No Back to the Office at UBS
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The transition to a new working culture at UBS is well underway as many employees adopt agile working methods, while others gain total freedom.
Around 10,000 – or one in ten – employees at Switzerland’s largest bank now work according to agile working methods, the bank said in its earnings release Tuesday.
Agile, which is often used in software development where product cycles are short and requirements for a solution can change quickly, has the objective of making teams more efficient and flexible. It is central to CEO Ralph Hamers’ grand plan to foster a culture of engineers at UBS.
Flexibility is also a priority when it comes to the bank’s working arrangements: In the USA, the bank is offering certain employees the possibility to work completely from their home office, while continuing to support hybrid working methods in other locations.
In Swiss banking, a 40 to 60 percent rule for remote working could become the new standard, and one adopted by Credit Suisse last month.
Questions & Answers
Q.What proportion of UBS employees currently use agile working methods?
What proportion of UBS employees currently use agile working methods?
Around 10,000 employees, which represents one in ten of the workforce at UBS, currently work using agile methods. This transition is part of a new working culture at the bank.
Q.What is the main purpose of adopting agile working methods at UBS?
What is the main purpose of adopting agile working methods at UBS?
The objective of agile working methods is to make teams more efficient and flexible. This approach is central to CEO Ralph Hamers' strategy to foster a culture of engineers within UBS.
Q.How is UBS addressing flexible working arrangements for its employees in different regions?
How is UBS addressing flexible working arrangements for its employees in different regions?
In the USA, some employees can work entirely from home, while hybrid working is still supported elsewhere. In Switzerland, a 40 to 60 percent remote working rule might become standard.
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