AURA, a beacon of knowledge and inspiration in the world of commercial real estate and workplace innovation. This publication offers valuable insights and sparks meaningful conversations with professionals and key opinion leaders who share our passion for excellence in workspace strategy and creating exceptional environments across EMEA.
aura Lighting the future of people, brands, and spaces Issue 1 2024
EMEA, A COMPLEX AND ATTRACTIVE PLAYGROUND Challenges and opportunities for US brands
DESIGN FOR DIVERSITY Enabling neurodiverse teams through design
THE IMPACT OF AI ON OFFICE DESIGN AI and corporate real estate
We believe people and brand should be at the heart of the workplace to foster experiences with a sense of purpose. Born in 2011, Allure is a global design and architectural firm specialising in future-proofed environments for global companies in EMEA.
allure.eu.com
WELCOME
WELCOME TO OUR INAUGURAL ISSUE
W e would like to take a moment to welcome you to the debut issue of AURA , our new editorial project aimed at lighting the future of people, brands, and spaces. is new venture stems from our deep passion for transforming o ce spaces into vibrant hubs of creativity and productivity. Since 2011, Allure has built a reputation for designing and delivering future-proofed environments for global brands in Europe. Our ability to overcome challenges in the EMEA region is a result of our combined knowledge and experience. We specialise in cra ing bespoke o ce environments that seamlessly blend functionality with innovation. With each one of our projects, we embark on a journey that begins with a strategic approach and culminates in the realisation of unique design and architecture concepts. But our commitment extends way beyond aesthetics: we strive to create spaces that resonate with the DNA of our clients, enhancing their brand identity and company culture. So, why AURA ? By dictionary de nition, aura means: “ e distinctive atmosphere that seems to surround and be generated by a person, thing, or place.” For us, AURA is all about enhancing the workplace experience as our goal is to give life to environments that reect the unique needs of our clients. In fact, at Allure, we are convinced that today’s workplace design lies in the deep understanding of the brand, the people and the architectural space that surrounds them – for us, AURA represents the holistic approach to enhance the human experience in the workplace.
e purpose of this magazine is to serve as a beacon of knowledge and inspiration within the realm of commercial real estate and o ce space design, providing you with insights and meaningful conversations with professionals and key opinion leaders who share our passion for excellence in workspace strategy and design. As the corporate real estate landscape evolves, the demand for innovative, exible and cutting-edge solutions is at its peak. For international companies looking to expand their presence in Europe, navigating the intricacies of the EMEA real estate market can be challenging. In this inaugural issue, we explore a spectrum of topics designed to enlighten and inspire. From exclusive interviews with industry experts to deep dives into emerging workplace trends, each article is cra ed to deliver valuable content and thought-provoking perspectives. We recognise the challenges of today’s corporate environments and by adapting to new work paradigms, fostering collaboration and optimising space utilisation, we aim to address these challenges head-on through this editorial project, oering practical solutions and visionary concepts. We are thrilled to invite you to embark on this journey with us and rede ne together the standards of o ce space design, setting new benchmarks within our industry. ank you for joining us on this exciting venture!
e Allure Team
AURA
CONTENTS
© Allure 2024
Allure 29 Rue de Cambacérès 75008 Paris Email: elise.ddm@allure.eu.com Web: allure.eu.com EDITORIAL TEAM Marketing and Communication Lead Elise Darson de Monts Senior Designer Lea Zayek
Publisher Dialogue Content Marketing Ltd, Fuel Studios, Pottergate, Norwich, NR2 1DX Email: mail@dialogue.agency Web: dialogue.agency
TEAM Managing Content Editor Jessica Bennett Design Director Nicola Preston Account Director Dan Edison Head of Content Cathy Wood Creative Director Richard Berry Agency Client Director Mel Vince Chief Executive Officer Zoë Francis-Cox
CONTRIBUTORS
Opinions expressed in this magazine are not necessarily those of Allure or Dialogue Content Marketing Ltd. Material contained in this publication may not be reproduced, in whole or in part, without prior permission of the publishers. No responsibility can be taken on behalf of advertisements printed in the magazine. © Dialogue Content Marketing Ltd 2024
EMMA ASCOTT is a contributing writer based in Arizona, USA. With a Bachelor’s degree in Journalism and Mass Communication, Emma has written about a multitude of topics, such as the future of work, design, breaking news, healthcare, politics, and tech.
JAMES DAY has been a respected tech journalist for more than 25 years. He is the former tech editor of the Metro newspaper, editor-in- chief of Stuff magazine and associate producer on The Gadget Show . James is also currently tech editor at large for enki magazine.
SHEYA MICHAELIDES is a freelance writer and researcher exploring the intersections between psychology, employment and education. She focuses on issues related to the future of work, wellbeing and diversity, equality and inclusion. She holds an undergraduate degree in Organisational Psychology and Industrial Sociology and a first-class Master’s degree in Applied Psychology.
AURA
CONTENTS
INSIDE ALLURE
44 Let us be your guide Our Unlocking EMEA guide helps navigate real estate decision-making Our global mindset
46
Kenny Burgess reveals how we deliver projects across EMEA
FEATURES
REGULARS Updates
BIG PICTURES Magic mycelium
EMEA, a complex and attractive playground
News from the industry and events of interest Case study: Tradition meets innovation We showcase the new office of Moody’s Investors Service in the heart of Paris Column: Navigating uncertainty Henri Bernabé details how Allure helps clients respond to marketplace challenges Column: Design the Allure way Keti Bicolli outlines her approach to workplace design and societal shifts influencing today’s offices The last word: A journey of vision and transformation Keith Heywood discusses how far Allure has come in recent years
mycelium-based composites are being developed for use in office design Bio-concrete with a cause Made from Japanese knotweed and shells from American signal crayfish, these concrete-like tiles give new economic and ecological value to invasive species Let there be light Meet Superdupertube, an office light made from extruded hemp and sugarcane bioplastic, which can be composted at the end of its life
We share considerations for US brands expanding in EMEA, with expert insight from a leading financial firm Design for diversity Sheya Michaelides discusses how employers can harness the power of neurodiverse teams through design Your office in safe hands Emma Ascott explores why brand is the basis of good workplace design Makeover or move? We explain how to navigate these workplace decisions The impact of AI on office design James Day looks at how considered use of AI could help craft the workspaces of tomorrow
48
AURA
NEWS AND EVENTS
Discover what’s been grabbing our attention, what thought leaders are sharing, and events of interest UPDATES
This year’s CoreNet Global Summit, held 1–3 November 2024 in Washington, DC, will focus on people-centric real estate decision-making. Brigitte Beltran, US Director and Client Advisor at Allure, will be a panellist during the session ‘The New Merger & Acquisition Paradigm: Employee-Focused Portfolio for Compatible Beliefs and Values’ on 2 November at 3.45pm (EDT). Brigitte will be joined by Mark Watkins, Senior Director of Global Real Estate at Thermo Fisher Scientific; Judy Rozal, VP Facilities and Capital Budget at Dayforce; and Deane Edelman, VP Facility Operations at BlueHalo, LLC. This esteemed panel will share their ALLURE WILL BE ATTENDING THE CORENET GLOBAL SUMMIT IN AMERICA
In late June, Statista revealed that Germany, the UK, and France had the largest commercial real estate markets in Europe in 2023, amounting to almost half of the European market. The market size is based on the value of high-quality real estate as a percentage of each country’s GDP. In Germany, the market size of commercial real estate was about U.S. $1.9 trillion. Although the UK had a smaller market size than Germany, it recorded a higher commercial real estate investment volume in 2023. The research also found that industry experts consider a broad range of factors when allocating capital to real estate assets. Transport connectivity and a city’s economic performance were most important. The capital cities of the UK, France, Spain, and Germany ranked as the European cities with the highest real estate prospects in 2024. Germany, France, and the UK top real estate market
experiences and insights on how company cultures are shaped to
prioritise people. They will also explore how differing morals and principles can impact employee wellbeing, cohesion, and productivity. Visit corenetglobal.org to find out more about the event.
SOURCE: Value of commercial real estate market in Europe in , by country ; statista.com
AURA
NEWS AND EVENTS
SNAPSHOT: WHAT PEOPLE WANT FROM THE OFFICE
In a study conducted by Workplace Unlimited, Audiem, and MillerKnoll, the top three activities workers listed as those that most attract them to working from the office were:
1. Teamwork 2. Socialising 3. Managing/mentoring
SOURCE: The Enticing Workplace: Attracting People Back to the Office ; workplaceunlimited.com
Eight ways AI will impact corporate real estate
Unite AI reported that AI is poised to transform several CRE service areas, including:
5 Workplace advisory generating different occupancy and 3D space options. 6 Lease administration streamlining processes with OCR AI technology. 7 Portfolio strategy continuously optimising portfolios with predictive analytics. 8 Facility management
1. Location intelligence identifying new and emerging talent pools and locations. 2 Supply chain solutions predicting real-time
adjustments to demand forecasts or inventory requirements. 3 Project management optimising resource allocation and cost management. 4. Transaction management enhancing location options with automated workflows.
implementing anticipatory building maintenance and automated notifications.
Read our article about how AI is affecting the industry on page 38.
SOURCE: AI’s Game-Changing Impact on Corporate Real Estate; unite.ai
AURA
NEWS AND EVENTS
SELECTED EVENTS
26-27 FEBRUARY 2025 Workspace Expo Paris Porte de Versailles Hall 1 Workspace Expo is the leading European B2B trade show for furniture and workspace design, with more than 20,000 visitors and 300 exhibitors sharing ideas and innovation. This edition of including portfolio management, location strategy, workplace design, employee experience, and DEI. corenetglobal.org 1-3 NOVEMBER 2024 2024 CoreNet Global Summit, North America Gaylord National Resort and Convention Center, Washington, DC The summit will focus on people- centric real estate decision-making across all domains of the profession,
10 DECEMBER 2024 SIMI 2024 Palais des Congrès de la Porte Maillot, Paris
10-14 MARCH 2025 MIPIM Palais des Festivals, Cannes occupiers, developers, consultants, coworking, and fit-out companies exploring workspace innovation. workspaceshow.co.uk MIPIM is a four-day real estate event and one of the biggest international property conferences in the world, attracting more than 20,000 delegates from over 90 countries. As well as hearing from global thought leaders during insightful discussion sessions, attendees have the chance to attend several themed networking events. mipim.com 26-27 FEBRUARY 2025 Workspace Design Show Business Design Centre, London Bringing together more than 4,500 attendees, 120+ speakers and 500+ unique workplace products, Workspace Design Show is attended by top architects, designers,
SIMI brings together the French real estate industry to share innovations and projects. More than a trade show, it is an annual networking event highlighting the expertise of market players to meet the major challenges
of real estate. salonsimi.com
7-15 MARCH 2025 SXSW Conference: Workplace Track Various venues, Austin, TX Featuring tracks that focus on
breakthroughs in technology, film, culture, and music, SXSW always produces insights. The Workplace track focuses on how organisations can work together to drive innovation, inspire growth and be adaptable so everyone can reach their goals. sxsw.com
the exhibition will focus on authenticity, sustainability, and upcycling. workspace-expo.com
AURA
EXPANDING IN EMEA
EMEA, a complex and attractive playground
For US brands, expanding or extending in the EMEA market can raise some daunting challenges, but the right strategic partner can find solutions and help leverage opportunities, discovers EMMA ASCOTT
A s EMEA (Europe, the Middle East, and Africa) continues to forge ahead in an increasingly interconnected world, it has become a beacon for global brands seeking to expand their presence in vital and growing¹ economies. e region stands out for its diverse and growing market,² underpinned by a highly skilled and versatile workforce. However, the journey to establishing a successful footprint in EMEA demands a nuanced understanding of the region’s intricate dynamics, particularly when it comes to delivering o ce design projects. EMEA is an alluring market, and US brands looking to expand or extend within it need to be aware of the challenges and potential solutions associated with executing projects there.
and manufacturers in global real estate and facilities management. ey noted that while managing a US portfolio allows for leveraging global or country-specic contracts that optimise pricing, lead times, schedules, and materials, this leverage can oen be lost when dealing with individual European countries. Despite the potential downsides, such as higher costs due to ination in Europe, working with local suppliers supports local economies and sustainability. “ e goal of every project overseen by our corporate team is to create dynamic, engaging work environments. Specically in Europe, we want to incorporate a lot of local kinds of elements,” they said. ey pointed out that in Europe, there is a signicant emphasis on health and safety, cost-e ciency and sustainability. is focus is so pronounced that the involvement of specialised consultants in these domains is
DELIVERING PROJECTS IN THE US VS. EMEA e Director of Global Real Estate and
Facilities at a nancial rm – one of the most respected names in global nancial services and the world’s leading nancial advisory and asset management rm – is a coveted expert in the international property market, and how to nd success in it. ey provided Allure with indispensable insight into the complexities and benets of working with local suppliers
AURA
EXPANDING IN EMEA
strongly advocated for in projects. In contrast, they observed that in the United States, these areas do not always receive equivalent prioritisation. According to them, the project delivery processes can vary signicantly between regions. For example, HVAC standards dier between the US and Europe, which can lead to misunderstandings about project specications. is underscores the importance of being open-minded and educated about local customs and regulations. For brands and project leaders, understanding and accommodating these local dierences is crucial for creating suitable working environments for local colleagues and ensuring project success. One way of doing this is using technology to align construction drawings, processes, and materials, which can be uploaded and translated into any language. eir solution? Finding reliable, knowledgeable local partners who can serve as trusted on-the- ground allies. In the expanding or extending stage, brands need to prioritise establishing mutual respect and trust, manage expectations eectively at all levels, and remain adaptable
“Find a good set of valued partners that are local on the ground that could be your eyes and ears that are knowledgeable”
EXPANDING IN EMEA
43% of individuals aged 25 to 34 within the EU possess a tertiary-level education
1 5% 448 million population in the EU
of the world’s GDP is held by Europe
represents one of the largest economies globally, contributing more than 15% to the world’s GDP. is economic might is augmented by the continent’s substantial consumer base. With a population of approximately 448 million in the EU alone, brands have access to a vast array of customer segments. e diversity of this market – from the tech-savvy consumers of northern Europe to the emerging middle classes in Eastern Europe – provides numerous entry points and growth opportunities for businesses. EMEA boasts a well-educated and highly skilled workforce, making it an attractive destination for businesses looking to tap into human capital. According to Eurostat, around 43% of individuals aged 25 to 34 within the EU possess a tertiary-level education. Additionally, the continent is home to some of the world’s top universities and research centres, producing a steady stream of talented graduates every year. is prociency is particularly notable in elds such as engineering, design, and information technology, which are crucial for progressive o ce design and innovative workplace solutions. European markets are an attractive goal because European cities go with the grain of what employees and occupiers want: excellent public transport links, a wide variety of high-quality food and drink and retail options, and a sustainable ecosystem in which employees can walk and cycle and occupiers are able to lease sustainable o ces. Expanding or extending into EMEA markets oers several signicant benets, making it an attractive proposition for US businesses. e key
to mitigate risks and unforeseen circumstances. Flexibility and strong partnerships are essential for maintaining timetables and controlling costs. “I would say nding a good set of valued partners that are local on the ground that could be your eyes and ears that are knowledgeable – that is by far the best way to come together and have that common goal,” they told AURA . Regarding the rm’s approach to hybrid working, they appreciate the need to come into the physical o ce to innovate, collaborate, and mentor younger generations. As such, the rm has adopted a co-ordinated hybrid approach with dedicated o ce days, adapted to each region depending on local need. During the expansion and design process, due diligence with users is important to understand their needs and build the right spaces for local users. is not only optimises your spending, but it also respects diering work cultures.
EMEA: A HOTBED FOR BUSINESS EXPANSION
It’s easy to see why companies expand into EMEA. e region’s market size is impressive. According to EuroStat,³ the European Union
AURA
CHALLENGES IN DELIVERING PROJECTS IN EMEA
Opportunities for expanding into EMEA are promising, but several challenges must be navigated:
• Limited supply of sustainable offices: There is high demand for top-tier, sustainable office spaces. However, the supply is limited, especially for companies aiming for net-zero emissions by 2030. • Rising rents: The demand for prime office spaces has driven up rental prices, with further increases anticipated over the next five years. • Complex planning and regulations: Navigating the planning permissions and regulatory requirements, which vary across European countries, can be cumbersome and time-consuming. • Diverse market practices and regulations: EMEA is a mosaic of distinct legal and regulatory environments. Companies must work through these differences, including construction codes and tenancy laws, to ensure compliance. • Talent acquisition variability: Talent availability differs widely across EMEA. Eastern Europe is becoming a hub for corporate services, Barcelona and Portugal for tech talent, and London and Paris for fintech. Companies need to analyse local talent markets to identify optimal locations. • Supply chain and distribution: Understanding European supply chain logistics is crucial for businesses involved in production or distribution. Considerations include client locations, transportation networks, and language differences. • Hybrid working practices: Attitudes toward hybrid working models vary significantly between EMEA and the US, and also among individual European countries. This variation affects both employer expectations and employee preferences.
EXPANDING IN EMEA
advantages include the massive consumer market, strong talent base, integrated economic zone, and the stable and safe business environment. As for being an integrated economic area, the European Union can be hugely benecial to brands looking to do business within its boundaries because it oers an integrated economic zone where people and goods can move freely with minimal customs and taxation barriers, facilitating smoother business operations and reducing logistical challenges. Additionally, the cohesion of the EU market supports innovation and fosters competition, driving businesses to enhance their oerings. By harmonising standards and regulations across member states, the EU reduces the complexity associated with entering multiple markets, thereby lowering entry barriers for new rms. is integration also benets consumers through increased access to diverse goods and services and oen at more competitive pricing. THE ALLURE OF EMEA EMEA remains an enticing but complex market for US brands seeking to expand or diverify their presence. e continent’s vibrant market, skilled workforce, and regulatory challenges necessitate a carefully calibrated approach to real estate. By leveraging local expertise, embracing cultural nuances, optimising logistics, and prioritising sustainability, businesses can eectively navigate these complexities. Ultimately, the right strategies can ensure
“Expanding into EMEA markets offers several benefits, making it an attractive proposition for US businesses”
that global brands not only establish a footprint in EMEA but also thrive amidst its multifaceted environment.
FOOTNOTES Spring Economic Forecast: A gradual expansion amid high geopolitical risks ; economy-finance.ec.europa.eu These charts show which businesses are driving the EU economy ; weforum.org EU represented . % of world’s GDP in ; ec.europa.eu Facts and figures on life in the European Union ; european- union.europa.eu % of EU’s - year-olds have tertiary education ; ec.europa.eu
AURA
CASE STUDY
TRADITION MEETS
We showcase the new office of MOODY’S INVESTORS SERVICE in the heart of Paris, designed by Allure
CLIENT CONTEXT “ e nancial industry is facing major challenges worldwide to adapt to an ever-changing scene, and we are seeing many dierent reactions to this global evolution,” observes Keith Heywood, Chief Operating Ocer at Allure. “More than ever before, the French nance market presents unique challenges. e way nance rms operate, collaborate and design their working environment oers major insights and it’s a constant challenge for real estate and local partners to align on a common vision of what the workplace should look like.” Allure’s research has identi ed six key trends in the industry, which Moody’s had to grapple with during their search for the right oce solution: 1 Teamwork as a core focus – there is a move towards horizontal organisational structures, which has boosted the desire for collaboration, so there needs to be more spaces dedicated to teamwork and fewer enclosed oces. 2 Brand culture – clients form their rst impression as soon as they walk through the door, so it’s important to think about what the oce layout conveys about the brand and its values to clients and employees alike. 3 Improving the client experience – there is an increased focus on earning and building trust through a consistent approach, providing the right information at the right time, and workplaces need to reect this approach. 4 Sustainability – a focus on sustainable issues improves the brand’s reputation among clients
LEFT TO RIGHT The welcoming reception; the VIP waiting area
and employees. Elements to consider in the workplace include the use of green materials, automatic lighting systems, video conferencing technology to reduce travel, and public transport links. 5 Technology – as well as the environmental impact, technology is accelerating the process of going paperless, which means less storage space is needed and employees can get instant access to electronic documents, increasing productivity and eciency. 6 Talent attraction and retention – key features to attract and retain talent include exibility (i.e. the option to work from home), access to technology, and workplace bene ts – well-designed workplaces improve overall wellbeing.
Allure brought these learnings to the Moody’s project.
CLIENT NEEDS When international nancial rm Moody’s Investors Service began discussing their new Parisian oce, they
AURA
CASE STUDY
INNOVATION
STATS WHO: Moody’s Investors Service WHERE: Paris, 9th arr. WHEN: 2023 INDUSTRY: Finance
AURA
CASE STUDY
were clear that they wanted to create a warm and welcoming space that went beyond the traditional image associated with the Moody’s brand. e initiative’s primary objective was to inspire employees to return to the o ce, get together, and strengthen their sense of belonging to the company. “Our key motivation for this project was to underpin our new hybrid way of working, called Purpose First,” explains Douglas Ryker, Managing Director of Real Estate at Moody’s. “We believe that Purpose First and working together in the o ce really brings a sense of our culture and balances the proper socialisation, mentoring, and collaboration that we need out of an o ce space.” e project started by questioning whether to stay in their existing o ce or move. JLL supported Moody’s with the role of tenant representation advisor and, aer deep market research, the decision was made to move. e Icone Opéra building, located on Boulevard Haussmann beside the Opéra Garnier and Galeries Lafayette met all the requirements for the new o ce space.
“Icone Opéra gave us the possibility to put Moody’s sta and facilities on a single oor and in a building which is
AURA
CASE STUDY
“The central area is dedicated to collaboration between teams”
LEFT TO RIGHT The design incorporates different types of meeting areas for collaborative and individual work
very attractive with a lot of advantages – notably the courtyard and the calm areas behind the bustling and vibrant Boulevard Haussmann and opera sector,” says Simon Williams, Director of Tenant Representation at JLL. Once research on the new location was nalised, JLL connected Moody’s with Allure to take care of the design of the internal spaces. ADVICE AND SOLUTIONS From the beginning, Allure established a relationship of trust and empathy with the client, while the de ne, design, and deliver process allowed Allure to clarify the objectives, the challenges, and the core principles, as well as understand the client’s new brand identity and company culture. “is project represented an opportunity for us to fundamentally rethink what a Moody’s oce should be in this day and age,” says Peter Smith, Senior VP of Global Real Estate at Moody’s. roughout, Allure was mindful of the trends that Moody’s identi ed as relevant to them, and incorporated solutions into the space. For example, the growing trend towards teamwork is reected in the layout. Dierent departments are distributed around the edges of the workspaces to take advantage of the bright, natural light. Meanwhile, the central area is dedicated to collaboration and exchanges between the various teams, encouraging cross- functionality and strengthening the sense of belonging. e brand culture places high value on wellbeing, which was another reason to position workstations near windows. “We’ve put all the workstations in the daylight. We did a lot of research on lighting – the client wanted a contrast with the historical aspect of the building and to have a very modern twist with the lights,” adds Marine Esteban, Senior Designer at Allure.
to create a path so that visitors can be welcomed when they come into the oce at the reception desk and then they can go into a VIP waiting room,” continues Marine. “Aer that, they’re welcomed into the historical meeting rooms, demonstrating the Parisian aspect of the international Moody’s company.” e overall concept was to create a so and welcoming atmosphere for clients, but also for talent attraction and retention – another key trend – giving life to an exciting oce space that would attract employees by incorporating lots of light, natural textures such as linen and wood, and by playing with curved shapes, both in the furniture and in the spatial arrangements. Materials were chosen with a focus on their recyclability, as well as nishes with a low solvent concentration to acknowledge the importance of sustainability to the workforce. PROJECT EXECUTION Allure’s team of workplace strategists, architects, designers, construction and project managers worked closely with the JLL and Moody’s teams, progressing together and
e client experience was another key consideration, with a logical ow throughout the space. “We needed
AURA
CASE STUDY
“We designed our office with our people in mind… it was a collaboration”
BELOW One of the modern meeting rooms that retains its Parisian character
comparing di erent perspectives while identifying potential obstacles right from the very beginning. is strong teamwork reects the fruitful cross-functional and multidisciplinary approach that was put into practice during this project, which has resulted in the best possible outcome. “In my professional role, this is the rst experience that I’ve had where we truly had a seamless transition between the design team and the construction team,” adds Peter. “ ere was no knowledge gap and there oen is when you have a team doing the design work and they hand o to the construction team. It was a very positive motivator for us, and the results speak for themselves.”
oce is stunning. ey really love it,” enthuses Myriam Durand, Managing Director for France at Moody’s. “What’s interesting is that it’s really a mix of old and new – it’s a Haussman building built in the 19th century, but the set-up, furniture and equipment is all modern. What also strikes people is that we designed our oce with our people in mind. We assembled a working group, and we thought about the light and the organisation of the space, so it was a collaboration between the design company, the real estate team who supported us, and the sta , who had a say in how the oce is set up.” Chloe Le Bidois, Project Director at JLL, concludes: “ e project was seamless from start to nish. All the Allure team members were highly involved with the project, with the Project Manager facilitating communication between all stakeholders. Our experience working with the Allure team was great.”
RESULTS “ e feedback that I get from employees is that the new
AURA
COLUMN
NAVIGATING UNCERTAINTY
HENRI BERNABÉ explores how Allure helps clients respond to marketplace challenges and what it means to be a valuable strategic partner
Companies are grappling with the transformation of the workplace in the post-Covid era, looking to identify new strategies and ways of working to motivate employees to commute to the o ce. It is paramount that architects understand each client’s business and unique culture, how people collaborate and what is important for everyone in the o ce. rough an exploration process with all stakeholders, opportunities should be identi ed to support new ways of working in alignment with company culture, which is applied to the physical space. From the start, change management should be engaged with stakeholders, and carried through and beyond the project’s life cycle. Cost management is a global challenge. Most clients look to understand how to navigate ination and rising construction costs throughout Europe. Prices have surged in most central business districts across EMEA, which makes it complicated for companies that need to remain in city centres to attract talent. Our cost estimating team eliminates this stress – once a location is identi ed, and in collaboration with our design team, they provide a progressive cost analysis as design evolves, leveraging technology. is mitigates risks in every country, minimises change orders upfront, and accelerates project delivery. From our strategic collaboration with international companies, we understand the importance of a centralised and streamlined communication strategy. To support clients – whether in France or abroad – with their EMEA assets, our team assigns one point of contact (POC) to support client needs throughout the region. e assigned POC is responsible for portfolio and project management, from pre- to post-project delivery. Despite the transformation happening in today’s marketplace, which presents disrupting challenges for the corporate real estate industry, our team has the expertise, agile mindset, and bespoke approach to help clients navigate uncertainties. Let’s nd comfort in discomfort together.
A specialist in the French corporate real estate sector, Henri Bernabé joined Allure in 2024 after working at global real estate services firm Cushman & Wakefield and coworking operator Wojo. He leads business for the development of the global accounts in the French market.
F rench philosopher Voltaire famously said: “Uncertainty is an uncomfortable position. But certainty is an absurd one.” At Allure, we believe there is no straight answer to today’s EMEA workplace challenges. Each client is di erent. As such, we take a unique and agile approach to address market uncertainties. Although European at heart, we o er global thinking, with in-depth knowledge and expertise of EMEA market complexities. Corporate end users from other regions where the workplace is more homogenous might be unaware of the di erences between European countries and local cultural challenges. Allure bridges this gap with roots in those markets to support clients. Before corporate end users start looking into a move, expansion or relocation, the conversation should be brought up to a portfolio consultancy level. is is to understand the vision and goals for their project in a selected country, and to support business case approval before or during site selection. Once a site is identi ed, objective and independent architectural counselling should be provided to support location and building analysis consultancy services.
“Our firm and people offer global thinking, with in-depth knowledge and expertise of EMEA market complexities”
AURA
WORKPLACE DIVERSITY AND INCLUSION
SHEYA MICHAELIDES discusses how employers can harness the power of neurodiverse teams through design Design for diversity
ALL IMAGES: Midjourney
AURA
WORKPLACE DIVERSITY AND INCLUSION
Dedicated areas such as quiet focus rooms, collaborative workspaces and wellbeing zones tailored to various sensory preferences – such as those pictured here – are essential for neurodiverse- friendly environments
I n 1998, Australian academic Judy Singer introduced the term ‘neurodiverse’ to describe the natural variations in how individuals think, learn, perceive the world, interact, and process information. Neurodiversity encompasses conditions such as autism, ADHD, dyslexia, and dyspraxia. e recent rise in adult diagnoses 2 of these conditions has brought increased attention to neurodiversity, with employers among those taking notice, ushering in the concept of ‘neuroinclusion’ 3 – the provision of adaptable, exible, and supportive workspaces that enable all employees to perform at their best by meeting diverse neurological needs. Embracing neurodiversity entails recognising individual dierences and appreciating the inherent strengths of neurodivergent individuals without stigmatising or pathologising them. e neurodiverse population, however, remains a signicantly underutilised talent pool. Unemployment rates can reach as high as 80% (including individuals with more severe disorders). Even when employed, many talented neurodivergent individuals are oen under- employed. Considering approximately 15–20% of the global population is neurodivergent, creating inclusive workspaces is an ethical and strategic business imperative.
as quiet focus rooms/pods, collaborative workspaces, and wellbeing zones tailored to various sensory preferences. MINDFUL SPACES • Minimalist aesthetics: embrace minimalist design principles and colour schemes in some areas to minimise sensory overload and create visually uncluttered environments. • Balanced light and privacy: enhance natural light while preserving privacy with frosted window lms. • Biophilic design: incorporate biophilic design elements, such as natural light,
emotional regulation, and working memory. is means providing a range of types of spaces, from tranquil individual spaces to dynamic collaborative areas to suit dierent working proles, analytical or emotional. DESIGNING FOR DIFFERENCE Designing workspaces for neurodivergent employees requires recognising how specic design elements aect sensory experiences, particularly for those susceptible to sensory overload. Addressing factors such as acoustics, lighting, and colour schemes early on is crucial to minimising overload and fostering psychological and physiological wellbeing. While some people thrive on stimulation, it is essential to avoid causing sensory overload for hypersensitive individuals. Creating an inclusive work environment also involves incorporating Universal Design (UD) principles. UD oers a holistic approach to workspace design, ensuring equitable participation by addressing diverse sensory processing challenges that aect many individuals, such as noise distractions, lighting issues, temperature uctuations, and discomfort with furniture or fabrics. Based on UD principles of exibility and accessibility, the following layout and design features should be considered in inclusive workspace design: SENSORY-FRIENDLY ELEMENTS • Adjustable sensory features: provide adjustable lighting, temperature controls, and noise-cancelling headphones to reduce sensory overload. • Way nding systems: install explicit signage, including visual landmarks and colour-coded pathways, to facilitate navigation throughout the workspace. • Quiet zones: establish dedicated areas, such
green spaces, organic materials, and soothing colour palettes to promote a calming atmosphere.
FLEXIBLE WORKSPACES • Adjustable furniture: provide adaptable furniture, such as sit–stand desks, to encourage movement and accommodate individual preferences. • Di erentiated areas: alongside sensory zones, oer a variety of work settings, including collaborative spaces conducive to teamwork and social interaction. NAVIGATING COMPLEXITIES Designing for neurodiversity requires a holistic approach that considers physical adaptations and fosters a culture of inclusivity. A crucial task for designers is to create workspace layouts that minimise distractions and maximise eciency (in terms of individual and collective productivity) and quality (in terms of dialogue and work relationships). Preferred work styles can vary considerably among individuals, necessitating designers to possess comprehensive knowledge of neurodivergent experiences. While some individuals benet from stimulating, sensory-rich environments,
An increasing number of employers, including Allure, are embracing
neuroinclusive workspaces. In the US, this is evident from growing participation in initiatives such as the Disability Equality Index, which encompassed 485 companies in 2023, and e Neurodiversity @ Work roundtable. Companies prioritising neurodiversity are more equipped to accommodate varied working styles and foster inclusive environments. A neurodiverse approach to workspace design involves creating environments that cater to dierences in sensory processing,
AURA
INCLUSIVE DESIGN AT ALLURE
biophilic elements, complemented by raw textures, provide sensory stimuli to promote self-regulation and soothing. The building’s layout facilitates a holistic journey, from cocooning and disconnection in underground spaces to the calm garden area, collaborative zones, and creative atelier on the upper floor. This design prioritises various body postures, encourages movement, and promotes flexibility throughout the day, enhancing the experience for neurodivergent employees and clients.
Allure recognises the importance of designing spaces to accommodate diverse needs. In their newly designed offices in Paris’ 8th arrondissement, Allure has implemented a spatial strategy centred on ‘sequences’. Each sequence offers a different atmosphere for relaxation, focus, connection with nature, and nurturing extroverted traits. These spaces feature textures and colour palettes that seamlessly transition, creating a visually harmonious experience. Patterns and
AURA
WORKPLACE DIVERSITY AND INCLUSION
“Lighting, colour, textures, and spatial layout influence human emotions”
digital resources, services and opportunities for all individuals, regardless of cognitive, sensory, or physical needs. Adopting these approaches in neuroinclusive design oers numerous advantages, including attracting top-tier talent, fostering a sense of belonging, enhancing employee engagement and wellbeing, optimising communication and collaboration, and meeting legal and ethical obligations. However, realising these benets requires a fundamental re-evaluation of workspace design grounded in comprehensive research and individual insights gained from workshops or surveys. orkil Sonne, the founder of Specialisterne, has become a leading authority in neurodiversity, aiding companies in revolutionising their recruitment practices through innovative assessment methods. ese principles form the foundation of Allure’s architectural proposal, advocating for incorporating collaborative workspaces into HR areas and challenging the traditional interview rooms. Similarly, organisations such as soware company SAP, recognised for their dedication to embracing neurodiversity, have developed customised programmes to seamlessly integrate neurodiverse individuals into their teams, oering invaluable insights that inform Allure’s design approach. Expanding the sensory spectrum within architectural proposals by carefully selecting materials, lighting, colour schemes, circulation, acoustics, and even fragrance is a key consideration for Allure. Ongoing research is redening space planning, considering dierent space typologies and exploring innovative concepts such as neutral or breathing spaces. is approach aims to create more dynamic and diverse spatial experiences to complement a more dynamic and diverse workforce and unlock the potential of each individual. FOOTNOTES Neurodiversity in the Workplace: A Strengths-Based Approach ; positivepsychology.com The truth about ADHD and autism: how many people have it, what causes it, and why are diagnoses soaring? ; theguardian.com Building the neuroinclusive workplace ; deloitte.com Neurodiversity as a Competitive Advantage ; hbr.org Neurodiversity ; dceg.cancer.gov About Universal Design ; universaldesign.ie Neuroarchitecture: Designing Spaces with Our Brain in Mind ; imotions.com
others require quieter, more subdued spaces for focus and concentration. Maintaining this balance is essential for ensuring that everyone feels valued. Design Consultant Marie Durand Yamamoto highlights Allure’s proactive approach to tackling this challenge, beginning with the dene phase, whereby the client’s (or sta member’s) experience of a typical day is comprehensively assessed, which involves actively listening to customers and analysing their needs. Allure includes people from diverse backgrounds in its strategic project studies because the design team believes it is crucial to avoid making assumptions about individuals, instead engaging directly with their community to gather insights and feedback. e focus is on understanding the organisational culture and the shis in managerial mindset prompted by accommodating neurodiversity within workspaces. Marie explains that Allure is dedicated to continuous learning about neurodiversity, meticulously analysing subtle cues to develop authentically inclusive strategies, supported by experts in neurodiversity who enable them to raise awareness and assist clients in reshaping their work environments to embrace cognitive diversity. Recognising that diversity within its teams enhances understanding of its customer base’s diversity, Allure has implemented regular cross-skills exchange and monitoring sessions to learn and develop collaboratively in these signicant areas. Individuality and self-care hold signicant value for younger generations and Marie says that Allure is exploring how this societal trend will in uence the future of work. Incorporating neurodiversity into
the future of work is viewed as broadening the spectrum of cognitive intelligence, encompassing both emotional and rational aspects.
THE SCIENCE OF OPTIMAL DESIGN Neuroarchitecture, an interdisciplinary eld merging neuroscience and architecture, involves designing environments to enhance human wellbeing, productivity, and learning. It applies neuroscience principles to understand how architectural elements such as lighting, colour, textures and spatial layout in uence human emotions, behaviours, and cognitive functions – oen subconsciously. For example, blue tones promote calmness and focus, while red increases alertness and condence. Innovative technology such as eye tracking 7 has directly in uenced neuroarchitecture. Eye tracking helps identify everything from which architectural features are visually preferred by occupants to how people look for and use navigational cues, and visual comfort in dierent lighting. It oers empirical data on visual interactions, enabling architects to create both aesthetically pleasing and functionally optimal spaces. As an approach, neuroarchitecture emphasises healthier spaces and positive indoor experiences, recognising the complexity of individual responses to their surroundings. Furthermore, neuroarchitecture supports sustainable design by promoting psychological wellbeing and environmental health, signalling a shi towards human-centric practices. e most innovative approaches to neurodiversity in work environments prioritise inclusive technology to eliminate barriers to participation and ensure equitable access to
AURA
THE BIG PICTURE: SUSTAINABLE MATERIALS
AURA
THE BIG PICTURE: SUSTAINABLE MATERIALS
MAGIC MYCELIUM
Mycelium is a network of fungal threads from which the fruiting bodies of fungi, such as mushrooms, can sprout. Mycelium- based composites are being developed for various applications, including packaging, architectural designs, sound absorption, and insulation. Mycelium can be grown in moulds that help manufacturers create specific shapes depending on their purpose. Acoustic panels such as the AllSfär FIKA tiles featured here are made from mycelium and hemp. These acoustic panels work much like others, absorbing sound waves rather than reflecting them. When sound waves hit an acoustic panel instead of a hard surface such as drywall, they enter the porous material and get trapped inside, reducing the amount of sound that is reflected back into the space. Mycelium-based materials are % biodegradable and can be simply broken down and buried in the ground at the end of life.
To learn more about FIKA acoustic wall tiles please visit allsfar.com
AURA
BRAND KNOWLEDGE
EMMA ASCOTT explores why knowing your brand is the foundation of effective workplace design ILLUSTRATION: Donghyun Lim Your office in safe hands
T he intersection of brand identity, workplace culture, and spatial design has perhaps never been more signi cant. Businesses are vying to attract top talent and cultivate a productive work environment, meaning that understanding your brand’s essence is no longer a luxury – it’s a necessity. Brand identity encompasses the values, mission, and culture that a company espouses, in uencing everything from employee engagement to overall productivity. According to a study by LinkedIn, 1 companies with a strong employer brand see a 28% reduction in turnover rates. is is a clear indicator that a deliberate alignment between workplace design and brand values helps in reducing attrition and fostering loyalty among employees. e team of workplace strategists at Allure excel in this realm, collecting both qualitative and quantitative data to provide insightful recommendations. Keti Bicolli, Strategy and Design Principal at Allure, explores the types of questions brands need to ask and the importance of such enquiries in fostering a productive working environment.
THE ANALYSIS TRIAD At Allure, the journey to understand a brand begins with the ‘aura’ method – a holistic approach that concurrently analyses three core aspects: people, brand, and space. According to Keti, this method aims to o er a comprehensive view of a project’s DNA, identity, and vision. By understanding these elements, brands can create a workspace that is not only visually appealing but also highly functional and true to their core values. PEOPLE ANALYSIS: is involves looking at cultural nuances, HR metrics, workplace rituals, team dynamics, and overall objectives. Understanding the behaviours, expectations, and needs of the employees is paramount. Techniques such as online surveys, one-on-one interviews with team leaders, stakeholder sessions, and space occupancy studies help capture these intricate details. BRAND ANALYSIS: Here, the focus is on brand identity, values, vision, colour schemes, and storytelling. is multidisciplinary approach includes visioning sessions, individual meetings with
AURA
Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Page 49 Page 50Made with FlippingBook - Online catalogs