BMA Group Lisboa team, represented by our Managing Partner Hugo Braz, had the honor of participating in Ordem dos Psicólogos Portugueses special moment.
We were part of this magic workplace design and build project where people and collaboration merge! We are proud to have contributed to make this dream a reality. Because at the end of the day, we are not just building spaces, we are building bridges and futures!
BMA Group Paris: Introducing The New Management Committee
BMA Group Paris is excited to introduce its new Management Committee, appointed in May 2024. Alongside Founder Carlos MARTINS, the committee includes four new members:
These talented individuals, all of whom began their careers within BMA Group Paris, bring complementary expertise and ambition to the company. The announcement also includes the departure of Micael Costa, Co-Founder, who is embarking on a new entrepreneurial venture. The company extends warm thanks to him for his contributions.
This change in governance sets the stage for a new strategic direction, with a strong team prepared to tackle future challenges. It marks the beginning of a new magic chapter for BMA Group Paris.
Press:
BMA Group Lisboa was distinguished by SCORING with the Certification Top 10 Best SMEs of the sector – Portugal, 2023.
According to Hugo Braz, Managing Parner “This distinction reinforces the objectives set by the company in Portugal since its launch in 2020. We will continue to work so that the indicators this certification evaluates continue to be awarded.”.
Thank you, SCORING. We will keep working to beat our own records. Stay tuned & look around. There’s a bit of magic everywhere and where there’s magic, there is us
Does office space have to do with trends?
When we step back and look in perspective, we see that it’s about business and design first and foremost. And, BMA Group, a company specialized in Design & Construction of Office Spaces, with over 15 years of experience, present in Paris and Lisbon, has this very clear.
The pandemic has forced us to work differently and use technology in new ways. We’ve changed the way we view the workplace and better understand the need to be intentional about where we work. We live in an interconnected world and depend on our creative ability to drive innovation. There are many discussions about what the future of work will look like. They tend to be distracting and occur in an ocean of vague ideas, diluted by generic information used to support these concepts.
Technology has evolved very quickly and has allowed for greater individual customization, although many still seek standardized solutions that tend to fail to recognize what is really important and unique in each organization. There is no return. Many of the concepts for designing office spaces have changed, in some cases quite dramatically. In defining a new workplace, the typical design process just scratches the surface. To be effective, the workplace needs to be personalized. A standardized solution potentially addresses few benefits in today’s competitive landscape.
It is necessary to focus on individuals and teams, not on the general plurality. But applying a concept from another organization completely defeats the intent of the concept. With that in mind, office space now becomes a strategic and tactical tool for achieving goals. It is no longer so generic and becomes an environment that supports all the functions and interactions necessary for good performance. Designing spaces to support people, providing a great experience and creating healthy work environments are now just the basic minimum prerequisite. The workplace is about business. We must remain focused on the true reason for its existence: the purpose, the people and all the great things that come together to make each organization a unique success. For all these reasons, Space Planning, Interior Design and the most efficient and sustainable way of carrying out Fit-out Works has gained a strong relevance in office spaces.
The French journal Les Echos and the statistics portal Statista revealed, for the 5th consecutive year, the ranking of the French Growth Champions.
Despite the very complicated background originated by the current health crisis, the most dynamic French companies responding to this ranking still significantly grew. Last year about 50 companies could not enter this growth classification, despite being eligible, and this year this number almost doubled.
The dimension of the winners also increased: the share of companies with an income superior to 10 million euros now overcomes 32% – almost a third of the total – comparing to only 16% in 2016.
In 2019, when no one would never even think about the turbulences that would take place due to the health crisis, the average of the annual growth rate of the Champions was of 11,4%. However, many of them were able to face these challenges with resilience and professional pride.
BMA Group Paris is one of these Champions: in an universe of 500 companies in this ranking, BMA Group took the 110th place with a growth rate of 230,5% between 2016 and 2019! Having only 10 employees in 2016, during the next 3 years this number escalated to 35. Consequently, the 7.886 Mio€ of turnover also quickly increased to 26.062 Mio€ between 2016 and 2019, respectively.
This list of Growth Champions examines the 2016-2019 period and aims to honour all the companies with a strong entrepreneurial and resilient spirit. It focusses on 500 success stories of companies from all sizes, all regions of France and from all business sectors.
Since the first confinement, the oracles of the world of office real estate believe that “nothing will be the same as before” after the Covid crisis. (*)
By Antonio Moura, Deputy CEO of BMA Group.
An announced revolution should be put into perspective since the current situation only accelerates trends that are already perceptible. More than ever, offices need to reflect the company, its values and DNA, mainly through their layout. This means they will have to integrate the new health dimension while respecting the essential drivers of cost and identity needs, now more than ever.
Distancing, repositioning and re-adaptation
Initially, and in the short term, this involves the reorganization and readjustment of what already exists, despite the introduction of remote working. Three criteria prevail: distancing, repositioning and re-adaptation of current furniture and division-protection solutions, such as transparent screens or partitions which will ensure the continuity of communication.
Then, it is necessary to consider the more profound modification of the working methods which was already initiated and is accelerating. The unloved open space of the 2000s is moving towards a new configuration. For example, the introduction of cabinets that replace lower ones, allowing to separate the employees in groups of two or four, mobile elements that improve acoustic conditions or the separation of open spaces by common areas or meeting rooms. Companies can also request islands to bring together project teams, improving their motivation. Finally, the trend of “one person” boxes, which are distributed around an open space, serving as a private meeting room is also developing.
For its part, the notion of closed spaces, which are no longer traditional individual offices, still has its place in modern fittings. It may be a question of setting up a space shared by a department, always respecting the distances with specific furniture.
In addition, new working methods have developed recently, such as the flex-office, which is a concept that includes different forms. The planner will then propose a dematerialization of the workstation in favour of offices with different seating formats, to evacuate the anxiety that the absence of a fixed place can cause. We can also create “project” workspaces without a PC where the employee can plug himself in. There is generally a “play corner” there that promotes conviviality. Note, however, that the flex office requires strong managerial support: it is necessary to explain to the teams how the new configuration works (what the positions are intended for, how we work there, with what connectivity …) to reassure the employees, that despite losing some of their indicators, they must create others.
Multi-use thanks to digital
Conversely, “desk-sharing”, which is intended for a nomadic population, will allow the number of positions to be reduced in half, which results in very good management of team rotation. The space freed up can be dedicated to socialisation or to isolated spots, where the employees can make quiet phone or video calls. Here too the cabinets logically replace the small boxes.
Last element: the contribution of digital, which was already trendy, is an essential tool for the management of real estate resources (workstations, meeting rooms, conviviality spaces, parking lots, etc.) and makes it possible to optimize the use of spaces via a reservation system. Digital also favours the multi-use of a space that is moving, for example from a cafeteria to an informal meeting room, the traditional one being used less and less.
More generally, digital is a maximization tool with the possibility of installing sensors to find out who is there in person.
In summary, the Covid crisis is changing the life of offices in two ways: firstly, socially since it is there that employees will regain post-pandemic cohesion, and economically thanks to the new arrangements with digital management that will improve efficiency and productivity. Keeping in mind that the standardized answer is now definitely buried.
The Covid-19 pandemic has disrupted nearly every aspect of our lives, including tasks as fundamental as going to work. While many office workers are still working from home, others across the world are now beginning to return to their offices in person for the first time in months. However, in the US, 2 out of 3 workers still feel uncomfortable returning to the workplace, according to a Qualtrics study. Outbreak prevention, worker safety, and employees’ peace of mind will be top concerns for businesses around the world as they begin to reopen their office doors. In this report, we dive into some of the technologies that will help address these concerns and influence the future of the office space, from autonomous cleaning solutions to people-counting sensors.
While the World Health Organization (WHO) and other health authorities have issued guidance for companies to make offices safer, reopening plans vary widely between countries and cities. And as we continue to learn more about the virus, no one solution has emerged as a standalone prevention method. For example, some experts point to social distancing as being most vital to reducing spread, while others highlight wearing masks as key.
Companies will have to look to guidelines from local and national authorities for each office location. Their strategies will likely involve a combination of approaches to minimize risks for employees, which can be aided by the technologies and startups featured in this report. Throughout this report, we visualize the tech-enabled in-office journey for an employee whom we’ll call Rachel. Here are some of the new considerations and technologies that may impact each part of Rachel’s working day.
Moving forward, many companies will likely reconsider their corporate real estate footprint, whether that involves downsizing or redistributing space to satellite offices. A completely remote
workforce seems unlikely, given the intangible benefits of social connection, collaboration, and innovation that in-person working provides. Nonetheless, it will be crucial to create optimal conditions for employees to work remotely as well as in the office. To stay ahead of the curve, companies will need to consider key investments across wellness, remote collaboration tools, mobile cybersecurity tech, accessible HR tools, and workforce training programs for professional development and upskilling.
Agilité, accompagnement, sur mesure : trois mots clés qui incarnent l’ADN de BMA Group, l’un des plus solides spécialistes de l’aménagement de bureaux en Île-de-France.
À la manœuvre à la fois sur la conception et la réalisation, l’aménageur partage son agenda entre bailleurs et utilisateurs. Interview à deux voix avec Micael Costa, cofondateur, et Antonio Moura, directeur général délégué.
Comment définir la philosophie BMA Group ?
Micael Costa : Par l’agilité, la flexibilité et la maturité. À l’origine, BMA Group était doté d’un ADN purement entreprise générale. Puis, au fil du temps et des projets, notre positionnement a évolué vers le marché des aménageurs et de la conception des espaces de bureaux. Aujourd’hui, BMA Group revendique clairement cette marque de fabrique hybride. À telle enseigne que nous nous retrouvons parfois à travailler pour des architectes en maîtrise d’œuvre déléguée. Notre ADN, c’est faire aussi pour les autres. La culture du partenariat et du travailler ensemble fait partie de nos valeurs et de notre ADN. Nous y gagnons en visibilité et en valeur ajoutée.
Antonio Moura : Nous devons démontrer que nous nous inscrivons sur toute l’échelle de l’aménagement de bureaux, en capacité de gérer de petits dossiers de 100 m² comme des sujets de plus de 10 000 m² avec la même attention et la même exigence prestation/prix. Entreprise générale, mais également contractant général et aménageur, BMA Group est actif à la fois sur les projets de bailleurs et sur des sujets utilisateurs grâce à ses trois pôles : architecture intérieure & design, travaux & pilotage et mobilier & agencement sur mesure.
Quel sera pour BMA Group le visage de 2020 ?
MC : Avec 35 collaborateurs dans toutes les lignes de métiers conception/réalisation et un chiffre d’affaires de 26 M€, BMA Group fera une bonne année 2020 en dépit des conséquences de la crise sanitaire. À la fin février, nous avions déjà engendré 60 % des commandes pour 2020. Notre ambition est de rester spécialiste avec une taille cohérente.
AM : Nous gardons la tête froide et nous savons que l’accompagnement de nos clients – quelle que soit leur taille – est la clé de notre succès. 14 ans après sa création, BMA Group peut résolument dire qu’une certaine maturité a été atteinte. Face à la période complexe qui s’ouvre, BMA Group est outillé en interne pour relever les défis de demain.
Vous venez d’intégrer votre propre usine dans votre offre de services. Pourquoi et surtout pour quoi faire ?
MC : L’intégration de notre propre usine située au Portugal constitue une brique supplémentaire dans l’accompagnement de nos clients et le service sur mesure. Cela nous différencie également dans notre environnement puisque nous sommes le seul aménageur à avoir intégré une structure d’agencement sur mesure en propre. Dans une logique tout à la fois Fablab et showroom, cette usine se veut un laboratoire de notre réflexion sur la matière et les matériaux avec notamment le Krion au travers d’un accord avec un partenaire de dimension internationale (comparable au Corian), un matériau chaud au toucher et similaire à la pierre naturelle avec des particularités clairement exclusives : inexistence de pores, propriétés antibactériennes sans aucun type d’additif, dureté, résistance, durabilité, facilité de réparation, entretien minime et nettoyage facile.
AM : Avec l’usine de production, nous pouvons légitimement dire que BMA Group boucle la boucle. Cela nous permet de nous positionner sur l’agencement sur mesure, en vogue avec les nouvelles méthodes de travail et le besoin d’identité forte dans les nouveaux aménagements, avec le même souci de qualité au meilleur positionnement prix.
BMA Group : un savoir-faire éprouvé
Au travers de ses réalisations, BMA Group démontre tout son savoir-faire en matière de réalisation travaux ou d’aménagement d’espaces de travail. Une palette large de compétences au service des bailleurs, des utilisateurs et des architectes.
Citizen (Bois-Colombes) : objectif repositionnement
Siège de la Coface (qui a libéré de la surface après renégociations de leur bail) racheté par JP Morgan fait l’objet d’un repositionnement mené par Kardham et B&C France qui s’est adjoint les services de BMA Group en matière de travaux. Des travaux qui portent sur les plateaux de bureaux comme sur la requalification des parties communes (hall, cafétéria…).
Eqwater (Issy-les-Moulineaux) : mission revalorisation
Repenser 5 000 m² de bureaux dans un immeuble propriété de l’Allemand Deka : telle est la mission confiée à BMA Group en collaboration avec Saguez & Partners sur la conception et prescription architecturale.
Themis (Paris 17e) : cap sur la marketing suite
La réalisation et la conception des marketing suites est l’une des spécialités historiques de BMA Group. Pour cet ensemble dans le giron de l’assureur AG2R La Mondiale, BMA Group s’attaque à un espace de coworking dans un nouveau quartier, à quelques encablures du TGI de Paris.
BMA Group Lisboa 2024
