PUMA NEW WAYS OF WORKING - Post covid 19 - recovery & transformation - Puma Energy
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PUMA NEW WAYS OF WORKING Post covid 19 – recovery & transformation
PUMA ENERGY
CONTENTS
1 Post COVID-19: Introduction and Context.............................................2
2 Ways of Working: Future Trends...............................................................4
3 Our Research & Findings: Project Howard & Survey......................7
4 New Ways of Working Impact: Real Estate........................................11
5 New Ways of Working Impact: Productivity, Technology............14
6 New
Ways of Working Impact: People ................................................16
People are Key: Well-being ......................................................................20
People are Key: People Managers...........................................................22
People are Key: Productivity and Efficiency......................................24
7 C
onclusions and Recommendations.....................................................26
1 PUMA ENERGY NEW WAYS OF WORKING
PUMA ENERGY
POST COVID-19:
Introduction and Context
With the advent of Puma’s new CEO in This, in turn, ensures competitive advantage
January 2019, the Puma executive committee and catalysts for a successful business
crafted the 5-year business strategy, strategy execution.
clarifying Puma’s purpose and redefining
our core values. The purpose of this white paper is to explore
how these factors impact Puma Energy and
The COVID-19 pandemic has disrupted our current status quo and to adequately
business dynamics and accelerated changes provide data-driven recommendations on
in various aspects, thus calling for a proactive how we should respond as a business to new
response and current review of the work business requirements.
environment, including location, style, and
organisational culture.
OUR PROPOSAL:
Accelerating Our Strategy For
Remote Working
The economic impact of COVID-19 has been By putting intentional strategies in place,
dramatic and created challenges for the we will be able to effectively guide Puma
energy industry. However, the Pandemic Energy’s digital transformation into 2023
has created potential opportunities too, and beyond.
not least by accelerating change in the way
many of us work including: how we work, As we take steps towards ensuring sufficient
where we work, our style of work and training, focusing on the well-being of
organisational culture. employees, and establishing adequate
infrastructural support, we can capitalise on
The rapid transition has been difficult and the momentum created by COVID-19 and
has presented numerous challenges, but fine-tune the remote working strategies that
this acceleration of our remote working we originally envisioned.
approach has also brought about several
advantages, including cost savings and
increased productivity.
2 PUMA ENERGY NEW WAYS OF WORKING
PUMA ENERGY
VISION, MISSION &
PURPOSE
Our Vision:
Attract best talent . Provide great colleagues
experience . Ensure productive colleagues .
Look after colleagues wellbeing.
Our Mission: …Energising Results
The Benefits of Remote Working
Research indicates the future workplace will
be to a large extent virtual/flexible and there
are numerous benefits of flexible working.
By giving employees the flexibility to work
from anywhere, talent retention increases
since workers benefit from a better work-life
balance. It also means we will have access to
a wider pool of applicants and can attract
highly-skilled candidates.
Productivity also increases when employees
no longer have to contend with a noisy office
environment or the stress of commuting.
Their travel costs also decrease, which in turn
results in a happier and more motivated
workforce.
Fixed office costs also decrease, and
less investment is required for leasing
office space.
3 PUMA ENERGY NEW WAYS OF WORKING
PUMA ENERGY
2 NEW WAYS
OF WORKING
4 PUMA ENERGY NEW WAYS OF WORKING
PUMA ENERGY
NEW WAYS OF WORKING:
OUR 3PS FRAMEWORK
To adequately respond to new business
requirements, the following key factors must
be considered: the future of work implications
on our real estate, technology, travels,
organisational culture, people, performance,
and productivity, among others.
Fig. 1
Immediate experience with COVID-19
has demonstrated a large shift to virtual
meetings and day-to-day procedures, which
brings us to the question of the extent to
which we will permit remote working. This
modality shall be evaluated in terms of
organisational benefit, required infrastructural Platform
support, and demonstrated workforce Productivity
productivity.
New ways
Our 3Ps framework (Fig. 1) shows the of working
clustering of the key impact areas listed
above and forms a basis for our
recommended organisational response
to the future working modalities.
We developed a 3Ps framework that shows
the clustering of the key impact areas for
flexible working and forms a basis for our People & Culture
recommended organisational response.
Platform Productivity People & Culture
(Technoffice) •R edefining Workplace The way we engage with
efficiency each other.
• Real Estate View
• How do we measure • People impact
• Technology productivity, performance
• Related Policies • People Managers
in remote working
• Travel • Culture
• Policies
5 PUMA ENERGY NEW WAYS OF WORKING
PUMA ENERGY
CONSIDERATIONS FOR
REMOTE VS ON-SITE WORK Desirable outcome Cost
Access Real estate Colleagues Colleagues
to talent cost Experience Productivity
Almost Limited remote Company leaders and
entirely on work, large HQ employees are centralized
premises in 1-2 big principal offices
Hybrid Partially remote Company leaders and most
models work, large HQ employees spend majority,
but not all, of their time in
1 – 2 principal offices
Multiple proportionate-size
Partially remote offices with leadership
work, multiple hubs and employees dispersed
among all offices
Multiple microhubs Leadership and employees
dispersed across small-
footprint “microhubs” located
in various geographies
Partially remote No permanent offices;
work, with flex rented flex space used
space for periodic in-person
collaboration (but not
connectivity)
Almost Mostly remote
entirely off work, no office sites
premises
This is the model voted by the workgroup as most fit for Puma Energy into the nearest
future. Implementation of which can have some variations to customise it further for us.
Adapted from McKinsey & Company
3Ps Implementation implications of our preference
Platform People Productivity
Office of the Future •L eadership Attitude – •P roductivity measured by
• Create more interactive spaces Culture Shift / Change in output.
• Create multi-functional towards inclusiveness, • Apply Tight – loose – Tight
environment fairness and creating a sense approach (tight on goal setting,
• Intentionally design space of belonging for all colleagues loose on process but by
around activities • Performance measured on milestones & tight on result)
Flexible work micro-hubs value creation. Continuous • On-board and train our
• Provide a ‘flexible space’ Improvement of Processes managers to understand by
corporate membership • Well Being – Ensure balance objectives rather than tasks
to employees on working hours for both (Managers’ tool kit)
• Consider our large Retail role driven and voluntary • Implement technology that
stations or At the end of activities. Provision of worker helps manage and track
villages add ‘as Puma hubs’ support (technology, process and progress especially
our Retail Community Villages security etc.) in the commercial space
6 PUMA ENERGY NEW WAYS OF WORKING
PUMA ENERGY
3 OUR RESEARCH
& FINDINGS:
Project Howard & Survey
7 PUMA ENERGY NEW WAYS OF WORKING
PUMA ENERGY
THE IMPACT ON TRAVEL
To further understand the
potential on our real estate and
how our people might be working
going forward, we undertook the
project Howard.
HOWARD stands for HOME-WORK-HOME-
TRAVEL-DISTANCE
The objective of the project is to understand
the time and distance our colleagues travel
from home to office and back.
We used our Puma Mumbai office as a case
study. (Fig. 2) & (Fig. 3)
8 PUMA ENERGY NEW WAYS OF WORKING
PUMA ENERGY
Case study
PUMA MUMBAI OFFICE
Key facts Fig. 2
221
employees working at
9, 407
hours per month spent by all
Puma Energy Mumbai office. employees in travelling from
“home to office to home”
46
locations where the
177, 370
KMs travelled by employees
employees reside across per month from home to
Mumbai (Fig. 2). office and back.
Key Findings
Every 2 months the total distance travelled by all ollectively Employees would exclude USD 20K
C
colleagues in our India office is equivalent to the each month on travel cost if opted for work from
distance from the Earth to Moon. a different location than our Mumbai office…
The total time taken for all these colleagues to …and would save 315 m3 Tons of CO2 per year.
travel to work per year is equivalent to travelling
53 times around the globe! ffice rental would save USD 650K per year
O
should we have rotational work program at
very month the total travel hours for all India
E 30% less of current capacity (lease APR 2023)
employees is equivalent to one year (8,760 hours).
verage daily employee travel time of 2 hours
A
(116 minutes).
384 400km
Total distance travelled every
182
colleagues in 38 different roles
8 out of 10
would like to work remotely post
2 months in India could work remotely. Covid-19… more than 2 days a week
9 PUMA ENERGY NEW WAYS OF WORKINGPUMA ENERGY
Employee Ways of Working
Survey – India Findings 1,200
colleagues in 165 jobs that can
In April 2020, while many of our colleagues were working work remotely.
remotely, we conducted a survey to find out how they are faring,
especially because some were new to working from home.
25%-30%
The survey result for India shows that 8 out of 10 employees
would like to work remotely post COVID-19 more than 2 days per
week. This is in congruence with our estimate of what functions
can be working remotely in our Mumbai office (Fig. 3). of our global workforce could
work remotely.
Extrapolating this globally (Fig.4), 15% to 25%-30% of our global
workforce could work remotely. This estimate has not taken into
50+%
consideration the commercial functions that go out to engage
with customers and do not necessarily need to come to a Puma
office to do so.
of our global support workforce
So, potentially, the percentage estimated could increase. could work remotely
Fig. 3
221 49 38 182 82%
employees in Total jobs in the Jobs are of our of our
the Mumbai Mumbai office independent colleagues in colleagues in
office and can work India are in jobs India are in jobs
remotely that could work that could work
remotely remotely
Fig. 4
How Does This Apply to Puma
Energy at the Group Level?
4,600 371 165 1,200 25%-30%
employees Total jobs Jobs are of our of our global
independent colleagues workforce could
and can work could work work remotely.
remotely remotely.
10 PUMA ENERGY NEW WAYS OF WORKINGPUMA ENERGY
4 NEW WAYS OF
WORKING IMPACT:
REAL ESTATE
11 PUMA ENERGY NEW WAYS OF WORKINGPUMA ENERGY
NEW WAYS OF WORKING IMPACT:
REAL ESTATE
Research indicates the future workplace
will be to a large extent virtual/flexible and
there are numerous benefits of flexible
working.
By giving employees the flexibility to work from home, talent
retention increases since workers benefit from a better work-life
balance. It also means we will have access to a wider pool of
applicants and can attract highly-skilled candidates.
Productivity also increases when employees no longer have to
contend with a noisy office environment or the stress of
commuting. Their travel costs also decrease, which in turn
results in a happier and more motivated workforce.
Fixed office costs also decrease, and less investment is required
for leasing office space.
Fig. 5
16
Puma global office footprint
1 32
To demonstrate how remote work can increase productivity and
lower costs, it’s beneficial to consider Puma’s global office
footprint.
We conducted internal research to gather data that has been
compiled from a variety of different sources – IT, Internal Audit,
Finance, P&C, and clarification discussions with country
management.
This analysis is the summary of the first consolidation of the
received data and their initial results. Further refinement is
required to obtain a comprehensive picture. 65
Rent is typically 60 – 70% of total property cost.
The intent of this paper is to concentrate on the Head Office Head Office
portfolio to align with the rest of White Paper (Fig.5). Operational Office
Training Centre
Office
12 PUMA ENERGY NEW WAYS OF WORKINGPUMA ENERGY
Head Offices Fig. 6
Office FTE
Of the 20 sites with some form of contract
(lease, licence or Trafigura agreement) the Singapore 27
most expensive by cost per employee are Geneva 65
outlined (Fig. 6)
London 9
• Some of these figures comes down when Mozambique 23
hot desking allowance is factored in.
Uruguay 23
• Work is already underway to look at Malawi 20
reducing the cost in Singapore.
Mumbai 230
Namibia 28
Ghana 79
Leased Portfolios 1070
Number
There are six leases expiring in 2020/21. 768
Headcount
We should consider the impact of the new
11 16
flexible working to identify opportunities in
order to introduce further efficiencies.
103 92
0
2 2 1
Owned Leased Serviced Trafigura full To be
Office service confirmed
13 PUMA ENERGY NEW WAYS OF WORKINGPUMA ENERGY
5 NEW WAYS OF
WORKING IMPACT:
PRODUCTIVITY, TECHNOLOGY
14 PUMA ENERGY NEW WAYS OF WORKINGPUMA ENERGY
NEW WAYS OF WORKING IMPACT:
PRODUCTIVITY
AND TECHNOLOGY
Technoffice – Some ideas to ensure wins for Puma Energy
Laptops and smartphone for all (same DocuSign for all managers with signature
Operating System). rights.
No meetings on Wednesday morning (deep Automatic content withdrawal from
dive work). collaborative tool (subject line pulls links/
emails from collaborative tool).
One collaboration tool for Puma Energy
(Jive, Slack, etc.). Block DND for an hour/day for each country/
location in calendars entry (down time for
One online meeting tool more modern than
deep work).
Skype (Zoom, Teams, etc.).
CC emails into a separate mailbox.
30 min default meetings with online meeting
attachment (instead of adding the Skype Take off the physical address from email
link). signature and replace by time zone working
hours.
Change Skype to a tool that has voice
recognition. 45min exercise SPORT e-Zone (Company to
offer Yoga, Pilates, etc. online) per week for
Activate Windows Voice Recognition (for
well-being.
vocal email messaging – similar to WeChat
in China).
15 PUMA ENERGY NEW WAYS OF WORKINGPUMA ENERGY
6 NEW WAYS OF
WORKING IMPACT:
PEOPLE
16 PUMA ENERGY NEW WAYS OF WORKINGPUMA ENERGY
NEW WAYS OF WORKING IMPACT:
PURPOSE
AND CULTURE
Puma embarked on a new journey of
change management in early 2019, when
the CEO and her executive committee
crafted a new set of values and realigned
the company’s objectives.
This journey involves opening clear communication Although this journey was unexpectedly interrupted
lines with employees using different methods, such by the COVID-19 pandemic, Puma continues its regular
as town halls and regular updates. communication by displaying COVID-19 status
updates, how global teams have been managing
These methods advocate transparency and two-way
through the crisis, as well as sharing the personal lives
communication structures that provide avenues to
of the Excom.
vent frustrations, applaud what is working, and
seamlessly change what doesn’t work. Furthermore, Puma has committed to helping the
external public, such as the healthcare industry,
Puma also revamped its reward structure (Puma
government, and many charities to provide PPE,
award) to recognise the success of the teams and
fuel, and food. Today, many right choices come at
individuals involved. In managing change, such action
a high price
helps in the adoption of both the change management
process as well as the adoption of the change itself.
17 PUMA ENERGY NEW WAYS OF WORKINGPUMA ENERGY
Current State versus the
Future State
An abrupt shift
COVID-19 isolation measures in particular Social disconnections (Research in Hong
have abruptly changed ways of working. Kong post 2003 SARS outbreak)
The shift to remote working is cause for Research in Hong Kong after the 2003 SARS
significant anxiety among the workforce. outbreak found that increased social
We embrace a culture receptive to change connectedness offset the negative mental
that recognizes the new challenges health impacts of the pandemic. For many
employees are facing, encourages them to people, connection with colleagues can
take the initiative, and do things differently provide an important buffer to their feelings
and more effectively. of social disconnection.
Workplace Culture vs Homeplace Culture Puma Energizer
As we make a shift from the Workplace There’s need to encourage colleagues to stay
Culture (which is made up of factors such regularly connected via virtual platforms.
as company philosophies and policies) to a Puma has displayed some great content via
Home Culture which is online and made up the Puma Energizer providing relevant
of interactive online collaborative tools, updates and tips on how employees can stay
people need to embrace a mindset change. connected with colleagues.
Puma Employees Ways of Working GEMS Program
Survey Findings Also, to continue to boost colleagues
Through the Puma Employees Ways of confidence, engagement and motivation,
Working Survey, we discovered that the shift Puma introduced the GEMS program – a
to remote working post Covid is welcomed recognition for those going the extra mile.
by 79% of Puma colleagues. This shows that we are moving in the right
direction.
29% of the respondents acknowledged being
emotionally distressed. Puma Energy has put
in place support services for employees
during the Covid period. The survey shows
close to 75% of colleagues are aware of
theses services but only 10 % of colleagues
had utilized. The utilization is quite low and
supports the need to ensure we embed a
strong People and Culture focus for the rest
of 2020 and going forward.
Balancing business commitments with
increased domestic issues (Accenture)
Many large consulting firms such as
Accenture alluded that the biggest challenge
is that life has become more infinitely
stressed. Puma colleagues are also juggling
business commitments with increased
domestic issues associated with Covid-19.
18 PUMA ENERGY NEW WAYS OF WORKINGPUMA ENERGY
Achieving Business Results
by doing
While Puma is doing a lot with respect More attractive Employer Value Proposition
to strengthening a culture that drives helps reduce number of bad hires:
performance, competitive edge and
Cost of bad hire: Estimate cost of 130% of an
employee wellness, we need to amplify the
employee’s yearly salary
implementation of a Culture and Change
portfolio to avoid “Black Swan” events and At Puma Energy: 125 employees left in 2019
ensure sustainability. (Non-regrettable loss, represent circa USD
5.2m in 2019)
An important step will be to have Change
agents deployed mainly within middle With proper Culture and Change structures
management level who hold the most power we can reduce attrition by retaining our high
in delivering communication, ensuring the performers, reduce financial loss, improve
well being and are on ground to experience / colleague’s morale and our brand, as well as,
deliver change initiatives. our overall organisational effectiveness.
Properly managing change and adequately Other Change and Culture impacts are often
carrying our people along will increase felt over time through survey feedback,
colleague’s motivation, ambition and internal projects and workshops, thus
consequently improve our organizational ensuring a healthy and productive workforce.
culture. It will also add to our Employee
Value Proposition. Conclusively, as the company moves into its
Recovery phase, this will be an ideal time to
The Change and Culture portfolio can be further enhance the great work the
leveraged to ensure a gradual transition Leadership teams have done and we can
on a global platform post-Covid while start to deploy the right EVP, Change and
simultaneously measuring impact through Culture resources / projects.
analytics.
Reduce bad hires Ensuring a healthy and
Cost of bad hire: Estimate cost of 130% of
an employee’s yearly salary
productive workforce
Survey feedback
Internal projects
Reduce attrition Workshops
Retaining our high performers
Reduce financial loss
Improve morale
Moving to the Recovery phase
Deploy EVP
Change and culture projects
19 PUMA ENERGY NEW WAYS OF WORKINGPUMA ENERGY
NEW WAYS OF WORKING:
WELL-BEING
People are worried about the well-being issues
presented by the escalating COVID-19 pandemic.
Above all, the crisis brings potentially lethal
physical health consequences for our workforces.
But its mental health implications – stress, fear,
and uncertainty – can be equally devastating
(Ernst & Young, 2020).
Mental health issues are a cost to business
and should be considered in alignment with Fig. 8
business goals and productivity (MHAW,
2020). Fig 7. shows the mental health
continuum and its impact on productivity,
while Fig 8. shows the impact of COVID-19
on the continuum (MHAW, 2020).
31%
Reported that their sleep
is adversely affected
Fig. 7
66%
Are experiencing work
related stress and anxiety
Professional support Knowledge based
and intervention conversations about
mental health
39%
Are finding focus and
concentration at work
Mental difficult
Health
at work
23%
Do not have a workspace
Mental illness Mental health issues Mental health
No productivity Poor productivity High productivity
‘Absenteeism’ ‘Presenteeism’ Thriving workforce
28-35
Hour weekly work increase
from home
20 PUMA ENERGY NEW WAYS OF WORKINGPUMA ENERGY
Benefits of Employee Well-being
to Puma Energy
A proactive and preventative approach to well-being
is important to our business because it generates:
• Increased employee commitment and productivity
because they feel valued and listened to.
• A culture that fosters employee loyalty and
high morale.
• Establish 360° views – Enable full “online”
transparency on (internal/external) customer
interaction and service deliveries.
• Reduced absenteeism because employees feel their
well-being needs are being met.
• A more resilient workforce because putting the right
mental health strategies in place can help stop
problems from escalating.
Required Actions to Improve
Employee Well-being
The following are the key areas we recommend to
focus on, and invest in, as we move towards recovery,
and as we create an enabling environment to achieve
our business objectives.
Understanding Noticing & Support &
Cultural Change Managing Signposting
The culture and change Engage a global trainer to Create Signposting guides for:
portfolio recommended develop bespoke Puma
in sections above will training to cover the following: • Line Managers
enable this. • People and Culture
Managers (Noticing,
Leaders need to continue to managing, signposting)
demonstrate the need to take • Mental Health Allies
well-being more seriously as Staff (raising awareness, • Puma Occupational
they lead by example. signposting) Healthcare schemes & EAP
Mental health allies (noticing, schemes
managing, signposting) • External support
21 PUMA ENERGY NEW WAYS OF WORKINGPUMA ENERGY
NEW WAYS OF WORKING:
PEOPLE MANAGERS
Embracing the New Normal
within Our Teams
With new emphasis on remote work, comes This is where leaders come through in
a new reality: difficult times.
Teams need a strategy for communicating Helping people understand these issues and
digitally, and leaders must find ways guiding them through this whole process will
to effectively manage their team and position your team to collaborate more
meetings remotely. effectively, and emerge from this crisis more
committed to our organization than ever
Our Puma Employees Ways of Working before. Leaders need to inspire commitment
Survey shows that: & trust.
44% considered working remotely was an
unknown territory for them. According to
research some of the most common issues
or limitations of virtual teams include some
people participating more than others,
difficulty in dealing with conflict, and trouble
developing trust.
With Your Team In Your Organisation
Grow Positivity Share good news and Communicate good effort and good
stories of progress. Express outcomes. Express appreciation. Use
gratitude. resources to respond to societal needs
and the employees’ desire to contribute
to the greater good.
Acknowledge Difficulty Willingly share perceptions Express authentic concern for others.
and concerns with people at Be transparent about how tradeoffs
the top and with colleagues. are evaluated in making decisions with
negative consequences for individuals.
Encourage Growth Create space for collective Share ideas for how employees’
learning. Reflect on learning collective talents and resources could
through hardship with help others. Help people whose roles
conversations and journaling. have gone away or changed refocus on
Don’t make decisions for using their talents for broader or new
people when you can give purposes. Give people the opportunity
them choices. to help you make difficult decisions.
Set Boundaries Recognise limits and guard Acknowledge uncertainty and lack of
the team’s well-being. control. Understand and communicate
that the way forward will include a lot of
saying no.
22 PUMA ENERGY NEW WAYS OF WORKINGPUMA ENERGY
Overcoming the biggest challenges
Managing remote employees comes with a Employee trust
set of unique challenges, and overcoming Trust is earned, and it’s earned over time, and
them should be a top priority for many that street runs both ways. If you’re going to
employers. Here are four big challenges be an effective virtual manager, your team
employers should address (Driver, 2018). needs to trust you as well. Although surveys
have shown that people love the flexibility
Communication
that comes with working remotely, they do
As a manager, it’s your job to keep all your not want to miss out on being part of the
employees informed. While it’s simple to organisational culture. You need to find a way
effectively communicate with staff members to include them as practically as possible.
you see face-to-face, remote employees
must rely on technology, so you can’t let A unified company culture
remote team members become “out of sight, Employees collaborate best when they have
out of mind.”Use available and most personal connections with each other. To
applicable technologies and applications to maintain this connection while working
communicate with your remote employees. remotely, small teams should have a short
In addition to having reliable communication daily conference call to discuss hot topics
solutions, it’s important to make sure that and unanswered questions, and use video
your workers know when and how to reach chat for team meetings.
one another. When you can’t physically
see your employees every day, it can be
difficult to track the amount of work they
complete daily.
Tracking productivity
Track a remote worker’s productivity the
same as you would with the rest of your
team, including employees who work in the
office. Remote or not, establish metrics and
goals and measure effectiveness by their
output, not by how long they’re at their desk
or how hard it looks like they’re working. We
touch on this in the session on productivity.
While you should check in and make sure
your employees are doing what they’re
supposed to, a successful flexible work
arrangement ultimately comes down to trust.
23 PUMA ENERGY NEW WAYS OF WORKINGPUMA ENERGY
NEW WAYS OF WORKING:
PRODUCTIVITY
AND EFFICIENCY
Ensuring Resilience in the
New Normal
The following are some of the ways we can to remote working (work from anywhere
ensure resilience: – WFA) and this can result in productivity
increase.”
Research findings
One of the key questions being asked is, Empower people to work from remote
“How will these changes to the future of locations, people will save on travel/
work, especially remote working affect commuting time and hence can use this
productivity”? saved time to increase productivity.
“Employers who allow employees to work
Cali Williams Yost, a flexwork expert and remotely should grant these employees true
founder of the Flex + Strategy Group in autonomy and flexibility, rather than trying to
Madison, N.J. says that as a result of micromanage their remote work. Our results
COVID-19: “Work is forever changed” comparing WFH and WFA employees
because “flexible work was made for times indicate that granting greater autonomy can
like these” (Eisenberg, 2020). actually enhance employee productivity”
Working from home, research has found, can (Choudhury, 2019).
boost employee productivity, improve work/ Remote working will not automatically
life balance and foster better mental health translate to an increase in productivity.
(not to mention reduce pollution from Certain conditions need to be met.
commuters). There’s robust evidence
showing that it shouldn’t change. We need to put in place clear measures of
(Neeley, 2020) performance and productivity by maintaining
a results oriented culture; setting clear goals
Key considerations and deadlines; putting plans in place to
These are some of the considerations in this increase accountability; identifying key
session. However, as business leaders sign up priorities and adjusting them frequently as
for a more virtual workplace, they need to well as measuring performance and making
ask the question, “How do we ensure that our it agile, frequent, decentralized and team
colleagues are more resilient in the new focused.
normal?”. The following are some of the ways
We also need to help people work effectively
we can ensure these questions are
remotely by providing the right tools and
adequately answered.
resources. These should not be limited to
We have identified some key ways: hard tools like devices and technologies but
Firstly, we need to redefine workplace also soft tools including training on working
efficiency. We need to create a culture that effectively remotely, managing remote
is focused on measuring results and real teams, managing mental health.
outcomes rather than hours at a desk; build This is an opportunity to also adjust on-
more flexible operations and encourage boarding and training based on new ways
leaders to be comfortable with vulnerability. of working, updated product, services and
Identifying roles that can/cannot work offering.
remotely. Figure 10 (slide 19) shows a list of
jobs that can be done remotely (Arthur D.
Little), jobs where the employee can carry
out most job duties with little or no
coordination where co-workers can transition
24 PUMA ENERGY NEW WAYS OF WORKINGPUMA ENERGY
What the Future Workplace Should
Look Like for Our People
Employee well-being is a Employees who are There’s good communication
priority in all areas of the experiencing mental health and an ‘open door policy’–
business. difficulties, major life events or employees know what
juggling caring responsibilities support is available to them,
can talk openly without fear of to help them stay well at
stigma – regardless of their work, and how to access it.
culture or personal
circumstances.
Remote working is offered Employees know what is Employees are given space
where possible and having expected of them and are for growth and development,
work-life balance/ clear on their job roles, areas so they feel able to make a
integration is actively of responsibility, and how their meaningful contribution.
encouraged. role contributes to the overall
organisation goals.
The culture is inclusive, There is zero tolerance for Productivity is driven and
diverse and welcoming, bullying, harassment and enabled to build a high
where employees feel able other forms of discrimination. performing culture.
to be themselves.
25 PUMA ENERGY NEW WAYS OF WORKINGPUMA ENERGY
7 CONCLUSIONS AND
RECOMMENDATIONS
26 PUMA ENERGY NEW WAYS OF WORKINGPUMA ENERGY
WHITE PAPER
RECOMMENDATIONS
The future of workplace flexibility is an
investment in our Platform, Productivity and
People. Our recommendation is to accelerate
this for Puma Energy over the next period as
we make positive strides towards achieving
our five-year strategy.
Platform Productivity People
Office of the Future Productivity measured by in Leadership Attitude – Culture
Create more interactive output. Shift / Change towards
spaces inclusiveness, fairness and
creating a sense of belonging
Create multi-functional Apply Tight – loose – Tight
for all colleagues
environment approach (tight on goal
Intentionally design space setting, loose on process but
around activities by milestones & tight on Performance measured on
result) value creation. Continuous
Improvement of Processes
Flexible work micro-hubs
Provide a ‘flexible space’ On-board and train our
corporate membership to managers to understand by Well Being – Ensure balance
employees objectives rather than tasks on working hours for both
(Managers’ tool kit) role driven and voluntary
What about our large Retail
activities. Provision of worker
stations as Puma-hubs or in
support (technology,
our Retail Community Villages Implement technology that
security etc.)
helps manage and track
process and progress
especially in the commercial
space
27 PUMA ENERGY NEW WAYS OF WORKINGPUMA ENERGY
TIMELINE 2020/2021
White paper recommendations
2020
Implement a remote Secure approval for Develop Line Manager’s
working policy ‘office of the future’ pilot. Tool Kit for managing
remote teams.
Articulate operations and Work on employee Make employee well-
support function roles wellness (with global being a priority in all
that can work remotely. providers). areas of the business.
2021
Renew office space Renew office space Renew office space
rentals/agreements rentals/agreements rentals/agreements
when +30% of the when +30% of the when +30% of the
workforce can WFA. workforce can WFA. workforce can WFA.
Review the six 2022/23 Second phased Accelerate our culture
lease expiry locations. implementation of WFA. improvement and change
management plans.
28 PUMA ENERGY NEW WAYS OF WORKINGPUMA ENERGY
CONTRIBUTORS
Harry Akinola Henry Osei Yaw
Global Head of Learning & Development General Manager, Ghana
Nicolas Egger Nabha Tawde
Global Head of Reward Global Rewards, C&B Manager
Emmanuel Medvedowsky Shaun Tooray
Global Resourcing Manager Regional Resourcing Manager
Sean Craig Adriana Delgado
Head of P&C & Transformation Rentas Regional Resourcing Manager
Joanne Thomas Aakriti Kundra
Regional P&C Manager Regional Compliance Officer
Irene Masterton
Global Property Manager
REFERENCES
Choudhury, P., Larson, B. and Foroughi, C., Hering, B., 2019. Remote Work Statistics For
2019. Is It Time To Let Employees Work 2019: New Norms And Expectations.
From Anywhere?. [online] Harvard Business [online] FlexJobs Job Search Tips and Blog.
Review. Available at: Available at:
[Accessed 2 June 2020]. Mait, A., 2020. Engaging A Remote
Workforce – Maximizing Productivity -
Driver, S., 2018. 4 Challenges Of Managing A Chapmancg. [online] ChapmanCG.
Mobile Workforce. [online] Business News Available at:
Daily. Available at:
[Accessed 6 June 2020]. [Accessed 2 June 2020].
Eisenberg, R., 2020. Is Working From Home MHAW, 2020. Mental Health At Work During
The Future Of Work?. [online] Forbes. Covid-19. Received by Joanne Thomas.
Available at:
Review. Available at:
[Accessed 6 June 2020].
Ey.com. 2020. How Leaders Can Protect [Accessed 6 June 2020]
Employee Wellbeing During COVID-19. Alexander, A., De Smet, A. and Mysore, M.
[online] Available at: (2020). How Companies Can Make Remote
https://www.mckinsey.com/business-
[Accessed 6 June 2020]. functions/organization/our-insights/
reimagining-the-postpandemic-workforce
[Accessed Aug. 2020].
29 PUMA ENERGY NEW WAYS OF WORKINGIf you have any questions or need further support on the social channel guidelines, please contact pumalearning@pumaenergy.com Puma Energy Global Facebook Puma Energy Global Instagram Puma Energy Global LinkedIn www.pumaenergy.com
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