Hur stöjder ABW Tetra Pak's strategiska mål? Lasse Lundström berättar hur de möter en tuffare konkurrens genom ett nytt arbetssätt.

1. 21/06/2016
Internal

2. 21/06/2016
Internal
Tetra Pak... ?

3. Facts and figures 2015
World-wide

4. /2015-04-08
We specialise in providing customers with complete solutions
for the processing, packaging and distribution of food products
Focused on our customers

5. /2015-04-08
Present in more than 175 countries
and operations in all continents
82 sales offices
32 market companies
6 R&D units
13 Technical Training
Centres
48 manufacturing sites

6. Tetra Pak in summary, January 2015
► Employees: 23,460
► Net sales mio €: 10,900
► Countries where Tetra Pak
packages are available: >175
► Packaging material and closure plants: 37
► Filling machine assembly plants: 5
► R&D units: 6
► Technical training centres: 13
/2015-04-08

7. Activity Based Working
Why & What
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8. Lund Site Future Desired State
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9. 2010
► Change of behaviour the past 20 years
Development of the virtual workplace creates new
opportunities…
1950
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10. The physical environment develops and support our
behaviour
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11. Our future employees put new demands..
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12. Conclusion
Individualist…
Develop myself…
Wants to learn…
Like to collaborate…
Spontaneous meetings are important…
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13. How does ABW support our
strategy?
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14. Competition
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15. Urgency and Vision
Activity Based Working
Attract and retain
talented people
Enhance a sharing
and collaboration
mindset
Optimise the use of
space
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16. Why?
Activity Based Working
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17. What is it?
► A shared and engaging way of working that
− Supports our activities
− Lives up to our different personal focus needs
− Supports the collaboration we need for a successful future
− Aligned with our core values and our leadership elements
► A variety of areas and work settings will support the activities
Activity Base Working
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18. Areas supporting different activities
Activity Based Working
Quiet Area
Open Work Area
Collaboration Area
Square
Anchoring Points (home base)
High focus
Low focus
Individual
Group
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19. A community layout based on activities done
Anchoring Points
Collaboration Areas
Quiet Areas
Square
Open Work Areas
LL/2015-12-10
Internal
Dimensioning of the areas done through
Activity analysis
Occupancy study
Input from organisation
Community

20. BR/ 4 April 2016
Internal
In summary
Activity Based Working
The concept
► Office divided in different
work areas supporting
different needs
− Team work or individual work, high focus
or low focus
► No assigned desks or offices
− People can choose the area based on
actual need
► An ”anchoring point” is the
home base
Key areas of focus

21. Why is it so difficult?
Change Management
It involves people
People are unpredictable
Often prefer status quo
It takes time...
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22. Security Level
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23. ABW supporting the objectives
How could ABW support the achievements of your Must Do´s or strategic objectives?
What will be the main challenges in your organisation to implement ABW?
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24. ► “It is not the strongest of the
species that survives, nor the
most intelligent; it is the one that
is most adaptable to change”
Why is Change important?
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25. Key success factors
► Strong top management commitment
► Create sense of urgency
− Communicate Why and What
► Start with the leaders
− Workshops with leaders
− Readiness evaluation
► Acknowledge the change effort
− Managers leading the change
► Involve the employees
− Identify ambassadors
− Involve to the right level through workshops and trainings (i.e 5S)
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26. Status on where we are
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27. Collaboration within own team
- Leaders to focus on how to meet and keep the team spirit
- Share best practices
Need to change behaviour ( meetings, finding people…)
- Changes takes time
- Challenge old habits, daily routines and ways of doing things
- Utilise IT tools
Positive but some challenges has to be focussed on
LL/2017-02-07
Internal
ABW experiences so far
• Attractive workplace appreciated
• Increased collaboration between departments as well as more
spontaneous meetings two and three
• Increased transparency
• The relevant type of workarea is available
!

28. Challenges during the journey
► Changes in activity pattern, i:e:
− Less travelling
− Promoting net-meetings
− New project models, i:e agile / scrum
► Wide spread of employee categories
− Administration, HR, Finance, Legal
− R&D engineers
− Construction engineers
− Production
− Market, Communication, Governance
− Managers abroad
► Change in local business environments
− Closing down a factory
− Consolidating all business to one site
− More people than predicted
One size doesn´t fit
all
Continuous
improvements
Plan with
uncertainties.
Flexible solutions
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29. OFFICES RÅBYHOLM , LUND 2016
ABW Transformation
People working ABW:
Q2 2016 1600
Q2 2017 2100
Q1 2018 3400
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2016
On going or initiated projects

30. Implementation projects beyond Lund
LL/20116-04-19
Internal
ABW in Tetra Pak
Shanghai
Jakarta
Lund
Moscow
Budaörs
Zagreb
Modena
Lausanne
Paris
Ongoing / Planned projects
Inquiries
Singapore
Warzaw
Zofingen
Oslo
Kuala
LumpurImplemented
Bogota
► Modena
Rubiera

31. Thank you
for your
attention!
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