1

Introductions Wayne Tanner Executive Director, Global Head of Integrated Facilities Management (IFM), UBS

·  Head of IFM operations for the 5 Broadgate building and occupation – overseeing both the relocation and decommissioning programmes

·  Regional Head of Integrated Facilities Management Strategy and Operations – leading a team responsible for Client & Staff Services, Engineering, Fabric Maintenance, Security, Housekeeping, Catering, Document Management and Gym Fitness, Events & Conferences

·  20 years with UBS

Greg Daniel ISS Key Account Director at UBS

·  Overall responsibility for ISS/UBS relationship since 2015 ·  Responsible for delivering positive workplace impact on UBS employees and

business through Cleaning, Security, Critical Environment Engineering, Call Services, and Workplace Coordination.

·  Two years with ISS at UBS

Global financial services firm providing services to private, corporate, and institutional clients. Located in 50 countries, employing 60,000 employees. Head quarters in Zurich & Basel, Switzerland. Financial services include wealth management, investment banking, and asset management. 5 Broadgate is a new world class office facility for UBS in London and forms a key component of the Group's overall real estate strategy by providing a flexible, long-term real estate solution and bringing the firm's trading operations under one roof.

Who is UBS?

The linked image cannot be displayed. The file may have been moved, renamed, or deleted. Verify that the link points to the correct file and location.

Discussion topic

How does UBS IFM generate actionable workplace user insight?

The UBS Outsourcing Journey

Generating User Insight

4

UBS Integrated Facility Management Team Structure

Contract awarded 1-Nov-09

Hayes Data Centre

Mission Critical FM

CBRE

Integrated Management

Real Estate Services

Cleaning Services

Engineering Operations

Security Client Services

Workplace Coordinators

Risk & Compliance

Environmental & Energy

Advisory/ Transaction

Space Planning

General & Window Cleaning

Waste Management

Pest Control

Technical M&E Maintenance

Critical Facilities

Fabric Maintenance

Security & Access Control

Health & Safety

Works Control & Permits

Video Conference Bookings

Switchboard

Helpdesk

Contract awarded 3-Feb-15

ISS

Client Services

Reception & Concierge

Staff Catering & Retail

Client Hospitality

Conferences & Event Management

Hospitality Advanced Reservations

Audio Visual Technical Support

Concierge & Staff Discounts

Staff Restaurant

Retail Commercial Outlets

Vending, Beverage Services

Contract awarded 3-Mar-15

Baxterstorey

Document Services

Mailroom & Distribution

Reprographics & Print

Physical Archiving

Contract awarded 1-Apr-12

Williams Lea Tag

Gym Operations

Gym & Fitness Operations

Locker Management

Contract awarded 1-Sep-15

Nuffield Health

5

Partnering for Change ·  Progressive leadership at the heart of delivering an impact

on UBS performance

·  A way of working which challenges the traditional norms of ‘Client Versus Supplier’ contract management mentality

·  A well-defined ‘one-team approach’ – we put the UBS clients, employees, and stakeholder experience at the center of our partnership

·  Common goal – our work together is focused on the end user – their experience is seamless, consistent, and of a quality consistent with the UBS brand

·  Teamwork, respect, collective trust and open communication are core characteristics of our culture.

·  Success delivered through specific key performance indicators to measure the impact on the organization across some of the banks most challenging and strategic issues

ISS CBRE

UBS

Williams Lea Tag

Stakeholders experiences

Nuffield Health

Baxter Storey

Alignment of IFM to UBS goals and objectives

One IFM Team

Generating User Insight

How do we generate actionable user insight at UBS?

7

Context: Industry opinion on workspace evolution Through increasing engagement with industry, UBS is ensuring that best practice is applied, that emerging trends and concepts are shaping our strategy, and that the UBS workplace represents an exemplar of facilities management in the corporate workplace.

Source Key workplace factors influencing and affecting organisational performance UBS Leesman Index

50% of respondents agree that their workplace is somewhere they would be proud to bring a visitor (82% in high performance category) – 85% of UBS respondents agree.

Current

BIFM Stoddart Review

“Majority of organisations are simply not appraising their workplace contribution to organisational performance”

Current

Space itself is a journey, not a product. It’s a permanent beta (Neil Usher) WIP

Design of workplace including variety of different types of workspace “single biggest workplace lever for direct RoI in human capital"

WIP

Collaboration is contingent on social infrastructure – design no longer about structure but facilitating social cohesion.

Future

Majority of organisations ignore the messages given by the environment to employees which influence behavior

Future

Strong link between stress and disengagement (Willis Towers Watson) Future

8

Context: Industry opinion on workspace evolution

Source Key workplace factors influencing and affecting organisational performance UBS BIFM ThinkFM •  Smart buildings require smart occupiers – different skills and different supply

chain relationships needed (Deloitte) Current

•  Pressing need to move from ‘employees need to understand building’ to ‘building understands employees’

WIP

•  Sustainability factors impacting FM include mega trends such as urbanisation, wellness, and technology (Dr Paul Toyne)

Future

•  Cognitive computing in property following Touchpoint experience of users (Dr Claire Penny, IBM IoT Global Lead)

Future

IFMA World Workplace 2017

Workplaces and buildings rapidly becoming more complex Current

Human touch is key differentiator between workplace satisfaction and dissatisfaction

Current

Shift in workplace focus towards Active Workspace (focused on employee wellbeing) and Biophilic designed (focused on human connection to nature)

WIP

Sensor tech, building data analytics, experience based tech, and human touch will be root of user experience and satisfaction (Gary Kidd, CEO ISS Sweden)

Future

8

Through increasing engagement with industry, UBS is ensuring that best practice is applied, that emerging trends and concepts are shaping our strategy, and that the UBS workplace represents an exemplar of facilities management in the corporate workplace.

9

The theory of potential gains The size of the prize …

It is commonly cited that for many large organisations, employee costs are approximately 90% of operating costs. *1

Over time, academic research and industry studies have established a link between actions which improve workplace environmental factors leading to increases in human performance.

Could small adjustments, and investments in fine-tuning our workplace environment leverage larger potential gains in return, by supporting employees to be more productive?

The above graph shows how academic papers link quantified gains in productivity with interventions that improved workplace comfort factors in the domains of either Thermal Comfort, Air Quality, Lighting, or through increasing Access to the Natural Environment. (1974-2002).

Below, in comparison, what value might such % productivity gains mean in a large building?

10

Insight sources

User Insight

IFM Workplace

Survey

IoT Sensor Technology

Touchpoints

Workplace Team

IFM Workplace Survey Generating User Insight

User Insight

IFM Workplace

Survey

IoT Sensor Technology

Touchpoints

Workplace Team

12

IFM continuing impact on organisation

• Distributed to over 7,000 employees

• Over 2,000 responses generating over 5,000 individual comments and suggestions

• IFM Survey seeks to continuously understand end users

• Informs decision makers and guides space management

• Measures IFM and building impact on employee satisfaction and productivity

• Provides tangible and measurable benchmark for continuous improvement

IFM Workplace Survey

13

Pride, brand values, culture

13

01 My workplace reflects the brand values of UBS

02 My workplace supports the culture of UBS in London

03 My workplace is somewhere I am proud to bring visitors

04 My workplace provides a sense of community and belonging

Brand Culture Pride Community

2016 2017

We received 1,944 responses to four questions about the impact of the new workplace

14

Touchpoint summary comparison 2016 / 2017

2016 2017

Overall, how satisfied are you with the appearance and upkeep when arriving at work?

Overall, how satisfied do you feel when entering the building?

Office & common areas e.g. corridors, lifts, stairs and agile zones

Overall, how satisfied are you when having meetings, conferences and events in the building?

Comparing key Touchpoints from 2016 to 2017, there is clear impact in employee satisfaction

Workplace Coordination Generating User Insight

User Insight

IFM Workplace

Survey

IoT Sensor Technology

Touchpoints

Workplace Team

16

Workplace Co-ordinators – The Face of IFM As Workplace Co-ordinators we are responsible for supporting the overall IFM service delivery, customer experience and client liaison for UBS

Client Focus / Team Working / Continuous improvement / Ownership / proactivity / Positivity

Part of the Business Comedy Night Charity Event and City In Bloom

Team Working / Dedication and Diligence / Self-respect and pride / Ownership

First Responder Ownership of Incident Management

Client Focus, Ownership / proactivity

Go to Person / Face of IFM Local Induction Quality Assurance IFM Helpdesk

17

UBS IFM Charter and Behaviors How we set the standard for everyone working in IFM now and always

1

From good to great We will adopt a process of constant improvement – aiming for A+ service quality. This will, in turn, transform every aspect of our workplace.

Dedication and Diligence

2

A ‘can do’ attitude We will approach every task assuming it can be done better than ever before. By going that extra mile we will take price in work.

Positivity

3

Building on trust and integrity We will listen and act on every opportunity to improve. This will be achieved through a process of constant evaluation and clear communication at all levels.

Self-respect and Pride

4

Committed to quality Our team will be dedicated to one purpose – improving standards wherever we operate. Our goal is to combine best-in-class services with the mutual respect that all great teams display.

Continuous Improvement

5

One team, one goal We will listen and act on every opportunity to improve. This will be achieved through a process of constant evaluation and clear communication at all levels.

Team Working

6

Ownership and empowerment We will encourage a braver, more positive attitude with all we do. Once problems are considered as challenges, our approach is to see it, own it and solve it.

Ownership

7

Building a better future for everyone We believe in embracing change to ensure our impact on our workplace is fully sustainable. We recognise this will benefit the future environment for all of us.

Proactivity

8

Make their day We believe the smallest extra effort can make the biggest difference. Our approach is to create a great and lasting impression in both our performance and attitude.

Client Focus

Touchpoint focus Generating User Insight

User Insight

IFM Workplace

Survey

IoT Sensor Technology

Touchpoints

Workplace Team

19

Customer Experience – One IFM Team

IoT, Sensor Technology, and Work Environment

Generating User Insight

User Insight

IFM Workplace

Survey

IoT Sensor Technology

Touchpoints

Workplace Team

21

Workspace Wellbeing Experience … To connect the workplace through IoT Sensors in support of Comfort Policy & Services

22

The GCS Technology Roadmap seeks to improve how we operate in FM, Workplace & Property.

Following an ISS Innovation Day in July 2017, we agreed to explore the potential of the Internet of Things, with a pilot at 5 Broadgate to assess the capability, effectiveness, and relevance to UBS of the 'IoT' by trialling the introduction of workplace sensors.

We sought to understand how the IoT workplace sensor pilot might be implemented to align with four areas of focus ("Enabling Features") in the Technology Roadmap:

Background The IoT Workplace Sensor pilot project in context

23

·  A total of 302 sensors were deployed across the 10th Floor at 5BG in areas agreed with GCS.

·  5 different sensor types were used, to provide monitoring across four features. ·  Each sensor type was connected to a dashboard platform, DevicePoint, to provide ISS and UBS with visual

information on sensed conditions.

Approach Deployment

24

Example: Comfort factor correlation analysis

With different information captured by different types of sensor, we are able to understand:

•  Understand correlation between desk/room occupation and wellbeing factor performances: relationship between seat room occupation and wellbeing factors

•  Understand correlation among wellbeing factor performance: how each factor correlated with each other

•  Understand how space type affects the correlation score

•  Analysis if any trend difference captured by sensors at different height

01/11/2017 to 30/11/2017 8:00am – 6:00pm

Zone

3a

Information based on meeting room 6-8, 20-25 The (Pearson) Correlation Score refers to a score (coefficient) in statistics, measuring the correlation between two factors

Perfectly negative correlation

Strong negative correlation

No correlation

Strong positive correlation

Perfectly positive correlation

-1 -0.7 0 0.7 1

(Pearson) Correlation Score: what's the correlation between two factors ?

Meeting rooms Occupancyrate Temperature Humidity Noise CO2 Illuminance VOC

Occupancyrate 1 0.5 0.2 0.9 N/A 0.3 N/A

Temperature 1 0.4 0.6 N/A 0.6 N/A

Humidity 1 0.2 N/A 0.1 N/A

Noise 1 N/A 0.5 N/A

CO2 1 N/A N/A

Illuminance 1 N/A

VOC 1

Zone5B.10.E(3a) Occupancyrate Temperature Humidity Noise CO2 Illuminance VOC

Occupancyrate 1 0.7 0.7 0.9 0.7 0.5 0.6

Temperature 1 0.7 0.8 0.9 0.2 0.7

Humidity 1 0.6 0.7 0.6 0.6

Noise 1 0.7 0.5 0.5

CO2 1 0.4 0.7

Illuminance 1 0.2

VOC 1

.

Enabling correlation analysis, for deeper understanding of how factors may relate to each other

What next? Generating User Insight

26

Workspace Wellbeing Experience … To connect the workplace through IoT Sensors in support of Comfort Policy & Services