ExxonMobil Publications

LAMP 2014 2

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Page 22 of 35

22 According to a recent global cross-industry survey, 75 percent of companies are implementing some form of flexible workspace design. "We3 reflects the needs of a multigenerational, multicultural workforce and leverages the lat- est in workplace technology," Milton says. Where will I work today? Differing from a traditional open- space plan with dedicated seat- ing, We3 seating is organized around "neighborhoods" – a collection of spaces that support individual work groups or depart- ments. While a neighborhood provides a "home base," employ- ees may move freely within and among neighborhoods, depending on their work and with whom they might need to collaborate that day. Flexible spaces and seating include those designated for specific types of work. For example, focus rooms allow for individual, closed-office, concentrative work. If a high amount of collaboration from others is needed, groups of vari- ous sizes can use team tables, huddle rooms and think tanks to meet and share ideas. "The space provides opportuni- ties for people to bump into each other, so to speak," says Mike Schwehr, Global Real Estate manager. "People meet each other, talk about something, engage with each other and come up with new ideas. From collaboration comes results." Within the We3 space at the new Houston campus, Michele Snider, ExxonMobil Environmental Services Safety, Health and Environment coordinator, now interacts with more people than she would normally encounter in a traditional work setting. "You have a lot more access to your peers and the next level of management. Before, you would send an email and wait for a response. Now you can immediately ask a question of a colleague nearby, get an answer and move forward. That's been the biggest benefit." Robin agrees. "I'm more pro- ductive here. I don't look at it as not having a desk anymore. I now have a variety of desks to choose from. I can walk over and talk to someone for a quick exchange or meet ad hoc in a huddle room to work through an issue. The environment leads to better group interaction and information exchange." From left: Jan Jorissen, We3 program manager, Kevin Gerrity, We3 portfolio manager, Mike Schwehr, Global Real Estate man- ager, and Bryan Milton, president of ExxonMobil Global Services Company, gather for an impromptu exchange. Early results capture improvements Using employee surveys and seat sensors to track how space is being used in the We3 environment, ExxonMobil found: Collaboration space use: Up 59 percent Access to outdoor views: Up 30 percent Employee pride: Up 20 percent Environmental footprint: Down 32 percent Operating costs: Down 17 percent

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