global workplace strategy… df vodafoneglobal... · strategy … …the real ... •divided into...

C1 unclassified | November 2012 1

Billy Davidson

November2012

Global Workplace

Strategy… …the real challenges


Vodafone…the company

• Global Telecoms Company

– Rapid Growth - 50 people in 1983 (all in UK)

now over 88,000 worldwide spread over 28

countries.

– By market FTSE Top 3

– Market Capitalisation of c.£80 Billion


Group Property Centre

of Excellence

Property

Governance

& Community

OpCo

Property Team

Vodafone…our property governance


• 20 operating companies / countries

• Circa 2,900 buildings - €676m

OpEx

- 465 offices

- 45 call centres

- 444 technical buildings

- 1776 retail stores

- 146 other buildings

• Plus Group offices in 11 other

countries - €80m OpEx

Vodafone…our global property portfolio


2,655 properties totalling 1,945,867m2

• 464 Offices

• 54 Call Centres

• 372 Technical buildings

• 1,618 Retail stores

• 147 Other buildings

Number of Offices compared to total area amounts in Germany and South Africa highlights the generous provision

of space in those local markets, though Germany’s move to their new headquarters building will go some way in

rectifying their situation

Vodafone…number and size of

properties


Driven by the needs of our:-

Vodafone…our corporate real estate

strategy

Staff

Company Feel

Working Environment

Safety

Other eg. travel, etc.,

Flexible working

Work/Life Balance

Business

Flexible Working

Standards

Common Operating

Model

80/20 Rule

Not Dolly the Sheep

War on Talent

Retaining the best people


STORM II

GLOBAL STRATEGY

further rationalisation

supported by the SAP central

database

FM OPTIMISATION

Huge leverage opportunity in the

future

CAPITAL PROJECTS

Global purchasing agreements have been put in place for furniture, can we expand this concept further, supported by the

global design guides

PROPERTY

ORGANISATION

alignment of the property

operating model under HR, gives

greater opportunity to drive change

Vodafone…our corporate real estate

strategy


3 Key Elements of a CRE Workplace

Strategy Bricks Bytes Behaviours

Property Operating

Model works across all

markets

Space Standards : good

for 85% of markets – little

variation for Germany &

India, but a change

journey is underway

Common furniture &

workplace modules help

– local variation in

reception, catering, soft

seating & branding –

create local identity

within Vodafone DNA

framework

Good progress being

made with increasing use

of laptops & VPN for

remote working

Better wireless corporate

networks – enabling easy

access in different

countries for mobile staff

Better VC & Office

Communicator tools

Increasing user capability

Most important of all –

essential to making

flexible workplace

strategy work

Leadership must set an

example and be

committed

Management trust &

results driven

performance

Block-booking of MFR’s

and workstations,

territorialism

Not fully there – more to

do with Leadership


Some journeys… Ode, Amsterdam, Netherlands – opened April 2011

More aligned to

the UK or are

they doing

better?


Some journeys… Milan Village, Italy – opened January 2012

Still mainly 1-1

allocation, but

they have come

out of offices

• c.3,500 employees

• 2,940 workstations

• Density 12 m² per

workstation

• Allocation 110%

• Offices for SLT only


Some journeys… Gatzweiller, Dusseldorf, Germany – to be opened

January 2013

Layout example

• 5,300 employees

• 4,700 workstations

• Density 13.7 m² per workstation

• Allocation 113%

• Allocated offices only for Band

D and above (Band E are to be

given a choice

Germany making

great strides

given the

influence of the

Work’s Council


West Coast of America


Qatar


Singapore

Eighth Floor Seventh

Floor


Questions

16 C1 unclassified | November 2012

Regional Finance Working with Property

November 2012


Agenda

• Regional Finance

• Governance

• Working With Property

• Relationship Value

18

Regional Finance

C1 unclassified | November 2012


Regional Finance

• Part of Group Finance headed by CFO Andy Halford

• Divided into three functional teams supporting each of the Vodafone

regions

• Work closely with local market CFO’s to plan budgets and monitor

performance

• Work closely with Regional CEO’s on local market budget challenges

• Need to understand each market’s business and opportunities to

reduce cost

20

Governance



Governance

• In operating markets Governance responsibility of local CFO

• Regional Finance support and provide compliance oversight

• Property is embedded in the Group delegations of authority

• All planned property transactions need to be in local annual property

plan

• If not, every transaction subject to separate approval at Group level

• If in strategic plan and it’s approved, transactions can proceed in local

markets subject to separate business cases if total expenditure

commitment triggers approval requirements into Regional Finance

• Group Property involvement in these business cases not seen as

optional

22

Working With Property




• Group Property part of Group HR with different ‘in’ into local markets

REG

ION

AL

CEO

’S

Local Market CEO’s

Local Market CFO’s

Local Market HRD’s In country

Head of Property

Regional CFO’s

Regional HRD’s

Regions:-

Northern & Central Europe

Southern Europe

Africa, Middle East & Asia Pacific

Group Property


• ‘Business as usual’

– Insight into strategic property plans and cost projections in annual 5 Year

Plan

– Understanding of Group Property initiatives and KPI’s to drive efficiency

– Business cases from local markets in compliance with Governance

– Open dialogue with Group Property means ‘no surprises’

• Cost challenges

– Constant need to challenge local market budgets

– Property a significant cost, always upward without intervention

– Group Property desk-top exercises to explore ranges of options

– Ability to call on Group Property for specific advice when needed


25

Relationship Value



Relationship Value

• Sharing intelligence

• Understanding Group Property agenda, initiatives and benefits arising

• Insight to opportunities within local market portfolios and cost base

• Validating challenges before issuing them to local markets

• Open dialogue means both know what each other is doing and why

27

Questions


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