BT Flexible Working and Workstyle

NBTN Case Study

At BT we have implemented flexible and home working at scale across the organisation, allowing people to work in the way that best suits them, their job, their personal circumstances and our customers. As a result we’ve been able not only to make large financial savings and productivity improvements but also create a more sustainable organisation through reducing travel and CO2 emissions and by increasing people’s levels of satisfaction. Flexible workstyles are now business as usual, helping us to meet the demands of the market, attract and retain the right people and to cut out unnecessary cost and bureaucracy.

Neil MellorDirector Intelligent Transport

Believed to be one of the largest flexible working projects in Europe, 89,500 BT employees are now involved in the BT Workstyle Project. BT Workstyle is not only a set of policies and procedures, but also a complete technical architecture in itself. This example goes beyond the traditional travel plan model towards one of complete organisational behavioural change. Demand for home working remains high with around 1,500 employees switching each year.

Strategic context

Senior managers at BT promote ICT as a mode of transport to support travel behavioural change both internally for employees and to external companies. By engaging in the workstyle programme, BT can promote the technological benefits that can be unlocked by other business customers.

Other corporate objectives that are met include:

  • To drive down office costs (operational)

  • Allows market agility and the ability to respond to change quickly

  • The Corporate Social Responsibility benefit – drive down CO2

Measures / policies in place

  • Home working
  • Local working- relocating to BT premises nearer to home
  • Job sharing
  • Teleconferencing coupled with a business travel reduction policy
  • Internal car sharing scheme
  • Staff shuttle from Adastral Park site to Ipswich station

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