understanding how our actions now can shape the future of work

ABU, working in 2030: ABU asked ftrprf to carry out an extensive study on the future of work.

the client

The ABU is the Dutch branch organization for flexible work. The ABU helps temporary employment agencies and payroll companies to make temporary work and payroll of value to society. The organization’s mission is driven by four main pillars – social involvement, good employership, quality, and reliability.

key questions to ftrprf

Can you predict the future of work? How can we identify the main developments that affect work today? What are possible scenarios and their implications on the economy, labor participation and well-being?

the action

We analyzed more than a thousand editorial and scientific sources; interviewed multiple thought-leaders on the future of work; held a series of roundtables with employers, scientists, and experts; and, eventually, outlined four possible outcomes for work in 2030.

the impact

The ABU and its members redefined their vision, ambition and strategy based on our ‘work in 2030’ research and scenarios (https://www.abu.nl/over-abu/). The book with twenty biggest changes of work in 2030 and four scenarios is also used in a variety of other organizations and the ministry of Social Affairs and Employment.


To be prepared for the future and to be able to make a relevant contribution to society, ABU asked us to carry out a large-scale study in 2021 about work in 2030. 

Nobody can predict the future. Therefore, we explored four possible scenarios, based on a thorough trend analysis of all certain and uncertain changes, to inspire the board and members of ABU to think about possible future scenarios. Using the DESTEP methodology, we 
  • analyzed more than a thousand editorial and scientific sources, 
  • interviewed people with different opinions, 
  • held a series of roundtables with employers, scientists, experts, and the future generation, and 
  • developed four possible outcomes for work in 2030. 
These scenarios were the starting point of a broad internal discussion about the purpose, goal, and direction of the industry.


The physical outcome of the project was a highly inspiring book that consists of two parts: an analysis of the twenty biggest changes of work in 2030, and four possible scenarios. Some external publications are to be found here, here and here (new definition of the core strategy & ambition of the industry).  

We used the process of the study itself as part of the ABU’s internal change process, by leveraging insights from interviews, round tables, whitepapers, weekly meetings with a task force, and monthly meetings with the board. 

The study 'working in 2030' was the basis for a new long-term strategy and led to a different direction. The ABU selected three anchors from the study, with which it establishes the organization and its members in society in the coming years. The new social compass based on the study is aiming for sustainable participation, the well-being of temporary workers, and contribution to a future-proof economy. There’s even more to it! When you look at the ‘about us’ page of the ABU, you will clearly see the effect of the ftrprf study. 

working in 2030 book

“I'm very excited about the research. What positively surprised me? How quickly the four scenarios – in every conversation we have, in varying compositions – raise the question of what the contribution can be to the future of work. That is precisely what the effect of such research should be: that you are challenged to think.”

− Dimitri Yocarini, CEO of Olympia and Chair of the Research Committee

Why does ABU choose us?


We use AI and other technology as instruments to create additional insights.

Holistic Approach

We combine left-side brains with right-side brains in teams that consist of analysts, tech developers, and concept makers.


We actively work together with the customer, and at the same time, we have the perseverance to control the project and realize it.

project lead

Cato Hemels - Hoff