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1 Veldhoen + Company Smart Building Smart Working Democratic offices Introduction of the Veldhoen + Company approach.

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Presentation on theme: "1 Veldhoen + Company Smart Building Smart Working Democratic offices Introduction of the Veldhoen + Company approach."— Presentation transcript:

1 1 Veldhoen + Company Smart Building Smart Working Democratic offices Introduction of the Veldhoen + Company approach

2 Veldhoen + Company Smart Building Smart Working veldhoen company Introduction veldhoen + company Part of TBI holding International scope 50 employees More than 15 years of experience 100+ projects Market leader Pioneer Innovator Creator Veldhoen + Company Smart Building Smart Working

3 track record Our clients track record Rabobank: Piet van Schijndel Achmea: Ellen Faber Orbis MC: Ludo Jansen Dela: Edzo Doeve Sabic Marsh: Marcel Polk MEE: Utrecht: Hans de Dreu Chamber of Commerce Rotterdam Microsoft: Theo Rinsema BDO accountants & advisors ERA bouw: Ko Blok PostbankPGGM: Peter Bordorff McKinsey & company Swiss Life Macquarie

4 Veldhoen + Company Smart Building Smart Working we do What we do We aim to create innovative offices in which people feel comfortable and stimulated for high performance. Costs will decrease while results increase. Hence, an environment inspiring to work smarter. The objective is a continuous improvement process, in which the organization internally renews itself on an ongoing basis. Ahead of the constantly changing demands in today's knowledge economy, this is where you will find the competitive edge of Veldhoen + Company. Veldhoen + Company concepts as a leverage to democratic organizations

5 Veldhoen + Company Smart Building Smart Working Workplace facts Symptoms of traditional offices Empty work environments De-personalized or uninspired environments Compartmentalized or non-transparent layouts Static and inflexible offices Constant internal movements Large amounts of paper and huge archives Veldhoen + Company Smart Building Smart Working

6 Physical An average of 66% of all workplaces is unoccupied during working hours Peak occupation between 40% to 80% Virtual 45% of all privately stored documents can be found in several places 85% of these documents will never be used again 10% of the working time is spent searching these documents Social 50% of all employees complain about an uninspiring work environment 45% of all employees complain about lack of work environment support Veldhoen + Company Smart Building Smart Working

7 approach Veldhoen + Company The integrated approach Veldhoen + Company Social The way activities are organized Physical The way the physical work environment supports different activities Virtual The way information is mobilized (disclosed, distributed and saved) Virtual environment Physical environment Social environment Facilitating activities Mobilization of information Organization of activities Work style Veldhoen + Company Smart Building Smart Working

8 Workplace Individual 9-5 presence Organigram Robot Standard Paper Activities Project based Meeting 24/7 Communities People interaction Differentiation Digital Change The Change

9 Veldhoen + Company Smart Building Smart Working From production site From personal From boring and isolated organization of interaction Physical environment: organization of interaction To cooperation and meeting place To 100% activity-based To inspiring and transparent

10 work environment Virtual work environment Time and place independent availability and distribution of information Central storage of information Accessibility of documents (knowledge sharing) Reduce paper filing (less physical storage) Virtual collaboration Clean desk Veldhoen + Company Smart Building Smart Working

11 work environment Social work environment New relationships between customer and employee employee and manager employees amongst each other Change the degree of autonomy of employees freedom versus responsibility control versus empowerment New skills leadership working digital working time and place independent Veldhoen + Company Smart Building Smart Working

12 12 Veldhoen + Company Smart Building Smart Working our office The internal organization of Veldhoen + Company

13 What it is... An employee initiates a meeting for colleagues to share knowledge or to inform them about a specific topic. Everybody is free to organize and to join. Examples of recent work theaters What do you think I stand for? Advising by using visualization technics Internal developments 2008 The employee of the future theaters Work theaters This is where we meet: no barriers

14 company meetings Quarterly company meetings What it is... 4 times per year our management team organizes a meeting for all employees, where management and employees inform and discuss about: Sales figures Financial results Projects Social themes Internal developments Challenges The meetings are finished by a Friday Cafe, where employees prepare a drink and a meal for all their collegues, based upon their culinary preferences.

15 days Inspiration days What it is... A day event that has the purpose of coming closer together, inspiring and developing our company and ourselves. Organized by a group of employees. We use a central theme, for example: Improvisation theater Trust building Challenges for our future

16 management Evaluation management Erik Veldhoen: founder of our company. We also evaluate his qualities as a chef in our kitchen What it is... Once a year we come together, split up in groups and evaluate our management team members. We discuss what went well and what should have gone better. All groups present the strengths and weaknesses of our managers. The managers get the opportunity to ask for further clarification and give their initial response.

17 Each year we make a development plan for the upcoming year. Upfront we ask each employee what they would like to contribute to the organization. We believe that if you listen carefully to ideas, ambitions and challenges of individual employees, it will strengthen the ambition of the organization. People can use this development plan for their personal development plan as well, but it is not necessary. Next step is to align individual development plans with the organizational plan. We do this with our managers and with each other (e.g. in work theaters). contribution Desired contribution


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