Höhere Flexibilität dank Smart Working MIU Mobilitätslunch

Confidential
Höhere Flexibilität dank Smart
Working
MIU Mobilitätslunch
5. November 2014
Ingo Frädrich
Head Workplace Strategy, Planning and Innovation Schweiz
Credit Suisse AG
Overview
Content
1
Credit Suisse’s Smart Working program
2
Hurdles for Mobility (home working)
3
Impact of Smart Working program on Mobility
4
Enabler for Mobility
5
Key Success Factors
6
Q&A
Smart Working Concept – A Summary
§  The Smart Working environment is
an activity based work environment
§  It allows employees to move
between different types of working
environments throughout the day to
fit their needs
§  A wide range of different zones and
settings to support different needs
are offered to the workforce
§  Employees therefore change from a
dedicated desk to a home base
where their team is dedicated to
§  The environment fosters
collaboration but also provides
options to work focused or
confidential or without interruption
§  As an additional outcome the space
is used more efficiently and
provides a higher flexibility for the
teams
3
Smart Working – Example of an Activity Based Layout
Quiet Area
Lounge
Project Area
Business Garden
Focus Booth
Home Base
Office Meet
Touch Down
4
Principles
Goals
Smart Working High Level Program Goals
Increase staff
productivity
and
collaboration
Improve staff
satisfaction,
engagement,
and retention
The work environment must support the
unique needs of teams and individual
workers (Smart Working is done with
you, not to you.)
Enhance
standing as
employer of
choice
The work environment must be
attractive and perceived as valueadded by workers
Optimize
occupancy
expenses
Everybody
shares
(Yes,
everybody.)
5
Smart Working Program – Post Occupancy Results
(Through 2012)
Productivity and
Collaboration
§  83% of users at
same or greater
productivity
§  52% of users feel
the office enables
them to do
concentrated work
vs. 32% before
§  CH staff report
35% fewer sick
days/month than
Swiss average
Engagement and
Retention
§  71% find the
environment
stimulating and
creative vs. 38%
before
§  64% of users
interact with more
staff outside their
department
Attracting Talent
§  Pride in the
workplace up to
92% from 62%
§  46% of users
believe remote
working is better
supported
§  33% of managers
more comfortable
managing remotely
§  62% of staff work
remotely at least
occasionally, up from
45% before
Real Estate Saves
§  Significant cost
avoidance due to
lower space
occuaption
§  >20% more staff
accommodated in
same space
§  Desks vacancy
decreased from
>20% to <10%
§  Near elimination of
MAC costs
All survey results are validated with local management and focus groups.
6
Current Population and Locations
Pilot Zurich
2010
Pilot London
2011
Uetlihof 2
Zurich
Changi City
Singapore
2012
2013
Green Day
Wroclaw
2014 +
Figures in 2014:
9200 People
Whereof > 4,000
Pilot Singapore
Europaallee
Zurich
5RJM
Luxembourg
OMA3
New York
based in Zürich
7
Demand for more flexible working arrangements
! There is high demand for home working (1-2 days/week) but consistent belief that
management doesn’t support it; home working is considered “slacking off.”
! Over time, we expect in-office flexibility will promote management by output and not “face
time”; this connects us with other flex-working and diversity initiatives.
! Once off-campus working increases organically, we can align the office concept to the
needs and potentially increase sharing ratios within our flexible environments.
8
Home Working Barriers – before move to Smart Working
! Frage: Was hält Sie davon ab, mehr von zu Hause aus zu arbeiten als im Moment?
(Mehrfachnennungen möglich)
53% Personal 41% Cultural 40% Technology 28% Personal 25% Personal 19% Personal 18% Cultural 17% Personal 16% Cultural 16% Corporte 15% Personal 14% Cultural 12% Cultural 12% Cultural 11% Technology 9% Technology 8% Corporte 5% Personal 5% Personal 3% Corporte 2% Cultural Ich möchte den sozialen Kontakt mit den Kollegen im Büro aufrechterhalten Bei meiner Arbeit muss ich häufig persönlichen Kontakt zu meinem Vorgesetzten, meinen Kollegen, Kunden oder Lieferanten haben Wenn ich zu Hause bin, ist es für meine Kollegen schwieriger, mit mir zusammenzuarbeiten Ich möchte auf dem Laufenden bleiben über das, was die Anderen im Büro machen Ich ziehe die Arbeitsumgebung an meinem Hauptarbeitsplatz vor Zu Hause gibt es zu viele Ablenkungen Um meine Arbeit zu erledigen, benöMge ich persönlichen Kontakt mit meinem Vorgesetzten Ich habe nicht den Wunsch, mehr zu Hause zu arbeiten als im Moment Von der OrganisaMon wird Heimarbeit nicht unterstützt Um meine Arbeit zu erledigen, benöIge ich Zugang zu InformaIonen auf Papier, auf die kein Zugriff von aussen möglich ist Ich fühle mich isoliert, wenn ich zu Hause arbeite Es ist wichMg, für die Vorgesetzten sichtbar zu sein; die Arbeit von zu Hause aus wird als «Faulenzen» angesehen Um meine Mitarbeitenden zu führen, muss ich im Gebäude anwesend sein Meine Vorgesetzten unterstützen mich nicht dabei, von einem anderen Standort aus zu arbeiten Ich verfüge zu Hause nicht über die entsprechende Technologie oder einen ausreichend schnellen Internetzugang Um meine Arbeit zu erledigen, benöIge ich Zugang zu elektronischen InformaIonen, auf die kein Zugriff von aussen möglich ist Meine Aufgabe gilt als nicht geeignet für Heimarbeit Ich habe keine geeigneten Möbel, um zu Hause zu arbeiten Ich habe nicht den Platz, um zu Hause zu arbeiten Um meine Arbeit zu erledigen, muss ich im Gebäude anwesend sein Ich benöIge enge administraIve Unterstützung Durch Smart Working getriebenes Änderungspotenzial
Example: WPS
Zürich Europaallee
9
Home Working before moving to Smart Working
Appetite for Home Working
Appetite for Home Working
by commute time
Barriers to Home Working
350
300
250
200
150
100
50
0
Personal
Average: 1.1 days /week
Cultural
Technical Corporate
Example: WPS
Zürich Europaallee
High appetite for home working – also driven by commute time – is partly set off mainly by
personal and cultural barriers
10
Home Working after 6 – 9 month in a Smart Working environment
Reasons for change
Change in appetite for Home Working
1-2 days/week
§  Culture - reflecting personal perception
Ø  Change in working behavior allows
work away from the group
§  Culture - Forced management behavior
Ø  Increased confidence in their staff to
perform without staying nearby
§  Technology that supports Mobility
Ø  Investment in mobile technology allow
to work from home without productivity
loss
1-3 days/month
Reasons that still haven’t changed
How much time did / do you spend
working from home or another
remote site...
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
7%
26%
10%
31%
4-5 days/week
67%
58%
3-4 days/week
Never
§  Bank restrictions due to data confidentiality
§  A Bank can’t take the risk that
confidential data by accident spread
Example: POE
Zürich Europaallee
§  Personal restrictions
§  Personal reasons will not change
driven by working
concept
Further growth of home working is expected with a limitimmediately
driven by corporate
and personal
... BEFORE
... AFTER
moving to a moving to a
Smart
Smart
Working
Working
environment? environment?
restrictions
CRES Workplace Strategy & Innovation
11
Technology as the Key Enabler
Then
Now
Then
Now
LAN access
Multiple access points
Single device type
Multiple device types
Fixed, stationary workspace
Mobile and Smartworking
Company-provided
Mix of BYOD and Company-provided
On premise, in-house engineered
solutions
IT consumption, on- and off- premise
12
Leveraging Technology
MyWiFi provides wireless connectivity for Credit Suisse personal devices. Extensive MyWiFi building
coverage enables employee access to Credit Suisse resources and guest access to the internet.
MyDesk provides seamless and secure remote access to Credit Suisse employees from personal
computers or laptops.
Thin Client Thin client helps the environment as it consumes less power, generates less heat,
and is quieter than traditional PCs.
Lync enables the CS workforce to communicate and collaborate more efficiently. Lync, a unified
communications platform delivers voice, video, instant messaging, presence and online
conferencing through a single interface. Lync replaces traditional mediums such as the telephone.
MyMobile securely delivers corporate data to personal iPhones, iPads, and Android handhelds
and tablets. This gives employees the convenience of carrying just one device for personal and
business use.
MyPhone enables employees to make and accept calls securely from their smartphone or tablet, using
their corporate telephone number
MyDocs is Credit Suisse’s iPad application for secure document access, and can be used in both
online and offline mode. It is perfect for hosting paperless meetings and for collaborating with
others using the application’s suite of PDF annotation tools.
13
Key Success Factors
§ Top Management Support
§ Comprehensive Change Management
approach / process
§ Shaped to the needs of the future users
§ Linked to Real Estate Event
§ No exceptions based on corporate
titles of management level
§ Cross-Divisional Project team
14
Confidential
Höhere Flexibilität dank Smart
Working
MIU Mobilitätslunch
5. November 2014