Embracing the Human Factor Creating people-centered industrial spaces The industrial sector is booming globally, fueled primarily by the expansion of
e-commerce and recent nearshoring initiatives, where companies are relocating production closer to their markets to minimize the effects of disruptions in supply chains. As a result, competition for skilled talent is intense, as thousands of new manufacturing, distribution and warehousing facilities are popping up or relocating around the world. But with a turnover rate as high as 60% organizations are struggling. Industrial spaces are primarily designed with a focus on efficiency, safety and profitability. They are hard working, but often uninspiring, dark and noisy, and do not provide people with pleasant places where they can take a break, meet with their leader and other colleagues, make a private phone call or find a moment of respite. But, as a recent Gallup poll shows, employees who feel their company cares about their wellbeing are less likely to search for a new job. The opportunity for leaders is to rethink their manufacturing or warehouse spaces to help demonstrate a focus on employee wellbeing.

Companies taking action
Employees at Bosch’s facility in Ciudad Juarez, Mexico, can feel the difference since the global automotive company renovated its manufacturing facility to better support its employees. “As we grew we knew we would need to make changes to our facility,” says Stephan Fischer, Bosch vice president of manufacturing.

“The work environments had room for improvement — there was a physical separation between manufacturing people and office people, especially with managers, and it was not good for them or the company. We needed to give everyone access to different types of spaces to do their work and for their wellbeing.”

Changes included the addition of large windows to improve visibility and transparency between people in the office and factory to build trust and culture. To create a more inclusive and inspiring work environment, Bosch redesigned the outdoor area, added small meeting rooms, enclosed booths and a designated computer area. Original art pieces are featured throughout the building to reflect the company’s values.

Designing Better Experiences
Similar changes are happening at PepsiCo. “There’s a huge focus on the frontline right now. We are designing our supply chain sites in line with our office locations,” says PepsiCo Global Workplace Strategy & Design Lead Kristina Alfonso. “We want to make sure that we are creating spaces where people would want to come to work. It’s important to provide nice working areas, break rooms, lockers, changerooms, mother’s rooms and bathrooms. These spaces are important to our associates.”

Steelcase is also rethinking its industrial spaces. “One of the biggest changes we’ve made is to co-locate our cross-functional teams with production in our plants so they can work together better,” says Robert Hendriksen, director, U.S. manufacturing. “By bringing our quality and engineering people closer to where the work is performed they can better serve the operators. We’re also being more transparent by sharing key performance information. It feels more like a partnership — everyone feels valued and that’s building trust.”

Steelcase found gaming spaces that employees can use during breaks and before and after work can help build comaraderie among people with similar interests, create a stronger culture, and help people decompress. The company is also providing massage services, access to onsite health professionals and other wellbeing resources. The Steelcase plant in Reynosa, Mexico added sunrooms with access to natural light, enclosed booths, break spaces and small meeting rooms. At its plant in Pune, India, an on-site daycare recently opened and mother’s rooms were added to support working parents. To minimize the effects of supply chain disruptions, many companies are relocating production to countries closer to their customers.

ABB’s 2022 survey of U.S. and European business leaders revealed that 74% of European and 70% of U.S. businesses are planning to re- or nearshore operations to build supply chain resilience.

As a result, countries with relatively low labor costs, established networks of skilled labor, strong transportation infrastructures and closer geographical proximity to these markets, such as Mexico, Türkiye, Morocco and many countries in Central and Eastern Europe, Western, Southern and Northern Europe and the UK, are seeing a lot of companies relocating to their geographic areas. The Nearshoring Phenomena Download this planning idea Spaces for me + we Organizations can create a more welcoming and human experience by designing industrial spaces with similar amenities as those found in office buildings. Steelcase designers suggest including the following spaces to help people feel and work better: Multi-functional social spaces
designed with pleasant aesthetics but durable materials to bring people together, eat a meal, take a break and rejuvenate, as well as support large group meetings, training and gaming. Technology and analog tools can help keep employees informed about the business or social events. Download this planning idea Download this planning idea Collaboration spaces for daily standup and status meetings and quick meetings to problem solve, equipped with technology to bring in remote team members. Using analog tools, such as whiteboards, makes work visible and transparent to everyone. Satellite break spaces located closer to people’s work areas for quick breaks and a place to safely store their belongings, grab a snack, charge their phone or catch up with colleagues. Design Tips
for the Wellbeing
of Industrial Employees Furniture

Consider product durability (i.e.
metal legs vs. wood legs, furniture with open bases to avoid marking)

Provide power in break areas and social spaces for people to charge phones

Locate phone booths throughout the facility, near work areas

Locate lockers near work areas and not in one main location

Use stackable seating to create more flexible spaces

Lighting

Provide access to natural light by adding skylights and windows where possible, and locate break areas near windows

In break areas, swap fluorescent lights usually found in warehouse spaces with warmer lighting to reduce eye strain


Color, Biophilia + Materiality

Warm up industrial spaces by using color on furniture and walls and biophilic elements (plants, woodgrain laminates) to create more welcoming and calming environments, especially in break areas and social spaces

For spaces that might get dirty or dusty, consider darker colors

Choose easily wipeable and cleanable materials and finishes for furniture and non-slip flooring. Download this planning idea Outdoor spaces that provide adequate shade and furniture where people can eat, relax or just get some fresh air and rejuvenate. This is especially important for people who work in buildings without much access to natural light. Walking paths and areas for sporting activities, such as volleyball or basketball, are great ways to encourage movement and exercise. Ideally, outdoor spaces should be located near the main cafeteria or a social space where people frequently visit.
Want to learn more? Read our new article: “Making Space for Wellbeing” Private and focus spaces (enclosed or open areas with shielding) conveniently located, where people can connect with leaders, have a private conversation, check email, take an on-line training course or a personal phone call. Wellbeing hubs, which include a variety of smaller naturally-calming spaces, can be used for multiple needs: a short nap, to pray or be alone, get a massage, or to give nursing moms a clean, private place to pump. As more employers recognize the need to better support people’s wellbeing in industrial environments, these diverse kinds of spaces are starting to emerge and they’re making a big difference to both the people who work there and to the organization. “We really surprised our people with our new space,” says Fischer. “They see it as a reward for their hard work. It’s making a great first impression with new workers and it has also led us to more economical success.” Can't Wait? Read the entire issue of Work Better magazine and learn what organizations need to do to make joy at work possible. GET YOUR COPY