easyJet Airlines were looking to implement an organisational move to 60% of the month in the office for their employees based at Hangar 89, an 80,000ft2 space adjacent to London Luton Airport. Additionally, they had a vision of improving the culture and collaboration between departments, as well as encouraging and increasing learning by osmosis within and between teams. However there were a few challenges to overcome; firstly, the around the capacity and utilisation of their space, and secondly, they wanted to ensure that the space was utilised effectively enabling capacity to come together more and work in a way that suited many different departments. To fully understand and address these challenges, we took the easyJet team through our full workspace strategy process to engage with their teams, quantify the data and come up with a plan that would result in a fantastic collaborative environment and support coming together more.
easyJet had three main objectives for their space at Hangar 89:
– To enable the team to come together more often, enabling collaboration, learning and building on the easyJet 'Orange Spirit'
– To optimise existing space at Hangar 89 and Navigation House to enable the above
– To boost the culture through increased collaboration and learning within and between teams
To fully understand and address the issues that easyJet presented us with, we took the team through our full workspace strategy process to engage with their teams, quantify the data and come up with a plan that would result in a fantastic collaborative environment and foster positivity towards the change to a 3-day week. Following successful completion of the workspace strategy phase, we developed designs for a new workspace that would successfully meet the needs highlighted by the strategy phase, and then continued to deliver the workspace, which received the feedback that it looked exactly like the visuals!
easyJet had three main objectives for their space at Hangar 89:
– To enable the team to come together more often, enabling collaboration, learning and building on the easyJet 'Orange Spirit'
– To optimise existing space at Hangar 89 and Navigation House to enable the above
– To boost the culture through increased collaboration and learning within and between teams
To fully understand and address the issues that easyJet presented us with, we took the team through our full workspace strategy process to engage with their teams, quantify the data and come up with a plan that would result in a fantastic collaborative environment and foster positivity towards the change to a 3-day week. Following successful completion of the workspace strategy phase, we developed designs for a new workspace that would successfully meet the needs highlighted by the strategy phase, and then continued to deliver the workspace, which received the feedback that it looked exactly like the visuals!
The specific challenges faced across the business were identified. It was very clear that they needed to move to a more activity-based working style. There were challenges around noise and disruptions, and not enough variety in space typologies to suit the different work activities. As a result, territorial behaviours were beginning to creep in and there was limited movement around the space, hindering communication and collaboration and creating cultural silos. Furthermore, it was evident that there was not enough meeting and collaboration spaces to support this 3-day return to the office that they were striving for. Taking the easyJet team through this process gave them the data they needed to understand that a more comprehensive solution was needed to initiate meaningful change; they needed a workspace that would bring their people together and allow them to thrive.
In our strategy process we undertook a series of in-depth interviews and surveys to get an accurate overall picture of their situation in the current space. These included:
- Leadership interviews to gain strategic level input
- Focus group workshops with the wider teams
- A review of the existing facilities including technology, culture and wellbeing
- Space utilisation studies
- Design workshops
The data collected told us that the average utilisation of the space was around 30%, with it's peak being 50.3% on a Tuesday.
The specific challenges faced across the business were identified. It was very clear that they needed to move to a more activity-based working style. There were challenges around noise and disruptions, and not enough variety in space typologies to suit the different work activities. As a result, territorial behaviours were beginning to creep in and there was limited movement around the space, hindering communication and collaboration and creating cultural silos. Furthermore, it was evident that there was not enough meeting and collaboration spaces to support this 3-day return to the office that they were striving for. Taking the easyJet team through this process gave them the data they needed to understand that a more comprehensive solution was needed to initiate meaningful change; they needed a workspace that would bring their people together and allow them to thrive.
Option 3: Undertake a complete redesign to all areas of the building to maximise efficiency and deliver a statement head office
This more involved option provided the most ambitious and impactful changes, with the inclusion of wellbeing spaces, a gym, event space and improved circulation through the building, thus would create the biggest impact. However, this level of works would not have been viable for the business with current property portfolio plans and lease considerations.
After considering the three options in detail, easyJet decided to proceed with Option 2, as well as taking some additional space at nearby building to ease the transition for staff. Our team then pressed on with producing space plans and initial designs that would bring the vision to life.
There were several different scenarios that needed to be tested before works began, to ensure that the layout and new workspace would work at any given time in each scenario of different occupancy levels of different teams.
From the workspace strategy report, our team came up with a three-tiered set of options that addressed the needs of the building, and set out creative solutions that would further the impact of the new space.
Option 1: To implement activity-based working in the existing open plan areas, whilst retaining and working with the existing rooms and partitioning.
This lightweight approach would create some of the new spaces that employees needed, and would be the fastest and most cost-effective solution. However, it would not improve the efficiency of the building, the overall number of workspaces would not be sufficient to support the daily occupations that they were looking to achieve, and it could intensify the negative experience.
Option 2: To redesign all open working areas, and re-working of the existing rooms to improve the building efficiency
This option would provide additional workspaces, and most of the new spaces that employees wanted, creating a better balance of activity-based working. Although re-working some of the existing rooms would increase the build time and cost, these important spaces would now be included and the increased efficiency of the building would generate a more positive message to employees overall. With this option the restaurant would receive an overhaul with increased capacity and additional training spaces included, along with an improved experience arriving in reception.
Option 3: Undertake a complete redesign to all areas of the building to maximise efficiency and deliver a statement head office
This more involved option provided the most ambitious and impactful changes, with the inclusion of wellbeing spaces, a gym, event space and improved circulation through the building, thus would create the biggest impact. However, this level of works would not have been viable for the business with current property portfolio plans and lease considerations.
After considering the three options in detail, easyJet decided to proceed with Option 2, as well as taking some additional space at nearby building to ease the transition for staff. Our team then pressed on with producing space plans and initial designs that would bring the vision to life.
There were several different scenarios that needed to be tested before works began, to ensure that the layout and new workspace would work at any given time in each scenario of different occupancy levels of different teams.
The office spaces are completely flexible, and contain moveable furniture to enable any future plans, making it a very future-proof space. To break up the long office wings, different zones have been created that depict different moods and bring the space to life. For example an 'Alpine Suite' for training and meeting rooms, 'Cities' for social spaces, 'Beaches' for collaboration areas, 'Forests' for focus spaces, and 'Coastlines' for flexible spaces. These spaces use complementary finishes and wayfinding, for example using natural materials and colours for the coastline areas, and calm tones in the forest spaces. Employees will now be able to easily distinguish the areas and base their work patterns around the different space typologies.
The delivery of the workspace was carried out in a phased approach, enabling the building to remain live and speeding up the overall process.
The refurbished reception now better represents the experience of arriving at an airport which enhances the arrival experience and captures the brand immediately on entry.
Directly accessed from the reception is a large and flexible social space called 'the Apron' (drawing on aviation themes) which provides a fantastic hub for downtime and socialising. This space contains a full canteen and multiple different booths and table styles to facilitate large or small gatherings. The space can also be cleared and used for all company meetings or training.
The office spaces are completely flexible, and contain moveable furniture to enable any future plans, making it a very future-proof space. To break up the long office wings, different zones have been created that depict different moods and bring the space to life. For example an 'Alpine Suite' for training and meeting rooms, 'Cities' for social spaces, 'Beaches' for collaboration areas, 'Forests' for focus spaces, and 'Coastlines' for flexible spaces. These spaces use complementary finishes and wayfinding, for example using natural materials and colours for the coastline areas, and calm tones in the forest spaces. Employees will now be able to easily distinguish the areas and base their work patterns around the different space typologies.
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The biggest challenge was completing a phased project within the tight deadlines, all whilst the building was in occupation.
With a larger organisation comes the need to balance the needs of different teams and individuals, and making sure it’s a great space for all.
There were restrictions that came with working in a 1970s building, but the new design has enabled working styles and functions that weren't possible before, overcoming one of easyJet's main initial challenges.
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3 months after the staff reoccupied the space, a post occupancy evaluation study was undertaken to understand the impact of the works and measure the return on investment. To do this, a space utilisation study was done over the course of a week in order to get a good range of data over different days and in different spaces, and the results showed that there was a significant increase in uses of different spaces.
Key statistics:
The project has been enormously successful, and this post occupancy evaluation has proved how the original brief has been met and exceeded by:
Despite the unique challenges of delivering this size project in a tight timelines whilst the client remained in occupation, the team delivered a flexible, engaging environment that supports the airline's long-term goals.
Awards and accreditations
