AGILE WORKING AT UNILEVER ADAM HOY DIRECTOR WORKPLACE INNOVATIONS - PowerPoint PPT Presentation

AGILE WORKING AT UNILEVER ADAM HOY DIRECTOR – WORKPLACE INNOVATIONS & OPERATIONS JANUARY 2015

UNILEVER AT A GLANCE EMERGING MARKETS NOW REPRESENT 190 57% COUNTRIES IN WHICH OUR OF TURNOVER PRODUCTS PRODUCTS ARE SOLD USED BY 174,000 2 BILLION EVERY DAY EMPLOYEES AT THE END OF 2012 105m sqft GLOBAL REAL ESTATE € 1 BILLION PORTFOLIO INVESTED IN R&D WORLDWIDE

ETS VISION To make Unilever work by improving the effectiveness of our employees, driving efficiency & generating sustainable growth

AGILE WORKING DRIVING A CULTURAL TRANSFORMATION AT UNILEVER

OUR ORGANIZATION 170,000 employees Challenging global roles Competing with the best for the best

IT STARTED WITH A QUESTION How can we be more competitive in attracting and retaining highly engaged talent? (Engaged = discretionary effort)

THE UGLY STATISTICS are engaged at work are disengaged are actively disengaged

3 DRIVERS OF ENGAGEMENT Meaningful work Rewards Environment

SO WE FURTHER ASKED How can our people work more… »effectively? »enjoyably? »sustainably?

AGILE WORKING An approach to working with… »Maximum flexibility »Minimum constraints

WHY IS THIS DIFFERENT? Not a set of “flex work” programs or policies Rather, a total culture change And yes, like Best Buy…but more

WHY DOES THIS MATTER?

THE REACTION… Mayer shows she knows little about managing people with this offensive memo to Yahoo employees Marissa Mayer’s Work -From-Home Marissa Mayer: Ban Is The Exact Opposite Of What Get off Your Cloud CEOs Should The Doing Marissa Mayer, we need to talk: Yahoo Policy Riles Workers This genie is way out of the bottle Everywhere

THE INSIGHT FOR US This is a powerful trend that is not going away. We can lead or be left behind

AGILE WORKING MODEL Workplaces Working Technology Practices Capability Talent Sustainability Vitality Savings

WORKING PRACTICES Work anytime and anywhere as long as business needs are met Working Practices Performance determined by results, not ‘time and attendance’ Managers assessed on how well they support

IN THE PAST… Organizations placed boundaries around work »When (9 to 5) »Where (the office)

TODAY… Technology makes working boundaries irrelevant »Anytime »Anywhere

VALUE OF EMPOWERMENT Greater productivity AND Greater engagement

WORKPLACES Flexibility »Mostly ‘free address’ space Workplaces Zones »Areas designed for activities, not individuals

OFFICE UTILIZATION Up to 40% less expensive 60% not fully utilizing to operate than traditional their dedicated offices workspaces

OUR OLD ENVIRONMENTS

OUR NEW ENVIRONMENTS Singapore Hamburg Englewood Cliffs, USA Bogotá, Colombia

AGILE WORKPLACE ZONES FOCUS: For individual working Connect: For collaboration Vitality: For revitalization

FOCUS ZONE

CONNECT ZONE

VITALITY ZONE

AGILE WORKPLACE PLAN Small conference rooms Large conference room Storage Phone rooms Café Quiet work area Huddle Lounge Individual workstations Quiet lounge FOCUS CONNECT VITALITY

COST COMPARISON Cost of Office Space for 100 Employees ( € ) Traditional Agile % Savings Space Required sq ft per Person 125 80 36% Needs Total sq ft Required 12,500 8,000 36% Cost per sq ft 110 125 (12)% Buildout Construction 1,375,000 1,000,000 27% Costs Furniture, IT, etc 667,500 562,000 16% Total Cost 2,042,500 1,562,000 24% Ongoing Costs Maintenance, Leases, Taxes, etc. 10,000 6,000 ~40% Space reconfiguration/Moves 2,000 200 90%

TECHNOLOGY Technology to enable anytime/anywhere working Consummerization — Choice of tools to support Technology different working styles

AGILE TECHNOLOGY TYPES Personal Productivity Advanced Mobility Virtual Collaboration Desktop VC

WORKING STYLES Resident Mobile Offsite Usually works at the Works in a variety of Works at a fixed, non- locations – company same company location company (such as a offices, customer business partner facility locations, at home, while or home office) travelling

THE BENEFITS Workplaces Working Technology Practices Capability Talent Sustainability Vitality Savings

ARE THERE TRADE-OFFS? In a word, yes … » Less “personal space” in the office » Less “face to face” time with colleagues » Potentially harder to manage boundaries around personal time But… » The trade-offs are worth it 34

SO WHAT HAVE WE LEARNED? Culture change »is hard »takes time Need to drive it »From the top »From the bottom

AWARENESS CAMPAIGN Strengthen understanding Promote the benefits — for people, the environment, the business Encourage adoption of behaviors

CONCEPT —”UNLIMITED”

COMMUNICATION

COMMUNICATION

PEOPLE PROFILES

TRAINING RESOURCES

SPOTLIGHT EVENTS

LONDON, UK

DURBAN, SOUTH AFRICA

ENGLEWOOD CLIFFS, NJ

NAIROBI, KENYA

MINBURI, THAILAND

SINGAPORE

SHANGHAI, CHINA

KUALA LUMPUR, MALAYSIA

ROTTERDAM, NETHERLANDS

BARCELONA, SPAIN

BOGOTÁ, COLOMBIA

MOSCOW, RUSSIA

SITE CERTIFICATION Meets Agile Criteria Meets Criteria to a high standard Excels in all Criteria

AGILE SCORECARD Agile Working Global Scorecard Target Year end 2013 Technology # new telepresence rooms implemented 13 Telepresence room % utilisation (1) 45% Sharepoint capabilities % implemented 100% Workplaces # new agile workplace sites implemented 12 # potential new agile workplace sites identified 10 Working Practices % WL1+ employee awareness of Agile Working (2) 90% % WL2+ employees trained in Agile Working practices (3) 75% % WL2+ Individual Workplans developed 90% Savings % travel cost reduction (4)(5) 30% % facility operating cost reduction (4)(6) 25%

SOME KEY RESULTS Per annum savings »38,000 flights »300,000 tonnes of CO2 » € 150 million

SOME KEY RESULTS 43 Agile Workplaces completed or in progress »30% greater space utilization »30% less waste and energy

SOME KEY RESULTS Improved engagement scores »80% increased productivity »86% enjoy new design Unilever named #1 employer in 18 countries and #3 InDemand on LinkedIn

BUT WHAT ABOUT.... Workforce visibility? Managing boundaries? Relationship building? Labor regulations? Safety & liability risks? Data security? Cultural differences? Abusers?

YOUR QUESTIONS