Executing on our strategy
RBC is focused on markets and client segments where we can apply
our strengths to win business, deepen relationships with clients and our
communities, and create shareholder value.
We are pursuing initiatives to drive sustainable growth and contribute to
the success of our employees, clients, shareholders and communities.
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RBC Real Estate: Scope, Scale, and Role within the Organization
1
Functional Areas
2
Enterprise Services
Portfolio Strategy & Advisory
Transactions &
Port. Admin
4
3
5
Projects & Moves
Space &
Occupancy
Global Head of
Procurement
Facility & Asset
Mgmt.
Environment &
Energy
VP, Strategy and
Transformation
Services
VP Finance &
Enterprise
Optimization
RBC’s global Real Estate
portfolio spans multiple asset classes,
geographies and represents a significant expense to RBC
7
6
Global Head,
Corporate Real
Estate
VP, Acquisition
Integration & EDS
Workplace
Standards
8
Critical Environments
By Geography
(including Communications Infrastructure Mgmt)
Canada
22.6
Million
Cross Functional
Square Feet
16.4 M sf
US
3.3 M sf
Caribbean
1.5 M sf
International
1.4 M sf
Finance & Accounting:
Cost Allocation, Reporting, Budgets, Analytics
Rent Payment & Collection
Procurement & Vendor Oversight
By Geography
1961
Locations
Canada
US
Caribbean
International
1,568
254
117
48
By Type
Office & Other*
Retail Branches
Insurance Branches
WM Branches
334
1434
56
345
Real Estate is one of RBC’s largest expensesA Global Workplace Community focused on
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* Multi-use properties are counted in both Office & Other and Retail Branches. Counts does not include Land, Parking, Residential, Satellite, Signs, and Storage. Office & Others includes ATM, Insurance Office, Office, Call Centre, Ops, WARS, and Cash
Service Centre.
CRE Organization Structure
Global Head
Strategy
Workplace
Integration
CE&T
Regional Portfolio Directors
GPMO
Global Real Estate
Strategy
Global Workplace
Global Real Estate
Integration
Planning &
Performance
Management
Global Critical
Environments &
Technology
Change Management
Service Providers
RBC Support Partners
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RBC Corporate Real Estate
Workplace Strategy
Methodology
Overview
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Evolution of Work Environment
Generation 5
Generation 4
Generation 3
Pilot 2010
 Collaboration
 Optimization
 Enhanced Technology
 Mobility
 “Right to light”
 Sustainable Solutions
 Footprint
 Client-facing
and production
environments
Generation 2
 Enhanced
Technology
 Workstation
Redesign
 Meeting rooms
modified
 More
collaborative
Areas
 Increased mobility  Improved Power
sources in
 More connectivity
Common Areas
 Enhanced
Technology
 Touchdown tables
 New standards
 Enhanced
Technology
 Improved
Technology
 Improved power
sources in the
Common Areas
 Changes to
workstation design
 Personal Storage
enhanced
 Flexibility of the
different spaces
 Acoustics
 capacity metrics
 Redesign of offices
for greater
functionality
 Feedback
 Improved way finding
 Employee
Experience
 More open and
choices of
collaborative space
 Coordinator role
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Workplace Strategies
• Variations from the standard
• Working does not necessarily need to occur in
an open plan office
• Peak performance and reduce costs
• Alignment of work environments
• Break the bond between “work” and “the office”
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RBC’s Alternative Workplace Strategy
• Is dynamic and cutting edge workplace strategy
• Supports a variety of work styles
• Addresses the needs of today’s multi-generational
workplace
• Manage the People Side of Change
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What Kind of Place Do We Want to Create?
•A Universal Planning Concept
•An Open Plan and Neighborhoods
•Access to Daylight and Views
•Sustainable Solution
•Cultivate Collaboration
•Foster Innovation
RBC Solutions allow for all types of work
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The changing nature of work
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Work Settings
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What is Reflection?
It is a dynamic and progressive workplace
strategy that was conceived to reflect the way
our people work while delivering on enterprise
objectives.
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Concept Diagram
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Differences
Similarities
Work Style
How does the working environment reflect our work patterns?
Employees in Assigned workstations spend the vast majority
of their time at their desks and they require a dedicated
workstation
Flexible workstations are for employees who spend a
significant proportion of their time at formal and informal
meetings, or off-site.
Are required to spend lots of time on the phone which are not
conference calls.
The majority of their tasks are not paper-intensive.
The majority of their tasks are performed independently, and
require high concentration levels.
• Work Station: Dedicated to the occupant.
• Work Station: Non-dedicated to the occupant.
• Personal Storage: Personal storage is available in the
employee’s locker.
• Personal Storage: Personal storage is available in the
employee’s locker.
• Seating: Ergonomic adjustable task chair is provided
• Seating: Ergonomic adjustable task chair is provided.
• .Filing/Common Storage: A common filing zone with
group locking capabilities is be located near each work
station for long-term storage of files.
• Filing/Common Storage: A common filing zone with
individual locking capabilities is located on the floor for longterm storage of files.
• Un-Booking Your Workspace: Employees are
encouraged to use web-based workstation booking tool
when on holidays or absent from the office for more
than 2 consecutive days to allow others to use the
workstation while they are away.
• Booking Your Workspace: Employees book themselves in
and out of the workstations using the web-based workstation
booking tool.
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Spaces to suit diverse work styles
Enclosed meeting room
Workstation
• Anchor (assigned) or
Resident (flexible)
• Three different “styles”
• Provides selection of
tools for employee
• Bookable through
Outlook
• Variety of sizes/locations
• Technology available inroom
FOCUS
LEARN
Touchdown rooms
FOCUS
LEARN
LEARN
• Non-bookable, first –
come basis
• Appropriate for private
calls, small one-onone meetings, and
conference calls on
speaker phone
• Limited time (< 2 hrs)
COLLABORATE
Other Spaces
Oasis
• Enhanced “lunch room”
• Power/communication
connections available to
allow for work to also occur
here
• Team events (baby
showers) and
health/wellness opportunity
LEARN
COLLABORATE
SOCIALIZE
• Work-from-home, cafes
• Appropriateness depends
on manager approval and
work suitability
Open collaboration tables
• Drop in, quick meeting
spaces sprinkled
around the floor
• Requires sensitivity re:
interruptions /
disruptions to others
LEARN
COLLABORATE
FOCUS
FOCUS
LEARN
Different work environments for different types of work – all provided at RBC!
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How does it work?
Other In-Office
Seating Options
Head count =100 People
Workstations = 92
25 People
(25%)
Shared
1.5:1
17 Resident
(18%)
Meeting Rooms
(bookable)
Resident Workstations
Use of any unassigned workstations by any mobile worker
Oasis
75 Anchor
(82%)
Individual
75 People
(75%)
Touchdown (JIT)
rooms
1:1
Anchor Workstations
Use of an assigned workstations by a designated worker
100 : 92
Open collaboration
tables
(1.09 : 1)
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How big is the change associated with the new environment?
•
Large number of employees impacted
•
Multi-faceted change introduces process and procedure change, adoption of new
technology and behavioural changes
•
May impact personal elements of employee experience including their commute
and proximity to preferred amenities
•
Some degree of suspicion and myth busting required to reset certain perceptions
associated with the new environment and different way of working
… as a result you need a comprehensive change management plan.
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Change Management Framework
Change is not the same for all individuals
The greatest contributors to success of a project :
• Active and Visible Executive Sponsorship
• Frequent and Open Communication about the CHANGE
• Structured Change Management Approach
• Dedicated Change Management Resources
• Employee Engagement and Participation
• Engagement with and support from People Managers
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Using the ADKAR Elements to Manage the Change
ADKAR®
elements
Factors influencing success
Awareness
of why the change is needed
The employee’s perception of the current state, how each employee perceives problems,
the credibility of the sender, rumors and misinformation present in the background
conversation, and the contestability of the reasons for change
Desire
to support and participate in the
change
The nature of the change and WIIFM (from the perspective of an employee), the
organization context and history, an individual’s personal situation, and the intrinsic
motivators unique to each person
Knowledge
on how to change
An employee’s current knowledge level, the capability of the employee to learn, and the
resources available to deliver training and education
Ability
to implement the change
Mental and psychological blocks, physical limitations, intellectual capability, and the total
time available to develop new abilities
Reinforcement to sustain the change
How relevant and meaningful the recognition or reward is to the employee, the connection
of the reward or recognition to a demonstrated achievement, presence of a performance
measurement and accountability system, and the absence of negative reinforcements
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18
The Flexible Work Environment
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The Flexible Work Environment
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The Flexible Work Environment
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How big is the change associated with the new environment?
•
Large number of employees impacted
•
Multi-faceted change introduces process and procedure change, adoption of new
technology and behavioural changes
•
May impact personal elements of employee experience including their commute
and proximity to preferred amenities
•
Some degree of suspicion and myth busting required to reset certain perceptions
associated with the new environment and different way of working
… as a result you need a comprehensive change management plan.
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22
Challenges and Learnings
Challenges
•
Convincing People Managers that it was a good thing for them and the organization
•
Technology changes quickly
•
Organizations are always restructuring
•
Employees react to change differently and it is important to understand your resisters so you can actively address their concerns
and decrease the level of anxiety
•
The frequency of communication throughout the program
•
Groups that felt they were special and could not consider this new workplace strategy
•
We will not be able to please everyone
•
Educating leaders about managing by performance
Learnings
•
Executive and Senior Leadership support from the start
•
Don’t make it about savings all of the time.
•
Always ask for feedback
•
More employees impacted does not equal more challenges
•
Allow people to be heard and express their concerns
•
It is really about people and how you prepare them for the change
•
Having a website with all the helpful hints and information provided a consistent message
•
Select you Change Agents carefully
•
Develop a Guideline of how employees need to behave in the new work environment
•
Various communication tools
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Change Management Framework
Change is not the same for all individuals
The greatest contributors to success of a project :
• Active and Visible Executive Sponsorship
• Frequent and Open Communication about the CHANGE
• Structured Change Management Approach
• Dedicated Change Management Resources
• Employee Engagement and Participation
• Engagement with and support from People Managers
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Questions & Answers
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Questions?
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