1. Victor Duart. Manager Environmental Policy and Programs. IBM Corporate Environmental Affairs
16 June 2012
Managing Remote Teams
The role of the Corporate Environmental Manager in a Globally
Integrated Enterprise
© 2009 IBM Corporation

2. Managing Remote Teams in a Globally Integrated Enterprise
The Keywords
Globally Integrated Enterprise
Global Environmental Management
Managing remote teams
Source: If applicable, describe source origin
2 © 2009 IBM Corporation

3. -In my country –said Alice, still panting a little bit while speaking-
when running for some time in a particular direction, one usually
get to somewhere.
-Your country must be slow – said the Queen- Here you have to
run at full speed to stay in the same place, and if you want to
move to another place, you must run twice as fast!
3 © 2009 IBM Corporation

4. The present world
• From “agriculture” to
manufacturing and services.
• Arising of the “knowledge
• Demographic umbalancing
• Technology reduces the
market entry point threshold.
• Acceleration of the pace of
technological development
• Globalization through
mobility of capitals, goods,
services, people and work.
4 © 2009 IBM Corporation

5. Evolution of global integration
International Multinational Globally Integrated
“Central” in one Replicated Global knowledge.
country. operations in Global deliveries.
Selling in several. many countries Tasks in one location
Export/Import used to serve clinets in
many locations.
5
S 19
S 20
S 21
© 2009 IBM Corporation

6. Implications in the company networks
International Multinational Globally Integrated
6 © 2009 IBM Corporation

7. Economic flows are increasingly multi-directional
Global investment banks
send derivatives
processing to Dublin
Between 2000 and
2003, foreign firms
built 60,000
manufacturing plants
in China
Asian clothing
manufacturers
outsourcing
design to Italian
designers
Asian chipmakers
using US
engineers for
expertise US radiologists
send x-rays to
Australia for
analysis
237 © 2009 IBM Corporation

8. IBM: 40 years of environmental leadership
http://www.ibm.com/ibm/environment/information/40_Years_of_IBM_Environmental_Leadership.pdf
First written environmental policy.
Original signed by TJ Watson Jr in
1976
1971
8 © 2009 IBM Corporation

9. IBM's Approach to Environmental Management
 Long history of commitment to  Deploy and sustain
environmental leadership comprehensive programs
– Whether or not the topic is popular – Anchored in a global environmental
– Through lean times and good times management system
– Integrated throughout the business
– Require consistent execution on
 Manage environmental affairs global basis
– Act responsibly and quickly as
as a strategic imperative necessary
– Invest in and maintain a high level of
technical leadership
– Make decisions and develop programs  Achieve demonstrable results
& requirements based on science and – Set specific and measurable goals
facts, often ahead of regulatory – Quantify and disclose outcomes
mandates
– Anticipate opportunities and prevent
problems
 Good environmental
– Communicate both internally and management makes
externally good business sense
9 © 2009 IBM Corporation

10. IBM's Intersections with the Environment
 Operations, products, services, solutions
 Past, present and future
RESEARCH & MANUFACTURING PRODUCT & TECHNOLOGY PROCUREMENT LOGISTICS, DISTRIBUTION &
DEVELOPMENT FULFILLMENT
Material selection Selection and use of
Substance prohibition or Material selection responsible suppliers Product packaging
restriction Substance prohibition or (e.g., environmental and Import/export compliance
Chemical & resource mgmt restriction social responsibility) Cross border shipments
Pollution prevention Energy efficiency Regulatory compliance Regulatory reporting and
Discharges & waste mgmt Product upgradability (e.g., products, batteries) compliance
Regulatory permits, Product information Product marking, labeling, Marking, labeling and
reporting and compliance disclosure information disclosure information disclosure
Horizon technologies Regulatory compliance
SERVICES AND SOLUTIONS REAL ESTATE MANAGEMENT PRODUCT END-OF-LIFE INVOLVEMENT WITH KEY
MANAGEMENT FUNCTIONS
•operation design and
Data center •Energy & resource mgmt
•Discharges & recycling Collection, reuse and Health and safety
•IT maintenance operations •Waste mgmt recycling Government relations
•Client outsourced •reporting and compliance
Regulatory permits and Regulatory reporting and Marketing
•Consulting services compliance Communications
•protection
Soil & groundwater Use of responsible
suppliers
Human Resources
Finance
Legal
10 © 2009 IBM Corporation

11. IBM's Global Environmental Management System
 Global environmental management
system supports IBM’s corporate policy
– Corporate directives govern IBM’s
operations worldwide
– Environmental requirements
integrated throughout IBM’s operations
– Global EMS enabled IBM to
become first major multinational
to obtain a single global
registration to ISO 14001 (1997)
IBM Spain was the first IBM ctry
organization (2000)
11 © 2009 IBM Corporation

12. Implementing IBM’s Global Environmental Management System
 IBM implements its Global Environmental Management System with a
tiered approach
– With Corporate Environmental Affairs staff and business units executing
responsibilities consistent with their defined roles
Corporate
Environmental
Affairs staff Implement, monitor
Develop and deploy and provide feedback
common system for continual
requirements improvement
Business Units
12 © 2009 IBM Corporation

13. “Green” Planet Smarter Planet
Smarter Smarter oil Smarter Smarter Smarter
Smarter grids
traffic fields agriculture Healthcare distribution
Smarter Smarter Smarter Smarter Smarter Smarter
water supply weather cities regions nations
management chains forecasts
13 © 2009 IBM Corporation

14. Cross-Border Reporting: Managing across Language, Culture,
Time and Geography
 Global resourcing as a key initiative for market
competitiveness and workforce optimization. Global
managers may:
–be managing work done by employees in another country,
or
–have employees getting business direction from a manager
in another country.
 It's important to know how to manage cross-border reporting
relationships to meet business objectives in the context of:
– different country’s laws,
– practices and
– cultural diversity.
Source: If applicable, describe source origin
14 © 2009 IBM Corporation

15. VP, Madrid
How does it work with me ?
Valencia
Corporate Director, Somers, NY
UK
Valencia
Germany
Valencia Hungary
Mgr. Boulder, Co. Belgium
Madrid
France
Japan
Valencia
15
“Card-holder” manager “Functional” manager © 2009 IBM Corporation

16. Cross Border Roles & Responsibilities - Management
Functional Management Employment Relationship Management
Employees in Global Support Functions may Each employee will have a legal employment
report to functional leaders outside of their relation in the country in which they work and
country of residence are subject to that country's labor laws
Functional Manager will:
 Provide functional and business direction to Employment Relationship Manager will:
employee  Communicate all home country employment
 Establish employee's job scope/personal terms and conditions and HR practices
busines commitments / objectives  Process all HR systems input
 Assess performance  Provide final approval for all employment
 Deliver PBC evaluation terms, agreeing to and processing job offers
 Discuss employee's development authorized by functional manager
 Balance functional resources (cross border)  Provide input to functional manager
 Review employee expenses  Responsible for home country privacy and
 Determine cross border job offers employment equity
 Jointly, the Functional and Employment Relationship mgr will:
 Monitor work/life balance
 Support skills and career development
 Enforce Business Conduct Guidelines (BCG)
 Develop home country job reentry plans
 Ensure pay equity
 Determine job offers
16 © 2009 IBM Corporation

17. What is the role of an employee in a cross-
border reporting relationship?
Cross-border reporting employee
– Understands employment terms
– Understands and adheres to applicable legislation e.g. immigration,
visa and tax laws
– Respects the roles of the Functional Manager and the Employment
Relationship Manager
– Submits auditable and timely expenses in accordance with appropriate
guidelines
– Recognizes that employment information will be shared with cross-
border functional management on a need-to-know basis
17 © 2009 IBM Corporation

18. What is the role of the Function HR Partner
vs. the Geo/Region/Country HR Partner?
 Function global HR Partner  Geo/Region/Country HR Partner
– Works across geographic borders – Works within a geographic border
– Supports the Functional Manager – Provides advice and counsel to the
throughout goal setting, mid-year Functional Manager throughout
reviews, team-based decision performance management
making, appraisals and – In the even of an appeal, directs
communication the Functional Manager and
– Reaches out to the Country HR employee to appropriate country
Partner whenever a question appeals channels
arises regarding an employee in
that country, then steers the
Functional Manager to that
employee’s local Employment
Relationship Manager and Country
HR Partner
18 © 2009 IBM Corporation

19. Unique competencies of remote managers and employees
Three competencies of distant managers
–Cultivating relationships
–Focusing on Outcome
–Developing Employees
Three competencies of distant employees
–Executing
–Employing Technological Savvy
–Collaborating
19 © 2009 IBM Corporation

20. Ten tips for remote managers
 Create the work context
 Focus on relationships as much as tasks
 Set clear measurable objectives, give employees authonomy to
control how, when and where they do their work
 Emphasize on-the-job training over classroom/ online
 Fine tune own management skills
 Get meployees the support they need to succeed
 Facilite connections
 For corssborder: language and cutural knowledge is valuable,
attitude is essential
 Create a communications infrastructure
 Establish agreements on accessibility
20 © 2009 IBM Corporation

21. Five Tips for remote employees
 Communicate, communicate, communicate
 Build own network
 Manage own visibility
 Ask for what you need
 Focus on the behaviors that drive your productivity at a
distnace
21 © 2009 IBM Corporation

22. Other Than traditional Office (OTTO)
 Findings: Key areas
– Workplace isolation
– Lack of face-to-face communication
– Lack of visibility: “out of sight, out of mind”
– Work-life balance issues (in my experience OTTO is an advantage
here)
– Challenges with building workplace relationships and developing trust
 OTTO initiative value add
– Help building network of employees
– Using social network tools (internal company tools)
– Tools for work-life integration
– Resources and training to enhance visibility
– Employee and manager relationship building
22 © 2009 IBM Corporation

23. Diversity includes everyone
and excludes no one. It
includes all human
characteristics that make each
of us unique as individuals.
Diversity is about
understanding, respecting,
valuing, and accommodating
human and cultural differences.
It recognizes uniqueness
versus requiring assimilation. It
is recognizing that there are
more differences within groups
than between groups. It is
intended to maximize
potential/contributions of all
segments of the population.
Don't view welcoming a diverse workforce as assimilation –
Instead, value differences.
23 © 2009 IBM Corporation

24. Inclusive Leadership
describes the behaviors and
actions that realize inclusion
and the related business
benefits.
Specifically, we have defined
Inclusive Leadership as "setting
and reinforcing standards for
business practices that enable
individuals and groups to
contribute to their fullest
potential by leveraging their
unique experiences,
perspectives and viewpoints for
the collective benefit of all
stakeholders."
As such, Inclusive Leadership
describes an important role of
managers and executives to
convert the diversity and
differences that exist at various
levels into improved
performance.
24 © 2009 IBM Corporation

25. Thank You for your Attention
25 © 2009 IBM Corporation