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Standards and Guidelines                                                                   DRAFT

Global Standards and Guidelines

Move Standards
General: The Firm seeks to minimize individual and business unit moves whose principal justification is
contiguity. Contiguity-justified moves should be tightly controlled because contiguity is never perfect and is
highly subjective as it is based on present management’s preferences and real estate and technology
alternatives Just as intelligent cabling for voice and data has minimized the need to move phones and
terminals intra-building, every effort should be used in real estate categories to minimize furniture and
fixtures movement. The standard is to “use it as you find it” wherever practical.
Based on professional real estate industry experience, the economic life of most renovate-and-move projects
far exceeds the job tenure of the specific managers who approved the initial projects. This life-cycle
observation should mandate a conservative bias when evaluating relocations / churn.

Therefore the need for moves should be reviewed in the context of:
     a) required moves, e.g. needed for compliance reasons or as part of a project and
     b) desirable moves, e.g. to improve adjacencies; cost for such moves can be substantial and need
         therefore be carefully managed as part of a structured review process by:
          defining tight budgets
          checking moves request for merit and compliance w/budget
Moves may involve only people and content (Churn), or may also involve construction often as part of
larger project (Project Move) as further defined below.

Moves: Churn and Project Moves

Definitions: A churn is any “business as usual” or “run the bank” physical relocation of a workplace
position (phone, PC, contents, furniture, and walls) to accommodate changes to space or location
requirements resulting from incremental growth, consolidation, or organizational changes and requires
business manager approval. Churn is usually expensed, and should not require outside architectural
engineering services. A project move is any move required to accommodate major changes resulting from
capital projects, mergers, acquisitions, divestiture, or regulatory requirements. Project moves may be
capitalized. Project moves may require outside architectural/engineering services, especially if work
includes modification of fixed walls and ceilings (e.g. incl. relocation of sprinkler heads, etc.).

Budgets: Churn budgets are part of the annual budget submitted by departments or allocated by controlling.
Estimates are prepared for each churn request based on standard rates for low-impact, high-impact, and
trading categories. Actual costs for labor and material are charged back to individual departments. Project
moves are part of the annual Capital Budget. Premises to review each move request for merit and
compliance w/budget. For questionable moves Regional Operating Committees may decide.
Funding for project moves is obtained by submission of special requests, PIFs (Project Initiative Form), for
approval by regional or global business management and Corporate Center / Head Office based on agreed
approval limits.

Implementation: Premises to hold regular meetings (e.g. weekly for major locations) with IT to coordinate
implementation of agreed moves and to review merit and scheduling of new requests for moves. There can
be no equipment, contents, or people moved without review and approval by Premises and IT. Normal lead-
time for a churn is usually two weeks from submittal of “From – To” forms and user requirements. Work
related to moves and churns should be carefully planned for optimum use of resources.
Standards and Guidelines                                                                     DRAFT
Outside Services: Where outside services are required (e.g. select Project Moves), architectural and
engineering firms should be selected and retained as preferred vendors to ensure fully coordinated design
(incl. submissions and permits as needed and with existing installations) and seamless integration of any
changes to infrastructure.

Refer to CRE UBSW Americas web site :
          Stamford Churn Move Process

Facilities Management Services (FMS)
FMS should be Standardized and incorporated into of the Firm’s strategy for both major premises/Head
Office and smaller /Branch locations wherever practical.

For major/H.O. premises where UBS seeks quasi ownership control (net lease, sale lease-back or lease as
lead tenant), UBS would require building related property management services and FMS for demised
premises. Building related services should be compatible with a Class A installations and guided by best
practices. Property management services are usually out-sourced. FMS are usually a combination of in-
house and outside services based on best practices.

In locations where volume justifies greater control over site operations, it is expected that automated tools
from well-recognized suppliers should be employed to measure/ manage building operations and space
utilization. These tools should be evaluated and chosen on a regional basis and coordinated on a global
basis. enable standardization and information sharing.

In smaller/ Branch locations where UBS is a tenant in a multi-tenant building, property management
services are provided by the landlord (as defined in the lease). Facilities management services are provided
by regional UBS real estate and facilities organizations and coordinated. With local representatives
responsible for day to day facilities issues. Operation and facilities management of critical installations such
as trading and communications rooms follow regional standard guidelines agreed with IT and BCP
(Business Continuity). In such locations, space utilization should be controlled with automated record
keeping suitable for sharing across networks.

FMS may be provided by in-house teams and /or outside service providers:

In-house: Programming, space planning, and project management is usually provided by inhouse premises
teams, especially for major/H.O. locations with complex requirements.

Outside: Property Management is usually provided by Landlord’s agent in leased premises. Likewise in
major/H.O. locations-owned or leased, outside property management companies may be retained. For such
locations, standards, procedures, and operating manuals should be agreed upon.
Other out-sourced services may include:
          Helpdesk (e.g. for premises services request)
          Infrastructure management
          Support for moves
Property management companies and main vendors should be selected and retained as preferred vendors,
and reviewed and/or re-bid on a regular basis or as needed. All outside personnel must meet security
requirements (e.g. background checks, etc.).

Refer to CRE UBSW Americas web site:
          Operating Procedures/Manuals for Stamford (C&W)


Standards and Guidelines                                                                    DRAFT

Space Standards (flexibility, layout, design)
General Standards and Guidelines comply with the principles of the bank’s real estate policy. The policy
adheres to a design philosophy that the overall premises reflect the image of UBS as a leading global
financial institution and contribute to the financial success of the business by consistently meeting optimum
space use, economic and best practices criteria.
Flexibility: Premises should be able to meet changing business needs in prompt and cost effective way.
The rate of changes may differ substantially between :
      Businesses (may be higher for e.g. investment banking)
      Regions
      Within region between main offices and branches / rep. offices (may be higher for main offices)
Provisions for flexibility for build-out of premises usually comes at a cost. Such incremental cost (e.g. for
raised floors or demountable partitions) should only be considered if pay-back is confirmed (e.g. based on
future savings for estimated number of changes).
Layout /design: Should meet program requirements and should guided by best design practices, e.g.:
      create functional, safe, secure, attractive and stimulating working environment
      location of premises in suitable class A buildings meeting location criteria for employees and
      optimal zoned for areas such as: entrance/reception, client / meeting rooms, office and open office,
          IT/technical support and other as needed
      use of ergonomic and flexible system furniture for open office area
      use of standard components which are available based on cost effective regional or global
          procurement agreements (e.g. carpet tiles, trading desks, system furniture)
      Average area per workplace may be smaller for larger installations and higher cost areas such as
          Tokyo, London or New York City
      Optimal use of support areas based on usage (e.g. meeting / dining and conference rooms)
      appropriate degree of flexibility as per above
      Materials to be used of good and durable quality, easy to maintain and do not adversely affect
          indoor air quality
Flexible vs. Fixed:
General office space may laid out as fixed or flexible installation, while non personnel related space, such as
client facing areas, communication rooms and data centers, pantries/cafeterias, conference/training/ private
dining areas. Some areas such as trading may have a fixed location. However layouts may still be designed
for flexibility:
Personnel Related Space: (general office area):
Up-front cost for flexible space is usually somewhat higher than fixed installations. However if layouts are
changed on average more than once during the useful life of the installations than flexible layouts are more
cost effective. The design of flexible space may includes are coordinated and integrated floor, ceiling,
partition and furniture design, including:
      Raised floor
      Modular under-floor distribution, including data cabling
      Modular ceiling with preferred zones for offices and meeting rooms
      Sound masking to ensure normal speech privacy in open office areas where needed
      Demountable partitions for offices and meeting rooms. Such partitions should be able to achieve
          confidential speech privacy, specially in combination with sound masking
      System furniture
A change off layouts of such flexible general office areas should result in timely installation as churn work
without incurring design and construction cost.

Standards and Guidelines                                                                 DRAFT
Non Personnel Space:
Special requirements usually apply defined by business or logistic areas, such as:
      Client meeting rooms: Businesses, e.g. Private Banking
      Communication and Data Centers: IT
      Conference / Training Centers: HR
      Pantries / Cafeterias: Corporate Administrative Services
As fixed installations careful capacity planning is needed during programming. Changes to fixed space are
usually costly and should only be done if absolutely required. For that purpose space utilization review
should be conducted.
Special guidelines may also apply for designing alternate workplaces, BCP and extensive network of
Alternate Workplace:
Should be considered where more efficient or better space use could possibly be achieved for e.g. not
dedicated workplaces to be assigned:
      short term (hotels): For areas such as Audit or other units who spend most of the time working on
         premises of customer
      longer terms: For project driven areas such as select Investment Banking teams
Business Continuity Planning (BCP):
Specially for on-site back-up whereby existing installations are designed to be used during emergencies as
back for critical functions such as select operations and trading functions. This should be achievable with
cost effective incremental installations such as IT and premises infra-structure and appropriate furniture.
Extensive Network of Branches (e.g. UBSPW-PC Branches):
Special planning guides may apply for budgeting, design, implementation and operation of a larger network
of branches which are suitable for standarization based on e.g. the number of financial advisors or account
managers. Such planning guides may be updated as needed to remain competitive with comparable market.

Refer to CRE UBSW Americas web site for:
     General Project Guideline’s 2/2/2000-revised 10/3/2001 for US Branches & Rep Offices
     Comparison Drywall vs. Demountable Partitions
UBSPW-PC Branches: Capital Project Pricing & Design Standards


Workplace Standards (open plan – private office)
Workplace standards should be guided by mostly by functional requirements and best practices such as:
Private Office:
     Manager supervising a certain number of employees as agreed by Regional Mgmt.; may include 2
        visitor chairs
     ED’s except functions on trading floor, support staff functions as defined by Regional Mgmt.; may
        include meeting area (freestanding or as extension of furniture) of 3 to 4 positions
     MD’s
        May include meeting desk of 4 positions. Members of Regional Business Committee may use
        informal seating group for up to 6 positions, instead of meeting desk.
     Select visitor offices, which are also to be used as “secondary office”. Members of the Regional
        Business Committee may elect to have more than one office.
     Office size should be standardized per Region, e.g. in the Americas office size should not exceed:
                 150 sf for D and ED offices
                 225 sf for MD
     The need and size of offices may also be evaluated for specialty functions such as:
     Select legal and HR functions, which may require visual and confidential acoustic privacy
     Financial Advisors or Account Managers based on size of portfolio under management specially
        for UBSPW-PC and UBS-AM Branches.

Standards and Guidelines                                                                     DRAFT
The number of private offices should reduce were possible. Open office plans could be designed to meet
most requirements. Private Offices needed may be located in preferred locations along the periphery or
along core. Such offices should have partially or totally glazed fronts to facilitate interaction with open plan
were needed and /or to allow day-light and expansive views for open plan areas. A combination of
peripheral and interior offices may also be possible.
In general private offices should not be used for receiving clients. For that purpose dedicated client areas /
meeting rooms are preferable directly accessable from entrance/reception areas (without walking through
office areas). Offices of Senior Financial Advisors in existing UBSPW-PC Branches may be an exception.
For new UBSPW-PC Branches the separation of client facing and internal office area should be

Open Plan: For all functions which do not require private offices incl:
      functions which require only normal speech privacy, which can be obtained with adequate open
          office furniture arrangement and sound masking if needed. Open plan furniture should facilitate
          teamwork without undue distraction of individual work.
      functions which need physical separation (e.g. “fire wall” to meet compliance), which can be
          obtained with adequate elements of separation as part of “open”plan
      trading and sales functions
Open office furniture should preferably be arranged in clusters to facilitate interaction and for more efficient
space use. Modular system furniture is usually preferred meeting established requirements, such as
ergonomic, flexibility, modular components, free arrangement of clusters, ease of installation and changes,
integration of desktops and other equipment, cost of initial installation and move cost.
With the increased use of technology (e.g. flat screens) average size of workstations is becoming smaller
(e.g. from 7’-6” to 6’-6” square). Workstations should be standardized in Region, considering the
functional requirements of each Division.
Some open plan functions may best be accommodated in trading desk type of configurations for functions
such as trading support function on trading floors, select sales and marketing, select IT and help desk
functions. Trading type desks are usually 5’ Wide x 4’ Deep(8’ for double row) using standard monitor.
The use of flat screens may reduce depth by 4”-6”. For smaller installations 6’ or cluster configurations
may also be considered. Trading areas should be designed for line-of-site to allow interaction as needed.

Refer to CRE UBSW Americas web site for the following:
 Space Standards: Offices, Open Worktations, June 2000.
 Space Requirements Forms and Instructions, February 2002
 IT Standards: Trading Comm Room Layout (smaller sites) and Typical Comm Room Layout June
 IT Standards:Power and Cabling Diagrams for Trading Desk and Typical Desk, June 2000.
UBSPW-PC Branches: Alternate Design (e.g. as shown for Akron, Ohio)


Furniture standards are important to maintain flexibility plus control cost and appearance across the realty
portfolio at large and within specific sites. While it is understood that differences will exist between client-
facing and other/administrative areas across lines of businesses, this should not mean that wide latitude may
be given to local managers to select individual furniture manufacturers and dealers (who handle the
installation). The furniture management function is to be controlled centrally by in-house real estate
professionals with input from line management and local design team (mostly in regard to lay-out,
components and finishes).

Standards and Guidelines                                                                   DRAFT
 Furniture types should be defined for:
       representative & client facing office and meeting areas, to meet expectations of clients and
            businesses, specially for Branches and Rep. Offices with frequent external client visits.
       enclosed offices: Similar system furniture may be used for smaller office (D and ED) as used for
            open office. For MD offices separate furniture lines may be selected. Division Heads and
            Members of Regional Business Committees may select their own furniture.
       open-plan / systems furniture, incl. integrated filing and storage based on established selection
       trading desks, e.g. SBFI
       internal meeting rooms: modular desks are preferred
       Chairs, to meet all functional requirements including ergonomic, produced by leading
            manufacturers and to be compatible with other furniture.
       miscellaneous special purpose items and other.
 Only high quality, durable furniture that can be effectively reconfigured, is ergonomic, and produced by
 leading manufacturers should be used.
      For major purchases reviews should be made based on:
       pre-selection and selection of manufacturers based on agreed evaluation criteria (e.g. used for
            system furniture in Stamford)
       Competitive bidding
       Mock-up and feed-back from major user groups
Standards by Location:
 Should at least be selected for business lines in the regions for all types of furniture according to the
 functional criteria and industry’s best practices.
Furniture should be standardized on the highest level possible for similar applications to allow for economy
of scale, e.g.:
       Trading desks for UBSW locations in all Regions (currently SBFI)
       System furniture for UBSW locations in Region (previously Ergo-Data, now being replaced by
       Furniture for UBSPW Branches in Region
 Sourcing/procurement to bid all furniture purchases to ensure the highest corporate discounts possible
 (which may be as high as 70% over list price). Standardized furniture lines may be used as long as
 selection criteria still apply (favorable vs. competing furniture lines). For major projects contracts may be
 re-bid as needed. Likewise ongoing furniture contracts may be re-bid to ensure selection of preferred
 furniture systems/lines at best prices.

Refer to CRE UBSW Americas web site for:
 Furniture Evaluation Criteria for System Furniture
 Design Guidelines for Furniture of UBSPW Branches


Standards and Guidelines                                                                   DRAFT

Technical Requirements (UPS, generators, dimensions, continuity of operations)
Back-up Requirements:
Normal electrical power may have no emergency generator back-up or may be connected to UPS, with or
without generator back-up as follows:
Normal power supply without emergency generator back-up: For non critical installations. Local code
(e.g. fire code) may require some installations to be connected to a building emergency generator, usually
installed in base building mechanical area and operated by the Landlord.
Normal power supply with emergency generator back-up: short break: Where power outages are
frequent or for major installations where occasional power outages would be very disruptive. Emergency
generator back-up power may be installed by dedicated generator (e.g. for major installations) or using a
given capacity (e.g. # of kvA) of the building generator to be defined in the lease.
Normal power supply connected to UPS without generator back-up:All IT services provided at UBS
facilities originate from a central Telecom/Data room located within the UBS premises. Infrastructure for
this room consists of UPS w/ minimum 15 minute battery providing power for all IT equipment within the
room and including the premises security equipment. Other infrastructure services for this room are
24hr/7day air-conditioning system and fire protection system. This set-up ensures that all power anomalies
that occur will be filtered/conditioned, allow for the orderly shutdown of equipment in case of a sustained
power outage and provide the environment and protection required.
Normal power supply connected to UPS with emergency generator back-up: no-break:Critical UBS
offices are in addition to the above, provided with emergency generators and adequate fuel supplies to allow
continuous operation for 48-72 hours in the event of a major power outage. Room size is a product of the IT
equipment located in the room and is sized during the facility design process. If more then one
Telecom/Data room is located within a UBS facility then each of these rooms is provided with above
infrastructure. Critical UBS offices may include:
        Trading
        Select operations functions with required immediate or daily settlement of transactions
        Data Centers
        Regional “war rooms” to direct BCP or other emergency operations
Infrastructure Redundancy: Critical UBS offices will be provided with infrastructure redundancy for
cooling with the air conditioning units configuration and for power with static bypass through the UPS
system and maintenance bypass around the UPS system.

Business Continuity Planning (BCP):
The business lines are responsible to ensure that adequate BCP plans are in place. The primary service
provider is IT, supported by real estate as needed. In Regions with all major Divisions present a
coordinated approach across most if not all business lines should be pursued.
Every major real estate initiative (e.g. lease decision, relocation, consolidation, expansion, renovation) may
have an impact on the Firm’s contingency planning. It is the real estate professional’s job to work in close
coordination with BCP/IT Team to ensure that line management is made aware of the need to include
revised realty considerations as part of BCP process. Working with IT in major sites, this could include
proposing additional technical back-up (e.g. additional emergency generator and fuel capacity) or
specialized floor wiring to allow for quick space sharing in the event of disaster. The proposed strategy may
be as simple as “location/branch/buddy” process to be triggered in time of crisis, or extensive to include hot
on-site operation or dedicated or shared off-site installations. While line management is ultimately
responsible, real estate must take a proactive role in promoting contingency awareness and offering up
alternatives with fully-loaded costing.

Refer to CRE UBSW Americas web site for:
 Design Guidelines for Data Center Communications Rooms 5/2000
 UBSW Branches and Rep. Offices, Critical Systems


Standards and Guidelines                                                                    DRAFT

Security (Building/Premises Security)
Site selection: For new locations security reviews should be conducted by Regional Security as part of the
site selection. Such reviews should be updated on a regular basis as needed especially for higher risk areas
and locations where security risks have increased. Other safety related issues should also be reviewed, incl.
environmental risks, earthquakes etc.
Planning and design:
Well designed space should include a thoughtfully executed security plan to assure life safety (i.e. fire and
emergency preparedness), access restrictions and compliance with the Firm’s control policies and
procedures in all locations. It is the real estate professional’s job to ensure that Security is brought into
every planned real estate initiative at the outset, thereby giving time to conduct proper planning. In addition
it is the real estate’s job to ensure (at a minimum…) that local building codes and regulations are adhered to
in regard to any security issue, by e.g. retaining and coordinating work of design team familiar with all
applicable legislation. In many areas of the world, Firm standards and international best practices may be
above local standards and code.
All building/premises security issues should be fully integrated in all phases of the design process meeting
all applicable requirements of the Corporate Security (Zurich) Standards and Guidelines and other Regional
Security Standards and Guidelines where available (e.g. Americas). Security Consultants may be retained to
assist Project Team. Project / Real Estate Manager to take lead in during planning and design of
premises/physical security systems in close coordination with Security Consultants (if any) and Regional
Security. Regional Security to review and comment on the main planning phases and approve final design
documentation. Likewise, Regional Security to review contractors to be included for bidding and to review
findings of bid analysis. After substantial completion of work, Regional Security to review punch-list and
complement as needed.
Planning and design to be also in full compliance with any applicable UBS Security Standards and
Guidelines, such as Corporate Security (Zurich) Standards, Regional or Divisional Security Standards.
“Closed vs. Open” Premises / Buildings:
Access to premises to be controlled/restricted for authorized personnel only. Areas open to the public
during defined hours (e.g. select reception areas or banking halls for branch banking retail space) to meet
applicable security standards.
“Closed” buildings (restricted access to common areas with e.g. restricted access control in main lobby) are
preferred. In buildings where Bank occupies all or substantially all of the floors of an elevator bank, we may
seek permission from Landlord or his agent (and other tenants if needed) to control such elevator bank by
e.g. controlling access to respective ground-floor elevator lobby.
Operation: After beneficial occupancy Regional Security to assume the operation of premises security
function, which may include 7x24 security control room for major installations. Possible security system
upgrades to be reviewed with Real Estate when needed or during annual capital budget process. Operation
to be managed by Regional Security may also include:
   Fire safety: Conducting regular fire drills/evacuation exercises
   Enforcing non smoking policy for “smoke free” premises or buildings
   Investigation of Premises/Physical Security related items to be conducted by Regional Security
   Regional Security to oversee also Premises/Physical Security of structured parking specially if
        adjacent to critical or major premises.
   Staff and manage 7x24 security control rooms for major installations.
   Maintain incident log of premises/physical security related items, including conduction investigations
        as needed.
   May be responsible for first call of BCP related items (e.g. through permanently staffed security
        control room) and subsequent calls as per established Disaster Recovery/Emergency Response Plan.
For major location occupied almost exclusively by UBS select building security and fire safety functions
may be delegated to an outside building management agency under the close supervision of Regional
Security Risk Reviews: Regional Security to conduct regular Security Risk Reviews and discuss
premises/physical security related items with real estate professional responsible for such premises
locations, including corrective measures if needed.

Standards and Guidelines                                                                      DRAFT
Engineering Risk Reviews: For major new locations UBS should conduct a comprehensive engineering
risk review. This review should be in close coordination with risk engineering department of a leading
insurance firm specialized in this field (e.g. Zurich Insurance), to identify possible risks and measures to be
addressed during the design and implementation of a facility (e.g. Stamford).

Refer to CRE UBSW Americas web site for:
 Divisional Non-IT Security Services (Annex 2 of SLA)
 Corporate, Regional and Divisional Security Standards


Quality Standards for Client Areas
“Client facing” refers to the need for a business-appropriate image in those common spaces visible to clients
and other important visitors. The actual look and arrangement will vary across businesses ( e.g. UBS PB/I
vs. UBSPW vs UBS AM vs. UBSW), but the intent to have a highly professional – but not lavish – look in
those select areas where clients and visitors interact with the Firm’s professionals.
Premises which receive regular client visits should provided designated client areas with appropriate
reception and meeting area separate from employee entrance. Client meeting rooms to be designed for
confidential speech privacy meeting acoustical standards where applicable (e.g. PBI). Appropriate levels of
audio visual capabilities should be provided to meet local and global presentation and communication
standards. Client areas should provide for basic amenities (client waiting/seating area, toilet, coat storage,
telephone and other as needed). Pantries should be accessible to meeting areas. In major installations, food
service may be provided based on local best practices. Whenever possible, full cooking should be avoided
in preference to pre-prepared selections.
In general clients should not be received in Bank internal office areas. In select business areas, such as
Private Client and Senior Management, private offices may also be prepared for receiving clients, e.g.:
      Most Branches for UBSPW-PC: Dedicate client areas and select offices of Financial Advisors
      Client meeting area/rooms for UBS-PBI (incl. PB/NRA)
      Private Dining / Meeting Rooms
      Meeting /Conference Areas / Auditoriums with may be used also for external clients
      Senior Management (such as 40th floor at 299 Park Avenue, 14ht floor at 1285 Avenue of the
         Americas, and 7th floor at 677 Washington Blvd.)
      Such areas may be equipped with Pantry (or food preparation area as needed) and client restrooms.
The overall design of client areas, including layout, lighting, finishes and materials, furniture, and art should
convey the corporate identity of UBS as a premier financial institution and to meet expectations of clients
and business management. Likewise access through building, elevator lobby and reception areas to meet
appropriate quality standards.


Divisional and Regional Standards and Guidelines
Divisional Standards and Guidelines:
UBS PB/I and UBS PW have established Standards and Guidelines, covering also select real estate issues.

Standards and Guidelines                                                               DRAFT
Regional Standards and Guidelines: usually have been developed or updated as part of major projects
(e.g. UBS / SBS Integration, Stamford, PBI US Branch Expansion). Most of such Regional Standards and
Guidelines are available on the CRE web site. Latest hardcopies would also be available as needed.
Discrepancies: In the event of discrepancies between Global, Divisional and Regional S+G the former shall
govern. Divisional and Regional S+G to be updated as needed.

CRE Webpage            ( Exerpt Below)


Corporate Real Estate UBSW
There are a number of standards and guidelines that affect the execution of facilities projects.
Review the documents listed below to understand our policies on a variety of topics, such as office
design criteria, move procedures, and charge-back costs.

Please find below a partial list of our standards and guidelines:
    1. General Project Guidelines
    2. LA General Project Guidelines
    3. Parking Program for UBSW Center I
    4. Churn and Project Move Procedures
    5. Churn-Move Presentation
    6. Clear Desk Policy
    7. Fire Alarm Procedure
    8. Global Space Standards
    9. Regional UBSW Space Standards
    10. Furniture Standards
    11. IT Standards (Workstation and Trading Desk)
    12. Private Office Standards
    13. Completed and Signed Service Level Agreements (SLAs)
    14. ReqforPropArchServices
    15. CRE Drivers 6-12-00
    16. Reception Enhancement_
    17. Design Guidelines&DataCtrCommunication Rms
    18. UBSW Branches & Rep. Offices-Critical Systems

Standards and Guidelines        DRAFT


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