Case study

ofi has a soft landing in modern office with a hybrid workplace strategy

November 6, 2023

Setting up a hybrid workplace

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For many decades, ofi operated out of its offices and factory premises in Zaanstreek. This B2B purveyor of cocoa, coffee, dairy products, nuts and spices is now swapping this traditional working environment for an industrial hotspot in Amsterdam. This is where they moved into brand spanking new office premises with over two hundred employees, fully in line with their hybrid working strategy. CBRE supervised the transition to this contemporary way of working.

From the Zaan to Amsterdam

What was the reason for the move? ‘There were several reasons,’ Marjan Beijer-de Looze, Head of HR EMENA at ofi, tells us. ‘We’d been in Koog aan de Zaan for decades. In other words, we were in an old building, which was not exactly sustainable. What’s more, we weren’t only located in Koog: we also had several teams in Rotterdam and Wormer. We wanted to bring our products and departments closer together. And now that hybrid working is commonplace at our company, the time was right to move to office premises that facilitated that way of working.’

The Joan

‘That said, it was not an easy thing to do, because we had quite a long list of requirements,’ Marjan continues. That’s why ofi knocked on CBRE’s door: for technical expertise and data-driven advice. ‘They found us fantastic premises in The Joan in Amsterdam: a modern and sustainable office building close to the Amstel interchange. Easy to access, and with all the modern conveniences one needs. And, with that, a whole lot more attractive for young talent!’

Driven by data as well as people

ofi is accommodating around two hundred employees in its new premises. ‘Obviously we want people to come to the office as much as possible, because it’s a beautiful building,’ Marjan tells us.

That said, you really don’t have to take the train or drive to work every day anymore; working from home is fine. That’s why we consulted our staff with CBRE’s help: on those days that you do come to the office, what do you really need?
Marjan Beijer-de LoozeHead of HR EMENA bij ofi

We started with some qualitative research. ‘Together with CBRE, we interviewed the management so that we could get the broad brushstrokes of what they were looking for. The main topics: to bring our people and products together, and to work together the modern way. We then took a quantitative approach and got all members of staff to complete a questionnaire. A work-mode survey of this kind deals with work styles: how often do you do computer work, how often do you make phone calls and how often do you attend meetings? Do you prefer to work in peace and quiet, or does a bit of a buzz in the background not bother you? Take our logistics team, for instance: they are constantly on their phones and prefer to be together in a group, a bit separate from the rest. All of the data told us what the teams required, and what needed to be reflected in the workplace concept.

A new role for the office

The workplace strategy that emerged caters for work requiring concentration, for meetings and for making phone calls. ‘What we’re noticing is that the office is becoming a place to work together and a meeting place. Of course you come to work to feel like you’re part of a group, like you belong. In Koog, we were all in separate rooms and you hardly every bumped into each other. Here, we’re all on the same floor and the workstations are organically interconnected, thanks to CBRE’s clever design. When you’re here, you really do feel like you’re part of ofi.’

A question of persuasion

You get to know what an organisation needs if you conduct research. But you can also use data like a mirror. Because when you go through a transition like this, you are bound to face resistance. Marjan: ‘It’s easier to persuade people when you can substantiate your decisions with data. Take commuting, for instance: our people were reluctant about having to commute to a busy city like Amsterdam. But CBRE’s analyses showed that the average travel time would not be much longer for many of them. You can convince them by showing them the figures. Besides that, it was of course important to keep the conversation going. Fortunately the change team and the ambassadors managed to address most of their concerns and, by doing so, reassure them.’

Soft landing

When is the transition to a hybrid workplace a success? ‘When people carry on coming to the office, despite the transition. Because the facilities are top notch and they feel they have an affinity with the company. We’ve managed to do this: I only hear positive stories all around. From day one, everyone was able to enjoy working here, and that’s quite an achievement. That smooth transition was partly down to CBRE’s integrated and professional services. What I’m proud of? That our members of staff – despite the change and the traffic – are happy with their new workplace.’

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