Social well-being in the workplace is linked to the quality of relationships between co-workers. This project began by examining the affects of the flexible office (flex-office) at Delft municipality focusing on the relationships between co-workers and their feeling of relatedness, and continued with designing to enhance this feeling of relatedness. Appreciation is a key factor in the need for relatedness. Recognition from peers can build a sense of teamwork and of being part of a bigger purpose, especially for employees who work remotely or are not physically in the office regularly (Vacqua, 2019). Knowing and then using someone’s name can be considered a subtle and very effective compliment (Carnegie, 1936) and can be a form of recognition. This is because our brains need us to be liked by others. People with a ‘best friend’ at work are seven times more likely to be fully engaged in their work. However, these close and intimate relationships are challenged by flex-offices, which are being introduced more and more. People form less friendships in flex-office settings, because they feel like everyone is listening in; flex offices seem ‘too open for transparency’. Trying to counteract this by creating acoustic privacy is a big operation and does not immediately create enhanced relatedness. My design goal was to enhance the social well-being of employees in flex-offices by satisfying and supporting their need for relatedness. The first step towards relatedness is knowing each others’ names. This is a form of recognition, a subtle compliment and thus enhances the feeling of relatedness. Knowing your colleagues’ names can cause a sense of control over your environment and can give you enhanced freedom. Think about if you forgot a colleague’s name, this can cause very awkward situations and even make you avoid that colleague. But knowing your colleagues’ names is only the first step. The main reason for people to connect is proximity and if there is a functional need to connect. This proximity is thwarted by flex working and the Corona measures so people will only connect if there is a functional need to do so. Providing people with information on what they can use other people for might cause people to connect. People do not want to spend a lot of time on learning their colleagues’ names so timing is important. Through an iterative approach several design interventions led to a design where people receive a link once the meeting is made and 15 minutes prior to a meeting, with a name-learning tool and information on what you can approach these people for. After a meeting, all participants are encouraged to express appreciation to each other. Testing shows that it indeed leads to enhanced social well-being.