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© 2009 IBM Corporation

Managing Remote TeamsThe role of the Corporate Environmental Manager in a Globally Integrated Enterprise

Victor Duart. Manager Environmental Policy and Programs. IBM Corporate Environmental Affairs

16 June 2012

© 2009 IBM Corporation2

The Keywords

Globally Integrated Enterprise

Global Environmental Management

Managing remote teams

Source: If applicable, describe source origin

Managing Remote Teams in a Globally Integrated Enterprise


-In my country –said Alice, still panting a little bit while speaking-when running for some time in a particular direction, one usually get to somewhere.

-Your country must be slow – said the Queen- Here you have to run at full speed to stay in the same place, and if you want to move to another place, you must run twice as fast!


The present world• From “agriculture” to

manufacturing and services.

• Arising of the “knowledge

• Demographic umbalancing

• Technology reduces the market entry point threshold.

• Acceleration of the pace of technological development

• Globalization through mobility of capitals, goods, services, people and work.


Evolution of global integration

“Central” in one country. Selling in several.Export/Import

Replicated operations in many countries

Global knowledge.Global deliveries.Tasks in one location used to serve clinets in many locations.

International Multinational Globally Integrated

S19 S21S20


Implications in the company networks

International Multinational Globally Integrated


Economic flows are increasingly multi-directional

23

US radiologists send x-rays to Australia for

analysis

Between 2000 and 2003, foreign firms

built 60,000 manufacturing plants

in China

Customer service centers in Nova Scotia handle

warranty inquiries for US shoppers

Global investment banks send derivatives

processing to Dublin

Asian chipmakers using US

engineers for expertise

Asian clothing manufacturers

outsourcing design to Italian

designers


IBM: 40 years of environmental leadershiphttp://www.ibm.com/ibm/environment/information/40_Years_of_IBM_Environmental_Leadership.pdf

First written environmental policy. Original signed by TJ Watson Jr in

19711976


IBM's Approach to Environmental Management

Long history of commitment to environmental leadership– Whether or not the topic is popular– Through lean times and good times

Manage environmental affairs as a strategic imperative – Invest in and maintain a high level of

technical leadership– Make decisions and develop programs &

requirements based on science and facts, often ahead of regulatory mandates

– Anticipate opportunities and prevent problems

– Communicate both internally and externally

Deploy and sustain comprehensive programs– Anchored in a global environmental

management system– Integrated throughout the business – Require consistent execution on

global basis– Act responsibly and quickly as

necessary

Achieve demonstrable results– Set specific and measurable goals– Quantify and disclose outcomes

Good environmental management makes good business sense


IBM's Intersections with the Environment

Operations, products, services, solutions

Past, present and future

RESEARCH & MANUFACTURING

Material selectionSubstance prohibition or

restrictionChemical & resource mgmt Pollution preventionDischarges & waste mgmtRegulatory permits,

reporting and complianceHorizon technologies

PRODUCT & TECHNOLOGY DEVELOPMENT

Material selectionSubstance prohibition or

restrictionEnergy efficiencyProduct upgradabilityProduct information

disclosureRegulatory compliance

PROCUREMENT

Selection and use of responsible suppliers

(e.g., environmental and social responsibility)

Regulatory compliance (e.g., products, batteries)

Product marking, labeling, information disclosure

LOGISTICS, DISTRIBUTION & FULFILLMENT

Product packagingImport/export complianceCross border shipmentsRegulatory reporting and

complianceMarking, labeling and

information disclosure

SERVICES AND SOLUTIONS

•Data center design and operation•IT maintenance •Client outsourced operations•Consulting services

REAL ESTATE MANAGEMENT

•Energy & resource mgmt•Discharges •Waste mgmt & recycling•Regulatory permits and reporting and compliance•Soil & groundwater protection

PRODUCT END-OF-LIFE MANAGEMENT

Collection, reuse and recycling

Regulatory reporting and compliance

Use of responsible suppliers

INVOLVEMENT WITH KEYFUNCTIONS

Health and safetyGovernment relationsMarketing Communications Human ResourcesFinance Legal


IBM's Global Environmental Management System

Global environmental management system supports IBM’s corporate policy

–Corporate directives govern IBM’s operations worldwide

–Environmental requirements integrated throughout IBM’s operations

–Global EMS enabled IBM to become first major multinational to obtain a single global registration to ISO 14001 (1997)IBM Spain was the first IBM ctry organization (2000)


Implementing IBM’s Global Environmental Management System

Corporate Environmental

Affairs staff

Business Units

IBM implements its Global Environmental Management System with a tiered approach

– With Corporate Environmental Affairs staff and business units executing responsibilities consistent with their defined roles

Develop and deploy common system

requirements

Implement, monitor and provide feedback

for continual improvement


“Green” Planet Smarter Planet

Smarter traffic

Smarter water management

Smarter gridsSmarter Healthcare

Smarter agriculture

Smarter oil fields

Smarter regions

Smarter weather forecasts

Smarter nations

Smarter supply chains

Smarter cities

Smarter distribution


Cross-Border Reporting: Managing across Language, Culture, Time and Geography

Global resourcing as a key initiative for market competitiveness and workforce optimization. Global managers may:

–be managing work done by employees in another country, or

–have employees getting business direction from a manager in another country.

It's important to know how to manage cross-border reporting relationships to meet business objectives in the context of:

– different country’s laws, – practices and – cultural diversity.

Source: If applicable, describe source origin


How does it work with me ?

UK

Germany

Hungary

Belgium

France

Japan

Corporate Director, Somers, NY

VP, Madrid

Valencia

Mgr. Boulder, Co.

Valencia

Valencia

Madrid

Valencia

“Card-holder” manager “Functional” manager


Cross Border Roles & Responsibilities - Management

Functional ManagementEmployees in Global Support Functions may

report to functional leaders outside of their country of residence

Functional Manager will: Provide functional and business direction to

employee Establish employee's job scope/personal

busines commitments / objectives Assess performance Deliver PBC evaluation Discuss employee's development Balance functional resources (cross border) Review employee expenses Determine cross border job offers

Employment Relationship Management Each employee will have a legal employment relation

in the country in which they work and are subject to that country's labor laws

Employment Relationship Manager will: Communicate all home country employment terms

and conditions and HR practices Process all HR systems input Provide final approval for all employment terms,

agreeing to and processing job offers authorized by functional manager

Provide input to functional manager Responsible for home country privacy and

employment equity

Jointly, the Functional and Employment Relationship mgr will: Monitor work/life balance Support skills and career development Enforce Business Conduct Guidelines (BCG) Develop home country job reentry plans Ensure pay equity Determine job offers


Cross-border reporting employee

–Understands employment terms –Understands and adheres to applicable legislation e.g. immigration,

visa and tax laws –Respects the roles of the Functional Manager and the Employment

Relationship Manager –Submits auditable and timely expenses in accordance with appropriate

guidelines –Recognizes that employment information will be shared with cross-

border functional management on a need-to-know basis

What is the role of an employee in a cross-border reporting relationship?


What is the role of the Function HR Partner vs. the Geo/Region/Country HR Partner?

Function global HR Partner

– Works across geographic borders – Supports the Functional Manager

throughout goal setting, mid-year reviews, team-based decision making, appraisals and communication

– Reaches out to the Country HR Partner whenever a question arises regarding an employee in that country, then steers the Functional Manager to that employee’s local Employment Relationship Manager and Country HR Partner

Geo/Region/Country HR Partner

– Works within a geographic border – Provides advice and counsel to the

Functional Manager throughout performance management

– In the even of an appeal, directs the Functional Manager and employee to appropriate country appeals channels


Unique competencies of remote managers and employees

Three competencies of distant managers

–Cultivating relationships–Focusing on Outcome–Developing Employees

Three competencies of distant employees

–Executing–Employing Technological Savvy–Collaborating


Ten tips for remote managers

Create the work context

Focus on relationships as much as tasks

Set clear measurable objectives, give employees authonomy to control how, when and where they do their work

Emphasize on-the-job training over classroom/ online

Fine tune own management skills

Get meployees the support they need to succeed

Facilite connections

For corssborder: language and cutural knowledge is valuable, attitude is essential

Create a communications infrastructure

Establish agreements on accessibility


Five Tips for remote employees

Communicate, communicate, communicate

Build own network

Manage own visibility

Ask for what you need

Focus on the behaviors that drive your productivity at a distnace


Other Than traditional Office (OTTO)

Findings: Key areas–Workplace isolation–Lack of face-to-face communication–Lack of visibility: “out of sight, out of mind”–Work-life balance issues (in my experience OTTO is an advantage

here)–Challenges with building workplace relationships and developing trust

OTTO initiative value add–Help building network of employees–Using social network tools (internal company tools)–Tools for work-life integration–Resources and training to enhance visibility–Employee and manager relationship building


Diversity includes everyone and excludes no one. It includes all human characteristics that make each of us unique as individuals. Diversity is about understanding, respecting, valuing, and accommodating human and cultural differences. It recognizes uniqueness versus requiring assimilation. It is recognizing that there are more differences within groups than between groups. It is intended to maximize potential/contributions of all segments of the population.

Don't view welcoming a diverse workforce as assimilation – Instead, value differences.


Inclusive Leadershipdescribes the behaviors and actions that realize inclusion and the related business benefits.

Specifically, we have defined Inclusive Leadership as "setting and reinforcing standards for business practices that enable individuals and groups to contribute to their fullest potential by leveraging their unique experiences, perspectives and viewpoints for the collective benefit of all stakeholders."

As such, Inclusive Leadership describes an important role of managers and executives to convert the diversity and differences that exist at various levels into improved performance.


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