Globaltech employs more than 200,000 people across the world's major economies. Its annual revenue is estimated at $16 billion or 800 billion pesos, and it occupies an eight (8) million square feet or 750,000 square meters of space. Over the past 10 years, its revenue has grown and so has its global real estate footprint. Globaltech estimated that within a year its current space provision would be fully utilized despite the adoption of some flexible working arrangements - hot-desking was already in place. It had previously tracked its space efficiency by collecting census data every week and adjusting it to eliminate seasonal variations. Experience suggested that when occupancy exceeded 85% for any reasonable length of time, it led to levels of discomfort, through increasing noise levels, excess heat, and the non-availability of amenities. The business needed to make some fundamental changes to how it occupied its space. Consistent with other major businesses, the revenue-generating functions operated alongside support functions such as finance, legal, human resources, marketing, secretarial, and facility management. These support functions were occupiers of substantial space, primarily office-based, and with a majority operating from the same location. Globaltech had already invested in flexible working initiatives, providing large areas of open-plan space available on a first come, first served basis. This proved effective for the consulting parts of the business that generally spent large periods of the working week at client locations. These areas were also highly serviced, with customer service representatives providing on-floor support and acting as the first line of fault reporting and resolution. Demand for space continued to increase with this flexible working approach, but there was a limit to the availability of space. A further refinement of the rules of space occupation was required. The allocation of cellular office space had to be reviewed and, ultimately, reduced both in terms of demand and by sacrificing some of this cellular space for more open-plan areas. Globaltech found that increasing the intensity of use across large open-plan areas also required a modification of behavior. Noise levels naturally increased in these situations, and minor irritations such as leaving a mobile phone unattended soon became major issues. Open-plan areas also acted as conduits for food smells. Hot food with strong odors could no longer be eaten at the desk but in caf or breakout areas. Consideration for other occupants became paramount. Storage was also a growing issue, where the ratio of personnel to desks was at least 4:1. Drawers and large cabinets gave way to small lockers for all but senior managers. Inevitably, such a significant change places a greater burden on the physical attributes of the space as well as its amenities. Soft furnishings, carpets, and decoration have to be refreshed at shorter intervals. However, savings in rent, business rates, and service charges have allowed the business to make the necessary investments in both the standard of its space as well as the implementation of innovative furniture solutions. Answer the following questions: (4 items x 10 points) 1. What is/are the factor/s that affect/s the productivity of Globaltech's employees? 2. How can Globaltech avoid the "Sick Building Syndrome" in their workplace?