1. 1 Polska Telework 2007 – European Best Practices Jolanta Jaworska Public Programs Director IBM Polska

2. 2 Polska Definition TELEWORK Work from any location, with the use of IT equipment and relevant telecommunications systems. TELEWORK FROM HOME Work from home, either permanent or on selected days of the week, with the use of IT equipment and relevant telecommunications systems.

3. 3 Polska Working time usage internal Desk work Meetings external WORKING TIME Business travel Time at client’s premises Holidays Trainings, meetings Others

4. 4 Polska WHY TELEWORK? Direct results  Greater flexibility of working time and place  Increased effectiveness  Increased productivity  Satisfied employees  More attractive working time  Lower costs (office)  Less sick leaves  Higher quality of work Indirect results  Increased motivation  Increased involvement  Greater satisfaction  Better company image  Full use of available skills and competences  Better contact with the client  Quick reaction in urgent situation

5. 5 Polska European telework rules  Ensuring proper balance between flexibility and employment security.  Voluntary character of telework for employer and employee.  Unchanged terms and conditions of employment for teleworking employees.  Data protection is an obligation of both parties.  Protection of employee’s privacy.  Work post equipped by employer. source: Framework Agreement on Telework EU/16/ 07/2002

6. 6 Polska Challenges for managers Adoption of clear business targets. Verification of work results not working hours. New evaluation criteria – independence, organisation skills, ability to find balance between work and private life Ability to remotely manage people and teams Excellent communication with the department and company Existing resources are ‘invisible’ Mixed teams constitute a greater challenge for leaders Social aspect / obligation to continue social benefits Breaking up with tradition

7. 7 Polska Challenges for employees Reliability and dependability are the key requirements Greater self-discipline and responsibility Properly organised place to work from home Discussing the new situation with the family and friends Ensuring care for children and other dependant persons. Availability „24/7” No separation between work and private life Challenge for the family

8. 8 Polska Poland  Ability to be present at different business locations thanks to the application of new solutions and reduced costs  Greater flexibility of organisation, thanks to increased mobility in terms of time and place of work  Greater motivation of employees thanks to responding to their needs Introduction of new form of work accompanied by different design of office space (introduced in cooperation with employees and external experts) Telework and mobile work stations Rotating work stations Since 2001  Over 200 persons (about 10%) are teleworkers  About 1000 employees are entitled to undertake telework  Over 200 rotating workstations

9. 9 Polska How - internal regulations Internal regulations: regulations and agreements on working from home specify obligations and responsibilities of the company and the employee. They cover the following issues:  organisational issues  required approvals  determination of working hours and duration of work provision from home  security of data and information  responsibility  communication rules  ensuring security of workplace

10. 10 Polska Role of team work systems in the organisation of telework Teleworker’s communication with the employer Access to necessary information and documents Cooperation and communication with other employees Team work coordination Joint work on documents Teleworkers’ inclusion in the company’s business processes Exchange of knowledge and experience Distant education for employees Remote access to the company’s IT systems E-mail and calendars Lotus Notes & Domino Communicator Lotus Sametime Obszary robocze Lotus QuickPlace

11. 11 Polska Education in the organisation Rotating workstations Telework Common value: Teamwork Clear organisation and structures You see what others are doing Employee as the „employer” Leadership, education User-friendly IT equipment Adjusted evaluation systems Knowledge management Communication and meetings culture Processes Office flexibility

12. 12 Polska Benefits for employees  Greater independence  Greater autonomy in shaping organisation and time of work  Less time/money and stress related to commuting  Increased balance between work and private life  More attractive job offers  Better conditions of work  Mind the disadvantages: isolation, lack of separation between work and private life…

13. 13 Polska Benefits for the employer  Increased flexibility of the organisation  Greater motivation and involvement of employees  Increased productivity  Higher quality of work  Qualified personnel retaining  Access to wider labour market  Decreased number of sick leaves  Savings – offices, supervision, transport …

14. 14 Polska Benefits for the society  Greater chances for employment  Strengthening of local communities – decentralisation of activities  Improved quality of life thanks to less time spent on commuting  Employment possibilities for non-mobile and disabled persons  Reduced traffic and number of accidents  Reduced air pollution

15. 15 Polska

16. 16 Polska Telework productivity increase forms DenmarkGermanyItalyNetherlandsUK Higher efficiency 63,8%80,9%65,4%69,6%66,2% Higher quality of work 68,1%66,2%76,9%65,2%61,8% Better overall performance 21,3%42,6%46,2%34,8%45,5% More creative work 2,1%29,4%26,9%30,4%39,3% Other effects -5,9%-4,3%5,3% Source: SUSTEL 2002-2004

17. 17 Polska Effects of flexible work programs  Increased number of employees working in the telework system – about 13% employees in the EU, approx. 3% in Poland, and approx.15% at IBM PL.  Development of workload reduction programs (delegating, simplified reporting, multimedia tools).  Increased satisfaction of employees.  Larger employment possibilities for low-mobility persons.

18. 18 Polska Introduction of telework  Main obstacles : -lack of sufficient legal regulations, -limited telecommunications possibilities, -lack of similar experience on local market, -lack of defined solutions for the company financing costs of work from home.  Preconditions : -mature employees, -management’s support, -acceptance of legislative framework.

19. 19 Polska Impact of mobility/telework in IBM 70 6 78 5 74 7 71 7 67 3 76 9 Work Productivity Morale Satisfaction with work Involvement Overall work 0 20 40 60 80 100 PositiveNegative

20. 20 Polska Questions ? Thank you. Please visit our website www.ibm.com/pl/