The Regus Work:life Balance Index 2013 showed that the rate of improvement in work-life balance has slowed marginally since last year. Generations X and Y reported better work-life balance and greater achievement at work compared to Baby Boomers, who are struggling with health and family issues. While most countries saw declines in their index scores, Canada saw the largest increase. The myth that business owners have worse work-life balance was also debunked, as owners reported better balance than employees.
The Regus Work-Life Balance Index, which surveys over 16,000 professionals in more than 80 countries, has registered 24% rise between 2010 and 2012. This is a positive indication that now even more workers globally believe that conditions are improving and that measures are being taken to help them successfully manage to balance their personal and their work time.
The Regus Index calibrates work-life harmony by combining a number of different factors, both ‘soft’ indicators such as feelings of enjoyment, sense of achievement and satisfaction with the amount of time spent at home, and ‘hard’ factors such as working hours and additional duties in order to monitor real improvements in the lives of professionals all over the globe. In 2012, some 61% of business people globally feel that their work-life balance has improved since 2010. Although a positive majority, this figure still has considerable room for improvement as the decade advances.
The Regus Work-Life Balance Index, which surveys over 16,000 professionals in more than 80 countries, has registered 24% rise between 2010 and 2012. This is a positive indication that now even more workers globally believe that conditions are improving and that measures are being taken to help them successfully manage to balance their personal and their work time.
The Regus Index calibrates work-life harmony by combining a number of different factors, both ‘soft’ indicators such as feelings of enjoyment, sense of achievement and satisfaction with the amount of time spent at home, and ‘hard’ factors such as working hours and additional duties in order to monitor real improvements in the lives of professionals all over the globe. In 2012, some 61% of business people globally feel that their work-life balance has improved since 2010. Although a positive majority, this figure still has considerable room for improvement as the decade advances.
Today, four different generations live together in the working environment. What are their interests? Do they work in the same way? This paper analyzes the difference between these generations. It proves that Millennials have their own way of working.
Given that 30% of American workers are part of Generation Y, and knowing that by 2025 they will represent three-quarters of the world's workforce, companies must adapt to their needs and interests.
But, what do millennials value the most in the companies? Gen Y is looking for flexibility in the workplace, which can be approached from different points.
Through this paper you'll examine the benefits of new ways of working and the different tools that can boost workplace flexibility.
An insightful report providing information on remote working, specific issues affecting productivity, stress and wellbeing. Offers a rich mix of data and recommendations based on feedback and surveys
An introduction and resource guide for HR staff and organizations to use in exploring, anticipating and tailoring talent management strategies to leverage strengths of an aging workforce.
Future of Work in Investment ManagementCFA Institute
The state of work – what we do, where we do it, and how it gets done – looks undeniably different today than just a year ago. The forced reality of remote working due to the pandemic has made leaders and employees think more carefully about what investment careers could look like going forward. The short-term changes have prompted firms to update their technology to enable a work-from-anywhere (WFA) environment, but what are the longer-term implications of this disruption?
CFA Institute offers the first in-depth study examining the new work parameters for the investment industry in a multi-part research series, Future of Work in Investment Management.
The Impact of GHRM on Employee Retention and Well-BeingQuekelsBaro
We’re all doing our part to be more eco-friendly, but let’s not beat around the bush: At the end of the day, even saving the environment needs to have an ROI. The primary function of a business is to generate revenue, after all; if your company doesn’t have revenue, your Green initiatives are kind of a moot point.
Now more than ever, employee retention in the workplace is a hot topic. There is little if any current research available about what South Australian employers can do to retain and entice good staff. October 2007
How Work-Anywhere Momentum is Impacting RecruitingSogolytics
With remote work now of an accepted standard than an emergency accommodation, how have recruiting and hiring conversations changed, and what do businesses need to do to attract and retain top talent?
Instrument Development for Studying Work Life Balance Programs in Information...IOSR Journals
The purpose was to construct a comprehensive instrument to study the impact of moderating variables on the independent variables with respect to work life balance in IT companies in India. The Design/Methodology/Approach included questions that were made for the specific social culture based on the objective of the study. Experts’ opinion was gathered and an iterative process ensured that the instrument was corrected. Content validity test, pilot study and reliability test were performed to finalize the instrument before the data collection exercise started. The instrument created through the above-mentioned process ensured easy data classification and relevance to the research. Various hypotheses were tested and a detailed analysis was possible due to the way the questions and options were offered to the respondents. This instrument was administered to IT employees in India, which has a unique social fabric due to its diversity and cultural differences
The Ongoing Impact of the Recession—Overall Financial Health and Hiringshrm
HR professionals reported slightly improved financial health in 2012 compared with 2011. One-half (51%) of organizations reported a mild to significant improvement compared to 12 months ago (42% in 2011), whereas one-quarter (27%) were in a mild or significant decline (34% in 2011).
THE RELATIONSHIP BETWEEN WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCERobinson Omamo
This study focuses on one flexible working practice, homeworking, and examines its benefits at the individual level. I question the employee's perception of homeworking as a benefit. For example, in the case of an organization where homeworking has a long history and has become a common and extended practice among employees over time, I argue that employees may not perceive homeworking as a discretionary benefit, but as an entitlement. Since the research questions of this study are of an exploratory nature, I applied qualitative analysis to primary interview data obtained in Samba Financial Group. The interview data allowed examination of the ways in which research participants perceived and experienced past employee-organization exchanges and, thus, address the research questions regarding the perceptions of the content and quality of the employee organization relationship (EOR). I supported the qualitative results with quantitative analysis of survey data the research team collected from the same organization and other internal organizational data. The results support past research that shows working from home brings benefits such as helping employees with balancing their home and work commitments with becoming more productive as they have fewer distractions than when working at the office This study seeks to contribute to the on-going debate about the consequences of homeworking focusing on the employee-organization relationship and drawing from the social exchange theory and the inducements-contributions model.
Throughout the years, there has been a shift from manual labour jobs to office-based work. In fact, in 1981, one out of three men and one out of five women had a manufacturing job whilst, in 2001, this has decreased to one out of five and one out of ten respectively. In addition to this decrease, there was an increase of workers in the service industry which changed the employees’ expectations of their working environment (Building a case for wellness, 2008). Today, employees require more personal services beside health and safety benefits as they are less likely to be injured at work. They are hoping for more flexibility such as the ability to work at home and the flexibility to customize their schedule. When it comes to improving employee engagement and wellbeing, this evolution creates a transformation from a classical managing approach to a more human relations managing approach.
Today, four different generations live together in the working environment. What are their interests? Do they work in the same way? This paper analyzes the difference between these generations. It proves that Millennials have their own way of working.
Given that 30% of American workers are part of Generation Y, and knowing that by 2025 they will represent three-quarters of the world's workforce, companies must adapt to their needs and interests.
But, what do millennials value the most in the companies? Gen Y is looking for flexibility in the workplace, which can be approached from different points.
Through this paper you'll examine the benefits of new ways of working and the different tools that can boost workplace flexibility.
An insightful report providing information on remote working, specific issues affecting productivity, stress and wellbeing. Offers a rich mix of data and recommendations based on feedback and surveys
An introduction and resource guide for HR staff and organizations to use in exploring, anticipating and tailoring talent management strategies to leverage strengths of an aging workforce.
Future of Work in Investment ManagementCFA Institute
The state of work – what we do, where we do it, and how it gets done – looks undeniably different today than just a year ago. The forced reality of remote working due to the pandemic has made leaders and employees think more carefully about what investment careers could look like going forward. The short-term changes have prompted firms to update their technology to enable a work-from-anywhere (WFA) environment, but what are the longer-term implications of this disruption?
CFA Institute offers the first in-depth study examining the new work parameters for the investment industry in a multi-part research series, Future of Work in Investment Management.
The Impact of GHRM on Employee Retention and Well-BeingQuekelsBaro
We’re all doing our part to be more eco-friendly, but let’s not beat around the bush: At the end of the day, even saving the environment needs to have an ROI. The primary function of a business is to generate revenue, after all; if your company doesn’t have revenue, your Green initiatives are kind of a moot point.
Now more than ever, employee retention in the workplace is a hot topic. There is little if any current research available about what South Australian employers can do to retain and entice good staff. October 2007
How Work-Anywhere Momentum is Impacting RecruitingSogolytics
With remote work now of an accepted standard than an emergency accommodation, how have recruiting and hiring conversations changed, and what do businesses need to do to attract and retain top talent?
Instrument Development for Studying Work Life Balance Programs in Information...IOSR Journals
The purpose was to construct a comprehensive instrument to study the impact of moderating variables on the independent variables with respect to work life balance in IT companies in India. The Design/Methodology/Approach included questions that were made for the specific social culture based on the objective of the study. Experts’ opinion was gathered and an iterative process ensured that the instrument was corrected. Content validity test, pilot study and reliability test were performed to finalize the instrument before the data collection exercise started. The instrument created through the above-mentioned process ensured easy data classification and relevance to the research. Various hypotheses were tested and a detailed analysis was possible due to the way the questions and options were offered to the respondents. This instrument was administered to IT employees in India, which has a unique social fabric due to its diversity and cultural differences
The Ongoing Impact of the Recession—Overall Financial Health and Hiringshrm
HR professionals reported slightly improved financial health in 2012 compared with 2011. One-half (51%) of organizations reported a mild to significant improvement compared to 12 months ago (42% in 2011), whereas one-quarter (27%) were in a mild or significant decline (34% in 2011).
THE RELATIONSHIP BETWEEN WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCERobinson Omamo
This study focuses on one flexible working practice, homeworking, and examines its benefits at the individual level. I question the employee's perception of homeworking as a benefit. For example, in the case of an organization where homeworking has a long history and has become a common and extended practice among employees over time, I argue that employees may not perceive homeworking as a discretionary benefit, but as an entitlement. Since the research questions of this study are of an exploratory nature, I applied qualitative analysis to primary interview data obtained in Samba Financial Group. The interview data allowed examination of the ways in which research participants perceived and experienced past employee-organization exchanges and, thus, address the research questions regarding the perceptions of the content and quality of the employee organization relationship (EOR). I supported the qualitative results with quantitative analysis of survey data the research team collected from the same organization and other internal organizational data. The results support past research that shows working from home brings benefits such as helping employees with balancing their home and work commitments with becoming more productive as they have fewer distractions than when working at the office This study seeks to contribute to the on-going debate about the consequences of homeworking focusing on the employee-organization relationship and drawing from the social exchange theory and the inducements-contributions model.
Throughout the years, there has been a shift from manual labour jobs to office-based work. In fact, in 1981, one out of three men and one out of five women had a manufacturing job whilst, in 2001, this has decreased to one out of five and one out of ten respectively. In addition to this decrease, there was an increase of workers in the service industry which changed the employees’ expectations of their working environment (Building a case for wellness, 2008). Today, employees require more personal services beside health and safety benefits as they are less likely to be injured at work. They are hoping for more flexibility such as the ability to work at home and the flexibility to customize their schedule. When it comes to improving employee engagement and wellbeing, this evolution creates a transformation from a classical managing approach to a more human relations managing approach.
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PeoplePerHour has embarked on its first comprehensive semi-annual self-employment report to determine the underlying market drivers and labour trends in this burgeoning segment of the labour force. Our analysis is two-fold in that we prepare an exhaustive questionnaire that drills down into the socio-economic aspects of self-employment both at home in the UK, and our broader global self-employed marketplace. The second component of our research involves a deep data-drive into our user-population to determine aspects such as average project duration, income, industry and average hours worked.
Semi-Annual Report on Self-Employment by PeoplePerHourKelly Bolton
PeoplePerHour has embarked on its first comprehensive semi-annual self-employment report to determine the underlying market drivers and labour trends in this burgeoning segment of the labour force. Our analysis is two-fold in that we prepare an exhaustive questionnaire that drills down into the socio-economic aspects of self-employment both at home in the UK, and our broader global self-employed marketplace. The second component of our research involves a deep data-drive into our user-population to determine aspects such as average project duration, income, industry and average hours worked.
In this report, we look at five key changes that have already begun to occur in the workforce landscape, and provide strategic actions to aid the process of organizational transition to adapt to them.
Work Life Integration - Human Capital Insights - Vol. 6ADP, LLC
In this Issue of Human Capital Management Vol. 6:
Vacation Policies Around the World: How Adaptable Is Your Organization?
Predictive Analytics: Reaping Rewards While Avoiding Risk
What Small and Large Organizations Alike Can Learn From the First Year of Annual ACA
Final Paper 1IMPACTS OF PART-TIME WORKING ON EMPLOYEE ChereCheek752
Final Paper 1
IMPACTS OF PART-TIME WORKING ON EMPLOYEE TURNOVERS 15
Impacts of Part-Time Working on Employee Turnovers
Tamalya Lewis
ORR 510
Dr. Margaret Elgin
Abstract
Employee turnover is an issue of concern in every organization across the world. There have been many debates and research studies on increased incidences of employee turnovers in organizations. Several causes and impacts of the same have been researched. One of the causes of employee turnover is part-time working relationships. Over the past few years, it has been found that employees who work as part-time workers, registers the highest possibilities of turnovers in organizations. This paper provides qualitative and quantitative research on the impacts of part-time work on employee turnovers in organizations. The research methodology will employ the use of questionnaires, targeting about 30 respondents. The survey will be done online through smartphones and computers because of the current COVID-19 protocols across the nation.
Table of Contents
Abstract…………………………………………………………………………………………...2
Introduction…………………………………………………………………...………………….4
Problem statement……………………………………………………………………………….5
Literature review………………………………………………………………………………...5
Methodology…………………………………………………………………………………….11
Conclusion……………………………………………………………………………...……….14
References ……………………………………………………………………………………....15
Introduction
Employee turnover is an issue of concern in every business organization across the world. Employee turnover refers to losing talent in THE workforce at a particular time. It entails departure of employees from the organization through resignations, layoffs, terminations, retirements, transfers, or death. Businesses calculate their turnover rates as a way of predicting productivity, customer service, and building morale to the general organization. Managers and business owners spend a lot of time and effort looking for the right people for their businesses. Turnover becomes more difficult when hiring for small to medium sized businesses because hiring the wrong workforce in a small business leads greater impact on a smaller team. Business organizations incur costs of advertising which takes a lot of time going through the CVs and carrying out interviews. More so, they also incur costs in induction and training the new employees. Considering all these efforts, it is prudent for business owners and managers should TO do all they can in their powers to reduce employee turnovers.
Currently, there are many debates and research studies on the causes of increased incidences of employee turnovers. From the debates and researches, several causes and impacts have been established as the major causes of turnovers. One of the causes of employee turnover is part-time working relationships. Over the past few years, it has been found that employees who work as part-time workers; registers the highest possibilities of turnovers in organizations ...
In this report, Blessing White reviews key findings from our 2008 State of Employee Engagement global research and share strategies for delivering on the promises of employee engagement (employee retention strategy, employee motivation strategy).
Inspired by "Moneyball" we created a tool for measuring our employees effectiveness and engagement. Data driven approach for 1:1 sessions and yearly appraisals.
Work life balance is now playing an important role in deciding the job related performance of employees in any industry. Work swelling obligations in the workplace is very difficult for the employees to maintain a fair level of work life balance. Such circumstances impact on workers physiologically and psychologically. The hectic life of retention and excelling in jobs today put tremendous pressure on employees’ life and leads to a work life imbalance which is a problem that poses a big risk to workers well being, their performance as well as the organizational performance. This paper aims to study the level of work life balance among employees of Bajaj alliance life insurance company limited and explore how the work related activities and family related activities effect on the employees. K. G. Pavithra | Dr. D. Varalakshmi "A Study on Work Life Balance" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-6 , October 2020, URL: https://www.ijtsrd.com/papers/ijtsrd33549.pdf Paper Url: https://www.ijtsrd.com/management/hrm-and-retail-business/33549/a-study-on-work-life-balance/k-g-pavithra
Entrepreneurship: Flourishing in tough conditionsRegus
Given the key importance of entrepreneurship within the economy and even inside single businesses, Regus commissioned research canvassing the opinions of over 19,000 business managers and owners globally asking them about the state of entrepreneurship in their sector and which measures help boost innovation.
Learn how Juniper, an innovative software company, partnered with Regus to off-load wasted office space and become more flexible and mobile across the globe.
Flexible working a key strategy in attracting and keeping top employees - Jan...Regus
Not so long ago, flexible working was the province of senior
managers who lived a long way from headquarters, and
salespeople. Now, in the minds of many, it is an essential part
of any attractive job. It has become a major differentiator when
choosing between new job possibilities; and it is a key factor
in keeping people engaged and satisfied in their
current organization.
This is partly because those in the younger management
generations (Gen Y and Z) are demanding it. Even though
conventional wisdom would suggest that younger cohorts
might accept any job conditions in order to avoid the spectre
of unemployment, in fact they are often refusing to accept
the old rules. It is also because technology enables workers
– even senior ones – to be contacted or stay in touch even
if they are not physically on company premises. Younger
employees, having grown up with the devices, know all
about the possibilities they create, of course. As a result, they
cannot understand why employers who have sought to make
workplaces like university common rooms will not go further
and allow them to work flexibly, saving time on commuting,
enhancing potential productivity, and measuring performance
by results rather than time in the office.
Catch Me If You Can: Flexible working and its impact on recruitment and reten...Regus
Not so long ago, flexible working was the province of senior managers who lived a long way from headquarters, and salespeople. Now, in the minds of many, it is an essential part of any attractive job. It has become a major differentiator when choosing between new job possibilities; and it is a key factor in keeping people engaged and satisfied in their current organization.
The latest Regus Business Confidence Index shows that global business confidence remains steady; mature economies are showing confidence gains; and emerging economies have tempered their outlook somewhat. But no-one in business is letting a confidence uplift divert them from a continued focus on efficiency gains.
Please join us for a workspace innovation discussion.Regus
Experience a progressive new workspace while
enjoying cocktails and hors d’oeuvres while
engaging in a lively discussion on Dr. Martha
O’Mara’s latest research on how aligning your real
estate strategy with the life stages of your
workforce can increase your competitive
advantage. You are invited to an exclusive event at the new
Regus “pro-working” center in Midtown. Come
take a tour of our cutting-edge workspace
environment at 747 Third Ave.
The latest Business Confidence Index shows that although business confidence shows only marginal
progress, businesses globally plan to hire more sales and marketing staff in their bid for growth.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
The Influence of Marketing Strategy and Market Competition on Business Perfor...
Regus Work:life Balance Index 2013
1. Regus Work:life Balance Index 2013
Boomers struggle to
find their balance
Work:life balance improvement slows, but Generations
X and Y know how to get it right
2. 1
Contents
Management summary............................................................................................2
Key findings and statistics............................................................................................3
Introduction...............................................................................................................4
The index.....................................................................................................................5
Shifting balance............................................................................................................5
Battle of the generations...............................................................................................7
Bosses tip the scales....................................................................................................8
Upsetting the balance...................................................................................................9
Conclusion...............................................................................................................11
Country highlights..................................................................................................12
Methodology............................................................................................................13
About Regus............................................................................................................14
3. 2
Management summary
Members of Generations X and Y are more likely
than Baby Boomers to feel their work:life balance
has improved in the past year. While Boomers
are struggling with health issues and the needs of
ageing parents, the younger generations believe
they are achieving more at work, finds the latest
Regus Work:life Balance Index, which assesses
how individuals are balancing the various elements
in their professional and home lives.
The second iteration of the Index, which this
year surveyed more than 26,000 professionals
in more than 90 countries, shows that the rate
of improvement has slowed marginally over the
past year. A proportion of workers around the
world continue to suffer additional workloads
taken on as a result of workforce cuts in the
downturn and are spending less time at home
or with their families as a consequence. It is still
the case that fewer than half of respondents are
seeing continued and consistent improvement in
businesses helping workers cut the often gruelling
commutes that are detrimental to the enjoyment
of work.
However, there are encouraging signs. The myth
of the workaholic business owner has been
shattered as the people running organisations are
found to have a much better work:life balance
than employees. This finding endorses the long-
held view that stress – a key element in measuring
work:life balance and enjoyment of work – is
associated less with hard work than with lack of
control. Increasingly, business owners are seeing
the benefits of ensuring their employees share
this sense of control through the adoption of
more flexible working practices, leading to higher
productivity and talent retention.
In view of the continuing difficult economic
environment, it is understandable that the work:life
balance rate of improvement has slowed. But
organisations need to maintain momentum
because research shows that work:life balance
is closely connected with business success. One
way that businesses can make strides in the right
direction is through a greater commitment to
flexible working. This is a win-win to help improve
workers’ quality of life through reducing stress
and related illnesses, while benefiting the business
through reductions in fixed office space and
improvements in productivity and retention.
4. 3
Key findings and statistics
• The Regus Work:life Balance Index reveals that
the work:life balance rate of improvement has
slowed marginally since last year.
• The overall Work:life Balance Index has fallen
slightly to 120 compared to May 2012 when it
was 124.
• Some indicators that point to the slowdown
in improvement stem from the fact that
global workers are still experiencing the same
additional workload taken on during the
downturn and not yet shared out among new
staff. Two fifths (42%) spend less time at home/
with family than they used to because of work.
• Just under half of respondents think that
businesses are making continued progress to
cut gruelling commutes (49%).
• But businesses need to keep up momentum
given that work:life balance is intimately
connected to productivity and talent retention.1
• Generations X & Y (123) are more likely to feel
that work:life balance has improved in the last
year than jaded Baby Boomers (117), who are
struggling with their own deteriorating health
and the needs of ageing parents.2
• Generations X & Y are also more likely to feel
they achieve more at work (81%) than Baby
Boomers (69%).
• Surprisingly, the workaholic business owner
myth is debunked as the Index reveals that
business owners have a higher index value (124)
than employees (115).
• Business owners are also likely to enjoy work
more than last year (74%), compared with
employees (66%).
• As they see market conditions improve and feel
they have made it through the worst part of the
downturn, it is understandable that business
owners should be feeling more positive about
work. This positivity, however, has not yet
filtered through to employees in the same way
and business owners need to urgently address
the issue.
• Flexible working is a way of improving work:life
balance, which, according to 72% of workers,
increases productivity,3
so it’s a win-win solution
for businesses and can improve the quality
of life of workers, help reduce stress and
stress-related illness, save money on
fixed office space, improve retention and
increase productivity.
1 Mercer, Attraction and
Retention Survey, 2012
2 My PA, Baby Boomers
Striving For Work-Life
Balance, 30th January
2012; HR Hero, Boomers
(and their employers) face
work/life challenges, 17th
April 2012; American Institute
of CPAs, What Is This
Work/Life Balance Everyone
Keeps Talking About?,
18th July 2011
3 Regus, Flexibility drives
productivity, 2011
5. 4
Introduction
It is one of the features of the current business
environment that, while millions of people around the
world are seeking ‘quality jobs’, millions of others have
more work than they might want. Across the countries
that are members of the OECD (Organisation for
Economic Co-operation and Development), 12 per
cent of men work ‘very long hours’ (i.e. more than
50 hours a week on average). Women fare better
– fewer than 5 per cent work very long hours.4
But that shortfall is made up by extensive amounts
of unpaid domestic work because the average
woman in an OECD country spends an average
of 279 minutes a day on cooking, cleaning or
caring, compared with just 131 minutes for her
male counterpart.5
Work:life balance is often
viewed as an issue that only affects ‘high-fliers’
trying to ‘have it all’. But it is clearly much more
widespread. For instance, reports suggest that 18
per cent of European workers think that they have
a poor work:life balance.6
The extent of long hours varies considerably
between OECD countries, with a few surprises.
The UK and the USA are close to the overall
average, with 11.7 per cent and 10.9 per cent
of the workforce respectively working very long
hours.7
In Germany, the figure is 5.1 per cent, little
more than the 4.5 per cent recorded in Belgium
and rather less than the 8.6 per cent seen
in France.8
A recent report in Australia has found that
full-time working women’s dissatisfaction with their
work:life balance had almost doubled from 15.9
per cent to 27.5 per cent between 2008 and 2012,
while men’s had hardly changed.9
Mexico and
Brazil are other countries with a high proportion
– 28.9 per cent and 12.5 per cent respectively – of
the workforce working long hours.10
In 2012 the
Brazilian government introduced a new law to make
answering emails after hours count as overtime.11
Canada, which, according to the OECD, has 3.9
per cent of workers working very long hours, would
therefore appear to be in a much better position than
its southern neighbour, the USA.12
This improvement
is reflected in the Work:life Balance Index, which saw
the largest score increase in Canada.
Meanwhile, as many western countries are struggling
to maintain the progress made in this area in the
face of extreme economic pressures, many Asian
nations are changing their approach. Japan has long
been noted for the devotion of its workers and this is
confirmed by the OECD finding of 29.5 per cent of
the workforce working very long hours.13
However,
companies such as Toyota and Nissan have begun
initiatives to limit overtime, introduce telecommuting
and enforce breaks.14
Eighty-two per cent of
respondents in other Asian countries, including China,
Hong Kong, India and Korea, said their companies
needed to do more to help them balance their work
and life demands.15
Technology can help by aiding flexibility. But it is
important not to see it as the complete answer.
A survey by Virgin Media Business found that 54
per cent of the UK’s mobile workers thought that
blanket connectivity would shorten their working
day significantly but didn’t think it would improve
their work:life balance.16
Only 10 per cent thought
that working fewer hours would improve how they
separated work and private lives.
4 OECD Better Life Index
2012: Work Life Balance
5 ibid.
6 The European Foundation
for the Improvement of Living
and Working Conditions:
Fifth European Working
Conditions Survey, 2010
7 OECD Better Life Index
2012: Work Life Balance in
detail by country
8 ibid.
9 The University of South
Australia, Balance Still a Big
Squeeze for Aussie Workers,
24th September 2012
10 OECD Better Life Index
2012: Work Life Balance in
detail by country
11 The Huffington Post,
Brazil’s Email Overtime:
New Law Counts Checking
Smartphones After Hours As
Work, 1st December 2012
12 OECD Better Life Index
2012: Work Life Balance in
detail by country
13 Ibid.
14 Business Destinations,
The threat of Karoshi,
27th April 2012
15 Wall Street Journal Blogs,
Work Life balance a
challenge for both genders
in Asia, 17th May 2012
16 Virgin Media Business, All
work and no play doesn’t
keep the stress away,
13th September 2012
6. 5
Nevertheless, there is evidence that many
professionals feel that some balance can be
achieved. A report by management consultancy
Accenture published in early 2013 found that more
than two-thirds of respondents felt they could have
it all.17
However, half felt they could not have it all the
time, with 52 per cent globally saying they had turned
down jobs due to concerns about the impact on
their work:life balance. In South Africa the proportion
turning down jobs was 67 per cent.18
As the European Foundation for the Improvement
of Living and Working Conditions says: “Win–win
arrangements should be promoted. Working
conditions likely to be associated with higher
well-being of workers are also associated with high
motivation, commitment, and sustainable work.”19
It adds: “Current employment policy priorities to raise
employment levels, prolong working life, increase
the participation of women, and increase flexibility
and productivity depend for their success not just on
changes in the external labour market but also on the
successful management of life at work and at home,
by all parties concerned, as well as on appropriate
social support.”
The index
In order to provide business leaders and policy
makers with an up-to-the-minute barometer of
worker and manager satisfaction with their work:life
balance and measure real improvement, the Regus
Work:life Balance Index analysed the opinions of
more than 26,000 business managers and business
owners from over 90 countries. In addition to
enquiring about whether they felt that improvements
had been made to their work:life balance in the past
year, the report analysed their views on factors and
behaviours that typically affect work:life harmony.
These included satisfaction with the amount of time
spent at home or with their families, working hours,
time spent at work, job enjoyment and sense of
achievement and whether additional duties taken on
during the downturn had finally been reassigned to
new members of staff.
Shifting balance
After signalling a rise over the two years since
2010, the Regus Work:life Balance Index rate of
improvement has slowed slightly in the past year.
This might seem surprising in view of the fact that
it is now half a decade since the financial crisis and
some countries are starting to see something of a
recovery. However, these are still very challenging
times for many businesses and, as a result, many
employees will still be feeling under a lot of pressure
and, rather than believing that balance is returning
to their lives, think their time at work is as stressful
as ever. A possible explanation why the UK and
Germany continue to languish towards the bottom
of the rankings comes in a 2011 report by Avaya,
which found that 81 per cent of UK and German
SME decision makers blamed demanding work
commitments for struggles in their private lives.20
Eighty-nine per cent reported that they had suffered
from stress or ill health, while 37 per cent said that
their relationships had experienced strife, or they had
been separated or divorced. Thirty-five per cent had
had to miss holidays due to work commitments.
17 Accenture: Defining Success
2013 Global Research
Results, 8th March 2013
18 Business Day, Employees
‘prefer work, life balance to
more pay’, 5th March 2013
19 Eurofound, Fifth European
Working Conditions Survey,
2012
20 RealWire, The Trouble and
Strife of Working Life: Avaya
research reveals the hidden
dangers of overworking,
30th August 2011
21 Wall Street Journal Blogs,
Work Life balance a
challenge for both genders
in Asia, 17th May 2012
22 Financial Times, China’s
young warm to the west’s
work:life balance, 6th
March 2012
Mexico
France
India
Brazil
China
South Africa
Canada
Global Average
Netherlands
USA
Australia
UK
Japan
Belgium
Germany
0 20 40 60 80 100 120 140 160
The Regus Work:life Balance Index 2013
Figure 1
7. 6
By contrast, the BRICS countries continue to lead
the field, as Figure 1 indicates, even though they all
saw their individual index scores slip to some extent.
Some of this continued strength could be down to
culture since family life plays such a large role in many
of these countries. A quarter of respondents to a pan-
Asian survey said their focus was split between work
and life, with 15 per cent saying it was the family.21
Indian respondents showed the greatest support for
the balanced approach. Even in China, where striving
has been a way of life since the country began to
open up its economy, there has reportedly begun to
be a move away from such workaholic ways towards
a more balanced approach.22
As Figure 2 shows, Australia, as a result of a
significant slip in its score, has fallen below average.
Although surprising for those who think of Australians
as laid-back citizens enjoying an enviable outdoor
life, this development is hardly at odds with surveys.
A recent report found that a third of both men and
women felt they had more work than one person
could do, while the proportion of full-time working
women claiming to be dissatisfied with their work:life
balance nearly doubled between 2008 and 2012.23
Interestingly, it has been replaced by Canada, which
saw a strong improvement last year.
The size of Australia’s fall was matched by China,
which nevertheless managed to retain its position
towards the top of the table of countries analysed –
like Brazil, which dropped from second place last year
to third this year on the back of a 14-point reduction
in its score. It is possible that these countries could
be suffering from rising expectations as their
economies – and hence the aspirations of their
workforces – develop.
A somewhat smaller drop in its individual score was
enough to send France to the bottom of the table of
countries analysed in place of its old rival, Germany.
This, again, might seem surprising, but France is
undergoing a lot of change at the moment and it is
possible that French workers are coming to terms
with the new world order. French workers work
marginally longer hours than those in Germany and
the UK and – while they receive extensive holidays –
often work in situations of high stress and in constant
fear of losing their jobs.24
21 Wall Street Journal Blogs,
Work Life balance a
challenge for both genders
in Asia, 17th May 2012
22 Financial Times, China’s
young warm to the west’s
work:life balance, 6th
March 2012
23 The University of South
Australia, Work:life Balance
Still a Big Squeeze for Aussie
Workers, 24th September
2012
24 The Guardian, French
Stereotypes: They do not
work that hard, 25th March
2011
The Regus Work:life Balance Index 2012-2013
Figure 2
2013 Index 2012 Index Difference
Australia 116 129 -13
Belgium 103 104 -1
Brazil 137 151 -14
Canada 122 113 9
China 136 149 -13
France 100 109 -9
Germany 101 95 6
Global Average 120 124 -4
India 138 139 -1
Japan 106 105 1
Mexico 149 153 -4
Netherlands 118 120 -2
South Africa 129 135 -6
UK 109 104 5
USA 117 123 -6
8. 7
Battle of the generations
This year’s Index also considers the differing attitudes
of members of two distinct workplace groups – the
Baby Boomers (those born between 1945 and 1964)
and Generations X (born 1965-80) and Y (born
after 1980).
Overall, as Figure 3 shows, Generations X & Y
enjoyed a better Work:life Balance Index score (123)
than the Baby Boomers (117). However, there were
some national variations. Notably, with the exception
of Mexico, Baby Boomers outscored the younger
generations in the top four ranked countries analysed;
the only other nations where this was the case were
Germany and Belgium.
Evidence suggests that Baby Boomers are falling
behind in the work:life balance area because of the
various conflicts in their own lives. Traditionally, they
have strongly identified themselves with their work
and – in many cases – with their place of work.25
As
a result, they have worked hard and set standards
for others to follow without thinking too much of
the sacrifices they have made. Increasingly, though,
they are finding that – just as they are starting to see
their own health deteriorate - they are having to care
for ageing relatives at the same time as continuing
to look after children who may need more support
for longer than earlier generations because the
economic situation is making it harder for them to
establish their own careers.26
Because of their own
high standards,27
they know that they are not giving
as much attention to work as they should – especially
since many will be senior executives on account of
their experience – and, as a result, they are feeling
under stress.
Enabling such workers to remain working – as many
will wish to because of their commitment to their
work – while also enabling them to deal with the other
responsibilities they face, is a tough challenge, so it is
not surprising that many businesses are finding
it hard.
The dilemma confronting the Baby Boomers, who are
seen as so fortunate in many respects by subsequent
generations, is also illustrated by Figure 4.
25 My PA Baby Boomers Striving For Work-Life Balance, 30th January 2012; HR Hero, Boomers (and their employers) face work/life challenges,
17th April 2012; American Institute of CPAs, What Is This Work/Life Balance Everyone Keeps Talking About?, 18th July 2011
26 The Sandwich Generation, Kathy Quan
27 Reducing Employee Stress – Practice Consideration-Oriented Leadership and Let Them, Debra Lopez, Ph.D.; Mark T. Green, Ph.D.,
Meghan Carmody-Bubb, Ph.D.; Diana Garza-Ortiz, Ph.D.; Our Lady of the Lake University, Leadership Review Vol. 11 Spring 2011
Mexico
France
Brazil
South Africa
Global Average
Netherlands
UK
Belgium
0 20 40 60 80 100 120 140 160
India
China
Canada
USA
Australia
Japan
Germany
Work:life Balance Index for Generations X and Y
and Baby Boomers
Figure 3
South Africa
UK
India
Belgium
Canada
Australia
Germany
Japan
50% 60% 70% 80% 90% 100%
Mexico
Brazil
Global Average
Netherlands
USA
China
France
Generations X and Y and Baby Boomers: who feels they
achieve more at work?
Figure 4
Baby Boomers
Generations
X and Y
Baby Boomers
Generations
X and Y
9. 8
Traditionally, Baby Boomers would have been proud
of working hard and of being effective and productive
employees. Now, they have their doubts. And the
young Generations X and Y – who have many fewer
responsibilities and less loyalty to their employers
– are claiming to be able to achieve more at work,
perhaps also because they have been more ready to
take up and demand flexible working options.
Bosses tip the scales
Business owners are feeling the glow of having
weathered the downturn and are feeling more
positive than employees (Figures 5 and 6). As recent
Regus research highlighted, they are expecting
growth and translating their bullishness into intentions
to hire.28
Only in Belgium do business owners fare
worse than non-owners when it comes to work:life
balance and enjoying their work. This appears
to debunk the myth that businesses owners are
workaholics incapable of enjoying themselves. But it
could also be an illustration of the long-held view that
stress - a key element in measuring work:life balance
and enjoyment of work - is associated less with hard
work than with lack of control. In other words, an
employee who is unable to make changes to their
working habits is likely to be more stressed than a
business owner who can decide when and where to
work, while enjoying the thrill of running an enterprise
with all the risks and rewards involved.
A further explanation could be that business owners
are relieved to have survived the years since the
financial crisis and perhaps are starting to enjoy the
challenge of finding new ways of developing their
businesses. In short, their view of the future may be
less gloomy than that of their employees.
India
South Africa
Canada
Japan
USA
Germany
Belgium
0 20 40 60 80 100 120 140 160
China
Brazil
Netherlands
Global Average
Australia
UK
France
Work:life Balance Index for business owners and non-owners
Figure 5
India
UK
Brazil
China
France
Global Average
Australia
Belgium
40% 50% 60% 70% 80% 90%
Mexico
South Africa
Netherlands
Canada
Japan
USA
Germany
Business owners and non-owners: who enjoys work more?
Figure 6
28 Just the Job, Regus Business Confidence Index, April 2013
Non business
owners
Business
owners
Non business
owners
Business
owners
10. 9
Upsetting the balance
Workers in general report being worn down by having
to do more work as a result of staff cutbacks in the
downturn. Although the numbers reporting this (see
Figure 7) are on the whole slightly lower than last
year, they are still significant enough to have an effect
on employees’ sense of wellbeing. Indeed, in some
countries – notably Japan and France – workers are
feeling even more frustrated.
The extent to which workers are feeling overstretched
is even more graphically illustrated by Figure 8.
Employees throughout the world – but particularly in
Japan and Australia – say they are spending more
time away from home on work-related matters. This
would inevitably lead to a conflict with family life,
especially for those with responsibilities beyond the
immediate family unit.
Commuting, particularly in big cities, is one of the
biggest factors in work:life balance. It is often the
activity workers most look forward to not having to do
when they retire or work from home. It is tiring even
when everything runs smoothly; when it doesn’t – as
is often the case with creaking transport systems – it
can lead to stress and, of course, a great loss of
productivity. Trying to reduce time spent commuting
is one of the key drivers for organisations introducing
flexible working.
Brazil
India
Japan
UK
Global Average
Mexico
China
Netherlands
Belgium
South Africa
USA
Australia
France
Canada
Germany
30% 40% 50% 60% 70% 80%
I have taken on additional duties during the slowdown, which
have not been picked up by a new employee
Figure 7
Japan
China
Belgium
Germany
South Africa
Australia
UK
Mexico
Netherlands
India
France
Global Average
USA
Canada
Brazil
0% 10% 20% 30% 40% 60%50%
I spend more time away from home
Figure 8
2013
2012
2013
2012
11. 10
And yet a little under half of respondents believe
that there is continued and consistent improvement
in this area. With all attention focused on survival,
many companies will claim that they cannot apply
the energy to it; others will argue that it is not
practical for them. However, the lack of progress
is clearly frustrating to many employees and this is
an important measure that business owners could
introduce to help employees improve their work:life
balance too. With congestion in major cities – and not
just in western countries – becoming worse rather
than better, the issue is likely to grow in importance
and will need to be addressed by organisations
looking to retain and motivate their best employees.
The scale of the problem confronting businesses
and individuals alike is illustrated by Figure 10. The
Work:life Balance Index has only risen in the past year
in large companies. The reversal from last year, when
the Index was significantly higher in small companies
than in larger counterparts, is perhaps a sign that
only the larger businesses have the resilience to
deal with an issue so important to employees at the
same time as handling the many other crises and
challenges caused by the prolonged tough economic
environment.
Brazil
France
India
Mexico
Netherlands
USA
Belgium
Australia
Global Average
Canada
South Africa
China
UK
Japan
Germany
0% 10% 20% 30% 40% 50% 60% 70%
I feel companies are doing more to help reduce commuting
Figure 9
Small
Medium
95 100 105 110 115 120 125 130
Large
Work:life Balance Index 2012-2013 by Company Size
Figure 10
2013
2012
12. 11
There is no doubt that these are challenging times.
Businesses the world over – and not just in the highly
industrialised western countries that bore the brunt of
the financial crisis – are struggling to build sustainable
growth and profitability. So it is natural that they
should focus on ensuring their survival and looking for
opportunities to help secure their futures.
But they only stand a chance of achieving this if they
have the very best people. Repeated research has
shown that in all sorts of industries it is people who
make the difference between success and failure.
Despite the tough circumstances, employees –
younger ones, in particular – do not feel they have to
remain loyal to an employer. They will go wherever
they think will further their careers and increasingly
wherever will enable them to work in the way that
they want, allowing them to juggle their various
interests and responsibilities. The financial crisis may
have changed perceptions of employment a little, but
– to the surprise of many – it has not changed all that
much. Well-qualified people still think they can make
demands of their employers.
Increasingly, those demands are about flexibility.
Workers want the flexibility to work when they want
and how they want. Rather than compromising, they
want to have it all. Some businesses will see this
as a threat. But by being flexible themselves, smart
employers will be able to attract the best workers and
see them become even better through being happier
and better motivated. What is more, by moving
away from the idea that they need to have their staff
working in the same ways and same places, they will
see productivity gains and also be able to cut their
fixed costs. It is a situation in which everybody wins –
except those who insist on resisting flexibility.
Conclusion
13. 12
Country highlights
Australia
Australia has seen a sharp fall in its Work:life
Balance Index score – equal second largest –
taking it back below the global average after a
marked improvement in 2012.
Belgium
Belgium’s business owners are among the lowest
of the Work:life Balance Index with 103 points.
Brazil
Brazilian workers – like last year – were the most
likely to claim they were overworked. More than
70% said they had picked up additional duties in
the slowdown that had not yet been taken on by
new employees.
Canada
Canadian workers saw the biggest rise in their
Work:life Balance Index score; the country’s 122
taking it just above the global average.
China
Among countries analysed, 81% of Chinese
business owners felt they achieved more at work
than last year.
France
French workers claim the worst Work:life Balance,
with an Index score of just 100, down nine points
on a year ago.
Germany
German workers’ improvement rate grew on last
year. The country’s Work:life Balance Index score
of 101 was six points higher than last year’s and
enough to nudge it above France.
India
Indian business owners were the most likely to
report that they were enjoying work more than last
year (88%).
Japan
Japanese workers have moved ahead of their
Chinese counterparts in claiming they spend more
time away from home.
Mexico
Among countries analysed, Mexico topped the
Work:life Balance Index for the second year
running, with 149 points.
The Netherlands
The Netherlands is the top European country
analysed in terms of workers feeling companies
are making continued and consistent improvement
to help reduce commuting.
South Africa
Fully 94% of South Africa’s Generations X and Y
claim they are achieving more at work.
UK
The UK was one of only four countries to see a
rise in the Work:life Balance Index, but is still below
the global average.
USA
Despite a sharp drop in its Work:life Balance Index
score this year, the USA is still close to the global
average.
14. 13
Methodology
Over 26,000 business
respondents from over
90 countries were
interviewed during
January 2013.
The Regus Work:life Balance Index calibrates a
number of different factors to produce an index
value that reflects overall levels of personal-work
life harmony.
Not only are opinions about enjoyment and
sense of achievement measured, but actual
working behaviours are also taken into account.
Taking over additional duties, working hours,
commute length and actual time spent away from
personal pursuits are all ‘hard’ factors considered
alongside individual perceptions in this model,
which uniquely balances opinion with real
working practice.
= 500
The Regus Work:life Balance Index calibrates a
number of different factors to produce an index
value that reflects overall levels of personal-work
life harmony.
15. 14
About Regus
Regus is the world’s largest provider of flexible
workplaces, with products and services ranging
from fully equipped offices to professional
meeting rooms, business lounges and the
world’s largest network of video communication
studios. Regus enables people to work their
way, whether it’s from home, on the road or
from an office. Customers such as Google,
GlaxoSmithKline, and Nokia join hundreds
of thousands of growing small and medium
businesses that benefit from outsourcing their
office and workplace needs to Regus, allowing
them to focus on their core activities.
Over 1,300,000 customers a day benefit from
Regus facilities spread across a global footprint
of 1,500 locations in 600 cities and 99 countries,
which allow individuals and companies to work
wherever, however and whenever they want
to. Regus was founded in Brussels, Belgium in
1989, is headquartered in Luxembourg and listed
on the London Stock Exchange.
For more information please visit:
www.regus.com