+32 11 800 700 INFO@PAMI.BE NL FR DKV BELGIUM Accessible Healthcare HOME REFERENCES DKV BELGIUM CUSTOMER: DKV Belgium CATEGORY: Workplace Concentration workplace meeting Cafeteria lounge coffee corner ACCESSIBLE HEALTH CARE No paper, no wires and maximum mobility: gradual revolution at DKV Reducing the surface area and increasing the well-being of the employees, that is achievable. Combining the company's relocation with a thorough review of the processes is daring. In addition, developing entrepreneurship and the core business in the direction of service provision and contact with customers, these are already many challenges to take on! However, insurer DKV managed to bring them to a successful conclusion quickly and without a crisis. In 2015, sister companies DKV, the number one reference in health insurance for individuals, and ERGO, specialized in pension savings, life insurance and investments, were located in an office space of 12,160 m² on Place Madou in Brussels. As the lease expired, they asked themselves the classic question: stay or leave? “We were then in a typical blockhaus from the 1970s, with small windows, low ceilings, yellow walls and linoleum,” said Emmanuel de Talhouët, who had just been appointed as CEO. “I ended up in a great company that was not yet aware of the digital revolution and the inflation of healthcare. The company's good results and reputation were somewhat hampering its internal development capabilities. the way of working, with many paper processes, was obsolete. A lot had to change in the approach: putting the customer back at the center, working more in teams, modernizing the processes... Moreover, the building on Place Madou no longer met the basic needs of our employees: functional mobility, with reconstituted teams, the reduction of paper flows in favor of telephone contact, the growth of the activity, the launch of new products and the associated marketing, with a need for larger spaces for collaboration”. Opnieuw investeren in een locatie die de mobiliteit ondersteunt The aim of the project was also to reduce the area used and consequently to lower costs, as well as to implement telecommuting and the NWOW. A location that would facilitate mobility was therefore needed, because DKV only had one branch in Belgium and the staff came from all corners of the country: “We thought about building,” says Emmanuel de Talhouët. “But the period between the end of the lease and obtaining a permit was too short. The needs had to be analysed, very specifically the ratio of FTEs / number of workplaces, because that was still a big question mark. What would be the telecommuting percentage? How big should the new building ideally be? It took us six to eight months to draw up the specifications. We were given the opportunity to settle in a yet to be built building in the Noordwijk, which was ideal for the desired mobility. But at night it was not so safe and we could not accept that for our predominantly female staff”. At the same time, the 'Central Plaza' building became vacant and the expected new tenant had withdrawn. They couldn't pass up that opportunity at DKV. “With the help of a consultancy, we analyzed the needs and launched a structured tender,” says Emmanuel de Talhouët. “We signed a pre-contract on condition that the fit-out would work. We worked out a detailed site plan and then called on Colliers to manage the project from start to finish, taking on the role of delegated builder.” Complete change of method Switch to paperless working, digitize everything, create a digital archive and make the tools available to the services, optimize certain workflows to no longer receive paper documents for manual signature, modernize the supported services (finance, HR, marketing) that still worked entirely with paper… all the preparatory measures for the move were taken and actually carried out upon arrival at the Central Plaza. “We have appointed a company to guide the change,” says Emmanuel de Talhouët. “Colliers was responsible for the 'bricks' aspect, another partner for 'behaviour' and the 'bytes' aspect was managed internally”. And the response of the staff? “That was twofold: on the one hand our employees were very enthusiastic about reorganizing the company, on the other hand they had questions about how this would all work. We managed to answer those questions and the employees made changes in tools and methodologies: we moved from a core business focused on processing documents to a core business focused on customer service. In concrete terms, we still do the same: we pay back. But the approach is different. It has helped the staff get out of the paper bunker in which they sought protection and discover something else, which is the contact with the customers. This is accompanied by more telephone contact and feedback that we do not like to hear: when something does not go well, we have to be able to make the right arguments. But we also get very positive feedback, which the employees are very happy with. The switch to paperless working was more difficult for certain support services, such as marketing, where image management and print visualization are required. But we couldn't afford not to succeed ourselves in what we asked our customers to do, which was to go completely digital.” “Suddenly talking about it no longer makes sense and you just have to do it” “We have chosen to test two services that have volunteered to do so” testifies the current CIO (Chief Integration Officer, for the integration of the two entities DKV and ERGO). “They were instructed not to use any paper at all within a period of three months. Simultaneously, we introduced two teleworking days for everyone, including myself as a boss, and relaxed the time clock rules. It all contributed to the quality of life, which was appreciated. Those who took advantage of it were able to promote its benefits to others. The test also showed that the initial fears were unfounded.” So everything went smoothly? "No! It has been very exciting!” admits Emmanuel de Talhouët. “To steer such a project in the right direction, you have to have complete confidence when you start from a situation where the organization does not know the NWOW. You have to be willing to take risks and take the occasional gamble. For example, we assumed that 70 workplaces per 100 employees would suffice. I got the response: That won't work, we're going to have too little space in the accounting department”. The same goes for paper and wireless working: “That's not possible with a mainframe! You have to constantly fight against the spontaneous tendency to return to the familiar situation. Switching to something new is taking risks. That is why it is important to put the teams at ease. In any project, the execution details are the biggest challenge: there are many little things that won't work. But when you also change the way of working, you run into one problem after another. This really concerns a threefold project: facility, HR - with a lot of guidance and training during a year - and IT”. Bron: Profacility.be INSPIRATIEBOEK DOWNLOADEN CONTACTEER ONS PROJECTFOTO'S .st0{fill:#424242;} .st0{fill:#424242;} PRODUCTEN I.WORK LINQQ MAATWERK UP CONTACTEER ONS FACTORY & SHOWROOM INDUSTRIELAAN 20 NOLIMPARK 1408 3900 PELT TEL +32 11 800 700 INFO@PAMI.BE SHOWROOM TOUR & TAXIS SHOWROOM B4 HAVENLAAN 86 C 1000 BRUSSELS TEL +32 2 475 22 40 INFO@PAMI.BE SALES OFFICE LUXEMBOURG BOULEVARD PRINCE HENRI 9B 1724 LUXEMBOURG TEL +352 26 200 257 INFO@PAMI.LU © 2021 PAMI - WORKSPACE DESIGNERS - DISCLAIMER DESIGN BY LISWOOD & TACH This website uses cookies to make your browsing experience easier. By using this website, or by clicking 'Agree', you accept the use of cookies. If you would like more information about cookies and how they are used, see our cookie policy. Agree