Building and Transforming Effective Partnerships

The Red Hat Way Building and Transforming Effective Partnerships

By David Heaton, CoreNet Global

Red Hat, the world’s leading provider THE BEGINNING At a tactical level, the whole company of open source solutions in cloud, literally took part in the project because virtualization, storage, Linux, and Based in Raleigh, NC, Red Hat used a Red Hat reached out to every business middleware technologies, is a perfect project-based integration approach unit and employee to understand their example of a company that has gone for its corporate relocation to a new needs. from a strong project-based integration headquarters. The company, which has platform to one that is now more mature approximately 5,900 employees globally, For the relocation, they created the GET and structured in nature. While the houses approximately 1,000 people at team (Growth and Expansion Team), integration model is not necessarily a its new office building, which opened in which consisted of about 50 leaders “formalized” structure or model, it has spring 2013. from all the different departments. transformed into a well-oiled machine They met at least once a month, and where members from Global Workplace The project-based integration platform then went back to their departments Solutions (GWS), IT, Finance, Brand and was essential for this large relocation to provide relocation information and People come together on a quarterly project. receive employee feedback. In turn, they basis and collaborate on company- shared that feedback at their next GET Many different aspects of the business meeting to ensure employee voices were focused initiatives, and meet weekly on were involved at the strategic level — project-based initiatives. heard and everyone was engaged in the Real Estate, IT, People, Finance, Legal, relocation. Brand, Communications and more.

The Power of GWS

Global Workplace Solutions (GWS) is designed to plan, develop and maintain Red Hat’s global offices, which includes a portfolio consisting of over 80 leased offices in more than 30 countries. The goal was to create a flexible and efficient department that is scalable to Red Hat’s operations.

GWS serves as the strategic advisor to the business by delivering the following services: Real Estate, Workplace Planning, Real Estate Development and Sustainability, Workplace Resources, and Facilities Operations.

As a result, the team supports Red Hat’s dynamic workplace requirements, while driving the strategic initiatives related to workplace design and location. GWS has developed a world-class partner strategy to leverage industry best practices and to maximize the return on investment, consistently leveraging managed partner models to support the business requirements driven by its global portfolio.

Red Hat’s workplace plays a strategic role in supporting its corporate brand message, as well as its employee attraction and retention strategy. The organization is closely aligned and dependent on its corporate partners; the People, Brand, Finance and IT teams. Together, GWS and these partners deliver the workplace, human capital and technology that create the basic building blocks inherent to Red Hat’s DNA.

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Part of the challenge was interpreting Development and Sustainability, what various departments needed Workplace Resources, and Facilities in the new space, as Engineering, Operations. These five verticals serve With Red Hat’s movement into new Finance, Legal and Marketing all had as the strategic advisor to each line of markets, expansion in current markets, and different preferences. business. historical headcount growth, it became apparent that real estate would need to “Brand and Marketing wanted open, The team supports Red Hat’s dynamic rapidly mature in order to proactively completely collaborative spaces, workplace requirements, thereby support Red Hat’s future business needs. whereas Finance and Legal wanted driving strategic initiatives related closed-door offices,” said Simon to workplace design and location. Specialists needed to be added who had George, Director of Real Estate at Youst explained, “Red Hat workplace experience managing enterprise-level real Red Hat. “We needed to be able to plays a strategic role in supporting estate and workplace departments. Proper match and meet the needs of all our corporate brand message, as expectations and priorities for the business those people without sacrificing our well as our employee attraction and were set with a focus on high-level overall brand and culture within the retention strategy. Our organization customer service. workspace.” is closely aligned and dependent on As a result, in 2012 Craig Youst our corporate partners in IT, Finance, Red Hat collaborated with an outside reorganized the real estate department Brand and People. Together, we’ve into five distinct verticals (Real Estate, partner, IA Interior Architects, to been able to deliver the workplace, create an office design that kept Workplace Planning, Real Estate human capital and technology to Development and Sustainability, every business unit happy and create the basic building blocks productive. Workplace Resources, and Facilities inherent to Red Hat’s DNA.” Operations). Immediate benefits include: Red Hat still has project-based REAL ESTATE PARTNERS WITH • Increased levels of knowledge and teams that meet both informally and PEOPLE formally across departments, but that expertise; • More efficient use of time and has developed and transformed into So just how has Red Hat’s GWS energy; a more formalized process. team been able to form effective • Dedicated subject-matter experts partnerships across the various in-house; THE CREATION support functions? • Better focused efforts by experienced OF GLOBAL “Our organization is Youst gave some professionals; WORKPLACE insight into how closely aligned and • More mature management for SOLUTIONS (GWS) they have taken departmental development; dependent on our their collaborative Real estate decisions • Streamlined thought processes that partnerships to are made with insight corporate partners focus on greater efficiency and cost- the next level, from across the control; and in IT, Finance, Brand embracing company by working • Increased productivity and cleared continuous with business leaders and People. Together, direction and advice improvement by and seeking employee Also, Red Hat offices were classified into we’ve been able to becoming a valued input, explains Craig four distinct categories that helps raise its partner to the Youst, Senior Director, deliver the workplace, largest business priorities to the forefront business. Global Workplace human capital and (Core, Critical, Satellite, and Managed Solutions, at Red Hat. He said the Services). Youst pointed out previous technology to create improvement efforts to treat all offices with equal Youst leads Red Hat’s in the quality of importance did not scale efficiently. Now, GWS team, which the basic building service delivery led real estate is positioned to invest more in plans, develops blocks inherent to Red to a strategic shift its core and critical locations, and bring and maintains the of GWS to the next accountability for business performance company’s worldwide Hat’s DNA.” level of maturity in to other sites. offices to provide connecting with a safe and comfortable working “GWS’ highest priority is to proactively its business partners. Red Hat took a environment for its employees, provide cost-effective and flexible work holistic response in looking at people, customers and visitors. Red Hat has spaces where our business demands it processes, systems and behaviors. a rapidly growing global real estate most,” said Simon George, Director, Real portfolio in more than 80 offices in For example, GWS collaborates Estate for Red Hat. “This requires us to over 30 countries. with Red Hat’s People team and has meet regularly with key business stake formed partnerships centered on the holders to understand where the business GWS is strategically divided into the following three Workforce Planning is growing and how to ensure we support following five verticals: Real Estate, initiatives: that growth. Workplace Planning, Real Estate

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1. Workforce Expansion – Utilize scenario planning and strategic headcount forecasting to determine the appropriate location for geographic The level of integration among GWS and the expansion. other support functions at Red Hat is quite extensive. “We view our colleagues in IT, 2. Workforce Optimization – Review existing sites to determine the most People, Brand, and Finance as more than just effective place to put its resources and better optimize current locations, partners, but ‘end users’ so it’s imperative we and; factor in all their requirements,” said Youst. 3. Demand Planning – Engage company-wide business units to develop a “Our partnerships vary depending on the three-year plan to forecast where the appropriate resources will need to vertical and the specific project or initiative be. This helps define risk, costs and availability. we’re working on.”

Lia Frid, Sr. Manager of HR Systems and Operations with Red Hat explained Youst went on to explain that in the that this is just one area where People and GWS have proactively partnered previous structure, it was difficult to together. “We saw the value and created a comprehensive tool that details the find the time and resources available to essential data points required for our line of business (LOB) leaders to make most effectively complete the work. But more informed decisions. The initial feedback on the tool is very positive and now, having an expert strategist leading we intend to use it even more to yield value for the business in the future.” each vertical, it has created more time to strategize and collaborate with GWS’ peers Frid explained this is a living document. “GWS and People built the template and have a more focused vision on goals and structure around the tool which incorporates in IT, people and real estate and milestones. data so we can make the best hiring decisions.” “By having that high-level specialist leading Another area where GWS and People work together is around mergers and each vertical, we’ve been able to bring our acquisitions (M&A). In 2012, Red Hat completed three acquisitions. In response, ‘A’ game to the table every time. We focus GWS and People created their M&A “playbooks” that details what’s required on what we’re good at and leverage our from People and GWS. Other Red Hat functions are also creating their partners on their strengths. This makes playbooks, which will identify their activities during M&A to improve a seamless everyone more efficient and accountable, integration of the new associates and assets into Red Hat. which not only increases the level of respect and credibility between GWS and “This is another great example of partnership and transparency,” added Frid. other departments, but also attains better “In the past, it was more siloed, but now we’ve developed a cross-functional results.” partnership.” Youst noted each vertical has a place at the The core team for M&A consists table and is an integral part in the process, of: IT, Finance, GWS, People, Tax, but it was GWS that recognized the need Operations, Brand, and Communications. to develop partnerships with the various “Collaboration is a huge focus and initiative groups and who initiated the collaborative for us at Red Hat. We’re trying to promote partnerships with IT, Finance, Brand and a culture of cross-functional alignment in People. various initiatives,” explained Youst. “As we continue to grow, we’ll streamline “We thrive on cross functional alignment,” the process, but it was a game-changer said Frid. “We’re not afraid to get to make this shift so now we have the everyone’s ideas and expertise. Nothing’s structure in place to handle the growing done in a vacuum because we’re needs of the business,” said Danny Seaton, constantly looking across the various Director, Facilities Operations at Red Hat. groups to get their input. At the end of the “We’re now strategically positioned to drive day, the best idea wins, regardless of role, business relevance. GWS has been the and we make it a rule to leave your title at driving force and is influential in bringing the door. There’s no hierarchy.” everyone to the table. GWS is seen as a business partner that is involved in the Youst added, “We all wear different hats. day-to-day and strategic direction of the Those that succeed at Red Hat play various company.” roles and learn to leverage each other’s strengths regardless of title or role.” Making it Work

Red Hat is the type of place where everyone from across the firm wants to contribute and come to the table with ideas. Youst explains this is a good thing because even

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Even though Red Hat The Employment Branding team also might be a relatively markets Red Hat Tower as one of the new brand to some, it’s prime benefits of working at Red Hat. a globally recognized “The new generation of worker wants to strong brand. “We are work in a place they feel good about,” very substantial as a said Jokisch. “Many employees can work brand,” said Louise wherever they want - the beach, a coffee Dixon Chapman, Senior shop, home, etc. So working to ensure Manager, Workplace our office locations are a destination of Planning for Red Hat. choice and provide all the amenities our “To compete with other associates want and need is a huge plus larger companies, we for us. Working with Craig and GWS is a work together to help big piece of this initiative and having an ensure we’re a place that effective partnership is huge.” attracts top tier talent. We work to create a unified Examples where Brand and GWS have experience and consistent come together and developed some big wins include the following: BRAND AND GWS? message to make sure we’re on the same page.” 1. Interview rooms – Employment GWS also works with the Employment Branding and GWS partner to Branding team to promote Red Hat as In order to achieve the creation of its determine the appropriate number a great place to work and effectively brand within the workplace, GWS works of interview rooms needed at recruit and retain talent. Kim Jokisch, with People and Brand to make sure all each office and tailor those Director, Employment Branding and three speak the same language. People rooms specifically around the Media with Red Hat, works internally to and Brand identify the language Red Hat “Red Hat experience.” The design continue promoting the Red Hat brand wishes to speak and Dixon Chapman is is intentionally created for the and culture and create an environment charged with creating a workplace in candidate to “live and feel the that makes employees want to work at the most efficient and effective manner culture.” Red Hat. possible that aligns with Red Hat’s culture.

though there is not always agreement, it allows for the sharing and challenging of ideas across the various verticals. As a result, the best ideas come to the forefront and individuals are given the opportunity to challenge themselves in order to determine the best overall outcome for Red Hat.

GWS at Red Hat reports up to the CFO. The real estate portfolio is managed in such a way that projects and the overall portfolio are reviewed by the various departments (IT, People, Finance, and other GWS outsourced partners) for appropriate feedback, prior to being presented to the CFO. As a result, this brings integrity and credibility to the projects and overall portfolio, and adds to the level of confidence. GWS actually meets with the CFO directly at least every four to six weeks.

So how exactly are workplace strategies applied at Red Hat? The only guidance from the CFO is to make it work as efficiently and cost effectively as possible. “We gather benchmarking numbers to determine cost and relevance,” said Youst. “We engage with the business through various tools and activities to fully understand how they work most productively. The guidelines and standards are changed according to associate and business feedback. We engage the business in the whole process to make sure we’re building space specifically for Red Hat, not just reinventing the workplace because it’s the latest ‘trend.’” Red Hat’s GWS Service Delivery Model

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2. The Show – Employment Branding produces a quarterly video that presents a glimpse of the business and culture at Red Hat, both professionally and personally. GWS hosts events at every global office for shared viewings of The Show to further build “Having the office community relationships. collaborative mindset 3. Red Hat’s achievement of over a billion dollars in revenue in fiscal year 2012 – to put the company Employment Branding and GWS worked first and express itself together with each location office manager globally to plan various types of celebrations cross-functionally is a around this company milestone. key to our success at “Our culture is one of the most important Red Hat.” things we have as a company,” added Jokisch. “Having the collaborative mindset to put the company first and express itself cross-functionally is a key to our success at Red Hat. In Employment Branding, we see this as an opportunity to showcase our real estate.”

One physical manifestation is on the ninth floor of Red Hat Tower in the “community area.” “The ninth floor is a well-designed blend of both work and play,” explained Youst. “There are a number of collaborative areas with technology tools for informal meetings. There is a social area with pool tables, various video games, foosball, etc. There is a sit-down area where many associates mingle during lunch and there even is a stair to an outdoor patio where you find people both gathering and working throughout the day. The various work and play settings are extremely popular and the epitome of what our culture is all about,” he noted.

And Red Hat is deliberate in wanting to showcase their story throughout Red Hat Tower. Colors are bold, the artwork throughout is deliberate with inspirational messages dispersed in strategic locations. The theme of showcasing the Red Hat story flows from floor to floor. Branding the Red Hat environment was clearly a priority in the building’s design.

Red Hat even positioned its interview rooms and vendor meeting rooms to overlook its common areas in a way to showcase the building and team’s energy. “We want to subconsciously sell potential recruits on Red Hat even during the more formal interview process,” noted Jokisch.

The Employment Branding team works closely with GWS to make sure the interview rooms create a good experience and have just the right touch points and feel for potential employees that will tie nicely to the overall workplace experience.

And in order to stay proactive, GWS surveys and engages the employees to help determine what’s most valuable to them. “Continued openness is key to staying on top of the game when it comes to attracting and retaining talent,” commented Jokisch.

“Our employees have a voice and know they have the opportunity to add value and impact the direction of our company and its amenities. I can’t imagine a progressive business not having appropriate partnerships in place. We must stay in touch and share ideas because that ultimately benefits the company and the employees. We’re in a very forward thinking culture,” she added.

John Adams, Director, Brand Strategy & Management at Red Hat noted to some it might be unusual for the Corporate Brand and GWS to be in sync, but not at Red Hat.

In fact, one member from the GWS team acts as the brand representative, and in turn a member from the Corporate Brand team represents and interfaces with GWS. As a result, it allows both groups to be in constant communication.

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Allison Harris, in GWS, serves as the liaison between Corporate Brand and GWS. According to Adams, it makes sense to have this liaison type of role. “Allison works on projects and schematics to provide the right levels of branding solutions,” he explained.

“At Red Hat, our brand and workplace culture are intrinsically linked,” said Adams. “The brand is the people and the culture is the brand. We have to make an explicit effort to guard and protect the brand inside Red Hat, as well as outside.”

Adams went on to explain his group has a job as owners of the brand to have an affinity with and the opportunity to influence employees’ surroundings. “We are not a company that spends a lot of money on advertising. The face of the brand and how it comes to life is through the experiences we have at work. We work closely with the People team and GWS to ensure the workspace is something special, and working with GWS is a great way to market the Red Hat brand.” “We’re not shifting As the owner of the corporate brand, Adams says it’s important to know how to get our associates to live it. “We do this through furniture, wall décor, ergonomics, and community power, but distributing space in an effort to promote interaction among employees.” it. Because, it’s It’s clear, the design and workplace culture of Red Hat Tower is centered on themes such as not about weak or being innovative, forward-thinking, open, fun and collaborative. strong, but where “The element of our brand that is most important is authenticity. Your workplace brings your the accountability brand to life, and our facilities across the globe act as the face of our brand,” commented Adams. “We have to always be thinking about the experience we want our employees and belongs.” customers to have when they walk in the door.”

BEYOND RED HAT TOWER

The design and branding of Red Hat goes way beyond Red Hat Tower in Raleigh, but occurs globally at its other locations as well. “We’re growing in locations outside the U.S.,” said Harald Hinderer, Regional Director for the People Group in EMEA. “Therefore, the need to collaborate not only globally with our partners across the LOBs, but also on a local basis is important. It’s a good challenge that will not go away, and thankfully, corporate leadership sees this and as a result, we do not operate in silos.”

Red Hat is flexible with its branding themes and corporate workplace practices in its locations across the globe in order to determine what works best based at each location in order to create the best workplace experience for their employees.

“We’re not shifting power, but distributing it. Because, it’s not about weak or strong, but where the accountability belongs,” said Hinderer. “We’ve done a great job of enabling our employees to collaborate independently, if you will, so not everything needs to be run by Corporate Headquarters, especially when it comes to the workplace and its impact on the organization within that respective region. Ultimately, it comes down to what makes the most and best sense in that location.”

This mindset follows a common theme and mission of Red Hat to create an environment that makes it a great place to work. “It’s one of the core principles at Red Hat. GWS is an extension of the people and our primary focus is to unite workplace with Red Hat brand and culture,” said Youst.

WHERE DOES FINANCE FIT IN?

One can’t continue to expand without the support of the ones that control the purse strings. And that’s where Finance fits into the equation. At Red Hat, Youst explained that Finance focuses on supporting the investment of real estate and effectively “signs off on the budget.”

“We have a close partnership with GWS and we educate each other on the complexities of market expansion and understand this can be an attraction and retention focus,” said Scott Patrick, Manager, Financial Planning and Analysis with Red Hat.

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“We work hand in hand with Finance because that group has to be a big advocate as we efficiently manage our real estate footprint,” explained Youst. “I want Scott’s team to have the confidence that GWS is investing in the right locations and understands the why’s, what’s and how’s.”

And the more Finance understands GWS’ approach and its mandates from the LOBs, the better. Therefore, as with other functions, a conscious effort is made to partner with Finance. Operating and capitalized budgets are shared, including benchmarking data to support proper spending, and key drivers are discussed on a continual basis.

Accurately predicting headcount planning has been a big win with Finance and GWS. “I have a lot more comfort when Scott and his team endorse a specific headcount. Finance is able to view from a different perspective, which provides a much bigger picture. This makes GWS more confident in knowing exactly where we need to grow,” added Youst.

Having a collective decision-making mindset makes Red Hat more mature and better positioned when the company might not necessarily have to acquire more real estate.

“It has to do with the collaborative nature we have developed,” explained Patrick. “We are more than just numbers. It’s important to be recognized as a contributor to the business and it’s a delicate balancing act to provide support at the appropriate level.”

GWS also works with Finance to justify business and technology tools in the workplace that ensure associates are as productive as possible. Whatever associates feel will help them function best, GWS considers and supports so they have the appropriate amenities to be fully engaged.

Just like with Brand, GWS also has a finance person on its team that acts as a liaison between GWS and Finance. “Having this individual has paid off tremendously because it more closely aligns our two groups. Emphasizing Finance lingo – impact on earnings per share, discounted payback, return on investments, etc. – while leveraging benchmarking and other pertinent data to support GWS initiatives and strategies ensures all of us are rowing in the same direction. We understand each other’s priorities and quickly move forward,” said Youst.

“CONNECTING” WITH IT

The relationship between GWS and IT has grown tremendously the past few years. It started many years ago and matured greatly with Red Hat Tower, but it has grown significantly since then.

“When we go into a massive project or strategic initiative, having a partnership with GWS and other functions allows us to bring to light ideas we might not have previously considered,” explained Jim Palermo, Senior Manager, IT Regional Infrastructure with Red Hat. “What’s most impressive, is we’re open and transparent to the challenges we have. IT has many touch points with GWS, and from an operations standpoint, we’ve developed a great model. We talk about what’s working, most productive and constructive, always having the common goals of the company in mind.”

As Red Hat continues to grow domestic and internationally, there are always projects occurring across the globe. “We have over 80 offices across more than 30 countries and those international locations are not shy about identifying challenges and potential solutions,” added Christian Huettermann, Director, Information Services with Red Hat. “Our business and workforce works in a ‘decentralized’ state. The various localities have to work hand in hand, and being able to support those offices across the various groups is important.”

Red Hat’s IT department is doing more around standards regardless of the region. And most important, having the ability to work together with members from GWS and develop joint standards around design is a huge win. IT and GWS work very closely in the tiering of Red Hat offices (core, critical, satellite and managed).

In Red Hat’s newer tier one buildings (those considered core) GWS works with IT, Finance, People and Brand in raising the bar on the employee user experience. “It comes down to talking to our employees and working with our internal communications

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team to determine the best, most efficient way to communicate the capabilities of the office and how Red Hat employees can ‘consume’ it,” said Youst. “How we raise productivity and determine how employees use the workspace more effectively is what it’s all about.”

Red Hat’s workforce is becoming more mobile and in the near future, wireless will be ubiquitous. So determining how Red Hat makes the remote employee experience more personal and recognizable is a top priority for IT.

BRINGING IT ALL TOGETHER

“The good thing is we have the right mindset,” said Huettermann. “We have an open source mindset and collaborating with our peers in GWS, Finance, People and Brand is at the heart of what we do and want to accomplish.”

Over the next few years, Red Hat’s expansion is expected to continue outside the United States. As a result, it’s very critical to have as much standardization as possible, yet be flexible to take local cultures into consideration. Having the right personnel involved from across all LOBs, including those at that exact location is critical to the overall success of the team. “Having the right partners and standardization brings so much value,” added Palermo.

So, GWS, IT, Finance, People and Brand all come together to help analyze where the company should expand, its projected head count analysis, appropriate technology that will need to be in place, the design of the office, and amenities needed. From that, Red Hat is able to determine what it needs to build. “Our CIO is all about having employees and customers walk in from anywhere and the office be recognizable as Red Hat. The details may be different depending on regional and cultural influences, but the overall experience is very similar,” said Palermo.

“Identifying opportunities to bring the world together and find technology solutions to service our employees across the globe, is going to be the real ‘game changer’ as we move into the future,” said Palermo.

“This is truly a partnership and one that continues to grow,” added Huettermann. “Of course, there are many challenges, but ultimately we share common goals and work together to bring our functions together to enable us all going forward. By doing this, Red Hat can continue to expand its footprint and the growth of the ‘mobile’ employee continues.”

The shift in technology continues to have a drastic impact on the workspace and what employees want internally and externally. The real value comes when all the factors are added together and looked at holistically.

“We’re not without issues,” said Palermo. “The trick is determining what you do about it and keep communication and an open mind. Having a clean process and willingness to go through different steps, and continue streamlining will make the process flow more efficiently and seamlessly.”

The results transcend the traditional confines of real estate and partnerships with other functions. GWS has been able to take what initially began as a project team with Red Hat Tower and has developed this partnership to the next level. While it’s not a “formal” structure with clear reporting lines and one leader, it is formal in that GWS collaborates seamlessly with its partners in IT, Finance, Brand and People. This super nucleus model is not uncommon at Red Hat and is seen as an integral part of its company culture throughout the organization.

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Arenas where Global Workplace Solutions works together with IT, Finance, Brand, and People

IT:

• Collaborate on Discovery Session #1 of our Workplace Strategy Tools • Partner on the use of audio video and other technology tools (e.g. calendar keypads, digital messaging, etc.) within the workplace • Partner on the Total Cost of Headcount analysis • Partner on the four Office Tiers (i.e. Core, Critical, Satellite, Managed Services) to deliver consistent service levels internally • Partner on Business Continuity and the importance of having a “place” to do business if and when an emergency occurs

FINANCE:

• Collaborate on Best Practices and Benchmarking to ensure our Workplace investment is in line with market, competitors, and our own Brand • Partner on Financial Process and Cost Transparency to maximize our investment strategy and support our Office Tier service level delivery • Partner on workforce forecasts in all markets and business units to leverage acquisition and/or disposition of real estate • Partner with the Global Expansion Committee to fully evaluate new market and real estate expansion opportunities • Leverage our Shared Services Model from an Operations perspective, supporting the Finance function in many global offices

BRAND:

• Partner on all Brand graphics within Red Hat workspace • Align our Space Standards (i.e. “SharedSpace”) with our Brand and Culture • Partner on the four Office Tiers (i.e. Core, Critical, Satellite, Managed Services) to deliver consistent service levels internally • Maximize brand exposure while balancing culture and investment • Leverage our workplace as an Attraction and Retention tool

PEOPLE:

• Partner on the Total Cost of Headcount analysis • Partner on internal and external public relations that highlights the SharedSpace model and Red Hat workspace • Partner to align our workforce strategy with our real estate investment globally • Work with Red Hat University to highlight global initiatives like our Sustainability Story and Safety & Health Management Program • Partner on our Ergonomics Program, specifically involving Associates requiring special accommodations • Leverage our Shared Services Model from an Operations perspective, supporting the People function in many global offices • Collaborate on areas like wellness to ensure our fitness areas and food services align with healthy habits provided to our Associates • Leverage our workplace as an Attraction and Retention tool • Partner with Employment Branding on interview rooms

• Partner on communications to associates to ensure messages are culturally aligned