Savile Row Workplace Survey Published in October 2020

CONTENTS

INTRODUCTION | 2

WORK FROM HOME SURVEY Findings | 2 HOP In | 8

INSIGHTS Our New World of Work - Leon van der Westhuizen | 15 Do We Need An Office? | 19 The Office Culture Club | 20 Legal Analysis - Adams & Adams | 21

Progress is impossible without change, and those who cannot change their minds, cannot change anything.

- George Bernard Shaw 1 The New Reality of Work.. Its hard to believe 6 months have elapsed since our first “Work from Home” Over the last 6 months we’ve been fortunate to gain incredible insights and survey that was carried out soon after lockdown in April this year. We ideas about how we can blend the best of the work from home experience subsequently to decided the timing was right for a follow up survey, to see if with a reimagined workplace of the future. But to continue to remain relevant people’s views on working from home have altered, or have remained much to our clients we feel it is vital we continue to research and look at what the the same. design and function of the future workplace will be. Additionally we decided to add other expert voices and viewpoints to the To us what matters most is whether it is a “hybrid office” made up of a conversation. This time we have collaborated with Adams & Adams who look combination of home and physical office, or “work near home”/ neighbourhood at the legal and intellectual property considerations of working from home, / ”spoke” spaces linked to a central “hub” office, it must cultivate a feeling of and People Beyond who cover the human behavioural factors in this new connectedness. world of work. - Adrian Davidson, Design Director & Co-Founder Savile Row Tailored Environments

57% CURRENTLY STILL WORKING FROM HOME

(Q7) Where are you currently working from? (Q8) When working from home, what type of work setting do you use most often?

Apr OTHER Sep

% 7 Apr 2 A NON-WORK SPECIFIC LOCATION H (ex. DINING ROOM TABLE) T Sep O B

Apr DEDICATED WORK AREA

(BUT NOT A SEPARATE ROOM) HOME Sep

57% F

Apr F I DEDICATED ROOM OR OFFICE 1 C (ex. A STUDY) 6 Sep % E

10 20 30 40 50 60 70

10 Apr Sep Sep Sep Sep Sep Apr Apr Sep Family One or No-one A Partner Members or Spouse Employees Dependent More Children More Family Members

(Q14) What is your greatest work disruption when working from home?

CHILD IT NOISE CARE LOAD SHEDDING SUPPORT NONE 17% 14% 24% 17% 28%

LOAD SHEDDING - The deliberate shutdown of electric power in a part or parts of a power-distribution system, generally to prevent the failure of the entire system when the demand strains the capacity of the system.

COPYRIGHT 2020 3 The survey results point towards a general satisfaction with the technology and equipment required by employees to execute their work effectively at home. This is good news for those Work Resources at Home... companies considering pursuing a long-term policy of working from home.

(Q9) How satisfied are you with your current work from home technical setup?

HARDWARE 90 90 CONNECTIVITY90 90 COMMUNICATION90 90 90 9090 90 9090 90 9090 80 80 80 80 80 80 80 8080 80 8080 80 8080 70 70 70 70 70 70 MONITOR MONITOR

ND ND

70 7070 2 2 70 7070 70 7070 MONITOR MONITOR MONITOR 60 60 60 60 60 60 REMOTE ACCESS REMOTE ACCESS ND ND ND LAPTOP LAPTOP AUDIO AUDIO 2 2 2 60 6060 60 6060 60 6060 HEADSET HEADSET REMOTE ACCESS REMOTE ACCESS REMOTE ACCESS LAPTOP LAPTOP LAPTOP AUDIO AUDIO AUDIO 50 50 50 50 WIRED WIRED 50 50 / SCAN / SCAN HEADSET HEADSET HEADSET NETWORK NETWORK PRINT / COPY PRINT / COPY WIRED WIRED WIRED

50 5050 50 5050 DESKTOP DESKTOP 50 5050 / SCAN / SCAN / SCAN NETWORK NETWORK NETWORK 40 40 40 40 WIFI / FIBRE WIFI / FIBRE 40 40 PRINT / COPY PRINT / COPY PRINT / COPY DESKTOP DESKTOP DESKTOP

40 4040 40 4040 WIFI / FIBRE WIFI / FIBRE WIFI / FIBRE 40 4040 30 30 30 30 30 30 EQUIPMENT EQUIPMENT 30 3030 30 3030 30 3030 TELEPHONE TELEPHONE 20 20 20 20 20 20 EQUIPMENT EQUIPMENT EQUIPMENT TELEPHONE TELEPHONE TELEPHONE

20 2020 20 2020 MONITOR MONITOR 20 2020 10 10 10 10 10 10 MONITOR MONITOR MONITOR 10 1010 10 1010 10 1010 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

N/A N/A N/A N/A N/A N/A HIGHLYHIGHLY HIGHLYHIGHLY HIGHLYHIGHLY HIGHLYHIGHLY HIGHLYHIGHLY HIGHLYHIGHLY N/AN/AN/A NEUTRALNEUTRAL N/AN/AN/A NEUTRALNEUTRAL N/AN/AN/A NEUTRALNEUTRAL SATISFIEDSATISFIED SATISFIEDSATISFIED SATISFIEDSATISFIED HIGHLYHIGHLYHIGHLY HIGHLYHIGHLYHIGHLY SATISFIEDHIGHLYSATISFIEDHIGHLYHIGHLY HIGHLYHIGHLYHIGHLY SATISFIEDSATISFIEDHIGHLYHIGHLYHIGHLY HIGHLYHIGHLYHIGHLY SATISFIEDSATISFIED DISSATISFIEDDISSATISFIED DISSATISFIEDDISSATISFIED DISSATISFIEDDISSATISFIED NEUTRALNEUTRALNEUTRAL NEUTRALNEUTRALNEUTRAL NEUTRALNEUTRALNEUTRAL SATISFIEDSATISFIEDSATISFIED DISSATISFIEDDISSATISFIED SATISFIEDSATISFIEDSATISFIED DISSATISFIEDDISSATISFIED SATISFIEDSATISFIEDSATISFIED DISSATISFIEDDISSATISFIED SATISFIEDSATISFIEDSATISFIED SATISFIEDSATISFIEDSATISFIED SATISFIEDSATISFIEDSATISFIED DISSATISFIEDDISSATISFIEDDISSATISFIED DISSATISFIEDDISSATISFIEDDISSATISFIED DISSATISFIEDDISSATISFIEDDISSATISFIED DISSATISFIEDDISSATISFIEDDISSATISFIED DISSATISFIEDDISSATISFIEDDISSATISFIED DISSATISFIEDDISSATISFIEDDISSATISFIED

(Q10) Which of these features would improve your work from home experience?

FURNITURE / EQUIPMENT ENVIRONMENT 90 90 90 90 90 9090 90 9090 80 80 80 80 Environmentally most respondents80 8080 place high 80 8080 70 70 70 70 value on having a good quality70 7070 ergonomic chair 70 7070 60 60 60 60

to sit on & a very high emphasis60 6060 is placed on 60 6060 CHAIR CHAIR STORAGE STORAGE

50 50 LOCKABLE LOCKABLE 50 50 ERGONOMIC ERGONOMIC CHAIR CHAIR CHAIR PRIVACY PRIVACY ACOUSTIC ACOUSTIC

acoustic privacy, with many believingSTORAGE STORAGE STORAGE that a

50 5050 LOCKABLE LOCKABLE LOCKABLE 50 5050 ERGONOMIC ERGONOMIC ERGONOMIC

40 40 DESK DESK 40 40 ROOM ROOM PRIVACY PRIVACY PRIVACY DEDICATED DEDICATED DEDICATED ACOUSTIC ACOUSTIC ACOUSTIC DESK DESK DESK dedicated room in which40 40 40to work would be a 40 4040 VISUAL VISUAL PRIVACY PRIVACY ROOM ROOM ROOM GSPubGliSshPeurbVleisrhseiornV e4r0s4io.0n. 04.0140.0.0.100 TEMPERATURE TEMPERATURE COMFORTABLE COMFORTABLE COMFORTABLE 30 30 MONITOR MONITOR 30 30 DEDICATED DEDICATED DEDICATED DEDICATED

GSPubGliSshPeurbVleisrhseiornV e4r0s4io.0n. 04.0140.0.0.100 VISUAL VISUAL VISUAL PRIVACY PRIVACY PRIVACY

GSPGuSbPGlisuShbPeliursVbheleirsrsVhioenrVs 4ieo0rns4 i4.o00n.40 4.01.0400..01.00.100 TEMPERATURE TEMPERATURE TEMPERATURE COMFORTABLE COMFORTABLE COMFORTABLE COMFORTABLE great improvement. 30 3030 MONITOR MONITOR MONITOR 30 3030 20 20 GSPubGliSshPeurbVleisrhseiornV e4r0s4io.0n. 04.0140.0.0.100 20 20

GSPGuSbPGlisuShbPeliursVbheleirsrsVhioenrVs 4ieo0rns4 i4.o00n.40 4.01.0400..01.00.100 LIGHTING LIGHTING PERMANENT PERMANENT SUFFICIENT SUFFICIENT 20 2020 GSPGuSbPGlisuShbPeliursVbheleirsrsVhioenrVs 4ieo0rns4 i4.o00n.40 4.PLUG OUTLETS 01.0400..01.0PLUG OUTLETS 0.100 20 2020

10 10 LIGHTING LIGHTING LIGHTING

PERMANENT PERMANENT PERMANENT 10 10 SUFFICIENT SUFFICIENT SUFFICIENT PLUG OUTLETS PLUG OUTLETS PLUG OUTLETS 10 1010 10 1010 0 0 0 0

0 0 0 0 0 0

N/A N/A N/A N/A AGREEAGREE AGREEAGREE NEUTRALNEUTRAL AGREEAGREE N/AN/AN/A STRONGLYSTRONGLY DISAGREEDISAGREE STRONGLYSTRONGLYN/AN/AN/A NEUTRALNEUTRAL AGREEAGREE DISAGREEDISAGREE STRONGLYSTRONGLY DISAGREEDISAGREE STRONGLYSTRONGLY AGREEAGREEAGREE DISAGREEDISAGREE AGREEAGREEAGREE AGREEAGREEAGREE NEUTRALNEUTRALNEUTRAL NEUTRALNEUTRALNEUTRAL AGREEAGREEAGREE COPYRIGHT 2020 STRONGLYSTRONGLYSTRONGLY DISAGREEDISAGREEDISAGREE STRONGLYSTRONGLYSTRONGLY STRONGLYSTRONGLYSTRONGLY DISAGREEDISAGREEDISAGREE STRONGLYSTRONGLYSTRONGLY 4 DISAGREEDISAGREEDISAGREE DISAGREEDISAGREEDISAGREE

GSPubGliSshPeurbVleisrhseiornV e4r0s4io.0n. 04.0140.0.0.100

GSPGuSbPGlisuShbPeliursVbheleirsrsVhioenrVs 4ieo0rns4 i.4o00n.04 4.100.400..01.00.100 GSPubGliSshPeurbVleisrhseiornV e4r0s4io.0n. 04.0140.0.0.100

GSPGuSbPGlisuShbPeliursVbheleirsrsVhioenrVs 4ieo0rns4 i4.o00n.40 4.01.0400..01.00.100 COPYRIGHT 2020 more comfortablewith thevirtualwayofworking. The relevanceofpaper islikelytocontinuedropasemployees become a boost. given been definitely has office paperless a towards move The The irrelevanceofpaper filinghasincreasedfrom31%to48% competitors Zoom(12%)andWhatsapp (10%) & teamworkand has infactgained strong marketsharefrom its’ Microsoft Teams remainstheplatformofchoiceforcollaboration for collaboratingandgettingworkdoneasateam? (Q11) Ofalltheappsyouare using,which haveyoufoundtobemosteffective TECHNOLOGY enablingthefuture.. MOST EFFECTIVE APP FOR COLLABORATING

September April

Microsoft Microsoft Teams Teams

Zoom Zoom

WhatsApp WhatsApp

Skype Skype

Cisco Webex (Q19) Afterworkingremotely from home,howrelevant doyouthinkpaperfilingis? Sep Sep Sep Apr Apr Apr 9% 10% Irrelevant Partially Relevant Relevant 31% 42% 48% 60% 5 (Q15) How much do you agree or diagree with the following statements about working Bricks, Bytes & Behaviour Assessment from home? N/A Strongly Disagree Neutral Agree Strongly Disagree Agree

2% 9% 7% 47% 35% Bricks – Have you created a physical environment conducive to optimal comfort & productivity? IT Devices

1% 5% 4% 48% 42%

Bytes – Do you have the necessary connectivity & technological tools at Software

hand in order to perform at your best? The Necessary I Have Access To I Have Access To

1% 1% 12% 11% 47% 28% Is your working arrangement enabling you to fulfil your role Behaviour – Information within the company optimally at a personal & team level?

4% 7% 12% 49% 28%

Physically Suitable For The Work I do

2% 4% 12% 45% 37%

Home Environment Enables Productivity

3% 10% 27% 34% 19% 9%

Colleagues I Feel

3% 6% 22% 30% 39% 9% Connected To

Organization

1% 5% 11% 21% 44% 17%

Share Ideas

1% 5% 8% 16% 37% 33%

Be Physically Active I Am Able To

2% 8% 15% 15% 30% 29%

Maintain Work -Life Balance

SEP APR COPYRIGHT 2020 Yum! Office - Savile Row 2018 6 Work - Life Balance... (Q18) Which of the below would make it easier to have a work/life balance? The lines between work and non-work are blurring in from work to non-work roles via “boundary-crossing new and unusual ways, and many employees who activities.” Hence the simple rituals of putting are now working remotely for the first time are likely on your work clothes, commuting from home to WORKSTATION THAT CAN CLOSE

29% AND LOCK AT THE END OF THE DAY to struggle to preserve healthy boundaries between work—these are physical and social indicators that their professional and personal lives. something has changed. You’ve transitioned from SEPARATE WORK ROOM AT

“home you” to “work you.” 43% HOME WITH LOCKABLE DOOR To show their commitment many may feel they have to work all the time. Afternoons will blend As such try and stick to a regular work schedule, NEIGHBOURHOOD SATELLITE OFFICE with evenings; weekdays will blend with weekends; put on work clothes every morning, try create a 28% FOR MEETINGS WITH COLLEAGUES and little sense of time off will remain. Lots of separate workspace if possible. If you share your research suggests that drawing lines between our home, be assertive and shut out people and pets as 10 20 30 40 50 60 professional and personal lives is crucial, especially far as you can when you’re working. Try to replicate for our mental health. How can we “leave our work the “boundary crossing activity” at the end of the at the door” if we are no longer going out the door? day by creating a workspace which you can close, so that your work or device is “out of sight out of Blake Ashforth, of Arizona State University, described mind”. the ways in which people demarcate the transition

(Q16) How often do you keep to regular office hours when working from home?

48% EVERY DAY 35%

33% MOST DAYS 34%

10% HALF THE TIME 11%

7% RARELY 15%

2% NEVER 5%

Keeping a daily routine has dropped from 48% to 35% - this is possibly as a result of people shifting work patterns based on task deadlines as opposed to habit.

HOP has been developed by Savile Row in response to the research on peoples work from home experience that we have been reviewing continuously during the lockdown period.

The research has given us critical insight into the various challenges people face when working remotely, so we have answered some of those needs through design.

When we set out our ambition was to design functional and flexible work from home solutions, that thoughtfully integrate technology and deal with the challenges of acoustics, lighting, power, ergonomics and privacy. As a practice we pride ourselves on attention to detail and quality so you can be assured each HOP product is built to be not only functional and beautiful and but also to last.

To date we have developed two innovative solutions. HOPUp & HOPIn

8 Up The Corporate version comes standard with added features Up The Learner version offers the same core functionality and quality HOP Corporate that answer the challenges of space, ergonomics, privacy, HOP Learner you get with HOPUp Corporate, but at a keener price point. It’s acoustics, at hand storage and the integration of technology the perfect solution for students who need a space efficient, and power. ergonomic workspace that neatly integrates technology and power solutions. Our research highlighted the challenge for many people of trying to create a clear separation between work/home life within one The HOPUp locking facility not only secures devices (whilst they space. The ability to close HOPUp and lock your work away charge), but additionally makes it simple to restrict access to at the end of the day, assists create that healthy separation technology and create that important “digital detox” time. between your work and private life. HOPUp Learner offers a combination of timber grain laminate Up The outer body of HOP Corporate is constructed out of a finishes and accent colours allowing you to select the look that high quality stain and scratch resistant supermatt material. The suits your individual style. worktop is offered in solid Birch ply or a duco finish in a variety of neutral colours and stains. what is HOPIn? what else? The best of both worlds Closing the door on your workday

In The complete home office solution, separate from your living HOP is customisable as it comes in a range of finish and Your dining room table does not provide an ergonomic workstation One of the biggest challenges individuals face working from space, so you can work from home and still ‘go home’ after colour options to suit the look of your home as well as various and will become detrimental to your body over time. HOPIn has home is a poor work and home life balance resulting in an In the end of a work day. layout options to suit your preferred working style. made all the amenities found in a modern office environment ‘always on’ scenario. With HOP you get to step into your own accessible for you at home. You get the best of both worlds – the office in the morning, focus on what needs to get done and In It is delivered as a pre-assembled kit of parts and assembled then leave work behind a closed door. what makes HOP great? convenience of working from home and the careful consideration in a matter of days which means it can also be disassembled of a well-designed, ergonomic office space. It features all the amenities and good ergonomics found in a and ‘hop’ house if you ever move. A dedicated focus area modern-day office. This is a premium quality product with a 1 year warranty Customised to suit you Working from home and not being distracted by office gossip • Dedicated workspace can be great for focus work and increased productivity but In • Private and secure Private and professional Besides various finish and layout options, HOP can even be what how do you deal with the multitude of disruptions and • Integrated power and lighting customized to include furniture and flexible storage modules – distractions at home when others are around? HOPIn gives • Acoustic insulation HOPIn is acoustically insulated, providing the privacy to attend keeping the clutter out of your home. you a dedicated focus area, removing yourself from the • Integrated furniture and flexible storage options to confidential calls or video conferences without interruptions commotion of your household. from your household. You are able to welcome visitors to • Aircon for temperature control All in one solution your home office, maintaining a professional environment that • UPS integration • Solar power integration doesn’t include a view into your scullery. In • External motion-detection lighting HOP provides you with all the utilities needed to successfully • Alarm system engage in your workday as integrated power outlets and general lighting have been included - all you need to add is • Internal blinds your computer!* • Furniture and storage/shelving modules

10 MICRO MIDI MACRO Thinker Trader Advisor True to our user centred design ethos, we You may not need that much space but you Being able to trade from anywhere in the world, Communication is a vital part of your job; whether it is advising have created multiple internal layouts for still need a space to think in. Your HOPIn the location might not be that important, but and representing clients, interpretation of the law or the drafting each size module, enabling customisation Micro Thinker provides an acoustically the space is - you need a space that works of contracts, you need a space to allow you the privacy to to suit various worktypes and scenarios.. sepearate area, cushioning you from for you. A space where you can do your best do this well. The HOPIn Macro Advisor provides you with a noise and distractions so you can make analytical thinking and successfully trade stand-alone space, conveniently located in a quiet, private uninterrupted phonecalls and focus on without distractions. The HOPIn Midi Trader is corner of your property to meet with your clients or prepare here are some examples.. your analytical work in peace. A 1.8m long your no-frills office with ample desk space for for upcoming engagements, all without the daily commute. worktop is a sufficient working surface, multiple screens, a coffee station and place for Your professional and private solution. while a shelf for coffees ensures you are an extra seat. It’s functional yet comfortable quickly able to refuel to churn out work for and appealing – like you, it’s confident and HOPIn is in the final development stages and will be those impending deadlines. Fuss free and clean-cut. launched to market at the beginning of November 2020 perfectly practical for your needs.

11 How Effective is Working From Home?

(Q17) In your experience, is working from home better or worse for the following activities?

19% 17% 31% 23% 32% 35% B E B B ET E S E E T S BE R TT TT E R T O E E R O T W R R W E WORK R COLLAB RETAINING FOCUS LEARNING / / LIFE TASKS TEAM MENTORSHIP WORKPLACE SOCIAL CULTURE BALANCE W TASKS W W W R O O O R O E R R R E R T S S S T SE E T E E E E T B B 81% 77% 68% 83% 69% 65%

The evidence is overwhelming that people feel better able to work on focus tasks when at home (81%)

Work / life balance is much improved (69%)

However, human to human interaction scores a lot lower on all fronts and this will be a key factor for consideration by companies when managing staff & building loyalty in the workplace.

COPYRIGHT 2020 12 (Q24) Has having your staff working remotely made you think differently about how LEADERSHIP work gets done, and the relevance or purpose of place i.e. the office? PERSPECTIVES _RESPONSE 1: “Working from home definitely improveswork/life balance, _RESPONSE 9: but it also detracts from the nuanced interactions you have “I think that there is a revolution going on in the work with co-workers, especially with regards to informal work environment. Working from home is wonderful. It is important to related conversations that is often fertile ground for also be able to connect with colleagues at the office. Not every innovation opportunity.” employee is a suitable work at home candidate. Some employees take advantage of the situation. Those individuals that are able to _RESPONSE 2: self-manage are good candidates for working from home.” “The bulk of staff work from the office because it’s there with an uninterruptible power supply due to load _RESPONSE 10: shedding.” “One realises that workers will work and slackers will slack. My team’s productivity and overall availability has improved working from _RESPONSE 3: home. They are happier too, since they determine their schedules “Relevance of working in the same place and chat during a and when they need to attend to personal tasks during the day, they coffee break or when leaving/arriving in the office is essential do so. the lack of travelling has also had a very positive impact on to keep the team building and the share of knowledge/ time and driving stress.” experiences, MS Teams meeting never have the same outcome as they are not spontaneous. A combination of physical day in the office and work from home would be the ideal solution keep productivity. Assuming that the schools _RESPONSE 11: are open and kids are at school. Without school open its “Re-enforced the fact that working from home almost impossible to be productive at home even with a _RESPONSE 6: is dependent on the person’s personality separate room/study to work.” “It has shown me that some individuals are able to and personal circumstances. When I started the work effectively from home and others are not.” business it was always going to run as a virtual _RESPONSE 4: company and lockdown has either improved my “There is a lot of debate going on about, how much office clients’ view on remote work or entrenched office space do we need and could we cut it back. There is firm _RESPONSE 7: work is mandatory due to poor performance by belief that there will be greater flexibility going forwards “I would’ve doubted before that work could continue some of their employees.” between working from home and office.” seamlessly from home, but clearly now I don’t.”

RESPONSE 12: _RESPONSE 5: _RESPONSE 8: _ “People are more capable of working efficiently from “In some instances productivity has improved, but “It was possible - but unpractical. We comprise home than what we think. Because you’re able to have there is still very much the need for office interaction. a tiny specialised team that is dysfunctional if a better work-life balance, you feel more refreshed and There needs to be a balance between the two.” not connected in an office environment. Work energised to get work done sooner.” from home is not ideal in our case.”

(Q25) How have you adapted to the new workstyle As employers figure out whether WFH will become permanent policy beyond Covid, questions will need to be answered by of working from home? What new habits and them on what their policy is regarding contributions towards an techniques have you put in place to manage ergonomic home working space? Another factor for consideration your staff remotely? is will employees living circumstances be taken into account when developing WFH benefit’s packages? _RESPONSE 1: _RESPONSE 5: “Teams meetings with set agendas and a rotation “Has ensured higher levels of trust between (Q23) Is your company contributing anything towards your to chair the meeting and take minutes - to increase my team.” work from home expenses? If so, what are the contributing? responsibility. Regular Teams meetings to check in on progress of work and new items of work. _RESPONSE 6: Centralized electronic filling systems, accessible “We are currently developing a remotely, which whole team obliged to use. framework for face 60 as nuanced WhatsApp group for short and quick questions. to face interaction opportunities interpersonal communication suffers when ‘formalized’ through online channels; e.g. it is easy to miss 50 that someone is suffering on a personal level when _RESPONSE 2: nuanced behaviour can easily be masked in online “I have adapted to the new work style of working settings. We believe that the professional emotional from home. The new habits and techniques I have psyche needs to be addressed as well. Employees 40 put in place to manage staff remotely include an often feel a sense of professional isolation in full agreed 07:30am Team Check-In for the sake blown work from home environments.” of coordination and direction. New organizational 30 methods I believe include quicker autonomous processes and decision making. The business has become more systemic and process driven via 20 outcomes and dashboards.”

_RESPONSE 3: 10 “Output-based performance, monitoring tools, check ins.”

_RESPONSE 4: Other

“It has been fantastic and i find myselfmore Printer productive as I have fewer distractions from Laptop /

office colleagues. I also dont mind working at night WiFi Router because I know 2 hours of traffic is gone from my Contract Costs day - family time is better and I am calmer.” Desk and Chair Computer / Monitor Home Office Set Up Monthly Connectivity Monthly Contribution to COPYRIGHT 2020 14 This is a good time for leadership to share commitment and responsibility, acknowledge the value of individuals and teams, and have an increased focus on the wellbeing of team members Our New World of Work... responsible for the delivery of agreed objectives.

The ‘future world of work’, this is how we referred to what was expected to take place over 2. Performance – The past number of months have revolutionised how we perform the next 5 to 10 year period. The debate was about whether we will be able to cope having a tasks outside of the previous normal; having a job with a fixed location and a fixed set of possible 20 to 25% of staff working remotely. It was also about the social, technical and economic working hours of presence at this location. In return for turning up and looking busy, you were fundamentals, usually with a “not sure if this will ever be possible” result. remunerated.

“Sometimes all we need is a little push and that is what we were all We have now entered an era where connectivity has become more important than real estate. witness to over the past number of months.” We are able to communicate with colleagues and clients wherever they are and whenever we choose. We are no longer bound by the boundaries between home and work life, and the need COVID-19 short-circuited what was planned as a long term strategic goal, and we achieved what to be controlled and tied to a fixed desk in order to get work done. We are able to rid ourselves we never thought possible in a matter of days. We went online, working from home, managing all of the long-hours-culture and the imprint pattern of work that has been inherited from previous levels of impact as best possible and we have more than survived. We have moved from a state generations. As individuals we now value the new found freedom, expecting to be given some of doubt to a state of activation in a matter of days, with an unexpected rate of success. discretion over the place of work in our lives. We now want to make a decision about dropping the kids off at school, going to gym and then only start the workday at our home office. We do So much so, that we now strategize about only 20 to 25% of staff going back to the office, and not want to go back to what was. the office evolving to become the future culture HUB of the organisation; while work activity will take place between an “Office HOT desk” and a “Home CHOICE desk”. “This is a time when managers need to be flexible and compassionate, What lies ahead of us? and to give people the freedom to make choices about when they work, We talk about the NEW NORMAL as if we have achieved a fixed state with no expected change how they work, where they work and with whom they work.” going forward. Every day should be experienced as normal; the normal of today will most likely – Adam Grant (Professor of Management, University of Pennsylvania) not be the normal of tomorrow, yet every day should be deemed normal. Change is normal.

Let’s explore:

1. Who is in control – This is an interesting and yet complex question. Leadership became a point of control, if I am not in control of the what, where, why and when of my team, I would feel lost, out of control and vulnerable. The dilemma, working from home / remote work, has taken all the control elements and boxed it into this new phenomena referred to as TRUST.

This is a good time for individuals in a leadership position to trust themselves, to trust the individuals and teams they work with. The only manner in which we will learn how to do this “normal” well, is by knowing how all parties will respond to, and deliver the expected. Leaders will have to allow for more flexibility, allow team members to experiment, see what works and what does not work, and apply the best practice principles we know so well. Showing trust in your team might just lead to a newly acknowledged sense of loyalty in your team.

COPYRIGHT 2020 15 3. Organisational Culture – We have made a significant People appreciate being treated like adults and being allowed for some people to work from home, or follow a hybrid model move towards a model of work which has truly advanced the to make decisions in their working lives that they would naturally where they alternate working from home and office. The choice organisation to adapt to the social, technological and economic make in the rest of life. It will be in their interest to think smarter and should allow for taking into account the individual’s personal life and influences of the twenty-first century. identify innovative ways of getting the job done, while achieving work commitment; this will all have an impact on the productivity this in the shortest time. The best workers become those who commitment made by the individual. One such example is Ryan, the global tax services firm. Their work the least hours. MyRyan program allows employees to work anywhere any time, Just saving the time and hassle of a daily commute to the office as long as the work gets done. There are no hourly requirements, Individuals question the value of time spent in pointless meetings and back brings huge reward, but people also report significant no location requirements and no schedules. They have won over a and are rewarded for doing so. Managers become Coaches who improvements in deep work engagement and delivery working 100 workplace excellence awards, client satisfaction and revenue get the best out of their people by motivating them and providing from home. has skyrocketed, they are able to employ from the best pool of support; letting go of the reins wherever possible. available people, and they have had a significant reduction in staff This does sound easy enough, but it is not. It conflicts with most turnover. The Organisational Culture will have to satisfy intense scrutiny: of what we know about managing an organisation. We’ll need to reimagine our world of work. Organisational Cultures will be built off trusting individuals and • How will you value my contribution as an individual teams to deliver objectives far exceeding expectation. • What will you do if I do not subscribe to being told how to do things Working in “SMART” organisations will empower people. They will • How will you respond if I change the way you do things Leon van der Westhuizen want to make decisions on when and where they do the work to • How do you apply social media as a integration platform People Beyond achieve their goals. If they know they are most productive in the • Where do you work from www.peoplebeyond.com evenings, they might choose to spend mornings as personal time. • What working constraints will you put on me Instead of having to turn up to their employer’s workplace and be • How will you measure my contribution paid for putting in an appearance, they will choose the appropriate • What do you deem important in your business place of work to suit their own requirements. They will be happy to be measured on achieved results, not on the hours they spend Once we have broken the link between work and a fixed location, on wasted effort. a whole range of potential workplaces emerge. It may be convenient

COPYRIGHT 2020 16 Communication & connecting to co-workers CHALLENGES when Working from Home... remains the biggest challenge experienced (Q12) What are the three biggest challenges you are currently facing while working from home? by people when working from home

10% 1% 6% 13% 17% COMMUNICATING WITH COWORKERS IS HARDER 25% 6% 17% 13% ANXIETY ABOUT THE IMPACT OF CORONA VIRUS 17% 11% 7% 16% SOCIAL ISOLATION 15% 12% 12% KEEPING A REGULAR SCHEDULE 7% 7% 7% 5% 6% CHILDCARE 7% 1% SEP APR 9% INTERNET CONNECTIVITY 7%

5% ACCESS TO NECCESSARY TOOLS 7% 9% 7%

10% PHYSICAL WORKSPACE 6% 17%

11% DISTRACTIONS 6% 6% 25% 15% 1% I’M SICK OR HELPING OTHERS WHO ARE SICK 1% 11%

(Q20) With your experience of working from home - if given the choice by your employer - where would you prefer to work?

74%

68%

20%

68% would prefer a combination of both office & 12% 10% 9% home, a decrease of 6% since April.

APR SEP APR SEP APR SEP

Office Home Combination 20% would prefer to work exclusively from home a jump of more than 100% since our last survey.

Prior to the Covid Crisis many leaders of organizations had fairly fixed Many companies have been surprised how they were able to transition views on the purpose of the office and where work gets done. Barring to online in less than ideal circumstances and still remain productive. a few bold exceptions, most office designs we see are typically laid However there are concerns emerging on how they nurture collaboration out on “one size fits all” industrial era management principles. Where and build company culture, if staff are all working remotely. We see how teams, departments and facilities are structured into siloes much like a given the choice 68% of respondents to the survey, post Covid, would Henry Ford production line. prefer to work between the office and at home i.e. a hybrid model. This shows how people value the casual human interaction and team Companies have tentatively been “dipping their feet” into this new world dynamics they experience in a physical office. of work, for the last few years, but for the most part have never really wrapped their heads around how they could reconstruct and reinvent However, what we must remind ourselves of, is that most companies their workstyle and processes so as to become more dynamic, and were thrown into the deep end of remote work. So they have simply resilient organizations. transplanted existing processes of how things were done before in the office into a digital realm. This may have worked out fine for some companies but for many this has been less than ideal. Better habits and “let’s rethink how work gets done” techniques to optimize the medium of the technology would certainly help build and maintain common, culture and purpose. But this all changed almost overnight, as companies had to migrate quickly across to new ways of remote working. This experience would have highlighted to leadership the need to ensure the principles of “offices are going to get much smaller” agility are embedded in all aspects of the business from behavioural, to physical and technological environments. 37% of survey respondent’s companies, have already indicated they will continue with working from home, beyond Covid, as such we Prior to the pandemic, the general sentiment was that the office is foresee large offices becoming a thing of the past. Corporate towers critical to productivity, culture, and winning the war for talent. We saw will be replaced by smaller Office Hubs as staff “work from home”, how blue-chip companies vied for prime office space in major urban or “work near home” in neighbourhood coffee shops or community centres, such as Sandton and Rosebank CBD. Denser footprints made workspaces. These smaller office hubs will result in potentially large up of open-office designs, coffee lounges and shared spaces became savings for companies, but they must remember these new offices will the new “de-rigueur” workspace solution. now be competing with other spaces. So in order to attract staff and customers into the office space to collaborate and feel the culture, the With a desire to be seen as innovative, and progressive we witnessed experience becomes everything. This then means offices will become how many companies built new offices in order to embrace new ways more important not less, but for different reasons than before. of working. However old habits die hard, so for the most part, the old The new office will then have to become an amenity rich space—a ways remained unchanged, and were merely camouflaged behind a clubhouse of sorts—acting as an enticing venue for employee, and façade of ”Agile Looking Décor”. However this forced shift to work from client interactions that can’t occur remotely. home has now seen entire industries begin to ask real questions about whether their old way of working serves them post-Covid-19 and into the new future of working.

It’s clear from the research that many employees now see the functional After six months of this global experiment, work has become a laptop One doesn’t need to spend every day at your sports club, to feel and emotional benefits of working from home provided they have and a fast internet connection and can happen no matter where you a sense of pride and connection to your your club. But certainly you reliable technology systems. Conversely, they consistently note missing are. This liberates the physical workplace to become a special place look forward to those times you are able to visit “home ground” and the qualitative aspects of work – community, culture, inspiration, where employees gather to find community, inspiration and unparalleled reconnect with your team. As a club member you cheer your team on collaboration, teamwork, impromptu conversation, and leadership education, to celebrate their team’s achievements or to be reminded to win, you look forward to competition, you invest in gear and badges vision. of the mission and purpose of their company. To understand how the of pride. office of the future will be the catalyst for connecting people, culture But now that the functional work activities of the office have been and purpose we need look no further than the example of a sports club. Everyone is currently talking about how to make the post-Covid shifted to the home, the new post-COVID workplace is free to transform office safe, but no-one is talking about how to strengthen culture and itself into an experiential meeting place that helps employees, recruits, Who do you think is the best sports team of all time? Ask anyone and performance. So let me say it “ contrary to current protocol’s the future and guests understand a company’s culture more deeply and uniquely, you’ll get a myriad of answers and detailed stats. But the success factor workplace is not about social distancing or hand sanitizers but rather and engage them in ways that is unlike anything they could possibly that’s often overlooked is much less concrete than championships won, about bringing people together”. The new office will be for workers attempt virtually. batting averages, or goals—it’s chemistry. Team culture. what the village used to be for farmers during the agricultural era.

The relationship between the fans, players, coaches, and team itself. - Adrian Davidson - Design Director & Co-founder of Savile Row Tailored Environments

COPYRIGHT 2020 20 41% of respondents in the survey do not see and remote working as a major concern from an IP Protecting cultivating or contractual point of view, or no different to a innovation in a remote working traditional working environment. environment – a legal analysis

(Q30) Have you specifically considered how to protect, It is important to review the various complexities in this regard in order to be fully aware of the implications that these changes in policy encourage, and nurture innovation and intellectual property may have on your organisation. when key employees or leadership works from home?

We do not see this as a major concern. 41%

Yes, we have. 35%

We have not given it much thought. We see this as a 19% major concern but have not yet given thought to it. 5%

Despite this, 67% of the respondents have not changed work policies or agreements and of those that did only 7% made any change to their intellectual property clauses.

If one accepts that innovation is crucial to business sustainability especially in the disruption era in which we live, there appears to be a need to better explain the purpose of intellectual property and how these rights together with workplace policies on performance can assist businesses adapt and compete. Companies are advised to review their employee contracts as well as those with collaborators, consultants, and remote workers to ensure that they can enhance business value and reduce significant risks.

Relationship between innovation and Relationship between business value, Relationship between governance intellectual property intangibles, and intellectual property and intellectual property

Conceptually, innovation and intellectual property are comfortable Over the past five decades company valuation experts have consistently If one accepts that stakeholder value in a company is protected by bedfellows. Intellectual property rights are designed to encourage reflected that the value intangibles on a company balance sheet intellectual property it stands to reason that proper intellectual property innovation and protect and promote creativity. They do this by creating significantly and increasingly outweigh the tangible value of that governance becomes important. For example, the negligent lapsing of a areas and periods of exclusivity or a monopoly right as an incentive company. Tangible value is attributed to buildings, factories, stock crucial intellectual property right can significantly devalue a company as to innovate and to share the innovation. For example, the principle and the like whereas intangible value encompasses everything that would the badly researched selection of a trade mark to act as legal title of sharing the innovation as publicly available drawings in a design cannot be physically seen, such as goodwill and includes the value to reputation and goodwill, or the sharing of trade secrets and abuse and embodiments or claims in a patent both wards off others from of human capital, expertise, culture, and brand reputation. The legal of confidential information obligations. Corruption scandals such as infringement as well as stimulates further innovation. The automatic basis for protecting and enhancing intangible value is, most directly, Theranos in the United States and Steinhoff locally are also linked to protection provided by copyright protects the creators (music, artistic through intellectual property rights created by statute and common law. the lack of legitimate intellectual property governance and transparency. works and the like) and the trade mark’s ability to protect sustainable Thus, from a business value perspective the ownership and control of Stakeholders and investors are crucial to business growth. Proper brands can be linked to incentivising innovation by that brand. The state intellectual property rights is crucial. intellectual property governance should therefore follow as business of innovation of companies and countries is regularly measured by their level of intellectual property registrations relative to others.

Results from the survey sample do not indicate that enormous policy or cost saving measures have been implemented to date, with only 21% reporting a cut in salary and or benefits. However the full effects of the pandemic on businesses have yet to beealised. r Companies will need to work hard to carefully implement & navigate policy amendments that will become necessary as the future beyond the pandemic become clearer.

(Q26) What, if any, policy or employment contract changes (Q27) If you have been required to implement any cost (Q28) If you have been required to increase costs to take have you implemented to allow your organisation to saving or restructuring mechanism that you would not advantage of new opportunities, increased demands, operationally adapt to working from home? have ordinarily implemented in the traditional workplace or reward higher performing employees because of the in order to operate optimally and/or save jobs, what did work-from-home changes to your businees, what have you do? you done? WORKPLACE 16%

SALARY CUTS OR SALARY INCREASES OR INCREASE IN BENEFITS 4% REDUCTION IN 12% BENEFITS 21% BENEFITS ROTATIONAL SHIFT SYSTEMS OR 7%

PERFORMANCE 8% OVERTIME SHORT TIME 12%

TEMPORARY 3% 5% DISCIPLINARY 4% RECRUITMENTS LAYOFFS 8% 5% SOCIAL MEDIA 1% RETRENCHMENTS PROMOTIONS

NONE OF THE 6% DRESS CODE FURLOGHS 7%

ABOVE 61%

NONE OF THE

CONFIDENTIALITY 9%

OTHER 9% ABOVE 49%

INTELLECTUAL PROEPRTY 5%

NONE OF THE

ABOVE 49%

(Q21) Has your company implemented a (Q22) Has your company indicated that working formal “Work from Home” program? from home will continue beyond Covid?

12% 24%

37% HSBC - Savile Row 2020

49% The move to a more agile or remote working environment challenges the traditional social contract, in a legal sense, existing between employee 39% and employer in several ways. 39% Traditional work contracts stipulate a place of work. A business seeking to encourage work output and This is normally the traditional office. The employer has protect innovation will be astute in ensuring that clauses obligations toward that place of work and the employee within their employment contracts, policies and even obligations to be at that place of work and performance ad hoc agreements with staff create a basis for that to obligations toward it. The employment contract regulated occur. Examples include, clauses governing confidential by legislation and practice reflects the social contract information, incentive clauses or policies for innovation, between employer and employee. patent development or performance generally, restraints YES NO UNSURE of trade, intellectual property ownership and cession clauses as well as penalty clauses.

COPYRIGHT 2020 24 (Q29) Have any of these cost Key Considerations restructuring steps referred to in paras 27 and 28 been challenged for companies as they by employees? navigate the Legalities Understanding the clauses dealing YES with of Inevitable Change 17% Intellectual Property

Only 17% of respondents indicated that there has been employee pushback to changes in the contractual terms as a result of measures NO To understand changes that need to be made within your employees implemented during this time. If not handled effectively going forward 83% this percentage could escalate. contracts, one needs to have some idea of how intellectual property rights are created and who owns those rights, and what effect remote working may have on those rights. Adhering to the requirements of particulars of The possible need to amend and/or introduce new employment in terms of the Basic Conditions of policies to regulate employees who are working Employment Act 1997, specifically relating to: remotely. This includes how employees must deal with PATENTS confidential and privileged company information when A patentee is the person whose name is entered in the register as the name of the grantee or proprietor • The place of work, and, where the employee is working remotely and the wellbeing of employees of a patent. An application for a patent in respect of an invention may be made by the inventor or by any required or permitted to work at various places, (including alcohol and substance abuse), dress code other person acquiring from him the right to apply or by both such inventor and such other person. an indication of this in the contract. and potential amendments to the disciplinary code • The concept of “ordinary hours of work” and the and procedure and the restructuring of benefits Any condition in a contract of employment which requires an employee to assign to his employer an regulation of overtime for employee earning below policies. invention made by him otherwise than within the course and scope of his employment, or restricts the the threshold and employees who are contractually right of an employee in an invention made by him more than one year after the termination of the contract entitled to overtime. The interplay and potential significance of the of employment is null and void. • Benefits that allow the employee to perform employer’s corporate social responsibility initiatives work from the workplace, for example canteen in the context of the creating employment equity It will be evident, that clauses in employment contracts and related policies require close attention to allowance or parking. which could lead to greater corporate involvement ensure that the right to apply for a patent between inventor and employer organisation or between the • Agreements to and consents to any changes in in community development, especially if it could inventor and the organisation that funded the invention requires careful construction. If the organisation terms and conditions of employment and possible directly increase performance of staff. funding the invention is publicly funded, which may include a contribution to the place of work then special options available if either party is not willing to legislation governs the commercialisation and ownership of such intellectual property, especially patent accept these changes. This could bring into A proper understanding of the process that an rights. Remote working could affect both the relationship between inventor and organisation andthe play retrenchments or redundancy based on the employer must follow when the employee is funding of the place of work. employer’s operational requirements. performance below the required performance standard, including the code of good practice on How companies can manage, maintain, and incapacity in a remote working situation. measure employees work standard while working from home or remotely. This includes upskilling of The retrenchment process the company can follow employees and the employer’s obligation to provide where the employees do not agree to the changes in its employees with the tools and equipment to the terms and conditions of employment to allow for perform their functions and from home. remote work. The retrenchment must be based on the operational requirements of the employer. 25 COPYRIGHTS DESIGNS TRADE MARKS KNOW-HOW, CONFIDENTIAL These rights evolve automatically through the creation Under South African design law a proprietor is the Rights in trade marks occur both through registration INFORMATION, AND TRADE of works such as literary, artistic, musical, sound author of the design; or where the author of the design and through reputation or goodwill of a company SECRETS recordings, broadcasts, or computer programs. executes the work for another person, the other person symbolised by the trade mark under which that trade Identifying the author of these works is critical to for whom the work is so executed; or where a person, mark or goodwill is created. In simple terms, there are These rights arise in relation to information that is both determining ownership for it is only in a limited number or his employee acting in the course of his employment, both registered and unregistered trade mark. Ownership secret (in the sense of not being known outside of the of circumstances that the first owner of the work will makes a design for another person in terms of an of these independent rights may be separate persons, organisation) and that which gives that organisation not be the author. Two of these exceptions are works agreement, such other person; where the ownership although that is not advisable because it will dilute the a competitive advantage. To be enforced, the rights created in the course of employment of another or in the design has passed to any other person, such value of the trade mark. The applicant for a registered needs to be capable of being identified, accessed, where a contract regulates ownership, the provisions other person. trade mark right needs to be the proprietor. This is and retained. The only way to do this is to have proper of that contract. regarded as the person who adopted the trade mark agreements in place with employees and contractors Any condition in a contract of employment which or has the intention of using that trade mark, if the trade that deal with identification, access, and restrictions. requires an employee to assign to his employer a Consequently, where remote working does not entail mark is not in use by them. Ownership of unregistered design made by him otherwise than within the course any change to employment, copyrights will likely trade mark rights is a question of fact related to the In a remote working environment, there will also be and scope of his employment, or restricts the right of an continue to be owned by the employer. However, if as public understanding of who is in control of that trade practical considerations that may risk the publication employee in a design made by him more than one year predicted, employees will increasingly become liberated mark. or exposure of that information to the public domain. after the termination of the contract of employment is from their organisations, it becomes necessary for A stolen laptop or a casual conversation with a any contracts of work and policies to contain specific null and void. The regulation of ownership of a trade mark is relatively spouse all potentially risk protection of trade secrets. clauses on copyright ownership. complex. Remote working linked with changes from This, in addition to common law principles of fairness There is a difference in the initial ownership provisions employment to independent contracting could give when it comes to restraint of trade provisions, penalty Remote working is also expected to accelerate the relation to designs compared with patents, copyright rises to questions on proprietorship and may results clauses, jurisdiction and urgency, all mean that care adoption of technology solutions. These solutions are and trade marks because any design for another in user and registered trade marks rights vesting in in drafting, managing and enforcing contractual underpinned by software innovation through generation person (e.g. in a remote working environment whether different persons, if uncontrolled, reducing the strength terms and policies dealing with this type of protection of computer programs protected by copyrights. governed by an employment agreement or not) is of the trade mark and devaluing it. As a result there is a are important. Software developers tend to be very mobile and since owned by that person. This would appear to place less emphasis on design ownership than the other need to regulate this very carefully through contractual ownership will vest in the person who has “control terms and enforceable policies. over the making of the computer program” – a vague intellectual property rights. However, the meaning of concept - their contract becomes critical not only to “work for another person” is open to interpretation control the intellectual property creation but to access and consequently should be regulated by written it as well. These computer programs also often reflect contract and/or enforceable policies. As with patents, trade secrets in the way that they operate, so protection the unlawfulness of certain contractual terms mean on confidentiality related to them is critical to avoid loss that additional care should be taken when drafting of both rights. these terms.

Darren Olivier As remote working practices accelerates, Furthermore, South Africa’s strong Lita Miti-Qamata opportunities to employ and be employed protectionist regime and exchange Aslam Patel across national boundaries increase. One control policies relating to intellectual Thandeka Mhlongo needs to understand that the approaches to property rights and assets are likely to the contract of employment, policies and laws require further assessment should the relating to intellectual property differ from one country wish its fiscus to take country to the next and cannot be ignored. advantages of global opportunities.

Our Services: Contributors: Architecture

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Product Design Adrian Davidson Workplace Research & Strategy [email protected] (011) 234 8191 Real Estate Audits & Development Strategy www.savilerow.co.za @savilerow_architecture

Leon van der Westhuizen Darren Olivier [email protected] [email protected] 082 448 8159 071 606 5544 www.peoplebeyond.com www.adams.africa