Changing the Way we Work
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Presentation by Ian Humphray of Severn Trent Water at Workplace Trends 2012 Conference: Wellbeing and Performance, Thursday 25 October 2012, One Bishop's Square, London, E1 6AD
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Changing the Way we Work
- 1. Changing the way we work Ian Humphray Workplace Manager Severn Trent 25 October 2012
- 2. • It doesn’t matter which road you choose if you don’t know where you are going! 2
- 3. About Severn Trent Water • Over 3 million households. • Humber estuary to Gloucestershire, from South Yorkshire to Mid-Wales. • We employ 5,000 people directly and many more through the 900 local suppliers with whom we work. • Lowest average combined water and sewerage bills in England and Wales. • For about the same price as a litre of milk, we deliver over 300 litres of water a day to the average house – and then take away and clean the sewage. • Leaders in renewable energy. On track to generate 30 per cent by 2015. 3
- 5. Drivers for change? • Poorly performing office portfolio – outdated / failing • Outdated and costly technology • Need to reflect our future not our past – modern / flexible • Retain and attract the right talent • Opportunity to drive cultural change 5
- 6. Where we were 6 6
- 7. Our workplace vision A safe, modern, flexible working environment that makes Severn Trent Water a truly great place to work and enables high levels of productivity. We need you to be a role model 7
- 8. The journey • Physical journey from Birmingham to Coventry • Cultural in terms of environmental changes and technology step changes 8
- 9. 9
- 10. Workplace principles • Open plan environments • Team zones • Centralised support services (post, printing, stationary) • Clear desk and floor policy • Storage – 1 linear metre per person (variations to be approved) • Office etiquette – ‘consideration for others’ 10
- 11. Typical floor plan 11 © Savant Presentation name 10/24/12 05:44 11
- 12. Typical floor plan 12 © Savant Presentation name 10/24/12 05:44 12
- 13. Our workspace - Technology Room booking system 13
- 14. Our Workplaces “ …working together, supported by ways of working that encourage a shift of mindset from “Mine to own,” to “Ours to share”…” Working in a collaborative way All have access to same facilities, equipment, technology An environment that encourages collaboration An ethos of continuous improvement Enabling the business to deliver with pace
- 15. Our Workplaces
- 16. Our people journey • Explaining the what and why, delivered through: − Pilots − Regular newsletters − Site / local area visits − DVDs − Business champions − Workshops / team meetings − On line induction − Pre move building induction − Day 1 experience 16
- 17. People productive within 30 minutes of landing 17
- 18. Finance, Workplace, IS, Property/FM, HR, Legal/GC, Procurement, 3rd party providers One Team 18
- 19. Post occupation What’s gone well? • People like the working environment • One team approach with FM provider (inductions, clear desk policy, workplace managers etc) • Nearly everything works as designed • Ability to absorb growth on existing team allocations 19
- 20. Post occupation Areas for improvement • Agility within the building • Utilisation of space by teams (eg. Mon-Weds busy) • Room booking system • Behaviours by a small minority 20
- 21. Continue to drive for efficient and effective workplaces If you had to pay for your space, would you do anything differently? 21
- 22. • It doesn’t matter which road you choose if you don’t know where you are going! 22
- 23. Questions ? 23
Hinweis der Redaktion
- The BBC Choir – Don’t expect me to sing / if I did u would know why I am not on the programme 3 Points: Technology is an enabler and constraint on the workplace journey Pilots and early adopters created a tipping point for new ways of working A clear direction from the CEO was key to achieving our goal
- A vision and clear leadership from the top is required
- But first, let me tell you a little bit about Severn Trent Water… We Serve over 3 million households in our region, a region that stretches from the Humber estuary to Gloucestershire, from South Yorkshire to Mid-Wales; We are One of the largest investors in the Midlands region. We invest around £500 million every year on maintaining and improving our pipes, treatment works and other infrastructure; We employ 5,000 people directly and many more through the 900 local suppliers with whom we work; We have the Lowest average bills in England and Wales. £325 a year per household; We are Leaders in renewable energy. To keep prices stable and to reduce our carbon footprint, we already self-generate about one-quarter of our own energy needs from renewable sources. We’re on track to generate 30 per cent by 2015.
- So, why did we move to Coventry and what were the benefits to our people and our business? Offices/depots have varied quality/investment needs Under occupied Occupiers have low opinion of sites No real strategy – the legacy portfolio was wasteful Consequently, we had High running costs leading to inefficient ways of working When we looked at what we wanted as an outcome, the overarching reason was to ensure our people could come together to collaborate more effectively which would directly lead to higher efficiency and productivity. We needed to create a workplace that enabled people to get together much more quickly to be innovative, resolve issues or any areas of conflict, and be much faster in taking decisions and putting together plans to make a difference.
- FLOOR PLATE: This is a typical floor plate from the building – and you’ll find that the basic layout of each floor is very consistent. Severn Trent Centre will represent 170,000 square feet of office space . To put that in context - each of the south wings on each floor is the size of a whole floor at 2297 or could house the office space at Longbridge. [Adapt for the site in question] You can see some of the shared space areas marked with colours here – a significant proportion of the floor plate compared to the white desk areas. The furniture selection has not been made yet – so the exact layout of the floor plates may change. We showed some examples at Quality Working Day so we know that we are looking for improvement in what we have – in quality, functionality and range around the floor. Team zones Defined by storage area 8 to 10 ratio standard Opportunity to sit anywhere each day – choose you work setting to match the task No desk booking system No desk ownership Team storage – 1 shelf per team member Collaboration
- FLOOR PLATE: This is a typical floor plate from the building – and you’ll find that the basic layout of each floor is very consistent. Severn Trent Centre will represent 170,000 square feet of office space . To put that in context - each of the south wings on each floor is the size of a whole floor at 2297 or could house the office space at Longbridge. [Adapt for the site in question] You can see some of the shared space areas marked with colours here – a significant proportion of the floor plate compared to the white desk areas. The furniture selection has not been made yet – so the exact layout of the floor plates may change. We showed some examples at Quality Working Day so we know that we are looking for improvement in what we have – in quality, functionality and range around the floor. Team zones Defined by storage area 8 to 10 ratio standard Opportunity to sit anywhere each day – choose you work setting to match the task No desk booking system No desk ownership Team storage – 1 shelf per team member Collaboration
- Technology Thin client solution Telephony solution Smart boards and AV equipment MFDs Smart cards (ID, security, cashless, print) Integrated booking system
- It wasn’t all easy! Moving is a highly emotive subject! We had to work hard at helping our employees adjust to the change One of the questions we had was ‘is Coventry safe?’. Working with Coventry City Council, we arranged tours for people not only to show them where they would be working, but to share with them Coventry as a place, the history and culture, shops and restaurants. We worked hard on the route from the train station and Coventry made this a much more open space where people could travel to work in safety. We also had to help them think about a change of behaviour of so many people working together in a very different environment. Not having their own desk and sharing space means that we had to talk about how they would work in a very different building. E.g. Being courteous to their neighbours – not eating smelly food at their desks, clearing up after themselves, learning how to exist in harmony with 1700 people every day – doing their part and taking responsibility is a big feature in our building! The artwork in our building is fantastic – we ran a competition with Coventry University and all of the pieces displayed are by students of the City. We are working again with the University to refresh the artwork and hope this will be a long association with them.
- We also had a goal to optimise the carbon footprint and reduce the environmental impact 74% of people now using alternative means of transport. Travelling between sites has been reduced Energy consumption is less then the norm And there is a 34% energy reduction from renewable sources The workplace Environment is an exemplar of both sustainable development and the green travel plan has been a great success story.
- How did we do it???
- The aim was for people to be productive within 30 mins of landing in the new building. To achieve that aim we needed a clear migration strategy and to make sure that people knew how to Get to STC Use the technology Get out of the building in the event of an incident Operate their chairs Knew where they were sitting How to top up their cards to get their lunch This process took months of planning with teams pulling together to work through the logistics, getting the coffee bar and the restaurant working, taking photographs and ensuring these were printed and ready for staff to take with them and making sure the orientation visits were a great experience for everyone Orientation started 5 days after practical completion The coffee bar was running within 2 days – the restaurant within 3 days Moved 600 people in the first 6 days 1400 people over 4 weeks
- So how can this experience help us for the future. We worked as one big virtual team We had the right sponsorship, right team all brought together with one aim and goal, a structure to the programme that enabled good quality and fast decision making through the Executive Steering Group. We worked in partnership with our suppliers and going forward it will also be important to have a one team approach with our outsourced providers. We are becoming more and more dependent on our outsource providers and it is important that we have a one team approach. We should be clear on whether we want to have a contractual relationship or to be service partners and also to ask ourselves whether we are a client of choice or whether we’re a pain to work with. Outsourcing isn’t abdication and we will have to work harder to create a joined up and common agenda, goal and customer culture.
- We are on a journey and all getting used to living together. People are definitely challenging each other on behaviours and I can see change happening. When was the last time you saw desks piled high with paper?? It used to be a regular occurrence at 2297. The clear desk policy and process of cleaners ‘bagging and tagging’ anything left on desks at night quickly changed people’s behaviours – there was a clear consequence of the wrong behaviours. Again, this is something we need to get right at all of our sites.
- The bottom line is that property is a cost to this business. Each workstation at STC costs £3.6k – add IT to this and this will probably double? This means that if your team occupy a whole floor, the annual cost is £900k per annum The question has to be ................... If your answer is yes or even maybe, you should take a look at how you can reduce your occupation because ultimately this will help to rationalise the portfolio and lowering the costs to customers and increasing our shareholder value.