December 2019 / FacilitateMagazine.com
Taster edition
CHANGING THE EQUATION
How the Stoddart Review helped to reformulate calculations about the value of workplace
FAC I LITATE
DECEMBER 2019
CONTENTS AN A LYS I S
6 H I GH -R IS E RULIN G The Grenfell public inquiry report says building owners and managers must carry out fire safety checks 8 ELEC TO R AL PROMIS E S What the party manifestos have to say about all topics relating to FM
COVER: SEIJA TIKKIS
10 ART O F THE POS S IBLE IWFM’S live SWOT analysis of the future of workplace technology 13 NEWS MAK E RS Ten top stories from Facilitate online 15 P O LI CY PIPE LIN E FM professionals are uniquely placed to make workplaces accessible to all
WHAT WE DO
Facilitate – the magazine and online news content resource of the Institute of Workplace and Facilities Management (IWFM) – keeps IWFM members and others up-to-date on all workplace and facilities management issues, ensuring you are informed of the latest developments and thinking.
COM M UNI TY
KNOW LE DGE
3 2 PE R SPE C TIV E S The four most interesting and insightful opinions on FM this month
42 THINK SHIPS, NOT SILOS Applying navy theory to civilian outfits can help to progress the silo debate
3 5 A BIT A BOU T YOU Shumon Choudhary, FM at The Portman Estate, dreams of Old Trafford
43 FIRST-AID CHAMPS Clare Ferguson on the merit of training colleagues as mental health first-aiders
3 6 THINK TA NK Our takeaways on topics and trends that could affect your business decisions
44 BE A CLIMATE WARRIOR Using an energy management system is a sound move, says Anthony Vasey
3 8 D E C E M BE R @ IWF M The people and projects currently informing IWFM activity
46 POSITIVELY CHARGED How commercial cleaners have adopted electrostatic spraying
3 9 C A LL S TO AC T ION The events and training options that deserve your attention
47 AN UNEASY ALLIANCE Videoconferencing interoperability is fast becoming a luxury, not a standard
LONG FORM
16
CHANGING THE EQUATION? How The Workplace Advantage report changed the way in which the value of an organisation’s workplace is calculated
20
PRODUCTIVE DISCUSSIONS Employers increasingly see the importance of providing staff with a great workplace – gains in productivity and better recruitment.
24
SURVEYING CHANGE The Leesman Index survey of workplace users marked its 670,000th respondent this year, up from 215,000 in 2016.
– your award winning magazine
In October, Facilitate was awarded Best Magazine (1032,000 members) by judges at the Association Excellence Awards, a body which assesses the media brands of trade bodies, professional membership organisations and associations. Not resting on our laurels, we are currently consulting on our editorial programme for 2020
and look forward to continuing to ur produce content that meets your needs. Please always feel free to n contact us if you think there’s an angle we should be pursuing. Got a story? email editorial @facilitatemagazine.com
TO ACCESS THE FULL VERSION OF FACILITATE MAGAZINE, JOIN IWFM W W W. I W F M .O RG .U K
3
FacilitateMagazine.com / December 2019
F RO NT D E S K A N A LY S I S
THE CONSERVATIVE PARTY PROMISES TO Reach net-zero carbon emissions by 2050; Introduce a ban on the exporting of plastic waste outside of OECD countries; Set up an independent Office For Environmental Protection with its own legal targets, including for air quality; Work towards a ‘Right to Retrain’ policy, setting aside £3bn for a new ‘National Skills’ fund; Raise the National Living age to £10.50; Look at improving “the working of the Apprenticeship Levy”;
PA RT Y M ANIFE STOS
Invest almost £2 billion to upgrade the further education college estate; Ensure workers “have the right to request a more predictable contract”; Allow parents to take extended leave for neonatal care; “Focus our efforts on areas where the UK can generate a commanding lead in the industries of the future – life sciences, clean energy, space, design, computing, robotics and artificial intelligence”; Use the £1 billion Ayrton Fund to develop affordable and accessible clean energy; Introduce a levy aimed at increasing the proportion of recyclable plastics in packaging; and Invest £500 million to help energy-intensive industries move to lowcarbon techniques.
PROMISES, PROMISES
W O R D S : H ER P R EE T K AU R G R E WA L + M A RT I N R E A D
As this issue of Facilitate lands, the country will be well into the run-up to the 2019 General Election. Here, we examine what the party manifestos had to say about topics affecting workplace and facilities management 8
FacilitateMagazine.com / December 2019
Use a £1 billion Fire Safety Fund to fit sprinklers and other fire safety measures in all high- rise council and housing association tower blocks; Ensure all employers are trained to better support disabled employees, while introducing mandatory disability pay-gap reporting for companies with over 250 employees; Work with employers, trade unions and public services to improve awareness of neurodiversity in the workplace and in society; Transform the workplace and require all large employers to have flexible working, including a menopause policy, and consider changes to sickness and absence practices; Revolutionise parents’ rights by increasing paid maternity leave from nine to 12 months, doubling paternity leave to four weeks and extending pregnancy protection; Tackle excessive working hours by reducing average full-time weekly working hours to 32 across the economy, with no loss of pay, funded by productivity increases; Tackle the prison maintenance backlog and develop a long-term estate strategy; Ensure the NHS becomes a net- zero-carbon service; Set a goal for net-zero-carbon food production in Britain by 2040; Launch a Climate Apprenticeship programme; and Change the criteria to be listed on the LSE – any company that fails to tackle the climate and environmental emergency is delisted.
TO ACCESS THE FULL VERSION OF FACILITATE MAGAZINE, JOIN IWFM W W W. I W F M .O RG .U K
PHOTOGRAPHY: GETTY
LABOUR PROMISES TO
LO N G FO R M
C A L C U L AT I N G W O R K P L A C E VA L U E
Three years ago, The Workplace Advantage report – first fruit of the Stoddart Review - set the stage for a significant shift in the way in which the value of an organisation’s workplace was calculated. Three years on, what’s changed? Bradford Keen and Martin Read report I L LU S T R AT I O N : S EI JA T I K K I S
CHANGING THE E Q UAT I O N ? I
n the midst of this unexpected general election campaign, it’s instructive to listen for the words and phrases our politicians deploy as they vie for prominence. ‘Mental health’, ‘wellbeing’, ‘trust’ – all issues with wider resonance in the past three years, for sure – but all most certainly linked to the way the workplace is managed for organisational gain. These themes, alongside that classic intangible ‘workplace productivity’, have led a new workplace conversation in the three years since the Stoddart Review first reported. Indeed, looking back it’s clear that what The Workplace Advantage report most successfully achieved is the opening up of fresh discussion. Research programmes have shifted focus to assess the business impact of workplace, entire conferences and project agendas have been built around the value of workplace and, of course, we’ve even seen a change of name for the BIFM itself, this month entering its second year as the Institute of Workplace and Facilities Management.
TO ACCESS THE FULL VERSION OF FACILITATE MAGAZINE, JOIN IWFM W W W. I W F M .O RG .U K
16
FacilitateMagazine.com / December 2019
LO N G FO R M
C A L C U L AT I N G W O R K P L A C E VA L U E
IWFM’S VERY OWN LEESMAN PROJECT Earlier this year, IWFM conducted its own Leesman survey and subsequent workplace change programme. The results have been significant, as CEO Linda Hausmanis recounts What did you hope for from this project?
We needed to address some fundamentals and the space required investment. It was important to speak to the team and understand what they needed so we could provide the right environment for them to do their best work. We wanted staff to take pride in their surroundings, enjoy coming to work, and feel that they and their working environment had been invested in.
Neil Everett and Sofia Erleigh sit inside one of the meeting pods
We did three things: first, conduct a Leesman survey, which told us what staff considered activities that were and weren’t well supported, an idea of what was important to them within the workplace, and how satisfied they were.
Then, Nigel Oseland’s ‘Psychological and Physiological Factors in Office Design’ workshop provided further insight about what we could change and the potential impact on emotion and mood. Then, the Workplace Leadership Programme through the IWFM Academy provided a balance of theory and practice. A fourth, fundamental guiding principle was to spend minimally and act sustainably. We focused on creating light and space but stopped short of full open-plan; people needed quiet and confidential spaces. We didn’t replace desks like for like – half of us work flexibly or remotely; we didn’t buy new – we recycled and sourced quality used furniture through the Mitie Waste Match service.
What’s happened since?
25
We are a small operation at a single site, so our challenge was relatively modest. But in line with our vision to be the trusted voice of a profession, recognised for its ability to enable people to transform organisations and their performance, we are trying to be the change we want to see. Reviewing, improving and sustaining our space, technology and the impacts on our people is fundamental to our success. Teams are, in practice, becoming more crossfunctional and operating more cohesively. In terms of the physical space, I try to work openplan as much as possible and we all have more choice in how we do our work. We have more to do, but during our first year as IWFM, these changes have done so much to help us on our way to becoming a W W W. I W F M .O RG .U K modern professional body.
TO ACCESS THE FULL VERSION OF FACILITATE MAGAZINE, JOIN IWFM
The team is less siloed. Groups are working more collaboratively on cross-cutting projects, in space and with systems that are in harmony with that approach. The mood in the office has lifted.
FacilitateMagazine.com / December 2019
James Nash enjoying the natural light in the refurbished IWFM office
CASE STUDY
Cannon Place
BEHIND THE SCENES ON KEY PROJECTS AND PLACES
Cannon Place, 78 Cannon Street, London, EC4N 6HN
Floors: 8 upper levels, a ground floor and two basements Square feet: 418,198
Special features: City skyline views from the upper floors; ground floor has 10,000 sq ft of retail space.
CA S E STUDY
RISE TO THE OCCASION
(l-r) John Redfern, Sylvain Thouzeau, Dan Jaggar, Maria Garcia and Tim Birley from Savills
Improving the customer experience is a worthy pursuit. Being able to measure the change pays for all of TORISE ACCESS THE the effort. Savills’ framework FULL VERSION has achieved both, resulting in happy FACILITATE customers and anOF IWFM 2019 Award MAGAZINE, JOIN IWFM for Impact on Customer Experience W W W. I W F M .O RG .U K
27
FacilitateMagazine.com / December 2019
INSIDE 32 34 35 36 38
Perspectives – four original opinion pieces FM @ Large – seen and heard this month Behind the Job – Shumon Choudhary Think tank – The external perceptions of FM Aimilia Marnerou: Changing the view of STEM within FM
VIEW POINT
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 boundaries, working across multiple departments. They understand that companies are usually organised according to functions and departments rather than “the flow of value-creating steps for product families”, Mike Rother and John Shook write in their book Learning to See.
So who makes a good value manager?
Each month we explain the background to phrases you may be hearing, or the key issues currently making waves B U Z Z WO RDS
“responsible for increasing the ratio of value to non-value, and eliminating waste in the overall supply chain from start to finish, for a defined product family; and for ensuring that the value stream meets or exceeds customer requirements”. That’s the Lean Enterprise Institute’s definition.
Someone who sees the value stream from a broad perspective, can appreciate lean thinking or work with someone who does, understands that value comes not from “suboptimising the parts of the supply chain” but from “improving the value created by the whole system”, according to the Lean Enterprise Institute. The institute adds that the value manager should be a leader and able to motivate others to change even if they don’t directly benefit from the shift in direction. They make data-driven decisions but are open to hearing from others in the organisation.
Remind me, what’s a value stream?
Hang on, this all sounds like what I do...
VALUE MANAGER
PHOTOGRAPHY: ALAMY
F
acilities managers the world over have spent years trying to demonstrate the obvious value that they bring to their organisations. Yet even with all of the data at hand – and the rising appreciation that the workplace has an impact on productivity – the narrative of FMs standing in the dark corporate corridor, outside of that sun-drenched boardroom, persists. Well, FMs in the US are taking a different approach. They’re starting to rebrand… as value managers.
But where does the term come from?
It has been borrowed from Lean Management / Six Sigma, where companies refer to a value manager or value stream manager. “More and more, I see FMs given the title. I suppose it just shows how important a skilled FM is at ensuring efficiency and trimming costs,” says Robert Greenfield, managing director at Assured Safety & Risk Management Ltd.
The value stream refers to every step, regardless of whether it’s value added or non-value added, that a customer would pay for to have a product or service delivered. The value stream requires the value manager to bridge organisational
Bridging boundaries, facilitating interdepartmental collaboration, leading change, managing value on a functional building level as well as at a strategic enterprise level – no wonder US FMs can see the – ah, W W W.–Iin W this F M .O .U K value jobRG title.
TO ACCESS THE FULL VERSION OF FACILITATE MAGAZINE, JOIN IWFM
What does the original value manager do?
A value stream manager is
31
FacilitateMagazine.com / December 2019
V I E W P O I NT
SEEN AND HEARD
“WHEN FACILITIES MANAGERS HAVE ACCESS TO MORE INFORMATION, THEY CAN MAKE INFORMED DECISIONS. AND INFORMED DECISIONMAKING IS THE FIRST STEP TO ELIMINATING THE HIGH COSTS OF REACTIVE MAINTENANCE BY IMPLEMENTING PREVENTIVE MAINTENANCE STRATEGIES.” ERIC CRABB, EXECUTIVE MANAGING DIRECTOR AT CUSHMAN & WAKEFIELD, US, DRIVES HOME THE MESSAGE THAT DATA IS ESSENTIAL
Ideas and comments made around the sector this month
FM@LARGE “Don’t get caught up p in the negatives g of change. g It w you react to it is down to you!” happens, and how VIC O’FARRELL, MANAGING DIRECTOR OF MOTIVATIONAL VOICE, SEFUL REMINDER FOR THOSE TOUGH DAYS OFFERS A USEFUL
NOTED&QUOTED
“Women in their 50s face double discrimination on both age and gender, often exacerbated by taking on unpaid care work for both children and parents. Better social care, flexible working and action by employers to close the gender #paygap are all needed.” CHRIS WATSON, MEMBER OF WOMEN’S EQUALITY UK, COMMENTS ON RESEARCH FROM THE ONS
“While the term emotional intelligence may only be a few decades old, the concept behind it certainly isn’t. For centuries, leaders have advised theirr followers to consider der how emotions affect behaviour.”
“It’s important to set professional objectives and raised bar benchmarks, implement strategies to achieve those objectives, devise a plan to achieve and work your plan through to completion and attainment ... otherwise it’s just about the salary and you run the risk of becoming disenchanted along the way!” LAWRENCE BOODASINGH, OPERATIONS MANAGER AT SERVUS LTD IN TRINIDAD AND TOBAGO, OFFERS USEFUL CAREER ADVICE
“The importance of smart lockers is often under“T appre appreciated when it comes to employee experience an and implementation of agile working practices” SIMONE FENTON-JARVIS, WORKPLACE CONSULTANCY DEVELOPMENT DIRECTOR AT RICOH UK, STRESSES THE IMPORTANCE OF STORAGE SPACE FOR STAFF
“In an industry where our people are often unsung heroes the best part of the judging process is listening to individuals and teams TO ACCESS THE taking time out to share their VERSION achievements and having FULL pride in OF FACILITATE celebrating their successes. I love it!”
MAGAZINE, JOIN IWFM
VIKKI WOOTON, HEAD OF PERFORMANCE AND COMMUNICATIONS AT CBRE GLOBAL WORKPLACE SOLUTIONS W W W. I W F M .O RG .U K AND SUPPORT JUDGE AT THE IWFM AWARDS, SHARES HER VIEW ON THE PERKS OF BEING A JUDGE
LIZ KENTISH, MD AT KENTISH AND ER CO, OFFERS A USEFUL REMINDER
34
FacilitateMagazine.com / December 2019
V I E W P O I NT
A B IT AB O UT YO U
SHUMON CHOUDHURY is a facilities manager at The Portman Estate
What do you do? I am an FM at The Portman Estate, which covers 110 acres of London’s West End. Our mandate is to maintain the estate fabric.
What attracted you to FM, and how did you get into the industry?
I enjoy solving complex problems methodically while managing various stakeholder relationships. Working in FM allows me to use my skill set to the fullest and feel fortunate to have experienced the unique challenges of working for a 500-year-old landed estate. Previously, I worked for a 250-year-old managing agent; I was lucky the hiring manager took a chance when I had limited experience.
How long have you been in your current role? For just over three years.
Do you see yourself predominantly as a task or a people manager? Both, for
PHOTOGRAPHY: ALAMY / ISTOCK / SHUTTERSTOCK
sure. When I am performancemanaging people, it’s all about tailoring my instructions to people’s learning styles and providing adequate motivation. My motto: lead by example, and people will follow. Overseeing tasks can be time-consuming depending on their nature; the attention to detail required can be immense.
BEHIND THE JOB
SHUMON CHOUDHURY “A GROUP OF BATS WERE FOUND IN ONE OF MY BUILDINGS”
relevant planning regulations. Also, trying to introduce smart technology or upgrading existing equipment usually requires extensive project management.
team, and who does the FM team ultimately report to?
If you could change one thing about the industry, what would it be? Minimum
There are four of us, and we report to an associate director. We all share the same desire to deliver an industry-leading service to our tenants.
mandatory qualifications and relevant professional memberships. This is long overdue, and essential to building/retaining confidence in the industry.
My top perk at work is… It’s a privilege to work with such competent professionals who share my level of integrity and provide a forum for healthy discussions, that feels like a fantastic perk to me (the flexitime isn’t bad either).
If I wasn’t in facilities management, I’d probably be… Being a football fan, I
find that industry fascinating. Whether it would have been brokering transfer deals or working on grass-roots initiatives, I would enjoy it.
What has been your biggest career challenge to date? Managing listed
Which ‘FM myth’ would you most like to put an end to? “It’s a male-dominated
buildings can be quite the challenge; it’s essential to work within the parameters of the
role.” Historically, that might have been the case, but times have changed. I have worked with such a diverse group of people.
Would you describe your role as predominantly operational or strategic?
What advice would you give to a young facilities manager starting out? Read
Mainly operational, but as I gained more responsibilities, I have needed to develop a more strategic mindset.
all you can and monitor industry trends; achieving the relevant professional accreditation is essential too. Be open to healthy professional debates and agree to disagree, but also be confident in your decisionmaking and comfortable in
justifying your thought process. The industry is moving at such a fast pace, embracing innovation while remaining customer-focused is imperative.
What was the weirdest day you’ve had in the office? A group of bats were found in one of my buildings, and they are a protected species in Britain. I soon became an expert and discovered there was very little I could do.
Early bird or night owl?
Very much an early bird, I am usually up from 5am. It allows me the time to plan my day.
What FM job in the world would you love more than anything? I am a Manchester
United fan, therefore being responsible for the FM delivery at Old Trafford would be a real honour.
And where would FM be an absolute nightmare Not
having autonomy in a role would be frustrating.
Your life outside FM mostly involves… Finding a work-
balance can be tough, TOlifeACCESS THE especially as I am studying FULL VERSION for my master’s. I have an OF FACILITATE 18-month-old son, Raphael. I MAGAZINE, JOIN IWFM tend to spend most of my spare
How many people are there in your FM 35
FacilitateMagazine.com / December 2019
WW W. Ilearning W F M .Onursery RG .U K rhymes time or at a local park with him.
INSIDE
50 51 53 54
The evolving CAFM market Sensors should be rolled out using a framework 5G has big capabilities but 4G could do the job Isolating relevant data remains key for FMs
Moore’s Law predicts the growth rate of computing performance over time: right now, computers double in speed every 18 months and that rate is accelerating. Today’s pace of technological change is the slowest it’s going to be. The impact of digital tech on the profession will depend, partly, on how it and the broader industry respond to the opportunities and challenges it presents. Last year IWFM published research Embracing Technology to Move FM Forward. We asked practitioners to assess what impact emerging technologies will FRO M T HE IWFM
SNAP SHOT
have on the profession over the next decade. The results were a bit concerning. Only when it FM SOFTWARE AND came to the most familiar TECHNOLOGY MARKET tech tools could respondents foresee their significance for the future. Omissions included big data, machine learning, automated vehicles and robotics – yet less than a year before our report, Harvard researchers described machine learning as the most important technology of our time. Facilities professionals should not only be anticipating these new technologies, but defining a process for embedding them of companies said into existing workplace environments. technological The pace of economic, technological, social and innovation would environmental change requires a re-evaluation of how we have a high or very work now and in the future. high impact on their At its core, technology exists to make things easier, from operations in the next three years. managing meetings to scheduling maintenance. But many businesses adopt technology that inadvertently goes against their organisational cultures. Rather than complementing existing ranked AI and machine values, a poor technology fit learning as major can at best leave businesses technology concerns. with a white elephant and at worst catalyse a toxic culture. So, when sifting through available tech solutions, take your people and their habits and will increase investment in real estate processes into technology in the next consideration few years, especially – the goal banking and finance is to build companies. on existing strengths not create new hurdles.
60%
TECH TALKING POINTS IN 2020 Technology is about making our lives easier, of course, but also about reinforcing organisational culture, says Peter Brogan
85% 70%
30%
said they consider smart building technology when choosing a building.
200%
PHOTOGRAPHY: ISTOCK
TO ACCESS THE increase in technology FULL VERSION spend on office OF FACILITATE projects in the past 18 MAGAZINE, months JOIN IWFM W W W. I W F M .O RG .U2019 K EMEA Source: CBRE’s
Occupier Survey / PTS Consulting
49
FacilitateMagazine.com / December 2019
The facts, figures and projections worth being aware of
For more FM business news, analysis and contract wins, sign up for the Facilitate daily newsletter at www.facilitatemagazine.com/news/e-zine
INDICATORS
Rates
Managers do not help workers with career advancement
More than half (58 per cent) of employees surveyed said that their manager does not help them to advance their careers, according to a survey by Korn Ferry. [Korn Ferry]
A survey by Vanquis found that 85 per cent of UK office workers get annoyed by colleagues leaving old food to turn rotten. [Vanquis]
Businesses will benefit from access to connectivity
30 DAYS
All UK businesses would benefit from £34.1 billion in productivity gains if their workforces had better access to connectivity, according to research by O2 Business. [O2 Business]
£34.1bn
30% Workers ‘lack clarity’ on their effect on company
Fewer than half of all global workers have clarity on how their individual work adds value to their organisation, suggests a survey by Asana. [Asana]
85 PER CENT
Office pet peeves includes ‘rotten food’
58%
30 days lost yearly on office inbox
Britons sacrifice personal time for work
Office workers waste 30 days a year browsing emails, costing up to five hours of productivity a week, shows research by SoftwareONE.
Almost a third of Britons (30 per cent) said they regularly sacrifice personal time for work, according to research by Microsoft. [Microsoft]
DATA
U S EF U L S TAT I S T I C S
[SoftwareONE]
Workers reluctant to discuss mental health with managers
Economy
VAT rates: Standard rate — 20 per cent Reduced rate — 5 per cent Source: GOV.UK
Bank of England base rate: 0.75 per cent as of 7th November 2019 Source: Bank of England (bankofengland.co.uk)
Consumer Price Index (CPI): The CPI including owneroccupiers’ housing costs (CPIH) 12-month inflation rate was 1.5% in October, down from 1.7% in September 2019. The largest downward contribution to change, came from electricity, gas and other fuels as a result of changes to the energy price cap. Other downward contributions from furniture, household equipment and maintenance; and recreation and culture were partially offset by price hikes in clothing and footwear. Source: www.ons.gov.uk
Employment
National Minimum Living Wage Category of Current Hourly worker hourly rate from rate April 2019 25 and over £7.83
A study by Ipsos MORI found that 82 per cent of employees diagnosed with a mental health condition do not confide in workplace management. [Ipsos MORI]
82%
Most companies will monitor workers by 2020
2020
63
21-24
18-20
Under 18
Apprentice
(under 19 or aged 19 or over and in the first year of their apprenticeship
£7.38
£5.90 £4.20
£3.70
£8.21
£7.70 £6.15
£4.35
£3.90
Real UK Living Wage
TOLocation ACCESS THE of Hourly rate Research from Gartner FULL VERSION worker from April 2016 indicates that by 2020 OF FACILITATE UK Living £9.00 about 80 per cent of Wage companies will monitor their MAGAZINE, JOIN IWFM employees using a range of new tools and data sources. [Gartner]
FacilitateMagazine.com / December 2019
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)
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
Vote Christmas!
T
here now follows a party political broadcast on behalf of the workplace and facilities management profession. Good evening. As you are aware, the forthcoming general election has been carefully timed to occur mere days away from Christmas, making this year’s ‘holiday season’ a uniquely heady concoction of good tidings, wishful thinking and unbridled hatred. It’s time for real change as we build a brighter future for the many not the few. But in this election cycle, we’re talking real change; the kind that involves us getting presents. Plenty of useful, game-changing presents. We’ve not got much to ask – but here’s what we’re going to a) plead for in the party manifestos or b) want to see placed beneath the tree:
Redactive Publishing Ltd 78 Chamber Street London E1 8BL www.facilitatemagazine.com
2. Jingle Wellbeing
Nothing could be better than that cinnamon-infused, ho-ho-hopeful strain of festive contentment that hangs thick in the air as we build-up to December 25th. Would someone be able to bottle that up for us so we can spread it around and ensure it really can be Christmas every day?
3. You’ll-Be-Appreciated logs
Ah, Christmas – the time of year when facilities managers quietly go about keeping everything up and running while the rest of us play with our newly unwrapped oven-ready smart buildings. So, please Santa, can you invent some kind of book in which us mere mortals can record our gratitude for all those workplace and facilities managers working over the holidays? Thanks!
“I’m working in the air…”
DEPUTY EDITOR Bradford Keen 020 7880 7615 bradford.keen@facilitatemagazine.com NEWS EDITOR Herpreet Kaur Grewal 020 7880 8544 newsdesk@facilitatemagazine.com
SUB-EDITOR Deborah Shrewsbury 020 7880 6223 deborah.shrewsbury@redactive.co.uk SENIOR DESIGNER Seija Tikkis 020 7324 2746 seija.tikkis@redactive.co.uk
PICTURE EDITOR Claire Echavarry 020 7324 2701 claire.echavarry@redactive.co.uk CONTENT ASSISTANT Prithvi Pandya 020 7880 6229 prithvi.pandya@redactive.co.uk
SALES — DISPLAY, DIGITAL, EVENTS 020 7880 6206 display@facilitatemagazine.com
SALES — RECRUITMENT 020 7880 6212 recruitment@facilitatemagazine.com PRODUCTION MANAGER Aysha Miah-Edwards 020 7880 6241 aysha.miah@redactive.co.uk
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, head of research and insight, IWFM Rob Greenfield, director, Assured Safety & Risk Management, Ian Jones, director of facilities, ITV Martin Stead, managing director, Sewell FM Dr Matthew Tucker, Liverpool John Moores University Jo Wake, head of global workplace, Deliveroo Kate Smith, solutions development director, CBRE Liz Kentish, managing director, Kentish and Co. Jane Wiggins, FM tutor and author Simone Fenton-Jarvis, Workplace consultancy development director, Ricoh
1. Oven-ready smart buildings
PHOTOGRAPHY: ISTOCK
EDITOR Martin Read 020 7880 7664 martin.read@facilitatemagazine.com
Just to get a minute’s peace from evaluating every possible way of smartening buildings up, how about our being able to snap our fingers and have everything required for one of these newfangled hyperconnected buildings? All the secure, GDPRcompliant and beacony-goodness up and running and, if you wouldn’t mind, protected from being hideously out of date for at least the next five years? Santa? Where are you going, Santa?
TO ACCESS THE Printed by Warners FULL VERSION OF FACILITATE MAGAZINE, JOIN IWFM your magazine’s plastic W W W. I WRecycle Fwrap M .O RG .U K – check your local LDPE
Average net circulation 14,996 (July 2017 to June 2018)
66
FacilitateMagazine.com / December 2019
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
OR, IF YOU’RE ALREADY A MEMBER, LOG IN TO ACCESS YOUR ONLINE COPY HERE: WWW.IWFM.ORG.UK /FACILITATE
ENJOY!