From vision to space: corporate identity as an architectural pillar
The office is not merely the place where work activities occur, but also the driving force behind a company’s identity and vision.
Thyssenkrupp Nucera, a global technology leader, embarked on a workplace change journey for its new Milan headquarters, entrusting Workitect with the entire project, from analysis to design, from Design & Build to training on the use of the new spaces.
Project
Design & Build & Change Management
Location
Via Angelo Rizzoli 4, Milan
SQM
1.550 sqm
The project began in 2024, when Thyssenkrupp Nucera decided to relocate from its former premises, which had become too small and outdated in terms of furnishings and spatial organization.
The choice fell on a building on Via Rizzoli, in the Crescenzago district of Milan.
Moving into this new context first required reflecting on how space itself could be interpreted in this evolution.
We therefore initiated a feasibility study, followed by an analysis based on the Activity-Based Working method (ABW List), which enabled us to map people’s activities and their corresponding workplace needs.
A co-design phase was then activated: company directors were appointed as project ambassadors and involved in a series of workshops aimed at guiding spatial and aesthetic choices - consistent with corporate strategies - related to furniture and workplace design.
This active listening process transformed the collected data into a strongly identity-driven project, capable of reconciling operational requirements with brand communication.
The project took our HR objectives into account, particularly the creation of spaces designed to promote well-being, collaboration, and more flexible ways of working. Workitect successfully combined aesthetics, ergonomics, and functionality, creating modern and welcoming environments that effectively support new working dynamics. The management of the construction site stood out for its punctuality and transparency, providing regular updates on progress and adhering fully to timelines and budgets.
Thyssenkrupp Nucera
The new offices were designed to intelligently reflect the company’s dual nature: the organization includes two main operational areas - administrative/corporate and technical/engineering.
For this reason, we planned a combination of enclosed offices and open-plan areas. This allowed teams to maintain both visual and operational contact with their managers.
Within the various open spaces, desks are assigned; anticipating growth, the company also added forty additional workstations distributed across the office.
Based on the collected data and analysis phase, we introduced a range of support spaces: functional areas that allow teams or individuals to hold meetings, brainstorm, make calls, or carry out focused work.
In particular, we created a project room - renamed Task Force - which, thanks to movable partition walls, can be expanded or divided into a brainstorming area and a space for stand-up meetings.
This tailored balance combines the comfort of one’s own workstation with the freedom to choose the most suitable space for each activity.
The office reflects the company’s identity and becomes its visual expression. Thyssenkrupp Nucera’s signature color was interpreted as an architectural element and applied to glazing, seating, walls, and partitions.
The same design principle continues in the representative areas, where materials and details contribute to defining the company’s image. The Board Meeting Room is one example: Gabriel fabrics, developed in the same tone as the organization’s distinctive color, were applied for the first time to a custom-made wall paneling integrating the videoconferencing system.
Alongside chromatic identity, the project also addressed a precise functional need: the creation of a dedicated client reception area. Located near the entrance, this space was conceived as an autonomous and private zone, equipped with its own coffee area, meeting rooms, and informal spaces reserved for visitors.
The separation of circulation paths allows guests and suppliers to be welcomed without interfering with daily operations, ensuring both meeting privacy and continuity of office work.
Training is as important as design and construction: every workplace transformation requires an accompanying phase involving the entire company population.
For this reason, together with the HR team, we developed a Workplace Etiquette Guide, consisting of rules and best practices for the use of spaces and behavior in the office.
The guidelines were shared during a dedicated training morning. On the same day, the entire company team took part in a welcome tour of the new offices, visited in preview even though not yet fully completed.
The guidelines were shared during a dedicated training morning. On the same day, the entire company team took part in a welcome tour of the new offices, visited in preview even though not yet fully completed.
The visit represented an experiential moment of familiarization with the new headquarters: accompanied by the project team, participants were able to explore the spaces and understand their layout and intended functions.
Our involvement did not end with the relocation: the process continues with a follow-up phase through surveys and focus groups to collect feedback from the team.
Monitoring becomes a moment of awareness: feedback is essential to ensure the office remains a living environment, continually responsive to people’s needs.
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