Mobile teleworking – Equipped with a laptop and mobile phone, you can telework almost anywhere – e.g. on a train, in a hotel or parked by a road. Wireless Fidelity Network (WiFi) ‘hotspots’ are also a growing phenomenon, enabling laptop users to connect to the internet with ease.

Home/garden offices – Many teleworkers convert a spare room at home into an office, equipped with computer, internet connection, desk, adjustable chair and storage space. If a complete room is not available, an ‘office’ can be located in a bedroom, living room or dining room. Garden offices are another option – these provide a separate workspace and, in many cases, do not require planning permission.

Serviced offices – Small businesses and companies covering a wide geographical range sometimes rent serviced offices for their staff to use. Serviced offices can usually be hired by the hour, day or week. Staff ‘to rent’ are usually available for reception duties, photocopying, mailing and other tasks.

Touchdown space and desk-sharing – Businesses with numerous teleworkers sometimes provide ‘touchdown’ space for them when they drop in at their company’s offices. As well as desk space, touchdown areas usually provide (wireless) connections for high-speed data communication, power points, meeting space, informal shared working areas, secretarial services, stationery supplies, printing facilities and coffee docks.

Virtual companies – Some companies choose not to have a centralised office at all. Although this can be a lot easier to do at the start-up phase, there are a number of examples, particularly in the professional services area (law, accountancy, PR and marketing etc.), where businesses have converted to a network of home-based staff.

• Investment in equipment/services (e.g. to enable communication between teleworkers and company IT systems)
• Investment in introducing a result-oriented performance management system
• A need for new techniques aimed at promoting internal communication and team-building, and for delivery of training
• A need to draft new policies/procedures covering topics ranging from working hours to health and safety training
• personal support, (e.g. measures to ensure the teleworkers does not become isolated)
• expenses and allowances (e.g. for home heating and lighting) and additional travel

• reduced staff/office costs
• reduced sick leave/absenteeism
• increased business efficiency/productivity
• increased business resilience to transport strikes, severe weather conditions, etc.
• improved ability to attract/retain staff
• improved work-life balance for staff and reduced stress related to commuting and workloads
• improved attractiveness to staff of working short/split shifts needed to cover peak workflows
• opportunities for staff to combine work with disability, caring responsibilities or illness

• A comprehensive guide to teleworking: www.energysavingtrust.org.uk
• DTI teleworking guidelines, for advice on issues to consider when implementing teleworking, visit: www.berr.gov.uk/files/file27456.pdf
• Health and Safety Executive, for information and advice on the health and safety aspects of teleworking, visit: www.hse.gov.uk 
• Telework Association, this is Europe’s largest organisation dedicated to the promotion of teleworking, visit: www.telework.org.uk