Latest news with #InternationalWorkplaceGroup
Yahoo
25-05-2025
- Business
- Yahoo
International Workplace Group plc's (LON:IWG) market cap dropped UK£115m last week; individual investors who hold 37% were hit as were institutions
International Workplace Group's significant individual investors ownership suggests that the key decisions are influenced by shareholders from the larger public A total of 7 investors have a majority stake in the company with 50% ownership Insiders have bought recently Our free stock report includes 2 warning signs investors should be aware of before investing in International Workplace Group. Read for free now. Every investor in International Workplace Group plc (LON:IWG) should be aware of the most powerful shareholder groups. The group holding the most number of shares in the company, around 37% to be precise, is individual investors. That is, the group stands to benefit the most if the stock rises (or lose the most if there is a downturn). While the holdings of individual investors took a hit after last week's 5.8% price drop, institutions with their 28% holdings also suffered. Let's delve deeper into each type of owner of International Workplace Group, beginning with the chart below. View our latest analysis for International Workplace Group Many institutions measure their performance against an index that approximates the local market. So they usually pay more attention to companies that are included in major indices. We can see that International Workplace Group does have institutional investors; and they hold a good portion of the company's stock. This can indicate that the company has a certain degree of credibility in the investment community. However, it is best to be wary of relying on the supposed validation that comes with institutional investors. They too, get it wrong sometimes. It is not uncommon to see a big share price drop if two large institutional investors try to sell out of a stock at the same time. So it is worth checking the past earnings trajectory of International Workplace Group, (below). Of course, keep in mind that there are other factors to consider, too. It looks like hedge funds own 9.6% of International Workplace Group shares. That catches my attention because hedge funds sometimes try to influence management, or bring about changes that will create near term value for shareholders. The company's CEO Mark Dixon is the largest shareholder with 25% of shares outstanding. Toscafund Limited is the second largest shareholder owning 9.6% of common stock, and Lancaster Investment Management LLP holds about 4.5% of the company stock. On further inspection, we found that more than half the company's shares are owned by the top 7 shareholders, suggesting that the interests of the larger shareholders are balanced out to an extent by the smaller ones. Researching institutional ownership is a good way to gauge and filter a stock's expected performance. The same can be achieved by studying analyst sentiments. There are plenty of analysts covering the stock, so it might be worth seeing what they are forecasting, too. While the precise definition of an insider can be subjective, almost everyone considers board members to be insiders. The company management answer to the board and the latter should represent the interests of shareholders. Notably, sometimes top-level managers are on the board themselves. Most consider insider ownership a positive because it can indicate the board is well aligned with other shareholders. However, on some occasions too much power is concentrated within this group. It seems insiders own a significant proportion of International Workplace Group plc. Insiders own UK£457m worth of shares in the UK£1.8b company. That's quite meaningful. Most would be pleased to see the board is investing alongside them. You may wish to access this free chart showing recent trading by insiders. The general public, who are usually individual investors, hold a 37% stake in International Workplace Group. This size of ownership, while considerable, may not be enough to change company policy if the decision is not in sync with other large shareholders. While it is well worth considering the different groups that own a company, there are other factors that are even more important. Consider for instance, the ever-present spectre of investment risk. We've identified 2 warning signs with International Workplace Group (at least 1 which is potentially serious) , and understanding them should be part of your investment process. If you would prefer discover what analysts are predicting in terms of future growth, do not miss this free report on analyst forecasts. NB: Figures in this article are calculated using data from the last twelve months, which refer to the 12-month period ending on the last date of the month the financial statement is dated. This may not be consistent with full year annual report figures. Have feedback on this article? Concerned about the content? Get in touch with us directly. Alternatively, email editorial-team (at) article by Simply Wall St is general in nature. We provide commentary based on historical data and analyst forecasts only using an unbiased methodology and our articles are not intended to be financial advice. It does not constitute a recommendation to buy or sell any stock, and does not take account of your objectives, or your financial situation. We aim to bring you long-term focused analysis driven by fundamental data. Note that our analysis may not factor in the latest price-sensitive company announcements or qualitative material. Simply Wall St has no position in any stocks mentioned.
Forbes
22-05-2025
- Business
- Forbes
Where Company Culture Thrives Beyond the Office
For decades, we treated office space as the default builder of company culture. We relied on proximity, physical cues, and accidental interactions to do the work of connection. But culture by osmosis doesn't scale—and it certainly doesn't travel. The pandemic proved what some already suspected: we can work effectively without sitting together. But it also surfaced the deeper truth. If culture isn't built into the building, it must be built into the work. That shift—from office-dependent to intentionally designed culture—is the transformation leaders now face. Culture is not where we sit. It's how we show up. And companies can no longer confuse floorplans with values. The first step is to recognize that most assumptions about in-person culture were never universal. Not everyone benefited from hallway chats or open office serendipity. Not everyone felt included or seen. As Mark Dixon, founder and CEO of International Workplace Group, said in our conversation on The Future of Less Work podcast about the many people in large office buildings: If you've ever worked in a global organization from anywhere other than the headquarters, you've probably felt this. Maybe you had to travel to HQ just to feel part of things. Or maybe you found yourself on countless conference calls, trying to contribute from afar while others shared eye contact and informal cues in a conference room. Trust, visibility, influence—none of it flows naturally when you're not in the room. When you stop treating the office as your culture engine, you start asking better questions. What actually builds connection, meaning, and commitment? Who gets included or excluded in how we do things? And how do we design culture that travels with people, wherever they go? Culture doesn't just happen. It must be curated. It's not enough to hope people bump into each other in the hallway or linger in the break room. Today, culture needs to be designed into the fabric of how people work and connect. And that doesn't just mean creating better moments for when we're in the same building—it means building the systems, the rituals, and the connections for when we're not. Instead of relying on accidental run-ins, organizations must create intentional moments of interaction. That includes investing in interactive platforms that allow people to collaborate meaningfully across distance. And it means establishing clear rituals and rhythms that give structure and emotional consistency to the employee experience, whether you're in a shared space or working from a laptop halfway across the world. As Dixon put it: If a football club can create global belonging without proximity, so can companies. Think of culture less as a place and more as an ecosystem: emotional resonance, shared rituals, recognizable signals, and consistent communication. That's not luck. That's design. In a world without desks and doors, culture doesn't trickle down from the top. It flows through people—especially those in the middle. First-line managers became the connective tissue of organizations when office walls disappeared. It was in the micro-moments—the quick check-ins, the tone of an email, the way feedback was given or withheld—that culture either flourished or fractured. During the pandemic, decision-making shifted downward by necessity, giving rise to more empowered leadership at every level. Video calls, once seen as a barrier, made leaders unexpectedly more visible and available. Employees who had once been peripheral gained new access and voice. But the lesson isn't just about what happened when we all went remote. It's about what happens when culture isn't dependent on shared physical space. Managers, by virtue of proximity in the workflow, are the ones who shape culture moment by moment—in everything they say and do, and just as powerfully, in everything they don't. Culture is lived, not laminated, and it comes to life through the small, human choices we make in how we treat one another at work. This isn't just about where people work. It's about how we design work to be inclusive, regardless of location. A remote-first mindset doesn't mean everyone is remote all the time—it means that everything from onboarding to collaboration is designed as if no one is in the same room. It forces us to decenter the office from our cultural assumptions. When you adopt this mindset, you're not simply enabling remote work. You're creating a culture that's accessible to everyone—those in headquarters and those halfway across the globe. You're designing with intention: ensuring that everyone has access to the same information, the same visibility, the same opportunities to participate, no matter where they sit. It means building transparent communication flows that don't depend on being in the right meeting. It means emphasizing outcomes over face time. And it means investing in tools and processes that support inclusion, equity, and access by default. Even if your team is largely office-based or hybrid, this mindset ensures that no one is left out simply because they weren't in the hallway when a key conversation happened. This is the big shift we're living through. We are unbundling culture from place. The office still matters—but it no longer defines culture. It becomes a tool, a convening space, a symbol. Not the source. Culture no longer depends on showing up to a building. It depends on how leaders communicate, how decisions get made, how people experience the organization in their day-to-day work. Are they included? Do they feel safe? Do they see themselves in the values being lived out? These are the new cultural markers. The future of culture is participatory. It's something we build actively, not absorb passively. And that means everyone has a role to play—especially leaders who are now responsible not just for performance, but for connection, cohesion, and clarity. It's in every interaction. Every check-in. Every decision to share or withhold information. Every small choice that says, "You matter here." Your best people work not because they have to, not because you tell them to, and not because you measure them on it. They work because they want to—because working for you is their way of achieving their purpose in life. So build a culture that doesn't depend on buildings. Build one that moves with your people, wherever they are.
South China Morning Post
27-04-2025
- Business
- South China Morning Post
Hong Kong's largest flex-office provider seeks deals with vacant-office landlords
The trend of companies offering flexible working arrangements to retain their top talent, far from a pandemic-era fad, is now a permanent fixture of the office property market, according to International Workplace Group (IWG). Advertisement In addition, global economic uncertainty was shaping office-space demand, driving companies away from being tied to traditional office leases, said Marc Descrozaille, CEO for Middle East, Africa and Asia-Pacific with the Switzerland-headquartered flex-desk service provider. Descrozaille credited these trends with boosting system-wide revenue for the group by 2 per cent to a record US$4.2 billion in 2024. Operating profit grew 185 per cent to US$510 million. IWG, which operates brands such as Regus, Signature and Spaces, has more than 4,000 locations across 120 countries, and expanded by a record 899 last year, with 115 of them in Asia-Pacific. With 21 centres in Hong Kong, the group is the city's largest flexible office provider. 'Offices aren't going anywhere, but their role is changing,' Descrozaille said. 'Headquarters, for example, are becoming more like creative hubs – places designed specifically for collaboration and connection, with purpose-built spaces and activities.' Advertisement 'Hybrid work is definitely here to stay and is the future. Flexibility isn't just a perk any more, it's essential. Companies will increasingly focus on giving their teams the power to choose where and how they work to keep productivity high.'
Zawya
24-04-2025
- Business
- Zawya
South Africa: IWG appoints new country manager as demand for hybrid working grows in Africa
With years of experience at IWG Plc (International Workplace Group), Carolyn Elliman has successfully held several management roles, ultimately culminating in her promotion to country manager for South Africa and Southern Africa. Her exceptional business development skills, strategic leadership, and commitment to operational excellence have led to significant market expansion and the development of high-performing teams within the company. Carolyn Elliman A mother of 14-year-old twins, she began her career as a centre manager at IWG gaining extensive experience with the South African team. Carolyn is a results-driven individual with a strong focus on performance, profitability, and sustainable growth playing a vital role at IWG, consulting with businesses ranging from start-ups to Fortune 500 companies. She has been instrumental in driving business development and growth in Southern Africa and her expertise in the workspace solutions industry has enabled her to help businesses realise their full potential by providing tailored solutions that meet each client's specific needs with excellence. "Carolyn's passion for people and her commitment to a successful team makes her the ideal candidate for the job," says Joanne Bushell, commercial EVP Middle East and Africa, managing director South Africa. 'What drives me is the people I work with. I am motivated every day to improve and grow. I view leadership as an act of service, and my motivation stems from my team's success. This passion fuels my ongoing pursuit of excellence and my commitment to advancing both the team's and the business' success,' says Carolyn. A seasoned foodie who is passionate about cooking and entertaining, Carolyn is an exceptional 'people person', motivated and driven to continue the remarkable growth of hybrid work solutions in Southern Africa. About IWG IWG is the global leader in hybrid work solutions and workspace brands. We create personal, financial, and strategic values for businesses of every size, from some of the most exciting companies and well-known organisations on the planet to individuals and the next generation of industry leaders. They all harness the power of IWG's hybrid working platform to increase their productivity, efficiency, agility, and market proximity. IWG's unrivalled network coverage includes approximately 3,500 locations across more than 120 countries, and 83% of Fortune 500 companies are amongst our growing customer bases. Through our brands, including Regus, Spaces, HQ and Signature, we help millions of people and their businesses to work more productively. We provide the world's leading hybrid work platform with professional, inspiring and collaborative workspaces and digital services, all available via the IWG app.
Yahoo
24-04-2025
- Business
- Yahoo
International Workplace Group (LON:IWG) shareholders are up 3.5% this past week, but still in the red over the last three years
International Workplace Group plc (LON:IWG) shareholders should be happy to see the share price up 11% in the last quarter. But that cannot eclipse the less-than-impressive returns over the last three years. In fact, the share price is down 25% in the last three years, falling well short of the market return. The recent uptick of 3.5% could be a positive sign of things to come, so let's take a look at historical fundamentals. This technology could replace computers: discover the 20 stocks are working to make quantum computing a reality. While International Workplace Group made a small profit, in the last year, we think that the market is probably more focussed on the top line growth at the moment. Generally speaking, we'd consider a stock like this alongside loss-making companies, simply because the quantum of the profit is so low. For shareholders to have confidence a company will grow profits significantly, it must grow revenue. Over three years, International Workplace Group grew revenue at 8.5% per year. That's a pretty good rate of top-line growth. Shareholders have endured a share price decline of 8% per year. This implies the market had higher expectations of International Workplace Group. With revenue growing at a solid clip, now might be the time to focus on the possibility that it will have a brighter future. You can see below how earnings and revenue have changed over time (discover the exact values by clicking on the image). It's probably worth noting we've seen significant insider buying in the last quarter, which we consider a positive. That said, we think earnings and revenue growth trends are even more important factors to consider. So it makes a lot of sense to check out what analysts think International Workplace Group will earn in the future (free profit forecasts). While the broader market gained around 6.2% in the last year, International Workplace Group shareholders lost 1.6% (even including dividends). However, keep in mind that even the best stocks will sometimes underperform the market over a twelve month period. Unfortunately, longer term shareholders are suffering worse, given the loss of 4% doled out over the last five years. We would want clear information suggesting the company will grow, before taking the view that the share price will stabilize. I find it very interesting to look at share price over the long term as a proxy for business performance. But to truly gain insight, we need to consider other information, too. Case in point: We've spotted 2 warning signs for International Workplace Group you should be aware of, and 1 of them can't be ignored. International Workplace Group is not the only stock that insiders are buying. For those who like to find lesser know companies this free list of growing companies with recent insider purchasing, could be just the ticket. Please note, the market returns quoted in this article reflect the market weighted average returns of stocks that currently trade on British exchanges. Have feedback on this article? Concerned about the content? Get in touch with us directly. Alternatively, email editorial-team (at) article by Simply Wall St is general in nature. We provide commentary based on historical data and analyst forecasts only using an unbiased methodology and our articles are not intended to be financial advice. It does not constitute a recommendation to buy or sell any stock, and does not take account of your objectives, or your financial situation. We aim to bring you long-term focused analysis driven by fundamental data. Note that our analysis may not factor in the latest price-sensitive company announcements or qualitative material. Simply Wall St has no position in any stocks mentioned.
