Flexible Working based on IT<br />[Table of Contents]<br />1. What is Flexible Working?<br />2. Today’s Flexible Working i...
Contents<br />           What is Flexible Working?<br />1. Introduction of Flexible Working<br />2. Concept and definition...
With the environmental changes resulting from developments in IT field and spread of set of values which focus on quality ...
Ⅰ. What is Flexible Working? 2. Concept and definition<br />Flexible Working has been defined differently in many countrie...
Flexible Working can be classified, according to flexibility of time and place, into four types<br />which are Flex time, ...
Ⅱ. Today’s Flexible Working introduction cases   1. Foreign introduction case (1) US<br />The US introduced Flexible Worki...
Charging $40~62 fee per day to private companies</li></ul>• The Federal Government introduced Flexible Working through<br ...
Japan implemented many incentive policies such as tax cuts and guidelines which were based  on public sector's Flexible Wo...
Setting up telework utilization program for pregnant or parenting women,</li></ul>   the elderly and the disabled  <br /><...
 providing information such as telework practice or policies</li></ul>Target<br />Requirement <br />and<br />Infrastructur...
Ⅱ. Today’s Flexible Working introduction cases 3. Cases in Korea<br />Although Korea has world first class IT infrastructu...
Ⅱ. Today’s Flexible Working introduction cases 4. Obstacles<br />The obstacles in dissemination of Flexible Working in Kor...
The Government announced a plan for Flexible Working introduction, which provides <br />proper environment in public secto...
According to its plan, the Government is planning to enact detailed regulations and promote <br />spread of Flexible Worki...
The Government announced 'Greenhouse Gas Reduction Master Plan' which is a strong energy saving policy, and is going to re...
New target level for business areas using energy over </li></ul>   500 thousand TOE from the next year, and business<br />...
KSF standard need to be established so that variances in Flexible Working introduction <br />including individual, work, o...
KSF of Flexible Working is defined, as 1) IT infrastructure, 2) positive organizational/cultural <br />perception, 3) work...
To make coherent organization and improve work efficiency, the members of the organization <br />should be able to communi...
Key factors<br />• Horizontal organization structure to minimize reporting procedure<br /><ul><li>IBM Korea established ho...
Task management, responsibility and authority assignment, employee qualification etc. need to be processized to ensure com...
Differentiated forms of Flexible Working according to characteristics of the work is required to improve commitment and pr...
As the economic structure and working environment change due to the development of IT, <br />traditional homeworking syste...
Despite the initial obstacles, Flexible Working has created immediate effects such as <br />cost saving, higher productivi...
Draw selective condition of each task for successfulintroduction of Flexible Working through <br />cases of government ins...
Koid/Kois and SMRT are both Flexible Working companies in Korea. The former is operated <br />based on the distinctive cha...
Samsung SDS’s introduction of mobile office starting from June 2009, is expected to be <br />an opportunity for cost savin...
[Appendix6]                                      Case of BT<br />BT made 'BT Workstyle' as a new business model with techn...
Upcoming SlideShare
Loading in …5
×

Flexible working based on IT

1,193 views

Published on

visit here for other reports, http://www.digieco.co.kr/KTFront/report/report_technical_list.action?board_id=skill&kind=a01

Published in: Business, Career, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,193
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
0
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Flexible working based on IT

  1. 1. Flexible Working based on IT<br />[Table of Contents]<br />1. What is Flexible Working?<br />2. Today’s Flexible Working introduction cases<br />3. KSF of Flexible Working<br />4. Appendices<br />April 8, 2010<br />Seon Yeo Mi, Kim Hak Kyun<br />
  2. 2. Contents<br /> What is Flexible Working?<br />1. Introduction of Flexible Working<br />2. Concept and definition<br />3. Types of Flexible Working<br /> KSF of Flexible Working<br />1. KSF of Flexible Working<br />2. Successful implementation models<br />3. Extraction of key factors<br />Today’s Flexible Working introduction cases <br />1. Foreign introduction case (1) US<br />2. Foreign introduction case (2) Japan<br />3. Cases in Korea<br />4. Obstacles<br />5. Related policies in progress<br />6. Related systems and incentives<br />7. Flexible Working and Green Life Practice Strategy<br /> Appendices<br />1. Development of IT-based Flexible Working<br />2. Changes after successful introduction<br />3. Flexible Working introduction cases <br />
  3. 3. With the environmental changes resulting from developments in IT field and spread of set of values which focus on quality of life, the change to flexible Working-Life Style is highly being promoted, and Flexible Working is standing out as a representative issue<br />Ⅰ. What is Flexible Working? 1. Introduction of Flexible Working<br />Background of Flexible Working<br /><ul><li>Changes in perception</li></ul> of work<br />- Increased importance on<br /> welfare, health and culture<br /><ul><li>Appearance of</li></ul> IT-friendly workers<br /><ul><li> Diversification of</li></ul> employment form<br /><ul><li>Possible to use </li></ul>telecommunication <br />services anytime and <br /> anywhere(Ubiquitous)<br />"Government plans to introduce and actively promote<br /> 'Flexible Working' system"<br />[Press release of the Ministry of Public Administration and Security, Feb 16, 2010]<br /><ul><li>The Ministry(MOPAS) plans to introduce nine types of Flexible </li></ul> Working system in five fields (the system will be implemented<br /> in the whole administration in the second half of the year)<br />Changes in<br />telecommunication<br />environment<br />Changes in<br />social <br />environment <br />Changes in<br />perception of<br />work<br />"Metropolitan Rapid Transit Corp. (SMRT) established 'Smart Office'"<br />[Economic effect of mobile office establishment from Metropolitan Rapid<br />Transit Corporation case analysis, KT Center for Economic and Management Research, Feb, 2010]<br /><ul><li>The operation cost 28.4 billion won was reduced for five</li></ul> years and 110 billion won-worth future innovation value <br /> was created<br /> Work Style Change<br />Flexible Working-Life Style<br />Locally dispersed <br />cooperation <br />environment<br />Green Life <br />Practice <br />Strategy<br />International <br />cooperation <br />in business<br /> "Korea to be the "global green leader" in Copenhagen Accord"<br /> - Reducing carbon emission by 30%, establishing a green<br /> research center, and hosting climate change conference in<br /> 2012 were suggested<br />- To achieve green IT<br /><ul><li>To reduce</li></ul> carbon emission <br /><ul><li>Movements of</li></ul> companies and public<br /> offices to local area<br />- Outsourcing of various tasks<br /><ul><li>Increase of foreign market entries</li></ul> and of workloads in foreign country<br />* U-Working standard reference model preparation and phased introduction project, National Information Society Agency(NIA)<br />3<br />
  4. 4. Ⅰ. What is Flexible Working? 2. Concept and definition<br />Flexible Working has been defined differently in many countries and organizations, but considering its characteristics, it can be defined as 'flexible working arrangements without restrictions of time and place based on IT' <br />Concept of Flexible Working in Korea, US and Japan<br /> Press release of MOPAS in Feb 16, 2010<br />“Flexible Working system allows employees to free<br />themselves from stereotyped working arrangements<br />and flexibilizestheir commute times, work places, and<br />working arrangements”<br />Definition of Flexible Working by BT<br />To work at home, on the road or other appointed<br />places through internet and teleworking equipments<br />* refer to BT.com<br />Telecommuting, Telework and Remote Work<br />is . . . <br />at work place which reduces or removes <br />commuting burden on a regular basis<br /> US Public Law<br /> [106-346] <br /> Japan<br /> [the Ministry <br /> of Internal <br /> Affairs and <br />Communications]<br />which removes restrictions in time and place<br /> through IT<br /> Korea<br /> [National <br />Intelligence Service]<br />outside one's office through telecommunication<br />network<br />to conduct all one’s job or part of it<br />IT Time Place<br />flexible working arrangements<br />Flexible Working means flexible working arrangements which removes restrictions of time and place through IT<br />4<br />
  5. 5. Flexible Working can be classified, according to flexibility of time and place, into four types<br />which are Flex time, At-home work, Telework center, and Mobile work1)<br />Types of Flexible Working<br />Different Time<br />1. Flex time<br />- Staggered Shifts<br />- Alternative work schedule<br />- Compressed work<br />- Discretion work<br />- Core time<br />- Part-time work<br />- etc<br />Same <br />Location<br /> Different<br /> Location<br />traditional working<br />arrangements<br />Same Time<br />Ⅰ. What is Flexible Working? 3. Types of Flexible Working<br /> 1. Flex time<br />• The office is designated, but employees work<br /> according to their life patterns without restriction<br /> of time<br />4. Mobile work<br />- Using mobile devices<br />3. At-home work<br /> 2. Telework center<br />• Employees work at a communal center with no<br /> designated personal seat or at public work center<br /> located near their homes<br /> - Mobile office of IBM Korea<br />3. At-home work<br />• Employees work at home using telecommunication<br /> network, which is a traditional telework form<br />- Introduced by KOIS/KOID, Korea IBM and Korean <br />Intellectual Property Office(KIPO)<br />2. Telework center<br />- Satellite office<br />- Smart office<br />- Spot office<br />4. Mobile Work<br />• Employees work without restrictions of time and<br /> place using remote work equipments as needed<br /> - NTT Communications established web connect<br /> support center<br />1) The MOPAS classifies Flexible Working into five fields and nine types according to place, time, method, dress code and complexion. (Press release, Feb, 2010)<br />5<br />
  6. 6. Ⅱ. Today’s Flexible Working introduction cases 1. Foreign introduction case (1) US<br />The US introduced Flexible Working in public sector first, with federal support. The US also <br />implemented supporting policies such as establishing telework centers and education programs to promote Flexible Working in private sector as well<br />Public sector's Flexible Working introduction in the US<br /> Spread of Flexible Working in private sector in the US<br />• Establishing teleworkcenter<br /><ul><li> GSA established fifteen teleworkcenters in Washing DC in 2009
  7. 7. Charging $40~62 fee per day to private companies</li></ul>• The Federal Government introduced Flexible Working through<br /> co-operative homeworking pilot project for the whole administration<br /><ul><li> In the beginning of the project, the main factors of spread were </li></ul> popularization of internet, increase of transportation cost, and <br /> people wanting better work-life balance<br /><ul><li>The number of workers benefitted from Flexible Working program </li></ul> was 94,643 in 2007, which was less than 110,592 in 2006. <br /> However, the number of Flexible Working program increased <br /> in federal offices except for the Department of Defense<br /><ul><li>Among Flexible Working workers, 38% of them use the </li></ul> program at least once a week in Nov. 2008. The target is to <br /> increase participation rate to more than 50% of staffs in GSA by <br /> 2010<br />- GSA and the Ministry of Personnel Management published <br />reports about current state of Flexible Working program within <br /> Federal Government and reported it to the Congress annually since <br /> 20011)<br />< Change of the number of remote workers in the Federal Government of the United States (unit: <br /> person)><br />• Support and publicity channel<br /><ul><li>GSA and the Ministry of Personnel </li></ul> Management have offered official<br /> Flexible Working website, database, <br /> manager and worker education <br />programs since 2008<br />-The number of workers who participates <br /> in Flexible Working program in the US<br /> was 34 million at the end of 2009,<br /> which increased by 17% compared with<br /> 2006. The number is expected to<br /> become 63 million(43% of total workers<br /> in the US) in 2016<br /> Section<br />Adult Population in the US<br />(unit: million persons) <br />Full time(5days/week)<br />Regular(1~4days/week)<br />Temporary(Less than <br />1day/wek)<br />Total<br /> Ratio(%)<br />The<br />Number<br />of<br />At-home <br />Worker <br />1) Green SW technology and market trend_virtualoffice field, <br />Korea Venture Business Association Corp., Dec, 2009<br />6<br />
  8. 8. Japan implemented many incentive policies such as tax cuts and guidelines which were based on public sector's Flexible Working introduction cases to spread Flexible Working system into <br />private sector<br />Ⅱ. Today’s Flexible Working introduction cases 2. Foreign introduction case (2) Japan<br />Public sector's Flexible Working introduction in Japan<br /> Spread of Flexible Working in private sector in Japan<br />• Plans for telework dissemination<br />- Establishing telework counseling center and support channel<br /><ul><li> Developing telework security guideline
  9. 9. Setting up telework utilization program for pregnant or parenting women,</li></ul> the elderly and the disabled <br /><ul><li>Introducing tax breaks for companies to adopt telework system, which</li></ul> reduces fixed assets tax on telework equipments to two-third for five<br /> years (extended from Apr. 2009 to Mar. 2011)2)<br /><ul><li>Promoting the system in private sector through telework centers of the</li></ul> Ministry of Lands, Infrastructure and Transportation (MLIT)<br />• In 2007 Japan introduced telework system into the whole government body first and spread it to private sector with IT and Telco as the central figures<br />- Japan's goal in this project was to solve decreasing working <br /> population problem caused by low birth rate and aging <br /> society. Japan established action plans to double their <br />telework population in 2007<br />Double teleworker ratio by 2010 compared to 2005<br />(20% among the working population)<br />• Establish telecommunication system<br /> - thin client system test, tax breaks to teleworking<br /> companies<br />•Create system and environment for Flexible Working<br /> - Private sector: At-home work guideline development<br /> - Public sector: Shortened work<br />- Pilot introduction to the whole administration in 2007<br /><ul><li> Implementing shortened work and telework among the</li></ul> officials<br /><ul><li>Implementing shortened work system in local governments
  10. 10. providing information such as telework practice or policies</li></ul>Target<br />Requirement <br />and<br />Infrastructure<br />introduction <br />plan in<br />public <br />sector <br />Target<br /><ul><li>Japanese Ministry of Health, Labor and Welfare suggested</li></ul> guideline for applying Labor Standard Laws, Industrial Safety<br /> and Health Law, and Accident Compensation Insurance Law to<br /> protect teleworkers' rights and interests<br />1) Re-illumination of telework based on IT and policy issues.<br />Vol.7 (Aug, 2009), National Information Society Agency (NIA)<br />Source: Research on telework population in 2008, Apr, 2009, MLIT<br />Note : Teleworkerratio: The number of teleworkers / Workers ages 15 and above<br />2) http://japan.cnet.com<br />7<br />
  11. 11. Ⅱ. Today’s Flexible Working introduction cases 3. Cases in Korea<br />Although Korea has world first class IT infrastructure, domestic Flexible Working introduction rate is no more than 0.8%<br /> Introduction of Flexible Working in Korea<br />- In terms of industry, Flexible Working is applied in the order of publishing, media business and information service(4.4%), wholesaling and retailing(3.1%), and electricity and gas industry(2.9%). Most of flexible workers are estimated to be freelancers, professionals and part-timers<br />• Introduction of Flexible Working in Korea<br /><ul><li>A few companies tried introducing Flexible Working since late </li></ul> 1980s, but it has not yet been activated due to expenses, technical <br /> problems, face-to-face communication culture and lack of <br /> promotion<br /><ul><li> Flexible Working in Korea is still in the beginning stage, although </li></ul> Korea has world first class IT infrastructure and 77.2% of Korean <br /> are internet users. Also Korea is holding the second rank in UN e-<br /> participation index 1)<br /><ul><li>Ministry of Information and Communication(MIC) recognized u-</li></ul> Working as a key service in Broadband Convergence Network(BcN) <br /> and tried to introduce it into public sector and subsequently into <br /> private sector, but failed to generalize <br /><ul><li>Flexible Working company has increased by 0.2% to 0.8% in Apr. </li></ul> 1st 2009 from 0.6% of NIA research in Dec. 2008, but still Flexible<br /> Working has not been diffused in Korea<br />Manufacturing<br />Finance<br />Construction<br />publishing, <br />media business and <br />information service<br />Electricity, gas and water<br />supply service<br />wholesaling and retailing<br />※ 6 major industries among 17 industry fields<br /><ul><li> The number of Flexible Working companies has showed slight rise</li></ul> since 2008<br />Introduction time of Flexible Working 3)<br />(unit: company, %)<br />Section Total Before 2006 2006 2007 2008 2009<br />Introduction of Flexible Working in Korea 2)<br />Total<br />At-home <br />Mobile <br />Total number of <br /> companies <br />Introduction<br />rate<br />Section <br />Flexible Working companies<br /> Total<br />1) Homeworking activation plan for the seriously disabled, Research report of Korea<br /> Employment Agency for the Disabled(KEAD), 2006<br />2) Research on teleworking in companies and factors affecting its results, Lee Sung Ki,<br /> PhD of SoongsilUniv, 2009<br />3) Seven companies which implementing at-home work and mobile work simultaneously are <br /> overlapping.<br />8<br />
  12. 12. Ⅱ. Today’s Flexible Working introduction cases 4. Obstacles<br />The obstacles in dissemination of Flexible Working in Korea include initial cost burden, negative perception within organizations and institutional inertia<br /> initial cost burden<br /> Technical problems<br /> Negative perception<br /> Institutional inertia<br />Obstacles in introduction of Flexible Working <br />• initial cost burden of F/W introduction<br /><ul><li>BT invested 650 pounds on internet access, mail forwarding</li></ul> equipments and office supplies per flexible worker <br /><ul><li>Upgrading equipments, purchasing laptop computers and</li></ul> mobile devices costed IBM Korea 10 billion won<br />• Concerns for F/W introduction index was suggested in order of cost, technological problems, negative perception, institutional inertia (NIA research)<br /><ul><li>cost 4.11, technological problems 3.73, negative perception 3.38, </li></ul> institutional inertia 3.25 (out of 5 points) <br />• Threats to business security from external access<br />- NTT Data rented separate 'Thin Client PC'<br />Cost<br />Technological<br />Problems<br />Negative<br />perception<br />Institutional<br />inertia <br />• Corporate cultures in Korea<br /><ul><li> Samsung Electronics introduced Flex time, but it only</li></ul> resulted in heavier work burden due to the perception<br /> 'overtime work = diligence‘ <br /><ul><li>Ministry of Environment introduced voluntary</li></ul> participation, but no one participated<br />• Lack of detailed regulations to promote F/W<br /><ul><li>Art. 58 of the Labor Standard Act includes regulation</li></ul> on discretion work, but there are no standards for<br /> protection of privacy, security, and industrial disaster<br />※ Japanese Ministry of Health, Labor and Welfare provides guideline about Labor Standard Laws, Industrial Safety and Health Law, and Accident Compensation Insurance Law through Labor Standards Bureau. <br />9<br />
  13. 13. The Government announced a plan for Flexible Working introduction, which provides <br />proper environment in public sector and subsequently spreads Flexible Working in private sector <br />with a new council<br />Ⅱ. Today’s Flexible Working introduction cases 5. Related policies in progress<br />Flexible Working introduction in public sector and providing proper environment for the participation of private sector<br />President's Council on Informatization<br />Strategies<br />• President's Council on Informatization Strategies announced Smart Office project for <br /> establishing IT-based, low-carbon working environment in Jan. 2010<br />1. Establishing Smart Office<br /><ul><li>Planning to establish Smart Offices until 2010, 22 until 2013 in the major cities with </li></ul> funds raised from traffic impact mitigation fees<br />2. Flexible Working spread plan<br /><ul><li> Establishing Government-wide Smart Office policy council and working group</li></ul>• MOPAS plans to introduce 9 types of Flexible Working system in public offices in 5 fields <br /> (Feb. 2010)<br />1. Work style changes in the Government<br /><ul><li>Introduction and revitalization of flexible work arrangements according to the characteristics of </li></ul> worker/task/organization<br /><ul><li>Classification of Flexible Working into nine types, such as at-home work, telework, part-time </li></ul> work, etc.<br />2. Flexible Working spread plan<br /><ul><li>Planning to implement Flexible Working system in the whole administration and local </li></ul> governments from the second half of 2010<br />• NIA suggested social and economic effect in its Green Life Strategy_Telework Based on IT <br /> Report<br /><ul><li>NIA re-illuminated Flexible Working, published research report and also held forums on keynote </li></ul> of Green Life Practice during the last two years <br />※ National Intelligence Service(NIS) was opposed to Flexible Working introduction due to security concerns.<br />MOPAS<br />NIA<br />Green IT Project Department<br />Green IT Project 2020 Task Force<br /> 1) Smart Office: IT-based office which allows employees work at remote place without going to the main office. Also known as Smart Work Center or Telework Center.<br />10<br />
  14. 14. According to its plan, the Government is planning to enact detailed regulations and promote <br />spread of Flexible Working in private sector, achieving general consensus on the issue<br />Ⅱ. Today’s Flexible Working introduction cases 6. Related systems and incentives<br />Spread plan of Flexible Working<br />Institutional base<br />Incentive<br />• Green Life Practice Strategy and utilization plans for <br /> the spread of Flexible Work<br /><ul><li>The Government needs to actively deal with the recent</li></ul> expansion of carbon emissions regulation<br /><ul><li>Korea is ranked 10th carbon emission country in the world</li></ul> and is being suggested 30% reduction target compared<br /> to expected emission levels in 2020<br /><ul><li>Incentive plan for Flexible Working companies is in</li></ul> progress to reduce carbon emission levels of companies<br /> and buildings by 10% until 2012<br /><ul><li>Carbon emissions are going to be set as a new standard</li></ul> for incentive and penalty in budgetary allocations for<br /> local governments<br />• There are comprehensive legal basis for Flexible Working<br /> in current laws, but no detailed guidelines<br /><ul><li>Detailed guidelines on different issues including protection</li></ul> of privacy, security, and industrial disaster are required<br /> which can be supplemented by the labor laws<br /><ul><li>For revitalization in public sector, concrete guidelines</li></ul> are required in Electronic Government Act and its<br /> Enforcement Ordinance, and the Public Service Regulations<br /><ul><li>Tax breaks and incentives are required for the promotion of</li></ul> Flexible Working <br /><ul><li>Positive national consensus about Flexible Working</li></ul> introduction and its relativity with low-carbon society<br /> development are required<br />11<br />
  15. 15. The Government announced 'Greenhouse Gas Reduction Master Plan' which is a strong energy saving policy, and is going to reduce greenhouse gases with concrete and practical actions<br />Ⅱ. Today’s Flexible Working introduction cases 7. Flexible Working and Green Life Practice Strategy<br />Greenhouse gas reduction measure 2010 for achieving carbon emissions reduction target<br />• Flexible Work is a core plan to achieve energy saving target, which is the key factor in Green Policy 2010<br />Strong energy saving policy Greenhouse gas reduction target<br />1. Expanding energy-greenhouse gas target levels<br /><ul><li>Suggesting reduction target and time period by industries
  16. 16. New target level for business areas using energy over </li></ul> 500 thousand TOE from the next year, and business<br /> areas using energy over 50 thousand TOE from 2011<br />2. Financial support and tax breaks for greenhouse gas reduction <br /> investment<br /><ul><li>Intensifying support for carbon emissions reduction of </li></ul> SMB<br />3. Institutional support for greenhouse gas reduction<br />- Using video conference system<br />- Smart Office<br />1. Improving energy price system<br /><ul><li>Interlocking electricity price based on</li></ul> price fluctuations of raw materials from 2011<br /><ul><li>Interlocking city gas price with price fluctuations</li></ul> of raw materials from 2010<br />2. Energy management system<br /><ul><li> Pilot test in ten industries including the steel and</li></ul> cement industry<br /><ul><li> Implementing building/business area energy target</li></ul> management<br />12<br />
  17. 17. KSF standard need to be established so that variances in Flexible Working introduction <br />including individual, work, organization and environmental circumstances can result in <br />successful outcomes for the entire society <br /> KSF<br />Key Success Factor<br />Ⅲ. KSF of Flexible Working 1. KSF of Flexible Working<br />Results of Flexible Working<br /><ul><li> F/W Creates bigger synergy effect</li></ul> differentiated from performances<br /> of normal companies<br /> Individual factors<br /> Environmental factors<br />Work/task factors<br /> Organization factors<br />Work & Life balance<br /> Productivity improvement<br /> Job creation<br />Low-carbon green growth<br />-Work attitudes<br />-Self-control<br />-Professionalism<br />-Individualism<br />-Commuting distance<br />-Independent workplace<br />-Commuting convenience<br />-Family responsibility<br />-Autonomy<br />-Specialty of task<br />-Importance of task<br />-Task concentrativeness<br />-Face-to-face contact with<br /> client<br />-Group work<br />-Performance evaluation<br />-Communication<br />-Trust<br />-Education and training<br />-Institutionalized Flexible Working<br />-Frequency of Flexible Working implementation<br />-Technical support<br />-Flexible Working place<br />-Improved autonomy and satisfaction at work<br />-Decreased working hours/cost/stress<br />-Reduced Office maintenance cost<br />-Increased productivity<br />-Reduced Employment and training cost <br />-Guarantees high quality work force<br />-Flexible work force management<br />-Offers chance to women,<br />the elderly and the disabled<br />-Energy saving<br />-Reduced environmental pollution<br />Voluntary choice of<br />Flexible Work arrangements<br />Variables in Flexible Work1)<br /><ul><li> Individual/organizational/environmental factors </li></ul> can influence implementation of Flexible Work<br /> as variables<br />1) Research on teleworking in companies and factors affecting its results, Lee Sung Ki, PhD of SoongsilUniv, Dec. 2009<br />13<br />
  18. 18. KSF of Flexible Working is defined, as 1) IT infrastructure, 2) positive organizational/cultural <br />perception, 3) work processization, and 4) job restructuring, based on domestic and foreign <br />cases such as that of BT and IBM<br />Ⅲ. KSF of Flexible Working 2. Successful implementation models<br />IT infrastructure: Wired and wireless telecommunication services and security service as the institutional basis<br />Organizational/cultural change: Education program to change perceptions and based on incentives performance<br />Processized work form: Work management process by task or project based on clear role assignment<br />Job restructuring: Improving work efficiency and specialty through task classification by characteristics of the tasks<br /> Major features of F/W in BT<br />• BT established BT Working Style as a successful business model<br /> on the foundation of technical/experiential know-how<br />Home-based telework group<br />Performance management<br />Personnel management and service<br /> CSR<br /> F/W framework of IBM<br />• IBM developed the Smart Flexible Working model which <br /> connects and combines organization/individual/culture, <br /> technology infrastructure and work process organically<br /> Organization/<br /> individual/<br /> culture<br />Process & <br /> System<br /> Technology & <br /> Security<br />Assets<br />• Support system which enabled Working<br /> Anywhere<br />• Numerical targets assigned to each project<br />• Objective performance assessment <br />• Authorization for project manager to assess performances<br />• Industrial disaster insurance for homeworking<br />• Stronger CSR by green management reference<br />• Making solution as a business model<br />14<br />
  19. 19. To make coherent organization and improve work efficiency, the members of the organization <br />should be able to communicate and work regardless of time and place<br />Ⅲ. KSF of Flexible Working 3-1. Extraction of key factors – IT Infrastructure<br />Key factors<br />• Seamless wired and wireless network for ensuring real-time working<br />- BT provides MobileXpress software<br />- IBM offers VPN service at home<br />• Enterprise portal which provides UC-connected information <br /> sharing and collaborative work solutions<br />- IBM provides a groupware(Lotus Notes)<br /><ul><li> Samsung group provides intranet "mysingle" which supports </li></ul> various web and mobile devices<br />- NTT Data has collaborative work solution "Nexti"<br /><ul><li> Seoul Metropolitan Rapid Transit Corp.(SMRT) provides </li></ul>smartphone-based "UTIMS"<br />※ UC(Unified Communication) market is expected to grow by <br /> 33.7% from 555.1 billion won in 2006 to 742.2 billion won in <br /> 2010 1)<br />• PC and mobile devices which enable fast and immediate work <br /><ul><li> SMRT, Korea Meteorological Administration(KMA), Ulsan </li></ul> National Institute of Science and Technology(UNIST), Kolon etc. <br /> are planning to expand FMC terminal adoption <br />1. IT Infrastructure<br />• Check Point<br />-Well-developed communication network, communication costs, <br /> and development of collaborative work tools<br />1) Recent u-work trend, National IT Industry Promotion Agency, Sep. 2009<br />15<br />
  20. 20. Key factors<br />• Horizontal organization structure to minimize reporting procedure<br /><ul><li>IBM Korea established horizontal organization structure with</li></ul> People Manager system <br />• Education program regarding Flexible Working and regularized free<br />discussion on problems and effects<br /><ul><li>IBM is planning on continuous education to encourage the employers</li></ul> and managers to accept Flexible Working system<br />• Expanded online channel based on collaborative work solutions<br /> including e-mail, BBS, video conference, etc.<br /><ul><li>NTT Data converted to online reporting system, through which each day's </li></ul> work plan and results are submitted<br /><ul><li>BT reduced 859,784 meetings a year thanks to video conference</li></ul> system<br />• Flexible selection and operation required according to the organization culture<br />of voluntary selection and coerced action<br />- NTT Data introduced F/W owing to employees' proposal<br /><ul><li>IBM, NEC and MS Japan designated the minimum days of</li></ul>homeworking in a top-down way<br />• Clear performance management system with quantified performance<br /> estimation of each employee.<br /><ul><li>BT set KPI based on individual role and responsibility and has</li></ul> offered reasonable incentives<br /><ul><li> IBM makes action plan with quantified individual targets in the</li></ul> beginning of each year<br />2.Organizational/Cultural <br /> Change<br />Ⅲ. KSF of Flexible Working3-2. Extraction of key factors – Organizational/Cultural Change<br />Education program to change perception, motivation based on clear incentive system and flexible work <br />force management are the most essential elements, especially in Korean business environment in which face-to-face communication culture is predominant<br />• Check Point<br /><ul><li>Human resources management system, including personnel, </li></ul> compensation, welfare, centered around internal workers<br /><ul><li>Face-to-face communication culture and controlling attitudes in organizations</li></ul>16<br />
  21. 21. Task management, responsibility and authority assignment, employee qualification etc. need to be processized to ensure completion and productivity at work, regardless of time and place<br />3. Work <br />Processization<br />Ⅲ. KSF of Flexible Working 3-3. Extraction of key factors – Work Process<br />Key factors<br />• Work processization is required for task completeness<br /><ul><li>IBM Korea specialized designated tasks by position and project</li></ul>-BT codified all projects so that they can be more<br /> connected to individual tasks<br />• Qualified personnel search process for suitability and<br /> continuity for work<br />-IBM Korea supports qualified personnel search system<br /> through "Find Expert" program<br />• Clarifying authority and responsibility so that they can<br /> be transferred flexibly among the personnel using<br />"authority-responsibility system"<br />-POSCO creates authorities and responsibilities table <br /> for each project<br />• Check Point<br /><ul><li>Unclear authority and responsibility, which hinder task</li></ul> completion<br /><ul><li>Work by personal experience and customs rather than</li></ul> by qualified personnel<br />17<br />
  22. 22. Differentiated forms of Flexible Working according to characteristics of the work is required to improve commitment and productivity and to provide flexibility in organization structure<br />Ⅲ. KSF of Flexible Working 3-4. Extraction of key factors – Job Restructuring<br />Key factors<br />• Selection of work groups which can achieve the target of<br />Flexible Working<br /><ul><li>Kois/Koid have 230 and 400 homeworkers in call center</li></ul> services respectively <br /><ul><li>Samsung Anycar reinforced mobile office education for</li></ul> sales staffs<br /><ul><li>Ministry of Environment failed to maintain Flexible Working</li></ul> due to the compulsory participation regardless of job positions <br />• Differentiated Flexible Working type by job characteristics<br /><ul><li>About 400 patent examiners(70%) working for Korean Intellectual</li></ul> Property Office(KIPO) work at home two or three times a week<br /><ul><li>BT provides work arrangement options including homeworking,</li></ul> partial homeworking, telework center, flexible work time<br /><ul><li>In IBM Korea, sales staffs can choose among telework center, </li></ul> mobile office, or flexible work time. Consultants can choose betweenhomeworking or mobile office, and internal workers can choose <br /> between partial homeworking and flexible work time<br />• Plan to make transfer of responsibilities and authorities flexible<br /><ul><li>Woongjin introduced coordinator system for flexible authority</li></ul> and responsibility at work<br />• Internal job posting for improving job selection and specialty<br />- IBM Korea posts 10% of its jobs internally every year<br />4. Job<br /> Restructuring<br />• Check Point<br /><ul><li>Perception that Flexible Working is just related to IT </li></ul> infrastructure establishment and have nothing to do with <br /> work position <br />-Complexity of job management caused by Flexible Working<br /><ul><li>Variables include each employee's ability to use IT and </li></ul> control Flexible Working, motivation for Flexible Working, <br /> home-based telework environment, etc. <br />18<br />
  23. 23. As the economic structure and working environment change due to the development of IT, <br />traditional homeworking system also developed into the mixture of homeworking and telework<br />center, which combines homeworking, telework center, and mobile telework<br />[Appendix 1] Development of IT-based Flexible Working<br />[Change of IT environment and development of Flexible Working development]<br />IT popularization<br />"Enjoy IT“<br />Mobile <br /> Communication<br /> "Live by IT“<br />*Digital convergence<br />*Broadband network<br />*Internet information appliances<br />IT <br />paradigm<br />Usage <br />pattern<br />Technology <br />development<br />Ubiquitous<br />Network<br />*Solutionization<br /> *Customizing<br /> *Smart phone<br /> IT advancement<br /> “Do IT" <br />*Wireless Internet<br />Reconstituted from Discussion on Preconditions for Spread of Telework,<br />The Korean Association for Regional Information Society Journal, Vol. 9 No. 2<br />PC<br />Home working<br />Telework center<br />Mobile telework<br />(combined)<br />Customized<br />Combined with<br />other management patterns<br />Diversified <br />working pattern<br />Expansion<br />Working place<br />Use of telecommunication1)<br />Personnel management <br />pattern<br />Significance<br />Traditional homeworking<br />Simple<br />Temporary/part-time/<br />alternative work schedule<br />Only workplace changed <br />Introduction<br />Homeworking<br />Teleworkcenter<br />Integrated<br />Temporary/part-time/<br />alternative work schedule<br />Diversified workplace<br />Dissemination<br />1) Teleworkers show higher adoption rate of IT devices such as network, computing technology <br /> and smartphones than common workers_refer to US Telecommuting Forecast, 2009 to 2016,<br /> Forrester, Mar. 2009<br />19<br />
  24. 24. Despite the initial obstacles, Flexible Working has created immediate effects such as <br />cost saving, higher productivity, job creation, higher satisfaction of work and life, and <br />society-wide green IT effect<br />[Appendix 2] Changes after successful introduction<br />• The most important value in work is<br /> work-life balance (Samsung Economic<br /> Research Institute)<br /><ul><li>France and Sweden has invested about 3%</li></ul> of GDP into supporting the compatibility of<br /> family and work<br /><ul><li>Flexible work arrangements enabled more</li></ul> time for self-development and leisure <br />• Operating cost reduction<br />-BT Working Style: saved 0.95 billion dollars<br /> annually(1993-2006) as workspace has been<br /> reduced<br /><ul><li>IBM Korea Mobile Office: reduced workspace</li></ul> by 50% and saved 2.2 billion won annually<br />• Higher productivity<br /><ul><li>Companies such as BT and BestBuy exceeded</li></ul> their targets by F/W<br />Work-life balance<br />Cost saving &<br />higher productivity<br />Job creation<br />• Alternative low-carbon working environment<br /> through commuting traffic reduction<br />-Sun Microsystems: reduced 29,000 tons of<br /> CO₂ emissions <br />-BT: reduced 927,369 tons of CO₂<br /> emissions per year<br />•Job opportunities for disadvantaged people<br /> including parenting women, the elderly and<br /> the disabled <br /><ul><li>The Japanese Government established</li></ul>teleworking system due to low birth rate and<br /> aging of population <br /><ul><li>United States Patent and Trademark Office</li></ul> (USTPO) employed 1,200 new patent<br /> examiners in 2006 and 2007<br />20<br />
  25. 25. Draw selective condition of each task for successfulintroduction of Flexible Working through <br />cases of government institutions: Success of Korean Patent Office and failure of the Ministry of <br />Environment <br />[Appendix 3] Cases of Korean Intellectual Property Office(KIPO) and the Ministry of Environment<br /> KIPO Ministry of Environment<br />(Introduced in 2006 -> Continuing operation as of 2010)<br />• To utilize idle manpower and improve concentration<br /> at work<br />• Homeworking department : applied to the entire<br /> personnel<br />• Scale of operation : 41 homeworkers with one in each<br /> department in 2008 -> when converted to voluntary<br /> participation in 2009, no one participated<br />• Application requirements : Headquarter officials of 5th <br /> grade or below regardless of positions, depending on<br /> job characteristics and circumstances. <br /> Recommendation from the head of the department<br /> (2 days per week)<br />• No appraisal tools contrary to KIPO<br />• Check attendance at the beginning and the<br /> end of work<br />• Utilization of idle manpower including the disabled and<br /> the housewives<br />• Energy saving at the time of high oil price and <br /> greenhouse gas reduction<br />• Compulsory allocation which excluded job restructuring<br />• Disregarded introduction of management process<br />(Introduced in 2008 -> Failed to maintain as of 2010)<br />• To save workspace, attract outstanding workforce and<br /> improve welfare<br />• Homeworking department : limited topatent<br />examination staffs<br />• Scale of operation : About 90 examiners are working at<br /> home out of 810 (10% of the whole<br /> personnel in KIPO) <br />• Application requirements : No limits of job positions,<br /> but considers the distinct characteristics of the public<br /> service. Two or more years of work experience as an<br /> examiner is required to be an applicant (The applicant<br /> can choose to work at home 2-4 days a week)<br />• Performance basically appraised by the result of<br /> patent examination <br />• Commuter check at 9 AM and 6 PM<br />• Saved some workspace(cost numerically not estimated)<br />• Attracted outstanding workforce and improved <br /> efficiency/concentration of examiners<br />• Saved social costs such as commuting costs and<br /> pollution<br />• Negative perception about homeworking of public<br /> officials<br />• Frequent policy changes by superiors<br />Reasons<br /> for introduction<br /> Operation<br /> Task<br />management<br /> Effects<br />Problems<br />Reasons<br /> for introduction<br /> Operation<br /> Task<br />management<br /> Expected<br /> effects<br />Problems<br />21<br />
  26. 26. Koid/Kois and SMRT are both Flexible Working companies in Korea. The former is operated <br />based on the distinctive characteristics of call center service, and the latter recently established Smart Office for maintenance work<br />[Appendix 4] Cases of Koid/Kois and SMRT<br />Koid/Kois SMRT<br />(Introduced in 2006 -> Continuing operation as of 2010)<br />(Established Smart Office in Jan. 2010)<br />•Initially : to increase job opportunities for the disabled<br /> Now : for employee welfare<br />•Cost saving, higher productivity, more social benefits<br />•Mobile work department : entire personnel<br />•Scale of operation : entire personnel (6,500<br /> employees)<br />•Operation : Established mobile office with UTIMS(Urban<br /> Transit Infrastructure Maintenance System) for<br />smartphones and improved work process(real-time<br /> task management, more accurate information<br /> processing, and support for multitasking of the entire<br /> personnel). Free calls within the company, direct<br /> commute to and from the field<br />•Fast decision making by real-time task management<br /> and analysis of results (to be implemented)<br />•Reduced work time by real-time task management<br /> (1 hour -> 28 mins)<br />•Saved total 28.4 billion won of direct operating costs<br /> for five years<br />•Created 110 billion won's worth of future innovation<br /> value<br />•net return on investment : 128.2 billion won (13 times the investment )<br />•Cost 10.2 billion won(2.4 billion won a year) for<br /> installments of mobile devices and data charges<br />Reasons<br /> for introduction<br /> Operation<br /> Task<br />management<br /> Effects<br />Problems<br />Reasons<br /> for introduction<br /> Operation<br /> Task<br />management<br /> Effects<br />Problems<br />•Homeworking department : 114 call center(only the<br /> night shift in Kois and both the day and night shift in<br />Koid)<br />•Scale of operation : about 230 representatives in Kois<br /> (17%) and 400 representatives in Koid(22%)<br />•Application requirements : considers employee's<br /> ability to work alone and past performance evaluation.<br /> Over six months - one year of work experience <br />•Support: VPN equipments for system access<br />•Assess employees by call processing statistics and<br /> complaints frequency<br />•Assessments of homeworkers and workers in call center<br /> were separated<br />•Job satisfaction survey of homeworkers showed 90 points(out<br /> of 100)<br />•The child-care problem has been improved and family<br /> satisfaction increased.<br />•Inefficiency caused by excess costs for the establishment of<br />homeworking environment <br />•Communication problems due to delayed information sharing<br /> in the company<br />22<br />
  27. 27. Samsung SDS’s introduction of mobile office starting from June 2009, is expected to be <br />an opportunity for cost saving for the company and voluntary increase in productivity for <br />the employees<br />[Appendix 5] Case of Samsung SDS<br /> Operation<br />• Samsung SDS provided its employees with smartphones with Mobile <br /> Desk installed (June. 2009)<br />• Reasons for introduction of Mobile Desk : higher productivity through using intranet of Samsung group(mySingle) with smartphones<br /><ul><li>Developed for working at all times without restrictions of time and </li></ul> place, cost saving and higher productivity<br />• After pilot testing in the aspects of stability and usefulness, Mobile Desk was introduced to 2,800 general employees<br /><ul><li>So for, CEOs of the branch, executives of Samsung Electronics,</li></ul> team leaders and above Samsung SDS, were trying out the Mobile <br /> Desk<br /><ul><li>Support : the employees purchase the smartphones(with partial </li></ul> support) and the company pays for the data charge from Mobile Desk <br /> usage<br /><ul><li>Samsung SDS, which developed the program, first began to spread </li></ul> the Mobile Desk to general employees <br />-Security issue : No need to worry about confidential data leakage, as <br /> telecommunication services work just as routes and the company <br /> administrates the server. Password is required to access the intranet<br />Samsung SDS<br />Concept map <br />of mobile office<br /> Possible functions<br />• E-mail transmissions within<br /> the company<br />• E-approval (real-time) <br />• Personnel inquiry<br />• Office messenger<br />• Remote file management<br />• Contact with management<br /> issues in the company<br />Smartphone<br />(external)<br />Laptop<br />computer<br />(intenal)<br />Company server<br />23<br />
  28. 28. [Appendix6] Case of BT<br />BT made 'BT Workstyle' as a new business model with technical, experiential know-how of <br />introducing Flexible Working <br />Flexible Working in BT<br />Effects of BT Workstyle<br />• Higher productivity, cost saving and welfare<br />• Flexible Working department : limited to sales<br /> department and call center service at the initial stage<br />• Now the whole personnel can choose to work flexibly <br />• Scale of operation : about 85% of 92,000 British<br /> employees are participating in Workingstyle project<br /> (11,600 employees among them are homeworking) <br />• Operation : five options are provided including task<br /> sharing, homeworking, partial homeworking, telework<br /> center and flex time<br />• Allocates individual targets and assesses the<br /> performance objectively <br />• Estimates performance by task unit assignments in a project <br />• Invested £650for internet access at home, mail<br /> forwarding equipment(PO Box) and office supplies<br />• Converged IP Voice which supports VoIP and BT<br /> Fusion wired/wireless telecommunication service<br />• Established hot-desking system for effective<br /> workspace utilization and touchdown2 facilities in<br /> foreign branches<br />• Built ADSL, ISDN, PSTN, GPRS, 3G and Wi-Fi access<br /> through MobileXpress software<br />• Making BT as a reference for the Green Management, <br /> and establishing it as a business<br />• Homeworkers returned to the office due to decrease <br /> in sales<br />Introduction of Options 2000 which regularizes homeworking<br />Developed into office environment improvement and property<br />management consulting business<br /><ul><li>Clients of BT Workstyle include Accenture UK, the Ministry</li></ul> of National Defense(MND), NHS24 Contact Center, Suffolk<br /> County Council, etc<br />• BT introduced Flexible Working system called BT Workstyle in 1993<br />Reasons for<br />Introduction<br /> Operation<br /> Task<br />management<br /> Work <br /> support<br /> system<br /> Recent<br /> issues<br /> Benefits Contents<br />• Higher productivity by 20-60% compared to office workers<br />• Homeworking call center representatives helped customers better and<br /> showed 20% more responses<br />• Sick leave rate decreased to 63%, 99% of returned to work after<br /> maternity leave (the industry average is 47%)<br />• Absence without leave rate of homeworkers is 20% lower<br />• Saved 0.95 billion dollars a year thanks to reduced workspace (1993-2006)<br />• Saved 83% of operating costs per person<br />• (employees working in London £18,000vs. homeworkers£3,000)<br />• Saved 859,784 meetings per year thanks to video conference and reduced<br /> 7.5 million kilograms of CO₂ emissions<br />Higher<br />productivity <br /> Higher job<br /> satisfaction <br />Office <br />operating <br />costs saving<br />Travelling<br />expenses<br />saving<br />24<br />
  29. 29. IBM Korea and NTT Data are both successful Flexible Working companies, from which <br />key factors, such as changing perceptions in the organizations and estimation of quantified <br />individual performance, can be extracted<br />[Appendix 7] Cases of IBM Korea and NTT Data<br />IBM Korea NTT Data<br />(Introduced in 2008 -> Continuing operation as of 2010)<br />(Introducted in 1995 by Global IBM -> Continuing operation as of 2010)<br />• To enhance welfare (Work & Life Balance)<br />• Flexible Working department : the entire personnel in the<br /> legal department except for team managers <br />• Scale of operation : all employees can choose to<br /> participate (more than 60% of them are working in<br /> mobile environment)<br />• Operation : employees are classified systematically by<br /> their positions to work in five types of Flexible Working<br /> including staggered shifts, at-home work, permissive<br /> leaves with mobile office and part-time work <br />• People Manager functions as a core in the horizontal<br /> organization structure <br />• Support : invested 10 billion won for upgrading <br /> equipments, laptop computers and mobile devices (about<br /> 5 million won per person)<br />• Mutual trust and education in a top-down way<br />• Continuous and corporate-wide 'Diversity' education to<br /> improve the perception of managers (the CEO<br /> participates in the education as an instructor)<br />• Makes individual targets as an action plan through an<br /> interview at the beginning of the year and extracts criteria<br /> of quantified performance estimation<br />• The head of the department and the managers assess the<br />performance with individualized role and responsibility(R&R) by job positions<br />• Saves 2.2 billion won per year thanks to reduced<br /> workspace<br />• Improves productivity and attracts outstanding workforce<br /> with higher employee satisfaction <br />• Achievement of work-life balance<br />• Flexible Working department : The entire personnel<br /> except for sales staffs<br />• Scale of operation : now 300 workers are participating<br /> among the 8,500 employees<br />• Operation : pilot introduction in Jul. 2006 & formal introduction<br /> in Feb. 2008, progressively implementing the system every three months without drastic changes of work style (work at home <br /> one day per week / maximum eight days per month)<br />• Support : Established thin client environment by renting company<br /> PCs to homeworkers and have them use company SNS software<br /> called 'Nexti' to maintain internal security <br />• Sets prescriptive standards by job classification and<br /> assesses the final results and the process together<br />• Superior's approval is required <br />• Maximizes self-discipline (answered by 76.6% of participants)<br />• Improves work-life balance (childcare burden↓ family<br /> satisfaction↑)<br />* referred from a postmortem research of NTT Data, Institute of<br /> Systems Science<br />• Making its internal solution into an information security solution<br /> called Secure Collabo for sale<br />Reasons for<br />Introduction<br />Operation<br /> Task<br />Management<br /> Effects<br />Recent <br />issues<br />Reasons for<br />Introduction<br />Operation<br /> Task<br />management<br />Effects<br />25<br />
  30. 30. NTT Group planned to spread Flexible Working system to all affiliates to increase employment <br />mobility without restrictions of age and physical disabilities, but now only NTT Data is <br />maintaining Flexible Working system<br />[Appendix8] Cases of NTT Group<br /> Flexible Working in NTT Group<br />• Rented 'thin client' PC without storage unit to homeworkers and clarified homeworking tasks by job classification<br />• NTT Communications has actively introduced teleworking through development of solutions such as Web Connect Meeting Center and Web<br /> Connect Support Center for the purpose of teleconference, SOHO and homeworkers, e-Learning, remote assistance and telesales, etc.<br />- Web connect Meeting Center: for domestic and foreign teleconferences, working with external companies and collaborative homeworking<br />- Web Connect Support Center: for remote assistance for clients, call center, telemarketing, etc<br />Flexible Working in affiliated companies of NTT Group<br />Homeworking with Web Connect Meeting Center<br />- Document and application sharing<br /><ul><li>Collaborative work by POP or cooperative product making</li></ul>Type Contents<br />• Scheduled to introduce Flexible Working to the entire 50,000 employees,<br /> which is the largest scale in Japan<br />• Established security measures through thin client and NGN<br />• Introduced Flexible Working since May. 2008 for pregnant/parenting/<br /> nursing employees<br />• Better work-life balance and higher work efficiency are expected to be<br /> achieved<br />• Launched 'Work-Life Balance WG' for pilot test in Jul. 2006 and institutionalized it in<br /> Feb. 2008<br />• Participants : About 300 employees except for sales staffs (3.5% among the entire<br /> 8,550 employees)<br />• Institutional limit : maximum 8 days per month(the developer save limited <br /> to one day per week)<br />• Security regulations : teleworkers should work with rental PC in the thin client<br /> environment<br />• Homeworking system : connected extension telephone lines based on VPN or IP to mobile phones<br />* IT Media website in Japan<br />NTT East Japan<br />NTT Software<br />NTT Data Center<br />External staffs<br />Tokyo branch<br />West Tokyo branch<br />Meeting /<br />Questions & answers<br />Chiba branch<br />External staffs<br />Yokohama branch<br />* NTT Communications website<br />26<br />
  31. 31. Japan began to introduce Flexible Working arrangements with telework popularization policy <br />of the Government focusing on the global enterprises and conglomerate firms. Recently, <br />telework has been spread around Japanese IT companies equipped with security management <br />technologies<br />[Appendix 9] Cases of IT Companies in Japan<br />Introduction and management of teleworking in Japanese IT companies<br />• Since 2000 , when IBM Japan first introduced teleworking, it continued to spread around IT companies and telcos<br />Company Contents<br />• Introduced homeworking to the entire company in Jul. 2008 and implemented it for 20,000 employees(90% of the <br />entire personnel) <br />• About 2,000 employees have participated in homeworking from Jul. 2006 to Jun. 2008<br />• Excluded new employees, production employees and employees who deal with confidential information such as<br /> customers’ personal information <br />• Employees can work at home one day per week with the approval of their superior<br />• A homework has to use VPN or thin client PC, which prevents remote access and leaking/saving information<br />• Introduced teleworking system in 2007 and expanded the target range in Aug. 2008<br />• The initial homeworking system was for parenting/nursing/disabled employees<br />• Employees can work at home two days per week after one year of work experience with no practical limits<br />• Implemented homeworking for 30,000 office workers among 76,000 domestic employees<br />• After pilot test for 1,000 employees in 2006, formally introduced homeworking in 2007. The number of homeworkers<br /> exceeded 5,000 as of the end of 2008<br />• Introduced homeworking system for the whole 6,000 employees since Nov. 2007<br />• The majority of applicants was parenting female employees at the beginning stage, but now male employees are also<br /> working at home for sports or hobbies <br />• Introduced teleworking for pilot test in 2006 by employees' proposal, and formally implemented it since Feb. 2008<br />• Employed 32 severely disabled persons as part-time workers and assigned web design tasks to work at home<br />• Enabled real-time communication through web camera<br />NEC<br />MS Japan<br />Panasonic<br />HP Japan<br />NTT Data<br />OKI Workwell<br />27<br />
  32. 32. The Government need to establish strong policies to achieve Green Lifestyle of lower costs and higher efficiency through the introduction of Flexible Working on the basis of the best IT <br />infrastructure in the world<br />[Appendix 10]Green effects of Flexible Working<br />Green effects of Flexible Working<br />• Social and economic effects when an office worker works at home one day per week (annually)<br />- 1.11 million tons of carbon emission are saved if all 8.6 million office workers in Korea work at home one day per week<br />- 1.6 trillion won of traffic expenses(185,760 won per capita) and 69 hours and 36 minutes are saved <br />Carbon reduction effect<br />Reduction in<br />cost of<br />commuting<br />(won)<br />Number <br />of cases1)<br />(person) <br />Saved commute time <br />(round-trip)<br />Gasoline <br />consumption <br />(ℓ)4)<br />Carbon <br />reduction <br />amount (ton)<br />Section<br />Pine tree<br />planting2)<br />(plant) <br />Seoul-Busan<br />round-trip3)<br />(times) <br />1,030 133 48,000 665 66,500 185,760<br /> Objects of study<br /> The entire<br /> office workers<br /> in Korea<br />20% of <br /> office workers<br /> in Korea<br />8.637 million5) 1.11 million 0.4 billion 5.55 million 0.555 billion 1.6 trillion <br />1 day: 1 hour 27 minutes<br />1 month: 5 hours 48 minutes<br />1 year:69 hours 36 minutes<br />1.726 million 0.22 million 80 million 1.1 million 0.11 billion 0.32 trillion <br />Note 1) The number of cases of cost and time saving : 1000 persons<br />Note 2) One pine tree can reduce 2.77kg of carbon per year (Korea Forest Research Institute)<br />Note 3) by a midsize car<br />Note 4) Gasoline 100ℓ = 0.2 tons of carbon (Presidential Committee on Green Growth)<br />Note 5) Estimated by the sum total of managers, experts, related workers and office workers among the employed in Sep. 2009 (referred <br /> from Economically Active Population Research of Statistics Korea, classified by KSCO-6(2007))<br />* A Study on IT-based Teleworking and National Demand for Teleworking in Green Life Practice Strategy, NIA, Dec. 2009<br />28<br />

×