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IAN TAYLOR, MBE was appointed Parliamentary Under Secretary of State at the DTI on 20 July 1994. He has been Member of Parliament for Esher since June 1987.
Since July 1995 he has taken responsibility for the Office of Science and Technology (OST) which aims to develop and co-ordinate, across departments, Government policy on science, engineering and technology (SET) so as to strengthen the UK’s capability and maximise SET’s contribution to national economic performance and quality of life. The remit of OST includes Technology Foresight, the work of the Research Councils and the Public Understanding of Science programme.
He also has continuing responsibility for technology and innovation policy; telecommunications; Radiocommunications Agency; DTI interest in multimedia and information society, including electronics and publishing; management and technology services including design; British National Space Centre; the Government Laboratories; the Patent Office and special interest in the South East region.
Mr. Taylor was formerly Parliamentary Private Secretary to William Waldegrave, the former Chancellor of the Duchy of Lancaster and Minister for Public Service and Science. He was Mr. Waldegrave’s Parliamentary Private Secretary from 1990 to 1992 at the Foreign Office and the Department of Health.
Mr. Taylor is Chairman of the Conservative Foreign and Commonwealth Council. Until his appointment to the DTI, he was Vice Chairman of the Positive European Group of Conservative MPs, a director of the Westminster Foundation for Democracy and Patron of the UK Centre for European Education. He is a former Chairman of the Conservative Group for Europe and was a member of the House of Commons Foreign Affairs Select Committee from 1987 to 1990 and a member of the Finance Bill Standing Committees from 1987 to 1994. He was Chairman of the Commonwealth Youth Exchange Foundation from 1982 to 1985.
Mr. Taylor has previously worked in the corporate financial services sector, in merchant banking and stockbroking, principally assisting developing companies. He is an Associate of the Institute of Investment Management and Research and a Fellow of the Institute of Directors.
He was born in 1945 and educated at Whitley Abbey School, Coventry, Keele University and the London School of Economics. Mr. Taylor is married with two teenage sons. He still plays cricket (erratically). Since 1987 he has published:
Fair Shares for all the Workers’ (Adam Smith Institute, November 1988)
Releasing the Community Spirit (Tory Reform Group, September 1990)
A Community of Employee Shareholders (Bow Group, March 1992)
The Positive Europe (Conservative Group for Europe, May 1993)
Escaping the Protectionist Trap (Social Market Foundation, February 1995)
It is finally becoming clear that the activity called "office work" need not be done at the place called "the office" all of the time. This is enabled mostly by a range of hardware, software, and telecommunications tools - but is also a function of changing attitudes about the role of and need for office space, and the trend toward more flexibility in work arrangements overall.
When used appropriately, telework (or telecommuting) can and does pay off for employees, organizations, and customers - and even society at large. The trends are clear and the results are obvious: smart employers are using telework to cut costs, improve employee effectiveness, and find and keep talented staff. Most surprisingly, telework is an interesting lightning rod for broader organizational changes in the nature of management and even in the overall design of traditional hierarchies.
GIL GORDON is founder of Gil Gordon Associates, a management consulting firm specializing in the implementation of telecommuting/virtual office and other alternative work arrangements, and in strategic employee retention strategies. He's recognized around the world as a leading telecommuting expert and a true pioneer in the field. His blue-chip client list includes companies such as General Electric, AT&T, Merrill Lynch, American Express, Nationwide Insurance, and many more, as well as a long list of public-sector employers and government agencies in the U.S. and around the world.
Since 1982 he has worked with public and private sector employers to plan and implement successful, bottom-line-oriented telecommuting programs. He edits the monthly newsletter TELECOMMUTING REVIEW (published since 1984), co-authored the book TELECOMMUTING: HOW TO MAKE IT WORK FOR YOU AND YOUR COMPANY, co-edited the book TELEWORKING EXPLAINED (John Wiley, 1993) has been a conference speaker across the U.S. and around the world, and (since 1992) hosts the annual TELECOMMUTE conference for business and government leaders.
He has a B.S. in Business Administration from Northeastern University and an M.S. in Organizational Behavior from Cornell University. Before starting his consulting business, he worked for almost ten years in Human Resources with Johnson & Johnson. He has worked at home since 1982, where (among other things) he is generally responsible for doing the laundry and other household chores.
The exponential development of technology is placing increasing strains on the traditionally structured organisations and the people they employ. The old vertically integrated industrial giants are experiencing great difficulty in operating, competing and surviving. To be successful in the third millennium, companies and organisations will have to drastically alter their structure and mode of operation. Specifically, how are we to cope in a world of ever faster technological and commercial change ?
* Without invoking the very technology itself to our advantage - we will not!
* Ideally we require a third lobe - an electronic adjunct to our wet ware!
* Our working practices and social habits have to change!
It has taken some 50M years for us to evolve to our present capability, whilst a period of only 100 years is likely to see computers evolve to be our equal in terms of their raw storage and processing power. Unfortunately, we only have peripheral devices - the desk top, the main frame, the super computer, and we continue to work and play as if we lived in the previous century - but soon it will be different.................
PETER COCHRANE joined BT Laboratories in 1973 and has worked on a wide range of technologies and systems. In 1993 he was appointed as the Head of Advanced Research. A graduate of Trent Polytechnic and Essex University he is also a visiting professor to UCL, Essex, and Kent Universities. He has published and lectured widely on technology and the implications of IT.
He led a team that received the Queen's Award for Innovation & Export in 1990; the Martlesham Medal for contributions to fibre optic technology in 1994; the IEE Electronics Division Premium in 1986, Computing and Control Premium in 1994 and the IERE Benefactors Prize in 1994.
The word ‘telework’ is used to describe an enormous and diverse range of activities. Indeed there is a sense in which all of us making intelligent use of the new communications technologies could be said to be teleworkers. This makes it very difficult to count the number of teleworkers and make realistic predictions about the future.
In studying telework the question ‘Who is teleworking in Britain today?’ needs to be addressed and also questions like ‘How?’ and ‘Why?’ and ‘What work are they doing?’ and ‘What are the ingredients of a successful telework scheme?’.
The findings of a survey for the Employment Department (now the Department for Education and Employment) on good practice in the management of telework are published as A Manager’s Guide to Teleworking.
URSULA HUWS is widely regarded as the foremost academic authority on telework in Britain. She has carried out research on telework for the British Government, the European Commission and the International Labour Organisation as well as a number of private companies and other organisations and this presentation draws on the experience of 15 years research on the subject to take a critical look at some of the forecasts and present the most authoritative recent research.
Two major research studies have recently been undertaken for two different clients - Zenith Data Systems and 3Com Corporation. Both studies were published by Spikes Cavell, jointly with its clients, earlier in the year.
The Zenith study required Spikes Cavell to paint a picture of the Third Age of Computing. The report, which has recently gone into second edition, looked at new computing architectures designed to enhance much more mobile working patterns. The key findings from the Zenith study which draw heavily upon the opinions of ‘information age’ gurus such as Mark Weiser of Xerox’s Palo Alto Research Centre.
The 3Com study, published to coincide with Telecom ‘95 in Geneva, looks at the information age from a different angle, asking whether Europe is developing fast enough to allow new working patterns to emerge. Based on an extensive programme of primary research amongst the major European telecommunication companies, the study complements the Zenith study in a very practical way. Both studies paint a realistic picture of the future of telework and ubiquitous computing and provide a realistic perspective of the ‘third age’.
JEFFREY PEEL is Director of Research at Spikes Cavell & Co. Spikes Cavell is one of Europe’s fastest growing market research and intelligence organisations for the IT industry. Jeffrey joined Spikes Cavell a year ago from Research International where he was responsible for IT client research. He was previously with 3Com Corporation as Marketing Manager for the hub division - created as a result of the acquisition of BICC Data Networks (where he was Market Research Manager). Jeffrey is 32 years old and was educated at Queen’s University, Belfast. He is married and lives near Amersham in Buckinghamshire.
Catalyst 400 is an AS/400 Business Associate, formed in 1994 working as a platform specialist with IBM rather than in a particular industry sector. The most efficient way for the company to work is to have all the people working in the field, talking to customers so they are 100% nomadic teleworkers. People are equipped with a laptop, a printer, mobile phone and modem and use Lotus Notes based in an IBM Datacentre. The start-up costs were less than expected and the ability to redeploy people and resources is seen as particularly important. The four challenges faced were management, support, training and culture. Having arrived at the virtual office the company has maximised the amount of face to face contact with clients and consequently is now ranked as number three out of seventy-one AS/400 agents after just one year of being in business.
BEN SCHOFIELD is Technology Consultant for Catalyst 400 plc. Ben is responsible for the systems architecture to support the flexible working practices adopted by Catalyst. He has worked in the AS/400 industry for the past five years, specialising in Client/Server implementations. Prior to this he worked in the PC industry and in telecommunications consultancy. Ben has worked remotely from central offices for the past few years and last year helped form Catalyst which is based totally on nomadic teleworking. Ben has a BSc in Mechanical Engineering and an MSc in Data Communications.
Over 30 people from across the UK within a large internal consultancy have been experiencing the trials (and tribulations) of location independent working - LIW. The teams included office systems trainers, management consultants and itinerant project managers. The greatest challenge was the buy-in of top management and the many internal financial hurdles to be cleared. No lesser of a feat was the efforts required to change the mind set of people who had become conditioned to equating attendance in the office with performance. How could the senior managers have a role to play if they couldn't see their teams?
The benchmarking, baseline information and ongoing monitoring of the trials has provided sufficient evidence to support the roll out of LIW within the newly formed RM Consulting, and will act as the base level when relocating to new offices later this year.
Technology aside, this project has focused on the people needs such as management , motivation, self development and the social implications. The change in lifestyle has featured positively in the recent feedback although there have been some fears expressed regarding lack of visibility. The trials have enabled RM to develop a process map for successful implementation.
WAYNE PARROTT - after 3 years with Post Office Counters in the early 1980's as a Postal Officer and Branch Manager, Wayne transferred to Royal Mail ten years ago and has since gained extensive project management and consultancy experience. His assignments have been many and varied, across a wide range of business areas. Project managing major building schemes in Yorkshire and Northern Ireland, Divisional budgeting exercises, Business Development and general restructuring projects. He is now firmly established as a management consultant in the recently formed 'RM Consulting'.
Wayne is an Officer in the Territorial Army and in his role as Adjutant with a Postal and Courier Regiment he has been able to bring his civilian experience to bear on the military side of things. This has given him the best of both worlds working with the British Army in Europe and as far a field as Hong Kong.
In the second half of the 1990s, Europe faces an extremely difficult period for economic growth and industrial change. Over 18 million Europeans are unemployed. In addition, the current economic recession is not just cyclical. Industry and commerce throughout the world is in a period of rapid structural change: A change towards globalisation of production and marketing, but also to the "de-materialisation" of production. In the "information society", organisations must master information and communication technologies, new business organisations and new working methods, and labour unions will need to adapt to a much more volatile labour market.
In his presentation to the Heads of State at the European Summit in June 1993, the President of the European Commission highlighted the importance of rapid development of new frameworks for co-operation between businesses in Europe; of the development of performant trans-European transport and telecommunications infrastructures, and the creation of a common "information space" within which de-centralised economic activity can develop through interactions between small businesses. He stressed the need to create a European network of training facilities for new skills and to encourage distance working. In December 1993, the Commission presented a White Paper on growth, competitiveness and employment. In it, telework is identified as one of 8 strategic developments in which investment should be stimulated. In June 1994, Heads of State in Corfu endorsed the report of a group of senior industrialists, chaired by Mr. Bangemann on "Europe and the Global Information Society". Telework development is the top priority application in that report.
PETER JOHNSTON has worked with DGXIII of the Commission of the European Communities since 1988. As the head of programme preparation, he is responsible for the strategic planning of European telecommunications research (the RACE and ACTS programmes from 1988 to 1998), and for economic and social assessments of telecommunications developments in the European Community. He also has responsibility for EC actions in the area of telework stimulation, with a view to diversification of employment opportunities and increasing the flexibility and competitiveness of European industry, and for liaisons with the Information Society Forum on sustainable development.
RAY MORLEY is widely experienced in all types of general insurance as well as life and pensions business for Commercial Union, Ray was appointed Marketing Services Manager eight years ago. Amongst his responsibilities is public relations and this meant that he was deeply involved in Commercial Union's recovery from the 1992 bomb explosion at St. Mary Axe in the City of London.
The Virtual Office Company is one of the first companies in Europe to concentrate on developing the tools and methodologies to support new ways of working including the development of the infrastructure for implementing Flexible working. Virtual Office brings the office to the worker not the worker to the office. We are in the middle of revolutionary change in the way work can be done. Up to now it has been the big corporations which have had the information systems to enable flexible working, but now anyone can do it. The flexible workplace enables totally new structures and gives competitive advantage to all those that adopt it. To enable the flexible workplace three main elements must be tackled.
Vision: Do you have the vision to completely change your organisation? Are you committed to change?
Investment: Do you have the resources to invest in the infrastructure to enable the flexible workplace?
People: You must be committed to training and taking them through a complete change
RICHARD NISSEN was trained as an architect. He founded Business Space Limited in 1980. Business Space was one of the first Business Centres in the UK. He was one of the founders of the Global Office Network, a network of over 160 Business Centres world-wide. In 1992 the Virtual Office was created, which is now one of the leading providers of remote messaging and call forwarding services in Europe. Richard Nissen is currently interested in the way that new working practices enabled by new technology will change the way people work and lead their lives.
Customers throughout East Anglia are served by Digital's sales, consulting and service staff based in Newmarket. Extensive experience of Flexible Working in other parts of the company identified the opportunity to enhance the level of service delivered to customers, make significant savings in property related costs, and offer employees greater flexibility in their working lives. The telecentre opened in April 1994, and is a busy and vibrant environment with just nine people working there as 'residents'. The telecentre acts as a communications hub and houses shared and specialised equipment such as printers and the 'plug and play' centre. There are also nine 'drop in' desks equipped with PCs use by flexible workers. Customers have been positive about the move, indicating that they expect it to improve service.
Six months after opening, despite the inevitable dislocation and initial teething problems with the new working practices, productivity has not been adversely affected. Staff surveys indicate that people are expecting to be able to deliver better service and improve their productivity as the new working practices settle down. Current indications are that annual running costs will be reduced by better than one third.
STEPHEN JUPP is a Principal Consultant with more than eighteen years experience with Digital. Much of his time is spent discussing the business reasons for change. Stephen's particular strengths are in helping groups of directors and senior managers face the issues associated with making change meet business needs, including the organisation, business process, technology and staff changes. He is the principal international design authority and practitioner for Flexible Work Practices and also Digital's Business Needs Assessment methodology. He teaches these methodologies to Digital consultants all over the world and advises on Business Process Re-Engineering, management workshop design and facilitation.
Prior to joining Digital in 1977, Stephen worked for Warren Point on several automatic test equipment projects. Stephen was educated at Dulwich, King’s Mead and Lancing and his degree was in Engineering Science at the University of Exeter.
Successful implementation of telework depends on how motivated and comfortable the people involved feel.
The Royal Bank of Scotland's Research Group had been to conferences and seminars and could probably plan out a technology infrastructure for implementation of Flexible Working across the whole Bank. But what would it feel like? More control over time is attractive but redundancies elsewhere made some nervous - would off-site workers be first to go next time? After a year together, building a close team environment, would it fall apart? Would telework work at all? The feeling was that, with enough budget and contingency planning, success could be guaranteed but is that the purpose of research? The success criteria specified that deciding Telework was not right for the Group, was equally valid as a report of happy workers.
The four team members started part time home-working in June. Lessons have been learned. Quality is up, productivity is up and the £5,000 set up costs have already been recouped. With a group of four, metrics for improved productivity and use of resources didn't seem to work but the results are positive. The office has also deteriorated. Desks have been squeezed even closer and conflicts in the workplans stopped one person working at home. Having adjusted, everyone now works at home more than they ever did. Since June, changing environmental, work and human factors have uncovered issues which no amount of preplanning could have foreseen. And people are adjusting and making it work for them and the Bank
PETER DALZIEL graduated BSc from Glasgow University in 1981 and MBA from Edinburgh in 1994. He is a long time developer and implementer of computer systems and joined the Royal Bank of Scotland in 1988 as a Project Manager, after several years in consultancy. After five years developing systems across all of the Retail Bank, Peter moved on to the Research Group. His professional interests include new forms of technology enabled work organisation. He is a member of the Henley Future Work Forum and the Manchester Vision Centre's telework Forum.
Telework has potential benefits and problem areas for employers, employees and the nation as a whole. Areas such as attraction and retention of scarce skills, productivity, quality of life, communication, management style, corporate disciplines, training and development, isolation and environment.
National Westminster Bank has laid down Homeworking Guidelines. This is an A-Z guide covering various subjects from "Access to the Home" and Accommodation" through to "Training" and "Travel Expenses". All teleworkers and their departments are provided with a copy.
The human resource issues which should be borne in mind when introducing a scheme will be considered under four main headings: looking for suitable people, implementing a telework scheme, managing a telework scheme, and staff motivation.
HEATHER DEACON is a Research Analyst for the National Westminster Bank PLC. Having spent eight years pursuing a banking career and qualifying as a chartered banker in 1987, she moved to a more IT orientated role heading up the Micro Development Unit. Here she co-ordinated PC research and development for the Group Financial Control Division of the Bank. Since 1991 she has pursued a similar research role from home. In 1994 she undertook a research project which investigated all aspects of telework, concentrating on the human resource implications rather than the technology itself.
The early history of telework emphasised its benefits to disabled people, the mothers of young children, carers, remote dwellers and so forth. Now, it is increasingly the story of middle and top managers working part-time in the office and part-time remotely, from home, from the car-park, the airport terminal, the client’s portacabin or penthouse, the dedicated or non-dedicated hot-desk/resort office et al. Furthermore, the benefits to both employees and UK plc are gradually being recognised.
Things have changed greatly since 1987 which telework first hit management consciousness in this country. And how greatly will they continue to change over the next 8 years to 2005. Managerial work will indeed become more location independent, (though there are some constraints on this development) together with the trend towards the increased work contribution of previously occluded groups. However other factors, the germinating seeds of which are already above the surface, will be beginning to create tomorrow’s jungle:
* the telecommunity - a geographical response to the human remoteness of remote work;
* the application of robotics, virtuality and holographics to business and management;
* the export of white-collar jobs to the Third World;
* the impact of chaos and complexity theory on patterns of work
FRANCIS KINSMAN was born in 1934 and educated at Eton and Trinity College, Cambridge. For 15 years he worked in the City of London (apart from a two year stint in Bangladesh) in insurance broking, commodities, merchant banking, investment management and ultimately as the co-founder and general manager of a unit-linked life assurance company.
Since 1972 he has been operating as a freelance business consultant and futurist, particularly specialising in the financial services sector; the leisure industry; the effects of information technology on society; the impact of social change on business and management; corporate responsibility and general cultural and social trends - particularly those of a greenish tinge.
He is also a broadcaster, public speaker, lecturer and writer, having contributed a regular column in The times. His books include:-
The Impact of Microprocessors on British Business, The New Agenda, The Telecommuters (John Wiley & Sons, 1987) and Millennium (WH Allen, 1990; Penguin, 1991)
He is founder and president of the City Liaison Group, an organisation which bridges the gap between the City and politicians of all shades. He co-founded and is a Trustee of The Business Network, which emphasises all aspects of the human factor in business and management, and has since spread to 13 other countries.
Francis is a qualified counsellor for the Centre For Transpersonal Psychology, a Master of Arts and also a Fellow of the Chartered Institute of Secretaries and Administrators, the Chartered Insurance Institute and the Findhorn Foundation.
A key aim of British Business must be to improve its international competitiveness. We are all now aware of the major forces for change including technology, globalisation, new employment patterns and organisational structures, the growing importance of environmental issues and the death of deference among employees, customers and communities. As the world business climate changes, the rules of the competitive race are being re-written. The effect is to make people and relationships more than ever the key to sustainable success. The centre of gravity in business success is already shifting from the exploitation of a company’s physical assets to the realisation of the creativity and learning potential of all the people with whom it has contact - not just its employees.
In order to be flexible and responsible to customer needs, organisations must motivate their workforce accordingly. Workforce shareholding plays a key role here. This has been successfully achieved at FI Group in the ‘90’s, and in the NFC Group in the early ‘80’s, and has enhanced the culture of participation within a distributed organisation.
It is essential that organisations build flexibility into every corner of their company, they need a flexible cost base, a flexible skill base and flexibility in location. Employees require flexible career patterns, flexible benefits and flexible hours. To capitalise on the potential, the environment of a "learning organisation" has to be created. No company in today’s environment wishes to employ more than its key core personnel. This implies that the company of the last ‘90’s must be able to manage and control sub-contractors. They represent one of the great challenges to Telework.
SIR PETER THOMPSON is Chairman of Community Hospital Group, FI. Group, M-31 Publishing and Child Base Ltd. He is also a Director of Smiths Industries, Wembley PLC and Aegis plc.
Previously he was Chairman of NFC plc until his retirement in December 1990. He resigned as President of NFC plc in 1994. He joined NFC in 1972 and in 1982 lead the team which successfully bought NFC from the Government on behalf of the employees. It was one of the most effective privatisations ever and resulted in many managers, lorry drivers and clerks, owning shares in the company which reached values in excess of £250,000. He successfully introduced the company to the stock market in 1989.
After obtaining an Economics degree at Leeds University, Sit Peter began his career as a management trainee with Unilever, subsequently becoming Transport Manager of the subsidiary Birds Eye Food Company. He served in senior transport posts with GKN, the Rank Organisation and British Steel before joining NFC.
In July 1983 Sir Peter received the National Free Enterprise Award and in December 1983 he was elected Businessman of the Year. He was created a Knight Bachelor in the 1984 New Years Honours list. He holds honorary doctorates from a number of universities. He was awarded the British Institute of Management Gold Medal in 1991.
In 1990 his book describing the NFC Employee Buy-out - "Sharing the Success", was published in hardback and it is now available in paperback.
Sir Peter is a former President of the Institute of Logistics and Distribution Management (retired 1994) and was Chairman of Humberside TEC. He has served on the National Council and Board of the Road Haulage Association and the National Council of the Freight Transport Association. He was President of the Institute of Freight Forwarders 1982 - 1983 and Vice-President of the Chartered Institute of Transport 1982 - 1985. He is a Companion of the British Institute of Management and a member of the National Training Task Force. He also chaired the CBI Wider Share Ownership Task Force in 1990 which led to the formation of Proshare Ltd. of which he is now President.
What does "flexible working" mean? Why is there such a focus upon it? What are the factors which are shaping companies’ employment strategies?
Recently published research shows that CEOs recognise that the need to reduce fixed employment costs, convert fixed costs to variable, and respond more quickly to customers are the driving forces in their future plans. they recognise that the integration of their flexible workforce is central to their increased competitiveness.
Details of this research and case studies will demonstrate the contribution that flexible working can make and will identify the issues that executives should address for its successful implementation.
TIM JANMAN is Business Development Manager, responsible for developing Manpower’s business with many of the company’s largest accounts including British Telecom and much of the Public Sector.
Tim joined Manpower as a National Account Manager in March 1993. Prior to this he was a Member of Parliament from 1987 to 1992. Whilst in Parliament he became Vice Chairman of his party’s backbench Employment Committee and was a Member of the House of Commons employment Select Committee from 1989 to 1992. Before this he gained sales experience with IBM and worked in industrial relations with Ford Motor Company Ltd. Tim is 39, married and a Chemistry Graduate.
BILL WALSH is MSF’s national officer for the union’s membership in the financial services sector. He has been a teleworker himself since 1990 and has an insight into the possibilities and pitfalls.
The Highlands & Islands of Scotland are beautiful, but remote, with a fragile economic base. Highlands & Islands Enterprise (HIE) is the UK development agency with responsibility for the economic and social development of the area. HIE co-invested with BT to bring full digital services to the area, at the very start of the UK ISDN installation programme.
The efficiency of existing businesses in the area has be considerably enhanced through access to sophisticated ICT-based business facilities. These efficiency gains have preserved competitiveness and employment in many companies throughout the area. Public administration and social organisations have similarly benefited.
Tangible new employment creation in the area has arisen through ICT based telework which takes several forms. Home working has long been practised by talented specialists with a life-style preference for rural areas. Experiments with home working for less specialised occupations indicate both benefits and difficulties. Community teleservice centres, or telecottages, combine a mix of social and commercial objectives. The experience in Scotland is that they require good leadership, access to a local market and sustained public support.
New company start-ups in ICT related business fields are developing at an encouraging rate, with good diversity and geographic spread. The ICT revolution is removing the commercial disadvantage of remoteness. Rural areas offer companies access to a quality workforce and lower cost structures. Quality of life is an important factor. The largest employment effects are experienced through the decisions of major companies to out-locate office operations.
DAVID HENDERSON was born in Inverness and studied economics at the universities of Aberdeen and Virginia. His previous employment was with BC Hydro Corporation, Vancouver and Heriot-Watt University, where he was a lecturer in business administration and economics. He has been with Highlands and Islands Enterprise since 1975 and his previous positions were Senior Economist and Head of Industrial Development. He is presently Head of Projects and Research.
The concept behind the telecottage is a response to the demands on the new flexible workforce - a substitute for the corporate cocoon that workers have grown up with and as teleworkers are now living without. Centres provide a way of acquiring skills, access to equipment and software, a workplace when space at home may be lacking, information, business support services, and social contact with colleagues.
Like telework, the telecottage is also seen as something of a panacea - providing a solution to rural unemployment, traffic pollution, access to work for disabled people and people with caring responsibilities, whilst also apparently providing a potential solution to one of the telework foes - isolation.
The telecottage as a wide ranging solution particularly in the context of decline in rural employment (the Rural White Paper recently highlighted the potential contribution of telecottages) explains the growth of telecottages from a handful in 1990 to around 140 in 1995. But a question mark hovers over their future - do the benefits justify continuing subsidy, and if we expect them to be entirely self-financing is there a risk that some of the benefits will be lost? Will we still need telecottages as equipment costs reduce and we can afford to have every facility at home?
ALAN DENBIGH is the Chief Executive of the UK based Telecottage Association (TCA), the worlds largest user organisation for teleworkers and managers of telecentres and telecottages. The TCA has over 2,000 individual teleworking members, a network of county-based regional groups and links with 140 telecottages. It also provides information to the teleworkers of its corporate members. Prior to helping set up the Association in early 1993 Alan ran the telework project based at ACRE, the rural communities charity. He has a background in engineering, and commercial software applications including project management, and manufacturing and distribution systems.
WENDY SPINKS holds a B.A. (Asian Studies) with Honours in Japanese from the Australian National University (1980). Research student, The Institute of Journalism, Tokyo University (1980-82). Currently submitted doctoral thesis (Human Resources Management) at the Graduate School of Business, The University of Sydney. Theme: "A Comparison of Office-Based Telecommuting in Japan & North America". Lecturer in Labour Economics at Gakushuin University and Research Fellow at the Institute for Economic & Financial Research.
Founding member of the International Flexwork Forum, and member of the Satellite Office Association of Japan, the Japanese Society of Management Information, and the International Society of Work Options.
Served on several Japanese government committees including Minister of International Trade & Industry research committee on Young People & Regional Living (1993, 1994), Minister of Posts & Telecommunications research committee on Telecommunications & the Environment (1993, 1994), Minister of Posts & Telecommunications research committee on Telework Centers (1994), and Ministry of Labor research committee on The Use of Telecommunications Information Technology & Work Practices.
An information model of the office of today shows a complex web of interactions between people, combined with people interrogating and updating stored information. Much of this interaction is highly unstructured. Any effective communication system for a dispersed workforce must aim to replicate the interactions that happen in the office, in all their richness and diversity. This cannot be done simply by throwing raw bandwidth at the problem. A simple model of office interaction, that may be used in implementing a remote communications strategy is presented.
We now usually have a wide choice of media for communicating with distant colleagues. We need to understand the strengths and weaknesses of each, and in any given situation choose the best means for the job.
Into this environment comes a very rapidly evolving technology, the wise early adoption of which can lead to substantial competitive advantage. However, the gulf between the products created by the technology enthusiasts, and the real needs of today’s organisations must be bridged, if the organisation of tomorrow is to become pleasanter as well as more productive.
CHRIS MOLLER is the force behind Evonet Ltd., a company set up in 1994 to supply communications solutions to the needs of geographically dispersed organisations.
He is a Cambridge Engineering graduate and a Chartered Engineer, with over twenty years product design experience, working in both the UK and USA telecommunications and computer industries.
Evonet Ltd. grew out of the EVONET (European Virtual Office NETwork) project for the European Commission, of which Chris was Project Manager. Evonet is of course itself a Virtual Organisation, based in East Anglia and Ireland.
There is a variety of services offered by the providers of on-line services and Internet access. Case studies illustrate the relevant use of these options from the remote worker’s point of view.
The features offered by on-line service providers can be compared with the features of Internet access. Different features of on-line service providers and Internet access, are required by different users. Individual teleworkers, networked teleworkers, travelling teleworkers, computer managers and researchers all need different tools to help them work effectively. In each case, the key characteristics and needs of the worker need to be considered in order to suggest a solution.
SIMON BERRY is the acting Director of the National Rural Enterprise Centre (NREC) and project manager of the RegioNet project which is implementing integrated on-line services in four regions of Europe. He joined NREC in 1991 to establish WREN Telecottage, managing this for its first tow years; he is still involved on a strategic level, also delivering WREN’s email courses. Other activities include consultancy, on telecentres, telework and rural information systems. He is a founder director of the Telecottage Association.
The emerging tools of groupware and collaborative computing can be used to support the needs of teleworkers. The tools include asynchronous discussions, shared workspaces, and desktop videoconferencing. A model telework system of the near future can be built using these tools. Commonly made claims as to the benefits of telework can be compared with the real experience in CCTA, government departments, and other organizations.
TOM DALE is a Section Head in the Emerging Technologies Group in CCTA, and has initiated and managed projects to assess Computer Supported Co-operative Working, Telework, and Desktop Videoconferencing. These projects have explored both the tools and techniques, and the individual and organizational issues which arise.
He has worked extensively in UK government, both in IT, and in central policy making areas. He holds an M.A. in Philosophy from Glasgow University, and MSc's in Advanced Information Technology from Imperial College, London, and in Logic and Scientific Method from the LSE.
A pilot scheme was held in a Government department during the early 1990s and it illustrated the prime motivating factors for the organisation, the spread of jobs of the 30 participants and how implementation was carried through, including the problems encountered.
The eventual results of the pilot in terms of advantages and disadvantages after evaluation included gains for the organisation in productivity and quality - and the potential for making accommodation savings; whilst staff taking part gained in flexibility and job satisfaction. A number of lessons were learned from the exercise, primarily concerning implementation issues.
A further telework pilot in the same department also provided considerable gains for individuals and the organisation and other sectors of UK Government are trialling or considering use of the concept as an alternative working practice.
Key elements and success factors to be considered in future implementation of remote working include good selection and preparation of staff, access to information and, not least, management commitment.
KEITH BUTTERFIELD is an independent management consultant specialising in telecommunications, human resources and remote working in which he has both practical experience and the benefit of research in the UK and USA. Prior to setting up his business in 1993 he was a career civil servant. Whilst responsible for managing the provision of telecommunications and office systems to all staff with his department, he managed what was then the largest telework pilot project in Government. He now helps organisations identify the key issues in remote working and with any subsequent implementation of schemes. His current work uses his wide experience in personnel, management and telecommunications in order to gain business benefits from the use of technology.
STEPHEN TIMMS MP After studying mathematics at Cambridge University, Stephen Timms worked for 15 years in the computing and telecommunications industry, first for Logica and then for Ovum. He managed Ovum’s telecommunications reports business until his election.
He has lived in the East London borough of Newham since 1979. He was elected to the Council in 1984 and is still a Councillor. He chaired the planning committee from 1987 to 1990 and was Council Leader from 1990 to 1994. He was elected MP for Newham North-East in a by-election on 9th June 1994. His majority is 11,818.
Stephen Timms was born in 1955 and married Hui-Leng in July 1986. They have no children.
Stephen Timms is a member of the executive of the Christian Socialist Movement and belongs to the Parliamentary Labour Party’s task force on economic policy. He is the honorary president of the Telecommunications Users Association and a member of the Council of the Parliamentary Information Technology Committee. He sits on the Newham area board of the East London Partnership. He is a member of the Ramblers Association and the Institute of Mathematics and its Applications.
Stephen Timms advised the Labour Party’s information society policy forum, which reported in the summer. He has called for an end to the current monopolies enjoyed by cable television franchisees, and for BT and others to be permitted to compete with them, to ensure that Britain achieves an advanced telecommunications network as quickly as possible. He advocates exploitation of the new technologies by local authorities and others to maximise their social benefits.
Telework is here to stay. Several years ago in corporate real estate circles Telework was being discussed as an intriguing possibility. Today, at least in the USA, the debate is all about protocols, contracts, health and safety at home, travel times, gains in productivity and job satisfaction - in other words about operationalising the concept and measuring its success.
Telework must be put into the context of many other changes in office work processes which are all consequences of the growing power and diminishing costs of information technology in the context of fierce global competition. These changes will have significant in-put on the design of office furniture, office services, office buildings and office cities.
FRANCIS DUFFY is Immediate Past President of the Royal Institute of British Architects (RIBA) and Chairman of DEGW, the leading European designers of the working environment, with offices in Amersfoort, Berlin, Glasgow, London, Madrid, Milan and Paris. His architectural education was in London at the Architectural Association and in the United States at Berkeley and Princeton. Dr Duffy is the author of the ORBIT studies, of Planning Office Space, The Changing City and The Changing Workplace. His latest book on the futures of office work and office design is The Responsible Workplace.
- Paul McNamara & John Gladwyn
A recent piece of research has been conducted by John Gladwyn of SAVILLS into the demand for independent telecentres. The report introduces the concept and rationale for telecentres, and presents findings on the likely demand for such a facility based on a survey of commuters in the Oxford area.
Developments such as telecentres have implications for property values. Not only the implications of new technology, and new work practices on the need for space, but also the impact on values of the implied evolutionary trends in the spatial distribution of business activity.
PAUL McNAMARA is currently Property Research Manager at Prudential Portfolio Managers Ltd. (PPM) and Visiting Professor at the School for Real Estate Management at Oxford Brookes University. A geographer by background, he graduated with First Class Honours from the University of St. Andrews. His PhD is from the Department of Geography, University of Edinburgh. He then joined a variety of research teams in the Schools of Planning and Real Estate Management at Oxford Brookes University.
He joined Prudential in 1987 and has responsibility for a small team of researchers providing forecasts of returns to the UK property market and giving strategic advice for the various property funds managed by PPM.
JOHN GLADWYN spent four years as an army office before graduating from Oxford Brookes University with a degree in Estate Management. He is now working for Savills as a graduate surveyor.
Telework has been described as taking the work to the workers, not the workers to work . Teleworkers - remote workers - need to have in place the infrastructure to enable the work to be done remotely. But merely taking the work to the worker is not enough. The remote workers also need support - from managers, peers, and systems - to replicate or substitute for the interactions and support that is normal in the office environment.
What constitutes an adequate support system for telework can be identified, based on the research carried out by BT Labs over the last six years, and on case studies of telework programmes both within BT and with BT’s customers. The support systems include technology, networks and equipment, but not only technology. Just as important are the managerial and administrative processes, and the human networking
MIKE GRAY- after obtaining an honours degree in Electronic Engineering at Leeds University, Mike joined BT Labs in 1972. He worked on a variety a projects involving telecommunications, computing, and their convergence before becoming involved in telework in 1988, managing a number of major teleworking projects. Within the overall aim of developing systems to support telework, the projects have included thorough studies of many of
the issues impacting on telework, the setting up of a unique experiment in homeworking for BT's operators, and helping a number of telework trials get started - both in BT and in other corporations. Mike was joint editor and contributor to the BT - Wiley book, "Teleworking Explained". He has spoken on telework at a number of conferences in Europe and the USA.
The talk will be from the point of view of an individual who has personally been involved in, experienced the impact of and lead a team of subordinates through a major change in working environment and practices which has taken place over a 3 year period and was necessary if the company was to stay in existence and prosper.
The structure will start with a brief session on the reason for change. It will then go on to look at what was considered essential, and felt possible, to meet our customers and shareholders requirements to ensure our future survival and progress. The core of the presentation will discuss the key actions taken to make the possible happen. This will include changes in all areas of the business -structure, technology, environment and communications, and their overall impact in terms of providing a quality service to our customers, while winning the approval of our owners. In conclusion one will ask - Did we achieve the possible? What of the future?
EDWARD GAVIN has had seventeen years practical work experience in the Financial Services Industry. Approximately 85% being spent with a Finance House. His employer for the last eight years has been Rover Finance Ltd. who as a member of the National Westminster Bank Group are a joint venture company the other parent being Rover Cars.
His current Role is Zone Manager with responsibility for leading, motivating and controlling a peripatetic sales team spread over a large geographical area ensuring the company resources are fully utilised in enhancing dealer profitability, while maximising the profitable retail credit potential from the Rover Network within the given territory.
Increased productivity and the ability to retain specialist staff are often quoted as the main benefits of teleworking. Considerable cost savings have also been achieved by some organisations. On the other hand loss of face-to-face contact and control were cited as the major problems and concern about the security of the telework environment has led a number of security conscious organisations (such as financial institutions and some government departments) to decide not to implement telework - or to do so in a very limited form.
In general, their major concerns relate to the communications channel between the teleworker and the head office system; especially if on-line access to central systems is required. More specifically, they are concerned to ensure that the individual accessing the system is: a) who they think he is; b) has the authority to access the system.
Such concern is well placed but with appropriate procedures and mechanisms in place, an organisation should be able to have a reasonable level of confidence in the authenticity and authorisation level of the person accessing their systems. Accordingly, communication channel security, though a concern, should not necessarily be an absolutely limiting factor on the introduction of telework.
On the other hand, whereas some organisations may be exhibiting an overcautious attitude to the authentication and authorisation issues, it is probably the case that most organisations have not addressed the many other security issues relating to telework - particularly those relating to the use of a corporate PC in a non-corporate environment.
BILL MURRAY - before founding Small World Connections in 1992 Bill was the Head of Consultancy (with responsibility for the Computer Security and Telecommunications Consultancy Divisions) at the National Computing Centre. He is the author of the NCC’s "Teleworking in the UK" and Telework and Security reports. A regular writer and presenter on Telematics and on computer security he has been - and continues to be - involved with a number of innovative national research and development projects in Telematics and IT Security with an emphasis on end-user involvement and awareness raising. Bill is the author and project manager of the biennial UK IT Security Breaches Survey and has very recently produced a DTI backed free booklet (KISS) on computer security targeted at Telecottages and other remote small companies.
AT&T recently completed negotiations with HQ Business Centre to provide employees with access for HQ sites across the USA. This gives the employees an ‘office away from the office’ and in particular access for administrative services that otherwise might be difficult to obtain.
Telework Centres improve the quality of life for most workers, save real estate costs for employers and benefit the environment. However they are an additional cost if an employee uses them as a second office. They help people to transition from corporate offices to remote working providing a miniature version of the corporate office closer to home. Telework Centres are a cost effective option for an increasing number of companies, giving employers more productivity from their employees.
RON VESSEY is currently the regional space planning manager within the AT&T Global Real Estate team. fifty percent of his present targets are represented by the corporation’s intent to implement alternative working strategies throughout the Europe, Middle East, Africa region. This is being implemented by setting up working groups within each country to ensure that they achieve methods relevant to that business unit’s particular needs.
Telecommuting: Bringing the work to the worker rather than the worker to work! The City of Los Angeles did a scientific study of telecommuting over a 30-month period. The study involved 250 telecommuters and 250 non-telecommuters working for the same boss, both doing the same job, except the telecommuters teleworked 1-2 days a week. Training was provided for telecommuters, manager, and both together.
Results of the Telecommuting Pilot Project showed that when compared to their non-telecommuting colleagues, teleworkers were: 13% more productive; absent 2 days less per year; more likely to be promoted; and reduced their personal use of vehicle by 23%. In addition, for the City as an employer, the results showed: $8000 in cost benefit savings per telecommuter per year and 30% reduction in space demand.
The successful experience of the City of Los Angeles was one of the key factors for the City’s leadership in the Southern California Telecommuting Partnership (SCTP) which was created two days after the devastating "Northridge Earthquake" in 1994. The SCTP is led by a Board of Directors composed of government and private sector (AT&T, Pacific Bell, GTE, Intel, Northern Telecom) representatives. SCTP offers many services including Marketing, Training, Educational & informational materials, handbooks and videos, Telework centers - high tech equipped, Toll-free hotline, and seminars and workshops on-site.
There are nearly 700,000 telecommuters in Southern California today; 9 out of 10 who got connected to the information highway stayed connected one year after the earthquake - by telecommuting!
SUSAN HERMAN in her role as the General Manager of the Department of Telecommunications for the City of Los Angeles, Ms Herman has been responsible for the design and development of the City’s key telecommunications policies and projects. She is responsible for leading the City through the complex changes of local and federal telecommunications policy, administering telecommunications franchises and contracts for cable television and competitive access providers, and for the operation of the City’s award-winning television channel, LA Cityview 35. Her major focus has been on the development of networks for voice, video, and data systems that efficiently meet public needs for effective municipal service delivery.
Recently she was appointed by the Clinton Administration to the National Information Infrastructure (NII) Advisory Council to represent the nation’s cities and counties. In addition, Ms Herman has contributed her leadership skills to the Board of the National Association of Telecommunications Officers and Advisors (NATOA), an affiliate of the National League of Cities. She served as the Association’s 1991 and 1992 president in the critical years leading to the passage of the 1992 Cable Consumer Protection and Competition Act. She now serves as the Chair of NATOA’s National Policy Task Force, representing the interests of member jurisdictions from across the country to define advocacy positions that will best position local governments to succeed in the emerging information economy.
Competition for businesses is fiercer than ever. To meet this challenge, many companies have undergone large-scale changes in order to focus better on the customer.
At the same time, all businesses are looking for ways to increase productivity. Many employers are attracted to flexible working as a means of shifting from fixed to variable costs, which allows them greater flexibility in financial planning and response to market demands. But achieving the right mix is critical.
ICL has had first hand experience in managing change and operating a flexible organisation. It has put into place good business processes and the entire operation is backed up by the computer based Resumix human resource system.
Recruiting the right people for the job is an increasing challenge. Using Resumix ICL has a database of all core UK based staff, and contractors, and is able to better understand the skills and abilities available within the organisation. This helps to improve planning and utilisation of the workforce and to handle the demands of the marketplace. Many of the issues that ICL have addressed are those that other organisations are facing in the 90s.
DAVID SILLITOE is Director of Resource Services for ICL Enterprises, and is responsible for providing the division with a complete human resource service. ICL Enterprises is an international business that focuses on systems integration - the fastest growing business in the ICL Group. The success of this people-oriented business requires the deployment and control of a unique blend of management capability and a broad range of technical skills. David’s task is to provide the correct skills mix for this SI business, and also build revenue from his own HR businesses by marketing HR consultants, and ICL's recruitment agency ICL Higher Skills.
David started his career in 1968 as an engineering professional and then developed a vocation in 1979 for Personnel and Human Resources. He now has more than 15 years HR experience in the IT industry, with particular emphasis on : mergers and acquisitions, setting up autonomous companies, resource management services, organisation development, company restructuring, employment practices and industrial relations.
In the 18 months since joining ICL Enterprises, David has instilled a business focus in the division's HR function, turning it around from a cost centred service to a profit centred business. Among recent proof of success here is : the launch of ICL's\40M recruitment business, and the company organisation, recruitment and employment plans for Camelot (operators of the National Lottery). He has also been responsible for the design and implementation of change programmes such as the acquisition and integration of new business units, and the migration to a responsive flat organisation structure entailing staff empowerment, the establishment of autonomous businesses and associated culture change.
Prior to joining ICL Enterprises, David worked with ICL Ireland, advising on new industrial relations and company restructuring; CFM, Peritas and Workplace Technologies establishing autonomous businesses; and ICL Customer Service, on new working practices and industrial relations.
Coopers and Lybrand have a policy of ‘Right Space’, which develops the basic concept of hotelling and remote working into a coherent package, offering flexibility to businesses in the way they organise work. Right space has been successfully implemented in Coopers and Lybrand’s London consultancy group generating a 75% satisfaction rating with the office environment from Right Space workers.
MOIRA CONOLEY is a partner in the Human Resource Advisory Group of Coopers & Lybrand. She advises International clients on pay and benefits, focusing mainly on bonus and incentive scheme design. She is also joint editor of Flexible Benefits - Motivation and Cost Control, published by CCH Limited.
Crossaig provides services to publishers, creating production systems and making electronic products. They do not own information or sell it but they make each part of the link between the source and the end user. The link may be new - a new CD product for example - or an existing link may require radical improvements to make it faster and more effective.
About 80% of Crossaig’s 160 employees are teleworkers, some very remote from the centre and some next door. How and if the company applies telework depends on the sort of contract. What skills are needed? How fast is the turnaround? What technology is involved?. How do the costs compare with traditional ways of working? Along with advanced technology and telecommunications, telework gives a cost and quality advantage over competition from countries with low labour costs.
TIM BLAXTER started life as a research scientist before realising that business and people were much more interesting. He spent two years helping universities in Scotland to start businesses before specialising in Total Quality as a management consultant. The move to Crossaig and electronic publishing has given him the chance to explore new methods of working in a sector full of change and amazing opportunity.
039 -
Margaret Beckett was born in Ashton-under-Lyne, Lancashire and attended Notre Dame High School, Manchester and Norwich. She was a student apprentice in Metallurgy at AEI Manchester and attended Manchester College of Science and Technology and John Dalton Polytechnic. She was an Experimental Officer at the University of Manchester before becoming a researcher for the Labour Party on Industrial Policy and being elected as member of parliament for Lincoln in 1974. From 1976 - 79 she was a minister in the Department of Education and from 1979-83 was Principal Researcher for Granada Television.
Margaret has been the member of parliament for Derby South since 1983 She had front bench responsibility for Social Security from 1984-89 and has since been Shadow Chief Secretary, Shadow Leader of the House, Deputy Leader of the Opposition, Shadow Secretary of State for Health and, on the death of John Smith, Leader of the Opposition. She is now Shadow President of the Board of Trade, a position she has held since October 1995.
Margaret is a long-standing member of the Labour Party National Executive Committee and has been a member of the Transport and General Workers Union for 29 years. She is also a member of the National Union of Journalists, BECTU, Fabial Society, CND, Anti-Apartheid Movement, Tribune Group, Socialist Education Committee, Labour Women’s Action Committee, Derby Co-op Party, Socialist Environment & Resources Association and Amnesty International.
041 - Technology Trends and the Revolution in Work Patterns
Philip Crawford, Managing Director, Oracle UK and Ireland
Philip Crawford joined Oracle in June 1995 as Managing Director of Oracle Corporation UK. He has overall responsibility for the strategic direction and growth of Oracle’s successful IT solutions and consultancy operation in the UK.
Prior to this, Philip was with Bull, initially in 1988 as director of Special Projects. In 1990, he was promoted to head up Bull’s System Integration division, where he was responsible for the strategic direction and profitability of a number of key business areas including: integrated solutions, software services, knowledge-based computing and document image processing.
In January 1993, Philip was appointed Managing Director, Bull Services. In this role he continued to direct Bull’s existing Professional Services and Systems Integration activities. In October 1993 he was appointed Managing Director and CEO of Bull UK and Ireland, confirming the company’s strong commitment to the services sector.
Before joining Bull, Philip spent six years with leading software house MSA (Management Science America) both in the USA and UK. There his responsibilities included advising major worldwide companies on project managing the implementation of manufacturing systems and logistics. Before this, he served as project manager and commercial manager for GKN Contractors Inc., which was followed by a term as materials director for GKN Automotive Components Inc.
Philip has an honours degree in metallurgy from Sheffield Polytechnic.
042 - Network technologies
Robin Hayman, Nautica Products Manager, Bay Networks
Robin Hayman joined the Watford, UK based access router development division of Bay Networks (formerly Scorpion Logic), in August 1995, bringing with him over ten years of experience of LAN internetworking. Robin’s role as Product Manager is to bring to market and promote the Nautica Series of ISDN, Frame Relay and leased line routers and bridges throughout Europe, Africa and the Middle East. Robin joined Bay Networks from Network Systems (NSC), where he held the position of LAN Internetworking Marketing Manager for Europe, Africa and the Middle East. Here, he was directly responsible for the conception and evolution of the company’s "SaffeSwitch" and "Total Internetworking" architectures and, with the company changing it’s emphasis from mainframe to LAN internetworking, oversaw the launch of NSC’s switching, routing, and bridging products and switching hubs from the company’s acquisition of Bytex, through a new direct sales channel.
From 1992 to 1994 Robin held a similar marketing position at General DataComm (GDC), again, with responsibilities for introducing LAN Internetworking products, into a traditional WAN company. Here he was responsible for devising GDC’S LAN Internetworking and LAN-to-ATM migration, working in conjunction with CrossComm, Grand Junction, Bytex and Paxdata. As a lone LAN internetworking "resource" during the early months of his stint with GDC, Robin presented at seminars in Australia, China, Thailand, Germany, Spain, France, Portugal, Austria and the UK.
In 1990, Robin joined Tricon Communications, initially as LAN Internetworking Support Manager, however, once more in the position of working for a company new to the LAN environment, he soon became involved in pre-sales and product marketing issues and responsibilities, working with the likes of CrossComm, Xyplex, Interlan, Accton and NAT. Prior to joining Tricom, Robin had held technical support positions with Racal Milgo (now Racal Datacom), for five years, where he worked alongside the Racalan business group and DPCE, a third party maintenance company, now part of the Granada group, where he worked for three years.
OUTLINE:
This presentation will outline the major business advantages to be gained for organisations planning to roll-out Intranet architectures in the immediate future.
The networking and remote access requirements from the remote workforce view-point will be explored, while the main body of the presentation deals with the potential pitfalls of the first time Intranet implementations; scaleability, management, security and the allocation of network addresses.
043 - Internet and Intranets
Basil Cousins, Executive Secretary, LondonLink
As a member of the CBI London Region Council, Basil has played a leading role in the development of the LondonLink Association and was recently appointed Executive Secretary. This is a multi-supplier user led initiative to connect electronically the public, private and voluntary sectors throughout London. It will bring major benefits to all involved and help maintain London as the global superhub. The project is making rapid progress and has completed the development of the first operational synchronised X500 directory in the world.
In the 1980’s Basil was Head of Software Engineering and Design within ICL Applied Systems Division. He Joined Rob Wilmot in the formation of X/Open, an international collaboration initially made up of AT&T, Bull, ICL, Siemens, Olivetti and Nixdorf. Subsequently virtually all the major computer suppliers became members. As Founder Chairman of the Technical Group, Basil was responsible for the production of the world’s first Portability Guide which became the model for XPG Series. He was then appointed Managing Director of UNIX Europe, jointly owned by AT&T and Olivetti, and subsequently became Head of Corporate Affairs at Olivetti.
044 - Changing work patterns in the UK
Bill Murray, Director, Small World Connections
Bill Murray is a director of Small World Connections (SWC) Ltd. Before founding SWC in 1992, Bill was the Head of Telecommunications Consultancy Division at the National Computing Centre (NCC). He first became involved in telework in 1990 when he advised the NCC on its implementation at their London office. He is the author of the 1992 "Teleworking in the UK" report and the 1993 "Telecommunications in the UK" survey. He has also carried out research into the development and viability of Telecottages and Business Centres in the UK. He continues to be involved with a number of innovative national research and development projects in Telematics with an emphasis on end-user involvement and awareness raising. These include the Kington Connected Community Initiative (a telecentre and telework project), setting up a telecentre in Styal Prison and an rural telework scheme aimed at young people.
Bill acts as a technical adviser and researcher on telework and telecommunications topics to major seminar, conference and exhibition organisations. He has recently set up a Telecommuters Users Forum - a corporate telework implementors discussion group. He is also an evaluator for the European Commission on telematics projects.
OUTLINE:
The presentation will describe the major results of the Telework in the UK Survey - 1996. In particular this will include:
· The aims and objectives and approach taken
· Definitions used
· The prevalence of telework
· Why companies introduce telework
· Who are the teleworkers
· The advantages and disadvantages of telework - as seen by teleworking companies and non teleworking companies
· Strategies used to overcome some of the disadvantages of telework
· A description of some of the case studies investigated ranging from life assurance companies, high street banks, communications companies
· Analysis and comparison of the case studies
· Costs of telework.
Jill Mortimer, Research Advisor, Local Government Management Board
Jill Mortimer works as an equalities issues adviser for the Local Government Management Board (LGMB) which negotiates national terms and conditions for local authority employees, and provides advice and support on good practice to local government in England and Wales. She coordinates the LGMB’s future of work programme. This includes analysis of the changing local authority labour force and the incidence of ‘non-standard’ working patterns in comparison with the wider economy; trends within local authority employment policies on flexibility; issues in managing a flexible workforce; the cost benefits of using temporary contracts; as well as work on the information and other support requirements of location independent workers.
OUTLINE:
The presentation will firstly set the context for the introduction of telework, with a brief outline of the main issues currently confronting local authorities as key providers of public services to their communities. Analyses from the Cranet-E survey will be provided, which compare the incidence of telework in local authorities and the wider economy. Finally Jill will present a number of case studies, indicative of some of the ways in which telework can enhance local authorities’ role, both as service providers and employers.
046 - The Redistribution of Work
Peter Thomson, Chairman, Future Work Forum at Henley Management College
Peter graduated as an Electrical Engineer and joined Rank Xerox where he worked in the Training and Personnel functions. He joined Digital in the UK in 1973 and worked with them for 18 years during which he was North European Personnel Manager, UK Personnel Director, Director of Organisation Development and Director of Consultant Relations. In 1991 Peter left Digital to form his own consultancy focusing on Organisational Change with an emphasis on the impact of Information Technology on working practices. He regularly lectures on the topic of telework and advises a variety of clients on the introduction and management of flexible working practices.
Peter is the founder Chairman of the Future Work Forum at the Henley Research Centre which aims to promote the understanding of organisational, managerial and social changes caused by the impact of IT on the workplace. He is also the Vice-Chairman of the Telework Special Interest Group funded by the DTI and is the Chief Executive of the UK Telework Platform which has been formed to bring together organisations with a common interest in the promotion of telework.
047 - Telework for urban renewal
Dave Carter, Principal Economic Development Office, Manchester City Council,
Dave Carter is Principal Economic Development Officer in the Economic Initiatives Group of the Chief Executive's Department at Manchester City Council. He is responsible for technology policy focusing on new information and communications technologies (telematics) and their role in supporting economic regeneration and related social and cultural initiatives in the urban context. This also involves responsibility for European networking, including Manchester's role as President of the Telecities network, which currently involves 80 cities across Europe. Telecities is part of the European Digital Cities Partnership which receives support from the European Commission as a major support action under the European Union's Fourth Framework Programme. Within the Telecities network Manchester City Council is also the coordinator of the Telework Working Group.
Prior to this Dave was Technology Officer, responsible for the City's Economic Development Department's Technology Development Strategy, including the launch in 1991 of the Manchester Host, the UK's first public access integrated computer communications and information system offering email (X400 and UUCP), bulletin board systems and on-line databases. He previously conducted research on labour markets, employment trends and the social impact of economic restructuring for at Manchester University School of Geography, and was Transport and General Workers Union (TGWU) secondee to MERG, (Manchester Employment Research Group )a trade union resource centre providing information, advice and technical support to social partners in the North West.
OUTLINE:
This contribution aims to highlight the strategic importance of exploiting the opportunities offered to cities by new information and communications technologies (ICTs or 'telematics') to support economic regeneration and urban development. It aims to identify ways in which the applications and services being developed using advanced ICTs/telematics can meet the economic, social and cultural needs of users more effectively. It focuses on three key themes:
1. the need for universal access to applications and services, including the right to develop content;
2. support for cultural and linguistic diversity at all levels;
3. the importance of harnessing the dynamism of innovative solutions to achieving economic, social and cultural development;
which are all seen as essential prerequisites for enabling the benefits of the development of the 'information society' to be maximised at a local level.
048 - Videoconferencing for Remote Workers
Iain McKeracher, Chairman, European Teleconferencing Federation
Commencing with a three year apprenticeship in Electrical and Electronic Engineering, Iain spent 12 years in the Royal Air Force involved in avionics in fighter and bomber fixed wing aircraft and search and rescue helicopters. At the age of 30 Iain left the Air Force and entered industry. He worked as a telecommunications systems engineer and as a telecommunications consultant before moving into sales and product marketing.
In 1989 Iain became the managing director of a new company, DCE Video Communications, which was the exclusive distributor of the US Picture Tel Corporation. In just 12 months Iain and his team took over leadership of the UK market from British Telecom. PictureTel noticed this success and decided to purchase DCE Video Communications and use Iain and his team as the nucleus of PictureTel’s new European headquarters. Iain joined PictureTel as Distribution Director with responsibility for PictureTel’s business through "indirect channels" in Europe, the Middle East and Africa.
In early 1995 Iain left PictureTel and set up MultiMedia and TeleConferencing Solutions (MaTS), a division of ATS TechniRent Ltd. In early 1996 Iain led a successful management ‘buy out’ of the MaTS division, forming it into an autonomous limited company. Iain is a member of the Board of IT CERES, advising on Distance Learning, at Southampton University.
Iain is the current chairman of the European Teleconferencing Federation (ETF) which binds together and represents, users, manufacturers, suppliers, consultants and students interested in the development of the TeleConferencing market.
049 - Holding meetings without the hassle
Karen Usher, Videoconferencing Specialist, Nat West Bank
Karen Usher graduated in electronic engineering and spent several years in the broadcast industry before joining the IT department of NatWest in 1990. She had been involved in videoconferencing in the Bank ever since, working with a range of equipment from desktop units to installations in lecture theatres. She acts as an internal consultant on any matters relating to videoconferencing technology, from assistance to end-users in defining their requirements and selecting equipment, to advising internal policy committees on standardisation issues.
TALK OUTLINE:
A short `history’ of videoconferencing in NatWest to illustrate the decrease in cost and proliferation of equipment over the last few years. The talk describes different applications within the Bank. This is all completely non-technical. A section at the end of the talk describes the way NatWest videoconferencing facilities are set up in very basic technical terms.
050 - Implementing a Teleworking Programme
Michael Gottlieb, Business Systems Consultant, Mercury Communications
Michael has a BSc Honours Degree in Computer Science and Business Administration. He has been in the Computing Industry for the last twelve years of which the last seven have been in Telecommunications. Much of the work he has done has been as a consultant - either to external clients or internal customers. He ran his own business offering computer consultancy to small businesses prior to joining Mercury Communications four and a half years ago. He
is currently working on a business process re-engineering project within Mercury. Previous employers include IBM, Seam and BT. Michael has been interested in telework for the last thirteen years and is a member of the Telecottage Association. Interests include: Teleworking as a career and as a lifestyle!; Creative Writing; Cinema.
Michael is in the middle of doing a City and Guilds course in C++ programming to maintain his technical skills.
OUTLINE:
"Learning from a Pilot Experience"
· Introduction
· Agenda
· Informal Pilot
· Formal Pilot
· Infrastructure
· Feedback - benefits
- drawbacks
- other factors
· Informal end to the formal pilot
· Lessons learnt and conclusions
· In Mercury now
051 - Running a pilot
Mary Lowten, Personnel Manager, Hertfordshire County Council
A personnel manager with Hertfordshire County Council, who project manages the council’s Workwise initiative. She is a Fellow of the Institute of Personnel and Development with over twenty years experience in personnel management in both public and private sectors.
OUTLINE:
Integrating a pilot into existing employment practices
· Background to Workwise
· The Pilot
· Implementation issues:
Þ consultation process
Þ contractual changes
Þ organisation change
Þ travel allowances
Þ communications
· Learning points
052 - How telework can save energy
Andrew Wright, Research Scientist, EA Technology Ltd.
After a degree in Applied Maths, Andrew did a PhD in the thermal simulation of buildings. Subsequently he worked at Newcastle University and in a building design practice on various aspects of energy use in buildings and building simulation. He has always had a keen personal interest in the environment, particularly transport, and since joining EA Technology has worked on projects concerning both the environment and building energy. EA Technology, located near Cheshire, specialises in the development of improved, more efficient and environmentally acceptable processes and equipment for use within industry, commerce and the home. It is also responsible for the Farm Energy Centre in Warwickshire. Originally part of the Electricity Council, it is now an independent limited company.
OUTLINE:
The talk will describe a study into the effects on the environment of teleworking by office workers. It is based on a study of a group of office workers, combined with estimates of the effects at national level for the `average’ office worker. Results are in terms of energy use and pollution for office, home and commuter travel per `homeworking day’. For the average office worker, telework results in large reductions in energy and pollution, with CO2 savings of the order of 10kg/homeworking day.
053 - Relieving traffic congestion
Pat Mokhtarian, Department of Civil and Environmental Engineering, University of California
Patricia L. Mokhtarian joined University of California in 1990 after nine years in regional planning and consulting in Southern California. She has been studying the impacts of telecommunications technology on travel behaviour, land use, and the environment since 1982, and has written or co-authored more than 40 journal articles and reports in that area. Recent studies focus on modeling the individual decision to telecommute, implementing and evaluating the institutional viability and transportation effectiveness of telecommuting centres, modeling the air quality impacts of telecommuting, and analysing the travel and communications impacts of advanced telecommunications capabilities to residences and small businesses. Other research interests include travel behaviour and travel demand forecasting in general, and transportation/land use interaction. She obtained her Ph.D. in Operations Research from Northwestern University in 1981.
Professor Mokhtarian is the founding chair of both the national Telecommuting Advisory Council and the Committee on Telecommunications and Travel Behaviour of the Transportation Research Board. She recently served on the National Academy of Sciences Committee to Study Technology and Telecommuting, and advised the Congressional Office of Technology Assessment regarding the impact of wireless communications on mobility. She has given numerous presentations on telecommuting and telecommunications planning in classroom and professional society meeting settings throughout the United States and abroad. She has presented or prepared testimony on telecommunications planning issues to the State Legislatures of California and Washington; to the California Energy Commission; and to the Los Angeles City Council.
OUTLINE:
A multiplicative model is proposed as a framework for examining the current state of knowledge in forecasting the demand for telecommuting and the resulting transportation impacts. A running illustrative example (containing a base and a future case) is developed, using plausible values for each factor in the model. The base case suggests that 6.1% of the workforce may be currently telecommuting (at least in California), 1.2 days a week on average, with the result that 1.5% of the workforce may be telecommuting on any given day. It is estimated that the vehicle-miles eliminated by this level of telecommuting constitute at most 1.1% of total household vehicle travel. When the limited knowledge about potential stimulation effects of telecommuting is incorporated, it is estimated that the net reduction falls to at most 0.7% of household travel. Reductions in the future could be smaller as commute distances of telecommuters fall closer to the average and as the stimulation effect grows. In any event it is likely that, due to counteracting forces, the aggregate travel impacts will remain relatively flat well into the future, even if the amount of telecommuting increases considerably.
054 - European Multinationals' IT for Remote Working
John Davison, Senior Consultant, Ovum
John Davison has ten years of telecommunications marketing and consultancy experience. John joined Ovum in February 1995 from BT where he had worked as a Marketing Strategist since 1991. Prior to joining BT, John spent five years as a consultant with Logica, analysing and forecasting the European telecommunications marketplace and
performing consultancy studies for telecommunications suppliers. His special areas of interest are the development of networked multimedia applications and remote working
OUTLINE:
Each year Ovum conducts a programme of detailed research with a panel of telecommunications managers from 100 of the top European multinationals. This presentation covers the results of a study conducted in mid-1996, looking at the support of remote working and access to corporate data. The study addresses users' plans and expectations, as well as technical and management issues for both fixed and mobile remote
access.
055 - Trade Unions and the Changing World of Work
Bill Callaghan, Head of Economic & Social Affairs, TUC
William Henry (Bill) Callaghan became head of the TUC’s Economic and Social Affairs Department in April 1994. He joined the TUC as an economic researcher in 1971 and became head of the then Economic Department in December 1977.
He has contributed to a wide range of TUC work and was responsible for the July 1995 Conference Arguments for a National Minimum Wage. He was Secretary to the Human Resource Management Task Group which reported to the 1994 Congress and continues as secretary of the Task Groups on Full Employment and Stakeholding. He is also secretary of the Public Services Forum.
Bill Callaghan is chair of the Labour Market Statistics Users Group. He represents the TUC on the board of Business in The Community and is also a member of the National Forum of Common Purpose. He also serves on the Board of the Basic Skills Agency and the Research Programmes Board of the Economic and Social Research Council. He is a frequent contributor to the work of the ETUC Economic Committee and to the Trade Union Advisory Committee to the OECD.
Bill Callaghan was born in Burnt Oak in London in 1948 and was educated at Orange Hill Grammar School and then at S. John’s College, Oxford where he gained a BA degree in Philosophy, Politics and Economics in 1969. In 1970 he gained an MA in Economics from the University of Kent at Canterbury.
Bill Callaghan lives in Kingston with his partner and son and enjoys spending time with his family. His main leisure activity is sailing.
056 - The New Industrial Revolution - Impact on Work and Society
Sir Michael Heron, Chairman, The Post Office
Mike Heron was born in Welling, Kent in 1934 and educated at St. Joseph’s Academy, Blackheath before gaining an MA in History at New College Oxford. After joining BOCM Ltd. (a subsidiary of Unilever) in 1958 as a management trainee, he progressed to Marketing and Feeds Director of BOCM Silcock Limited in 1974. Chairmanship of Batchelors Foods Limited followed in 1978 and he then became deputy coordinator for Unilever Food and Drinks businesses in 1982. In 1986 he joined the Boards of Unilever Plc and NV with the responsibilities for the UK and Ireland and the Paper and Plastics businesses. Subsequently his responsibilities encompassed Continental Europe and latterly this Personnel function for Unilever world-wide.
Mike Heron’s outside interests have focused on education, training and business responsibilities to the community. As a deputy chairman of Business in the Community, he has taken a lead in forging education business partnerships. Within the CBI he has participated in many of their initiatives in the area of education and training and industry/school links. As a member of the Governing Body of Douai Abbey School he is furthering his commitment to the young people of this country. As Chairman of the Council of the Medical School at St. George’s, Mike Heron brings total commitment and caring for the betterment of our health service and those people within it who are fundamental to its future.
When time permits, Mike is an avid rugby football watcher - his playing days were curtailed by age and the needs, successfully, for hip replacements. His two sons and daughter are themselves all involved in the nursing profession, and he and his wife Celia are now well-proven grandparents.
From 1 January 1993 Mike Heron became Chairman of The Post Office. He is also keen to devote more time, than has been available to him in the past, to his work for the community.
On 1 October 1993 he was appointed Chairman of the National Council of Vocational Qualifications (NCVQ). In January 1996 he was made a Knight of the BE.
057 - Moving telephone response work out of the office
Roy Guthrie, GCS, Chairman Telecottage Association
Roy Guthrie is Chairman of the TCA (The Telework, Telecentre, Telecottage Association) and is founder and Chairman of the Scottish Teleworking Association and Managing Director of Telegence/GCS.
Telegence have recently opened a telecentre in Grangemouth, Central Scotland offering telephone support/telesales and customer care services for companies who want to outsource this part of their non-core business or to pilot new products or campaigns. The new telecentre has an in-house training suite for training call centre agents and teleworkers. The company is also targeting companies in Canada and the USA, offering potential inward investors an easy step into the European market by providing a managed customer and sales support service.
058 - Effective Management at a Distance
Kevan Hall, Managing Director, CIBS
Kevan Hall has followed a varied business career with senior management experience in international Human Resource management, Manufacturing line management and Strategic and Sales Planning. As Director of Training and Education for Mars, Incorporated in Europe, and living in Strasbourg, he was responsible for Core Management and Corporate Culture Training for all Mars businesses from Scandinavia to Greece and Ireland to Vladivostock. Since establishing CIBS UK he has worked extensively with global organisations in two main areas, Managing cultural differences and a unique "Remote management" programme.
He has consulted and trained on these issues in Europe, Asia and the Americas with clients including ABB, Motorola, Hewlett Packard, Shell, American Express, Pilkington, BT, Citicorp and ICL.
OUTLINE :
For the last three years Global Integration has been working around the world with organisations and individuals who work across barriers caused by distance, culture, time and technology. In work with clients including Motorola, Hewlett Packard, ABB, Coca Cola and others, three major dilemmas have been identified which are faced by international organisations and which appear to occur in some form in all remote organisations:
· the need to create community
· the need to manage activity
· the need to integrate the global and the local
An added complexity is that international managers often experience high levels of personal travel and have to manage through communication technologies rather than in the familiar face-to-face environment. In the domestic telework field, surveys consistently emphasise two of these dilemmas: Creating Community and Managing Activity. The major advantages for employers are seen as activity based - productivity improvements, cost savings and more effective use of facilities. These are often the drivers for flexible working experiments. The major disadvantages for employees tend to be in the area of community - isolation, visibility and sense of belonging. These have received much less attention.
059 - Involving and motivating remote employees
Geoff Preston, IT Consultant, ex Britannia Building Society
After graduating from London University with a degree in engineering, Geoff worked for NCR as a computer programmer assisting customers in post sales support. He then moved to ICL as a systems analyst and spent four years in their Internal Data Processing department at West Gorton, Manchester as part of a team implementing a production control system. Between 1970 and 1973 Geoff worked as a systems analyst for the East African Railways, Nairobi where he designed and implemented an accounts system on an ICL 1904.
On returning to the UK he joined the Britannia Building Society as Systems Manager holding several positions until appointed Computer Services Manager and continued in the position until 1992 when he took early retirement. He was project manager for several large projects including the installation of a branch passbook updating system which linked 250 branches to the Head Office mainframe over an wide area network. In 1994 the Britannia decided to run a pilot telework project and Geoff was appointed as Project Manager.
OUTLINE:
One of the biggest obstacles to successful full time telework is that Management must change the method of involving and motivating remote workers. In the typical office many processes are closely managed, and when managing remotely many of these functions must be formalised:-
· work must be measured and issued in larger batches
· monitoring of quantity, quality and timeliness must be formalised
· targets must be set which are easily understood and measurable
· regular communication between Manager and teleworker is required and team members must meet and communicate regularly
· crisis and problem resolution procedures must be in place
· the manager must trust the teleworker and the teleworker must trust the manager
· training must be formalised and career developments planned
060 - Hotdesking, Hotelling and Drop-in Centres
Chris Legg, Consultant to American Express
061 - Effective space use in the flexible organisation
Ashley Dabson, UK Property Manager, Digital Equipment Co. Ltd.
UK Property Manager, Digital Equipment Company Limited. Responsible for the management of a 2 million sq.ft. portfolio, only half of which is now needed for operational purposes. This operational portfolio is being fundamentally re-configured to reflect the different working styles enabled by information technology. The non-operational portfolio is being vigorously reduced by the adoption of an aggressive exit strategy.
Ashley has a keen interest in planning, change management and client service. Prior to joining Digital he held various appointments in both the private and public sectors. His career in the field of operational property management started with winning a Fulbright Scholarship to research the field at the Massachusetts Institute of Technology. He holds an MSc and a PhD from the University of Strathclyde and is also a Fellow of the RICS and RTPI.
062 - Disaster Recovery
Mick Williams, Sales and Marketing Director, CAP-RS
Mick Williams is an IT professional with near 30 years experience. For the last 14 years Mick has worked exclusively in the Contingency Planning/Business. Continuity field, initially as a consultant.
Mick joined CAP-RS when it was formed in 1988 and is responsible for Sales and Marketing activities which includes product development. He has worked with many organisations who have suffered disasters and has first hand experience of how companies have reacted to the unexpected challenges they faced. His experience was further enhanced this year when CAP-RS suffered a disaster at one of its Recovery Centres as a consequence of the South Quay Plaza bomb.
OUTLINE:
Disaster recovery and security - minimising the risk
In my presentation I shall be covering the following areas:-
* Determining the most appropriate approach
* The importance of documented plans and testing
* The CAP-RS experience of disasters
* What the third party market offers
* Trends in recovery approaches
* In each area `flexible working’ will be the theme
063 - Information Security
Chris Hook, Independent Consultant, Computer Security Awareness
Chris Hook has had extensive experience within the computer industry over the past thirty five years, designing, managing, auditing, and advising on the security of, commercial computer systems. For nine years he was a Managing Consultant with the National Computing Centre. He is now an independent consultant (Computer Security Awareness) specialising in running staff IT security awareness training programmes, and advising organisations on IT security policies and standards.
He is an experienced speaker on computer security and has been interviewed on the subject many times on both radio and television. He delivered the opening Keynote speech at Compsec ‘94, and at the invitation of the Institution of Electrical Engineers has been delivering the prestigious Sylvanus P Thompson lecture, on the subject of `The Cost of Computer Crime’, at centres throughout the United Kingdom and Europe for the past two years.
Chris is a Member of the British Computer Society, an Associate of the Chartered Institute of Bankers, and a Fellow of the Royal Society for Arts.
OUTLINE:
Sensationalist press reports indicate that all is doom and gloom in the world of information security, but what is the true picture? The speaker will examine some trends revealed by the latest Information Security Breaches Survey, sponsored by the DTI, NCC, ICL and ITSEC, and illustrate his talk with some of the case studies collected. He will then look at some of the most likely threats to affect home and telecottage workers (such as virus infections, power failures, theft and hacking), and discuss how they can be prevented, or their impacts reduced.
064 - Telework and the Law
Ian Walden, Director, Computer Related Crime Research Centre, QMW College, University of London
Dr. Ian Walden is the Tarlo Lyons Senior Research Fellow in Information Technology Law in the Centre for Commercial Law Studies, Queen Mary and Westfield College, University of London, and Director of QMWs Computer-Related Crime Research Centre. He joined the Centre in 1992 and is jointly responsible for the University of London LLM courses in Information Technology Law, Electronic Banking Law and Telecommunications Law. He is editor of EDI and the Law (1989) and joint editor of Information Technology and the Law (1990), EDI Audit and Control (1993) and Cross-border Electronic Banking (1995). Ian is Vice-Chair of the Electronic Commerce Association’s Legal Advisory Group and a member of the European Commission’s Legal Advisory Board. He is involved in a number of IT law projects for the World Bank and the European Commission, and is a legal advisor to London solicitors, Tarlo Lyons.
065 - Health & Safety regulations for remote workers
Linda Goldman, Barrister
Linda Goldman has degrees in dentistry and law as well as diplomas in psychology, criminology and forensic odontology.
She is a barrister in a common-law chambers at 7 Stone Buildi