Study On Future Workplace

STUDY ON FUTURE
WORKPLACE
COMMISSIONED JOINTLY BY
The Association of Banks in Singapore

and Monetary Authority of Singapore
MARCH 2021
Study commissioned by ABS and MAS | Cushman & Wakefield consortium i

Acknowledgement
The Study was commissioned jointly by The Association of Banks in Singapore (ABS) Return to Onsite
Operations Taskforce (ROOT) and the Monetary Authority of Singapore.
ABS ROOT is formed to provide members with a platform to share and coordinate responses to the
COVID-19 situation and plan for the post-COVID “new normal”. ABS ROOT also consolidates good practices
CONTENTS
by its members, and shares them by (i) conducting industry briefings for ABS member banks/institutions
and other industry associations, and (ii) addressing queries from the briefing’s participants. ABS ROOT, 01 INTRODUCTION 4
which is supported by eight Workstreams, has been deeply involved in assessing the operational changes
and challenges triggered by COVID-19. ABS ROOT has expanded the coverage beyond focusing on onsite 1.1 Background
and retail activities to reviewing forward looking human resource practices, future workspaces, new remote
working risks, sustainability practices and also finding ways for technology to play an active role in the
1.2 Methodology
delivery of solutions.
02 EXECUTIVE SUMMARY 10
Workstream 4, which focuses on Office and Workspace, has collaborated with MAS to co-publish this Study.
The content of the Study is mainly drawn from research conducted by the C&W Consortium. Members from
03 INSIGHT - MANAGING THE PANDEMIC 22
ABS ROOT Workstream 4 are:
3.1 Overview
Bank of China Limited, Singapore Branch
Barclays Bank PLC, Singapore Branch 3.2 Impact on Financial Institutions’ Workplace
Citibank Singapore Limited
3.3 Key Response Tactics
DBS Bank Limited
HSBC Bank (Singapore) Limited 3.4 Case Studies
Maybank Singapore Limited
04 INSIGHT - THE FUTURE OF WORK 76
Network for Electronic Transfers (Singapore) Pte Ltd
Oversea-Chinese Banking Corporation Limited 4.1 Overview
Standard Chartered Bank (Singapore) Limited
United Overseas Bank Limited
4.2 Future Role of Financial Institutions’ Ecosystem
4.3 Pandemic-Resilient Building

To support the delivery of the Study, MAS and ABS had also convened an expert panel to provide the
taskforce with advice on technical matters and validate their deliverables. The expert panellists are: 4.4 Pandemic-Resilient Workplace
• Mr. Ang Kian Seng, Group Director of Environmental Sustainability Group, Building and Construction 05 PLAYBOOK - FUTURE WORKPLACE DESIGN STRATEGIES 164
Authority
• Er. Go Heng Huat, Senior Consultant, Workplace Safety and Health Council 06 CONCLUSION 192
• Prof. Lam Khee Poh, Dean of School of Design and Environment, National University of Singapore
07 APPENDIX 196
• Adj. Asst. Prof. Kalisvar Marimuthu, Senior Consultant, National Centre for Infectious Diseases
• Prof. Tan Chorh Chuan, Chief Health Scientist and Executive Director of Office for Healthcare
Transformation, Ministry of Health
Study commissioned by ABS and MAS | Cushman & Wakefield consortium Final and Published Version 2 Study commissioned by ABS and MAS | Cushman & Wakefield consortium Final and Published Version 3
01 INTRODUCTION
Study commissioned by ABS and MAS | Cushman & Wakefield consortium Final and Published Version 04 Study commissioned by ABS and MAS | Cushman & Wakefield consortium
01
Final and Published Version 05
01
1.1 Background
The COVID-19 pandemic is a historic event, both a health and economic crisis, that is far from
over. We have been surviving, not thriving.
Across most societies worldwide, the pandemic has impacted every aspect of our lives and
triggered an unprecedented acceleration of emerging trends, primarily technologically
driven, such as ‘digital transformation’ and ‘remote working’. The ‘new normal’ in workplace
design for Financial Institutions (FIs) in Singapore is set to redefine the industry, in terms of
both technological and physical design solutions.
At the peak of the crisis, most in the financial sector had to work from home during the circuit breaker1 period, with only a
small percentage of ‘essential’ workers able to remain in the workplace (office buildings). The Singapore government played
an important role to apply key safety measures to support a safer living and working environment for all.
Although we are a step closer to returning to normalcy with vaccines on the horizon, there is still some uncertainty about the
COVID-19’s impact on existing workplace environments from a behavioral and physical usage standpoint.
What is certain is that we now have enough scientific knowledge, empirical data and learned experiences to facilitate a
controlled and safe return to the workplace. Consequently, the mindful implementation of Safe Management Measures
(SMMs) to protect employees’ health will come into effect.
What is the impact on workplace design, now and into the future?
What we have learned and understood from the remote working journey is that organisations can remain sustainable in
the long-term with a hybrid model of work. Increased remote working will require more robust Information Technology (IT)
infrastructure, while smart building technology enhancements will ensure workplaces are operated safely to prevent the
spread of infectious diseases. Businesses will attract and retain staff with better-considered spaces and an enhanced end-
user experience.
How should FIs respond?

The pandemic has reinforced the need for FIs to stay resilient by minimising any unforeseen disruptions. The way forward is
for FIs to stay agile, focus on employees’ well-being (both physically and mentally) and accelerate digital transformation. It is
essential to create ways to define interventions and strategies that will increase agility and resilience within the organisation:
“We can’t forget that another pandemic will come, and we’ll
• Develop clear business continuity strategies to allow for a more seamless shift between ‘Pandemic ON’ and ‘Pandemic
need to invest in being ready for that.”
OFF’ state.
• Form collaborative teams amongst Human Resource (HR), IT, Facilities Management (FM) and business unit heads to
provide inputs and guide decision-making in consultation with industry experts.
This report has been created to provide FIs in Singapore with clear guidance and strategic advice in navigating the
- Bill Gates, SFF x SWITCH1,
challenges of the COVID-19 pandemic and beyond. The complexity of managing the pandemic has resulted in a rethinking December 2020
of the strategic imperatives for the future of work, as well as the role that workplace design should play to support these
concepts.
Note: Note:
1. Circuit breaker: An elevated set of safe distancing measures was implemented during the circuit breaker period to pre-empt escalating 1. Singapore FinTech Festival (SFF) and the Singapore Week of Innovation and TeCHnology (SWITCH) event organised by the MAS and
COVID-19 infections. During this period, Singapore citizens were encouraged to stay home and go out only for essential activities such Enterprise Singapore.
as buying food. Further, most workplaces were shut down while dining in at eateries was disallowed.
01
1.2 Methodology
PHASE 1 PHASE 1 PHASE 2
This study was conducted by a

consortium of consultants led by
Cushman & Wakefield. The team’s
diversity of expertise from research,
workplace strategy, design, and
operations ensured the study’s process
was highly collaborative and focused
on FIs’ specific issues to underpin the
study outcomes.
The process was iterative, embracing

a collaborative mindset to pressure test
concepts and solutions to ensure that
the strategic recommendations were
relevant and robust for the diverse LITERATURE REVIEW TO FORM A STAKEHOLDER ENGAGEMENTS AND STAKEHOLDER ENGAGEMENTS AND BENCHMARKING AND CASE STUDIES CREATION OF STRATEGIC
audience and stakeholders involved. GLOBAL AND LOCAL PERSPECTIVE EXPERT ADVICE EXPERT ADVICE DEVELOPED TO ANALYSE, COMPARE SOLUTIONS TO SUPPORT FIs’ FUTURE
ON THE ISSUES SPECIFIC TO FIs AND TEST SOLUTIONS WORKPLACE DESIGN
This study was undertaken in two
phases:
PHASE 1 Given the complex nature of the FIs: The consortium recognised that FIs Expert Panel (EP): In ensuring that The consortium tested solutions against Ultimately, this study aims to strike
• Managing the pandemic. pandemic and the scale of impact that have diverse needs and considerations the study’s recommendations were best practice concepts to assess the a balance in creating practical and
was constantly evolving, the study when planning for their workplaces. grounded in science and data, a panel longer-term viability of pandemic- modular solutions for the FIs, while not
• Undertaking of literature review underwent several iterations along the This diversity stems from the wide of experts from multiple disciplines such resilient recommendations. imposing overly prescriptive measures
and research as the pandemic was way to ensure that recommendations array of business portfolios that FIs as public health, built environment, to enact wholesale changes to existing
unfolding and developing. set out in this study remain relevant. hold. Further, some FIs have parent engineering and architectural design These case studies enabled the workplace facilities.
companies based in other jurisdictions was convened to advise the consortium. consortium to ascertain how we
• Leveraging in-house knowledge to which may also influence their could learn from real-world examples The key focus is on providing FIs with
benchmark local and global trends in pandemic management and workplace The EP provided views on: to put a level of rigour behind the clear strategic advice on addressing
workplace design. planning strategies. strategic concepts established and the ‘here and now’ and the longer-term
• The latest research and scientific
recommended. approach towards creating a pandemic-
• Understanding emerging trends and evidence of how the coronavirus
The study encompassed interviews with resilient workplace.
themes impacting other sectors and transmits
a good cross-section of representatives This approach also ensured a
how these learnings could impact the Many of the findings exhibited the need
future of FI workplace design.
from the stakeholder group in private • The corresponding efficacy of holistic approach to understanding
to focus more on behavioural or mindset
discussions and group workshops to different SMMs the study’s various issues - base
ensure the process was transparent and building considerations, services or and operational changes that will drive
PHASE 2 -
inclusive. • A pulse check on potential engineering design, FM, workplace change in the future.
• The future of work.
measures that may be adopted design, and operational or behavioural
A playbook has been created to support
• Testing solutions for pandemic by the government or regulatory considerations.
FIs in applying a strategic and holistic
resilience based on research and bodies going forward.
approach in reviewing and re-designing
insights. their workplaces so as to enhance
These interactions and feedback review
• Creating strategies that were sessions have guided both the findings their safety and resilience to future
and the strategic recommendations pandemics.
Singapore specific while having a
global perspective. formed in this report.
• Developing ideas or concepts that Real Estate Developers: The

were FI specific and addressing consortium also engaged major
broader global trends to ensure the developers who own and operate
study’s perspective was diverse and multiple real estate in Singapore to
comprehensive. glean lessons about their operational
strategies during the pandemic and
sought their views on longer-term
trends.
02 EXECUTIVE SUMMARY
02
02
2.0 Executive Summary
Managing the pandemic
From understanding what has worked successfully in Singapore and referring to best practices adopted by FIs in other
gateway cities, we identified three key design parameters that FIs should consider when space planning for their workplaces
in future. Some best practices will continue to be adopted in the future workplace planning, while other stopgap measures
can be phased out gradually when the COVID-19 pandemic is no longer deemed a threat.
Be Prepared for
Detect and Prevent Contain and Protect ‘Pandemic ON’ mode
This includes the ability to prevent An ability to separate zones within Physical pandemic safety measures
transmission through operational and and between floors for containment that are easily implementable and
hygiene practices, or by detecting approach. Planning for holding areas removable, with the agility and flexibility
positive cases through Rapid Contact and emergency route of positive case to scale up and down during a pandemic
Tracing Capabilities. evacuation with minimum contact with scenario; thus maximising the efficiency
the rest of the building or staff. and capacity of office spaces.
MULTIPLE LAYERS SELF-SUFFICIENT ZONES REMOTE WORK

for early detection at high with separate access and INCORPORATION
traffic areas amenities
with access management
“The future of workplace is about creating
and supporting human capital.”
CONTACT TRACING LIMITED AND SEPARATE PHYSICAL SPACE

CAPABILITIES ACCESS activation and modification
to quickly identify to each zone to minimise - The MAS International Advisory
suspected cases cross-contamination
Panel Forum 2020
RAPID RESPONSE BUFFER ZONES INFRASTRUCTURE

to localise and prevent to limit potential community IN PLACE
SMM-ready
community spread within spread between zones
the building or workplace
02
Safe Management Measures
SMMs should be implemented as part of a broader framework in curbing the spread of pathogens in the workplace. It is not
a new policy response tool, as insights gained from past epidemics such as SARS, MERS, and H1N1 have provided us with
necessary information on its practicality and implementation in the physical environment.
Based on the best practices we have observed, we identified three key strategies in managing SMMs aimed at mitigating
the risk of transmission at workplaces. These are: prompt activation of SMMs, calibration of SMMs in response to the risk
levels, and understanding the efficacy and role that each SMM plays while appreciating that various SMMs need to work
together to effectively mitigate the risk of transmission.
A multi-layered approach is
necessary to reduce the risk of viral
Prompt Activation of Calibration of Understanding the
transmission.
SMMs SMMs Efficacy of SMMs
Early detection of cases in a pandemic Singapore implemented one of the most We have consulted a multi-disciplinary
is a critical factor in ringfencing and comprehensive sets of measures during EP during our study to shed light on
curbing the spread of any pathogens. the peak of COVID-19 compared with the efficacy of SMMs. In essence,
Our findings suggested that the sooner other financial centres such as Hong mask-wearing is an effective and
the activation of SMMs by either the Kong, London, and New York. The city- easily implementable measure for
governments or FIs, the better the result state has taken a calibrated approach managing airborne pathogens, while
in managing the pandemic. in refining the intensity of its measures high standards of personal hygiene
with the prevailing COVID-19 situation. are critical for preventing contact
Taking cues from the World Health The strong public support coupled with transmission.
Organisation (WHO) and the local decisive law enforcement actions have
government guidelines, the adopted enabled Singapore to successfully Due to their high levels of effectiveness
SMMs by FIs were strikingly similar, manage the outbreak. and relative ease of implementation,
though there were various degrees of these two examples of SMMs appear
stringency. Some FIs went above and Interviews with eight FIs based in to be evergreen measures that would
beyond what is required by their local Singapore revealed that every FI has remain for the long haul. As we continue
jurisdictions. a Business Continuity Plan (BCP) that to fight the pandemic, the intensity of
they have rated to be generally effective. other SMMs (such as office capacities)
They were also flexible enough to make can be calibrated according to the
modifications and improvements to their severity of the pandemic
existing BCPs based on the growing
scientific evidence on the pandemic.
02
Key learning points
It is important to acknowledge that there is no ‘silver bullet’ to solving the challenges in FIs’ workplaces. The industry will We should prepare ourselves for the fact that there could be another pandemic in the future - it may be very different from
learn from this experience and endeavour to make changes that are “future-proof” by avoiding reactionary changes to the what we experienced with COVID-19.
physical environment, barring certain situations where existing spaces or environments are not adhering to local codes or
standards of practice at the regulatory level It is vital that we learn from this pandemic and define forward-thinking strategies, establishing clear principles and enabling
FIs to be future-proof in the immediate and longer-term as we navigate through this pandemic.
Organisational New Modes of Designing for Embracing New Collaboration

Science and Data
Resilience is Key to Collaborative Hyper-agility to Technologies to between Landlord
Should Lead the Way
Success Governance Models Enable Adaptability Adapt Our Way of Life and Tenants
It is essential that FIs reflect on the The COVID-19 pandemic has Empowering employees to choose The pandemic has sparked an As the pandemic continues to evolve Creating clear strategies at both the
operational challenges that were demonstrated the importance of where and when to do their work will be acceleration of digital transformation daily, it is vital that FIs assess any macro (building, precinct) and micro
brought about by the COVID-19 multi-disciplinary collaboration as it essential to support employees’ physical for FIs. There are significant benefits to planned immediate changes for longer- (workplace environment) levels ensures
pandemic and review the effectiveness is evident that no single discipline is and mental well-being and ensure that integrating effective technologies in the term gains (cost-benefit analysis) all aspects of the workplace experience
of their internal workplace strategies able to address a complex problem the best talent is retained or supported. workplace to streamline operations and and validate these strategies with the and operations are holistically future-
and change management programmes like a pandemic. This view is widely add value to employee experience. relevant agencies. ready and, supporting workplace
in addressing such challenges going held by the EP, industry experts, and FIs should embrace this pandemic resilience.
forward. governments worldwide. For instance, by taking the best aspects of As we witness the rapid shift towards Following scientific advice is crucial
the Singapore government moved telecommuting to achieve greater work- the emergence of ‘hybrid working’, as there are very complex aspects to Creating a highly integrated and efficient
Individual resilience of leaders is also swiftly to establish a multi-ministry life balance in the future. Equipping FIs will need to embrace digital this virus that could render previously operation requires strong partnerships
crucial to building a strong and agile taskforce1 to provide a coordinated employees with the right technology transformation for their existing and established defence strategies obsolete. and communication platform.
company culture. whole-of-government response to and protocols is key to unlocking the planned (to be designed) workplace
potential of agile working. environments to be future-ready. FIs should explore how they can set up
dealing with the crisis.
a community to share experiences and
Given the long-term nature of this Embedding higher levels of agile Our study shows that organisations with best practices.
pandemic, it is important that FIs design principles into workplace design the right technology and real estate
consider their internal governance will allow FIs to flex and change the infrastructure were able to quickly adapt
models to better equip themselves workplace environment more easily. and address new challenges triggered
in making complex decisions. It is by the pandemic.
important to involve HR, IT, FM and
employees in an integrated way,
harnessing both a ‘top-down’ and
‘bottom-up’ approach to enable quick
adaptation and policy pivoting, taking
into consideration of the ground
feedback.
Note:
1. The multi-ministry taskforce on COVID-19, co-chaired by Minister for Health and then Minister for National Development (current
Minister for Education), directs the national whole-of-government response to the novel coronavirus outbreak.
02
The future of FIs’ workplace
The future FIs’ workplace will

A Focus on Health and Hybrid Working, A Dynamic embrace a dynamic approach ranging
from flexibility to work-life balance.
Well-being Experience Driven Ecosystem
The recent experience has unlocked

One of the critical revelations
discovered during the COVID-19
pandemic is the importance of physical
COVID-19 has shifted the mindset of
remote working and its true potential
for an organisation’s productivity.
In Singapore, we foresee FIs picking
up the idea of dynamic ecosystem by
embracing remote working as part of
the potential of hybrid working,
and mental well-being. Nurturing
and building awareness on wellness
Looking forward, more organisations
will embrace the option to work from
their culture and tapping into different
areas outside the CBD for workplace
emphasising on both mental and
both at the individual and community
level needs to be addressed by each
anywhere, including FIs in Singapore. A
number of global and Singapore banks
options within close proximity from
home. The real estate strategy of an physical well-being.
organisation. From an organisation announced their approach towards FI will explore more of the shared
perspective, this includes programmes remote working during second half of options available outside the CBD
and benefits for staff to support their 2020 amidst the working from home while maintaining their headquarters’
well-being from ergonomics in the experience.1,2,3 presence for both branding and
workplace or home and mental well- community engagement purpose.
being initiatives.
The increasing trends of digital
banking and FinTech will also play a
significant role in shaping the future.
We will continue to see the shift in retail
branches, from less of the traditional
transaction-based approach towards
more of an experience-based model to
attract and retain both customers and
potential employees.
Sources:
1. Bloomberg. (2020, November 6). StanChart unveils permanent move to flexible working from 2021. The Straits Times. Retrieved
January 4, 2021, from https://www.straitstimes.com/business/banking/stanchart-unveils-permanent-move-to-flexible-working-
from-2021
2. Shiao, V. (2020, November 13). UOB staff to get to work from home two days a week. The Business Times. Retrieved January 4, 2021,
from https://www.businesstimes.com.sg/companies-markets/uob-staff-to-get-to-work-from-home-two-days-a-week
3. Shiao, V. (2020, November 17). DBS joins the fray as more Singapore banks make flexi-work permanent post Covid-19. The Business Image: AMP Capital, Sydney, by Hassell
Times. Retrieved January 4, 202`, from https://www.businesstimes.com.sg/companies-markets/dbs-joins-the-fray-as-more-singapore-
banks-make-flexi-work-permanent-post-covid-19
02
The future of FIs’ workplace
Pandemic Resilience Future Workplace Design Strategies
COVID-19 has led to a rethink among Building: Workplace: A playbook on the future workplace • Creating and implementing business
businesses and landlords to build up design strategies has been developed resilience planning
a pandemic-resilient environment that • The right infrastructure and agility to The components for a pandemic- to consider the must-haves and the
promotes the health and well-being of switch to “Pandemic ON’ operational resilient and responsive workspace good-to-have initiatives around key • Approach towards designing for
building occupants. Consequently, it mode is key for landlords to swiftly ecosystem revolve around the following topics. They are: wellness
minimises disruption to businesses and pivot and adapt to the prevailing floorplate principles: flexibility, efficiency,
situation. divisibility and legibility. • Creating an ecosystem • Technological strategies for digital
operational flows.
transformation.
Designing for resilience in the future • Smart building systems will provide For a more seamless shift between • Considerations for selecting the right
real time monitoring of temperature, ‘Pandemic OFF’ and ‘Pandemic ON’ building; a precinct-based approach The playbook will serve as a guide
is key, which requires a complete
humidity and carbon dioxide level. state, key enablers are narrowed down for FIs to consider as part of their
evolution of the traditional business
These are critical parameters to into four levers which can be adjusted • Creating the workplace experience future space planning reviews to
continuity planning and approaches
ensure that the workplace is operated depending on the prevailing pandemic ‘inside out’ via floorplate design enhance resiliency at their workplace
that have worked in the past. Resilience
within a desirable range during times risks. These levers are SMMs, Office principles and be better prepared for any future
planning principles will provide a holistic
of a pandemic. Density, Ventilation, and Operational pandemics.
framework for stakeholders to respond • Integrating essential SMMs into
quickly to future pandemics. Measures.
Technology will be an enabler in existing and new workplaces
supporting pandemic resilience for The future of workplace design should
• Operational considerations for FM
buildings. also pay attention to sustainability
principles. • Densities redefined in ‘new normal’
workplaces
03 INSIGHT - MANAGING
THE PANDEMIC
03
03
3.1 Overview
COVID-19 has permanently altered many aspects of the way we work. The traditional workplace will not remain unscathed
as the introduction of SMMs has prompted a rethink in the way existing workplaces are designed, with staff well-being and
business productivity as the key factors to consider.
Image: Mothership.sg
Impact on FIs’ Key Response Tactics Case Studies

Workplace
“It’s no longer about having all

your staff physically present at work.
Clearly defines the impact from a user Provides a holistic framework based A diverse collection of case studies
experience perspective and the physical on learnings from this pandemic and provides insight into what others have
workplace environment. enabling greater resilience and agility in done to achieve resilience in navigating Even if they have to be on site, consider if they really need to do
so every day. You could have hybrid arrangements where your
the future. through this pandemic.
employees work from home a few days in a week.
For those who absolutely need to be in the office, employers

must ensure that the work environment is safe (e.g. maintain
good ventilation and high hygiene standards, and have officers
seated apart etc.) and offer them staggered work hours.”
- Lawrence Wong, Minister for Education,

Co-chairman of multi-ministry task force
for COVID-19
03
3.1 Overview
About COVID-19
The ongoing COVID-19 outbreak remain in the air for hours. While less
was first declared a Public Health likely, the virus can also spread through
Emergency of International Concern contact with contaminated surfaces
in January 2020 by the WHO and by first touching the surface and then
a pandemic in March 2020 due to getting into the body through mucous
the alarming levels of global spread. membranes on the face — eyes, nose,
According to the United States’ Centres and mouth. Similarly, the Agency for
Symptoms
for Disease Control and Prevention Science, Technology and Research
(CDC), COVID-19 most commonly (A*Star) found that the virus can be
spreads during close contact with spread mostly by inhaling droplets
infected patients through exposure released when an infected individual
to respiratory droplets, which can be coughs or sneezes. Respiratory
expelled through the mouth or nose. aerosols smaller than five micrometres Fever
However, there are also pieces of remain suspended in the air, while those
evidences that the virus can spread with more than five micrometres usually Sore throat
via airborne transmission through land within one metre.
small droplets and particles which can Dry cough
Key numbers as at 18 January 20211 Breathing difficulties
Pneumonia
CASES CASES
GLOBALLY SINGAPORE
Modes of Transmission
Infections 94.2 million Infections 59,113
Fatalities 2.0 (2%) Fatalities 29 (<0.05%)
Recovery 52.6 million (55%) Recovery 58,846 (99.6%) Respiratory droplets from coughing or
sneezing
Close personal contact with an infected

person
Sources: Cross-contamination from surface-to-

surface contact
1. The New York Times. (2020, January 28). Coronavirus world map: Tracking the global outbreak. Retrieved January 19, 2021, from
https://www.nytimes.com/interactive/2020/world/coronavirus-maps.html Source:
2. Ministry of Health Singapore. (2020, January 18). Situation report. Retrieved January 19, 2021, from https://www.moh.gov.sg/covid-19/ DBS BusinessClass. (n.d.). The COVID-19 SME Business Resource Guide Second Edition [Editorial]. New Edition: Covid-19 SME Business
situation-report Resource Guide. Retrieved January 4, 2021, from https://www.dbs.com.sg/sme/dbs-forms/businessclass/covid-19-guide
03
3.1 Overview
Global and local response to the pandemic
Government pandemic response strategies have impacted SIMILAR SAFE MANAGEMENT

STRATEGIES ACROSS MAJOR
sensibly phased approach in reopening
the economy, calibrating the SMMs
Professor George J Milne from the
University of Western Australia found
workplace operations globally across all industries as FINANCIAL HUBS
only after careful assessment of the that the timing and strength of safe
containment and control are being pursued. The sooner the activation of SMMs prevailing situation and risks. distancing measures have a substantial
by either governments or FIs, the effect in reducing the number of infected
better results we see in managing The FIs globally also tend to adhere to individuals in a pandemic situation. A
To understand best practices on SMMs
the pandemic. Based on the review the SMMs set by local authorities with separate scientific study by a group of
and regulations across the globe, we
performed by the consortium across some degrees of minor adjustments. It researchers also found that public mask
compared and contrasted the broad
level of government policies and FIs’ several financial hubs, including is not common for FIs to go over and wearing is most effective at stopping the
Singapore, Hong Kong and London, we above what is required by their local virus spread when level of compliance
practices that have been implemented
found that most FIs took the cue from jurisdictions. is high.
throughout the present COVID-19
pandemic in key financial gateway prevailing WHO and local government
While difficult to apportion the Ultimately, the public needs to be
cities. The findings were used as a guidelines to keep the workforce safe
contribution for the specific measures, socially responsible in observing
benchmark to understand the efficacies from the virus pandemic. The SMMs
there is interdependency among them these measures. The proverbial
of Singapore’s measures. The key adopted were similar, though with
in plugging the gaps and acting as saying ‘prevention is better than cure’
takeaways and benchmarks are then varying degrees of stringency. The
independent layers of defence against
derived to support our analysis on how measures could be broadly classified is still relevant today given the rising
virus transmission (described later in associated medical and socioeconomic
best to prepare FIs to deal with future into (1) Contain, (2) Distance, (3) Test
this chapter). For instance, a study by costs.
pandemics. and Trace and (4) Good Hygiene.
1 2 Most cities implemented containment

We leveraged on the Global Financial
Centres Index (GFCI) by London- measures such as travel restrictions
based think-tank Z/Yen and the China and quarantine measures. The
Development Institute to identify the difference in the severity of measures
financial centres for the benchmarking was also observed (Table 1 and
analysis. We ensured adequate 2). Others embarked on distancing
representation of key regions across the measures which included limiting
world as local cultural differences may office capacity, capping group size in
impact the responses and measures to public areas, defining essential work
the pandemic. The availability of data and observing safe distancing. Most
in our selection of cities was also taken cities were observing safe distancing
into consideration. measure of one to two metres or six
feet. Active testing and contact tracing
Given the above criteria, we were also commonly implemented by
compared Singapore’s approach a good number of cities although the
towards managing the pandemic former is less common in Singapore
3
with the following cities: except for the dormitory clusters which
were deemed as high-risk workplaces.
• New York Hygiene practices such as cough and
sneeze etiquette, hand-washing and the
• Shanghai
wearing of face masks were strongly
• Hong Kong encouraged across the board, although
not to the same level of stringency
• Sydney as Singapore. For instance, donning
of proper face masks is mandatory
• London
by law in Singapore, but not in some
other jurisdictions. Singapore’s efforts
have been relatively effective thus far,
supported by a set of comprehensive
SMMs and strict enforcement
measures. The country, along with Image: AMP Angel Place Sydney by Hassell
4 5
other better-performing cities takes a Photography by Tyrone Branigan
03
3.1 Overview
Measures implemented at the city level Definitions Yes Partially No

CONTAIN
Table 1 Singapore Hong Kong London New York Sydney Shanghai Waiver of travel restrictions for
Full inbound travel restrictions for No inbound travel restrictions for
selected groups of non-residents.
CONTAIN Travel Restrictions non-residents. Global advisory on
Advisory on non-essential outbound
non-residents. No outbound travel
non-essential outbound travel. advisory to any regions
travel to selected regions.
Travel Restrictions
Quarantine or stay-home notice
Quarantine or stay-home notice for No quarantine or stay-home notice
Quarantine Measures for selected groups of inbound
Quarantine Measures all inbound travellers.
travellers.
for all inbound travellers.
DISTANCE DISTANCE
Office Capacity Limitations Mandatory office capacity limitations
Government advisory but not
No statutory limitations on office
Office Capacity Limitations (e.g. 50%).
mandatory office capacity
capacity.
limitations.
Safe Distancing
Safe distancing is required in public Safe distancing is only required in
Safe Distancing and private spaces. selected public spaces.
No safe distancing requirements.
Group Size Limitations
Statutory limits on group sizes in Statutory limits on group sizes in No group size limitations in public
Group Size Limitations public and private spaces. public spaces. and private spaces.
Essential Work Defined
Statutory definition of a list of
TEST AND TRACE Statutory definition of a list of industries that are considered
No definition of industries that
Essential Work Defined industries that are considered essential and allowed to operate
qualify as essential work.
Contact Tracing essential and allowed to operate. is still in place but with a narrower
scope.
COVID-19 Test TEST AND TRACE
Safe Entry Contact tracing is conducted for the

Contact tracing is conducted for
Contact Tracing majority of the population through
contacts of confirmed cases.
No contact tracing activities.
GOOD HYGIENE digital applications.
COVID-19 testing is freely COVID-19 testing is provided or
Mask Usage accessible to all segments of the accessible to selected groups within
COVID-19 Test community (e.g. voluntary drive- the community (e.g. healthcare
COVID-19 testing is not available.
through testing). workers).
Table 2 Singapore Hong Kong London New York Sydney Shanghai
Mass adoption and full
Limited adoption and trial stage No adoption of QR code for entry
CONTAIN implementation of quick response
Safe Entry (QR) code for entry into public or
of QR code for entry into public or into public or private space for
private space for contact tracing. contact tracing.
Travel Restrictions private space for contact tracing.
GOOD HYGIENE
Quarantine Measures
Mandatory mask usage in all public Mandatory mask usage in selected No mask usage requirements in
Mask Usage spaces. public spaces (i.e. public transport). public spaces.
DISTANCE
Government-Mandated COVID-19 Measures – Level of Enforcement or Adaptation
Office Capacity Limitations (Table 1: As at 28th October 2020 / Table 2: Peak COVID-19)
Source: Cushman and Wakefield consortium
Safe Distancing A scan of SMMs across global financial of food, travellers to Singapore are measures.
hubs indicates that most government- required to serve their quarantine in
Group Size Limitations mandated measures are similar across government-designated hotels during All in, when comparing Singapore to
the board. Singapore, London and the height of the pandemic and are its counterparts, Singapore is found
Essential Work Defined to have implemented one of the most
Shanghai were found to have the most not allowed to leave their hotel room
TEST AND TRACE comprehensive measures during the premises. comprehensive set of measures during
peak of COVID-19. the peak of COVID-19. The city-state
Contact Tracing Furthermore, effectiveness of has also taken a calibrated approach in
However, one key difference among government-mandated practices and refining the intensity of their measures
COVID-19 Test
them is the varying degree of intensity advisories may be limited if they are in line with the prevailing COVID-19
for each SMM. not supported by strict enforcement situation. Singapore’s high public
Safe Entry
actions and compliance to deter people compliance supported by strong law
GOOD HYGIENE For instance, while inbound travellers from flouting rules and hampering enforcement actions have enabled the
to most cities above could serve their containment efforts. It is noted that the city-state to manage the pandemic
Mask Usage quarantine at home and are permitted to degree of enforcement actions also relatively successfully.
Government-Mandated COVID-19 Measures – Level of Enforcement or Adaptation Legend: leave their place of abode for essential varies across different jurisdictions, with
(Table 1: As at 28th October 2020 / Table 2: Peak COVID-19) Partially No activities such as the purchasing
Yes Singapore having strict enforcement
Source: Cushman and Wakefield consortium
03
3.1 Overview
While work-from-home policy emerged as a necessary and

popular measure among organisations, it is not without any
downsides.
LOCAL CULTURAL NORMS MATTER exercise. Others have made tweaks and there were instances of FIs reviewing
Cultural differences among countries improvements to their BCP along the Poor ergonomics, slow internet and loosening measures in cities with
have implications on the efficacy of way given the evolving understanding connectivity, lack of proper good control of COVID-19. These
COVID-19 precautionary measures of the virus. Also, during the onset of technological tools and the inability included the removal of the staggered
across different governments and the pandemic, a few FIs experienced to effectively delineate between work office hours that was originally intended
FIs. Given the use of face masks for difficulties in procuring items such as and personal time were top challenges to reduce peak hour travels and split-
those with respiratory problems is an masks and hand sanitisers while others experienced by employees during team operations, especially when office
established cultural norm in Japan have built up a ready stock of masks remote working. WFH policy can capacity limitation was relaxed or lifted.
and Taiwan, it requires minimum effort after learning lessons from the SARS sometimes be a lonely existence, with Some FIs also went over and above
to promote mask-wearing during the pandemic. several employees expressing concerns the mandated SMMs during the circuit
pandemic. It has also worked well in over missing face-to-face interactions breaker period. For instance, some
Singapore, once the law has been with colleagues and some supervisors catered meals for essential workers to
Work-from-home (WFH) emerged as a
passed to mandate mask-wearing, as sharing the challenges in coaching their limit exposure to the virus during lunch
necessary and popular measure among
Singapore residents are united as a teams virtually. The topic of remote breaks. This was discontinued when
companies during this pandemic. With
community to support the whole-of-
most countries limiting office capacity working will be explored in greater more workers were allowed in the office
country efforts to tackle the pandemic. details in the following section. during the recovery phase.
even post-lockdowns, be it via a hard
However, it is not the case in many
percentage cap (e.g. 50% capacity
western countries where many believe
limit of employees who are able to
that mask-wearing signifies the SAFE MANAGEMENT MEASURES ARE
WFH in Singapore during Phase Two FLEXIBLE AND CAN BE CALIBRATED
government’s overreach and violates
of reopening) or through a limit in ACCORDING TO PREVAILING PANDEMIC
the rights to personal liberty. Therefore,
persons allowed based on office size
the efficacy of mask-wearing drops CONDITIONS
(e.g. four square metres of space per
significantly when the citizens in these Judging from the experiences of China,
person in Sydney, New South Wales),
financial hubs are less willing to make Hong Kong and Taiwan, it seems
remote working was widely adopted by
individual sacrifice for the greater good that a blanket implementation of safe
companies and FIs alike. However, not
of public health. management practices need to be in
all is rosy for WFH. Remote working
has both its advantages and downsides. place for a minimum period of three
While staff appreciated the opportunity months in order to see a significant
Based on our interviews with eight
to spend more time with their family and improvement in arresting issue of
global and regional FIs based in
reduce commuting time, based on our community transmission. As evidenced
Singapore, we learned that every FI has
interviews with the FIs during the one- in global policy responses, SMMs
a set of BCP, which most deemed to
on-one sessions, WFH policy was also are flexible and could be tweaked
be effective in managing the pandemic.
identified as one of the key operational depending on the severity of the
The overall, self-rated average score
issues for FIs during the pandemic. pandemic.
on the effectiveness of BCP during
the focus group engagement is 4.5 out These included the higher demands of
of 5, with 5 being the most effective. managing staff virtually and the need to Similarly, FIs are flexible in adjusting
However, one out of the eight FIs provide necessary digital tools almost their internal SMMs periodically
interviewed expressed concern that the immediately for employees to work according to the prevailing advisory and
BCP could be relegated to a checklist effectively from home. location conditions. We observed that
03
3.1 Overview
RESPONSE BY OFFICE LANDLORDS very useful for it minimises the number similar, as governments and employees pandemics may not be spread in a
EQUALLY IMPORTANT of stops that the elevator will make drew on the previous experience from similar fashion. Hence, it is critical that
The response by landlords to manage and capable of limiting elevators to SARS pandemic in formulating the building and workplace design must be
the COVID-19 pandemic is equally a smaller number of passengers by advisories. Singapore was one of the flexible in adapting to various scenarios
important in containing the transmission reprogramming the weight load. worst affected countries from the SARS where the medium of virus transmission
in office buildings as that for office The landlords also highlighted that pandemic. could be different.
tenants. Based on our conversations they are playing a more active role
with two major office landlords in in supporting their tenants in their Akin to COVID-19, SARS is transmitted A longer-term solution is required to
Singapore, we understand that fight against the pandemic e.g. through close person-to-person contact. address the future of FIs’ workplace as
they had implemented a pandemic injecting more lease flexibility during Measures then included mask-wearing, WFH policy is not sustainable from the
management procedure for responding negotiations, providing alternate contact tracing, temperature checks operational standpoint. The entire real
to suspected and confirmed COVID-19 meeting room options in common areas etc. FIs then also implemented similar estate ecosystem will have to adapt
cases detected in their managed with no additional charge etc. measures that included a temporary to SMMs which may potentially be a
buildings. These procedures generally
stop for non-essential travel, home part of our lives over a long period,
involve isolating the suspected cases
quarantine for employees and increased depending on global containment and
within the office premise, activating LEARNING FROM PREVIOUS HEALTH
EPISODES frequency of cleaning. vaccine breakthroughs. Consequently,
ambulance, escorting suspected cases
remote working, workplace design,
to ambulance, sanitising, air purging The health measures implemented That said, future epidemics and
building infrastructure and FM coupled
and informing other tenants within the during the 2003 SARS pandemic and
with the increasing embrace of digital
same building. the current COVID-19 pandemic were
technology are factors that will change
the way we work.
Further, precautionary measures were
introduced by the landlords to build up
pandemic resilience of their buildings.
These include:
• Stepping-up cleaning and disinfecting
frequency at common areas
• Applying anti-microbial coating to

high contact points e.g. lift buttons,
door handles
• Implementing disinfection
technology e.g. ultraviolet (UV)
handrail disinfection device, air
decontamination system
• Installing protective acrylic screens at

concierge and tenant service centres
• Reducing touchpoints e.g. facial

recognition or QR code activated
turnstiles, replacing manual-operated
water taps with sensor-operated taps
• Utilising lift destination control system

and managing lift capacity
One of the landlords commented that Image: Hassell Image: Hassell

the use of lift destination control is
03
3.2 Impact on FIs’ Workplace
Renewed focus on well-being and safety in the workplace. Best practices to be adopted in future workplace planning
COVID-19 revolutionised the

future of workplaces with a
renewed focus on well-being and
safety in the workplace.
Singapore-based FIs adopted

enhanced safe management
practices to safeguard their Image: BP Headquarters Singapore, by Hassell
Photography by Owen Raggett
workforce during the pandemic.
While these SMMs are effective, GENERAL FLOOR TRADING FLOOR
they were initially disruptive to Challenges Faced the workforce is equipped with the Challenges Faced • Transport allowance is provided to
the FIs’ business operations and necessary skillset to conduct meetings essential workers who are required to
• Infrastructure access is not always
compelled the FIs to develop and discussions virtually. • Some of these challenges were return to office. This is to discourage
easily available (for example,
quick fixes to mitigate the impact employees are not always equipped
compounded by limitations in existing them from taking public transport,
of these measures on their • Common area spaces are reduced to workplace design and organisational hence reducing their reliance on it.
with secured laptops to allow them to enable the FI workforce to be seated culture. The reduction of travelling time on
business operations. work from home). at least one metre apart and ensure the public transport also results in
proper safe distancing to limit spread. • Remote working impacted efficiency
• Implement safe distancing on a lower exposure to the virus.
level for roles that are time critical or
However, the pandemic has typically high-density office floor to • Cleaning frequency is increased for require high level of collaboration. • In-house catering for the essential
compelled the FIs to innovate limit spread and cross contamination common areas to ensure respiratory FI workforce was engaged to reduce
and develop holistic long-term in the event of a positive case in the droplets do not remain on the surface. • Workplaces are part of a larger
office. the need for the workforce to leave
strategies towards their real community (including retail, food and
the office, thereby limiting potential
estate needs. These changes will • Air conditioning units are outfitted beverage and transport networks)
• Implementing SMMs consistently exposure.
ensure that their future workplace with filters that meet the Minimum and operational efficiencies at the
across the board was challenging
will maintain its efficiency and Efficiency Reporting Value (MERV) to workplaces are impacted when
due to the scale of the changes
data security in a pandemic limit the transmission of aerosols and there is any disruption to the wider
required and time-sensitive nature
environment. droplets. community.
to implement these measures
expeditiously. • The stricter SMM is always Workarounds or Solutions
implemented whenever there is a
• Some of these challenges were • Operational critical functions are
difference between the government
compounded by limitations in existing and corporate level SMMs classified as essential workforce
workplace design and organisational with split team arrangements and
requirement.
culture. staggered working hours at different
• Workplaces are redesigned to reduce locations or floors that do not share
• Challenges to data and information the space allocated to common areas common space (i.e. corridors and lift
security. (i.e. pantry spaces) to discourage lobbies).
casual meet-ups in the workplace.
Workarounds or Solutions • Tasks, roles, and responsibilities are
• General workforce is equipped with • Strict enforcement of the SMMs is re-allocated between split teams to
secured laptops with Virtual Private implemented, followed by highly ensure they are all covered within
Network (VPN) access and video visible consequences (i.e. disciplinary their respective teams such that one
conference capabilities (for example, actions) to encourage the workforce, team will still be fully functional and
camera, microphone or headphone, regardless of culture and personal operational even if the other Team is
video-conferencing software). opinions, to abide by the SMMs. compromised.
• Trainings are conducted to ensure
03
3.2 Impact on FIs’ Workplace
FIs had to figure out how to implement SMMs while minimising Staff integration requires expanding on the human capitals earned
disruption to their operations. in earlier face-to-face interactions.
RETAIL BRANCHES FINANCIAL ADVISORY STAFF INTEGRATION
Challenges Faced and pushed out to customers to Challenges Faced pushed out to clients to minimise the Challenges Faced
• Minimising disruption to retail minimise the need to have physical • Face-to-face communication with need for physical meetings with FI • A breakdown of social cohesion
branches’ operational efficiency and meetings with FI workforce. clients is paramount for financial workforce. and workplace culture, as well
maintaining good customer service advisors to build rapport and provide as ensuring data and information
• The stricter SMM is always • Workforce is reminded to seek their
despite having to limit the number good customer service. It was thus security.
implemented whenever there is a manager’s approval before having
of both staff and customers in the disruptive for financial advisors
difference between government and any physical meetings to ensure
branch premises. when they had to minimise in-person Workarounds or Solutions
corporate level SMMs requirement. that only physical meetings are the
meetings during the pandemic. • Workforce is encouraged to show
• Implementing SMMs consistently exception rather than the norm, and
• Workplaces are redesigned to only permitted for essential meetings appreciation to each other more
across the board was challenging • It was also challenging monitoring
reduce space allocated to common that cannot be done virtually due to frequently via e-gifts and e-cards and
due to the scale of the changes and limiting employee movements to
areas to discourage casual meet- information security concerns. managers are encouraged to conduct
required and time-sensitive nature ensure that they did not significantly
ups in the workplace. more frequent one-on-one session to
of implementing these measures compromise themselves or their • Strict enforcement of the SMMs maintain team cohesion and culture.
expeditiously. • Strict enforcement of the SMMs teams. is implemented, followed by
is implemented, followed by highly visible consequences (i.e. • Regular reminders and frequent
• Some of these challenges were • Some of these challenges were
highly visible consequences (i.e. disciplinary actions) to encourage the compliance trainings are conducted
compounded by limitations in compounded by limitations in existing
disciplinary actions) to encourage workforce, regardless of culture and to educate the workforce on the
existing workplace design and workplace design and organisational
the workforce, regardless of culture personal opinions, to abide by the importance of data and information
organisational culture. culture.
and personal opinions, to abide by SMMs. security, how to report a breach,
the SMMs. and the consequences of a breach
Workarounds or Solutions Workarounds or Solutions
so that the workforce is kept aware
• Technology and incentives to • Technology and incentives to of the importance of their individual
encourage customers to adopt self- encourage clients to adopt self- responsibilities.
banking solutions were implemented banking solutions is implemented and
03
#1 Safe management measures
EFFICACY OF SMMs
The engagement sessions with the Temperature screening has been a

EP shed some light on the efficacy of commonly adopted SMM for shared
different SMMs. spaces such as the workplace.
However, routine testing is the only way
of detecting asymptomatic COVID-19
Mask-wearing is an effective measure
cases thus far.
for managing airborne pathogens. It
prevents possibly infected aerosols and As test kits do not have complete
tiny droplets from being released into accuracy, routine testing is not
the atmosphere. In contrast, face shield recommended for low-incidence
is not an effective substitute for mask- settings where a non-trivial volume
wearing due to leakages of droplets of false positives could be generated.
from the sides. Further, ensuring good Each positive test outcome creates a lot
ventilation and avoiding existence of of administrative burden downstream.
“dead spaces” with poor air ventilation The administrative burden for false
in offices is critical in preventing positives could be avoided if routine
suspension and accumulation of testing is used selectively at high
aerosols and tiny droplets in the prevalence settings.
atmosphere for a prolonged period.
Spreading of the virus is dependent
To prevent contact transmission, the on densities, ventilation of space and
next line of defence is to encourage presence of high-risk individuals in the
high standards of personal hygiene same space. Measures which could
and maintain physical distancing. be relaxed in an improved COVID-19
The minimum distance to maintain situation should be viewed from a risk
depends on the risk assessment of the appetite context.
pandemic situation. However, keeping
a safe distancing beyond a metre could
Organisations are required to comply
be challenging for smaller offices.
with regulations set by the authorities
As such, this could be addressed by
who calibrate SMMs based on the
implementing hybrid working.
public health situation and this forms
the baseline for organisations. In areas
where authorities’ rules and regulations
are not clearly spelt out, organisations
can exercise discretion to calibrate their
SMMs based on their own risk appetite.
03
#1 Safe management measures
The Swiss Cheese Model: each layer of protection acts as an

independent SMM. However, removing any one layer of protection
would increase the risk of transmission.
LEARNING FROM HEALTHCARE Our engagement with the EP suggested
James Reasons Swiss Cheese Model the importance of this multi layered
is a metaphor to visualise the safety approach, increasing the level of
mechanism for preventing transmissions protection in case one of the defence
or patient harm through a series of mechanisms failed. For instance,
defences, barriers and safeguards the use of cloth mask has up to 80%
that comes through a series of cheese blockage to fine droplets and particles1.
slices. Depending on risk appetite, the This means, there is still a 20% chance
barriers should be used in conjunction of transmission while wearing the mask.
with one another as each of them has Hence it is advised to wear the mask in
certain inconsistencies, weaknesses combination with safe distancing, hand
and errors, represented by the cheese and personal hygiene.
holes.
Hand and
Physical Environmental
Personal
Distancing hygiene
Virus Mask Hygiene Infection
Image: The Opus Group
Source:
1. Fischer, E., Fischer, M., Grass, D., Henrion, I., Warren, W., & Westman, E. (2020). Low-cost measurement of face mask efficacy
for filtering expelled droplets during speech. Science Advances, 6. doi:10.1126/sciadv.abd3083
03
#2 Workplace environment
FIs had to adapt their workplaces quickly to manage the

pandemic.
Long-term approaches pertaining
In Singapore, the government has to the physical workplace were
issued several SMMs guidelines identified for the FIs. FIs can
during the COVID-19 pandemic to consider implementing these
support the return-to-work process additional measures for enhanced
of organisations. To comply with the safety at their workplaces.
mandatory SMMs, FIs have been
operating with reduced capacities
in both the head and branch offices,
supplemented by remote working
and BCP sites.
5 6
1 2
Some FIs may set up zones within Some FIs may also adapt their type
Further engineering controls such as FIs have periodically updated their
their workplace with separate access of office furniture in building a more
enhanced detection and prevention workplaces to prepare for the return of
and amenities to minimise cross pandemic-resilient office.
measures are introduced to manage more employees on-site. For instance,
contamination. • This includes light colour furniture so
the pandemic risks in the workplaces in FIs are to ensure if additional space
high prevalence settings. Temperature demarcations need to be added to limit The workforce within each zone may that stains, spills, and water droplets
screening and contact tracing measures unnecessary interactions between be determined based on their working can be easily seen and allow for ease
provide additional layers of security for different teams. FIs are also encouraged relationship and the frequency of their of cleaning.
occupants in the office building. to move in one direction only within the physical interactions.
• No fixed desk assigned to employees
workplace, using colour for example, to Sub-zones may also be created and sufficient personal storage space
assist with wayfinding. within zones to cater for split team provided to allow them to maintain a
arrangements in the workforce and limit clean desk policy.
cross team interactions.
• Personal storage space located
This will enable them to work efficiently within the workforce zone but away
within their assigned zones, which act from the desk zones.
as a safe bubble separating them from
• Increase the use of hard, smooth
the rest of the FI workforce.
and easy to clean surfaces such as
FIs could set up buffer zones to limit metal and glass and emphasise less
potential community spread between on soft, porous, challenging to clean
zones. These buffer zones can be surfaces such as fabrics for office
physical barriers or air curtains to furniture. While the survival time for
limit the flow of air from one zone to COVID-19 is longer on hard, smooth
another zone, significantly reducing surfaces1, the structural make-up of
3 4 transmission of aerosols and water virus meant that it can be destroyed
droplets and increasing the well-being with soap and water relatively well2
Communication protocols and platforms Hybrid work arrangements that can be
and safety of the workforce within their or disinfectants such as ethanol and
among landlords, tenants and occupiers scaled up are adopted by FIs during the household bleach as advised by the
are established. pandemic and have unlocked new ways zones even if they are on the same
WHO3.
of collaboration such as leveraging floor.
on digital infrastructure to support
the workforce remotely. Offices are Sources:
equipped with more video-conferencing 1. Chin, A., Chu, J., Perera, M., Hui, K., Yen, H., Chan, M., . . . Poon, L. (2020). Stability of SARS-CoV-2 in different environmental
conditions. The Lancet, 1(1). doi:https://doi.org/10.1016/S2666-5247(20)30003-3
and phone booths to enable efficient
communication between the workforce 2. UK Research and Innovation. (2020, April 22). Disinfecting surfaces for coronavirus: Does it reduce infection? Retrieved January 04,
2021, from https://coronavirusexplained.ukri.org/en/article/pub0006/#ref1
in the office and the remote workforce.
3. World Health Organisation. (2020, May 16). Coronavirus disease (COVID-19): Cleaning and disinfecting surfaces in non-health care
settings. Retrieved January 04, 2021, from https://www.who.int/news-room/q-a-detail/coronavirus-disease-covid-19-cleaning-and-
disinfecting-surfaces-in-non-health-care-settings
03
#2 Workplace environment
De-densification: high-density workplaces will have potential

implications on the ability to effectively implement SMMs.
The real estate portfolio strategy for VARIED STANDARDS OF WORKPLACE Singapore’s workplace density does
each FI varies and is dependent on their DENSITY AND DENSIFICATION not appear to be as dense as some
business requirements, objectives, and On average, workplace density in of the other financial centres in the
work culture. The premises operated by Singapore ranges between 80-120 world. However, C&W consortium’s
these FIs can be broadly categorised square feet (sqft) per seat1 (inclusive internal benchmarking and engagement
into two typologies, head offices and of all amenities), which is comparable exercises found that the size per seat
branch offices. to Australia at 80-120 sqft per seat and can be as low as 30 sqft per seat for
to a lesser extent, Hong Kong at 40- certain functions within the FIs. Such
Head Office – A singular place where 100 sqft per seat (source: Hassell and high-density in the workplace will impact
the company’s executive management, various sources). The study showed the ability of companies to effectively
corporate functions, key managerial and workplaces with lower density will be enforce safe distancing during a
support staff operates overall business more efficient in supporting one metre pandemic. When one metre safe
activities. Examples of functions within safe distancing compared to denser distancing is applied, these workplaces
the head office include: workplaces e.g. 50 sqft per seat and will have less than 50% seat capacity
below. compared to their regular capacity. This
• Trading
learning shows opportunities for FIs
• Investment Banking to relook at their workplace strategy
to allow safe distancing during the
• Commercial Banking ‘Pandemic ON’ mode.
• Agency Space (e.g. Insurance Arm)
• Human Resources
• Corporate Affairs
• Legal
• Accounting and Finance
Branch Office – A place where

retail banking and to a lesser extent
corporate banking activities are carried
out with heavy emphasis on customer
engagement. Examples of functions
within the branch office include:
• Retail Banking
• Corporate Services
• Wealth Management
• Customer Lounges
• Customer Service Centre for

Insurance Arm
Note:
1. Sqft per seat indicates square footage area per ergonomic settings or workstations with an ergonomic seat. The consortium has
adopted the standard industry term of net internal area per seat to measure workplace density in this study. Workplace density may
Image: Twitter
also be measured by net internal area per person. According to the Office Space Across the World 2017 report published by C&W, the
workplace density in Singapore, Hong Kong and Sydney stood at around 100, 118 and 135 sqft per person respectively.
03
#3 Facilities management
A new dimension to consider for FM
Landlord
• Asset performance
• Strives for stronger
bottom lines
PANDEMIC
RESILIENCE
Occupier Facility Manager
• User experience • Cost optimisation
• Looks for control of • Aims for increased
their work environment efficiency of operations
Pandemic Resilience Stakeholders

Source: Cushman and Wakefield Consortium
There are three main stakeholders for in The Straits Times article1 suggest To meet the higher demands of
the built environment, the landlord, that more employees now prefer workplace safety against future
facility manager and occupier. to work from home with concerns pandemics, there are now certification
Landlords are inherently incentivised to raised about the safety of their work standards that certify the level of
improve their bottom line by increasing environments. The COVID-19 pandemic commitment to the prevention of
efficiency or cutting costs. Facility is a major source of unexpected stress the spread of such pathogens and
managers are aligned with the landlords and adversity for many employees. diseases in the workplace. Examples
by increasing operational efficiency. Employers are responsible for taking include IMMUNE Building Standard™
Occupiers, on the other hand, desire reasonably practicable measures to (IMMUNE™) and WELL Health-Safety
control of their work environment with ensure the safety and health of their Rating (WELL HSR).
comfort. As such, facility manager are employees at work. Employees want
usually focused on three key pillars, the assurance from their employers that
BUILDING PANDEMIC RESILIENCY
i.e. asset performance, good user their safety and health is paramount
experience for both tenants and visitors, the moment they step into the office There are three broad themes to
and cost optimisation. building. As such, landlords, facility creating pandemic resiliency: (A)
managers and occupiers must work reducing touchpoints, (B) creating
towards strengthening the “pandemic and monitoring space and (C) staying
While it is tempting to think that the resilience” of the built environment. prepared. All three aspects need to be
workplace experience will revert to integrated well to support pandemic
business-as-usual as employees go resiliency.
back to the office, surveys highlighted
Source:
Image: Lendlease Barangaroo, Sydney, by Hassell, Photography: Nicole England
1. Lai, L. (2020, October 12). 8 in 10 in Singapore want to work from home or have more flexibility. The Straits Times. Retrieved January
4, 2021, from https://www.straitstimes.com/singapore/8-in-10-in-singapore-want-to-work-from-home-or-have-more-flexibility
03
#3 Facilities management
Reducing touchpoints: pathogen spread can be mitigated through

adjustments to FM strategies.
Image: Hassell
Given that COVID-19 and other 1 - REVIEW CLEANING AND 2 - CONTAMINANT CONTROL 3 - HARDWARE CHANGE
infectious diseases such as SARS are DISINFECTANT PROTOCOLS
Contaminant control of the workplace • Introduce of personal storage spaces A longer-term solution is to eliminate
transmitted through direct, indirect Companies have to introduce new Furthermore, “self-disinfecting” or is a practice to ensure effective at the office for individuals to keep touchpoints through various methods,
or close contact, FIs should strive to cleaning or disinfection standards and “self-cleaning” solutions can be management of the spread of their belongings. such as the installation of motion
reduce or even eliminate surfaces schedules such as increased frequency evaluated for usage. For example, contaminants and diseases within detectors or voice-activated controls
that are widely shared and frequently of cleaning common spaces and high- litres of anti-microbial surface coating the workplace. The following are • Minimise non-essential items on the for light switches. The adoption of
touched by individuals. These surfaces touched surfaces and sanitisation of was reportedly applied to lifts of public recommendations for preventing desk with a strict clean-desk policy motorised (contactless) doors operated
are found in high traffic areas, workplace areas after a change of housing blocks1. However, the efficacy and managing contaminants in the via access card or facial recognition
• Provide separate touchless bins for
encompassing: users. However, one issue is higher of “self-disinfecting” coatings has been workplace. systems can be considered.
PPE disposal and normal waste.
demand for manpower requirements. questionable, as there is no scientific
• Staff and visitor lounges Previously, cleaners only had to clean evidence to suggest that they can • Provide a quarantine or isolation
and sanitise once a day. Currently, effectively control microbial populations room: Designate a specific enclosed
• Locker rooms and showers
commonly touched areas are often for long periods2. In general, FIs should room to isolate any person who
• Light and power switches cleaned multiple times a day. The pay attention to the science behind experiences symptoms of an illness
• Lift buttons increased frequency of cleaning is not such solutions against coronaviruses, while at work.
an ideal solution in the long-run given and be mindful of their limitations. FIs
• Door handles
manpower constraints and an increase should not be overly reliant on them, but • Designate one location for any
• Pantry appliances in costs. Disinfectants can be placed instead encourage their staff to practise delivery to the building or office
• Sofa and benches around the office for staff to wipe down good hygiene, including proper cleaning floor and disinfect items centrally.
a meeting room or desk after use. and handwashing, to reduce risks of Assign delivery management and
• Washroom fixtures
transmission. sterilisation as a task to specific
• Common or shared terminals employees only. For longer-term
planning, consider shortwave
After the identification of high-risk ultraviolet light sterilising rooms.
areas, there are several strategies to
mitigate pathogen spread.
Sources:
1. Wong, L. (2020, April 2). Self-disinfecting coating that lasts for 3 months applied to all HDB lift buttons in Singapore. The Straits Times.
Retrieved January 19, 2021, from https://www.straitstimes.com/singapore/health/self-disinfecting-coating-that-lasts-for-3-months-
applied-to-all-hdb-lift-buttons
2. Wong, P. (2020, April 19). Explainer: Are ‘self-disinfecting’ coatings, the latest Covid-19 hero, too good to be true? Today. Retrieved
January 19, 2021, from https://www.todayonline.com/singapore/explainer-are-self-disinfecting-coatings-latest-covid-19-hero-too-good-
be-true
03
#3 Facilities management Staying prepared
Creating and monitoring space: investment in technology will

empower companies with a quicker response time and better
damage control.
HEALTH DECLARATIONS AND CONTACT SPATIAL AND SAFE DISTANCING Currently, most companies have used STOCKPILING OF INFECTION EDUCATION ON PERSONAL HYGIENE
TRACING
There are three main areas in the quick fixes to implement safe distancing CONTROL SUPPLIES ETIQUETTE
Companies can implement Visitor such as usage of alternate desks, A pandemic can be a very quick and Educating employees on infection
workplace to monitor:
Management Technology solutions signages to direct the flow of traffic and unexpected occurrence. As such, FIs control and good personal hygiene
to streamline the visitor management • Individual work desks to mark locally accepted safe distancing should prepare and stockpile adequate will become the new norm as workers
process through pre-registration, ID space. In addition, companies have
• Circulation spaces inventories of infection control supplies become cognisant of what to expect
verification, visitor identification and also installed acrylic barriers to provide
such as masks, gloves and disinfectant. during a pandemic. Good personal
customisable notifications for hosts • Meeting rooms and Collaboration additional protection on top of safe
hygiene and knowledge about infection
and security. Businesses can then spaces distancing. Some have invested in
control can be a good first layer of
collect accurate data to identify early mobile applications.
protection against future public health
symptoms for prevention and facilitate
Many companies are now studying the crisis. Other measures such as safe
contact tracing.
use of spatial and density equipment distancing and increased frequency
and software to provide real-time of cleaning would not be as effective
analysis of the workplace traffic, without good personal hygiene. These
simulate predictive capacity across a should be communicated frequently
wide range of scenarios, and enhance through signage in common areas and
their responsiveness to situations.
regular emails.
Note:
1. Types of spatial and density equipment and software such as people counting system, traffic simulation software, passive infrared
sensors and time of flight sensors.
03
#4 Building infrastructure
Short-term interventions in building ventilation and air

conditioning systems can limit the transmission of aerosols and
droplets
AIR QUALITY PLAYS A PART IN TYPICAL BUILDING TYPOLOGY Most buildings constructed since the
REDUCING TRANSMISSION early 2000s (buildings later than Code
Most commercial properties in
Given the tropical environment where Singapore use Variable Air Volume of Practice 13:1999) are equipped with
the weather is hot and humid, buildings (VAV) air conditioning systems. These purge air systems, which can purge
in Singapore recirculate a portion of the buildings are characterised by central air from one floor at a time during
air, to be reasonably energy efficient. air handling units (often serving one unoccupied hours.
floor) with overhead air supply and
Data collected from recommendations Most typical buildings in Singapore,
return ducts at ceiling level. Most of the
for the safer management of buildings in which have been designed to the
air is then re-circulated within the same
response to the pandemic suggests the prevailing codes1 since 1999, provide
enclosed space, with minimal fresh air
most likely pathways for transmission a base building provision of 0.6 litres
introduction. The typical Air Handling
are through direct contact and via per second per square metre (l/s/m2) or
Unit (AHU) plant that recirculates air,
surfaces. Smaller, aerosolised droplets 0.65 l/s/m2 across each floor area. This
includes filters meeting the MERV for
may also present the risk of airborne outdoor air rate is appropriate for floors
filtration in the range between 6 and 8.
transmission at greater distances. with an occupant density of one person
In high-rise buildings, the outdoor air per 10 square metres (sqm), however,
Given the information published by can become limited in cases where the
system is frequently pre-cooled by
international air conditioning institutions, occupant density is increased locally.
roof- mounted Primary Air Handling Unit
at this time it is conservatively assumed There are buildings designed prior to
(PAHU) prior to distribution to the AHU
that it is possible for aerosolised the 1999 code revision which have a
in each level. Outdoor air is typically in
particles to be transported through the lower rate of outdoor air available and
the region of 20% of the supply airflow
return air path. therefore, support lower occupancy
rate.
rates.
Appropriate interventions and operation
Higher quality buildings can vary the
of Ventilation and Air Conditioning Increasing focus on wellness has
amount of outdoor air to each floor,
(VAC) systems can assist in reducing started to shift the spotlight on
based on demand measured by carbon
the spread of infections. The role increasing the amount of outdoor air,
dioxide concentration. This feature
of VAC systems in controlling the often at the expense of incurring some
enables energy savings at times of
transmission of infection should be energy penalty.
lower occupancy, while still providing
considered as part of a broader multi-
a reasonable amount of ventilation for
modal infection control strategy in
health and wellness.
buildings.
Image: Arup
Source:
1. Building and Construction Standards
Committee. (2016). Code of practice
Image: GSK Asia House, Singapore, by Hassell, Photography: Peter Bennetts
for air-conditioning and mechanical
ventilation in buildings. Singapore.
03
The interventions recommended for ventilation and air
conditioning systems can be achieved within most existing
building stock
This is brought about by standards outdoor air provision is likely to be fixed. to accommodate MERV 14 filters.
such as the Leadership in Energy and For central AHU systems, the air In situations where MERV 14
Environmental Design (LEED), which from a tenanted unit is mixed with air filters cannot fit within the AHU
gives credit to enhanced levels of from other adjacent units within the filter enclosure, MERV 13 filters
outdoor air, and the International Well circulation space, served by the same which have less depth, may be the
Building Institute (WELL), dictating AHU. best level of filtration which can be
a lower concentration of CO2 as a achieved.
performance target. 5. High-Efficiency Particulate Air
VAC SYSTEM CAN REDUCE THE RISK OF
TRANSMISSION (HEPA) filters can stop smaller
Through interviews with FIs, it is particle sizes but will introduce a
Recommended steps for VAC system
apparent that many zones within larger pressure drop, so are not
operation as a short-term measure to
workplace areas have a high occupant generally able to be quickly fitted
reduce the risk of transmission within
density. Generally, this situation is to existing AHU plant. The use of
buildings include:
acceptable because of diversity in the HEPA filters is energy intensive
attendance of the occupants. However,
1. Disable demand-based control and many buildings cannot fit
the higher density situations require
systems and run the buildings at HEPA filters within existing AHU
the maximum design flow rate for equipment.
careful management, such as carrying
outdoor air to increase the rate of
out regular Indoor Air Quality (IAQ) 6. Install Ultraviolet Germicidal
dilution within the buildings.
audits. Irradiation (UVGI) systems on the
2. Operate washroom exhaust return air path for AHU systems
systems 24 hours, maintaining to disinfect re-circulated air. This VAV Air Conditioning System
OTHER AIR CONDITIONING SYSTEMS
negative pressure between option has higher costs and may Source: Arup
Only a very small number of commercial washroom and workplace areas at not be a viable solution for all
buildings in Singapore are air all times. buildings. In some buildings where
conditioned by: this provision is not provided by the
3. Equip buildings to operationalise
• Fan coil unit systems purge air cycles. In these cases, landlord, it may be achieved by a
purge air cycles can run when tenant retrofitted case.
• Chilled beam or radiant cooling
the building is not occupied (for 7. Ensure system operation and
systems
two hours, equivalent to four air controls to maintain at the lowest
• Under Floor Air Distribution (UFAD) changes) to increase the dilution achievable humidity level, targeting
rate. As the process is energy- a maximum 60% Relative Humidity
The system types form a small intensive and adds to building (RH).
percentage of the commercial buildings operation cost, it will be limited in
in Singapore and are therefore, not application, subject to the building
covered in this study. design. The steps described above, are all
driven by building landlords (for the
4. Increase the level of filtration
common landlord or tenant model in
Retail spaces – Outside of the for system AHU to MERV 13, or
most buildings).
commercial districts, small retail preferably MERV 14. While this
branches are mostly located in adds additional pressure to the
shopping malls or smaller standalone demand of the AHU system, it is Tenants should have dialogue
retail buildings. still achievable, particularly for with landlords to understand the
buildings operating at partial loads interventions in place and methods
VAC systems for these buildings fall into
either: due to moderate occupancy. MERV for monitoring system performance.
13 filters can stop particles down Tenants can increase the frequency
Air Conditioning and Ventilation Response
• Central air handling systems to 0.3 microns at 50% efficiency of IAQ audits, as a means of tracking
Source: Arup
while MERV 14 filters can stop some key metrics on the building
• FCU systems with central outdoor air
particles down to 0.3 microns performance in a quantifiable way.
In both cases, the air is re-circulated at 84% efficiency. Many newer
within the same enclosed space and the buildings’ AHU plants will be able
03
#5 Alternate ways of working
A growing number of banks in Singapore will make flexible work

arrangements a permanent fixture for staff, as they make firm
strides to new ways of working in the “new normal” brought about
by COVID-19.
- The Business Times
WORKING FROM HOME AS PART OF between work and personal time The push towards digitalisation will likely
‘PANDEMIC ON’ MODE RESPONSE were the top challenges experienced enhance the hybrid way of working for
After learning from the SARS and by employees during remote all organisations, and more so for FIs.
MERS experience, FIs in Singapore working. Face-to-face interactions
are relatively more prepared for a with colleagues and teams are also
MINDSET SHIFT TOWARDS FLEXIBLE
pandemic. Most FIs interviewed in the something that the staff miss dearly. WORKING
study are prepared with a set of BCP
All eight of the FIs engaged during
and scored 4.5 out of 5 in average
Remote working has now been proven the one-on-one interviews agreed to
of their BCP effectiveness, with 5
effective in reducing the risks of virus implementing Working from Home
measured as the most effective. Few
transmission. Access to physical and Flexible Working Hours as part of
FIs mentioned their readiness in having
confidential documents, specific their long-term strategy. All FIs were
masks and hand sanitisers in stock for
equipment such as for traders, and also looking at potential increase of
when conditions such as the haze or
compliance were some of the barriers to desk to employee sharing ratio in the
similar pandemics occur.
remote working for FIs. workplace.
Many FIs have already offered

THE ACCELERATED DIGITAL By November 2020, a number of FIs in
their employees the option to work TRANSFORMATION
Singapore announced their intention
remotely prior to the pandemic with
The extended period of remote working to make flexible work arrangements
the availability of technology and
and SMMs requirement has forced permanent for staff. DBS for instance,
infrastructure. However, the take-
the global workforce to adapt to the will allow 29,000 of their workforce the
up rate of remote working prior to
virtual way of working. Both formal option to work remotely up to 40% of
the pandemic was relatively low (at
and informal work meetings were held the time, together with a job-sharing
less than 5%). At the peak of the
virtually. FIs with strong IT infrastructure scheme2. In the same article, it is
pandemic, the government issued
and cybersecurity policies in place were reported that DBS will launch a 5,000
advisories to minimise occupancy
able to quickly pivot to the new way of square foot “Living Lab” that blends
levels in workplaces and pushed for the
working. both physical and virtual workplace
masses to remote work where possible.
configurations.
This resulted in the proportion of the
FIs’ workforce who remote- worked Within the business, customers have
to skyrocket to as high as 90% at also adapted to digital banking, adding This approach will change the outlook
one point. Challenges with remote to the ongoing trends pre-COVID-19. on how FIs work in the future, and
working then started to emerge. Poor The use of digital payments has also ultimately in the way they use and
ergonomics, slow internet connectivity, more than doubled1. This trend will push strategise their real estate.
lack of proper technological tools and FIs to build more competitive advantage
the inability to effectively delineate in the digital world.
Sources:
1. Channel News Asia. (2020, April 15). Retrieved January 4, 2021, from https://www.channelnewsasia.com/news/business/record-
number-of-digital-banking-transactions-during-covid-19-12645256
2. Bloomberg. (2020, November 6). StanChart unveils permanent move to flexible working from 2021. The Straits Times. Retrieved Image: The Great Room Centennial, Singapore, by Hassell, Photography: E. K. Yap
January 4, 2021, from https://www.straitstimes.com/business/banking/stanchart-unveils-permanent-move-to-flexible-working-
from-2021
03
Key summary
Companies should embed SMMs into future workplace design and

business continuity frameworks to better enhance resilience and
agility levels when responding to future pandemics.
Future measures and strategies will

differ significantly based on the context
and organisational priorities set by the
FIs. However, what should be consistent
are the principles and adherence to
government regulations and policies.
SAFE MANAGEMENT WORKPLACE FACILITIES BUILDING ALTERNATE WAYS OF

MEASURES ENVIRONMENT MANAGEMENT INFRASTRUCTURE WORKING
Understanding the different roles and Focusing on the occupier’s strategies Defining key strategies that integrate Providing guidance in terms of Embracing more agile ways of working
efficacies of various SMMs is important. and workplace considerations; a with the services design and operational building management, looking at for all types of roles within the FI sector
FIs can be better informed on how to detailed response to measures that aspects of the workplace environment. the infrastructural considerations. It will support organisational resilience in
implement SMMs effectively. have proven to work to date and should It considers the cleaning protocols, considers elements such as air quality, the future.
be adopted as standard practice in the contaminant controls and hardware building typology and air conditioning
future. changes. systems. Applying strategies and implementing
change management plans as FIs plan
Clear definition of how and which SMMs Ensuring that building systems (e.g. towards their return to work.
can be applied and activated when ventilation and air conditioning systems)
necessary. can be adjusted to accomodate various
operating modes is key to increasing
buildings’ resilience.
03
3.4 Case Studies
Workflow and services are not disrupted, as flexible working

policy, adaptable planning and digital infrastructure enabled
organisations to pivot quickly to working from home during the
pandemic, while maintaining a small proportion of essential staff
in the physical office.
BACKGROUND KEY TAKEAWAYS #5 Landlords Have a Key Role to Play
This section of the report provides Below are the key takeaways on • Landlords play a key role in creating
further insights through case studies why these case studies managed to a pandemic-resilient workplace.
of workplace pandemic resilience from adapt swiftly during COVID-19. Coordination between landlords and
January 2020 up to January 2021. tenants is key.
These case studies highlight measures #1 Base Building that Supports Agility • Changes to base building operations
from a holistic perspective, covering such as lift destination controls are
• Well-designed, agile technology
the four key themes of People, the responsibilities of the landlords,
infrastructure supports changes in
Place, Technology, and Policy. which are supported by tenants who
SMM requirements such as safe
Taking cues from the government implement staggered work hours to
entry, safe distancing, contact
policies, organisations in these case reduce lift traffic.
tracing, and split entry or circulation
studies managed to react swiftly and
access through lift destination • While landlords are responsible for
seamlessly by adopting a combination
of policies such as WFH and split team
control. the first filter of entry to the building,
operations. #2 Flexibility in Workstyle and Space
tenants are responsible for ensuring
Planning SMM requirements such as safe
When done right, we learned that these distancing and capacity management
• Flexible work styles and adaptable
four themes could help organisations are adhered to within their own
space planning that respond swiftly
become resilient in the face of any spaces.
to the changing measures.
future pandemic.
#3 Digital Tools and Connectivity
• Equipped with necessary

connectivity tools and data security
which allowed for a seamless move
to WFH.
#4 Management Support and Good

Communication
• Keep employees up to speed

with changing regulations and
provide them with the confidence
to work remotely through constant
communication.
Image: Arup Workplace, Singapore, by Hassell, Photography: Daniel Swee
03
3.4 Case Studies
These case studies demonstrate that good practices in four

key areas - People, Place, Technology and Policy - enable
organisations to be effective in managing the pandemic.
Workplaces are diverse in size and
configuration. Insights for building
resilience are gleaned from four
selected case studies of various
industries. Good practices are
showcased in each of the case studies.
PEOPLE PLACE TECHNOLOGY POLICY
• Regular communication: Internal • Design for flexibility: These • Provide technical support • Staff agility: Due to existing
communication to all levels within organisations’ base buildings and for remote working: These flexible work policies, staff of these
the organisations were regular and workplaces were designed with organisations had swiftly provided organisations were familiar with
multiple channels were used. flexibility in mind, enabling them all staff with the necessary IT and flexible work arrangements prior to
to reconfigure workplaces and security infrastructure to support the pandemic. They were thus able
• Strong leadership support: During subdivide them as needed. This was large-scale WFH arrangements. to adjust relatively well with clear
WFH arrangements, leadership of extremely helpful as safe distancing guidance and necessary technical
these organisations provided their requirements were calibrated as the • Digital tools for team support when mandated WFH
staff with strong support and were severity of the pandemic evolved. collaboration: Online collaboration measures were implemented.
transparent in their communication. tools were prevalent in all case
This was helpful in establishing trust studies. • Clean desk policy: These
and good rapport between leaders organisations practiced a ‘clean desk
and team members despite being • Occupancy tracking capability: policy’ which was helpful in keeping
physically apart. Organisations in these case studies workplaces clean and hygienic.
adopted occupancy tracking
technologies in their workplaces to
help ensure that capacity controls
and safe distancing within their
premises are enforced. They have
also implemented the national digital
check-in system, SafeEntry, for the
purpose of preventing and controlling Image: AMP, Melbourne, by Hassell, Photography: Nicole England
the transmission of COVID-19
through contact tracing.
03
3.4 Case Studies
#1 Multi-floor tenant office space
An activity-based design approach can facilitate a seamless

transition into the “new normal” of work.
CASE STUDY #1
ARUP Singapore Headquarters:

Two-storey 6,000 sqm activity-
based approach workplace at
Frasers Tower.
PEOPLE PLACE TECHNOLOGY POLICIES
FLEXIBLE WORKPLACE DESIGN AND Complemented by existing forward- • Arup demonstrated that leadership • Existing pantries located on • Digital wayfinding technologies Two of Arup’s existing policies were
EXISTING POLICIES ARE RESILIENT thinking company policies such as support is key when providing staff both floors were equipped with were adopted to find staff find their helpful in managing the pandemic - (1)
AND ADAPTABLE
having an existing WFH guideline and the autonomy to be flexible about handwashing facilities to support staff colleagues easily. WFH and (2) Hot-desk policies.
The company’s flexible workplace widespread use of digital tools, its when and where they work. in maintaining high levels of personal
design and activity-based philosophy hygiene. • Meeting rooms are fully equipped
transition to the “new normal” amidst
• A robust communication plan with video conferencing facilities • WFH policy: While the adoption
has enabled their interior fixtures to COVID-19 is seamless.
for keeping staff updated about • Ergonomic chairs and desks with to virtually connect staff working in rate of WFH was low prior to the
be adapted to new safe management
adjustments made in the workplace docking stations are accessible to the office and staff who are working pandemic, Arup’s staff are no
guidelines. For instance, having
is also important. all, allowing staff flexibility and staff remotely. strangers to remote-working as
standard-size workstations allow the movement when the team is split. they do travel around the region for
workplace to be easily reconfigured • Despite all the adjustments made Employees can easily plug into any business.
when a temporary safe distancing to workplaces for compliance with workstation.
measure is in place. Further, with a safe distancing rules, Arup also • Hot-desk policy: Hot-desk policy
clean desk policy, staff can work at stood guided by the principles in the refers to an arrangement where seats
any seat which supports a seamless Green Mark for Healthier Workplaces are not assigned to any one staff.
movement for the entire team. scheme for supporting staff’s well- This allowed staff to be flexible about
being in workplaces. where they work and prevents them
from being mentally attached to any
Split team arrangements are also particular desk.
made, with different teams occupying a
different floor. The staircase connecting
the two floors is temporarily closed and
lift destination control is re-configured
such that each team can only visit their
respective floor. These adjustments
made at the building-level would not be
possible without the collaboration of the
building landlord.
Image: Hassell
Image: Hassell, Photography: Daniel Swee & E.K. Yap Photography: Daniel Swee & E.K. Yap Image: Hassell, Photography: Daniel Swee & E.K. Yap
03
3.4 Case Studies
#2 Owner-occupied building
Multi-functional workplace design helps occupants to be agile

when managing the pandemic.
CASE STUDY #2
90,000 sqm vertical-styled campus

headquarters for an owner-
occupied global FI.
BUILDING RESILIENCE
This organisation is part of a global

corporation and it has aligned its
workplace design strategy with its global
corporate guidelines of designing with PEOPLE PLACE TECHNOLOGY POLICIES
multi-functionality in mind.
• Encouraged staggered working hours • The workplace is designed with multi- • Mechanical and electrical upgrading • Employees are receptive to the idea
when staff went back to the office. functionality in mind. For instance, works to the air ventilation system of the flexible working concept before
The staggered working arrangements on the collaboration floor, 50% of the are in progress to provide better IAQ the pandemic. WFH policy was also
were facilitated by managers and work or collaborative furniture can that supports staff health and safety in place before COVID-19, which
coordinated across different teams. be re-arranged for townhalls or other well-being. enabled a seamless transition.
large group events. Meeting rooms
can also be transformed into yoga • Instead of touchscreen solutions,
rooms or studios. This allows the the team is currently looking into
organisation to alternate the use of more touchless solutions such as
different physical spaces and makes motion sensors for door access,
it relatively easier to adhere to safe smart screen, and limit the number
distancing measures imposed on of frequently touched surfaces where
workplaces during the pandemic. possible.
Image: Hassell, Photography: Owen Raggett
03
3.4 Case Studies
#3 Campus-style building
Re-assessing campus resilience to ensure effective fulfilment of

roles for its employees in a safe environment.
CASE STUDY #3
83,000 sqm shared campus for

different agencies comprising of
two heritage buildings and an office
tower.
BUILDING RESILIENCE
The campus was being designed

when COVID-19 hit. The organisation
is currently reassessing its campus PEOPLE PLACE TECHNOLOGY POLICIES
design for adequacy in addressing
new challenges emerging from the • Focusing on staff wellness supports • One of the buildings with the smallest • This organisation will equip its • The current fixed seating
pandemic. a healthy lifestyle. footprint has been re-assigned as building with Building Information arrangement is removed and flexible
the command centre for BCP and IT Modelling (BIM) and SMART working hours and WFH policy are
• Community resilience is enhanced teams as it is directly connected to building solutions for monitoring and implemented.
through shared amenities between the ground floor and has operable predicting building occupancy levels.
the different agencies. windows and access to fresh air. This is designed to provide facility • A series of change management
managers with the data to propose exercises are conducted to help staff
• Separate access with lift designation necessary interventions. better understand future workplace
control to assigned floors are granted policies.
to individuals and teams. • Sensors will also be embedded on
seats to enable occupancy tracking • Personal IT kit, e.g., wireless
• Having multiple floors and buildings and capacity management. keyboard and mouse, headphones,
provides this organisation with and hygiene products are provided
greater flexibility when implementing to ease the transition to clean desk
safe distancing measures. For policy.
instance, different teams can be
temporarily assigned to different
buildings and floors.
• Plans for facilities in the new campus

have also been adjusted to reduce
the need for occupants to touch
surfaces (e.g. having doors equipped
with motion sensors).
Co-working floors enabled as additional work

areas during ‘Pandemic ON’ mode with SMMs
Separate building with ground floor access for

Two lift zones for separate main control room during BCP
access to multiple floors and
destination control Closed public access during
‘Pandemic ON’ mode
Arrival floor with additional security and split circulation plans for ‘Pandemic ON’ mode
03
3.4 Case Studies
#4 Co-working office
Increased awareness and sensitivity to work surroundings.
CASE STUDY #4
The Working Capitol: Co-working

space in shophouses.
SURGE IN DEMAND
The pandemic has bolstered demand

for flexible work desks and temporary
offices. As existing offices can no longer
accommodate all staff due to limits
placed on office capacity, employers PEOPLE PLACE TECHNOLOGY POLICIES
are increasingly turning to co-working
offices as a solution for providing
• Members are required to pre-book • The operator makes sure that there • Proper IT infrastructure and services • It is made clear to members and
their staff with an alternative secured
work desks to avoid overcrowding. is non-centralised air conditioning are provided to members. For their visitors that they will be denied
workplace. At the same time, concerns
system and no re-circulated air instance, a Virtual Private Network entry if they do not have an existing
over employees’ health and well-being
throughout the building. (VPN), IT security management, and booking for a workstation, and if they
at co-working spaces have been raised.
database management. do not comply with SMMs.
The following are initiatives introduced • Vicinity is cleaned every three hours
by The Working Capitol, a co-working and provision of disinfectant wipes is • Members have to check-in to specific • Members and visitors are also
space operator, to address users’ made available to all users. locations within the co-working space reminded frequently to comply with
concerns. by tapping their access cards. This clean desk policies to allow for easy
• Staircases are the main access information is used to track high- cleaning by cleaners.
to different floors, which reduce density hotspots.
congregation in confined, enclosed
lift space. • Bookings are made online to
minimise physical interactions.
• High-density hot spots are monitored
and tracked through real-time
analytics when members tap into a
certain location using their access
cards.
“Technology has enabled 85% of the
workers in Singapore’s financial
industry to work at home with
minimal disruption during the circuit
breaker period” 1
- MAS
1.
Source:
1. Monetary Authority of Singapore. (2020). Annual Report 2019/2020.
Image: AMP, Melbourne, by Hassell, Photography: Nicole England
04 INSIGHT -
THE FUTURE OF
WORK
Image: Hassell
04
04
4.1 Overview
We have seen two years of digital transformation in two months.

- Satya Nadella, Microsoft CEO
The COVID-19 pandemic has fast forwarded the digital transformation of industries, and altered how organisations view and
use workplaces. This has induced a mindset-change that elevates the concept of flexibility and mobility to another level.
Based on the study and input from the EP and industry professionals, there are three levels which the industry can further
work on to engender sustained workplace resilience:
• A Dynamic FI Ecosystem
• Pandemic-Resilient Building “We have all discovered ... that

• Pandemic-Resilient Workplace
These three levels address the roles of the authorities and FIs in promoting resilience in the built environment, as well as the
actually a proper balance of
responsibilities of the landlords and tenants.
working from home and working
centrally from the office can produce
outstanding results. I do believe the
flexibility we gain from that will
allow us to bring more people into
the workforce. It will help on the
A DYNAMIC
FI ECOSYSTEM PANDEMIC-RESILIENT PANDEMIC-RESILIENT diversity side.” 1
BUILDING WORKPLACE
Local Authority and Organisation’s
Landlord’s Responsibility Occupant’s Responsibility
Responsibility
- Philipp Rickenbacher, CEO,
In the future, we foresee a dynamic Current lessons from managing FIs have adapted their workplace to Julius Bär Gruppe AG
approach towards FIs’ workspace the pandemic show the need for an manage the COVID-19 pandemic. The
ecosystem combining location strategy integrated base building services study has shown that certain workplace
with a core or flex approach. This shift and FM capabilities to enable swift design principles have proven to be
will enable the flexibility and mobility adaptation to the ‘Pandemic ON’ more effective in supporting SMMs.
to work from anywhere and near mode. Building services such as In future, organisations will need to
employees’ homes. Work will happen integrated contactless access at all plan for capacity regulations, such as
in headquarters, satellite offices, co- points of entry, facial recognition the phased approach to Singapore’s
working or third spaces, and possibly systems and lift destination control re-opening during the COVID-19
using retail branches as another near- will support the operational changes pandemic. FIs will need to consider
home option. Each FI will carve its own required to manage a pandemic. aspects of technology and FM against
strategy relevant to their business and Developing readiness through clear the regulatory backdrop to promote
needs, balancing choices through both protocols and communication for resilience in workplaces.
owned or leased assets and on-demand ‘Pandemic ON’ mode will also enable
spaces. FIs will need to strategise and building occupants to adapt quickly,
balance their organisational needs prevent infection, and be prepared for
Source:
against local regulations. emergencies.
1. Damyanova, V. (2020, August 12). Diversity may increase as pandemic lifts financial services’ remote work stigma. Retrieved January
04, 2021, from https://www.spglobal.com/marketintelligence/en/news-insights/latest-news-headlines/diversity-may-increase-as-
pandemic-lifts-financial-services-remote-work-stigma-59745843
04
4.2 Future Role of FIs’ Ecosystem
A dynamic ecosystem
A decentralised approach that will require satellite workplaces to

be closer to employees and within their communities.
SATELLITE
OFFICE
WAR 3RD SPACE AND
HOME SITE CLIENT SITE
BRANCH BRANCH
HQ
HQ
CO- HOME
WORKING BRANCH
3RD SPACE AND
CLIENT SITE COMMUNITY
SPACE
HOW ECOSYSTEM IS PLANNED BASED

ON THE CITY CONTEXT
FIs have traditionally established their This decentralised approach will as co-working spaces or even retail
headquarters in central locations that require satellite workplaces to be branches which can be transformed into
support their business objectives. Their closer to employees and within their workplaces.
physical offices are predominantly communities. Locational studies,
located within the CBD. Some FIs have entailing workforce demographics,
back-end operations in suburban or city roles and place of residence can be
fringe business parks such as Changi or conducted by FIs to identify the most
Pasir Panjang. suitable decentralised office sites.
Longer-term resilience in FIs’ workplace Aligned with the rise of remote working
can be achieved through a gradual and increased expectations for work-life
shift to a more decentralised approach. balance, Singapore’s FI ecosystem can
Decentralising the FI workplace will leverage on developments throughout
provide greater flexibility to employees the city. For instance, Singapore
in terms of widened workplace options. boasts vibrant hubs in decentralised
Their agility will also increase when and fringe locations such as Tampines,
the decentralised workplace improves Jurong, Buona Vista and Newton,
information flow and throughput, allowing residents to work, live, play
reduces delays and facilitates faster and learn. FIs can consider a workplace
response in a turbulent and ubiquitous portfolio that leverage on such hubs,
environment. including closer-to-home options such
Image: The Work Project Asia Square, Singapore, by Hassell, Photography by E. K. Yap
04
A dynamic ecosystem
An ecosystem for work, learn, live and play
The FI ecosystem will encompass a

variety of locations and experiences
to support employees’ functionality,
convenience and well-being. As
shown in the diagram, employees
will be able to work at their preferred
3
workplace within a curated selection
based on their geographic catchment Retail Branch
and job functions. Nevertheless, Retail
public workplaces, such as malls and
Advisory
cafes, are not suitable for confidential
work such as the discussion of 1
sensitive information.
Core Office CBD Headquarters

Hub Campus 2 Key meetings
Collaboration
Learning
Mentoring
Innovation
Connection to culture
CBD Co-working
Shopping Malls 5
Retail Branch
Suburban Co-working
Short commute
Advisory
Atmosphere and services
4
6 7 Other Places such as
Work-from-home On Demand Event Space Parks and Cafés
Lunch or Coffee
Limited travel Flexible touchdown1 and meeting
spaces Informal meetings
Accessible and memorable locations
Flagship Retail
Retail
Advisory
Note:
Co-working
Touchdown spaces: Seats that can be used for short-term individual work (i.e. few hours, or less than 8 hours), and may not Learning or Training
be supported with ergonomic settings such as proper task chair
04
A dynamic ecosystem
In the past decade, we have seen URA’s efforts in shaping thriving

places and bringing communities together in key precincts and
neighbourhood1.
DECENTRALISED WORKPLACE
LEVELS OR JOBS-TO-AREA
BEFORE FUTURE (STEADY STATE) FUTURE (PANDEMIC ON)
DENSITY
The COVID-19 pandemic has been
the largest catalytic event facilitating
workplace decentralisation. It
has reinforced the importance
of businesses and communities
coming together to help one
another.
Hence, we foresee a more

decentralised FIs’ workplace to
CENTRALISATION PRE-COVID NEW NORMAL: A DISTRIBUTED STRATEGY ‘PANDEMIC ON’ MODE: A SWIFT SHIFT
support an ecosystem that will
strengthen a collective community Before the pandemic, key operations are centralised within Larger banks in Singapore have announced plans to allow Activities to be dispersed across multiple nodes quickly.
network. With benefits such as the CBD, with Changi Business Park or Pasir Panjang as employees to work remotely up to 40% of their time1. This More employees will adopt remote working arrangements to
infrastructure sharing and labour secondary sites for supporting operations. Singapore FIs do means less commuting and more functions decentralised reduce potential business risks, with exceptions for essential
pooling, a decentralised approach have other locations around the city, but most activities are to non-CBD locations. We will still see higher intensity in workers. This enables a swift shift between a steady-state to
where work premises are spread focused within these locations. the central area, but relatively lower than before with more a ‘Pandemic ON’ mode state.
across more locations, will enable around-the-clock activation across all nodes.
FIs to maximise workforce agility.
High-density activities
Moderate density activities
Low-density activities
Source: Source:
1. Seah, A., & Tng, S. (2020, October 16). Place management in Singapore. Retrieved January 04, 2021, from https://www.ura.gov.sg/
1. Shiao, V. (2020, November 18). Singapore banks making flexi-work a permanent post-COVID feature. The Business Times. Retrieved
Corporate/Resources/Ideas-and-Trends/Placemaking-in-Singapore
January 4, 2021, from https://www.businesstimes.com.sg/banking-finance/singapore-banks-making-flexi-work-a-permanent-post-
covid-feature
04
An engaging ecosystem
WORKING WORKING FROM

REMOTE (WR) THE OFFICE (WFO)
PLANE OR AIR- FOCUS ROOM

PORT
CAR LIBRARY MEETING ROOM OUTDOOR OR

TERRACE
BUS OR TRAIN OFFICE OR SITE WORKSTATION TOUCHDOWN
CAFE HOME AUDITORIUM TRAINING ROOM

(WFH)
Co-Working CAFE
TECHNOLOGY ENABLED
LAPTOP WI-FI MOBILE
LOCATION AGNOSTIC TECHNOLOGY ENABLES FLEXIBILITY THE OFFICE IS STILL THE HEART OF
THE ECOSYSTEM
The flexible way of working will be even Today’s work-from-home experience
more prevalent in the post-pandemic during the pandemic is enabled The office, however, remains the heart
experience, with home being one option by technology. This shows the of the organisation’s operations and
for a place to work. potential and change of mindset for culture. It is an avenue to express
many organisations in dealing with one’s brand, while bringing people
emergencies. Home is the extension of together. The office is not irrelevant,
your office, or even a virtual war room. but we will use it differently from today.
It will be less about rows of desks but
more as a social stage. Offices could
become community hubs with a shift to
70% collaboration and 30% individual
workplace.
04
4.2 Future Role of FIs’ Ecosystem Higher face to face interaction means more
WFH difficulty Retail Branch Staff
Remote working (Manager, Staff and RM)
HIGH Limited WFH Difficult to WFH
IT
Academic literature suggests that remote working brings about Liquidity Traders, Exchange Operations Traders trading in
positive benefits such as greater autonomy and lower work-life Traders, Client Traders illiquid products (i.e.
Over the Counter
conflicts. IT Development
Trades derivatives
and/ or structured
Face to face interaction

Treasury and
Marketing products)
Markets
REMOTE WORKING SUITABILITY Credit
With over 200 FIs in Singapore’s For instance, a trader’s role is generally We have identified banking job functions HR
banking sector, banking is one of the independent and does not necessarily that can transit to full-time remote Institutional
largest sub-sectors within financial require a high degree of F2F working.
Relationship Manager
services providing a wide range of jobs. interactions with colleagues. However,
• QUADRANT 1 (Bottom Left): Easy Trade Operations
Hence, this sub-sector was chosen for the level of remote working readiness Legal C-Suite and
to WFH – Roles with minimal risk Call Centre
our study where we identified banking is low due to confidentiality and legacy Private Banker
Management
management procedures and can
roles that can transit to WFH or full-time systems. The size of the bubbles in relationship Risk and Compliance
WFH all or most of the time. management role
remote working. The assessment of indicates their estimated population in
Finance and Audit
job roles in banks would be a model to the bank. • QUADRANT 2 (Top Left): Limited
evaluate the roles offered by other sub- WFH – Roles that require a high LOW Easy to WFH Limited WFH: may WFH with
sectors. There are a few assumptions: secure requirements
degree of F2F interactions but with
This study is based on a generic full minimal compliance issues. These HIGH Remote Working Readiness LOW
From the lens of productivity and output,
bank with retail branches providing the roles require workplaces for F2F Assessing FIs’ Job Functions by the Ability to WFH
our study assessed the suitability of
full spectrum of financial services. Role interactions but can WFH when such
these roles based on three factors: Source: Cushman & Wakefield consortium and panel of Singapore-based banks
terminologies and role population sizes interactions are not required.
• The level of time-critical face-to-face may differ across banks.
• QUADRANT 3 (Top Right): Difficult
(F2F) interactions with colleagues or
Support roles are grouped based to WFH – Roles that face high
clients in FIs’ workplace.
on their functions. There could be compliance barrier1 and require a
• The level of remote working instances where roles illustrated high degree of collaboration in their
readiness given risk management have varying degrees of difficulty day-to-day activities. These roles FOR BANK WITH FOR BANK OR FIs WITHOUT
considerations and confidentiality to WFH based on different types of cannot WFH. EXTENSIVE RETAIL AN EXTENSIVE RETAIL
issues. infrastructure level and the team that BRANCH NETWORK BRANCH NETWORK
they are supporting; and • QUADRANT 4 (Bottom Right):
• Dependency on specialised May WFH if access is secure2 or
35% 42%
immovables such as space and Our qualitative assessment of equipment is provided – Roles that
Easy to WFH
equipment. banking operations is based on face high compliance barrier with
knowledge gained through interactions limited face-to-face interactions.
and conversations with banking These roles cannot WFH presently.
professionals, as well as inputs from a However, if job roles or compliance
36% 43%
panel of banks in Singapore as part of barriers were to evolve in line with Limited WFH: may WFH with secure
this study. increasing digitalisation, they may be requirements
able to WFH in the future.
Notes:
1. Compliance barrier refers to standard risk management requirements that include locked rooms accessible to authorised staffs only,
Difficult to WFH
29% 15%
secured equipments and document storage, as well as video and voice recording to enforce the adherence of staff to comply with
internal compliance requirements and protect clients’ data and funds.
2. Secure requirements consist of the following key points:
• Ensure patching updates are applied to address system security flaws in a timely manner;
• Deployment of security devices to restrict unauthorised network traffic;
• Implementation of measures that mitigate the risk of malware infections;
• Secure the use of system accounts with special privileges to prevent unauthorised access;
• Strengthen user authentication for critical systems as well as systems used to access customer information.
04
“We have managed to achieve 100% 4.2 Future Role of FIs’ Ecosystem
Flexibility at work based on personas
working from home capability for our
traders.”
Headcount-to-Desk Sharing Ratio
- A global financial institution in Singapore
(1.0 to 1.1) staff:1 desk (1.2 to 2.0) staff:1 desk (1.5 to 2.0) staff:1 desk
ANCHOR NETWORKER AGILE
Roles tied to the physical workplace Predominantly working with Functions that are mainly location
infrastructure, related to regulatory, partners or clients such as advisory agnostic. Compliance can be met
compliance or operational functions roles. Their work can happen through digital security, yet the
such as trader’s role. outside the office, yet requires a nature of the work can be highly
well-designed place to host visitors collaborative. This is when an office
from time to time. becomes critical.
FIXED FLEX
Level of agility
FLEXIBLE WORKING BASED ON THE MAPPING THE PERSONAS BASED ON SHARING RATIO TO INFORM FI
DIFFERENT PERSONAS FUNCTION AND PREFERENCES WORKPLACE STRATEGY
To balance an FI worker’s remote Compared to other industries, the FI Various degrees of flexibility will guide
working and physical workplace persona is tied to tighter compliance FIs towards determining their sharing
requirements, FIs are mapping flexible and regulatory requirements in their ratio, which refers to how many people
working ability based on staff roles work processes. This approach also are sharing a desk or seat. As an
and personas. Broadly, there are dictates how each FI defines its example, a 1:1 sharing ratio implies an
three categories of personas for FIs’ essential workers and align this to assigned seating environment. While a
employees, which will vary based on the its the broader workplace strategy. 2:1 sharing ratio refers to one desk for
business types and scale of operation Personal preferences may also every two staff.
in each location. These categories influence flexibility of each staff. Each
of personas are Anchor, Networker, FI can rapidly adapt to the future
THE DYNAMIC NATURE OF THE
and Agile, as described in the above workspace ecosystem by developing PERSONAS
diagram. personas to understand how employees
want to work and tailor solutions for Rapid digitalisation and changes in the
those uniquely impacted by remote FI industry will also shift the nature of
working. work of these groups. Some groups
who are anchored to their equipment
today can shift to a different category or
evolve to be more flexible.
Image: BP Singapore, by Hassell, Photography by Owen Raggett
Study commissioned by ABS and MAS | Cushman & Wakefield consortium Final and Published Version 90 Study commissioned by ABS and MAS | Cushman & Wakefield consortium 91
04
Balancing individual and collaborative space
The office space we keep will be used less to house banks of

standalone desks and much more to bring people together
collaboratively.
- Jonathan Lewis, CEO Capita
BUILDING
RELATIONSHIPS
COLLABORATION and MENTORING

INNOVATION
TRAINING FOCUS WORK

WORKPLACE
CONFERENCE CONFIDENTIAL
CALLS WORK
ESSENTIAL
WORK
FUNCTIONS
THE PURPOSE OF THE WORKPLACE IS

CHANGING
In the future, FIs may retain their central FIs’ offices need to accommodate The main office will still provide
offices as their headquarters. Although more spaces for their community to flexible space for employees to work
these offices may move towards gather. The workplaces will have more accordingly to their individual work
providing more collaborative spaces for collaborative and amenity spaces to requirements as well as for those living
face-to-face interactions and connecting attract people back to the office. More in relative proximity. Striking a balance
with the company’s corporate culture, amenity spaces can be allocated for between collaborative spaces, and
employees will only travel into the office socialising and bonding. individual-focused spaces will be key.
for specific reasons such as face-to-
face meetings, project work, events and
training.
Image: Morningstar Sydney by Hassell, Photography by Nicole England
04
SPATIALLY BLENDED,
4.2 Future HYPER
Role of FIs’ DIVERSE, SUPER AGILE..
Ecosystem
Spatially blended, hyper-diverse and super-agile
Collaboration + alternate settings
Individual desks + support settings
Alternate + remote work + virtual settings
ALLOCATION WITHIN THE PHYSICAL WORKPLACE

ACTIVITY-BASED CURRENT
HISTORICAL
HISTORICAL OPEN
OPENPLAN
PLAN ABW (ABW)
WORKING AGILE
AGILE FUTURE?
FUTURE?
70%
30%
PRE 1990s 1990s - 2000s 2010 ~ 2020 2015 ~ 2020 BEYOND 2020 >
Hassell Presentation Hassell © 18
THE CHANGING SPACE PROVISION IN

THE WORKPLACE
As remote working becomes

entrenched in the new normal, the
physical workplace or headquarters FUTURE
is expected to play host to a greater
diversity of activities. Staff will come
to the workplace to collaborate. They
will also return to office to use facilities
that are only available in the workplace,
such as training or equipment.
Individual-focused work will still happen, 50%
but these will occur at home, satellite
offices or third spaces. This shift
will impact how we plan and use our
workplace in the long-run, increasing
the provision of innovation and
collaborative settings that also function
as spaces for individual work.
50%
Remote, WFH or alternate ways of working
Individual settings
Innovation and collaborative settings Individual settings
Innovation and collaborative settings
04
Impact on retail branches RETAIL BANKING –
The case for digital banking services in Singapore has become
stronger due to COVID-19. A record number of digital banking
IMPACT ASSESSMENT BLURRING
THE
BOUNDARIES
transactions are taking place during the COVID-19 pandemic,
pointing to a strong acceleration in fintech adoption.
HI GH
• COVID-19 accelerated the WORKING
AI & BIG DIGITAL
HIGH
DATA BANKING
- S&P Global, September 2020 FROM HOME
digital transformation
globally including in retail REDUCTION REDUCTION
OF ATMS OF BOH
THREE TYPES OF EXISTING RETAIL
BRANCH CATEGORIES
banking
IMPACT
We categorised provision of financial • Pre-COVID-19, visits to
services to individuals into three main SAFE REDUCTION
groups - Personal Banking, Premier retail brances have DISTANCING OF TELLER
Banking, and Private Banking. In SPACE
terms of operations, Personal Banking dropped, but still required
activities were most impacted during the
pandemic.
for certain transactions/ TEMPERATURE FLEXIBLE
CHECK WORKING
generations POLICY
LLOW
OW
• Changes foreseen in the
RETAIL BANKING PROCESS
#1 #2 #3 way we use the real
estate and how to re- LEGEND:
PERSONAL BANKING PREMIER BANKING PRIVATE BANKING SSHORT-TERM
HORT TERM LONG TERM
LONG-TERM
position the retail TECHNOLOGY

Source: Hassell, based on its internal research from previous
branches SPACE
engagements with FIs clients.
POLICY
Note: BOH refers to Back of House.
LONG-TERM IMPACT ON RETAIL

BANKING APPROACH
Prior to the COVID-19 pandemic, Responding to the Dynamic Ecosystem,

visits to retail branches have dropped there is a potential for retail branches to
over the years as digital banking is serve a dual purpose with touchdown
becoming more of the norm. This or near home workplace options. This
shift has accelerated during the approach is very organisation-specific,
pandemic. Between January and March and dependent on the staff’s needs.
2020, more than 100,000 DBS Bank
customers shifted to digital modes1. The above chart showcases the
This shift will immediately impact the elements that are here to stay for
way retail branches are designed, with the long-run. Safe distancing and
more emphasis towards customer temperature checks are temporary
experience, financial education, and measures that can be implemented
brand awareness. accordingly, while the shift towards
digital banking will change retail
branches design in the far future.
Source:
1. Ng, K. (2020, April 16). Digital banking transactions soar amid restrictions on movements. The Business Times. Retrieved January 4,
2021, from https://www.businesstimes.com.sg/banking-finance/digital-banking-transactions-soar-amid-restrictions-on-movements
04
Future of retail branches
TRADITIONAL BRANCH: FUTURE RETAIL BRANCH: GREATER

THE MARKET PLACE FLEXIBILITY AND ENGAGEMENT
Before the rise of digital banking, FIs’ Characteristics of the previous retail The future of retail branches will be Characteristics of retail branches of • More customer autonomy to self-
retail branches served as the key branches: comparable to a fashion or technology the future: help about financial knowledge and
touchpoint between the customer and flagship store. Customers have the relevant financial products
• Clear distinction between teller and • Blurred lines between different
the bank. autonomy to wander, engage, or
advisory activities activities • Integrating technology and AI
educate themselves on various financial
Activities range from a quick self- products and solutions. to support customer or staff
• Higher degree of physical security • Further collaboration with external
service transaction using the ATM, engagement and interaction
operators such as cafe or retail space
to face-to-face with the tellers or the • Larger back of house space with high The experience will evolve around
to attract and retain customers • Potential additional workplace
advisors, each having their own clear concentration on operational work the client journey of showcase,
space allocation. entertainment, education, customer depending on each FI approach
• Relatively smaller back of house
• Less autonomy or choices on service or face-to-face interactions. space provision
financial education and showcase of
products
FROM TO
LINEAR BACK OF HOUSE FLUID BACK OF HOUSE
ZONING DIAGRAM OF A ZONING DIAGRAM OF THE

TRADITIONAL BRANCH FUTURE RETAIL BRANCH
CO-WORKING OR CO-WORKING OR
INNOVATE INNOVATE
TELLER and ADVISORY

TELLER ADVISORY
CAFE MEET
SUPPORT SUPPORT
SUPPORT SUPPORT
ATM GALLERY LEARN ATM GALLERY LEARN
HOST HOST
“As online banking continues to grow
its share of overall banking activity,
branch and digital banking will align
with consumer expectations of an
enhanced omnichannel experience.
Smaller, agile branches will function
as extensions of banking websites and
apps, offering the types of personalised
retail experiences that are now a form
of brand currency.” 1
Source:
Image: Credit Union Australia Branch, Brisbane, Australia 1. Solidus. (2020, July 30). Retail bank design and the Covid-19 pandemic. Retrieved January 04, 2021, from https://www.gosolidus.
com/2020/07/retail-bank-design-and-the-covid-19-pandemic/
04
Resilient FI workforce
A resilient FI workplace is fundamentally built upon an ecosystem

of spaces designed to adapt and evolve over time: optimising real
estate while fostering higher employee engagement. This will require
FIs to actively manage the macro and micro factors in the workplace
environment.
+
MACRO MICRO
Image: ANZ Melbourne Centre by Hassell
Photography: Earl Carter
MACRO KIT OF PARTS1 MICRO KIT OF PARTS2
The resilience of a workplace to pandemic is largely On the micro-level, we look at workplace design within
determined by its location and the regulatory bodies that tenanted areas, FM, and individual behaviours to support
surround it. At the same time, corporate policies and resilience.
digital infrastructure need to be ready to support a shift
to the ‘Pandemic ON’ mode. When the severity level is It is a shared responsibility between landlords and tenants
not high, organisations can also look to leverage a city to manage the workplace and environment during the
infrastructure such as third spaces and satellite office as ‘Pandemic ON’ mode. Our engagement with real estate
• Organisation policy • Workplace design alternative workplaces to reduce commuting. developers in Singapore showcase a thorough operational
procedure and emergency protocols from both FIs’ and
• Digital infrastructure • FM On a macro-level, we look at the organisation policies, landlords’ FM.
digital, and building infrastructure to build pandemic
Communication from both building and FIs’ FM has been
• Building infrastructure • Individual behaviour resiliency.
proven to play an important role in raising individual’s
awareness of changing measures during the pandemic.
Notes:
1. Macro kit of parts: Refers to the broader components that support resilience in addition to the physical space such as the organisation
policy, the digital infrastructure, and the building level.
2. Micro kit of parts: Refers to parts that fall under tenants’ responsibilities, be it within their physical workplace, internal facility
management, and policy to manage individual behaviours.
04
The FIs’ role in facilities management
FIs, as tenants, will need to

exercise their due diligence in
ensuring a safe and healthy
workplace. The below is an
overview of space utilisation
strategies and technologies that
can be adopted by FIs to support
safe distancing efforts, depending
on their real estate footprint as well
as types of work settings suitable
for a hybrid physical and virtual
environment. Strategies Technologies
Segmented Traffic Flow One-Way Circulation Automated Thermal Screening and Room Booking with Capacity Control
Facemask Detection
• Purpose: direct occupants and • Purpose: map employee movement • Purpose: administer availability of
visitors to use monitored and and implement one-way flows in • Purpose: facilitate smooth flow of rooms for reservations to manage
protected routes appropriate areas traffic at building entrances and occupancy and facilitate contact
provide a “first line of defence” to tracing
• Proposed location: building • Proposed location: within the mitigate the risk of virus spread
entrances and exits workplace • Proposed location: work desks,
• Proposed location: building meeting rooms, break-out rooms
Physical Barriers (Such as Sneeze Alternate Seating Arrangement entrances and exits and auditoriums
Guards)
• Purpose: reduce potential
Visitor Management System
• Purpose: protect occupants from transmission between occupants in
the exposure to respiratory droplets the work environment • Purpose: track and manage crowd
that are dispersed when coughing, flow at different areas of a workplace
sneezing or even talking • Proposed location: work desk area, that include the elevator and lobbies
meeting rooms and pantries
• Proposed location: receptions, work • Proposed location: across the
desks and pantries Signs and Safe Distancing Markings workplace
• Purpose: direct foot traffic and
Workforce and Meeting Arrangement Automated Occupancy Monitoring
communicate key messages in high System
• Purpose: calculate demand and traffic areas
segment workforce in the office and • Purpose: track the number of
meeting to limit in-person interactions • Proposed location: corridors, occupants entering and exiting a
and accommodate safe distancing entrances and receptions, pantries premise, provide real time capacity
and restrooms of the room and predict peak
• Proposed location: across the occupancy timings
workplace
• Proposed location: across the
workplace
04
Building services
Adhering to the current Singapore building codes is the minimum

requirement for resilience. A combination of the right set of
building services and efficient FM protocol is crucial to create a
resilient building.
Operations or FM
Preparing the Right Building Services

and Operation Protocols While physical distancing may be
The right infrastructure to switch
to ‘Pandemic ON’ mode is key for
effective in lowering the infection risk
landlords and businesses to quickly
pivot and adapt according to the
posed by COVID-19 (given it is primarily
prevailing situation. spread by respiratory droplets),
The diagram on the right explains the
components within building services
there still is a need to prepare for any
that may fall under the landlord’s
purview. The main areas are highlighted
Ventilation pandemic to ensure business continuity
in blue, which require adjustments
during a ‘Pandemic ON’ mode.
Vertical
and minimise disruption.
Connectivity
Apart from safe distancing and reducing
touch surfaces, ventilation is another
Pandemics in the future may be airborne,
key component that can reduce the risk
of transmission in the workplace.
for which a good ventilation system (such
as air purging and filters) and natural
Temperature and
In collaboration with tenants, the FM Humidity
ventilation may prove useful in keeping

team of the building is responsible for
ensuring that basic facilities are well-
maintained, and environmental factors Wayfinding
such as the lighting and temperature the workplace safer.
meet the needs of the occupants.
Lighting
Entry
Image: CapitaGreen, Singapore
04
Building infrastructure: #1 air conditioning and ventilation
The Air Conditioning and Mechanical Outdoor Air Ventilation and Air Conditioning (VAC) • Purge mode operation should only Maximisation of Exhaust Settings
Ventilation (ACMV) of the built introduce outdoor air which has been • Viruses can be transmitted through
• Air purging system should be
environment plays a role in controlling dehumidified. the faecal-oral route due to poor
operated twice a day (before and
the transmission of pathogens. Purge Air Primary ventilation. Exhaust settings within
after working hours), introducing Introduction of More Outdoor Air
Depending on the ACMV settings, AHU restrooms should always be switched
outdoor air into the space and
• ACMV systems should minimise use
it can create an environment where discharging indoor air. on and set at maximum during office
viruses do not thrive. of recirculation air to mitigate risks of
hours.
• The minimum time to run the purge re-introducing contaminants into the
cycle should be equivalent to four building • High exhaust settings create a
air changes (two air changes before negative pressure environment,
• Systems with demand control for
occupancy and two air changes after keeping the contaminants within the
outdoor air, should be disabled and
occupancy). restroom and not contaminating other
run at the full outdoor air rate during
spaces.
• Outdoor air dampers set to the ‘Pandemic ON’ mode.
maximum setting to enhance dilution • New buildings, or buildings with
• CO2 levels indicate the level of
indoors. Operating the ACMV at major retrofit should be encouraged
fresh air in the environment and the
least two hours before and switching to have fans available for use.
amount of dilution. Higher levels,
off two hours after all occupants
above 1,100 Parts Per Million (PPM), • Run washroom exhaust around-the-
have left, can effectively simulate
indicate that the air is not being clock during ‘Pandemic ON’ mode.
air purging of the built environment.
adequately refreshed and ventilated.
This is an alternative for buildings
which are not equipped to operate a • CO2 levels below 800 to 900 PPM,
dedicated purge cycle. which is achievable with a reduced
Supply Air occupant density, should be
Return Air • Run purge mode in the event of a
encouraged during ‘Pandemic ON’
detected case.
mode.
Recirculating
AHU
04
4.3 Pandemic-Resilient Building 3.3 Pandemic-Resilient Building
Building infrastructure: #2 filtration and sanitisation Building infrastructure: #3 IAQ monitoring
Occupants returning to work will traverse through the building IAQ Parameters Temperature: 23°C to 25°C should be encouraged in ‘Pandemic
and workplaces. It is important for landlords and tenants to • Good control and management • Studies show that temperatures ON’ mode where the occupant
adopt safe distancing strategies. of internal air quality in built above 30°C (not possible for human density has been reduced.
environments can significantly comfort) causes decay of COVID-19
• CO2 level is an indicator of sufficient
reduce the risk of transmission by in the environment.
fresh air in the environment. Higher
inhibiting the ability of pathogens to
levels, above 1,100 PPM, indicate
Air Filtration and spores more effectively than harmless to occupants. The system thrive. • The recommended temperature
that the air is not being properly
• The American Society of Heating, UVGI. UVGI specifically inhibits the is installed within the AHU where range for the workplace is 23°C
Relative Humidity: Below 60% to 25°C. Do not overcool to lower refreshed and ventilated.
Refrigeration and Air Conditioning ability of viral, bacterial, and fungal it can distribute the ions through
organisms from replicating and ductwork systems into occupied • A humidity of below 60%1 helps to temperatures. Humidity Control
Engineers (ASHRAE) has
recommended a minimum of MERV transmitting diseases. spaces. support a well-functioning immune
Carbon Dioxide: • AC systems in most modern buildings
14 filters for protection against system that includes the lungs
have control functions which reset
• UVGI running cost comes from the • Ozone-free bipolar ionisation (respiratory epithelium) and skin. • CO2 levels indicate the level of
infectious aerosols. parameters towards small energy
replacement of UVGI bulbs within systems that are not harmful are fresh air in the environment and the
the ducts and AHU as well as the recommended. savings. Temperature resets can
• HEPA filters will cause significant • It reduces the survival rate of amount of dilution.
electricity consumption from the pathogens and lowers the risk of be disabled to achieve the lowest
reduction of pressure to the overall
UVGI lamps during operation. Safety • Most experts are still uncertain and transmission of certain airborne • CO2 levels are recommended to be humidity levels in operation during
ACMV system. This will cause
consideration must be taken to have adopted a neutral stand on the maintained at 1,100 PPM or lower. ‘Pandemic ON’ mode.
significant energy usage from droplets and viruses.
prevent occupants from exposure to effectiveness of bipolar ionisation This target is applicable in for both
increasing the blower speed to • IAQ monitoring, primarily for CO2
UVGI light. technology for the inactivation of • Optimal range for disinfecting ‘Pandemic ON’ and ‘OFF’ modes.
maintain pressure at a desired level. levels, provides feedback to inform
COVID-19 or respiratory viruses surfaces.
UV Air Disinfection Bipolar Ionisation due to the lack of scientific data and • CO2 levels below 800 to 900 PPM the frequency of setting air purge
testing protocols. ASHRAE and CDC cycles.
• UVGI used for air purification is • An emerging technology, bipolar
ionisation is used to break down have taken a neutral standing on the
comparatively more effective in
airborne particles such as use of such technology as well.
reducing virus count within the air
than air filtration. However, HEPA mould, viruses, bacteria and Volatile
filters can reduce other contaminants Organic Compounds (VOCs) into ‘Pandemic ON’ and ‘OFF’ Mode
within the building such as bacteria their inactivated versions that are
Pandemic Outbreak Mode No Pandemic Mode
• Maximum ventilation settings • Ventilation settings to optimise the

(Outdoor air, daily air purging, air introduction of outdoor air, frequency
changes in workplace). of air purging and air changes to
Recommended Choice of Filtration and Sanitisation Technology
minimum required standards based
• IAQ: temperature 23°C to 25°C, on code of practice, for maximised
Proven Technologies with Long History and Track Record Humidity targeting best performance energy efficiency.
and below 60% RH.
MERV 14 HEPA UVGI
• IAQ: temperature 23°C to 25°C,
• Effective in filtering aerosol droplets • An ability to filter most mould, • Varying efficiencies towards • Filtration, MERV 14 above and/ or Humidity typically 60% RH with some
to 0.3 microns viruses, bacteria and VOCs different types of particles UVGI AHU air purification installed. tolerance allowing energy saving
• It can be fitted to most buildings • High running cost and cannot be • Wavelength needs to be calibrated control modes to be used.
without significant modification retrofitted in many cases
• Filtration, MERV 14 above and/ or
UVGI provided in the AHU.
Non-Proven or Emerging Technologies
BIPOLAR IONISATION Note:
1. The recommended range for space operating conditions has been established with reference to COVID-19 guidelines issued by five
• Limited study on effectiveness institutes representing air conditioning professionals globally:
• Long-term effects of negative ions • The American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE)
exposure not studied • The Australian Institute of Refrigeration Air conditioning and Heating (AIRAH)
• Chartered Institute of Building Services Engineers (CIBSE) UK
• Federation of European HVAC Associations (REHVA)
• The Indian Society of Heating, Refrigerating and Air-Conditioning Engineers (ISHRAE)
04
Technology to enable resilience
Temperature Scanning at Building Entry

A building resembles a human body – data-rich Mechanical
Temperature scanning is automated
Electrical Plumbing (MEP) system represents the respiratory through thermal imaging at controlled
and circulatory systems, while the architectural and entry points. This information can also
structural outputs are the skins and bones. be linked to a contact tracing database.
Smart Building for Real-time Update and • Preemptive or proactive identification
CONTACTLESS ACCESS CONTROLS

Predictive Analytics of issues
Smart building systems provide
• Service equipment based on real
real-time monitoring of temperature,
needs instead of fixed routine
humidity and indoor air quality. These
are key parameters in ensuring that • Reduce the risk of infection for
the workplace remain safe during a maintenance crews
pandemic.
• Reduce operational costs and
• Remotely connected AI to control downtime by using machine learning
VAC Turn Smartphones into Digital IDs
• Turn smartphones into digital IDs
Beyond the purpose of identification
• Smart sensors for monitoring of
temperature, humidity, motion, noise Contactless
in access control,• the smartphonesdoor
of access using
smartphones
users are used as digital IDs that enable
• Integrate real time weather contactless application across multiple
information to optimise energy and touchpoints. • Occupancy control by limiting
comfort access based on maximum
capacity
• Monitor IAQ to improve well-being
and comfort of occupants
• Digital floorplan for easy
• Automated lighting control systems navigation to destination and Source: Honeywell Vector Occupancy App
using motion sensors facilitate a avoiding crowded premise
contactless environment
• Lighting and temperature controls

through a mobile application Facemask Detection Systems 47
• Predictive maintenance through AI Integrating CCTV and AI to detect

embedded in Smart Building systems people without masks entering building.
Key features of such systems include:
• Notification to alert security or

building management
• Real-time monitoring dashboard to

analyse trend and historical records
• Artificial Intelligence without human

intervention
04
Touchless Lift Control Solution Visitor Management Systems

Touchless access from the building Systems that allow visitors to check in
entry, to lobby and the selected and out of premises through a portal or
floor is achievable, as users identify mobile application. These are integrated
themselves through a digital ID on with points of access in a building
their smart phones or facial recognition which can be linked to a contact tracing
systems. database.
Whilst the destination control system
recognises their default floors, it also
gives them the option to select other Room Booking Systems
floors if desired. The use of room booking applications
enables users to plan meetings for the
right size group and to check availability
of spaces to change the work setting in
an agile workplace.
Indoor Wayfinding Solutions
Mobile wayfinding applications to enable

users to determine the availability of
desks in an agile workplace. This also
facilitates contactless access.
Image source: Schindler
04
Occupant Density Management Chatbot Assist
Systems that use information from A smart interface is used to interact with
CCTVs, video counting and Wi-Fi to occupants and visitors. It:
track people in the premises. They
provide: • Eliminates the need for human
receptionists to reduce human
• Feedback to operators to control contact
the crowd flow along key circulation
points such as lobbies. • Interfaces with other building
systems to access data and request
• Heat map and real time monitoring of changes to operating conditions or
people density within the workplace facility bookings
• Interfaces with air conditioning,

lighting controls, logistic services,
visitor management and room
booking system
• Provides instant assistance to

occupants and visitors
04
Predictive Cleaning Systems
Smart sensors are used to collect data

such as the frequency of usage for
areas including restrooms and pantry,
where cleaning functions are crucial in
ensuring users’ well-being.
Users can also report and request for

a cleaner to respond through the user
application.
Through sensors and feedback,

the cleaning frequency is adjusted
to enhance responsiveness to high
demand or poor conditions. As such,
hygiene is improved and the risk of virus
transmission can be reduced.
04
4.4 Pandemic-Resilient Workplace
While recovering from this pandemic, it is critical to plan for the

longer-term to support the well-being of the staff in the workplace.
WHAT’S NEXT FOR OUR WORKPLACE?
As flexible working becomes the new

#1 ESSENTIAL WORKERS ARE UNIQUE TO EACH
normal, and to prepare ourselves for
BUSINESS
future pandemic threats, we foresee the
following six principles to apply before Business-driven decisions to determine ‘essential workers’ which define
planning our return to work. the occupancy levels and priority access to a workplace.
#2 PLANNING BASED ON THE LEVEL OF RISKS OF

THE PANDEMIC
Risk and safety measures will be based on pandemic types and the level
of health risk or severity.
#3 MORE CHOICES AND FLEXIBILITY

The ‘New Normal’ will accommodate more working options within the
ecosystem (i.e. WFH, co-working, community and shared spaces, and
other third spaces).
#4 SEAMLESS TRANSITION
The flexibility of the ‘New Normal’ way of work will build a more seamless
transition between ‘Pandemic ON’ or ‘OFF’ modes.
#5 EMBEDDED PLANNING MEASURES

Potential SMMs that support protocols during the ‘Pandemic ON’ mode
and future operations, can be embedded in the floorplate or building plan.
#6 EXPERIENCE PER EMPLOYEE

Workplaces should be created with greater experience per employee, yet
be efficient and adhere to a set of good health and safety practices.
Image: Credit Suisse, Singapore by Hassell, Photography by Owen Raggett
04
Floorplate principles
Components of a pandemic-resilient workspace ecosystem
Flexibility Efficiency
Divisibility Legibility
PLANNING APPROACH FOR PANDEMIC-

RESILIENT FLOORPLATE
A post-COVID-19 future will see a

series of subtle shifts in both the
occupiers and landlords with regard to
their perspectives towards floorplates.
The inherent need for flexibility and

disciplined structural systems will be
coupled with the need to better host
multiple small tenants.
Commercial towers will need to offer

nodes of distinct amenities, as the
importance of connections to fresh
air, landscape and integrated wellness
will continue to be amplified. The MRT
four principles of flexibility, efficiency,
divisibility and legibility are essential to Clinic or
emergencies
support a high-performance workplace.
Image: Swiss Re, Sydney by Hassell, Photography by Nicole England
04
Components of a pandemic-resilient workspace ecosystem
“COVID-19 has warranted Highly flexible layouts are Benefits: Pandemic Resiliency
flexibility in design all the more reconfigurable, equipped with movable Considerations:
Efficient floorplates are regular and
critical... The volatility of staff fixture or furniture that can be adapted
contiguous – with minimal redundant Efficient floorplates enable easier
sizes, tenant footprints, and over time, or support multi-functionality.
corners or spaces. While the base
social distancing or airflow For instance, during expansion, a transitions between safe distancing
building efficiency is of utmost concern
requirements will dictate designs flexible layout allows for additional requirements and intensifying usage.
to the developer – to maximise
that allow for ease of subdivision placement of seats.
the amount of lettable area for the Examples of efficient layout include
and reconfiguration of floor
Pandemic Resiliency investment, a building with an efficient reducing the circulation spatial
space.”
Considerations: floor plate allows tenants to optimise requirement by aligning the built-zones
their footprint. or rooms along the core, avoiding
- Council on Tall Buildings and A flexible layout supports rapidly built zones or rooms along the facade
Urban Habitat (CTBUH) changing workplace requirements to increase daylight penetration, and
in a ‘Pandemic ON’ mode such as planning based on the building grid.
supporting safe distancing by increasing
Benefits:
Flexibility A flexible floorplate refers to a layout
distance between seats, furniture, and
hence, reducing density in the space. Efficiency
that can easily be adapted overtime
to the changing use/ requirements.
Tenants desire layouts that enable
flexibility of reconfiguration.
Image: Westpac Kogarah, Sydney by Hassell, Photography by Nicole England Image: Roche Workplace, Sydney by Hassell, Photography by Nicole England
04
Components of a pandemic-resilient workspace ecosystem Components of a pandemic-resilient workspace ecosystem
Benefits: Pandemic Resiliency Benefits: Pandemic Resiliency

The ability to easily subdivide a Considerations: For large tenancies, it is important Considerations:
floor without losing lettable areas is As the workplace shifts to a model to have a clear sense of arrival and A legible arrival design is through
typically attractive for a developer. of both virtual and physical space, navigating from floor to floor. This good wayfinding, locating security
Compared to the flexibility principles, floorplates that can easily be subdivided can be achieved through visible and barriers and other requirements such
divisibility is the ability to create will accommodate organisations that central arrival points. as concierge, SafeEntry check-in,
different zones with potential physical plan to reduce their office footprint. and temperature screening area at a
separation. Smaller tenants that share whole strategic locations. These locations
floors will look to have a shared central are visible upon entering or exiting the
Divisibility is not just about floorplates hub that they see as representative of premise.
but about the ability to subdivide a their brands.
building and create a distinct point of
entry and provide ‘pocket amenities’
for sub-tenants.
Divisibility The access to distinctive shared zones Legibility

will be limited to a smaller group of
occupants, which appeals to potential
tenants.
Image: Arup, Singapore by Hassell Image: The Work Project Asia Square, Singapore by Hassell
04
Applying floorplate principles to workplace design
Employees’ well-being and efficiency

Potential zoning for
are the fundamental considerations cordoning off post-
in creating the right experience ‘GREEN ZONE’ evacuation
for employees. Considering all
requirements pertaining to the floorplate
will allow FIs to create versatile space
while still adhering to the local building
codes. Potential Area
for Community
Hub
In the future, FIs and other sectors
will need to consider the overall
‘HOT ZONE’
infrastructure and accessibility within
their premises when designing their
workplace.
‘HOT ZONE’
Potential Area
for Community
Hub
Note:
Contain and Protect
Landlord’s Responsibility:
Containing risks and
evacuation of occupants to • Holding area CONTAIN AND PROTECT
Main arrival points
healthcare facilities Aside from floorplate principles and
• Emergencies
health and safety regulations around fire
Service lift access or evacuation codes or FSSD compliance, we see the
• Ambulance pick up
access need for Suspected Case Evacuation
Tenant’s Responsibility: plan as part of the new normal. Best
Entrance to service corridor or Hot Zone
Informing landlords on positive practices from the FIs we have engaged
case and swiftly evacuating the demonstrate how they treat the threat of
infected persons to reduce risk Evacuation route of positive case pandemic like a fire. For example, they
conducted pandemic drills similar to that
Washroom
of a fire drill.
Fire Stairs
04
Applying floorplate principles to workplace design
An integrated planning approach that considers well-being while • Arrival areas in the pantry and Wellness room as holding area
maintaining safety through implementing the floorplate principles

handwashing point located close to service lift access
for a pandemic-resilient workplace • Locker and sanitising point
1 2 3
4
3
6
1
4 5 6
5
7
2
The floor plan on the following page illustrates one potential layout planned using the four
floorplate principles of Flexibility, Efficiency, Divisibility and Legibility.
7 Entry and Exit: Service lift to be directly connected
• Safe entry to the workplace to drop off point or main building
Blueprinted according to the base building grid system, the layout allows flexibility to move
• Phone ID tap to reduce touch holding area for suspected case, for
furniture around, and rearrange them as and when necessary. To achieve higher efficiency, ambulance pick-up.
surface
built-zones or rooms are planned along the core. This reduces the need for secondary
• Auto-door
circulation space. Moreover, this approach allows for better access to daylight across the
floor. Planning in accordance to the building grid enables easier subdivision to the floorplate, • Lift destination control linked to
phone application
when required.
The two entry points from the lift lobby allows the floorplate to be divided into two separate
zones. Meanwhile, the two cafés or collaboration areas located in the arrival area can
function as space to locate sanitising, check-in points or concierge, depending on the Main arrival points Entrance to service
requirements of each company. corridor or Hot Zone
Service lifts access or Evacuation route of

Note: evacuation access positive case
The number on the top left corner for different types of setting is illustrated on the floor plan in the following page.
04
4.4 Pandemic-Resilient Workplace Steady State SMMs Consideration
Applying floorplate principles in high traffic areas
256 workstations 201
maximum seats after safe distancing
Increasing operational measures in higher density areas
71 meeting seats 50%
meeting room capacity
To further understand the different Based on the assumptions of people’s These areas need to be monitored more
layout strategies that FIs can adopt for movement throughout the day within frequently by the FM team to mitigate
different phases of returning to work, the floorplate, the simulation was used risks and maintain hygiene protocols.
we explore various scenarios in the to define high-density spaces, such as Additional measures such as adding
following pages. the meeting rooms and pathways to touchless technologies, sanitising
collaboration spaces, which typically points, and higher cleaning frequency
The consortium ran a people movement register higher traffic or longer duration can be implemented even during a
simulation, using Space Explorer, to of human physical interaction. steady state scenario.
test the sample layout and understand
critical areas to focus on.
Total time
in seconds
(over 8h
day) where
people are
within one
metre
Nett Internal Area = 22,852 sqft

Density: 89 sqft per seat
Existing meeting rooms with capacity reduced by 50% (71→37)
Consideration should be given to management of break areas

Space Explorer - Arup to avoid issues with proximity
Existing desks - safe distancing to be implemented

STATIC SIMULATION DYNAMIC SIMULATION
Allow one metre spacing between the urinal in the male
washroom and wash basins
04 100%
WFO
Implications of local regulations on office capacity
• Steady state - Office buildings are enabled to support 100%
‘Return to work’ happened gradually as The graphs here represent the capacity. In a hybrid environment, we foresee that 100%
Singapore made progress in managing scenarios in different stages, including capacity is not equal to the overall headcount, with flexible
the COVID-19 pandemic. Workplace the steady state (‘Pandemic OFF’ working adoption by most FIs in the ‘New Normal’.
restrictions were progressively eased mode), which allows 100% occupancy.
within the months post-circuit breaker, The future flexible way of working will
where workplace capacity rose however impact the overall utilisation of
gradually. Since end-September 2020, the steady state.
more employees can work from the
office. However, employers must ensure
70%
that no more than half of employees
who can WFH are physically present at
WFO
the workplace at any point in time.
• Current state as of February 2021, no

more than half of employees who are
50%
able to work from home are to be at the
workplace at any point in time.
WFO
• In future, FIs and all organisations

need to be prepared for a potential
30%
requirement of 100% WFH contingency
plan. A well-prepared FI is one that
WFO
has developed capabilities to support a
100% WFH contingency plan. FIs with
such capabilities would be in a good
position to respond to future pandemics
that may be more contagious and
severe than the COVID-19 pandemic.
10%
WFO
0%
WFO
‘Pandemic ON’ STEADY STATE
MRT Clinic or emergencies
HIGH Level of severity SAFE
04
Levers in a ‘Pandemic ON’ scenario
To allow a more seamless shift between As an example, in a steady state The below diagram showcases how the
steady state (‘Pandemic OFF’) and environment, we are not expecting safe levers are set during a ‘Pandemic ON’
‘Pandemic ON’ state, we categorised distancing to be applied throughout mode.
the key enablers into the following four the workplace, while SMMs ON lever
levers; SMMs, density, IAQ and fresh air, means allowing safe distancing to
and operational measures. support ‘Pandemic ON’ mode.
<50 sqft per

seat
ON HIGH ON ON
SMMs DENSITY VENTILATION OPERATIONS
Enforced or must-have Net Internal Area (NIA) per Minimum requirement and Changes in lift destination
during pandemic seat count. local regulation (SS553/4) to controls, increased FM
Legacy vs. future target. higher standards measures of security,
cleaning, and safety.
OFF LOW OFF OFF

>250 sqft per
seat
Our study has shown that Due to capacity limitations Maintaining fresh air, lower The operational measures
putting in place adequate as a result of SMMs during CO2 level and overall IAQ include both landlord’s and
SMMs is key in managing the COVID-19 pandemic, can support people’s well- tenant’s increased effort
a pandemic like COVID-19. we found that the average being in the workplace. In in safety and security.
During a ‘Pandemic ON’ space in a typical Singapore a ‘Pandemic ON’ mode, Measures such as safe
mode, all SMMs will be put workplace is 80 sqft per control of IAQ will be entry, temperature checks
in place, which also governs person. We also found intensified, such as through and temporary closure can
individual’s responsibilities evidences of a lower density increased frequency of air be done at the building level,
such as mask-wearing and figure of less than 50 sqft purging. while tenants reduce their
safe distancing. per person. Therefore, in internal occupancy. Both
this case ‘high’ is considered parties will need to increase
as 50 sqft and below, while frequency in cleaning and
‘low’ is 250 sqft and above be prepared for emergency
(resulting from the reduced protocols.
capacity).
Image: ANZ Y3 Melbourne by Hassell, photography by Nicole England
Image: AMP Melbourne by Hassell, Photography by Nicole England
04
Levers in a ‘Pandemic ON’ scenario: General office floor
Low Capacity of Working from Office High Risk - 10-15% Capacity

This page demonstrates general NIA = 22,852 sqft
office floor design considerations and
examples to achieve floorplate principles
with a maximum 15% capacity allowed
in a ‘Pandemic ON’ mode.
ON HIGH ON ON
SMMs VENTILATION
• Mandatory mask wearing • Demand control disabled

to run at full outdoor air
• One metre safe distancing
capacity
• Alternate seating where
required
OFF LOW OFF OFF
OPERATIONAL POLICY
• Safe entry and temperature • Up to 90% WFH

checks on entry
• 10-15% working in the office
• Increased cleaning
• Essential worker priority
measures
access
DENSITY • Update lift destination
• Split teams as required
controls to prescribe limited
Reduced capacity to access on each floor and
reduce cross contamination
25-40 • Deep cleaning every

weekend
person OCCUPIED
Total Desk Seat Count 256 UNOCCUPIED

Desk Density 571 sqft per person
Fresh Air Headcount Cap 260
04
Medium Capacity of Working from Office Medium Risk - 15-30% Capacity

This page demonstrates general NIA = 22,852 sqft
office floor design considerations and
examples to achieve floorplate principles
with a maximum 30% capacity in a
‘Pandemic ON’ mode.
ON HIGH ON ON
SMMs VENTILATION
• Mandatory mask wearing • Demand control disabled to

operate at full outdoor air
capacity
applied
• Increased frequency in air
purging
required
OFF LOW OFF OFF
OPERATIONAL POLICY

check on entry
• 15-30% working in the
• Increased cleaning office
measures
DENSITY • Update to lift destination access
controls
• Split teams
Reduced capacity to
• Deep cleaning every
weekend
40-77
person OCCUPIED
Total Desk Seat Count 256

UNOCCUPIED
04
High Capacity of Working from Office
This page demonstrates general

office floor design considerations and Low to Medium Risk - 30-50% Capacity
examples to achieve floorplate principles NIA = 22,852 sqft
with a maximum 30-50% capacity
allowed in a ‘Pandemic ON’ mode.
ON HIGH ON ON
SMMs VENTILATION
• Mandatory mask wearing • Demand control disabled to

operate at full outdoor air
capacity
applied
• Increased frequency in air
purging
required
OFF LOW OFF OFF
OPERATIONAL POLICY

check on entry
• 30-50% working in the
• Increased cleaning office
measures
DENSITY • Update lift destination access
controls to prescribe limited
• Split teams as required
Reduced capacity to access on each floor to
reduce cross contamination
78-128 • Deep cleaning every

weekend
person OCCUPIED
Total Desk Seat Count 256 UNOCCUPIED

04
‘Pandemic OFF’ scenario: Main pantry or hub ‘Pandemic ON’ scenario: Main pantry or hub
The main pantry or hub acts as the

main social and breakout area for both
refreshments and staff integration.
Pandemic
Pandemic
OFF OFF Pandemic
Pandemic
ON ON
During ‘Pandemic OFF’ or steady state,
we assume SMMs, including safe
distancing, are not required.
‘Pandemic OFF’ Scenario ‘Pandemic ON’ Scenario
(Pantry: approximately 2,000 sqft) (Pantry: approximately 2,000 sqft)

Space Space
• 48 SPACE
collaboration seats SPACE SPACE SPACE
• 22 collaboration seats
• 16 _ 48 collaboration
meeting seats seats
_ 48 collaboration seats _ 22 collaboration seats
• 8_meeting
22 collaboration
seats seats
Policy_ 16 meeting seats _ 16 meeting seats _ 8 meeting seats Policy
_ 8 meeting seats
• Ability to take up to 100% utilisation • Ability to take 30% or 50% maximum utilisation
POLICY POLICY
• Increased percentage of remote working POLICY POLICY
• 70% or 50% working from home
_ Ability to take up to_100%
Technology Abilityutilisation
to take up to 100% utilisation _ Ability to take 30% _orAbility
• SMMs50%
appliedmaximum
to one
(i.e. take 30%
metre utilisation
safe or 50%
distancing, maximum utilisation
mask-wearing)
_ Increased
• Increased automation in% of remote/
occupancy _ Increased
tracking home working
% of remote/ home working _ 70% or 50% working _ 70%
fromor home50% working from home
_ SMM applied (i.e. 1m _ SMM
safe distancing,
applied (i.e.Mask 1m safe distancing, Mask
TECHNOLOGY TECHNOLOGY wearing) wearing)
_ Increased automation
_ Increased
in occupancy
automation
trackingin occupancy tracking
04
Pandemic OFF OFF
Pandemic
‘Pandemic OFF’ scenario: Open collaboration space Pandemic ON ON
Pandemic
‘Pandemic ON’ scenario: Open collaboration space
During a ‘Pandemic OFF’ or steady SMMs, including safe distancing, will

state, we assume SMMs, including safe be activated during the ‘Pandemic ON’
distancing, are not required in the open mode, which reduces collaboration seat
collaboration area. capacity by 50%.
‘Pandemic OFF’ Scenario ‘Pandemic ON’ Scenario
(Collaboration area: (Collaboration area: (Collaboration area: (Collaboration area:

approximately 200 sqft) approximately 210 sqft) approximately 200 sqft) approximately 210 sqft)
Space SPACE SPACE SPACESpace SPACE

_ 6 collaboration seats on each
_ 6 collaboration
• 6 collaboration seats in each team’s neighbourhood
team
seats on home
each team home _ 4 collaboration seats on each
_ 4 collaboration seatsteam
• Four collaboration seats in each team’s neighbourhood
on home
each team home
Policy Policy
• Ability to take up to 100% utilisation • Ability to take up 30% or 50% maximum utilisation
POLICY POLICY
• Increased percentage of remote working
POLICY POLICY
• 70% or 50% working from home
_ staff
• Ability to host Ability tofloors
from other take up
_(subject
Ability toto100%
to compliance) utilisation
take up to 100% utilisation _ Ability
• SMMs toapplied
take
_ Ability 30%
(i.e. one toor
metre safe 50%30%
take maximum
distancing, or 50%utilisation
mask wearing) maximum utilisation
Technology _ Increased _ %Increased
of remote/ % home working
of remote/ home working _ 70% or 50%
Technology _ 70% working or 50% from home from home
working
_ Ability to host
• Virtual communication platforms
stafftofrom
_ Ability hostother
stafffloors (subject
from other floors (subject _ SMM applied _ SMM (i.e. applied
1m safe(i.e.
• Virtual communication platforms
distancing,
1m safe Maskdistancing, Mask
to compliance) to compliance)
• Increased automation in occupancy tracking
wearing) wearing)
• Change in lift destination control
TECHNOLOGY TECHNOLOGY TECHNOLOGY TECHNOLOGY

_ Virtual communication platforms platforms
_ Virtual communication _ Virtual communication platforms platforms
_ Virtual communication
_ Increased _automation in occupancy
Increased automation intracking
occupancy tracking _ Change in_lift destination
Change control
in lift destination control
Image: BP Singapore by Hassell, Photography by Owen Raggett
04
Virtual meeting rooms
Virtual meetings are becoming

the new normal post-COVID-19.
Different solutions to combine
physical and digital interactions are
being developed. In the future, we
foresee varying degrees and types
of technology integration in our
collaboration spaces and meeting
rooms, combining virtual reality and
augmented reality with an analogue
approach.
Augmented or virtual reality

eliminates close human contact
and employs three-dimensional
representation to increase the level
of presence and personification
of physical interactions between
meeting participants.
Image: Hassell
04
Future workplace trends for FIs
Imagine a (future) pandemic scenario that forces 100% of the

workforce into their homes - how would FIs respond?
Why are trends important? How are trends relevant What is the priority
to FIs? moving forward?
It is important to acknowledge that this The ‘new normal’ will be a very Thinking and acting holistically and
pandemic has forced a change in the dynamic environment as economies strategically will be the emphasis
way we think about and value the role worldwide begin to re-emerge going forward. Every great disruption
of workplace on a scale that has not stronger. Many creative ideas and brings about significant opportunities
been seen before. This change has exciting innovations in workplace to innovate, and FIs should embrace
indirectly accelerated emerging trends design are expected to be developed this opportunity to assess the role
and set off a radical rethinking of or expected to surface. of the workplace and redefine what
concepts such as digital transformation value means to their organisation.
and agile working, which have already
To remain relevant, FIs will need to
been on the horizon for many FIs.
understand the broader industry trends As the pandemic will impact the long-
to ensure their workplace strategies term mental health for many people,
It is important for FIs to reflect on the are relevant and resilient, particularly it is vital to enhance the workplace
scale and impact of the disruption in the context of significant disruptions and cultivate a greater sense of
that the COVID-19 pandemic has from the pandemic. purpose within individuals. Their
created and take a forward-thinking workplace, including its ecosystem,
perspective on their longer-term will become the main reason for
Creating holistic workplace strategies employees to keep coming back to
strategic changes that could be
in the future will ensure that FIs work.
adopted in the existing and new
evaluate their existing real estate
workplace environments.
portfolio and leverage on opportunities
to optimise their existing work Leaders will have to identify early
FIs are required to be both strategic environment and add value to their adopters of positive change and
and tactical in their approach to employee and guest experiences. spearhead organisation-wide
develop agility and resilience; being projects to nurture a strong corporate
ahead of the curve of trends is key culture and resilience.
to unlocking creativity and providing
clarity to strategic priorities in a holistic
manner. Workplaces are ultimately
about bringing people together and
creating human capital.
04
#1 #3
Emphasis on mental Decentralisation,
and physical well-being remote work options
• Main offices of FIs are predominantly located within the
• Work-related stress is associated with poor mental CBD at present, with back-end and retail operations
health mostly distributed in the city fringe and suburban areas
• WFH has led to working longer hours remotely with • Workplaces will persist in decentralising if employees
little breaks and isolation which increases stress continue to work remotely and companies relocate
• An unhealthy state of well-being can cause productivity closer to their workforce
loss, resulting in social and economic costs • “Third-places” for working, such as flexible shared
• Companies are increasingly embracing employee well- workplaces or underutilised spaces in retail branches,
being with initiatives such as wellness programmes, are possible options for the future
curated activities and flexible work arrangements • A decentralised ecosystem will have a positive effect on
pandemic resilience with lower workplace density
• The emergence of co-working models and service
offerings in the central and suburban locations
• Increased demand for landlords to provide flexible
#2
lease terms to tenants
• Increased focus on operational models and costs to
minimise capital expenditure
Accelerated digital
transformation
• Companies are increasingly dependent on new
technologies and digital tools to remain competitive
and increase productivity
• Employees and clients are now finding new means of
Image: Arup Melbourne by Hassell
communication and collaboration
Photography: Earl Carter
• The digital workplace, encompassing technologies
that employees require in their physical workplace, is
a by-product of digital transformation efforts
04
#4 #6
Hyper-adaptability Hyper-agility
• Adaptability is a key tenet of progressive workplace • Organisational agility revolves around the ability to
design work cohesively, quickly and seamlessly at employees’
• The principle revolves around creating spaces own time, speed and place
that can be easily reconfigured and serve multiple • The concept is highly valued amongst millennials and
purposes Gen Z workers
• Companies are attempting to create spaces that can • Digital transformation is an enabler in making
readily adapt to new technologies, job functions and workplace agility a reality
business models of the future
• Tools that support agility include cloud-based platforms
• Employees seek flexibility and perform better when for teleconferencing and sharing of resources
a wide variety of spaces are available to suit their
needs • Potential benefits for employees, such as time and cost
savings
• Increasing collaborative and touchdown spaces in the
physical workplace for meetings, project discussion
and amenities
#5
Enabling social capital
• Adequate support systems and strong personal
connections can build resilience amongst employees
• Open and flexible community spaces within
workplaces support interactions and help build a
sense of belonging among people
04
Future workplace trends for FIs "A recent survey released on 29
April found that 8 in 10 employees
#7 in Singapore wish to continue WFH

at least half the time or more after
AI-supported the circuit breaker. Minister for
workforce Trade and Industry Chan Chun Sing
• The introduction of more capable autonomous systems also shared his thoughts on 3 May
and AI will transform the nature of work in the future
• Data collection and processing are areas that are more – that WFH will continue to be the
norm for the majority even after the
easily automatable within an FI
• With organisations building a data-driven culture,
circuit breaker ends on 1 June."

workers are upskilling in coveted technology skills
• The deeper integration between automation and
human will result in workflow changes
• Space requirements will evolve as the ratio between
employees and machines changes, building
- SkillsFuture Singapore
infrastructure (such as 5G connectivity) must support
the seamless introduction of new technologies in the
workplace
#8
Community Resilience
• Enhancing community cohesiveness through staff
engagement activities such as team bonding, social
events
• Building both direct and virtual communication
platform to enable in person collaboration and digital
connectivity
• Community resilience will positively affect the work of
an employee and organisational success during times
of turbulence
05 PLAYBOOK - FUTURE
WORKPLACE DESIGN
STRATEGIES
05
05
5.0 Playbook - Future Workplace Design Strategies
#1 Creating an ecosystem
While the pandemic has led to employees of FIs working either in ESSENTIALS INITIATIVES
their homes or in the office, the future will be an ecosystem of multiple
workplace options. The real estate portfolio of FIs will have to add
changing preferences in where and how people work, supported by
technology, to enhance functionality, conveniences and well-being of
employees and other stakeholders.
Clear understanding of different Implementing a sharing

categories of essential workers economy where FI can share or
to be implemented during offer workplaces, amenities and
‘Pandemic ON’ mode services such as flexible shared
workplaces and business
Assessing essential business lounge memberships
requirements based on the
context and location
Other near-home locations to
support remote working options
Planning for the right
infrastructure to support SMMs
during the ‘Pandemic ON’ mode Mapping to enable optimal
selection of satellite offices and
alternative workplaces
Policy and technology
infrastructure to support WFH
and other remote working Equipping employees with WFH
locations furniture and technology setup
kits to effectively work from
home
Developing a strategic
framework that connects all
workplace environments with Communication applications
the entire real estate portfolio or platforms for socialising and
other services such as the
booking of workplaces
IT or technology infrastructure
to enable staff to work in a
hybrid way - in the office as Development of sustainability
well as from the home or a plans to promote use of public
third location such as a shared transport, cycling, walking and
workplace alternate modes of car and taxi
travel
Must-Haves Good-to-Haves
05
#2 Precinct-based location selection
ESSENTIALS INITIATIVES
FIs will evaluate what the precinct has to offer and leverage on facilities
which can be shared, such as training or event spaces, to provide
employees with a more diverse working experience. Evaluations are
carried out for both existing and new workplaces in which FIs will
assess any opportunities to enhance employees’ touchpoints.
Strategic positioning of the Relevance to brand positioning

location in relation to the role of or marketing opportunity
the business and city context
Quality of building services
Plan for an efficient layout and technology that supports
that supports people’s way of the building, for example, lift
working and SMMs destination control, touchless
interface etc.
Quality of finishes and ability

to provide flexibility for future Wide selection of amenities
changes, for example, raised to support both mental and
flooring for future cable physical well-being, such as day
infrastructure care and fitness centre
User-friendly build environment

that is designed to address the
needs of people, for example,
it provides good accessibility to
different modes of transport
Supporting basic amenities

within proximity such as food
and beverage and essential
retail
Ability to split AHU ducting and

increase the level of fresh air
distribution within a space
Image: Marina One, Singapore

05
#3 Adoption of floorplate design principles
Designing for human experience and the planned sequential
movement through spaces vertically and horizontally will ensure there
is a logical and intuitive workplace environment. Additional efforts
will be focused on key human centric requirements, such as natural
lighting, to ensure that workplace design is conducive for occupants
and easily adaptable in the future.
Flexible floorplate to Integrating indoor and outdoor

support changing workplace landscapes within the workplace
environments in steady state or design
times of crisis
Completely wireless network

Planning for multiple functions access across indoor and
to increase adaptability and outdoor workplace settings
enable potential change of use
Access to daylight and views for Opening access to ground level

creating a desirable space spaces to enhance people’s
connection with their local
surrounding and community
Divisibility - the ability to
subdivide to create distinct
zones such as team Use of modular office furniture
neighbourhood to allow quick response and re-
configuration in the event of a
pandemic
Ensuring good legibility in
the workplace with security
touchpoints such as arrival
access and temperature control
Image: GSK Asia House, Singapore by Hassell, Photography: Peter Bennetts

05
#4 Integrating essential SMMs into the workplace
SMMs are operational measures that will guide the use of spaces and
enable the workplace to adapt over time.
Ability to segment traffic flow Visitor management systems that

between entrance and exit allow pre-arranged meetings,
booking of facilities, screenings and
health declaration
Thermal detection screening for
Facemask detection screening
Ability to manage alternate

seat arrangement during the Automatic thermal imaging integrated
‘Pandemic ON’ mode with security and screening systems
Efficient planning to support at Closed-circuit television system with

least 50% headcount with safe proximity detection between staff to
distancing in place reduce crowding
Flexible safe distancing marking Lift destination control system that

in public areas such as lobbies, can be re-arranged during the
lifts, and washrooms ‘Pandemic ON’ mode for ease of
safe distancing
Close proximity to handwashing
and or hand sanitising to Room booking system with capacity
improve personal hygiene control for meeting rooms
Allocated restroom per team
Automated occupancy monitoring

system for potential high-risk areas
such as washrooms and lifts
Image: Hassell
05
What Individuals Should Do Initiatives at the Workplace
Initiatives, such as the provision

of care kits with appropriate tools,
will help to promote good hygiene
4 practices. The minimisation of shared
2
equipment, such as keyboards and
headsets, will also aid to reduce
cross-contamination.
MINDSET & BEHAVIOURAL CHANGE

ONE METRE ONE METRE
3
1
Each individual plays a pivotal role in managing everyone’s safety Image: Arup Workplace Singapore by Hassell
Photography by E.K. Yap
Hand
Hand Mask
Mask Safe
Safe Clean
Clean desk
desk
washingand
washing & wearing/
wearing or distancing
distancing policyand
policy &
1 SAFE DISTANCING sanitizing
sanitising PPE
PPE measure
measures behaviour
behaviour
A minimum of one metre distance, both sitting or
standing
2 FACE MASK
Mandatory face mask wearing during the
‘Pandemic ON’ mode except while eating and
drinking
3 HYGIENE - HAND WASHING AND SANITISING Hand sanitiser

Hand sanitizer
Increased awareness in personal hygiene,
Wet wipes
Wet wipes
supported by additional touchpoints for
handwashing and sanitising
Reusable mask
Reusable mask
4 MINDSET OR BEHAVIOUR
Change in mindset through education and
increased awareness (for example, employees Personal mobile toolbox
are advised to beef up their personal hygiene and
refrain from coming to work when they are slightly
unwell) Mobile
Headphones Mobile application
+ apps:
Headphone • _ Building check-in
Building check-in
_ Room/ desk booking
• _ Colleague
Room finder
or desk
Wireless keyboard
Wireless +
keyboard booking
mouse
and mouse • Colleague finder
Study commissioned by ABS and MAS | Cushman & Wakefield consortium Final and Published Version 174 Study commissioned by ABS and MAS | Cushman & Wakefield consortium 39
05
WORKSTATION PLANNING
STEADY STATE ‘PANDEMIC ON’ MODE (APPLYING SMMS)

Safe distancing is not required during
OPTIMAL Alternate seating arrangement can be
OPTIMAL
the steady state. However, facility DENSITY: applied in this type of environment to DENSITY
enable safe distancing.
managers should be aware of the 1.0
metre safe distancing requirement for 80-120 SQFT REDUCES BY
future-proofing. Our testing suggests
that 1.8 metre back-to-back desk PER PERSON 50% AT MINIMUM
distance will adhere to 1.0 metre safe
distancing. However, a minimum 2.0
metre distance between desks is
suggested for a higher degree of safe
distancing.
1M 1M
1M 1M
0.8m or 800mm workstation depth
0.5m or 500mm average shoulder width
Suggest a minimum of Suggest a minimum

2,000mm and an optimum of 2,000mm and an
distance of 2,200mm optimum distance of
2,200mm
Centre of the person’s diameter

taken from edge of the desk
OCCUPIED OCCUPIED
UNOCCUPIED UNOCCUPIED
05
#5 Operational considerations for FM
Clear protocols and procedure should be in place to support
‘Pandemic ON’ mode and allow changes in the workplace.
Clear communication and Automated IAQ monitoring
demarcation of roles and
responsibilities between
landlords and tenants Embracing the use of robotic
cleaning
Business as usual and
‘Pandemic ON’ mode building
operation policies from Digitising all FM manuals
landlord’s or base building FM
Emergency and evacuation Facilities operated with BIM and

protocols between landlords Digital Twin2 technology platforms
and tenants
Assigning holding area

connected to the ground
floor and ambulance pick up
for temporary quarantine of
suspected cases
Enhancing VAC control
Periodic IAQ monitoring
Conducting risk assessments to

identify potential risk areas and
appropriate solution1
Use of easy to clean furniture

material to improve efficiency of
cleaning and disinfection
Clear processes for emergency

and evacuation protocol Notes:
1. Refer to the next section on page 180 and 181 for more
Occupant density within information.
prevailing code compliance 2. Digital Twin is a platform that mirrors the control points for
limits for ventilation and efficient a building, and facilitates a high level of AI analytics and
evacuation if needed remote monitoring of key operational metrics.
Image: Marina Bay Financial Centre, Singapore

05
Safe distancing strategies and technologies: as more workers

traverse through the building and workplaces upon returning to
the office, it is important for landlords and tenants to step up safe
distancing measures, adopt operational technologies to control
and mitigate the risk of virus transmission.
Singapore’s resilience during the COVID-19

pandemic and the ability of commercial
Building
ENTRANCE AND EXIT
STRATEGY
RECEPTION OR FRONT DESK
STRATEGY
buildings to support a gradual return to
• Segmented traffic flow
TECHNOLOGY
•
•
Sneeze guards
Safe distancing markings work is a result of strong collaborative effort
•
•
Automated thermal screening
Facemask detection
TECHNOLOGY
• Visitor management system between landlords and tenants.
• Contactless door system
Our study and engagement show that clear

communication, stringent protocol, and quick
responsiveness are key ingredients to building
HALL AND ATRIUM
STRATEGY
LIFT AND LIFT LOBBY
STRATEGY
pandemic resilience at the precinct level.
• Signs that reinforce safe • Safe distancing markings
distancing
• Signs and reminders that
TECHNOLOGY reinforce safe distancing
• CCTV with proximity detection TECHNOLOGY
between occupants
• Lift destination control system
Image: Commercialguru.com.sg
05
Planning for safe return to work: facility managers have an

integral role to maintain and ensure that the work facilities meet
the government regulations as well as environmental, health and
security standards. They are also responsible for the soft aspect
of clear communications with the occupants.
In the event of a pandemic, it is A three-by-three risk priority matrix is

important to quickly identify high risk used to assess the associated risk of
areas and implement appropriate transmission at specific locations of a
measures to mitigate further spread. workplace.
To identify high risk areas, a risk 1
priority matrix can be used to assess

the associated risk of transmission for
a location within the workplace and in
common areas.
Risks are assessed as a function of

the expected duration a person spend
in a specific area, which is also the
average expected human density
within the specified area. With this
framework, FIs will be able to react
swiftly and prioritise key areas in the
event of a pandemic.
Low Risk Location Risk Score Sqm per Person

After assessing key risk areas, Medium Risk Meeting rooms 9 1.5
various safe distancing measures can
High Risk Restrooms 6 3
be evaluated based on their ease of
implementation and long-run cost. Pantries 6 1.5
Together, the scoring of risk areas Reception, Front Desk 4 3
and safe distancing measures can Work Desk Area 3 10
inform on the most cost-efficient
Lift Lobbies or Lift Cars 3 1.5
measures for implementation to
Entrances and Exits 2 3
support pandemic resilience.
Hall and Atrium Spaces 1 5
Nonetheless, this framework is not

intended to supersede mandated
government measures but to serve as
guidance for the future.
Image: Asia Square, Singapore Source:

1. Gov.sg. (2020, February 4). How are suspect cases handled? Retrieved January 21, 2021, from https://www.gov.sg/article/how-are-
suspect-cases-handled
05
#6 Densities redefined in ‘new normal’ workplace
Workplaces in the ‘new normal’ may have a reduced average
utilisation due to the flexible working nature. This means that densities
in workplace planning can be adjusted and more touchdown and
collaborative spaces may be required. The implementation may vary
based on the culture and policies of each FI.
Ability to temporarily assign Allowing one metre safe

essential workers into different distancing from day one to
floors to allow 100% active reduce the need to reconfigure
operations of these groups workplaces during the
during ‘Pandemic ON’ mode ‘Pandemic ON’ mode
Agility in workplace planning Leveraging on the broader city

with different types of individual ecosystem to allow near-home
and collaborative settings or satellite location
Flexibility in retail branch Embracing opportunities

planning, focusing on client and of higher sharing ratio and
user experience and fluid zoning dynamic density concept in line
which can support adaptability with greater work flexibility
to ‘Pandemic ON’ mode
Integrating staggered working

hours to reduce peak hours and
crowding in public areas such
as lift lobbies
Embracing flexible working

hours and mobility by enabling
remote working
Planning for 100% virtual

connectivity for all meeting
locations
Image: WeWork
05
#7 Creating and implementing a Business Resilience Plan (BRP)
A holistic approach to resilience involves organisation-specific
strategies, local regulatory requirements, and operational drivers of
HR, IT, and FM.
Allowing employees who can Talent upskilling to support

work remotely to do so under individuals’ resilience towards
BRP the future changes in the
workforce
Digital transformation roadmap
integrating the AI workforce, Creating internal change
including FI specific roles (such management champions to
Workplace as trading, compliance) create awareness campaigns of
resilient leadership strategies
strategy Clear ‘Pandemic ON’ protocol
Developing internal digital
that adheres to both local
and design regulation and organisational playbooks to educate
employees on Standard
requirements
guidelines Operating Procedures (SOPs)
going forward
Upgrading BCP into a BRP
format - a more responsive and
agile workplace management
framework
Conducting audit of existing

workplace or landlord BCP
plans to ascertain alignment
BRP with future resilient planning for
Regulatory Operational
policies drivers
(HR, IT and FM)
05
#8 An approach towards designing for wellness
Organisational resilience can only be achieved with a strong
awareness and belief in the importance of employee well-being. The
following list provides a guide to support the inculcation of good health
and wellness at both the organisational and individual levels.
Working towards a base building Securing Green Mark for

with Green Mark certification Healthier Workplaces or the
WELL Building Standard1
Policies and guidelines to

comply with MOM regulations Diversity and inclusion
guidelines or policies
Change management Organising a yearly
#9 programme to review and

understand latest challenges in
the organisations
empowerment programme that
centres around topics such as
building mental resilience
Essential support such as

hydration, refreshment, personal
hygiene, and ability to breakout
from work within the workplace
environment
Embracing work-life balance

philosophy through increased
work flexibility and autonomy
Note:
1. WELL Building Standard is a performance-based system
for measuring, certifying, and monitoring features of the
built environment that impact human health and well-
being, through seven core areas – air, water, nourishment,
light, fitness, comfort, and mind. WELL is managed and
administered by the International WELL Building Institute
(IWBI), a public benefit corporation whose mission is to
improve human health and wellbeing through the built
environment.
Image: Medibank, Melbourne by Hassell, Photography by Earl Carter

Study commissioned by ABS and MAS | Cushman & Wakefield consortium Final and Published Version 188 Study
Study commissioned
commissioned by
by ABS
ABS and
and MAS
MAS || Cushman
Cushman &
& Wakefield
Wakefield consortium
consortium 189
189
05
#9 Technological strategies for digital transformation
The checklist for technology covers fundamental requirements on FI
operations, safety and security, as well as productivity support such as Allowing mobility and flexible An AI-enabled workforce
digital banking and virtual connectivity. working through technology through investing in human
tools and connectivity, for capital and digital literacy
example, full digital connectivity
in all meeting rooms SMART building technologies
to auto-detect, predict and
Enhancing cybersecurity and inform FIs on the operational
firewall protection to support requirements
compliance and confidentiality
Face mask detection
Incorporating novel technology

to support flexible working for all Ventilation, air-conditioning and
workers lighting controlled through an
integrated smart building system
#9 Embracing digital banking to

support seamless customer and
employee experience
Automated occupant density
control
Leveraging on the existing
technology to support SMMs Virtual meeting room facilities
and building resilience
Automated screening for AI-based maintenance
temperature and contact tracing monitoring systems for
ventilation and air conditioning
Digital identifier through a
phone application Cleaning systems responding to
real-time user demand
Touchless access coupled with
destination control lifts linked to Chatbot assistance1
the users’ identity
Automated lighting control Visitor management and room

systems booking system
Temperature, RH and CO2

monitoring
Wayfinding system with Note:

occupancy mapping 1. Refer to page 117 for application examples.
Study commissioned by ABS and MAS | Cushman & Wakefield consortium Final and Published Version 190 Study
Study commissioned
commissioned by
by ABS
ABS and
and MAS
MAS || Cushman
Cushman &
& Wakefield
Wakefield consortium
consortium 191
191
06 CONCLUSION
06
06
6.0 Conclusion
The effects of the COVID-19

pandemic are still being
understood as data continues to
be analysed and translated into
actionable insights.
Learnings from this report will

support FIs in making improved
decisions to prioritise their
employees’ health and safety.
They can be translated into FUTURE WORKPLACE DESIGN
MANAGING THE PANDEMIC THE FUTURE OF WORK PANDEMIC-RESILIENT BUILDING PANDEMIC-RESILIENT WORKPLACE
valuable workplace strategies STRATEGIES
for individual FIs, helping them
to drive a measured workplace • Government pandemic response • The COVID-19 experience has • The right infrastructure and agility to • The components for a responsive • A playbook on the future workplace
design process that transcends strategies have impacted workplace forced a digital transformation across switch to “Pandemic ON’ operational and pandemic-resilient workspace design strategies is developed to
crisis management to change operations globally across all all industries, including in the way we mode is key for landlords to swiftly ecosystem revolve around the consider the must-haves and the
management. industries as containment and control work, and has unlocked the mobility pivot and adapt to the prevailing floorplate principles of flexibility, good-to-have initiatives around topics
are being pursued to manage the and flexibility of workforce to another situation. efficiency, divisibility and legibility. such as ecosystem creation, SMMs
pandemic. level. integration, redefining workplace
• Adhering to Singapore’s most current • To increase the seamlessness of density, and technology adoption.
• With a renewed focus on well-being • We foresee a shift in the workspace building codes will be fundamental for shifting between ‘Pandemic OFF’ and
and safety in the workplace, FIs must ecosystem of FIs in terms of FIs to build resilience. A combination ‘Pandemic ON’ states, key enablers • The playbook will serve as a
consider factors such as the adoption location strategy and core or flex of the right set of building services are narrowed down into four levers framework for FIs to consider as
of remote working, the challenges approach. This shift will enable and efficient FM protocols are crucial which can be adjusted depending on part of their future space planning
in implementation of SMMs and the flexibility and mobility to work from to create a resilient building. the prevailing pandemic risks. These to enhance their preparedness for
acceleration of digital transformation. anywhere, including nearby home levers are SMMs, office density, potential pandemics and overall
These considerations are imperative locations. Work will take place in the • Smart building systems will provide IAQ and fresh air, and operational resilience of their workplace.
to strike a balance between headquarters, satellite offices, co- real time monitoring of temperature measures.
workplace safety and minimising working, or third spaces such as the humidity and carbon dioxide levels.
disruption to business operations. retail branches. These are critical parameters to
ensure that the workplace is operated
• The ‘new normal’ workplace should • Our findings suggest that majority within a desirable range during times
embed SMMs into future workplace (around 70% to 85%) of banks’ of a pandemic.
design and business continuity employees can adopt agile and
frameworks to better enhance the WFH arrangements easily or can • With a possibility of future pandemics
FIs’ resiliency and their workforce potentially WFH if network access being airborne, ventilation systems
agility. was secure or if equipment could be such as air purging and filters, which
provided outside of the workplace. enable effective blending of natural
• Tactical management strategies air will be useful.
organised into alternate ways • Each FI will have its strategy
of working, infrastructural relevant to their business and • Technology is an enabler in
considerations, workplace needs, balancing choices through supporting pandemic resilience for
considerations and FM will provide both owned or leased assets and buildings. Examples include building
guidance for FIs in the future. on-demand spaces. FIs will need entry temperature screening, digital
to prioritise their organisational ID in smart phones, face mask
requirements among local detection systems, wayfinding
regulations. systems, visitor management
systems, occupant density systems
and predictive cleaning systems.
07 APPENDIX
Image: HSBC Singapore
07
07
7.0 Appendix
1- Planning for safe return to work: FM risk assessment
A priority assessment matrix is used to Safe distancing measures listed in the

determine the urgency of implementing table below are scored based on the
each measure or technology that has location, weighing its risk level as well
been presented. as the cost and ease of implementing
its associated measure or technologies.
The higher the score, the higher the
priority.
Ease of implementation Scale of difficulty of setting up HARD = 1 EASY = 3
Cost of incurred from running system over a period

Long running cost EXPENSIVE = 1 INEXPENSIVE = 3
(maintenance, subscription fees)
Assessment on the capability and flexibility of the strategy or

Long-term usage Yes or No
technology to be used post-pandemic
07
7.0 Appendix
2- Building safe distancing strategies and technologies
Low Risk Medium Risk High Risk
ABILITY TO LONG-
EFFECTIVENESS AND FINAL RISK
TURN ON OR IMPLEMENTATIONS APPLICATIONS TERM
LIMITATIONS SCORE SCORE
OFF USAGE
ENTRANCE AND EXIT
• Effective management of
ON OR OFF: Segmented Traffic Flow
• Entrances and Exits of queues is needed, and it is
Simple change of • Segmented traffic flow between entrance and building and workplaces heavily dependent on the
exit 8 NO 2
layout screening personnel or device
• Automates screening process

ON OR OFF: and allows efficient traffic flow
Thermal or Facemask Detection Screening into building
The devices come
as stands and • Entrances deployed with automated video • Entrances of Building • Technology integration, 5 YES 2
It is important
for entrances can be kept until sensing device for temperature and facemask trainings, maintenance fees
or exits to be required CONTACTLESS ACCESS CONTROLS should be considered by
implemented management
with crowd
management
measures to • Turn smartphones into digital IDs
ensure occupant Turn Smartphones into Digital IDs
• Contactless door access using
capacity of the • The use of the user’s personal phone as a smartphones
ON OR OFF: • Downloadable application • Effectiveness dependent on
premise and digital ID enables many touchless applications • Occupancy control by limiting 5 YES 2
Always on for tenants access based on maximum human behaviour
queue formation in the workplace journey, in additional to being capacity
is well managed. an identifier for access systems • Digital floorplan for easy
navigation to destination and Source: Honeywell Vector Occupancy App
avoiding crowded premise
Facemask Detection Systems

47
• Use CCTV plus AI to detect people without

masks entering building and occupying the
ALWAYS ON
building
The system is still
useful even during • Notification can automatically be sent to alert
• Automated prevention
security or building management • Security room or entrance 5 YES 2
non-pandemic. Can
be integrated with • Real-time monitoring dashboard to analyse
other technology trend and historical records
• Artificial Intelligence without human

intervention
07
7.0 Appendix
ABILITY TO LONG-
EFFECTIVENESS AND FINAL RISK
TURN ON OR IMPLEMENTATIONS APPLICATIONS TERM
LIMITATIONS SCORE SCORE
OFF USAGE
ENTRANCE AND EXIT
The front desk

ON OR OFF:
or reception is Safe Distancing Markings • Any area where queues
Simple change • Effectiveness dependent on
the first point of • One metre distancing markings installed for can form such as 10 NO 4
or removal of human behaviour
contact between safe distancing where queues could form receptions or front desk
markings.
the visitors and
the occupants. It
is important for
the front desk
• Reduced queues at front
to be equipped ALWAYS ON desk or reception
with appropriate Visitor Management System
The system is still
pandemic • Users can pre-arrange meetings, book Control Access into • Contact Tracing
useful even during
distancing facilities, submit screening and health Premise 7 YES 4
non-pandemic. Can • People
response declaration of visitors through web or mobile
be integrated with
measures application
other technology. • Reduced touchpoints at the
workplace
07
7.0 Appendix
ABILITY TO IMPLEMENTATIONS APPLICATIONS EFFECTIVENESS AND FINAL LONG- RISK

TURN ON OR LIMITATIONS SCORE TERM US- SCORE
OFF AGE
HALL AND ATRIUM
Large halls and
• Graphics and wordings must
atrium spaces,
be legible from a distance to
right after the ON OR OFF: capture attention of readers
Signs that Reinforce Safe Distancing • Placed in high human traffic
reception or
Simple change or • Reminders on safe distancing installed within areas
entrances of • Appropriate placement 7 NO 1
removal of signage the building to remind staff to keep a safe should be explored by the
the building, are
distance from each other and avoid talking management
areas whereby
occupants have
the likelihood of
being in close
proximity between • Management must explore on
ALWAYS ON CCTV with Proximity Detection between the alert trigger settings due
one another.
Staffs to safe distancing exceptions
Measures should The system is part
• Proximity Detection CCTVs installed in areas • Areas where large crowds to prevent accidental triggers
be implemented of CCTV system. 3 YES 1
where safe distancing exceptions can occur can easily gather from occupants
to ensure limited Possible to disable
regularly
physical contact the triggering of • Additional manpower required
and interactions exception. or increased scope of work for
between occupant. personnel to attend to alerts
LIFTS AND LIFT LOBBY
Lifts and lift

lobbies are ON OR OFF:
Safe Distancing Markings • Any area where queues can
common areas Simple change • Effectiveness dependent on
• One metre distancing markings installed for form such as receptions or 9 NO 3
where crowds or removal of human behaviour
safe distancing where queues could form front desk
can form. And it markings.
is important to
manage crowd
congestions in
such spaces. • Reduces contact between
• Lift System building occupants of different
They should
floors
also explore Destination Control System • Able to integrate with
technology options • Destination control system that assigns mobile devices (Calling of • Reduces lift wait time and
ALWAYS ON
for control access passengers with the same destination to the lift through application) travel time by calling lift and
and movement Part of the lift 5 YES 3
same cars. The system can detect if the lift car inputting destination prior to
tracking system • Able to integrate with card arrival at lift lobby
has met capacity and will assign the next car
capabilities. access system (Tap of
for waiting passengers
card, calls lift to exact floor • Technology integration,
of employee) maintenance fees should be
considered by management
About Cushman & Wakefield
Cushman & Wakefield (NYSE: CWK) is a leading

global real estate services firm that delivers exceptional
value for real estate occupiers and owners. Cushman
& Wakefield is among the largest real estate services
firms with approximately 53,000 employees in 400
offices and 60 countries.
All rights reserved. These materials are proprietary to The Association of Banks in Singapore (ABS), and no part of
these materials should be reproduced or published in any form by any means, electronic or mechanical, including
photocopy or any information storage or retrieval system nor should the materials be disclosed to third parties without
the express written authorisation of ABS.

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STUDY ON FUTURE

The Association of Banks in Singapore

Study commissioned by ABS and MAS | Cushman & Wakefield consortium i

4.3 Pandemic-Resilient Building

How should FIs respond?

This study was conducted by a

The process was iterative, embracing

• Developing ideas or concepts that Real Estate Developers: The

MULTIPLE LAYERS SELF-SUFFICIENT ZONES REMOTE WORK

CONTACT TRACING LIMITED AND SEPARATE PHYSICAL SPACE

RAPID RESPONSE BUFFER ZONES INFRASTRUCTURE

Organisational New Modes of Designing for Embracing New Collaboration

The future FIs’ workplace will

The recent experience has unlocked

Pandemic Resilience Future Workplace Design Strategies

Impact on FIs’ Key Response Tactics Case Studies

“It’s no longer about having all

employees work from home a few days in a week.

For those who absolutely need to be in the office, employers

- Lawrence Wong, Minister for Education,

Key numbers as at 18 January 20211 Breathing difficulties

Close personal contact with an infected

Sources: Cross-contamination from surface-to-

Government pandemic response strategies have impacted SIMILAR SAFE MANAGEMENT

1 2 Most cities implemented containment

Measures implemented at the city level Definitions Yes Partially No

Safe Entry Contact tracing is conducted for the

While work-from-home policy emerged as a necessary and

• Applying anti-microbial coating to

• Installing protective acrylic screens at

• Reducing touchpoints e.g. facial

• Utilising lift destination control system

One of the landlords commented that Image: Hassell Image: Hassell

COVID-19 revolutionised the

Singapore-based FIs adopted

• Trainings are conducted to ensure

RETAIL BRANCHES FINANCIAL ADVISORY STAFF INTEGRATION

The engagement sessions with the Temperature screening has been a

The Swiss Cheese Model: each layer of protection acts as an

Image: The Opus Group

FIs had to adapt their workplaces quickly to manage the

De-densification: high-density workplaces will have potential

• Agency Space (e.g. Insurance Arm)

• Accounting and Finance

Branch Office – A place where

• Customer Service Centre for

A new dimension to consider for FM

Pandemic Resilience Stakeholders

Reducing touchpoints: pathogen spread can be mitigated through

Creating and monitoring space: investment in technology will

Short-term interventions in building ventilation and air

A growing number of banks in Singapore will make flexible work

Many FIs have already offered

Companies should embed SMMs into future workplace design and

Future measures and strategies will

SAFE MANAGEMENT WORKPLACE FACILITIES BUILDING ALTERNATE WAYS OF

Workflow and services are not disrupted, as flexible working

BACKGROUND KEY TAKEAWAYS #5 Landlords Have a Key Role to Play