Facilitate June 2019

June 2019 / FacilitateMagazine.com

Taster edition

THE TOUCH PERSONAL

HEARTBEAT TRACKER Where wearable sensors can underpin strategic well-being initiatives

DATA DELUGE Meeting the challenge of managing multiple information sources

How issues of data compliance and management are changing the way workplace effectiveness is measured

SOFTWARE SAVVY From apprentice to co-creator of an H&S software application

FAC I LITATE JUNE 2019

CONTENTS ANA LYS I S

6 AN AGEI N G WORK FORCE Increased life expectancy means today’s workplace is likely to contain a higher proportion of older workers 8 CASH FOR CLADDIN G The government has allocated £200 million of funding to replace cladding on about 170 private high-rise buildings 10 SO CI AL VALUE FIRST Islington Council is to write social value requirements into its workspace procurement contracts.

11 F M O N THE MARCH The LGBT+ in FM group will take part in July’s Pride parade in London

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 T IV E S The four most interesting and insightful opinions on FM this month

43 LOCKED UP HotLocker Agile allows multiple users to access its electronic lockers

3 7 A BIT A BOU T YOU Lisa Assiotes gives us a taste of life as facilities manager at Hotel Chocolat

44 RETHINKING FRUSTR ATIONS How to turn an operational problem into a money-making business

3 8 T HINK TA NK Adopting tech: How is the workplace and FM sector doing?

45 SE COND C HA NCE Mistakes happen, so leaders need to know when to give second chances

40 JU NE @ IWF M The people and projects currently informing IWFM activity

48 A FA IR HE A R IN G How to make spaces accessible to those with hearing problems

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

53 TA LKING T R A SH Optimising waste management – and the best way to get rid of it

LONG FORM

16

THE PERSONAL TOUCH GDPR compliance and evolving data input models are among the key considerations for those planning the 21st century workplace.

20

MEASURING INPUT Workplace managers are weathering a veritable blizzard of datasets from employee-generated data devices.

26

WEAR AND SHARE? Wearable tech presents chances to improve well-being and productivity, yet data tracking is a sensitive issue for many workers.

– 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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W W W. I W F M .O RG .U K

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

D

iversity is a topic that can become a stomping ground for ‘fuzzy, positive’ talk of inclusivity.

In reality, groups whose requirements have not traditionally been considered in mainstream society have often been made to suffer in silence because of a lack of adequate platforms to highlight their talents and the lack of a support network.

Workplace and facilities management is no different.

But solid initiatives do exist that have made and are making a difference in FM.

WO RKP LAC E INC L USIVITY

the FM industry as supportive and attractive an industry as possible for LGBT+ people.

Colin Kimber, associate director at Pareto, has been a part of the group for 18 months – and says that it has definitely helped him raise his visibility.

“The group has helped me become more visible and is helping the whole community to be bolder. I spent years hiding myself but now have newfound confidence. I can now be a role model for others.”

Kimber had come to Pareto from an FM engineering company where he said he had “dampened myself down” and he had experienced “indirect prejudice”.

However, joining Pareto and the LGBT+ FM group has been like “coming out of the chrysalis”; the more he has been able to show who he is, the more he has been “totally embraced”.

Pareto’s managing director Andrew Hulbert is a big believer in creating an inclusive culture. He told Facilitate that “we should never forget that workplace and facilities management is a people business; it’s not about buildings. Therefore

One of those is the LGBT+ in FM group. Some members of this group are due to march in July’s Pride parade in London.

LGBT+ in FM’s steering committee members are made up of employees from Sodexo, Vinci, ISS, and Pareto FM. It is an FM industry-wide network, much like a special interest group, open to all LGBT+ FM employees and their allies, irrespective of specific company.

It is designed to capitalise on work already being done by some and “provide support to those that do not yet have an infrastructure, either due to size or maturity – where LGBT+ Diversity is concerned”.

The overall goal is to make

LGBT+ IN FM RAISES BANNER FOR DIVERSITY W O R D S : H ER P R EE T K AU R G R E WA L

we need to build our company cultures around the ability for our people to deliver their best. The most effective way to ensure this is to create a totally inclusive, diverse and supportive environment so people can be themselves at work. We need to build a culture whereby people are celebrated for their ability to deliver and not defined by societal labels.”

One of Pareto’s key clients, Twitter, hosted the most recent LGBT+ in FM networking event and got its own LGBT+ group leader to speak – one of the ways the group has been able to extend its reach through its networks.

Hulbert added: “We had representation from three other clients there too. ” There is, says Hulbert, “a real collaborative and progressive approach being formed” which shows that the LGBT+ in FM group “is important to all organisations and transcends boundaries of client / contractor and large / smaller organisations”.

It is is not about “the right thing to do” but “about recognising that we need to do more as organisations to create an inclusive culture”.

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LO N G FO R M

D E A L I N G W I T H DATA

MEASU

‘Data-rich but insight-poor’ is an accusation frequently levelled at today’s organisations. But with employee-generated data triggered from access control points, wearable ID cards, handhelds and personal devices, workplace managers are weathering a veritable blizzard of potential datasets. Dean Gurden considers how best to prioritise all of this newly available data

PHOTOGRAPHY: GETTY

The data challenge

not enough anymore,” he says. “You must be seen to be doing things smarter, utilising all the different ways you are now able to use data from the workplace.”

And there really are myriad possibilities of doing so. FMs can make informed decisions on how to optimise spaces and limit costs by analysing staff movements to determine room and equipment use patterns.

With the right integration, access control systems can manage energy use by activating utilities such as heating, air conditioning and lighting only when an area is occupied. Increased footfall can also be managed better with targeted cleaning and maintenance scheduling.

“I find the main thing FMs want is practical answers to specific questions about how their premises are actually being used,” says Nicholas Smith, regional sales manager at video surveillance firm Genetec. “For example, do we have the right proportion of desks to meeting rooms?

Which of the meeting rooms are being over or underutilised? How many desks doW weW W. I W F M .O RG .U K

Amid the data deluge, a sensible question that should always be on your lips is this: what is the value of this information if it isn’t being analysed and used for a purpose?

Indeed, this is what Jeff Dewing, cofounder and chief executive at Cloudfm, believes. “Everyone is buying technology and collecting data, but few are interpreting and reacting to it, or even know what they want to do with it.”

Part of the problem is the industry’s legacy.

Paul Bullard, business strategy director at CAFM software producers FSI, says: “Facilities management has not changed in the way it has been delivered for the past 30 years yet we are still seeing a lot of resistance to all this new tracking technology, especially within the contractor market.”

Nevertheless, Bullard has identified a slow but certain change in this outlook as workplace managers respond to wider organisational pressures to focus on enhancing the quality of service to employees.

“Traditional planned maintenance schedules and reactive contracts are simply

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need, or do our flexible and remote working

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LO N G FO R M

D E A L I N G W I T H DATA

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LO N G FO R M

W E A R A B L E S & W E L L- B E I N G

The link between employee well-being and organisational productivity is frequently highlighted with wearable technology presenting an obvious opportunity to improve both. Yet data tracking remains a sensitive issue for many workers. Bradford Keen explores the potential of wearables in the workplace

A

discreet lighttracking device, powered by Bluetooth, is tacked to your shirt lapel to monitor how much daylight you need compared with what you’re getting. The data is captured in an app and reveals your personal ‘light diet’, informing you of the moments in the day when you’re best performing, whether you should sit next to a window – and at what point artificial light is negatively affecting you.

The value of this employee data is significant. It can guide lighting decisions to optimise workplace performance, inform design choices and even help to determine the very building they require.

Leeson Medhurst, director at the consultancy 360 Workplace, explains: “There is no point having a single-sided glass façade building if people are hungry for daylight.

If 95 per cent of your populace need 60 per cent natural daylight, we need a four-sided glass façade building to maximise the amount of light coming into the space.”

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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 – Lisa Assiotes Think Tank – Adopting tech: how is the FM sector doing?

Calls to action – events worthy of your attention

VIEW POINT

N

eurodivergent design sign specifically aims to provide workplaces es that cater to the needs eeds of neurodivergentt or neurodiverse employees..

THE T H B E ST O F THE S E C TO R’ S HE DI D I S C U S S I O N A N D DE BATE

What does it mean to be neurodivergent?

It refers to genetic differences nces in the brains of people with th conditions such as, but not ot limited to: dyslexia, dyspraxia, raxia, ADHD, Tourette’s and forms ms of autism such as Asperger’s. s.

And far from being a disadvantage, neurodivergent or neurodiverse employees have many strengths that can benefit organisations.

Dyslexia and autism, for instance, Each month are associated we explain the with advanced background to memory, phrases you may mathematical be hearing, or the and pattern key issues currently recognition making waves abilities, says Gary Helm, founder of obo.

ILLUSTRATION: SHUTTERSTOCK

How aware are businesses of neurodivergent needs?

Not very aware, says Helm, citing research from the Chartered Institute of Personnel and Development (CIPD), in which only 10 per cent of businesses consider neurodivergent people in their management strategies.

It is logical to conclude, he adds, that the needs of such employees are not prioritised in workplace design either. Yet certain environmental factors at a workplace can make it more difficult for these workers to function effectively.

What areas are most important to focus on?

BUZ Z WOR DS

NEURODIVERGENT DESIGN

Acoustics: Noise can be especially problematic for those with analytical personalities, which Tony Sutton, managing director of Woven Image, says is a trait common in people with autism. These employees are more likely to be distracted by shrieks of laughter or variable volume conversations. Obvious

solutions include quiet work areas, private booths and high-backed sofas in breakout areas to absorb some of the sound waves.

Storage: Neurodivergent people often need to know their belongings are safe, so having secure storage helps to manage their related anxieties. Storage is especially important in open-

plan and non-territorial spaces, says John Atkin, CEO at Bisley.

Colour: Having highstimulant colours or patterned designs schemes can have emotional and psychological impact, says Alison Standish, founder of the Colour Ministry.

Lighting: Flickering lights can also trigger neurodivergent employees, so get rid of fluorescent bulbs and poor-quality LEDs, says David Clements, chief executive of FUTURE Design.

Zoning: Routine and structure are also important, so zoning with designated seating can provide muchneeded support to these employees. Providing areas for other activities such as stretching, which helps those with Tourette’s or autism to focus, is also useful.

These are all important, of course, but many readers will regard neurodivergent design simply as high-quality design to accommodate the many competing needs of a contemporary workforce.

The important difference, though, is while failure to adopt neurodivergent design principles could be frustrating and unpleasant to many workers, it might be detrimental to keeping neurodiverse employees WinWwork.

W. I W F M .O RG .U K

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V I E W P O I NT

SEEN AND HEARD

“I’VE BEEN 15 MILES FROM HOME AND HAD TO TURN AROUND BECAUSE MY KID’S FORGOTTEN HIS PHONE ONE AND CAN’T GO TWO HOURS WITHOUT HOUT IT. IT’S THE SAME THING WITH TH PEOPLE AND THE WORKPLACE; WEE ALL TEND TO HAVE OUR DEVICES CLOSE.”

Ideas and comments made at June’s IWFM Conference

FM@LARGE

You ca call a service provider.

A guy rrocks up, goes to the plant rroom, sees that nothing’s operat operating. He goes to the control panel, sees a switch – boiler auto of off or on. He switches it on. Th The boiler lights up, but it’s now bypassing all the BMS contro controls. Everyone’s happy, but unfort unfortunately the building is now ru running 24/7.”

CISCO’S WORKPLACE TECHNOLOGY HNOLOGY STRATEGIST MARK MILLER ON HOW ARTPHONE THE UBIQUITY OF THE SMARTPHONE NG US AN IS INCREASINGLY ALLOWING UNDERSTANDING, AT AN AGGREGATED LEVEL, FORMANCE AND OF OUR WORKPLACE PERFORMANCE WORKFORCE BEHAVIOUR

“But presenteeism isn’t just about being in the office … it’s about being ‘always on’ ” ANDREW MAWSON, MANAGING DIRECTOR AT ADVANCED WORKPLACE ASSOCIATES, COMMENTS ON A RECENT BBC NEWS REPORT ON THE PROBLEM OF PRESENTEEISM

“ “Salaries c can be a m motivational ttool to retain ttalent and m motivate g good p performance b only l when h other factors but such as as job jo ob security securrity y are arre n ott such not compro omissed d/u unde er tthreat” hre eat”” compromised/under

COLIN WILL WILLS, CEO, CAMBRIDGE MAINTENANCE SERVICES, TALKING AT THE RECENT FACILITIES EVENT. IN 62 PER C CENT OF THE BUILDINGS HIS TECHNICIANS TURN UP TO O, THEY FIND THE PLANT RUNNING RO OUND TO, ROUND THE CLOCK

NOTED&QUOTED

“A WORKSTYLE IN ABSTRACT CANNOT BE EVALUATED OTHER THAN IN A BALANCED WAY – ONLY IN CONTEXT CAN IT BE DEEMED APPROPRIATE OR NOT, WELL EXECUTED OR NOT” NEIL USHER, CHIEF WORKPLACE OFFICER AT GOSPACE, ARGUES FOR THE IMPORTANCE OF CONTEXT WHEN ASSESSING N WOR RKPLACE AN ND STYLE WORKPLACE AND

PHOTOGRAPHY: ISTOC ISTOCK S STOC K / GE GETTY E TTY

TAH TAHERA HERA HAMMO HAMMOND, OND, GL G GLOBAL OBAL HEAD OF WO WORKPLACE ORKPLACE A INVESTEC, COMMENTS AT C MMENTS CO T ON THE IWFM PAY &P ROSPEC E TS SURVEY PROSPECTS

“W “We We see e a ma majo major jor or sh shift hift h h pp ha pen ning g wi w th h regards to happening with ‘the ‘t he face’ fface a e’ ac e’ of of FM M with w ‘the the ex xpe p ctat atio ion n being be ei our midexpectation leve le v l ca and d id dat ates e not only es level candidates TO ACCESS THE fi l their the eir technical tec ec chn nic cVERSION fill roles but FULL m mu stt als l o po ls osssFACILITATE e exceptional es must also possess OF clie cl i nt nt-f -fac c in n g sk k il l l ls client-facing skills” MAGAZINE, JOIN IWFM

“TTHEERE ARE “THERE AREE 3,500 3,5000 STADIUM STADIUMM SSTAFF, TAFFF, AND CATERING CATTERINNG STAFF STAAFF REPRESENTS REEPRESSENNTS AALMOST LMMOST HHALF ALFF OOFF TTHAT” HAT” TOTTENHAM A HOTSPUR’S VENUE ED DIRECTOR IRECTOR ANDY O’SULLIVAN ON TH HE EXTRAORDINARY THE SPLIT OF SERVICE PERS E SONNEL AT NORTH PERSONNEL LONDON’S NEWEST FOOTBALL GROUND

MARK GOODYER, DIRE DIRECTOR R CTOR OFW REWARDS REWA WARDS AND W W. I W F MRECOGNITION .O RG .U K FOR E U AND IRELAND, ON THE INCREASING G IIMPORTANCE MPOR SODEXO UK OF ‘SOFT SKILLS’

36 3 6

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V I E W P O I NT

A B IT AB O UT YO U LISA ASSIOTES is facilities manager at Hotel Chocolat

What attracted you to FM, and how did you get into the industry?

I started my FM career at Lloyd’s of London, working for a maintenance company assisting the helpdesk entering engineer’s dockets.

I then moved to the NSPCC, supporting the FM with administration. This allowed me to learn more about FM.

How long have you been in your current role? Two

years. Like all of my previous roles, this is a new role to the business, so has provided an amazing opportunity to develop the FM team and contractors that support us in managing our portfolio.

Do you see yourself predominantly as a task or a people manager? Both

in equal balance. As a reactive service provider, we have to deal with the tasks allocated as and when they arrive. It is also essential that I am a good people manager so the team works to its strengths.

Would you describe your role as predominantly operational or strategic?

BEHIND THE JOB

LISA ASSIOTES “THIS IS MY DREAM JOB; CHOCOLATE AND FM – IT’S THE PERFECT COMBINATION”

At a large retail portfolio of 120 stores that continues to grow and a small team of three managing day-to-day operations, we are more involved in the operational side of the business than the strategic. We are becoming more strategic as we look to put in place long-term plans.

If you could change one thing about the industry, what would it be?

How many people are there in your FM team, and who does the FM team ultimately report to?

Increasing knowledge and appreciation on investing in suitable work environments for staff. I have been fortunate to work as part of a team on building projects that create amazing spaces for staff to work, improving communication, networking and team engagement. The investment in the initial project can be high, but the output far outweighs this.

I manage a team of six. The FM team comprises three staff, including me; we focus on maintenance, compliance and H&S, supported by an in-house handyman. We also have an in-house restaurant, with a chef and catering assistant. I report to the co-founder and development director, and the retail estate manager.

If I wasn’t in facilities management, I’d probably be… A zoo-keeper

My top perk at work is…

or childminder. I love animals and children and trained to be a childminder 18 years ago when my daughter was born, I also ran a toddler group and volunteered at our local primary school for a number of years. I also once worked at a hamster farm!

Chocolate and travel! I get to taste and try innovative, ethical chocolates and products. I also have the opportunity to travel.

What has been your biggest career challenge to date? In my last role I

was made redundant and was responsible for the dilapidations project to close my office. I had managed the office for almost 10 years, growing from occupying one floor to three floors. It was an emotional rollercoaster, but also a great learning curve.

and are essential extensions to your skills.

What single piece of advice would you give to a young facilities manager starting out?

Ask questions; there is no such thing as a stupid question.

Ask colleagues, managers, engineers – you can learn so much from other people’s experiences … Trust your instincts; most of FM is common sense partnered with experience and training.

What was the weirdest day you’ve had in the office?

A call from a store advising they had a bird in the stockroom!

It had entered via a disused fireplace. Catching it turned out to be challenging, and finding someone to assist even more challenging, as it was a protected species, so needed to be moved carefully. We ended up working with an animal sanctuary, which suggested we place a sheet over the bird and put it in a cat carrier.

What FM job in the world would you love more than anything? This is my dream

job; chocolate and FM – it’s the perfect combination.

Which “FM myth” would you most like to put an end Your life outside FM to? Networking and training TOmostly involves…

Family, ACCESS THE

FULL VERSION OF FACILITATE MAGAZINE, JOIN IWFM

are as essential as experience. friends, my cats, theatre and You will never be a specialist charity work. I have worked on in everything, however long several corporate and social you have been an FM. A good responsibility projects, many of network and specialist training W W which are local projects W. I W FM .O RG .U K that I help to support you in your role am still involved with today.

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PHOTOGRAPHY: ISTOCK

What do you do? I look after our Royston head office, our design office in London and 120 retail stores across the UK and Ireland. I’m responsible for maintenance, compliance, health and safety and business continuity planning.

INSIDE

44 45 46 49 52

Tim Chadwick: Turning operational problems into business ideas Alistair Craig: The wisdom of granting second chances Damon Brown: The value of a well-designed workplace restaurant Nigel Allen: Strategic deployment of print services Rob van de Veerdonk: On-site generation of renewable energy

KNOW HOW THE L ATE ST L E A RN I N G A N D BE ST P RAC TI CE

E LE C TRON I C LOCKE R S

PHOTOGRAPHY: SPACESTAR

T

here are degrees of expectation when it comes to technological developments. For instance, do you really need a device – that may well be leaking details of your private conversations to our commercial overlord – just to turn on the lights or telly?

Some might say the same of an electronic locker, but anyone who has had to find a home for their key while showering in the gym will rebuff the critics. But not needing a key isn’t the only reason why electronic lockers are growing in favour in workplaces – although it is a major component.

LOCKED UP “Facilities managers and employees alike love this system because they can use their building access control cards to activate the lockers,” says Janusz Kutyla, HotLocker Agile project specialist at Spacestar.

Another boon is improved use of space, which makes any FM as giddy as a kid with cake. Multiple users can access lockers – red/green indicator shows availability – rather than having a 1:1, so cost and space are saved.

Finding the ideal ratio will depend on an organisation’s needs, but Kutyla says a

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typical installation usually demands 60 lockers for 100 members of staff.

And the important question of cost? Kutyla says it varies with the number of lockers and the chosen system, but expect to pay around £40 a locker for the basic system when buying more than 400.

The good news is the Hotlocker Agile requires no maintenance apart from cleaning, it runs for years without hassle and any hardware or software glitches can be remedied.

It also offers a tamper-proof alarm and, through its wired locks, maintains audit ofRG use.

Wan W W. I W Ftrail M .O .U K

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+

The facts, figures and projections worth being aware of

For more FM business news, analysis and contract wins, sign up for the FM World daily newsletter at www.facilitatemagazine.com/news/e-zine

INDICATORS Home working equates to 38% of net use

38%

88%

The average Brit spends eight hours and 35 minutes using home broadband for work purposes. That means that more than a third (38%) of their home internet use is attributed to doing their jobs.

[MoneySuperMarket]

[Federation of Master Builders]

33%

Brexit hits mental health of 33% of Brits

31%

[Living Streets]

Working more than 50 hours a week is negatively affecting workers’ mental health, according to research by Eos Scientific, one of the UK’s leading cannabidiol (CBD) testing companies.

50hr+

[Eos Scientific]

Half of allergy sufferers at risk in eateries

Over 58% of allergy sufferers have had their lives put at risk by contaminated food from restaurants and takeaways, according to a survey by law firm Slater and Gordon.

[Slater and Gordon]

81.8%

Source: www.ons.gov.uk

Research by Living Streets has found that 31% of elderly people feel reluctant to leave the house on foot owing to the volume of cracks and uneven surfaces on surrounding streets.

50hr+ week mars mental health

58%

Consumer Price Index (CPI): The CPI was 1.8% in March, unchanged from February 2019.

Rising prices for motor fuels and clothing saw the largest upward contributions to change in the rate between February and March. The largest, offsetting, downward contributions came from across a range of recreational and cultural goods, food and motor vehicles.

The Consumer Prices Index (CPI) 12-month rate was 1.9% in March, unchanged from February.

70% 31% of elderly fear pavement potholes

Caterers prioritise family over work

A survey by CV Library has found that 81.8% of catering professionals feel that family is the most important thing in their life right now. The study surveyed 1,200 UK workers to arrive at its result.

[CV Library]

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FacilitateMagazine.com / June 2019

VAT rates: Standard rate — 20 per cent Reduced rate — 5 per cent

Source: Bank of England (bankofengland.co.uk)

Remote staff feel ‘left out’ of workplace

[Igloo]

Economy

Bank of England base rate: 0.75 per cent as of 16 November 2018

[British Association for Counselling & Psychotherapy]

According to the 2019 State of the Digital Workspace report from Igloo, 70% of remote employees feel left out of the workplace.

Rates

Source: GOV.UK

A third of UK adults (33%) feel that their mental health has been affected by Brexit, according to a survey by the British Association for Counselling and Psychotherapy (BACP).

88% of builders expect materials price rise

A record-breaking 88% of builders expect that material prices will rise further in the next six months, reports the Federation of Master Builders.

DATA

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

Employment

National Minimum Living Wage Category of Current Hourly worker hourly rate from rate April 2019 25 and over £7.83 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 FULL VERSION worker from April 2016 OF FACILITATE UK Living £9.00 Wage MAGAZINE, JOIN IWFM 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)

T

he revelation that one of the country’s first chief workplace officers has strapped on a GoPro head-mounted video camera – to give hitherto uninterested colleagues an appreciation of her and her team’s work as they conduct it – has got us thinking.

A permanent video feed of live facilities service delivery is all very well when it’s solely for one organisation’s employees – but why shouldn’t such feeds go public? Forget YouTube, where’s WorkTube? A constant live feed of workplace and facilities services to tap into at our convenience.

The advantages are obvious: a viewer able to dive in and check out a facilities service delivered in ‘real time’ gets to compare and contrast theirs with others. Any fresh learning is instant.

There’s potentially more, too: imagine if everyone started doing it; service procurers tuning in to check out prospective outsourced providers in the very act of doing what they say they do.

And of course, if a picture

Video thrills with CWO stars?

paints a thousand words, an endless bank of video surely paints millions.

Just as the folk our effervescent CWO works for got to see her team in action (learning better than to belittle the service they provide), this form of filter-free FM TV would allow organisations the world over to give pause for thought, the evidence of the service they’ve paid so little for being played out right in front of them.

The ease of content production and relative ubiquity of the equipment required makes this initially fantastical back-of-themag ‘and finally’ item rather more ‘doable’ than perhaps we first thought. But nevertheless, doubtless some do-gooding privacy concerns will put paid to the idea.

In which case, what chance the profession creating one of those billion-view generating YouTube ‘influencers’? Where’s the PewDiePie of procurement? The Cameron Dallas of catering? Here’s a sector crying out for an influencer to change perceptions of all those who manage and provide facilities for workplaces. Who’s game?

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

Redactive Publishing Ltd 78 Chamber Street London E1 8BL www.facilitatemagazine.com EDITOR Martin Read 020 7880 7664 martin.read@facilitatemagazine.com

DEPUTY EDITOR Bradford Keen 020 7880 7615 bradford.keen@facilitatemagazine.com NEWS EDITOR Herpreet Grewal 020 7880 8544 newsdesk@facilitatemagazine.com

SUB-EDITOR Deborah Shrewsbury 020 7880 6223 deborah.shrewsbury@redactive.co.uk SENIOR DESIGNER David Twardawa 020 7324 2704 david.twardawa@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, 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 Printed by Warners

TO ACCESS THE 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

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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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