The Future of Work Workplace Productivity

The Future of Work Workplace Productivity Panelists: Milton Jungman, Accenture Flavia Albieri, GSK Sergio Faria, HP Chaired by: Dinesh Acharya, Jones Lang LaSalle

73% of corporate real estate executives face high expectations from their organization specifically around the improvement of workplace productivity JLL Global Corporate Real Estate Survey 2013 2

Focus on improving productivity Drivers for change - from real estate to the workplace, worker and work Shareholder Value Business Agility Access to Best Talent Changing Work PRODUCTIVITY Transforming Work Optimizing Place Enhancing Experience 3

Choices increase productivity Choose the space that is best suited to support the activity Work with who you need to at any given time Support diverse generations, workstyles and preferences 4

Technology breeds opportunity Information is power support knowledge capture and sharing Enable virtual teaming across time and location B.Y.O.D. allows individuals to leverage native technologies 5

Interaction builds community Enhance collaboration, innovation and learning Promote a cohesive organizational culture Create faster, better decisions and increase customer value 6

Shift from ownership to membership Optimize space through tightly aligning supply and actual demand Manage growth and change without adding cost and complexity Fast restructure enables business opportunities to be seized quickly 7

Experience matters Enhance employee experience and engagement Promote health and well-being and reduce absenteeism Improve attraction and retention of talent 8

HP Workplace Promise Tucked away on a quiet street in Palo Alto, California, the HP Garage stands today as the enduring symbol of innovation and entrepreneurial spirit. Palo Alto, California Cordoba, Argentina HP Workplace is committed to: Provide inspiring and collaborative environments. Promote teamwork, flexible work styles and sustainability. Celebrate HP brand and culture. 10 Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

HP Workplace Strategy 2010: GWI - Global Workplace Initiative Opportunity to consolidate EDS (87% HC increase) and deploy global location strategy Strong savings of space and cost Various levels of implementation: look & feel, flexible workspaces, furniture, IT technology Rio de Janeiro, Brazil Medellin Colombia 11 Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

Mobility at HP Tools designed for office or remote access Global teams... from shared service centers to research and sales Most meetings on HP Virtual Rooms Lync replacing telephony Telepresence: VC3 leveraging Halo In US, high number of teleworkers Globally, employees combining office/home Job flexibility key on employee engagement Focus to increase face-to-face collaboration 8.5% 24.0% 3.3% Global US Latin America Percentage of Teleworkers 7.6% Brazil 12 Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

HP Global Real Estate vision An innovative workplace that attracts employees to the office and provides an effective and collaborative work environment. 13 Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

GSK strategic objectives Our business is focused around the delivery of three strategic priorities which aim to increase growth, reduce risk and improve our long-term financial performance. 1. Grow a diversified global business Over the past five years we have created a more balanced business and product portfolio, capable of delivering sustainable sales growth 2. Deliver more products of value Focus on improving the rates of return in R&D and being more rigorous in how we allocate investment across Pharmaceuticals, Vaccines and Consumer Healthcare R&D. 3. Simplify the operating model As our business continues to change shape, we are transforming how we operate so that we can reduce complexity and become more efficient.

Medicine is one of the oldest sciences in the world (Hippocrates 460 377 ac.) Because of this (and not only!) Pharmaceuticals ways of working are more traditional than others segments Drugs must to have the highest level of technologies GSK question was: We already produce the best medicines, how can we still work as a traditional Co.? 2009: GSK changed our ways of working and decide to implement SMART Open Space SMART Open Space How will we change? Change Management Treat each change as if it were a product to be commercialized. Sell the benefits. Project, Market Agency, Focus Group, Champions, Cascade down influencers within the teams etc.

100% fully agile workforce Sao Paulo office

Support for collaboration + concentration Sao Paulo office

Focus on performance + innovation Sao Paulo office

The benefits of Smart Working 2 Reduced emails (~32%) Less formal meetings (~25%) Fewer interruptions Increased agility Tech tools Better access to VP/ Director/ Manager Talent retention Talent attraction Less hierarchy/ bureaucracy Reduced furniture cost (~35%) Reduced paper (~40%) Operating model Performance Flexibility Brand Efficiency

A Progressive Strategy - From Hoteling to Mobile Applied Technology 2013

Accenture Global 257,000 Employees, $27.9 Billion in Revenues Vigo Lisbon Medelin Belo Lima Horizont e Baruer i São José dos Campos Valparaiso Porto Alegre Campina Grande Recife Vitória Macaé Rosari o La Plata Copyright 2013 Accenture. All rights reserved. 22

The Accenture Workplace Model The Accenture Workplace Model aligns to Accenture s business strategy by: Real Estate Process Emphasizing Technology over Space Improving Cost Management Corporate Governance Technology Workplace Design Standards Driving Business Performance Reducing risk Improving Employee Engagement through flexibility Operations & Services Standards Creating Environmentally Sustainable Solutions Copyright 2013 Accenture. All rights reserved. 23

Workplace Model: 10 Key Principles Implement remote working, as appropriate, across workforces Office design that emphasizes collaboration and connection over individual work Enhance Accenture identity in offices to deepen and ensure our culture Human capital programs to build energy and excitement around workplace Where possible, work supported from lower cost locations Lease less Accenture space and reduce citycenter locations Implement variable cost solutions to support peak demand Minimize Accenture s environmental impact and help reduce carbon footprint Ensure our people and offices have the technology to support distributed work Support with consistent and efficient operations Copyright 2013 Accenture. All rights reserved. 24

Accenture Global Headcount ('000s) Square Feet of Sapce (Millions) Results? More Efficient Real Estate How efficient are we? Since 2000, our global headcount has almost tripled, but our real estate footprint grew at a much slower pace 300 200 100 0 FY00 Headcount FY12 Space 300 200 100 0 Our expanding company: 2000 2012 Global Headcount: 287% Increase Occupied Square Feet: 150% Increase Copyright 2013 Accenture. All rights reserved. 26

Reduced Operational Spend Late 90 s- Early 2000 s Real Estate Efficiency 45% improvement in density 75% improvement in our true occupancy Technology Efficiency Costs as a percentage of net revenue IT Spend per person was CUT BY 70% Accenture G&A Costs Today Improvements in real estate and technology efficiency contributed to a 45% reduction in our G&A expense over 10 years. Copyright 2013 Accenture. All rights reserved. 27

and Happier, More Productive Employees! Collaboration and Communication Culture & Leadership Productivity and Quality of Work Interaction with Clients and Customers +17% Culture and Core Values +27 % Facilitate Continuous Learning +12 % Networking and Mentoring Impromptu Collaboration Collaboration with Team Members +31% +29% +27% Sense of Community Balance of Space Visible and Approachable Leadership +29 % +14 % +41 % Develop Innovative Solutions Product Quality Work +13 % +7% Overall Results +26% Overall Results +27 % Overall Results +10 % Before After Workplace Model Implementation Data from post-implementation surveys around the globe Copyright 2013 Accenture. All rights reserved. 28

Outcomes Where in LATAM? Mexico City Monterrey SP, RJ, Recife, Porto Alegre, Buenos Aires, La Plata, México DF, Monterrey and Lima. New and Refurbishing Offices aligned with new occupation concept. Offices designs that incentivates colaboration,embeebed in technology, increasing capacity and wide variety of space offered in the building Caracas Belo Horizonte Low cost location site (Nova Lima BH Metro region). Rent around 40% below than market price. City with Tax incentive. Shopping Mall transformation to office space in a 3 months construction delivered project. Lima Site Implementation Strategy. 300 seat built to suit office project U$ Millions saving in capital + variable cost solution. Medelin Bogota Campina Grande Lima Recife Brasília Belo Horizonte Barueri Vitória São José dos Campos Macaé São Paulo Rio de Janeiro Rosario Curitiba Valparaiso Santiago Porto Alegre Buenos Aires La Plata Recife. Low cost location site. Rent more than 50 % below market price. Local with city tax benefits. City with significant qualified labor Vitória. Site Implementation Strategy. 300 seat built to suit office project U$ Millions saving in capital + variable cost solution, Copyright 2013 Accenture. All rights reserved. 29

Your Opportunity Align workplace with business for improved performance Breakthrough the traditional trade off between cost/ space reduction and staff satisfaction IMPROVE REVENUE Business Agility Innovation + Productivity Attraction + Retention Collaboration + Learning Reinforce Brand Real Estate Costs Environmental impact REDUCE COST 30

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