UCB Innovation for Specialists™ A Global Biopharma Leader TELEWORKING

UCB Innovation for Specialists™A Global Biopharma Leader

TELEWORKING

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ConfidentialUCB Innovation for Specialists™A Global Biopharma Leader

CONTENTSCONTENTS

1. DEFINITION1. DEFINITION

2. WHY TELEWORKING AT UCB2. WHY TELEWORKING AT UCB

3. PILOT GROUP3. PILOT GROUP• • OBJECTIVEOBJECTIVE• • COMMUNICATIONCOMMUNICATION• • GUIDELINES AND TOOLSGUIDELINES AND TOOLS• • EVALUATIONEVALUATION

4. EVALUATION OF PILOT GROUP EXPERIENCE4. EVALUATION OF PILOT GROUP EXPERIENCE• • POPULATION PROFILEPOPULATION PROFILE• • TELEWORKERS’ COMMENTSTELEWORKERS’ COMMENTS• • MANAGERS’ COMMENTSMANAGERS’ COMMENTS• • IT SUPPORTIT SUPPORT• • CONCLUSIONCONCLUSION

5. AND NEXT?5. AND NEXT?


1. DEFINITION1. DEFINITION

Work at home Work at home Without any direct supervision of the employeeWithout any direct supervision of the employee Via ICTVia ICT

Regulated by addendum to contract Regulated by addendum to contract

Difference between “informal” TW and “formal” TWDifference between “informal” TW and “formal” TW


2. WHY “TELEWORKING” AT UCB2. WHY “TELEWORKING” AT UCB

Size of the companySize of the company

Request from the “exempt” people Request from the “exempt” people (Forum des Cadres)(Forum des Cadres)

Request from departments : R&D, ITRequest from departments : R&D, IT


3. PILOT GROUP 3. PILOT GROUP (1/4)(1/4)

1. Objective1. Objective

Short termShort term• • Set up a pilot group of 30 Set up a pilot group of 30 cadres cadres willing to willing to take take part in the project and to telework one or part in the project and to telework one or two days two days a week a week (max. of 2 days to avoid drawbacks (max. of 2 days to avoid drawbacks such as loss of such as loss of information, communication, lack of direct information, communication, lack of direct contact,...)contact,...)

•• Evaluate after 3 and 6 monthsEvaluate after 3 and 6 months

Long termLong term

Implement teleworking for Implement teleworking for cadres cadres at UCBat UCB



2. Communication2. Communication

Presentation to “requesting” managementPresentation to “requesting” management

Identification by management of possibly Identification by management of possibly interested teleworking candidatesinterested teleworking candidates

Presentation of the “pilot group” project to the Presentation of the “pilot group” project to the concerned concerned Cadres Cadres : 4 in R, 21 in D, 5 in IT: 4 in R, 21 in D, 5 in IT



3. Guidelines and tools3. Guidelines and tools

3.1. UCB Policy3.1. UCB Policy Based on the “Accord Cadre Européen” (2002-07-16)Based on the “Accord Cadre Européen” (2002-07-16) In line with CCT 85 (2005-11-09)In line with CCT 85 (2005-11-09) Specific UCB guidelines and conditionsSpecific UCB guidelines and conditions

3.2. Feasibility form3.2. Feasibility form Function related required criteria (information Function related required criteria (information

treatment, productivity measurable?, face to face treatment, productivity measurable?, face to face interaction,...)interaction,...)

Employee’s profile (performance, autonomy, capacity of Employee’s profile (performance, autonomy, capacity of solving problems,... )solving problems,... )



4. Evaluation4. Evaluation

After 3 months After 3 months Evaluation N / N-1Evaluation N / N-1 Sent to HRSent to HR

After 6 monthsAfter 6 months Conclusions of the experience of the pilot groupConclusions of the experience of the pilot group Modifications needed?Modifications needed? Implement TW on the Braine site for Implement TW on the Braine site for CadresCadres??


4. EVALUATION OF PILOT GROUP 4. EVALUATION OF PILOT GROUP EXPERIENCEEXPERIENCE

4.1. Population profile4.1. Population profile

Men/Women Distribution

Men13

Women17

Men

Women




Age

56

9

4

2

4

0

2

4

6

8

10

25-29 30-34 35-39 40-44 45-49 50-55

Age

# of People



4.1. Population profile4.1. Population profileFTE

27

3

0

5

10

15

20

25

30

Full Time (100%) Part Time (80%)

FTE

# of People




Departments

4

21

5

0

5

10

15

20

25

Research Development IT

Departments

# of people



4.1. Population profile4.1. Population profileNumber of Teleworking days

25

5

0

5

10

15

20

25

30

1 2

# days

# people



4.1. Population profile4.1. Population profileChosen days

9

56

78

0

2

4

6

8

10

Monday Tuesday Wednesday Thursday Friday

Days

# of people



4.1. Population profile4.1. Population profile Distance Home / OfficeDistance Home / Office

< 20 km 20 km <X < 50 km > 50 km

# télétravailleur

s

5 13 12

% 17% 43% 40%



4.2. Teleworkers’ comments4.2. Teleworkers’ comments1.1. Advantages : better efficiency and productivityAdvantages : better efficiency and productivity

Other identified advantages : autonomy, flexibility of working Other identified advantages : autonomy, flexibility of working hours, better organisation, better environment, travel hours, better organisation, better environment, travel savingssavings

Most Frequent Identified Advantages

2927

23 22 21

30

0

5

10

15

20

25

30

35

Advantages

# answers / people

Better concentration

Gain of time

Better productivity

Less stress

Better quality of life

Better work/private lifebalance



4.2. Teleworkers’ comments4.2. Teleworkers’ comments

2. Disadvantages : very few due to the 1 or 2 2. Disadvantages : very few due to the 1 or 2 days teleworking solutiondays teleworking solution

Flexibility of the teleworking day would be appreciatedFlexibility of the teleworking day would be appreciated

Disadvantages

9

4 43

2

0

2

4

6

8

10

Disadvantages

# answers

Participation to meetings

Less contacts withcolleagues

Work/private lifeseparation

Instable connection

Difficulty to stop working



4.2. Teleworkers’ comments4.2. Teleworkers’ comments3.3. Communication and team spiritCommunication and team spirit 83% of teleworkers think communication is not more 83% of teleworkers think communication is not more

complex than before complex than before 87% don’t have the impression of losing information87% don’t have the impression of losing information Most important impact : difficulty of organising Most important impact : difficulty of organising

meetings. 43% think it’s more difficult whereas 57% meetings. 43% think it’s more difficult whereas 57% don’t suffer from this problemdon’t suffer from this problem

93% feels as well integrated in the team as before93% feels as well integrated in the team as before Most of teleworkers have colleagues on other sites, so Most of teleworkers have colleagues on other sites, so

no impactno impact



4.3. Managers’ comments4.3. Managers’ commentsAnalysis based on 15 managers’ answers covering 26 Analysis based on 15 managers’ answers covering 26 teleworkersteleworkers

1.1. AdvantagesAdvantages

No disruptionNo disruption Quality of workQuality of work EfficiencyEfficiency Less stressLess stress Sparing Time Sparing Time

87% think teleworking is a motivation and retention 87% think teleworking is a motivation and retention factorfactor



4.3. Managers’ comments4.3. Managers’ comments2. Disadvantages2. Disadvantages Organisation of meetings when several members of the Organisation of meetings when several members of the

team are involved in teleworkingteam are involved in teleworking No face to face communication : wait until next day if No face to face communication : wait until next day if

paper support neededpaper support needed

3. Impact N / N-1 relationship3. Impact N / N-1 relationship Evaluation : no more time needed to assess teleworkersEvaluation : no more time needed to assess teleworkers Slight impact on team spirit because less direct contactsSlight impact on team spirit because less direct contacts Deadlines are met, even earlier than foreseenDeadlines are met, even earlier than foreseen Same quality of work, or even betterSame quality of work, or even better No impact on team managementNo impact on team management Teleworkers easily reachable at homeTeleworkers easily reachable at home



4.3. Managers’ comments4.3. Managers’ comments

4. Other comments4. Other comments

80% of managers consider that 2 days/week 80% of managers consider that 2 days/week teleworking is a max.teleworking is a max.

73% of managers think teleworkers in their teams 73% of managers think teleworkers in their teams would find it difficult to come back 100% on the would find it difficult to come back 100% on the Braine site. Braine site.

Teleworking is seen as an excellent initiative Teleworking is seen as an excellent initiative indicating UCB shows confidence in it’s collaborators. indicating UCB shows confidence in it’s collaborators.



4.4. IT Support4.4. IT Support

IT and softphone connexion is not always IT and softphone connexion is not always optimal. optimal.



4.5. CONCLUSION4.5. CONCLUSION Positive experiencePositive experience Better efficiency and productivityBetter efficiency and productivity Few identified disadvantages because of 1 or 2 days Few identified disadvantages because of 1 or 2 days

teleworking solutionteleworking solution Motivation and retention factorMotivation and retention factor

Advise : implement teleworking for “cadres” with special Advise : implement teleworking for “cadres” with special attention to :attention to :●● maximum 2 daysmaximum 2 days●● flexibility of teleworking dayflexibility of teleworking day●● importance of mutual confidenceimportance of mutual confidence●● importance of good organisation within the teamimportance of good organisation within the team●● evaluation with manager after 3 monthsevaluation with manager after 3 months


5. AND NEXT?5. AND NEXT?

Teleworking implemented for exempt population in Teleworking implemented for exempt population in Belgium as from 1 January 2007Belgium as from 1 January 2007

58 people now teleworking in Braine-l’Alleud58 people now teleworking in Braine-l’Alleud

Very positive feedbackVery positive feedback

First “formal” evaluation at the end of the year as First “formal” evaluation at the end of the year as compared to non-teleworking colleaguescompared to non-teleworking colleagues

UCB Innovation for Specialists™A Global Biopharma Leader

QUESTIONS?QUESTIONS?

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UCB Innovation for Specialists™ A Global Biopharma Leader TELEWORKING