How did KBC, one of Belgium’s leading banks, successfully streamline its hybrid working model?
What role did technology, specifically Archibus, play in this transformation, and how did AREMIS contribute to making it all work?
Reimagine collaboration and productivity in the banking sector
Following a video interview with Geert Cromphout, Real Estate Director at KBC, Matei Coz, marketing data specialist at AREMIS, and Bart Timmerman, Senior Partner at AREMIS, dive deeper into the practical implementation of these strategies.
They discuss the balance between remote work and office presence, the impact on company culture, and how KBC's workplace was reimagined to support both employee collaboration and productivity.
Bart shares insights into how AREMIS contributed to this transformation and offers key lessons for other organisations facing similar challenges.
Matei Coz: Bart, KBC is one of Belgium’s leading banks, and they’ve been dealing with the same hybrid work challenges that companies around the world are facing.
Can you tell us how KBC managed to adjust to the hybrid working model so effectively?
Bart Timmerman: Sure thing, Matei. KBC has always been proactive in adapting to new work trends, and the shift to hybrid working was no different. Before the pandemic, they had a desk-to-person ratio of about 1 desk per 1.2 employees, but with hybrid working becoming the norm, that model wasn’t sustainable anymore.
The key to achieving that ratio was mutual knowledge and trust.
AREMIS’ advice was grounded in a deep understanding of how KBC’s employees worked, by analysing employee behavior, workspace usage, and company goals.
Once the advisory phase was complete, AREMIS proposed a tailored solution.
The planning tool, which was eventually implemented, isn’t just a scheduling app; it is an extension of the strategy that AREMIS and KBC have developed together. Employees can now book workspaces based on their actual needs, ensuring that they come into the office when necessary and avoided wasting space on days when they are working from home.
Matei C: The bank now operates with a 3:1 desk-to-employee ratio, a major efficiency boost that ensures no space is wasted.
What other practices helped KBC manage this shift so successfully?
Bart T: KBC’s approach combined several best practices that other companies can learn from.
First, data was at the heart of everything.
We worked with KBC to deploy sensors across their buildings to monitor how spaces were being used. These sensors collected data on how often desks, meeting rooms, and collaborative spaces were occupied, giving us real-time insights into space utilisation.
For example, we found that only about 50% of meeting rooms were being used at peak times. With that data, KBC was able to repurpose underused spaces to better suit employee needs. The planning tool and sensor data were key to ensuring the bank could manage the transition smoothly, while maintaining productivity.
Matei C: Interesting! How did you ensure privacy with the monitoring tools?
Bart T: The sensors don’t record or send any images. They simply count the number of people in a room and transmit that data anonymously. We were very careful to address any concerns from employees and unions, and the solution was thoroughly vetted by KBC’s security team.
Matei: So, communication played an important role...
Bart: Different teams at KBC (the Facilities team, the HR and the IT departments, among others), under the supervision of Geert Cromphout, the General Manager for Facilities, made sure that all employees were kept informed and involved in the process.
Matei: Can you tell us more about how his involvement helped make the process smoother?
Bart: Absolutely.
All the teams at KBC, which I mentioned before, had a key role in making this work. He has been the bridge between KBC and AREMIS for 30 years, and his understanding of both the bank’s culture and the technical requirements has been invaluable.
He’s not just a decision-maker; he’s a collaborator who’s deeply involved in the details.
Matei: What lessons do you think other large organisations can take from KBC’s approach to hybrid working?
Bart: There are several key takeaways from KBC’s experience.
First, the importance of flexibility. Hybrid work isn’t one-size-fits-all.
Companies need to give employees the freedom to choose when and where they work, based on the needs of their teams and their personal preferences.
KBC did this successfully by combining the right tools with strong leadership and open communication.
Second, the use of data is crucial. Without data, you’re just guessing.
KBC’s ability to make informed decisions about their space—like reducing meeting room space when it was underused—helped them optimise their real estate efficiently.
Third, having trust in a collaborative partner like AREMIS can make all the difference.
Our role was to provide the tools, data, and insights to help KBC make the right decisions, but it was their leadership, embodied by Geert (but so many other people were involved, believe me!), that truly drove the project forward.
Matei: That’s great advice.
Any final thoughts for companies navigating the challenges of hybrid working today?
Bart: You can’t improve what you can’t measure.
Whether it’s desk usage, meeting room occupancy, or even employee satisfaction, data gives you the insights you need to make informed decisions.
And don’t be afraid to iterate.
KBC didn’t get to 3 people per desk overnight—it was a process of continuous improvement, based on real-time feedback and data.
And of course, make sure you have the right people in place.
