From space planning to furniture layout
SITE AUDIT BEFORE LEASING & SPACE PLANNING
Our architects specialised in space planning develop creative concepts on the basis of proven technical solutions to imagine and design a working environment that is as unique as your company.
To do this, we listen to your wishes, your points of attention, gather your ideas and compare them with our knowledge and experience to ensure that your new offices match your objectives and needs perfectly.
The rise of flex-offices
The redevelopment of business premises is a natural starting point for the space optimization process. Even after the Coronavirus pandemic, offices remain the employee’s main workplace. They offer more freedom of action and control over operations than workplaces outside the company (home, third places, etc.).
Playing on the rate of space occupation and the quantity of available posts remains an opportunity that has been studied for the most part today: it makes it possible to free up space that can be allocated to spaces or services that are complementary to the workstations. From a symmetrical point of view, it also poses the principle of internal mobility of the employee between spaces corresponding to his or her needs.
The majority of the projects we carry out use this logic of sharing workstations. This is undoubtedly a much higher proportion than the current reality of offices, but nevertheless it proves that it is not the one and only configuration behind the term flex-office.
The question of quantity also arises when we consider the company in relation to its ecosystem: beyond sharing certain posts between employees, some companies provide space for third parties outside their employee quota. This may involve providing the right layout for service provider or operating teams, hosting customers for the progress of their projects, or even hosting a start-up or freelancers.
Internal coworking spaces
Although it still raises many questions about its realization (management, legal responsibilities, confidentiality, etc.), this organization is correlates with the principle of employee mobility and decompartmentalization of offices: synergies are to be created with entities more or less close to its activity. This trend could lead to a new business strategy in the real estate sector, especially for larger companies that have the resources to develop this type of system and have a competitive interest in attracting innovation to their environment.
On the internal side, flexibility materializes above all in the workplace, which instead of being unique and fixed, will be “transformed” with the internal mobility of the employee into a space more adapted to his immediate needs: confidentiality for important points or calls, silence for concentration, support for creation, or informality for management.
These types of space are used or developed on average in at least one project out of two, and in a higher proportion in those where offices are shared. This can be seen as an adaptation to the elimination of the individual, partitioned office by giving access to “complementary” spaces that allow for temporary work in an enclosed space. Generally speaking, they also appear to be an incentive to work in collaborative spaces more often than at one’s post.
Another lever available to companies to implement an internal transformation is the use of additional services for employees. In some cases, these services take up the space freed up or are developed voluntarily in order to meet certain personal needs of the employee and improve the quality of life at work.