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Simon Carter, Head of Corporate Property at National Grid
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Simon Carter, Head of Corporate Property at National Grid

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Simon Carter, Head of Corporate Property at National Grid spoke at the FM & Property Event 2011

Simon Carter, Head of Corporate Property at National Grid spoke at the FM & Property Event 2011

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  • 1. FM and Property event19thOctober 2011The Belfry Hotel, Birmingham
  • 2. Agenda Overview of National Grid Our workplace challenge Current situation & project positioning Workplace research Key themes Physical design and people protocols The results Flexibility and utilisation Collaboration, creativity & innovation Sustainability & Cost Effectiveness
  • 3. National Grid – who are we Originated from the restructuring of the UK gas industry in 1986 and the UKelectricity industry in 1990 and entered the US energy delivery market in2000 A network utility, based in the UK and the US. Our principal interests are: Transmission and distribution of electricity and gas Metering services, liquefied natural gas facilities and property in the UK Electricity interconnectors in the UK and US Our Vision: We at, National Grid, will be the foremost international electricity andgas company, delivering unparalleled safety, reliability and efficiency,vital to the wellbeing of our customers and communities. We are committed to being an innovative leader in energy managementand to safeguarding our global environment and for future generations.
  • 4. National Grid – what are weTransmission UK and US UK: 9,500 miles of HV electricity network and 4,300 miles of high pressurepipeline US: Over 10,000 miles of electricity transmission networkGas Distribution UK & Electricity Distribution & Generation US UK: 82,000 miles of distribution pipelines, distributes gas on behalf of gasshippers and suppliers to around 11 million consumers in just over a quarterof the UK Operates the free national gas emergency number and has over 3.4million customers US: 122,000 miles of Distribution network, 4.4 million electricity customers(including Long Island Power Authority customers) and 6,650 MW ofgeneration capacity providing 25 per cent of New York Citys capacity needs
  • 5. Our workplace challenge Where are we today… Engineering and technically based organisation Current workspace density ~ 10 m sq / person Current space works for some but certainly not all So where do we go from here ? The question we were trying to answer had three aspects; Can we change the workplace and improve collaboration and teamworking ? Can we improve the benchmark performance of the estate andreduce cost ? Can we reduce our climate change impact ? We wanted all three !
  • 6. Project positioning – Workplace SharingAim:……“to increase collaboration and knowledge sharing acrossthe businesses in order to drive efficiencies and innovation. Webelieve that our buildings could be used much more andmay no longer suit the way we work today.”Approach:• Workplace research to better understand current and futureorganisational and space requirements• A pilot project will be implemented to test ideas such asgreater variety of space and desk sharing• The pilot will be measured in a post occupancy evaluation
  • 7. The benefits – Clarity of purpose from the start• More sustainable use of existing buildings• Cost savings• Better connected teams and more knowledge sharing• Promote brand and culture through the work space• Potential to increase productivity• Choice over where to work• Wider variety of workspaces to work from including desks, informal meeting,project spaces and quiet rooms• New, better quality work environment• More buzz and quiet spaces• Better access to leaders and each other within and across teamsWhat’s in it forNational GridWhat’s in itfor me?
  • 8. Data collectedWork styles breakdown13%35%31%9%11%ResidentsInternallymobileExternallymobileAnchorsTask basedresidentsKnowledgeworkersManagersStrategicManagement0%10%20%30%40%50%60%70%80%90%100%08:00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00EmptyUnoccupiedNot obtainablePausingIndividual workCollaborationPercentageoftimedesksusedCore dayTime of DayAverage activeoccupancy:41%Average empty:37%Average internal mobility:22%ObservationsPercentage time spent in differentlocations by job levelLack of sharing,silos, focusedindividual workTeam working,stimulatedFutureNowIdentity, hiddenbeneath thesurfaceClear companypresence - boldFormal/ScheduledSilentGroup basedFocus within disciplineFace to face interactionSelf motivatedInformal/Ad hocCommunicativeSolo workFocus across disciplineVirtual interactionDirected by othersEnvisioning sessionFocus groups
  • 9. Key research themes and opportunities Potential to increase overall floor densities by up to 30%Meeting cultureIncreasecommunicationBalance need forconcentration withteam workIncrease variety ofsettingsFlexibility related tojob typesProvide stimulatingand creativeenvironmentIncrease floor density Mix of formal and informal meeting spaces distributed throughout floor Provision of project space Non assigned desks for some – encourage movement and interaction Team areas with signage and expression of identity Better interaction points on floor Easily accessible open and enclosed small working spaces Protocols which allow productive working in open plan areas Provision of different settings to accommodate various working tasks and provide less regimentedlayout Higher job grades work more flexibly than lower grades; more mobile Landmarks provided on floor to express National Grid culture A vibrant, modern and professional design
  • 10. Design - Menu of spaces and zoningLegendsCoresHub / Social Space.Business Lounge / Touchdown.Bookable Meeting Spaces.Variety of Types.Meeting Rooms & Study Booths.Open / Enclosed / Semi-enclosedCollaborative Space.Project / Mtg / Workspace.Open WorkspaceCopy / Print & Tea / VendingGeneral store / Comms (C)Main Entry to FloorAccess to Lift
  • 11. LegendsCoresWorkspace (owned)Workspace (shared)Support / AncillaryMain Entry to FloorLift AccessOccupancy; ~242 staff (270)• 50 staff for 50 desks (owned) (50)• 192 (220) staff for 117 desks & 150 otherwork settings, all shared…and testing the limits (orange text)Occupancy; ~242 staff (270)• 50 staff for 50 desks (owned) (50)• 192 (220) staff for 117 desks & 150 otherwork settings, all shared…and testing the limits (orange text)Support / Ancillary42%Shared40%Owned18%Design - Applying the sharing model
  • 12. General principles:• Everyone will work in an open plan environment with access arange of bookable and non-bookable spaces• Protocols apply equally to all regardless of grade• Everyone will have a team base to go to every day• Team bases do not ‘belong’ to anyone• not hard and fast• shared etiquette and common sense• enables workspace to work• new desired behaviours• ‘collective’ decisionPeople - Workplace protocolsProtocols are..
  • 13. So, what’s been achieved ? Flexibility and utilisation Collaboration, creativity & innovation Sustainability & Cost Effectiveness“85% of staff when askedsaid they didn’t want to goback to their old workingenvironment”“89% of staff said theyhave been able to find theworkplace of their choicesince working on A2”
  • 14. Flexibility and utilisation Higher utilisation Variety of settings to suit activities Move from territorial, hierarchicalculture
  • 15. Achieving Higher Utilisation• The pilot has enabled a 15% increase in workspace utilisation• Empty spaces have decreased by almost a quarter (24%)• The levels of ‘temporarily unoccupied’ desks has also increased by 9%indicating increased internal mobility as people use the variety of spacesavailable to themOpen plan desksNow:Before: Open plan desks and officesChange13% empty31% temporarily unoccupied48% individual work8% collaboration37% empty22% temporarily unoccupied33% individual work8% collaborationObservation study – utilisation of desks
  • 16. Collaboration, creativity& innovation Increase ad-hoc interaction andknowledge sharing within teams Break down silos and increaseknowledge sharing across teams Support individual work andcollaboration Increase presence of brand values Support recruitment and retention
  • 17. • Every item in the survey relating to collaboration and creativity has improvedsince the move• The pilot performs better with regard to supporting effective team working,knowledge sharing and ad-hoc meetings• Furthermore the pilot provides a significantly more stimulating and creativeenvironment for occupantsSupporting collaboration and creativity5= Veryimportant/highlyperforming1= Not at allimportant/poorlyperforming“Sitting and workingalongside Property membersthat I previously did notcome into contact with veryoften has enhanced myworking relationships andaids productivity anddelivery of service…”Average importance (post)Average performance (pre)Average performance (post)
  • 18. Sustainability & CostEffectiveness Ensure IT is aligned with flexibleworking Change habits in order to makechange sustainable Helps deliver a 15-18% reduction inour (CRE) carbon foot print
  • 19. Change habits to ensure change is sustainable“there’s greater collaborationwithin the team throughpeople moving around thefloor plate”“It has forced a morefocussed approach tofiling and shareddocument management”“Clear desk policy – it’s anice tidy place to work andI have identified moreefficient ways of workingthat are proving effective”• Comments in the survey suggest that new habits are forming whichsupport lasting change• Particularly evident is the shift to clear desk policy and paper / filingmanagement
  • 20. Pre-movePost-movedatedinteriorNo sense ofcompany’smission or identitydark,uninspiredLarge, undifferentiatedspace, with no identitySmaller differentiatedwork zonesSpaces that supportcollaborative goalsStrong sense of NationalGrid brand and identityIncrease presence of brand values & supportrecruitment and retention
  • 21. Next steps New UK standard for National Grid Nearly halved the space allocation per person –benchmark performance Enabling estate consolidation Increasing collaboration and engagement Recruitment Productivity ~£8 – 10m per annum savings Further opportunities being developed across the estate