INCREASING EFFICIENCIES AND - PDF Free Download

TACKLING ENERGY MANAGEMENT BY INCREASING EFFICIENCIES AND CHANGING THE NATURE OF WORK MARK LANG ADI KABAZO

AGENDA TELUS Operations Strategy drives multiple benefits Flexible work styles: Enabling work when and where it is most effective Reducing Power Consumption and Achieving IT Agility through Virtualization

TELUS OPERATIONS STRATEGY DRIVING MULTIPLE SUBSTANTIAL BENEFITS CORPORATE Capital reduction (or cost avoidance) across assets Opex efficiencies Develop a business continuity strategy Track and improve organization s performance Team Diversity & Generations EMPLOYEE Flexibility Productivity Value add work Increase job satisfaction Reduce commute time Enhance work/life balance Attract and retain top talent Increase employee engagement ENVIRONMENT Reduced CO2 emissions Commute/Travel Power & Cooling/Heating Reduced real estate footprint Reduced electronic footprint Reduced paper p utilization

5 WORKSYLES AT TELUS PILOT PROGRAM 2006 170 team members (a total of 5,060 hours of remote working) Tracked how often team members worked remotely, calculated emissions savings Results: 13,865 hours of commute time saved. An estimated $125,000 in fuel and car maintenance costs saved. Greenhouse gas emissions were reduced by 114 tons. Air pollutants were reduced by four tons 82% of team members involved in the pilot said that teleworking had a very positive impact on their desire to stay at TELUS

6 WORKSYLES AT TELUS (CONT) At Home Agents program (Consumer call centres) Expect 1,200 agents by YE Participation criteria based on performance Initiative by HR to change our approach

AK2 7 WORK & TALENT HAS CHANGED A SHIFT FROM THE TRADITIONAL WORKSTYLE Traditional Workstyle Monday through Friday work week 8 am to 5 pm work day Attendance in a assigned physical location expected Physical locations often determined to co-locate functional teams Tool provision based on the above with exceptions managed ad hoc Resident (20%) Mobile (65%) Teleworker (15%) Reside in single location. use activity settings to complete their work Highly mobile within office space, some time spent working in external sites (home, external vendor site, etc.) Work 60% or more of the time remotely

Slide 7 AK2 Adi Kabazo, 2009.09.24

8 SPECTRUM OF APPROACHES MEETING THE IDENTIFIED SHIFT IN WORKSTYLES Allow Organizational Approach Spectrum Support Encourage Allow managers and team members to find non-traditional work arrangements Identify non-traditional work arrangements and declare support Enable work to be done when and where it can be most effective

9 WHAT MIGHT THESE OPTIONS FOR OUR APPROACH TO WORKSTYLES LOOK LIKE? Approach Allow Support Encourage Components business as usual assume traditional workstyle for all managers and team members manage exceptions as one off s no formal program or organizational stance business as usual assume traditional workstyle for all But create a framework for guidance declare organizational support for alternative workstyles create a formal program declare organizational encouragement of alternative workstyles deliver workstyle assessment tools equip team members and managers based on workstyle Result Current State Acknowledge Current State Move Towards Future of Work

10 WE HAVE BEEN ABLE TO IDENTIFY THE BENEFITS OF SHIFTING OUR APPROACH FOR Your Company improved attraction & retention of talent RE Portfolio efficiency RE Portfolio flexibility business agility knowledge sharing, lifts in recruiting and retention benchmarks reported increase in productivity & satisfaction as high as 50% Your Department greater team member engagement from flexibility and ability to choose and control schedule the ability to customize some aspects of the space lower real estate t costs Your Team a more open, collaborative and connected work environment enhanced productivity via decreased formal meetings and decreased travel time between meetings proximity and ability to get feedback on the fly increases decision speed and collaboration You!! increased choice sit with team, in private area or off site more collaboration with colleagues and team increased decision speed increased accessibility drives team member trust enhanced technology and support

11 BUT WE NEEDED TO IDENTIFY OUR POTENTIAL LIABILITIES AND THE SUGGESTED MITIGATIONS WITH ANY APPROACH SHIFT Potential liabilities Suggested mitigations Legal? Respectful workplace? Health & safety? Management style? Define? Positioning? Workstyle audits? Training? Informed decision making on our approach Minimization of organizational risk

12 THE RESULT OF THESE EFFORTS HAS BEEN OUR WORKSTYLES PROGRAM

13 IN CONCLUSION We are not asking corporations to do something different from their normal business; we are asking them to do their normal business differently. Kofi Annan

OUR WORLD IS CHANGING NATURE OF IT HAS CHANGED Macro Trends Globalization Internet and E-Business Regulation and Compliance Business Impact Competitiveness Vertical Integration Customer Intimacy IT Needs Applications Growth e.g. CRM, ERP, BI Complexity and Integration Data Growth Security

IT CHALLENGES AND GOALS More Applications More Data Faster Less Resources: - Skilled IT Staff - Budgets (ROI driven) Business alignment Efficiency Agility Maintain compliance Reduce risk VIRTUALIZATION

VIRTUALIZATION AT TELUS Internal and productivity applications Infrastructure operations and service delivery Managed IT services for customers SINCE 2004 ; LARGEST TEAM OF CERTIFIED PROFESSIONALS

WHAT IS VIRTUALIZATION? Hardware-independence Software OS tiedand to hardware applications Single OS image per machine Virtual machines can be provisioned to any system One application workload per OS Manage OS and application as a single unit Designed for peak needs Inflexible, costly infrastructure

VIRTUALIZATION AT TELUS FOCUS ON INTERNAL PRODUCTIVITY Started from operational reasons TODAY: Virtualize first approach Efficient server and storage technologies 100s of applications, many projects specific/temporary Predominantly Windows inc. legacy applications Virtual desktops (VDI): large deployment underway to include both off and on-shore team members Faster deployment Power and Cooling efficiencies Support for legacy Cost effective test/dev/pilot env. Disaster Protection

VIRTUALIZATION AT TELUS IMPROVED SERVICE FOR CLIENTS National shared infrastructure operations environment for standard toolset across data centres Numerous mission critical applications supporting hundreds of servers and serving tens internal and external (admin) users Mix of production (80%) and development, Windows and Linux Faster remote deployment Capital and Cost effective alternatives Standardization and support

VIRTUALIZATON AT TELUS ENHANCED SOLUTIONS FOR BUSINESS Fully managed environments at customer premise or TELUS data centre Managed hosting out of tier3 TELUS data centres: Dedicated hosts on standard hardware Shared hosts (multi tenant environment) since 2005 Hosted virtual desktops (VDI) Faster deployment Capital and Cost effective alternatives Flexibility and choice Hybrid solutions Disaster Protection

VIRTUALIZATION AT TELUS GREEN RESULTS BY THE NUMBERS* Production: ~2,000 virtual servers average 8:1 consolidation ratio** 700 virtual desktops Testing and Development 400 virtual servers average 21:1 consolidation ratio * Partial results, actual numbers higher ** Environment not fully utilized

GREEN IT CALCULATOR* * Estimated

SUMMARY OF KEY BENEFITS Time CapEx & OpeX AND OR High Availability Panic Business Continuity Environmental Benefits

QUESTIONS?

FOR MORE INFORMATION Mobile Worker - telus.com/mobileworker Green Solutions telus.com/green (Green IT calculator) Virtualization telus.com/morewithless (Self Virtualization Readiness)

GREEN IT CALCULATOR WWW.TELUS.COM/GREEN TELUS GREEN IT CALCULATOR FOR SERVER VIRTUALIZATION ENERGY PRICING, CO2 EMISSIONS AND ENVIRONMENTAL BENEFITS BASED ON CANADIAN STATS