Oracle Flex Office

1. Oracle Flex Office Joseph Gumina Vice President, International Real Estate January 25, 2010

2. Flex Office – What is it? • Flex office – Consists of various work styles • Dedicated - assigned workspaces • Desk Sharing/Hoteling – unassigned workspaces • Telecommuting/Work from Home – work remotely

3. Flex Office – Why? • Mobile workforce, frequently out of office • Insufficient space to accommodate growth • Shortage of suitable expansion space • Increasing rents and opex for office space • Downsizing underutilized, costly facilities • Derive more utility from space and workstations • Increase agility to accommodate growth • Delay expansion/construction • Reduce parking requirements • Technology makes it possible Workspace no longer 4 walls and access point – now includes laptops, PDAs, Smartphones, iPhones, Blackberries, MFDs, homes, customer sites, hotels, planes, trains, cars, Starbucks, etc. Objective: Use facilities more efficiently/cost effectively, reduce idle time, leverage technology, streamline workspaces to job functions.

4. Flex Office – Who? • Some employees in only few hours daily • Some employees in and out constantly • Some employees away for long periods of time • Some employees never in office or no need to be • Reasons for employees out of office: • Customer sites • Business trips • Conferences/seminars • Off-site training • Vacations • Sick days Meanwhile, rent/opex continues 24/7, occupied or not Objective: Minimize space requirement & costs, maximize utilization

5. Flex Office – Who Cannot? • Desk-bound jobs, tied to desks • Little or no travel, seldom out • Have confidential, proprietary, or sensitive information • Senior executives

6. Flex Office – Telecommuting/Work from Home • No assigned space or office phone number • Work partially or solely from home or non-office locations • Based on distance • Based on job function • High level of autonomy, quiet concentration desired • Minimal supervision required • Minimal client/customer/peer interaction • Minimal use of office based files/applications/resources • High volume of international concalls outside normal hours • Need Manager approval • Need established work schedule • Need identifiable/measurable performance objectives

7. Flex Office – Telecommuting/Work from Home • Furniture & equipment standard or allowance • Supplies provision • Must be proven performer and strongly committed to work • Improves space utilization/efficiency, reduces costs • Reduces parking requirements/shortfalls • Improves work/life balance Issues: Management acceptance, work distractions, lost teamwork/synergy/camaraderie, sense of disconnection, change in work habits, small homes/apartments, lack of adequate workspace, no broadband access, legal liabilities/risk management, furniture & equipment provision and cost, etc.)

8. Flex Office – Desk Sharing/Hoteling • Based on job function or title • Based on time in/out of office • Pre-established sharing ratio (flexible) • Base minimum provisions required • Improves space utilization/efficiency, reduces costs • Reduces parking requirements/shortfalls • Issues: Change in work habits, learn new work style, loss of status, de-motivating, demoralizing in the face of increased workloads, shortages of workstations in peak periods, non-supportive managers, etc.

9. Flex Office – Does it work? Yes – Employees always coming and going Everyday examples follow same concept: Restaurants – Limited tables. Diners come in, diners leave. Tables turned continuously. Rental Cars – Limited cars. Someone picks up, someone drops off. Cars used continuously. Hotels – Limited rooms. Someone checks in, someone checks out. Rooms turned up to 30 times per month. Why not offices? – Employees coming and going constantly, just like hotels - limited “rooms” (i.e. workstations) accommodate many “guests (i.e. employees) - hence the name “hoteling”. Why dedicate costly space/workstations to employees frequently out?

10. Flex Office – Does it work? • Even in traditional offices - conference/meeting rooms are based on “sharing/hoteling” concept: • Employees don’t have dedicated meeting rooms. • Employees don’t have continuous meetings. Even during peaks, meetings always ending and beginning. • Few meeting rooms accommodate all employees. • Sharing/hoteling plays the odds. • Important to sell management on concept, and “before/after” facility cost allocations.

11. Flex Office – Essentials,Guidelines, Policies • Can be as simple or complex as desired, but basic requirements: • Reservation system or grab any available seat from Flex Office pool • Convenient, specific location in office – general or LOB specific, near copiers, meeting rooms, kitchens, key LOBs) • Promotional/directional signage • Adequate sized, properly configured workspace – offices, cubes, carrels/bench seats • Increased “huddle” rooms

12. Flex Office – Essentials,Guidelines, Policies • Laptops • VOIP or cell phones • Electrical/network connections or wireless • Personal storage lockers • Individual mail slots • Essential office supplies • Daily inspection/cleaning of workstations • Ergonomic chairs • Executive support/buy-in • Communications • Ongoing monitoring/refinement

13. Flex Office - Metrics Criteria for desk-sharing • Job function specific • Days per month in office (from security system reports) 12 -15 - assigned space 3 -11 - desk sharing/hoteling 0 - 3 - remote/work from home • % per month of space utilization (from “bed checks”) 61 - 100% - assigned space 0 - 60% - desk sharing/hotels • Ratios of employees to workstations variable, depends on employee acceptance, job type, frequency/length of time in office Start low, increase ratios as appropriate 2:1 to 3:1 - sales 4:1 to unlimited – consulting • Management mandate

14. Streamlined workstation: Analyst, support services Front office, sales, consulting

15. Santiago before

16. Santiago after

17. Mexico City before

18. Mexico City after

19. Sao Paulo before

20. Sao Paulo after

21. Caracas new office

26. Q & A