Development of the NWOW concept for SNCB's new headquarters

Development of the NWOW concept for SNCB's new headquarters. Transition from a classic office environment to an Activity Based working environment.


Strategic challenge

In 2019, SNCB decided to establish a new headquarters at Brussels South Station (Avenue Fonsny). This historic building, close to the heart of the Belgian railways will become the new headquarters of the SNCB administration. It will unite the dispersed administrative staff from approximately six disparate buildings in Brussels, fostering a harmonious and collaborative work environment.

The establishment of this headquarters is therefore an important momentum to introduce The New World of Work (internally called WeShift) within SNCB, Ypto, and HR-Rail.

Möbius was asked to manage this change process and smoothly prepare 4,700 employees for a new workplace and method. This assignment was twofold:

  • the vision and conceptualisation of a modern working environment

  • change guidance for the transition from a traditional workplace to a modern, shared, and activity-based work environment


SNCB new headquarters

NMBS new headquarters


Cooperation with the Möbius team during the conceptual phase and in preparing the guidance plan for Fonsny went very smoothly. I look forward to working with Möbius again once construction work starts, as we will need all their energy and efficiency to bring this ambitious project to a successful conclusion!

Sophie Reinhard Change Manager NWOW Fonsny


As a response to the dual challenges, the following initiatives have already been set in motion:

  1. Defining the vision and building blocks of NWOW tailored to NMBS, Ypto and HR-Rail (Bricks, Bytes and Behavior). 

  2. Profile and needs analysis of the various boards and end users.


  3. Development of a fit-out concept (macro design and floor plans) for the new headquarters according to Activity-Based Working principles, in close cooperation with the architects (OMA and Jaspers & Eyers).

  4. Conducting stakeholder analysis and drafting a communication plan.

  5. Development of a change approach that guarantees success. The proposed change approach relies on the ADKAR methodology. The approach is hybrid with a mix of physical sessions in smaller groups, digital workshops, broad digital communication, digital self-learning modules, individual coaching and team coaching in the workplace.



To this point, the following achievements have been accomplished:

    • NWOW concept and programme of requirements for the Fonsny building:

      • Calculation of target occupancy and workstation requirements for the entire building

      • Mix of workstations tailored to the activities of the end users

      • Final floor plans according to the defined NWOW principles

    • Change and communication plan for guiding 4,700 employees to a new way of working (together).