Post on 06-Jun-2020
www.thalesgroup.comOPEN
An Introduction to Thales in the UK
2 Corporate Communications July 20162 Corporate Communications July 2016
Why Thales UK
▌ The people we all rely on to keep our nation moving – they rely on Thales
in the UK. In a world that is increasingly fast paced, unpredictable and full
of opportunities, they come to us with big ambitions: to make the UK better
and to keep its people safer.
Whatever it takes.
Ground
Transportation
Defence SpaceSecurityAerospace
3 Corporate Communications July 20163 Corporate Communications July 2016
Thales in the UK: Key Capabilities
▌ Civil
Transportation Training Cyber
Security
Commercial
Avionics
Space
4 Corporate Communications July 20164 Corporate Communications July 2016
Thales in the UK: Key capabilities
▌ Military
Sonar
Systems
Unmanned
Air Systems
Simulation Radio
Communication
s
Land Systems
AvionicsMissile
Systems
Optronics
Electronic
Warfare Systems
Special
Projects
5 Corporate Communications July 20165 Corporate Communications July 2016
Global market leaders
Air Traffic Management
Sonars Security for interbank
transactions
Commercial avionics Military surface radars
Worldwide
Worldwide
Worldwide
In-flight entertainment and connectivity
Military tactical radio communications
Rail signalling systems
6 Corporate Communications July 2016
Global reach
We are truly global in our
outlook and presenceGlobal
revenues
in 2017
€15.8bn
UK
revenues
in 2017
£1.3bn
A balanced
revenue
structure
Employees
64,000 globally
around 6,500 in the UK
Civil50%
Defence50%
Global Presence
56 countries
10 major sites in the UK
Self-funded R&D
€797m globally
£70m UK
7 Corporate Communications July 2016
£560m Exports
Thales in the UK – Economic contribution
Belfast: 500 jobs
Advanced Weapon Systems
business, Designing and
manufacturing missile
technology for the MoD
and global export market
Midlands: 500 jobs
Thales Defence and Security
operations (including Thales’
membership of the industry alliance
managing the delivery of the QEC
aircraft carriers), Thales e-Security
and the Special Projects team
Glasgow: 700 jobs
125 year old Optronics Business,
producing world class systems for air,
naval and land defence assets
North: 600 jobs
Transport and Underwater
Systems Businesses. Projects
include the Manchester
Metrolink Expansion
South West: 800 jobs
Thales UK Underwater Systems business,
manufacturing world-leading sonar
technology for the Royal Navy
and export markets
South East & London: 3,500 jobs
Central Operations, Company
HQ, Thales Transport HQ, Military
and civil Avionics, Thales Training
and Simulation, Thales Research
and Technology, Security &
consulting, Air Traffic
Management
Thales’s
Contribution
to the British
Economy
£70m R&D
410 Graduates
and Apprentices
10 Key Sites
Total Number of Jobs: ~6500
www.thalesgroup.comOPEN
Smart Working
9 Corporate Communications July 2016
Slido
▌ How to download
Or
▌ The URL
▌ Our Wifi code
Ask questions as you go, we will answer the most liked questions at the end
10 Corporate Communications July 201610 Corporate Communications July 2016
Green Park, Reading
▌ A world class, state of the art facility that
sets the benchmark for future working
environments within the Thales business.
Will Drive
innovation
Attract and retain
the best people
Foster
collaboration
From May 2017
11 Corporate Communications July 2016
The size of the challenge
12 Corporate Communications July 2016
WhereOther Thales
offices, home,
virtual teams
WhenFlexible times,
part time,
compressed
hours
HowAgile, Lean, IT
enabled,
office space
optimised
Flexible Working
Smart Working – What it is for us
13 Corporate Communications July 2016
WhereOther Thales
offices, home,
virtual teams
WhenFlexible times,
part time,
compressed
hours
HowAgile, Lean, IT
enabled,
office space
optimised
Flexible Working
Smart Working – What it is for us
14 Corporate Communications July 2016
WhereOther Thales
offices, home,
virtual teams
WhenFlexible times,
part time,
compressed
hours
HowAgile, Lean, IT
enabled,
office space
optimised
Flexible Working
Smart Working – What it is for us
• What are the customers priorities?
• How do we conduct key customer interactions smarter?
• Are these the right activities to conduct?
• How do we ensure availability to meet customer needs?
• What ways can we improve our work with customers using Smart Working techniques?
• What are our key targets and are they the right ones?
• How do we monitor and measure progress?
• How do we manage by results (outputs and
outcomes) not by presence?
• How do we make flexibility the norm not
the exception?
• How can we be flexible if using fixed assets?
• Any suitability issues about alternative workplaces?
• Any guidance on using different spaces in the
workplace?
• How do we support our colleagues’ health
and wellbeing, wherever they are working?
• How will we spot and deal with potential problems?
• What health and well being considerations will we give
to “Remote” and Home workers?
• How do we build and maintain team cohesion and
identity?
• How do we organise social time, maintain
relationships, celebrate success, induct new people?
• Any ideas or provisions about use of new ICT for
social purposes?
• How do we communicate effectively
with colleagues, partners and customers?
• What expectations do we have for contact with
managers and other team members?
• How best to contact each other for different
purposes (e.g. voice, video, face-to-face, email ,
text, IM etc.)?
• How do we signal our availability?
CommunicatingServing our Customers
Ensuring Employee Wellbeing Effective Meetings
Sharing space in the workplace
• What is the overall approach to space-sharing in
the office?
• What is the approach to different categories of
desks?
• Should video/web calls or long phone calls take
place at desks?
• Attitude to non-team members in team area –
welcoming or not?
• Any quiet areas? What rules apply?
• What recommendations are there for using:
• formal and informal meeting rooms
• breakout spaces
• project rooms / specialist areas
• Is there a threshold for desks having to be
cleared if unoccupied?
Monitoring and Measuring Performance Managing Information Securely
• How do we let others see/share our work including
work-in-progress?
• How do we protect information in the extended
workplace? Any limitations? Security principle.
• Any guidance on use of paper?
Building the TeamManaging Flexibility
• How do we challenge a culture of room-based meetings?
• Any guidance on how to collaborate for specific purposes?
• Any guidance on need for attendance, meeting etiquette,
remote meetings, etc.?
15 Corporate Communications July 2016
Methodology
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Thales Group Internal
Lead Indicators
Our Smart WIG
We want to get from 60% - 100% of Smart working charters by the end of 2019
Lag Indicators
In February I will: Develop my Quality Metric, Arrange a Facilitators
network meeting, Publish 4 charters
4New Comms or BU
engagements
2New Supp. Docs
46Facilitators
16Charters Reviewed
63% 12%Quality
4112Web Hits
160E-Learning
17 Corporate Communications July 2016
Why Smart Working
Changing World of WorkInnovationCustomer Focus Costs
Team Purpose & Alignment Diversity Attract and RetainSite and People UtilisationTravel
18 Corporate Communications July 2016
Where are we now
Measure Where we
were
Today
Attrition 9% 5.6%
U35 Attrition 14.5% 5.6%
Internal Mobility 41% 63%
Female Hire 25% 23%
Sick days 2.5% 2.2%
Engagement 69% 73%
GP Site Utilisation 3 Sites 46%
Over 18 month period
19 Corporate Communications July 2016
Looking into the future
Support Material
(What is it)
Gained Momentum
with Team Success
(Why we are doing it)
60% Smart Working
Charters
Quality & Roll Down
Time
Trust
Appetite
Red Lines
Specific Populations
Investment
IncreaseCapability
Technology
Comms & Engagement
Iteration