In 2006, Campbell Soup Company embarked on an ambitious program known as “TheNew Face of Campbell’s”. This programfocused on revitalizing the Camden,New Jersey campus. Responding to the designcompetition organized by Campbell, Jacobsembraced the challenge of designing thecampus, determined to create an emblem ofrevitalization.
Our in-house multi disciplineteam of architects, engineers, landscapearchitects, interior designers and workplacestrategists to collaborated on a design thatcombined their best efforts.
square feet or more of campus renovations, with 750,000 square feet of office, research and development and training space
foot long, 30-foot high “branding wall” in new Employee Center featuring super graphics of the Campbell logo that speaks to the pride of the company and its employees
acre corporate campus, with buildings designed to reduce the company’s water usage by 45 percent
different soups served daily in the new state-of-the-art café’s custom soup bar centerpiece
A lasting strategic partnership
The first element of the New Face of Campbell’s project was adesign of the new Campbell EmployeeCenter which houses a multitude of campus amenities including the cafeteria, Campbell University Training Center, fitness center,employee store, credit union, etc. Thesecond major element was the re-inventionof the workplace to be more consistent withcurrent work styles and business demands,followed by multi-phase renovation ofexisting campus buildings to implement the strategies developed.
The Employee Center (AmenitiesBuilding)
The 100,000-square-foot Employee Center highlightsthe world headquarters while welcomingvisitors to the corporate campus. The basisfor the design was to create a contemporaryprofessional environment that maximizedthe use of space, supported changing workprocesses and was flexible to respond tocurrent and future needs of the company.
It features a dramatic lobby with integratedbrand approach highlighting a 250-foot-long,30-foot-high branding wall that standsbehind a two-story glass entrance. Thebranding wall is the super graphic of theCampbell logo that can be seen from thenearby highway.
The Center consists of two levels anda partial lower level. The spirit of theemployee is represented on the mainlevel, which houses a cafeteria, servery,kitchen, employee store, as well as thelobby / reception area and security central,encouraging employee interaction andcommunity. Representing the commitmentto challenge and stimulate the employee’s mind, the Campbell University learningand development center and office spaceare incorporated into the upper level.
The 7,500-square-foot health and fitness center,promoting the physical health of theemployee, and storage areas are located onthe lower level.
An integral part of the expansion is a redesigned, state-of-the-art cafeteria that features a soup bar as a multimedia center piece. The cafeteria has a large seatingarea with furniture that is movable forpresentations and exhibition cooking.
The central location of the EmployeeCenter creates a unique opportunity tounify the current campus by improving thesurrounding grounds. Serving as connectorsto various buildings, the exterior plazaprovides additional space for dining, largegathering areas for formal and informaloccasions, and presentation spots. Theinner café / dining area, which also doublesas a location for larger staff meetings andreceptions, opens to an outdoor diningterrace. In total, the outside plaza spacemore than doubles the capacity of theinterior cafeteria. Winding paths are linedwith benches around the edges of the Wi-Ficompatible courtyard, allowing employeesand visitors to meet and work outdoors. Thelayout of the courtyard creates a seamlessflow from within the new building to theplaza area, steps away from the cafeteria and offices.
Phased Renovations of the Headquarters Building and the Building 70
As a continuation of the renewal of the Campbell Soup Company’s World Headquarters Campus, Jacobs developed a master plan for the phased renovation of the 400,000-square-foot main office complex (WHQ) incorporating the new workplace standards developed in the Office Pilot Project. The renovations the first and second floors have been completed to date.
Following the principles developed earlier during the Workplace Strategy Study, renovation of existing office buildings served as a catalyst for key advancements in Workplace design, redefining workspace and employee working environments.
The implementation of the strategy in the WHQ and Building 70 included three main concepts: daylight for all, increased collaboration space and flexibility. Reducing the height of workstation panels and increasing glazing in workstations, office fronts and conference rooms increased the sense of openness and contributed to spontaneous interaction and collaboration.
Flexibility was achieved with integration of sliding walls at conference rooms for “all hands meetings,” mobile furniture within the workstations and conference rooms. Jacobs also developed multiple space types within the space “tool kit” such as the flexible meeting spaces and huddle rooms which gave employees the opportunity to choose where to work.
Access to daylight and exterior views was a criteria set early on for the new workplace environments so every neighborhood work space has access to windows and when necessary, it is supplemented by new skylights that have been added in the concrete.
Workplace Strategies and Implementation
The New Face of Campbell’s Workplace was envisioned as an opportunity to identify appropriate workplace solutions that would support the organization in recruiting and retaining the best talent available while giving the organization the best work tools possible.
We embarked on a process of imagining, research and data generation to inform the new workplace solution working closely with Campbell’s stakeholder groups. Based on surveys, discussions,research and observation four prioritieswere identified for specific attention in theworkplace master plan – the number, sizeand distribution of conference and meetingspaces; improved acoustical performance;improved access to daylight and views; anda new overall aesthetic expressing the NewFace of Campbell’s.
Before new workplace recommendationswere finalized, the concepts wereimplemented in a pilot space located onthe second floor of the Employee Center.Three groups including OrganizationalEffectiveness, Global Talent Acquisitionand Diversity and Inclusion were chosen tooccupy the approximately 8,000-square-foot space.The pilot was used as a testing laboratoryfor many of the concepts recommended bythe Working Group. This allowed the teamto refine and fine tune recommendationsbefore implementation of the plan on theentire campus. Specific items that werelooked at in the pilot included: planningconcepts, ratios of space types to thenumber of occupants, furniture solutions,technology solution, acoustical solutionsand aesthetics.
The new Employee Center is LEED SilverNC-Certified, making the structure andits construction energy-efficient andecologically- friendly. It employs energy-efficientHVAC, water conservation, recycledbuilding materials and daylight harvestingamong other sustainable features. This recognition of the environment reflectsCampbell’s principles and beliefs, andpositions the Campbell Soup Company as asteward of sustainable design.
Successful Project Management
The team of experts in the design of forward-thinking office workplace environments working closely with the Campbell’sleadership and stakeholder groups wasthe key for the success of this project. Theteam leadership and technical resources,particularly when working with multiplestakeholders and projects, required a strongoversight, day-to-day management of the internal project team and consultants, anda wide-array of tools to keep the tasks on schedule, on budgetand fully responsive toquality concerns.
Our project controls personnel was activelyengaged with the entire project team,getting involved in the design effort, assistingin identifying and resolving obstacles andrisk, analyzing dataand reporting whathappened and forecasting the future.
Similarly, the quality of work wascontinuously measured and analyzed toensure project objectives were met and opportunities for preventive action are identified and addressed. If deviations inwork quality were identified, correctiveactions were taken. Jacobs’ QualityAssurance Program guides this process throughout all phases of project execution.This process brings significant value to ourclients, like Campbell’s, by providing high-quality services, reduced project costand reduced schedule risk.