Veldhoen + Company Smart Building Smart Working

1. Veldhoen+Company Smart Building Smart Working Democratic offices Introduction of the Veldhoen + Company approach

2. Veldhoen+Company Smart Building Smart Working Veldhoen+Company Smart Building Smart Working Introduction veldhoen +company Part of TBI holding International scope 50 employees More than 15 years of experience 100+ projects Market leader Pioneer Innovator Creator

3. Our clients track record Orbis MC: Ludo Jansen Rabobank: Piet van Schijndel McKinsey & company Sabic Microsoft: Theo Rinsema Swiss Life Chamber of Commerce Rotterdam Marsh: Marcel Polk Achmea: Ellen Faber BDO accountants & advisors ERA bouw: Ko Blok Macquarie Dela: Edzo Doeve MEE: Utrecht: Hans de Dreu Postbank PGGM: Peter Bordorff

4. Veldhoen+Company Smart Building Smart Working What we do We aim to create innovative offices in which people feel comfortable and stimulated for high performance. Costs will decrease while results increase. Hence, an environment inspiring to work smarter. The objective is a continuous improvement process, in which the organization internally renews itself on an ongoing basis. Ahead of the constantly changing demands in 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

5. Veldhoen+Company Smart Building Smart Working Veldhoen+Company Smart Building Smart Working Workplace facts • Symptoms of traditional offices • Empty work environments • De-personalized or uninspired environments • Compartmentalized or non-transparent layouts • Static and inflexible offices • Constant internal movements • Large amounts of paper and huge archives

6. Veldhoen+Company Smart Building Smart Working • Physical • An average of 66% of all workplaces is unoccupied during working hours • Peak occupation between 40% to 80% • Virtual • 45% of all privately stored documents can be found in several places • 85% of these documents will never be used again • 10% of the working time is spent searching these documents • Social • 50% of all employees complain about an uninspiring work environment • 45% of all employees complain about lack of work environment support

7. Work style Veldhoen+Company Smart Building Smart Working The integratedapproach Veldhoen + Company Social The way activities are organized Organization of activities Physical The way the physical work environment supports different activities Social environment Virtual environment Physical environment Mobilization of information Facilitating activities Virtual The way information is ‘mobilized’ (disclosed, distributed and saved)

8. Veldhoen+Company Smart Building Smart Working The Change Workplace Individual 9-5 presence Organigram Robot Standard Paper Activities Project based Meeting 24/7 Communities People interaction Differentiation Digital

9. Veldhoen+Company Smart Building Smart Working Physical environment: organization of interaction • From production site • From personal • From boring and isolated • To cooperation and meeting place • To 100% activity-based • To inspiring and transparent

10. Veldhoen+Company Smart Building Smart Working Virtual 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

11. Veldhoen+Company Smart Building Smart Working Social work environment • New relationships between • customer and employee • employee and manager • employees amongst each other • Change the degree of • autonomy of employees • freedom versus responsibility • control versus empowerment • New skills • leadership • working digital • working time and place independent

12. Veldhoen+Company Smart Building Smart Working our office The internal organization of Veldhoen + Company

13. Work theaters 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 technics • Internal developments 2008 • The employee of the future This is where we meet: no barriers

14. Quarterly company 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 figures • Financial results • Projects • Social themes • Internal developments • Challenges • ............... • 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.

15. Inspiration days • 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 theater • Trust building • Challenges for our future

16. Evaluation management 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. Erik Veldhoen: founder of our company. We also evaluate his qualities as a chef in our kitchen

17. Desired contribution 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).