1. © 2013 IBM Corporation Out of the Office - Teleworking and Working Flexibly Joanne Dooley Director, Global Technology Services & Executive Sponsor Work Life Integration 5 February 2013

2. © 2013 IBM Corporation2 Outline  IBM at a glance  Our Diversity & Inclusion focus areas  Our flexible workplace practices  The business drivers  What flexibility looks like  Making it happen  The key elements Teleworking and Working Flexibly

3. © 2013 IBM Corporation3 IBM at a glance  Global technology & innovation company, with solutions & services spanning all industries  Over 400,000 independent, smart, mobile, and diverse knowledge workers in 170 countries  Has invested more than $150 billion in R&D and has received more than 75,000 U.S. patents  10 global research labs pioneering breakthroughs, advancing technologies and helping define open standards IBM Australia  Annual revenue of over $4 billion  Generated almost A$539m in exports  Putting $2 million every year into the community  Key business segments: –Global Technology Services –Global Business Services –Systems and Technology Group –Software Group 3 © 2011 IBM Corporation Teleworking and Working Flexibly

4. © 2013 IBM Corporation4 4 Our Diversity & Inclusion Focus Areas Advancement of Women Generational Diversity People with Disability Lesbian Gay Bisexual Transgender Cultural Diversity Work Life Integration & Flexibility Teleworking and Working Flexibly

5. © 2013 IBM Corporation5 Our flexible workplace practices How I work When I work Where I work  Working from IBM office  Work from home / telecommuting –Flexible: work away from the office occasionally –Regular: work at home on regular basis –Full-time: work from home on full time basis  Mobile  Individualised work schedules  Flexible or compressed working week  Part-time work  Job share  Self-funded leave  Floating Cultural Holiday  Paid primary care-giver leave  Personal Leave  Leave of absence Teleworking and Working Flexibly

6. © 2013 IBM Corporation6 The business drivers for telecommuting  Our Customers –Located everywhere –Need appropriate level of service in each customer interaction –Employees must be flexible in order to address customer needs  The Environment –Load on urban environment (traffic/real estate) –Need to take work to the people –Decrease commuting/unproductive time  Economics –Increasing real estate costs –Travel and relocation expense –Access to skills, labour challenge, talent sourcing  Employees –Helps attract and retain talent –Changing workforce demographics –Changing expectations of the workforce –Flexibility in scheduling and location  Information Age –Nature of work has changed - more focussed on service, knowledge, information –Today’s work does not always require co-location  Technology –Technology advances enable telecommuting – laptops, social networking tools Teleworking and Working Flexibly

7. © 2013 IBM Corporation7 What does flexibility look like in IBM Australia & NZ  30% of our workforce is women  57% of employees have dependent children  14% of employees plan to have or adopt a child in the next five years  28% of employees have some level of responsibility for the care of an elderly relative or adult dependent  47% work at an IBM site  17% work from home  15% from a client site  21% are mobile  15% of female workforce work part time Family Demographics Teleworking and Working Flexibly Flexibility Mike Ward IBM Software Specialist “I work 3 full days each week, working 100% from home. This work arrangement has meant that I have been able to continue to add value to the business for a much longer period of time, while living and working in balance. My official service with IBM is 50 years this year! IBM really does practice what it preaches when it comes to flexible work.” Real Life

8. © 2013 IBM Corporation8 Environment Infrastructure - supports mobility Instant messaging Collaboration tools OHS guidelines Real estate design - hot desks Programs Get balanced Work Life Employee Group Shades of Blue Work Life Month in Oct Making it happen Policy Framework Working from home / Telecommuting, Part-time work, Job Share Individualised work schedules, flexible or compressed working week Self-funded leave, Paid primary care-giver leave, Carer/personal leave Floating Cultural Holiday, Leave of absence Communications Articles and profiles Podcasts Mail Buzz Connections page Management Practice Change of mindset Business basis not entitlement Managers manage Lead from the top Manager quickview scenarios Education – “New world of work” Teleworking and Working Flexibly

9. © 2013 IBM Corporation9 Key elements Change of mindset is essential Focus on outputs, not face time in the office Leadership from the top - Executive and Manager buy-in Understand the business case Promote success stories Teleworking and Working Flexibly

10. © 2013 IBM Corporation10 Teleworking and Working Flexibly