Future of Business

A Mediaplanet Guide to Building a Healthy, Safe & Inclusive Office

Future of Business

Johnny C. Taylor, Jr. SHRM’s president and CEO shares how to build a workplace culture while working remotely

How an outbreak prevention program can reassure your building’s employees and visitors A look at the future of how our buildings will use energy

DECEMBER 2020 | FUTUREOFBUSINESSANDTECH.COM

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Rethinking Your Office When Returning to Work Michelle V. Reyman, AIA, LEED AP, associate and director of workplace strategy for FOX Architects, talks about the key tenets of space management and what office managers should consider when returning to physical workspaces.

What is space management as it relates to returning to the office?

Space management is understanding how the space will need to be utilized and adapting the office space to meet those requirements.

At times, that adaptation may need to be rapid, as is the case with fluctuating jurisdictional requirements due to COVID-19 cases. We understand managing density equates to managing spread.

When building a plan to bring staff back to the office, the first question to start with is “why?”

Why are we asking them to come back to the office? What isn’t working now that we need to make an adjustment? How “why” is defined will inform the solutions that lead to the “what” and “how” of a management plan.

Read the full interview online at futureofbusinessandtech.com.

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How OSHA Is Helping Spread Knowledge, Not Germs The COVID-19 pandemic has caused many offices to rethink and improve their hygiene and safety practices. The Office of Safety and Health Administration (OSHA) has continually provided guidance to ensure these improvements keep America’s workers safe.

In July 2018, USA Today ran a story titled “Most people don’t wash their hands correctly, USDA study finds.”

The United States Department of Agriculture (USDA) survey determined that 97 percent of the time, people were not washing their hands correctly or for long enough.

In 2020, The Healthy Hands Study reported an increasing awareness of hand hygiene and habit-forming practices, with 77 percent of respondents saying they wash their hands for at least 20 seconds.

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The Department of Labor is committed to protecting America’s workers during the pandemic and OSHA has been working around the clock to that end. Since February 1, OSHA inspections alone have helped to ensure more than 643,000 workers are protected from COVID-19.

Since the beginning of the pandemic, the agency has provided extensive guidance to employers and workers on preventing exposure to COVID-19.

The best defense Proper hygiene protects workers from more than COVID-19. Good hygiene practices at work can help prevent colds, flu outbreaks, and even foodborne illnesses. Workers who simply wash their hands and follow proper hygiene practices are helping keep themselves and their

coworkers safe from the spread of COVID-19 and other illnesses.

Good hygiene and cleaning practices are particularly important now, given that it is flu season and the number of COVID-19 cases are rising. Getting the flu shot helps reduce the chances of contracting the flu.

Employees who stay home from work when they’re sick — and employers who allow staff to stay home when they’re sick — can play a major role in preventing the spread of disease.

OSHA has numerous standards that protect workers from the coronavirus, including standards on sanitation. OSHA’s sanitation standard requires lavatories be equipped with running water, hand soap or similar cleansing agents, and hand towels or air blowers.

OSHA continues to work with USDA, CDC, and federal partners across the government to provide the best information available to protect all of America’s workers. OSHA guidance and alerts provide clear information to help employers understand what they can do to protect workers from COVID-19 and other diseases.

Much of this guidance is industry-specific and is available in multiple languages. Visit OSHA.gov to help spread knowledge, not germs. n Loren Sweatt, Principal Deputy Assistant Secretary of Labor, Occupational Safety and Health Administration (OSHA)

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Publisher Adrienne Macaluso, Evelyn Eichler, Nellie Dubin Business Developer Gretchen Pancak, Abraham Freedberg Managing Director Luciana Olson Lead Designer Tiffany Pryor Designer Tiffany Jackson Lead Editor Mina Fanous Copy Editor Dustin Brennan Partnerships and Distribution Manager Jordan Hernandez Director of Sales Stephanie King Director of Product Faye Godfrey Cover Photo Chris Williams, Zoeica Images All photos are credited to Getty Images unless otherwise specified. This section was created by Mediaplanet and did not involve USA Today.

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Robert Herjavec on Digital Transformation and Remote Workforces Robert Herjavec, founder and CEO of the Herjavec Group and investor on “Shark Tank,” discusses how businesses should navigate digital transformation, cybersecurity, and the transition to remote work.

Where do you see the future of digital headed?

There is no doubt that any organization that wants to scale needs to go through some aspect of digital transformation. Consumer behavior is dictating that organizations need to make engagement more convenient and simpler than ever before. As a result, companies are developing mobile applications and integrating various consumer touchpoints through the buying process. Those touchpoints lead to opportunities to collect data, to conversion, to privacy concerns…you see where I’m going. This is more risk and more data that needs

protecting. We’re also seeing enterprises move to more cloud-based tools in order to drive efficiency and security in business operations.

In addition, digital transformation has allowed for many organizations to have a remote workforce. Whether it’s a cultural move for the company or a response to a health pandemic like COVID19, digital tools like secure remote access solutions and company communications technologies have enabled organizations to ensure the continuity of their business operations successfully.

What should businesses specifically look for in their

software partners from a cybersecurity perspective to ensure success?

Businesses need to know what their vulnerabilities are at any given point — this does not limit them to vulnerabilities in their own network, but also the vulnerabilities in their partners’ networks.

Many adversaries use third parties to target specific organizations — your cybersecurity measures could be great, but if your partners’ security measures are not, then adversaries can (and will) use them as a gateway into your networks.

You can’t trust that every technology or service pro-

vider accessing your network is as secure as you want them or need them to be. You’ve got to establish a baseline for third party risk in your organization and undergo regular assessments.

Where do you see the future of cloud-based platforms headed in the new decade?

What is the importance of integrating these platforms?

Cloud-based platforms are going to be the norm — there’s no doubt about it. As more and more organizations incorporate a remote workforce, they will need to rely on cloud-based tools in order to make sure that business operations are secure

and up-to-date, and that continuity is not disrupted.

At the end of the day, integration of these platforms impacts how well your organization operates. Each department has a specific function and for each function there is a cloud-based tool; however, many departments don’t work in silos. Therefore, integrating the tools each department has ensures there is fluidity to how each department is productive and efficient.

That is also critical for overall security updates and access control. Ensuring ownership over patching, log monitoring, as well as context-based access is a must when it comes to cloud tools. n

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Today’s safety.

Tomorrow’s advantage.

Discover innovative technology for success in a changing world.

The pandemic has affected our everyday lives and changed the way we function. More than ever, businesses, schools and other organizations require new ways to keep people safe and secure while also enhancing their operations. Many challenges can be addressed with smart network solutions, ensuring adherence to pandemic regulations today while investing in efficiency for tomorrow.

Touchless entry can reduce virus transmission and offer effective security management.

Occupancy analytics help comply with health regulations and provide valuable operational data.

Intelligent audio systems trigger crucial safety reminders as well as promotional sales announcements.

Remote video monitoring reduces health exposures and improves security and business efďŹ ciency.

Learn more about innovative network solutions for a smarter, safer business.

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Health Experts Urge Businesses to Use Practical Guidelines for Reopening As COVID-19 cases spike across the country, and schools and businesses brace for the cold months ahead, occupational and environmental health and safety (OEHS) experts urge employers to implement practical, science-based guidelines.

The American Industrial Hygiene Association (AIHA), the association for scientists and professionals committed to preserving and ensuring OEHS in the workplace and community, continues to expand its library of comprehensive Back to Work Safely guidelines, white papers, and resources aimed at 26 different business and community sectors.

AIHA most recently released additional resources for higher education, K-12 schools, dental offices, bars, amateur sports, and more. The guidelines are understandable and feasible to make it easier for business owners to adopt them.

These free materials offer industry-specific recommendations on engineering controls (ventilation, enhanced filtration, and physical barriers), germicidal ultraviolet radiation, enhanced cleaning and disinfection, and personal hygiene and physical distancing. For example, effectively increasing the number of air changes in a room or building by using standalone “off-the-shelf” HEPA filtered air cleaners, installing enhanced filtration in central HVAC systems, and increasing the volume of outside air introduction are practical and immediate measures building operators and employers can implement.

From the experts The authors of the guidelines are leading scientists and professionals from a variety of industries who have volunteered their expertise in such areas as workplace respiratory protection programs, fit testing personal protective equipment, cleaning and disinfection protocols, and engineering control strategies.

To date, there were more than 1.2 million downloads of the guidelines from backtoworksafely.org.

Pertaining to K-12 schools in particular, especially as many school districts grapple with getting students back in classrooms, “COVID-19 is bringing to a head the deplorable conditions of schools that have been neglected because parents don’t see it, so it is not an area of focus,” said Dr. David Krause, a certified industrial hygienist and toxicologist, contributor to several of these guidance documents, and former chair of the AIHA Indoor Environmental Quality Committee. “AIHA materials are practical and provide schools with pragmatic recommendations.

For example, what you can’t achieve in air ventilation, you can make up with HEPA filters.”

American Industrial Hygiene Association (AIHA)

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Providing Cleanliness and Confidence as Offices Welcome Back Employees With these strategies for a complete outbreak prevention program, offices can ensure employees and guests feel safe and confident returning to work.

prevention. As a baseline, these SOPs should include cleaning program best practices like keeping regular schedules and cleaning visible soil on surfaces before applying disinfectants.

It’s more crucial than ever for organizations to provide clean, safe, and healthy environments for those returning to the workplace amid the COVID-19 pandemic.

While many facility managers have increased the frequency of cleaning and disinfecting, meeting heightened expectations of cleanliness and reducing the spread of illness requires a thorough infectious disease outbreak prevention program. Managers need to ensure facilities are following best practices and policies for cleaning and disinfecting in the new normal.

Setting up employees for success While cleaning and disinfecting more frequently, cleaning staff need appropriate personal protective equipment (PPE) to protect against pathogen spread and chemical exposure. Essential PPE includes gloves, face masks, eye protection, and gowns. Eye protection and masks are especially important when using tools like electrostatic sprayers that spray disinfectants onto surfaces in droplet form.

Cleaning and disinfecting are only effective with consistent training. Employees need training on effective chemical use and cleaning procedures, as well as hand hygiene. Staff should frequently wash their hands for 20 seconds with soap and water.

Workplaces should also provide hand sanitizer and disinfectant wipes for employees and guests to keep hands and surfaces clean.

Another major concern for employers is the physical and mental well-being of workers. It’s crucial to establish an employee health program that incorporates temperature monitoring, vaccination options, wellness checks, and more that are consistent with guidelines from the U.S. Occupational Safety and Health Administration. Require workers to stay home if they are sick and

Workplace risk management To determine where a facility can improve and set specific goals, begin with a risk assessment. Document all hazards and risks for pathogen spread in the facility, including high-traffic areas and hightouch surfaces. Consider the probability and severity of each risk to prioritize which should be addressed first. Then implement procedures to address risks and regularly conduct follow-up assessments.

After this initial assessment, facilities must establish internal standard operating procedures (SOPs) for cleaning, disinfection, and infectious disease

develop clear policies for reporting exposure to, or symptoms of, COVID-19.

Instill confidence in office cleanliness After establishing an outbreak prevention program, how can facilities communicate their efforts to staff, occupants, and visitors? One method is using visible signage. Place signs reminding people of best practices and policies near entrances, elevators, and in bathrooms. In any areas where lines may form, note six-foot distances with floor markers. Communicate any social distancing requirements in office areas, including space between desks and seats in meeting rooms.

To ensure a facility is taking all of these measures and more to promote the health and safety of office occupants and visitors, organizations can consider pursuing formal accreditation through a reputable third party. Opportunities include GBAC STAR™ Facility Accreditation from the Global Biorisk Advisory Council, a division of ISSA, which can count toward points to achieve the WELL Building Standard from the International WELL Building Institute.

With this added level of assurance, building occupants can be confident their workplace meets the highest standards for clean facilities. n Patty Olinger, Executive Director, Global Biorisk Advisory Council, A Division of ISSA MEDIAPLANET

CLEANING HAS A ”NEW NORMAL”

IS YOUR BUSINESS READY? Cleanliness and hygiene are top priorities as health concerns persist with the ongoing pandemic. Now more than ever, employees are concerned about their safety, potential exposure, and infection.

Your business’s challenge is to create confidence in your workforce that their office environment is clean, safe, and healthy. The best way to do this is to have a solid cleaning and disinfecting plan, the right supplies, appropriate safety protocols, and a properly trained team.

Jon-Don has the equipment and supplies you need, plus the industry expertise and know-how to assist you in establishing a plan that will keep offices clean, employees safe and healthy, and help provide a less stressful, more productive work environment.

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Companies are now expected to do much more to prove they’re contributing to the betterment of society and the well-being of their employees. The good news is that doing both of these things is great for business.

Just a few decades ago, companies were expected to make a profit, abide by legal obligations, and pay taxes. In today’s world, expectations for companies are dramatically expanding beyond that paradigm. Empowered by the internet, society now expects companies to also keep their employees safe at work, limit their environmental impacts, and design more efficient products and operations that reduce waste.

Today’s industry leaders are rising to this challenge.

Companies need to understand that they must not

Why Investing in Safety and Environmental Sustainability Is Good for Business

only create a profit for shareholders, but also contribute positive value to society.

As an organization focused on improving corporate performance in the areas of environmental, health & safety, and sustainability

(EHS&S) management, we know many companies are making real investments in professional environmental managers and safety leaders who are developing programs, setting ambitious goals, tracking progress

and reporting performance gains to their CEOs and top management.

Good for business The good news is that what’s good for employees is also good for business.

Creating a strong safety culture lowers the overall risk profile for the company, leading to a reduction in lost productivity, regulatory fines, and workers’ compensation claims. And when employees know their company is doing its best to keep them safe and healthy, they tend to be more engaged, more productive, and more committed to the business’ success.

So whether this shift in business is being driven by consumers, business customers, or Wall Street, society expects companies to take ownership — and to show us exactly what they are doing to reduce their environmental footprint, ensure employees come home safe from work, and help to protect our planet for future generations. n Carol Singer Neuvelt, Executive Director, National Association for EHS&S Management (NAEM)

How EHS&S professionals can take advantage of their newfound fame to keep your voice – and use it most

their organizations safe and preventing

Finally, tap into both systems think-

effectively – because the next disrupter

significant loss.

ing and strategic engagement to col-

is inevitable.

The Federal Emergency Management Agency (FEMA) states that if small businesses can’t open their doors within five days of a disrupter like a pandemic occurring, 90% will fail within one year. And, the failure of those businesses will impact the entire supply chain. Successful environmental, health, safety, and sustainability (EHS&S) professionals are leading their organizations through the pandemic and collaborating on plans for operations continuity. As a result, EHS&S has a more prominent voice at the C-suite table. Learn how

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COMMUNICATE STRATEGICALLY TO BUILD TRUST

laboratively assess and update your business continuity plan – see where

BUILD RESILIENCY WITH SYSTEMS THINKING

The EHS&S function must be strate-

It’s important that EHS&S profession-

gic and forward-thinking, empowered

als understand their organization’s eco-

to make decisions and act quickly.

system, the interdependencies among

This requires routine EHS&S engage-

internal and external stakeholders,

ment with company executives and

and how disruption impacts the sys-

the board. One tangible opportunity

tem. This thinking will help you to see

is to develop an organization-wide

patterns, determine future impacts to

communications strategy and plan,

your system, identify risks early, and

including when and how to send mes-

develop actionable insights. Systems

sages from leadership that reassure

Danyle Hepler Corporate Health & Safety Manager

thinkers are leading their companies

the workforce . Communications need

Haley & Aldrich

back to operational during the pandem-

to be clear, consistent, and concise

ic and are better equipped to weather

to avoid confusion about safety mea-

the next disruption – ultimately keeping

sures and best practices.

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it failed and use the lessons learned to strengthen it. Then, provide organization-wide visibility into it, including clarity around who at the organization is accountable for what areas.

Learn more at https://info.haleyaldrich.com/ehss.

Going the Extra Mile for Remote Employees Physical health and safety is only one part of a workplace pandemic response.

Mental health resources must be at the forefront of employee wellness, says Johnny C. Taylor, Jr., SHRM-SCP, president and CEO of SHRM (Society for Human Resource Management) — the world’s largest HR association.

There are many employees struggling to work from home. How can employers help those working remotely?

Let’s face it: When work is home and home is work, it’s harder to develop relationships, collaborate, and even nurture workplace culture. Employers must acknowledge their role in supporting employees and encourage an environment where people feel safe to share their struggles.

Transparency is key to creating a positive workplace culture — especially in times of challenge and change.

If your team is working from home — or even if you’re in the workplace — it’s important to communicate. For example, at SHRM, we host biweekly calls to update all

staff at the organization. These calls are an opportunity to connect, for employees to ask questions about returning to the office, and to discuss challenges or other aspects of working from home. Not only is it a promise made to the team, it is a commitment I believe is essential to managing during this difficult time.

How can we help employees cope?

It’s important to make sure employees have access to and understand the mental health resources available to them. Telehealth and employee assistance programs can offer the support needed for a remote workforce. Encourage employees to speak with someone they trust about their concerns and emotions,

even encouraging them to get a regular mental health check-up in the same way they schedule an annual physical. It is critical to provide resources that allow workers to feel safe and supported while reducing stigma around mental health in the workplace.

You can also model healthy behaviors, like maintaining a regular schedule and creating a clear distinction between work and personal time. Emphasize tips for stress relief, such as exercise and workday breaks, and normalize seeking help when it is needed.

How can we increase employee morale?

As an employer, it’s important to recognize and reward the good work being done — perhaps now more than ever. With many workers now remote, traditional methods may not be feasible. However, that shouldn’t deter you from recognizing a job well done. Now is the time for employers to go the extra mile to support their employees.

Small gifts and meal deliveries are great ways to boost spirits. If the company is facing financial difficulties, consider alternative methods of appreciation.

Give your team a few extra hours off on a Friday. Send a thank-you card to team members or an email to the company outlining a job well done.

Recognition doesn’t need to be elaborate.

Thoughtful, sincere gestures can go a long way in making employees feel valued and engaged while working remotely. n

Systematically Improve Health & Safety Management When it comes to effective management of worker health and safety, organizations typically move from “reactive” to “proactive” to “predictive” in their ability to protect their environment and workforce. In each stage, the organization incrementally improves its ability to manage critical activities and incidents.

Digital Solutions for health and safety management provide broad access to information and automated notifications, processes, and data visualization and reporting to help organizations mature from “reactive” to “predictive” management styles. Regardless of where your company is in this evolution, Trinity Consultants can help guide your organization to the to the next stage of its H&S management journey.

Trinityconsultants.com/technology 800.225.6500

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Lessons Learned About Keeping the Workplace Clean and Healthy

Arianna Huffington Co-Founder, The Huffington Post; Founder and CEO, Thrive Global

Meghan Foley Principal Consultant at Trinity Consultants, EHS Digital Solutions

Scott Dunn Senior Director, Business Development, Systems and Solutions, Axis Communications, Inc.

Derek Fournier President, DeCurtis Corporation

Andrew Shulman CEO, Mobile Health

Jenny Lytle General Manager Access Controls, LiftMaster

JP Guilbault CEO, Navigate360

Zuzanna Kramarz Janitorial Product Manager, Jon-Don

Denny Lerch Service Leader, EHS Compliance and Sustainability, Haley & Aldrich

Chad Smith VP of Product Strategy, iOFFICE

Adrian Weygandt Managing Director, Americas at Spacewell

Glory Dolphin-Hammes CEO, IQAir North America

Ralph Rathburn Vice President, Airgle

In 2020, employers had to deal with many health and safety issues never addressed before, and many of these challenges will not be going away soon, if at all. We talked to our panel of experts about the procedural, hygienic, and environmental changes companies can make now to invest in the short- and long-term health of their employees.

How have you seen office health and safety initiatives evolve during the past year?

Jenny Lytle: Businesses today are seeking solutions that will help them reopen safely and continue to provide a more safe and secure environment 10

for years to come. But this isn’t just a traditional office-based business issue.

Small business owners, apartment landlords, gated community property managers and even homeowners face similar challenges. Increasingly, they are all turning to cloud-based solutions made possible by smart access systems.

READ MORE AT FUTUREOFBUSINESSANDTECH.COM

Meghan Foley: Among our client companies, we have seen a significant focus shift from safety to industrial health with the need to respond to the global COVID-19 pandemic. Also, digital transformation activity that typically occurs over 3-5 years has happened

in 6-9 months as companies tear down silos and work-process barriers to enable effective return-to-work policies and procedures. This has sparked increased interest in, and use of, digital technology and EHS software to help companies manage COVID-related and traditional EHS

processes, data, and performance management.

Derek Fournier: Health and safety initiatives have always been a concern for offices — fire alarms, emergency exits, and smoke detectors are just a few examples of strategies put in place to keep everyone in the building as safe as possible. However, the pandemic has made it painfully obvious that offices need to do more to protect all those within the business’ duty of care, and unfortunately, when dealing with this and other viruses, there is no silver bullet.

Chad Smith: Employee health and safety has always been a top priority, but COVID-19 caused business leaders to rethink their approaches and policies. The pandemic raised questions about topics like building air circulation, cleaning procedures, office density, and access control. It has also meant businesses had to determine what balance to strike to create a healthy workplace environment while protecting privacy and limiting liability.

Andrew Shulman: Health and safety initiatives have taken center stage — more than anything we’ve seen before.

The focus on safety has extended beyond the office administrator or wellness coordinator and is now the focus of the entire organization, from the CEO to the receptionist. It is frontand-center on everyone’s mind, and is viewed as a shared responsibility by all stakeholders. Businesses are being more proactive than ever before in implementing safety protocols, including symptom monitoring and testing, that are not intrusive to the employee but give a level of protection to everyone in the office Adrian Weygandt: Beyond the obvious emphasis on mitigating the risk of COVID-19 transmission — whether through social distancing, smart cleaning, remote check-in tools, and related solutions aimed to address immediate health needs — we are seeing growing interest in more

employee wellness in more of a general sense. One area where we have seen a pronounced increase in demand is around indoor air quality. Factors like humidity and temperature can affect viral transmission rates, so controlling them can be one way to reduce the risk of working in an office.

Why is company culture so important for employee well-being and why must employers change the way they’re working to adhere to this new modernized workplace?

Arianna Huffington: It’s important because we now know an enormous amount about how stress and burnout affect us, both at home and at work. The science is clear that when we prioritize our well-being, we’re more creative, productive, and resilient, and we make better decisions. Well-being isn’t just a perk, it’s a competitive advantage. And there’s a direct connection between the health of a company’s bottom line and the health and well-being of every company’s most important resource — its people.

What advice would you give to business owners thinking about returning to the workplace during the ongoing pandemic?

Scott Dunn: As the pandemic continues to challenge business owners and threaten their livelihood, some are desperate for solutions to meet health regulations and keep people safe. With regards to technology, we recommend businesses think longterm to ensure they maximize their investments. It’s tempting to invest in technology with the potential to help your business stay open during the pandemic, but what else can it offer? Video surveillance, access control, and audio solutions exist that provide security, enhance operations, and help comply with COVID19 regulations. Smart, scalable technology will grow with a business and its changing needs well beyond COVID-19.

Denny Lerch: Develop a two-step return-to-work program, which should include a plan for a smaller number of people to return to work and a separate plan for opening the workplace for a full return. For the smaller group, reconfigure the proximity in which people sit to ensure social distancing and determine how many people can be in the office at any given time.

To prepare for larger groups past flu season or in early spring, develop full-scale health and safety plans and offer biweekly calls with COVID-19 coordinators in all offices to ensure the steps you take now for smaller groups can work for larger ones.

Derek Fournier: It is paramount to provide a safe environment for employees to return to the office. To do that, we suggest several layers of new health and safety protocols be implemented.

It may seem odd to hear this from a technology company, but it all starts with hygiene and best practices. Training your employees on proper hand hygiene, wearing a mask, etc., will help reduce the chance of an outbreak and should be the first step in any approach.

Zuzanna Kramarz: The health and safety of employees should be paramount to all organizations considering returning to the workplace and some semblance of normal.

Reducing exposure to COVID-19 will require newly enhanced protocols for deep cleaning, disinfecting, and sanitization of the workspace. My advice would be to develop a highly detailed plan, implement it, and make maintaining it your top priority.

Ralph Rathburn: Look to solve both short- and long-term indoor air quality problems. Remove viruses and nanoparticles smaller than 0.1 microns from the air. These cause significant health problems and office air is laden with them. Technology that removes the SARS-CoV-2 virus from the air can also provide long-term benefits — removing the seasonal flu virus and, if your filters are fine enough, perhaps even removing cold viruses.

Where do you see the future of work heading in this new era of importance being placed on the employee?

Arianna Huffington: It’s going to be a very human-focused era, which will actually be driven by technology.

The rise of artificial intelligence and automation will put a premium on what can’t be automated. And the qualities least likely to be replicated by a machine are those that are the most uniquely human: creativity, emotional intelligence, compassion, empathy, agility, flexibility, complex problem-solving, wisdom, and intuition. This shift is going to drive companies to focus as much on their internal resources — their people — as they do on their external customers and capital expansion.

What immediate steps should employers take to prepare their office or building for a safe return to work?

JP Guilbault: The best first step an organization can take is to know where its weaknesses and vulnerabilities lie. This includes identifying weaknesses in physical security systems, as well as exploring areas in which employee training and education can be improved. Revisit your emergency management protocols to upgrade floorplans and revise seating charts that take social distancing requirements into account. Prepare employees to comply with new health screening and other protective mandates with success. Stress related to the pandemic will be weighing on employees’ minds; make sure mental health and other employee assistance resources are available when they return to the workplace.

Jenny Lytle: We would recommend assessing your existing access protocols and systems, and identify any gaps you need to fill in or upgrade.

Continued on page 12...

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Continued from page 11 Having a system in place that allows you to develop a return-to-work strategy is key. For example, most businesses are looking to return in stages, which means you will need a way to easily manage and control who has access to the building during specified days and hours.

Glory Dolphin-Hammes: Health guidelines provided by organizations like the Centers for Disease Control and Prevention (CDC) should be treated like they’re requirements. The more businesses go above and beyond these requirements, the less likely that they’ll face liabilities for not doing enough to keep their employees safe.

Above all, practice basic source control and hygiene protocols: wear masks, social distance 6 feet apart, wash your hands or use hand sanitizer, and regularly disinfect shared surfaces.

Illnesses can spread through airborne transmission and surface contact, so it’s important to address both.

Zuzanna Kramarz: Navigating a safe return to work can be accomplished by enhancing best practices and following guidance from your state and local health departments. Ensure all staff members have access to essential supplies, such as disposable gloves, face masks, disinfecting wipes, and hand sanitizer. Encourage employees to follow the 6-foot social distancing measure as much as possible.

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What tools and technologies have you seen make the biggest impact when it comes to protecting employees’ health and safety?

Scott Dunn: There are several IP-based technologies protecting people and preventing the spread of COVID-19, namely touchless door entry, smart audio systems, remote video monitoring, and analytics. Touchless door systems are reducing viral transmission by eliminating contact with keypads.

Some businesses are using IP audio, triggered by sensors, to communicate health information.

Denny Lerch: In the past, many health and safety programs were primarily focused on physical safety hazards and ergonomics. Now we have to employ systems thinking to support a plethora of worker needs.

From figuring out how to support people who work from home with ergonomics, to managing employee stress, the pandemic is forcing us to also consider personal health considerations, human interactions, and social and emotional support.

Meghan Foley: We have seen effective use of personal protective equipment and social distancing, combined with digital solutions for contact tracing, sanitization actions, and exposure reporting, be the most effective measures for most businesses. Programs like donated

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sick time pools and work-from-home arrangements can be highly effective in helping support sick or exposed employees as they recover and quarantine to protect others.

Andrew Shulman: The tool that has the biggest impact on everyone’s safety is the mask. Simple, safe, and effective, just wearing a mask is the best safety tool out there. On-site COVID testing with rapid results in less than 30 minutes has the biggest impact on safety.

The ability to obtain results on the spot and respond accordingly is a huge asset to organizations.

Chad Smith: In addition to communication tools to connect remote workers, the focus is on technologies to manage the risk of infection in the workplace.

These include software and hardware to enable safer office environments through workspace distancing, desk and room booking, space utilization monitoring, and contactless visitor sign-in. Smart buildings that rely on connected devices via the Internet of Things offer a tremendous advantage.

JP Guilbault: I think behavioral threat assessment has come a long way toward helping organizations identify and address concerning behavior before it escalates into violence. Businesses can get troubled employees the help they need and at the same time maintain a safe, secure work environment in which everyone can reach their full potential.

Glory Dolphin-Hammes: Social distancing and hygiene protocols are by far the most impactful tools that can help protect employees’ health and safety. It cannot be overstated how critical these measures are to help stop the transmission of infections like COVID-19 in the workplace.

Adrian Weygandt: From a technological point of view, the biggest impact on employee health is probably indoor air management. We know good ventilation and the right temperature and humidity can reduce the risk of transmission in the office, so investing in a good ventilation system and tools to monitor the effectiveness of that system can be important tools in protecting employees.

Ralph Rathburn: The biggest impact technologies to remove viruses from the air include superfine filters like the cHEPA filter, which is rated to remove 99.999 percent of particles larger than 0.003 microns — that is 100 times finer than the HEPA filter, which rates at 0.3 microns. The SARS-CoV-2 virus is between 0.08 and 0.12 microns and the common cold virus is 0.03 microns in diameter. Combining nano-level filtration with a system to send out hydroxyl radicals, which inactivate viruses, bacteria, and other organics while still in the air, makes a huge impact by attacking the virus on two fronts simultaneously. n

Employers Can Help Stop the Spread Through Contact Tracing Efforts Employers already play an important role in ensuring overall employee safety, and have stepped up to mitigate workplace risk to COVID-19 in a big way.

The COVID-19 pandemic has transformed how we live and work. Employees are now working from home or in settings with extremely different operating and safety protocols. For many Americans, the workplace poses a potential risk for exposure, and employers are on the front lines for successful contact tracing.

From the beginning, the National Safety Council (NSC) has urged employees to prioritize employee testing and contact tracing as key strategies for preventing further spread. NSC launched the SAFER: Safe Actions for Employee Returns effort to give employers the tools and resources to ensure safer workplaces. In addition to providing guidance, we also strive to understand the types of COVID-19-related safety protocols organizations are using and how those protocols might affect different health and operations outcomes.

A key role Employers play a key role when it comes to testing, contact tracing, and other risk mitigation protocols, and

technology can make this task much easier if used wisely. Unfortunately, rising cases nationwide pose a challenge.

Results from a recent NSC national employer survey indicate positive coronavirus cases were on the rise as organizations started to ramp up operations and bring more employees back to work sites. This means better surveillance protocols, such as testing and contact tracing, will be crucial aspects of the COVID-19 response for employers moving forward, even as most organizations are working to control infection in their workplaces.

On average, employers have spent upwards of $100,000 each on pandemic-related safety practices, yet workplace

or at-home coronavirus testing was one of the least implemented practices as part of this investment. As an example, providing coronavirus testing at site entry can not only speed up testing and tracing efforts, but has been shown to have a positive impact on workplace productivity during the pandemic.

Information sharing As part of overall safety leadership, business leaders can share vital information around potential spread with public health officials, who are primarily responsible for tracing contacts in the community. Working with public health authorities, employers should immediately notify other employees,

vendors, and/or customers that they may have come in contact with an individual who tests positive or is presumed to have COVID-19.

Employers must also train workers on protocols for entrance screening, reporting symptoms, and what to do when a coworker gets sick. Finally, employers need to have flexibility for exposed employees, who were identified through contact tracing or other methods, to self-quarantine for the recommended 14-day period.

Technology like contact tracing apps and wearables can help employers ensure they inform everyone who may have been exposed ease this process. To protect employee privacy, employers should use methods that provide the maximum privacy of employee data and seek employee buy-in. Employers should seek out apps or technology that keep geolocation data anonymous and encrypted.

Proper contact tracing, while vital for all employers, can be key to safeguarding smaller organizations and the overall health of the general public. Working to protect both employee safety and privacy will not only help us get ahead of the pandemic, but ensure our businesses remain resilient well beyond it. n Mark Baker, VP Workplace Practice, National Safety Council (NSC)

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How to Maintain a Healthy Office During and Beyond COVID-19 Here are some practical steps leaders can take to help mitigate risk and prioritize the health of all employees during the COVID-19 pandemic and well into the future.

Facility leaders across the world are banding together to meet the COVID-19 crisis by supporting healthy people with healthy buildings.

In offices, facility managers (FMs) and other workplace leaders are tasked with delivering a workplace that

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champions safety, health, and well-being.

At the same time, the pandemic is proving that work-from-home will remain in some capacity, though the office is also taking on renewed importance. According to recent JLL research, many people want to continue working from home post-crisis — the majority at least two days per week. However, 74 percent want to still have access to the office to collaborate, problem-solve, and socialize.

It seems months of isolation have cast a new light on the

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value of in-person, human engagement and the way the office can foster connection, community, and collective experience.

With thoughtful FM strategy, we can create an office that’s safe, inviting, and productive for all.

Preparing for the future Looking ahead, office health and safety will be about far more than moving chairs and reconfiguring work schedules. As the purpose of the office evolves to serve as the connective hub for collaboration, innovation,

and community building, facilities leaders must reimagine their approach to managing their people and workplaces.

Increasingly, that means balancing the needs of people who want to collaborate with those who want to focus, and the desire for spaces that are connected to nature with those that are digitally enabled. Through all these changes, it’s clear the time to plan for a healthier, more experiential office is now.

As companies navigate the next normal, facilities

leaders will play an important role in not just keeping the lights on, but in giving employees a safe, healthy, vibrant, and collaborative workplace. There is no time like the present to embrace new mindsets and set new standards, helping reimagine the future workplace for the collective better. n

Peter Ankerstjerne, Chairman of the Board of Directors, International Facility Management Association (IFMA); Global Facility Management & Experience Services Operations Lead, JLL Corporate Solutions

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A Guide to Tackling Workplace Pollutants Learn about the negative impact of indoor pollutants and consider simple strategies for improving air quality in the workplace and beyond.

In the United States, an estimated one million buildings contain poor indoor air quality (IAQ), with levels of indoor pollutants often four or five times higher than those outside.

Additionally, more than one-half of these indoor air problems are the result of inadequate or improperly operated and poorly maintained heating, ventilation, and air-conditioning (HVAC) systems.

Poor ventilation in commercial buildings including offices, auditoriums, factories, schools, and hospitals have a direct effect on workplace health, safety, and overall productivity.

Diagnosing building-related illness According to ASHRAE, building-related illness (BRI) can be found in nearly twothirds of workplace buildings, and a building is deemed “sick” when 20 percent of its occupants voluntarily complain of discomfort symptoms for periods exceeding two weeks. Adverse health effects can include headaches, fatigue, and eye, nose, and throat irritation.

Common pollutants causing IAQ problems include fungi, dust, and chemicals from new carpeting, paint, and furniture, directly impacting rates of absence, work performance, and healthcare costs.

Strategies for achieving acceptable IAQ The highest priority in improving IAQ is the reduction of emission substances into the indoor environment. For building owners and operators, this means working in the conceptual stages with those involved in design and construction to carefully select the best materials, furnishing, carpets, and paints to help limit emissions. By using low-emitting materials, the need for ventilation may be reduced and air quality may be improved.

Building owners and operators may also find filtration of outdoor air and/or the use of air cleaning technologies an effective way of improving IAQ. Changing air filters regularly and annual HVAC audits minimize indoor air pollutants, maximize energy efficiency, and provide a safe and healthy workplace.

Bjarne W. Olesen, Ph.D., President, ASHRAE (American Society of Heating, Refrigerating and Air-Conditioning Engineers)

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How to Improve Indoor Air Quality in the Office The Indoor Air Quality Association shares its strategies for diagnosing and treating potentially dangerous issues of indoor air pollution in the workplace.

We spend about 80 percent of our time indoors and breathe over 200,000 tons of air in a lifetime. It benefits everyone to remove impurities to ensure the air is as unpolluted as possible. Likewise, we need to focus our efforts to ensure that what we put in buildings is the least damaging in regards to particulate generation and off-gassing.

Mapping the problem Most workspace complaints are due to poor ventilation that create comfort issues. Many occupants report odors or become concerned about mold from stained ceiling tiles or a water-related incident, such as a flood or storm damage. These complaints may manifest in the form of allergic symptoms that are resolved when the occupants relocate, and are then considered an associated mold, bacteria, or VOC (volatile organic compound) exposure issue. Asbestos issues are typically related to general presence awareness and findings of dust and/or particulates that were not previously deposited on surfaces.

OSHA reported that in approximately 500 indoor air quality investigations in the last decade, the National Insti-

tute for Occupational Safety and Health found that the primary sources of indoor air quality problems are: • Inadequate ventilation (52 percent) • Contamination from inside building (16 percent) • Contamination from outside building (10 percent) • Microbial contamination (5 percent) • Contamination from building fabric (4 percent) • Unknown sources (13 percent)

Monitoring and measuring the indoor environment is essential to improving air quality.

It is recommended to convert HVAC controls to a building automation system (BAS).

Building automation is the automatic centralized control of a building’s heating, ventilation, and air conditioning; lighting; and other systems through a building management system (BMS.) The BMS can monitor temperature,

humidity, and carbon dioxide, as well as control the amount of outdoor ventilation.

Monitoring air quality Monitoring and measuring the indoor environment is essential to improving air quality. There is a wide variety of low-cost air-sensing devices on the market.

Depending on what the occupants have concern for, it may be something as simple as an electronic temperature probe.

Most of the newer devices can even report directly through an application or web service.

Although there is a wide variety of low-cost air-sensing devices on the market, when monitored, the BAS and DCV will provide the most cost-effective approach to monitoring, maintaining, and improving indoor air quality in the workspace.

There are many additional issues that cannot be addressed without data on activities that occur within the workspace. We must take into consideration building pressures, air flow, and exhaust ventilation. Experts stress monitoring all of these areas along with the temperature, humidity, carbon dioxide, and the amount of outdoor ventilation. The majority of these components can be monitored through a BAS. n John Lapotaire and Bruce White, Indoor Air Quality Association MEDIAPLANET

3 Things Small Businesses Impacted

by COVID-19 Must Do COVID-19 rocked the world of commerce, affecting consumers and companies alike. However, small businesses are able to remain optimistic and resilient by following these steps.

It’s no secret COVID-19 has had a major impact on small businesses, especially Main Street establishments like restaurants and retail stores.

At every stage of small business ownership, and particularly during this challenging time, resilience and support are the keys to success.

Get a free mentor According to the “SCORE Megaphone of Main Street: The Impact of COVID-19,” all businesses — but especially minority-owned ones — cited “business mentoring” and “access to business networks” as the most helpful forms of non-government support at this time. A free SCORE mentor can provide you with business guidance and support, and help you determine the most effective next steps to take.

Adapt now According to the Megaphone survey report, COVID-19 has forced 70 percent of businesses to make significant changes to their operations.

Business owners are cleaning and making their spaces safe, adjusting their marketing strategies, and revamping their business plans entirely in order to meet customer needs. Don’t wait to adapt. Many of the changes brought on by COVID-19 are here to stay, so the quicker you can pivot and adapt your business plan, the better.

Stay positive Small business owners are resilient by nature, and according to the Megaphone survey report, this remains an optimistic group. This is especially true for minority small business owners. Compared to the overall average, twice as many Black business owners (36.1 percent) and about 1.5 times as many Hispanic business owners (26.9 percent) reported feeling very optimistic about the next year. Positivity plays an important role in resilience.

Now that you know what you need to do, take action. To connect with an expert mentor for free, visit SCORE.org.

Betsy Dougert, VP of External Relations, SCORE

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Lauren Simmons, the youngest female stock trader ever on the New York Stock Exchange (NYSE), continues to be a trailblazer. Her latest career move is hosting “Going Public,” a new streaming series that follows five diverse entrepreneurs as they try to win over investors, make deals, and get listed on the Nasdaq Composite. “‘Going Public’ is the first original series to allow viewers to invest in IPOs (initial public offerings),” she said. “These are real, everyday American retail investors.”

In the 10-part series, slated to debut in 2021 on Entrepreneur. com, Simmons will use her stock trader expertise to help viewers understand the high-stakes process of an investment roadshow.

Viewers can choose to support any of the featured companies by investing real money in their Regulation A+ IPOs via an online platform.

“We are honored and excited that Lauren has chosen to join us and help make business history,” said Todd Goldberg, co-CEO of

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fintech firm Crush Capital, who created the series with his business partner Darren Marble.

“She has been shattering glass ceilings and defying expectations her entire career.”

Modern-day historical figure Simmons, who is only the second African American female trader in NYSE history, is a modern-day historical figure. She joined Rosenblatt Securities as an equity trader in 2017 and left Wall Street in 2019. Since her departure from the trading floor, Simmons has become a multifaceted entrepreneur, author, personal finance expert, global motivational speaker, producer, and director.

She is also a contributor to CNBC, Yahoo Finance, and Bloomberg.

She stood out during her time on the NYSE, especially for her love of wearing heels and dresses.

She was the only woman, but says the men were respectful, despite their “traditional mindsets.”

The 26-year-old is eager to host a show that reimagines who can be a successful entrepreneur and in what regular Americans can invest. These days, women run

PHOTO: PAMELA SISSON

NYSE's Youngest Female Trader Talks About Her Career and New Show "Going Public"

only 9 percent of venture-capital-backed businesses and less than 3 percent are run by Black or Latinx people.

“Todd and Darren have created a new, innovative way to engage the next generation with investing, and to highlight diversity and inclusion because they know the importance of it,” Simmons said.

The next chapter During the pandemic, Simmons returned home to Georgia to be close to her family. She’s been writing a book and doing a financial podcast. She’s also executive producing an AGC Studios movie about her life that will star Kiersey Clemons.

“I think this year, for me, I really got to tap into what it is that I see myself doing in the next few years, and kind of build that out,” Simmons said.

She’s also encouraged by the women’s and Black Lives Matter movements.

“I really do think we are so much stronger together than apart, and I’m just so excited for the next chapter,” she said. n Kristen Castillo

SPONSORED

How to Talk About Race in the Workplace

The Power of Employee Recognition An increasing number of businesses are implementing recognition programs to build better, more engaged teams.

“After a year of massive change, it’s time to rethink the employee experience and rebuild employee trust,” said Jeff Cates, CEO and president of Achievers, an industry-leading employee engagement solution provider.

The key to doing so is recognition. Research shows that 40 percent of workers would devote more energy to their work if they were recognized more frequently.

The science of recognition “Every time an organization doubles the number of recognitions within their organization, their overall engagement is expected to increase by 5 percent,” Cates said.

A meaningful culture of recognition is based on science and incorporates key elements: • Timely: Recognition should occur quickly • Frequent: Recognition should occur at least once a month • Specific: Recognition should be as specific as possible • Values-based: The program should be tied to core company values

While we have progressed in making that famous promise of equality a reality, work remains to be done. Racial inequity, to this day, persists — and organizations are obliged to examine and solve this problem. ccording to SHRM research, Black American workers are four times more likely than white workers to report unfair treatment due to their race. Yet 46 percent of Black American workers say their managers don’t support discussions of racial justice issues at work — and that’s a problem because it’s time to talk about race at work.

The three keys What leads to honest, open discussion in the workplace? Here are three keys: 1. Listen Do you listen to understand or to respond? In order to connect,

2. Discuss Communication is foundational.

Leaders must determine the right ways to engage in these conversations. Teams should come together to discuss — not debate.

Keep conversations from veering off track by creating discussion rules ahead of time. Listen to various perspectives, and then make a plan to take next steps.

encourages empathy, builds trust, and helps bridge race-based disconnects. These conversations can’t just happen once; they must be a recurring part of your culture as you chart the course forward.

Measure growth among your team. Request feedback. Schedule check-ins. Enjoy the process.

At SHRM, we know better workplaces lead to a better world.

Change requires us to learn from one another as we embrace accountability and act authentically. Together, with a simple conversation strategy — and a commitment to equity inclusion — we can work to move the workplace forward. n

3. Regroup Safe, respectful conversation

Johnny C. Taylor, Jr., SHRM-SCP, President and CEO, SHRM (Society for Human Resource Management)

it’s natural to look for parallels of our own experiences. But we must learn to truly listen, hearing without projecting ourselves onto others. Don’t conflate, compare, or contrast. Instead, listen with an open heart and mind.

Recognition programs also support inclusion and diversity. “When employees feel they belong, the workplace — both physical and virtual — becomes an inclusive space,” Cates said.

Engage, empower, and motivate “Executives and managers play a key role in modeling recognition best practices,” Cates said. “Their support is essential.”

A recognition platform must give company leaders feedback and action tools. For example, the Achievers platform offers anonymous engagement surveys and “pulse checks.”

Cates believes recognition is only going to become more important in the coming years. “Showing employees that their company is listening is the best way to meet the needs of employees,” he said.

Jeff Somers

To learn more about how to successfully implement a recognition platform, visit achievers.com.

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We have seen many schools pivot to online learning and support during COVID-19. What extra steps have you found to be important during this process to ensure the continued success of your students?

Fortunately, whether taking courses face-to-face or online, all Concordia-Chicago College of Business students and faculty use Blackboard to facilitate learning and communication. To assist those students who were accustomed to taking courses in person, the college’s MBA faculty offered multiple modalities of engagement, such as Zoom class sessions and virtual office hours.

The faculty of Concordia-Chicago’s ACBSP-accredited MBA program are held to a high standard of student engagement, including response time for emails and

Creating an Equitable Experience for All Business School Students

Personalized support ranges from peer tutoring to hands-on writing assistance. In addition, the college offers professional development workshops that focus on honing important leadership and business skills.

Concordia-Chicago’s MBA students are encouraged to join the College’s Graduate Business Student Association, which offers business and social networking opportunities (virtually and face-to-face). Students have access to internships, and various clubs and student groups, including the Black Student Union, the Chinese Student Association, the Latino Student Union, and the Emerging Latina Leadership Association. They have the unique opportunity to participate in the annual CougarTank business idea competition where they pitch real-world ideas to area business professionals. n

How does your program engage with the surround-

This has been paid for by Concordia University Chicago.

Dr. Claudia Santin is dean of the College of Business at Concordia University Chicago and is also a professor of leadership. We talked to her about navigating education during the COVID-19 pandemic, and how schools can create equitable experiences for minority students.

returning assignments with substantive feedback. Faculty have been exceptionally caring and sensitive to the additional stress students might be experiencing due to the pandemic.

Does your program offer financial, academic, or any other support resources

for minority students to create an equitable educational experience?

MBA students (and all Concordia-Chicago students from undergraduate through doctoral level study) have access to a myriad of services through the Academic Center for Excellence.

ing community? Are there groups that students from diverse backgrounds can join and learn about different groups?

University of San Diego School of Law recognizes and is committed to the development of student leaders as they are the community and business leaders of tomorrow.

Hali Anderson,

Curtis M. Jackson

’08 (JD) is in

’18 (JD) served as

her 12th year of practicing law.

Effective January 1, she will become a Shareholder at GrahamHollis, San Diego.

She has spearheaded the Earl B. Gilliam Association’s Neighborhood Law School throughout her 3-year board service and recently won the President’s award. While in law school, she served as the president of Black Law Students Association (BLSA).

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a two term Black Law Students Association (BLSA) President, Chief of Staff for the Western Regional Black Law Association and was the graduation commencement speaker. Curtis is the Real Estate Manager for the City of Carlsbad.

Alexandria Pritchett is a third-year law student at University of San Diego School of Law. She is serving as the Black Law Students Association (BLSA) President.

She is the inaugural recipient of USD School of Law Advancing Black Leadership Award. She will be joining Troutman Pepper LLP in the San Diego office as an associate upon graduation.

The Initiative That’s Helping Schools Develop Tomorrow’s Business Leaders The world’s demand for education and development has never been greater. In response, business schools are being called to transform to better address the needs of the students they teach and the industries they serve.

With constant improvements in current technology, the needs of students and businesses are changing significantly. For students to prepare to enter the workforce, their education needs to be dynamic, focusing on realworld situations and case

studies so each graduate is equipped with the necessary skills to react to a wide range of situations and challenges.

“As the world becomes even more interconnected, the role of business in society will become more complex and important for evaluating positive social impact,” said Hanna McLeod, senior manager of research for the Association to Advance Collegiate Schools of Business (AACSB) International.

An initiative for change “The Collective Vision” is an initiative of the AACSB that

outlines how and why business schools can adapt to new generations of students and industry-wide developments. Introduced in April, the initiative challenges business schools to be more daring and flexible in their curriculum studies, to collaborate with industries and society outside academia, and to provide context and experience to students.

The global organization emphasizes that the tools and guidance their message delivers extends to academia programs and institutions around the world, with adap-

tions for local context, locations, missions, and goals.

To continue drawing motivated employees and students, business schools need to partner with local businesses, industry leaders, and other schools to stay well-connected and relevant in both their communities and on a global scale.

“Business classrooms will increasingly attract more diverse demographics, based on age, experience, and goals, as business schools stake their position as hubs for continued and lifelong learning,” McLeod said. “This may

translate to learning experiences that more accurately reflect business-world realities, as well as new partnerships with industry, in order to achieve desired learning goals.”

Such connections may also serve as networking opportunities for students in various industries. Largely, business school graduates should leave campus with a confidence and understanding of the greater economic sector from experience. n Zoe Alexander, Association to Advance Collegiate Schools of Business (AACSB)

MEDIAPLANET

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Drawing up Plans for a Greener, Cleaner City A program manager with the United Nations Development Programme describes the work being done to build a sustainable transport system for one of Georgia’s biggest cities.

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atumi, the second largest city in Georgia, located on the coast of the Black Sea, has grown dramatically in recent years, from a relatively small city into an urban conglomerate. The price to pay for this rapid growth is an increasing population density and one of the highest levels of car concentration in the country, which generates constant traffic congestion and tons of carbon dioxide.

Beating the competition In 2014, the city adopted a political agenda to make urban development greener and more sustainable, and decided — as surveys showed that the major source of GHG emissions was urban transport — that the plan should prioritize the improvement of the urban transportation system.

Public transport is basic, with a fleet of 100 municipal buses and around 450 marshrutkas, or private minivans, competing with each other for passengers. Batumi residents prefer to walk (31.44 percent), take public transport (36.02 percent), or ride in a car (30.19 22

percent). Only 1.27 percent take taxis and almost no one (0.28 percent) bikes.

As the number of cars on the road grows, municipal bus service must offer better service and mobility options in comparison to private cars and marshrutkas in terms of safety, speed, comfort, reliability, and affordability.

in terms of passenger and vehicle flow. Starting with these corridors would not only contribute to GHG emission reduction and congestion alleviation, but would yield highly visible results, increasing the buy-in of the commuters in this new approach to urban mobility.

The next steps As the number To ease the corridors’ Sustainable approach of cars on the traffic, two methods The most important road grows, are being implemented: element to green Batumunicipal making municipal mi’s urban mobility bus service public transport more was to holistically plan must offer attractive while, at the and implement all better service same time, discouragaspects of sustainable and mobility ing people from using urban transport (SUT) options. private cars along the measures. The first step corridors. The plan crewas to conduct comates dedicated bus lanes prehensive household for public buses along urban mobility surthe corridors. That way, even if there veys and traffic counts to gain a clear is congestion, buses move at nearly understanding of mobility patterns constant speed without any obstacles, and travel behavior that would, in and people using private cars will start turn, inform a new transport model. to reconsider.

The plan started with two major Exclusive bus lanes require space, “urban transport corridors,” connectwhich will lead to parking bans along ing southern and northern edges of the corridors and the creation of parkthe city, and main arteries of the city

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and-ride facilities as an alternative for car owners. These will be built on the edges of the transport corridors so drivers can leave their cars at parkand-drive lots and use Bus Rapid Service to move into the city center. Bus transfer terminals are the final piece of greening urban mobility. Located at the end of the corridors, they will serve as transfer stations to public transport for out-of-town commuters.

A green future More green efforts are yet to come, such as a new parking policy, low-emission buses, and extended and integrated bike lanes.

When I talk to Batumiers about the future of our city, we agree Batumi should be designed for people and not for cars. While we don’t use the term “sustainable urban mobility,” we describe a livable city exactly in line with the results the new public transportation system will generate: air quality, no traffic jams, and more places to walk, bike, and leisurely sip our famous coffee. n Lasha Nakashidze, Program Manager, United Nations Development Programme, Georgia

A Look at the Future of Building Energy Usage The built environment sector has a vital role to play in responding to the climate emergency by reducing its emissions, with a goal of net zero carbon.

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espite unprecedented reductions in air and commuter travel as a result of measures to prevent the spread of coronavirus, global carbon emissions are projected to temporarily decrease by only 8 percent in 2020. This is because building operations, both commercial and residential, are responsible for an extraordinary 30 percent of global energy use and 28 percent of global carbon emissions.

Energy is still primarily generated from fossil fuel sources causing irreversible carbon emissions, and our buildings are also using that energy inefficiently. Without action, this undesired environmental impact will continue as the global building stock is expected to double by mid-century. Therefore, the role of green construction is crucial for the legacy that we leave in buildings that last for several decades.

We must take accountability for decisions that impact the entire lifecycle of those

buildings: architectural designs that neglect energy performance, material selection that affects maintenance and replacement, and designing for deconstruction to maximize opportunities for circularity. We need to set performance-based targets for projects that all design decisions are evaluated against, with carbon as the metric of choice.

It is imperative that we challenge ourselves to build future-proofed infrastructure and send assured demand signals to policymakers and the supply chain that this industry is pivoting from a major contributor to a major solution in the fight against climate change. In this challenge, the hero will be zero.

Net zero energy Whichever term you subscribe to, the concept is very simple: Net zero buildings are highly energy efficient and meet their annual energy demand from renewable energy — either generated on-site or procured from offsite sources — and have low embodied carbon emissions.

The framework set out by the World Green Building Council (WorldGBC) global network also recognizes the need for offsets in specific markets to achieve net zero goals as part of a zero-carbon transition.

Green building certification schemes and operational performance solutions, like LEED Zero and Arc from the U.S. Green Building Council (USGBC), help stimulate these market solutions by set-

ting appropriate best-practice benchmarks and metrics in support of performance standards that exceed regulatory minimums. As part of our Advancing Net Zero project, our Green Building Councils are operating such net zero building certifications to scale up these much needed solutions.

Bringing embodied carbon upfront The carbon emissions associated with the materials and construction used through a building’s entire lifecycle — known as embodied emissions — account for a further 11 percent of the world’s total.

Therefore, we need to pay careful attention to options for low-carbon materials and the impact of design and procure-

ment choices, and maximize opportunities to repurpose existing buildings. Carbon emissions released before building or infrastructure is used (upfront carbon) will be responsible for half of the entire carbon footprint of new construction between now and 2050, threatening to consume a large part of our remaining global carbon budget.

However, a low embodied carbon building that performs poorly in operation creates adverse financial, environmental, and social implications. We cannot address one without the other, and so must take urgent action to tackle upfront carbon while designing with whole-life carbon in mind. n Cristina Gamboa, CEO, WorldGBC MEDIAPLANET

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