When a company introduced home working, employees gained more freedom to organise their working day. Several felt they could concentrate better at home, especially when tasks required quiet. At the same time, some missed short conversations with colleagues. Such conversations had previously made it easy to ask questions and share experiences. After a few months, management conducted a survey. It showed that flexibility was valuable, but new employees needed more support. The company therefore decided everyone should be in the office two days a week. For the rest of the time, they could choose their workplace. Time was also set aside for guidance and informal meetings. The arrangement did not solve every challenge, but made expectations clearer. A good working environment thus involved not only where employees sat, but also how they worked together. The experience showed that trust and clear agreements had to go hand in hand.