“When realizing the new Smart Working concept, Aegon had the intention to reuse as much as possible.”
Aegon
Offices converted into hubs where meeting, collaborating, learning from each other and inspiring each other are key. The 'Smart Working' concept was realised at Aegon The Hague and Leeuwarden. Looking to the future, circularity was an important core value for Aegon. The approach of the renovation was therefore to reuse as much as possible. In the completely renovated office of four large floors in The Hague, Anje Meijer (facility manager and line manager Regie) and Eelke Faber (Zwartwoud project manager) talk about this extensive project.
Project Management
Product development
Production
Turn-key realization
Even before we started the project, we had the assignment to lay down an annual plan that was at such a level of detail that we knew what we were doing on the floor almost every hour.
Annie: A lot has happened in recent years. The coronavirus has got many companies thinking. We used to sit in the office every day, but corona taught us that we could actually do the work very well from home. From there, we developed the Smart Working concept. We wanted to reduce CO2 emissions by reducing real estate use, but also commuting, but also improving the work-life balance and being a good employer. Indeed, we noticed that our employees were happy that they were able to better organize their work-life balance. But if you want to use your office differently, you also need to organize it differently. We had online sessions with our employees to identify what they needed: when you come back to the office later, how do you envision that and what do you need?
This resulted in a design that involved a lot of customization and reuse. We then asked a number of parties about their views on this and how they envisioned the project. One of those parties was Zwartwoud.
Eelke: We subscribed to the tender, drew up a plan and involved parties. We expected to be able to provide added value in services and project management. We soon realized: we have to work together a lot. In addition to the customization that had to be produced, a lot of customization also had to be realized on location. Spaces that were given a different function. The real difficulty lay in the scale of the project.
Annie: So Zwartwoud came out of the tender and quite frankly: I found that super exciting. Over the past few years, I was used to working with two parties. I know exactly what's in use, and that's nice in such an ambitious process. But we liked the properties of Black Forest. We think it's great that you do a lot with sustainability, and you've really thought along with us. We eventually got to know each other quickly and there was a great collaboration.
Eelke: It was also exciting for us! This project is characterized by a lot of serial work. For example, the number of panels that had to be reupholstered: a total of 3.7 kilometers of reupholstery. That dazzled me a bit at the beginning of the project.
Even before we started the project, we had the assignment to lay down an annual plan that was at such a level of detail that we knew what we were doing on the floor almost every hour.
We had half-story phases, the rest were now in use. This gave the project more peace of mind, also to the other parties. And we were able to evaluate per phase, which was also nice.
Annie: The reason Zwartwoud won the tender was mainly sustainability. But when it comes to the process itself, we are also just very happy with such a great team. It was perfectly arranged and, in the overall picture, that ensured that we achieved everything within the planning.
Eelke: Project management was extremely important here. We communicated well among ourselves, held a weekly construction meeting, and managed to optimize the train that was being worked on over the year. We had intensive sessions and I think that also distinguishes Aegon as a customer: you thought along and were open to our ideas, made me feel like I could have a conversation. This is how you build a unique relationship with each other.
For this new Smart Working concept, we worked on location for a total of 38 weeks. The office remained open for employees: a tight plan was essential.
For the system walls, 100% of the profiles have been reused, 70% of the doors and 90% of the glass. A total of 3.7 kilometers of furniture panels have been reupholstered.
We think it's great that you do a lot with sustainability, and you've really thought along with us. We eventually got to know each other quickly and there was a great collaboration.
I think the collaboration has been the key to success.
In the area of circularity, we encountered a number of challenges during the project. You've seen, checked again, made plans, and then you come across things. Screwed fronts interspersed with glued fronts, for example. You're disassembling someone else's work. You get to work based on what you know and gradually find out about such things. That was unique about this project. So did the walls: their profile turned out to be a special profile that was created especially for this building. We called the city and country to find out what kind of profiles these were. In the end, we also managed to solve it in a more sustainable way: we were able to harvest enormously from AEGON's old building. But that was a bit of a job, I've never seen such complicated Excel files before.
Annie: That was also one of the reasons I found it exciting. If we were to continue with the party that once realized it, we could have expected them to know this. Only now will you come across it in the course of the project. But hey: it certainly wasn't boring! Something happened every time, and often made it more expensive again. Then we sat down together again to see how we could make things more efficient. You have responded to that perfectly and we have now come up with 100%.
Eelke: For the circular vision, that's actually fantastic: being forced to look efficiently, what can we reuse, or is this actually necessary? The first R of the 10 R's is of course 'refuse': don't do it. If you don't need to change something, don't do it. And that has definitely not affected the quality. I actually think it's a very nice by-catch.
Annie: Agree. Some things have become more efficient, but it doesn't change what it looks like for me. For example, you also came up with the mobile duo desks instead of the fixed ones.
Eelke: Yes, that was officially customized and that did not go within this budget. Then we thought: how can we make a series out of that? That also characterizes the rest of the project. We were able to go through that part of product development with you to a good result.
Annie: We must not forget the logistical process! Especially when we talk about reupholstery. Each separate panel of those 3.7 kilometers in total had to be transported to be reupholstered elsewhere. It has to come back just in time, otherwise you'll create a domino effect for other parties. That logistical process was so important, and you just really organized it properly.
Eelke: Everything had a label. That was in an Excel that was so heavy that I couldn't even open it at the end of the year. It was necessary, because it all looks the same, but can vary quite a few millimeters.
Annie: I think the collaboration has been the key to success.
Thanks to that collaboration, you can be proud that you have delivered such a complex process within planning. Each party involved left the building with a smile. That's what you do it for.
Eelke: Everyone I talk to about the project, BuroBas, Heijmans, and all the other parties look at it with a smile. Like: that was a fun project, and we did it beautifully together.
Annie: For me, you are now just one of the three parties I work with!
Burobas designed the interior of the new office. Keizer Design has provided the reupholstery of all furniture. Heijmans, UTS Abbink, Projectstoffering Leiden, Desque, Donker Group, HH Global and Vecos also participated.
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