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EMERGING WORKPLACE STRATEGY (EWS)A Case Study for IFMA Workplace Evolutionaries April 2016

Indianapolis, IN


About our Presenter• Denise Elliott

– Progressive Corporate Real Estate– 11 years at Progressive– Workplace Evangelist– Consultative background– Soccer

[email protected]


Progressive Insurance facts at a glance• #153 on Fortune 500 list (2015) • $20 billion in total revenues• $2 billion in profits• Founded: 1937 • Stock Symbol (NYSE): PGR • Employees: 28,000 • Authorized Independent Agents: 30,000+• Contact Centers: Austin, Cleveland, Colorado Springs,

Sacramento, Tampa, and Phoenix (placed by labor pool and time zones)


Progressive Real Estate (March 2016)Total Portfolio

306 branch offices (primarily claims)70 service centers (66 owned)36 regional buildings

412 Properties Total

1.9 million rsf (Avg: 6,000 sf)0.8 million rsf (Avg: 12,000 sf)3.8 million rsf (HQ, call centers, etc)

6.5 million square feet

National portfolio – Real Estate located in all 50 states + Australia

Annual Occupancy CostsRentDepreciationOperating ExpensesReal Estate Organization

Total

$33,800,000$26,000,000$64,900,000$26,000,000

$150,700,000


Aligning the Workplace to the Business Key Business Drivers1. Customer Value

Proposition2. Destination Era3. Employee Value

Proposition


Aligning the Workplace to the Business1. EWS started as Growth Without Growth2. “Invisible” workplace3. Not a C-level mandate4. Build the road & create map as we go


Progressive Process

HR Flexible Work Arrangements (FWA)

EWS Marketing Plan & Communications Template

Real Estate Pilot; furniture standards

Continual rollout and refinement of EWS

Early adopters share experiences

2008 2010 2012

Real Estate begins laying foundation

2014 2016


Progressive Process – Data Driven Design


Progressive Process – Data Driven Design

Private Offices Headcount Current HC Seats Area/SeatSharing Ratio

Assigned - Dedicated Private Office 0 0 120 1.0:1Unassigned - Shared Office 21 8 120 2.5:1Assigned Workstation 0 0 42 1.0:1SubTotal 21 8

Workstations Headcount Current HC Seats Area/SeatSharing Ratio

Assigned - Dedicated Workstation 0 0 42 1.0:1Unassigned - Shared Workstation 150 60 42 2.5:1Unassigned - Project Resources Bench 100 40 25 2.5:1SubTotal 250 100


Progressive Process – Data Driven DesignSUMMARY FOR DESIGNER BY SPACE TYPE: SPACE CALCDedicated Private Office 0Shared Private Office/Large Enclave 17Small Enclave 7Dedicated Workstation 0Unassigned Workstation 64Bench Seats 94Collaborative Conference Room* 10Open Collaborative* 5Total Production Seats 182* Not included in total production seat count


Progressive Process – Communications


Progressive Process - Communications


Before


After


Impact to the Business


EWS 3-Month Survey Results

• 92% would like to stay with the new configuration• 92% said right amount of communication was given about

the project• 86% don’t have major concerns about germs• 89% of people feel they have enough storage• 88% felt their use of conference rooms has decreased or

stayed the same• 95% feel that this space supports Progressive’s culture better

than traditional space


Metrics

• EWS Average occupancy is 99% compared to 72% for traditional space• EWS Average utilization is 58% compared to 40% for traditional space• 2,000 employees currently working in EWS environment (7%)• Additional 350 employees to convert to EWS space in 2016• Business groups continuing to come to Real Estate and asking for EWS

Progressive Real Estate - trailing 12 mos

Sept 2010 March 2016

$190 million $151 million

8.3 million sf 6.5 million sf


Measures of SuccessPortfolio Efficiency

Portfolio Flexibility

Business Agility

Productivity Satisfaction

• smaller footprint

• higher density

• 8.3 million 6.5 million sf (22% reduction)

• increase capacity not RE

• 2 levers: mobility and ratios

• same space can serve more people

• decision making speed

• technology enabled

• dynamic teamwork

• distributed collaboration

• group “huddle up”

• reduction of conference room usage

• real-time communication

• in some groups, this can be measurable

• energetic environment

• variety of employee choice

• flexible work arrangements

• 92% don’t want to go back to traditional space


What’s Next?

• Continue trend lines with portfolio (down), costs (down or flat), and headcount (up)

• We call it Emerging Workplace Strategy for a reason• Refining processes• What is the right workspace for the future?


EWS Challenges• What is the right level of efficiency?• Culture• Grass roots effort


Key Learnings• Be true to who you are• Dedicated resources – takes time and money• Partnerships with IT and HR• Other groups can help, too• Can be grass roots effort, but you have to have

support• Need key leaders to try it


Questions?

Emerging workplace strategy (EWS)�A Case Study for IFMA Workplace Evolutionaries April 2016�Indianapolis, INAbout our PresenterProgressive Insurance facts at a glanceProgressive Real Estate (March 2016)�Aligning the Workplace to the Business ��Aligning the Workplace to the Business�Progressive Process Progressive Process – Data Driven DesignProgressive Process – Data Driven DesignProgressive Process – Data Driven DesignProgressive Process – Data Driven DesignProgressive Process – Data Driven DesignProgressive Process – CommunicationsProgressive Process - CommunicationsBeforeAfterImpact to the BusinessEWS 3-Month Survey ResultsMetricsMeasures of SuccessWhat’s Next?EWS ChallengesKey LearningsSlide Number 24

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