The Montreal office of PSPC (Public Services andUSER PUBLIC SERVICES Procurement Canada) is on the same floor as before, but its work environment and working practices have changed radically. Before renovation, many of the staff worked in dreary, beige-coloured cubicles. Executives had enclosed private offices. Daylight and outside views were for the lucky few. It was an office that looked crowded, with lots of partitions and filing cabinets, even though many of the desks were unoccupied during the day. Now the office is largely open and filled with light. Along the facade there are workstations, benches, phone booths and cocoons. Closer to the buildings core are the semi-enclosed and closed spaces: reflection rooms and collaboration spaces. All these settings are available to all regardless of their departmental or hierarchical position. The overall impression is one of variety and spaciousness, which is remarkable since the total floor (usable floor area)area has shrunk by over forty per cent. France Vigneault, the projects cultural change leader, explains how these changes came about: The idea for a concept came in 2015, when we got a new director general. One of his first tasks concerned the renewal of our office lease, and he decided that we should go for hoteling, as he called it at that time, which rapidly evolved to activity-based working. France adds: This idea was met with scepticism within the organization. Even so, the decision was taken. It was not a blunt top-down process, however. There were small townhall meetings of fifty employees at a time, where management explained the idea and staff could pose questions and air their concerns. Furthermore, around sixty employees participated in twelve working sessions to analyse work processes and the use of paper andSmall meeting rooms with fully glazed equipment. Their findings were translated into a partitions are available on a first come, first brief which served as the basis for the design process.served basis. Larger meeting rooms have to be booked.