Gensler

The Gensler Design + Performance Index The U.S. Workplace Survey Contents The Workplace in an Age of Markets Workforce Responsibility

Foreword The Evolution of Workplace Design Research Methodology :KDW·V*RLQJ2QDWWKH2IÀFH" Key Findings • Productivity • Collaboration • Competitiveness Client Research Events Diversity Distance Work Mode Responsibility Code Credits/Contact

3 Foreword The Workplace Through New Eyes.

Ninety percent of American workers believe better workplace design and layout result in better employee performance.

From the start, workplace design has New Workforce. The forces creating new What we found provides a new and deeper been the heart of Gensler’s practice. markets have also brought into daily understanding of the role the workplace 7KHÀUP·VVXFFHVVLVJURXQGHGLQDFOHDU contact a workforce of unprecedented environment can play in support of more understanding that, when approached as diversity. People from different cultures, competitive companies and more engaged, a means to organizational performance, countries, races, and religions are working collaborative, and creative people. DQRIÀFHFDQEHPRUHWKDQMXVWDQLFH together. Adding to the mix is the fact that place—it can be a dynamic workplace the workplace now hosts four generations 0RVWVLJQLÀFDQWO\RIWKHVXUYH\ environment with the power to enhance of people. Organizations must offer a respondents believe that better workplace a company’s business goals. range of workplace options to meet the design and layout result in better overall needs of different groups of workers. employee performance. Through 40 years of practice, our work has aligned with the cutting edge of New Responsibility. We are seeing the The study indicates that companies can PDQDJHPHQWVWUDWHJ\³DOZD\VÀQGLQJ advent of increased social consciousness JDLQHQRUPRXVEHQHÀWZKHQWKH\WKLQNRI unique ways to support organizational in the business world. This consciousness the workplace as an integral investment in drivers that address our clients’ needs. is acutely focused on sustainability and the real value of a business—its people. extends to our collective use of the Earth’s Today, we are witnessing the birth of a resources. Sustainable environments are new age in business. A thriving knowledge no longer an option, but a mandate, both and services sector is now at the heart of to realize energy savings and to provide a the U.S. economy, with strong demand for healthy workplace and a healthy planet. smart, skilled, and creative professionals. Diane Hoskins, AIA It is an age of new markets, a new work- Recognizing this context of new markets, Executive Director force, and new responsibility. a new workforce, and new responsibility, ZHPXVWDVN:KDWLVWKHQHZGHÀQLWLRQ New Markets. Globalization is connecting of success for business, and how does nations, companies, and people and workplace design play a role? creating new market opportunities. Tech- nology has empowered work to happen We decided the best way to answer that everywhere, and employees are working question was to take the pulse of the U.S. remotely—from different cities, from workforce to see what was important to airports and hotels, and from client sites. them. In March 2006, we surveyed more To adapt to the new demands and realities WKDQ$PHULFDQVZKRZRUNLQRIÀFHV of global business, companies must develop strategies to maximize culture, FROODERUDWLRQDQGZRUNÁRZ

The U.S. Workplace Survey 5 Form follows Process The Evolution of process. ,QWKHVWKHZRUNSODFHZDVVHHQDVDWRROWRVXSSRUW 1980s company process. Spaces were formal in their arrangement Workplace Design Professional DQGIHHO3URFHVVÁRZDQGHIÀFLHQF\PHWULFVZHUHLQWURGXFHG and upscale as workplace success measures. Characteristic design elements The design of the workplace • Linear Process—workplace as organizational assembly line • Standardization—organizations sought control has always paralleled what is through uniformity happening in business. When ‡+LHUDUFK\³VWDWXVUHÁHFWHGE\ZRUNVSDFH • Cubicles—the open vs. closed environment debate we look at past changes in the workplace, we look at what’s changed with work itself.

Moving forward, human Flexible design. Process + Technology potential must be maximized. Casual, 7KHVEURXJKWUDGLFDOFKDQJHVLQZRUNSODFHDSSURDFK With Gensler’s U.S. Workplace 1990s Increased emphasis was placed on technology, with workplace OHVVUHÀQHG environments moving beyond process and actually enhancing Survey, we took a simple yet impermanent, the ways work was conducted. Strong focus was placed on technology as a means to achieve business goals. fundamental move in that everything on Characteristic design elements direction: asking workers wheels • Technology—environments focused on digital tools • Dynamic Process—less linear and more networked what they think about their • No Hierarchy—everyone equal • Flexibility—design that adapts to change environment. • Amenities—focus on attracting talent • Hoteling—introduced to enable mobility

Transformative Process + Technology + People

design. 7RGD\SURFHVVDQGWHFKQRORJ\KDYHOHYHOHGWKHÀHOGRI today business, and people alone create the strategic competitive Branded, advantage. By fully supporting them, design has the potential connected, to enable organizations to leverage their human capital more effectively. diverse Characteristic design elements • People—talent recruitment and retention • Performance Focused—maximize human capital • Brand—communicating mission and values • Interactive Space—collaboration aimed at innovation • Mobility—distributed work settings • Openness—emphasizing access and visibility

7 Research Methodology

The survey included more than 2,000 participants at all staff levels, representing eight industries with equal distribution across the continental United States.

The U.S. Workplace Survey was commis- 0RUHWKDQZRUNHUVZHUHLQLWLDOO\ $WQRWLPHZDV*HQVOHULGHQWLÀHGLQWKH sioned by Gensler and performed by D/R VROLFLWHGZLWKDÀQDOTXDOLÀHGUHVSRQGHQW survey process, nor were Gensler clients Added Value, an independent research sampling of 2,013. The margin of error VSHFLÀFDOO\WDUJHWHG ÀUP'5$GGHG9DOXHZDVUHVSRQVLEOH based on the total sample is +/- 2 per- for all aspects of the survey, including FHQWDJHSRLQWVDWDFRQÀGHQFHOHYHO The survey is comprehensive, covering questionnaire design and testing, data eight industries, with equal regional processing, and tabulations. The survey took place in March 2006. representation across the continental Research topics included demographics, United States. MREVDWLVIDFWLRQSURGXFWLYLW\LQQRYDWLRQ workplace design issues, and worker state of mind.

Gender Age Workplace 2IÀFH6L]H 6WDII/HYHOV Years at Business Number of Environment Current Job 6FRSH Employees

Female Telecommute C-Suite 7% International 20% 53% 4% Upper Management 14% 18 - 29 22% 1 - 20 16% Staff 40% 10% < 1 U.S. Only 59% 27% 1 - 50 33% 30 - 39 18% 21 - 50 25% 1 - 3 16% 51 - 250

29% 40 - 49 15% 51 - 100 25% 4 - 6 15% 251 - 1000

15% 50 - 55 15% 101 - 250 16% 7 - 10 15% 1001 - 5000

9% > 56 11% 251 - 500 24% > 10 27% > 5001

19% > 501

Global 20% Male 2IÀFHHQYLURQPHQW Middle Management with other staff 47% 37% Unsure 1% 96%

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Other Client 8% Working meetings at desk (non e-mail) 9% The U.S. Workplace Survey results allow Seventy-four percent of the 45% us to paint a picture of the contemporary average work week is spent $PHULFDQRIÀFHZRUNHU 7KHDYHUDJH$PHULFDQRIÀFHZRUNHULV LQWKHRIÀFH \HDUVROGDQGKDVEHHQDWKHUMREIRU \HDUV6KHZRUNVLQDQRIÀFHZLWK 210 employees for a company with 3,711 total employees. The company’s annual revenues are $354 million.

7KHDYHUDJHRIÀFHZRUNHUIHHOVWKDWKH KDVOHVVWLPHWRWKLQNWKDQKHGLGÀYH years ago due to increasing pressure and H[SHFWDWLRQV$ERXWRIKLVVRFLDO time involves work and work colleagues. On a scale from 1 to 5, with 5 being most VDWLVÀHGKHZRXOGUDWHKLVFXUUHQWMRE satisfaction as 3.6.

More than 80% of workers felt that How time is spent at Internal technology has enhanced their workplace WKHRIÀFH EDVHGRQ meetings an average week) environment. Technologies used include: Desktop Computer 11% Mobile Phone At desk At desk Laptop Computer  answering on phone Wireless Access  e-mails Teleconferencing  14% Video Conferencing  13% Mobile E-mail Device (PDA) 

The Gensler Design + Performance Index 11 Key Findings Workplace quality makes a difference. productivity

Potential for increased performance. Respondents said they could increase the amount ,QRYHUZKHOPLQJQXPEHUV86RIÀFHZRUNHUVVD\ Nine of 10 respondents believe that workplace design of work they perform now affects their productivity. E\DQDYHUDJHRILI that well-designed work settings clearly contribute they had a better-designed 21 working environment. to individual and organizational performance.  89 When asked to rate the importance of workplace design, 89% of collaboration respondents rated it “important” to “very important.” 90 Working better together.  RIUHVSRQGHQWVIHOW 90% of respondents indicated that better workplace design and WKH\ZHUHPRUHHIÀFLHQW 33% when working closely with layout result in better overall employee performance. 67% Only 50% of workers believe that their current workplace co-workers. design encourages innovation and creativity. When asked if the quality of the working The survey results indicate that businesses But the survey also indicates there is a environment is very important to their can directly impact worker productivity strong disconnect between the value VHQVHRIMREVDWLVIDFWLRQRIUHVSRQ- through workplace design. When asked if placed on the workplace environment and dents agreed. they would be willing to work an extra hour perceptions of what drove their current per day if they had a better working environ- ZRUNSODFHGHVLJQMXVWRIUHVSRQGHQWV Asked where they accomplish their best PHQWRIUHVSRQGHQWVVDLG\HV believe that creating a productive workplace ZRUNRIUHVSRQGHQWVSRLQWHGWRWKH is a priority at their company. RIÀFH7ZHOYHSHUFHQWFLWHGZRUNLQJDW We asked C-level/upper management to KRPHFLWHGZKLOHWUDYHOLQJDQGRQO\ quantify how a better physical working Only half of the U.S. workforce feel that FLWHGRWKHUYHQXHV environment could impact the amount of their environment empowers them to work their company performed. The average innovate (see graph at right). American When asked where their best ideas are HVWLPDWHZDV$QGRIXSSHU businesses may be missing an important competitiveness GHYHORSHGRIUHVSRQGHQWVVDLG management/C-level respondents said opportunity to increase innovation. at their desk. Sixty-seven percent of that the increased productivity would have UHVSRQGHQWVIHOWWKH\ZHUHPRUHHIÀFLHQW a positive impact on their company’s As competition for talent continues to when working closely with co-workers. bottom line. increase and as employers are forced to explore more and more ways to attract and retain employees, the workplace can be a key tool not only to keep employees, but 92 88% of C-level/upper management respondents believe of respondents agreed that better workplace also to keep them productive and engaged. that the workplace environment would have a positive design can make a company more competitive. impact on their company’s bottom line.

The U.S. Workplace Survey 13 Client Research Events

Outside factors have fundamentally changed the ways in which we work.

At more than 15 events across the The New Drivers United States, Gensler gathered a diverse Gensler’s Workplace Task Force held a DIVERSITY spectrum of clients and guests to summit to merge the discoveries of our present and discuss the U.S. Workplace VXUYH\UHVXOWVDQGWKHÀQGLQJVIURPWKH DISTANCE 6XUYH\ÀQGLQJV client research events.

Overwhelmingly, participants focused on 6HHQWKURXJKWKHOHQVRIRXURZQSURMHFW WORK MODE the potential their workplace environment experiences and observations, consistent offered them to impact productivity, themes started to emerge regarding how RESPONSIBILITY collaboration, and competitiveness. the workplace relates to the challenges There was genuine enthusiasm about the and opportunities facing business today. ÀQGLQJWKDWWKHZRUNSODFHHQYLURQPHQWLV $QDO\]LQJWKHVHWKHPHVZHLGHQWLÀHG CODE one of the strongest tools to support their the new drivers of workplace design— human capital. diversity, distance, work mode, and responsibility³ZKLFKLQWXUQUHÁHFWDQ Given this consensus, discussions turned organization’s culture, values, and brand... to the outside factors that have changed its unique code. the ways in which we work: globalization has opened up new markets and has brought This new framework—focused on people differing cultures into close contact, while and the ways they work together and technology and mobility have led to changed individually—is the key to creating the right work processes and a more distributed workplace environment to meet the unique Event Attendees AOS ConocoPhillips Lehman Brothers Safeway workforce. In this new age of business, how needs of each organization. Acadian Asset Management Inc. Corporate Design Foundation Lerner Enterprises Sage Software can workplace environments support these AIM Investments CRESA Partners Level 2 Solutions Schlumberger dynamically changing situations? Akzo Nobel Crescent Real Estate Equities Co. Longs Drug Stores Corporation Shell Real Estate Services American Gas Association D/R Added Value Lutron Electronics, Inc. Skadden, Arps Andrews Kurth LLP Deloitte Touche Tohmatsu Mary Kay Southern Union Company Apache Corporation Dickstein Shapiro LLP The McGraw-Hill Companies Sovereign Bank Diversity AT&T Discovery Communications McKesson Corporation Sprint Atlantic Southeast Airlines EDS Real Estate Mullen Advertising SunTrust Banks Inc. Responsibility Atmos Energy Corporation El Paso Corporation Novartis Tatum Partners, LLC Baker Botts LLP Ernst & Young Novell, Inc. Toyota Motor Corporation BellSouth Fidelity Investments/FMR Company Ogilvy Public Relations Trammell Crow Company Beveridge & Diamond Frito-Lay O’Melveny and Myers TransNational Group The Boston Consulting Group Gallier and Wittenberg Ove Arup & Partners Transwestern Commercial Services BP America Genentech PG&E United Airlines Code Bracewell & Giuliani LLP Halliburton Real Estate Services Plains All American Pipeline, LP Vinson & Elkins LLP Brewster Consulting Group LLC Hewlett-Packard Plains Exploration & Production Vodafone Americas, Inc. CEB—Corporate Executive Board Hill | Holliday Preotle, Lane & Associates Ltd. Walter P. Moore & Associates, Inc. Center on Halsted IBM PROS Revenue Management Western Asset Management CenterPoint Energy Jackson Walker LLP Raytheon Williams & Connolly Work Mode Chevron Jones Lang LaSalle Reliant Resources Willkie Farr & Gallagher LLP Clifford Chance LLP JPMorgan Chase Ropes & Gray LLP WPP The Coca-Cola Company Kimberly-Clark Rosewood Companies YWCA of Metropolitan Los Angeles Distance Colliers International KPMG LLP Rubin Postaer and Associates

The Gensler Design + Performance Index 15 Diversity Create community.

At one time, diversity was simply a factor Yet there is a paradox facing workplace of race or gender; it is a far more complex design moving forward: we are designing DIVERSITY FACTORS and nuanced situation today. Within the for populations, not individuals, but Generational contemporary U.S. workplace are women individuals are the ones who do the work. Gender and men spanning four generations and How do companies achieve the economies Regional Culture representing ethnicities and cultures from of workplace standards and systems and Race around the globe. still support a diverse workforce and its attendant workstyle preferences? Lifestyle Compounding the situation is the speed Language at which companies leverage technology, By managing diversity as an asset and Work Style/Hours physically or virtually bringing into contact social equality as a tool for commercial Skills previously distributed groups. growth, the workplace environment can Learning Mode create a sense of belonging and shared Communication Style The workforce also has a wide spectrum culture that appeals to workers of different of talents and skills, technological literacy ages and backgrounds. and comfort levels, physical capabilities, DESIGN RESPONSES languages and communication styles, People used to work for companies, but Brand-rich Environment lifestyles, and learning preferences. now they expect companies to work for Support Collaboration WKHP³WRSURYLGHG\QDPLFRIÀFHVHWWLQJV Support Culture As technology shrinks distance, differ- that help them to be more productive Community Spaces HQFHVSHUVLVWDQGDUHHYHQDPSOLÀHG and creative. Wide Corridors

The new character of diversity offers an Internal Stairs opportunity with revolutionary potential. Transparency Diverse viewpoints and approaches can Unplanned Interaction take creativity to new heights. A workplace that supports the unique skills and per- spectives of a multigenerational, multi- cultural workforce can help a business to reach its performance goals more effec- tively than ever.

The Gensler Design + Performance Index 17 Distance Connect people.

7KHW\SLFDORIÀFHZRUNHUXVHGWROLYH As work spreads out, organizations that ZLWKLQDIHZPLOHVRIWKHRIÀFH&LWLHV DUHÁXLGDQGÁH[LEOH³IXQFWLRQLQJPRUH DISTANCE FACTORS grew, suburbs were born, and commutes as networks than hierarchies—have a Physical lengthened. Now companies are spread out competitive advantage. People on teams Virtual across the country and around the world. need “face time” at certain points, but Generational They tap into a workforce that is mobile virtual interaction is the rule today. Given Cultural and remote. Along with physical distance, WKDWWKHRIÀFHLVLQFUHDVLQJO\DPHHWLQJ a diverse workforce brings with it cultural, point that supports collaboration of all Behavioral behavioral, and emotional distances. types. (New-generation video conferenc- Emotional ing rooms, such as HP’s Halo concept, Time As the workplace grows in complexity, it reinforce collaboration.) has never been more important to bridge DESIGN RESPONSES the distance, to empower people to work When real and virtual blend like this, it Distributed Work Settings together and to support each other. often falls on the workplace to make work Flexible Workplaces progress visible. In a world of distributed The competition for employees’ hearts work settings, people crave an effective Enhanced Amenity Spaces and minds is intense. Companies are look- workplace to come together to get Team Rooms ing for a virtuous cycle: people’s sense of their work done and achieve a sense Hoteling belonging helps retention, retention aids of community. Video Conferencing mentoring, mentoring builds expertise Open Vistas across the company, and that expertise fuels innovation. With a dispersed work- IRUFHWKHRIÀFHFDQEHFRPHWKHSODFH where this happens.

Half of the survey respondents listed organization/ layout as the primary way their work environment could be improved. This included more space, more SULYDF\DQGSHUVRQDOZRUNVSDFHPRUHÀOLQJVWRUDJH VSDFHDQGDPRUHHIÀFLHQWRYHUDOORIÀFHOD\RXW

The Gensler Design + Performance Index  Work Mode Foster collaboration.

Today, work is delivered through a multi- Supporting work modes requires a bal- tude of approaches. By work mode, we anced allocation of owned and shared WORK MODE FACTORS refer to the ways and means that people settings, all designed to respond quickly Individual engage and perform their work. Work to people’s changing needs. Collaborative mode includes ownership, interaction, ,QRIÀFH concentration, and creation. It involves Community and collaboration spaces are Remote process, technology, environment, and needed, but so are retreats where people infrastructure. Some work modes are can unplug, do focused work, and have Technological/Virtual individual and some are collaborative, private conversations. Smaller meeting but most are a combination of the two. spaces are also desirable, as most face- DESIGN RESPONSES to-face collaboration involves only two or Variety of Settings The new workplace must accommodate three people. Team Spaces a wider variety of work modes than ever. Agile Workstations When the right work mode balance is Retreats As with diversity and distance, work mode reached, workers thrive, interacting with is an element of the workplace that can each other and their environment in ways Flexible Meeting Rooms be understood and leveraged. Through a that enhance the quantity and quality of Community Space careful analysis of the various work modes the work they deliver. Amenities utilized—by individuals, by teams, by (IÀFLHQW$GMDFHQFLHV units, by companies, and by regions—a Appropriate Size Allocations company’s business goals can be facili- tated and enhanced.

Workers need a variety of different settings to suit different needs at different times, depending on their personal style as well as the nature of their tasks. Work environ- ments should provide places for individu- als to think and work quietly, places for groups to gather and exchange ideas, places for people to meet—which may be formal, informal, scheduled, impromptu, or face-to-face—and places for teams to set XSORQJWHUPSURMHFWV3HRSOHDOVRQHHG There is a striking discrepancy between the high SODFHVIRUMXVWGURSSLQJLQ valuation of workplace design and workers’ perceptions of how it is valued by their own companies. Close to KDOIRIRIÀFHZRUNHUV³SHUFHQW³IHHOWKDWWKHLU employers do not see providing a high-performance workplace as a priority, and two-thirds see minimizing costs or maintaining the status quo as the main goal EHKLQGWKHGHVLJQRIWKHLURZQRIÀFH The Gensler Design + Performance Index 21 Responsibility Do the right thing.

%H\RQGMXVWPDNLQJDSURÀWDEXVLQHVV The case for sustainability becomes must act ethically, support its employees, progressively more important. Buildings RESPONSIBILITY FACTORS and respect the environment to be viable VLJQLÀFDQWO\LPSDFWODQGDLUDQGZDWHU Environment in this new era. Often referred to as the pollution and deterioration. More than Health “triple bottom line,” these expectations halfof all energy use is attributable to Values are the result of increased scrutiny of buildings. Sustainable design provides Ethics business and heightened levels of aware- WKHRSSRUWXQLW\WRPDNHVLJQLÀFDQW ness about the depleting of natural savings in energy consumption and its Mission resources and the enormous impact we attendant costs. have on the environment. DESIGN RESPONSES Beyond stewardship, Gensler’s experience Brand-centric There is a growing awareness of the and research indicates that healthy work- Flexible Scheduling/Telework role businesses should play in sustaining ing environments can aid in recruitment Recycled Materials the planet we share. Businesses must and retention, reduce absenteeism, lower Flexible Systems act responsibly. churn costs, increase productivity, and improve employee morale. Daylighting When fully embraced, responsibility can 7DVN6SHFLÀF/LJKWLQJ reap enormous rewards. A company Through simple, cost-effective measures, Ergonomic Furniture that makes its values evident in the sustainable design can support human Fresh Air workplace gains increased commitment SHUIRUPDQFHDQGZRUNSODFHÁH[LELOLW\ Personal Thermal Comfort and enthusiasm from its employees. Responsibility has never been more This common ground can unite a company. important or more appealing. In an age of distributed work settings, this increased trust factor is critical for performance success.

Responsibility is a mandate—from clients, customers, and employees. But it’s an investment with enormous returns.

The Gensler Design + Performance Index 23 Code Leverage uniqueness.

$FRPSDQ\LVPRUHWKDQMXVWDOLVWRI Innovative Design is Unique Design employees, titles, processes, and outputs. Innovative design is not a checklist When designed A company has a unique nature and per- of design elements. It’s not an open sonality...a cultural code. workplan, bright colors, bean bag chairs, well, the hoteling stations, or high-tech conference 7KDWFRGHLVDVXQLTXHDQGVSHFLÀFDV rooms. Innovative design is more than workplace the DNA of a human being. No two busi- a one-liner, more than a sleek space or nesses have the same employees, a new layout. In fact, what is innovative environment can perform in the same way, or face the for one company may be disruptive exact same challenges. for another. be a powerful

A thorough analysis of a company’s The key to unlocking innovation is analyz- vehicle to cultural code can reveal its strengths and ing a company’s cultural code, capturing weaknesses, opportunities and dead- that knowledge, and translating it into maximize ends, patterns, and possibilities—what’s authentic, user-centered, and client- QHHGHGZKDW·VMXVWÀQHDQGZKDWKDVWR focused design solutions. human capital. be improved. Innovative environments function well. When looked at through the lens of a They endure. They empower. They inspire. company’s unique code, deeper under- They leverage people to be creative and standing can be reached on the unique innovative in their work. They release challenges it faces in terms of the four the full measure of the potential of drivers of diversity, distance, work mode, human beings. and responsibility. By understanding a company’s unique code, we can arrive at design solutions that fully leverage the workplace as a transformative tool to support client goals.

Asked to prioritize the factors that add up to ZRUNSODFHTXDOLW\86RIÀFHZRUNHUVSXWZRUNLQJ conditions that are healthy, safe, and secure at the top—the choice of nearly half of survey respondents.

The Gensler Design + Performance Index 25 Credits About Gensler Diane Hoskins Gensler is a leading international architecture, interior design, Erik Lucken SODQQLQJDQGVWUDWHJLFFRQVXOWLQJÀUP)RURYHU\HDUV (YHO\Q)XMLPRWR Gensler has been a pioneer in creating great places that Gervais Tompkin enhance the quality of work and life. Gensler employs over James Williamson 2,400 people (564 LEED®DFFUHGLWHG ZLWKRIÀFHVLQFLWLHV Jane Brown John Parman www.gensler.com Kate Kirkpatrick Thomas Vecchione The Gensler Design + Performance Index 7KH86:RUNSODFH6XUYH\ Photography Christopher Barrett: page 5, top left Contact Gensler Elizabeth Felicella: cover For more information about this report, media inquiries, and Richard Greenhouse: page 2; page 5, bottom left further information about Gensler, please contact: +XIWRQ &URZSDJHERWWRPULJKWSDJH 0LFKHOOH/LWYLQSDJHSDJHSDJH General inquiries—Erik Lucken, 202.721.5200 Chas McGrath: page 6, middle 0HGLDLQTXLULHV³-DQ/DNLQ Nick Merrick/Hedrich Blessing: page 6, top Atsushi Nakamichi/Nacasa & Partners: page 5, top right; page 24 Brian Pobuda/Gensler: page 14 Timothy Soar: page 17 Sherman Takata/Gensler: page 20; pages 22-23; page 26 Peter Vanderwarker: page 16 3DXO:DUFKROSDJH Toshi Yoshimi: page 6, bottom

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