AFF Member case studies

 

The Agile Future Forum is an independent employer led group.  Along with Lloyds Banking Group, 22 other leading businesses have committed their involvement. The companies represent a broad range of sectors and include small, medium and large employers. Between them they employ half a million employees. Please select a founder company below to read more.

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Company:

addGoddard newcase

 

Case Study:

“Previously, WP duties were part of the legal secretarial role. In a move to transition secretaries into PA roles and to improve the quality and efficiency of our document production services, a decision was taken to invest further in our in house capability through the creation of a “Centre of Excellence” for WP in our Manchester office, with some more limited localised support in our Leeds and London offices.”

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Company:

B&Q Case study

 

Case Study:

“B&Q has a well known legacy for employing older workers and for offering a range of flexible working arrangements to all of our employees. People are at the heart of what we do and we believe that a diverse workforce and offering flexible working arrangements creates a mix of talents and makes us a successful business.”

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Company:

BP Case Study

 

Case Study:

“BP has a long established policy for employees to work in an agile way. It has been a source of attraction and retention for talent and we believe that agile working is not only a business imperative but the right thing to do.”

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Company:

Bupa Case Study

 

Case Study:

“The hospital has 650 permanent members of staff: approximately 270 nurses and 140 other clinical staff (radiographers, pharmacists, physiotherapists etc) and approximately 240 admin support staff. Common to all hospitals, there is an ongoing need to align the number of staff with daily clinical requirements. Patient numbers can fluctuate and staff absences, through training attendance, annual leave or illness, have to be covered. The constant challenge is to meet staffing needs at peak periods in the most effective and cost efficient way.”

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Company:

BT Case study

 

Case Study:

“BT facilitates agile working and promotes it where it is appropriate for the needs of our customers, the business and our people. We equip our employees to work flexibly in both time and place. Agile working is a major element in our transformational workplace strategy and is one of the things which make our business a great place to work.”

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Company:

Cisco case study

 

Case Study:

“Employees of all ages today increasingly want more choices for where, when, and how they do their work. Simply put, they want to create a better work/life balance, so they can more easily handle all of their responsibilities. Cisco recognizes the value of supporting this balance by providing space, policies, and tools to help employees work on flexible schedules, in any location.”

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Company:

Citi case study

 

Case Study:

“Citi is a global Financial Services organisation with a 200 year history of serving a diverse range of clients, from individuals to Corporates and Governments. We have a highly talented employee base operating from more than 100 countries around the world.”

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Company:

EY Building a better working world

 

Case Study:

“EY already supports both informal and formal (reduced hours) flexible working arrangements. But we are now aiming to make it ‘business as usual’ rather than the exception. We are giving our people more opportunity to choose when, where and how they work — while ensuring that clients take priority.”

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Company:

Evershed case study

 

Case Study:

“Our Cambridge office launched an initiative at the end of 2010 that took a holistic view at ways of improving the office environment and the working lives of our employees. Several initiatives were launched, but one of the most significant initiatives was to launch an ‘informal flexible working’ pilot. The idea of flexible working was not new to Eversheds employees: indeed, for many years there had been a ‘Lifestyle’ policy, offering employees the opportunity of flexible working arrangements.”

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Company:

Ford case study

 

Case Study:

“Balancing work and home life can be a challenge, especially working for a global company such as Ford Motor Company when there might be meetings early in the morning or late at night to accommodate time zones across different continents and roles that require travel to Ford locations world-wide. Additionally, employees with caring or desires for greater work life balance are looking for a different way to work that provides for additional flexibility.”

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Company:

HM Revenue and customs

Case Study:

“HMRC has an ever increasing challenge to meet customer expectations by delivering its services efficiently and cost effectively. For organisational sustainability, we must also transform our working practices, both to meet the demands of the modern world and to attract the best talent.”

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Company:

IBM case study

 

Case Study:

“The UK marketplace is experiencing unprecedented rates of change and business must continually transform to successfully compete. This means transforming not just products and services but business processes and even entire business models; central to this is a workforce which can evolve and adapt to the needs of the market. Flexibility is a business imperative for IBM, helping employees manage their lives and meet their career aspirations whilst contributing their energy and talent to our business and our clients.”

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Company:

ITV Case study

 

Case Study:

“ITV is the largest commercial television network in the UK. In 2010, the company announced that it was to embark on a five-year Transformation Plan to create world class content which can be made famous on its channels, before being exploited across multiple platforms in the UK and internationally.”

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Company:

HM Treasury case study

Case Study:

“Today, the public sector is facing increasing pressure to do more with less, and specifically to manage with a smaller workforce. These expectations, coupled with the need to offer rewarding career paths for talented staff, have required the Treasury to be come more innovative in the way it organises itself and its workforce.”

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Company:

 

John Lewis case study

 

Case Study:

“The John Lewis Partnerships two trading divisions, John Lewis and Waitrose took an agile approach in adapting existing store opening and operating procedures, to collaborate when opening two new shops side by side for the first time in Ipswich one year ahead of schedule in November 2012.”

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Company:

KPMG case study

 

Case Study:

“As a result of unprecedented market conditions in January 2009, KPMG introduced an innovative flexible working programme to help minimise the risk of future redundancies. This scheme, called ‘Flexible Futures’, provided an opportunity for every member of the firm in the UK‐partner and employee a like to volunteer to reduce their working hours on a temporary basis, should the business need.”

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Company:

Lloyds Banking group AFF Members

Case Study:

“The banking industry has been revolutionised over the last 10 years by technology and increased competition. Our goal at Lloyds Banking Group is to be the best place to bank for our customers and we can only achieve that goal if we focus on meeting our customers’ needs. Increasingly, customers want a 24hr service and to access their money easily and at a time that is convenient – to them rather than to us.”

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Company:

McKinsey & Company case study

Case Study:

Take Time was launched in Spring 2012 and is a flexible working model designed to provide all non-Partner consultants with the opportunity to take a further four weeks off, each year, to pursue personal interests. A key driver when designing the programme was our continued focus on attracting and retaining the very best talent.”

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Company:

MTM Case study

Case Study:

“Like any company, we can only deliver the level of customer service we want and customers expect with a well- motivated and ‘happy’ team. We see agile working as a key component in motivating employees. It complements things like training and development, job enrichment and involvement but we always come back to the business need i.e. customer satisfaction.”

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Company:

Ministry Of Justice

 

Case Study:

“The MOJ is a large, diverse department made up of operational and front line services spread across the country, including prisons and courts. Like all government departments we are looking for better, more efficient ways to do things and to make MOJ a better place to work”

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Company:

Norman Broadbent case study

 

Case Study:

“Norman Broadbent, a leading executive search firm, with a c. 50 employee London office, has an overall policy to consider agile working whether by the company’s or the employee’s request. In practice, around 30% of employees have some element of agility built into their contract.”

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Company:

Tesco case study

 

Case Study:

“Tesco employs more than 240,000 people in its UK stores, and nearly 80% of them are on fixed-hours contracts. In late 2011, Tesco set out to ensure that those contracted hours were as productive as possible, to make sure that we had the right resources in place to meet the changing needs of our customers.”

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Company:

ybs-group

 

 

 

Case Study:

” The introduction of a smart working policy is already making a big contribution to the essential relationship of trust that lies at the heart of YBS’s culture.

Smart working both reflects the importance placed on colleagues’ wellbeing and also demonstrates how our trust agenda works in practice positively impacting colleague engagement, reducing absenteeism and increasing the ability to attract the very best talent in a very competitive market.”