Innovative offices adapted for 21st century business

Are traditional working practices fit for the demands of 21st century business? The rapid evolution of digital communication, the requirement for innovative thinking in competitive markets and the fluctuating demands of global economies are conspiring against the rigid structures of the past. As a result, businesses of all sizes are reassessing the nine-to-five routine and considering new ways of working that are more adaptive to the environment in which we find ourselves. This fundamental shift in thinking, once the preserve only of trendy technology start-ups, has spread its roots throughout the business world, and companies that operate in the industrial and engineering space are no exception. In the UK, Atlas Copco, a leading provider of highly efficient compressors, generators, tools and equipment to the industrial, construction and mining sectors, has transformed its Hemel Hempstead headquarters in line with the principles of activity-based working (ABW). The aim was to encourage greater efficiency, collaboration and creativity and since the completion of the project in 2014, the results so far have been encouragingly positive.

Mr Villé explained that improvements in productivity, efficiency and wellbeing were already becoming apparent, with staff members reporting better relationships with colleagues and greater access to different teams. The three-storey building not only has a brighter and more modern appearance, from striking furniture to bold wall coverings, but functions very differently from before. Most desks have been re-assigned as hot desks to reflect flexible working practices, promote greater familiarity between departments, and encourage staff to work alongside the most suitable colleagues for the particular task being undertaken at a given time. Atlas Copco has a total of 461 employees in the UK, including 140 who are normally based at the Hemel Hempstead office. After some initial apprehension about the new open office layout and method of working the response from staff has been overwhelmingly positive, as Jane Marshall, a PA and Marketing Assistant, points out: “The concept of ABW sounded quite exciting, but I was unsure about what impact it would have on my day-to-day working. However, the flexibility it offers is fantastic and encourages you to think in a completely different way and plan your work accordingly. The working environment has never been more positive than now. Everyone seems to interact and move around more, which is brilliant.”

Improved interaction and the flexibility to choose your own work space was also cited by Ricardo Timperi, a Product Specialist within Atlas Copco’s Compressor Technique Service division: “Previously, if I wanted someone’s input, I’d ask those around me – who would be the same people I always asked in the past. Now, as I try to sit in a different place at least twice a week, I have a new audience to ask for opinions. It has definitely allowed me to get to know my peers better and helped improve our internal communications. What’s also great though, is that if I do need to get my head down and limit the disruptions around me, I can sit in one of our quiet zones or small offices.” The experience of Atlas Copco highlights 5 key considerations that engineering companies should bear in mind when contemplating the adoption of activity-based working.

Despite the greater reliance on technology, the adoption of new working practices can bring added benefits in terms of energy efficiency. For Atlas Copco, making the building ‘smarter’ went hand-in-hand with the principles of ‘smarter working’. From an environmental perspective, the investment in a modern air conditioning system and energy efficient lighting with movement sensors and timers is paying off in energy savings and reduction of associated carbon emissions.