1 veldhoen + company smart building smart working democratic offices introduction of the veldhoen +...

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Veldhoen + Company Smart Building Smart Working

Democraticoffices

Introduction of the Veldhoen + Company approach


Introduction veldhoen veldhoen + companycompany

Part of TBI holding

International scope

50 employees

More than 15 years of experience

100+ projects

Market leader

Pioneer

Innovator

Creator


Our clients track record 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 RotterdamMicrosoft: Theo Rinsema

BDO accountants & advisorsERA bouw: Ko Blok

Postbank PGGM: Peter Bordorff

McKinsey & company

Swiss Life

Macquarie


What we do we do

We aim to create innovative offices in which people feel comfortableand stimulated for high performance. Costs will decrease while results

increase. Hence, an environment inspiring to work smarter. The objective isa continuous improvement process, in which the organization internally

renews itself on an ongoing basis. Ahead of the constantly changing demandsin 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


Workplace facts

Symptoms of traditional offices

Empty work environmentsDe-personalized or uninspired environmentsCompartmentalized or non-transparent layoutsStatic and inflexible officesConstant internal movementsLarge amounts of paper and huge archives


PhysicalAn average of 66% of all workplaces is unoccupied during working hoursPeak occupation between 40% to 80%

Virtual45% of all privately stored documents can be found in several places85% of these documents will never be used again10% of the working time is spent searching these documents

Social50% of all employees complain about an uninspiring work environment45% of all employees complain about lack of work environment support


The integrated approachapproach Veldhoen + Company 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 environme

nt

Physicalenvironmen

t

Social environme

nt

Facilitating activities

Mobilization of

information

Organization of activities

Work style



Workplace

Individual

9-5 presence

Organigram

Robot

Standard

Paper

Activities

Project based

Meeting 24/7

Communities

People interaction

Differentiation

Digital

The ChangeChange


From production site

From personal

From boring and isolated

Physical environment: organization of interactionorganization of interaction

To cooperation and meeting place

To 100% activity-based

To inspiring and transparent

Virtual work environment 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


Social work environment work environment

New relationships betweencustomer and employeeemployee and manageremployees amongst each other

Change the degree of autonomy of employeesfreedom versus responsibilitycontrol versus empowerment

New skillsleadershipworking digitalworking time and place independent


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ouroffice

The internal organization of Veldhoen + Company

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 technicsInternal developments 2008The employee of the future

Work theaterstheaters

This is where we meet: no barriers

Quarterly company meetingscompany 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 figuresFinancial resultsProjectsSocial themesInternal developmentsChallenges...............

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.

Inspiration daysdays

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 theaterTrust buildingChallenges for our future

Evaluation managementmanagement

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.

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).

Desired contributioncontribution

1 veldhoen + company smart building smart working democratic offices introduction of the veldhoen +...

Documents

company social

company approach slide

company concepts

style veldhoen

physical work environment

change slide

transparent slide

future slide