an introduction to thales in the uk - smart work · 2019-03-15 · 2 corporate communications july...

www.thalesgroup.comOPEN

An Introduction to Thales in the UK

2 Corporate Communications July 20162 Corporate Communications July 2016

Why Thales UK

▌ The people we all rely on to keep our nation moving – they rely on Thales

in the UK. In a world that is increasingly fast paced, unpredictable and full

of opportunities, they come to us with big ambitions: to make the UK better

and to keep its people safer.

Whatever it takes.

Ground

Transportation

Defence SpaceSecurityAerospace


Thales in the UK: Key Capabilities

▌ Civil

Transportation Training Cyber

Security

Commercial

Avionics

Space


Thales in the UK: Key capabilities

▌ Military

Sonar

Systems

Unmanned

Air Systems

Simulation Radio

Communication

s

Land Systems

AvionicsMissile

Systems

Optronics

Electronic

Warfare Systems

Special

Projects


Global market leaders

Air Traffic Management

Sonars Security for interbank

transactions

Commercial avionics Military surface radars

Worldwide

Worldwide

Worldwide

In-flight entertainment and connectivity

Military tactical radio communications

Rail signalling systems

6 Corporate Communications July 2016

Global reach

We are truly global in our

outlook and presenceGlobal

revenues

in 2017

€15.8bn

UK

revenues

in 2017

£1.3bn

A balanced

revenue

structure

Employees

64,000 globally

around 6,500 in the UK

Civil50%

Defence50%

Global Presence

56 countries

10 major sites in the UK

Self-funded R&D

€797m globally

£70m UK


£560m Exports

Thales in the UK – Economic contribution

Belfast: 500 jobs

Advanced Weapon Systems

business, Designing and

manufacturing missile

technology for the MoD

and global export market

Midlands: 500 jobs

Thales Defence and Security

operations (including Thales’

membership of the industry alliance

managing the delivery of the QEC

aircraft carriers), Thales e-Security

and the Special Projects team

Glasgow: 700 jobs

125 year old Optronics Business,

producing world class systems for air,

naval and land defence assets

North: 600 jobs

Transport and Underwater

Systems Businesses. Projects

include the Manchester

Metrolink Expansion

South West: 800 jobs

Thales UK Underwater Systems business,

manufacturing world-leading sonar

technology for the Royal Navy

and export markets

South East & London: 3,500 jobs

Central Operations, Company

HQ, Thales Transport HQ, Military

and civil Avionics, Thales Training

and Simulation, Thales Research

and Technology, Security &

consulting, Air Traffic

Management

Thales’s

Contribution

to the British

Economy

£70m R&D

410 Graduates

and Apprentices

10 Key Sites

Total Number of Jobs: ~6500

www.thalesgroup.comOPEN

Smart Working


Slido

▌ How to download

Or

▌ The URL

▌ Our Wifi code

Ask questions as you go, we will answer the most liked questions at the end


Green Park, Reading

▌ A world class, state of the art facility that

sets the benchmark for future working

environments within the Thales business.

Will Drive

innovation

Attract and retain

the best people

Foster

collaboration

From May 2017


The size of the challenge


WhereOther Thales

offices, home,

virtual teams

WhenFlexible times,

part time,

compressed

hours

HowAgile, Lean, IT

enabled,

office space

optimised

Flexible Working

Smart Working – What it is for us


WhereOther Thales

offices, home,

virtual teams

WhenFlexible times,

part time,

compressed

hours

HowAgile, Lean, IT

enabled,

office space

optimised

Flexible Working



WhereOther Thales

offices, home,

virtual teams

WhenFlexible times,

part time,

compressed

hours

HowAgile, Lean, IT

enabled,

office space

optimised

Flexible Working


• What are the customers priorities?

• How do we conduct key customer interactions smarter?

• Are these the right activities to conduct?

• How do we ensure availability to meet customer needs?

• What ways can we improve our work with customers using Smart Working techniques?

• What are our key targets and are they the right ones?

• How do we monitor and measure progress?

• How do we manage by results (outputs and

outcomes) not by presence?

• How do we make flexibility the norm not

the exception?

• How can we be flexible if using fixed assets?

• Any suitability issues about alternative workplaces?

• Any guidance on using different spaces in the

workplace?

• How do we support our colleagues’ health

and wellbeing, wherever they are working?

• How will we spot and deal with potential problems?

• What health and well being considerations will we give

to “Remote” and Home workers?

• How do we build and maintain team cohesion and

identity?

• How do we organise social time, maintain

relationships, celebrate success, induct new people?

• Any ideas or provisions about use of new ICT for

social purposes?

• How do we communicate effectively

with colleagues, partners and customers?

• What expectations do we have for contact with

managers and other team members?

• How best to contact each other for different

purposes (e.g. voice, video, face-to-face, email ,

text, IM etc.)?

• How do we signal our availability?

CommunicatingServing our Customers

Ensuring Employee Wellbeing Effective Meetings

Sharing space in the workplace

• What is the overall approach to space-sharing in

the office?

• What is the approach to different categories of

desks?

• Should video/web calls or long phone calls take

place at desks?

• Attitude to non-team members in team area –

welcoming or not?

• Any quiet areas? What rules apply?

• What recommendations are there for using:

• formal and informal meeting rooms

• breakout spaces

• project rooms / specialist areas

• Is there a threshold for desks having to be

cleared if unoccupied?

Monitoring and Measuring Performance Managing Information Securely

• How do we let others see/share our work including

work-in-progress?

• How do we protect information in the extended

workplace? Any limitations? Security principle.

• Any guidance on use of paper?

Building the TeamManaging Flexibility

• How do we challenge a culture of room-based meetings?

• Any guidance on how to collaborate for specific purposes?

• Any guidance on need for attendance, meeting etiquette,

remote meetings, etc.?


Methodology

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Thales Group Internal

Lead Indicators

Our Smart WIG

We want to get from 60% - 100% of Smart working charters by the end of 2019

Lag Indicators

In February I will: Develop my Quality Metric, Arrange a Facilitators

network meeting, Publish 4 charters

4New Comms or BU

engagements

2New Supp. Docs

46Facilitators

16Charters Reviewed

63% 12%Quality

4112Web Hits

160E-Learning


Why Smart Working

Changing World of WorkInnovationCustomer Focus Costs

Team Purpose & Alignment Diversity Attract and RetainSite and People UtilisationTravel


Where are we now

Measure Where we

were

Today

Attrition 9% 5.6%

U35 Attrition 14.5% 5.6%

Internal Mobility 41% 63%

Female Hire 25% 23%

Sick days 2.5% 2.2%

Engagement 69% 73%

GP Site Utilisation 3 Sites 46%

Over 18 month period


Looking into the future

Support Material

(What is it)

Gained Momentum

with Team Success

(Why we are doing it)

60% Smart Working

Charters

Quality & Roll Down

Time

Trust

Appetite

Red Lines

Specific Populations

Investment

IncreaseCapability

Technology

Comms & Engagement

Iteration

an introduction to thales in the uk - smart work · 2019-03-15 · 2 corporate communications july...

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