The document discusses the future of hybrid and remote work in the utilities industry. It finds that most employees want a hybrid model where they can work remotely 25-75% of the time. However, certain roles must remain fully onsite. Successful hybrid and remote work requires meeting employees' fundamental needs, supporting their well-being, and having strong organizational resources and leadership. Companies should focus on empowering employees to be productive anywhere through flexibility, training, and trust-building.

1. Future of
Work
ACCENTURE UTILITIES
What’s ahead for remote and hybrid work

2. Emphasizing net better off is the key to moving to
a remote/hybrid workforce model that unlocks
human potential
By meeting six fundamental human needs through
work, companies can unlock their people’s full
potential. We call this framework “Net Better Off”.
Net Better Off measures and brings into focus what
inspires workers’ potential.
We found that each of the six dimensions of net
better off were significantly correlated with people
trusting their employer.
Source: CARE TO DO BETTER - Building trust to leave your people and your business
Net Better Off, Accenture in collaboration with Marriott International, 2020.

3. Work has changed forever
Workforce policies were built
around in-person workers.
With the right resources,
people can be productive
in any environment.
Most employees want the
future of work to be hybrid.
“Productive anywhere”
doesn’t describe people who
are free of dissatisfaction or
stressors.
Location should no longer
be the focus for leaders.
Business growth in an
uncertain world depends on
a healthy and productive
workforce.

4. People want the future of work to be hybrid*, but hybrid
isn’t possible for everyone
83%
identified a hybrid model as being optimal in the
future and 58% of our sample had already been
working in a hybrid model during COVID-19
N=782, Utilities data, Accenture Future of Work Study 2021
*Hybrid: The ability to work remotely between 25% and 75% of the time.
25%
of our sample worked fully onsite throughout
the pandemic and are likely to remain onsite
for the foreseeable future.
64%
of the sampled utilities workers prefer a hybrid
"Productive Anywhere“ model while 11% prefer
onsite and 16% prefer a remote work model
17%
of the sampled utility workers were fully onsite
during the pandemic; this mainly consisted of
field, plant, and operations workers

5. The mindsets of people in the utilities industry
Our research found four mindsets that workers are experiencing toward the future of work.
Hybrid workers are more likely to be thriving, while onsite workers are more likely to be disgruntled.
Optimistic
Fatigue
Pessimistic
Energized
DISGRUNTLED
20%
APATHETIC
12%
AMBIVALENT
28%
THRIVING
40%
N=782, Utilities data, Accenture Future of Work Study 2021

6. Predictors of productivity and health for workers vary
between remote environments and onsite locations

7. Personal resources
Autonomy in job
Positive mental health
Desire to participate in learning
High degree of digital skills
Strong social bonds at work
Work-life enhancement
These resources were identified as key differentiators for workers who can be productive
anywhere, based on an Analysis of Variance (ANOVA) comparing workforce groups.
They have resources to be healthy and productive. People who can be productive everywhere have
significantly greater personal and organizational resources than those who can’t be productive anywhere.
Why are some people productive anywhere?
Organizational resources
Organization is agile
Organization is intelligent
Organization has health policies
Organization supports vaccination
Organization is digitally mature
Leadership is supportive
N=9,326, Accenture Future of Work Study 2021

8. Where can companies begin?
Accelerate
Modern HR
Develop a strategy that ensures workers are Net Better Off as they transition to new workspaces,
teams and roles. Cut through new complexities that have emerged to unlock human ingenuity.
Design work
around people
There is no one-size-fit-all model, so organizations must respond to the needs of all types of workers.
Organizations that support psychological and physical safety will foster trust.
Build digital
fluency
Digitally fluent organizations have higher growth and are better places to work. Build digital
fluency at all levels, designing tailored skilling and learning paths that serve different needs.
Lead with
humanity
Responsible leaders create environments in which the Modern Board, CEO and C-suite make sure
workers are Net Better Off. They build a fail-fast culture of ongoing experimentation and improvement.
No one knows exactly what the future will look like, but we do know what workers need to thrive anywhere.
Utility leaders can begin by redefining work policies and strengthening worker-employer relationships.

9. Building the foundation for a spectrum of work models
As utilities look to determine their optimal workforce approach, there is a spectrum of work models with
myriad considerations to be thought through to build the appropriate foundation for their people
Fully return
to office
Fully
remote
Employee-driven
set schedule
Ad-hoc
Company-driven
set schedule
1
OPERATIONAL
CONTINUITY &
WORKPLACE SAFETY
2
WAYS OF
WORKING
3
DIGITAL
COLLABORATION
4
COMPENSATION,
BENEFITS & TAXES
5
EMPLOYEE RETENTION
& HIRING
6
CULTURE & EMPLOYEE
ENGAGEMENT
7
MONITORING &
MEASUREMENT
KEY CONSIDERATIONS

10. Overcoming barriers to a hybrid workforce
Employee-LeaderEngagement
There is a real risk of being out of sight,
out of mind and missing opportunities
for career progression, information and
development. There is a need to
manage the risk of building a two-tier
workforce.
Inter-Generational Needs
While experienced workers with
workplace etiquette and established
networks are happy to work from
home, new entrants into the workforce
and Gen Z colleagues are missing
opportunities to build networks, learn
work-life etiquette and impromptu
learning experiences from proximate
interactions.
Talent Sourcing
The benefits of accessing global talent
pools, particularly in low-cost locations
are obvious. Organizations need to
consider the unintended
consequences such as increased job
competition in higher cost markets.
Mental Health
Early research into the health impacts of
sustained remote working include loss
of purpose and motivation, anxiety and
isolation. These effects may be long
lasting or permanent.
Cybersecurity Concerns
Companies are utilizing remote working
systems, some of which have not been
tested as part of their core security
operations. The increased cybersecurity
risks are a challenge many companies are
still grappling with.
Physical Health & Safety
Employers have obligations towards
people’s physical as well as mental
health, even when working from
home or third-party premises.
Organizations need to understand
where their obligations start and
stop to effectively manage their
health and safety obligations.
Homeworking Infrastructure
People working from home may face IT and
infrastructure challenges such as slow Wi-Fi,
bandwidth-choking video calls and software
performance. IT and technology
departments need to look at how they can
effectively scale support for a virtual
workforce.
Tax Considerations
Some employers are changing remote
work policies and allowing employees
to relocate. This can create new
challenges for mobility professionals,
increasing the complexity of managing
tax and insurance risks during the
pandemic and beyond.
PEOPLE WAYS OF WORKING WORK LOCATION TECH & SECURITY

11. What we’ve been discussing with our clients
Leadership buy-in
and alignment on
vision is critical
How will storm
roles be impacted
as the workforce
distributes?
Employee input is
critical; they want
to be heard
Flexibility is key as
organizations will
need to adjust their
approach over time
How do we make
sure the field, plant
and onsite workers
don’t feel left out?
Where can
employees live (or
NOT live)?

12. Contacts
Elizabeth M. Aguilar
Senior Manager–Strategy & Consulting,
Talent & Organization, Accenture
Chris Manshio
Managing Director-Strategy & Consulting,
Talent & Organization
Jessica Broms
Senior Manager–Strategy & Consulting,
Talent & Organization, Accenture
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extent permitted by applicable law, any and all liability for the accuracy and completeness of the information
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