June 2017
84.4
Hannes Söderholm
In 2014, Coca-Cola European Partners (CCEP) embarked on a significant endeavour to revitalise its Swedish headquarters, situated near Stockholm, aligning it with the legacy of the iconic Coca-Cola brand. Recognising a disparity between its status as an “employer of choice” and the tangible workspace, CCEP collaborated with Leesman and GoToWork to redefine its office environment.
This challenge was multifaceted, involving resistance from long-serving staff and the necessity to integrate production and logistics spaces into the transformation. Opting for an activity-based working (ABW) model, the company underwent a comprehensive change management process, including extensive employee consultations and strategic leadership support.
CCEP transitioned to its renovated workplace in February 2017, marking success within eight months of construction. The palpable uplift was evident, validated by Leesman’s post-occupancy survey, with the Leesman Index score increasing more than 28 points to 84.4—9.7 points higher than the Leesman+ average, showcasing the project’s triumph.
In 2014 CCEP began to think about how a new space should feel and operate. First, a visioning session was carried out to identify the organisational goals and which ways of working would best facilitate them. As part of the pre-occupancy assessment, Leesman was brought in to perform their standardised workplace effectiveness survey. At the same time, CCEP also performed their own utilisation survey and a range of in-depth interviews with users of the space.
The Leesman pre-occupancy survey conducted as part of this transformation revealed a critical need for change, with an overall Lmi effectiveness score of 56.0 for the organisation’s Swedish home—5 points below the Leesman global average and 16.7 points behind the Leesman+ average, highlighting the existing workplace challenges. Ingrid Ljung, Senior Property & Facilities Manager at the head office, noted a pre-refurbishment environment described as “boring” and “messy,” comprising 150 cellular offices connected by long corridors, creating a sense of isolation and monotony.
Acknowledging the discontent revealed by Leesman’s findings and the organisation’s commitment to being a distinguished brand, CCEP initiated a transformative journey. This involved a visioning session to identify organisational goals and optimal working methods. Simultaneously, CCEP conducted its utilisation survey and in-depth interviews with space users, laying the groundwork for a new, innovative workspace.
The transformation faced resistance from long-serving staff, primarily accustomed to conventional working environments. Moreover, the Swedish head office’s unique connection to the organisation’s production and distribution facilities posed additional challenges, necessitating a more inclusive approach to data collection. The decision to explore the entire administrative facility, including production and logistics offices, aimed to foster unity among teams and eliminate divisions.
To ensure a smooth transition, Ingrid Ljung and Karin Ståhl, Workplace Strategist, conducted informative meetings, lunch & learn sessions, and workshops based on Leesman’s survey data. Employees actively participated in shaping the workplace brief and change management programme, enhancing their sense of ownership and understanding. The appointment of “champions” as non-managerial ambassadors further facilitated communication and adaptation to the new way of working.
The move to temporary accommodation during construction, labelled “bungalows” and additional desks, demonstrated flexibility and adaptability. Ljung’s attentive approach, sharing maps and offering weekly treats, ensured that employees felt supported during this period. The genuine commitment of CCEP European Partners Sweden CEO Pierre Decroix, who embraced the office-less model and acted as a role model for ABW, significantly contributed to the project’s success.
CCEP moved into the newly refurbished workplace in February 2017, eight months after construction began. Leesman’s post-occupancy survey showcased the remarkable success of the project, with an overall Lmi effectiveness score soaring to 84.4—a 28-point increase from the pre-occupancy data and 9.7 points higher than the Leesman+ average.
Described as a “great functional layout” by Ljung, the ABW space features workstations, meeting rooms, team tables, and breakout areas. The design fosters a non-hierarchical and flexible environment, promoting collaboration and adaptability. CCEP successfully incorporated brand colours into the space, creating a visually engaging and self-guiding interior.
The transformation, named “The Happiness Factory,” exemplifies a harmonious blend of tradition and modernity. Leesman’s post-occupancy findings revealed a substantial increase in employee pride, climbing by 62.3 percentage points to 95.8%. The success story illustrates how CCEP, much like its timeless contour bottle design, has crafted a workspace that stands out, blending heritage with a vibrant and effective modern workplace.
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