Boligforeningen 3B & Boligkontoret Danmark - workplace design. C.F. Møller. Photo: Kontraframe

Boligforeningen 3B & Boligkontoret Danmark - workplace design

When designing the work environment, special attention was paid to creating character in the new homogeneous office building, as the new lease stood in huge contrast to the characterful leases in central Copenhagen, which both companies had to vacate. Based on a procurement agreement with limited options, a work environment with both life and soul was created through colour choices and carefully selected furniture.
 Boligforeningen 3B & Boligkontoret Danmark - workplace design. C.F. Møller. Photo: Kontraframe


Boligforeningen 3B and Boligkontoret Danmark


Copenhagen, Denmark


4,900 m2



Client consultant

C.F. Møller Architects


Workplace Design: C.F. Møller Architects

Workplace Design

Processing of sketch proposals for optimizing space utilization in the office areas, which resulted in a 20% streamlining of the work areas and more areas that could be utilized as usable areas.

Preparation of a design guide that established overall considerations about identity and ensured that a common thread was created in the choices made during the process. process.

Development of positioning principles and scenarios as a basis for dialogue with management on the future positioning of the two organizations and development of a final positioning plan.

Detailed design of the central meeting centre, boardroom, multifunctional canteen, and all office areas.

Selection of furniture based on the design guide with a focus on materials and colours, and subsequent purchase of furniture via a SKI agreement. Design of special furniture for the boardroom.

Process Consultancy & User Involvement

Preparation of process design for the entire process, where two organizations had to reach an agreement on a future joint domicile.

Facilitation of a joint steering group and cross-cutting user groups. The user groups worked on the themes of identity, use of the building, IT and AV, and operations. Involvement of managers to make them ambassadors for the project in the organizations.

Ongoing information meetings with managers on a quarterly basis to ensure clear communication of the project and the process. Planning of information meetings and newsletters in dialog with the communication departments.

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