte House
9 Centenary House
10 Wheatley House
Retain
11 Chambers West
12 Chambers East
13 23 Montrose St
14 229 George St
15 231 George St
Acquire
16 Collegelands
17 SPF – Capella
1 2
3
4
56
78
9
10
1112131415
16
17
Portfolio
1112131415
16
Retain
11 Chambers West
12 Chambers East
13 23 Montrose St
14 229 George St
15 231 George St
Acquire
16 Collegelands
CATALYST Business Smart Relocation.
Fig 15.
City Chambers Complex – accommodation schedule.
Fig 16.
Collegelands – accommodation schedule.
Civic Space
Councillors
Chief Executives Office
Corporate Services
Financial Services
Land & Environmental Services
Social Work
Development & Regeneration Services
Education
City Property
GCMB
Chambers Complex
Collegelands
Culture & Sport Glasgow
Financial – support
Customer Contact Centre
Shared Services Centre
Access
CATALYST Business Smart Relocation.
Fig 17.
Pilot project – Strathclyde Pension Fund.
Fig 18.
One-stop-shop service desk – 45 John Street.
Capella
Strathclyde Pension Fund
Service Desk
CATALYST Business Smart Relocation.
Fig 19.
Test fit space plans.
Fig 20.
Interior design scheme – computer images.
Test Fit Plans
23 MONTROSE STREET
EXCHANGE HOUSE
COLLEGELANDS
CHAMBERS EAST
Design Manual
CATALYST Business Smart Relocation.
Fig 21.
Workplace standards – 20 workplace settings.
Fig 22.
Kit of parts – master components.
CATALYST Business Smart Relocation.
Fig 23.
Corporate branding.
HUB 2,000 – 3,000 staff
SPOKE 50 – 100 staff
Fig 24.
Future city-wide office portfolio – hub & spoke operating model.
CATALYST Business Smart Relocation.
Fig 25.
Benefits realisation – recognition event table.
Fig 26.
Benefits realisation – benefit & savings dashboard report.
CATALYST Business Smart Relocation.
Fig 27.
Agile working – work-style analysis.
Fig 28.
Agile working – work-style analysis.
Consultation with all
Service Areas
champion teams (5-
6 working sessions
with each) to
explore workstyles
and “could be”
potential
Internally
Fixed
Internally
Mobile
Internally &
Externally Mobile
WorkstyleA
Team anchor
WorkstyleB
ProcessWorker
WorkstyleC
Customer face
WorkstyleD
Knowledge/networker
WorkstyleE
Specialist/ expert
WorkstyleF
Manager / executive
WorkstyleG
Nomadictraveller
WorkstyleH
Home/ remote
Internallyfixed
Internallymobile
Internally and Externally mobile
Externallymobile / fixed
Each optimised by its o
wn
‘kit o
f parts
’
-one size
does not fit a
ll!
Externally
Mobile
Externally
Fixed
potential option
Council City Centre Headcount 3968
Workstyles H Home / Remote WorkerWorkstyles G Nomadic / TravellerWorkstyles F Manager / ExecutiveWorkstyles E Specialist / ExpertWorkstyles D Know ledge / Netw orkerWorkstyles C Customer faceWorkstyles B Process WorkerWorkstyles A Team Anchor
NB: headcounts excludes workforce planning impacts
35%
22%
5%
37%
17%
8%
4%
23%
26%
18%
3%0%
26%
12%
2%
18%
23%
13%
6%0%
4%
25%
2%
23%
22%
7%
15%
0%
22%
17%
5%
9%
18%
30%
0%0%
8%
36%
2%
20%
13%
16%
5%0%
34%
21%
4%
10%
18%
6%1%
7%
15%
16%
3%
13%
23%
26%
2%0%
9%
12%
16%
23%
20%
18%
0%1%
17%
19%
5%
17%
21%
17%
4%1%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
DRS 661 CSG 272 LES 694 Finance 421 Access 315 Education
248
Social Work
553
CEO & CS
804
Across
Council 3968
CATALYST Business Smart Relocation.
InternallyFixed
InternallyMobile
Internally & Externally Mobile
ExternallyMobile
ExternallyFixed
Static resident: Process & transactionalOut of Office < 10 -15%Mobility < 10 – 15%@ Desk 70%
Mobile resident: Multi task / project teamOut of Office < 10 -15%Mobility 25 - 30%@ Desk 45 - 55%
Mobile non-resident: Nomadic TravellerOut of Office > 60%Mobility 25 - 30%@ Desk 15 - 25%
Static non-resident: Home workingOut of Office > 80%Mobility < 10%@ Desk < 10%
Mobile resident: Specialist / NetworkerOut of Office 25 -30%Mobility 25 - 30 %@ Desk 30 - 40%
(35%) (22%) (37%) (5%)
workspace
implications
Enabling
ICT tools
Dedicated deskAccess to meeting space and storage
Dedicated or shared desk, plus range of alternative shared worksettings. Access to meeting space and storage
Dedicated or shared desk, plus range of alternative shared worksettings. Access to meeting space and storage.
Access to shared desk, plus range of alternative shared worksettings. Access to meeting space and storage
Home: desk / storageOffice: Access to shared desk, plus alternative shared worksettings and meeting space
Dedicated desktop PC, desk phone / voicemailAnd network connection. Shared MFD printing
Dedicated desktop PC or virtual desktop / laptopPhone extension portabilityDedicated or wireless network connection. Shared MFD printing
Laptop / virtual desktop. Phone extension portabilityMobile DeviceDedicated or wireless network connectionBroadband/VPN Access. Shared MFD printing
Laptop, Phone Extension portability Mobile DeviceDedicated or wireless access connection. Broadband/VPN AccessShared MFD printing
Dedicated Desktop PCDedicated desk phoneBroadband/VPN AccessDedicated MFD
DRS: Imagery depicting what is not desired for future workplace
4 December 2009
cluttered dated
dark
excess filing
uninspiring
4 December 2009
DRS: Imagery depicting desired future workplace
colour
modernconcentration
recycling meeting spaces
coffee
versatility
supergraphics
bright and light
modern furniture
collaboration
trad
itio
nal
rad
ical
nowaspiration
potential
1 2 3 4 5 6 7 8 9 10
DRS: So, where do you see yourselves in terms of your future office work environment?
Fig 29.
Agile working – work-style analysis.
Fig 30.
Agile working – work-style analysis.
CATALYST Business Smart Relocation.
Fig 31.
Collegelands regeneration area.
Fig 32.
Collegelands regeneration area.