FMJ.CO.UK TOMMEE TIPPEE CASE STUDY
DECEMBER/JANUARY 2019 25
becoming problematic.
Overall, the building was starting to look
outdated, yet no amount of refurbishment
could have transformed it into an
impressive global headquarters where the
business could further expand. Mayborn
Group had plans to grow to over 200 people
in the north east, and this new site was to
be the core from which the company would
manage its growing global footprint across
Europe, North and South America, China
and Asia, and support its 1,300-strong
worldwide workforce.
ENGAGING DESIGN
The overall concept of the interior design
was to support collaborative, agile working
and encourage creativity and expression
within Mayborn. Throughout the workplace,
the brand values, ethos and colours were
to be incorporated in an engaging way. The
environment had to reflect real parenting
and represent a non-uniform existence.
The whole building was to champion
parenting, but how was that to be brought
to life in an o ice environment? Head of
Global Brand for Mayborn, Louise Mustard,
along with Project Manager Karen Crosby
and Global Operations Director Neal Austin,
worked closely with Ben Johnson Interiors
Designer, Helen Wright, to come up with the
overall ‘look’ for the new workspace.
Wright was initially concerned about the
‘non-uniform’ and ‘reflecting parenting’
aspects of the brief and took care and time
to interpret these concepts into a workplace
environment without its appearance
appearing chaotic or confused. A er a few
“back to the drawing board” moments, as
she puts it, an outline design was approved
and agreed.
Once underway, Mayborn and Ben
Johnson Interiors ensured everything
was planned down to the last detail. All
the di erent parties and suppliers were
aware of their role and knew at what
point they were to swing into action. The
company wished to make the whole process
positive and as seamless as possible for
the Mayborn employees, and to make sure
there was no negative impact on ongoing
work. All sta were brought together for
the announcement of the move. Ironically,
because of lack of space in the company’s
former premises, they all had to be gathered
in a small, slightly chilly manufacturing
facility at the back of the building, which
made the news of the move even more
welcome. Loud cheers and whoops greeted
the news.
Mayborn involved all employees at every
stage in the detailed design and build
process. Regular meetings and discussions
were held, on the style of furniture, facilities,
layout and more. Sta voted to have free tea
and co ee on every floor of the new o ice,
so this was incorporated into the design.
‘Move captains’ were appointed for each
department, and they liaised closely with
the project team. The company held Fab
Fridays (file – archive – bin) to prepare and
help with the eventual clear-out and move.
As well as involving sta in the moving
process, snippets of information about the
new building’s facilities were drip-fed to
employees gradually so there was a slow
build-up of excitement. The ‘reveal’ day
itself was a huge thrill. Reactions ranged