Facilitate August 2019

August 2019 / FacilitateMagazine.com

Taster edition

Why the right way of managing facilities services is not as clear cut

FAC I LITATE

AUGUST 2019

CONTENTS ANA LYS I S

6 LAB O U R AI MS TO IN S OURCE The Labour Party has published its plans to start a public sector ‘insourcing revolution’

COVER: MELVIN GALAPON

7 ARE FM ‘ADD-ON S ’ OFF? Do the stories of Carillion, Interserve and Keir show that construction firms cannot run FM arms successfully?

8 ASB ESTOS WR AN GL E Calls for asbestos to be removed from schools are ‘understandable’ but ‘not practical’, says a health & safety adviser 1 0 I W F M M ARKE T OUTLOOK 2019 The institute’s analysis of current FM market conditions points to a series of mixed signals with Brexit looming

WHAT WE DO

Facilitate is the magazine and online news content resource of the Institute of Workplace and Facilities Management (IWFM).

For 14 years we were known as FM World. We changed our name in January to reflect the British Institute of Facilities Management (BIFM) becoming the IWFM last November.

COM M UNI TY

KNOW LE DGE

3 4 PE R SPE C TIV E S The four most interesting and insightful opinions on FM this month

43 SMART WALLS Naava says its smart and active green wall system gives hard data on clean air

3 7 A BIT A BOU T YOU Carol Punton, FM at NBS in Newcastle upon Tyne, is still on a learning curve

44 CAN WE TALK? People get nervous when talking about race, but silence is often detrimental

3 8 T HINK TA NK How is your company preparing for five generations in the workplace?

45 PA SSWOR D M A ST E RY Lax password security could be disastrous for you and your business

40 AU GU ST @ IWF M The people and projects currently informing IWFM activity

46 SOU ND OF SILE N C E Sound masking differs from white noise and helps in busy workplaces

41 C A LL S TO AC T ION The events, surveys and discussions that deserve your attention

52 YOU ’ V E BE E N F R A ME D Non-compliance issues with GDPR remain rife – especially in CCTV use

LONG FORM

16

IN-SOURCED OUTCOME? High-profile failures have put outsourced FM services under the microscope. Is there now a trend to bringing them back in-house?

22

A LEARNING DESIRE Respondents to IWFM’s 2019 Market Outlook report say finding skilled workers has been tough in the past year, so training is key.

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TREND GAME The Facilities Show and co-located events form a barometer of timely topics for discussions. Here are some themes taken up by speakers this year.

– your magazine Facilitate keeps IWFM members and others up-to-date on all workplace and facilities management issues, ensuring you are informed of the very latest developments and thinking.

Within the magazine, as well as online, we provide readers with a forum for topical debate.

Our monthly print edition, as well as the daily newsletters we

publish on every work day, make Facilitate your first port of call for the latest in workplace and facilities management. You’ll find analysis of research and legislation, insight from critical opinion-formers, service sector business news, case studies, best practice. event reports and much more.

Got a story for us? Get in touch via editorial@facilitatemagazine.com

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F RO NT D E S K A N A LY S I S

T R A N SFE RAB LE SKILL S

WHAT CAN THE ARMED FORCES DO FOR FM?

WORDS: HERPREET K AU R G R E WA L

managing FM providers.

RAF engineering technicians are the bulk of the RAF and their skills can be used in FM maintenance.”

In the army the Royal Engineers (RE) have people trained in M&E and building and civil engineering, which are directly transferrable skills. The Institution of Royal Engineers can award EngTech, IEng and CEng. Within corps and regiments, people are appointed into FM roles and have experience of managing FM providers, Farman adds.

The Royal Navy has logistics sailors and officers, who, like

Armed Forces, says: “When I teach building maintenance, I have had senior noncommissioned officers and clerks of work (warrant officers) from the Royal Engineers and I know they know more about buildings than I will ever do.”

The three main services, despite having different cultures, focus on being adaptable, reliable and getting the job done.

The RAF, for instance, has specialist airmen and officers that manage the estate on stations and in HQs. Farman says: “In short, they have training and experience of

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PHOTOGRAPHY: GETTY / ISTOCK

A

rmed Forces Day in June highlighted how the skills of armed forces personnel can benefit facilities management.

Service personnel have developed a bank of experience performing FMtype support roles within the military so moving into civilian FM roles can often be an attractive proposition.

Plus, they tend to retire from the forces at quite a young age, generally around 45, so they have a lot of working life left.

Rob Farman, a principal at FM firm Abacus FMEC and trainer of people leaving the

their RAF counterparts, have training in and experience of managing FM providers.

Farman says: “As I have said on the courses I teach, ‘A ship is just a self-propelled metal building floating on the sea’, and the sailors have agreed.

Many of the systems on ships have equivalents on shore; I doubt if any building has a lift capable of moving an F35 Lightning fighter upward as on an aircraft carrier. One client I had employed former nuclear submarine sailors, who devised the procedures for maintaining data centre infrastructure and implemented them.”

Aircraft, armoured vehicles and ships all have structure and systems within them, just as buildings have. Thus, maintaining the fabric of a building’s structure and its engineering services is similar.

Some of the qualities that unite the roles to make them a good match for FM include the rigour used in selection.

As Farman said: “You need people that can quickly obtain, analyse and act well on limited information when needed. You need people that can think tactically and, at more senior levels, strategically; those terms come from the military in the first place! Those innate personal qualities are developed through training, exercises and experience and are very valuable to FM.” Communication skills gained from teamwork in the military are also important as facilities managers need to collaborate with many different departments.

With the likes of support services provider Mitie launching a portal for veterans seeking a career in FM, the skillset of armed forces W W W. I W F Mset .O to RGbecome .U K personnel look more coveted.

LO N G FO R M

IWFM MARKET OUTLOOK

The threat of Brexit has not yet brought about any changes for Mitie either, says Jo Davis, group HR director. “We’re not seeing a shrinking labour pool, certainly in terms of the skilled areas. We’re finding it’s easy to attract good quality resources in professional FM roles.”

But Davis explains that “demand exceeds supply” for frontline roles, such as cleaning and security.

However, Mitie has made sure to tap into the contingent workforce candidate pool by implementing a “slick and quick” digital HR solution.

Candidates expect instantaneous “push-a-button-get-a-job-type response” in which applying for a job is as simple as shopping on Amazon, she adds. Being able to deliver this has transformed the recruitment process into days rather than weeks.

What clients want

Across sectors, clients’ demands for an enhanced end-user experience puts a focus on service that goes beyond “people simply carrying out the tasks associated with their job function” says Sue Davison, apprentice programme manager at Sodexo.

Specifically in education and defence, Davison talks of clients who want personnel “who are empathetic and trained to spot early signs of mental health issues that may impact on an individual’s wellbeing”. FM service personnel, therefore, assist the client organisation to support their teams.

Yet naturally, clients also want low cost – so they’re up-skilling from within. Davis says that while previously a cleaner might have just cleaned, clients now want a cleaner to be able to change a lightbulb or notice when general maintenance needs to be done. The result is positive for clients – cheaper service delivered faster – but also for staff who have more diverse roles.

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SKILLS FOCUS

Upskilling and diversifying skill sets is essential for career longevity, with a focus on technology especially important, says Rachel Treece, engagement and quality manager, business support and improvement at Manchester Metropolitan University.

FM professionals at all levels are reliant on technology, “from operatives using PDAs to access ‘live’ maintenance and cleaning requests to managers using technology to conduct quality audits to get meaningful management information to inform future service provision and training requirements”, she adds.

But people skills matter too, with FM teams growing more customerfocused and providing a ‘one stop shop’ approach to service delivery, taking ownership of issues and seeing them through to resolution rather than passing the customer to different teams.

In addition, says Kentish, clients expect contractors to be business-focused and strategic to “really grasp what the client is seeking to achieve” and be able to reverse engineer FM services to guarantee delivery.

“Being able to fully engage with stakeholders – clients and end users – to understand their needs and potential future needs, is vital.” Kentish explains, “so having good diagnostic and communications skills will become increasingly important.”

FMs should keenly observe trends.

Kentish lists workplace mental health as a major driver in the months ahead and FMs will need to know how to create and curate spaces to support this. Indeed, Davison considers that FM personnel with high emotional intelligence will become increasingly necessary to service delivery.

Keep core competencies in mind

Roberts singles out wellbeing as a major trend, but advises newer FMs not to worry about wellbeing issues until they are in a position to affect strategy – usually when at middle or senior management level.

Forget trends and focus on developing core competencies and soft skills – situational management leadership and performance management – for the first 10 years, he advises.

With wellbeing courses growing in popularity, Roberts cautions against losing sight of the core competencies such as ensuring that their their health and safety, legionella and fire awareness training is up to date.

Courses on softer people skills can be beneficial, and Welch says she has gained much from attending them – but the real learning comes from fellow students sharing experiences. Some industry veterans, she says, would criticise today’s courses for their similarities with what was taught 10 years ago.

Training providers should work harder, therefore, to emphasise the differences, Welch argues, adding that critics need to shift their mindset as people are discovering new ways to manage people and develop processes.

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LO N G FO R M

IWFM MARKET OUTLOOK

WHAT THE MARKET OUTLOOK REPORT REVEALS

The majority of respondents said the state of training was positive

36% saw increased investment in training from their organisations

44% said investment had stayed the same

57% said finding the right training was easy

9% said finding the right training was very easy

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TRAINING FOCUS Patel lauds the IWFM training but wants more courses covering such topics as customer service skills or finance up-skilling, tailored specifically to the FM market.

Roberts wants a more decentralised learning offering. “The majority of the training is London-based, so if you’re outside of London then as well as paying for training you’re having to pay for travel and accommodation too. It makes that argument of pushing people into training a lot harder for those outside of London.”

Statutory compliance courses have been around for a while, but Welch notes the growing importance of health and safety training. “I certainly always look for IOSH as a minimum; but if people have particular skills

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we will look to train them if they are lacking in [other] particular areas,” she says.

Putting it all into practice

One criticism of training is that there can be little space to apply the learnings when back on the job. To avoid this, Treece says it is important to define clear objectives: “What will the member of staff be able to do differently? How could it benefit the team?”

Roberts agrees. Don’t just pick as course from a training manual. FMs should be able to answer how that training will be applied to their current role. A good way of achieving this, Patel says, is to discuss with a line W Whow W. I W M .O RG .U K that manager toFselect a course will benefit the FM and organisation.

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INSIDE 34 36 37 38 41

Perspectives – four original opinion pieces FM @ Large – seen and heard this month Behind the Job – Carol Punton Think Tank – Preparing for five generations in the workplace Calls to action – events worthy of your attention

N

udging influences behaviour but does not force a particular choice. This technique is used in marketing, advertising and communication strategies, but WorkWire, based in the Netherlands, claims to be the first workplace consultancy to use nudging to influence workplace change; hence, ‘workplace nudging’.

Workplace nudging aims to influence new behaviour by making it appealing and easy to achieve.

How does it work?

The starting assumption is that people tend to make decisions automatically and intuitively rather than rationally, a theory written about by psychologist Daniel

VIEW POINT

Kahneman in Thinking, Fast and Slow. Arguments seldom change this type of impulsive behaviour, so nudging proposes small and subtle changes in a physical environment to encourage new behaviour.

WorkWire gives the example of a workplace canteen prominently displaying a snack of tomatoes to encourage a healthy eating option.

Chocolates are still available

THE B E ST O F THE S E C TO R’ S DI S C U S S I O N A N D DE BATE but they are harder to see.

Employees have a choice and feel they have a choice, but the decision-making process is set up to encourage the desired behaviour.

WorkWire calls it a “friendly push in the right direction”. And it is effective, as people most often choose the default option.

Each month we explain the background to phrases you may be hearing, or the key issues currently making waves

What makes workplace nudging different?

It combines six features through to influence change: Quick action: meets needs, rewards behaviour and triggers curiosity; Not forced: uses positive persuasion; Focus on people: makes change fun and easy; Focus on objectives: decides on the desired change and identifies behaviour to achieve it;

B U Z Z WO RDS

WORKPLACE NUDGING

Physical and virtual: Can be app-based or physical offerings – or both; and Linked to the physical workplace: Different from other nudging used in marketing or advertising.

What forms can workplace nudging take?

Visual feedback: Makes visible the effects of employee behaviour so displaying current energy consumption could help employees lower it.

Behaviour can be rewarded publicly using a leader board.

Workplace apps: Used on employees’ phones, an app suggests alternative workspaces to encourage moving from old work areas to embrace flexible working and desk-sharing.

New areas: It’s easier to change behaviour in a new physical space than a familiar one. An example might be a wider staircase that allows people to stop and chat without preventing others from passing.

PHOTOGRAPHY: ISTOCK

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V I E W P O I NT

FAC I L I T I E S S H O W 2 0 19

THEME

A HUMAN-CENTRIC APPROACH Holographic conference calls?

They’ll be a plausible reality in the next few years, said Oren Gershon, managing director at O.M.G. Consultancy.

His fellow panellist, Anabas MD Alistair Craig, disagreed: “I’d counter your view that we’ll be looking at holograms in the future; we won’t.”

The trouble with holograms and the reason why similar VR and AR technology has not been readily adopted is that there is a lack of trust.

“There’s no beating heart beside me,” Craig added.

In the same discussion, Gershon called on an audience member under 30. The unnamed multimedia journalist said technology is indispensable to her work and life, but that all the “AI stuff” is over her head; she also wondered whether tech is making us lazy: “How much more do we really need?”

said FM consultant Lucy Jeynes, very few senior women in the sector have children.

The thing is that many automatically assume the conversation about diversity concerns men and women, said Oren Gershon of O.M.G Consultancy. Rather, said Gershon. it should include race, ethnicity, LGBT+ rights and mental health.

Adams added diversity of thought and socio-economic background to the mix.

Andrew Hulbert, founder of Pareto FM, believed people from different backgrounds working together is a prerequisite condition for creativity within organisations.

“The trouble we have with FM is that when everyone looks the same, thinks the same and has had the same challenges, how is genuine innovation going to happen?” he asked.

Solutions include purposefully diversifying the workforce through, for example, offering THE SESSIONS

DIVERSITY

TIME TO DITCH THE BLOKEY STEREOTYPE As many as 35 per cent of millennials will view an organisation’s diversity and inclusion policy before deciding on working for an employer, said Barry Cullen, RICS’s director of diversity and inclusion.

Candy Hollingum, operations director – EMEA, at CBRE, supported this data, declaring that the diversity of a company’s leadership will guide her decision whether or not to work for it.

The reality is that the profession suffers from a “blokey stereotype”, argued Ashley Adams, head of talent and resourcing at CBRE Global Workplace Solutions. Indeed,

TREND GAME

TO ACCESS THE FULL VERSION The Facilities Show and its concurrent events always provide an OF FACILITATE opportunity to assess new products and services and learn fromIWFM the MAGAZINE, JOIN discussion sessions that act as a barometer of trending Here W W W. I W Ftopics.

M .O RG .U K are some of the themes identified by speakers at this year’s event 30

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V I E W P O I NT

FAC I L I T I E S S H O W 2 0 19

“THE GOOD NEWS IS THAT BREXIT ISN’T LIKELY TO DERAIL CURRENT DIVERSITY AND INCLUSION LEGISLATION”

apprenticeships to older people and not just schoolleavers. Another is not being afraid to discuss sensitive issues, Hollingum said. Shouting down someone for making a prejudicial comment, or ignoring it completely, won’t solve a problem. Constructive feedback is key.

Perhaps more important – and of most difficulty – is ridding recruitment drives of unconscious bias. This requires an acceptance that we are all unconsciously biased, said Gershon.

We all need training to overcome this, so that we understand the automatic decisions we make based on the names we read on CVs, the skills we see and the questions we ask of interviewees.

The good news is that Brexit isn’t likely to derail current diversity and inclusion legislation, suggested Pam Loch, managing director at Loch Employment Law. “The UK has been a leader in discrimination legislation,” she said, with the EU following. PostBrexit – if it happens Loch added – legislation should not change. But expect to see more employers facing challenges from staff about discrimination, especially regarding mental health.

TECHNOLOGY

PUT PURPOSE FIRST How much more technology do we need? Many asked it and a useful answer is: Install or upgrade only when it improves what went before.

For instance, occupying or owning a smart building is an aspiration for many businesses but sometimes low-tech solutions suffice and are even superior. Mike Brooman, CEO at Vanti, said that while an app controlling lighting in a meeting room may seem a cutting-edge way to set the focus for presentations, flicking a light switch on the wall could well achieve the same results much faster without any operational learning required.

Mike Sutcliffe, managing director of the Integrator at KBR, expressed a similar caution to clients fixated on

ILLUSTRATIONS: IKON

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V I E W P O I NT

SEEN AND HEARD

Ideas and comments made at June’s Facilities Show

“GOOD IDEAS ARE COMMON – WHAT’S UNCOMMON ARE PEOPLE WHO’LL WORK HARD ENOUGH TO BRING THEM ABOUT” DR MATTHEW TUCKER OF LIVERPOOL BUSINESS SCHOOL QUOTES ASHLEIGH BRILLIANT AT THE EUROPEAN FACILITIES MANAGEMENT CONFERENCE 2019 IN DUBLIN, HIGHLIGHTING THE CHALLENGE OF CONVINCING THE INDUSTRY TO MAKE USE OF THE ROBUST RESEARCH AND METHODOLOGY FM HAS TO OFFER

“We know more about outer space than we do about our brain”

FM@LARGE

“I say we don’t make FM ’sexy’. In fact, can we put that phrase in the bin now? It’s embarrassing. Let’s stop this gimmicky terminology and concentrate on the genuine fundamentals and potential of this exciting and diverse industry.”

WILL EASTON, HEAD OF WORKPLACE AT FM180, COMMENTS ON A FACILITATE ARTICLE IN WHICH SODEXO’S DEBORAH ROWLAND SAYS FM NEEDS TO BE SEXY

NOTED&QUOTED

MENTAL HEALTH SPECIALIST STACY THOMSON SAYS THERE’S MUCH YET TO BE LEARNT ABOUT THE HUMAN BRAIN AND MENTAL HEALTH AND WE NEED TO UNDERSTAND THAT TALKING ABOUT MENTAL HEALTH IS NOT THE SAME AS DISCUSSING MENTAL ILLNESS

“Cybersecurity is a process not a product” JAMES MCHALE, FOUNDER AT MEMOORI, CAUTIONS AGAINST THINKING A SECURITY PRODUCT ALONE WILL KEEP CYBER SYSTEMS SAFE. RATHER, WE NEED STRICT AND CONTINUOUS MONITORING OF HOW WE ACHIEVE SECURITY

“There is a tendency to think of wellbeing as ‘happiness’ but we need to realise yone’s it’s not everyone’s ing. default setting. ge part That’s a huge al of the mental wellbeing agenda.”

SIMON IATROU OF MAGENTA ADDS HIS OPINION TO THE IWFM’S ‘WE SAY #WELLBEING, YOU SAY…’ DISPLAY AT THE FACILITIES SHOW

“NOT SURE ABOUT THE WORD ‘SEXY’ BUT IT CAN GIVE YOU A HUGELY ENJOYABLE, FULFILLING & VARIETY FILLED CAREER. I’VE BEEN IN FM FOR 10 YEARS & HAVEN’T LOOKED BACK. WE JUST TO ACCESS THE NEED TO EDUCATE YOUNGSTERS ON WHAT IT FULL VERSION REALLY MEANS & EXPOSE TO THE FULL OFTHEM FACILITATE MAGAZINE, JOIN IWFM RANGE OF THINGS YOU GET INVOLVED IN.”

“It’s about protecting ourselves against the stresses and pressures of day-to-day life” LAUREN APPLEBY, HEAD OF TRAINING AT THE HEALTHY WORK COMPANY, ANSWERS IWFM’S ‘WE SAY #WELLBEING, YOU SAY…’

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FM PROFESSIONAL NICK FOX COMMENTS ON A FACILITATE ARTICLE IN WHICH SODEXO’S DEBORAH ROWLAND SAYS FM NEEDS TO BE SEXY

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INSIDE

44 45 46 53 54

Meg Horsburgh: We need to talk about race in the workplace Clive Taylor: Tips to make passwords safer Penelope Harrell: The benefits of sound masking Ian Osborne: GDPR requires front and back-end compliance Jane Freeman: Reducing plastic in vending machines

Y

ou’ve seen a green wall before but how about a green wall that is active and smart? If you’re wondering whether you can stop to have a chat with it during your coffee break, the answer is no, you can’t. But you can appreciate its gift of clean air to breathe.

This is what Finnish company Naava says its smart and active green wall can do: naturalise indoor air; reduce harmful chemicals; optimise humidity; reduce illness and fatigue; and improve cognitive performance.

So how does it work?

LIVING

growth medium, which creates biofilters to activate microbes in the plants’ THE L ATE ST L E A RN I N G roots. The system draws A N D BE ST P RAC TI CE air through the root zone, which is where 98 per cent of air purification happens, not in the leaves, according Finland and University of Jyväskylä – to a Nasa study. show that the Naava system rids the air of Smart part: Sensors and AI analytics more pollutants than indoor potted plants measure climatic variables and direct and static green walls. functions through a remote system.

The studies compared a single Functions are tracked and used by the simulated Naava biofilter (normally, there system to monitor itself and auto-repair or would be 60 in an indoor setting) with a notify maintenance personnel if necessary. static potted houseplant in a chamber test.

Chemical concentrations were negligible Hard data on WA LL S after an hour in the biofilter system, while clean air 80 per cent of the chemicals were still Studies from the present in the potted plant chamber.

University of Eastern

SMART, ACTIVE AND GREEN

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PHOTOGRAPHY: NAAVA

Active part: Hardy plants that don’t trigger allergies are planted into a soilless and porous

KNOW HOW

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+

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INDICATORS

DATA

The facts, figures and projections worth being aware of

U S EF U L S TAT I S T I C S

42% 2030

Co-working spaces to rise by 42% by 2022

Robots in 20m manufacturing jobs by 2030

(Coworking Resources)

(Daily Mail Online)

Research by flexible working experts shows that the number of co-working spaces worldwide will increase by 42% by 2022.

4

Rates Economy

VAT rates: Standard rate — 20 per cent Reduced rate — 5 per cent Source: GOV.UK

Robots are expected to take over some 20 million manufacturing jobs worldwide by 2030, shows a study

by British research and consulting firm Oxford Economics.

Bank of England base rate: 0.75 per cent as of 16 November 2018 Source: Bank of England (bankofengland.co.uk)

Consumer Price Index (CPI): The CPI 12-month rate was 2.0% in June, unchanged from May. The largest downward contributions to change in the 12-month rate between May and June came from motor fuels, accommodation services and electricity, gas and other fuels; prices in each category fell between May and June 2019 compared with price rises between the same two months last year. The largest offsetting upward contributions to change came from clothing and food.

4-day week could save business £104bn

DAY WEEK

A four-day working week could save UK businesses an estimated £104 billion annually, and improve mental health and increase productivity, reports Henley Business School.

(Henley Business School)

WORKPLACE SUCCESS

75% Employees are ready for robot power

Source: www.ons.gov.uk

Research by NICE indicates that 75% of employees understand the benefits of robotic process automation (RPA), and are more willing to use it to help them deliver better service experiences.

Military skills aid workplace success Skills and values developed in the military are essential for good performance in the wider working world, according to research published in Armed Forces Week by veterans’ employment charity The Poppy Factory.

Employment

National Minimum Living Wage Category of Current Hourly worker hourly rate from rate April 2019

(Information Age)

(London Loves Business)

22%

Long work hours ‘linked to stroke risk’

Researchers from Angers University and the French National Institute of Health and Medical Research, found that people working long hours had a 29% greater risk of stroke.

(AHA Journals)

LGBT+ workers face discrimination at work

A report by LGBTQ charity Stonewall found that an estimated 35% of LGBT people said they have hidden their identity at work owing to fear of being discriminated against.

(Business Live)

35%

25 and over £7.83 21-24

18-20

30% Small firms lag on single-use plastics

Under 18

Apprentice

(under 19 or aged 19 or over and in the first year of their apprenticeship

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£5.90 £4.20

£3.70

£7.70 £6.15

£4.35

£3.90

Real UK Living Wage

TOLocation ACCESS THE of Hourly rate FULL VERSION worker from April 2016 OF FACILITATE UK Living £9.00 Wage MAGAZINE, JOIN IWFM

Less than a third of smaller firms (30%) say they have encouraged staff to use reusable alternatives and just 20% have replaced some or all of their single-use plastic, indicates a YouGov poll for Keep Britain Tidy and Brita.

(ITV News)

£7.38

£8.21

Living £10.55 WLondon W W. I W F M .O RG .U K Wage

BAC K PAG E

EPHFMERA

Facilitate, incorporating FM World, is the publication of IWFM, the professional body for workplace and facilities management. For information on membership, qualifications and training contact us:

The stories that just don’t fit anywhere else (Email us: editorial@facilitatemagazine.com)

A

joke that has probably now run its course in the Facilitate office is that all this talk of well-being is making us ill. A-ha. A-ha ha.

Now of course it is good that the positive mental and physical state of workers has become such a primary consideration. And it’s also good that well-being initiatives so often connect FM to the health and productivity of workers in a way that makes the department more visible to just the right kind of corporate decision-makers. In short, the pursuit of well-being can be a powerful form of advocacy for this profession.

Thing is, though: can’t any change or improvement to a product or service be said to lead to a boost in well-being of

For whom the well tolls

some form or other? And in some cases, might we not take that as a given? Not the big picture initiatives and projects – they are plentiful, and deserve to be reported; but perhaps the smaller ones whereby, for example, a new form of mug handle = better way of mug handling = improved well-being of mug users? Just a thought.

Then there’s the word wellbeing itself. You’ll have seen, just there, how we have decided mid-sentence to expunge the hyphen formally linking ‘well’ to ‘being’. Our style henceforth will be to write ‘wellbeing’ without it. Several people have queried our spelling in a way that has been frankly distressing, so we’ve changed it to improve our … disposition.

Finally this month, a word for our design guru David Twardawa who is leaving us to take on other titles in the Redactive stable. He’s been responsible for the many memorable covers and spreads you’ve seen over the past two years. Thank you David!

Institute of Workplace and Facilities Management Charringtons House, 1st Floor South, The Causeway, Bishop’s Stortford, Hertfordshire CM23 2ER, UK Tel: +44 (0)1279 712 620 Email: admin@iwfm.org.uk Web: www.iwfm.org.uk

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PUBLISHING DIRECTOR Joanna Marsh 020 7880 8542 joanna.marsh@redactive.co.uk Subscriptions IWFM members with Facilitate subscription or delivery queries should call the IWFM’s membership department on +44 (0)1279 712650.

Facilitate is sent to all members of the Institute of Workplace and Facilities Management and is available on subscription to non-members. Annual subscription rates are UK £110, Europe £120 and rest of world £130.

To subscribe call 01580 883844 or email subs@redactive.co.uk – alternatively, you can subscribe online at www.facilitatemagazine.com/about-us/subscribe/ Editorial Advisory Board Simon Ball, market director, Engie UK & Ireland Peter Brogan, research & information manager, IWFM Rob Greenfield, director, Assured Safety & Risk Management Ian Jones, director of facilities, ITV Liz Kentish, managing director, Kentish and Co. Pleun van Deurssen, EMEA regional facilities manager, JLL Anne Lennox Martin, FM consultant Jane Wiggins, FM tutor and author Simone Fenton-Jarvis, Workplace consultancy development director, Ricoh

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Average net circulation 14,996 (July 2017 to June 2018)

66

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facilities to find out how.

FACILITATE IS THE MAGAZINE OF THE INSTITUTE OF WORKPLACE AND FACILITIES MANAGEMENT. TO ACCESS THE FULL VERSION EVERY MONTH, JOIN IWFM TODAY. WWW.IWFM.ORG.UK

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