12 - DEN_WorkplaceDesignGuidelines.pdf

Denver International Airport Workplace Design Guidelines Updated May 2024

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Purpose Welcome to the Denver International Workplace Airport Design Guidelines. This resource provides information on how the Planning + Design department designs and maintains airport Workplace facilities.

The purposes of the Denver International Airport Workplace Design Guidelines are to:

• Create equitable and inclusive workspaces.

• Empower staff engagement and collaboration.

• Integrate hybrid workplace settings as well as technology into spaces to 1) reduce costs and 2) increase performance and productivity.

• Establish equitable and inclusive means for Departments to maintain their own unique personalities within their spaces while also standardizing space types throughout the building.

Background

In 2023, the Denver International Airport (DEN) announced 2 phases of their strategic plan. Vision 100 is focused on preparing the airport to serve 100 million annual passengers by 2027.

The second phase of this plan, Operation 2045, focuses on preparing the airport for its 50th anniversary in 2045 and an expected 125 million annual passengers.

The Workplace Strategy and Guidelines Project (WSGP) was initiated by the Department of Planning + Design. This department recognizes that DEN’s workforce will be integral to the success of the strategic plan, which in turn goes hand-in-hand with ensuring DEN becomes THE place for aviation talent.

In order to achieve this, DEN will need to create agile work settings that enable work to happen fluidly and sustainably, while leveraging space and technology to lower costs and positively impact the performance and satisfaction of DEN staff.

A few of the more important WSGP recommendations are:

• Facilities need to ensure quality of space, furniture, technology, security, etc. meet the needs of all staff.

• Existing workspaces should capitalize on new work models to support more people.

• Facilities should be designed to encourage cross- and interdepartmental collaboration.

• Facilities should support team identity and cultural aspirations.

• Facilities should be supportive environments that become spaces that the staff want to come to, not feel like they have to.

Workplace Design Guidelines Goals

The goal is to create DEN Workplace Design Guidelines that are consistent and inclusive at all department facilities, equitable for all, flexible for current and future growth, and adaptive to support evolving individual and departmental needs.

The Workplace Design Guidelines are designed to evolve with time; however, their mission and DEN’s Vision 100 Pillar Goals will remain as a guidepost.

Updates to these Design Guidelines will be made every three years or as necessary.

Refer to the Update Log in Chapter 9: Appendix for summaries of past revisions.

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Table of Contents

1. DEN’s Vision & Workplace Mission DEN’s Vision DEN’s Workplace Mission

2. Design & Guidelines Goals Introduction Workplace Design Goals

3. Change Management Introduction to Change Management Initiating & Managing Change Helping Individuals Transition Workplace Change Management Process Examples

4. Workplace Space Planning Introduction to Workplace Space Planning Space Planning Visuals Space Planning Terminology Space Planning Guiding Principles Space Planning Benchmarks Conceptual Diagrams & Core Adjacencies

5. Space Type Standards Introduction to Space Standards Overview of Typical Work Spaces Customer Service Spaces Support Spaces Open Collaboration Areas Specialty Staff Spaces Staff Spaces Meeting and Conference Spaces

6. Design & Specification Standards Introduction to Design & Specification Standards Basis of Design Standards: General Basis of Design Standards: by CSI Division Technical Specification Requirements Building Certifications

7. Workplace Furniture Standards Introduction to Furniture Standards Furniture Procurement Overview Furniture Tag Abbreviations Furniture Selection Guidelines

8. Signage & Graphics Introduction to Signage and Graphics Signage Best Practices Environmental Graphics Best Practices

9. Appendix Glossary Links & Resources Update Log Bibliography

Fair Use Notice: This document may contain copyrighted material the use of which has not always been specifically authorized by the copyright owner. The authors of this document have included such material in an effort to advance understanding of the concepts presented herein. This document and the contents herein are not intended for commercial use or publication, nor are material images being presented for the purposes of use for this project. This limited usage constitutes a fair use of any such copyrighted material as provided by section 107 of the U.S. Copyright Law. Specifically, in accordance with Title 17 U.S.C. Section 107, the material in this document is distributed for purpose of research and education. If a third party wishes to use copyrighted material from this document for alternative purposes that extend beyond fair use, that party must obtain permission from the copyright owner.

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Design Guidelines Project Team DEN Design Advisory Group (DAG) Construction and Infrastructure Department (C&I) Executive Vice President . . . . . . . . . . . . . . . James Starling C&I - Planning + Design (PLAN) Senior Vice President . . . . . . . . . . . . . . . . . .William Poole Director of Design . . . . . . . . . . . . . . . . . . . . .Rohini Saksena

Workplace Consultant - studiotrope Design Collective Principal in Charge . . . . . . . . . . . . . . . . . . . . . . .Sage Case Project Manager . . . . . . . . . . . . . . . . . . . . . . . . . .Vickki Villegas Change Management Lead . . . . . . . . . . . . . . .Deva Montalbano Interior Designer . . . . . . . . . . . . . . . . . . . . . . . . .Nicole Ennist Graphic Designer . . . . . . . . . . . . . . . . . . . . . . . . .Peter Williams Designer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Savionne Gudiel

9. Appendix8. Signage & Graphics

7. Workplace Furniture Standards

6. Design & Specification Standards

5. Space Type Standards

4. Workplace Space Planning

3. Change Management

2. Design & Guidelines Goals

1. DEN’s Vision & Workplace Mission

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1. DEN’s Vision & Workplace Mission

DEN’s Vision DEN’s Workplace Mission

Denver International Airport Workplace Design Guidelines | 5Updated May 2024

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6. Design & Specification Standards

5. Space Type Standards

4. Workplace Space Planning

3. Change Management

2. Design & Guidelines Goals

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DEN’s Vision DEN’s Strategic Vision is to be

“America’s favorite connecting hub, where the Rocky Mountains meet the world” DEN’s Seven Core Objectives Are:

• Winning the hearts of our customers

• Inspiring our employees

• Partnering in operational excellence

• Investing in sustainability

• Putting DEN on the world map

• Maximizing our real estate

• Excelling in financial performance

DEN’s annual passenger count has been exponentially growing larger over the last few years. The expectation is that by 2027, DEN will serve 100 million annual passengers. In order to continue to support the growing number of passengers, the DEN campus will need to continue to grow and adapt to support effective and sustainable work.

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DEN’s Workplace Mission

“Create an agile work setting that enables work to happen fluidly and sustainably, while leveraging space and technology to lower costs and positively impact the performance and satisfaction of DEN staff.”

DEN’s organizational Vision & Priorities are embodied in our workplaces when they are consistently welcoming, safe, inviting, easy to navigate and flexible to meet our future needs.

The DEN employees should be inspired to innovate and should feel integrated into our unique culture – one that strives to be an authentic and safe place for all.

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2. Design & Guidelines Goals

Introduction Workplace Design Goals

Equity Flexibility Innovation DEN’s Brand Sustainability Accessibility and Neurodiversity Wellbeing Interior Environment

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Introduction

At this time, DEN’s Workplace real estate is mostly outdated and underserving employees. As passenger traffic continues to climb at DEN, overall square footage will increase, technology usage will rise and DEN’s FTE numbers will have to continue to grow in order to maintain their status as a premier airport. The “make-do” and fire-drill mentality to address workplace needs will no longer work.

DEN has committed resources to renovating and growing its workplace portfolio to meet these increasing needs. The Planning + Design team wants to ensure that we are intentional and thoughtful in our approach to designing workplaces at DEN.

The goal is meet the current and future needs of every employee

- traditional desk workers, field workers, and shift workers.

Regardless of where one does their work, DEN wants to consistently create spaces that encourage collaboration, provide multiple work settings for groups as well as individuals, and focus on modern and effective work models.

The chapters and content to come set the foundation for how to achieve these workplace design goals.

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Equity

• Provide workspace that is appropriate to each department and their most functional workstyle.

• Create amenity spaces that are readily accessible to all staff and all departments.

• Each department should have access to support spaces that are necessary to a daily workflow.

• Departments should be accessible and inclusive to all staff and regular visitors.

• Departments on DEN’s campus should be located with thought and relation to their regular site needs.

Flexibility

• Spaces should be able to adapt to the needs of the departments as they shift and change over time.

• Spaces should support DEN staff whether they are in office every day or once a month.

• Provide a variety of work settings for diverse workstyles, tasks and meeting types.

• Room to grow should be appropriately planned for and accommodated.

Innovation

• Technology should be modernized and easily upgradable to support all DEN staff.

• Spaces should easily support hybrid work styles for those who can appropriately work in such a setting.

• DEN’s campus should be inviting and cutting-edge to maintain and reflect DEN’s status at the forefront of the aviation sector.

• Access to daylight and views is shown to promote outside-the-box thinking and visioning.

• Individuals need different types of environments depending on the specific task they are doing.

• Efficiency benefits from taking breaks and resetting. Often the best insights come when a person steps away and stops thinking about a particular problem, later coming back with a fresh point of view.

Workplace Design Goals

The foundational goals for Workplace Design at DEN are:

• consistency at all workplace facilities,

• inclusion and equity for all,

• flexibility for current and future growth,

• adaptability to support evolving departmental needs.

While these Guidelines are designed to evolve with time, the workplace mission and DEN’s Vision 100 Pillar Goals will remain as a guidepost.

“Create an agile work setting that enables work to happen fluidly and sustainably, while leveraging space and technology to lower costs and positively impact the performance and satisfaction of DEN staff.”

DEN’s Workplace Mission

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DEN’s Brand

DEN’s interior environments are a reflection of DEN’s Brand.

Public facing spaces and back-of-house workplaces should both reflect this world class organization’s goal of being a leader in aviation, providing ease of access to services, equity, flexibility and innovation.

DEN has defined design values. By infusing these qualities throughout both the public facing spaces as well as the employee spaces, DEN’s strategic vision and DEN’s workplace mission will be a present and consistent message.

Brand - Identity - Character - Tone Through meetings and surveys with DEN staff and the SVPs, we explored what the character and personality of our spaces should be.

How should someone consistently describe DEN’s interior environment (a.k.a. brand)?

• Innovative & future-focused

• Collaborative & engaging

• Refined

• Demonstrating sustainability & environmental stewardship

• Safe, secure & easily accessible to all from “DEN Design Principals PDF”

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Sustainability

Make choices that are sustainable from an economic, societal and environmental perspective.

The most sustainable building practice is to build a space once with sustainable building practices and then not touch the space for 10-15 years. Sustainability efforts lie at the forefront of DEN’s Vision 100 and Operation 2045. It is important to maintain sustainable design efforts in both staff spaces and public spaces.

DEN will not only meet the minimums, but will exceed what is necessary to keep DEN sustainable, both environmentally and fiscally.

Sustainability also speaks to the resiliency of an organization. As the COVID pandemic taught the world, businesses must be able to respond to industry fluctuations. Workplace design that is flexible to easily expand or contract due to staffing needs, planned or unforeseen efforts, or shifts in work models, will give DEN the resiliency to not just sustain, but to innovate and lead in a competitive market.

DEN Sustainability Policy https://www.flydenver.com/app/uploads/ 2023/09/den_SustainabilityPolicy.pdf

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Accessibility and Neurodiversity

The Curb-Cut Effect “...When we adapt and tailor our workplaces to meet the specific needs of one group, we often discover unanticipated positive consequences that ripple across the entire organization.”

Meeting ADA requirements primarily addresses distinct and often obvious physical differences. Research and education on neurodiversity has expanded what it means to provide workplaces that are accessible to all.

• Research on biophilia has shown that seeing shapes often found in nature can create a sense of calm and lower stress.

• Many are negatively triggered by sounds that others may not even notice. Workplace acoustics impact work output.

• All five senses must be considered. Scents and perfumes in cleaning products trigger migraines in some people.

• Some perform best in an open environment with vistas and activity; others thrive in solitude with minimal visual stimulation. Preference may vary day-to-day or task-to-task.

Without highlighting differences, providing a spectrum of space types will help all people work more effectively.

Research from neuroscience, behavioral, and organizational psychologists has created a framework of work modalities, which identifies six categories based on task differences that lead to different space needs:

• Hard Focus

• Soft Focus

• Collaborate

• Socialize

• Learn

• Rejuvenate

Availability is not the same as accessibility.

The energy that staff spend advocating for their needs not only distracts from their focus on their work roles and responsibilities;

it can also cause a great deal of stress and will undermine their ability to perform at their best.

DEN must focus on the “access” part of accessibility.

an example of a workplace sensory map

“The world needs a neurodiverse workforce to help try and solve some of the big problems of our time.”

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Wellbeing

The health and wellbeing of DEN staff reflects the health and wellbeing of the DEN organization.

The triple bottom line balances an organization’s people, its profit, and the planet. Its people are the biggest asset an organization has. Creating workplaces that support employee wellbeing is critical to DEN’s success.

To invest in employee wellbeing, workplaces at DEN will:

• enable and encourage healthy choices,

• provide regular and easy access to hydration and healthy eating options to encourage staff to maintain a physically healthy lifestyle,

• integrate access to the outdoors or prominent daylight to minimize disruption of users’ circadian rhythms,

• maintain and regularly review facilities’ HVAC systems to ensure healthy indoor air quality.

The above are a fraction of the possible ways that the workplace environment can be designed to support employee wellbeing.

Organizations like the Urban Land Institute, fitwel, the International Well Building Institute, The GSA’s Office of Federal High-performance Green Buildings, etc. provide a plethora of research, resources and strategies for how to approach designing with individual wellbeing as a priority.

See the Appendix for additional resources and links.

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Interior Environment

Welcoming & Equitable DEN’s workplace aesthetic should reflect DEN’s brand even if there is not a DEN logo in sight. The environment should be seen as innovative, flexible, and forward-thinking; therefore a mix of modern and traditional are desired over strictly traditional or strictly modern. The aesthetic should also be authentic to Colorado.

These same core qualities can be interpreted in many different ways throughout DEN’s workplace portfolio. One aesthetic will not fit all the needs throughout DEN’s diverse workplace needs and departmental cultures.

The spectrum of characteristics to the right is a conversation starter to help establish goals and expectations between DEN and the Design Team (internal or external) for a work order, tenant improvement or new construction project. It should be expected that a workplace designed for the Executive Team, which meets with many distinguished partners and guests, will have a different set of goals than a workplace designed to encourage the employees at the EOC to decompress and freely express themselves in between stressful encounters.

Quality

Outside the Box

Raw

Cold

Visually Unrelenting

Neutral Colors

Spacious

Ordinary

Quantity

Traditional

Refined

Warm

Visually Quiet

Vibrant Colors

Claustrophobic

Extraordinary

10 100

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Interior Environment

80/20 Rule for Design As a starting point, consider the design principle that the majority of DEN’s workplace environments should be 80% standard fixed finishes and architectural details and 20% unique.

The proportion of those standard finishes and how they are used can vary greatly. The furniture specified could similarly build from DEN’s standard specifications. In this way, a wide variety of visual customization could be provided while creating synergies between all workplaces at DEN.

It is equally important that the finishes and furniture decisions are able to be influenced by their unique architectural context and the diverse needs of the project’s user group.

Just changing how the exact same materials are used can radically change how a space is perceived. One facility may use a high percentage of reclaimed wood; another may choose to use clear, vertical grain light species wood. That switch alone would establish a different look & feel.

two examples showing how finishes can be re-proportioned to create different fixed finish palette - even before layering in furniture and architectural forms.

Responsible Design Because DEN facilities are regularly relocated and service models evolve, the fixed finishes within a space will predominantly be neutral so another workgroup can move in and easily adapt an environment with a fresh coat of paint, art, their team’s belongings and new signage.

The finish palette should work with the DEN brand colors because they will inevitably be part of the environment even if just as screensavers, printed collateral, or one’s staff ID.

Decisions should factor in durability, ongoing maintenance costs and aesthetic longevity.

Inclusive Design We strive for all staff and guests to feel comfortable within DEN’s workplaces. Therefore, the culture of all staff, teams, and outside partners shall be considered when developing the personality of a space for one group of staff.

Unique elements for any DEN workplace environment:

• Accent paint colors

• Accent wall finishes

• Flooring & ceiling materials

• Millwork materials

• Acoustic materials

• Decorative lighting

• Furniture upholstery and finishes

• Office Systems - accent panel fabric

• Graphics

• Art

Designers should be mindful that the brand colors found in the DEN Brand Guidelines will be part of the environment, whether planned or not.

There is no requirement to use these colors; simply avoid clashing with them.

FOR QUESTIONS OR BRAND APPROVAL, PLEASE EMAIL: DENBrand@flydenver.com 6

DEN BRAND GUIDELINES

Minimum Size Minimum size refers to the smallest acceptable size that has been established to ensure legibility of the logo.

Never reproduce our logo smaller than the approved size. Logos at this size should be used only in specific scenarios, such as co-branding and merchandise.

Logo Color Usage The Denver International Airport logo should always be used at 100% of the brand primary color PMS Violet C.

If printed in a black and white manner, or color is not available, it should be at 100% black or reversed out of solid approved colors, PMS Violet or black.

CORPORATE LOGO COLOR TREATMENT

O.75 in. O.5 in.

PMS Violet C

PMS Violet C

Black

Black

Color treatment

REVERSED OUT of solid color background

SOLID APPROVED BACKGROUND COLORS

PANTONE

VIOLET BLACK

PANTONE

PANTONE

PANTONE

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3. Change Management

Introduction to Change Management Initiating & Managing Change Helping Individuals Transition Workplace Change Management Process Examples

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People do not fear change.

They fear poorly managed change, or change that leads to losing valuable resources, or being forced to do things they do not want to do.”

— Steven T. Hunt

Introduction to Change Management DEN recognizes that change is one of the most fundamental components of a thriving organization, and that the process is wholly reliant on human beings and their individual willingness to change. Therefore, it has embraced change management as a fundamental component of successful change, and is providing the following guidelines as a framework for understanding WHY, HOW and WHEN to initiate the Change Management process.

Leaders make executive-level decisions every day to change processes and procedures, renovate spaces and buildings, and hire new managers and leaders. More often than not, they do all this without taking into account the fact that the successful execution of these decisions is entirely reliant on the individuals who will need to change the way they do their work, live in the spaces provided for them, and manifest the visions they are tasked with executing on.

The phrase ‘change management’ has gained popularity in recent years as buzz words synonymous with thoughtful and intentional change. While this is not misguided, it is misleading

– change management is not a concept, but rather a strategic process with documented best practices that, when followed, exponentially increase a return on investment.

Change is one of the most fundamental components of a thriving organization, and yet most people fail to understand it as a process wholly reliant on human beings and their individual willingness to change.

According to McKinsey & Company, 70% of change initiatives fail. And while those failures result in significantly diminished returns on investment – more notably, they deteriorate trust, weaken culture and kill morale.

According to Prosci, a global leader in change management for over 25 years of research in the field, change initiated through the change management process is:

• 7x more likely to meet project objectives

• 4.6x more likely to stay on schedule

• 1.4x more likely to stay on budget

I win

WE

WIN

You win

Change

Change Management

Synergy

(1+1=3)

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Thus, the old adage:

“Everything has changed...but nothing is different.”

When change happens without transition— it’s just a rearranging of the chairs.”

Phase 2: Manage Change

Change Management Plan To achieve adoption and usage of the change, create implement and adapt plan(s) that will move individuals and the organization through ADKAR transitions.

Plan and Act:

What will we do to prepare, equip and support people?

Track Performance:

How are we doing?

Adapt Actions:

What adjustments do we need to make?

Phase 3: Sustain Outcomes

Change Management Closeout To realize the value of the change by ensuring the change is adopted and the organization is committed and prepared to sustain the change.

Review Performance:

Now, where are we? Are we done yet?

Activate Sustainment:

What is needed to ensure the change sticks?

Transfer Ownership:

Who will assume ownership and sustain outcomes?

Initiating & Managing Change Change management needs to be initiated at the beginning of the planning process for any initiative that involves how people work or experience the workplace.

Below is an outline of best practices from the benchmarking program Prosci.

© Prosci Inc. All Rights Reserved

Phase 1: Prepare Approach

Change Management Strategy To position the change for success, develop a customized and scaled change management strategy with the necessary sponsorship and commitment.

Define Success:

What are we trying to achieve?

Define Impact:

Who has to do their jobs differently and how?

Define Approach:

What will it take to achieve success?

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Helping Individuals Transition Successful organizational change can only be achieved by individuals who are willing to transition from the “old” way to the “new” way. Therefore, change management primarily focuses on facilitating these transitions by leveraging mechanisms that specifically address the critical psychological realignments and repatternings that need to take place for successful change.

One such mechanism is Prosci’s ADKAR model, an internationally recognized process that allow leaders to facilitate change at the individual level. The model is build around five steps:

1. A = Awareness

2. D = Desire

3. K = Knowledge

4. A = Ability

5. R = Reinforcement

Awareness of the business reasons for change

WHY: A natural human reaction to change, even in the best circumstances, is to resist. Awareness of the business or organizational need to change is a critical component to overcoming resistance.

WHAT: Awareness is a goal or outcome of early communications related to an organizational change.

HOW: To build awareness, people will need to fundamentally connect with the benefits of the change and believe it is happening for them – not to them.

They need to be aware of:

• Why the change is necessary?

• Why they should embrace the change?

• How the change will benefit them personally?

Desire to engage and participate in the change

WHY: A person’s personal motivators or barriers contribute to their level of desire to change. Each person will have their own unique reasons for engaging or resisting change – sometimes reasons that are not even related to the change.

WHAT: Desire is a goal or outcome of sponsorship and resistance management.

HOW: People need to be personally motivated to change and have a desire to start. Desire is a very individual concept. They need to be motivated by the goal and find the reward desirable.

Knowledge about how to change

WHY: Only after building awareness and desire should people be provided with detailed knowledge of how they will function as a result of the change.

WHAT: Knowledge is a goal or outcome of training and coaching.

HOW: People need to know how to effectively change. They need to understand the basics; attend workshops, seminars or training sessions; and feel confident that they have the knowledge to be effective.

Ability to meet the required performance level

WHY: Knowledge is knowing what to do. Ability is being able to put that knowledge into practice.

WHAT: Ability is a goal or outcome of additional coaching, practice and time.

HOW: People need to know how to put their knowledge into practice. They need to have confidence that they can implement new behaviors and get the coaching, practice and time to ensure they will be successful.

Reinforcement to ensure that change sticks

WHY: In order to sustain change it needs to be reinforced.

WHAT: Reinforcement is a goal or outcome of adoption measurement, corrective actions, and recognition of successful change.

HOW: People need to have reinforcements in place to prevent them from reverting to old habits. They need milestones and reward system so they can be held accountable.

https://www.prosci.com/methodology/adkar

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Workplace Change Management Process Examples Change management needs to be initiated at the beginning of the planning process for any initiative that involves how people work or experience the workplace. The following are change management process highlights from the 2023 Workplace Planning & Strategy Project:

Define success No one is complaining about the workspace because it supports them seamlessly.

• The DEN workplace enables work to happen fluidly and sustainably, while leveraging space and technology to lower costs and positively impact the performance and satisfaction of DEN staff.

• DEN views the workplace as an integrated system of space and technology that enables work, wherever it occurs.

• The DEN workplace supports staff so they can achieve Vision 100 and Operation 2045.

• The DEN workplace recognizes and supports current and future employee work practices.

Understand awareness Not everyone is frustrated by their workspace because there are large discrepancies in space equity.

Phase one of the Workplace Planning and Strategy Project comprised of interviewing and surveying all DEN departments.

By including the change management team in these efforts, we were able to gain a thorough understanding of many key factors influencing and affecting the workplace, including people’s awareness of inequities. The team focused on:

• Gathering anecdotal evidence and examples of inequities in the workspace across all departments.

• Creating a base understanding of why space equity in the workplace is necessary.

• Understanding how addressing inequities in the workplace will support:

• Departmental KPIs

• Retention and recruitment

• Vision 100

• Operation 2045

Share the message Once we understand the level of awareness around the problem and need for change, we can create mechanisms for amplifying key components of the message so people at the center of change can inform and spread that awareness. The following pages show samples of communication strategies employed in these efforts.

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DEN Workplace Strategy Communication Plan

STEP 1: Communication Plan Overview Rohini will share during EVP presentation

1. Confirm communication goals with EVPs.

The DEN Workplace Strategy Project’s (WSP) communication plan will ensure:

a. DEN employees know Planning + Design is aware of the immediate and ongoing need for equitable, appropriate and adequate workspace for all DEN employees.

b. DEN employees know Planning + Design is working on creating strategies for addressing these needs in the immediate, short-term and long-term.

c. DEN employees feel heard and valued throughout the planning process.

d. DEN employees are kept apprised of how the project is progressing.

2. Meet with Communications Team (CommsTeam) to establish best mechanism for delivering the messages to achieve the goals.

3. Create a comprehensive Communication Plan (CommPlan).

4. Create content for deliverables outlined in the CommPlan.

5. Deliver content to CommsTeam for distribution.

STEP 2: Messaging Outline Rohini + CM team will outline messaging based on the communication goals developed with the EVPs

1. Planning + Design is aware of the immediate and ongoing need for equitable, appropriate and adequate workspace for all DEN employees.

a. Introduction and Overview of Workplace Strategy Project.

i. SVP+EVPs

• This is what we heard in our interviews

• This is how we will be studying the problem

ii. Managers and Directors

• “Cheatsheet” overview to facilitate conversations with others

2. Planning + Design is working on creating strategies for addressing these needs in the immediate, short-term and long-term.

• SVP+EVPs

• Managers and Directors

3. DEN employees feel heard and valued throughout the planning process.

4. DEN employees are kept apprised of how the project is progressing.

STEP 3: Communication Plan Rohini + CM team meet with CommsTeam to create delivery strategy

• What is the message?

• What is the audience?

• Who is the sender?

STEP 4: Collateral Generation Rohini + CM team generate content

• Cheatsheet for managers to help them communicate the plan

• Progress updates for HUB

STEP 5: Plan Execution CM team deliver content to communication team for distribution

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COMMUNICATION TALKING POINTS

WORKPLACE STRATEGY PROJECT

Overview:

•DEN’s workforce plays a pivotal role in ensuring the success of DEN’s strategic plan and realizing its goal of becoming THE place for aviation talent.

•DEN Planning + Design has initiated a Workplace Strategy Project comprise of two components:

• The Workplace Programming Report

• The Workplace Design Guidelines

• This project marks the first time since DEN opened that all staff spaces are being evaluated proactively to consider how best to serve current and projected workplace needs of the entire organization.

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COMMUNICATION TALKING POINTS

WORKPLACE STRATEGY PROJECT

Objectives:

• The Workplace Strategy Project will create an outline for an agile work setting that:

• Enables work to happen fluidly and sustainably, while leveraging space and technology to lower costs and positively impact the performance and satisfaction of DEN staff.

•Views the workplace as an integrated system of space and technology that enables work, wherever it occurs.

• Supports staff to achieve Vision 100 and Operation 2045.

•Recognizes and supports current and future employee work practices.

OVERVIEW DD

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COMMUNICATION TALKING POINTS

The purpose of this document is to outline talking points for DEN EVPs to ensure:

1.DEN employees know the EVPs and Planning + Design are aware of the immediate and ongoing need for equitable, appropriate and adequate workspace for all DEN employees.

2.DEN employees know the EVPs and Planning + Design are working on creating strategies for addressing these needs in the immediate, short-term and long-term.

9. Appendix8. Signage & Graphics

7. Workplace Furniture Standards

6. Design & Specification Standards

5. Space Type Standards

4. Workplace Space Planning

3. Change Management

2. Design & Guidelines Goals

1. DEN’s Vision & Workplace Mission

Denver International Airport Workplace Design Guidelines | 23

Communication talking points developed as part of the change management during the 2023 Workplace Planning & Strategy project:

COMMUNICATION TALKING POINTS

WORKPLACE PROGRAM REPORT

1. The goal was to create a holistic and comprehensive review of all DEN facilities and organizational divisions and evaluate the following criteria:

• Airfield and Central Campus Proximity

• Current and Future Staffing Requirements

• Adjacency Benefits

• Logistics and Dedicated Fleet Support

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COMMUNICATION TALKING POINTS

WORKPLACE PROGRAM REPORT

2. Efforts included:

• Touring all DEN facilities

• Informal staff interviews

• Formal interviews with all SVPs

• Compiling quantitative data from all Departments

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COMMUNICATION TALKING POINTS

WORKPLACE PROGRAM REPORT

3. Two main factors were identified as barriers to achieving Vision 100 and Operation 2045:

• As DEN has expanded its services and increased passenger traffic it has not increased staff and workspace in kind. As a result, the current workplace cannot accommodate new hires let alone what is needed for future growth.

• The majority of current DEN workplaces do not align with DEN’s organizational aspirations or support DEN’s Vision 100’s Pillar 1 “Empowering Our People”. Most do not support attracting, retaining and growing employees skills. Many of these facilities lack adequate basic amenities and infrastructure let alone compared to the amenities and infrastructure currently found in other similar organizations.

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COMMUNICATION TALKING POINTS

WORKPLACE PROGRAM REPORT

4. The qualitative and quantitative workplace findings within the Workplace Program Report conclude that:

• DEN is unable to equitably accommodate new hires or provide space for the kind of growth necessary for a sustainable future in its current facilities.

• Additionally, a vast majority of DEN’s work environments do not reflect the equitable, collaborative, innovative culture DEN promotes.

• Addressing workplace needs will greatly improve recruitment and retention and support DEN’s goal to be THE place for aviation talent.

9. Appendix8. Signage & Graphics

7. Workplace Furniture Standards

6. Design & Specification Standards

5. Space Type Standards

4. Workplace Space Planning

3. Change Management

2. Design & Guidelines Goals

1. DEN’s Vision & Workplace Mission

Denver International Airport Workplace Design Guidelines | 24 during the 2023 Workplace Planning & Strategy project (continued):

COMMUNICATION TALKING POINTS

WORKPLACE DESIGN GUIDELINES

The Workplace Design Guidelines will ensure future work settings are agile and enable work to happen fluidly and sustainably by”

• Leverage space and technology to lower costs and positively impact the performance and satisfaction of DEN staff.

• Provide standards for space planning, furniture, wayfinding, signage and graphics.

• Create consistency around planning concepts and technical requirements.

The DEN Planning & Design + CM Team will:

1. Meet with Chief of Staff and the Communications Team to establish best mechanism for delivering the messages to achieve the goals.

2. Create a comprehensive Communication Plan with the Chief of Staff and the Communications Team.

3. Create content for deliverables outlined in the Communication Plan.

4. Deliver content to the Communications Team for distribution.

NEXT STEPS

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COMMUNICATION PLAN

9. Appendix8. Signage & Graphics

7. Workplace Furniture Standards

6. Design & Specification Standards

5. Space Type Standards

4. Workplace Space Planning

3. Change Management

2. Design & Guidelines Goals

1. DEN’s Vision & Workplace Mission

Denver International Airport Workplace Design Guidelines | 25 during the 2023 Workplace Planning & Strategy project (continued):

7. Workplace Furniture Standards

6. Design & Specification Standards

5. Space Type Standards

4. Workplace Space Planning

3. Change Management

2. Design & Guidelines Goals

1. DEN’s Vision & Workplace Mission

Denver International Airport Workplace Design Guidelines | 26

4. Workplace Space Planning

Introduction to Workplace Space Planning Space Planning Visuals Space Planning Terminology Space Planning Guiding Principles Space Planning Benchmarks

Field Workers & Shift Workers Traditional Desk Workers Emergency Operations & Mission Control Centers Customer Service Spaces & Reception Areas

(Badging, Lost & Found, etc.)

Other Space Types (Call/Contact Centers, etc.)

Conceptual Diagrams & Core Adjacencies

Denver International Airport Workplace Design Guidelines | 26Updated May 2024

7. Workplace Furniture Standards

6. Design & Specification Standards

5. Space Type Standards

4. Workplace Space Planning

3. Change Management

2. Design & Guidelines Goals

1. DEN’s Vision & Workplace Mission

Denver International Airport Workplace Design Guidelines | 27

Introduction to Workplace Space Planning Creating workplaces has changed, both for traditional desk workers and for field and shift workers. Organizations have more horizontality and less of an “Ivory Tower” mentality, and we see that in how the modern work places are designed. In addition, how we all work has changed. No longer is the assumption that, as you move up in an organization, your best work is done in a private office behind closed doors. On the contrary, many leaders at DEN do their best work walking the halls or concourses and in work sessions with their colleagues.

The modern workplace is designed considering where diverse individuals and teams do their best work and designing spaces to match. This approach to space planning, called activity-based working (ABW), gives the modern worker the autonomy to choose where they can be most effective based on their task at hand.

ABW environments include neighborhoods of spaces to support focused work, collaborative work, informal and traditional meetings, and hybrid work, and they provide intentional places for impromptu interactions as well as opportunities to recharge.

Designing for ABW work is no longer a 1:1 employee-to-desk ratio like traditional office design. Now DEN will provide a foundational set of space types and amenities, and then layer and tune proportions of those space types based on the team’s diverse needs. The following pages give an overview of how to approach the early stages of space planning workplaces at DEN.

Workstyles have changed and workplaces need to respond.

7. Workplace Furniture Standards

6. Design & Specification Standards

5. Space Type Standards

4. Workplace Space Planning

3. Change Management

2. Design & Guidelines Goals

1. DEN’s Vision & Workplace Mission

Denver International Airport Workplace Design Guidelines | 28

Space Planning Visuals With the onset of Computer Aided Drafting (CAD) and now with the relative ease to quickly produce plans that look very complete, there is a risk that a user-group may wonder how a design was completed without their input.

Iterating through solutions is part of the process of homing in on a solution that meets the user-groups needs. Often a design team will bring initial concept drawings as a conversation starter to gain understanding from the user-group.

The diagram on the right illustrates the various ways a line in plan could be translated as a wall, floor or ceiling. A line on the plan that was initially thought to be a solid, full-height wall separating two teams could ultimately become a simple floor finish change after the design team understands the teams regularly work together collaboratively.

7. Workplace Furniture Standards

6. Design & Specification Standards

5. Space Type Standards

4. Workplace Space Planning

3. Change Management

2. Design & Guidelines Goals

1. DEN’s Vision & Workplace Mission

Denver International Airport Workplace Design Guidelines | 29

Space Planning Terminology See the excerpt to the right for definitions of typical and oft-confused terms used to discuss space planning.

For DEN’s Workplace Space Planning purposes, Usable Area (USF) will predominantly be used in the following sections.

7. Workplace Furniture Standards

6. Design & Specification Standards

5. Space Type Standards

4. Workplace Space Planning

3. Change Management

2. Design & Guidelines Goals

1. DEN’s Vision & Workplace Mission

Denver International Airport Workplace Design Guidelines | 30

The excerpt below compares several terms used to discuss space planning.

If exploring renting space outside of DEN’s current portfolio, it will be important to understand the difference between USF and Rentable Area (RSF).

7. Workplace Furniture Standards

6. Design & Specification Standards

5. Space Type Standards

4. Workplace Space Planning

3. Change Management

2. Design & Guidelines Goals

1. DEN’s Vision & Workplace Mission

Denver International Airport Workplace Design Guidelines | 31

Space Planning Guiding Principles Critical Components

• Access to natural daylight will be prioritized as a shared amenity for all staff. Locate workstations and other regularly used spaces available for all employees - not private offices

- towards the perimeter glass walls for maximum utilization of natural light and to allow daylight to penetrate further into the floorplate.

• Having a comprehensive understanding of all DEN department needs will benefit any workplace project’s potential flexibility to serve other’s needs. For example, every floor of the AOB does not need a large print room. Investing in one centrally located print room with specialty plotters could serve multiple departments at less cost to DEN.

Similarly, reception points could be shared between teams or departments to reduce staffing and square footage impacts.

• Shared amenities will be emphasized, whereas department specific rooms will be lower prioritized spaces.

• Diversify space types within medium to large zones to avoid creating a sea of workstations or halls of private offices.

Adjacency Considerations

• Food preparation will be separated from primary work areas due to noise and smell.

• Avoid placing workstations directly adjacent to break rooms, restrooms, or gyms.

• Larger shared active spaces will be centralized to facilitate casual interaction and impromptu collaboration.

• Quieter work zones will be away from main circulation paths.

• Collaboration areas, or similar, can be used as destinations at the end of walkways.

• Open-plan workstations should have close proximity to focus rooms or similar to quickly minimize noise disruptions.

Overarching Guidelines

• Reception desk/area (when appropriate) will be the first point of contact for guests.

• Reception desks may have graphics representing its function, such as graphics saying, “Hello, how can I help you?” or “Welcome.” Graphics will be in both English and Spanish.

• Entry and orientation points should allow someone of average height to scan and recognize circulation paths, identify various amenities. and connect to views or other key features. This provides a sense of security, instills a sense of autonomy & choice, and sets a foundation to foster innovation.

• Floor plans will be flexible in plan to allow for easy adaptations to future space needs. Infrastructure like restrooms, mechanical chases and server rooms should be places with thoughtfulness to future renovations.

• At least one drinking water dispenser (minimum one per floor) is located within 100 ft walking distance of all…