Employee Wellbeing Q4 Dec 2019

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RACHEL SUFF, CIPD Organisations need to be aware of the complexity of people’s lives and treat people as individuals. » p2

EMMA MAMO, MIND Those with mental health problems can provide a valuable contribution to the workplace and excel in their roles. » p4

PAUL PATENALL, BCO Wellbeing is not likely to be achieved through freebies and gimmicks. » p6

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Time to shift the dial on wellbeing Health and wellbeing has been moving up the business agenda.

Most employers now know they play a critical role in improving people’s health at work. But, is their investment paying off?

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esearch repeatedly shows that work can be a force for good. Quality work is good for our wellbeing, and a healthy, happy work force produces t he highest-quality work too.

The latest CIPD Health and Wellbeing at Work Survey shows that more employers are waking up to the vital role they play in ensuring that work lives up to that promise.

with the organisational issues that could be driving this kind of unhealthy behaviour, such as unmanageable workloads – the biggest cause of work-related stress.

Employers need to get to grips with organisational issues that could be driving unhealthy behaviour, such as unmanageable workloads.

Look beyond absence rates The sickness absence rate (5.9 days on average per employee per year) is the lowest ever recorded in the survey’s 19-year history. Is this a cause for celebration?

The r e ’s a r i s i n g c u lt u r e of ‘presenteeism’ in UK workplaces. If people are coming into work when they’re ill, this could be artificially contributing to a drop in sickness absence levels.

M a ny e m p l o ye r s h ave a l s o observed some form of ‘leaveism’ over the past 12 months, with people working when they are on holiday or off sick.

Employers need to get to grips

More focus on mental health The main risks to people’s health at work are now psychological, with reported common mental health conditions on the increase.

If levels of work-related stress and mental-health-related absence are not improving, there remains a stubborn implementation gap between aspiration and practice.

More employers are taking steps to raise awareness of mental health

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issues, but only a minority train their line managers to support staff with mental health issues.

A ‘whole person, whole organisation’ approach Employers need to be far more proactive in how they support people’s health and wellbeing. The ageing population means many workers have increased caring responsibilities and will develop a long-term health condition or disability, for example.

Offering flexibility and designing jobs to play to people’s strengths can help to avoid unnecessary sickness absence and retain valuable talent.

Organisations need to be aware of the complexity of people’s lives and treat people as individuals, some of whom will need tailored support and working arrangements to enable them to remain in work.

Invest in line managers CIPD research has found that heavy workloads remain the most common cause of workplace stress but, this

WRITTEN BY: RACHEL SUFF Well-Being Adviser, Chartered Institute of Personnel and Development (CIPD), The Professional Body for HR and People Development

Organisations need to give their managers training, guidance and ongoing support so they are part of the solution and not the problem. year, an increased proportion of employees blame management style.

This is a stark reminder of how ha r m f u l t he i mpac t ca n be i f managers aren’t equipped with the skills to support their people.

There are low levels of confidence in managers’ ability to spot the warning signs of employee stress, have sensitive conversations about health issues and signpost to expert sources of help.

Organisations need to give their managers training, guidance and ongoing support so they are part of the solution and not the problem.

investment in employee health, but if their activity isn’t rooted in how people are managed, a supportive and inclusive culture and committed leadership it will not have real impact.

On a positive note, this year, more people in our survey agreed that employee wellbeing is on senior leaders’ agendas (61% compared with 55% last year).

An effective employee wellbeing strateg y requires a ‘whole organisation’ response with serious leadersh ip com m it ment a nd supportive line management. We need a substantial improvement in both of these areas to achieve the step change needed to improve people’s wellbeing at work.

Read more at businessandindustry.co.uk

Create a healthy culture Employers can make a serious MEDIAPLANET

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Does a fit workforce = a happy workplace?

Supporting the health of your employees isn’t just great for their wellbeing; it’s also great for business, too. Here’s why a fit workforce could be your biggest asset in 2020.

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he Health & Safety Executive1 recorded that in 2018/19, nearly 30 million days of work were lost in the UK due to employees suffering from general illhealth and workplace injuries, while there were also 1.4 million people cited as suffering from workplacerelated stress.

These facts also coincided with UK productivity flatlining2 and only marginal growth towards the end of the year.

There are, of course, going to be other contributing factors to the UK’s low productivity, but it’s clear that the health of the workforce does have an instrumental part to play.

If your employees are physically or mentally unfit, they simply won’t be up to the task of driving productivity, growth or success.

This is where encouraging positive physical fitness can lead to more positive outcomes and a happier, more productive workforce.

Now, it’s important to mention that simply going outside for a run is not going to solve the deeper issues – especially if they stem from being constantly stressed out. But, physical exercise comes with some additional benefits which can not only help support a healthy body, but also encourage more positive personality aspects, too.

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Exercise can make you feel happy When you go out for a run, go for a swim or engage in any prolonged physical activity, the brain releases endorphins; a group of hormones that help produce positive feelings and also help manage pain.

These positive side-effects to physical exercise can be really impor tant when it comes to a healthy lifestyle and of course, a positive working environment.

When something as simple as going for a brisk walk can help stimulate and support positive menta l wel lbeing, ac t ively encouraging staff to get up and get moving throughout the day is a no-brainer.

It can help with weight loss and weight management Regular exercise has been shown to increase your metabolic rate, which in turn will burn more calories and help you lose weight.

Once you start combining regular exercise with healthy long-term diets and lifestyle changes, the effects on both your body and general health can be both quick and much more than skin deep, too.

If your staff are on a health kick and looking to burn off some excess

calories after Christmas, giving them access to physical wellbeing benefits such as gym memberships, a cycle to work scheme, or even just encouraging physical activities during the day might just be what they’re looking for to really make a difference.

Exercise can help with your brain’s health Studies have shown that regular exercise is great at combatting memory loss and maintaining the brain’s general health and problemsolving skills – especially with older people. Specifically, it was found that regular aerobic exercise (the kind that gets your heart and sweat glands pumping), appeared to boost the size of the hippocampus, the brain area involved in verbal memory and learning.

If you have a workforce that deals with lots of figures, data or problem solving, regular breaks and regular physical activities may just help them to work smarter and not necessarily harder.

Regular exercise helps with sleep and relaxation Lastly, a workforce that gets a good night’s sleep will often wake

WRITTEN BY: JAMIE MACKENZIE Director of Marketing, Sodexo Engage

Regular aerobic exercise (the kind that gets your heart and sweat glands pumping), appeared to boost the size of the hippocampus, the brain area involved in verbal memory and learning. up feeling refreshed, energised and ready for the day ahead. And, while there are also many other factors in getting a good night’s rest, highlighting the benefits of physical activities is just one way an organisation can encourage their workforce to become more active.

So, can a fit workforce = a happy, more productive workplace?

When it comes to having a positive and successful company culture, the wellbeing of the workforce – both physically and mentally – needs to be a top priority for every business.

With the benefits of physical fitness offering a wealth of positive wellbeing side effects, it’s in every business’ interest to look out for the physical fitness of their employees

and encourage them to live healthy and active lifestyles.

CO-WRITTEN BY: PAUL BAUER Sources: 1 http://www.hse.gov.uk/statistics/index.htm?utm_ source=hse.gov.uk&utm_medium=refferals&utm_campaign=annualstats&utm_term=statistics&utm_content=home-page-hero 2 https://www.bbc.co.uk/news/business-44735417

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It’s time for employers to take ownership of mental health Employers are contributing to the psychological harm experienced by their staff through poor job design and working practices, according to a recent report. Employers must take action to ensure their workplaces have a positive impact on mental health.

WRITTEN BY: LOUISE ASTON Wellbeing Director, Business in the Community

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ur survey from more than 4,000 UK employees informed BITC’s recent Mental Health at Work 2019 report: Time to Take Ownership in partnership with Mercer Marsh Benefits and BITC’s Wellbeing Leadership Team. The report shows that progress is being made but it is not happening with the scale and speed that we urgently need.

Unacceptably, it found that employers are contributing to the psychological harm experienced by their staff through poor job design and working practices. Two in five (39%) UK workers experienced symptoms of poor mental health related to work in the past year, up from 36% in 2018.

The report also highlights that employers are not acknowledging or dealing with the adverse impact work has on employees’ mental health. Of the 39% of employees surveyed who have experienced poor mental health due to work, over half say this is due to pressure such as too many priorities or targets; 36% cited workload, and a third (33%) said that this was caused by negative work relationships.

In the UK, it is considered ‘normal’ for employees not to expect to be physically injured and, equally, they should not expect to be psychologically harmed. A profound cultural shift is paramount in order to achieve psychological safety.

Instead of pushing managers towards tactical ‘band-aid’ solutions, which aren’t in themselves capable of radically shifting the national dial, business leaders need to think strategically. It’s time for business leaders to take ownership and tackle the systemic causes of poor mental health.

It’s time for business leaders to tackle the systemic causes of poor mental health.

What are the barriers to people getting the help that they need?

Lack of support for mental health issues, often caused by a lack of openness and the stigma of disclosing a mental health issue, attached to potential negative consequences come up frequently. Our report highlighted that: • 41% of employees experiencing a mental health problem reported that there had been no resulting changes or actions taken in the workplace • 51% of employees feel comfortable talking about their mental health issues • 9% of employees who disclosed a mental health problem were subsequently disciplined, demoted or dismissed.

The mental health debate has moved on and business leaders now need to step up and make direct changes to the way they think about and tackle mental health issues.

By encouraging empathy and an inclusive workplace culture, built on a foundation of psychological safety, companies can ensure lasting change.

What can employers do?

We urge all employers to sign up to the new Mental Health at Work Commitment developed in partnership with BITC’s Wellbeing Leadership and the Thriving at Work Leadership Council.

In a crowded and confusing marketplace, the Commitment is a simple umbrella framework to improve mental health at work. It draws together key activities that employers have tried and tested, and provides a simple, practical way for employers to navigate the complex mental health landscape.

Details of how to sign up can found at: mentalhealthatwork.org.uk/commitment

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Greater support is needed for mental wellbeing at work WRITTEN BY: EMMA MAMO Head of Workplace Wellbeing, Mind

We all have mental health, just as we have physical health. Considering how much time many of us spend at work, it’s not surprising our workplace can have a big impact on our wellbeing.

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00,000 of us with long-term mental health problems fall out of work every year. Right now, many of us with mental health problems do not have the rights and protections at work that we need.

But, with the right support, those with mental health problems can and do provide a valuable contribution to the workplace and excel in their roles.

Mind recently sur veyed over 44,000 employees who took part in our Workplace Wellbeing Index this year, and found that almost half (48%) had experienced poor mental health, such as stress, low mood, and anxiety, while working at their current organisation. So it’s crucial employers feel confident in supporting employees.

Supporting colleagues with a mental health problem It’s good to see forward thinking businesses increasingly pr ioritising staff wellbeing, but this isn’t occurring across the board.

Organisations should do what they can to equip employees with the skills and knowledge needed to identify and support colleagues when t hey are exper iencing a mental health problem, while also looking after their own wellbeing.

It’s important that staff do not feel it is their responsibility to act as a medical professional but rather to listen non-judgmentally, be supportive and signpost to support both internally and externally – something Mental Health First Aid or other mental health awareness training courses can help with.

As highlighted in the government-commissioned, independent review ‘Thriving at Work’, published in October 2017, all organisations can and should be meeting six mental healt h core standards, including: developing mental health awareness, providing training for line managers and routinely monitoring mental health and wellbeing.

It’s good to see forward-thinking businesses increasingly prioritising staff wellbeing, but this isn’t occurring across the board.

We should all feel safe and secure in work A l l of u s w it h ment a l he a lt h problems should be able to feel safe and secure in work. That must include when we take time off sick, and we must feel that we are protected from discrimination around mental health problems.

Having to take time off work for mental health is something no one should be discriminated for. The incoming UK government must do much more to better protect our rights at work.

Tips for employers in the workplace: Time to Change, the mental health anti-stigma movement led by Mind and Rethink Mental Illness, wants every employer to create a working environment where people can open up to mental health problems. Here are some tips from them on reducing stigma in the workplace.

• Leading by example More senior leaders need to be open about their own experiences with mental health problems to show that it isn’t a sign of weakness and it won’t hinder your career if you open up to your colleagues.

• Being clear about why a mentally healthy workplace is valuable A workplace where everyone is supported to talk openly about t hei r menta l hea lt h creates a positive, inclusive and more productive workplace for everyone.

• Talking things through with line managers Line managers need to feel comfortable having conversations about mental health with their direct reports. It doesn’t need to be difficult or scary, simply raising the issue or asking how they are feeling is a great start.

Avoiding the issue could make people feel more inclined to hide their mental health problem.

• Be clear about how employees will be treated • Employees need to know that they will be treated fairly and without negative consequences if they disclose a mental health problem at work.

• Employers have a legal duty to make reasonable adjustments1 This applies to any employee experiencing a disability under the Equality Act 2010, which can include a mental health problem if it has a substantial, adverse, and long-term effect on day-to-day activities. Employers need to see promoting good mental health as more than a legal obligation.

Employers and employees can find information and practical steps to promote wellbeing, tackle stress and poor mental health at work by visiting www.mind.org.uk/work

Sources: 1 https://www.mind.org.uk/information-support/legal-rights/discrimination-at-work/telling-my-employer/#.Xd_CVr_goWp

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How to make worker wellbeing ‘a walk in the park’

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Expanding the definition of ‘workplace’ beyond ‘the content of its four walls’ is key to developing a healthier, happier and more productive workforce, says Head of Workplace Futures for Lendlease, Alison Webb.

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h e m aj or it y of mo de r n businesses consider employee wellness as an internal issue – improved through interior design or in-house cultural shifts. But for Alison Webb, Head of Workplace Futures for Lendlease, employee wellbeing doesn’t start and finish at the reception desk.

“Your workplace is much more than the building you rent - it’s your whole neighbourhood. We go above and beyond by designing in ‘wellness’ through this expanded definition,” says Webb.

In t he wake of L ondon 2012 Olympics, Stratford - a once neglected district of London - has become a hub for some of London’s biggest business, retail and educational opportunities.

Within this sea of investment, International Quarter London (IQL) is offering its community the perfect environment to achieve worker

wellbeing according to Webb.

Covering 22 acres, the flexible office space, vibrant retail and residential opportunity is currently home to Transport for London, the Financial Conduct Authority, UNICEF UK, Cancer Research UK and many more.

L i ke ma ny moder n of f ice work spaces, IQL’s com mercia l b u i ld i n g s h ave c ut t i n g e d g e technology and design features for occupier satisfaction.

From 100% fresh air ventilation systems, light enhancing façades through to stairwell design, the office space creates “behavioural nudges to make healthy choices easier,” says Webb, “but we look beyond that too.”

Utilising green spaces is a ‘walk in the park’ While employee wellbeing within the office is already a high priority

for moder n businesses – soon employees w i l l be dema nd i ng healthier surrounding environments too. Ones that allow them to escape to nature, feel socially connected to their colleagues and the wider community, and ones that support healthier lifestyles and choices.

The health benefits for tenants utilising a workspace in Stratford’s IQL extend beyond the offices’ four walls; with the world-class Olympic facilities and 560 acres of sprawling Queen Elizabeth Olympic parkland with purpose-built walking routes and outdoor workspaces.

“Leaving the office for a walking meeting, or even to walk on your own isn’t just good for your health it’s also good for business. Research out of Stanford University shows us that walking improves creative thinking by an average of 60%.”2 There is a high standard of air quality in Stratford1,

so the concept of leaving the office for fresh air has much more value according according to Webb.

“Businesses and workers should consider the value of location in terms of air quality, noise and light pollution. Areas like Stratford score well across pollution metrics,” says Webb.

Blurring the line between indoor and outdoor spaces “Connecting occupants to nature and the outdoors, is key to reducing worker stress, promote productivity and look after mental wellbeing,” says Webb.

Often, buildings will be designed to ‘bring the outside in’ through biophilic design, and copious levels of natural light and views of outside.

“Where p os sible, we desig n buildings to maximise views across

ALISON WEBB Head of Workplace in Europe, Lendlease green spaces and create motivation for occupiers to step outside their bu i ld i ngs, t h rough lu ncht i me events and classes, curated walking routes around the park, and outdoor work s p ac e s for f re sh a i r a nd reflection. We consider the wellbeing experience we offer to be truly holistic both inside and outside the four walls of your workplace.”

WRITTEN BY: ALEX VAN DEN BROEK Sources: 1 londonair.org.uk 2 https://news.stanford.edu/2014/04/24/walking-vs-sitting-042414/

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Better mental health benefits everyone, so what do we do about it at work?

It’s clear that good mental health, and how it contributes to our wellbeing, relationships and work, is high on the agenda of UK plc.

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his has happened thanks to increased media coverage w it h stor ies of lived experience, and the irrefutable business case linking wellbeing to productivity.

Yet, there remains a gap between the chatter and the action, in society, but also in the workplace.

Two years on from the Government commissioned, Stevenson Farmer mental health and work report, only 40% of businesses have trained their managers in mental health; and in the last 12 months, two thirds of employees have felt stress and anxiety due to work.

Having worked in this field for over 25 years, I am well aware that there isn’t a simple or quick fix. However, while there is still plenty to be done, it is important that we look at moving the issue from chat to action.

Awareness It is important to raise awareness of the wide and varying spectrum of

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mental health and to train managers to spot t he sig n s of com mon mental health issues. These range from anxiety and depression to more complex conditions, such as bi-polar disorder. Facilitating open discussions with staff can help them recognise their own stress triggers and how to approach their colleagues if they have concerns.

Intention Speak to your staff, understand what they need to help them thrive at work, as individuals and as teams.

Draw upon skills and knowledge from across the organisations to create a plan.

Be realistic about what you want to achieve, how you are going to achieve it and make it sustainable in the long term. Clarify who is accountable and who is responsible and how your plan connects to wider business outcomes. Set three clear wellbeing actions and seek feedback from the workforce at every step of the way.

Action Use your plan as the foundation for demonstrating your commitment to mental health at work. Set the tone by being as open as you can about your own sense of wellbeing. Act on your intentions, deliver your actions, and keep them on the agenda, monitoring as you go.

Transparency and conversations are the start of addressing perhaps the biggest challenge of all, the stigma of mental health. Everyone in the workplace has a role to play, every day: employers, managers and individuals. The action plan is there to support and back this up to help improve everyone’s mental health.

WRITTEN BY: ABIGAIL HIRSHMAN Head of Mental Health and Wellbeing, ACAS

It is important to raise awareness of the wide and varying spectrum of mental health and to train managers to spot the signs of common mental health issues.

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A spotlight on women’s wellbeing

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Employers as varied as Royal Mail, Norton Rose Fulbright and Goldman Sachs lead the way on women’s wellbeing in the workplace with tangible enthusiasm.

WRITTEN BY: DEBI O’DONOVAN Director, Reward and Employee Benefits Association

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hile there are myriad reasons why organisations focus on traditionally taboo topics such as menopause, fertility and menstruation there are common business-led themes emerging.

Firstly, Office of National Statistics figures show the 2019 employment rate for women is the joint highest on record at 72%, with the increase partly down to fewer retiring due to the removal of the State Pension Age. Any employer grappling with future workforce planning will spot the need for more female-friendly working policies.

Secondly, employers with more than 250 staff reported Gender Pay Gap figures since April 2017. The results make uncomfortable reading and narratives explaining organisation-wide pay gaps are due to too few women in senior levels do not play well for long.

Demand for change to champion the female workforce Couple these two legislative changes with ongoing pressure to increase the proportion of women in leadership roles, rising awareness of the benefits of neurodiversity within workplaces and a demand from supply chains and shareholders to see greater diversity and inclusion in workforces, and we start to see leading employers behaving differently to attract, retain and develop female talent of all ages.

Which brings us to the changing way in which women’s wellbeing in the workplace is being addressed. To date menopause, period pain, endometriosis, hormonal treatments for fertility and maternity leave have often been seen as ‘problems’ women need to quietly handle without fuss.

But increasingly people, of different genders and ages, are questioning why these natural human conditions should cause women to miss out on job opportunities and pay increases due to inconvenient absences, not being their best every day or taking months or years off to raise children.

Any employer grappling with future workforce planning will spot the need for more female-friendly working policies.

Making adaptations to extend the broader workforce Which good employer truly wants highly-experienced employees ending their careers unexpectedly early or go part-time because there are days their memory, anxiety or body temperature is out of kilter due to the menopause? Or talented younger women to fall behind on career paths when adjustments could be made to traditional working patterns to accommodate the challenging cycles some face?

Interestingly, the more employers discuss women’s wellbeing the more they realise making adaptations could extend to the broader workforce for a myriad of natural human situations. Conversations about fast-tracking mothers returning to work after raising children, quickly turn to doing the same for anyone taking significant time out of the workplace. Those changes in attitude benefit and humanise us all.

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Light, space and movement key to wellness

WRITTEN BY: PAUL PATENALL President, British Council for Offices (BCO)

We’ve all heard about wellness. It’s a topic that gets raised at board meetings and met with nodding heads and agreement, but then not taken seriously.

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ompanies can often just box tick. They might offer staff a few interminable seminars on the topic, some free smoothies in the canteen, maybe even a ping pong table. Job done, says the board, now let’s move on to something that’s actually important to the business. This approach is, to put it gently, misguided.

Firstly, it ignores the importance of wellness. As outlined in the BCO’s Wellness Matters report, a well workforce is more productive, more likely to stay put and less likely to be sick, all of which directly impact a business’ bottom line.

Secondly, the above approach reduces wellness to a series of token gestures and gimmicks. Wellness cannot be achieved by mollycoddling staff with freebies, games tables and warm words. Too often, I walk into an office that has been built to resemble a child’s creche, while its adult workers sit around unhappy and unfulfilled.

Wellbeing is not likely to be achieved through freebies and gimmicks Encouraging wellness is difficult and doing so requires genuine com m it ment from a business.

However, that does not mean it is overly complex. Workplace design

Too often, I walk into an office that has been built to resemble a child’s creche, while its adult workers sit around unhappy and unfulfilled. is a sensible place to start, since our environment has a big impact on how we feel. Rather than fill this environment with gimmicks, we should instead focus on a few core tenets that make humans feel good: space, natural light and movement.

Let’s start with space. Space, particularly in cities like London, comes at a premium. Therefore, there can be a temptation to pack together workers like sardines in a briny tin.

This only fosters unhappiness.

Rather, space should be jealously protected and, where possible, a workplace should try to encourage large, central areas where workers can meet, greet and work discretely.

People work better when they have room to think and breathe.

Along with space, natural light is also vitally important to wellbeing.

Yet this presents its own challenge – not every employee can be given a window seat. Instead, workplaces need to be designed to encourage light. For instance, a workplace could be fitted around a central atrium, which not only spreads light across the office but also creates a

spacious central area for staff.

Finally, a workplace needs to encourage people to move about and stay active. Too many workplaces are built around people taking the lift, which turns already sedentary jobs into almost static affairs.

Workplaces like The HKX Building in King’s Cross, London, encourage movement by being built around big, bold staircases instead.

There are, of course, other ways to encourage movement. Look to London’s 2Television Centre, where workers can splash about in a top floor swimming pool or Kirkstall Forge in Leeds, which operates a cycle hire scheme for occupiers.

D esig n i ng a work place t hat encourages wellness is not easy, but it can be kept simple. Rather than chase trends, we should focus on the core tenets that help keep people happy.

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The smart way to improve employee wellbeing

The right tech can boost employee wellbeing, by facilitating communication between building occupiers and service providers, workspace personalisation; and reducing management workloads.

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here was a time when most employer s were m a i n ly concerned about their bottom lines. The wellbeing of their workforce came a very distant second, if they thought about it at all.

But “that’s reversed, we’re now seeing businesses place employee wellbeing at the forefront”, says Daniel Drogman, CEO of Smart Spaces. We’re in the 21st century and switched-on businesses realise that the health and wellbeing of their staff is not only paramount for all the right reasons, staff are also their biggest cost. It is accepted now that happy employees are more driven, focused and efficient. Meaning the balance between productivity and mental health is the win-win that employers now seek.

A crucial part of this is making wo r k p l a c e s m o r e a t t r a c t i v e , INTERVIEW WITH:

The competition to attract and retain talent for businesses has never been greater, and would-be employees will increasingly expect workspaces to be ‘smart’. engaging and interactive. “People want to work in an environment they can enjoy and connect with,” says Drogman. “They want to be inspired by their surroundings.”

They also want to be informed about their environment and have more control over it, for instance, set t i ng t he r ight temperat u re that delivers the best air quality for comfort.

Drogman is the Founder of Smart Spaces, an app that connects IoT (Internet of Things) devices and building management systems to give occupiers 360-degree control of smart workplaces. “App-controlled IoT technology is placing employees first”, he says, because it improves the workplace processes by understanding the work-life balance employees try to achieve every day.

Personalising workspaces to empower employees

DANIEL DROGMAN CEO, Smart Spaces MEDIAPLANET

For example, once a staff member has downloaded the app and their profile is approved, their smartphone becomes their access pass to the building, avoiding the hassle of misplaced keys. It informs and

alerts them to all the services and facilities included in the building — such as a concierge, gym, wellbeing studio, beautician and hairdresser — allowing them to easily book appointments and join reward schemes. Employees can further personalise their workspaces via the app by adjusting the lighting above their desk or indeed, any service that is IoT-enabled. “ Th at ’s emp ower i n g…” s ays Matthew O’Halloran, Director of Smart Spaces. “Helping people have greater control over their own work-life is fundamental to our platform. When they’re able to communicate directly with their co-workers and the people operating the building, that builds a real sense of community.”

Essentially, to foster a sense of togetherness, employers need to do more than simply put on a networking event or encourage a ‘bakea-cake’ day. “We’ve gone beyond that now,” says O’Halloran. The competition to attract and retain talent for businesses has never been greater, and would-be employees will increasingly expect workspaces to be ‘smart’.

S m a r t te c h i s go o d for t he wellbeing of owners and landlords too, because it takes the stress out of managing their property portfolio.

The key to this is a 3D model known as a ‘digital twin’ — a digital replica that building managers can access via a central platform.

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The big benefit of creating a ‘digital twin’ “Digital twins are most commonly used in the aviation industr y,” explains Drogman. “A 3D model accessed via a computer on the ground has all the operating parameters of the aircraft in the sky. So, if something goes wrong, it can be diagnosed immediately, and the relevant action taken by the pilot.

It’s the same with a digital twin of a building; everything that happens live in the real building is replicated in a 3D computer model. BMS engineers and maintenance can’t always get to the buildings under their control quickly enough, but at their head office, they can now affect change from a central platform rather than going on expensive, time-consuming journeys around their worldwide portfolio.”

A digital twin allows building owners to see real-time analytical data and statistics about energy usage, open climate controls and reduce temperatures, or change the brightness of the lighting in a particular area of an office. And if they want to make a physical change

MATTHEW O’HALLORAN Director, Smart Spaces to a building — such as removing a chiller on the roof — they can see what effect it would have by simulating it on the 3D model first.

Why does all of this matter?

“Because people matter,” says O’Halloran. “When you put your people first, that makes all the difference. Now, you might think you know what people want from their building/ workspace, but this type of technology shows the truth about how they are interacting with its services and amenities — and that can help landlords make better, longer-term, data-driven decisions.”

WRITTEN BY: TONY GREENWAY

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Beyond wellness: Office design can be a vehicle for equality

The way companies design physical environments is a direct reflection of their values and beliefs.

I

nequality can be hardwired into the layout, with perimeter offices and fixed desks that benefit only a small portion of the overall workforce. Today, most people work in modern offices with open-plan spaces, which favour extroversion and further contribute to an organisation-wide imbalance.

So, how do we create more inclusive workplaces that can be leveraged as vehicles for organisational change?

A s work place de sig ners, we need to accommodate the ongoing transformation of place, people and culture. There are many ways that firms can go above and beyond to support health and equality issues, but here are three areas to focus on first.

Harness the why What gets your team out of bed in the morning? How are they inspired?

Understanding how people, culture and environment intersect is key to business success. There is no one

route to improving wellbeing or creating the most desirable space to attract new talent.

If people understand the bigger picture and what they are working to achieve, hierarchy takes a back-seat and people are empowered to drive towards a common goal. Creating environments that support every individual to be as effective as possible can have dramatic impact on their overall output.

Workplaces mimic the diversity of cities, where a variety of different cultures and perspectives collide and enable companies to innovate.

However, wh i le den s e u r b a n settings bring the benefit of access to skilled global talent, they bear the disadvantage of heightened stress coupled with strains on services – unless the design is carefully considered.

an inclusive culture. The corner office model promotes hierarchy as a value, while an open plan seating arrangement favours extroverted employe es who der ive energ y from social interactions. Instead, compa n ies ne e d to desig n a n environment that enables employees to choose from a variety of settings based on the type of work and how each team member can meet their individual needs.

Such an environment should i n c l u d e b o t h o p e n a r e a s fo r socialising and collaboration, as well as quiet areas for deep work and private conversations. By moving into these versatile spaces, CEOs and senior leaders provide employees direct access to communication with the organisation’s key decisionmakers, regardless of their level or tenure.

Magnify the environment

Put people first

Neither the corner office model nor the open floor plan is conducive to

Each employee has a unique set of needs, many of which are not visible.

Interior designers and architects, whose fundamental mandate is that of health, safety and well-being, have a responsibility to provide a considered and accessible workspace for all. This ranges from providing wheelchair access to thinking about how neurodiverse employees, those

If people understand the bigger picture and what they are working to achieve, hierarchy takes a back-seat and people are empowered to drive towards a common goal.

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WRITTEN BY: JENI DURKSEN Senior Associate, Design, M Moser Associates

Companies need to design an environment that enables employees to choose from a variety of settings based on the type of work and how each team member can meet their individual needs. with hearing disabilities, or colour blindness, need to use space. This enables everyone to feel and perform at their best without feeling like they have to barter for their benefits.

Another aspect of accommodating people’s individual needs in the workplace is to design for health and well-being. For example, sit-stand desks help fight sedentary diseases and encourage healthy work styles, wh i le of fer i ng employe es t he enhanced choice of personalised working for a marginal cost increase.

80% of adults suffer from lower back pain at some point in their lives1, and providing conveniences in the workplace can decrease that number.

Inclusivity across the gender identity spectrum Incorporating centralised spaces like open cafes and work points designed for high traffic encourages cross-functional interactions. In addition, workplaces should consider i nclu siv it y ac ros s t he gender identity spectrum. This goes beyond

washrooms and into the company culture where organisations have the power to incorporate inclusive design language, enabling employees to feel safe in being their authentic self at work.

Wellness design can be a vehicle for change because it has the power to transform offices into inclusive, equal spaces, promoting innovation and enhancing productivity. In turn, spaces designed for diverse needs empower employees and C-suites to engage in an open dialogue around change, collaboration and culture.

Implementing and maintaining an inclusive culture becomes far easier when that inclusivity is built into the very fabric of the workplace design.

Source: 1 https://www.ninds.nih.gov/Disorders/Patient-Caregiver-Education/Fact-Sheets/Low-Back-PainFact-Sheet

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